The Responsive EnterpriseHow do you make a large organization just as quick on its feet and effective as a start-up?

Principle 7: A self-scaling culture

By Vikram Kapoor and Rini van Solingen

7

How do you make a large organization just as quick on its feet and effective as a start-up?Large enterprises have often lost much of their responsiveness in comparison to smaller enterprises or start-ups. This despite the fact that today, being responsive might be the most important quality an enterprise can have, as the ability to swiftly respond to changes can help an enterprise survive in the long term. This whitepaper covers one of the nine patterns from the book The Responsive Enterprise, written by Vikram Kapoor and Rini van Solingen. In this book, the authors explain the nine patterns – each of which have four sub-patterns – that help to greatly increase responsiveness. The story is written as a dialogue between two main characters, Mark and Ron. A separate whitepaper, containing concrete tips for implementation and areas for attention, has been written for each of these patterns. Responsiveness is a journey that doesn’t end once the nine patterns in this book have been implemented. The world will continue to change and, as a result, so will responsiveness. There is no reason to put off becoming faster and more responsive. Start today by making client impact a priority and using mini-companies to experiment in order to realize your higher goal.

Pattern 7: A self-scaling cultureBecause growth ensures new challenges for everyone, it is therefore a necessary constant. This kind of growth, however, requires a self-scaling culture realized through a number of divisible teams.

This whitepaper is part of the book The Responsive Enterprise by Rini van Solingen and Vikram Kapoor, and offers additional details and information for practical implementation.

The four underlying principles

1. Values and principles are explicit, pro-active and client-focused.

2. It uses autonomous teams that grow and develop on their own and can split off like bee colonies.

3. Models for operations and growth are highly elaborated and aimed at self-direction.

4. The goal is growth as a necessary precondition for energy.

32

The conversation on the seventh hole is about growth and scaling up. First, the friends talk about the importance of growth. Ron suggests that growth for its own sake isn’t a goal. He even compares growing for the sake of growing to a nasty disease. Mark explains that growth is necessary – it’s like oxygen. This is because growth also brings the energy one needs to be responsive. It’s very difficult to find that energy when a company is shrinking. Growth isn’t limited to expansion in the financial sense. It can also mean new challenges, development and increasing skills. According to Mark, growth is absolutely crucial and something you should strive for – otherwise, you might be caught off guard by shrinkage. And that is something too important to ever be left to chance. The men go on to talk about how to scale up a culture within a fast-growing organization. Mark explains that it’s something you do at a group level rather than at an individual level. Teams divide themselves as they grow; culture is established and passed on at the team level. The mechanics are the same as a colony of bees: the colony reproduces itself through division. Mark and Ron conclude the hole with a detailed discussion of the law of three: never more than three roles within a team, and all members are expected to be able to fill at least two of the three roles. Ron likes the simplicity of this system, but fails to see how he can apply it in his own organization.

The four underlying principles of a self-scaling culture

The dialogue about a self-scaling culture in the book The Responsive Enterprise

5

Values and principles are explicit, pro-active and client-focused. A Responsive Enterprise requires a culture of its own. This culture should focus on entrepreneurship and always putting the client first. A new culture, however, is not something you can just program into peoples’ heads: it involves interaction and discussion. For that reason, a concerted effort to establish shared values and principles concretely is an important step in building a self-scaling culture. Scaling up will then occur via the employees in the teams. Storytelling is also an important tool used for changing a culture. Storytelling helps to make those abstract concepts of values and principles more concrete. What do you do, and when? How should you act in a given situation? These concrete examples, war stories and success stories are crucial in making a culture into something tangible. Values and principles will require concrete form if they are to lead to explicitly desired behaviors.

Design an infrastructure for automated delivery of products and services. Culture lives within people. It’s in their mindset, skills and behaviour. A responsive enterprise develops this culture and propagates in through teams. Teams take on new members, who in turn adopt the group’s culture at both the conceptual level and where actual operational activities are concerned. This makes teams an important instrument for scaling up operations. The faster they learn by experimenting, the faster the growth of these teams will be. They continue to grow up to the point that they are so large it is no longer possible to operate effectively. When that happens, the mini-company divides itself and the new teams carry on separately. Knowledge, working methods and behavior are transmitted and scaled up at the group level. A responsive enterprise expands its culture, scaling it up, via teams. Ideally, these teams will consist of only three roles—the law of three—and each individual will be expected to be able to take on at least one of the other roles, even if it’s only temporarily. This will compensate for any temporary shortage in a specific role during growth.

