ITNEXT JULY 2013 by Manan Mushtaq

INTERVIEW | Bulent Cinarkaya, VP-Product Management, Public Cloud, Oracle Corp | Pg 34

‘Public Cloud-the Fusion Advantage”

fo r t h e n e x t g ener ati o n of cio s

BOSS TALK

3 Sutras of Leadership Devdutt Pattanaik, Chief Belief Officer, Future Group Pg 08

PLUS

Get,Set, Strategize Key Skills that the next generation CIOs should possess to move to a strategic role Pg 14

21 – 24 October Goa, India gartner.com/in/symposium

The World’s Most Important Gathering of CIOs and Senior IT Executives Strategic depth, comprehensive coverage and an independent point of view — That’s the power of Gartner

13,000+ Client Organizations

935 Analysts in 85 Countries 319,000 client interactions World’s largest community of

CIOs

71% of Fortune 1000

72% of Global 500

MeeT THe ANAlySTS David W. Cearley VP and Gartner Fellow

Partha Iyengar VP Distinguished Analyst

Tina Nunno VP Distinguished Analyst

Daryl C. Plummer Managing VP and Gartner Fellow

Please visit

gartner.com/in/symposium to view all the analysts who be will available in Goa this October

Symposium/ITxpo features Industry-specific sessions

World-class speakers

Gartner Symposium/ITxpo is one of the few events that provide such a broad and in-depth look at industry-specific challenges and opportunities. A dedicated program and sessions throughout the week are designed to give IT and business professionals the chance to apply new ideas to the growing requirements of their industries:

• Gartner analyst opening keynote An invaluable source of inspiration and actionable advice unique to Gartner, the opening keynote provides an insightful preview of the innovations, trends and topics that will be in focus throughout the week ahead.

• Banking • Insurance

Analyst access With more than 30 Gartner analysts in attendance, Gartner Symposium/ITxpo 2013 is an ideal opportunity to receive independent, objective advice on the IT and business issues your company is facing. Choose from an array of ways to interact and seek advice from this formative analyst community. • Analyst one-on-ones Attendees have the ability to book up to three 30-minute private consultative meetings with the analysts of their choice. • Analyst-user roundtables Moderated by Gartner analysts, roundtables serve as ideal forums for exchanging ideas with peers around a particular issue. Preregistration is required. • Gartner Hype Cycles, Magic Quadrants and MarketScopes Brief, analyst-led theater presentations on the ITxpo show floor focus on these essential Gartner reporting deliverables.

• Mastermind keynotes Delivered by the most influential leaders in technology, business and academia, keynote guests reveal breaking news, look into the future of IT and distill the essence of IT’s hottest issues. • Case studies Delivered by end-user companies, case study presentations at Gartner Symposium/ITxpo address a unique IT or business problem — and reveal innovative solutions, proven practices and actionable insights that are timely as well as relevant.

Solution providers • ITxpo show floor With more than 30 sponsors, ITxpo attracts the most innovative and leading solution providers in IT. The event provides a variety of ways to interact with representatives from these companies, including: • Networking receptions Hundreds of attendees participate in the evening receptions on the exhibit floor to sample, touch and discuss products and solutions that are new in the marketplace. • Solution provider sessions These sessions offer attendees the opportunity to hear from company representatives and their clients about a range of new solutions, products and services

The event is aligned by 5 IT roles (including the Exclusive CIO Program) and Industry verticals to provide additional focus on the strategies and tactics IT needs to drive a successful enterprise: • Infrastructure & Operations: Data Center,

• Applications

Server, Storage, IT Operations Mobile,

• Business Intelligence and Information Management • CIO

Client Computing and Communications • Strategic Initiatives

THE

CIO

PROGRAM Join us this October for an expanded CIO Program designed to:

Tracks and Sample Sessions Applications

Strategic Initiatives

• The 10 Habits of Highly Effective Application Organizations

• The Top 10 Strategic Technology Trends for 2014

• Business Architecture Bridges Strategy and Execution to Deliver Solutions

• Top 10 Strategic Predictions: The Future is Disruptive and Constructive for IT

• Mobility Will Boost Sales, While Causing CIOs Headaches

Business Intelligence and Information Management

• Comparing Vendor Strategies for Cloud: From Cloud washing to CloudCommitted

• Stimulate entrepreneurial thinking and creative problem-solving • Create opportunities for CIOs to interact and problem-solve with their peers • Investigate methodologies, frameworks and approaches for professional and personal growth • Alert CIOs to the profound technology impacts that are reshaping the enterprise • Arm CIOs with leadership strategies and techniques to help attract, develop and sustain talent

• Traditional Data Warehousing: Start, Stop or Continue?

• The Cloud Computing Scenario: End of the Beginning Goes From Cloud to Ground and Back

• Data Discovery: Self-Service BI Heaven or Spreadsheet Hell Revisited?

