DQ Top 20 2013 Volume II

VOL II e-READINESS OF STATES

`100

DATAQUEST

www.dqindia.com

VOL XXXI No 16 I AUGUST 31, 2013

THE BUSINESS OF INFOTECH

DQ TOP 20, VOL-II

DQ-CMR e-READINESS REPORT

HOW THE INDIAN STATES FARE State

Overall Score (out of 500) Overall Ranking

AUGUST 31, 2013

Delhi Kerala Goa Gujarat Andhra Pradesh Tamil Nadu Maharashtra Himachal Pradesh Tripura Haryana Karnataka Punjab Odisha Madhya Pradesh Mizoram Arunachal Pradesh Chhattisgarh West Bengal Sikkim Meghalaya 102 pages including cover

335.41 323.06 310.10 300.16 298.64 290.00 282.05 277.67 249.69 245.51 244.46 240.56 235.93 226.85 223.22 220.60 217.96 212.45 208.75 208.19

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

WE HAVE SUBSTANTIALLY REDUCED FOOTFALLS IN GOVERNMENT OFFICES —SHEILA DIKSHIT Chief Minister, Govt of Delhi

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LEAD TALK

COVER STORY

we have substantially reduced footfalls in government offices

GOVERNMENT

Sheila Dikshit 58

Are Indian States

Chief Minister, Govt of Delhi

TALKING POINT

e-Ready?

Delhi moved from information phase to interaction phase

Rajendra Kumar 60

IT Secretary, Government of Delhi

Dataquest-CMR e-Readiness Assessment of Indian States 2013 throws light on the actualities of e-Governance initiatives under the NeGP...

Vendors should understand the end-user requirements

SJ Haider 62

IT Secretary, Gujarat

We aim for simplification of procedures, transparency, and decentralization

Rajesh Agarwal 64

IT Secretary, Maharashtra

We want to make MeeSeva as the single entry and exit point for the citizens in our state

Sanjay Jaju 65

GOVERNMENT

IT Secretary, Andhra Pradesh

Bihar dreams of becoming the top five e-governed states

Narendra Kumar Sinha 68

IT Secretary, Bihar

30 28

Top 20 e-State Rankings Methodology

Most of the e-Governance projects are implemented on PPP Basis

Hariranjan Rao 69

IT Secretary, MP

The Challenge Lies In Engaging Grassroot level people 70

Aman singh

INDUSTRY 72

Managing Consumer Risks

IT Secretary, Chhattisgarh

REGULAR

SECTIONS

REGULAR INDUSTRY ENTERPRISE

08 10 12 16 98 100

Edit DQ Team Ganesha Feedback News Last Matter

ENTERPRISE 74 76 79 83 86

A Little Security for Big Data Leveraging Mobile Learning Exceeding Expectations Combating Cyber Criminals Your Personal Chemist

PEOPLE GOVERNMENT NEW SEGMENTS LEISURE

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EVENTS 92

Project Management, Procurement system a big challenge

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EDIT

Ibrahim Ahmad ibrahima@cybermedia.co.in

Back to Basics

I

s it time to get back to the e-Governance drawing board again?

As the time for 2014 general election in India approaches, fortunately, quality of governance by incumbent governments, at the center as well as in the states, is going to be important. We have seen ‘quality of governance’ becoming a growing factor for voters in the elections in the last few years.

Unfortunately, almost every state government will miss out on a big opportunity they had while in office. The opportunity to use IT in re-engineering government processes, replacing old traditional government infrastructure, and serving the citizens with fast, transparent, red-tape free, and any-time any location services, was a big opportunity, and I don’t think many state governments will get good marks there.

I am not surprised, because I see that while new technologies are coming in, the mindset remains the same old one.

It looks like we have not learnt much in these 5 years since the National e-Governance Plan (NEGP) was launched in 2008, though e-Governance is there for many more years. Dataquest had done a series of e-Governance conferences in 2005, and the problems that existed then exist even today. Perhaps at a larger scale. We discovered this while doing the Dataquest e-Readiness of States Survey 2013, and subsequently the state IT leaders conference.

Lack of e-Gov champions or evangelist was an oft quoted reason for poor e-Gov take-off eight years back, and continues to be a big challenge even today. Very clearly, there are just a handful of states who have an IT Secretary who loves IT and believes in e-Governance. Most of these IAS officers still do not check their emails (a printout or a fax of the email is put on their table), have little understanding of technology and how it can be used to improve government processes, and serve citizens and other customers better. Most of them see the IT dept as a punishment or trivial posting, waiting for a lucrative assignment, or just biding their time.

Re-inventing the wheel in e-Governance was a problem in 2005, and continues to be a problem in 2013 also.

Every state and its IT machinery—technocrats, consultants, suppliers—refuses to learn from the successful e-gov deployments from some other state, and replicate it for quick results. This means undergoing the same long process and learning cycle, which takes months and years, often leading to the same predictable failures. The loss is not just in terms of money and roll-out delays, but even citizen diss-disillusionment. Similarly, there are many other old time problems which one heard of again.

Actually many people believe that things have got more complicated, and there is quite a bit of confusion. There is the IT Secretary line (Principal, Joint, Additional, etc); and the Director—e-Governance and his or her team; the Head— State eGov Mission Team (SeMT) and his or her team; Director—Government Reforms; and so on. Who is responsible for what, outsiders are not very sure.

The government says we are doing a lot; at the same time it says the journey has not even begun. If we really have to move fast and effectively with e-Governance in India it might be a good idea to sit down on the drawing board again.

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GANESHA

Dr Ganesh Natarajan maildqindia@cybermedia.co.in

Good times for SW Exporters but Headwinds Ahead The weakening rupee might have given a sense of relief to most software exports firms but the industry needs to be watchful for new headwinds or roadblocks that could come in the way of FY14 party

T

he continuing weakness of the Indian rupee and the improvements in the global economic environment during the first two months of the current quarter may have introduced a sense of relief in most software exports firms. CLSA in its recent report on the sector has spoken about a “unique sweet spot of re-bounding revenue growth amid a weakening INR, a first for the industry in over 15 years” and predicted that the rally will remain homogenous and positively impact most companies in the immediate future. In meetings with customers and prospects over the last few weeks, the increased sense of confidence in most of our key markets is evident as CIOs plan to invest in systems of engagement and provide more ammunition for their CEOs, COOs, and CMOs in the new era of internet and accelerated connectivity with all the players in their ecosystem.

However, when there is a period of calm, the storm is never far away and it would be foolhardy to lower one’s guard in a volatile environment. The decline of the Dow in recent days and the concern over the tapering of the US Quantitative Easing program might prove to be a dampener to customer confidence with a resultant ripple impact on corporate investments and the somewhat feeble recoveries seen in the UK, Germany, France, and Japan could be derailed by any event or economic or employment setback. A recent article in the Wall Street Journal quoting “new research from the Hackett Group, also raises the old bogey of job losses by predicting that offshoring and IT automation could eliminate 3.7 mn positions in back-office areas of IT, finance and other corporate functions in Europe and North America.

The US Immigration Bill which has moved out of excessive media exposure recently because of the summer recess in the Senate and House of Representatives on Capitol Hill will swing back into attention as the House begins its debate. While enough has been done to mitigate the risks of highly restrictive clauses like outplacement and displacement restrictions from the final language of the 12

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NET HIRING ACROSS THE TOP FOUR COMPANIES IN JUNE OF THIS YEAR WAS THE LOWEST SINCE SEPTEMBER 2009 AND THEIR OWN COMMENTARY SUGGESTS HIRING IS UNLIKELY TO PICK UP MUCH FROM HERE bill, the increasing visa costs and the investments that need to be made to train and employ US employees in large numbers will have to be addressed by all players in the industry.

Some of these concerns are also resulting in more circumspect behavior on the part of operations chiefs and recruitment managers with an understandable reluctance to increase bench sizes and lower utilisation levels in spite of reasonable deal flows into the system. CLSA points out that “net hiring across the top four companies in June of this year was the lowest since September 2009 and their own commentary suggests hiring is unlikely to pick up much from here.” With most companies reaching their limits in terms of pyramid flattening and conversion of long term support engagements to managed services contracts, there are fewer weapons to choose from in the arsenal of cost reduction and the industry will remaining watchful for new head winds or roadblocks that could come in the way of the FY14 party. But for the time being, all is well on the Software Exports front!

Dr Ganesh Natarajan is Vice Chairman & CEO of Zensar Technologies and a member of NASSCOM’s Chairmen’s Council A CyberMedia Publication

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INDUSTRY | IN FOCUS

The Non-human Connection The Indian operators seem reluctant to adopt M2M devices aggressively

R

evenues from mobile connected M2M devices will rise to $400 mn by 2017, from $110 mn in 2012, says a Juniper Research report.

One-third of the revenues will come from consumer and commercial telematics and vehicle applications.

Some other areas which will contribute significantly to M2M revenues include mobile connected buildings, alarm systems, smart grids, and tracking devices watched from a monitoring center.

WHAT IS M2M?

This new trend is all about connectivity of one machine to another which allows them to exchange information and perform actions without the manual assistance of humans.

In M2M, or machine-to-machine, a remote sensor gathers data and sends it wirelessly to a network, where it’s next routed, often through the internet, to a server such as a personal computer. At that point, the data is analyzed and acted upon, according to the software in place.

The key components of an M2M system are sensors,

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July 15, 2013

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Prerna Sharma prernas@cybermedia.co.in

FOR THE URBAN MARKET, THE OPPORTUNITY LIES IN MOBILE TICKETING, PURCHASING IN KIOSKS, VENDING MACHINES, AND REMOTE MONITORING OF OFFICE AUTOMATION PRODUCTS

RFID, Wi-Fi or cellular communications link, and automatic computing software programmed to interpret data and make decisions while remaining transparent to the user.

The future growth of M2M will be driven by user-directed interventions. In this respect, perhaps the significant factor is the growth of cloud computing and its impact on business analytics.

GROWTH DRIVERS

According to the research, the automotive industry remains the most promising M2M area. Besides, rural India contributes a large chunk to the revenues and will help in driving huge demand.

Big operators like Reliance Communications are focusing on high impact M2M applications for the rural market. These are mobile applications that aid automation, surveillance, remote monitoring, and data gathering. Focus is also on developing applications that enable automation of agro and irrigation services, water level monitoring, and data gathering for milk and agricooperatives, fisheries, poultry, and soil analysis.

For the urban market, the opportunity lies in mobile ticketing, purchasing in kiosks, vending machines, and remote monitoring of office automation products.

Both Reliance and airtel are competing to get their share in this space through metering applications.

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HINDRANCES

M2M is termed as a big opportunity but still many experts say that the Indian operators are not very aggressive about it. Some of the predominant challenges prevailing in the industry are lack of penetration of the broadband predictable networks, and lack of focus and demand for these apps have been hindering operators’ plans. So, there is a need for indigenous research and development for solving education, water management, government programs management using broadband networks.

Operators also need to adopt aggressive new business models to exploit the M2M opportunity. ARPU for connected M2M devices is much lower compared to mobile broadband subscribers. This can be problematic for operators where an industry indicator of the overall financial health is the growth or decline in the overall ARPUs.

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15

THE BUSINESS OF INFOTECH

BATTLE

FOR GROWTH TCS Cognizant Technology Solutions 42.66% 41,602 38,521 Infosys Technologies 14.19% 34,777 Wipro 16.69% 32,316 Hewlett-Packard India 12.00% HCL Technologies 28.50% 23,772 18,033 IBM India 17.00% Ingram Micro India 14.00% 12,024 Redington 7.39% 11,746 Oracle India 15.01% 10,590 Dell India 15.00% 9,961 -8.1% 9,883 HCL Infosystems 10.06% 9,785 Cisco Systems India 23.80% 8,500 SAP India 20.28% 7,693 Mahindra Satyam Tech Mahindra 25.17% 6,872 5.37% 6,750 Intel India Microsoft India 12.99% 6,122 iGate Global Solutions 22.33% 5,900 APC by Schneider Electric India 14.99% 5,508 Revenues in `Crore

AUGUST 15, 2013

This is with reference to the article, ‘Samsung Gives a New Baby’ published on your website.

This is a very informative article. It speaks a lot about the new Note 3 and generates an interest in the reader to actually buy and experience this product.

Anish via email

`100

VOL XXXI No 15 I AUGUST 15, 2013

DQ TOP 20, VOL-1

SAMSUNG GIVES A NEW BABY

VOL1-RANKINGS www.dqindia.com

DATAQUEST

AUGUST 15, 2013

FEEDBACK

118 pages including cover

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SIR, The revamped Dataquest issue of June 16, 2013, is impreddive. There is match up between the pictures and articles. The articles are absorbing. Nice to see a column on humour.

any such apps. Also with the history of Chinese mails with strange subjects hacking into the Indian databases, we should all be well informed about such threats. Thank you for bringing this up.

Raghavendra Rao K, Hyderabad via email

Akash via email

MICROSOFT BUYS NOKIA

NEW APPS FOR SMARTPHONES

This is with reference to your online article, ‘Microsoft Buys Nokia’ published on your website.

This is a very good analysis informing the readers on what can be the pros and cons of this deal. It was very impressive and a well written concise article. Would like to see more of such in the future.

This is with reference to your online article, ‘New Apps for Smartphones’ published on your website.

This article has really helped me make my phone smarter.

I have been using an android phone for the past 6 months, and never knew that I can do so much with it. I have downloaded most of the apps suggested by you, and this made my phone not only cooler but also useful.

Jaya via email

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THREAT FROM THE CHINESE MARKET This is with reference to your online article, ‘Threat from the Chinese Market’ published on your website.

This is a real eye-opener. We as laymen no nothing about what can be a threat to us and go on using these Chinese apps. Such articles help us to think twice before using

CORRIGENDUM This is with reference to the Aricent profile ranked 28 published in Vol I DQ Top20, August 15, 2013 issue.

The company’s name should read as Aricent instead of Aricent Group.

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DATAQUEST-CMR

e-Readiness Assessment

of Indian States Status Report on Availability of e-Infrastructure, Implementation of NeGP MMPs and the Capacity of States’ Residents to Access and Use e-Gov Services

GOVERNMENT | COVER STORY

Onkar Sharma onkars@cybermedia.co.in

Are Indian States e-Ready?

Dataquest-CMR e-Readiness Assessment of Indian States 2013 throws light on the actualities of e-Governance initiatives under the NeGP. Status report takes us through important facts such as availability of e-Infrastructure, implementation of NeGP, MMPs, etc

T

he National e-Governance Plan (NeGP) is going on for quite sometime now. However, the states which have risen to exploit the opportunities provided by the plan have moved up the ladder to automate the government functioning and hence bring transparency in their system. The obvious examples are found in states such as Delhi, Kerala, Gujarat, Himachal Pradesh, etc. Though the NeGP has gone in all states, there are several states which have endeavored to stay competitive in the IT-automation drive. In order to get a sneak peak into what and how e-Governance has gone in India, the Dataquest and CyberMedia Research (CMR) conducted a study to assess the e-readiness of Indian states.

Called the Dataquest-CyberMedia Research e-Readiness Assessment of Indian States 2013, the study reveals that Delhi, Kerala, Goa, Gujarat, and Andhra Pradesh are ahead of many other states in implementing, and benefitting from their IT policy initiatives and e-Governance drives. So Delhi, Kerala, Goa, Gujarat and Andhra Pradesh top the rankings in the overall planning, implementation and outcomes generated from their IT policy initiatives, administrative reforms and roll-out of e-Governance programs. It is a joint effort by Dataquest and CMR to bring out the status report on availability of e-Infrastructure, implementation of NeGP MMPs (Mission Mode Projects) and the capacity of states’ residents to access and use e-Gov services.

DEMOGRAPHIC AND EXPECTATIONS

The study underlines in the backdrop how the young India, which constitute the biggest chunk today, wants its government to behave and how this India looks at technological means to fetch transparency and efficiency into the government corridors.

It is a well know fact that close to 66% of India’s population is currently under the age of 35 years. This means that the aspirations and wants of the current generations of Indians are very different from those of 18

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GOVERNMENT | COVER STORY

their parents’ or grand parents’ generations. The advent and widespread adoption of Information Technology, particularly the internet and mobile telephony have added a completely new dimension to the awareness and expectation levels of Indians from all walks of life.

Rising expectations and wants of citizens are forcing central and state governments to devise schemes and programs that can speedily and efficiently deliver the benefits of good governance to a large proportion of the population in a transparent manner. In this scenario, ICT comes as a ‘boon’ by enabling reliable, secure, and affordable access to welfare projects for citizens living in remote corners of the country.

Good governance is measured in terms of access to quality education, affordable housing, modern healthcare services, employment opportunities, robust public infrastructure, ‘on-screen’ delivery of government services and timely updates about welfare and financial inclusion schemes.

KEY FINDINGS: E-READINESS ASSESSMENT OF INDIAN STATES

Starting with the NeGP, the central and state governments have rapidly put in place core IT infrastructure such as SWANs, SDCs and CSCs. The focus has now shifted to providing easy, safe, and affordable access to public welfare programs through the deployment of robust ‘middleware’ gateways such as NSDG, SSDG, MSDG and ‘front-end’ delivery channels like e-Seva or e-Suvidha or Lok Mitra Kendras, state and national portals, and software tools to monitor the performance of CSCs and other service delivery channels.

Well, the study has been conducted considering different factors and parameters. While Delhi tops the overall category, the study has tried to look into factors that could recognize the lead by other states based on the geography, population, and size of the state. Therefore, the survey tries to present a three-way view—overall rankings, large state rankings, and small state rankings. |

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TAKEAWAYS oo ICT comes as a ‘boon’ by enabling reliable,

secure, and affordable access to welfare projects for citizens living in remote corners of the country

Availability of Electronic Infrastructure, Means & Ability to Access e-Gov Services = 30% FACTOR

WT (%)

State-wise Literacy Rate 2011, % of population (Census 2011)

3.0%

State-wise Intake Capacity of Engineering & Technology Institutions per 1,000 Population 2011-12 (indiastat.com)

3.0%

State-wise Electricity Availability 2011-12 (CEA, April 3.0% 2012) State-wise Growth in number of registered motor vehicles, 2001-2011 (MoST)

2.0%

State-wise Per Capita Nominal GDP, 2011-12

3.0%

State-wise GSDP, growth rate% in 2011-12 over 2010-11 (Planning Commission, April 2012)

3.0%

State-wise PC installed base: No. of PCs per 1,000 population as of March 2012 (Census 2011)

3.0%

State-wise status of SWAN programme (NeGP, October 2012)

3.0%

State-wise status of SDC programme (NeGP, October 2012)

3.0%

State-wise per capita public IT spending: FY 2011-12 spends and FY 2012-13 budgets

4.0%

Sub-total A

30.0%

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GOVERNMENT | COVER STORY

INDICATORS OF ACTUAL SERVICE UTILISATION

BY TARGET RECIPIENTS = 30%

POLICIES, COMMUNICATION & POPULARISATION INITIATIVES = 30% FACTORS

WT (%)

FACTORS

State-wise roll-out of ‘state’ and ‘integrated’ Mission Mode Projects (MMPs): up to FY 2012-13 a) State MMPs (12 of 13, excluding e-District): Agriculture, Commercial Taxes, Employment Exchange, Land Records – NLRMP, Municipalities, e-Panchayats, Police – CCTNS, Road Transport, Treasuries Computerization, PDS, Education, Health); b) Integrated MMPs (5 of 7, excluding CSC and National e-Governance Service Delivery Gateway / SSDG): (e-Biz, e-Courts, e-Procurement, EDI for e-Trading, India Portal).