Models for operations and growth are highly elaborated and aimed at self-direction. Individual growth and the accompanying responsibilities and decision-making authority are managed at the lowest level. This means that no permission need be sought from higher up in the hierarchy, but that the current role and position make it abundantly clear what the possibilities are. This allows each individual to maintain control of his or her own personal growth, and therefore to directly influence the accompanying reward. Models of personal growth and operational decision-making are therefore jointly established, made concrete, recorded and discussed. The idea behind these models is that everyone will have autonomous influence on their personal development, decision-making authority and rewards. Self-determination is therefore the top priority in such models: they are concerned with challenges, ambition and self-discipline rather than limitations, restraint and control.

The goal is growth as a necessary precondition for energy. Growth has many dimensions: financial, personal, scope, mastery, sustainability, and so on. Responsive enterprises will have a natural drive towards growth. They want to grow, but without sacrificing any quality, energy or commitment. Growth for the sake of growth is not their goal. It’s not just a matter of wanting more and more. Growth is necessary because it brings greater challenges, new opportunities and promotions, more enjoyment of work and development into a company. That is why responsive enterprises have a natural focus on growth: it is a source of energy they can use to make themselves stronger. The only task management has, in that case, is to help determine the direction in which the company will grow, from a strategic perspective. This is hardly a full-time job and requires maximum involvement on their part.

4

Step 1: Make values and principles explicit and discuss them regularly

• Organize a workshop or series of workshops in which the shared cultural values are discussed and where some of them are assigned a higher priority.

• Based on these values, elaborate a number of concrete principles to serve as guidelines for day-to-day decision-making. Work together to define these on the basis of discussion.

• Collect stories about real-world, concrete situations, link them to the values and principles and communicate why or why not the action taken in that specific case was in keeping with the culture.

• Review the principles based on concrete examples and continue to collect and share stories in order to illustrate the values and principles concretely using real-world examples.

• Create a program for bringing new employees on board that includes explicit attention to values and principles, and in which the aforementioned steps and accompanying discussion are repeated.

Step 2: Create self-growing teams that contain complementary roles

• Self-organizing and self-growing teams are the basis of a Responsive Enterprise. Teams should select their own new members.

• Establish a procedure for job interviews in which potential new employees are evaluated and hired by the teams themselves.

• Apply the “law of three”, which means that each team consists of three complementary roles that enhance the growth and efficacy of the team: for example, selling work, doing work and recruiting new colleagues.

• Allow each team member to play a single role, but make sure they are always able to take on at least one of the other two roles on a temporary basis.

• Let teams grow and prepare them to divide when the time comes by quickly forming sub-teams organized around different subject or client areas, propositions or other kind of shared focus. Sub-teams should always consist of these three roles as well, so that they are being prepared to divide later on.

• Allow teams to grow until they become too slow as a result of their size. Then, split these teams into a number of new (once again) self-organizing teams that are comprised of the same three roles.

Case study 1: Everyone is an entrepreneurA organization that wants to be strongly responsive has a growth model for employees that is based on self-determination. For growth in personal rewards, however, employees are asked to take on additional responsibility; this involves forming their own team and accepting final responsibility for that team. A number of subject-matter specialists want to experience personal growth and see increased rewards, but are very clear that they do not want to lead teams of their own. Recently, in fact, two specialists left the company in order to start out on their own as independent contractors. Apparently, the model involving responsibility for a team of one’s own failed to motivate these specialists.

This pattern has to be broken. What would you do?

Take a moment to consider your actions, before you continue reading.

