Tag: India Development Center

  • Engineering Manager, Shanti Pi, on Cross-Cultural Collaboration and Helping Patients at HemoCue

    Engineering Manager, Shanti Pi, on Cross-Cultural Collaboration and Helping Patients at HemoCue

    If Shanti Pi’s colleagues at Danaher’s India Development Center (IDC) hadn’t encouraged her, she might never have applied for her role at HemoCue. More than two years later, she’s leading a team of engineers—and helping the IDC itself grow as well. Below, Shanti explains her day-to-day work, what’s hard about her job, and why she finds it all so rewarding.

    What do you do at HemoCue?

    There are two parts to my role. The first is as an engineering manager for standalone software solutions, including our HealthTrender Anemia product. When a health care provider inserts a blood sample into a HemoCue analyzer, it displays the results for them—and those results can also be transferred via Bluetooth to an application on a mobile device, where they can add demographic information. That data is then added to a central repository, so governments and NGOs can monitor and evaluate their screening programs at the population level.

    My team is responsible for software deliverables from end to end. As a medical device company, we’re of course subject to rules and regulations, and we reach out to headquarters for guidance on that. But otherwise, we’re set up to be completely independent in planning, building, and deploying releases. It’s a lot of responsibility, but it’s exciting for us and it gives us lots of opportunities to learn.

    I’m also the HemoCue site lead for the India Development Center here in Bangalore, which is an umbrella organization that’s home to teams from multiple Danaher operating companies. I help promote support and collaboration between OpCos. Sometimes, in terms of career growth—if one of our team members is interested in a certain role, for example, and there’s a Beckman Coulter associate at IDC currently in that job, I might connect the two of them. We also work together on technology and solutions, helping each other grow and expand. And we seek and provide help from other OpCos for participation in and facilitation of Kaizens, which are weeklong problem-solving workshops.

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    Tell us about your path to this role.

    Health care has always been close to my heart—seeing how my day-to-day work affects people’s lives is really important to me. I started my career with Allscripts, which provides electronic health record systems, then moved to Siemens as a product analyst before joining Beckman in 2016 to work on cloud projects. Back then, the IDC was just getting started. I’ve been able to see the whole journey, from a single OpCo to now.

    When this position with HemoCue initially opened up, I didn’t think I’d even apply. They were looking for someone to establish the company’s first R&D team outside of Sweden, for both software and hardware—software development of mobile, web, and cloud applications had been outsourced up until that point. I didn’t have any experience with hardware, and I’d never been a people manager. But the IDC leadership had faith in me, and they explained their top priority was finding someone who was transparent and trustworthy. They encouraged me to just apply and see what happened.

    I remember telling my husband after the last round of interviews that I didn’t think I’d get the job—I felt that just getting to the point where I was interviewing with the president of the company was an achievement in itself. But they ended up offering me the role, and I jumped at it. Two years later, I’ve been able to handpick 12 team members, and we’re on track to add two more this year.

    How has HemoCue supported your learning and growth?

    I’m extremely grateful the universe gave me Magnus Tunklev, who is such a supportive manager. From the start, I’ve always felt like he trusts me, and I can tell him about anything that is difficult or a pain point. He suggests possible solutions and helps me see the big picture. And—this was an eye-opener for me—he never forgets to ask how I’m actually feeling. It’s not just about me as a leader, but as a person.

    He’s also made sure I’m plugged into the right meetings and connected with the right mentors, and everyone at both IDC and HemoCue has been so supportive. I’ve tried to carry that forward for my own team, as well. Each of us—including myself—starts out with a “buddy” from the company who’s in a similar role to our own; they help us not only learn the logistics of working at HemoCue but really immerse ourselves in the culture. It’s given us a foundation that makes day-to-day decisions much easier.

    What are some of the challenges you’re taking on?

    One challenge for me is balancing the HemoCue and IDC perspectives. We need to belong in both organizations, and that can sometimes be tricky. What works for our team in terms of working style or flexibility, for instance, might not work for another OpCo’s IDC team.

    Another interesting challenge is identifying how we can best support the Hardware and Firmware teams in Sweden. Because we work remotely we’re somewhat limited in how we can contribute from IDC, but we’ve found creative ways to collaborate on new product development, sustainability and firmware projects. And we’re learning and getting better with each experience.

    But the most interesting of all challenges is expanding HealthTrender—adding new features, rolling out to existing and new markets, improving connectivity, and extending HealthTrender to other solutions. We work closely with Marketing and Sales, and it’s hard to overstate the sense of accomplishment we all feel as key players in achieving something meaningful to human health and wellbeing.

    What are you looking forward to right now?

    Continuing to take our solution global. We started out building specifically for India, and that’s wonderful. When I talk with candidates, they’re thrilled about the idea of building for people in this country and contributing to the Indian government’s health missions, because so many of us have previously only worked on products for the U.S. or Europe. But it’s also exciting to expand. Last year, we took our solution global, moving into Mexico and Egypt, and in the coming year we’ll be adding a few other countries. Of course, each country comes with its own challenges in terms of languages, governance, and regulations on data privacy.

