Karnataka's Billion Dollar Playbook ft. Sanjeev Gupta

technology in the economy are changing very fast. >> We are sitting in one of the biggest startup hubs across the world and for that let me now welcome Mr. group the is bash top or has exemplified leadership as a leader it's so important to learn because you don't know everything >> learning is every day there are failures every day so we learn we solve the problems km has been set up by the government of karnataka to bridge the gap between the industry and the government more than 100 companies have set up their operations in messur in

Mangalore in hubli in bail in dharawad we started a brand called as come back home in 48 hours I got hundred 100 CVS coming out from locations outside India. >> Some of the metrics that uh you are tracking as KDM which has led to the spur of growth that we are seeing beyond Bangaluru as well. >> So we created the three different assets technza declaration and we organized this as a large annual event. We talk tech, we walk tech and we laughed. BTS is coming soon and what is KDM's role in overall development that is happening? I'm pretty sure we'll be able to

demonstrate the real power of fanatic in the BTS future statements. Wait and watch the K partners right now in so many different verticals as ITIT SG, GCC's, talent, beyond Bangalore initiatives and so on and so what would be a major persistent gap in the state of Karnataka if KM didn't exist. This show is brought to you by CRUDs, your partner in digital transformation. From cloud innovation to intelligent automation, we redefine enterprise growth, empowering organizations to shape the future with technology that thinks ahead.

Good morning everyone. My name is Aay Tandan. Welcome to yet another episode of the innovators and disruptors podcast. Today I'm in a city and in a state which is touted as the tech capital of the country. It's a powerhouse of technologies. It's a powerhouse of a lot of services exports and it's actually contributed more than $150 billion in services exports to India at large and globally as well. And uh when we talk about other factors, we talk about you know the fact that this state has more than a million plus tech workforce. We're talking about

Karnataka. We sitting in Bangaluru which is one of the biggest technology hubs startup hubs across the world and there's so much more that's happening in Karnataka beyond Bangaluru which is one of the key initiatives and to talk about this and decode how Karnataka has become what it has become today in terms of being the tech powerhouse we have an amazing guest today a very very seasoned leader who is a ISS bashtopper who has done so much of work for the government projects and beyond that has exemplified leadership ship in his private stance across companies like Axenture,

Microsoft and others too and for that let me now welcome Mr. Sanjiv Gupta. Thank you so much sir for being here. >> Thank you. Thank you so much for inviting me. I'm very happy to be here today. >> So I'll start with a very simple thing. Karnataka digital economy mission >> this you are the CEO of KD KDM. Uh what would be a major persistent gap in the state of Karnataka if KDM didn't exist? >> Always ask a difficult question first. I think KDM has been set up by the government of Karnataka to bridge the gap between the industry and the

government >> and why it is required because today's the technology and the economy and the industry needs are changing very fast and we need to uh react we need to listen we need to work together and collaborate with industry many folds bigger and deeper than it was there in last 10 years back and hence we need a very strong organization who partner with the industry works with the government enable certain things and create the outcomes that we are aspiring for >> and that's the reason that I would say

that KM has been set up for this so if you're asking me if KDM would have been not there then what I would say that uh it's not about KM KM would have definitely come in >> and in fact it was one of those beautiful recommendations 15 years back was given by the industry leaders at that point of time so it is supposed to come >> right >> uh I think we have accelerated the growth of Karnataka uh to that extent uh and and that's what bring the strong partnership of industry and the

government together >> makes a lot of sense thank you so much the k partnersh right now with so many different verticals it is ITI its GCC's talent beyond Bangalore initiatives and so on and so forth GCC's uh what which one particular vertical are you most bullish about and you think that you know it's it it's a proper proper strong bet for the next 12 to 18 months If you could share some metrics also, why would you say that? >> Uh well, we have three very strong verticals within our uh KDM. One focus areas. One is ITI it GCC vertical. The

second is electronic system design manufacturing and third is startups in tech field. >> And then we have two horizontal layers which cut across these three verticles. One is the talent assurator vertical which is talent for these three verticles and then fifth one is the horizontal layer which is called as beyond Bangalore to say how pipeline of growth can be brought in into creating more Bangalore outside Bangalore right and that's what we look at in the last I would say you know three and a half years the uh major thrust which we got

outcome is from NI it and GCC's we have seen a fantastic results >> I'm very happy to share with you in the last three and a half years or so More than 100 companies have set up their operations in Mesur, in Mangalore, in Hubli, in Baila, in Dharwad, in these locations in in Kaluri. >> We have got more than you know 25 uh electronic system design manufacturing proposals. >> A couple of them has recently been uh gone live as well. A couple of them has taken uh approvals has been given and also very dedicated focuses on some of

these large manufacturing uh which is towards let's say PCB manufacturing uh towards the PCB backward integration towards laminates and etc and consu and electronics consumer products uh fngergy products aerospace defense products uh met products automobile products EVs motors uh power electricals and all those areas we have been able to come out with a nearly good stuff of partnerships with various global companies, Indian companies and putting up a proposals to see that we can go live in uh and some of them have gone live in Karnataka as well and the

startups is the third field you know where we have gone big but in the last results that we've seen is this now if you ask me next 18 months you know then I would say that you will find ESDM will be playing a very important role in next year because my proposal is getting far mature and we'll go live in next 18 months. So you'll find 1,500 Kuh manufacturing plant coming up in a location uh you know 600 kores of plant is getting live operationalized etc and all these you sign in 18 months period of time coming up

