Gourav Ray

Hyderabad hosts robust aerospace and defence ecosystem : Sridhar Babu Duddilla Industries and IT Minister D.Sridhar Babu highlighted on Wednesday the manufacturing partnerships, technology collaborations and supply chain sourcing opportunities Hyderabad offered on the back of its strong #aerospace and #defence ecosystem, especially the more than 1,500 precision engineering units it played host. Addressing members of a delegation from the French Aerospace Industries Association (GIFAS), representing 60 prominent French firms, he said this urging them to explore investment opportunities in the State. Mr.Sridhar Babu assured the State government support, the Minister’s office said in a release. Referring to how Telangana has emerged as a preferred manufacturing destination for global OEMs such as Safran, Airbus, #Boeing and Lockheed Martin #GE Aviation, he also listed leading French investments in Hyderabad, including the significant stake held by French airport operator ADP in GMR International airport; three mega manufacturing facilities of Safran in Hyderabad, which includes the first Aero engine MRO being built in India by a global engine OEM. Similarly, #Airbus in partnership with Tata is manufacturing critical components and subsystems in Hyderabad for the C 295 aircraft project. French aerospace companies Ametra and Aresia have formed joint ventures with Hyderabad based Nucon Aerospace. Also, Hyderabad based space startups Dhruva and Skyroot are already working with French partners, he said. The Minister said the State’s forward-looking industrial policies catering to aerospace, defence and space sectors, including the mega projects as well as MSME policies along with various industry outreach initiatives, helped position Telangana as a progressive State for aerospace investments in India. The Young India Skills University, announced recently by the State government, aims to train local youth to meet the industry’s growing manpower needs, including imparting MRO skills. https://lnkd.in/gEvDkTg2

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As the aviation world watches the Air India-Vistara merger unfold, one aspect stands out to me as a crucial determinant of its success: how the integration impacts employee engagement. The reported exodus of Vistara employees due to post-merger uncertainty is a stark reminder that people are the backbone of any organization. In mergers, effective leadership communication is key to retaining top talent and ensuring a seamless transition. Here are two takeaways for leaders navigating similar situations: ➡️ 𝐓𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐜𝐲 𝐢𝐬 𝐓𝐫𝐮𝐬𝐭: Keep your teams informed about the merger's progress and their role in the new setup. ➡️ 𝐄𝐦𝐩𝐨𝐰𝐞𝐫 𝐘𝐨𝐮𝐫 𝐏𝐞𝐨𝐩𝐥𝐞: Leverage the strengths of both teams to foster a collaborative, high-performing work culture. Reflecting on your organization: ▪️ Are you preparing for a significant change that might impact your team's morale? ▪️Do you have strategies in place to maintain employee engagement during transitions? Comment below with your thoughts. ================ If you're seeking advice on navigating similar challenges or want to discuss best practices in employee engagement, leadership, or workforce management, feel free to reach out. #merger

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AZAD Chosen to Build Advanced Turbo Engine for India’s Defence Programs for GTRE, DRDO #AZADEngineering Limited, a leader in precision engineering and manufacturing, has secured a prestigious contract from #GTRE (Gas Turbine Research Establishment), a renowned Research and Development Organization under #DRDO (Defence Research and Development Organisation) and the Ministry of Defence, Government of India, to play the role of a Production agency. The long-term contract involves the complete manufacturing and assembly of an Advanced Gas Turbine Engine, crucial for defence applications. #AZAD will start delivering first batch of fully integrated engines by early 2026. The Advanced #GasTurbine #Engine is designed with a single-spool #turbojet setup, incorporating components such as a 4-stage axial flow compressor, an annular combustor, a single-stage axial flow uncooled turbine, and a fixed exit area nozzle. This sophisticated propulsion system is suitable for various #defence applications. AZAD has been chosen as GTRE’s sole Industry Partner (IP) to bring this advanced design to reality, demonstrating confidence in AZAD’s engineering and #manufacturing capabilities. This selection comes as India has consistently showcased its ability to create top-notch #enginedesigns with cutting-edge indigenous technology however the challenge remains in turning these exceptional designs into engines that deliver the desired output or meet mission-critical objectives. Rakesh Chopdar Luca Matteucci Preeti Mishra AZAD Engineering Pvt Ltd Dynamic Manufacturing India Uday Narang Makers & Movers Machine Insider INDUSTRY SAMURAI AWARDS Shree Harsha Ravikiran Pothukuchi Nitika Sharma #Manufacturing #technology #aerospace #aerospacecomponents #india #makeinindia #defence #machineinsider #samuraiawards2024 https://lnkd.in/gxiGWR2e