Industries

• How CIO’s should evaluate BI Market Trends

Banking • Open Banking: The Future of APIs, Open Source and App Stores

external guest keynote speakers with their thought provoking sessions exclusive for a CIO audience

CIO

• The Digital Banking Capabilities Landscape

CIO-exclusive Roundltables and workshops — Attain realworld advice in an intimate and focused environment

• The CIO Agenda for 2014 • The Psychology of Serial Innovation • The Machiavellian CIO — Extreme Politics • From IT Strategy to Digital Business Strategy

Infrastructure & Operations • Top Ten Trends and Their Impact on IT Infrastructure and Operations • Information Security Five-Year Scenario

• Beyond Social — How to Monetize your Social Financial Services Strategy Insurance • The Path to Digitalization — Business Transformation in P&C and Life Insurance • Customers Dictate Next Generation Insurance Business Models • The Changing Face of Insurance IT and the CIO Impact

• Hybrid Clouds and Hybrid IT: The Next Frontier

Visit gartner.com/in/symposium to view many more must attend sessions this year

• Prepare CIOs to define and direct the future of technology in the enterprise

CIO Program benefits:

CIO lounge — Network with CIOs and catch up with your office in this dedicated space

For details on how to apply visit

gartner.com/in/ symposium/cio

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Editorial

The FutureState CIO Well, several articles have been written time and again on how the CIO of the future should be and the skills he needs to imbibe which can help him justify his role. However, it looks like the entire journey of the future-state of the next generation CIO revolves around strategy, strategy and …even more strategy. While it is not essential that only the CIO should be a strategist and the team should only be followers or supporters of the strategy, it’s time that the next generation CIOs get strategic and possess a few most important and imperative skills by 2015 to move into a strategic role. So, as a strategist, what’s your strategic planning? Most experts do recommend that before you make your next move, you must know your strategy well. But to have a strategy in place, it is important to have certain skills which can be judiciously aligned with the strategy. This has much to do with the maturity levels of the senior IT managers who understand the organisation well and craft their strategy accordingly. The cover feature in the current edition of IT Next, ‘Get, Set, Strategise’ has discussed the important skills the next generation CIOs should acquire if they aspire to scale up to a strategic role. While leadership is critical and encompasses most vital skills, there are a few strategic ones which cannot be overlooked. IT Next team sought insights from experienced CIOs and senior IT managers on what they thought were the top ones, and we got varied responses and on multiple skills. However, most of them agreed that critical among them were mapping IT capabilities to business capabilities, aligning the IT strategy with a 360 degree approach, portfolio management nuances and IT governance. It is imperative to understand the necessary steps this involves, which help drive the future CIO to the desired position. The key message to senior IT managers is to take things under their control and start taking decisions which will enable them to get noticed.

“Crafting a perfect strategy has much to do with the maturity levels of the Sr IT Mgrs who understand their organisation well” Geetha Nandikotkur

Blogs To Watch! CIO as a Strategist: What’s in your Strategic Planning http://futureofcio.blogspot. in/2013/06/cio-as-strategistwhats-in-your.html CIO of the Future: Becoming a business game changer http://www. emersonnetworkpower.com/ en-US/Solutions/CIO-Topics/ Documents/CIO-of-the-FutureResearch-Report.pdf The Future Role of a CIO in the Non-Profit http://www.nten.org/ articles/2013/the-future-roleof-the-cio-in-the-nonprofit CIO Survey: Leading the transformation to a digital future http://www.deloitte.com/ assets/Dcom-Ireland/ Local%20Assets/Documents/ Consulting/IE_Deloitte_CIO_ Survey_2012.pdf

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Content For the l atest technology uPDATES Go to itnext.in

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14 cover story

2013 V o l u m e 0 4 | I s s u e 0 6

Facebook: http://www.facebook. com/home.php#/group. php?gid=195675030582 Twitter: http://t witter.com/itnext LinkedIn http://www.linkedin.com/ groups?gid=2261770&trk=myg_ ugrp_ovr

Get, Set, Strategise boss talk

interview

18 Map IT capabilities with Business

IT managers strongly believe that it is imperative to get a business sense and work with business processes to achieve the title of a ‘CIO’

20 Aligning your IT strategy is a skill

A comprehensive understanding of your IT porfolio will help you in making wise decisions

22 IT Governance-Way to Succeed

Future CIOs need to acquire IT Governance skills to handle investments effectively which would be a faster way to scale up

24 Nuts & Bolts of the Business is vital

R Vittal Raj, International VP-ISACA indicates that future CIOs should carry the flavour of governance in all their initiatives

INTERVIEW | Bulent Cinarkaya, VP-ProduCt ManageMent, PuBliC Cloud, oraCle CorP | Pg 34

‘Public Cloud-the Fusion Advantage”

F O r T h e n e x T g E N E R aT I o N O F C I O s

BOSS TALK

3 Sutras of Leadership Devdutt Pattanaik, Chief Belief Officer, Future Group Pg 08

PLUS

TPL 2013 India’s biggest inter-corporate IT team challenge Pg 43

Get,Set, StrateGize

cover Design: Shigil Narayanan

Key Skills that the next generation CIOs should possess to move to a strategic role Pg 14

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08 Future Group’s Chief Belief Officer, Devdutt Pattanaik on 3 Sutras of Leadership and its different connotations

34 Oracle’s VP-Bulent Cinarkaya, on how to leverage development platform to enable public cloud usage and the Fusion advantage on cloud

Gimme more, says the customer|

itnext.in

True meaning of CEM can be portrayed if enterprises have positive and meaningful customer interactions in the operational context

MANAGEMENT Managing Director: Dr Pramath Raj Sinha Printer & Publisher: Vikas Gupta

EDITORIAL Group Editor: R Giridhar Editor: Geetha Nandikotkur

Page

28 Open Debate 55 State 5 Reasons for staying

in IT I Senior IT managers debate on various reasons that compel them to stay in the field of IT and help them in fufilling their passion

Update 10 IDC on India Mobile market

growth which is said to have grown by 24 per cent in Q1 and How can any company benefit out of using big data solutions

cube chat 52 Nurture your Passion| Prasad

Pudipeddi, National Manager-IT, Hafele India says believe in your capabilities and God and rest will fall in place.

