►
Description
In this video, Kamal Shah CIO talks about Transforming Travel & Expense Management @ Larsen & Toubro, Leveraging Concur in our Enterprise place.
A
How
is
everyone
today,
a
feat
and
a
group,
AR
yeah
I-
think
you
guys
have
been
loaded
with
presentations?
Maybe
nice
food
in
the
afternoon,
Taurus
are
sweet,
so
I
before
I
get
going.
I
asked
a
very
beautiful
present
that
way
the
host
kidnapped.
I
am
America's
and
I'm
hoping
everyone
is
from
Bombay.
Here
know
how
many
of
you
all
took
a
flight
to
come
here.
A
Okay,
so
whatever
I'm
going
to
talk
to
you
guys
about
it's
gonna,
be
very
relevant
because
you
had
to
get
on
a
plane
and
come
here
and
the
topic
that
I'm
going
to
talk
about
is
leveraging
conquer
in
our
enterprise
place,
but
before
I
do
that,
let
me
just
finish
deadline,
which
is
when
I
got
up
here.
I
asked
her:
how
much
time
do
I
really
have?
And
she
said
you
got
around
25
30
minutes,
then
I
said:
okay,
25
30
minutes
is
a
good
time
for
me
to
catch
up
with
this
fantastic
group.
A
Talk
about
my
experiences,
but
better
is
I.
Don't
really
have
any
presentation,
so
whatever
I
say
is
gonna
be
on
the
fly.
If
I
speak,
something
which
is
not
accurate
or
correct,
you
will
never
be
able
to
catch
me
because
there
is
nothing
on
there.
You
can
take
pictures
and
I.
Don't
think
this
is
getting
recorded,
so
it's
all
between
us
now,
alright.
A
So
let
me
share
with
you
a
little
bit
about
LTI.
If
you
will
and
then
thereafter,
I
would
love
to
talk
to
you
about
what
we
did
in
the
travel
and
expense
space.
If
you
will
around
driving
some
of
the
business
transformations
and
if
you
have
any
questions
thereafter,
I
would
be
very
happy
to
take
those
as
well.
A
Phenomenally
advanced
function,
call
IT
and
retaining
these
folks
after
the
implement
s
ap,
which
assuming
everyone
knows,
is
very
difficult,
and
so
they
said
you
know
for
the
mechanical
type
of
few
people
that
they
are
there,
the
labor
people
and
the
mechanical
guys
that
really
work
in
the
engineering
space.
There
are
there.
They
have
a
very
different
set
of
demands
and
requirements
versus
the
guys
were
in
IT,
and
so
they
carved
out
this
new
organization
called
Larsen,
&,
Toubro,
Infotech
and
I
belong
to
that
family.
Ok,
so
that's
a
little
genesis
about
LTI.
A
A
You
know
one
of
the
things
that
really
came
to
me
was
drive
what
is
called
exponential
transformation
and
as
an
organization
which
has
been
there
for
a
while
and
for
many
of
the
type
of
business
that
we
are
in.
It's
essentially
about
taking
people
from
where
we
are
and
in
some
cases
taking
them
closer
to
the
customer,
because
that's
a
service
model
we
are
in
and
one
of
the
biggest
pet
peeve
that
we
heard
was.
A
It
just
takes
a
second
job
for
someone
to
really
move
through
the
several
steps
and
processes
which
are
then
shackled
by
a
very
fantastic
document
called
policy
there.
After
going
through
the
range
of
structures
of
enterprise,
getting
the
right
approval,
and
hopefully
after
all
of
that
is
done,
you
just
hope
that
nothing
really
goes
wrong
as
you
complete
the
travel
you
reach
the
destination,
and
then
you
get
to
your
job
and
I.
Think
to
that
point.
In
time
everything
if
it
comes
out
the
way
you
and
spit
I
think
it's
great.
A
But
then
you
are
always
going
to
be
up
against
another
round
of
big
challenge,
which
is
how
do
you
dream?
