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From YouTube: INDUS Conclave North 2016-Digital Transformation at Asian Paints - Harish Lade, GM -Systems
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A
Where
that
one
came
from-
and
all
you
have
to
do
is
be
on
time
for
all
the
sessions
that
you
will
be
attending
I'd
now
like
to
say
that
we
are
very
happy
to
share
that
the
Indus
community
has
got
the
continued
support
of
our
goal
partners.
These
would
be
conquer
we
centric
and
hewlett-packard
enterprises,
who
is
here,
of
course,
with
its
own
partner
Reddington.
They
all
present
in
the
larger
than
life
SCP
Scheuer
showcase.
So
please
come
visit
us
during
the
breaks.
It's
now
my
privilege
to
invite
our
next
speaker,
mr.
A
Harish
Lodi
GM
Systems
Asian
Paints,
to
share
his
insights
with
his
August
audience.
Let
me
tell
you
that
mr.
Harish
Lodi
is
the
general
manager
systems
and
information
technology
at
Asian,
Paints,
limited
India's,
largest
and
globally
top-5
decorative
coatings
company.
In
his
a
19
year
stint
at
Asian
Paints,
he
has
led
a
variety
of
IT
led
transformation
initiatives
at
Asian,
Paints
in
diverse
areas
likes
next-generation
customer
engagement
systems,
advanced
supply
chain
planning
systems,
manufacturing
execution
systems
in
IOT,
social
and
collaboration
platforms.
So
with
that,
let's
welcome
to
the
stage
mr.
Harish
Lodi.
B
Yeah
grafton,
all
of
you,
it's
indeed
privilege,
to
share
the
Asian
pains
story
out
here
with
the
customers
of
sa
P
I.
Think
there
are
a
few
elements
of
which,
which
mr.
Nakamura
already
kind
of
said
this
stage
and
probably
I'll
kind
of
you
know,
covered
and
he's
really
put
in
a
good
list
of
agenda
item
for
a
cio
and
alia.
I
hope
that
you
know
we
already
on
a
journey
to
fulfill
some
of
those.
B
Some
of
those
expectations
before
we
kind
of
you
know,
get
into
the
digital
transformation
and
when
this
talk
had
to
be
done
right.
So
really
the
biggest
question,
which
probably
all
of
you
would
be
wondering,
is
that
when
you
err
about
digital,
you
typically
remember
the
New
Age
companies.
Typically,
all
the
e-commerce
companies
or
the
wonderful
startups
which
are
there
is
really
engaging
consumers
really
very
differently,
whether
it
be
you
know,
the
disruptive
taxi
providers
or
any
of
the
you
know
the
food
startups.
B
You
know
when
you
really
paint
your
house
last
then
was
it
a
really
wonderful
experience,
or
what
do
you
really
go
through
right?
So
keep
that
as
a
back
of
your
mind
and
I
think
when
Asian
Paints
really
looked
at
digital
and
digital
is
probably
knew
the
whole
anchor
of
Asian
Paints
was
around.
How
do
you
really
engage
consumers
very
differently
and
you
know
help
ultimately
pay
you,
you
do
paint
to
do
what
kind
of
create
a
beautiful
home
right.
B
So
really
the
whole
focus
was
for
us
to
shift
from
just
thinking
about
the
product,
the
can
of
paint
to
really
the
entire.
You
know
experience
which
goes
with
it
and
that
set
the
stage,
probably
in
the
last
decade
where
the
company
has
been
taking
different
steps
to
really
transform
from
just
be
paint
and
coatings
company
to
really
becoming
a
you
know,
player
in
the
home,
decor
segment
and
I'll
talk
about
that,
because
the
digital
transformation
of
any
organization
really
is
very
loosely
linked
to
the
business
strategy.
B
The
choices,
the
business
models,
which
you
know,
the
company
kind
of
sets
out
to
kind
of
achieve.
All
of
you
probably
already
know
about
Asian
Paints
as
a
brand.
We
are
India
seventh,
most
recognized
brand,
but
a
few
facts
which,
just
for
you
know,
completing
the
picture.
While
we're
number
one
in
India
in
terms
of
the
paint
product
portfolio,
we
have
operations
outside
of
India,
largely
in
emerging
markets.
This
would
be
really
Middle,
East,
South,
Asia,
Egypt
and
recently
into
the
African
continent
as
well.
B
We
have
7,000
employees
worldwide,
23
paint,
manufacturing
facilities
fairly
large
market
cap,
and
we
have
one
of
the
you
know:
550
best
places
to
work
for
kind
of
an
organization.
So,
with
this
quick
backdrop,
I
think
the
whole
shift
for
us
in
the
digital
journey
started
the
sometime
in
2013
when
you
know
having
being
market
leaders
and
having
already
doing
you
know,
paint
as
a
service.
