5G network as a game changer in the automotive industry and a basis for enhanced driver tech

‘According to Barclays, an autonomous car could generate 100 gigabytes of data per second, and with a response time of less than a millisecond and output of 1Gigabit, 5G will be the new definition for speed.’

The rise of autonomous driving assistance features in cars is quite prominent and a lot of it depends on connectivity since V2V (vehicle to vehicle) and V2I (vehicle to infrastructure) are extremely crucial for autonomy. There is where the relevance of an upgraded, reliable and responsive network comes in. The current financial year of 2019-20 could see the rollout of 5G network in India. We currently have Internet-connected cars in the country, for example, Hyundai Venue and MG Hector. With the onset of a faster network, commercial and economical development could see breakthroughs like smart city development and enhanced driver assistance features.

“There has been significant progress as large Original Equipment Manufacturers (OEMs) are conducting trials with major service providers. In addition, test labs for specific verticals are being set up to focus on key sectors such as banking, railways, agriculture, manufacturing, health, power and more. We will see an increasing number of use cases ranging from connected and affordable healthcare, smart cities and homes, efficient and secure autonomous cars, to robotics, immersive gaming, immersive education and more,” says Aditya Chaudhuri, Managing Director and Lead – Communications, Media & Technology, Accenture India.

“For example, 5G vehicle-to-vehicle communications (V2V) could allow lead cars to communicate hazards to following cars, increasing reaction time and safely allowing car convoys. It could also reduce the time to find parking and help decongest roads to benefit commuters,” He further added.

Arvind Gopalakrishnan, VP & Head of Solutions, Products and Sales Engineering at Aeris Communications, explains “The basic need of digital India is ubiquitous connectivity and it cannot be successful without effective, affordable internet connection with the last mile reach. A key challenge for the automotive industry as they implement 5G core network is ensuring they have the right infrastructure enabling seamless and undisrupted high-speed connectivity and security. 5G will propel automotive from current state of on-demand information to real-time vehicle to vehicle connect to autonomous control into a full-blown 5G experience,”

“Autonomous driving or a driverless car is the next most advanced form of mobility and will generate huge amount of data which need to be responded with a less turn-around-time. According to Barclays, an autonomous car could generate 100 gigabytes of data per second, and with a response time of less than a millisecond and output of 1Gigabit, 5G will be the new definition for speed and connectivity for autonomous vehicles.

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“In the context of the Digital economy, the high-speed and low latency service will help the Government’s Digital India and Digital Village initiatives, 5G has the potential to work as a catalyst in achieving GOI’s vision of $5-trillion economy by 2025.”

“India’s telecom infrastructure would need significant capital investment to herald in 5G adoption. Technological advancements in autonomous vehicles, augmented reality, and AI will continue to push the adoption of 5G in India,” opines Sunil Mittal, EVP, and CSMO, CSS Corp.

“Flagship government programs like Digital India and Smart Cities will also necessitate 5G connectivity for its more advanced programs. 5G connectivity requires 5G ready handsets which and it will be at least a couple of years by when the general population of India will start using them, as and when the demand for an immersive mobile experience rises.”

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Workplace Wellness: Physical, mental, social and financial

The Covid-19 pandemic has taught a lesson or two to both employers and employees on the importance, attention, and focus needed to be given to the overall wellness of people at workplaces, where they spend a major portion of their working lives.

The pandemic has disrupted the way the world lived and worked. It has caused a lot of mental, physical, and emotional stress to everyone.

Adapting to a new working culture has also added extra fatigue to the lives of employees. It has been over a year into the pandemic and HR leaders across the world have taken different initiatives to maintain the wellbeing of their employees.

The pandemic has really brought employee wellbeing onto the centre stage. Companies realize that employees are their valuable assets, and in difficult times like the pandemic, companies have to make extra efforts to ensure the safety and wellbeing of their employees.

Employee wellbeing is often misunderstood to be only confined to physical wellbeing, whereas it is a wide term that encompasses an employee’s physical, mental, psychological, social, and financial wellbeing.

Moderating a panel discussion at the Phoenix CXO Virtual Summit 2021, organized by ETHRWorld on September 30, Yuvraj Srivastava, Group CHRO, MakeMyTrip, said, “There is more consciousness about health and wellbeing in the minds of the employer as well as the employees, because of the pandemic. It has now struck everyone that they have to be far more careful about their health and wellbeing.”