DESIGN Sr. Creative Director: Jayan K Narayanan Sr. Art Director: Anil VK Associate Art Directors: Atul Deshmukh & Anil T Sr. Visualisers: Manav Sachdev & Shokeen Saifi Visualiser: NV Baiju Sr. Designers: Raj Kishore Verma Shigil Narayanan & Haridas Balan Designers: Charu Dwivedi Peterson PJ & Pradeep G Nair

15-Minute manager 39 Calm the data storm|

Sunil S Ranka, BI Professional & Consultant says that intense understanding of big data solutions will help handle the data storm

MARCOM

Designer: Rahul Babu STUDIO

Chief Photographer: Subhojit Paul Sr. Photographer: Jiten Gandhi

Technology premier league

sales & marketing Brand Manager: Siddhant Raizada (09873555231) Senior Vice President: Krishna Kumar (09810206034) National Manager -Print , Online & Events: Sachin Mhashilkar (09920348755) South: Satish K Kutty (09845207810) North: Deepak Sharma (09811791110) West: Samiksha Ghadigaonkar (+91 9833608089) Assistant Brand Manager: Varun Kumra Ad co-ordination/Scheduling: Kishan Singh

43 Teaming to Win I Indiaâ&#x20AC;&#x2122;s

biggest inter-corporate IT team challenge witnessed the most evolved IT teams who meant business and took the jury by surprise

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Letters --------------------------06

Sr. GM. Operations: Shivshankar M Hiremath Manager Operations: Rakesh upadhyay Asst. Manager - Logistics: Vijay Menon Executive Logistics: Nilesh Shiravadekar Production Executive: Vilas Mhatre Logistics: MP Singh & Mohd. Ansari

Update -------------------------10

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Nine Dot Nine Mediaworx Pvt Ltd A-262 Defence Colony, New Delhi-110024, India

RegulArs Editorial _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 03

Certain content in this publication is copyright Ziff Davis Enterprise Inc, and has been reprinted under license. eWEEK, Baseline and CIO Insight are registered trademarks of Ziff Davis Enterprise Holdings, Inc. Published, Printed and Owned by Nine Dot Nine Mediaworx Private Ltd. Published and printed on their behalf by Vikas Gupta. Published at A-262 Defence Colony, New Delhi-110024, India. Printed at Tara Art Printers Pvt ltd., A-46-47, Sector-5, NOIDA (U.P.) 201301. Editor: Geetha Nandikotkur

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Boss talk | Devdutt Pattanaik

L e a d e r s h ip m a n a g e m e n t

3 Sutras of Leadership

he concept of leadership relates to the perception one carries. This holds good for senior IT managers too. Leadership has many connotations and changes with organisational requirements. It could refer to a supervisor who aspires and ensures that processes are followed, or a manager who additionally solves several challenges. Or it could also be someone who helps change the direction of the company, steers mindsets and processes to a new way of doing business. But all these are based on Western linear thinking. In Business Sutra, or the very Indian way, a leader is a Yajaman who grows by helping others grow around him--materially, emotionally and intellectually.

“My advise to IT professionals, “If you don’t believe you can be dependable, then please stay away from leadership positions”

Proving to be Good Leaders While there could be many ingredients to good leadership, we could consider just five things that make good leaders. These could be related to IT professionals, too. The imperative questions IT managers should ask themselves if they aspire to be leaders are: 1. Is your team making more money ever since you led them? 2. Is your customer making more money ever since you connected with them? 3. Is your team full of proactive and dependable people? 4. Does your team see you as “alpha” and fight among themselves to be “beta”? If yes, you are not a pack leader, not a Yajaman. 5. Do you keep chasing your team or does the team come to you voluntarily? So, if IT managers wish to move up the value chain and prove their leadership skills, they need to answer these questions.

Lessons they should Imbibe While each individual does get exposed to varied environments, IT managers should experience: zz Failures zz Uncertainties

itnext | j u ly 2 0 1 3

Suggestion BOX

‘Shows how modern management is rooted in Western beliefs and obsessed with accomplishing rigid objectives’ Writer: Devdutt Pattanaik Publisher: Aleph Books Price: INR 535.00

zz Unstructured situations zz New Markets/Managing large team The key aspect that I would advise IT professionals follow is, “If you don’t believe you can be dependable, then please stay away from leadership positions.” Leadership coach and mythologist Devdutt Pattanaik in his book shows how, despite its veneer of objectivity, modern management is rooted in Western beliefs and obsessed with accomplishing rigid objectives and increasing shareholder value. Belief plays a key role in business as it guides choices and actions of stakeholders. I call it the 3B framework—as is belief, so is behavior, so is business. This is business sutra, the string that connects belief with business. Belief is the seed from which sprouts every human enterprise, culture, act of kindness and cruelty. If we believe that wealth needs to be chased, the workplace becomes a ranabhoomi—a battleground of investors, regulators, employers, employees etc.,if we believe that wealth needs to be attracted, the workplace becomes a ranga-bhoomi—a playground where everyone is happy, and this applies to leadership as well. Devdutt Pattanaik, Chief Belief Officer, Future Group

Update I n d u s t r y

Growth is driven by the surge in the smartphone shipments over the last year

TECH TRENDS | The India mobile phone market grew by 24 per cent year over year (Year-on-Year) in 2013 Q1. According to the International Data Corporation (IDC) AP Quarterly Mobile Phone Tracker, vendors shipped 60.7 million units in 2013 Q1 compared to 48.8 million units in 2012 Q1. The India phone market saw a close to 24% increase in shipments Year-on-Year, primarily driven by the surge in the smartphone shipments over the last year; the smartphone market grew 74% Year-onYear from 2012 Q1 to 2013 Q1.

