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Directory:Zinnov (view source)

Revision as of 09:13, 23 April 2010

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are poised to go from strength to strength and discover what lies ahead. <br><br>
 
are poised to go from strength to strength and discover what lies ahead. <br><br>
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'''OPPORTUNITY ATTRACTIVENESS'''<br>
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Coming from technology background and armed with over 24 years of man-years experience, the founders thought of starting with consulting services around offshoring and outsourcing to technology companies. The key domains of opportunity attractiveness that gave birth to Zinnov are the following:<br>
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'''EVOLUTION OF ZINNOV’S CAPABILITIES'''<br>
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'''Industry Domains''' - The management consulting industry in India in 2002 was still in a nascent phase with few large and some niche players. Zinnov perceived a sustainable advantage by focusing on a niche domain and by adapting a strategy of lower cost and accelerated differentiation.<br>
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'''Market Domains''' – The founders saw a clear market need in the growing IT R&D offshoring space. Their idea of opportunity was farsighted. They knew that since the offshoring space was evolving fast, there was be inevitable challenges with respect to strategy, execution and management. There were not many companies who had realized this need at that time. Hence, by starting ahead of time, they wanted to create a niche for themselves.<br>
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'''Team Domains''' - The co-founders left high paying and successful careers to materialize their aspiration. With respect to resources, they exhibited a high risk taking ability in terms of giving high level of ownership to employees early in their career and the opportunity to interact with clients directly. The co-founders however did not have complementary skills. A key skill set they lacked was business development experience. The co-founders, specifically Pari and Vijay, did have considerable experience with offshoring strategy and operations.<br><br>
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'''HUMBLE BEGINNING AND EVOLUTION OF ZINNOV’S CAPABILITIES'''<br>
      
It was the aspiration to create a distinct management consulting firm and to leave a legacy behind, that inspired the three childhood friends to start a venture in 2002. Prior to co-founding Zinnov, Pari Natarajan, CEO held various leadership positions such as
 
It was the aspiration to create a distinct management consulting firm and to leave a legacy behind, that inspired the three childhood friends to start a venture in 2002. Prior to co-founding Zinnov, Pari Natarajan, CEO held various leadership positions such as
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Zinnov also offered a profit-sharing based compensation structure based on company performance, individual performance and team performance. They take pride in the fact that they have had a no glass ceiling culture and employees can take their ideas directly to the top management. The founders showed a great ability to identify the good ideas and acted upon them without any delay. From no employees in 2002 to more than 40 employees from some of the best institutions (such as IIT Delhi, IIT Kanpur, IIT Chennai and London School of Economics), and companies in India (McKinsey & Co., Ernst & Young, Triology, Daimler Chrysler, Hewlett Packard, Bearing
 
Zinnov also offered a profit-sharing based compensation structure based on company performance, individual performance and team performance. They take pride in the fact that they have had a no glass ceiling culture and employees can take their ideas directly to the top management. The founders showed a great ability to identify the good ideas and acted upon them without any delay. From no employees in 2002 to more than 40 employees from some of the best institutions (such as IIT Delhi, IIT Kanpur, IIT Chennai and London School of Economics), and companies in India (McKinsey & Co., Ernst & Young, Triology, Daimler Chrysler, Hewlett Packard, Bearing
 
Point and Infosys). Today 80% of their employees are lateral hires with an MBA (Finance, HR, Marketing and International Business), Engineering (BE and MS) and Commerce backgrounds, most of them with diverse research and/or consulting experience. Zinnov has built strong credibility in the market and maintains a very low attrition rate of 5% since inception.<br><br>
 
Point and Infosys). Today 80% of their employees are lateral hires with an MBA (Finance, HR, Marketing and International Business), Engineering (BE and MS) and Commerce backgrounds, most of them with diverse research and/or consulting experience. Zinnov has built strong credibility in the market and maintains a very low attrition rate of 5% since inception.<br><br>
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'''BUILDING COMPETITIVE ADVANTAGE'''<br>
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Zinnov coupled innovation with exploitation of existing knowledge base and best practices. From a low cost leadership strategy during the inception phase, Zinnov is fast moving toward a differentiation strategy. As the co-founders have gained more confidence in their consulting and execution abilities, they have clearly identified areas in which they could differentiate themselves and hence changed their positioning to a high value firm. In the productivity frontier, we assess that it is now very close to its immediate  Competition (TPI and NeoIT) and also to leading consulting firms such as McKinsey & Co. and BCG. Big players in India are still to feel the heat, as many of them have not paid heed to the growing success of Zinnov which has already made a dent into the existing client base of the top 3 consulting firms. It has also formed a strategic partnership with and has been able to grow the partnership in a short span of one and a half years. The following 2 sections talk more about how Zinnov build its competitive advantage.<br><br>
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'''BUILDING LONG LASTING CLIENT RELATIONSHIPS AND PARTNERSHIPS'''<br>
 
'''BUILDING LONG LASTING CLIENT RELATIONSHIPS AND PARTNERSHIPS'''<br>
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