So today, we are going to talk about the disruptive technology and product architecture.So before going forward, I will just tell the audience, there will be the pop up, that will come in the background, just to, with the engage with this session, keep, that call, actually engaging, and that is going to be really helpful for you, once, our session will end. So, yeah, next, let me go to this. So, yeah, that is done. So hope you are able to see the pause and you will be able to get the answers. So going forward, I am Richa. I am a technical architect at Hartman, and I have overall thirteen plus year of experiences. I worked, as a cofounding member of the CTO community where mostly we, giving the, knowledge sharing sessions and giving the consulting for the, startup for fracture fractional CTO as well based on the demand and, based on the our knowledge sharing and consulting.

Apart from that, as a as a architect, I used to do, the multiple activity on the designing and scale. And agenda of this session is, mostly if I will talk about, so, as in my journey, I have started my career as a engineer, and now I am leading, the team as a architect and also as a co co founding member. So here, agenda for this is, like, how, our, medium, leadership team or, whoever is the executive or whoever is still software engineer, how they can think beyond the code. So, because most of the thing, we forget about once we will start the coding, we will forget about the people management. We will forget about the strategy. So mostly, I will talk about that. Apart from that, I will talk about the how destructive technology is changing in the, current scenario, right, and how it is going to impact in the future because I have to, do the lots of the thing, in a quantum computing and generative AI, adjust strategy, and there we found there is always, some knowledge sharing is required, around this until we without that, we were not able to reach on the strategy level.

Because as a coding and as a tool, we always aware it is available in the market as open source. Right? So and apart from that, I will talk about the how to architect architecting for the innovation at scale. What should be the CTO mindset? Because I'm a the certified emerging CTO, from the IT Kanpur. There, we are mostly, focusing on the, a strategy and planning and, also, also how to execute that part using the various tools, either the sort analysis, pistol, face bone. So that we a little bit, I will catch up on that part. Apart from that, mostly, you will just see, further. So why, I mostly given the background, but why this talk is really, important. Right? Because nowadays, it is mostly, we forget. Right? Either, we are going on, some, innovation.

We will talk, okay, generative AI is here. Quantum is there. But how to implement that disruptive technology. Right? So, for that, obviously, we should have a a mindset where we can see how we can hire the talents. Like, who can help? Because CTO or tech leader is not going to quote. Right? So and we have to not go on the proper line by line code and, not the on the leadership thing. But at least we should understand what is disruptive technology is going to come. Right? Like, generating AI and, apart from that quantum computing. Right? Once it is going on, generative AI, we everyone know. Right? Everywhere know it is generative AI there. But there is a certain technology, digital twins.

Apart from that, we can say the decentralization where, Meta was working. Right? So this type of technology still we have to learn. And, in, and apart from learn how to spend our cost. Right? What will be the ROI if we are going to spend on the disruptive technology? Because POC for technology is one thing, but, whenever we are seeing, right, if we want to implement that on the production, in the last, it is going to fail. Right? Most of these startups are, with the disruptive technology, but still we don't have that mindset where, we are coming in production and running on the, with the live audience. Right? Except one or two, which is not as we are seeing. Right? At the generative way.

Apart from that, other thing is ideally stop either because of limited candidate or limited. We can say the budget. So that is important, and that talk is really important apart from the architecture. Right? Because sometimes, whatever disruptive technology that can change the market, the everything was there. But if we will we can't scale that. Right? Nowadays, everything is in cloud. But cloud, like, if we are going to use either AWS, Azure, etcetera. But how we are going to exactly architect in the, product server. So that where we have to think about, the strategy side because we have developed the code itself. I have run I have executed the code, but while we are always going on the production, we have to think on the architecture, how we can scale, how we can give some performance, what will be the t plus. Right? So, that will be obviously, we can say the, product architecture is going to be important and innovative at scale. Right?

So if we are able to innovate, but we are not able to operate further. Right? So that where our pro product will fail. And, obviously, code to strategy, if we will talk about the code, really code, we will be able to, give everything. We will be able to write. We will be able to open source. But once we want to, sell to, client and customer, right, that is the main thing. Who is going to use our product? That time our strategy should work. Like, how we are going to sell our code, our product. So, okay. Next slide, just let me know in case if it is visible. So, if key insights from my journey based on my experience, I can tell. Once I have started as a lead engineer that time, I itself mostly thinking on the code, but it's not about the code.

Going forward, when I have started educating on the architect or started, learning the emerging tech or a strategy or started mentoring the, entrepreneur, and, leadership team. That time I thought, like, a code is not really important. That is important until you are going to create the innovation, Not you are going to sell the innovation because innovation is not to only develop, but innovation is what we are going to sell that product in with the operation team and operation team can, further, sell to our customer.

Right? So there, I have learned lot of things. So here, if I can tell the key insights from my journey, like, we should not only focus on the feature delivery, but we should always focus on the scalability, future proof outcomes. Yeah. Next. Let me just, go through. Hope my slide is visible. Yeah. So why incremental innovation fail sometimes? So that, sometimes disruption is exponential, and, our new business models needs needed the, we can say they're not new just feature, but, we can say the, most of the things, important, idea and a strategy. And for that idea strategy, we should come up with some problem statement, some future, forecasting. For that, we can use the different tools. And that tool is mostly, like, either we can use with the sort analysis, pastels, like, what will be the our strategy, with that tool, and that is going to import it.