IT’s Contribution to Innovation, Efficiency and Effectiveness

IT Gaonvc-e To what extent does your IT function inform the enterprise about ern potential business opportunities enabled by new technologies?

One-third of the respondents relayed that their IT function does not inform the enterprise of new business opportunities made possible by new technologies, or does so only to a limited extent. Another third indicated that such communication occurs only to some extent. Only one-third of enterprises can count on their IT department to provide this type of information—that could create a competitive advantage. Implied in this is a call to action for IT management to better communicate and align IT’s capabilities to enhance business growth. Source: ITGI

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50%

45%

45% 40%

37%

35% 30%

26%

25%

37%

22%

18%

20% 15% 10% 5% 0%

11% 4% Innovation

36%

11% 0%1% Efficiency

2% 0%

Effectiveness

Samsung rose to the top spot in the Indian mobile phone market and the rise can largely be attributed to its gains in the smartphone market over the past two years. The Indian smartphone market reached a total of 6.1 million units 2013 Q1, a 14 per cent Quarter-onQuarter growth. “The competition between top international and local vendors remained prominent in the last quarter with Samsung, Micromax and Karbonn controlling almost twothirds of the Indian Smartphone market, however the market remained driven by low cost devices.” said Manasi Yadav, Senior Market Analyst with IDC’s Client Devices team. “The likes of Micromax and Karbonn launched several models in the smartphone segment with compelling specifications such as , 5 inch HD displays, 8 MP Camera et al. Samsung experienced continued success from its lowmid range dual SIM phones and the higher-end Galaxy Note II and S III”, she added. Android’s dominance continued in 2013 Q1 as well, driven by the low-end smartphone segment which is largely focused on Android as of now. However, with the entry of other budget Operating Systems (OSes) such as Firefox OS and Windows Phone penetration in the low-end segment – things might spice up moving forward. Last quarter did witness the launch of the much hyped and awaited BlackBerry 10 OS from BlackBerry with Z10 entering the Indian market at a premium price point.

PHOTO by: photos. com

India Mobile market grows by 24% in Q1: IDC

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Lumia 925 Z Snapdragon S4 Pro processor, RAM and 8.7-megapixel OIS camera. Price: Approx $600

What can Big Data do for your Company? Tech Impact | As per the report from Ctrl S, data centre service provider, if data is properly gathered, stored, sorted and analysed, it can yield business intelligence and knowledge that translates into real world advantages for organizational analyses. Many of the trends and insights cannot be gained without big data. An online store for example, may not be able to gauge its brand value or properly identify its most valued customers, its most profitable SKU’s or the promotions that are most effective, by analyzing just daily or monthly sales and usage data. If it were to analyse every single

Properly gathered data can yield business intelligence and knowledge

transaction ever made, every single promotional coupon ever used and other data that it had recorded, it would be able to accurately pinpoint most valued customers, analyse weekly and

Around The World

seasonal sales trends, judge the effectiveness of different promotions and other important data. By analysing social media feeds and mentions of its brand name, the organization could get real time trend analysis of its brand value. Huge data sets allow much more complex analysis and this makes many unique insights possible, big businesses have been using BI for many years now, to leverage the market advantage. Challenges of Big Data Though big data can be a powerful tool if used correctly, it provides many challenges to companies of all sizes. These difficulties are tougher to deal with for SMEs which is why most of these organisations have failed to take advantage of big data till very recently.

quick byte

Build the desires of Business leaders: Gartner According to David A. Willis, VP and Distinguished Analyst, great business leaders have exciting ideas for what they want to do with technology and perhaps even feel some frustration at not being able to get there as fast as their competitors. The CIO has to build on the desires of business leaders, recognising that they are a lot more technology savvy than they were. The key question for the CIO becomes this, “How does a digital leader interact with other digital leaders in the same organization?”