Why should organizations invest in employee wellbeing?

“People are critical, as they are the key to the success and survival of the business and from there stems the need of investing in wellness,” said Anjali Rao, HR Leader and Senior Director, Intel India.

Employee wellbeing is extremely important for Employer Value Proposition and from the standpoint of the business because employees are the building blocks of a company. Organizations work hard to acquire the people with very niche technical skills and these are the skills that are built after investing a lot of time and effort. Employee wellbeing thus becomes very important for retaining the talent and building it further by investing in it.

“Employees’ health, psychological and emotional wellbeing is no longer a question of whether or not, it’s about how now,” said Chitresh Sharma, Co-founder and CEO, Refyne.

Employee wellbeing is very important for any organization and it is not a new concept. It has been there for a long time, but it is critical to get it right otherwise it is of no use for both the employer and the employee. The need is to come up with a programme that is relevant to the needs of the employees at that point in time and constantly evolving to keep up with the changes.

Mental and emotional wellbeing of employees

Talking about the increased interest and awareness about employee wellbeing, Namrata Gill, VP – Corporate HR, Dr Reddy’s, pointed out that earlier employees took wellness programmes as something that was thrust upon them by the management, but ever since the pandemic hit, there has been a positive shift in the attitude of the employees towards these programmes.

HR leaders believe that there is a need for a well-rounded and holistic approach to designing employee wellbeing programmes. Satyanarayanan Visvanathan, SVP and Head – HR (Global) and Head of Corporate Quality, CSS Corp, said, “The answer when we try to define workforce wellbeing is lifestyle wellbeing.” He further stated that every organization believes in a set of values, and the core values within an organization should be, respect for individuals because no one is going to stay for long if they are not respected.

Talking about emotional wellbeing, Visvanathan further said, “Instead of just putting money in their pocket, we also need to put an arm around them.” He suggested that having the resources to come out of a situation really helps the employees but knowing that their organization is there with them in their tough times gives them a sense of both financial and emotional security. “Personal support and providing solace to people that we as an organization are there for them has a huge impact on the morale of an individual and also overall wellbeing,” he added.

Financial wellbeing of the employees

The financial wellbeing of an employee is extremely important and probably is the area where the least innovation is done to date. Chitresh Sharma, Co-founder and CEO, Refyne, pointed out that a major chunk of a person’s time is spent in education and another major chunk in the organization they work for, but no one actually makes an effort to teach them how to manage their personal finances.

Sharma further suggested that organizations need to take a step towards helping their employees in maintaining their personal finances by redesigning the payroll models, for example commencing the salaries on a more regular basis, say weekly or biweekly. He also suggested that this change has to be brought through automated technology because finances are very individualistic in nature.

Adding to this, Vishwanathan said, “We need to ensure that financial complexities are not running in the minds of our people. Giving people a salary is also not enough. We also need to help them learn the art of creating wealth.”

Commenting on Sharma’s suggestion to commence salaries on a more regular basis like weekly or biweekly, Vishwanathan said water needs to be judged before jumping in.

Namrata Gill and Anjali also echoed Vishwanathan and said that Indians culturally operate in a way where we clear all our bills in the beginning of the month, so, for a change like this the entire ecosystem has to be changed and this process would take time although this could be a reality in the future.


Delivering better customer experience in a no-touch world

Businesses need to adapt to a new world order at warp speed. How they meet this moment will influence their trajectory for years to come.

The Covid-19 global humanitarian and economic crisis has left an indelible mark on global consumers.

As the crisis deepens, incremental improvements by organisations to adapt to changing customer behaviour no longer seem to suffice. Beyond the immediate fallout of this pandemic, customer experience has emerged as one of the key challenges facing business leaders.

Leading organisations have instituted new tools such as digital surveys and practices like social listening and sentiment analysis to track, analyse, and act on behavioural signals. Now the bigger challenge is to deliver a customer experience not just to stand out, but to pivot, reassess, innovate, and transform.

What’s visible in the industry

Movement patterns have flipped. Customers are housebound and vulnerable. Employees have atomised and adjusted their daily working practices. Supply chains are being disrupted. Physical stores are increasingly pulling down their shutters.

The customers are now more mindful of their spending. Stay-at-home orders have accelerated the transition from in-person to digital channels. Public safety has become a top priority for businesses and consumers alike in a volatile, uncertain, complex, and ambiguous (VUCA) environment.

