Inside Bajaj's Nysa 2.0: How 88K hours saved and NPS 92% became reality

Time of India

4 days ago

With over 25 years of leadership experience, Milind Korgaonkar, Chief Digital and Information Officer at Bajaj Electricals, has been instrumental in redefining the company's digital trajectory. At Bajaj Electricals, Korgaonkar has been spearheading Nysa 2.0, an ambitious digital transformation initiative that builds on the earlier Nysa 1.0 (which involved moving from Oracle to SAP S/4HANA). Nysa 2.0 takes this a step further by interconnecting processes, modernizing systems, and fostering collaboration across stakeholders, all while keeping business goals at the forefront.A recipient of the ETCIO Awards for Enterprise IT Excellence, he has steered the 86-year-old legacy organization through complex changes, fostering a culture of trust and innovation.
The vision behind Nysa 2.0
According to Korgaonkar, Nysa 2.0 was conceived as a bold, organization-wide transformation, directly tied to Bajaj's business ambitions. With around 70–80 projects running in parallel, it demanded a structured governance model, layered execution, and most critically — a shift in mindset.
'The most important part was fostering a 'change culture',' he emphasized. 'People started trusting the systems when they began seeing the benefits.'
He highlighted examples such as: Transitioning supplier invoicing to digital processes; Cutting payment cycles from 25–30 days to just 7 days; Building a strong core foundation with SAP Rise, CRM, DMS, and Industry 4.0 initiatives; Improving interdepartmental collaboration and moving from siloed operations to centralized, seamless processes.
Tangible wins from Nysa 2.0
One of the most notable outcomes of Nysa 2.0 has been the significant improvement in revenue generation and customer experience. Monthly billing outlets increased by 5%, reflecting the enhanced reach and efficiency of the sales channels. The average bill value rose by 22%, showcasing a higher transaction value per customer. On the customer satisfaction front, Bajaj Electricals improved its
Net Promoter Score
(NPS) from 88% to an impressive 92%, indicating a stronger relationship with customers. Furthermore, the company made strides in customer service by reducing the service turnaround time (TAT) within 12 hours from 45% to 70%, ensuring faster resolution and a better customer experience.
The transformation initiative also brought about remarkable gains in operational efficiency and cost reduction. Through automation, Bajaj Electricals was able to save over 88,000 man-hours, eliminating redundancies and freeing up resources for higher-value tasks. The company also achieved a 4.12% improvement in Operational Equipment Efficiency (OEE), which directly contributed to increased productivity and reduced per-unit costs. Additionally, factory availability improved by 5.4%, enabling higher output without additional infrastructure investment.
In the area of supply chain and workforce productivity, Nysa 2.0 delivered measurable improvements. Productivity calls increased by 0.69%, and the total lines sold per bill improved by 0.86%, reflecting more effective sales efforts. Industry 4.0 initiatives implemented at the manufacturing facilities contributed to a 2.9% productivity gain, further optimizing manufacturing costs and operational performance. These enhancements collectively strengthened Bajaj Electricals' ability to respond quickly to market demands and improve profitability.
These achievements stemmed from prioritizing trust and aligning technology directly with business outcomes — a hallmark of Korgaonkar's leadership philosophy.
Leadership insights: Trust, alignment and people
Korgaonkar's experience leading such a large-scale transformation has taught him that technology is just the enabler — people and business goals must lead the way.
Key leadership lessons he shared include aligning digital initiatives with business objectives to ensure top-down buy-in, building trust by demonstrating benefits and involving employees at all levels, valuing institutional knowledge and nurturing internal talent rather than always hiring externally, and treating IT not as a cost center but as a profit center, ensuring RoI from every initiative.
Transformation with AI
Korgaonkar also underscored the transformative potential of artificial intelligence at Bajaj Electricals. Rather than chasing hype, he advocates a business-first, technology-second approach: prioritizing use cases with clear business value, developing an internal AI hub and governance structure, and collaborating with both large players like Microsoft and niche partners for innovative solutions. He emphasized embedding AI seamlessly across functions such as customer service, supply chain, and marketing, while also creating AI awareness among leadership and employees to ensure alignment and responsible adoption.
The next six months: What lies ahead?
Bajaj Electricals has an exciting roadmap:
Launching a voicebot-powered customer service system, enabling 24/7 support with GenAI-driven L1 troubleshooting and ticketing.Driving AI-based innovation in R&D, particularly for product simulation and development.Advancing financial planning and consolidation initiatives through digital tools.Overhauling HRMS systems and integrating AI-driven processes into HR.
As Korgaonkar noted, 'Change is the only constant. While we're working on multiple initiatives, it's the ability to adapt that ensures success.'
Closing thoughts
Korgaonkar's story is one of vision translating into impact, demonstrating how even a legacy organization can thrive amidst rapid technological change. With Nysa 2.0 already delivering concrete business outcomes and a forward-looking agenda for the next six months, Bajaj Electricals under his leadership is poised to continue innovating — and inspiring — in the digital age.
As Korgaonkar aptly put it: 'We are living in an exciting age. At the end of the day, leadership is about people — earning their trust and empowering them to drive the future.'