<p class="title">'Odisha should be a sandbox for innovation in skill sector'</p>.<p class="bodytext"><span class="bold">Subroto Bagchi</span>, co-founder of Mindtree quit the company two years ago to return to his home state Odisha to head the Odisha Skill Development Authority (OSDA). In a candid chat with <span class="bold">Mahesh Kulkarni of DH, Bagchi explains why he moved out of the company and shares his vision for skill development in Odisha. Edited excerpts:</span></p>.<p class="Question">You have been one of the successful entrepreneurs in Indian IT industry having co-founded Mindtree. What made you say good bye to the IT industry?</p>.<p class="bodytext">I moved on from Mindtree as part of a planned succession. All of us felt that we needed a younger CEO. That is how Rostow Ravanan, the current CEO replaced Krishna Kumar (KK) and KK then replaced me as the Executive Chairman.</p>.<p class="bodytext">Post-Mindtree, I had no interest in becoming a so-called serial entrepreneur or a venture capitalist. And speaking of the IT industry, it really requires much younger people. I joined the IT revolution in its embryonic phase back in 1981. I had a 35-year phenomenal run. So, I was happy to step aside. I have always believed, you must move on with the Sun still shining on you.</p>.<p class="Question">The Indian IT industry is facing several headwinds such as single digit growth rates, H-1B visa curbs and job loss due to automation. What do you think is the future for Indian IT?</p>.<p class="bodytext">I have moved on. Once you leave, you leave. I am not a soul in search of a body that I must comment on the IT industry. There are enough smart folks out there who would figure it out.</p>.<p class="Question">How did the Odisha government invite you to head OSDA?</p>.<p class="bodytext">It was serendipity at its best. Two days after I stepped down from Mindtree, I was in Bhubaneswar to address the Odisha Knowledge Hub. This is a forum for the top brass of the government to learn from unusual sources. The Chief Minister himself was listening to the talk over video conference. Normally he doesn't do that; he wants his people to loosen up, feel free to interact with the speaker. Two days after the talk, he called me. He said, please come and work with us for creating employable skills for youth. A lot is going on but it requires vision, direction, speed and alignment. He was particularly concerned because he was speaking about school dropouts in the 15- to 18-year category. He said, I will give you a complete free hand.</p>.<p class="Question">Having worked in the IT sector for a long time, how do you find working for the government?</p>.<p class="bodytext">It has been an eye-opening experience. My first reaction is that most people in the private sector live in a bubble. Within that, many demonise the government. There are things only the government can do. And there are many things the government does very efficiently. There is unbelievably great talent among officers. I also feel we have stereotypes about politicians as well.</p>.<p class="bodytext">As for me, when I took on my assignment, things worked out well for a number of reasons. I think Mindtree has a lot of goodwill that paved the path. The second part was the charter itself it is non-controversial. The third thing was the signaling: the fact that I report to the Chief Minister and the office was created in the rank of a cabinet minister, sent the right signals about the government's seriousness. Above all, I was born in this State to a government servant's family, I studied in government schools in Odia medium and that I speak the language well, made a big difference. With all that, looking back in time, I believe my life would have been incomplete without this assignment. I wouldn't trade-in this experience for the 40 previous years of successful corporate life.</p>.<p class="Question">When did the Odisha government decide to take up skill development of youth in the State?</p>.<p class="bodytext">The programme started in 2014 but a dedicated Odisha Skill Development Authority, as a unifying force, was created when the Chief Minister asked me to come in 2016.</p>.<p class="Question">What is your vision for skill development in Odisha?</p>.<p class="bodytext">It has gone beyond being "my" vision. It has now become a shared vision. The vision has the number part to start with. In 2014, we said 1.1 million by 2019. We are on course with that. We need to do a residual 2.5 million by 2019. But the number isn't the key. Our real vision is to create a brand called "Skilled-in-Odisha".</p>.<p class="bodytext">People must place a premium when someone is Skilled-in-Odisha. To us, this means three things. In Phase 1, corporate India must lock-in talent in Odisha, see Odisha as a preferred destination for high quality workforce. In Phase 2, we must be a global provider of a great workforce. But above all this, there is the third thing. Something deeply aspirational: we want Odisha to be a sandbox for innovation in the skill sector. Some of the things we do here must become the Odisha Model and get replicated elsewhere.</p>.<p class="Question">Apart from skill development, do you have any vision for IT industry in Odisha?</p>.<p class="bodytext">No, I am single-mindedly focused on skill development. I wake up to it, live it and sleep with it.</p>.<p class="byline">DH News Service</p>