The organization in question struggled with this issue for some time. On the one hand, it is fair to ask an employee to assume greater responsibility in exchange for greater reward. On the other hand, when that employee doesn’t wish to develop their skills in that direction, and goes in search of other work instead, the model has failed. The company in this case solved the problem by sitting down with a number of experts and working with them to establish a experimental model aimed at individual growth. That way, they could take on additional responsibility, but pertaining to their own actions and personal development. These specialists then worked to expand their own expertise and to publish their findings, the idea being that the growth of their own expertise would translate into increased revenue and more projects. They designed a model in which specialists received a bonus for every project they sold, in addition to a bonus calculated on the basis of their personal net profit achieved. That way, they became entrepreneurs operating within the company without the need to lead a team of their own. This reduced the anxiety over growth, stopped employees leaving and reinforced the personal development of the experts. In practical terms, the effect was that they quickly generated more work than they could manage on their own, forcing them to delegate work to a number of co workers. From there, the step to leading a team of one’s own suddenly didn’t seem so drastic, and their reluctance to do so was also reduced considerably. The core of this solution was found in dialogue and a joint search for an effective solution, without losing sight of the basic goals, values and principles in the process.

How do you do this?

6 7

Step 3: Develop and maintain models for personal growth

• Ensure continuous attention for personal growth, in which rewards depend on the result and the degree of personal responsibility.

• Growth models are always aimed at promoting individual initiative: every employee is in charge of his or her own growth.

• Promotion takes place “after the fact”: you become it because you are it. This removes any obstacles to taking additional responsibility yourself; when this proves stable, job functions are adjusted to fit the reality.

• Make sure that everyone in the company is constantly training their own successor(s). Preferably two candidates, so that personal growth and the growth of the company go hand-in-hand.

• Everyone both provides and receives individual coaching.

Step 4: Develop and maintain models for operational decision-making authority

• Ensure that the boundaries of decision-making space are clear and transparent, so that everyone knows when they must work within the boundaries and when it is possible to step outside them.

• Make it extremely clear which aspects are not suitable for making one’s own decision without the explicit approval of a manager.

• Re-examine the models for decision-making and authority regularly on the basis of concrete examples. Was a particular case an exception to the rule? Was the action taken desirable? Or did the case teach you that the explicit decision-making models were ineffective and will require adjustment?

• Typically, the discussion surrounding the models for decision-making and authority will prove more valuable than the models themselves. Really, on the workfloor it is often a question of “acting in the spirit of” a particular guideline. Much like with the values and principles, it is the discussions and concrete examples that will help flesh out these models.

• Stop thinking of such conversations as a waste of time. They are part of the preparation for those times when one has to make a quick decision. In a Responsive Enterprise, there is no time for consultation when a decision must be made: for that reason, the principles and models applied in making choices need to be established in advance.

Case study 2: Scaling fast-food culturesWe often find scalable business cultures with a cell structure in an industry where you might not expect such a thing: the fast food industry. And American fast food companies in particular. McDonald’s is one example, although in the Netherlands you see it more and more often at companies like Starbucks, KFC or Burger King. They all use small teams who provide a fixed range of services in a predictable and familiar fashion. Expressions of culture – such as clothing, colors and language – are part of this as well. It doesn’t matter which of the many McDonald’s stores you walk into, the atmosphere and experience are the same and the staff serves customers in very similar ways. This is also to be expected in a fast food setting, because the repeatability of the service and food is so important there. This repetition and predictability are incorporated into the service and carry over into all other aspects. For Responsive Enterprises, this is different; how they do business necessarily involves a great deal of diversity and change. This is precisely why it is so important to pay particular, focused attention to ensuring a self-scaling culture.

98

Things to keep in mind

1. Repetition. Continue the discussion; keep telling stories. True behavior is determined by people’s mental models of what is and is not allowed, and what is or is not desired behavior. The more stories you share and the more you talk about questionable examples, where it may not have been clear what was right, the easier it will be for the employees to make their own decisions further down the line. This is because they will have a clear grasp of principles and will have no need for further discussion at the time of decision-making. In other words, repetition is good and can be integrated into your schedule.

2. Dilution. New employees dilute an existing business culture. The faster a company is growing, the more attention should be paid to culture, cultural values and principles, and concrete stories and examples. Programs to bring new employees on board, culture workshops, posters and booklets about the culture, and so forth are measures that can help you combat dilution and reinforce your company’s culture. This is necessary in order to make sure everyone can refer to the shared cultural values and principles when it comes time to make concrete choices and decisions.

3. Storytelling. Often, values and principles remain an abstract concept. What they mean in concrete terms, as applied to day-to-day practice, often remains open to varying interpretations by different individuals. Sometimes values and/or principles contradict one another. When they do, which takes precedence and why? Storytelling is the answer to this dilemma. Sharing concrete stories and actual case examples helps you communicate clearly and concretely what is and is not desired behavior. These stories help provide direction for the future. It can be enormously helpful to go over concrete cases together, discussing why a particular action was taken and what the consequences were. Stories are a necessary means to prepare employees for future action.