No longer can businesses devise strategies based on simple analytics and a gut feel about their customers’ needs and preferences. Businesses must jump years in a few months to offer digital customer experiences that are simple, intuitive, and reliable.

From reactive to proactive crisis management

The traditional crisis-response playbook is now broken. As the companies outline macro scenarios and prepare scenario-based contingency plans of action, the focus of this entire generation of business leaders is shifting from reactive to proactive crisis management.

Businesses have configured senior, dedicated, cross-functional war room teams focussed on tackling immediate challenges, finding innovative operational models and technologies to safeguard liquidity and recover the business today, and retool the business for the future.

To win in the new normal, companies need to identify the current noticeable customer behaviour that will define customer experience in the near term. Companies need to rethink strategic priorities and build capabilities fast to leapfrog stages of customers’ evolution in the new normal and use digitalisation to bolster operations

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NGO launches drive to sponsor lab tests for transgender people

CHENNAI: Every six months,  Siddharth Bharati has to get blood and hormone tests, an abdomen scan, chest X-ray and done to monitor the effects of the hormones he is taking. The 28-year-old man of trans experience, who began taking hormone therapy seven years ago, says the regular lab visits take a toll on his emotional health as well as wallet.

“I have undergone a breast removal surgery, look like a cis man and have beard. But I have not had a hysterectomy so the abdomen scan will show that I have a uterus. Often, the lab staff ask me uncomfortable questions and treat me differently. I was scared to walk into labs,” says Siddharth. “And the tests are also expensive.”

Many transgender people go through similar experiences. That’s why SAATHII , an NGO, in collaboration with CSS Corp, is sponsoring lab tests for transmasculine, transfeminine, and intersex people. The package includes CBC, lipid and hormone profiles, liver and kidney function tests as well as ECG, abdomen scan and chest x-ray for people who need them. The initiative aims to cover at least 100 community members.

“Trans and intersex people who are on or want to take hormone therapy have to get these lab tests done regularly. But many of them cannot afford it so they skip it and often continue with the initial prescription given by the endocrinologist, which can have an adverse impact on their health,” says Fred Rogers, project consultant with SAATHII.


CSS Corp Launches Digital Assurance to Bring Automation to UX Testing

We recently talked with CSS Corp about its investments in QA, in particular its new Digital Assurance offering. Digital Assurance targets UX QA, an area that has not had the attention it deserves.

Clients have prioritized investment in continuous testing & automation
While many large organizations have devoted considerable time and effort to continuous testing and functional automation, they have invested only selectively on UX testing. Indeed, demand for UX testing has been limited. Regulation has driven some UX activity, particularly around accessibility testing. The heterogeneity of devices and screen sizes also means organizations spend on compatibility testing. Also, performance testing has become somewhat more UX-centric by tracking performance using end-user metrics.

To a large extent, this is it. QA and UX are two different worlds and do not feed on each other. UX would gain from the automation expertise of QA, while QA would benefit from opening up to new challenges. The world of UX is vast and growing, especially in the space of usability research and testing. But so far, it is not really automated.

CSS Corp has created a UX testing platform with Digital Assurance
So NelsonHall welcomes the investment by CSS Corp to expand the boundaries of UX testing, relying on automation. With Digital Assurance, CSS Corp has aggregated opensource software tools with proprietary accelerators. The scope of Digital Assurance is considerable, ranging from performance testing to usability testing. Within usability testing, CSS Corp has focused on several dimensions, including “appeal,” “navigation,” “search,” and “content & information.”

An example of an engagement where CSS Corp developed an “appeal” feature is for a tier-one cosmetics company, verifying that the color displayed on a screen for a lip pencil was consistent with the company’s color palette. The challenge was one of scale, the client having 3k URLs and color palettes to validate. CSS Corp used computer vision technology to compare images, thereby removing manual comparison for the client’s 78 brands.
Another example is around “search”. CSS Corp has integrated SEO as part of the metrics it tracks. For instance, it will analyze the structure of a website and identify the number of steps end-users need to go through to complete a transaction.

A third example of a feature available in Digital Assurance is in “content & information”. CSS Corp is automating localization testing with spell checks and bundling it with grammar validation and readability analysis.
Alongside these features, CSS Corp has added more common functionality such as performance testing (with end-user KPIs) and sentiment analysis (the classification into different sentiments of opinions gathered on app stores and social networks such as Twitter), along with accessibility testing.

