iemens

iemens AG:
AG: Global
Global Development
Development Strategy
Strategy

1/29

By:
(Group 1)
Ankur Jha
(60010)
Garima Gupta
(60014)
Himani Singhal

Protagonists
Horst
Horst Eberl,
Eberl, Division
Division Head
Head (( Career
Career Switching
Switching
Networks)
Networks)
Karl-Friedrich
Karl-Friedrich Hunke,
Hunke, Sub
Sub Divisional
Divisional Head
Head

2/29

KEY FACTS

3/29

Telecommunication Systems: The

Invisible Hand

See
SeeExhibit
Exhibit11for
forbackground
backgroundon
onearly
earlyhistory
historyof
oftelecommunications.
telecommunications.
Large
Largetelecommunications
telecommunicationssystems
systemsoperated
operatedsmoothly
smoothlyby
bymultinational
multinational
giants
such
as
Siemens,
Lucent,
Ericsson,
and
Alcatel.
giants such as Siemens, Lucent, Ericsson, and Alcatel.
For
Fordecades,
decades,providers
providersof
ofthese
theselarge
largesystems
systemsaround
aroundthe
theglobe
globe
enjoyed
enjoyedaacozy
cozyrelationship
relationshipwith
withtheir
theirtraditional
traditionalcustomers,
customers,up
upto
to30
30
year
yearlifespan
lifespanof
ofaatelephony
telephonysystem.
system.
In
Inthe
themid
mid1990s,
1990s,the
theinternet
internetnow
nowallowed
allowedfor
forthe
therevolutionary
revolutionary
possibility
of
cheap
transmission
of
voice
and
data
over
possibility of cheap transmission of voice and data overthe
thesame
same
broadband
lines
using
the
same
protocols
and
even
low
service
broadband lines using the same protocols and even low service
transaction
transactioncost.
cost.
Siemens
Siemensand
andothers
othersfeared
fearedthat
thatinternet
internetbased
basedvoice
voicetransmission
transmission
could
dominate
their
industry
if
it
could
solve
quality
and
could dominate their industry if it could solve quality andreliability
reliability
problems
problems

Siemens: Building an Industrial Giant

Founded
Foundedin
in1847
1847to
tomanufacture
manufactureand
andinstall
installtelegraphic
telegraphicsystems
systems
Installed
Installed first
firstdeep-sea
deep-seatelegraphic
telegraphiccables
cablesconnecting
connectingEngland
England
with
withAmerica
Americaas
aswell
wellas
asIndia
India
Over
Overthe
theyears,
years,capitalized
capitalizedon
onseveral
severalemerging
emergingtechnologies
technologies
ranging
rangingfrom
fromthe
thetelephone
telephoneto
toelectric
electricpower
powergeneration
generationto
tothe
theXX
ray
raytube
tube
In
In1909
1909company
companybuilt
builtan
anautomatic
automatictelephone
telephoneexchange
exchangeto
toserve
serve
Munichs
Munichs2500
2500telephone
telephoneusers
users
Throughout
Throughoutthe
thetwentieth
twentiethcentury,
century,Siemens
Siemenscontinued
continuedits
its
international
internationalgrowth,
growth,with
withits
itspresence
presenceextending
extendingeven
evenas
asfar
faras
as
Mars,
Mars,through
throughdevelopment
developmentof
ofspace
spaceprobe
probetechnologies
technologiesfor
forNASA
NASA
By
By2000
2000Siemens
Siemenswas
wasamong
amongone
oneof
ofthe
thetop
topfive
fiveelectrical
electricaland
and
electronics
electronicscompanies
companiesin
inthe
theworld
world
ItIthad
had464,000
464,000employees
employeesacross
across190
190countries,
countries,with
with57,000
57,000
dedicated
dedicatedto
toR&D
R&Dand
andheld
heldsome
some120,000
120,000patent
patentrights
rightsand
andspent
spent
over
overten
tenbillion
billionEuros
Euroson
onR&D
R&D
Its
Itslargest,
largest,Information
Informationand
andCommunications
Communicationsnetworks
networks(ICN),
(ICN),
employed
employed53,000
53,000people,
people,operated
operatedin
in160
160countries
countriesand
and
headquartered
headquarteredat
atMunich,
Munich,Germany
Germany
See
and
SeeExhibit
Exhibit44for
forfinancials
financials6/29
andCorporate
Corporatestructure
structureof
ofSiemens
Siemens