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What can FM gift to SMEs? Today, MSMEs are smart and competing with large corporations across various sectors. A prime example is the F&B industry, with companies like Paperboat, Bira 91, Licious, and Yogabar. MSMEs are not seeking subsidies or Production Linked Incentives (PLIs). For every successful startup we hear about, many others disappear. As someone who serves on the boards of several startups, I see that their challenges are multifold: 1. Permits and Licenses: Obtaining basic permits and licenses can take an exorbitant amount of time, ranging from months to years, even for non-invasive medical devices, simple drones, GeM registration, and trademarks. The Finance Ministry could create a simple single-window system exclusively for startups. 2. Compliance Hurdles: Startups, like babies, need support from the system. Currently, these young companies must compete with well-resourced established companies. The Finance Ministry should simplify compliance regulations for startup private limited companies to be as simple and straightforward as those for proprietary companies. 3. Incubation Centers: When I started an operation in Gothenburg, Sweden, a few years ago, the Mayor’s office provided us with a free office in a world-class development center, free audit services from E&Y for a year, and free legal services for a year. They also introduced us to top companies there. Singapore offers similar facilities. While we have various organizations and industrial development corporations, they are often too confusing and operate like profit centers. 4. CGTMSE: This scheme is intended to help startups (MSMEs) secure credit facilities without collateral. However, 90% of startups do not benefit from it. The scheme excludes pre-money startups, non-profitable startups, and those without a two-year banking relationship, effectively excluding 90% of startups. The government should establish a mechanism for evaluating idea-level and pre-money startups. 5. Confusing Schemes: There are numerous schemes, but startups lack clarity on which ones to apply for and which ministries offer what. The government should set up a startup guidance cell in each state and outsource its management to companies like TCS for effective implementation. #financeministry #budget #schemes #cgtmse #startups #pmo

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🚀 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝗔𝗶𝗿 𝗜𝗻𝗱𝗶𝗮: 𝗔 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿’𝘀 𝗣𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲 🚀 Under CEO Campbell Wilson's visionary leadership, Air India is soaring to new heights! Here’s how we’re driving change: 1. **Customer-Centricity**: Introducing cutting-edge aircraft to elevate customer satisfaction. 2. 𝗩𝗶𝘀𝗶𝗼𝗻 𝗮𝗻𝗱 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆: Aligning fleet expansion with a clear product vision. 3. 𝗠𝗮𝗿𝗸𝗲𝘁 𝗥𝗲𝘀𝗲𝗮𝗿𝗰𝗵: Implementing advanced IT systems based on market needs. 4. 𝗥𝗼𝗮𝗱𝗺𝗮𝗽𝗽𝗶𝗻𝗴: Prioritizing synergistic mergers for cohesive offerings. 5. **Cross-Functional Collaboration**: Partnering with HR for top talent acquisition. 6. 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗮𝗻𝗱 𝗔𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝘀: Enhancing customer experience through data-driven decisions. 7. 𝗔𝗴𝗶𝗹𝗶𝘁𝘆: Quickly adapting to sustainability demands. 8. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻: Ensuring consistent, high-quality passenger experiences. 9. 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽: Inspiring teams to achieve operational excellence. https://lnkd.in/gDb-r5Ze #AirIndia #ProductManagement #AviationInnovation #CustomerExperience #Sustainability #FleetModernization #DigitalTransformation #Leadership #AviationIndustry #TalentAcquisition #OperationalExcellence #AirlineTransformation #Innovation #Teamwork #AviationExcellence