>> that's brilliant sir in fact I do want to touch upon ESDM as well because I know you have led that charter for a while at my as well uh but before that because you spoke about beyond Bangaluru I want to talk about that right there's a lot of curiosity that people have about beyond Bangaluru you mentioned a few hubs like Mysore, Mangaluru, Dharwar, Hubari uh and others as well, Belgi too. Uh what are certain and they are growing as you mentioned right there's so many different proposals as you spoke about the so many clusters coming up in these environments around

different technologies. uh what is what what would we would like to understand also about the fact is what are some catalytic interventions by the government by KDM and others which has led to the spur of growth that we are seeing beyond Bangaluru as well. Yeah. Uh this will take me couple of minutes to give you a detailed answer. Right. I think the first thing that we understood where we are today, right? So we are a Bangalore as a hub >> and outside Bangalore there are some very good hotspots and so we required to nurture them to become a hot spots. So

first we already divided the entire state outside Bangalore into six clusters. >> Right? One is the Meshuru cluster, the Manduru cluster, Hublon, Dhawad cluster, Kaluri cluster, Tungur cluster and Shumonga cluster. So all the other districts of the state has been divided into six clusters. >> We picked up first three clusters which was the Masu, Hubl, Belg, Tarad and Mangalore. >> Now after doing this, this is more of mechanical exercise, right? Now the intellectual exercise starts in the

sense that hey, what is that we need to you know do differently here >> and why we should do this? what is the industry is looking for right and what is a government should be changing its face right so government has actually deliberately looked into saying that we need to now make a product of these clusters >> now what do you mean a product of these clusters let's say you know a you are a industrialist and I'm coming to you and say hey would you like to invest in my cluster called you know kali >> then you'll ask me question Sanju G

thank you from government showing interest to me and flatana But tell me what are the benefits that I will get into why I should come there. Right? So that means I need to define my features of my product and I have to sell my product to you. >> So what we did is we took a very systematic approach towards defining the product and how we define the product the product features are like number one what is the existing industry ecosystem there >> map it very thoroughly. Second one what is the current talent which is already

employed in that place. Number third, what is the talent supply which is coming up in that region itself and what type of talents are coming up? Divide them into various layers from ITI to diplomats to engineering to graduate, science graduates and also the skills that they possess onto this. >> Right? >> Then going forward is about the startup ecosystem that is there. You will be asking that why startup ecosystem. I'll tell you that later. >> And then it comes into the various uh you know ease of doing business

>> right which is available. The another pillar which is product feature is about you know the uh the infrastructure which is available. Let's say your plug-and-play facilities, your industrial parks, how how far it is available, how is the power is available, how the water is available uh etc. that features then the social infrastructure which is your hospitality, your residential areas, your schools and etc. Right? >> And then go for last is the overall P&L the policy benefits. So if you're operating from outside Karnataka

somewhere, how it does look like operating in that location versus location in my cluster right >> that PNL and if I'm able to give these features of my product and come back to you as a you are a CEO and on your right is sitting your CHRO on your left somebody sitting as a CFO I need to convince all these three more TE's >> to to say that please understand I am here not as an emotional selling to you I'm here as a professional selling to you my cluster >> makes sense >> and that makes sense right then on top

of this we create a small edge. >> Edg means that sharpening your product is something very differently. Right? Right. >> So for example, measure is sharpened for a cyber security. >> Mangalore is sharpened for fintech. Right? AI in agriculture and in healthcare in HL Gandharad. Right. Likewise, we created edge in these three loca in these clusters. So when I go and talk to you know somebody like uh you know a banking and financial institution I'll talk about of Mangalore as a big cluster and I say you know we have a

good fintech companies there. We have got largest for sector banks operating from there. We have an accounting resources of this kind and etc etc. >> Then we give the P&L perspective and say look your overall cost come downs to be around 25 30%. Your basic cost comes down there. uh and and that's how then you say okay then you ask me a question uh you know you know Sanjiv G what if my type of segment is required that means your specific talent which is required then we say okay fine we have a talent supply there and you have also hired some of those experienced people which

is already deployed in these locations just to let you know in these three clusters alone uh each cluster gives you somewhere around between 18 to 25,000 talent supply >> fresh talent And then it also gives you currently roughly around 15 to 30,000 people deployed in these clusters right now >> as employees of different uh you know companies and organizations and there are a number of companies which are operating from these locations from multinational companies to GCC's to ITIS companies to manufacturing companies

design houses right for example LTS has the largest design house in Messur more than more than 5,000 people are design resources on on systems engineering right >> likewise if you pick up the you know organizations like uh Mangaluru when you find couple of companies from you know have gone for merger and acquisitions by the global companies from Japan >> so these becomes the examples of how the cluster actually works >> right >> bottom line sir is 5,600 people got employed in these locations

in just last three years >> this is a direct employment indirect employment and then the turnover to the societal changes is very very uh uh you know tremendously seen but I can't quantify them to right now to you but this is the direct employment has been created >> now this is creating livelihoods this is creating economic upliftment this is creating grassroot level impact on innovation as well because now all the families which are impacted by this economic uplift is now contributing towards development and self sustain