The
real
thought
was
that
what
do
we
do
next
and
that's
where
this
kind
of
her
direction
was
laid
out
where
they
are
well?
B
We
continue
to
grow
in
the
core
paint
segment.
We
formally
said
that
we
want
to
really
you
know,
establish
home
improvement
as
a
line
of
business
and
the
whole
genesis
of
that
was
already
going
into
people's
homes
doing
walls.
Walls
is
only
one
element
of
you
know
how
you
decorate
your
home.
There
are
other
spaces
in
the
home,
and
all
of
that
you
know,
probably
are
very
ripe
in
the
Indian
context.
For
really
you
know
bringing
the
entire
ecosystem
together
right.
B
So
really
that's
the
vision,
and
you
know
certain
steps
are
already
on
way
and
how
IT
kind
of
you
know
partner
along
the
way,
is
what
really
I
will
talk
about
in
the
next,
probably
25
minutes
so
moment.
This
vision
was
unfolded.
There
were
a
few
strategic
imperatives
out
there.
The
biggest
thing
which
is
on
the
top
right
corner
is
how
do
you
really
innovate,
because,
ultimately,
the
consumers
in
the
decor
space
are
really
looking
for
that
in
different?
B
You
know
it
has
Nakia
hey
and
when
you
go
out
and
do
your
home
right
so
really
innovating
very
rapidly
on
the
product
portfolio.
The
bottom
right,
we're
really
home,
is
a
very
personal
space
and
you
really
need
to
engage
the
consumer,
keep
him
and
her
at
the
center
of
your
entire
business
process
and
service
delivery,
and
that
becomes
you
know
the
core
proposition
in
which
how
you
can
really
go
ahead
and
create
and
disrupt
this
space.
B
And
you
know
the
left
two
are
probably
more
rational
where
ya
Asian
Paints
has
been
in
to
paint
for
fairly
over
six
decades.
So
how
do
we?
You
know?
How
do
we
really
go
into
other
segments?
How
do
you
get
into,
let's
say
kitchens
or
bad
spaces
so
grow
through
acquisition
became
a
very
key
imperative
and
finally,
in
this
entire
home
decor
space,
really
the
ecosystem
is
important
right.
You
have
to
do
kind
of
an
uber
ization
of
getting
a
contractor
architects.
Interior
designers.
B
You
know
all
of
them
together
to
kind
of
you
know,
and
collaborate
to
create
the
entire
home
decor
experience
out
there.
So
these
are
the
imperatives.
At
the
same
time,
you
know
keeping
the
core
still
intact,
focus
on
operational
efficiencies,
the
risk
and
compliance.
Definitely
you
can't
do
away
with
that
and
continue
to
build
loyalty
through
world-class
customer
experiences
right.
So
this
were
the
Imperator.
Then
those
really
led
to
you
know
few
very
concrete
steps
quickly
run
through
that.
B
First
time
for
Alina
six
decades
the
company
went-
and
you
know,
acquired
a
product
which
is
outside
pain
and
grow
through
acquisitions
became
Crawley
away.
We
acquired
sleek
kitchens,
which
is
one
of
the
modular
companies
acquired
SS,
which
is
a
bath
fitting
company
and
started
to
integrate
that
in
the
core
paint
business.
B
While
the
growth
in
the
core
paint
business
continued
really,
the
paint
has
a
business
in
India
grows
as
twice
the
GDP,
so
there
was
double-digit
growth.
Obviously
it's
a
bit
slowing
down
now,
but
really
the
growth,
you
know
continue
to
happen.
Product
proliferation
happen
because
you
are
really
talking
about
creating
very
innovative
products
right,
so
creating
wall
fashion,
creating
and
tack
kids
range
of
product,
so
really
a
very
personalized
product
portfolio.
B
When
we
look
at
some
of
the
home
solutions
offering
there
and
continue
to
really
expand
because
in
India
you
really
need
to
work
with
the
ecosystem.
So
how
do
you
really
keep
the
dealer
also
engaged
along
your
you
know,
customer
experience
journey
so,
as
you
know,
the
strategy
unfolded.
The
company
cannot
started
taking
steps
to
transform
as
a
home,
decor
company
from
just
a
pure
paints
and
coatings
company.
Newer
services
got
launched.
Services
like
you
know,
color,
cancel
and
see
at
home,
and
all
of
them
moment
you
start
thinking
about
that.
B
B
So
what
I
will
do
is
yeah.
There
were
multiple
IT
initiatives,
but
I
thought
that,
for
the
you
know,
for
this
talk,
I
will
pick
up
on
three
e
areas
place.
How
do
you
really
go
about
building
a
only
channel
customer
experience?
