Interview: Mr. Saumen Chakraborty, CEO & MD, Intellisys

After an enthralling speech, Mr. Saumen Chakraborty left the campus for a short while. As he was returning late, we enquired whether he could give us some time for an interview. He smiled and asked us, “When do you people sleep?” We laughed and replied, “Quite late sir!” He said, ” Same here. After all, even I spent some of my best years in college! Don’t worry, you will get your interview” That said, we started what was to become a really enjoyable and insightful interview.
EC: After college, you worked for two years and then started Intellisys. Did you find it difficult to get into technology after the break?

S Chakraborty: Not at all! I worked from 1989 to 1992 and I was working some of the most innovative and digitally equipped corporations such as IBN and SWAN, so I was never behind in technology. But yes it was difficult initially because I needed to learn business rules, and management basics.

EC: Did you ever think of becoming an entrepreneur during your collage days?

SC: I was as confused as any of you at that time! I had all the fun that you guys have. After college I got a job and entered a working environment. It was then that I thought about starting a company. Soon I realized the difference between working for someone and being an entrepreneur. I don’t think that what one becomes is preplanned or pondered over during ones education. My son says “Dad I will go to MIT…” at class 8. I am not sure if it will be the same in years to come!

EC: What were the key factors that were required for setting up of Intellisys?

SC: There are lots of factors. Intellisys being a KPO understanding various processes of technology was important. Knowing the ethos and ecosystem of technology is a vital factor. Apart from technological foundation, relationship management is essential. Maintaining connectivity with all those people who will align with you is important. A competitive mentality is required. This should be cultivated in schools.

EC: You said that innovation is critical. How innovative are you in managing your staff? How innovative is your staff?”

SC: There are two kinds of MDs.

He has to everything by himself. He does not trust others decisions. He does not want to delegate authority.
He delegates’ authority as the industry grows strategically. I guess I am innovative in the way I delegate authority. I don’t care how my staff works. They have to show some amount of professionalism. I give them freedom of
space and I think it is important. I think the freshmen are the best innovators. I give them the fundamentals for a product and give them 30 days to add value to it. Based on that, one can decide how innovative he or she is.

EC: When does one know the time to let go of one’s ways and delegate authority?

SC: There is a simple thumb rule for that. Everyone knows that the lesser the amount of time you spend the more efficient your work is. So keep a check on yourself. If you have to work beyond 5:30pm, then its time you let go of your responsibilities and start trusting others in your company.

EC: In spite of all the development taking place why has our country not reached anywhere? Where and how do we need to improve?

SC: India and China have the largest man power in the world. Both the nations produce highest number of engineering graduates. KPO needs us. China is good at robot manufacturing. India has always been good at knowledge processing. India can be great at KPO and we need to capitalize on this factor. Indians and Asians are not good athletes compared to Africans because our pelvic bones are not strong. Our core competence is knowledge. It would be wrong to say we haven’t reached anywhere. Times have changed. Now when an Indian goes abroad he does not have the image of an English speaking snake charmer! We are respected for our technological knowledge. In ten years time India, China and Australia will be controlling 50% of world’s GDP.

EC: And lastly sir, Why is there such an imbalanced growth in technology and innovation in our country?

SC: Demographical factors have a major say. For KPOs, educated humans are a major raw material. In south India and Maharashtra, people’s primary needs are food, clothing, education and then shelter. Most parents are ready to live in dingy places if their son or daughter is getting to study in collages. This forges the kind of people here. But other areas are improving as well. Take Bengal for instance. 10 years back this place was nothing. Not to forget the East India company was set up here only because people of Bengal had untapped talents. Their intelligence was not used and it was lost. Today things are surfacing again. Kolkata has become the house to quite a few it companies. It will have many more in future as Bangalore and Mumbai will get too crowded. Also IITs have an edge over the other institutes in the nation. It is trusted as the best. KPO and IP companies need your talent and it is the right time for you to grab the opportunities that are available to you. Technology will find its way to wherever it can be applied. Similar is the case with KPO. Slowly, people and the government have started to realize this. Rajarghat has the largest IBM facility and Wipro started off there. He concluded this stimulating interview by restating

“We are a knowledge driven nation; we were and are based on knowledge. This is the best time for us to capitalize