Strengths of Siemens
International
InternationalOrientation
Orientationsince
sinceits
itsinception
inception
Dominant
Dominant player
player in
in Telecommunication,
Telecommunication, medical
medical technology,
technology, data
data
processing
processing system,
system, manufacturing
manufacturing of
of heavy
heavy electrical
electrical equipment,
equipment,
nuclear
nuclearplant
plant&&rail
railroad
roadequipment
equipment
Expert
Expert in
in managing
managing large
large && complex
complex projects
projects && prided
prided itself
itself on
on
quality
and
durability
quality and durability
Siemens
Siemenshas
hashistorically
historicallyguarded
guardedits
itscredit
creditrating
rating

8/29

Traditional Strategies of Siemens

Marketing
Marketing
--Close
CloseRelationship
Relationshipwith
withlargest
largestcustomer
customer
-- No
Noaggressive
aggressivemarketing
marketing
Credit
Credit Policy
Policy
Siemens
Siemenshave
havetraditionally
traditionallyguarded
guardedits
itscredit
creditrating
rating
Technology
Technology
Stick
Stickwith
withits
itstraditional
traditionalelectromechanical
electromechanicaltechnology
technology
System
System
Highly
HighlyCentralized,
Centralized,all
allproduct
productrelated
relateddecision
decisionwere
weretaken
takenat
at
Munich
Munich

9/29

Change in Policies:
In
In1990s,
1990s,worldwide
worldwidewave
waveof
ofderegulation
deregulationaffected
affectedvarious
various
industries
industriesincluding
includingtelecommunications,
telecommunications,which
whichwas
waschanging
changing
rapidly
rapidly
1998
1998marked
markedaacrisis
crisispoint
pointwhen
whennet
netincome
incomeslumped
slumpedtwo
twothirds
thirds
from
fromaa1996
1996peak
peakof
of$1.36
$1.36billion
billion
Then,
Then,Siemens
SiemensCEO
CEOVon
VonPierer
Piererimplemented
implementedaapolicy
policychange
changedue
due
to
tovarious
variousreasons:
reasons:
--Siemens
SiemensProblems
Problemsare
areGermanys
GermanysProblem
Problem
--Deregulations
Deregulationsworld
worldwide
wide
--Rapidly
Rapidlyevolving
evolvingTelecommunication
TelecommunicationIndustry
Industry
--Iffy
IffyMarketing
Marketing
--High
HighLabour
LabourCosts
Costsand
andTaxes
Taxes

10/29

New Policies:
Adaptation
Adaptationof
ofUS-Style
US-Styleof
ofmanagement
management
10
10point
pointplan
plan::

Divesting
DivestingPoor
Poorperforming
performingunits
unitsin
inorder
orderto
tostrengthen
strengthenremaining
remaining
businesses
businesses

Setting
Settingtougher
tougherprofit
profittargets
targetsfor
formanagers
managers

60%
60%managers
managerspay
payto
toperformance
performance

Trimming
Trimmingthe
thehigh
highcost
costGerman
Germanworkforce
workforce&&management
managementby
byas
as
much
muchas
asaathird
third

Reducing
Reducingovertime
overtimepay
pay

Adopting
AdoptingUS
USaccounting
accountingprinciples
principles

Aggressively
Aggressivelyincorporating
incorporatingmarketing
marketinginto
intoits
itsProduct
ProductDevelopment
Development
processes
processes

Move
Movefrom
fromelectromechanical
electromechanicalsystem
systemto
todigital
digitalsystem
systemto
tobuilt
builtnext
next
generation
generationmobile
mobilenetworks
networks
By
Byearly
early2000,
2000,Von
VonPierers
Pierersstrategic
strategicshifts
shiftsappeared
appearedfruitful:
fruitful:

net
netincome
incomein
inthe
themobile
mobilephone
phonebusiness
businessdoubled
doubled

aaweak
weakEuro
Eurohelped
helpedby
bymaking
makingits
itsproducts
productscheaper
cheaperoverseas
overseas

In
InU.S.,
U.S.,Siemens
Siemensbecame
becamethe
thelargest
largestforeign
foreignemployer
employer

the
theICN
ICNdivisions
divisions10%
10%market
marketshare
sharewas
waswell
wellbelow
belowthe
thecompanys
companys
11/29