So
you
know
how
do
we
really
go
ahead
and
get
one
view
of
the
customer,
as
the
customer
goes
through
the
entire
journey
of
decorating
the
poem?
Now?
Second
one-
and
you
know
thanks
to
mr.
Nagpal,
for
setting
the
stage
it's
all
about.
B
How
do
you
enable
the
finance
function
to
transform
decision-making
and
I'll
go
along
that,
and
you
know
how
some
of
the
STP
products
have
been
leveraged
to
kind
of
achieve
this?
And,
lastly,
on
operational
excellence?
How
do
we
really
go
ahead
and
leave
the
Internet
of
Things
and
real
time
abnormality
detection
to
improve
operational
efficiencies?
Of
fact
we,
so
it's
like
a
fairly
diverse
kind
of
a
you
know,
range
of
topics,
and
this
probably
all
experiences.
B
So
this
is
what
we
have
kind
of
gone
through
in
the
last
I
would
say
three
three-and-a-half
years
and
it's
been
a
very
interesting
journey.
I
think
we
partnered
with
sa
P
few
other
partners
on
building
some
of
the
gaps
in
our
IT
architecture
and
please
be
on
a
journey.
To
kind
of
you
know,
create
really
a
solid
foundation
which
will
help
us,
you
know
in
taking
the
transformation
forward.
So
let
us
look
at
the
only
channel
customer
experiences.
B
As
I
said
you
know,
customer
centricity
was
the
center
agenda
and
it
was
kind
of
articulated
as
a
strong
organizational
pillar.
So
there
are
a
lot
of
behavioral
changes
across
the
organization
in
how
we
connect
with
dealers,
consumers.
You
know
that
inda
was
kind
of
being
drifting.
This
was
the
mantra
you
know.
The
idea
is
to
deliver
delightful
and
engaging
experiences
across
all
interaction,
points
and
I,
say
all
interaction
points
typically
in
the
decor
world,
when
somebody
wants
to
go
ahead
and
you
know
beautify
the
home.
B
So
the
experience
should
be
delightful
across
all
touch
points,
whether
it's
digital
or
then
it
comes
into
physical
and
thereby
creating
a
positive
bias
towards
products
and
services
right
so
across
the
entire
cycle.
Right
awareness,
inspiration
when
you
explore
and
decide
the
product
when
you
actually
make
the
purchase
or
you
deploy
and
experience.
Oh
there
are
different
elements
there.
You
might
decide
to
paint
your
home
through
a
contractor.
B
Now,
if
the
contractor
doesn't
give
you
a
good
experiment,
he's
not
even
Asian
Paints
contractor,
you
still
need
to
take
the
owners
of
you
know,
training
them,
and
suddenly
that
means
oh
I,
have
to
go
ahead
and
now
start
tracking.
What
contractors
are
being
you
know
trained
in
which
kind
of
products
right,
so
that
leads
to
a
very
different
kind
of
initiative
in
a
very
different
view
on
you
know
who
all
are
there
in
your
ecosystem?
B
So,
very
importantly,
what
we
did
was
we
said:
okay,
keep
technology
on
the
side,
let's
go
and
analyze
what
the
customer
is
doing,
and
this
is
a
very
standard
way.
I
mean
if
you
look
at
all
the
digital
marketing
or
any
of
the
marketing
literature
out
there.
They
talk
about
customer
journeys.
So
these
are
the
sample
customer
journeys
which
we
kind
of
identified
and
you
can't
have
grouped
them
into.
You
know
multiple
segments
of
customers.
So
there
are
two
interesting
segments
here
which
I
thought
all
of
you
to
relate
to.
B
There
is
a
word
called
rang,
gala
out
there,
which
is
the
second
on
the
left,
and
there
is
a
word
called
Bermuda
now,
who
is
this
wrangle
a
segment
right?
So
the
regular
segment
essentially
is
really
the
I
would
say
the
first
generation
or
a
kind
of
an
entrepreneur
emerging
from
let's
say
that
peer-to-peer
three-city
would
be
a
typical
small
businessman
who
is
through
his
own.
You
know,
will
God
has
gone
ahead
and
you
know
made
AI
impact
out.
B
There
maybe
started
a
transport
company
and
one
truck
and
suddenly
now
he
has
got
a
fleet
of
10
trucks
and
he
has
money
right
now.
He
is
profiting
from
the
growth
of
the
India
story
and
he
is
profiting
right.
So
Billy
wants
to
go
and
show
that
you
know
I
have
arrived
in
life
and
one
of
the
ways
they
express,
that
is,
let's
say
how
they
decorate
their
homes.
So,
typically,
if
you
drive
it
down
on
the
highways,
you
typically
see
those
very
flashy.
You
know
brightly
colored,
bungalows
or
cotys
right.
B
That
is
a
regular
segment.
