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Case Study
Nandan Nilekani From Infosys to Politics
Case Author:Manish Kumar Jain, Casestudyinc.com Published in June, 2010
Please note: This case study was compiled from published sources, and is intended for use as a basis for class discussion
and for information purposes only. While care is taken to ensure correctness of the facts, accuracy of information cannot
be guaranteed and the content should not be taken as a substitute for professional advice.
Unauthorized distribution of this document electronically or otherwise is prohibited.
Please [email protected] any queries.
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Table of Contents
1. Introduction ................................................................................................................... 3
2. Nandan Nilekani - Early Years ....................................................................................... 4
3. Nandan Nilekani - Leading Infosys ................................................................................ 5
4. Nandan Nilekani - Public Life ........................................................................................ 7
5. Nandan Nilekani - Leading UIDAI................................................................................. 7
5.1. Political Challenges .................................................................................................... 9
5.2. Other Indian Challenges ............................................................................................. 9
5.3. Opposition to UIDData Privacy Concerns ............................................................... 9
5.4. Technological Challenges ......................................................................................... 10
5.5. Reaching the rural areasRebranding UID .............................................................. 11
6. The French ExperienceSharing best practices ........................................................... 11
7. Questions for discussion............................................................................................... 22
8. Additional Readings and References ............................................................................ 22
Exhibit 1 - Two Dimensions of software projects ................................................................ 12
Exhibit 2 - InfosysCompany Profile - 2010 ...................................................................... 12
Exhibit 3 - Infosys Timeline ................................................................................................ 13
Exhibit 4 - Infosys Historical Stock Price Chart................................................................... 13
Exhibit 5 - Nandan Nilekani - Achievements and Awards ................................................... 14
Exhibit 6 - Previous unsuccessful efforts by the Government for unique identification ........ 14
Exhibit 7 - Nandan Nilekani at the unveiling of the new UID logo ...................................... 15
Exhibit 8 - Leadership in India ............................................................................................ 15
Exhibit 9 - Features of the UID project ................................................................................ 16
Exhibit 10 - India at a Glance .............................................................................................. 17
Exhibit 11 - India on the World Map ................................................................................... 18
Exhibit 12 - Management Challenges - Private versus Public Sector.................................... 19Exhibit 13 - Maturity levels in the CMM ............................................................................. 19
Exhibit 14 - List of organizations/bodies opposing UID Project across India ....................... 20
Exhibit 15 - National identification number used by the governments of many countries ..... 21
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The service business is very strategic, complex, sophisticated We are using the knowledge of business,
processes, technology, consulting and creating solutions that make global companies more profitable and
competitiveYou dont ask Intel why they produce chips. You dont ask Dell why they dont make operating
systems. In every business, every company chooses the playpen in which they wish to operate.
- Nandan Nilekani, in 2006 then CEO of Infosys in an interview to CyberMedia news .As one of the biggest projects happening in the world, the UID project is generating a lot of excitement.
- Nandan Nilekani, now Chairman of the Unique Identification Authority of India (UIDAI)1
It is welcome news since this is a significant and complex infrastructure project. A person like Nandan can
help bring in lot of new business practices and transform the process. I think the appointment is to do with
leadership, and obviously his technical background helps.
- Som Mittal, President, Nasscom
1. IntroductionIn November 2009, Nandan Nilekani (Nilekani), 54, IT czar, a lead architect of Indias
outsourcing boom and Chairman of Indias Unique Identification Database Authority was
selected for the Legend in Leadership Award. He became the first Indian to receive Yale
University's top honor. (See Exhibit 5 - Nandan Nilekani - Achievements and Awards on page 14)
Around the world, Nilekani is recognized as one of Indias most successful software
entrepreneurs. He co-founded Indias technology bellwether Infosys Technologies2(see
Exhibit 2 - InfosysCompany Profile - 2010on page 12)as a technology start-up in the 1980snow Indias premier company in the IT sector and one of the biggest software exporters from
India. From March 2002 to June 2007, Nilekani was CEO and Managing Director of Infosys
and previously held the posts of the President and Chief Operating Officer. He led Infosys
global delivery model3 with the company's revenues growing from Rs.3,604 crores4 to
Rs.13,893 crores and the headcount scaled up from 10,700 people to over 72,000.