Richard Stallman, Founder GNU

“Cloud computing was simply a trap aimed at forcing more people to buy into locked, proprietary systems that would cost them more .“It’s stupidity. It’s a marketing hype campaign”

j u ly 2 0 1 3 | itnext

Building a stable IT infrastructure for the Indian films business With growing global interest in the Indian film industry and increasing number of digital platforms, Indian films are being distributed and watched more than ever before. Moreover, with high-definition (HD) films and graphic intensive files replete with computer-generated and altered imagery becoming more prevalent, it has become increasingly important to have sufficient storage to manage this explosion of “Big Data”. Like most others in the industry, Yash Raj Films Pvt. Ltd. (YRF), the sole privately owned film studio in India was struggling to cope with this rising demand. It was becoming increasingly inconvenient and time consuming to locate and respond to each request for film content with its films stored across multiple disparate devices. YRF realized that it needed a single solution that would enable it to archive its ever-expanding film catalogue for future audiences. YRF accordingly explored multiple storage options from different vendors but ultimately it was Dell’s EqualLogic solution that matched its requirements perfectly. Delivering a centralized, scalable storage to meet YRF’s growing archives Dell EqualLogic virtualized storage solution powered by Intel® technology has completely transformed the way business is done at YRF. With all its films now archived in a single location, YRF has the ability to expand its audience reach for both current and back catalogue films. Dell’s centralized solution has enabled it to respond to requests within days now as against weeks, and deliver exactly what its partners and media require. Another major advantage was the snapshot restoration feature of the Dell EqualLogic SAN which enable YRF to restore a single frame that may have been corrupted, rather than having to restore the entire film. This alone saves YRF a sizeable amount of time and ensures that it experiences no delays during the film’s promotion and distribution. Another important advantage of this solution is that YRF can seamlessly integrate its digital asset management software with the Dell EqualLogic storage solution – a crucial interoperability feature that is not available with any other solution in the market.

Dell’s dedicated and highly scalable storage solution has provided YRF with a unified, stable and secure platform for all its film archives. This in turn enables simplified film management and facilitates a higher level of services to its partners and customers across the world. As things stand today, YRF is indeed well poised to ride the digital wave, powered by Dell EqualLogic. To know more on how Dell Enterprise Solutions & Services, powered by Intel® technology, can help you overcome your business challenges, visit www.dell.co.in/domore

The Challenge Multiple storage devices for archived films

Risk of hard drive failure and loss of data assets

Expanding film catalogue

The Strategy Single, centralized archive ensures security and ease of access

Results Simplified management

Faster and more accurate responses to requests

Significant time and costs savings with snapshot restoration feature Easily accessible film catalogue

Comprehensive protection for the entire film catalogue

Important Dell Details: DELL’s TERMS AND CONDITIONS: All sales subject to Dell’s terms and conditions, see http://www.dell.co.in/tnc OR provided on request. MISTAKES: While all efforts are made to check pricing and other errors, inadvertent errors do occur from time to time and Dell reserves the right to decline orders arising from such errors. MORE INFORMATION: Go to http://dell.co.in/details. TRADEMARKS: Intel and the Intel logo are trademarks of Intel Corporation in the U.S. and/or other countries. © 2013 Dell Inc. All rights reserved.

NextGen CIO 2015 | cover story

Get, Set, Strategise Key skills that next generation CIOs should possess to move to a strategic role by n g e e tha I MAGI NG by s h igil n

Inside Pages 18-19 | Mapping IT capabilities 20-21 | Vendor Management capabilities 22-23 | Interview with ISACA 24-26 | IT Governance

photo imaging by an i l t

D es ign by r aj v er m a

he year 2015 will supposedly see many laurels, with people scaling up to new roles and responsibilities. The next generation CIOs are not an exceptionâ&#x20AC;&#x201C;they are set to tread the path of triumph. They seem to be all geared up to experience the change, given the backdrop of the IT management landscape going through a complete overhaul. It is obvious that businesses succeed when IT triumphs. Therefore, to get the future CIOs there, it is imperative that they develop key skills that would help them move from a support role to a strategic role: that of a CIO.

Time to Pivot IT Next has initiated a cover feature to get deeper insights into the various skills that next generation CIOs need to acquire or possess to enable them to scale up to this function. While a whole catalog of skills has been

j u ly 2 0 1 3 | itnext

cover story | NextGen CIO 2015 recommended by varied IT organisations, forum and experts, there are key skills that help senior IT managers differentiate themselves from the rest of the breed and those that can help them play a pivotal role. The story sought insights from experienced CIOs as also senior IT managers on what would constitute a good skill to move to this role by 2015. Of the many skills that were discussed, the key ones which most agreed upon were: Getting a business sense of the organisation, aligning a right IT strategy, vendor management skills against the backdrop of changing business and technology dynamics, project to portfolio management and IT governance.

Why does it matter? Meheriar Patel, CIO, Globus Stores, says that the skills do matter as they change the thought process of future CIOs; and incidentally, business wants them to think differently and outof-the-box, which in itself is change management. “By 2015, the next generation CIOs need to transform to perform and bring newness into the IT management framework,” says Patel. Patel further adds, “Though senior IT managers are not great sales guys, it becomes imperative to understand the business process, flow and sell themselves internally with valid justification of their activity.”

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“Innovation and optimum utilisation of resources and handling the pressure of bottom line growth as an IT person are the most desired skills as we move ahead” SDPL Narayana, DGM-IT, Neuland Laboratories Ltd

itnext | j u ly 2 0 1 3

Patel reiterates that future CIOs need to act like entrepreneurs, as though the money is given to them to run the business. Against this act, they should seek relevant information and ask relevant questions, and initiate a quick turnaround of projects. SDPL Narayana, DGM-IT, Neuland Laboratories, believes that the future CIOs will have to thrive on seeking new challenges, while adopting a lateral thinking mechanism. “Innovation and optimum utilisation of resources and handling the pressure of bottom line growth as an IT person are the most desired skills as we move ahead,” says Narayana. Mayank Malik, Manager IT-Automation, Bharat Oman Refineries Ltd, says that by exhibiting functional leadership, CIOs are taking a stake in IT management, technology selection, procurement and sustenance. “Future CIOs must exhibit transformational and business strategy leadership to influence stakeholders and deliver business value, to take stakes in the boardroom on business strategy and become business game-changers.”