8.0%

State-wise / Circle-wise Wireless Subscriber Base per 100 population (TRAI)

3.0%

State-wise / Circle-wise Internet Subscribers per 1,000 population: PC with Internet (Census 2011)

3.0%

State-wise installed base of CSCs (NeGP, October 2012)

3.0%

State-wise status of SSDG programme (NeGP, October 2012)

3.0%

a) State IT Policy and Rules: Scope, coverage, significant updates, etc. b) Administrative Reforms & Industry Incentives: Govt. Business Process Re-engineering; Guaranteed 4.0% Delivery of Public Services Act; Innovative business processes and financing models adopted by state to develop and sustain e-Governance projects (PPP etc), special incentives to IT-BPO, Telecoms & Electronics industries Adoption of innovative e-Government / m-Government service delivery channels: SMS, IVR, Voice Mail, etc, particularly for farmers / rural communities

4.0%

Education, Employment Generation and Entrepreneurship Development Initiatives: a) Special schemes, e.g., e-Scholarships, coaching classes, provision of laptop PCs / Tablets to school and college students, etc, to encourage students from weaker sections of society to take up higher studies, esp. in S&T; b) Monitoring effectiveness of vocational training programmes and online employment exchange services, etc, esp. for women SHGs, artisans, youth, etc c) Assessing effectiveness of entrepreneurship development programmes to encourage young, educated graduates to set up their own business / industrial ventures.

6.0%

Public Healthcare Services Delivery Initiatives: Special e-Governance tools / techniques adopted to monitor projects aimed at improving the overall healthcare service delivery esp. to women, infants and children in both rural and urban areas

5.0%

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State-wise status of e-District project implementation 3.0% (NeGP, October 2012) Sub-total C

30.0%

INDICATORS OF ACTUAL SERVICE UTILISATION

BY TARGET RECIPIENTS = 30% FACTORS

WT (%)

a) Analysis of ‘quality of life’ factors: State rank on Human Development Index (GoI, 2011)

10.0%

b) Viewpoints of Panel of Industry Experts (based on FGD deliberations) Sub-total D

Communication / Popularisation Initiatives: Innovative communication initiatives adopted by state to 3.0% propoagate awareness and increase participation in e-Governance programmes Sub-total B

WT (%)

State-wise monthly per capita electronic transactions for statutory services, utility payments, G2C and 15.0% G2B e-Governnance schemes (NeGP, January-March 2013)

30.0% www.dqindia.com

10.0%

Overall rankings is a measure used to judge all states, irrespective of their populace and geography, on e-Governance parameters stated in the methodology. It is probable that it looks unjustified because of the strategic importance of certain states such as Delhi, Maharastra, Gujarat, etc. However, it presents us with a ring-side view of how the pace of e-Governance is going on.

Delhi has topped the overall list. Factors that has contributed are certainly the number of electronic transactions in the state. While it might not be surprising, it is important to know most of the schemes are first implemented in the capital state and most of the educated and tech-savvy class, thanks to corporate sector, resides in Delhi. In other words, it would be justified if Delhi gets compared to a city like Mumbai rather than a state like Kerala or Gujarat or whole of Maharastra. And picture might thus be different. Because the demographics in Delhi compared to any state are quite different. Delhi’s A CyberMedia Publication

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GOVERNMENT | COVER STORY

THE ADVENT AND WIDESPREAD ADOPTION OF INFORMATION TECHNOLOGY HAVE ADDED A COMPLETELY NEW DIMENSION TO THE AWARENESS AND EXPECTATION LEVELS OF INDIANS

OVERALL RANKINGS SCORE (OUT OF A MAXIMUM POSSIBLE SCORE OF 500)

RANK

STATE POPULATION (CENSUS 2011)

STATE SIZE

Delhi

335.41

1

16,753,235

S

Kerala

323.06

2

33,387,677

L

Goa

310.10

3

1,457,723

S

STATES

Gujarat

300.16

4

60,383,628

L

Andhra Pradesh

298.64

5

84,665,533

L

Tamil Nadu

290.00

6

72,138,958

L

Maharashtra

282.05

7

112,372,972

L

Himachal Pradesh

277.67

8

6,856,509

S

Tripura

249.69

9

3,671,032

S

Haryana

245.51

10

25,353,081

L

Karnataka

244.46

11

61,130,704

L

Punjab

240.56

12

27,704,236

L

Odisha

235.93

13

41,947,358

L

Madhya Pradesh

226.85

14

72,597,565

L

Mizoram

223.22

15

1,091,014

S

Arunachal Pradesh

220.60

16

1,382,611

S

Chhattisgarh

217.96

17

25,540,196

L

West Bengal

212.45

18

91,347,736

L

Sikkim

208.75

19

607,688

S

Meghalaya

208.19

20

2,964,007

S

Bihar

207.20

21

103,804,637

L

Rajasthan

198.65

22

68,621,012

L

Manipur

191.74

23

2,721,756

S

Uttarakhand

191.04

24

10,116,752

S

Assam

189.02

25

31,169,272

L

Uttar Pradesh

185.06

26

199,581,477

L

Nagaland

176.46

27

1,980,602

S

Jharkhand

168.73

28

32,966,238

L

Jammu & Kashmir

140.85

29

12,548,926

S

24

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GOVERNMENT | COVER STORY

AS PER THE STUDY, SMALLER STATES HAVE TRIED TO SET BENCHMARKS TO THEIR LARGER COUNTERPARTS

RANKING OF LARGE STATES (* > 2.5 CRORE POPULATION) STATES

SCORE (OUT OF A MAXIMUM POSSIBLE SCORE OF 500)

LARGE* STATE RANK

STATE POPULATION (CENSUS 2011)

STATE SIZE

Kerala

323.06

1

33,387,677

L

Gujarat

300.16

2

60,383,628

L

Andhra Pradesh

298.64

3

84,665,533

L

Tamil Nadu

290.00

4

72,138,958

L

Maharashtra

282.05

5

112,372,972

L

Haryana

245.51

6

25,353,081

L

Karnataka

244.46

7

61,130,704

L

Punjab

240.56

8

27,704,236

L

Odisha

235.93

9

41,947,358

L

Madhya Pradesh

226.85

10

72,597,565

L

Chhattisgarh

217.96

11

25,540,196

L

West Bengal

212.45

12

91,347,736

L

Bihar

207.20

13

103,804,637

L

Rajasthan

198.65

14

68,621,012

L

Assam

189.02

15

31,169,272

L

Uttar Pradesh

185.06

16

199,581,477

L

Jharkhand

168.73

17

32,966,238

L

rural areas are integral part of the urban culture whereas the landscape and challenges are of a different kind in any other state. Challenges of reach, infrastructure, education, and work opportunities in other states demand for a comparison that looks fair.

However, the challenge of doing so was huge. The e-Readiness Assessment was done considering the status of state. A thought was paid to see through different lenses.

The survey, thus, tries to touch upon different angles and so has been divided into three pictures—overall rankings, large state rankings, and small state rankings. In the overall categories, Delhi wins the race while in the large state rankings Kerala clinches the crown.

The study is an effort to recognize the champions 26

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of e-Governance in India. But the champions which have emerged in the survey cannot and must not be content, since most of the experts find inconsistencies in India’s e-Governance drive. According to them, there is very little being done on the e-Governance front.

This is the reason there were voices to put Delhi in direct comparison with cities like London, New York and Tokyo. However, the DQ-CMR effort is to imbibe competitiveness among the Indian states on the e-Governance front.

Smaller states, if the study is considered, have tried to set benchmarks to their larger counterparts. One argument could be that smaller states have less people to support and do not face mass challenges. But the argument will A CyberMedia Publication

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GOVERNMENT | COVER STORY

RISING EXPECTATIONS OF CITIZENS IS FORCING THE GOVERNMENT TO DEVISE SCHEMES AND PROGRAMS THAT CAN SPEEDILY AND EFFICIENTLY DELIVER THE BENEFITS OF GOOD GOVERNANCE RANKING OF SMALL STATES (** < 2.5 CRORE POPULATION) SCORE (OUT OF A MAXIMUM POSSIBLE SCORE OF 500)

STATES

SMALL** STATE RANK

STATE POPULATION (CENSUS 2011)

STATE SIZE

Delhi

335.41

1

16,753,235

S

Goa

310.10

2

1,457,723

S

Himachal Pradesh

277.67

3

6,856,509

S

Tripura

249.69

4

3,671,032

S

Mizoram

223.22

5

1,091,014

S

Arunachal Pradesh

220.60

6

1,382,611

S

Sikkim

208.75

7

607,688

S

Meghalaya

208.19

8

2,964,007

S

Manipur

191.74

9

2,721,756

S

Uttarakhand

191.04

10

10,116,752

S

Nagaland

176.46

11

1,980,602

S

Jammu & Kashmir

140.85

12

12,548,926

S

not hold strength, when a state like Himachal Pradesh is taken into account. A land-locked state, Himachal has done much work than many big states. Name any MMP or e-Governance initiatives the state has tried to closely implement the NeGP. The state has a wide network of Lok Mitra Kendras (CSCs) which have successfully started delivering in rural areas. Plus the state suffers from a wild, hilly landscape. The hilly state is a classic example of successful e-Governance initiatives.

Indeed it is important that a sense of competence runs in the government departments of different states.

Large states have to strengthen their e-Governance efforts. Plus they have to look at integrating all of their services through a single window, since in many states despite the e-platforms, a lot of departments work in silos. It leads to confusion while citizens try to access information online relating to services aimed at them.

Creation of a single online window where from citizens can get access to different government websites is perhaps the biggest task left in front of the states. |

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And the state IT departments have a big role to play in integrating all departments into a single window.

OPPORTUNITIES FOR THE INDUSTRY

The NeGP is not about government alone. The IT industry and other stateholders have a key role in it. As far as business opportunity is concerned, the planned investment in the NeGP is approximately $9.7 bn, with the cumulative figures up to calender year 2014 which is expected to touch $5.8 bn. While these are DeitY estimates, the large scale projects such as National Optical Fiber Network (NoFN) and Government 2.0 are expected to take the business opportunity figures farther than these.

In many states, the projects are being implemented under the PPP (Public-Private Partnership) model. The states have been working with private sector to execute a number of MMPs. Even at the center, projects such as passport, income tax, MCA 21, UIDAI, etc, have involvement of different IT services companies. www.dqindia.com

August 31, 2013

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27

GOVERNMENT | COVER STORY

Vishaal Bhatnagar & Dr Nandkishor maildqindia@cybermedia.co.in

Methodology BACKGROUND

The Dataquest-CMR e-States Program was conceptualised in 2005 as a means to evaluate and measure the relative performance of the central and state governments on a range of government service delivery and quality of life issues that affect the common citizen of India on a day-to-day basis.

The two key motivators for the Dataquest-CMR eStates Program were, and continue to be: The formulation and announcement in the year 2000, of eight United Nations Millennium Development Goals (MDGs), to be implemented and monitored on a national and supranational basis over a 15-year period, that is, 2001-2015; The roll-out by the Government of India of the National e-Governance Plan (NeGP) in 2003-04, particularly the Core Infrastructure Projects (SDCs, SWANs and CSCs); the ‘Middleware’ gateways such as NSDG, SSDG and MSDG, and the Mission Mode Projects covering various aspects of government services for the individual citizen, community and stakeholder groups RESEARCH OBJECTIVES

oo To assess ‘e-Readiness’ of 29 Indian states on the

availability of private and public ICT infrastructure, the reach of their e-Gov programs through effective leverage and utilisation of IT policy, administrative reforms and infrastructure, and the depth and speed of implementation of their developmental vision oo To rate and rank Indian states on the capacity of individual citizens, communities and stakeholders to access e-Infrastructure to avail e-Gov services, and significant outcomes achieved in the areas of quality healthcare, education and employment opportunities, and overall quality of life.

e-Infrastructure • 15 key indicators to evaluate the performance of each state • Latest available figures published by NeGP, MoSPI, Planning Commission, MoF, Census 2011, TRAI, CEA etc.

• Rankings based on 5-point scale and derived 100-point percentile index

e-Governance Services • Per capita public IT spending • State IT sector policies, administrative reforms, special incentives to industry • Adoption of novel e-Gov service delivery channels • Education, Employment Generation, Entrepreneurship Development initiatives • Public Healthcare Service Delivery initiatives • Communicating to popularise e-Gov programmes to encourage participation in schemes

PESTLE Analysis State vision, stability, law & order situation, fiscal health, investor -friendly policies, employment generation schemes, educational opportunities, healthcare services, governance track record • HDI Rankings of States • Expert Viewpoints

e-Governance Usage

• No. of G2C and G2B transactions • Access Points & Channels

General of India; reports and publications of Planning Commission, Ministry of Statistics and Program Implementation (MoSPI), Telecom Regulatory Authority of India (TRAI), United Nations Development Program (UNDP), The World Bank etc oo Dataquest and CMR repository of reports and market intelligence studies focused on the government and ICT spending estimates for the India public sector oo Multi-factor analysis for rating and ranking states’ performance on ‘e-Readiness, The study ran over four months (April-July 2013) and analysed feedback collected from depth interviews with nearly 120 key stakeholders across 29 states of India. This included state IT secretaries, state e-Governance / Nodal Agency directors, SeMT project managers, DeitY (Department of Electronics and IT) and NIC (National Informatics Centre) technical directors and other government IT purchase decision makers and influencers. The survey was capped off with a focus group discussion involving government sector experts, senior ICT industry executives, Dataquest editors and CMR analysts.

METHODOLOGY IN BRIEF

oo Primary Survey: State IT Secretaries and / or

Heads of State Nodal IT agencies – 120 telephonic, email and / or face-to-face interviews oo Secondary Research: Census 2011 / Registrar

28

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The authors are Lead Analyst, CMR Public Sector Practice & Consultant, Government Relations, CMR Public Sector Practice, respectively

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GOVERNMENT | e-STATES

Delhi

R

1 QUICK FINDINGS Area: 1,484 sq km Population (Census 2011): 16,753,235 Nominal GDP per capita (2011-12): `175,812 State Rank (Large States): #1 State Rank (All States): #1

anked #1 in the DQ-CMR e-Readiness Assessment of Indian States 2013, Delhi leads in the e-Governance initiatives. The state has recorded the highest number of citizen transactions. It has the highest level of infrastructure being used to implement and execute e-Governance projects.

Based on the vision envisaged in the National e-Governance Plan (NeGP), the government of NCT Delhi has aggressively pursued automation of government department back-end processes, front-end service delivery and capacity building so that services to common citizens, women, youth, persons with disabilities (PwDs), as well as business owners and entrepreneurs are delivered in a transparent and efficient manner.

The state has managed to implement most of the core infrastructure projects envisaged in the NeGP, while some are in an advanced stage of implementation. SWAN has already been implemented in the state and 28 CSCs have been rolled out as of FY2012-13. The main e-Governance projects operational at the state administration level includeâ&#x20AC;&#x201D;e-Purity, e-Courts, e-Yojana, file monitoring system, procurement monitoring system, land records computerisation (Indraprastha Bhoolekh), e-Dastavej (Certificate Issue Management System), contract monitoring system, etc.

The web-based file monitoring system tracks the movement of files across the government departments. e-Purity is a web-based inventory management software that manages many stores for different departments at the same time. e-Courts is a web-based application software which functions as a repository of centralised data of the court cases for all the departments of the government of NCT Delhi.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

86.34

#5

PC Installed Base (No. of PCs per 1,000 people)

58.02

#2

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

250.53

#1

Internet Penetration (Subscribers per 1,000 people)

35.09

#1

Intake Capacity of Engineering & Technology Students (per 1,000 people)

0.48

#17

State per capita Public IT Spending (`crore per 100,000 people, 2011-12 and 2012-13)

3.522

#5

49

#4

0.327817

#3

0.750

#2

Literacy Rate (%age of population, 2011)

State e-Gov Initiatives Rolled out (number) Volume of Electronic Transactions via Government Service Delivery Gateways (â&#x20AC;&#x2122;00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) 30

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GOVERNMENT | e-STATES

Kerala

T

he Government of Kerala’s e-District project for making all government services accessible to the common man covers all 14 districts and 100% of the state’s population.

MAJOR E-GOV INITIATIVES

2 QUICK FINDINGS Area: 38,863 sq km Population (Census 2011): 33,387,677 Nominal GDP per capita (2011-12): `83,725 State Rank (Large States): #1 State Rank (All States): #2

Citizens’ Call Center and FRIENDS: Fast Reliable Instant Effective Network for Disbursement of Services (FRIENDS) is a single-window facility where citizens can make government-related transactions with ease and comfort, without the hassle of queuing up. n Rural online transaction facilities e-Pay and e-Krishi: e-Krishi facilitates and enables farmers and other stakeholders involved in agribusiness to consolidate on a single platform. n INSIGHT: It aims at enabling the differently abled through the deployment of free software. The major objectives behind setting up INSIGHT is to use technology as an interface to improve the quality of life of the differently abled. n ‘Dr SMS’: It enables people to use their mobile phones to receive information on health resources and to provide the user with a comprehensive list of medical facilities available in that locality, like hospitals or doctors. n FISHNET: Aims at implanting e-Governance solutions in the Department of Fisheries, it is a web-based online application system for vessel registration & license activities, vessel impound details, etc. n Information and Data Exchange Advanced System (IDEAS) is a web-based online file, petition, and government order tracking system implemented by Kerala State IT Mission with technical support of NIC. n e-District: 23 revenue certificate services were successfully rolled out under the e-Disrict MMP across all 14 districts of Kerala by March 2013.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

93.9%

#1

PC Installed Base (No. of PCs per 1,000 people)

36.52

#3

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

99.83

#5

Internet Penetration (Subscribers per 1,000 people)

14.56

#3

Intake Capacity of Engineering & Technology Students (per 1,000 people)

1.56

#5

State per capita Public IT Spending (`crore per 100,000 people, 2011-12 and 2012-13)

0.405

#15

80

#1

0.115102

#9

0.790

#1

State e-Gov Initiatives Rolled out (number) Volume of Electronic Transactions via Government Service Delivery Gateways (’00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) |

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GOVERNMENT | e-STATES

Goa

G

oa has maintained the top position in the utilization of IT and ITenabled services. Under NeGP, the state government launched the GBBN project to provide high speed internet connectivity across the state.