Nilekani always believed India could become the largest and the fastest growing democracy
on the planet, particularly so, with its forays into the information technology sector. In
January 2006, Nilekani became one of the youngest entrepreneurs to join 20 global leaders on
the World Economic Forum (WEF) Foundation Board. In 2009, he was invited by the IndianPrime Minister, Dr Manmohan Singh, to head the Government's Unique Identification project
(UID project), which aims to provide identity to a billion citizens. Nilekani was given the
1 Nandan Nilekani | We will issue first set of UIDs by February 2011. (2010, April). Retrieved from Livemint.com:http://www.livemint.com/2010/04/04213257/Nandan-Nilekani--We-will-issu.html?h=B
2 Infosys is a publicly held company offering information technology consulting and software services to Fortune 1000 companies.Infosys was started in 1981, by seven professional entrepreneurs (Nandan Nilekani, S.Gopalakrishnan, K. Dinesh, S.B.Shibulal,N.S.Raghavan, Ashok Arora and Narayana Murthy) with an equity capital of Rs.10,000 (USD 250). By 2001, Infosys was one of the
biggest exporters of software from India. It became the first Indian company to follow the US Generally Accepted AccountingPrinciples (GAAP) disclosure norms. In 1999, Infosys was listed on the NASDAQ.
3 Infosys pioneered the Global Delivery Model (GDM) to ensure the distribution of application and business process lifecycleactivities and resources, while ensuring their integration.
4 1 crore=10 million, Rs=INR=Indian Rupees, 1USD=Rs 44 (approx.)
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rank of a cabinet minister after he resigned as a board member of Infosys. The UID project
was one of the most ambitious projects of the United Progressive Alliance (UPA) led Indian
government to address citizenship and security concerns. With a unique ID, the Government
could ensure the benefits reached the targeted population of its flagship schemes and that any
gaps in the schemes were removed.(See Exhibit 9 - Features of the UID projecton 16)
Enrollingnearly 1.20 billion residents in India (visiting nearly 240 million households) and dealing
with corruption, while implementing various government programs was a major challenge.
Could Nilekani, a man of technology who was prone to measure software projects in great
detail, successfully lead a government program, a social project with Indias inherent
challenges?
2. Nandan Nilekani - Early YearsI come from an entrepreneurialbackground of looking for opportunities and also frequently being told thatsomething is not possible.
- Nandan Nilekani5.
We were the guys who started Mood Indigo6. And I personally organized two of them. Once you have done
that, I think you know all about management. At least, all that I know about management and leadership I learnt
in Mood Indigo.
- Nandan Nilekani in 20047.
On June 2, 1955 Nilekani was born in Bangalore, Karnataka, South India as the younger son
of Durga and Mohan Rao Nilekani. His father was a private sector employee, a Manager inMinerva Mills, who subscribed to the Fabian Socialist ideology, an ideology that also
influenced Nilekani during his early years. He grew up in a very modest environment with
typical Indian middle class values.
Nilekani was exceptionally brilliant and had good leadership qualities. He graduated from
Indian Institute of Technology (IIT) Bombay - B.Tech (Electrical Engineering). In 1978, he
joined a Mumbai-based software group Patni Computers where he was interviewed by N R
Narayana Murthy (co-founder of Infosys). In 1981, after three years, Nilekani and his
colleagues at Patni quit the company to form Infosys Technologies Ltd. Nilekani co-founded
Infosys with six colleagues and US $250 in start-up capital. From 1981 to 1987, he managed
the marketing and development efforts of Infosys in the U.S. In 1987, he came back to India
and based himself in Bangalore. (See Exhibit 3 - Infosys Timeline on page 13)
5 http://www.yorku.ca/yfile/archive/index.asp?Article=12616
6 Mood Indigo is the annual cultural festival of Indian Institute of Technology (IIT), Bombay held in December.
7I learnt leadership at Mood I: Nandan Nilekani. (2004, December 18). Retrieved June 2, 2010, from Rediff.com:http://www.rediff.com/getahead/2004/dec/18moodi.htm
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3. Nandan Nilekani - Leading InfosysThe Global Delivery Model that has been at the heart of our execution is more than just a way of getting work
done offshore. It is a genuine business innovation that delivers a superior value proposition at higher quality
and lower cost. By leveraging global resources and global strengths, it creates a new degree of freedom.
- Nandan Nilekani, President, CEO and Managing Director, Infosys, in 2006 8
In March 2002, Nilekani took over the responsibility as Chief Executive Officer of Infosys
Technologies from the legendary (and co-founder) Narayana Murthy. Nilekani had the tough
job of transforming a $1-billion Indian software company to a truly global corporation. The
story of IT in India was full of time and cost overruns and project cancellations. Multinational
vendors such as IBM and Accenture had even stated that they did not see Indian companies
participating in deals in excess of $100 million9.
Nilekani knew he had to continue to bring a discipline in how things were done - excellence
in execution. He emphasized values like doing things on time, on budget, and using high
quality people. Nilekani also knew that managing a company as a single entity with more
than 25,000 employees (at the time) was difficult. This led to Infosys transforming its
business around specific verticals such as healthcare, retail, and banking. He believed a head
of an organization could give a personal touch by subdividing the business into manageable
smaller entities. This would also lead to creating specialists in industry verticals and not only
a business plan for the company but a business plan for each of these groups with hard
numbers.