NextGen CIO 2015 | cover story

“Though senior IT managers are not great sales guys, it becomes imperative to understand the business process, flow and sell themselves internally with valid justification of their activity” Meheriar Patel, CIO, Globus Stores

According to Yagnesh Parikh, CIO, ICICI Securities, educating the team and mentoring them is critical; it is a key leadership skill that future CIOs need to build. Sanjeev Kumar, Group CIO & PresidentBusiness Excellence of Adhunik Group of Industries, dwells on a few important skills that would act as a catalyst to growth, such as deep technology insights, keeping an eye on the market, allow a swing of conventional thinking mixed with lateral thinking. Also, see a situation, bad or good, develop an eye to see opportunities hidden in there and the ability to time it and tap it. For example, in case of a lean period, discounts are offered in plenty. Many companies stop taking decisions; they go into wait and watch mode but intelligent companies are those who plan and are ready for leaping and pouncing at the first available opportune time. That becomes a game changer often. CIOs must learn to visualise such situations. So, CIOs must build the muscle to create strategy and influence decisions around that.

against the backdrop of the IT infrastructure getting commoditised and the onslaught of managed services and cloud models, every future CIO should be aligned with the IT strategy in a perfect sense, with the nuances of managing IT outsourcing “ Yagnesh Parikh, Sr VP-IT, ICICI Securities Ltd The story provides deep insights into each skill that is listed among the top five and discusses the approach and importance of each of these, which help future CIOs strategise better.

j u ly 2 0 1 3 | itnext

cover story | NextGen CIO 2015

Map IT capabilities with Business IT managers believe that it is imperative to have a strong business sense and work with business processes in order to achieve the title of a ‘CIO’

Chart a new career path with the Next100 award Apply today next100.in

flate, the role of senior IT managers or future CIOs has come under major scrutiny: they are asked to go back to their IT promises to see if their capabilities and processes provide the required answers to the business needs and offer the necessary value. Some have questioned the validity of the capability matrix of IT functions as they see IT as a support function. In reality, the idea that is steadily creeping into the minds of future CIOs is this: it is critical to map IT capabilities with business capabilities, as IT is a business enabler.

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“To justify their role, future CIOs must be able to relate to the industry they work in and the inputs they provide, the output and resources they bring in to enhance the capabilities of CFO / CSO / CMO or all of them” Kamal Matta, Head-IT & Telecom, Sonic Biochem Ext Ltd

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Most industry experts argue that business is driven by technology, and mapping IT capabilities to business capabilities is an attempt to assess and define how inter-connected the IT organisation is to the business, and to determine the RoI for their technical architecture that is mapped to the business’ capabilities.

NextGen CIO 2015 | cover story Why is Business Important? Kamal Matta, Head-IT & Telecom, Sonic Biochem Ext Ltd., agrees that in today’s competitive world, it is very difficult to survive by being just technical. To become a successful CIO, one must be able to come out his technical shell and be a technocommercial leader. “To justify their role, future CIOs must be able to relate to the industry they work in and the inputs they provide, the output and resources they bring in to enhance the capabilities of CFO / CSO / CMO or all of them,” says Matta. Pradeep Khanna, Senior Project Manager, Infosys, relates to the theory of cause and effect when he says IT is a ‘Karta’ and it is time we realised that IT exists to facilitate business and not the other way round. In order to move to a strategic role by 2015, Khanna believes it is important to have a business case, “not just for innovations and changes, but also for the very existence of the stuff that exists, in order to weed out the inefficiencies that might creep in as solutions age.” Khanna argues, “Don’t give me your gobbledygook: there is a strong need to stop trying to woo business with complicated technology jargon. Just as your CEO knows that any definition is a google away, and carries google on his hand-held, you need to understand that any business context is just a question away, and you need to carry the business google in your pocket (and your mind).”. Mayank Malik, Manager-IT & Automation, Bharat Oman Refineries Ltd, agrees that by 2015, CIOs will be considered business partners and will no longer be just business enablers. “The CIOs of today grew up from retro IT organisations within a business and are labelled as “Technologists.” The vital skill for future CIOs will be to build a gamechanging future-state IT organisation and re-label themselves as “Strategic Business Technologists” by marketing competencies and a vision of a self-built future-state IT organisation,” says Malik. SDPL Narayana, DGM-IT, Neuland Laboratories, has a point when he says that to be conversant with the complete business process pertaining to any industry, it is crucial for future CIOs to be open and transparent, “be a go-getter, be customer centric, be accessible all the people across the organisation, reliable, accountable, acceptable by his team.”

Map the Business Sanjeev Kumar, Group CIO & President, Business Excellence, Adhunik Group of Industries, emphasises on the fact that CIO is actually a ‘C’ level position; without a strong business sense, the ‘C’ level does not mean much. “There may be a very good technical person with good technical skills or there may be a very good functional expert who is strong

“The vital skill for future CIOs will be to build a gamechanging future-state IT organisation and re-label themselves as “Strategic Business Technologists” by marketing competencies and a vision of a self-built future-state” Mayank Malik, Manager-IT & Automation, Bharat Oman Refineries Ltd

in processes but without adequate leadership skills, a person does not get a ‘C” level position,” says Kumar. Kinshuk Hora, Head-IT, India Sub Continent, Glaxo Smithkline Consumer Healthcare Ltd, drives the point home that for a successful future CIO, it’s not so much about gaps which can be bridged, once you have the right mindset and you accept the changing/changed role of the IT. “If the future CIO is a true business executive, he will be someone the CEO looks at-I call it a litmus test of a successful CIO.”