sustainable ability of those ecosystems at large as well. Plus, like you mentioned, there's so many new clusters focused on regional strengths that are coming up which means global companies would want to be there. In fact, uh I had very similar thought because we talking about GCC expansions in tier 2 environments which in Karnataka we refer to as emerging technology tech clusters, right? So, we are no longer talking about tier 2 versus tier three and stuff. We're talking about tech clusters and that is again a very brilliant concept because we are not talking about

demographic de dividend by you know differentiating as tier one tier two versus tier three >> we are talking about what are those regional uh workh horses the strengths and then calling it by that as a tech cluster right emerging tech cluster >> absolutely >> so in the policy framework a lot of times we have realized that a lot of global companies when they're talking about setting up shop there are multiple factors and you've outlined so many of them as product features. One of them that you mentioned about was

infrastructural projects and hospitality included. I was talking to a leader. He said that you know Abbe if I have to set up shop in one of those hubs uh you know across the country anywhere. He said that uh the middle management is a challenge because sometimes we're able to solve for the early talent force because we are helping colleges pick up the right skill sets by through the partnerships and policies of the government. uh and the senior leaders also sometimes want to relocate to these hubs. How do we tap into the middle management

because they have the kids studying in schools? >> Uh they're looking for entertainment and that's where hospitality plays a very important role which is everything from medical facilities to entertainment to schools and colleges for kids. Uh how how do you think the policy change is happening to kind of further and strengthen that ecosystem and the tech cluster emerging tech clusters? I I think you know let's say pick up an example of npipona scheme that we started with right which says that your demand of the skill your content and

curriculum your third party partner or your own training department your call of the candidates so everything decides by the industry >> government comes and says if that's the case we'll supply you the talent you can harness those talent in terms of the best quality Right >> we will reimburse 40% of their cost to you that mean you'll partner with you >> so two problem that they face one is the real supply of the talent they can train but where is the quality of the talent coming in the second one is the >> be part of the game

>> h >> and in this the middle level segments which needs to upgrade the skills is also allowed as a part of the scheme right apart from this we started a brand called as come back home and in that come back home uh to my surprise In 48 hours of launch on my social media >> for Mangalore and Masum clusters, I got 100 CVs coming out from locations outside India and they want to come down and their experience of 10 years, 15 years of experience. So your middle management experienced person >> not at the cost of what you would would

like to take them but the cost where they also willingly to come down and be at the place where productivity is very high, right? is seen as a result, right? The third thing is the international schools, right? So, Masur has an IB curriculum school now. You know, Tanax has opened the campus in in Masure. Uh you find multi you know uh multi- cuisine restaurants coming in place in every places. >> If you go to our ring roadside in in Masur, >> you will find that in last two years at least 10 co-working space have started

setting up their operations in the locations. M >> why all of them are coming in why it was not there 3 years or 4 years back why it is there today right this infrastructure why international school is there today >> why these 100 CVs has come together and and look into those >> right >> right so why there's the separate PCB land park has come across it is because this there's a solid interest which has been shown towards these clusters by these global companies there's a talent which is coming in place right and it's

creating a mark of itself >> so I No, if you if you if you're asking me a question about saying can we do you know some sort of a more work towards making it these people feel comfortable with those questions answer is yes >> but the challenge is some of the property rates are also going very high there right so you you'll find that mix of reactions coming in place >> right >> some of the people say please develop not the core city preserve the culture of that city

>> and also create this modern econom army of of tech industry which can come into play. So we are working on those now. >> That's fantastic sir because I think uh you know a lot of people are also tired of living through traffic chaos and wars right they are tired of exorbitant rents that they're paying and they want to be closer to nature >> as close as possible. Of course uh I'm not saying that the clusters emerging clusters are all nature they are also getting built up into concrete jungles to be honest but I think uh they want the fresh leaves of life. A lot of uh

people who are working in private sector and they are taking this opportunity in a very very uh in a very positive light. They are getting this opportunity to move back to their homes like you said. In fact I remember Subuh Subramana from discover dollar. He's a good friend. In fact, you had launched his office as well and you had come out as chief guest. >> Uh he was so excited when he was talking to me about setting up a shop in Mangalore, >> right? He said Mangalore is my hometown and if I can set up a 100 people team

there, I know the talent exists. We focused on services for the financial uh leakages and so on and so forth. Uh and he said that this is a brilliant hub. Why do I have to set up the whole shop in Bangalore? Bangaluru rather I should do it in Mangaluru. >> Correct. And uh that was such a firsthand experience that I saw that as well. Right now moving to startups because you're talking about discover >> if you go to startup I just want to add one more point is all the policies of the government of Karata right from a startup policy to IT policy to erd

policy to GCC policy to you know cyber security policy biotech policy. two things which uh you should definitely give us a appreciation note to the government is we the first state to come out with these policies in India >> that's great >> okay so many states are coming up with policies first time we are coming up personally maybe version 2.0 version 3.0 very true today's policies are focused only on giving support enablement to the beyond bank clusters heavily focused on that so industry finds that the government's commitment and support is

is really big enough now the other element which is very very important for the cluster to share this to the audience is industry's partnership and industry's ownership on developing the cluster I have never seen in my life in my career the way I see it Right. >> It's an it's a very strong partnership >> right >> where partnership that there's 100% trust confidence between both the parties of the government and industry. >> So if you go to you know the clusters and if you meet government person or an industry person