Another challenge for Nilekani was leading a multicultural company and establishing aglobal delivery model. At the time, Infosys had more than 600 employees (non-Indian) from
more than 30 nationalities across the world. He had to build the diversity as well as managing
it into the Infosys global delivery model.
In 2004, Nilekani responded to a question on what challenges Infosys faced ahead. He said,
The first is managing scale, the second managing risk, the third managing growth with
differentiation, the fourth, the whole process of becoming more multicultural and diverse and
the fifth is the outsourcing challenge. Lot of these complex issues have to be managed and we
have to navigate through all that.this is a model (the global delivery model) which
leverages on the power of modern technology such as broadband to reengineer value chainsfrom a local activity to a global activity, from a local resource pool to a global resource pool
and local capacity utilization to a global capacity utilization."
Software project management (see Exhibit 1 - Two Dimensions of software projects on page 12) at
Infosys is a highly evolved process and the company successfully executed hundreds of IT
projects. In 2002, Infosys was assessed at level 5 (the highest level) of the CMM Integrated
8 Scripting a Success Story, India Now, January 19, 2006
9 Thiagarajan, K., & Kulkarni, V. (2004, March 21). Enough resilience in the global delivery model Mr Nandan Nilekani, CEO andManaging Director, Infosys Technologies. Retrieved June 03, 2010, from The Hindu:http://www.thehindubusinessline.com/iw/2004/03/21/stories/2004032100530600.htm
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(CMMI)10 for offshore and onsite operations. It was the first Indian company to do so. In
1999, Infosys had already become the 21st company in the world to achieve a CMM Level 5
certification. (See Exhibit 13 - Maturity levels in the CMMon page 19)
For successive years in 2001 and 2002, Infosys had been adjudged the 'Best Company to
Work For' but had lost this position in the next couple of years. In 2005, under Nilekanis
leadership, Infosys won India's Best Managed Company Award based on a study
conducted by Business Today and A.T. Kearney. Infosys was placed ahead of 13 finalists.
Infosys had around 36,000 employees at the time and it had never missed a target in 48
quarters. It clearly had a planning process that was top-notch. But a humble Nilekani believes
himself to be an accidental entrepreneur. He says, being at the right time, in the right place
and with the right people did the trick for him 11.
Nilekani always felt that India needed a company based on middle class values where ethics,
courtesy, honesty, and fairness were important features, where people were treated as human
capital and were given a chance to participate in management, in ownership. Nilekani and
other founders wanted to create a respected and an admired company, a company that
practiced very ethical standards of business conduct. When Infosys became successful based
on these values, he was proud of the fact that Infosys had not paid bribes, had not done
anything unethical to be in this position. (See Exhibit 8 - Leadership in India on page 15)
(Continued on next page)
10 CMMI is a model released by the Software Engineering Institute (SEI), US and is an enhanced version of the Capability MaturityModel that integrates various other frameworks created by SEI. The Capability Maturity Model (CMM) is a widely adopted set ofguidelines (framework) for evaluating and improving an organization's software development processes.
11I learnt leadership at Mood I: Nandan Nilekani. (2004, December 18). Retrieved June 2, 2010, from Rediff.com:http://www.rediff.com/getahead/2004/dec/18moodi.htm
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4. Nandan Nilekani - Public LifeIndia has a way of doing business that brings together business leadership with national leadership and
societal leadership. Many heads of business are deeply involved in matters from climate change to child
nutrition, and they find it entirely appropriate and even necessary to make their views on such matters public...
Indian leaders care as much about national purpose as about financial results.
Forbes12
Nilekani has been active in public life. His first exposure to public life came about a decade
ago, when the Chief Minister of Karnataka, invited him to head a body called the Bangalore
Agenda Task Force to oversee public policy issues. Nilekani dedicated his weekends to the
task force. Nilekani also became a member of the National Knowledge Commission (NKC)
and a part of the National Advisory Group on e-governance. He also became a member of the
review committee of the Jawaharlal Nehru National Urban Renewal Mission. He took over as
the elected President of NCAER (the independent, applied economics research institute inIndia) in April 2008. Nilekani has also chaired the central governments IT Task Force for
Power.
Nilekani was always a very expressive person and a much sought-after speaker in
international conferences. He had the skill to see the larger picture and communicate ideas
better than most. His famous comment - the world is flat made to New York Times writer
Thomas Friedman led to a bestseller book by the same name. In 2007, he wrote a book titled
Imagining India which received rave reviews. He already had a whole chapter on how
unique identity was a key to many of Indias issues. Perhaps this was what led to the Prime
Ministers call on him to head the identity project. Nilekani was very happy with the
appointment as it would allow him to bring in change at a national level where he could
contribute as a change agent with his skill sets as a technocrat.