Now,
how
does
that
consumer
really
go
ahead,
and
you
know
experience
the
whole
home
journey.
They
are
really
not
going
to
go,
probably
Google
it
out
and
start
the
journey.
They'll
really
go
more
with
their
social
network
Spears
right.
So
that's
the
inspiration
part
for
them
right.
So
the
journey
begins
with
the
trigger.
Okay.
I
want
to
actually
have
a
home
new
home
sure
that
I
were
in
love,
and
then
it
goes
down
into
social
networks.
They
probably
will
take
help
of
a
local
contractor
applicator.
B
The
journey
proceeds
in
that
manner.
Contrast
that
with
Bermuda,
typically
Bermuda
segments
is,
let's
say
the
IT
professional
in
Bangalore,
or
you
know
working
in
some
of
these
IT
firms.
Really
they
want,
and
there
are
a
lot
of
strong
roots
in
the
sense
they
still
are
admitted
into
the
indian
value
system,
but
they
want
to
also
kind
of
you
know.
They
have
obviously
got
now.
You
know
a
good
well-paying
job
and
they
want
to
now
use
this
to
kind
of
create
the
first
stone
husband-wife
are
working.
B
They
want
to
jointly
cook,
create
their
home
right,
so
they
would
most
often
would
go
through
a
digital
medium.
They
would
really
want
assurance.
Somebody
shouldn't
really,
you
know
cheat
them.
They
want
lots
of
information,
so
that
becomes
the
other
customer
journey
right.
So
really
these
customer
journeys
gives
that
gave
us.
The
kind
of
you
know
guidance
as
to
you
know.
How
do
we
go
about
executing
this
forward
and
only
analyze
this?
We
found
that
in
an
IT
system
or
in
the
calls
and
the
systems
or
in
the
website,
there
was
break
in
the
journey.
B
So
I'm
going
to
go
on
the
website.
Do
some
registration,
but
necessarily
when
that
person
goes
to
let's
say
the
physical
store.
The
information
didn't
flow
there
seamlessly,
so
these
gaps
started
coming
up
and
those
led
to
kind
of
a
you
know
really.
A
source
of
one
is
dissatisfaction
and
also
potential
loss
of
customer
centricity,
and
then
we
said
okay,
we
need
to
put
up
a
program
and
really,
how
do
we
go
about
doing
this?
Exceptional
customer
journey
kind
of
broke
it
down
into
waves.
First
was
to
consolidate
all
the
customer
processes.
B
We
use
the
SI
p
crm
as
the
foundational
back-end
to
kind
of
enable
you
know
all
the
business
processes
there.
Then
we
went
into
wave
2
where,
after
having
cleaned
up
the
backend,
you
know
having
a
unified
customer
complaint
processes
unify
it.
Does
you
know
a
customer
registration
process
level?
Two?
It
is
enabling
integrate
customer
experiences
so
there
you
would
really
talk
about
analyzing,
pools
of
customers
and
really
more
of
it.
I
will
talk
about
it
and
finally,
you
are
getting
into
differentiated
customer
experiences.
I
think
somebody.
B
B
Yet
we
are
just
starting
the
personal
experience
differentiated
experience
journey
in
the
last
thirty
three
to
four
months,
so
at
the
top,
if
you
see
there
are
all
the
influences,
there
is
a
dealer
contractor
architect
and
the
end
consumer
and
they
would
touch
you
know
in
the
middle
layer,
which
is
either
the
call
center
or
the
website.
The
right
one
is
the
RP
0
T
1
store,
which
I
mentioned
so
a
customer
can
go
through
all
these
experiences.
B
They
can
begin
a
journey
at
any
point,
but
all
the
information
kind
of
starts
getting
pulled
into
the
SAV
CRM,
which
now
runs
on
Hana
for
us,
so
humongous
amount
of
activity
data
either
you're
interacting
on
the
kiosk
trying
to
do
a
color
choice.
All
of
the
data
kind
of
gets
you
know,
embedded
into
the
backend
in-memory
engine
and
at
the
bottom,
is
all
the
transactional
processes
any
escalations
any
approvals.
You
know
customer
profiling,
any
campaigns
we
are
running
in
specific
cities,
any
loyalty
programs
for
our
ecosystem.
B
All
of
that
is
there
in
the
back
in
a
CRM
system.
So
this
kind
of
is
part
of
our
way,
one
which
kind
of
is
running
for
the
last
two
years,
and
these
are
some
of
the
the
touch
points
in
physical,
human
and
digital,
which
kind
of
enabled
that
journey
the
physical
is
color
experience
tours
in
tier
2
cities.
We
have
got
easy.
Color
stores,
where
would
have
around
300
of
our
pillars,
were
created
experience
zones
out
there
when
you
go
really
to
the
third
column.