>> the language is same >> that means that means there is there like a co- brotherhood which has come forward and saying this is my family and as a brother we need to stand up and and and make this family proud. >> Right? That's the feeling which has been come across in these clusters and hence the brands has come out. the happiest place in India mesh silicon beach of India Mangalore right so you're king AI city coming up let's say ini right all these are the are the are the think statements coming from where coming from the industry

>> industry very true >> right so just want to add these features to you that how deeply this has been entangled with the wisdom knowledge and network of industry and government as a positive catalyst >> no I I totally agree In fact, I don't think so any easy transition of ease of doing business even from an industry standpoint is feasible or possible if the policy interventions are not strong. >> Yeah. And Karnataka has been growing uh you know year-over-year in terms of various rankings or the kind of industry partnerships that you just spoke about

because of like you said being the first state in the country to launch a lot of these policies the first of its kind policies right in fact when others were trying to build that out and replicate some of these policies frameworks into their states as well by then Karnatak already announced the version 2.0 3.0 as well right so which is which is the proactiveness of the government to to build about this impact as well and that's so so I mean so incredible to see that >> uh since we were talking about startups as well I didn't want to touch upon this

>> elevate 100 earlier it used to be called as elevate idea to PC2 uh I've been lucky that I've been invited a few times to be a jury member at elevate 100 as well back in the day >> and I have seen some amazing amazing startups with across different technology areas across different ecosystems uh being selected >> and being given grants >> and there's a lot of additional support visibility included that they get right >> a lot of people like me who are part of the jury have seen that and have wanted to invest in them because this was the

first time we were exposed to a startup from let's say an emerging tech cluster that we had no idea about because our understanding is limited to sometimes only Bengaluru >> correct >> right and we saw that there was such an amazing startup coming in sustainability or for that uh thing for for that matter space tech and so on and so forth and we were like wow how did we miss this how do we invest into that right >> what are some of the metrics that uh you are tracking as km to see if elevate ID to PC is actually as successful in terms

of product market fit as well >> so I think u you know it started from where it started from understanding that look um any new company for example let's say today we have roughly around 14 to 15 GCC's operating in Mangalore roughly around 12 GCC's operating from Messur Every new company which comes to me and asks me tell me what is the startup and entrepreneurship ecosystem relevant to me >> if I come there in that location and this is a very important question so today industry is asking me not that how

much cash benefits I get >> they ask me two difficult questions tell me what is the talent which fits into my bill >> and what is the startup ecosystem >> if I'm able to justify these properly >> and on top of this if I'm able to create this P&L positive impact the deal is closed. >> Now in that sense startup innovation system becomes very important. What we started is a beyond Bangaluru startup great first. >> First of all recognizing that you are an important player.

>> Right. >> Right. So we listed down the startups in these locations. Give them a small certificate. Thank you for being here and we recognize you as a beyond startup grid. collaborate with each other to find out the synergies and start taking the step forward in terms of go to market together. Second, we started working on the uh you know creating those tie enabled chapters there which can become a more like a hosting organizations to inbuild the entrepreneurship, mentorship, funding, access to capital bring together.

>> We started working with the banks and financial institutions to set up those startup branches and their desk in these locations. So provide them access to the capital through a debt format. Provide an access capital to various firms. Started doing lot of knowledge sessions on how you become an angel investor. >> So the local business leaders can how they can become a angel investors. So today if there was two or three angel investors in a location now there are 40 50 angel investors. Everybody's investing to from a bare minimum minimum 10 lakh rupees to a kores of rupees or

three kores of rupees in a very seed level you know funding at the entrepreneurship level >> right >> so you you're creating this this entire net your incubation centers which are there how do you connect incubation centers to streamline the mentor is the same in those two locations because expertise cannot be just got with everybody expertise is available with somebody and just somebody can be made accessible to many other locations as well >> creating those areas and then through

the program called as new new age innovation networks new ideas needs to be create curated into the academic institutions brought into the funnel support them put them into this then this elevate program go deeper and deeper >> uh training or entrepreneurship all right uh EDP programs entrepreneurship development programs to the student category so that they become understand what is the nitty-g gritties of entrepreneurships are and then with they have an idea they can come forward The success of this is what the success

of this sport is one is good and there's a challenge also came up success is that today's elevate >> 30% of the candidates comes from beyond Bangaluru startup >> brilliant >> and 30% are woman le startups >> wow >> now this is a big change that we see >> right >> now second point of of is this is some of them has of those locations has reached a very high stage >> right the challenge came up is Where is the seed fund that I can get? I

can get angel investing funds here right now. Question mark. >> Right? >> If I'm able to put out my product from a PC perspective, if I want to scale my business, I need an escalator program. >> Right? >> So challenge came up. We thought about it and then this challenge was addressed by putting up a cluster seed fund of 75 crores for clusters. than putting together the Karnataka escalator network. A very amazing exercise that we did a mature from Bangalore a potential to become an escalator from these

clusters make them as a mentor and mentee not a startup startup >> right >> an institution to an institution's label mentor institution and a menty institution >> becomes that aator program >> and they both select the startups from both the locations Bangalore and the cluster >> the entire run the score route is funded by the government >> wow >> what we trying to achieve out of is let the accelerator be available at the

location where they are >> and it will take maturity come we started the first cor has passed out second is coming in place >> right just wait for another 18 to 24 months >> you will find my each cluster will have an accelerators mature accelerators functioning there >> makes a lot of sense >> angel investors are there and the cream on the cake was when I heard that Mangalore has set up her own VC for a gaming uh you know segment >> wow