5. Nandan Nilekani - Leading UIDAII am generally very articulate but this is not the day or place where I can be articulate. I've been wrapped up
in Infosys for 28 years. My only identity is Infosys. I will be going to lead a programme to give identity to every
Indian. But today I am losing my identity But, in my new role, I'm supposed to work with 600 government
departments knowing fully well that no two government departments get along with one other.
- Nandan Nilekani, making a speech on his last day at InfosysFor 30 years, Nilekani was focused on selling Infosys to leading companies globally. Leaving
Infosys was a tough call. The easier option for him could have easily been continuing on at
Infosys till the retirement age of 60. However, he chose to take up a role in public service. He
had to sell the concept of a national identity program to the grassroots politicians and
bureaucrats. He was now leading Unique Identification Authority of India (UIDAI) as the
12 Cappelli, P., Singh, H., Singh, J., & Useem, M. (2010, April 14). The India Way Of Doing Business . Retrieved June 03, 2010, fromForbes: http://www.forbes.com/2010/04/14/india-business-way-leadership-citizenship-useem.html?boxes=leadershipchannellatest
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Chairman. His past success with Infosys in no way guaranteed automatic success in this
unique and challenging program. (See Exhibit 12 - Management Challenges - Private versus Public
Sectoron page 19)But, Nilekani was dedicated to the new challenge splitting his time between
Delhi (UIDAI's official headquarters) and Bangalore (his residence and where UIDAI's
technical team was based). In about four months he met 12 Chief Ministers of different statesto explain in detail about the UID project. He needed their support in enrolling people into
the program. Nilekani's excellent public relations skills and his diplomacy would be of
immense use here.
In between all this he had to take care of other assignments such as a workshop at the
National Law School in Bangalore where he brainstormed with a group of legal experts on
how to create the legal framework for the UIDAI, a workshop organized by the Indian
Institute of Advanced Studies at Shimla where he met a bunch of sociologists, NGOs and
political scientists to evangelize the UID project.
Nandan Nilekani in an interview with the Financial Express
You have been a government employee for nearly a year now. What has been your
experience so far vis a vis the corporate world, in terms of the style of working?
One major thing that I have found is that in government you have to take everyone along with
you if you want ideas to have even a chance of being successful. In the corporate sector, you
have a board which you need to convince and if you carry a numerical majority, everyone hasto fall in line.
In government the style is more consensual, also of course because of the scale of things. I
have had meetings with a huge number of people and have had a great deal of cooperation
from everyone, from the Prime Minister to chief ministers and RBI. Civil society groups, which
are dispersed and diffused also need to be taken along. It takes a while to get this consensus
together, but ones concepts are clearer because of that.
Excerpted from source
Nistula Hebbar. (2010, May 10). UID model is only as good as its application. Retrieved June 03, 2010, from
Financial Express: http://www.financialexpress.com/printer/news/616356/
(Continued on next page)
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5.1. Political ChallengesAccording to studies from Harvard Business School and the World Bank, corruption13
siphons as much as 80% of the funds meant for India's poor14. The UID program aimed to
bring masses of India's poor into the formal economy, where they could gain access togovernmental finance schemes and social services. This would translate into new
accountability to government bureaucracy. A unique ID could authenticate that goods and
money make their way from local administrators to the people. Naturally, Nilekani had to
encounter political challenges against powerful entrenched interests which included corrupt
contractors and even government employees who usually misused the funds. (See Exhibit 6 -Previous unsuccessful efforts by the Indian Government for unique identification on page 14)
5.2. Other Indian Challenges There are 75 million homeless, without birth certificates and without any identity There are 600,000 villages in Indiaand only 6% have bank branches. (See Exhibit 10
and 11 on page 17)
Power outages are a key factor limiting the access and utility of computers in ruralareas.
India has poor infrastructure, low literacy levels for many people, and laborinflexibilities.
India ranks 50th in the world in terms of productivity growth.
5.3. Opposition to UID Data Privacy Concerns
It was always clear that the unique identification scheme (UID) was going to gather opposition as it
progressed. Those voices are crystallizing. The resistance comes from three domains. First, from civil
society activists who feel that unique biometric identities will turn India into an Orwellian nightmare.
Two, from bureaucratic infighting: senior civil servants resent the fact that an outsider has been brought
in for a project thatought to have been their baby. Finally, from low-level politicians and officials who
see UID as a dangerous idea that will only lead to one destination: direct cash transfers, cutting them out
of the loot.