Was
this
travel
and
that
process
just
keeps
going
on
and
on
and
on
and
I
wish.
If
time
travel
were
to
come
true,
we
wouldn't
really
need
conquer,
but
we
are
not
there
yet
so
we'll
have
to
bear
with
it
so
anyway.
So
that
was
the
little
story
about
what
LTI
was
that
there
was
a
challenge
in
front.
A
First
people
moving
back
and
forth,
just
like
I'm,
assuming
for
some
of
y'all,
where
organizations
have
been
mushroomed
in
many
spades.
Enterprise
applications
have
kind
of
evolved
over
a
period
of
time,
and
it
has
tried
to
catch
up
with
the
changing
nature
of
the
business
around
the
cost
elements
and
as
continue
as
the
company
grows,
you
need
to
have
platforms
which
are
scalable
in
times
and
then
you
know
the
requirements
of
the
business
keep
evolving
and
changing
as
well.
So
how
do
you
really
make
this
thing
work?
A
And
so
that
was
that
was
the
the
problem
statement
that
came
to
us
and
they
said,
even
if
you
could
just
have
a
robust
platform
that
will
that
will
survive
the
test
of
times
and
can
get
people
from
point
A
to
point
B
in
a
seamless
way.
That
would
be
phenomenal
and
that's
how
exactly
the
project
started.
Now,
let
me
tell
you
a
little
story.
What
really
went
before
we
in
fact
even
engaged
with
Kentucky,
so
it
started
very
simply.
We
have
a
homegrown
system,
it
works,
it
works.
A
People
do
travel,
but
it's
at
a
point
where
people
don't
want
to
travel.
It's
like.
Yes,
customer
can
I
come
day
after
tomorrow.
Qk
I
want
a
system
with
our
time
like
jaga
or
you
know
what
before
we
can
get
to
travel
I
need
to
go
through
this
five
different
set
of
processes
and
God
forbid.
If
it's
an
international
travel,
you
also
need
to
go
ahead
and
get
this
visa.
Your
immigration
make
sure
those
documents
are
in
place.
A
Hopefully
you
will
end
up
for
the
visa
at
the
right
point
in
time
and
you'll
get
the
visa,
and
if
you
do,
then
you
have
to
go
back
and
convince
your
family
and
give
them
the
details.
I
mean
it's.
It
just
goes
on
and
on
and
on,
and
so
when
that
problem
statement
came,
we
started
looking
at
design
thinking
as
a
channel
for
understanding.
What
is
it
that
the
end
user
really
goes
through,
and
that
gave
us
a
different
insight
that
insight
was
far
more
human
in
nature
than
just
systems.
A
That
insight
was
slightly
different
than
looking
at
saying.
Okay,
I
need
to
give
this
guy
a
ticket,
make
sure
that
he
goes
only
from
point
A
to
point
B
and
then,
when
he
comes
for
reimbursement
he
is
going
to
get
mandated
by
policies.
Everything
else
I'm
going
to
make
sure
it
is
too
confusing
for
him
so
that
he
can
never
ask
for
reimbursement
and
he
gets
caught
up
in
this
approval
cycle.
A
So
we
went
away
from
that
type
of
a
model.
Do
exactly
what
is
it
that's
going
to
be
meaningful
to
the
user?
So
when
we
engage
with
the
conquer
team
through
that
evolution
cycle,
which
I
think
was
a
very
swift
cycle
around
two
and
a
half
weeks,
we
went
in
asked
them.
What
is
it
that
they
can
bring
to
the
table
and
enable
us
with,
and
the
conversations
were
directly
on
the
spot?
We
are
here
because
we
want
to
transform
the
travel
experience.
A
A
I'm
gonna
take
a
moment
here
because
that's
exactly
what
happened!
That's
it
everything
else
from
that
point
on
with
this
yeah
it's
a
Lavie.
It
just
works.