MAJOR E-GOV INITIATIVES

3 QUICK FINDINGS Area: 3,702 sq km Population (Census 2011): 1,457,723 Nominal GDP per capita (2011-12): `33,633 State Rank (Small States): #2 State Rank (All States): #3

Swaranjayanti Aarogya Bima: Goa was the first state to implement a ‘mediclaim’ scheme—a medical insurance scheme for poor citizens. Enrolment of families into the scheme, smart card generation, pre-authorization of admissions, as well as claim submission and approval, all occur electronically.

Goa Broadband Network: Government of Goa launched a project called the ‘Goa Broad Band Network or GBBN’ which has helped to successfully connect government institutes/schools/colleges, government offices, etc.

IT Literacy in Schools: The Education Department is in the process of strengthening the computer laboratories in schools. The government also intends to implement the Rashtriya Madhyamik Shiksha Abhiyan, a central sector scheme in the state. e-Notepads: Around 50,000 e-Notepads were to be provided to government and private schools, pre-loaded with the updated syllabus. e-Portal for the Sale of Goa Handicraft Items: The state government is developing Goa Haat-Cum-Shilpagrams, new emporiums, and also proposes to develop an e-portal for the sale of Goa handicraft items.

The Department of Information and Publicity has taken various initiatives to propagate e-Governance services and benefits to citizens through workshops, advertisements in leading newspapers, hoardings, etc.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

87.4

4

PC Installed Base (No. of PCs per 1,000 people)

68.87

1

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

89.69

7

Internet Penetration (Subscribers per 1,000 people)

28.12

2

Intake Capacity of Engineering & Technology Students (per 1,000 people)

0.82

14

State per capita Public IT Spending (`crore per 100,000 people, 2011-12 and 2012-13)

6.442

1

22

16

0.003430

24

0.617

4

State e-Gov Initiatives Rolled out (number) Volume of Electronic Transactions via Government Service Delivery Gateways (‘00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) 32

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GOVERNMENT | e-STATES

Gujarat

E

-governance has been one of the priorities for the Gujarat government. So the state has been ranked high in the DQ-CMR eReadiness Assessment of Indian States 2013.

MAJOR E-GOV INITIATIVES

4 QUICK FINDINGS Area: 1,96,024 sq km Population (Census 2011): 60,383,628 Nominal GDP per capita (2011-12): `89,668 State Rank (Large States): #2 State Rank (All States): #4

SWAGAT Online (State Wide Attention on Grievances through Application of Technology) covers all of the 60 mn citizens and 225 sub-district of the state. At district level SWAGAT sessions, the district authorities hear the public grievances on the same day. e-GRAM â&#x20AC;&#x201C; Vishvagram (Gram Rural Accounting Management Software): By the end of 2008, all the village panchyats in Gujarat had been computerised and provided with broadband connectivity through VSAT. It enabled computerised record keeping of accounts and maintenance of register of various types of taxes at the village level. e-Dhara: After digitizing all land records, e-Dhara Kendras (e-DK) have been set up at Taluka Mamlatdar offices to take up day-to-day activities of land records such as mutations and issue of Record of Rights (RoR).

Various other initiatives of the government involve e-Kalyan (social justice and empowerment), Chiranjeevi Yojana (specialist delivery of care to the poor and disadvantaged in rural, tribal and remote areas), BalSakha Yojana, School Health Programme, e-Mamta (Mother and Child Tracking System), Hospital Management Information System, IWDMS (Integrated Workflow and Document Management System), Gujarat VAT Information System (VATIS) project, e-Procurement, SICN (Sachivalaya Integrated Communication Network), GSWAN (Gujarat State Wide Area Network), Sachivalaya Campus Area Network (SCAN), and Gujarat State data center, among others.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

79.3

#13

PC Installed Base (No. of PCs per 1,000 people)

17.75

#17

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

87.68

#8

Internet Penetration (Subscribers per 1,000 people)

6.25

#12

Intake Capacity of Engineering & Technology Students (per 1,000 people)

0.77

#15

State per capita Public IT Spending (`crore per 100,000 people, 2011-12 and 2012-13)

1.030

#9

35

#10

0.250382

#4

0.527

#11

State e-Gov Initiatives Rolled out (number) Volume of Electronic Transactions via Government Service Delivery Gateways (â&#x20AC;&#x2122;00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) 34

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GOVERNMENT | e-STATES

Andhra Pradesh

A

5 QUICK FINDINGS Area: 275,045 sq km Population (Census 2011): 84,665,533 Nominal GDP per capita (2011-12): `68,970 State Rank (Large States): #3 State Rank (All States): #5

ndhra Pradesh is one of the pioneers in using IT to deliver government services in the state. This is the reason the state has ranked among the top five. Following is the snapshot of state’s IT endeavour.

MeeSeva Project: Under NeGP the state government launched the Mee Seva project to deliver citizen-centric government services across Andhra Pradesh to eliminate face-to-face interaction between citizens and government officials and thereby, reducing instances of corruption and improving the delivery of G2C and G2B services. 60 citizen-centric services spanning revenue, registration, municipal administration, civil supplies, school education, and GHMC departments are being provided to citizens under the AP Mee Seva project.

Parishkaram: This citizen helpline provides information on government schemes and agriculture-related information and advice to farmers via a 24x7 toll-free No 1100.

Rajiv Education and Employment Mission of Andhra Pradesh: AP is implementing education and employment scheme Rajiv Yuva Kiranalu on a mission mode to provide at least 15 lakh jobs for the unemployed youth and the students graduating from educational institutions before 2014. To implement the Rajiv Yuva Kiranalu program GoAP has constituted the ‘Rajiv Education & Employment Council of AP (REECAP)’ and ‘Rajiv Education and Employment Mission in AP (REEMAP)’.

In addition, the state has taken various initiatives to propagate e-Gov services and benefits such as hoardings and posters in various locations, TV scrolling messages on different channels, conducting training programs for operators both at kiosk and department level, etc.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

67.7

#25

PC Installed Base (No. of PCs per 1,000 people)

20.9

#12

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

79.8

#10

Internet Penetration (Subscribers per 1,000 people)

6.5

#10

Intake Capacity of Engineering & Technology Students (per 1,000 people)

4.02

#1

State per capita Public IT Spending (INR crore per 100,000 people, 2011-12 and 2012-13)

1.005

10

52

#2

0.221813

#5

0.473

#15

State e-Gov Initiatives Rolled out (number) Volume of Electronic Transactions via Government Service Delivery Gateways (’00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) |

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GOVERNMENT | e-STATES

Tamil Nadu

T

he Government of Tamil Nadu framed its IT Policy in 2008. The policy provides special incentives to the IT-ITeS sector to set up R&D, service delivery, and manufacturing units in the state.

MAJOR E-GOV INITIATIVES

6 QUICK FINDINGS Area: 130,058 sq km Population (Census 2011): 72,138,958 Nominal GDP per capita (2011-12): `84,496 State Rank (Large States): #4 State Rank (All States): #6

AGRISNET: ELCOT provided implementation support for Farmer Crop Management System. About 720 Android tablets have been issued to the Agriculture Department staff for capturing the crop details at the field.

Employment Portal: On behalf of Dept of Employment and Training, Electronics Corporation of Tamil Nadu, the state nodal IT agency has implemented an online employment portal automating 48 employment exchanges. The portal facilitates online registration and renewal for students (job seekers). The portal has been engineered for automatic registration of Class 10 and Class 12 school students, linking directly with the government database.

Hospital Management System (HMS): The Health and Family Welfare Department implemented Hospital Management System and Health Management Information System in 267 hospitals and 1,613 primary health centers to update health records. More than 10,000 hospital staff currently use and operate the system. e-Governance Infrastructure: The Department of IT is facilitating the support infrastructure namely Tamil Nadu State Data Center (TNSDC), Tamil Nadu State Wide Area Network (TNSWAN), and Common Service Centres (CSCs) for enabling electronic delivery of government services to the citizens. As of now, 2,706 centers which include Common Service Centres (CSCs) and Primary Agriculture Cooperative Credit Societies (PACCS) are delivering these services.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

80.3

#9

PC Installed Base (No of PCs per 1,000 people)

27.2

#7

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

107.9

#3

Internet Penetration (Subscribers per 1,000 people)

10.8

#5

Intake Capacity of Engineering & Technology Students (per 1,000 people)

3.3

#2

State per capita Public IT Spending (`crore per 100,000 people, 2011-12 and 2012-13)

0.1

#29

State E-gov Initiatives Rolled out (number)

43

#7

0.092460

#10

0.6

#8

Literacy Rate (%age of population, 2011)

Volume of Electronic Transactions via Government Service Delivery Gateways (â&#x20AC;&#x2122;00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) 36

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GOVERNMENT | e-STATES

Maharashtra

M

aharashtra is the first state in the country to have an e-Governance policy. The stateâ&#x20AC;&#x2122;s IT policies have been initiated since 2006 to provide better facilities to residents.

MAJOR E-GOV INITIATIVES

7 QUICK FINDINGS Area: 307,713 sq km Population (Census 2011): 112,372,972 Nominal GDP per capita (2011-12): `1,01,314 State Rank (Large States): #5 State Rank (All States): #7

Maha e-Seva Kendras: The Government of Maharashtra (GoM) is implementing the Common Service Centers (CSCs) scheme. The scheme has envisaged establishment of a network of 11,818 IT-enabled centers for delivery of government, social and private sector services to citizens.

Maharashtra to Mandate Electronic Delivery of Services: Maharashtra has prepared a legislation that will make it mandatory for all the government officers/departments to offer online services under the Maharashtra Mandatory Electronic Delivery of Public Services Act. Rajiv Gandhi Jeevandayee Aarogya Yojana (RGJAY): Maharashtra launched `300 crore free health insurance scheme namely Rajiv Gandhi Jeevandayee Aarogya Yojana (RGJAY) in eight districts of the state. e-Panchayat or e-Panchayati Raj Institutions: The government is working on e-Panchayat project which aims to automate 33 zilla parishads, 351 panchayat samitis, and 27,896 gram panchayats. e-Scholarship: The School Education Department of Maharashtra launched an e-Scholarship Management System (EMS) for scholarship application, review, and disbursal.

Employment Portal Rojgar Wahini (http://ese.mah.nic.in): This has been developed for the Department of Employment and Self Employment (DE&SE). Job seekers can register online through empanelled agencies with possibility of applying to vacancies posted by any of the 40,000 currently registered employers immediately.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

82.9%

#7

PC Installed Base (No. of PCs per 1,000 people)

28.2

#5

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

89.7

#7

Internet Penetration (Subscribers per 1,000 people)

12.3

#4

Intake Capacity of Engineering & Technology Students (per 1,000 people)

1.3

#9

1.045

#8

44

#6

0.045215

#16

0.572

#7

Literacy Rate (%age of population, 2011)

State per capita Public IT Spending (`crore per 100,000 people, 2011-12 and 2012-13) State e-Gov Initiatives Rolled out (number) Volume of Electronic Transactions via Government Service Delivery Gateways (â&#x20AC;&#x2122;00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) 38

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GOVERNMENT | e-STATES

Himachal Pradesh

P

8 QUICK FINDINGS Area: 56,000 sq km Population (Census 2011): 6,856,509 Nominal GDP per capita (2011-12): `50,750 State Rank (Large States): #3 State Rank (All States): #8

opularly known as the Devbhumi—’Land of the Gods’, Himachal Pradesh is a beautiful hill state in northern India nestled in western Himalayas. Himachal Pradesh has been blessed with an enormous potential of IT. Himachal government has chalked out a policy, heralding its benefits for its citizens and for the state as a whole.

Himachal Pradesh Society for Promotion of IT & e-Governance (SITEG), the implementing agency of e-governance projects in Himachal Pradesh, instigated a number of projects in the state.

Apart from various projects like e-Procurement, e-District, Human Resource Management System (HRMS), Management Information System (HMIS), HIMSWAN, and Grievance Redressal System, various core ICT infrastructure projects like Integrated Community Service Center (i-CoSC) or SUGAM, Himachal Pradesh State Data Center, Secretariat LAN and Hi-Tech City & Software Technology Park are in the process of implementation.

Publicity of e-Gov projects among citizens: The Department of Information Technology, Govt of HP is creating awareness among the citizens about the availability of new services at CSCs and other e-Governance projects by using various modes of publicity such as advertisements in newspapers, hoardings on state transport buses, press notes in newspapers, involvement of representatives of local bodies, etc.

The state government has developed attractive investment climate by formulating various investment-friendly policies and initiatives. Investment in the manufacturing sector in Himachal Pradesh grew up by 95.5% . The investment in the construction sector rose from $48.2 mn as of March 2006 to $492.6 mn as of March 2007. This recorded a massive growth in the GDP of $ 7 bn during 2006-07.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

83.78

#6

PC Installed Base (No. of PCs per 1,000 people)

18.09

#15

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

102.10

#4

Internet Penetration (Subscribers per 1,000 people)

6.03

#13

Intake Capacity of Engineering & Technology Students (per 1,000 people)

1.06

#10

State per capita Public IT Spending (INR crore per 100,000 people, 2011-12 and 2012-13)

0.337

#17

36

#9

Volume of Electronic Transactions via Government Service Delivery Gateways (’00,000s of transactions per capita per quarter, January-March 2013)

0.0406

#18

State HDI Score (MoF, GoI Economic Survey, 2011-12)

0.652

#3

Literacy Rate (%age of population, 2011)

State e-Gov Initiatives Rolled out (number)

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GOVERNMENT | e-STATES

Tripura

T

ripura is the third smallest state and want to implement e-Governance across three tiers of administrative set up viz state, district, and block in government departments. It is the sixth state in the country to successfully commission State Wide Area Network (SWAN) for supporting e-Governance initiatives in the state.

MAJOR E-GOV INITIATIVES

Telemedicine Facilities: A telemedicine network is being set up in subdivisional hospitals at Chailengta, Kanchanpur, Gandacherra, and Amarpur with GBP hospital & IGM hospital.

Computerisation of Land Records: Eight revenue circles are taken up for computerisation of land records.

Digitization of CS Map: The government plans to prepare the digitised CS map for maintaining inner computerised details and also linkup mouja maps to the records information database.

Rural Soft for Department of Rural Development: Details of block wise rural schemes like PMGSY, drinking water scheme are processed and hosted.

CCTNS: The Home (Police) Department is implementing the Crime and Criminal Tracking Network System (CCTNS) Project. The first phase of this project has been operational. e-Procurement: The application has been devised by NIC for government organizations. State departments are using this application for procurement processes. e-Panchayat: The services to be offered under the project include issue of various certificates, applications for pensions, NREGA job card, ration card, RoR, utility bills, etc.

9 QUICK FINDINGS Area: 1,049 sq km Population (Census 2011): 3,671,032 Nominal GDP per capita (2011-12): `50,750 State Rank (Large States): #4 State Rank (All States): #9

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

87.75

#3

PC Installed Base (No. of PCs per 1,000 people)

16.53

#19

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

63.64

#13

Internet Penetration (Subscribers per 1,000 people)

2.30

#28

Intake Capacity of Engineering & Technology Students (per 1,000 people)

0.08

#26

State per capita Public IT Spending (INR crore per 100,000 people, 2011-12 and 2012-13)

0.299

#19

13

#21

Volume of Electronic Transactions via Government Service Delivery Gateways (â&#x20AC;&#x2122;00,000s of transactions per capita per quarter, January-March 2013)

0.3543

#2

State HDI Score (MoF, GoI Economic Survey, 2011-12)

0.573

#6

State e-Gov Initiatives Rolled out (number)

40

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GOVERNMENT | e-STATES

Haryana

H

aryana came into existence on November 1, 1966, as a newly created state carved out of the Punjab state on the basis of language. Many e-Governance initiatives have been implemented in Haryana. ‘e-DISHA Ekal Seva Kendras’ have been established throughout the state. Besides these, Haryana Land Records Information System (HALRIS), AgRIS (Agriculture Resource Information System), EERIS (Employment Exchange Registration Information System), etc, are being implemented in the state.

MAJOR E-GOV INITIATIVES

10 QUICK FINDINGS Area: 44,212 sq km Population (Census 2011): 25,353,081 Nominal GDP per capita (2011-12): `108,859 State Rank (Large States): #6 State Rank (All States): #10

HARIS or Haryana Registration Information System: The main aim of Haryana Registration Information System or HARIS is to facilitate and speed up the process of registration of properties and land.

Smart Card based PDS in Haryana: The project calls for complete replacement of paper-based ration cards by smart cards. e-Panchayat: A Panchayat is the primary administrative unit that functions in all Indian villages at the grass-root level. In order to facilitate Panchayats to effectively deliver their services to the citizens using IT as a tool, Panchayat MMP has been imbibed under NeGP. e-DISHA Ekal Sewa Kendra: In order to promulgate the benefits of e-Governance to the masses, Govt of Haryana established e-DISHA Ekal Sewa Kendras which intend to provide a single window for deliverance of various e-Governance services ensuring transparency and efficiency. e-Procurement: The requisite hardware and software has been installed at NIC-Haryana state data center. The front-end facilities and help desk management services have been outsourced to a facility management partner.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

76.64

#16

PC Installed Base (No. of PCs per 1,000 people)

24.56

#9

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

81.74

#9

Internet Penetration (Subscribers per 1,000 people)

9.86

#8

Intake Capacity of Engineering & Technology Students (per 1,000 people)

2.54

#3

State per capita Public IT Spending (INR crore per 100,000 people, 2011-12 and 2012-13)

0.159

#24

34

#11

Volume of Electronic Transactions via Government Service Delivery Gateways (’00,000s of transactions per capita per quarter, January-March 2013)

0.1875

#6

State HDI Score (MoF, GoI Economic Survey, 2011-12)

0.552

#9

State e-Gov Initiatives Rolled out (number)

44

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GOVERNMENT | e-STATES

Karnataka

K

arnataka is the first state to announce IT policy in the year 1997 and also announced Mahithi, millenium IT policy. The government of Karnataka endeavor is to integrate mobile enabled service delivery system with the state portal, e-form, and SSDG. This has enabled Karnataka to deliver services in an innovative way and to make the state visionâ&#x20AC;&#x201D;anytime, any where, and any device delivery of government services a reality.