Excerpted from source
Give the UID project a chance. (2010, January 12). Retrieved June 03, 2010, from Livemint.com:
http://www.livemint.com/2010/01/11212510/Give-the-UID-project-a-chance.html
Countries like Australia, UK, and the U.S. have found their unique identification projects
impracticable due to the probability of abuse and the strong public opposition. In India,
13 According to global corruption watchdog Transparency International's latest survey, India is perceived as a highly corrupt nationin the world ranked 84 among 180 countries on the integrity score.
14 Mehul Srivastava, Steve Hamm. (2009, July 16). The Man Behind India's ID Card Program . Retrieved June 03, 2010, fromBusinessWeek: http://www.businessweek.com/magazine/content/09_30/b4140056501197.htm
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several civil society groups like Centre for Internet Society (CIS), the Peoples Union for
Civil Liberties (PUCL), Aadhar Watch Initiative among others, opposed the UID for what
they see as a another source data vulnerability15. Some other groups felt that there was no
wide public discussion on the feasibility or desirability of the project. There was also
opposition to entrepreneurs being appointed as non-politicians with cabinet rank
16
.Opposition groups demanded immediate scrapping of the UID project including scrutiny of
all transactions, increased transparency with contracts and de-linking of the project with the
ongoing Census. (See Exhibit 7 - Nandan Nilekani at the unveiling of the new UID logo on page 19)
Nilekani acknowledged the concerns that the privacy of data could be compromised were
legitimate but also felt that design of the UID program (e.g. data encryption) would prevent
this from happening. In May 2010, he also admitted that there was a need for a larger debate
on protection of privacy in the country. To prevent the potential abuse of the planned UID
database on Indian citizens, Nilekani announced that the UIDAI would soon come out with a
set of guidelines, not just for its own software, but also for all government departmentsholding sensitive personal information in their databases.
5.4. Technological ChallengesIndia is an extremely complex country, and it requires a lot of localizationIt was primarily a courtesy
meeting where we also did inquire if Yahoo! could be of any help in the area of cloud (metaphor for the
internet) technologies. We are in the business of managing data. We process around 500 billion emails every
month, so we wondered if we could assist in the area of managing the databases as India tries to implement the
Unique Identity (UID) project.
- Carol Bartz, CEO of Yahoo! Inc. on her first visit to India and meeting the Indian Prime Minister17
Major global companies like Microsoft, Yahoo, Cisco and many others have expressed
interest in helping the government and Nilekani with the UID project. The UID involves
maintaining a huge database and handling vast amount of data besides online authentication.
Hardware challenges include finding right vendors for computing power, storage vendors and
systems integration challenges.
Another technical challenge is with biometric datafingerprints and iris scan. How to handle
cases where there is erosion of fingerprints of people who are involved in heavy physical
labor (especially in rural India) or eye sight being affected over a period of time. To address
this challenge, a biometrics committee was set up.
15 The UID would source data from multiple sources various government agencies, including the income tax department, banks,
the public distribution system and various state governments.
16Citizens against UID project Aadhaar. (2010, April 29). Retrieved June 15, 2010, from Mizoram Express:http://mizoramexpress.com/index.php/2010/04/citizens-against-uid/
17 Leslie D'Monte. (2009, November 12). Yahoo! sets eyes on India's UID project. Retrieved June 04, 2010, from Business Standard:http://www.business-standard.com/india/news/yahoo-sets-eyesindia%5Cs-uid-project/376108/
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5.5. Reaching the rural areas Rebranding UIDWe wanted a name with national appeal, was easy to remember and speak and applied to different languages
- Nandan Nilekani
Many analysts felt that a name like UID would not appeal to a majority of its target audience
the marginalized people who will get a foolproof identity to claim various social sector
scheme incentives. They might have to forgo a days income to travel and get enrolled. To
address this, the Finance Commission made a grant of about Rs 2,980 crore (approx. USD
637.71 million) for the incentive for getting registered and people below the poverty line
would get Rs 100 each.
The project was renamed Aadhar (in Hindi the national language and meaning foundation
or depend or support) with a new logo - the halo of the Sun on the imprint of a thumb. The
name Aadhaar would also work across all regional languages too. (See Exhibit 7 on page12) A majority of the population in rural India understood the visual and the audio much
more than written words. After studying what works with rural Indian population e.g. other
mass public change initiatives like polio awareness, Nilekani announced that the project
would be marketed through media, advertisements, word of mouth, village posters among
others.
6. The French Experience Sharing best practicesPersonal Identity Number system began in France in 1941 with a primary objective to organize recruitment ofmen in the army and has subsequently evolved as an important tool of social security among other uses.
- Michel Villac, French government expert on Unique Number systems.18Many countries have issued numbers to their citizens for identification, most notably the
Social Security Number by the U.S. (which was originally issued for social security benefits).