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🚨 Major Milestone in Indian Aviation 🚨 The merger between Vistara and Air India is set to be completed on November 12, 2024. From this date, all Vistara flights will operate under the "AI" flight code, and bookings will shift to Air India's web portal, marking the official end of Vistara as a brand. 📉 Why is this merger important? Tata currently owns three different airlines: Air India: 13.7% market share Vistara: 9.2% market share Air India Express: 4.8% market share These airlines, owned by the same group, have been competing against each other on domestic routes. For instance, booking a flight from New Delhi to Bengaluru could offer similar options from all three carriers, competing for the same customers. ✈️ For international routes, the same issue arises. Flights from Delhi to Dubai, for example, are available from all three airlines with similar configurations, leading to internal competition. With the merger: Air India Express will continue to operate as a budget airline, offering affordable options while Air India and Vistara merge into a single full-service brand. The merger will boost Air India’s market share and streamline its operations. 💡 Ticket Price Comparison: Before the merger, Vistara had an average occupancy of 91%, while Air India stood at 87%, despite Air India operating a larger fleet and having a significantly higher workforce. This merger will: Improve operational efficiency with 70 new planes added to Air India’s fleet. Help balance the operating costs and revenue per plane, especially for Air India. 📊 Benefits of the Merger: Market Share Increase: A straight 10% jump, bringing Air India closer to Indigo. More Resources: With a stronger fleet and employee base, Air India will be in a better position to compete. Reduction in Market Choices: With fewer competing brands, Air India will consolidate its hold on domestic and international routes. ❌ Demerits: Loss of Jobs: An estimated 600 non-flying employees may face job cuts. Loss of Vistara: Vistara’s industry-leading service will be missed. Price Increases: With less competition, consumers may face higher ticket prices. 🎥 Check out my YouTube video for an in-depth analysis! The Vistara & Air India Merger Analysis || Pros & Cons || ​⁠@Madaanrahul || https://lnkd.in/gQB54a_c

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COD in India: A Rollercoaster Ride for E-commerce! Anyone else feel like managing COD orders in India is a bit like riding a rollercoaster? 🎢 High RTO rates can definitely throw a wrench in your plans. At drkstore.in, we've learned a thing or two about navigating the COD conundrum. It's all about finding that sweet spot between keeping customers happy and protecting your bottom line. We're constantly experimenting with new ways to tackle issues like address verification and reducing those pesky impulse purchases along with KYC for new customers. E-commerce folks, let's swap stories and tips! How are you handling the COD challenge? Let's help each other out! #ecommerce #COD #India #RTO #logistics #onlineshopping

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AI is here to bridge the gap between imagination and execution. Millions of jobs specially the dull, dirty and dangerous ones around creating and managing large capital asstes are getting transformed massively. At AEREO we are transforming how sectors like Mining, Construction and GIS operate today.

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Farewell, Vistara! A Missed Opportunity for Aviation Excellence Vistara, we will miss you. In, what feels like, an unprecedented move, a weaker brand has acquired and ultimately killed a stronger one. This is a textbook example of what management gurus warn against - adding massive uncertainty to an already complex situation. History tells us that, as in war, you don't open too many fronts. Air India and Indian Airlines have yet to truly merge— at least culturally. In addition to that, the Tata acquisition, international management, and now the integration of a thriving and popular airline like Vistara, which we all believe would have thrived and become the iconic brand that all of India would be proud of. Typically, when a thriving, culturally vibrant organization takes over a struggling, bureaucratically tangled one, the focus is on fixing the weaker link—not throwing a third, high-performing player into the chaos. Yet here we are. In their greater wisdom and vision, the decision-makers have made the choice, but I think they ignored the perspective of their customers. I even tried to catch Vistara's last BOM-BLR flight last night, but the fare was too steep. I'm back to Indigo because Air India remains prohibitively expensive and doesn't yet inspire confidence. For the aviation landscape in India, this feels like a loss of choice and competition. Farewell, Vistara. You set a standard we'll miss dearly.