    We’re also expanding our platforms later this year—we already have the web portal, which is written in Java, and the Android product, and we’ll soon have the opportunity to launch on iOS. We’re also exploring potential cross-OpCo collaborations, which is one of the benefits of the IDC. Is there something another company is doing that we can tap into at HemoCue, or a solution we can provide to them?

    Finally, we’re thinking about expanding beyond HealthTrender to other software solutions. I really look forward to seeing the things we build today in the market tomorrow, helping those patients and providers, and I feel very fortunate that I’m able to be part of it.


    Want to join Shanti and the rest of the team at HemoCue? Check out open roles or join the Danaher talent community today. 

  • Developing Talent and Galvanizing Careers at Danaher’s India Development Center

    Developing Talent and Galvanizing Careers at Danaher’s India Development Center

    When Venkataraman Ravikumar became Danaher’s Vice President of the India Development Center (IDC) two years ago, IDC contained seven operating companies (OpCos). Now there are 14. Below, Ravi discusses his experience and philosophy as a software technology leader, what brought him to Danaher, and the opportunities for growth and career development associates will find at IDC.


    I’m a geek. A hardcore, bona fide geek. Problem-solving is what gets me excited, which is why I became an engineer. I grew up in India and earned my undergraduate degree here, then I went to the U.S. to Northwestern University for my Ph.D.

    After Northwestern, I joined GE’s R&D group, where I worked for about 20 years, mostly in the U.S. In the late ’90s, I came back to India to set up a small R&D group for GE, which is now its largest engineering facility. I did the same thing in China, Munich and Rio de Janeiro, so I was exposed to the globalization of R&D and became quite excited about multi-industry product design.

    Throughout my time at GE, we used Danaher several times as case studies on how to understand mergers and acquisitions. I thought the company was fantastic at identifying organizations to acquire and having a very light touch maintaining the OpCos’ centricity of operations

    and marketing while putting the Danaher Business System (DBS) of continuous improvement as a cultural element around it.

    I decided to move to India in 2008 to lead a large engineering design team that used several of the DBS principles around policy deployment and problem-solving. Throughout this time, I continued to be interested in Danaher as an example of how to best problem-solve without ever knowing I would get an opportunity to work here.

    Perfect storm

    When Danaher reached out to me, it was like a perfect storm. I had an absolute fascination and admiration for the company, and they wanted me to look into strengthening their global R&D footprint in India.

    The India Development Center started about eight years ago as a Beckman Coulter R&D group. While it is housed under the legal entity of Beckman Coulter’s diagnostics focus, Danaher took governance of the IDC about two years ago, which is when I joined. Danaher’s desire to grow its footprint didn’t just mean the number of OpCos or its headcount. The company wanted to grow its impact, and I think my background and experience were the reason they brought me on to help achieve those goals.

    The India Development Center

    Leadership approach

    Over the years, I’ve developed my leadership philosophy, which has three parts to it. First, I’m very big on authenticity, especially in a virtual or hybrid environment. If your authenticity doesn’t come through, it’s hard to get buy-in. It’s hard to get folks to agree with your thought process.

    The next is purpose. There has to be a purpose aligned with your growth plans. Or, your transformation ideas need to be aligned to the purpose of the organization. Can you tap into the purpose of your colleagues? How do you nurture them? How do you help them grow? The work we do here has such a positive health effect on society and there’s a great opportunity to accentuate that purpose, which I’ve seen as a driving force at Danaher.

    The last one is communication, which seems simple, but it’s very hard. This was probably the biggest struggle during COVID-19, since it’s much more difficult to communicate when you’re not face to face. I try to emphasize understanding what the expectations are and communicating how we are meeting those expectations. That’s how I’ve seen leaders I admire operate.

    Unified ecosystem

    One of the unique selling points for someone coming into the India Development Center at Danaher is the ecosystem. While you will be hired by one of our 14 operating companies, everything is under the same Danaher ecosystem. We have put together a governance methodology, so all of the operating companies have a seat at the table. This allows us to synchronize on the commonality of people’s agendas, the associate value propositions and the internal fill rate. We discuss how to build careers, as well as how to build systems and processes related to policies that are standardized across multiple operating companies.

    Regardless of the operating company you are in, our IDC policy remains consistent. Our compensation philosophy is aligned and singular, and we talk about technology in India as a single entity. Therefore, anybody can consider and put their name in the hat for any opportunity that becomes available across different technology OpCos in India. At IDC, career growth cuts across Danaher and cuts across the 14 operating companies.

    People bring their ideas from other OpCos with them, so there is a lot of cross-pollination. There are no walls. Anybody can stand up and wave, and they’ll be able to see me. While we have 14 different email tags, we are part of one large cafeteria. This Saturday, in fact, we have a family day, and about 1,800 people are going to show up—associates and their families.