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cover story | NextGen CIO 2015

Aligning your IT Strategy is a Skill A comprehensive understanding of your IT portfolio can help you make your decisions wisely

The road to sucess starts here Start your journey next100.in

ost industry experts find that future CIOs often face a challenge; this is with regard to not aligning IT strategy and policies for years. This has an adverse impact on vendor management strategies, too. It is also agreed that it is critical to identify the areas of IT spread, be it varied applications or other products, which would counter IT strategy. Most CIOs echo the need to evaluate and recommend options for an effective portfolio management strategy.

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“Important skills that the future CIO needs to possess are good communication skills which can help in increasing the scope and size of multiple teams working together that impact the stakeholders” Subhashish Saha, CTO, Apeejay Surendra Group

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Handling Portfolio & Vendor Strategies Yagnesh Parikh, Senior VP-IT, ICICI Securities, emphasises that against the backdrop of the IT infrastructure getting commoditised and the onslaught of managed services and cloud models, every future CIO should be aligned with the IT strategy in a perfect sense, learning the nuances of managing outsourcing to the Cloud. Parikh reiterates that they should be excellent managers to handle vendors for the coming three years, by devising an effective strategy. “It is no longer about which products to buy; it is about a strategic approach followed to leverage the technological advancement. For example, it is about “how to treat big data in a different fashion which can help my organisation,” and therefore

NextGen CIO 2015 | cover story have negotiations around that with the vendor,” says Parikh. According to Parikh, portfolio management is given as ownership to senior IT managers, who should align it based on the requirement. For instance, they could align their strategy thus: about 20 per cent of resources allocated to internal business, 50 per cent towards projects that generate revenue, 20 per cent towards building strategies and so on. Besides, Parikh says, educating and mentoring the team also forms part of the portfolio management strategy which can help in vendor management. Sanjeev Kumar, Group CIO & PresidentBusiness Excellence, Adhunik Group of Industries says it is important to manage portfolio. “The prioritisation is done based on a scale of Vitals, Essentials and Desirables, and future CIOs need to spot the high business impact items for better alignment of the IT strategy to drive business growth,” points out Kumar. According to him, allocating the time for each item of the IT based on the criticality and those which are on top of the management agenda form a critical component of portfolio management, besides highlighting dependencies and risks on time. Kumar recommends keeping entry and exit aspects very clear; and if the project is big, setting success criteria and jointly agreeing to it is even more critical. “When the requirement is specific to a domain, set the qualifying criteria; bring a score card concept for selecting the right vendor and sign SLAs with those who have realistic terms to make it a win-win situation,” reiterates Kumar. Subhashish Saha, CTO, Apeejay Surendra Group, encourages future CIOs to understand that vendors are no more mere suppliers of products and services. Vendor management strategy, Saha says, also depends on the size and criticality of business. For instance, in a regulated industry, it is better to opt for proven solutions from well-known OEMs. However, it is a good idea to work with smaller partners on experimentation projects with newer technology. As part of the IT alignment, Saha argues that the definition of scope becomes much more complex and comprehensive, compared to project management. “Important skills that the future CIO needs to possess as part of the IT strategy are good communication skills which can help in increasing the scope and size of multiple teams working together, impacting multiple stakeholders,” says Saha. He mentions that besides monitoring of multiple projects and programmes under the portfolio, the future CIO should have knowledge of overseeing progress

“The need for an all-round exposure to technology: infrastructure, development, maintenance, services are important which can help in aligning the IT strategy perfectly” Pradeep Khanna, Senior Project Manager, Infosys

of multiple projects through good project management tools.

Skills Required for Strategising Pradeep Khanna, Senior Manager-IT, Infosys, feels the need for an all-round exposure to technology: infrastructure, development, maintenance, services which can help in aligning perfectly. Future CIOs should have some pertinent traits, such as:

A keen “non-nerdy” business sense Willingness to shatter old dogmas and keep revisiting their priorities and directions Constant ability and willingness to keep learning Networking and relationship building, both within.

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cover story | interview

Nuts & Bolts of the Business is vital R Vittal Raj, International VP, ISACA clearly indicates that future CIOs should carry the flavour of governance in all their initiatives The important skills that future CIOs need to possess to move to a strategic role? Future CIOs are going through a transformation in their roles; they are required to be the information officers for their business groups, taking into account the larger enterprise landscape. They are the catalysts who bring value to the business and bridge the technological gap between the key stakeholders. The CIOs carry the mandate of informing the enterprise of new business opportunities that technology can provide to drive competitive advantage. They carry the flavour of governance in all their communication and approach.