>> I was totally surp surprise >> that wow you know you're setting up a venture capitalist firm there itself >> so for me this is the uh I'm getting a goosebump right now this gives me the real kick >> this gives me that whatever we're trying to put together may not be the best in the world >> but it's giving me results in a direction approach where the things are going to shape up very differently in these clusters >> you know that's fantastic to hear in fact so many amazing uh pointers that

you've just shared sir including the fact that you know uh back in the day I was part of EMIRS program incubation mission IRS program where I was a super mentor or what they call as train the trainer right I mean I was a super trainer where my job was to train the CEOs of various nationally recognized AIM recognized uh incubators including Shivadage University's incubation program and Narimji's incubation program >> now the flip that you just mentioned I think is way more powerful as a model where you have a mentorment relationship to to create the maturity curve of uh to

to become stronger incubator and accelerators in the regional environments as well which are very focused towards specific areas and to the fact that you mentioned that uh now there's a gaming fund in Mangaluru that that is brilliant I mean I can't imagine a better cascading impact that is leading to actual outcomes out there fantastic sir uh so BTS is coming soon uh I wanted to talk to you about how BTS as a funnel is being used and what is KDM's role in ensuring that BTS also leads to a lot of this overall development that is happening through

technology talk while it's happening in Bengaluru but and technology ecosystem here but there's going to be impact statewide because of BTS as we have seen would you want to share some perspectives on this >> yeah in fact there was a terminology we used to call as preBTS >> okay >> right so what we do before BTS when BTS comes right and we need to create a very solid I would say let's say center is Bangalore where the BTS is Can the waves of the oceans comes down and converge the waves at the BDS?

>> Where these waves will come from? These will come from the clusters. >> Right. So we created the three different assets. >> Right. >> Right. Technovvenza. >> Okay. The big tech show >> declaration assets name. >> Right. And we organize this as an large annual event >> before the BTS happens in these clusters >> and invite the global leaderships of various country to come down and see and experience >> what's happening in these cluster and

talk about technology. So this these all events are not for signing loss investments nothing of that sort. It's a pure pure tech event. We talk tech, we walk tech and we laugh tech right in that sense that when we are reaching for startups or enterprises or a GCC's or ESDN why I am picking up a manufacturing of this type of product in this location why justify that and then the people listen to that tech the technology trend is changing so fast so my course and content and curriculum with universities are changing also why tech talk right

and the startups which are flourishing very high they talk and inspire many the startups >> right >> so councelor generals of they come in >> in BTS what we do is bring all this energy here >> bring all this energy here in fact we start a program called as beyond Bangalur blue >> h >> where we take the uh VCs top VCs from Bangalore and Delhi and Chennai everywhere else to these locations and we curate top 10 startups all those top

10 startups from different different clusters are given a chance to be part of the BTS here and experience the global uh you know footprint to showcase their capability, credentials and their ask which they're looking for could be industry correct or could VC correct. Our role in the BTS is fill this gap more and more >> bring this energies of wave of of tech side from the clusters and also the global uh performer that we have because we reach out to the global US, UK, uh East Asia all the stuff to figure it out who are those companies can come in

>> and then bring those partnerships together in these forums at the BTS level. >> This year BTS aware is going to be a big difference. >> Mhm. There are two various different announcements that the government has done. >> Okay. >> One is called as leap local economy accelator program beyond Bangaluru is now taking a very different shape. It's just another leap forward. >> What we've done so far imagine it is 10x

times now coming up bigger >> by the program called as league. >> Right? So whatever we've done so far it is 10x result that you see now within with a real energy of industry and government committing towards the growth of these you know what because the base and the and the momentum has been developed now we want to fuel this energy in a such a way that the growth is 10x time the leap is that program >> that's fantastic >> and future makers conclave which is happening in in in Bangalore tech which is like 15,000 startup founders in one

roof. Wow. >> Okay. And it's a 2 hour 2 and a half hour play >> on 20th of November. >> Right. The third day, the last day of the event, >> it's going to be a worldclass program where you will find the inspiring global leaders giving their visionary talks on tech, >> inspiring startup founders talking about it. VC is understanding that am I missing something if I'm not part of this game, >> right? Let's say quantum deep tech