MAJOR E-GOV INITIATIVES

ATALJI SANASNEHI KENDRAS (Nada Kacheri) Project: The project aims to encompass the whole state of Karnataka. The units would be established at each and every Hobli (Block level) of the state, covering all the villages and its population.

The e-Procurement system is implemented through a Public-Private Partnership (PPP) on Build-Operate-Transfer (BOT) model with no initial cost to the government.

Bangalore One Project: It provides anywhere, anytime facility for payment of a range of utility bills and other citizen-centric services to the citizens of Bengaluru.

Mobile Service Delivery Platform (MSDG): The government of Karnataka has set up a Mobile Service Delivery Platform (MSDG) on a core shared infrastructure model.

The e-tendering has ensured the participation by the frarmers in selling their produce which is now very transparent and fast as well.

Bangalore One at Your Doorstep: For this purpose one laptop with internet connectivity and other peripherals is being sent to the apartment welfare association office wherein the citizens come and pay on the scheduled dates.

11 QUICK FINDINGS Area: 191,791 sq km Population (Census 2011): 61,130,704 Nominal GDP per capita (2011-12): `68,374 State Rank (Large States): #7 State Rank (All States): #11

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

75.60

#17

PC Installed Base (No. of PCs per 1,000 people)

27.60

#6

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

91.57

#6

Internet Penetration (Subscribers per 1,000 people)

10.35

#7

Intake Capacity of Engineering & Technology Students (per 1,000 people)

1.51

#6

State per capita Public IT Spending (INR crore per 100,000 people, 2011-12 and 2012-13)

0.859

#11

40

#8

0.06031

#13

0.519

#12

State e-Gov Initiatives Rolled out (number) Volume of Electronic Transactions via Government Service Delivery Gateways (â&#x20AC;&#x2122;00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) 46

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GOVERNMENT | e-STATES

Punjab

P

unjab also provides gamut of incentives in order to make the state a preferred destination for emerging IT business opportunities. It established a premier body (Punjab State e-Governance Society) for the execution of e-Governance projects in the state. The e-Governance projects taken up by the state include—suwidha integrated citizens services, integrated land records management system, transport services, treasury and accounts management system, social security management system, agrinet Punjab, etc.

MAJOR E-GOV INITIATIVES

12 QUICK FINDINGS Area: 50,362 sq km Population (Census 2011): 2,77,04,236 Nominal GDP per capita (2011-12): `74,406 State Rank (Large States): #8 State Rank (All States): #12

Punjab Wide Area Network (PAWAN) Project: The state government has already established PAWAN vertical connectivity to act as an intragovernment network with 8 Mbps connectivity.

National Optical Fiber Network: Under this project the state government will provide connectivity to more than 12,000 gram panchayats.

Land Records Management System: The project includes automation of the process covers, change of ownership (Mutation), crop updation (Girdawari), modification of field maps, and updation of record of rights (Jamabandi).

Computerisation of Transport Department: The ‘Sarathi’ application is for issuance of driving licenses while the ‘Vahan’ application is for issuance of Registration of Vehicles.

Computerisation of Value Added Tax Information System: This project brings efficiency in tax collection and enhance revenue collection.

ICT in School Education: Government of Punjab has proposed compulsory computer education starting from class 6th to class 12th in 2,878 out of total 5,422 schools of first phase of the Information & Communication Technology (ICT) project.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

76.6

#15

PC Installed Base (No. of PCs per 1,000 people)

24.9

#8

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

108.9

#2

Internet Penetration (Subscribers per 1,000 people)

10.5

#6

Intake Capacity of Engineering & Technology Students (per 1,000 people)

1.5

#4

0.230

#22

18

#18

0.056742

#14

0.36

#22

Literacy Rate (%age of population, 2011)

State per capita Public IT Spending (INR crore per 100,000 people, 2011-12 and 2012-13) State e-Gov Initiatives Rolled out (number) Volume of Electronic Transactions via Government Service Delivery Gateways (’00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) |

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GOVERNMENT | e-STATES

Odisha

L

13 QUICK FINDINGS Area: 155,820 sq km Population: 41,947,358 (Census 2011) Nominal GDP per capita (2011-12): `46,150 State Rank (Large States): #9 State Rank (All States): #13

and of abundant natural resources, be it mineral reserves or agricultural produce, Odisha has emerged today as one of the most promising states in the nationâ&#x20AC;&#x2122;s saga of development. The government has implemented a number of successful e-Governance initiatives.

Students Academic Management System (SAMS): SAMS was initiated as a pilot project in 60 junior colleges in 2009-10. The project is the winner of the prestigious National Award for e-Governance in Gold Category for the year 2012-13. edhaRani: This project is the IT enablement in all sub registrar offices.

Smart-Krishi: With an objective of e-delivery of G2C services at Panchayat level to the common man through CSCs, the project is having sufficient provisions of improved service delivery channel on agriculture related services and information to the farmers at their doorsteps. e-Sahayata (Integrated Citizen Information and Service Center): Sahayata Information kiosk is an integrated e-platform through which citizens can get desired information, by means of touchscreen Kiosks placed at district, sub-division, block, and other locations.

GRAMSAT: An integrated network consisting of VSAT network with digital video broadcasting capabilities, RF Network, and Leased Line Network. e-FCS: It helps in online monitoring of the food grain allotment, paddy procurement, ration card position, daily and weekly market price information.

Project Nandini: It aims to enhance livestock productivity and facilitate the livestock farmers with timely information.

Janavani: A citizen-centric grievance redressal initiative, it capitalises on the ICT framework to provide an efficient, effective, and transparent grievance redressal system to the public 24x7.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

73.5

19

PC Installed Base (No. of PCs per 1,000 people)

11.75

28

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

60.62

14

Internet Penetration (Subscribers per 1,000 people)

3.22

22

Intake Capacity of Engineering & Technology Students (per 1,000 people)

0.15

23

State per capita Public IT Spending (`crore per 100,000 people, 2011-12 and 2012-13)

0.811

13

47

5

0.045509

15

0.362

22

State e-Gov Initiatives Rolled out (number) Volume of Electronic Transactions via Government Service Delivery Gateways (â&#x20AC;&#x2122;00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) 48

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GOVERNMENT | e-STATES

Madhya Pradesh

O

ften referred to as the ‘Heart of India’, the Government of Madhya Pradesh is endeavoring to provide citizen-centric services using IT in its e-Governance efforts.

MAJOR E-GOV INITIATIVES

14 QUICK FINDINGS Area: 308,252 sq km Population (Census 2011): 72,597,565 Nominal GDP per capita (2011-12): `38,669 State Rank (Large States): #10 State Rank (All States): #14

E-upaarjan: The objective of this scheme is to automate the wheat procurement process in the state by replacing manual operations. Amongst the main benefits of the project are: Real-time information and decision support system, efficient monitoring and control of the quantity, and quality of wheat supplied, reduction in diversion and leakage of stocks, and real-time alert mechanism for the state’s farmers.

Bhu-Abhilekh: Bhu-Abhilekh, a G2C and G2G application software, comprises a computerised master database of land records that stores plot-wise and owner-wise details on land, crops, revenue, irrigation, demand, collection, land type, tenancy, and so on.

Tele Samadhan: This is a call center facility with a single number 155343/1800 233 5343, that is accessible from any mobile or landline in the state. Currently, this service is managed by a 47-seater call center which gives information about approx 325 services of 20 departments.

Complaints are also recorded and conveyed to the nominated state government officers.

Department of Commercial Taxes (MPCTD): This is the largest revenue earning establishment of MP government. The project has helped to successfully transform key processes leading to improved service delivery for providing e-Services including e-Registration application, e-Return, download of statutory forms and built capacities among all stakeholders to deliver better services.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

70.6

22

PC Installed Base (No. of PCs per 1,000 people)

12.16

27

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

54.15

16

Internet Penetration (Subscribers per 1,000 people)

2.89

24

Intake Capacity of Engineering & Technology Students (per 1,000 people)

1.33

7

State per capita Public IT Spending (INR crore per 100,000 people, 2011-12 and 2012-13)

0.131

26

21

17

0.123117

8

0.375

20

State e-Gov Initiatives Rolled out (number) Volume of Electronic Transactions via Government Service Delivery Gateways (’00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) |

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GOVERNMENT | e-STATES

Mizoram

W

ith 91.58% literacy rate, Mizoram has been ranked #2 on the literacy parameter in the DQ-CMR e-Governance Assessment of Indian states. The state has a fairly good PC installed base which is closer to 30%, contributing significantly to its e-Governance drive.

Overall Mizoram has been ranked #15 in the survey while among the small states it is positioned on #5. The state has implemented a number of MMPs to execute the NeGP roadmap and to establish a connect with the citizens. The state has wireless density close to 63% while the internet penetration is poor. Maybe this is the reason that deters the state from being ranked higher. In the entire north-east region, connectivity is a huge concern. Because of this, the network of CSCs has failed to take off well. However, the state is active to automate its functioning through computerization and workflows.

Another parameter where the state has performed badly is its inability of having any engineering colleges. It ranks at the bottom when it comes to number of electronic transactions via government service delivery gateway. The state has embarked on the e-Gov 2.0 initiatives.

15 QUICK FINDINGS Area: 21,081 sq km Population: 1,091,014 (Census 2011) Nominal GDP per capita (2011-12): `48,591 State Rank (Large States): #5 State Rank (All States): #15

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

91.58

#2

PC Installed Base (No. of PCs per 1,000 people)

30.80

#4

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

63.64

#13

Internet Penetration (Subscribers per 1,000 people)

3.78

#18

Intake Capacity of Engineering & Technology Students (per 1,000 people)

0.00

#29

State per capita Public IT Spending (INR crore per 100,000 people, 2011-12 and 2012-13)

4.445

#2

7

#28

NIL / NEGLIGIBLE

#28

0.573

#6

State e-Gov Initiatives Rolled out (number) Volume of Electronic Transactions via Government Service Delivery Gateways (â&#x20AC;&#x2122;00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) 50

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GOVERNMENT | e-STATES

Arunachal Pradesh

A

border state, Arunachal Pradesh has carried forward a number of e-Governance initiatives despite the problems. Government of Arunachal Pradesh has implemented various e-Governance initiatives and many more are being implemented.

The state has started work on the roll out of its CSC network. Calance Software has been selected as SCA (Service Centre Agency) for the roll out and implementation of e-Governance initiatives in the state. CSCs are a critical part of the e-Governance drive in the state through which it plans to roll out citizen-centric services such as payment of bills, land records, issuing death, birth certificates, etc. Out of the 200 CSCs in the state, 140 are operational.

Besides, the state has been working to automate its educational set up and government offices. Based on its e-Governance initiatives, which are at nascent stage, the state has ranked #16 overall while it has been ranked #6 among the small states. Because of border issues and difficult terrain, the state has a long way to go on parameters such as literacy rate, PC installed base, internet penetration, intake capacity of engineering and technology students, etc.

Despite the challenges, the state is poised to catch up with the rest as far as delivery of citizen-centric e-Governance services is concerned.

16 QUICK FINDINGS Area: 83,743 sq km Population (Census 2011): 1,382,611 Nominal GDP per capita (2011-12): `62,213 State Rank (Large States): #6 State Rank (All States): #16

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

66.95

#28

PC Installed Base (No. of PCs per 1,000 people)

15.52

#20

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

63.64

#13

Internet Penetration (Subscribers per 1,000 people)

3.78

#18

Intake Capacity of Engineering & Technology Students (per 1,000 people)

0.16

#22

State per capita Public IT Spending (INR crore per 100,000 people, 2011-12 and 2012-13)

1.358

#7

11

#26

Volume of Electronic Transactions via Government Service Delivery Gateways (â&#x20AC;&#x2122;00,000s of transactions per capita per quarter, January-March 2013)

0.723

#1

State HDI Score (MoF, GoI Economic Survey, 2011-12)

0.573

#6

State e-Gov Initiatives Rolled out (number)

52

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GOVERNMENT | e-STATES

Chhattisgarh

C

17 QUICK FINDINGS Area: 135,194 sq km Population: 25,540,196 (Census 2011) Nominal GDP per capita (2011-12): `46,573 State Rank (Large States): #11 State Rank (All States): #17

hhattisgarh, a newly formed state of India came into existence in the year 2000. However, the state has taken strides in adopting e-Governance.

Chhattisgarh Infotech Promotion Society or CHiPS functions as the nodal agency of the state. Among core infrastructure projects, State Wide Area Network or SWAN has already been implemented in the state.

The state’s data center or SDC was under implementation in FY13 and is expected to become operational soon. e-Gram Suraj, e-Krishi, e-Challan, e-Procurement, e-Treasury, Bhuiyan, and GIS are some of the projects taken up by the state for strengthening e-Governance. Chhattisgarh has become flag bearer as it is the first one to introduce e-Challan and e-Return for the commercial tax department.

Under the land record computerization project ‘BHUINYAN’, 98 old Tehsil offices of the 150 tehsils in the state have been computerized. It has become the second state in India to implement e-Procurement through public-private partnership (PPP) model. The private partner is engaged on a Build-Own-Operate-Transfer (BOOT) basis and the project will be transferred to the government at the end of the five-year contract term.

For its exemplary accomplishments in e-Governance, Chhattisgarh won the top place in the category of ‘Advanced States’ in an assessment conducted by DeitY in 2008 (Source: e-Readiness Assessment Report, 2008 of DIT). The state’s e-Governance projects such as CORePDS, CHOiCE, GIS, and e-Procurement projects also won awards.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

71.04

21

PC Installed Base (No. of PCs per 1,000 people)

10.13

29

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

54.15

16

Internet Penetration (Subscribers per 1,000 people)

2.64

27

Intake Capacity of Engineering & Technology Students (per 1,000 people)

0.96

11

State per capita Public IT Spending (`crore per 100,000 people, 2011-12 and 2012-13)

3.669

4

25

13

0.065074

11

0.358

23

State e-Gov Initiatives Rolled out (number) Volume of Electronic Transactions via Government Service Delivery Gateways (’00,000s of transactions per capita per quarter, January-March 2013) State HDI Score (MoF, GoI Economic Survey, 2011-12) |

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GOVERNMENT | e-STATES

West Bengal

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18 QUICK FINDINGS Area: 88,752 sq km Population (Census 2011): 91,347,736 Nominal GDP per capita (2011-12): `55,222 State Rank (Large States): #12 State Rank (All States): #18

est Bengal being the second most densely populated state, with pressure on its scarce land resource, the IT and ITeS industry provides the high employment potential.

The government has initiated various measures to take the fruits of the information technology to the common man by identified various services as mission mode projects, apart from certain integrated projects, where the citizen—eNagariks—would be the beneficiary. These include land records, road transport, property registration, agriculture, treasuries, municipalities, gram panchayats, commercial taxes, and police departments. Other projects that come under e-governance would be the e-commerce, e-business, common service centers, and setting-up of the EG gateway, e-courts, and e-procurement.

West Bengal is the third largest economy in India and it is now the third fastest growing economy among all the states and UTs of India because its current prices, the gross state domestic product (GSDP) was about $ 114.7 bn in 2011-12. The average annual GSDP growth rate from 200405 to 2011-12, was about 13.8%.

The state has worked aggressively to improve its e-Governance image. A number of projects such as telemedicine project, smart card based driving license, agri-portal, agricultural integrated management system are some of the project where the government have tried to offer better and fast services to citizens. Besides, the state has progressed in terms of integrated land records, e-District, roll out of CSCs, etc.

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

77.08

#14

PC Installed Base (No. of PCs per 1,000 people)

18.23

#14

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

77.63

#11

Internet Penetration (Subscribers per 1,000 people)

4.83

#15

Intake Capacity of Engineering & Technology Students (per 1,000 people)

0.38

#18

State per capita Public IT Spending (INR crore per 100,000 people, 2011-12 and 2012-13)

0.114

#27

50

#3

Volume of Electronic Transactions via Government Service Delivery Gateways (’00,000s of transactions per capita per quarter, January-March 2013)

0.0611

#12

State HDI Score (MoF, GoI Economic Survey, 2011-12)

0.492

#13

State e-Gov Initiatives Rolled out (number)

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GOVERNMENT | e-STATES

Sikkim

S

ikkim has been ranked #19 in the Dataquest-CMR e-Readiness Assessment of Indian states survey. Among the small states, it has been ranked #7. The state has performed better considering its geographical and political situation. On the e-Governance front the state has completed a lot of NeGP projects. Since the survey has taken into account a number of factors to rank the states, it has the advantage of having high literacy rate parameter on which it ranks #8 in India, ahead of many states. Literacy rate plays an important role in the actual usage of e-Governance services.

On parameters such as PC installed base and wireless teledensity, the state ranks #10 and #13 respectively. On the internet penetration front, the state has a long way to go, since with merely 6.93 % penetration the state has been ranked 9. Though it is still impressive, given the factors involved in the north-eastern region. However, it has much to do on the higher education front. A number of state-level MMPs are operational in the state.

The state has endeavored to make the government functioning better through applications that help it achieve efficiency and transparency. Despite, the state has a long way to go on the e-Governance front as it has been ranked #21 for e-Governance initiatives in the survey.

19 QUICK FINDINGS Area: 7,096 sq km Population: 607,688 (Census 2011) Nominal GDP per capita (2011-12): `121,440 State Rank (Large States): #7 State Rank (All States): #19

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

82.20

#8

PC Installed Base (No. of PCs per 1,000 people)

24.25

#10

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

63.64

#13

Internet Penetration (Subscribers per 1,000 people)

6.96

#9

Intake Capacity of Engineering & Technology Students (per 1,000 people)

0.92

#12

State per capita Public IT Spending (INR crore per 100,000 people, 2011-12 and 2012-13)

0.699

#14

13

#21

Volume of Electronic Transactions via Government Service Delivery Gateways (â&#x20AC;&#x2122;00,000s of transactions per capita per quarter, January-March 2013)

0.0394

#19

State HDI Score (MoF, GoI Economic Survey, 2011-12)

0.573

#6

State e-Gov Initiatives Rolled out (number)

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GOVERNMENT | e-STATES

Meghalaya

M

20

eghalaya, a state in the north-east India, is a beautiful one.

