Prasad Ramasubramanian

MUMBAI: With every organization going for streamlined processes and looking to cut through this cut-throat competition, there are many who don't survive and are acquired. But there are some who hold on to their forte and develop into colossal corporations in the coming years.


Started off as an offshoot of Institut für Wirtschaftsinformatik (Institute for Information Systems) by Professor Dr. August Wilhelm Scheer in the year 1984, IDS SCHEER is today acknowledged as a pioneer in the BPM (Business Process Management) domain.


When IDS SCHEER commenced on its journey, the first of its products came out on the basis of its framework --Y-model, which led to the outcome of the ARIS architecture. The ARIS platform brings an integrated portfolio of software offerings, which facilitate an enterprise to improve its business methodologies on a continuous basis. Today, after over two decades into this business, this company has an employee base of about 2800 and has its presence in more than 70 nations across the orb.


IDS SCHEER is looking to cement its place in the Indian markets. Prasad Ramasubramanian from CyberMedia News spoke to Daniel Sheahan -senior vice president, APJ IDS SCHEER, to know the challenges in this market and lots more. Excerpts from the interview:

While on one hand India offers a rich market - which every enterprise is ready to embrace, it also has issues pertaining to infrastructure and awareness of newer technology. How do you view this scenario?


India is unique but it's not. We see the same challenges in terms of cultural differences, financial conditions etc. in so many different countries because we operate in Eastern and Western Europe. We operate in Russia, which has an economy growing at about 18 per cent of growth year-on-year and China. What we understand is that each time we enter a market then it's that place which is given more importance. For example — if I as a company enter Australia, then we don't chose as a basis to enter a county like India. All our entry points in a country are always based on local conditions.


BPM as an offering has been a boon for the players in the SME market and for the established players but there are many who are still not ready to shell money on the same. Your take on this.


You have to understand that every customer makes a decision based purely on a clearly defined ROI (Return on Investment) model. The nice thing about the way we sell BPM is that the ROI is clearly defined. We always ask the customer to give us a process and then we would analyze it and then say this particular process costs X and here are the inefficiencies and here is the solution.

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