Making the right decision as an IT leader relies on an individual’s in-depth understanding of the business and its landscape, rather than just on traditional experience, hands-on skill, or even academic knowledge.ĭue to the growing digital marketplace, it’s becoming harder than ever for IT leaders to optimize updated product roadmaps, operation process, resource allocation, budget controlling, service tradeoff, new technology adoption, and legacy system retirement plans. Today, management or IT leadership roles are in the fastest and most dynamic iteration period they’ve ever experienced, and this is mostly contributed to (and led by) the IT industry. However, the more chaos that exists, the harder it will be for businesses to make right decisions. Leadership, by definition, is about making the right choices among chaos and unstructured information. Peter Drucker once said, “Management is doing things right leadership is doing the right things.” The importance of this skill is not controversial, but it is also not uncommon for IT leaders to struggle in conquering, applying and adopting this skill into their leadership style/practices, especially in a technology-dominated IT leadership role. This understanding is the foundation for IT leadership. He launched the collaboration platform provider, Moxtra, in 2013, and Citigroup awarded Moxtra the Best Client Engagement Tool at the APAC Citi Mobile Challenge in 2016. Moxtra’s app has been downloaded more than 5 million times.ĭiscover more exceptional Asian American immigrants in the blog post Nine Famous Asian and Pacific Islander Immigrants.It’s key as an IT decision maker to have an in-depth understanding of the business your team serves: from competition landscape, to customer behavior shifting, to global supply chain evolution, to industry revolutionary business model shifts. Iyar’s next business looks to follow the same path to success. According to the Cisco, more than six billion meeting minutes now happen using Webex every month. In 2007, Cisco Systems acquired WebEx for $3.2 billion. When WebEx received its first funding of $25 million in 1999, Iyar was able to implement many of his ideas and strategies for the company and revenues crossed the $1 million mark. After the shift to broadband, the company took off and became a serious competitor in the industry. Low bandwidth presented a significant obstacle at first, and WebEx struggled to even turn a profit. In 1996, they launched WebEx Communications. In the 1990s, he was befriended by Stanford-trained system engineer Min Zhu, who needed help developing and selling his web-conferencing tool. After graduating from the Indian Institute of Technology-Mumbai, he moved to the United States and worked at Intel, Apple Inc., Quarterdeck and Teleos Research. Iyar is descended from Tamil immigrants who had migrated to Mumbai. One of the two pioneers behind WebEx is a savvy salesman and high-tech entrepreneur from India named Subrah S. When WebEx was bought by Cisco Systems in 2007, the cost was $3.2 billion. Venture capital funding worth $25 million in 1999 helped to expand what is now one of the world’s most-used web-conferencing brands. More than six billion meeting minutes now happen using Webex every month. employment: 37,300 (as part of Cisco Systems), 132 (Moxtra)Īccording to a loyal customer, Iyar is “energetic, sincere and charming, and he doesn’t quit.” Education: Indian Institute of Technology-Mumbaiīusiness: WebEx Communications, Inc.
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