ICN
ICN
ICNrepresented
representedaanatural
naturaloutgrowth
outgrowthof
ofSiemens
Siemenswork
work
ICN
ICNcould
couldprovide
providetelecommunication
telecommunicationswitching
switchingsystem
systembased
based
around
aroundEWSD
EWSD
EWSD:
EWSD:Best
Bestselling
sellingand
andmost
mostreliable
reliableswitch
switchin
inworld
world
Evolved
Evolvedfrom
fromEWSA
EWSAas
asstrategic
strategicchange
changefrom
fromanalog
analogto
todigital
digital
platform.
platform.
ICN+EWSD
ICN+EWSDwas
wasresult
resultof
ofstrategic
strategicdecision
decisionto
toturn
turndigital,
digital,itittook
took
30000
30000staff
staffyear
year
The
Thedecision
decisionpaid
paidoff
off2000
2000as
asthe
thetechnology
technologyrouted
routed11in
in55phone
phone
across
acrossworld
world
Aimed
Aimedat
atachieving
achieving99.999%
99.999%reliability
reliabilitywith
withdowntime
downtimeof
ofunder
under
five
fiveminute
minuteper
perswitch
switchper
peryear
year
270
270million
millionEuros
Eurosper
peryear
yearon
onR&D
R&D
12/29

ICN Customer Orientation

EWSD
EWSDhardware
hardware&&software
softwaredevelopment
developmentfollowed
followedaaregular
regular
release
releasecycle
cyclewith
with
1000
1000staff
staffyear
yearper
percycle
cycle
By
By2000
2000ICN
ICNwas
wasalready
alreadydeveloping
developingrelease
release15.0
15.0
Emphasis
Emphasiswas
wason
ongood
goodservice
serviceand
andmaintained
maintainedclose
closelinks
linkswith
withits
its
customers
customers
Yearly
YearlyEWSD
EWSDupdates
updatesfor
forWealthier
Wealthiercustomer
customerin
indeveloped
developednation
nation
Reliability,
Reliability,durability
durability&&prompt
promptservice
servicewere
weremost
mostattractive
attractive
offerings
offeringsfor
fordeveloping
developingnations
nations
FEKAT
FEKATaaproprietary
proprietaryfault
faultmanagement
managementtool
tool
13/29

Global Product Development and Project

Management

Almost
Almosthalf
halfof
ofR&D
R&Defforts
effortsat
at17
17RDCs
RDCsscattered
scatteredacross
acrossthe
theglobe
globe
due
dueto
totwo
tworeasons
reasons
1.Problem
1.Problemof
oflocal
locallabour
labourshortage
shortageat
atMunich
Munichwas
wassolved
solved
2.Customization
2.Customizationof
ofproduct
productas
asper
percountry
countryneed
needthrough
throughRDCs
RDCs
Out
Outof
ofaatotal
totalof
of60-70
60-70customization
customizationproject
projectalmost
almost20
20were
wereself
self
financed,
financed,mostly
mostlythrough
throughcustomer
customerwish
wishlist
list
Customised
Customisedproject
projectdevelopment
developmentalso
alsogive
givechance
chanceto
totest
testvarious
various
new
newtechnologies
technologies
Great
GreatVariance
Varianceexisted
existedbetween
betweendifferent
differentRDCs
RDCs
Germans
Germansuse
useto
tocontrol
controlRDCs
RDCsin
ininitial
initialyears
yearsbut
butslowly
slowlylocal
local
managers
managerswere
weregiven
givencontrol
control
A
Afalse
falsesense
senseof
ofsecurity
securitycan
canbe
becreated
createdfrom
fromspecifying
specifying
everything
everything
Munich
Munichcoordinated
coordinatedcooperation
cooperationbetween
betweenRDCs
RDCsthrough
throughformal
formal
channel
channel annual
annualconferences
conferenceswith
withRDCS
RDCS representative
representative
14/29