You
know,
I,
don't
really
remember
having
any
escalations
after
we
went,
live
I,
don't
think
anyone
knocked
my
door
and
said:
hey
I'll,
get
a
kidney
and
maybe
pass
how
do
I
travel
because
we
do
frequent
travel
and
no
one
really
complained
about
the
expense
part.
A
A
We
will
just
leverage
the
platform
in
the
shape
and
format
it
does
come,
but
that's
a
real
tough
story
to
sell
to
the
internal
travel
team.
It's
a
tough
story
to
tell
to
your
business
community
because
they've
been
used
to
working
in
a
certain
way.
There
is
a
there
is
a
a
process
in
place
and
then
to
that
process
that
is
set
of
policies
and
to
that
set
of
policies
there
is
practices
and
to
that
practices
there
is
culture
and
to
that
culture
there
is
expectations,
and
so
that's
a
tall
order.
A
That's
a
tall
order
of
things
that
had
to
be
put
in
place
and
two
weeks
is
not
sufficient
and
I'm
pretty
sure
it's
not,
but
what
we
did
is
were
slightly
different
with
the
mindset
that
we
walked
in
saying
that
you
know
what
we
got
to
change.
We
got
to
change
and
in
this
case
it's
about
I'll
use
the
Hindi
language,
it's
like
a
Gurkha
Bell
by
the
Ryoga,
sorry.
But
that
way
he
didn't
you
know,
don't
wait.
Why?
A
Because
our
our
systems,
our
processes,
our
practices,
are
so
intertwined
that
if
you
start
changing
them
one
at
a
time
by
the
time
you
get
to
the
last
one,
the
first
one
has
already
blown
out
so
you'll
have
to
go
back
to
the
first
one
and
start
screwing.
In
again,
it's
not
gonna
work,
and
even
if
you
were
to
be
made
to
work,
the
visible
value
of
what
you
ought
to
deliver
will
probably
get
diluted.
A
So
speed
was
the
essence,
and
that
was
the
only
mantra
we
really
put
in
front
of
us,
which
was
the
number
one
we
get
to
speed
and
it
started
with
understanding
the
product
and
the
tool
getting
to
signing
of
the
contract.
If
you
will,
if
you
can
say
that,
but
then
really
getting
into
kick-starting
the
project
and
in
that
16
week
cycle,
we
really
made
it
happen.
There
was
the
first
element.
The
second
element
was
to
really
look
at.
A
Yes,
there
a
set
of
policies
and
practices,
but
how
many
of
these
policies
are
written
at
least
six
months
ago
and
how
many
of
them
are
written
a
year
ago
and
how
many
offer
them
were
written
prior
to
that,
and
so
everything
that
was
written
prior
to
that
essentially
became
history
for
us
period.
We
are
not
going
to
take
a
look
at
that.
Every
single
line
of
policy,
which
was
out
there
had
to
have
a
number
range
to
it
right,
that's
the
activity
that
we
did
because
travel
policies
are,
they
can
get.
You
leave
me.
A
Those
are
loaded
documents
and
more
than
those
loaded
documents.
Sometimes
it
is
the
unspoken
and
the
unwritten
stuff
that
really
comes
into
your
way.
So
taking
a
list
of
that,
looking
at
it
and
saying
you
know
what
is
the
Ross's
nanana,
let's
not
block
what
process?
Why
is
it
there?
Let's
first
start
talking
about
that
right
and
in
our
line
of
business,
especially
in
idealism
in
many
of
you
all
as
well.
If
the
manager
gets
a
travel
request,
the
first
thing
that
happens
is,
yes,
is
you
know
I'm
going
to
look
at
that?
A
What
period
is
he
really
traveling
for
and
what
location
is
calling
for
and
thereafter
once
you
are
convinced
that?
Yes,
that's
the
right
thing
from
a
process
perspective.
The
second
step
that
comes
in
is
here's
his
accommodation
request
and
then,
after
the
accommodation
request,
there
is
another
request
that
says
he's
going
for
a
team
event.