CSS Corp pushes the boundaries of UX testing
We think Digital Assurance has two main benefits. Firstly, CSS Corp is systematically extending the boundaries of UX testing automation. UX research and testing remain labor-intensive activities, and we think the potential for further UX automation is immense (see below). Secondly, CSS Corp is steadily aggregating tools around Digital Assurance and provides an increasingly comprehensive UX testing service.

Potential for UX automation
The potential for automation in UX testing is immense. While QA has focused on test automation, UX research also has the potential for automation. An example is around videos: during the research phase, digital agencies record videos of end-user interviews. Going through these videos is time-consuming. AI bears the promise of focusing on parts of the video through sentiment detection, for instance. Once a website or a mobile app is in production, clients are increasingly correlating its technical performance with its business performance (e.g. through integration with such tools as Google Analytics). Currently, understanding the correlation of multiple events takes time: using intelligent automation will help.

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International Programmers’ Day: Here’re 5 tips from the tech leaders across the industry

International Programmers’ Day, also known as the “Day of the Programmers” is celebrated on the 256th day of the year to honor the software innovators who continue to change the world, one program at a time.

The day is celebrated based on binary code. Represented by an eight-bit byte, 256 equals 2 to the eighth power. The digit makes it the highest power of 2 that is less than 365. When translated to binary code, the day reads
1 0000 0000. Special, isn’t it?

Since this day is marked to honor and celebrate their nature of innovation, we at TechGig thought to make it more endearing by bringing in advice from the tech leaders across the IT industry. Let’s see what they have to say about the remarkable day.

Brijesh Balakrishnan, SVP – Talent Fulfilment & Digital at CSS Corp- “Fundamental knowledge across a variety of technologies is imperative to stay ahead of the curve, and to scale in this constantly changing technology ecosystem. This is the time to upskill and venture into synergistic learning skills. The onus is upon programmers to continue investing towards their growth and prowess in digital technologies and agile methodologies.”

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Marketing Changes Faster Than Lady Gaga’s Outfits

With plenty of talent available, there is a dire need to employ the right one and subsequently, the need of marketing the brand effectively. Top CEOs and marketers share their insight about acquiring and retaining customers as well as employees.

The CEOs and Marketers vision over hiring valuable talent is transforming with time as introduction of new technology and techniques dominate the marketing landscape. The HR Talent Acquisition Summit hosted by BW People gathered a combination of both HR and marketing heads, the two key departments that work very closely in an organization.

With a lively moderator, Pankaj Dutt, Managing Partner, Alexander Hughes, the session saw interaction among top HR leaders and marketing heads on the theme of Hiring Valuable Talent.

Satyen Vyas, CEO, Symphony SUMMIT initiated the discussion by saying, “There is plenty of talent available but the challenge is to find the right one. Don’t look for people when you need them. Instead, look for them when you don’t need them. Meet them and keep your search on all the time. Acquiring and retaining are two different things when it comes to customers and also when it comes to employees, retaining remains a big challenge.

Followed by Kushal Agarwal, Co-founder, XOXO who represented the start-up culture said, “The chaos in the start-up environment was exciting. Earlier, it was under the name of employee engagement. But it is a mess now. People walk in and ask for job description these days.

Shantanu Das, CHRO of Amway India talking about the employee engagement in direct sales said, “The entire game of direct selling has changed for us. Initial step is to engage your own people and then is to engage an entire sales force of about 200,000 people who have become entrepreneurs and are promoting and selling our products. The senior leadership should spend time in doing this. Engagement of the entire sales force is the fulcrum of our business.

Suchita Vishnoi, Director of Marketing, Salesforce spoke about the influence of technology in this process of recruitment and said, “Technology is impacting all of us. It is best to embrace it. New employees who walk into an organization and the existing employees should adapt with it and make the best of it.

About 5 years back, most of the jobs present today didn’t even exist. Recruitment happens when millennial and students find you as an interesting company. About 1 per cent of all the branding that we do goes into attracting talent. In that way, we actually face more competition from startups,” said Kisha Gupta, Global Head of Academic relations, Infosys Limited.

Vivian Gomes, VP, marketing and inside sales, CSS Corps speaking his viewpoint from a marketer’s standpoint said, “If you want to do marketing, you better learn to change as marketing changes faster than Lady Gaga’s outfits. In marketing, people need to break those shackles of sameness and bring in freshness.

