Accelerated Cognizant's traction & growth thru differentiators

1996-2007 Cognizant Technology Solutions

Customer Walt Wikman, VP, CCC Information Services, USA receives Pradeep Henry's book from Cognizant President. Pradeep Henry kept Cognizant competitively differentiated for 11 years — by institutionalizing software practice innovations. Used in 450+ projects, these serial innovations delivered new value to customers. The differentiated customer value accelerated Cognizant’s growth from a self-described “promising venture” to a multibillion-dollar firm. Henry was named "Wizard of Cognizant."



Set up India's first user-centric design group that innovated Cognizant's software practice

Inauguration of India's first usability lab

CONTRIBUTION CHART

SITUATION: Cognizant — a recently started venture — faced competition from well-established large companies in 1996
EFFORT: Set up India's first user-centric design group that innovated Cognizant's software practice

INTRAPRENEURSHIP: Set up user-centric design group. "Pradeep not only had the thought-leadership over what he did, but was able to carry it into execution by packaging it into a service, forming and coaching a team, and delivering it as a service to customers," AVP, Cognizant.

TEST LAB: Set up India's first usability testing lab.

UNIVERSITY COURSE: Pioneered a BITS Pilani usability course for Cognizant employees who took the MS degree program in Software Engineering.

PUBLISHING/SPEAKING: Published book and articles in the US, Spoke at conferences in the US.

OUTPUTS: 1. International brand. 2. Hundreds of projects. 3. Trained team. 4. Usability testing lab.

OUTCOMES

CUSTOMER OUTCOMES: For the first time, global organizations using India-centric vendors received software applications that were easy to use – thus boosting user adoption and protecting tech investments. Number of Cognizant customers: 125+. Number of usable applications: 450+.

FINANCIAL OUTCOMES: User-focus instantly differentiated Cognizant from all of its India-based competition. Revenues: New customer value made it easy for Cognizant to win customers and projects; Pull-through revenues, besides billing of the new services. Costs: Free innovation, Free international publicity, Small team.

SUCCESS: Cognizant gained competitive advantage and quick initial traction
EVIDENCES: Media clips | CIO | Financial Express | Times of India | ACM Interactions USA | HCI Encyclopedia USA | International speeches | University course | Henry's Team | Henry's Advisors | Team praise | Cognizant former CEO Lakshmi | Cognizant former CEO Frank | Cognizant CTO | Wizard of Cognizant | Oracle Sr Director USA | Intuit CTO USA

ABOUT THIS CHART: Generated with an app that uses Pradeep Henry's MyContribution™ framework



Set up world's first business-centric design group that innovated Cognizant's software practice

Inauguration of India's first business process management conference: speaker Mark McGregor and Pradeep Henry's business-centric design team

CONTRIBUTION CHART

SITUATION: Software applications developed by Cognizant merely "automated" existing bad business processes. Customer organizations instead wanted their software investments to improve their business.
EFFORT: Set up world's first business-centric design group that innovated Cognizant's software practice

INTRAPRENEURSHIP: Set up business-centric design group, evolving it in two phases using two innovations.

INNOVATION 1: Created a business process centric method for user interface design called PCD.

INNOVATION 2: By expanding PCD, created a method (PET) for integral design of software and business. Software development and process innovation were no longer two siloed projects as was the case even at the world's top tech and management consulting firms.

OUTPUTS: 1. Methods. 2. Dozens of projects. 3. Trained team. 4. Customer gallery with experiential marketing.

OUTCOMES

CUSTOMER OUTCOMES: Customer organizations worldwide were pleasantly surprised to receive business innovation and new levels of business process efficiency — from "software" projects.

FINANCIAL OUTCOMES: "Business-centric technology" approach differentiated Cognizant from all competition and elevated the company's image. Revenues: The new customer value and the elevated corporate image made it easy for Cognizant to win customers and projects. Costs: Free innovations, Free international publicity, Small team.

SUCCESS: Cognizant gained a "higher-league player" image and super fast growth
EVIDENCES: eWeek Great Minds USA | Align Journal USA | Business Line | The Week | Computer Society of India | Process07 | TD Canada | Forrester USA

ABOUT THIS CHART: Generated with an app that uses Pradeep Henry's MyContribution™ framework