Centre of Competence
Munich
Munichcoordinated
coordinatedthrough
throughMatrix
Matrixstructure
structure
CoC
CoCwere
weredivided
dividedon
ontechnical
technicallines
lines
Each
EachCoC
CoCcontrolled
controlledbudget
budget&&milestones
milestonesfor
forprojects
projects
CoC
CoCstructure
structureallowed
allowedgroups
groupsto
towork
workon
onnew
newproduct
product
development
developmentalong
alongwith
withtrouble
troubleshooting
shootingold
oldproduct
product
90
90project
projectmangers
mangerswere
wereresponsible
responsiblefor
forbringing
bringingsubprojects
subprojects
output
outputin
inline
linewith
withmilestone
milestone
More
Morethan
than40
40among
amongthese
thesewere
werewith
withmultiple
multipleproject
project
responsibilities
responsibilitiesand
and20
20were
wereinvolve
involvewith
withcustomization
customizationproject
project
Every
EveryMonday
MondayCoC
CoCheads
headsmeet
meetwith
withsenior
seniorproject
projectmanagement
management
Bi
Biweekly
weeklyDevelopment
DevelopmentBoard
Boardfor
forHigher
Higherlevel
levelproblems
problemssolving
solving
15/29

Challenges in Coordinating Effort

Interdependency
Interdependencyof
ofSubprojects
Subprojects
Delays
Delaysin
inassembling
assemblingcrucial
crucialemployees
employeesfrom
fromdifferent
differentcountries
countries
ItItcosts
costsas
asmuch
muchas
as15%
15%of
ofproject
projectbudgets
budgets
Cultural
Culturaland
andlinguistic
linguisticdifferences
differencesslowed
sloweddown
downthe
theprojects
projects
No
Noclarity
clarityas
aswho
whoisisleading
leadingthe
theproject
project
At
AtCoC
CoCmeets
meetsdecision
decisionwere
wereoften
oftenuse
useto
todelayed
delayedfor
forweeks
weeks
Some
SomeRDCs
RDCsreported
reporteddirectly
directlyto
toindependent
independentSiemens
Siemenscompany
company
located
locatedin
intheir
theirhome
homecountry
country rather
ratherthan
thanto
toBusiness
Businessdivision
division

16/29

Comparison of two Overseas RDCs

Boca
BocaRaton
Raton(OLD)
(OLD)
-- Est.
Est.1978
1978

Bangalore
Bangalore(NEW)
(NEW)
--Est.
Est.1994
1994

--Largest
LargestRDC
RDC

--City
Citydeveloped
developedas
asIndias
Indias
silicon
siliconvalley
valley

--Contrast
Contrastto
toculture
cultureof
of
Munich
Munich
head
headquarter
quarter

--Labour
Labourcost
costwas
was20%
20%
lower
lowerthan
thanMunich
Munich

--Often
Oftendrifted
driftedtechnology
technology
apart
apart
from
fromMunich
Munich

--Attrition
Attritionrate
ratewas
was
comparative
comparativehigh
high
--Communication
Communicationdifference
difference

--Act
ActFirst
Firstthen
theninform
inform

--Fourth
Fourthlargest
largestRDC
RDC

--NIH
NIHsyndrome
syndrome
--Working
Workingstyle
styleIssues
Issueswith
with
Munich
Munich
--Agree
Agreeto
toDisagree
Disagree

17/29

--Comfortable
Comfortablewith
withtop
top
Down
Downmanagement
management
approach
approach

Early Experience at Bangalore

First
Firstsignificant
significantproject
projectfor
forAG
AGADMOSS
ADMOSS
ItItallowed
allowedmodern
moderncall
callcentres
centresto
toincrease
increasetheir
theirproductivity
productivity
through
throughcapability
capability
500
500features
featureschosen
chosenfrom
fromcustomer
customerwish
wishlist
list
Munich
Munichengineers
engineershad
hadnot
notworked
workedfor
forprogramming
programminglarger
larger
computer
computer
Bangalore
Bangalorewas
waschosen
chosenbecause
becauseof
ofits
itsstrength
strengthin
inpersonal
personal
computer
computerprogramming
programming
ItItstarted
startedwith
withMunich
Munichcontrolling
controllingmost
mostof
ofthe
theBangalore
Bangalore
operations
operations
22million
millionlines
linesof
ofADMOSS
ADMOSScomputer
computercode
codewere
weremelded
meldedtogether
together
to
tocreate
createaaintegrated
integratedsystem
systemmany
manyproblem
problemsurfaced.
surfaced.
Matter
as
Matterbecome
becomemore
moreworsen
worsen
asIndians
Indianscant
cantfly
flyMunich
Munichto
to
18/29