So
there
is
a
dinner
event
planned
for
which
he
is
going
to
ask
in
advance
whether
he
can
spend
that
amount.
A
So
that's
a
third
request
and
then,
of
course,
he's
going
to
rent
a
car
or
something
fourth
request,
and
then
he
needs
a
4x
fifth
request
and
then
he
needs
insurance.
You
just
have
to
make
sure
that
yes,
he's
eligible
so
seven
and
that
list
keeps
going
on
and
on
and
on,
and
what
we
did
is.
That
was
the
policy
that
was
a
process
as
well,
and
we
looked
at
that
and
said:
no,
no,
no,
we're
not
gonna
do
that
for
sure
we
are
going
to
instead
turned
it
around.
A
So
when
we
started
looking
at
it,
we
start
scrapping
all
of
these
requests
that
comes
in
and
instead
said.
If
the
person
is
going
to
travel
in
the
managers,
conveyance,
of
course,
you're
not
going
to
put
him
out
on
the
street
was
live.
He
has
to
have
a
hotel.
So
why
is
the
manager
ever
going
to
require
an
approval
for
that?
A
Unfortunately,
in
a
business
life
we
don't
really
have
a
crystal
ball
to
gaze
and
see
where
we
are
going
to
be
two
weeks
from
not
because
our
businesses
are
dynamic
and
so
much
of
our
travel,
irrespective
of
desire
intended
or
unintended.
It
happens
in
the
last
minute.
So
how
do
you
really
a
will
that
cost
benefit?
If
you
will
does
it
even
exist?
A
And
those
were
the
type
of
questions
we
wrestled
around
with
and
what
we
did
is
we
soon
realized
that
the
cycle
time
for
a
manager
to
approve
is
causing
a
significant
delay
to
achieve
this
objective?
It
truly
is
because
getting
an
approval
is
a
matter
of
a
second
job,
but
getting
the
manager
to
sit
there,
review
it
and
then
make
sure
that
he
makes
a
decision
is
important
and
all
of
that
kind
of
just
adds
up
to
the
delay
time
so
long
before
what
we
essentially
did
is.
A
We
said
you
know
we
are
going
to
start
looking
at
the
second
layer
of
information
stack
for
all
domestic
travelers.
Let's
just
get
away
from
all
these
approvals
because
even
if
the
person
travels
and
if
the
manager
would
if
it
gets
notified,
that's
good
enough
for
international
trial,
which
is
point-to-point,
let
the
user
essentially
get
to
do
the
booking.
Of
course,
if
there's
a
cancellation
at
zero
cost,
we
will
avail
that
process,
and
so
we
did
that
as
well,
but
more
than
anything
else,
I
think
what
really
I
think
change.
A
If
you
ask
anyone
is
traveling
a
challenge,
especially
the
ticketing
part,
I,
don't
think
it
is
because
if
you
go
to
make
my
trip
and
if
you
go
to
the
go
I
Bebo's
and
the
travels
of
the
world,
it's
a
seamless
experience.
There
are
four
fields
you
punch
in
the
details.
You
move
your
credit
card
which
not
only
saved
in
the
wallet
and
voila.
A
You
are
done,
but
when
you
go
to
your
business
travel
systems,
usually
there
are
like
this
16
plus
fields
and
there's
a
cost
code
or
a
WBS
element
which
no
one
really
understands.
What
yes,
and
then
before
you
can
even
go
to
do
a
travel
thing.
The
first
field
that
comes
you
is
the
port,
not
the
part
that
you
usually
drink
by
the
way.
It's
a
port
for
purpose
of
travel.
A
A
You
can
only
imagine
what
the
world
really
is
like
if
you
will
from
the
guys
who
serviced
this
type
of
a
customer
back
office,
reams
of
documents
that
comes
to
you
and
many
times
by
the
time
those
even
receipts
come
to
them.
The
ink
has
faded
away.