>> if I'm not part of this I'm missing this game >> right >> how do you stimulate that in a very zone which is covered surrounded with founders and knowledgeable people around and just cherish enjoy tech tech and tech for 2 and a half hours and that's the very different kind of a program that we are envisaged we are working on it I'm pretty sure we'll be able to demonstrate the real power of karnataka in the BTS by futures makers concl >> no would love that sir >> with this I want to let the audience

know if you're able to see this before 20th of November don't miss out to restore yourself and come and join us in this car >> no for sure we make sure that we get this episode out before November 20th so thank you so much in fact uh sir I uh have been speaking at conferences over the years and there two ones which are prominently featured uh on one of the walls at my home uh neck to neck because I think that these two are what two of my most favorite ones, right? One of them is me speaking at G20 uh innovation summit uh I think maybe uh two to three

years back. The second one is uh speaking at BTS in the 25th Jubilee uh year, right? The silver jubilee uh year, right? So, so those are the two prominent ones and I I have seen up close and front the impact of BTS. >> In fact, the the the to-do announcement sleep and the future makers uh conclave that she's spoken about right now is super exciting. I think I'll I'll make sure that I attend that because sometimes it's so vast that you don't even know which track which session to attend. But now with your recommendation I'll definitely be there because that's

unmissible as opposed to >> please be there. >> Definitely sir. So one uh question that I did want to touch upon this was uh overall as at a >> you can call me Sanjie very very should call me sir. >> Treat me more from a government plus industry person rather than just call me sir. It makes me distance between you. Just call me Sanjiv more friendly environment. >> Sure. No out of respect. This uh Sanjie uh on multiple occasions we have heard the conversation about Karnataka already

contributing more than $150 billion in terms of uh you know services exports but it wants to create impact of more than $300 billion specifically in the northstar metric of $1 trillion national economy right uh what are the metrics that are leading up to that where are we in the trajectory towards that >> so I think it goes from macro to uh micro as Right. So $300 billion of our respiration target to contribute $1 trillion digital economy of the country. That means that one/ird coming from one state one clear matrix $150 billion of services exports that we're doing right

now. Uh how fast we can convert to reach to $3 million. Another one long time back we started 10,000 startup program with NESCOM >> in Bangalore. You see the result today what Bangalore is ranked number one globally ranked number 14 you know tech clusters you know third world cluster fourth AI hub deep tech up you pick up any parameter you'll find Bangalore is is there in the world map >> right >> we would like to now demonstrate that my beyond Bangaluru is the new wave of these startup innovations so can I have

10,000 startups from these locations now >> no >> right so that's the your metrics that's the Maybe we look at Matrix how can we say that $10 billion of IT exports happens only from these locations right today we might be just let's say $2 billion right it you know billion dollars needs to be added into this to reach this stage so we had roughly around 2,000 startups 10,000 startups >> right >> right which is tech startups right I'm talking about any other startup tech startups

>> and then looking at the talent side you know how do we create you know roughly around a 10 lakh job opportunities coming up to the you know population around in the clusters right how do we create those job opportunities for them >> how do we create this manufacturing become a hub of let's say a semiconductor electronics hub in mass how can we create that a data center hub in uh Bangalore right engineering research and design in in in locations like you know bailgabi agree tech and other stuff can be in kali machine tools and various other firms of is KBY and

incur. So we bring those uh together and demonstrate EV and drone manufacturing could be in Kubi and other regions in Belgavi. Now bring those together is part of the journey for us. These are the various mattresses that we work and then we work on on peace meal. >> How many new companies will set up next year? >> We make a target. Okay. for that target multiply by 10 should be the pipeline of our industry's relationship because conversion is takes 1 is to 10. >> Yeah. >> Then we have to a pipeline. We have to

find a partners who will help us to to reach that stages which are the different geographies in the world that we need to work upon. What are those clients that I need to search out? >> So there's a lot of things that goes in the matrix from day-to-day functioning to ensure that this engine >> is working in the right direction towards a goal of $300 billion. >> That's fantastic. And that that flywheel is so obvious now that that you've explained that but it's very holistic uh and very complex in some sense of it that you know those interlinkages

have a lot of overlaps yet cohesively has worked towards getting to that vision right so it's fantastic to see that >> absolutely >> so on this note I did want to ask you one more question to enable such a large scale development and transformation programs a set of programs uh you know which is turbocharging ing the country's economy as well. You must be requiring a very robust team as well. Just wanted to understand from a team building lens as well. What is the kind of composition that you have to to to run something

like this right because it's not a I mean it's far from a joke but it's it's very complex execution as well right from strategizing to execution uh from industries to grassroot level innovation. How how do you build a team like that? So it it starts from uh you know I would say the the board level itself right. So this organization has a board mission has a board and the board members comprising of the uh you know great uh leaders from the government. So we find the uh commerce and industry department additional chief secretary is the board

member uh skill department additional chief secretary is a board member finance department is a board member IDB department is a board member uh representative from Nescom ISA so industry Mr. Prashant Praash who is the uh well-known uh figure in the uh startup and entrepreneurship in the VC angle he is our board member and and a great mentor and and Mr. So BB Naidu who is the you know chairman of the KDM is the is come from industry. >> So industry chairs the board right now imagine if board is capable of some

seven eight great leaders >> and they are in sync that the mission has to be functioning on a very strong partnership of government in the industry >> the culture goes down. Right. >> Right. >> Right. And I think uh you know from there we learned that okay fine now we need to find out. So we pick up professionals. >> So we have hired people uh only from the professional experience and network. I think one common element is that nothing

called that ideal person. >> It's not that I will I will find a person everything is there in that person best in kind. What we need to find out is do you have some understanding of that particular work that we're looking at for from you how passionate you are because this is not a work of a of a corporate style of functioning >> until as your heart is here you cannot perform because you will find 10 number of blocks not that not happening right >> and the only thing that can help you to overcome those 10 blocks is your passion

