Before I answer this question (not that I have this beautiful and simple answer which suddenly solves the problem), let me talk about how we got here. Infosys is a great company. I admire Narayana Murthy for what he has done. He is like a WWI War Hero. He fought the war in trenches, faced the gas bombs and artillery shells. He created a services company and made an empire out of it. The fallout of building such an empire has been great for many other companies as well. MNCs started to look at
In addition to Infosys, there are other great services companies, like, Satyam, HCL, Wipro, TCS, etc. The combined intake of engineers by these companies is pretty high. Some of these companies take 60-80 engineers from a single college. In the whole process, they create many engineers who are good at delivering services. Services companies have only two factors to play with- Utilization factor and Average Salary. The mantra is- “Keep most of your assets (employees, labs, and other resources) billable and keep the average salary of the employees to minimum”. Give this as a problem to any lay man and he will come up with almost similar strategy most of these services companies employ. You want your engineers to be on a project all the time. So, you scout for projects in all domains and put your engineers to work on them. Though a certain level of skill/expertise is required, you also figure out that most engineers can take up almost any project and work on it. You create engineers who are jack-of-all-trades. Then you also have a set of excellent managers who manage the gargantuan task of delivery (in time and with quality) using these jack-of-all-trades engineers. To keep the Average Salary low, one has to continuously recruit fresh engineers and move the experienced people out or to a management role. So don’t be surprised to see five-year experienced engineers becoming project leaders, and seven-year experienced engineers becoming project managers. Over a period of time, what you get out of such companies are excellent managers; managers who are proficient in delivery mechanism, who know how to thrive and deliver in a services environment, where the parameters for success are very different from that of a product making company. Those who do not succeed in such an environment will be weeded out slowly; or they force themselves to fit into such environments by working on their weaknesses and strengths to adapt to such environment. Give this process twenty years and what you have is hundreds of managers and leaders who are good at running services companies. This is like creating many Generals and Soldiers suitable for WWI. (Just for the sake of argument) Imagine WWI to be services industry while WWII is a product making company.
Now, how can these leaders be suitable for product-making industry (WWII)?
Just by infusing cash and incentives you can’t make product making companies out of this environment. To wage a new kind of war these Generals and Soldiers have to consciously adapt to new rules. Yes, they have the ability to adapt but will they do it? Why should they do it? Especially after winning the laurels and successes in WWI they are keen on keeping the warfare more WWI-like and reap rewards. It is not in their interest to change the rules of the game. Why should one change the rules of the game and turn out to be a loser?
Therefore, all the success stories we get to see are come from services industry. The ex-entrepreneurs are all from services companies and they tend to promote more services company. Books are written on how
If there are any product-making companies out there, they are exceptions. Such startups may find it difficult to get senior team members with product-making experience. Most of the potential team members with 8-12 years of experience are now managers in a services company. Are they valuable to a product-making startup? Even if they are, will they leave their cushy job and lifestyle to take on this new kind of warfare which they are not used to? Moreover, the startups in product-making space will not find advisors who are veterans of this industry. The VCs are not ready to fund such high risk companies who do not have enough exposure to this different game. Why should they when they have a choice to start another services company? Therefore, most product-making ideas do not take off.
You need precedents to create such an environment but how can you create such environment when you can’t even start off? That’s where it becomes very tough for someone to startup a product-making company in
Another analogy that I use is that of a space probe (like Voyager) launched into space. You have two choices. You can move to a planet like Jupiter and use its gravitational force to become a satellite of Jupiter and stay there forever, or use the same gravitational force plus an added thrust to move to the next planet. Most of the Indian companies tend to choose to stay at one level, that is services company, and do not want to venture further to the next level, that is product-making company.
Why do I stress so much on product-making companies?
It’s simple actually. [To repeat myself] In short, it [services-company] is not a scaleable business. If a services-company does $2 Billion revenues with (say) 50,000 engineers, to get to $20 Billion in revenue they need to hire 500,000 engineers. It’s not very practical.
Compare this with a product-making company. A small group of individuals can make a big difference and if successful can create mega business. And it’s not hard to think of a 50,000 people product-making company with $50 Billion revenues.
[Note that I took Infosys just as an example. I could replace it with any other services company and this topic still holds good]