(See Exhibit 15 - National identification number used by the governments of many countries on page 21)
Recently, France launched a Unique Social Security Number project successfully. France
offered to help India with its experience in implementing the project. The French Embassy
and Smartcard Forum of India (SCAFI) organized an initiative, the Unique Identity
Workshop to share the French experience in Unique Identification programs with key
stakeholders of India's UID project.
18France offers expertise for India's UID project. (2010, April 12). Retrieved June 15, 2010, from The Times of India:
http://timesofindia.indiatimes.com/articleshow/5788345.cms
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Exhibit 1 - Two Dimensions of software projects
Exhibit 2 - Infosys Company Profile - 2010
Company name Infosys
NASDAQ INFY
Sector Technical and systems software
Location Bengaluru, Karnataka, India
Website www.infosys.com
Market cap ~$ 32.43 billion
Revenue $ 4.8 billion
Employees 109000
Revenue / employee $ 42470
Net income $ 1.285 billion
Shares outstanding 570.7 million
Annual earnings / share $ 2.26
P/E ratio 25.15
(Source Infosys Annual Report Fiscal 2010 and ADR filings)
Software
Projects
Engineering
Building thesystem
How to design,test, code, etc.
Project Management
Planning andcontrolling the
engineeringactivities
Meet project goals forcost, schedule, and
quality
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Exhibit 3 - Infosys Timeline
Year Event
1981 Infosys was founded
1992 Infosys became a public limited company
1993 Received ISO 9001 certification
1999 First Indian company to get listed on NASDAQ
1999 Achieved SEI-CMM Level 5
2001 Crossed $ 400 million
2002 Crossed $ 500 million
2004 74thamong the Worlds Top 100 InfoTech comp byBusiness Week
2004 Reached the $ 1 billion milestone
2006 Reached the $ 2 billion milestone with 527,15employees
Exhibit 4 - Infosys Historical Stock Price Chart
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Exhibit 5 - Nandan Nilekani - Achievements and Awards
Year Award/Achievement
1988 Co-founded Indias National Association of Software and Service Companies (NASSCOM)
2002 Became the Chief Executive Officer of Infosys
2003 Worlds most respected business leaders, a global survey by Financial Times andPricewaterhouseCoopers
2004 Fortune magazine named him one of Asias Power 25 The Most Powerful People in Businessin Asia
2005 The Joseph Schumpeter Prize for innovative services in economy, economic sciences andpolitics.
2006 Padma Bhushan, one of the highest civilian honors awarded by the Government of India
2006 100 Most Influential People in the World by TIME magazine
2006 Business Leader of the Year by Forbes Asia
2006 Became one of the youngest entrepreneurs to join 20 global leaders on the World Economic
Forum Foundation Board.2007 Forbes Businessman of the Year for Asia
2009 Time magazine placed Nilekani in the Time 100 list of 'World's Most Influential People'
2009 A speaker at the prestigious TED conference where he talked about his ideas for India's future
2009 'Legend in Leadership Award' by the Yale University
Exhibit 6 - Previous unsuccessful efforts by the Indian Government for unique identification
Voter ID Card
Almost a decade ago, the Indian government had issued voter ID cards.
The ID card featured a grainy black and white photograph of the voter with
address and a Voter ID number. The program though still present in the system
was prone to corruption as anyone could print and laminate a card. One could
even buy the ID cards on the black market to get food rations and residency
permits and perhaps even voting rights.
PAN Card
The income tax department issues a taxpayer ID, called the PAN card.
Only a fraction of Indias population with jobs/businesses in the organized
sector or bank savings can get one. One can buy a fake card easily in the black
market.
Ration Card
Ration cards have been an important part of the Public Distribution
System (PDS) in India. However, with rampant corruption in India, a ration card
can be bought for as low as Rs. 500(15 US$) in the black market.
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Exhibit 7 - Nandan Nilekani at the unveiling of the new UID logo
(Source: Photo by R.V. Moorthy19, The Hindu dated April 26, 2010)
Exhibit 8 - Leadership in India
19http://beta.thehindu.com/news/national/article410397.ece
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Exhibit 10 - India at a Glance
Area 3.287x10^6 square kilometers(world rank: 7th)
Population 1.18 billion people(world rank: 2nd)
Population density 397 people per square kilometer(world rank: 28th)
Population growth 1.49% per year(world rank: 95th)
Life expectancy 69.9 years(world rank: 149th)
Median age 25.3 years(world rank: 132nd)
Literacy fraction 61%
GDP $1.254 trillion per year(world rank: 13th)
GDP at parity $3.304 trillion per year (2008)(world rank: 4th)
Real GDP $1.254 trillion per year(price-adjusted to year-2008 USdollars)(world rank: 12th)
GDP per capita $ 1060 per person per year (2008)(world rank: 186th)
GDP real growth 7.288% per year(world rank: 36th)
Inflation rate 7.642% per year(world rank: 104th)
Unemployment rate 9.1% (2008)(world rank: 90th)
(Source: Wolfram Alpha)
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Exhibit 11 - India on the World Map
States in India - There are 28 states and 7 Union territories in thecountry.