Meghalaya means ‘the abode of clouds’ in Sanskrit and other Indo-Iranian languages. While the state is trying to catch up with the rest, it is trying to explore growth options under the Govt of India’s ‘Look East’ policy. On the e-Governance front, the state has been ranked #20 in the DQ-CMR e-Readiness Assessment of Indian States 2013. The state has been able to be part of the top20 e-States. But a lot will depend how the state executes its IT modernization projects and fetches people into the system through citizen-centric initiatives.

Among the large states Meghalaya.has been ranked #8. The state has scored low on many parameters. While it has a moderate literacy rate, it struggles to provide internet access in the state and ranks at #26 on internet penetration parameter. But the state has to go a long way to implement e-Governance initaitives and need to work on the MMPs to bring people closer to the government.

Even though the state has set up CSCs in the state, the number of electronic transaction or availability of other government services remains poor.

QUICK FINDINGS Area: 22,429 sq km Population (Census 2011): 2,964,007 Nominal GDP per capita (2011-12): `52,971 State Rank (Large States): #8 State Rank (All States): #20

PERFORMANCE AND RANKINGS ON MAJOR POLICY AND E-GOVERNANCE INITIATIVES INDICATOR

STATE ACHIEVEMENT

STATE RANK

Literacy Rate (%age of population, 2011)

75.48

#18

PC Installed Base (No. of PCs per 1,000 people)

13.80

#21

Wireless Teledensity (Mobile Subscribers per 100 people, September 2012)

63.64

#13

Internet Penetration (Subscribers per 1,000 people)

2.72

#26

Intake Capacity of Engineering & Technology Students (per 1,000 people)

0.14

#24

State per capita Public IT Spending (INR crore per 100,000 people, 2011-12 and 2012-13)

2.064

#6

8

#27

Volume of Electronic Transactions via Government Service Delivery Gateways (’00,000s of transactions per capita per quarter, January-March 2013)

0.0053

#22

State HDI Score (MoF, GoI Economic Survey, 2011-12)

0.573

#6

State e-Gov Initiatives Rolled out (number)

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WE HAVE SUBSTANTIALLY REDUCED FOOTFALLS IN GOVERNMENT OFFICES —SHEILA DIKSHIT Chief Minister, Govt of Delhi

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GOVERNMENT | LEAD TALK

Ibrahim Ahmad ibrahima@cybermedia.co.in

Delhi has emerged as the winner in the Dataquest-CyberMedia Research e-Readiness Assessment of Indian States 2013. Delhi Chief Minister Sheila Dikshit shares her views and experiences about e-Governance with Dataquest group editor Ibrahim Ahmad. Excerpts

What, according to you, are the emerging aspirations of the people of Delhi—across social strata, gender, and age groups?

The people of Delhi aspire to have a better work culture, efficient governance, and better service delivery system; apart from reliable basic amenities.

Delhi is often labeled as the ‘crime capital’ of India.

Do you think it is possible to drastically reduce crime?

How are you planning to go about it?

It is not correct to state here.

You have been an active proponent of people’s participation in governance. But on the ground, it is still very insignificant. What are your plans to enhance it?

My government started Bhagidari initiative in 1999 with just 4-5 citizen groups. The Bhagidari has come a long way. It has significantly improved the amenities in the colonies and been recognized at international level. The Bhagidari initiative has been replicated by various state governments and implemented in government schools, hospitals, trade organisation, etc. It is a shining example of peoples’ participation in governance.

Like other states, the lack of co-ordination between various govt departments and agencies seems to be plaguing Delhi too? What is your plan to tighten that front?

The capital city has never felt the lack of coordination between its various departments and agencies.

Despite Delhi being the capital of India, the divide between the ‘haves and have nots’ is also huge. As the leader of the State, how are you planning to improve |

A CyberMedia Publication

quality of life of millions of people who are down below and struggle for survival?

The highest per capita income in the country is in Delhi. It reflects the better standards of living in the capital city. The government has been striving hard to improve the conditions of the poor and other vulnerable sections of the society. It has established a free residential school for SC/OBC/minorities and orphans. The government has also decided to provide free flats to the SCs under Rajiv Ratan Awas Yojana.

Often the ‘fear of losing control over information’ or the ‘fear of transparency’ amongst govt officials comes in the way of e-Governance deployment. How did you manage to convince your team and take everybody along in Delhi’s e-Governance journey so far? And do you believe computer and communication technologies can change the fate of Delhi and its people?

Delhi has brought 116 government services of 24 different departments under time bound delivery of services mechanism. There has been substantial decrease in footfalls in Government offices. The city government has been introducing e-Governance through computerization, e-stamping, e-sub registrar offices, and e-Courts. It has enhanced transparency, openness, and efficiency.

Your getting shortlisted for the World Mayor Award a few years back means you are a statesperson who cares for the people. In a few words, what is your vision of a ‘modern, secure, inclusive Delhi’?

Right from the first day when I took over as the Chief Minister of Delhi, I have been stating that my government would turn Delhi into the best world class city. I have concentrated on enhancing green cover and overcoming pollution in the city. www.dqindia.com

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59

DELHI MOVED FROM INFORMATION PHASE TO INTERACTION PHASE —RAJENDRA KUMAR Secretary (IT), Government of Delhi

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GOVERNMENT | TALKING POINT

Onkar Sharma onkars@cybermedia.co.in

The Government of Delhi emerged as the overall winner in the DQ-CMR e-Readiness Assessment of Indian States 2013 survey. We caught up with Rajendra Kumar, Secretary (IT), Government of Delhi, to discuss on the sidelines of Delhiâ&#x20AC;&#x2122;s overall progress on the e-Governance front

H

ow is e-governance working to enhance the performance of various departments? e-Governance is helping by providing access to information, data consistency for policy making, faster analysis of digitized data, and cost savings by avoiding repeated entry of data. It has simplified various internal operations and also facilitated better decision support systems/monitoring at the top level.

Is the IT department working on a centralized system to integrate all Delhi government departments through a single portal?

Citizens can access various services or information through a single website www.delhi.gov.in. The government has moved from information phase to interaction phase and then to transaction phase. But different departments are at different stages of their transformational cycles. Further, common information repository is being set up to access digitally signed services (certificates) for about 32 services like sanctions, permits, etc.

What are the projects in the offing to further enhance e-governance in Delhi?

The National Capital Territory of Delhi Information Technology (Electronic Service Delivery) Rules, 2012 has been notified to facilitate delivery of services electronically. Gradually, services like certificates, sanctions, permits, etc, will be delivered electronically through digitally signed certificates and the database of these services will be maintained in an electronic repository for easy access by stakeholders and verification.

Multiple databases of individual departments will be integrated with common Aadhar number.

The Jeevan project for providing common services at the doorsteps of citizens through citizen service centers has been retendered for providing further convenience to the citizens Plan Dig Monitor (PDM) is a unique geo-portal based |

A CyberMedia Publication

TAKEAWAYS oo Lack of awareness among citizens and the

resistance for change among employees are common impediments to e-Governance initiatives

application, based on an open source in-house development, intended to facilitate different engineering departments of Delhi government to plan the excavation, safely dig an area of any place, and monitor the progress of the activity till the project is over and get historical excavation data or reports.

How many CSCs (Common Service Centers) are operating in Delhi? What kind of services are being offered through them?

Currently, 96 government owned â&#x20AC;&#x2DC;Jeevanâ&#x20AC;&#x2122; (CSC) centers are operational in Delhi and offer around 25 services (including utility bills) of DJB, NDMC, revenue, Directorate of Employment, Chief Election Office, MTNL, NDPL, BSES, BYPL, and IGL. We are in the process of revamping Jeevan project. Apart from 96 government centers, many private centers will be established based on demand.

What kind of challenges the department is facing at present? How do you plan to address them?

Lack of awareness among citizens and the resistance for change among employees are common impediments to e-Governance initiatives. Through public participation program (Bhagidari), citizens are being informed and involved.

Employees are provided with specialized e-Governance training frequently. Another challenge is multiplicity of authorities in Delhi, leading to delay in decision making process. Coordination meetings at the top level helped in overcoming such challenges. Some departments are not fully e-enabled. Their processes also need reengineering. www.dqindia.com

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61

GOVERNMENT | TALKING POINT

DQ Team maildqindia@cybermedia.co.in

‘Vendors should understand the end user requirements’ We caught up with SJ Haider, IT Secretary, Gujarat, to discuss on the sidelines of Gujarat’s overall progress on the e-Governance front

W

hom would you like to give the maximum credit for winning the e-Readiness award?

I would like to give the maximum credit to the dynamic vision of the state government coupled with unwavering political and administrative will. I would also like to give due credit to team Gujarat that is responsible for creation and implementation of the robust e-Governance initiatives, organizational structure and infrastructure, collaboration, and strengthening of decision making as also citizen-centric approach of the state government which is committed to ‘maximum governance, minimum government’.

SJ Haider IT Secretary, Gujarat

What are the management practices you follow to ensure that you take all stakeholders along in the e-Governance journey?

In our journey, each department works out its IT plan through the departmental IT committee headed by the respective secretary of the department. Each department is horizontally connected to the Department of Science and Technology (DST)/Gujarat Informatics (GIL) thereby, following uniform and interoperable standards for all applications as well as ensuring unified infrastructure and hardware systems. The following practices are followed: Centralized e-procurement is carried out transparently by the nodal agency Gujarat informatics which has acquired proficiency in overseeing IT demand with consummate expertise Procurement above one crore is cleared by Secretaries Purchase Committee (SPC-IT) Preparation of comprehensive IT action plan across departments and approval by the departmental IT committee Formation of state-level apex committee headed by the chief secretary for the state-wide roll-out of the projects Periodic review in the meetings of the committee of secretaries 62

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Identification of project priorities Engagement of TSP consultant Designing of detailed scope of work, SLA, RFQ, RFP with the help of consultants Identification of technical standards with the help of consultant Approval of RFQ & RFP by the IT committee What are the pitfalls that, in your opinion, should be avoided to make e-Governance successful?

In order to make e-governance successful, we should avoid: Resistance to change, lack of integrated services, issues relating to privacy and security, enhancement citizen awareness, upgradation of skills, common standards, experience sharing, reliable infrastructure, fast changing technology leading to rapid obsolescence, and system and process driven approach instead of champion driven approach.

The bottomline lies in converting challenges into opportunities for the welfare and benefit of the people. Encouraged and supported by the government which has provided an enabling and conducive framework, we have been able to steer clear of the pitfalls.

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THE REAL COST

AUTHENTICATION TCO COMPARISON Management Costs

OF STRONG AUTHENTICATION

Solution Costs

Implementation Costs Server Solution

Assessing the Real Cost of Strong Authentication by comparing the Total Cost of Operation of On-Premise vs. Cloud-Based Authentication Solutions

175 150

COST ($K)

125

RIGHT

CONSIDER UP-FRONT MANAGEMENT AND IMPLEMENTATION COSTS

100 75 50

WRONG

25

CONSIDER UP-FRONT PURCHASE PRICE ALONE

10

50

100

250

500

USERS

Cloud Solution

175 150

60

SAVINGS IN TOTAL COST OF OPERATION

%

90

COST ($K)

UP TO

125

UP TO % REDUCTION IN ADMINISTRATIVE OVERHEAD COSTS

100 75 50 25 10

50

100

250

USERS

$$ FLEXIBLE OPEX PRICING! $$

99

.999

MANAGEMENT COSTS INCLUDE: %

SERVICE AVAILABILITY

Incident resolution Change installation System documentation Virus/security management Reporting Housekeeping Performance capacity management System software upgrades

Quality and Security standards Print admin User Management, Provisioning and On-boarding Storage management Token admin Billing and Invoicing

IMPLEMENTATION COSTS INCLUDE:

2013 2017 UP TO

"Gartner predicts that, by 2017, more than 50% of enterprises will choose cloud-based services as the delivery option for new or refreshed user authentication implementations, up from less than 10% today."

-Gartner Magic Quadrant for User Authentication 2012

99.999% Availability User data backed-up Resilience provided Support overhead removed Expert 1st and 2nd line support provided No up-front purchases Opex vs. capex No ‘x’ year renewal cycle Reduced environmental Concerns/ carbon footprint Proactive network monitoring

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Servers and server licenses Database Maintenance Disaster recovery sites/plans/testing

60% COSTS SAVINGS WITH A CLOUD BASED STRONG AUTHENTICATION SOLUTION

Choosing your authentication solution based on the solution cost alone is a misleading indicator for its Total Cost of Operation. When you carry out a real on-premise vs. cloud comparison you must take into account the overall management and implementation costs. It is clear that the cloud-based solution is more cost effective, with savings of up to 60%, depending on the number of users.

To learn about SafeNet Authentication Service and join a free trial visit http://safenet-inc.com/sas THE D ATA PR OTECTION COMPANY

SafeNet India Pvt. Ltd.

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WE WANT TO MAKE MEESEVA AS THE SINGLE ENTRY AND EXIT POINT FOR THE CITIZENS IN OUR STATE —SANJAY JAJU IT Secretary, Andhra Pradesh

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GOVERNMENT | TALKING POINT

DQ Team maildqindia@cybermedia.co.in

Andhara Pradesh grabbed a total of five awards—3 Platinum, 1 Gold, 1 Silver. The state bagged the Gold award for a number of e-Gov programs rolled out. To get a sneak peak into Andhra’s e-Governance initiatives, Dataquest had a conversation with Sanjay Jaju, Secretary, IT and Communications Department, Govt of Andhra Pradesh

W

hom would you like to give the maximum credit for winning the e-Readiness award?

Though the Dept of Information Technology and Communications played a key catalyzing role in the entire process, it’s the leadership at the top that brought the departments together around the utility of the concept for getting their processes re-engineered and by making use of the technology. Important components of e-Readiness like creation/updation of databases, developing front-end and back-end applications, strengthening connectivity, procuring digital signatures and training field-functionaries in their usage, establishing additional CSCs, etc, were identified and work was started simultaneously on all these components.

As an administrator/bureaucrat, what are the management practices you follow to ensure that you take all stakeholders along in the e-Governance journey?

There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.

MeeSeva is an example where we had to play all the three roles of the change leadership know when to play which role. The leadership needed both strategic insight as well as execution. The execution needed a culture with robust dialogue—one that brings reality to the surface through openness, candor, and informality.

The process of change needed clear articulation, communication and conflict resolution especially with regard to the acceptance of the new digital environment perceived as a loss of official power and position. This was also done by building movement for change and creating a network of evangelists (CIOs) at all management levels in various departments.

What are the pitfalls that, in your opinion, should be avoided to make e-Governance successful?

A technology intensive multi-disciplinary projects require |

A CyberMedia Publication

TAKEAWAYS oo The process of change needed clear articula-

tion, communication and conflict resolution especially with regard to the acceptance of the new digital environment perceived as a loss of official power and position

the entire range of parallel and sequential activities to converge together around the same time which necessitates effective role playing by all stakeholders working together as a team. This needs a lot of patience, assertiveness and exceptional ability to listen and reach conclusions after listening to all sides, and the tendency to speak frankly with everyone, whether they are above or below the authority.

Government process re-engineering is an essential prerequisite and should also in turn become a major byproduct of any e-Gov initiative. The ultimate objective of any such process should not be automation of existing government processes but to improve the overall efficiency and effectiveness of government service delivery for benefitting the citizens.

Any project should be demand driven and should be seen as a realization of the direct and manifested will of the citizen. It should also allow a relook into age-old archaic procedures. Any such effort should be measured in terms of the wider digital inclusion of the entire population towards development and growth.

The projects should also avoid the deeply rooted technological determinism which assumes that the layering of ICTs in development alone will automatically solve many pre-existing constraints related to gender, caste, feudalism, privilege and traditional exercises of power, factors which limit the real potential of ICTs in citizen-centric service delivery in particular and development in general. www.dqindia.com

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GOVERNMENT | TALKING POINT

DQ Team maildqindia@cybermedia.co.in

‘We aim for simplification of procedures, transparency, and decentralization’ We caught up with Rajesh Agarwal, Secretary (IT), Maharashtra, to discuss on the sidelines of Maharashtra’s overall progress on the e-Governance front

W

hom would you like to give the maximum credit for winning the e-Readiness award?

In Maharashtra, we have taken a structured and systematic approach towards e-Governance implementation including focus on policies, supporting common infrastructure, training and capacity building, and e-Transactions which has resulted in the state government being a leader in this space.

As an administrator/bureaucrat, what are the management practices you follow to ensure that you take all stakeholders along in the e-Governance journey?

As an IT secretary, I have focused on bringing various departments on-board in our e-Governance journey. We have a created common infrastructure at our state data center on cloud which has enabled departments to get access to state-of-the-art infrastructure in no time. Enabling infrastructure like payment gateway, SMS Gateway, GIS, BI, etc, have been created for all departments to use easily.

The state government has earmarked 0.5% of its budget for e-Governance which is also enabling departments to embark on various e-Governance projects.

What are the pitfalls that, in your opinion, should be avoided to make e-governance successful?

I have highlighted the major pitfalls in large e-Governance projects in my recent paper titled ‘eGov 0.0—A Primer on e-Governance issues’. One of the key pitfalls that one should be careful about is vendor driven project. Projects should be initiated only if it benefits the end customers and makes their life simpler and not for making large hardware/ software purchases. Any project should start with Business Process Reengineering (BPR) and should involve simplification of the input form/fields, process, supporting documents and annexure, payment system and output system.

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Rajesh Agarwal IT Secretary, Maharashtra

advice that you would like to extend?

Vendors are the partners to the state government for eGovernance implementation and we would look forward to the participation of more and more vendors in government procurement processes. More participation would lead to greater competition which, in turn, would enable the state government to get the latest systems and products. Also, vendors should ensure that the right product with correct warranty, support, etc, is provided so that government entities do not face issues in maintaining the same.

What is your vision with regard to e-governance policies for your state?

Maharashtra was the first state to publish a dedicated e-Governance policy, wherein the vision for e-Governance was laid out. The state government believes that eGovernance would lead to ‘simplification of procedures, transparency, and decentralization’, which is our ultimate aim and vision. We would like all government services to be available electronically to citizens which can be availed either through the common service centers in their villages or sitting at home through online method.

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GOVERNMENT | TALKING POINT

DQ TEAM maildqindia@cybermedia.co.in

â&#x20AC;&#x2DC;Bihar dreams of becoming the top five e-governed statesâ&#x20AC;&#x2122; We caught up with Narendra Kumar Sinha, IT Secretary, Bihar, to discuss on the sidelines of Biharâ&#x20AC;&#x2122;s overall progress on the e-Governance front

W

hom would you like to give the maximum credit for winning the e-Readiness Award?