So
do
you
don't
really
know
what
this
expense
is
for
and
then,
when
a
person
is
requesting
for
some
of
these
claims,
they
are
in
some
different
geo
locations,
and
you
know
you
call
that
guy
after
two
week
cycle
and
say
hey
mr.
A
sales,
guy
I,
don't
think
I
really
understand
what
this
expenses
for
and
the
guy
just
says.
What
part
you
don't
understand.
You
know,
and
you
really
want
me
to
track
all
of
these
expenses,
because
I
got
like
300
of
these
receipts
and
by
the
way
there
are
other
300
which
have
not
even
claimed
so
I
can't
help.
A
You
I
know
that
this
alleged
experience
I
had
given
it
to
you
in
an
envelope
just
make
that
happen,
and
that's
just
a
bewildering
experience
and
it's
not
by
design
or
by
intent
that
the
person
the
back-office
wanted
to
delay
the
reimbursement
I
mean
he
does
not
have
any
vested
interest
to
do
that.
But
it
is
just
that
the
system,
the
platform
and
the
process
that
are
out
there
were
not
supporting
enough
for
him
or
her
to
do
the
job
in
the
most
expedited
way.
A
And,
of
course,
when
you
do
that,
when,
when
you
take
that
plunge
the
first
person
who
is
going
to
jump
out
of
his
cabin
and
is
going
to
chase
you
down,
is
gonna,
be
your
CFO,
he's
gonna,
say
Mad
Carew
and
you
ask
why,
and
he
says
you
know
what
people
are
gonna
put
in
duplicate
receipts.
You
don't
have
the
intelligence.
The
people
in
the
back
office
are
too
tired,
yeah.
All
of
that
is
true,
and
then
once
you
can
sort
those
issues
out
with
your
CFO.
A
But
yes,
there's
nothing
like
that
as
well,
so
we
did
all
of
that
and
we
went
back
and
we
had
a
really
interesting
discussions
with
every
single
business
stakeholder
which
was
carrying
this
set
of
information
that
it
can
be
done
to
a
point.
They're
saying
you
know
what
we
are
going
to
go
behind
it
and
we
are
going
to
help
you
do
it,
and
so
you
went
to
paperless.
We
trained
our
back
office,
cut
them
into
a
scale
which
essentially
got
them
into
half
if
you
know
not
resizing
it,
but
just
reclassifying
it.
A
So
half
of
those
folks
that
were
really
doing
this
reimbursement
essentially
ended
up
being
the
processing
team
and
the
other
ones
that
were
out
there.
They
ended
up
being
the
analytical
team,
so
these
are
the
guys
were
now
mining
the
data
to
feed
back
into
the
system,
saying
what
is
it
that
we
need
to
do
so
that
we
provide
a
better
experience?
We
really
end
up
stopping
a
lot
of
leakages,
look
at
information
in
a
slightly
different
way
so
that
it
can
craft
out
better
deals
with
our
vendors
and
stuff
like
that
yeah.
A
So
that's
the
little
story
about
our
travel
and
expense.
I
thought
I'll
juice
it
up
in
many
ways,
but
I
think
it
is
a
topic
that
I
feel
comes
near
and
dear
to
anyone
in
IT,
especially
who
is
doing
a
back
office
type
of
work
and
if
you
guys
are
looking
for
a
platform
I
vouch.
This
I
watched
this
from
a
very
simple
reason
that
the
platform
in
itself
gives
you
the
ability
to
quickly
implement.
As
long
as
you
have
the
financial
set
of
metrics
and
data
with
you
I
think
it's
plug-and-play.
A
There
are
things
that
the
platform
does
not
do
as
well.
So
it's
not
like
everything
that
you
want
can
be
done,
but
that
kind
of
begs
the
question.
You
know
what
you
really
want.
You
want
a
perfect
solution
three
months
from
now,
or
you
want
something
relatively
sooner
so
that
you
can
get
the
house
in
order,
show
the
value
back
to
your
stakeholders
n
to
your
users
and
get
something
going
and
then
perfect
it
in
due
time
and
I.