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🌟 Suhora is proud to unveil SPADE at the Indian Space Conclave! This moment was graced by Dr. Jitendra Singh, Minister of Science and Technology, alongside Dr. Somanath S, Chairman of ISRO - Indian Space Research Organization, and other distinguished leaders including EU Ambassador Herve Delphin, Jayant Patil, Chairman of ISpA- Indian Space Association, and Lt Gen Anil Kumar Bhatt (retd), DG of ISpA. 🚀 SPADE is more than just a platform—it’s a leap forward in space analytics, designed to align with the Decadal Vision and Strategy for India’s Space Economy, as outlined in collaboration with IN-SPACe. This SaaS solution provides seamless, near real-time access to multi-sensor satellite data and is packed with unique analytical capabilities. Unlike other aggregators, SPADE democratizes satellite data and integrates advanced analytics, empowering users to explore, task, and analyze satellite imagery across sectors such as national security, disaster response, and environmental management. 🔍 What sets SPADE apart? • A proactive, subscription-based model that dramatically reduces data procurement times from months to mere hours. • A comprehensive platform for multi-sensor integration and analytics that transforms raw data into actionable insights, enabling timely, informed decision-making. • A robust pathway for future growth in AI-powered geospatial analysis and tailored solutions for complex challenges, ensuring that SPADE evolves to meet global needs. 📈 Why SPADE Matters for India and Beyond: As highlighted in the Decadal Vision, India’s space ecosystem is set to expand with downstream applications taking center stage. SPADE embodies this shift, placing Suhora at the forefront of empowering decision-makers and fostering resilient communities. By seamlessly combining earth observation capabilities with cutting-edge analytics, we are committed to advancing national priorities and supporting critical operations worldwide. 🌍 This achievement also earned us the prestigious ISpA Space Industry Award, acknowledging Suhora’s significant contributions to the Indian space sector. We see this as just the beginning of a journey filled with innovation, strategic partnerships, and a shared commitment to progress. Join us as we transform how the world interacts with space data—today and for the future. Pawan Goenka, Mahaveer Singhvi, Srikant Sastri, Abhay Karandikar Air Vice Marshal Dhananjay Khot (Retd), Sanjay Kumar, Ajay Kumar, Dr.Sultan Singh, Vinod Bothale, Dr. Vinod Kumar, FIE, FIETE, Cdr Navneet Kaushik (Veteran), Indian Army, Indian Navy , Indian Air Force, Ministry Of Home Affairs (mha), GOI, National Disaster Management Authority (NDMA)INDIA, Ministry of Science and Technology, Ministry of Earth Sciences , Geospatial World #Suhora #SPADE #SpaceAnalytics #Innovation #IndianSpaceConclave #ExploreTaskAnalyze #Defense #DisasterManagement #GeospatialInsights #INSPACe #EarthObservation #AI

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IndiGo (InterGlobe Aviation Ltd) is on the verge of achieving a remarkable milestone in Indian aviation history: surpassing the magical $1 billion mark in net profit for the fiscal year FY24. This achievement marks a significant turnaround for the airline, which grappled with losses of 12,000 crore between 2020 and 2023. However, with five consecutive profitable quarters, IndiGo has demonstrated resilience and adaptability in a challenging market. As illustrated in the chart(Source-ET), the global aviation sector has experienced a positive trajectory in the post-pandemic era, buoyed by phenomena like revenge travel and favourable fuel costs. Today,IndiGo (InterGlobe Aviation Ltd) is the third-largest global airline by market cap, trailing only Delta Air Lines and Ryanair, putting India on the global aviation map. But will the party continue ? Uncertainties loom on the horizon. The recent expansion of Air India's capacity by 25% threatens to intensify competition and potentially drive down airfares, posing a challenge to IndiGo's profitability. But for now, let us revel in this extraordinary accomplishment and celebrate IndiGo (InterGlobe Aviation Ltd)'s historic feat!

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More interesting times ahead for space tech.

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FM’s words on Indian Manufacturing In my view India has a huge advantage in product design, engineering, and technology. Manufacturing is largely automated these days. Infrastructure has come some distance in India. I see areas of improvement in certain aspects. Large manufacturing firms are operating in a separate silo and have not found a way to leverage young startups by investing in them. Small startups are finding it difficult to scale in many sectors due to the valuation-centric models of financing by VCs, eluding them. Big manufacturers will lose out in the long run if they start behaving like VCs and are slow in embracing tech startups. Many corporate companies have a less effective “also ran” programs for finding and investing in startups. I am waiting for the day when top manufacturers in India have a position reporting to their CMD called Chief Startup Officer. If IIT Madras can incubate 70+ startups, I can’t understand why an Indian corporate cannot incubate 100 startups in their focus area. Tata Group Mahindra Group Hero MotoCorp Bajaj Auto Ltd Larsen & Toubro Godrej Group Dabur India Limited Bosch TVS Motor Company Reliance Industries Limited JSW Wipro HCLTech Adani Group ITC Limited Adityabirla Group #manufacturing #india