Districts - There are 626 Districts in India administered by theirrespective State/UT Government.
Languages - The Constitution of India has recognized 22 differentlanguages. There are hundreds of dialects
National Portal of India -http://india.gov.in/
http://india.gov.in/default.phphttp://india.gov.in/default.phphttp://india.gov.in/default.phphttp://india.gov.in/default.php -
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Exhibit 12 - Management Challenges - Private versus Public Sector
Issue Corporate/Private Sector Government/Public Sector
Budget Tight Budgets but Flexibledecisions
Budgets planned much inadvance and inflexible
Recruitment Quick hiring depending onproject needs
Slow
Firing Quick. Non-performers arelaid off or given the pink slip
Slow and requires excessivedocumentation
Bureaucracy Corporate bureaucracies tendto be less prevalent
Sheer size and job securityfoster strong bureaucraticattitudes and resistance tochange
Procurement Fast and as per requirements Slow and Lengthy procedures
Corruption Less Tends to be more
Productivity Better Less. Laid-back employeescommon
Project
delivery
Meets expectations Project delays/overrunscommon
Cost Cutting Possible with specific projectcuts
Not possible in many cases
Visibility Anonymity, isolation fromthe media
High visibility, pursued bythe media
Rewards Rewards for achievementExcess funds distributed asa bonus or salary increase
Punishment for failure
Leadership
continuity
Long-term Limited by elections andGovernment change
Objectives Measured by results/profits Measured by Process
(Adapted from various sources)
Exhibit 13 - Maturity levels in the CMM
Level 1 A project is executed in a manner that the team and project manager see fit
Level 2 - Repeatable
level
Established project management practices are employed, although
organization-wide processes may not existLevel 3 - Defined level Organization-wide processes have been defined and are regularly followed
Level 4 - Managed level Quantitative understanding of the process capability makes it possible toquantitatively predict and control the process performance on a project
Level 5 - Optimizinglevel
The process capability is improved in a controlled manner and theimprovement is evaluated quantitatively
(Source - Managing Software Projects: The Infosys Model by By Pankaj Jalote)
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Exhibit 14 - List of organizations/bodies opposing UID Project across India
Moving Republic, Bangalore
Centre for Internet and Society, Bangalore
Citizens Action Forum, Bangalore
PUCL, Karnataka
Slum JanandolanaAlternative Law Forum, Bangalore
Indian Social Action Forum (INSAF)
PEACE, New Delhi
Manthan Adhyayan Kendra, Badvani(MP)
South Indian Cell for Human Rights Education &
Monitoring (SICHREM), Bangalore
Posco Prathirodh Sangram Samithi, Orissa
Adivasi Mulvasi Astitva Raksha Manch, Jharkhand
Himalaya Niti Abhiyan, Himachal Pradesh
National Hawkers Federation
Kerala Swathanthra Matsya Thozhilali Federation(KSMTF)
Nagpur Municipal Corporation Employees Union
Nadi Ghati Morcha, Chhattisgarh
Peoples Solidarity Concerns- Bangalore
Janvikas, Orissa
Other Media Communications, Bangalore
Visual search, Bangalore
Theeradesa MahilaVedi, Kerala
National Coastal Womens Movement, Chennai
Alliance of womens right in Disaster(ANWORD),
Chennai
Kerala Tourism watch
Dalit Womens Forum, Andhra Pradesh
Centre for Education and Documentation, Mumbai
IPTA (Bihar)
EKTA (commitee for communal amity), MumbaiEQATIONS, Bangalore
Openspace, Bangalore
Rajadhari Basti Uriyan Parishad, Orissa
Chhattisgarh Kisan Mazdoor Vikas Kendra
Asangatit karmakar Shramik Union, UP
Munsikhan Mawat vikas Community Foundation,
Alwar, Rajasthan
Pondichery Slum Dwellers Federation
Himpravesh, solar, Himachal Pradesh
Chhattisgarh Action Reserch Team (CART), Raipur
ViBGYOR Film Collective, KeralaAdivasi, Sarumgi Vikas Sangh, Gujarat
Samata, Orissa
Society for Culture & Development, Kerala
Youth Initiative for Leadership Training, Kerala
Patabhedam Magazine, Calicut, Kerala
Global Alternate Information Applications(GAIA),
Thrissur, Kerala
Kabani The Other Direction, Kerala
Pedestrian Pictures, Bangalore
Just Peace Foundation, Manipur
Concern, IISc, Bangalore
(Source:Citizens against UID project Aadhaar. (2010, April 29). Retrieved June 15, 2010, from Mizoram Express:http://mizoramexpress.com/index.php/2010/04/citizens-against-uid/)
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21 Nandan NilekaniFrom Infosys to Politics
Exhibit 15 - National identification number used by the governments of many countries
Country Unique ID Description Source
Australia Australia Card(Proposed)
In Australia there is no universal identifying number forindividuals. ... The Australia Card proposal would havecreated a universal number for Australian ...