Otherwise, once our, code is developed and we are not able to give the certain, a good product, that is, I think, best of the our innovation and best of the our time. Right? I think few questions are coming. I will take, in some time. So, as disruptive disruptive technology, most of the people, I think you have given the podcast, Paul and, there, we will see, like, generative AI is nowadays, in a boom. Right? Everywhere you will go, you will see transforming the code or designing the knowledge. It is reshaping our the strategy either for the content or, we can say about the code itself. Right? But, really, that code or that, at, inbuilt code was creating the our solution at the product level, or we can say as a global level or production ready, I think no.

But there, we can do more of the thing. Right? Like, where, obviously, I'm not saying about, okay, we can write everything from the generative AI, but somewhere it is going to help on the productivity side. But at least we have learned, during the our practical hands on. Apart from the quantum, when, I was a, doing the research for quantum computing, that time, obviously, this was the, important area where we are mostly interacting with the our quantum physics concept. Right? Either superposition, entanglement. But, still there is a lot of thing, which is not done under, middle level company. Right? Whoever was the top tier company that already are doing their research.

But how we can implement where we are thinking about the either for the financial drug discovery and, more, we can say the our health care system. Right? So there, still we should have a quantum, thing in pipeline. Apart from that, you can see, our cloud native or web three, everything as a service says, right, either platform. That is important, nowadays where we suit CTO should at least will, focus, or a digital twins. Right? Very people less people is aware with digital twins. So we can at least understand on how we can implement with the business. That is important. So as a landscape, I has already covered. Like, there is a lot of thing, we can do with the AI driven automation. Like, SAP itself was have a RP, right, that they are using.

And, we can implement for the multiple places. Like, nowadays, we are seeing everywhere. We are, doing charge, GPT, our, with the our internal, tools with some company. Right? So here, mostly organization must focus on the experimentation, reimagination, architecture and build adaptive talent pipeline. Because without talent pipeline, we can't survive in the our future. So, that is important. So, one minute. I am just, going. So, this is just a few examples like what how we can, implement in our organizations, AI driven automation thing, like, code generation we can use, automation testing, can be used, and that obviously, can help sometimes where, we are not doing, any testing. So, that can be implemented by organizations. Machine learning by DevOps. Because still now DevOps, few places, it was implemented, but few places still, it is manual. Right? So there, we can, see, like, how DevOps, thing can be implemented on the organizational structure as, not only on the code basis, but a strategy basis.

And there, mostly CTO or top leader can focus, like, how, it can be either finance, supply chain, or ecommerce. Because why I'm explaining this to me? Because I have worked on the all three and four domains, which where we can do the lot of things with, this concept. So, at least for AI driven, I can say this much. And, if I can go for the next slide. So quantum computing. Right? So as I already told, we can implement. But where we can implement? Right? So, that is important where organization always, think about that. Right? So that that time leaders should come and pitch in for where exactly which use case we can, use this quantum computing. Right? Either like the complex simulation, like, for drug discovery, if anyone is aware of health care system there, we need this thing. Cryptographic and apart from that optimizations of algorithm.

We have to think about the, cost as well where we are going to see if we are obviously going to invest on this technology, what is going to be returned. So that should be proper. We should have a, analysis, like, what is the exact problem instead of just jumping to the technology. Really, that, technology is useful for our company or our team. That is really important. Instead of just, spending, time on, any, disruptive technology, Not only quantum and AI, but, any disruptive technology going to come, further. Right? We have, we can say the decentralized system. Somehow, decentralized system, blockchain was in boom, before three to four years back. Right? So, that time, we have explored much. Little bit, once generative AI came, it is not closed, but still people are exploring yet. So suddenly, there is a level we can say.

It can be, a closed there will be always research needed for that. Apart from that monolithic to modular platform, like, I worked on the clothes, and there we are to a a strategy there. Like, suppose we have to move from monolithic to modular. That time, how we can manage. Right. So there, if I can, say the one key takeaways, like, we should enable the ecosystem, not just the feature. Because, once we have a, a technology, that time we have to think about the cloud as well, microservices as well, and our architecture that is going to easily adapt or not. Otherwise, if it is not required for business, we don't have to do unnecessary just for to name sake. Okay. We are managing the disruptive technology.

So that should be the key to for the top leaders or the CTOs who are mostly, driving these things. Right? Because developer will just do the coding based on what you are going to give. But, really, that is important or not that we we should focus. So this is just the one or two example where mostly I have worked. So here, a strategy for innovation at scale, I can say, we should enable the adaptability, or we should enable the ecosystem. That is important further, any strategy we are going to plan. Some CTO mindset. Sorry if any old CTO, joined. I'm not blaming for that, but at current modern CTO, at least we should, think beyond the our, vertical thinking, but horizontal thinking.

And, mostly, we should focus not only on the tech stack for the businesses. We are learning from the whoever was the, our, old CTO or existing CTO, but, we are just moving towards, and we are just adding and thinking about beyond the tech stack. And, there is a multiple things which is going to be changed when disruptive technology is coming and, changing the our strategy, for developing the any product. So, that is the important. I think ROI planning, team design is the one part there we should focus, and that already I have covered. But, yeah, apart from governance and regulation is obviously required, because as a regulation, there are the multiple things like ethical AI and if any cryptography using the quantum, we are going to use, that is not going to loss the things. So always, we should have a some regulation in pipeline for any disruptive technology, either on the governance level or the, our organization level or our the country level, whatever country level.

So that is important. So final takeaway, I can tell, we should, architect the future, like, use the code and a strategy together. Just think and not separate the both thing. Either you are a developer, you are a leaders, leaders, or, going to be future leader. Embrace that disruption, lead with vision, and scale the innovation. That is the final key takeaways from my session. I can, provide. Going forward, if I can tell you, this is my connect. If you want to, be on, further question, you can connect, with me, and, I am just getting to pause. If any question I can take now.