B
It's
about
color
ideas,
color
world,
which
are
really
kiosk
based
system,
not
really
in
big
cities.
The
dealer
can
make
that
investment,
so
he
has
a
digital
kiosk
where
they
will
interact.
And,
finally,
there
would
be
certain
math
tools,
painting
and
maintaining
system
which
are
the
you
know,
add-on
services
which
cannot
get
rendered
in
the
physical
lota.
B
The
human,
which
is
a
layer
2,
is
all
where
you
would
touch
base
either
on
a
voice
call
or
a
fella
console
would
go
and
offer
consultancy,
and
each
of
that
has
a
back-end
story
in
terms
of
you
know,
either
a
mobile
app
or
a
loyalty
or
a
offer
management,
and
all
of
that
data
I
know
gets
centralized
into
a
common
engine
out
there.
The
digital
experience
is
more
on
website
or
on
mobile
apps,
and
that
is
what
really
moves
companies
end
up
doing.
B
You
know
when
we
created
a
targeted
website
or
anything
of
that
sort.
You
kind
of
create
certain
ways
in
which,
through
social
media
willing,
it
engage,
engage
consumers
you
create
a
design
of
your
home
and
share
it
among
social
media
get
opini,
and
so
some
of
those
areas
are
there
in
the
digital
space.
B
So
some
of
these
specific
you
know,
next-generation
stuff
which
you
kind
of
had
to
invest
in
was
to
invest
in
our
advance.
Customer
discovery
tool
is
really
going
beyond
just
BI
and
segmenting
and
going
ahead,
and
you
know
creating
a
self-service
tool
for
the
marketing
team
to
analyze,
customers
and
the
second
is
real
time
off
for
management
and
of
them
gets
combined
on
our
web
and
mobile
channels.
B
So
you
see
some
of
the
screenshots
here
where
you
really
don't
have
to
come
to
IT,
to
go
ahead
and
create
some
of
those
you
know
segments
using
a
very
interactive.
You
know
fury
kind
of
an
app.
The
marketing
team
is
able
to
create
dynamic
segments
and
run
campaigns
on
top
of
it.
So
there
are
some
of
the
advances
curry,
leading
to
specific
campaigns,
kind
of
a
scream
and
then
a
real
time
offer
management,
which
is
kind
of
which
understand
intelligently.
B
As
to
which
cities
and
which
profile
is
kind
of
aligning
to
which
kind
of
offers
a
into
the
engine
which
there
could
be
10
offers
running
in
a
city
but
which
offer
is
running
for
which
kind
of
segments
some
of
those
very
high
end
offer
management
engines
are.
What
kind
of
you
know
are
running
right
now.
Early
days
were
definitely
a
huge
shift
in
the
way
be
able
to
connect
with
the
consumers
quickly.
I
will
go
to
the
second
one,
which
is
transformation
of
financial
system.
So
really,
this
is
all
what
you
know.
Mr.
B
Nagpal
talked
about
the
reason
for
us
he
talked
about.
You
know
how
the
CFO
should
be
empowered
to
make
decisions
using
you
know
right
so,
for
us,
why
was
is
the
need
itself
right?
The
need
itself
was
coming
from
the
original
strategy,
where
you
were
diversifying
beyond
one
product
portfolio
to
a
you
know:
multiple
product
portfolio,
multiple
product
lines,
different
distribution
channels,
selling
through
retail
selling,
to
projects
almost
the
requirement
was
to
analyze
the
financials
from
more
than
50
dimensions.
So
some
of
the
dimensions
are
over.
The
product
brand
is
obvious.
B
One
channel
view
geography,
view
customer
group
view,
and
you
know
each
of
them.
You
want
to
analyze.
You
know
how
that
segment
is
performing.
Why
why?
Suddenly?
Somebody
has
to
analyze
that?
Because
you
do
really
do
pricing
decision,
you
really
giving
services
in
different
cities
and
each
city
has
its
own
DNA.
There
are
models
which
are
different.
For
example,
in
Mumbai,
the
painting
market
is
a
contractor
led
model
where
the
contractor
would
actually
source
asian
paints
paint
from
his
affiliated
dealer.
B
But
if
you
come
to
any
other
market,
let's
say
Calcutta
or
even
Mumbai,
that
is
actually
a
dealer
and
contractor
separately.
They
would
pitch
in
and
kind
of
go
in.
So
how
does
a
profitably
get
checked
in
this
different
model?
How
do
I
really
said
the
the
labor
rates
are
different,
so
I
can't
really
offer
a
per
square
feet.
It
is
common
across
the
country,
because
so
how
do
you
really
get
into
that
deep
level
of
analysis?
So
making
pricing
decision
is
a
promotion
effective.
What
kind
of
market
strategy
is
being
formulated?