http://en.wikipedia.org/wiki/National_identification_number
China ID number has 18digits and is in theformatRRRRRRYYYYMMDDSSSC
The Republic of China National Identification Card is anidentity document ... Possession of the Identification Cardalong with the Republic China Passport ...
http://en.wikipedia.org/wiki/National_Identification_Card_(Republic_of_China)
France INSEE code In France, the INSEE code is used as a social insurancenumber, a national identification number, for taxationpurposes, for employment, etc. ...
http://en.wikipedia.org/wiki/National_identification_number
Germany The West Germangovernment intendedto create a 12-digitpersonalidentificationnumber(Personenkennzeichen, PKZ)
In Germany, there is no national identification numberlegalized. ... In East Germany, a similar system namedPersonenkennzahl (PKZ) was set up in 1970 and ...
http://en.wikipedia.org/wiki/National_identification_number
South
Africa
Identity DocumentThe ID number is a13-digit number ofthe formYYMMDDGSSSCAZ.
In the Republic of South Africa, every citizen can applyfor an Identity ... In contrast to other countries the SouthAfrican ID number is not unique in its ...
http://en.wikipedia.org/wiki/National_identification_number
UK A National Insurancenumber, generallycalled an NI Number(NINO), is used toadminister statebenefits and get jobs
National Identity Cards for UK nationals becameavailable to people resident ...... "Johnson reveals IDregister linked to NI numbers". Theregister.co.uk. ...
http://en.wikipedia.org/wiki/National_identity_card_(United_Kingdom)
United
States of
America
Social SecurityNumber
There is no true national identity cards in the UnitedStates of America, in the sense that there is no federalagency with nationwide jurisdiction that ...
http://en.wikipedia.org/wiki/Identity_documents_in_the_United_States
(Source: Adapted fromhttp://en.wikipedia.org/wiki/National_identification_number)
http://en.wikipedia.org/wiki/National_identification_numberhttp://en.wikipedia.org/wiki/National_identification_numberhttp://en.wikipedia.org/wiki/National_identification_numberhttp://en.wikipedia.org/wiki/National_identification_number -
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7. Questions for discussion1. Which leadership theory would be most helpful in guidingNilekanis transition from
private to public sector leadership? Explain.
2. What are the potential opportunities and consequences of accepting or rejecting Francesexpertise with the UID project?
3. Outline a strategy for calming the fears of the groups in opposition to the UID project.
8.Additional Readings and References
1.
Official Website of UIDAI: http://uidai.gov.in/
2. Official Website of Infosys: http://www.infosys.com3. National identification number, From Wikipedia:
http://en.wikipedia.org/wiki/National_identification_number
4. The Unique Identification Authority of India (UIDAI):http://www.facebook.com/pages/The-Unique-Identification-Authority-of-India-
UIDAI/219687107766
5. Nandan Nilekanis BlogImagining India Ideas for the next century:http://imaginingindia.com/blog/
6. Nandan Nilekani's ideas for India's future | Video on TED.com. (2009, May). Retrieved June 15, 2010,from http://www.ted.com/talks/nandan_nilekani_s_ideas_for_india_s_future.html
7. Nilekani, N. (2010, January). Infrastructure, Subsidies, and the UID. Retrieved June 15, 2010, fromRITES Journal:http://www.rites.com/rites-journal-2010/PDF/Nandan_Nilekani.pdf
8. Sibal, U. (2010, April 27). Video Interview Nandan Nilekani on Indias UID project: Retrieved June 15,2010, from http://blogs.reuters.com/india/2010/04/27/interview-nandan-nilekani-on-indias-uid-
project/
http://www.rites.com/rites-journal-2010/PDF/Nandan_Nilekani.pdfhttp://www.rites.com/rites-journal-2010/PDF/Nandan_Nilekani.pdfhttp://www.rites.com/rites-journal-2010/PDF/Nandan_Nilekani.pdfhttp://www.rites.com/rites-journal-2010/PDF/Nandan_Nilekani.pdf