Timely action and proactive decision by the state government. The IT Department team has been the backbone to get e-Governance implemented in the state.

As an administrator/bureaucrat, what are the management practices you follow to ensure that you take all stakeholders along in the egovernance journey?

Since citizen is the most important stakeholder in the e-Governance journey therefore, the most important thing is enrichment and strengthening of vision which brings in citizen-centric transformation in delivery mechanism. With change in time and need, the government ecosystem needs to strengthen their capacity to keep it at pace.

What are the pitfalls that, in your opinion, should be avoided to make e-Governance successful?

E-governance is not exactly the translation of erstwhile procedures into the electronic mode, rather it also needs to transform our procedures, laws, and rules in order to make the citizen services available with ease , transparency and the comfort at the doorstep of the citizen.

The biggest mistake is creating e governance as technology-centric rather than citizen-centric.

Keeping at pace with technology so that latest technology is infused into system in batches and simultaneously taking out obsolete systems & maintain higher delivery supply chain running.

With almost similar running processes/system/methodology across various parts of the country a unified dove tailed approach may increase effectiveness of delivery rather than reinventing the wheel every time. One profound challenge in e-Governance scenario is not only the implementation but also the sustenance and the improvement in the longer run.

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Narendra Kumar Sinha IT Secretary, Bihar

and networking vendors? Any message or advice that you would like to extend?

Instead of vendors I would like to phrase them as business partners who compliment each other with transpollination of technology & knowledge. It is important that the government creates a right set of atmosphere for private partners and simultaneously the private partners need to provide solutions where in TCO is favorable to government than usual seller-vendor relationship.

What is your vision or dream with regard to e-Governance for your state?

The Bihar government has a vision, of becoming one of the top five e-governed, ITenabled, e-literate states in the country. We have taken a number of measures to introduce ICT and related tools in the delivery of government services to the citizens, with a focus on reaching the most disadvantaged population.

In order to realise this vision, department of IT has been working through many departments in the government to make their citizen-centric services e-enabled and also simultaneously increasing the network penetration both horizontally and vertically.

A CyberMedia Publication

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GOVERNMENT | TALKING POINT

DQ Team maildqindia@cybermedia.co.in

â&#x20AC;&#x2DC;Most of the e-Governance projects are implemented on PPP Basisâ&#x20AC;&#x2122; We caught up with Hariranjan Rao, IT Secretary, MP, to discuss on the sidelines of MPâ&#x20AC;&#x2122;s overall progress on the e-Governance front

W

hom would you like to give maximum credit for winning the e-Readiness Award The credit for e-Readiness award goes to all stakeholders of the project and the leadership of the state. These type of projects cannot succeed through individual efforts though individuals do play an important role in implementation.

As an administrator/bureaucrat, what are the management practices you follow to ensure that you take all stakeholders along in the e-governance journey?

Although there are committees of stakeholders for all the projects, we try to get actual picture of ground realities by interacting with the actual users (including the citizens who are the users and the government employees/representatives who are the last point contacts for the citizens) without whose support the project cannot be successful.

We have also followed a practice of appointing third party auditors for all the projects identifying their deliverables carefully. The feedback received for these auditors are considered seriously and mid-course correction applied wherever necessary.

Most of the e-Governance projects are implemented on PPP basis. In order to make these projects successful the role of government and the private partner are to be defined carefully so that there is no ambiguity in the role of different stakeholders.

What are the pitfalls that, in your opinion, should be avoided to make e-Governance successful ?

An e-Governance project is not a technology solution, although selection of technology needs to be done carefully.

An e-Governance project is about implementing technology to provide better and faster governance. A comprehensive approach is required to educate, change the mindset, convince different stakeholders and work jointly.

Implementing e-Governance projects as a technology solution or working in isolation may lead to failure. |

A CyberMedia Publication

Hariranjan Rao IT Secretary, MP

What are your expectations from the hardware, software, and networking vendors? Any message or advice that you would like to extend?

Off late it has been observed that the vendors tend to quote unreasonably low rates to win a tender and subsequently try to save money by compromising on quality and services, or result in a loss making proposition. This has resulted in government departments trying to select only large companies for implementing the project and the SMEs are devoid of the business which they deserve.

Therefore, the vendors should understand the requirements, quote a correct price, and implement a quality project.

What is your vision or dream with regard to e-Governance for your state?

We will consider e-Governance successful when a citizen shall not be required to visit a government office or contact a government officer for any government related work. www.dqindia.com

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THE CHALLENGE LIES IN ENGAGING GRASSROOT LEVEL PEOPLE —AMAN SINGH IT Secretary, Chhattisgarh

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GOVERNMENT | TALKING POINT

DQ Team maildqindia@cybermedia.co.in

The Government of Chhattisgarh was one of the winner in the DQ-CMR e- Readiness survey. We caught up with Aman Singh, IT Secretary, Chhattisgarh, to discuss on the success strategy of e-Governance

W

hom would you like to give maximum credit for winning e-Readiness award?

The credit for this goes to our chief minister Dr Raman Singh. He has given top priority to IT and has never allowed financial resources to be a constrain. The projects implemented including ‘Meri Marzi’ Pariyojana, CHOiCE, digital secretariat, etc, are the projects which build the required framework for delivery of public services and eventually lead towards presenting one view of the government on internet.

As an administrator/bureaucrat what are the management practices you follow to ensure that you take all the stakeholders along in the e-governance journey?

Though the volume and diversity of e-Governance projects are the biggest challenges, it is not difficult to identify the two most critical stakeholders—citizen, and government officials. We are equally sensitive about other stakeholders and their association with different aspects of the project. Building a positive engagement with the identified stakeholders and keeping the objective of the project as prime focus, we follow the following practices in gaining co-operation from stakeholders: Stakeholders are partners and their involvement is essential in the entire project life-cycle Continuous communication and resolution of issues through consensus Make project success criteria, expected outcome, and project information transparent to all the stakeholders Empowered committee system to increase velocity of decisions What are the pitfalls that, in your opinion, should be avoided to make e-governance successful?

Too much dependency on external sources (like vendors, external auditors, external consultants) for monitoring and control during implementation of projects.

We are trying to systematically build capacity within each |

A CyberMedia Publication

TAKEAWAYS oo Priority of our government is to strategically

build integrated electronic environment within government organizations of the state

department to handle end-to-end IT engagements. In the process, we are designing our capacity building initiatives to focus on project management, change management, and end-to-end service delivery aspects in addition to fostering IT skills to work in an IT-enabled environment.

Over emphasis on isolated small projects which serve limited purpose: Priority of our government is to strategically build integrated electronic environment within government organizations of the state. Therefore, properly conceived projects falling in line with systematic approach towards building such environment should get priority. This not only helps in reducing redundancy but also helps in reusability, interoperability, and availability of data for diverse systems deployed across government departments.

Dependency on English language for IT-based applications: Most of the IT applications and contents available off-the-shelf/COTS are in English language hence converting the environment, supplying information to the public/government staff in local language that they understand is still a difficult task. Hence language of these available applications is a barrier to the easy adoption by the new state. Chhattisgarh is among the first to venture into deployment of data in local language in open format.

What is your dream vision or dream with regard to eGovernance of your state?

I believe the biggest challenge is to engage people at the grassroot level to start participating in governance using e-government facilities. www.dqindia.com

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INDUSTRY | IN FOCUS

Daniel Ziv

maildqindia@cybermedia.co.in

Managing Consumer Risks Enterprises while mining big data need to put in place multi-pronged strategies that will enable them to profit from big data in more ways than one the contact center, social media, and retail stores—is becoming a significant area of potential risk that needs to be carefully managed.

When companies think about customer-related risk, it’s often associated with fraud and compliance. That said, brand-related and customer-churn risks also fall into the broader equation. While these are sometimes managed separately or in different silos across an organization, they can be closely correlated, and therefore, need to be balanced. Some leading organizations have already started leveraging Voice of the Customer (VoC) analytics to manage and reduce customer-related risk, with an ultimate goal of minimizing potential conflicts.

MANAGING REGULATORY COMPLIANCE RISK

F

or many years, companies have used data analytics to analyze their business data for insights in improving sales and profits, building better products to meet market needs, and understanding the competition.

Large companies have teams of analysts crunching business data all the time. The emergence of big data, and the availability of tools to mine unstructured data has opened up new possibilities of using data analytics to gain a competitive advantage for organizations. One new area is the volume of interaction data (voice, text, social media) that is collected through the customer engagement process, and using the data to deliver a superior customer experience or to reduce consumer risk for the business.

MANAGING CONSUMER RISK

Over the last few years, more and more organizations have come to realize that interaction with customers—through 72

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In the Gartner report titled ‘2012 Strategic Road Map for Compliance’, the firm estimated that in 2012, the top-rated risk area among global business executives surveyed by Gartner is regulatory compliance. Three companies in Latin America reported $2 bn in penalties and the suspension of all sales activity for 10+ days until they could prove they had an effective ability to handle the increase in customer complaints.

All that said, how does analytics help to reduce customer-related risk?

The starting point for many organizations is to put into place a solution that can automatically identify customer complaints that come into the contact center. This is typically done by leveraging speech analytics to mine customer phone calls. Companies also try to identify complaints that emerge on social media or other text channels such as email and chat by leveraging text analytics. Some organizations have also leveraged monitoring systems that track the agent desktop, in the contact center and the back office. This practice helps to ensure that all employees are complying with regulatory statements and processes. With these types of automated solutions, organizations can scan A CyberMedia Publication

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INDUSTRY | IN FOCUS

COMPANIES ALSO TRY TO IDENTIFY COMPLAINTS THAT EMERGE ON SOCIAL MEDIA OR OTHER TEXT CHANNELS SUCH AS EMAIL AND CHAT BY LEVERAGING TEXT ANALYTICS

100% of customer interactions and identify with high levels of accuracy when a non-compliant interaction has occurred, allowing them to escalate the issue for appropriate action.

In an example noted on callcentres.net, an editorial states that Telstra announced “a 24% reduction in complaints to the industry ombudsman because of improvements. The improvement coincides with reported first-half earnings of almost $1.5 bn with a jump in mobile subscribers.” This is one case where, when managed properly, reducing compliance risk can help increase customer satisfaction and diminish brand-related risk.

LOOK WITHIN

Customer-related frauds can originate externally, but in many cases, fraud can be intentionally or unintentionally triggered by internal employees. This happened at a leading global company that put text analytics to work to analyze live chat sessions between agents and customers. It found a small percentage of interactions where agents were unintentionally providing sensitive customer information to callers without clearly validating their identity first. This is not only a compliance violation, but one that also potentially opens the door for identity theft and fraud.

Other organizations have leveraged technology such as voice biometrics for customer verification. Once applied, these technologies can significantly reduce the customer effort as their identities can automatically be verified based on voice, negating the need for them to remember multiple security questions unless their voice is not a full match to the one on file.

HIGHLIGHTS oo Customer-related frauds can originate exter-

nally, but in many cases, fraud can be intentionally or unintentionally triggered by internal employees oo Proactively addressing issues before they go viral is, in most cases, a much more efficient and effective social strategy and can help protect your brand

example was when a prominent news source’s Twitter account was hacked and the false announcement of an explosion at the White House was pushed out, sending stock markets tumbling down.

One of the best ways to validate the VoC that takes place via social media is by comparing positive and negative sentiment posts on your brand with those of your direct competitors. From there, it’s critical that companies then validate social VoC with internal sources, such as phone calls, emails, and chats—which is easy to do with a speech and/or text analytics solution. If a spike on social media appears, but no one has called you directly about it, it could represent either a false or insignificant issue.

On the other hand, if numerous customers are calling and emailing on an emotionally-charged issue—even if you haven’t found it on social media channels yet—it’s likely to bubble up eventually.

Proactively addressing issues before they go viral is, in most cases, a much more efficient and effective social strategy and can help protect your brand.

CONSIDERING THE SOCIAL CHAOS

The adoption of social media has created many new channels for customer complaints, which can go viral and significantly impact brand risk. However, since social media is so noisy, it can be tricky to manage. A recent |

A CyberMedia Publication

The author is vice president, voice of the customer analytics, Verint Systems www.dqindia.com

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ENTERPRISE | IN FOCUS

Vishak Raman maildqindia@cybermedia.co.in

A Little Security for Big Data Securing big data in an enterprise requires enforcement of smart policies, analytics, and high performance tools

TAKEAWAYS oo Data loss prevention technologies, internal

intrusion detection, and data integrity systems must be used to detect advanced targeted attacks that have bypassed traditional protection mechanisms oo Organizations must address big dataâ&#x20AC;&#x2122;s main needs in terms of authentication, authorization, role-based access control, auditing, monitoring, and backup & recovery

B

ringing the issue of security into the big data discussion often produces two divergent schools of thought from IT professionalsâ&#x20AC;&#x201D;categorical denial that big data should be treated differently from existing network infrastructure, and an opposite response towards over-engineering the solution given the actual (or perceived) value of the data involved.

Yet, while big data presents new security challenges, the starting point to resolve these challenges remain the same as creating any other data security strategy: By determining data confidentiality levels, identifying, and classifying the most sensitive data, deciding where critical data is to be located, and establishing secure access models for both the data and analysis.

PLAN AROUND THE BIG DATA LIFECYCLE

Properly defended big data necessitates defining specific security requirements around the big data lifecycle. Typically, this begins with securing the collection of data followed by securing access to the data. Like most security policies, a proper assessment of the threats to the organi74

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zationâ&#x20AC;&#x2122;s big data never ends but revolves around ensuring the integrity of data at restand during analysis.

Performance is a key consideration while securing the collected data and the networks. Firewalls and other network security devices, such as those for encryption, must be of sufficiently high performance so they can handle the increased throughput, connections, and application traffic. In a big data environment, policy creation and enforcement are more critical than usual because of the larger volumes of data and the number of people who will require access to it.

The sheer amount of data also proportionately increases the need to prevent data leakage. Data loss prevention technologies should be employed to ensure that information is not being leaked to unauthorized parties.

Internal intrusion detection and data integrity systems must be used to detect advanced targeted attacks that have bypassed traditional protection mechanisms.

The inspection of packet data, flow data, sessions and transactions should all be scrutinized. Because big data involves information residing over a wide area from A CyberMedia Publication

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ENTERPRISE | IN FOCUS

IN A BIG DATA ENVIRONMENT, POLICY CREATION AND ENFORCEMENT ARE MORE CRITICAL THAN USUAL BECAUSE OF THE LARGER VOLUMES OF DATA AND THE NUMBER OF PEOPLE WHO WILL REQUIRE ACCESS TO IT

multiple sources, so the organizations also need to have the ability to protect data wherever it exists.

In this regard, virtualized security appliances providing a complete range of security functionality must be positioned at key locations throughout the public, private, and hybrid cloud architectures frequently found in big data environments. Resources must be connected in a secured manner and data transported from the sources to the big data storage must also be secured, typically through an IPSec tunnel.

LEVERAGING BIG DATA WITH THE RIGHT TOOLS

While big data presents challenges, it also offers opportunities. With the right tools, vast amount of information can be analyzed, and this allows an organization to understand and benchmark normal activities. This effort is aided by competent IT staff and efficient deployment of the appropriate security tools. These tools include dedicated logging, analysis, and reporting appliances that can securely aggregate log data from security and other syslog-compatible devices. These appliances will also analyze, report, and archive security events, network traffic, web content, and messaging data. Policy compliance

SIEM—A Big Data Problem To improve their security, some organizations have Security Information and Event Management (SIEM) solutions to help them collect and analyze security alerts and logging systems.

This may inadvertently, however, create a big data problem—if every single log and alert is collected.

To avoid this problem, organizations should begin thinking less about security as a purely defensive system and instead as an abstraction layer above all pertinent enterprise data. They need to ask themselves what data is relevant in a security context. Obviously network-level logs (ie, firewall, IPS, etc) and user-access logs would still be required. However, are endpoint security logs, proxy-related logs and even deep packet inspection data, may no longer be relevant. |

A CyberMedia Publication

Where is my Big Data? It’s in...

Web Logs RFID Data Sensor Networks Social Network Data Internet Text and Documents Internet Search Indexing Call Detail Records Medical Records Photography Archives

could then be measured and easily customized reports can be produced.

The difficulty in capturing, managing, and processing information quickly in big data environments will continue to make security an after thought in many firms. As portable storage and bandwidth continue to grow, the mobility of these larger datasets will also increase, resulting in breaches and disclosure of sensitive datasets. Threats will likely come from intruders manipulating the big data in such a way that business analytics and business intelligence tools could generate false results and lead to management decisions that could profit the intruders.

Even small changes in big data can have a big impact on results. So, organizations must not ignore the need to secure big data assets for security reasons, business intelligence or otherwise. They must address big data’s main needs in terms of authentication, authorization, role-based access control, auditing, monitoring, and backup and recovery. Going forward, big data analytics involving behavioral benchmarking and monitoring will also become increasingly crucial in addressing nextgeneration information security challenges.

The author is senior regional director, Fortinet India & Saarc www.dqindia.com

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ENTERPRISE | IN FOCUS

Vinay Pradha maildqindia@cybermedia.co.in

Leveraging Mobile Learning Mobile learning is seen as a transformational opportunity. It can play a complimentary role aiding other modes of learning and usher in significant value to an organizations’ learning delivery processes

“T

he more that you read, the more things you will know. The more that you learn, the more places you’ll go” Dr Seuss, I Can Read With My Eyes Shut!

Remember the days in the traditional classroom scenario when it was all about the teacher, chalking up a storm in front of the class, doing her best to attend to every student’s individual learning needs? At times, students had to compete for the teacher’s attention which was often difficult if the classroom had more than 50 students.

Now, imagine this classroom training conducted on an even grander scale in a corporate environment. Picture a typical training session for 1,000 employees, in one classroom sitting. Imagine, you being one of those 1,000.

Would you feel insignificant and lost? Does being among a class of 1,000 students really add any value to your 76

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learning curve? Will you get enough opportunities to be able to clarify your doubts or answer any of your queries?

Is this the true organic form of learning that will make a difference to your learning growth? How much can you take away with this one dimensional form of training?

According to the Delhi School of Business, about 500 mn students in India will need access to higher education in the next ten years. The short term challenge is not only to provide the much-needed infrastructure, but also enhance existing strategies to make learning more efficient and effective. That is where mlearning comes into the picture. By providing students with the right mlearning tools, the growth and evolution will continue into the workforce.