B
So
it's
really
a
joint
exercise
which
both
finance
marketing
and
sales
and
services
team
really
need
to
do
to
understand
the
whole
data
patterns
out
there.
So-
and
you
know,
do
what
ifs?
What
if
I,
actually
change?
You
know
the
product
price
of
of
a
smart
car
range.
What
would
be
the
impact
on
profitability?
B
Some
of
those
things
started
kind
of
you
know
making
you
know
putting
real
stress
on
the
IT
systems
to
kind
of
come
back
with
his
answers,
and
traditionally
the
architecture
is
you
have
ERP
and
then
you've
got
a
data
warehouse
and
you
do
transformation,
and
that's
really
where
some
of
these
things
really
break.
The
whole
idea
was
to
have
everything
folded
back
into
the
transaction
system.
So
what
really
choices
did
we
have?
We
were
anyway
on
a
Hana
journey.
B
B
I
think
the
real
differentiator
for
us
to
go
onto
the
s4
Hana
came
primarily
because
we
really
didn't
want
to
separate
the
management
reporting
from,
let's
say
the
transaction
reporting,
because
some
of
these
real-time
of
some
of
those
promotions
are
all
running
real
time.
Right
so
really
need
to
push
the
data
reporting
as
close
as
the
transaction
as
possible
and
yeah
we
had
the
classical
architecture,
somebody
might
say:
okay,
I
can
actually
rerun
the
entire
cope
on.
All
of
you
are
ACP
customers.
B
All
the
associated
management
dimension
also
get
posted,
so
at
a
click
of
a
button,
at
least
for
the
rules
which
are
fired
when
the
transaction
is
run,
you
can
actually
get
your
real-time.
You
know,
dimension
level,
profit
analysis,
so
there
is
a
universal
journal
which
kind
of
gets
leveraged
early.
It's
too
technical
to
get
into
that.
So
we
did
this
migration
to
a
spin
and
s4
Harned.
B
Asian
Paints
did
multiple
trial
ones,
leverage
what
we
call
new
near
zero
downtime,
where
you
know,
while
the
upgrade
was
going
on,
the
business
was
still
running
and
you
only
had
to
shut
down
the
business
for
12
hours
on
a
weekend.
To
kind
of
you
know:
company
the
entire
migration
we
are
live
since
26th,
July
and
I'll
talk
about
you
know
in
you
know
what
all
has
got
enabled
right.
So
we
enabled
profitability
analysis
with
s4
at
a
business
unit
level,
regional
channel
level,
fully
real-time
reconciled
contribution
analysis
across
50
dimensions.
B
Cost
allocation
is
done
as
the
transaction
gets
posted
and
some
of
those
dashboards
I'll
cannot
drill
down
into
this
is
the
brief
preview
of
the
architecture.
I
really
will
skip
this
slide
with
a
standard,
ACP
architecture
which
I'm
sure
you
can
go
into
that
and
understand
that
I
think
this
is
most
important
right.
So
what
are
the
capabilities
which
are
built
right?
So
some
of
this
you
could
really
relate
to
right.
B
So
there
are,
we
do
our
ad
spend
tracking
in
the
you
know,
WBS
structure
of
s
AP
and
for
we
have
a
large
project
sales
business,
which
is
a
I,
would
say
very
customized
business,
because
each
side
is
unique
and
we
want
to
find
out
site
level
profitability,
so
a
site
level,
profitability
for
32,000
site.
So
let's
say
for
housing
complex
in
Gurgaon.
What
paint?
B
What
undercoat
you
know
and
that
breakdown
at
that
level
kind
of
happens
with
the
s4
HANA,
where
their
allocations,
you
know
generate
around
4
million
records
come,
and
so
the
essence
is
that
some
of
this
in
the
classical
Coppa
would
not
have
just
worked.
It's
only
that
with
the
help
of
in-memory
technology
and
the
simplified
architecture.
Some
of
these
reports
are
kind
of
becoming
possible
for
us.
B
So
those
are
some
of
the
you
know:
gross
sales
up
to
the
net
margin
level,
which
we
are
kind
of
able
to
do
it
at
across
those
50
dimensions.
Now
and
for
visualization
we
are
using
the
smart
business
executive
Edition,
which
really
is
a
combination.
I
mean
it's
not
yet
another
reporting
tool
from
a
civil,
it's
a
combination
of
ability
to
do
exploring
and
dashboarding
in
a
common
common
kind
of
a
front-end
right.
So
this
is
the
predecessor
to
what
SCP
calls
a
boardroom
of
the
future
app.
B
If
somebody
asks
a
question,
the
presenter
can't
go
and
push
givethem,
because
normally
that's
what
happens
there
this
year
for
Syria
last
five
questions
and
there's
a
push
here
without
them,
but
frankly
you
can
just
go
down
drill
down
and
say
you
know.
