Qlik bullish on India, aims to cross 1,000 customer base this year
Located in Mumbai, this strategic investment enhances Qlik's global cloud infrastructure and deepens its long-term commitment to the Indian market, meeting the growing demand for local data storage, regulatory compliance, and advanced AI capabilities.
Besides, he said, the company is making a lot of investment in advisory services, and through that, vertical guidance is provided to customers in terms of data environment and data strategies for achieving greater efficiency. Qlik senior vice president (APAC) Maurizio Garavello said India headcount has doubled in the last 16 months, and hiring would continue as business is growing in the market. Go big is the direction that top management has given as far as the Indian market is concerned, Garavello added. The US-based IT company, earlier this month, unveiled a new agentic experience to drive faster decisions and boost productivity by bringing new simplicity to complex data-driven workflows. Besides, the company launched Open Lakehouse, a fully managed Apache Iceberg solution built into Qlik Talend Cloud. The agentic experience will provide a single, conversational interface, allowing users across the enterprise to interact naturally with data, using specialised AI agents to quickly uncover insights, drive faster decisions, and boost productivity, bringing new simplicity to complex data-driven workflows.
At the heart of this continuous innovation is the Qlik engine, a unique technology that indexes relationships across data, enabling the discovery of unexpected connections.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
NDTV
10 minutes ago
- NDTV
PM Modi Becomes India's 2nd-Longest Serving PM, Felicitated in Maldives
Male: In a moment infused with diplomatic grace and historical resonance, Maldives President Mohamed Muizzu on Friday extended heartfelt congratulations to the visiting Indian Prime Minister Narendra Modi, lauding his achievement as India's second-longest-serving PM in consecutive terms. Addressing a formal banquet in honour of Prime Minister Modi at Male, President Muizzu hailed the milestone of 4,078 consecutive days in office as emblematic of his "unwavering commitment to public service and dedication to the progress and prosperity of the Indian people". The ceremony reflected a warm reciprocation of bilateral goodwill. "Tonight we are delighted to reciprocate that friendship and goodwill in the spirit of the closed ties between the two nations. First of all let me convey my heartiest congratulation to your excellency on becoming second longest serving prime minister of India today. This remarkable milestone 4,078 consecutive days in the office is a testament to your unwavering commitment public service and dedication to the progress and prosperity of the Indian people," President Muizzu said. Prime Minister Modi arrived earlier in the day at Velana International Airport following his landmark visit to the UK. In a notable gesture, President Muizzu personally received him at the airport, accompanied by senior members of his Cabinet including the Foreign Minister, Defence Minister, Finance Minister and Minister of Homeland Security. PM Modi's visit is at the gracious invitation of President Muizzu, in the context of Maldives' 60th Independence Day celebrations, where he is participating as the Guest of Honour. The occasion is not only symbolic of the enduring ties between the two nations, but also a reminder of India's early recognition of Maldivian independence in 1965. The diplomatic encounter is seen as an opportunity to reframe bilateral relations and reaffirm mutual interests in the Indian Ocean region. The presence of Prime Minister Modi during such a landmark celebration signals India's continued support for regional stability, maritime cooperation, and cultural dialogue. Meanwhile, with the completion of 4,078 uninterrupted days in office, Prime Minister Modi surpasses the tenure of late former PM Indira Gandhi's unbroken stretch of 4,077 days between 1966 and 1977. This historic threshold consolidates PM Modi's place in India's political chronology and deepens the narrative of sustained leadership under his stewardship.
