Minimum Viable Digitisation

In MSMEs, digitisation fails when it asks for faith. Start where it offers relief. This is the point where many leaders make the costliest mistake: They treat digitisation like a “big bang”. ERP rollout. Full automation. Everything at once. And then they act surprised when the company rejects it. Let me say it plainly: Most MSMEs don’t fail at digitization because of technology. They fail because of adoption. Which Seat? Inherited seat: you’re under pressure to “make it modern” fast. That...

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In MSMEs, digitisation fails when it asks for faith. Start where it offers relief. This is the point where many leaders make the costliest mistake: They treat digitisation like a “big bang”. ERP rollout. Full automation. Everything at once. And then they act surprised when the company rejects it. Let me say it plainly: Most MSMEs don’t fail at digitization because of technology. They fail because of adoption. Which Seat? Inherited seat: you’re under pressure to “make it modern” fast. That pressure pushes you into big moves. Hired seat: you want to justify your hiring with visible transformation. That pushes you into big moves. Promoted seat: you want to prove you can lead beyond operations. That pushes you into big moves. Different seats. Same trap: overreach. UPI vs core banking Think about how India adopted UPI. Most people didn’t wake up one day and say, “I want to digitize my financial life”. They adopted UPI because it was easier than what they were doing. It reduced pain: no change needed, no long forms, no bank visits, no waiting, instant confirmation. If you compare that to “core banking software”, you’ll see the difference. Core banking is heavy. UPI is light. Core banking asks for trust and patience. UPI offers relief on day one. That’s your lesson for MSMEs: Digitisation should feel like relief, not religion. Right Target Incoming leaders often say: “We need data.” “We need transparency.” “We need ERP.” All of that may be true. But it’s not the starting point. The starting point is: interfaces. Interfaces are the places where work crosses a boundary and things get messy. In MSMEs, disputes usually begin at interfaces: purchase request → approval → PO production completion → dispatch → delivery invoice → follow-up → collection customer promise → production plan → commitment These are the places where: money moves, blame travels, delays hide, exceptions grow WhatsApp becomes the system. So don’t digitise “everything.” Digitise one interface where money moves and disputes begin. Why Interface-First Two well-known ideas explain adoption clearly. Everett Rogers wrote about how innovations spread: people adopt when they see advantage, low risk, and others like them succeeding. They don’t adopt because you announced it. The Technology Acceptance Model (Davis) is even simpler: adoption happens when people feel the tool is useful and easy. In MSME terms: “Will this make my life easier?” “Will this create trouble for me?” “Will I get blamed if it fails?” “Will it slow me down?” If you can answer these questions well, adoption happens. If you can’t, people will smile and bypass. Viable digitisation Minimum viable digitisation means: small scope, clear benefit, low risk, quick proof, easy rollback. It’s not “small thinking”. It’s smart sequencing. The goal of the first digitization is not perfection. The goal is trust. Once the system sees that digitization reduces pain without creating danger, the next step becomes easier. What to digitise If you want a safe starting point, pick one of these interfaces: PO approvals Why it works: delays, confusion, and “who approved what” disputes are common. A simple approval queue reduces follow-ups fast. Dispatch confirmation Why it works: dispatch is where customers start shouting. A simple dispatch status board reduces panic. Collections follow-up Why it works: cash flow stress is universal. A simple overdue list with follow-up notes reduces chaos. Notice these are not “ERP modules”. They are pain points that people already feel. The one thing you must add: rollback safety This is important: in MSMEs, people avoid new systems because they fear getting trapped. So your pilot must include a rollback rule. Not as a threat. As reassurance. Example: “We will run this for 2 weeks. If it increases cycle time, we will roll back.” “We will keep a backup format for emergencies only.” “We will not punish anyone for mistakes during the pilot.” This reduces fear and increases honest participation. (The author is Co-founder at PPS Consulting and a business operations advisor. She helps businesses across sectors and geographies improve execution through global best practices. She could be reached at rashmi@ppsconsulting.biz)

Why Women Are Better Investors Than Men

Kaustubh Kale
Mar 9, 2025
2 min read

Updated: Mar 10, 2025

As the world celebrated International Women's Day, discussions centered around women's achievements in various fields—business, leadership, science, and beyond. But one area where women consistently outperform men, yet receive little recognition, is investing.

Despite money management often being seen as a male-dominated field, women have quietly and consistently proven to be better investors than men. With patience, discipline, and a long-term mindset, women naturally possess qualities that make them superior money managers.

A Perfect Blend of Knowledge and Wealth

In Hindu mythology, Goddess Saraswati symbolizes knowledge, while Goddess Lakshmi represents wealth—two essential pillars of investing. The ability to manage wealth wisely stems from a deep understanding of financial principles, and this is where women excel. They take the time to learn, analyze, and make informed investment decisions rather than rushing into trends or speculation.

Why Women Make Better Investors

Several traits make women stand out as investors:

Patience and Long-Term Vision: Unlike men, who may be more prone to impulsive trading and get-rich-quick schemes, women tend to have a longer term mindset. Their ability to stay calm, especially during market fluctuations, leads to better returns over time.

Disciplined and Goal-Based: Women prioritize consistent savings and goal-based investing. This disciplined approach helps them build wealth steadily. Women naturally excel at budgeting, planning, and structuring investments to align with future goals, whether it’s children’s education, home buying, or retirement security. Their emotional connection with goals is what makes them stick to discipline.

Risk-Aware, Not Risk-Averse: Contrary to the stereotype, women are not afraid of risks—they are just more calculated about them, through appropriate asset allocation. Eventually, this approach ensures maximum returns with minimal risks.

Trust and Willingness to Learn: Women value education and expertise, making them more likely to seek guidance from a well-qualified financial advisor. Unlike men, who often overestimate their investing abilities, women approach financial decisions with a willingness to learn. Once they find a trusted expert, they follow sound advice instead of making emotional, short-term moves.

Women Leading the Financial World

These qualities are why many of the world’s leading financial institutions are now led by women. In India and abroad, we see prominent banks, asset management companies, and investment firms thriving under female leadership. Their ability to combine strategic thinking with emotional intelligence makes them exceptional at managing money—both at a personal and professional level.

Final Thoughts

With their trust in expert advice and a strong focus on financial education, more women should embrace their strengths and take control of their financial futures!