This
is
exactly
what
is
happening
over
there
for
the
collection
over
here
is,
you
know
not
happening
in
this
way.
This
is
getting
impacted
or
inventory
levels
are
your
high,
so
the
interest
cost
is
going
up.
The
exam
would
happen
at
that
level.
B
There
are
some
more
visuals
and
all
of
this
actually
can
be
created
by
a
non
IT
person
using
the
SV
front-end
right,
so
gross
margin,
analysis-
and
all
of
that
is
part
of
this
report
out
there.
These
are
live
report.
That's
why,
if
you
see
I
just
erased
some
of
the
figures
over
there,
so
these
are
live
from
our
systems,
so
right
from
micro
analysis
to
interactively,
do
the
displayed
our
discovery
n.
Do
a
real,
deep,
live
right
up
to
the
document
level.
B
Some
of
those
things
are
now
possible
with
this
engine
the
benefits,
real-time
analysis
track,
key
metrics
to
original
document,
simplified
and
real-time
ricans.
No
longer
you
have
to
wait
for
you
know
the
month
end
to
happen,
then
your
management
reporting
will
run,
and
maybe,
at
the
end
of
one
more
month,
you
will
get
your.
You
know
open
report,
that's
how
it
is,
and
it
is
really
fast
I
mean
all
the
reports.
We
said
us
target
that
if
this
has
to
be
meaningful,
all
of
this
has
to
be
possible
in
less
than
30
seconds.
B
It
was
really
a
challenge
for
ACP,
because
if
you
talk,
they
were
like
40
million
rows
getting
process.
We
had
to
really
work
very
closely
with
the
ASAP
team
journey
has
probably
not
been
very
easy.
Hopefully
some
of
the
lessons
learned
in
our
journey
would
get
factored
into
the
CPS
product
roadmaps,
and
maybe
some
optimization
would,
but
really
we
have
been
on
this
journey
for
now,
I
would
say
six
months
and
we've
gone
over
most
of
the
hurdles
out
there.
B
Future
roadmap
is
to
go
really
into
boardroom
of
the
future,
just
eliminate
all
the
redundant
data
structures.
Today
there
are
redundant
data
structures
and
the
and
data
resides
in
Si
PB
PC.
The
actual
is
there
in
Esfahan
how
the
to
collapse.
The
consolidation
happens
in
a
concentration
instance.
How
does
that
get
merge
on
to
the
core
s?
For
instance?
Oh,
no!
Those
are
the
future
level
book
which
you
want
to
kind
of
get
into
that
and
really
not
have
fixed
aggregates.
B
Some
of
these
are
very
technical
renditions
of
how
some
of
these
underlying
are
now
views
get
created,
but
the
idea
is
to
really
have
a
flexible
and
a
very
agile
system
which
will
allow
the
board
to
begin
from
a
top
level
PNL
and
do
any
dimensional
questioning
and
the
would
kind
of
should
you
know
not
run
on
the
PowerPoint,
but
on
the
system.
That's
the
kind
of
journey
which
we
are
kind
of
wanting
to
get
into.
B
We
did
a
kind
of
design
thinking
to
kind
of
craft
board
room
of
the
future
kind
of
an
app
and
really
the
challenge
was
cooperation
is
no
longer.
You
know
from
a
reporting
kind
of
a
function,
but
how
does
corporate
finance
transform
itself
to
actually
be
the
quality
advisory
to
its
internal
customers,
which
is
services,
marketing
or
any
of
these
teams
out
there?
So
how
do
they
get
enough
data?
So
they
can
advise
really
act
as
a
consultant
on
the
business
imperatives
over
there.
So
three
and
a
half
did
video
workshop.
B
That
lot
of
ideas
are
come
up.
I
think
we
now
need
to.
You
know,
take
those
steps
forward
and
you
know
really
continue
this
transformation.
Turning
out
there,
I
really
urge
you
to
kind
of
you
know
say
well.
The
technology
support
is
very
important
to
do
design
thinking,
because
for
us
that
is
really
worked.
Well,
really
not
coming
up
with
all
this
other
system
can
say:
what
do
you
want
to
do
really
flip
the
question
as
to
you
know
what
what
is
it
that
the
CFO
wants
and
I
think
mr.
B
Nagpal
gave
very
practical
instances,
and
each
of
that,
if
you
take
and
drill
down,
I
am
sure
that
will
open
up
humongous
possibilities
for
each
one
of
us
finally
very
quickly
something
for
a
factories.
So,
while
all
this
customer
journey
finance
is
there
in
the
front
end,
the
idea
was
to
get
into
something
for
our
factories
leverage
IOT
and
see
how
we
can
experiment
with
the
technology
is
more
like
a
POC
row
third
plant,
which
is
in
northern
as
the
world's
largest
paint
plant
producing
400
million
litres
per
annum.