Billa Bhandari, COO, Geneva Graduate School of Governance sharing his insight said, “You should understand what governance is. Lots of companies have such wonderful policies. People don’t understand the risk of governance in this part of the country.

Shraddhanjali Rao, Head of Human Resources, SAP India speaking her mind about the role of a leader in the present scenario said, “You can’t have a CEO to be a voice person. You won’t be attractive then. Technology is changing and we can’t control that. What we can control is the quality of people getting into an organization. This should be done by every leader across the organization. Not just the CEO.

Being the last panelist on this panel, Shridhar Marri, CEO, Senseforth said, “We do not have JDs in our organization. Because these are not just jobs but purposes. Before people were on the lookout for job stability but now they want more engagement. A very large chunk of people are disengaged now. People want to come to work for a purpose these days.

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Engineer’s Day: Industry leaders talk about the innovation brought by engineers

Engineer’s Day is celebrated in India to honour and pay tribute to the greatest Engineer and Bharat Ratna Mokshagundam Visvesvaraya. Today, as we celebrate another year of acknowledgement and pride for the achievements brought in by the engineering community, this is what the leaders across industry vertices have to say about the engineers and the innovation in line.
Sunil Mittal, EVP at CSS Corp -“We are at the cusp of the fourth industrial revolution which is characterised by a fusion of technologies that is blurring the lines between the physical, digital, and biological. Technology is the catalyst in transforming and accelerating progress across every sphere. Engineers are making an impact with their cutting-edge abilities, integrating data platforms, software tools, and digital infrastructure to accomplish results seamlessly and with ease. There is an inherent need for today’s engineers to break out of the mould of being proficient in niche skills, to rapidly move towards design thinking, learning, unlearning and relearning, and being adept in technical skills that transcend boundaries. While we are in the here and now, engineers of the future should endeavour to navigate through this dynamic technology ecosystem and future proof their skills to be attuned and equipped to take on any challenges and construct what the next revolution will hold.”

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Mid-size IT firms stay ahead on niche focus

The IT firms are focusing on growth of digital technology services by creating platforms

Mid-size information technology (IT) services firms have started pushing for digital technology services to remain competitive and achieve higher revenue growth.  Mumbai-based $500-million Hexaware Technologies claims it has a dedicated strategy to beat large peers in winning deals using digital service expertise such as customer experience transformation, migration of business operations to cloud, and marketing and sales-force transformation initiatives.

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CSS Corp’s Chief Executive Officer Manish Tandon Wins Gold Stevie®

CSS Corp, a new-age IT services and technology support company, today announced that its CEO, Manish Tandon, has won a Gold Stevie® in The 17th Annual International Business Awards®. Manish was honoured in the category of ‘Executive of the Year- Computer Services’ as an acknowledgement towards the stellar leadership, impactful Covid-19 response and strong growth achieved under his direction and guidance at CSS Corp.

Organizations are striving to navigate through the new normal in these unprecedented times. Amidst the uncertainty, CSS Corp, under Manish Tandon’s leadership at the helm, has reflected consistent growth and progress for the employees and the organization at large. His technology-led differentiation approach has expedited innovation and digital transformation in the company, with a continued focus on the people front. Tandon’s people-first approach was at the fore when CSS Corp announced salary hikes, variable pay and promotions in April 2020, when the impact of the pandemic was at its highest. Under his leadership, the company has been growing its revenue at a steady double-digit growth rate and is among the few IT services organizations to accelerate its growth post the pandemic.

“It is indeed an honour to be a recipient of the prestigious Stevie Award. This has been possible because of the passion and tireless efforts of the entire CSS Corp family and their indefatigable spirit to conquer and excel against all odds. I am proud of the resilience that the company has shown and accept this award on behalf of the global CSS Corp family,” said Manish Tandon, Chief Executive Officer, CSS Corp.

More than 3,800 nominations from 63 nations, across organizations of all sizes and in virtually every industry, were submitted this year for consideration in a wide range of categories. Stevie Award winners were determined by the average scores of more than 250 executives worldwide.

About CSS Corp

CSS Corp is a new-age IT services and technology support company that harnesses the power of AI, automation, analytics, cloud, and digital to address customer needs. The company partners with leading enterprises to help realize their strategic business outcomes. Its team of 7,500+ technology professionals across 18 global locations is passionate about helping customers differentiate and succeed. For more information, please visit

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