4. Never more than three. Keep your teams small, simple and organized, and always limit the roles within them to three. Not two, not four – three. This kind of triangle is infinitely scalable while also keeping things simple. Naturally, people can take on additional tasks or responsibilities if they like. But at the end of the day, each person has a single role; they will be judged based on their performance of that one role. What’s more, there is always a surplus or shortage of capacity in one of the three roles: a growing organization is rarely perfectly in balance. That is why it is desirable that each employee, in addition to his or her own role, is able to temporarily take on one of the other roles. It might not be an ideal solution, but it will do as a short-term solution.

5. Freedom or shackles. Autonomy and self-determination are central aspects. In the end, the day-to-day decisions will be made by the people who actually do the work. Still, they need structure to guide them: for example,

when dealing with contractual agreements, liability risks, promising results, etc. These matters require concrete agreements governing when employees do or do not have decision-making authority. However, the more guidelines there are, and the stricter these are, the more they will begin to act as shackles for the employees. Structure exists in order to grant freedom and to facilitate speed. Re-examine the guidelines regularly and use operational examples and apparently feasible/non-feasible goals to discuss what does and does not work. Although speed comes from freedom and autonomy, sometimes explicit boundaries are in order.

6. Self-determination in growth. Never allow promotions to precede achievement. It’s something you see often in traditional organizations: an employee is promoted and only then do they take on the new role (or fail in the attempt). Turn this example around – everyone has the right to assume new or additional responsibilities at any time. Promotion will always take place “after the fact”: you become it because you are it. This way, all employees have an opportunity for self-determination; their autonomy is strengthened as a result and freedom is offered with regard to their personal development. The models governing how this growth occurs (such as growth in terms of reward) need to be explicit, so that each individual knows what they need to work on (or not).

7. Uncontrolled growth. Growth, in and of itself, is not a goal. Growth is the result of achievements that make clients and employees happy. The more successful you are, the more people will want to join in – new clients and new employees alike. This makes growth performance-driven and not uncontrolled: growth occurs along the performance axis. Focusing on trying to achieve growth is counter-productive and, in the long run, can even be dangerous. Monitoring growth as an indicator of success is all right, but beware – it is a slippery slope and prone to misinterpretation. As a result, experimentation is important: the more employees experiment, the faster they learn and the easier it is to achieve real growth.

8. Cultivate an abundance mentality. Trying to achieve growth tends to give an organization a mindset of always looking toward the future. Encourage your employees to have an abundance mentality rather than a scarcity mentality. Especially in the Netherlands, as a result of history and (partly) Calvinist background, we tend to be preoccupied with scarcity. So when a company is talking about growth, many people feel that company is unfairly taking more resources than it needs, or depriving someone else of something. These negative emotions are the result of a scarcity mindset. But the truth is, there is plenty to be had – especially when we are talking about software. There is enough to go around. In fact, the more we do, the greater the likelihood that everyone’s situation will improve. That is an abundance mentality. Growth is a positive factor.

10 11

Summary of the book The Responsive Enterprise

If they are to effectively cope with the speed of change in the future and the ever-more-dynamic marketplace, the responsiveness of businesses will need to increase. In those terms, responsiveness is a characteristic or skill an organization possesses. A responsive enterprise is capable of managing delivery and innovation at the same time. This kind of environment is able to achieve results and finish tasks quickly – meaning they have time left to make adjustments when necessary.

The patterns and principles that play an important role in responsiveness have been expressed in The Responsive Enterprise by means of a narrative. They can be summarized in the adjacent model.

The client comes first: everything the company does is in service to the top priorities of client impact and client value. Alongside those efforts, employees use experimentation to identify new solutions. The learning interval is the most important indicator: the faster employees are able to learn, the faster they can create solutions (and the better those solutions will be). This means that instead of standing around thinking and planning, they must try new things without hesitation – and then see what works, and how. The cycle goes: Sketch, Make, Learn and Respond. It’s not like chess, where a player must try to think six steps ahead—and hope his or her opponent does what is anticipated—in fact, it’s the complete opposite. Think of Angry Birds: let fly and see what happens. Try, learn and begin again.