<p class="title">'Odisha should be a sandbox for innovation in skill sector'</p>.<p class="bodytext"><span class="bold">Subroto Bagchi</span>, co-founder of Mindtree quit the company two years ago to return to his home state Odisha to head the Odisha Skill Development Authority (OSDA). In a candid chat with <span class="bold">Mahesh Kulkarni of DH, Bagchi explains why he moved out of the company and shares his vision for skill development in Odisha. Edited excerpts:</span></p>.<p class="Question">You have been one of the successful entrepreneurs in Indian IT industry having co-founded Mindtree. What made you say good bye to the IT industry?</p>.<p class="bodytext">I moved on from Mindtree as part of a planned succession. All of us felt that we needed a younger CEO. That is how Rostow Ravanan, the current CEO replaced Krishna Kumar (KK) and KK then replaced me as the Executive Chairman.</p>.<p class="bodytext">Post-Mindtree, I had no interest in becoming a so-called serial entrepreneur or a venture capitalist. And speaking of the IT industry, it really requires much younger people. I joined the IT revolution in its embryonic phase back in 1981. I had a 35-year phenomenal run. So, I was happy to step aside. I have always believed, you must move on with the Sun still shining on you.</p>.<p class="Question">The Indian IT industry is facing several headwinds such as single digit growth rates, H-1B visa curbs and job loss due to automation. What do you think is the future for Indian IT?</p>.<p class="bodytext">I have moved on. Once you leave, you leave. I am not a soul in search of a body that I must comment on the IT industry. There are enough smart folks out there who would figure it out.</p>.<p class="Question">How did the Odisha government invite you to head OSDA?</p>.<p class="bodytext">It was serendipity at its best. Two days after I stepped down from Mindtree, I was in Bhubaneswar to address the Odisha Knowledge Hub. This is a forum for the top brass of the government to learn from unusual sources. The Chief Minister himself was listening to the talk over video conference. Normally he doesn't do that; he wants his people to loosen up, feel free to interact with the speaker. Two days after the talk, he called me. He said, please come and work with us for creating employable skills for youth. A lot is going on but it requires vision, direction, speed and alignment. He was particularly concerned because he was speaking about school dropouts in the 15- to 18-year category. He said, I will give you a complete free hand.</p>.<p class="Question">Having worked in the IT sector for a long time, how do you find working for the government?</p>.<p class="bodytext">It has been an eye-opening experience. My first reaction is that most people in the private sector live in a bubble. Within that, many demonise the government. There are things only the government can do. And there are many things the government does very efficiently. There is unbelievably great talent among officers. I also feel we have stereotypes about politicians as well.</p>.<p class="bodytext">As for me, when I took on my assignment, things worked out well for a number of reasons. I think Mindtree has a lot of goodwill that paved the path. The second part was the charter itself it is non-controversial. The third thing was the signaling: the fact that I report to the Chief Minister and the office was created in the rank of a cabinet minister, sent the right signals about the government's seriousness. Above all, I was born in this State to a government servant's family, I studied in government schools in Odia medium and that I speak the language well, made a big difference. With all that, looking back in time, I believe my life would have been incomplete without this assignment. I wouldn't trade-in this experience for the 40 previous years of successful corporate life.</p>.<p class="Question">When did the Odisha government decide to take up skill development of youth in the State?</p>.<p class="bodytext">The programme started in 2014 but a dedicated Odisha Skill Development Authority, as a unifying force, was created when the Chief Minister asked me to come in 2016.</p>.<p class="Question">What is your vision for skill development in Odisha?</p>.<p class="bodytext">It has gone beyond being "my" vision. It has now become a shared vision. The vision has the number part to start with. In 2014, we said 1.1 million by 2019. We are on course with that. We need to do a residual 2.5 million by 2019. But the number isn't the key. Our real vision is to create a brand called "Skilled-in-Odisha".</p>.<p class="bodytext">People must place a premium when someone is Skilled-in-Odisha. To us, this means three things. In Phase 1, corporate India must lock-in talent in Odisha, see Odisha as a preferred destination for high quality workforce. In Phase 2, we must be a global provider of a great workforce. But above all this, there is the third thing. Something deeply aspirational: we want Odisha to be a sandbox for innovation in the skill sector. Some of the things we do here must become the Odisha Model and get replicated elsewhere.</p>.<p class="Question">Apart from skill development, do you have any vision for IT industry in Odisha?</p>.<p class="bodytext">No, I am single-mindedly focused on skill development. I wake up to it, live it and sleep with it.</p>.<p class="byline">DH News Service</p>