    Value propositions

    When it comes to our associate value propositions, the first one centers on obvious elements around compensation, work-from-home benefits and health insurance coverage. That’s the easy part. These go back to the consistency of the Danaher ecosystem I mentioned.

    The second value proposition is career development, which also has multiple facets. For example, we partner with Udemy, so every associate here has a license and they can get as many certifications as they want across any course Udemy offers. Given that we are in the field of software development technology, the tech stack changes every quarter. It’s a fast-moving cycle. Our partnership with Udemy provides associates with continuous learning, certification and opportunity for career growth.

    Our Takshashila initiative, which gets its name from an ancient university in India, looks at technical core competencies, and we create a curriculum for people to get certified in that. Some examples we do through this university concept are things like testing, verification, validation, software development cycles and cybersecurity, which benefit all the operating companies.

    The third associate value proposition is the ecosystem. Whenever a leader for any OpCo visits, there are opportunities for everybody at IDC to interact with them. This gives you the ability to network, and the ability to understand the industry and how the customers benefit from you across multiple platforms. This is unique to IDC at Danaher.

    Beyond career development opportunities, I also think there is something important about a tangible impact on the society or ecosystem you live in. It’s exciting to amplify the purpose of realizing life’s potential. I’ve seen the spark in people’s eyes when you start talking about it. We can honestly say our tests save lives. Our tests help cure cancer. We can say that. It’s not fiction. It’s real. You’re part of something much larger than just your platform, and that motivates people.


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  • Danaher’s India Development Center: Impacting Global Operations with a Silo-Free Approach to Problem-Solving

    Danaher’s India Development Center: Impacting Global Operations with a Silo-Free Approach to Problem-Solving

    When Danaher wanted to strengthen its global hub for research and development two years ago, the company made Venkataraman Ravikumar (Ravi) the Vice President of the India Development Center (IDC). Below, Ravi discusses the IDC’s place in the Danaher family, how its work influences Danaher and the world, and how it provides top talent with career growth opportunities.

    What is the IDC, and how did it start?

    The India Development Center is a multi-platform, multi-operating company (OpCo) ecosystem that serves as the center of gravity for software delivery and product development for Danaher across the globe. We represent 14 different OpCos, and we have about 800 people working here, creating solutions that meet the needs of all Danaher OpCos, not just those represented in the IDC.

    The IDC started eight years ago as a Beckman Coulter R&D group in diagnostics, but Danaher took governance of the IDC about two years ago. It was primarily a software design and delivery center, but there was a desire to move into hardware development, chemistry, and all product development globally. We are also slowly getting more into digital work, such as providing artificial intelligence, machine learning, data sciences, hardware design and subsystem-level engineering.

    How do OpCos come together there?

    Danaher is an OpCo-centric organization. We created a governance structure for the IDC so that when an OpCo signs on with IDC, it joins a steering committee which includes one member for each of the 14 OpCos.

    The committee meets once every three months to evaluate which cross-platform IDC initiatives—processes, people or growth and innovation—need to be prioritized. The impact of this is felt by all of the OpCos.

    We also use a multi-OpCo test bed to try and make improvements in our processes and the way we deliver software. Within the IDC, collaboration is key and we operate without silos; this model allows us to make improvements that not only serve individual OpCos, but Danaher as a whole. It’s common to see associates from multiple OpCos working together to solve a problem. If something works in the IDC across multiple platforms, we package it and push it through the Danaher Business System for continuous improvement across the entire globe.

    How does the IDC develop talent and promote the career growth of associates?

    The IDC has a very strong associate value proposition. For example, all of the 14 OpCos in the IDC are consistent with compensation and benefits around work-from-home and health insurance coverage.

    We partner with Udemy, so every associate here has a license, and they can get as many certifications as they want across any course Udemy offers. We also have a separate education policy in which we reimburse up to a pretty large amount every year for higher learning.

    And lastly, whenever a leader for any OpCo visits, there are opportunities for everybody at IDC to interact with them. This gives associates the ability to network and understand the industry and how the customers benefit from you across multiple platforms.

    What challenges is IDC working on at this moment?

    We are in the middle of our journey transforming from software development to product development. Different OpCos are at different maturity levels in this transition, which means there is a lot of work to be done to integrate some of the less mature OpCos.

    For me, the definition of success would be when I don’t have to talk to people about the differentiation between software development and product development. When it becomes common knowledge that if something needs to get done, IDC is the only destination to get it done.

    What skills are you looking for in candidates?

    There are many skills required for candidates to succeed at the IDC. One of the most important is the “jugaad” mentality, which is a “let’s figure it out” solution mentality. However, Danaher believes in standard work and process, so we blend the “jugaad” mentality with the Danaher Business System collaborative approach to continuous improvement. A highly successful person in the IDC has that Indian element of crazy innovation, but at the same time, they are structured and able to follow through on an action plan, all while being comfortable with ambiguity.

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