In addition to this primary principle of constant searching and experimentation in order to increase impact on behalf of the client, six patterns exist that will require action:

• Setting up teams that are autonomous to the point of being mini-companies and are self-directing in serving a fixed client group (as determined by geography, for example).

• Ensuring an ambitious higher goal to inspire employees.

• Examining real data and attempting to automate as many aspects as possible, in order to scale up and grow quickly.

• Working in a fixed rhythm of delivery that effectively sets the tempo for the organization.

• Implementing a culture of total openness and extreme transparency.

• Making individual mastery and entrepreneurship concrete aspects and areas of constant growth.

And finally, we come to the outermost layer: anchoring the organization via a self-scaling culture propagated at the group level by teams through the growth and division of these teams. This enables culture, points of view, attitudes and behavior to be passed on in a scaleable fashion and at a group level.

Self-scaling Culture

Self-scaling Culture

ClientImpact

Rapid learning

Experimentation

Make

Sketch

Learn

Respond

and

Mas

tery

ExtremeRhythm

and Data

higher goal

(Mini-co

mpanies)En

trep

rene

ursh

ip

transparency

Software

AmbtiousAu

tonomous Teams

12 13

1. Form autonomous teams (mini-companies)

• Everything is built around cross-functional teams with end-to-end (P&L) responsibility.

• The key concepts are client impact, client satisfaction and a focus on the client.

• A clearly demarcated client area for each mini-company prevents them from competing with one another over clients.

• Mini-companies compete in achieving performance targets along a simple KPI ladder.

2. Set an ambitious higher goal

• Attempting to reach a higher, valuable goal that is both ambitious and inspiring.

• Working together with the very best people to achieve complex and valuable objectives.

• Growing side-by-side with a permanent, stable team: experiencing growth both individually and as a team.

• Celebrating successes and learning moments with great frequency.

3. Make every aspect extremely transparent

• A culture of complete transparency, without secrets and where no question is out of line.

• Clear, unambiguous performance measurements that are publicly available to all.

• An infrastructure for the transparent exchange of information is in place and is kept up to date.

• Finding fun and energy in ownership and accepting responsibility.

4. Put the client(s) behind the wheel

• The goal is to deliver value through spontaneously developed solutions, working in close cooperation with the client.

• Because they are best-informed, employees with direct client contact will make their own decisions.

• Delivering client value at all times, even when there’s no profit in it (yet).

• The client principles will be made explicit and are geared towards trust, success and impact.

5. Conduct plenty of experiments

• Managers should focus constantly on removing fears: on any subject and from every employee.

• Decisions should be made based on data gained from experimentation and actual use.

• The organization should design an infrastructure in

The nine components of the model, and the four underlying patterns for each of them:

which employees can experiment with ease.• They should nurture a healthy tension between

innovation and profit.

6. Encourage individual entrepreneurship and mastery

• Each individual person is an entrepreneur and has the right to achieve personal success.

• Entrepreneurship knows no boundaries and grows right along with a person’s success and impact.

• Personal mastery is directly linked to client impact and operating results.

• Freedom, space and the desire to be the best: these things are both a right and a duty.

7. Create a self-scaling culture

• Values and principles are explicit, pro-active and client-focused.

• It uses autonomous teams that grow and develop on their own and can split off like bee colonies.

• Models for operations and growth are highly elaborated and aimed at self-direction.

• The goal is growth as a necessary precondition for energy.

8. Design a strict rhythm for delivery

• The daily rhythm comes from delivering valuable results in short cycles.

• Finishing tasks quickly is key: deliver results, learn from them and start over again.

• A structured rhythm that is able to accommodate unexpected developments.

• In other words, a heart that beats in short cycles, much faster than that of the market or the clients.

9. Make your business software-centric and data-driven

• The most valuable products and/or services must become fully automated.

• Design an infrastructure to support the automated delivery of products and services.

• Log all data involving client behavior and system usage and apply comprehensive data-driven monitoring.

• Focus on solutions that offer the most impact and pose the greatest technical challenge.