Issues with ADMOSS

Frustration
Frustrationamong
amongemployees
employeesbecause
becauseof
ofnon
nonclarity
clarityof
ofwork
work
Employees
Employeesfelt
feltdemotivated
demotivatedbecause
becauseof
ofmiscommunication
miscommunication
Testing
Testingof
ofnewly
newlyintegrated
integratedsystem
systemwas
wasaamajor
majorobstacle
obstacle
ADMOSS
ADMOSSfinally
finallyreleased
releasedin
in1996,a
1996,ayear
yearlate
lateturned
turnedout
outbe
be
embracement
embracementfor
forcompany
company
Indo-German
Indo-Germanteam
teameventually
eventuallycorrected
corrected90%
90%of
ofongoing
ongoingfault
fault
ADMOSS
ADMOSSended
endedup
uphighly
highlypopular
popularwith
withcustomers
customers

19/29

East is east, West is west

--High
HighTurnover
TurnoverRate
Rate

--Lifelong
Lifelongengagement
engagement

--Salary
SalaryDiscussion
Discussionwere
were
common
common

--Directness
Directness&&Bluntness
Bluntnessin
in
communication
communication

--Too
TooPolite
Polite

--Sense
Senseof
ofDuty
Duty

--Not
Notwell
wellmotivated
motivated

--Well
WellDocument
Documentevery
everyfault
fault
in
inorder
orderto
tounderstand
understandthe
the
health
healthof
ofsystem
system

--Just
JustFault
Faultanalysis
analysis&&no
no
Documentation
Documentation

--Take
Takecustomization
customizationas
asaa
sense
senseof
ofduty
duty

--Cultural
Culturalbarrier
barrier
--Workers
Workersneed
needsense
senseof
of
belonging
belonging
20/29

The Net Manager Project

Power
Powerof
ofpersonal
personalcomputer
computergot
gothighly
highlyimproved
improvedby
byMid
Mid90s
90s
At
AtICN,
ICN,this
thisrealisation
realisationgave
gavebirth
birthto
toEWSD
EWSDNet
NetManager
Manager
ItItisisuser-friendly
user-friendly&&graphics
graphicsbased
basedsoftware
softwareproduct
productfor
for
completing
completingrange
rangeof
offacilities
facilities
Net
NetManager
Managerdevelopment
developmentrequired
requireddeep
deepunderstanding
understandingof
of
EWSD
EWSDtechnology
technology&&its
its6000
6000functions
functions
Net
NetManager
Managerrequired
requiredknowledge
knowledgeof
ofprogramming
programmingin
indesktop
desktop
computer
computerlanguages
languagesof
ofwith
withMunich
Munichdevelopers
developerslacked
lackedexperience
experience
ICN
but
ICNhas
hasrefined
refinedits
itsown
ownlanguage
languageCHILL
CHILL
butititwas
wasrequired
requiredto
to
made
madecompatible
compatiblewith
withWindows
Windows
Due
Dueto
tobudget
budgetcut
cutat
atMunich,
Munich,ICN
ICNsenior
seniormanagers
managersdecided
decidedthat
that
RDC
RDCshould
shoulddevelop
developthe
theNet
NetManager
Manager
Boca
BocaRaton
Raton&&Bangalore
Bangalorewere
werefront
frontrunners,
runners,due
dueto
toadvantage
advantage
of
ofgreater
greaterexperience
experience&&cost
costadvantage
advantagerespectively
respectively
21/29

Net Manager & Bangalore

The
Theproject
projecteventually
eventuallywent
wentto
toBangalore
Bangaloredue
dueto
toknowledge
knowledgeof
of
programming
programming&&availability
availabilityof
of pool
poolof
ofstaff,
staff,familiarity
familiaritywith
with
programming
programming&&budgetary
budgetaryrestriction
restrictionwith
withwestern
westernRDC
RDC
Net
Netmanager
managerhas
hasgrown
grownin
inscope
scopeso
soproject
projectbecome
becomevery
very
challenging
challengingin
inmanaging
managinginterdependencies
interdependenciesb/w
b/wmany
manyother
other
Siemens
Siemenstelecommunication
telecommunicationproduct
product
The
Thetechnology
technologywas
wasevolving
evolvingrapidly
rapidlyhence
hence60%
60%of
ofBangalore
Bangalore
staff
staffwere
werepart
partof
ofproject
project
By
By1999
1999the
theVersion
Version22was
wassent
sentto
toMunich
Munichtesting,
testing,which
which
eventually
eventuallycrashed
crashedby
byan
anhour
hour
Severe
Severefaults
faultswere
werefound
foundin
insystem
system &&some
someof
ofthem
themwere
wereI
I
level
levelfault
fault and
andtheir
theirsolutions
solutionswere
werealso
alsotrivial
trivial
Bangalore
BangaloreRDC
RDCboosted
boostedits
itsstaffing
staffingon
onNet
NetManager
Managerto
toresolve
resolve
the
theissue.
issue.