>> is your continuity is your fire in your belly is you to make it happen to see That impact at the label will keep you you know fueling yourself and driving yourself to you know go go go. The passion >> so passion is very very important. Intellectual capability is important and the third is the collaboration >> because this is the role this mission works very collaborative manner with multiple stakeholders at same point of time. >> So until you have that inbuilt in you of a collaboration exercise

>> you will become a coilo and the coil will never function in this mission. M >> so you need to have a passion, intellectual knowledge and a collaborative efforts. If I find a matrix of this in any one of it, >> I just smile to him or him or her and say most welcome to the Kadm family. >> Right. >> And then we last is that we built up as a as a not as a team. >> We build up as a family. >> Makes a lot of sense. For example, I know my my team member's spouse's name, my my team member's kids name, what

family problems they have, how enjoy their life, uh wildlife photography, uh going to some picnic, uh taking to some other places, I know all of them >> and they also know about me as well, right? So, if you make a family with these trump cards of P for passion, C for collaboration, I for intellectual, you're going to form a fantastic team out of this. That's what we waited. >> Well, that's fantastic. That speaks volumes to your empathy and EQ as well as a leader because uh you know in today's day and age specifically Jenz's coming in into a workforce and of course

contributing so significantly. I think uh you know it's no longer about hierarchy and bureaucracy. It's all about EQ and empathy. That's uh and and and I think uh a lot of leaders who are doing so well in in terms of building out impact have shown a common trait that they are very strong at empathy and EQ because that's what connects them to the teams beyond just making them feel that you know listen I'm the big boss people share that vision or they align with that vision and the common goals and they give a lot beyond what is expected of them because they want to

make sure that as a team as a family they reach there. So thank you so much for sharing that. >> Uh >> just embide what my board is teaching me as well. >> Right sir. uh Zajib uh you were the batch topper of your ISS batch as well and you have you know spent a decade after that in various government projects uh as well contributing significantly to the government of India uh before you came into the private uh you know private jobs as well you know with a bunch of large very large uh

transformation uh consulting environments and technology environments uh is there a learning or two from your ISS days that you still think is applicable and you apply that very diligently even today at KB. Well, I think uh working with the you know ISS you know it's a long time back it's almost like now 28 29 30 years now >> uh back but yeah I think the loving government gives you is large canvas to paint >> right so and sometimes the brush and the colors are also not known but you still need to paint a beautiful paint painting

right >> yes you have your uh programs you have your secretaries there who guide you in terms of how to design that but at the end of the day the execution ution and the planning and execution and design comes to you alone >> and and that's the beauty part of it. So learning how to u bigger canvases can be looked into from a lens of your own small eyes >> is I think I have learned uh from the days of my 10 11 years in government of India. uh and also the diversity of the things that you can handle or you can

unlearn and learn new things quickly because once you transfer from one department to another >> you have to unlearn what you have learned so far there in terms of the core subject and then you have to learn new things of a core subject uh to deliver the different areas for example I was heading the uh you know group B and group C subordinates services kada >> so how to mod modify the kada make them much more promotional and productivity etc like a typical HR department role. >> I was there in my first part of the job and suddenly I was shifted to ministry

of health and family welfare where I was looking out the uh programs for the women in child healthcare programs and across the country two different domains. >> So you have to you have to you have to unlearn quickly you have to learn quickly and then you have to handle the different piece. So group B, group C employees in a very different way >> multiple states their programs running on healthare and family welfare programs engage with them and understand with them very diversified and complex >> and then third comes up suddenly world

bank and you know ADB will come and say look I think we can function with you if you agree with this >> now there's a third angle come into play so diversified angles and complexities makes you learn a very so I think that's what me is the paint the larger canvas look at the unlearn and And third is the diversity that you can handle at the same point of time. >> Now I'm sure a lot of people who are listening to you speak about some of these experiences going to learn so much from this because I I think these are

golden nuggets of leadership qualities that you've embied and you've delivered that as well. Uh you then went on after your uh you know decade of being in the government of India roles and contributing to the impact stories right uh at different departments. You then went on to join three private companies all three of them beho when it came to transformation. You were in Microsoft which was you know the platform side of things and building that out and scale that up and then IBM for enterprise selling and so on and so forth right all three in leadership very

senior leadership roles. Uh what were some of those key learnings from those two three roles? I'm sure you know with the amount of time at the leadership level that you have you know created impact on there have been so many but some of the key ones that you think that are super super important >> uh lessons that we've learned from these three uh larger carpet amazing experience to see from other side of the table as well right I think the biggest lesson is the sense of uh business the sense of how do you scale the businesses also

>> right >> and then the the quote unquote word used in management called client Right? And the client normally see is a person who write a check, >> right? >> But in the dictionaries of these three corporates, the client is the person or an organization who's happy with you, >> right? You're aiming to serve a value to the customer, >> right? I think what I learned from from the perspective of is that the check is not the right thing. >> Check will come definitely later, but

before that the value that you want to create. >> So how do you create a value from a very small resources that you might have? M >> uh how do you create a new innovative thinking of a business models and business products and how do you scale your businesses from where you start from are very different learnings that you get from a corporate world. >> So I think those three things in mind when I was talking about the cluster I said make a cluster as a product >> right >> where it came from right