14 15

Where to find more?• Eckart Wintzen, Eckart’s Notes, Lemniscaat, 2007

• Wouter Hart and Marius Buiting, Verdraaide organisaties: Terug naar de bedoeling [Twisted organizations: Getting back on track], Vakmedianet, 2012

• Martijn Aslander and Erwin Witteveen, Nooit Af: Een nieuwe kijk op de fundamenten van ons leven: werk, school, zorg, overheid en management [Never done: A new look at the fundamentals of our lives: work, school, care, government and management], Business Contact, 2015

• Eric Ries, The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, Pearson Education, 2013

• John Kotter, Accelerate: Building Strategic Agility for a Faster-Moving World, Business Contact, 2014

• Jurgen Appelo, Managing for Happiness: Games, Tools, and Practices to Motivate Any Team, Wiley, 2016

17

Did you enjoy reading this whitepaper? There are eight more: for each of the nine patterns from the book The Responsive Enterprise, there is a separate whitepaper.

Curious about the conversations between Ron and Mark on the green? Do you want to know their thoughts and understand their arguments? Buy the book! The Responsive Enterprise is available through all the usual channels including Bol.com, managementboek.nl or your local bookstore. It is also available in Dutch, German and e-book format.

About the authors

Vikram Kapoor CEO of Agile Cockpit

Rini van Solingen CTO of Agile Cockpit

Vikram Kapoor is a born entrepreneur. As founder and CEO of Prowareness, he helps large and well-known organizations to become software-driven Responsive Enterprises. Prowareness is growing rapidly and currently operates in the Netherlands, India, Germany and the United States. Growth is important to Vikram; he prefers to work on the outer frontiers – in “no man’s land”, as he puts it. As a serial entrepreneur, Vikram is always in search of new business ideas. Before starting Prowareness, he founded two other companies and made them successful: Silverside and iSense.

In 2013, Vikram was selected “CEO of the Year” by the readers of Computable web platform. He has also published several books as a result of his work with Prowareness and his previous enterprise, iSense. The Cheerleading principle, for example, is about how a team is influenced by culture. Responsibility, self-development and trust are important aspects within a team. This book gives tips on how to achieve those things. Kapoor’s second book, Engaging offshore teams is child’s play, focuses on the cultural differences that can affect the offshoring process.

Vikram enjoys providing those around him with opportunities to develop as entrepreneurs. He invests in a number of businesses and has created some remarkable possibilities within Prowareness, including the possibility for employees to become partners in the company. The culture at Prowareness is energetic and challenging. Making mistakes and providing feedback are encouraged: according to Vikram, these are ideal opportunities for growth. If you would like to exchange thoughts or ask Vikram a question, don’t hesitate! He enjoys sharing his ideas with others. You can e-mail him at:

v.kapoor@prowareness.nl

Dr Rini van Solingen is CTO at Prowareness and part-time professor at the Delft University of Technology. At TU Delft, he leads teaching and research concerning globally-distributed software teams. In his work at Prowareness, he helps clients’ organizations to deliver valuable software that works in a fast and agile manner. Leading large-scale transformations to extensive responsiveness and designing Agile operations on a major scale, involving dozens to hundreds of teams, are his areas of expertise. To that end, he also provides training and consultancy to management teams and executive boards. See his master class, for example: www.leading-agile-transformations.com

Rini published the book The Power of Scrum together with Eelco Rustenburg in 2010. The book, which became a bestseller, describes the principles of Scrum in the form of a novel. In 2014, together with Rob van Lanen, Rini wrote Scrum for Managers; this second book was aimed at helping managers guide their Agile organizations effectively. His latest book—De Bijenherder (The Bee Shepherd) — is about providing leadership to self-steering, responsive teams and is currently in its third edition.

Feel free to e-mail Rini with questions or to discuss his work. He enjoys sharing his ideas with others. If you really want to do him a favor, invite him to give a reading, training course or workshop at your company: those activities are where his passion truly lies.

r.vansolingen@prowareness.nl

16

Ocus Quantum, Apartment Rd, Orchid Island, Sector 51, Gurgaon, Haryana 122003India

Brassersplein 12612 CT DelftThe Netherlands

530 Lytton Avenue, 2nd Floor Palo Alto, California 94301, United States

+1650.617.3267info@agilecockpit.comwww.agilecockpot.com

Lower Ground Floor, Building 2A-West Tower, Embassy Tech Village, Outer Ring Road, Deverabeesanahalli Village, Varthur Hobli, Bangalore560087 Karnataka, India