22/29

Reasons and After effects

Root
RootCause
Causeof
offailure
failure
--Ignorance
Ignoranceof
ofBangalore
BangaloreRDC
RDCstaff
staff
--Underestimated
the
volume
Underestimated the volume
--Run
RunTime
Timeof
ofProject
Project
Few
FewReliability
Reliabilityissue
issuecropped
croppedup
up
Old
Oldtest
testbud
budsent
sentto
toBangalore
Bangalorewere
werenot
notcapable
capableenough
enoughto
to
detect
detectdesign
designproblem
problem
August
August2000
2000deadline
deadlinefor
forfault
faultfixing
fixingof
ofVersion
Version22delayed
delayedthe
the
planned
plannedVersion
Version33scheduled
scheduledin
inJuly
July2000
2000

23/29

Problem Statement
ICNs
ICNs largest
largest customer
customer was
was demanding
demanding the
the
product
product (Net
(Net Manager)
Manager) but
but also
also issued
issued aa warning
warning
that
that reliability
reliability problems
problems will
will not
not be
be acceptable.
acceptable.
How
How to
to come
come up
up with
with aa reliable
reliable and
and durable
durable
system,
system, once
once Siemens
Siemens hallmark?
hallmark?

24/29

Evaluation of Alternatives
Move
Moveout
outof
ofBangalore
Bangaloreto
toany
anyEuropean
EuropeanCountry
Country

Benefits
Benefits
--Proximity
Proximityto
toMunich
Munich
--Communication
Communication &&Coordination
Coordinationissue
issuewill
willbe
beresolve
resolve
--Cultural
Culturalbarriers
barrierswill
willbe
beresolved
resolved
--Low
Lowtravelling
travellingcost
cost

Cons
Cons
--50%
50%of
ofresources
resourcesfor
forNetManager,
NetManager,development
development&&project
project
management
management were
werebased
basedin
inBangalore
Bangalore
--Transferring
Transferringsystem
systemwill
willdelay
delaythe
theproject
projectby
byseveral
several
weeks
weeks
IfIfremain
remainin
inBangalore
Bangalore

Benefits
Benefits
--Staff
Staffisishaving
havingexpertise
expertisewith
withprogramming
programmingrequired
requiredfor
for
Net
NetManager
Manager
--Cost
CostAdvantage
Advantage

Cons
Cons
--Communication
Communication&&coordination
coordinationissue
issue
--High
Highattrition
attritionrate
rate
--Pollution
Pollution&&Traffic
Traffic
--High
Hightravelling
travellingcost
cost
25/29

Alternatives Contd
Relocating
Relocatingcore
coreNet
NetManager
Manageractivity
activityto
toMunich
Munichand
andleaving
leaving
development
developmentactivity
activityto
toBangalore
Bangalore

Benefits
Benefits
--Will
Willensure
ensurestrict
strictproject
projectmanagement
management
-- Quality
Qualitycontrol
controlalong
alongwith
withkeeping
keepingIndian
Indiandevelopers
developerson
on
board
board

Cons
Cons
--Same
Samecoordination
coordination&&communication
communicationissues
issuesas
asbefore
beforewill
will
exist
exist

26/29

Recommendations
Stick
Stickwith
withBangalore
BangaloreRDC
RDC
--The
Thealready
alreadyhave
havedone
donetwo
twoproject
projectso
sothey
theyhave
haveexperience
experience&&
learning
learningfrom
frompast
pastexperiences
experiences
--Expertise
Expertisein
indeveloping
developingdesktop
desktopbased
basedprogramming
programming
--The
Thecoordination
coordination&&communication
communicationcan
canbe
beresolved
resolvedwith
withmore
more
interaction
interactionwith
withMunich
Munich&&directly
directlywith
withend
enduser.
user.
--Better
Bettertesting
testingmechanism
mechanismififavailed
availedat
atRDC
RDCwill
willreduce
reducethe
the
fault
fault

27/29

Peripheral Issue
IfIf Bangalore
Bangalore want
want to
to grow
grow into
into aa world
world
stature
stature city,
city, itit would
would need
need to
to discipline
discipline
pollution
pollution and
and growing
growing traffic
traffic

28/29