Partners Universal International Innovation Journal

Two Indian Engineers Built an HR Platform Processing $23 Billion in Annual Payroll from Bengaluru Without Silicon Valley

Dr. A. Shaji George — 2025-10-25

Greytip Software and its major product greytHR have developed through a thirty-year history, and greytHR is a cloud-based HR software platform serving over 30,000 companies across 25 countries, processing approximately $23 billion in annual payroll transactions. Girish Rowjee and Sayeed Anjum established the firm in Bengaluru, India in 1994. The story Greytip tells breaks several assumptions held by people of Indian entrepreneurship and product development. This paper will analyze the strategic choices made in the firm, technology breakthroughs, and the positioning of the product in the market and find out how bootstrapped capital, domain knowledge and patient product development created a world-class B2B software platform. Three strategic pillars outlined by the research include full integration that will substitute the fragmented HR work processes mobile-first design that will take advantage of the Indian smartphone boom and artificial intelligence-based automation that will address the recruitment and attendance issues and queries by staff. As it is shown in the case, India is capable of producing sustainable global software companies without Silicon Valley investments. It demonstrates that a solution of practical, necessary business issues generates defensible benefits, and that thorough knowledge of the regulators together with technological superiority generates barriers which it cannot be reproduced by pure technology. The results can be applied to future entrepreneurs, investors considering B2B opportunities, and policymakers based on the development of the SaaS ecosystem in India.

India's Diabetes Epidemic: How Colonial Food Policies and Agricultural Modernization Inadvertently Replaced Healthy Millets with HighGlycemic Rice and Wheat

Dr. A. Shaji George — 2025-10-25

The diabetes pandemic in India, which covers more than 77 million adults by 2025, is not just a contemporary lifestyle illness. This paper traces the origins of this health crisis by analyzing colonial-era famine management policies and post-independence agricultural modernization programs that actively displace the varieties of traditional grains in India with a rice-wheat duopoly. This paper, through the analysis of literature on the history of British famine, nutrition science, and socioeconomic statistics, demonstrates how British policies of famine management, which were influenced by administrative efficiency, but not nutrition, led to a one-hundred-year dietary revolution. The Green Revolution, which was successful in averting starvation, intensified this grain consolidation with the processes of institutional lockin. The metabolic consequences are profound refined wheat and polished rice have glycemic indices 30- 40 points higher than traditional millets (70-80 vs. 50-55), and the results directly lead to insulin resistance. The change removed the sources of dietary fiber, enhanced the deficiencies of micronutrients, and perfectly matched the metabolically susceptible Indian thin-fat phenotype. Although the thin-fat phenotype is an indicator of a population-wide tendency, there is individual variation such that not all Indians become diabetic despite being subjected to high-glycemic diets. However, population statistics indicate that the South Asians as a population group have metabolic effects of their diet choices at a lower threshold than other groups. The article is a synthesis of historical policy research, nutritional biochemistry and implementation plans, which provides evidence-based solutions to dietary paths that individuals, communities and policymakers can use to revert this trend. These results prove that the diabetic epidemic in India is not a riddle or even a fate that is destined to happen but the logical consequence of certain, fixable policy choices that focused on the ease of administration rather than on nutritional prudence.

AIoT and Organizational Transformation: A Comprehensive Framework for Strategic Implementation and Performance Enhancement

Dr. A. Shaji George — 2025-10-25

A combination of Artificial Intelligence with the Internet of Things into the AIoT is a radical shift in the work of organizations. It is not a mere automation but rather an adaptive, learning system which redefines structure and productivity. We discuss the AIoT ecosystem in this paper, focusing on its technical structure, theoretical basis, and its use in various industries. We make significant contributions: (1) a fivestage maturity model by which AIoT is adopted, and (2) three primary failure modes which can be met during implementation, and (3) a complete risk-assessment framework, which addresses cybersecurity, privacy, and workforce consequences, technical architecture, theory, industry applications, and strategic realization. We clarify the reasons why conventional metrics of productivity would fail to recognize the real value of AIoT and why we should offer a maturity model to implement it successfully. Based on economics, organizational theory, and behavioral science, we demonstrate how AIoT reduces transaction costs, advances decision-making and creates new competitive advantages. The research of sectors in healthcare, manufacturing, retail, and others reveals viable trends of deployment. Some of the central issues addressed in the article are integration, cybersecurity, privacy, and workforce change. We provide road maps, human-centered design, and strategy action structures. It is concluded that the success of AIoT demands focus on technical, organizational, and human aspects, and outlines 5 tangible steps a company should undertake when embarking on the change process.

Geometric Unbiased Estimator: Some Properties

Dhritikesh Chakrabarty — 2025-10-25

Concepts of geometric unbiased estimator was introduced in a recent study. Attempt has here been made on identifying some important properties/facts/results of geometric unbiased estimator. This article is based on the information on this unbiased estimator obtained in the attempt.

One Route, One Fare: India's Experiment in Aviation Accessibility

Dr. A. Shaji George — 2025-10-25

One Route One Fare of India is an ambitious project of democratizing the aviation industry. It keeps prices of airfares constant, whether you book early or late as well as the demand fluctuations. Introduced as part of the UDAN regional connectivity program and operated primarily by Alliance Air, which is majority-owned by the government, the program aims to attract first-time passengers and formerly under-serviced areas by eliminating the price fluctuation associated with dynamic pricing models. Passengers travelling on the routes connecting smaller cities to major hubs are charged the same faretraditionally ₹2,500- regardless of whether they make their reservations many months before boarding a flight or just hours before the flight. This is a non-traditional model of the industry, yet it addresses actual barriers to accessibility. Initial statistics indicate that 30-40 percent of the voyagers are new fliers and this is an indication of market growth over and above the current customers. However, the project requires the government subsidies in order to sustain it. The per-passenger support varies between ₹500 to ₹3,000 remunerations depending on the route performance. The critical inquiries are on the way to select the most optimal routes, the distribution of benefits throughout the income groups, and whether the program is financially sustainable in the long-term perspective. This discussion examines the economic reasoning, operation issues, and policy impacts of the initiative. It provides evidence-based suggestions to policymakers interested in expanding the program, airline managers who face fixed-price considerations, and international observers who may want to imitate the program. Even though the ultimate success is unpredictable, the experiment in India offers a number of insights on the aviation accessibility policy. It demonstrates that other ways of pricing that are more dynamic should also be taken seriously, although this might entail subsidies and further complications in the operations.