Since it is difficult to pin down busy employees and bring them to formalized training sessions, companies A CyberMedia Publication

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ENTERPRISE | IN FOCUS

THE EVOLUTION OF THE MOBILE MARKET WILL PLAY A KEY ROLE IN WHETHER ONE DECIDES TO MOVE FORWARD WITH BUILDING CONTENT BEARED SPECIFICALLY AROUND A SINGLE DEVICE OR A MORE FLEXIBLE APPROACH

are now looking toward conducting learning opportunities on the ubiquitous technology of mobile phonesâ??one of the only devices accessed round the clock. Smartphones have now become the pseudo personal blackboardsâ??a platform where information is accessed at their fingertips.

It is critical for organizations to equip their employees with innovative and contemporary resources that are readily available from the office and on the road.

Regardless of location, an employee should be able to have full access to learning materials to enhance their personal and professional knowledge base.

ENABLING M-LEARNING

Mobile is one component of an overall learning strategy, and is incomplete without the presence of classroom trainings as well. But it is important for organizations to consider how to make the most impact with mobile learning.

One of the fundamental keys to mlearning success is to understand the mobile audience and these learnersâ?? unique needs to drive decisions about the right mlearning direction. And for it to be a success, one also needs to evaluate and gain regular feedback. For example, most modules consist of trackers, which ensure that every employee has gone through their allotted set of modules.

With smartphones and tablets becoming more and more commonplace in enterprise environments, the interest in mobile learning is heating up. In India though, many organizations see the promise of mobile learning, but actual implementations are still relatively rare.

While companies such as MphasiS, Wipro, and Philips have already joined the mlearning bandwagon and are constantly sharing training modules with their employees in audio and video clips on their phones, there is still a long way to go before mlearning becomes a norm in India.

It is only a matter of time before we find out whether 2013 is the breakthrough year for mlearning in India.

This generation is a ‘search’ generation, where individuals are extremely tech savvy growing up with |

A CyberMedia Publication

TAKEAWAYS oo This generation is a ‘search’ generation, where

individuals are extremely tech savvy growing up with devices around them oo Globally, mobile technologies have been profoundly successful in transforming the learning sector and have proven to be one of the best examples of technological connectivity

devices around them. They have the ability to share, collaborate and create and they also demand creative freedom in learning. With all this in mind, it is impossible to ignore the necessity of mlearning to address these demands. Learning is literally the classroom in your pocket. According to the British Council, there are more than 700 mn mobile phone users in India and an estimated 150 mn 3G users by 2014. So it would seem logical to take advantage of the already existing technology and put it to even greater use—with learning.

TRANSFORMATIONAL OPPORTUNITY

Mobile learning is also seen as a transformational opportunity that is embedded into the technology at your fingertips. This includes performance support, reference information, quality circles and applications.

Globally, mobile technologies have been profoundly successful in transforming the learning sector and have proven to be one of the best examples of technological connectivity. The drivers of mobile technologies may be very different in India as compared to the developed world, while the issues of introducing mobile learning are quite similar.

With the mobile landscape constantly evolving, many organizations are asking themselves if now is the right time to take the plunge, or if they should wait for more stability. Introducing mobile learning without a structured and reliable framework that guides our learning processes can be risky. www.dqindia.com

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WHILE SOME USERS MAY BE MORE THAN ENTHUSIASTIC ABOUT LEARNING ON THEIR PHONE, OTHERS MAY PREFER USING THEIR LAPTOPS TO TAP INTO THEIR LEARNING REGIME

Firstly, organizations assume that mobile learning is learning that is delivered on a mobile phone or tablet. It is important to understand that mobile still means portability to a majority of their audiences. While some users may be more than enthusiastic about learning on their phone, others may prefer using their laptops to tap into their learning regime.

By broadening the discussion to overall portability, more diverse and attainable devices come into play, including laptops and media players. And there is a diverse range of learning content types (audio, video, short text files, as well as courseware) suitable for use on the different types of devices. It is that diversity which truly personalizes each users learning experience.

That diversity may create the challenge in sustaining a consistent learning platform across all devices. Common file formats your company uses for general elearning may not work on one or more popular mobile devices. It may become more important for companies to understand their audience requirements and adopt their learning modules in the most preferred platform. This could also mean that organizations need to ensure compatibility 78

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across different devices. Streamlining the overall learning platform may become a priority to simplify its output.

The evolution of the mobile market will play a key role in whether one decides to move forward with building content geared specifically around a single device or a more flexible approach. This maybe largely dictated by your organization’s IT decisions, including whether they will purchase tablet devices for employees, or their level of support for BYOD. Today the trick for content providers and consumers is to ‘future-proof’ their mlearning strategy—which means including options for new developments and devices in the rapidly changing mobile market.

Secondly, your mobile strategy needs to align with overall organizational strategy, and your company’s information technology approach. Most successful programs begin with a strong partnership between the HR/Training group and the IT department. Discussing security and network access guidelines is a must, as well as the technical support needs that the program will create.

Mobile learning can help improve employee performance, productivity and engagement, but it doesn’t meet every need. To succeed, to the organization needs to understand how mlearning fits within a broader framework. This will be driven by the maturity of the learning program and systems, organizational goals and the workforce.

There are also other challenges including bandwidth which remains a huge bottleneck in India. There is also the possibility of security with the additional problems of data safety and access control. m-Learning requires a certain degree of self discipline as there are many other distractions associated on mobile devices which might be more enticing than learning, such as games and social networking.

The author is country manager, Skillsoft Software Services, India A CyberMedia Publication

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ENTERPRISE | IN DEPTH

Balasubramanian S maildqindia@cybermedia.co.in

Exceeding Expectations Leveraging a range of enterprise architectures for Customer Experience Management (CEM) can help companies in succeeding in customer-centric economy

F

orrester defines this decade as the age of customer—an era where customer centricity has become the most important strategic imperative for the business. Recent trends such as innovative business models enabled by disruptive technologies, rapid adoption of mobile devices, and proliferation of information have provided greater leverage to customers in buying decisions and this has led to the shift towards customer centricity. To succeed in a customer-centric economy, it’s imperative for businesses to proactively manage customers’ perceptions about its brand, products, and services.

Customers construct their perceptions over a series of interactions with the company’s product or service along the customer’s journey with the brand. Hence, managing customer experiences at every single interaction is critical to build positive and delightful customer perceptions.

The experience is influenced by both quantitative and qualitative aspects of the interaction. The quantitative |

A CyberMedia Publication

element addresses the measurable business performance metrics (eg, response time of the service). The qualitative aspect includes tacit elements such as customer’s context/implicit assumptions, quality of service (eg, enjoyable, easy), emotions and overall meaning derived from the product/service.

Customer Experience Management (CEM) is the new strategic discipline that can help businesses in planning, creating, and managing great customer experiences.

CEM takes a holistic approach to create meaningful customer experiences by integrating an organization’s internal capabilities (systems/processes) with external influences (eg, competitive forces/technology trends/ customer context).

Delivering great customer experiences can result in significant business benefits such as: Improved customer satisfaction by delivering relevant and contextual products/services www.dqindia.com

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ENTERPRISE | IN DEPTH

TO SUCCEED IN A CUSTOMER-CENTRIC ECONOMY, IT’S IMPERATIVE FOR BUSINESSES TO PROACTIVELY MANAGE CUSTOMERS’ PERCEPTIONS ABOUT ITS BRAND, PRODUCTS, AND SERVICES

Reduced operational costs due to reduced customer service issues Enhanced revenue by acquiring new customers, leveraging existing customer’s referrals, and upselling new products/services Engaged employees due to increased customer retention Though CEM is a new discipline that is gaining strategic focus, it can be effectively established by leveraging an enterprise’s existing capabilities. Enterprise architecture, an organization’s existing capability, can significantly contribute to customer experience management discipline.

Enterprise architecture typically helps in driving a company’s transformational strategies by integrating diverse capabilities of an enterprise such as people, business, technology, and information.

SHAPING CUSTOMER EXPERIENCES

Here are a few architectural practices in shaping successful customer experience management.

Business Architecture: It is recommended to take an outside-in perspective to business architecture, when it comes to customer experience management. The change in perspective means that instead of productdriven or service-driven, the business architecture needs to be customer-driven. Identification of customer segments, alignment of company’s products/services with customers’ evolving needs and desires, customer interaction channels/associated business processes and measuring effectiveness of experiences at touch points are some of the key elements of business architecture that can influence the customer experience management.

Applying user-centric design methods for customerfacing business processes can also help in innovating new customer experiences.

Technology Architecture: Customer touch points play a pivotal role in influencing customer experiences. The 80

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TAKEAWAYS oo Identification of customer segments, alignment

of company’s products/services with customers’ evolving needs and desires, customer interaction channels/associated business processes and measuring effectiveness of experiences at touch points are some of the key elements of business architecture that can influence the customer experience management

touch points include both traditional (people-to-people interactions) and digital channels (PC, web, mobile, tablets, social, and Kiosks). Having a robust IT architecture to support the diversified and growing number of channels, delivering services for the new multi-screen customer and ensuring continuity and consistency in experience across devices are the key attributes of technology architecture that can contribute to effective customer experience.

Application Architecture: Facilitating interaction and collaboration between the customers and the brand would require deploying systems of engagement or even experiential systems that enable multi-sensory, threedimensional experiences. These new generational systems could take advantage of variety of application services that are sourced either from within the corporate firewall or from external service providers (Software-as-a-Service Providers).

Information Architecture: Delivering personalized information/services to the customer requires deeper understanding of the customer and his/her current context. This can be accomplished with the help of analytics by mining the institutionalized knowledge about the customer as well as identifying the dynamic context of the consumption (eg, current location, current device).

Hence, context and content are the two key enablers for creating compelling customer experiences.

A CyberMedia Publication

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ENTERPRISE | IN DEPTH

THE MORE SUCCESS THE LEADING COMPANIES DEMONSTRATE FROM THE CEM INITIATIVES, THE FASTER IT WOULD BECOME A STRATEGIC NECESSITY FOR THE REST OF THE INDUSTRY

Leading companies in the industry are adopting various strategies/tactics across different capabilities to drive great customer experiences that can positively impact their businesses. The strategies range from business process re-engineering to appointing a chief customer officer to deploying digital experience centers.

SOME EXAMPLES

In a recent McKinsey report titled ‘IT enabled Business Trends for the Decade Ahead,’ one of the key trends that has got mention is ‘Charting Experiences where Digital meets Physical’. It has been reported that businesses are integrating digital devices with the physical world to create a new domain of customer interaction. The idea behind this trend is to stimulate engagement with ‘always on’ customer by delivering immersive experiences on interactive touch points.

For instance, Audi, the leading car maker in the world, has created a groundbreaking digital showroom for its customers in UK. The center is one of the most

technologically advanced retail environments designed to revolutionize the customer journey in a car buying process.

The environment features multi-touch displays such as Microsoft PixelSense and digital walls powered by natural user interfaces/gestures leveraging Microsoft Kinect.

Through the technology interfaces, customers can experience the brand in an exciting new environment.

They can walk through the array of various car models, choose a preferred model, customize it interactively with the help of technology and sales personnel and continue the configuration offline by copying the preferences to a USB drive. This concept not only appeals to younger, urban, digital savvy customers, but also represents a fundamental shift in retailing as it requires only a smaller footprint of real estate for dealer showrooms.

Razorfish, a digital agency in UK, has built a connected retail experience platform leveraging Windows Embedded, Microsoft PixelSense, MS Tag, Windows Phone and Kinect for Windows. Using this platform, both consumers and sales associates can participate in digitally immersive retail environments.

The key objective behind the platform is to seamlessly integrate five key components—devices, content, experiences, analytics, and CRM—to create a digitally immersive retail environment. The concept demonstrates how various touch points along the customer journey can attract consumers into the store, drive product engagement, and enable sales associates with contextualized digital tools.

In another example, Office Depot streamlined its product inventory to ensure the most wanted items are in stock and rearranged the product assortments based on customer feedback. These tactical changes significantly helped to enhance the specific customer experience for the company.

The author is an enterprise architect, Microsoft India 82

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A CyberMedia Publication

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ENTERPRISE | IN FOCUS

Govind Rammurthy maildqindia@cybermedia.co.in

Combating Cyber Criminals Cyber heists are growing by the day as criminals using a combination of methods bypass different layers of security and siphon of funds from corporations to individuals

S

ome time back, AGM of UCO bank lodged a complaint stating that about `75,000 was illegally transferred to some other account. Recently, a doctor fell prey to phishing scam, and lost `1.4 lakh. Cybercriminals had siphoned off `1.4 lakh from four bank accounts of a physiotherapist after tricking him into revealing his bank and personal details through a phishing mail. And just few days back, the RPG Group of companies became the latest victim of online banking fraud when cybercriminals hacked into the firmâ&#x20AC;&#x2122;s Mumbai-based current account and siphoned off `2.41 crore in three hours. In total, 13 RTGS were issued to siphon off `2.4 crore.

Such news has made the headlines in the past and undoubtedly, will continue in future too. Before we go into |

A CyberMedia Publication

the details of the perpetrated crime, let us understand some basics which are related to online banking.

As per RBI, NEFT is an electronic fund transfer system that operates on a Deferred Net Settlement (DNS) basis which settles transactions in batches. In DNS, the settlement takes place with all transactions received till the particular cut-off time. These transactions are netted (payable and receivables) in NEFT, whereas in RTGS the transactions are settled individually. For example, currently NEFT operates in hourly batchesâ&#x20AC;&#x201D;there are 11 settlements from 9am to 7pm on week days and five settlements from 9am to 1pm on Saturdays. Any transaction initiated after a designated settlement time would have to wait till the next designated settlement time. www.dqindia.com

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ENTERPRISE | IN FOCUS

DURING A TROJAN ATTACK, THE USERS’ COMPUTER IS ENTIRELY UNDER THE CONTROL OF THE CROOK

Contrary to this, in the RTGS transactions are processed continuously throughout the RTGS business hours.

OTP stands for online iransaction password which the user has to provide either during the login process or while processing transactions related to NEFT/RTGS. As per the guidelines issued by RBI, it is mandatory for all banks to provide OTP for all transactions.

Phishing attacks and information stealing trojans will always steal the login information, ie, the user id and the password, in certain cases the transaction password as well. Certain banks have an additional passphrase for transactions, commonly known as transaction password.

Other banking details which are stolen from the user are their credit/debit card details, ie, the card number, expiry date, and CVV number.

Hence, a successful phishing/trojan attack will steal user-id, password, credit/debit card number, expiry date of the card, or the CVV number.

Now the question arises, when OTP for every transaction has been enabled by the banks then how are the cyber crooks able to successfully conclude the transactions?

MODUS OPERANDI

There are two different approaches adopted by cybercriminals when they target online banking system— through mobile hijacking and OTP. Mobile Hijacking: In this method, criminals steal the identity of the victim to procure a duplicate mobile SIM card. When procuring a duplicate SIM card, it is imperative for the mobile operators to verify the submitted documents also known as KYC documents. However, in the recent past we have seen a rise in mobile hijacking, hence raises the concerns of KYC norms not being followed or we can also assume that the photo-copy of the identity related documents being used blatantly and the originals are not being verified by the telecom operators, while issuing a duplicate SIM card.

After procuring a Duplicate SIM Card, whatever security 84

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TAKEAWAYS oo With a duplicate working SIM card available,

criminals use it in a variety of ways either by initiating password change or if password is already known then they proceed with the unauthorized account access. oo Crooks are very well aware of the banks which do not ask for OTP at the time of sign-on and will go to any lengths to exploit the users of such banks

is deployed by the Banks goes for a toss as the login/ withdrawal/OTP notifications are received by the criminals and the victim is unaware of the fact that something dreadful is happening with their bank accounts.

The targeted victims are those who are leaving the country and flying overseas, moreover they are probably not in a position to verify the exact reason as to why they have lost the mobile signal.

With a duplicate working SIM card available, criminals use it in a variety of ways either by initiating password change or if password is already known then they proceed with the unauthorized account access.

OTP: When mobile hijacking is not being implemented by the criminals, the manner in which OTP has been deployed/ processed by the banks is targeted by the criminals.

In order to facilitate RTGS/NEFT, it is imperative for the bank to send the notification and in turn request the OTP pin received by the user. However, it is to be noted that OTP is sent to the registered email-id and mobile number of the end-user.

During a Trojan attack, the users’ computer is entirely under the control of the crook. After the system has got infected and all the credentials have been stolen from the system; the cyber-crooks also ensure that they have unhindered access to the email account. The crooks, using the stolen credentials will access the online banking account add a beneficiary to the victims bank account, A CyberMedia Publication

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ENTERPRISE | IN FOCUS

WHEN IT COMES TO ONLINE BANKING, WHY IS THE APPROACH TOWARDS THE PRACTICALITY OF SECURITY/ALERT DEPLOYMENT SO VERY DIFFERENT FOR ALL BANKS

they also access the OTP mail received by the victim and provide the same to authorize the beneficiary.

However, it is to be noted that not all banks will allow this to happen. During the login itself, they will ask for LoginOTP and this Login-OTP is sent only to the registered mobile phone. Crooks are very well aware of the banks which do not ask for OTP at the time of sign-on and will go to any lengths to exploit the users of such banks.

OTP asked during the login process ensures that the user is genuine and they are given access to the configuration settings of their account. However, any bank which does not use OTP at the time of login risks the user’s configuration settings.

During day-time, it would be viable for any user to keep a tab on the messages received however, when these activities are carried out by the crooks in the dead of the night, in all probability, such messages either by way of SMS or email will never serve the intended purpose. The crooks have already registered the beneficiary accounts and initiated the RTGS/NEFT transactions, very well knowing that these transactions will be processed by the automated systems of the Bank in the first available slot.

The issue with OTP in the above case is related to choice; when OTPs are mandatory then why give a choice? Every person who does online banking owns a mobile phone and no one can deny this fact.

Why not make it mandatory to deploy, rate and allot time limits to the newly added RTGS/NEFT beneficiary accounts, as this ideology is similar to the ‘Trust while issuing Credit-Note’ between two organizations and is commonly seen in every business. Moreover, it must also be noted that very few banks have deployed this feature.

Now, when we look into the Online-Payment via netbanking or credit/debit cards, the only requirement to facilitate this transaction is to provide your internet banking password or your credit/debit card details.

These are same details which have been stolen by the Cyber-crooks. |

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The information required to clone a card is nothing more than what has been mentioned earlier and in such cases, cash is withdrawn or purchases are made from different geographical areas and many a times from different countries.