&w=3840&q=100)
Business Standard
10 minutes ago
- Business Standard
'Western vs Indian': Differing management approaches reflect cultural roots
Western management abhors ambiguity. Indians tolerate and thrive in it R Gopalakrishnan Mumbai Listen to This Article Several Indian thinkers (me included) place an emphasis on an 'Indian' way as compared to a 'Western' way of management. They refer to Swami Vivekananda or the Mahabharata to draw lessons. Is this relevant or valid? There is some degree of validity, but only some, particularly in the equilibrium between efficiency and effectiveness. Our assumptions about life and work are shaped by deep and unmanifest influences of culture, for example, deference to power, authority, and age, as seen in Indian business leaders genuflecting before ministers and bureaucrats. When I saw North Atlantic Treaty Organization chief Mark Rutte, a blunt Dutchman,
Economic Times
10 minutes ago
- Economic Times
Shake off that boardom
Agencies Representational Sebi has mandated annual board performance reviews for listed companies with the intent of improving governance standards and ensuring agile and effective boards. But much like routine health checks, board evaluations are usually pushed back to another day, rushed through like a Monday morning breakfast, or treated as yet another compliance hassle. Very few boards treat it as meaningful methods of evaluation involving paper-based surveys, interviews and internal reviews have mostly fallen short. They are time-consuming, heavily reliant on subjective judgement, and reports tend to gather dust after board meetings. Thankfully, digital transformation is slowly but steadily bringing rigour, relevance and repeatability to board evaluations. Technology is not just simplifying the process but enhancing its quality as well. From board portals to AI-enhanced analytics, tech is shaking up the performance evaluations process of boards. Here are four shifts India Inc should know while preparing for the future: Periodic rituals to continuous insight Traditional board evaluations follow a rigid cycle of once in every three years for in-depth reviews, with lighter (symbolic?) annual quickies. With digital tools, evaluations can become more frequent, flexible and embedded into the rhythm of board Europe, a clear trend is emerging where more boards are moving to annual evaluations, sometimes with focused interim reviews in between. These 'in-betweeners' can be tailored to specific committees or themes such as audit oversight, strategy alignment or digital Indian enterprises, especially those facing major market shifts, or family-to-professional transitions, such agility can be a game-changer. Digital platforms reduce the cost and administrative burden of evaluations, and allow directors to evaluate performance in a way that feels relevant, not regulatory compliance. Subjective judgement to data-driven oversight One of the biggest criticisms of today's board evaluations is their subjectivity. When directors assess each other, implicit biases, interpersonal politics and unwritten hierarchies can creep in. Results can feel vague, cautious or sanitised, which defeats the very purpose of the exercise. Technology helps move the needle from opinion to evidence. Digital platforms capture structured data aligned with clearly defined board KPIs, including strategic execution, financial oversight, risk management, succession planning and stakeholder engagement. More importantly, they enable year-on-year tracking, which is invaluable. With consistent digital tools, companies can build longitudinal data, making it possible to spot performance trends over time. In the past, each evaluation might have involved a new consultant with a different lens, making comparisons difficult. In India, where regulators, proxy advisory firms and institutional investors are increasingly scrutinising board behaviour, data-driven evaluations offer both credibility and clarity. They also align well with Sebi's push for transparency and long-term value creation. Generic templates to tailored evaluations All boards are not created equal. A large, listed conglomerate, a promoter-led tech unicorn, and a PSU each has vastly different governance challenges. And, yet, until recently, many digital evaluation platforms used 'one-size-fits-all' questionnaires that failed to capture the finer details. This is tools allow deep customisation. Evaluations can now be structured around company lifecycle stage, industry dynamics, board composition, strategic priorities and even anticipated disruptions. A logistics company undergoing digital transformation may want questions on tech-savviness and cybersecurity oversight. A manufacturing board preparing for succession may focus on talent pipeline and leadership India, where board diversity, independent director effectiveness and ESG oversight will all be in sharp focus soon, tailored evaluations are especially useful. They allow boards to gather input beyond the boardroom. Confidential feedback from CFOs, compliance officers and external auditors can highlight blind spots in committee functioning. A board chair may believe the audit committee is effective, but what does the internal audit team think? Tech tools enable this 360° feedback in a secure, anonymised manner. Embrace emerging AI Theoretically, AI holds immense promise in enhancing board evaluations. Algorithms can analyse meeting minutes to flag overlooked agenda items, assess time spent on key issues, detect redundancy across committees, and even predict future director skill needs based on corporate strategy. If a company is entering new markets or industries, AI could help assess whether the board has the requisite global experience or regulatory could also objectively benchmark director contributions by analysing attendance, speaking time, committee involvement and follow-through on action adoption remains limited. Company secretaries cite internal policies that restrict the use of external AI tools. Concerns around data security, confidentiality and compliance with DPDP Act make boards wary. As AI tools mature and governance around data-sharing strengthens, selective use of AI in internal evaluations may become more acceptable. Striking a balance between AI analytics and human judgements will be Inc boards are under increasing pressure to perform, not just from Sebi but from shareholders, rating agencies and civil society as well. As businesses grow more complex and stakeholder expectations rise, the traditional approach to board evaluation simply won't suffice. Board evaluations done right are corporate a world where opacity is liability, data is destiny. As a veteran puts it, 'Great boards aren't born. They're beta-tested.' (Disclaimer: The opinions expressed in this column are that of the writer. The facts and opinions expressed here do not reflect the views of Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Can Chyawanprash save Dabur in the age of Shark-Tank startups? Piaggio sues former employee for 'Coldplay' reference on CEO Why Air India could loom large on its biggest rival IndiGo's Q1 results Can medicines inject the vitamins Amazon is missing? How India's oil arbitrage has hit the European sanctions wall Stock Radar: Bajaj Finance breaks out from falling supply trendline; likely to hit fresh highs above Rs 1,000 Weekly Top Picks: These stocks scored 10 on 10 on Stock Reports Plus These large- and mid-cap stocks can give more than 25% return in 1 year, according to analysts For investors with patience & cash: 6 large-caps with strong balance sheets & big TAM; and an upside potential of more than 24%