>> it came from a learning of my corporate style of functioning that or learning from that that until as I define a new product I will not be able to sell the product. No, this is such a amazing thing right because of your backgrounds I mean first being a bachelor at ISS then 10 years of common services in very different verticals uh areas and then private jobs also across three different functions at leadership roles that is so evident now in the kind of frameworks that you're creating in Karnataka as well so it's so so amazing to see that because now I'm able to connect the dots

as well in my headst uh you spoke support as a leader is so important to learn because you don't know everything. You are continuing to you know embibbe the values of learning throughout your career as you mentioned. Uh is there a call that you got wrong at KDM as a leader and then that made you redefine or refine your playbook quite significantly? Has something like that happened? >> It was every day I I I get you know my team members come say I don't agree with you. This is not you know the last time when we did this was not giving the

exact results >> makes sense learning is every day there are failures every day >> right in fact today morning great news I was on my car and I got a call from a company saying that case you know Mr. Sanjiv G I want to set up an operation of 100 seaters in either Mangalore or Masur you tell me which location would be better >> I was so happy my day started with such a great blessing today an industry leader calls me of this but sometimes I get a call in the morning and say look Sanj I agree with you Mr. Sorry I not be

able to make it to Karnataka. >> H >> so lesson learned. Why? What happened? >> Did we do something wrong? Did we not give the full answers to that particular person but something are beyond your hands as well. Right. >> Right. Of course. >> So we learn we solve the problems exercise ourself. Right. But uh it's an everyday failure and everyday success. >> Makes a lot of sense. Thank you so much. So none of uh the conversation is complete without a rapid fire starter. roll up the tempo, get you on the spot

and get a lot of those amazing answers from you in the form of rapid fire. So, Bengaluru or beyond Bangalore, your next personal bet and why? >> Always beyond Bangaluru. >> That's amazing to hear, sir. >> I would like to correct the statement. Bangaluru and beyond. >> All right, perfect. Makes the real sense. Most underrated Karnataka city for deep tech founders. >> Mangaluru. >> One policy change that could unlock the most GCC jobs in 12 months. I think central government has to come out with

some very great incentives for the GCC's for the emerging clusters and I've given a very strong paper to them and I want to advocate a lot about it. >> No, that's fantastic. We'd love to tap into that as well. >> Lovely. >> Uh grant first or customer first for first-time founders. >> Customer first figure it out who is going to be a customer and what value you want to create for it. Fund will flow in. >> Fantastic. The one BTS track you never skip?

>> Startup track. >> Wow. the data a data point about Karnataka's talent pipeline that surprised you this year. >> AI resources being the largest in India. Sometimes people come and say 600,000 AI resources in Karnataka. >> Oh wow. >> I get surprised. >> Wow. That that's a huge huge number. Uh one investor you want to see more often outside Bangaluru? >> Sorry, repeat your question. >> One uh investor uh from Bangalore that you want to see

outside of Bangalur a lot more >> outside of Bangalore. Yeah, I mean in the beyond Bangaluru cluster. >> Every entrepreneur of my cluster could be an investor for outside Bangalore has a potential to do that. >> Makes a lot of sense. one local university you would partner with tomorrow and why >> with you because this the largest and oldest university of the Karnataka very enriched in terms of the knowledge >> and has a capability to demonstrate the power of global forum creating for the

university knowledge sharing across the world >> that's fantastic uh a founder ritual you recommend before big meetings >> a founder >> ritual that you recommend a lot of these founders before their big meetings Okay, just give yourself for two minutes, concentrate with your almighty and say I'm going to do well. >> Wow, that's amazing. Uh the most valuable 30inut meeting you have had this quarter. >> This quarter? >> This quarter?

>> Yeah, we got the one of the largest R&D investments uh committed to the state uh in just 30 minutes conversation over a dinner. >> Wow, that's fantastic. a book or paper that changed how you think about regional ecosystems >> democratization of entrepreneurship a thought which came into the mind in my in my mind two and a half years two years back uh KPMG published a report also onto this thought from me uh I'm writing a book on it we'll come back soon more details but that's the thought which is always live in my head

>> oh wow looking forward to reading that very much sir uh KPI you would print on a KDM t-shirt >> um 10,000 Startups going global from beyond Bangaluru. >> Fantastic. Please define innovation in one line. >> Crack the code of making value to a citizen of the world. >> Fantastic. One message to global CXOs considering a spoke or a GCC in Karnataka this year. >> Come feel experience you will change the world. >> Fantastic. Thank you so much uh Sanji

for taking your time and sharing such candid uh perspectives. I think there's so much of learning. I'm sure the learning was for me a lot but I'm sure the consumers or viewers who are listening to this they would be super enriched to understand how firstly decode how Karnataka has become what Karnataka has become over the years. what are the different initiatives and watch each of these clusters or segments of consumers or viewers to the world from founders to entrepreneurs to GCC leaders they all have so much to take from this conversation away and you know

try and you know contribute back and build the relationship or bridge the relationships as well. So thank you so much again for taking >> Thank you. Thank you aware for uh you know inviting me. It was really pleasure to interact with you. uh I think uh no formal answers it was very candid answers trying to come out and the way you engaged uh the discussion today for the last 60 minutes or so uh was awesome appreciate your efforts and looking forward to you know be with you uh some other time soon. >> Thank you. Thank you so much.

>> Thank you.