KEY QUESTIONS

Since every bank has a different approach towards the deployment of OTP and other online-banking security related issues; it would reap huge benefits if we start asking questions, so as to have a clarity and transparency into the additional facilities provided by the banks to their customers.

Does the bank allow geographical block for cash withdrawals or swiped card based payments?

Implementation of OTP during online account login process?

Is there is any limit to the payment amount for a New Payee? If yes, how much is limit for the amount? What is the limit of time period?

Is this limit also applicable based on the number of transactions?

Is there any upper limit that can be defined to limit the outgoing amounts via NEFT/RTGS based on per transaction/per day basis?

Do the banks initiate calling the customer to confirm if he had initiated a RTGS above a certain limit?

REFORMS NEEDED

Unless and until, drastic changes are devised and implemented by the banks, online banking frauds are here to stay. Banking is based on a practical approach of the business ethics where all businesses and individuals adhere to these norms.

The author is MD & CEO, eScan www.dqindia.com

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INDUSTRY | IN FOCUS

Prashant Tandon maildqindia@cybermedia.co.in

Your Personal Chemist Can the benefits of mobile and web be combined to create a solution that empowered consumers and made them more aware of what they are being prescribed?

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t an estimated $15 bn, the Indian pharmaceutical industry is the third-largest in the world by volume and it has been growing well. However, substantial challenges exist that keep the system opaque to the common consumer—and don’t allow the benefits to trickle down to the common man. Healthcare is one of the areas where the actual payer/consumer of products has little understanding and influence in the purchase decision, making the sector prone to misguided expenditure and 86

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cost burden on the consumer. The cost of quality medicines in India is still surprisingly high, and there’s a stark lack of awareness on medical issues, including generic drugs.

After receiving our degrees from Harvard and Stanford, respectively, and having worked in the US Healthcare industry, Sameer Maheshwari and I decided that the Indian healthcare market was ripe for a disruptive technological intervention. Could we combine the benefits A CyberMedia Publication

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INDUSTRY | IN FOCUS

AT AN ESTIMATED $15 BN, THE INDIAN PHARMACEUTICAL INDUSTRY IS THE THIRDLARGEST IN THE WORLD BY VOLUME AND IT HAS BEEN GROWING WELL

of mobile and web to create a solution that empowered consumers and made them more aware of what they were being prescribed? Something that allowed consumers to search for the best alternatives at the most affordable prices and at least have a conversation with the doctor or pharmacist to work towards a better outcom—medical as well as economic? And could we make it reliable enough by bringing trusted vendors, pharmacy stores, and other stakeholders to a common platform?

It sounded exciting and daunting at the same time. We saw what massive transformation such a solution could bring about, and also how intractable the Indian market is. But finally, our conviction won over our apprehension, and in a few months’ time HealthKartPlus was born. Of course, it wasn’t at all easy going!

INITIAL HURDLES

Among the foremost initial challenges was quality of data.

There could be no compromise on this as the premise of the endeavor was based on providing accurate information. Compounding the challenge was the fact that there was no unified source of data and no common format followed by vendors. In the absence of this, data integrity would always be a problem. Towards this end, a special team of pharmacists was formed, who for six continuous months worked incessantly to acquire data from leading medical journals, scientific journals, research publications, etc. Gradually the project gained critical momentum, the result today being a verified database of over 100,000 drugs.

Our next challenge was accessibility; we had to ensure that the information presented was palatable to the layman. This called for simple and legible communication that people could use to solve their everyday medical problems. The effort to create usable, informative content lasted for the next few months, and the in-house product design and tech team was devoted to developing a custom platform to |

A CyberMedia Publication

TAKEAWAYS oo The cost of quality medicines in India is still

surprisingly high, and there’s a stark lack of awareness on medical issues, including generic drugs oo Healthcare is one of the areas where the actual payer/consumer of products has little understanding and influence in the purchase decision

dispense this information effectively. Further, in order to maximize our reach, we expanded to all major desktop and mobile platforms.

One peculiar challenge during this whole process was lack of a standard format. For instance, it’s fairly common for the same medicine to have different name formats in different vendor software. Needless to say, it would only create confusion at the consumer end. To address this, we developed a strong vendor support system to bring information onto a common platform. Our team of pharmacists made the exacting but necessary effort to individually map each multiple-format medicine to a standard common format used by us, working closely with the vendors. To gauge the success of the project, one only needs to look at the number of satisfied users we have today.

We strived to make the medical database available on HealthKartPlus more accessible. This led to an extension of HealthKartPlus website to the mobile app, which is available across the three predominant Operating Systems, viz. Android/iOS and Windows 8. This App, which has been downloaded over 75,000 times and is receiving over 10,000 visitors every day, has become an instant success. The app serves as a medical dictionary for the layman, along with having utility for physicians, medical students, nurses and other www.dqindia.com

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INDUSTRY | IN FOCUS

THE COST OF MEDICINES HAS ALWAYS BEEN A MAJOR CONCERN IN INDIA AND IS BEING ADDRESSED NEATLY BY HEALTHKARTPLUS

healthcare professionals. The information provided includes an explanation on how prescription medicine works, as well as the concomitant precautions and contraindications. Combined with an extensive catalog of medical solutions, this is a revolutionary tool for preliminary diagnosis, medicine comparison, best price-point, etc. With this app, you can simply upload the prescription, place orders and refer to records of previous prescriptions. A dedicated team of pharmacists and experts read the prescriptions that are uploaded, so rest assured, there would be little chance of error in the order you have placed.

The cost of medicines has always been a major concern in India and is being addressed neatly by HealthKartPlus.

The database of over 100,000 drugs and wide network of pharmacy stores enables customers to compare and discover relevant and cost-effective generic drugs.

Facility of online purchase makes it convenient to order medicines.

The reception of the website and app on mobile platforms speaks for itself, with over a-million visitors and 75,000+ downloads of the app. Although the pharmacy network currently exists only in Delhi/NCR, it will soon expand to other cities in a phased manner.

generic drugs available, and is thus provided free of cost.

BUSINESS MODEL

THE RESPONSE TO HEALTHKARTPLUS CONCEPT

The business model of HealthKartPlus is tied to the online transactions completed by consumers. The pharmacy partners pay a small commission to HK+ for bringing them orders , and as volumes drive up, so will the profitability. As consumer usage increases, we would try and also introduce other monetization models through advertisingâ&#x20AC;&#x201D;however we are going to keep the offering free for consumers That said, we are also keenly aware of the nature of healthcare and the associated social responsibilities.

The HealthKartPlus app is an initiative to spread awareness for the society to understand substitute and

We are glad to witness the enthusiastic reception HealthKartPlus has received. The opinion leaders in the mobile app space have endorsed the app. A major achievement was winning the m-Billionth award for the m-Health application for South Asia this year. The jury included eminent opinion leaders from across the spectrum, including experts working with government organizations as well as non-profits.

The response from telecom operators, government, users, and VAS players further strengthens our position.

The consumers and healthcare professionals have adopted the concept well, which is evident in the rapidly-

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INDUSTRY | IN FOCUS

A DEDICATED TEAM OF PHARMACISTS AND EXPERTS READ THE PRESCRIPTIONS THAT ARE UPLOADED, SO REST ASSURED, THERE WOULD BE LITTLE CHANCE OF ERROR IN THE ORDER YOU HAVE PLACED

growing usage of the service. The high level of consumer satisfaction is reflected in the 4.5/5 rating received by the app on the Android platform.

VISION FOR FUTURE

Technology has the potential to transform lives. We believe nothing demonstrates this better than the small but conclusive impact by HealthKartPlus. Our vision is to scale up the operations so that the solution can reach

to every corner of the country, empowering consumers and caregivers like never before. Given the pressing need to introduce transparent and pocket-friendly solutions in healthcare, we are very enthusiastic about the future of HealthKartPlus.

The author is MD and co-founder, HealthKart

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GOVERNMENT | e-STATE 2013

Ashis Sanyal maildqindia@cybermedia.co.in

Project management, procurement system a big challenge

PANEL DISCUSSION ON BUILDING A SMART, SECURE, AND INCLUSIVE INDIA THROUGH E-GOVERNANCE (DR BS BEDI, PRESIDENT, TELEMEDICINE SOCIETY OF INDIA; CSR PRABHU, DDG, NATIONAL INFORMATICS CENTRE; SUSHIL PRAKASH, SENIOR CONSULTANT, NATIONAL INSTITUTE FOR SMART GOVERNMENT; DR CS ARORA, SENIOR CONSULTANT, NMEICT; NITIRAJ SINGH, HEAD OF GOVERNMENT BUSINESS, RED HAT INDIA; PRAKASH KUMAR, DIRECTOR, CISCO CONSULTING SERVICES; GB SHAIK, HEAD OF GOVERNEMENT BUSINESS, FORTINET INDIA)

D

ataquest oraganised “e-States Conference and Awards” in Delhi on August 29, 2013 in order to bring all stateholders on one platform and recognize states for their e-Readiness initiatives undertaken during the e-Governance drive. While the event witnessed a sparkling award ceremony, there was a panel discussion on “Building a Smart, Secure, and Inclusive India through e-Governance”. The panelists were from IT Industry, consulting agencies, government body, and Industry association. Ashis Sanyal, former senior director, DeitY, Govt. of India and currently working as e-Gov & ICT4D consultant moderated the session.

Key Recommendations oo Special efforts are to be taken for abundant use of ICT in education which would otherwise fulfill the larger 92

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goal of the government like ‘Right to Education’, ‘Education for All’, etc. Deployment of IT in education is mature now and digital content for various disciplines are available. If a conducive policy environment is created by the government then the cost of development of digital educational content will reach the economy of scale and can proliferate at a much faster speed in schools and colleges which will ultimately help the student fraternity. oo There is a perpetual issue of project management in implementation of the e-Gov projects. This is more prevalent at the state level. More so, the states work in silos and there is no considered effort visible among the states to replicate successful projects. Replication should be taken as a policy as A CyberMedia Publication

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GOVERNMENT | e-STATE 2013

far as possible to cut down project implementation time. oo It was opined that common databases should be developed for large inter-related projects and also disparate databases should be able to talk to each other. oo For a quicker service delivery mechanism call center approached should be looked into, especially with the advent of mobile applications and with a large mobile user base this would show quick and tangible results for service delivery. oo The entire government procurement system should be relooked at as more and more PPP model would be deployed for ICT projects. If the procurement mechanism, tendering process, service level agreement, etc,

are not relooked at for betterment, the real benefit of PPP will not be realized. oo For development of software applications uniform framework approach should be taken up so that interoperability issue does not crop up. There should be security considerations right at the beginning. It was opined that the current thought process on security issues is not adequate at all. oo For telemedicine applications, with the broadband being made available at the panchayat level, the patient-side equipment should be made available at the CSCs. This would be a great facility for the remotelylocated patient fraternity and this will also make CSCs financially more viable.

CHIEF GUEST WAJAHAT HABIBULLAH, CHAIRPERSON OF THE NATIONAL COMMISSION ON MINORITIES, KICKS OFF THE EVENT

RAJENDRA KUMAR, IT SECRETARY, DELHI GOVT BAGS THE OVERALL WINNER OF DATAQUEST E-READINESS OF STATES 2013 AWARD

DR NEETA SHAH, DIRECTOR, EGOVERNANCE, GOVT OF GUJARAT RECEIVED 3 PLATINUM AND 2 GOLD AWARDS

DR VN ZADE, DIRECTOR, DEPT OF GOVERNANCE REFORMS, GOVT OF PUNJAB RECEIVED A GOLD AWARD

Know The Right Moves For Your Business |

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GOVERNMENT | e-STATE 2013

RK VAISH, CHIEF RESIDENT COMMISIONER, GOVT OF TRIPURA, RECEIVED 2 PLATINUMS AWARDS

P BALAKIRAN, DIRECTOR – IT MISSION, GOVT OF KERALA, RECEIVED 3 PLATINUM AWARDS

RAJESH AGARWAL, IT SECRETARY, GOVT OF MAHARASHTRA, RECEIVED 1 PLATINUM, 1GOLD, AND 2 SILVER AWARDS

SANJAY JAJU, SECRETARY, IT & COMMUNICATIONS DEPT, AP GOVT RECEIVED 3 PLATINUM, 1GOLD, AND 1 SILVER AWARD

DEBASHISH BANDOPADHYAY, OSD & DY. SECRETARY TO THE GOVT OF WEST BENGAL RECEIVED A SILVER AWARD

AM PARIAL, CEO OF CHHATISGARH INFOTECH PROMOTION SOCIETY, RECEIVED A PLATINUM AWARD

Get Competitive Edge For Your Business 94

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GOVERNMENT | e-STATE 2013

MOHAN LAL, RESIDENT COMMISIONAR, GOVT OF GOA, RECIEVED 2 PLATINUM AND 2 GOLD AWARDS

PC DHIMAN, CHIEF RESIDENT COMMISSIONER, HIMACHAL PRADESH, RECIEVED 1 PLATINUM & 1 SILVER AWARD

SRINIVASULU REDDY, DIRECTOR, K-SWAN, GOVT OF KARNATAKA, RECEIVED A PLATINUM AWARD

LK TIWARI, NODAL OFFICER, MPSEDC, GOVT OF MADHYA PRADESH, RECEIVED A PLATINUM AWARD

CHIEF GUEST WAJAHAT HABIBULLAH, RELEASES DATAQUEST-CMR, e-READINESS ASSESSMENT OF INDIAN STATES, 2013

ALL THE WINNERS WITH R CHANDRASHEKHAR

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INDUSTRY | SHORT TAKES

Microsoft to Buy Nokia Mobile Business for $7.2 bn

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he inevitable has happened, sooner than expected.

Microsoft has pulled a coup of sorts by going for a big ticket acquisition—this time it’s the beleaguered Finnish company Nokia. Ever since Nokia ditched Symbian couple of years back and started orienting towards Microsft Windows Mobile and renewed its bet on its Lumia range, it became a foregone conclusion that the Red-

mond Giant will gobble up the aging Finnish behemoth.

Microsoft will buy Nokia’s mobile phone business for $7.2 bn (5.44 bn Euros) A media release from the company said: “Microsoft and Nokia have decided to enter into a transaction whereby Microsoft will purchase substantially all of Nokia’s devices & services business, license Nokia’s patents, and license and use Nokia’s mapping services.”

Under the terms of the agreement, Microsoft will pay EUR 3.79 bn to purchase substantially all of Nokia’s Devices & Services business, and EUR 1.65 bn to license Nokia’s patents, for a total transaction cost of EUR 5.44 bn in cash. Microsoft will draw upon its overseas cash resources to fund the transaction. The transaction is expected to close in the first quarter of 2014, subject to approval by Nokia’s shareholders, regulatory approvals and other closing conditions.

“Building on the partnership with Nokia announced in February 2011 and the increasing success of Nokia’s Lumia smartphones, Microsoft aims to accelerate the growth of its share and profit in mobile devices through faster innovation, increased synergies, and unified branding and marketing’, the release said.

SAP Wins Award for

Women Talent Development

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AP Asia Pacific and Japan announced that SAP Labs India has won the CMO Asia’s ‘Best Organization for Women Talent Development’ award across Asia for its contribution to the empowerment of women in industry.

The award specifically recognizes the efforts undertaken at SAP Labs India to engage women successfully and have cheered and supported the development of women professionally.

CMO Asia is a peer networking body dedicated to knowledge exchange through leadership and networking amongst decision makers across industry segments.

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YouTube gets a New Logo

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ouTube has waved goodbye to the days when shiny, glossy, on-your-face logos were the norm.

YouTube has been silent about it but the internet hasn’t. It has updated new minimilistic logo on iOS and Android apps, and its profile on Facebook and Twitter.

The new logo is here to stay, The Verge confirmed. The previous logo for YouTube hasn’t changed much over the years, except for some cosmetic edits. The Verge states YouTube saying new logo is an effort towards the play button representing itself and the old logo will still be hanging around.

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LAST MATTER

Ed Nair ednair@cybermedia.co.in

Bringing All Into One

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n this issue, we have attempted to provide an excellent snapshot of how the various states in India fare in terms of their maturity in use of ICT for governance and inclusion. The spectrum of maturity and achievements is vast and the opportunity for one state to learn from the other is high.

During the research for this issue, we had various discussion sessions with experts and one of them rightly pointed out the key malaise of Indian e-governance efforts. He said that the number of applications and solutions implemented within India by government entities is huge, but the willingness to learn from one another is lacking.

This leads to the reinvention of the wheel over and over again, which means the time, effort, and money to do it is expended as many times.

Surprisingly, the key reason for this was ‘ego’, the expert said. It is a point difficult to construe at first, but the answer lies in the strategic importance accorded to e-governance projects and the size of the financial outlay for such projects.

For an Indian bureaucrat, during his tenure, it is the chance to prove an accomplishment and she/ he wouldn’t want to take the easy way out by simply replicating what others have done. Because it would diminish the impact of the bureaucrat’s achievements, so it seems. In summary, if India’s e-governance record has to be speeded up, ‘ego’ has to be removed from ‘eGov’, the expert pointed out.

But at the DQ-CMR e-Readiness Conference and Awards event that followed our research, we saw a very different level of enthusiasm amongst various e-governance leaders from Indian states in showcasing and sharing their experiences and learning. Hope this is the start of a massive movement to identify best practices and replicate them. This movement has to be sustained if we have to race ahead with our objectives of building a smart, secure, and inclusive governance mechanism using ICT. It would need a separate mechanism and organized system to identify best practices, share them, and create the structure to replicate them. It is not only relevant at the level of applications or solutions, but also at the level of governance processes. Transfer of land ownership, registration of birth and death, and so many other citizen services are the same in Meghalaya as in Karnataka, so why should one develop separate bespoke applications? If local language is an issue, localization of language is a very simple problem to tackle. If cloud is the IT architecture, why not build a government cloud that would deliver infrastructure, platforms, and applications to the center and the states? Why can’t all e-governance applications in India be catalogued? The opportunities are many, the potential is huge, but it would require very high levels of motivation and initiative.

We do have the National E-Governance Plan, NISG, eGov Knowledge eXchange, and various initiatives that point in this direction in letter, but evidence suggests that it lacks spirit. Do we have a CIO equivalent for the government?

Our plans are all too decentralized, too much off-center. We would need to begin with a new set of principles, an ICT manifesto of sorts. Let the minds meet before the actions converge.

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RNI No. 40432/82

DL(S)17/3159/2012-14 Licensed to Post WPP. U(SE)26/2012-2014

Posting Date: 3&4 and 17&18 of every month. Posted at Lodi Road HPO