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When Tata Group regained control of Air India, the expectation was to leverage their operational expertise and vast resources to turn around the struggling airline. The transformation plan likely includes upgrading fleet, improving customer service, and enhancing profitability, but it faces challenges like poor customer service, high debt and operational inefficiencies. 1. How critical is brand loyalty for Air India, and can Tata’s rebranding efforts help rebuild customer trust in a crowded airline market? 2. With competition rising from low-cost carriers, how should Tata Group balance cost efficiency with premium service offerings for Air India? 3. How might Air India's success or failure impact Tata's broader reputation in the global business landscape? #tatabrand #airindiavistara #reputation #m&aturnaround #firsttimeceos #ceosgurukul https://lnkd.in/gSnjHZex

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For Bharat Forge, the defence sector remains a strong suit, boasting an impressive order backlog of ₹5,400 crore in exports. This provides earnings visibility for the next three years. However, challenges persist in the overseas auto markets, putting the company's growth strategy to the test. With a domestic order worth ₹4,500 crore on the horizon, Bharat Forge is gearing up for enhanced production capabilities, aligning with global demand for replacement artillery. The company's commitment to innovation and growth will be vital in navigating these contrasting landscapes. #BharatForge #DefenceIndustry #AutoSector #Innovation #GrowthJourney

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Exactly 4 years ago, we were emerging from the 1st wave of COVID. I recall being part of a webinar with the Indian School of Business Hyderabad on #Sales #Incentives. In that session, I highlighted key insights on the future direction of organizations in the coming decade: - Bigger push in shifting towards system-dependent processes over person-dependent ones, leading to a significant surge in IT investments. - A heightened focus on enhancing employee productivity, prompting the widespread adoption of performance management systems by mid-size and large companies. - Emphasizing the automation of sales processes post the 2020 COVID-induced slowdown, aimed at incentivizing sales teams and driving organizational sales. I emphasized the critical role of system of records like #CRM, #DMS, #LMS, in addition to sales #performance management tools such as #incentive automation and #skill enhancement tools. But my recent discussions with #CTOs and #CSOs in India reveal that many companies are still grappling with managing system of records, highlighting an area that demands immediate attention and transformation. Raghu Bommaraju Aarti Chandra Atmax Technologies

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Is Air India Limited’s service really set to improve under the Tata Group? Reflecting on my last three experiences with Air India Limited, I can’t help but question the future of customer service in our airline industry. Here’s what I encountered: Sept 5, 2024 Flight from SFO to IXC via DEL was delayed by 5 hours because their catering service failed to deliver food on time. Unbelievable, right? This delay caused me to miss my connecting flight from DEL to IXC. Sept 26, 2024 My wife took a similar route (SFO to IXC via DEL) and faced a 4-hour delay, resulting in her missing the connecting flight too. Nov 9, 2024 Our originally scheduled return included a 4-hour layover in DEL. To our surprise, we were rebooked on a new flight with a 16-hour layover. On top of that, we lost a luggage bag, which Air India still hasn’t been able to trace. https://lnkd.in/g5PrjtGN These experiences raise serious questions. What direction is the travel industry heading? Are regulatory bodies like DGCA India monitoring these persistent issues? Who holds airlines accountable? As India’s flagship carrier, Air India’s repeated missteps are unacceptable. What are your thoughts?

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IndiGo, India’s largest airline and a dominant player in the aviation sector, has been ranked among the world’s worst airlines in the 2024 AirHelp Score report. Placed 103rd out of 109, the airline received a score of 4.80, with poor customer satisfaction and mishandling of flight disruption claims being key contributors to this low ranking. Despite operating over 2,000 daily flights with a fleet of 360+ aircraft across 110 domestic and international destinations, its 0.3/10 score for claim handling reveals a critical gap in addressing passenger concerns. As IndiGo continues its expansion, improving customer-centric processes like claims resolution and disruption management will be essential to match its operational growth with an equally robust service experience. Do you think this is a wake-up call for the airline industry to focus more on customer satisfaction? Share your #thoughts! #Comments! #Experience! #AviationNews #IndiGo #CustomerExperience #AirlineIndustry #India #TravelUpdates #AirHelpScore #Aviation #CustomerSatisfaction

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