B
Most
sophisticated
plan
fully
automated
very
high
speed,
packing
machines
with
pack
around
90
200
containers
per
minute.
So
how
do
you
really
analyze
that
packing
line
to
you
know
really
do
two
things?
One
is
ensure
that
strategy
we
compliance
avoid
under
filling
because
anything
which
is
under
filled
will
be
a
violation
of
the
law
and,
if
you
don't
fill
998
milliliters
in
a
one,
liter
can
well,
if
you
know
we
add
those
two
liter
or
two
ml
in
the
in
the
dealer
shop.
B
So
if
more
white
goes
any
or
fill
then
will
be,
a
lighter
shade
will
lead
to
a
lot
of
customer
complaints
right.
So
you
need
to
pack
exactly
990
ml.
Now,
statistically,
the
process
would
keep
varying
based
on.
You
know
how
the
packing
lines
nozzle
stickiness
the
paint
will
dry,
and
all
of
that
would
lead
to
the
tolerance
of
that
process
being
out
of
whack
right.
B
So
how
do
you
analyze
that
big
data
kind
of
a
thing
so
did
a
co
innovation
over
there
again
it
a
mini
DT
over
there
and
earlier
there
is
to
be
running
this
whole
thing
on
Excel.
So
we
look
at
the
weight
pallet
of
the
paint,
the
weight
of
the
container
and
then
kind
of,
say.
Okay,
the
setting
of
the
machine
is
to
you
know,
drop
this
much
ml
and
really
it
was
a
very
tedious
exercise.
B
Somebody
would
take
a
sampling
and
then
they
would
assume
that
now
we
are
within
the
range
or
outside
the
range
or
now,
at
the
end
of
the
process,
you
realize
that
100
containers
got
overfilled
or
50
containers
got
overfill,
take
them
out
empty.
All
of
that
repack
there
really
a
messy
process,
and
we
are
backing
hundred
containers
of
a
second-
is
like
a
huge
productivity
loss.
So
the
new
system
really
put
in
sensors
on
the
filler
machine
can
integrated
with
each
nozzle
and
I.
B
Think
this
is
a
normal
project
with
most
control
system,
vendors
would
do
for
you
right.
Data
acquisition
from
the
shop
flow
is
done
by
I
mean
all
the
Ottoman
I
mean
a
petroleum
petrochemical
plant
would
read
all
those
tags
or
I
think
where
the
difference
started.
Coming
is
thing
over
here
when
we
started
building
real-time
statistical
correlation
right
so
is
a
real-time
view
of
each
and
every
container
getting
packed
and
those
other
tolerance
bands
and
it
kind
of
starts
predicting
that.
B
Oh,
if
I
am
going
to
run
a
royal
white
line
in
this
mixer
in
this
packing
line,
the
nozzle
number
six
is
going
to
misbehave,
so
that
level
of
correlation
is
what
now
I
can
do
real-time
and
that
kind
of
helps
us
to
do
predictive
maintenance.
So
somehow
this
is
like
very
early
POC,
but
hopefully-
and
these
are
some
of
these-
are
real
time-
graphs
from
the
fury
custom
app
which
we
have
build,
which
sits
on
top
of
the
HANA
engine
there
so
rule-based
alerts
a
control
center
cockpit.
B
So
now,
what
are
the
benefits
handling
around
fifty
four
thousand
data
points
per
line
per
hour
event:
data
streaming
of
nine
hundred
events
per
minute.
So,
if
you're
packing
hundred
containers
each
container
is
around
nine
data
points,
the
nozzle,
the
diameter
I
mean
I'm,
really
putting
that.
But
nine
data
points
are
to
be
tracked,
and
then
you
analyze
that
I
mentioned
about
the
correlation
of
nozzle
performance
with
the
you
know,
the
choking
of
that
filling
machine
and
it
really
triggers
advanced,
predictive
maintenance
out
there
really
chip.
The
way
you
run
the
factory
very
differently.
B
You
other
scenarios,
energy
management,
ready
to
mention
some
of
that
are
kind
of
already
work
in
progress.
So
this
kind
of
you
know
gives
a
very
fast
rundown
on
different
areas
where
we
are
leveraging
digital
elements
of
digital.
Who
kind
of
you
know
help
the
organization
go
on
the
journey,
and
really
it
was
a
pleasure
sharing
this
journey
with
all
of
you
and
this
raelia
on
ground,
practical
experience,
yeah,
it's
the
end
really
looks
very
fulfilling,
but
I
mean
I.
Assure
you
that
you
know
the
journey
is
not
easy
right.
It
has
to
be
requires.