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Where are the gaps now? The most unfortunate part is that senior IT managers are still grappling with IT operational issues to ensure the regular chores go on. They are not getting involved in either the processes or getting process oriented. It is time they moved out of their operational functions if there is to be career growth. The future CIOs are not enabling the enterprise to measure the value of IT or its investment. What are your recommendations to bridge this gap? The primary focus is to be aware of the roles and understanding the nuts and bolts of the business strategy to speak business language. They should try to speak a common language which can be comprehended by board members, and not use technical jargon. It is critical that the future CIOs need to streamline the channels of communication and dissemination of information in a logical fashion.

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They need to have a thorough understanding of the government and regulatory compliance framework, which can help the business understand the value of IT. It is imperative for senior managers to understand the risk component of using varied technologies. It is critical to work towards resource optimisation, judge capacity and deploy the right people to run the technology. Senior IT managers should make the business get a sense of control over several barriers by imparting training to the employees.

What are the steps required by future CIOs to get business sense? Maturity in understanding the organisational framework is critical. A step-up approach is important to lay out the problem statements in an organisation; this requires technical excellence. If possible, they can acquire certifications like Cobit, which will help them get a business perspective. They should be informed about the architecture, which can spot intelligent information for business. They should acquire certifications which help them gain insights into risk management, value delivery and so on. Peer interaction is key to keeping abreast of information. Can you throw light on best vendor management practices? I always cite the example of how the journey of an enterprise is like a cruise. A CIO is a captain who gives direction; and so it is in the IT journey, where the system administration is the captain transforming the entire landscape of the business. The CIO should help every team member strategise in terms of procurement and handling vendor management. It is imperative to create a perfect match between the service provider, vendor and the team.

interview | cover story

“The CIOs carry the mandate of informing the enterprise of new business opportunities that technology can provide to drive competitive advantage” R Vittal Raj, International VP, ISACA

Does it mean that future CIOs need to understand IT governance & portfolio in a perfect sense? Yes. Outsourcing governance is a critical ingredient. Future CIOs need to be made accountable for IT governance. While they are not alone in the task of building enthusiasm and support for IT governance, they share the role of key champions with non-executive management and executive management. As part of IT governance, senior IT mangers need to be accountable for identifying potential investment opportunities involving IT, selection of investments with regard to IT, realisation of value from investments and IT provision to provide adequate IT operations. It is said that investment responsibilities are considered ‘strategic’ and IT operations perceived as more ‘tactical.’ They should possess the key trait of bringing in innovation into the IT strategy.

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cover story | NextGen CIO 2015

IT Governance: Way to Succeed Future CIOs need to acquire IT governance skills to handle investments effectively, a sure-fire way to scale up faster

An MBA degree may not make you a CIO this can next100.in

he concept of IT governance is gaining prominence. As per ITGI (IT Governance Institute), IT governance is or should be an integral part of enterprise governance. All CIOs comply by the need for governance; it is an imperative skill that future CIOs must possess or acquire, as IT governance provides direction and control to help ensure that the significant investments made in IT bring value to the enterprise. When it comes to IT Governance, most forums centre their discussions around the importance of IT, outcome of IT, IT accountability and effectiveness of IT governance.

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“As a senior IT manager, I am supposed to be clued into the governance aspect in terms of understanding the risks, create value and realise full value from the investments planned” Berjes Shroff, Senior IT Manager & Head-IT, Tata Services Ltd

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Why IT Governance? Berjes Shroff, Senior IT Manager and Head-IT Tata Services Ltd., has listed IT governance as the top most priority for any IT manager, as it requires enormous skill sets to handle it. “It is like how you govern the money given to you and put the technology to the best use and not create a black hole,” says Shroff.

NextGen CIO 2015 | cover story

“Make IT a central function, keep it central to business, manage with shared resources and shared assets, and keep IT contributing to all business initiatives as a strategic function” Sanjeev Kumar, Group CIO & President-Business Excellence, Adhunik Group of Industries

Shroff is surprised by the fact that most IT managers have never used the budget that is allocated, as they lack the confidence and skills to govern their investments. Sharing his experience, Shroff says, “As a senior IT manager, I am supposed to be clued into the governance aspect in terms of understanding the risks, create value and realise full value from the investments planned.” Shroff laments that most IT managers fail to do a deep research before putting up a budget plan, which results in ineffective governance. Sanjeev Kumar, Group CIO & PresidentBusiness Excellence, Adhunik Group of Industries, observes that the governance model varies from company to company. However, he lays down a few basic rules of thumb to facilitate effective IT governance. “Make IT a central function, keep it central to business, manage with shared resources and shared assets, and keep IT contributing to all business initiatives as a strategic function,” says Kumar. He further adds, “Let IT have one line of control, centralised and governed by top management member, i.e., the CIO. If this is done, the results would be easily visible in an organisation.”

Kamal Matta, Head IT & Telecom, Sonic Biochem Ext Ltd., believes that tight governance of projects and generating ROI in expected time should be the priority for the future CIO. An optimist, Mayank Malik, Manager-IT, Bharat Oman Refineries Ltd., says that IT managers of today are great technical experts and not-so-great sellers. They must shift their focus towards doing more with “marketing” the vision of the IT organisation in the business and influencing business stakeholders. “With regard to IT governance, they understand the business process very well and but they need to work towards handling change management issues,” argues Malik. He reiterates that future CIOs must focus on team building and nurture team leadership skills by investing in innovating self-driven mentoring and coaching. “IT managers must seek feedback from the team and peers and based on responses, work out a plan with time driven goals to deliver the change,” points out Malik. Meheriar Patel, CIO, Globus Stores, says that future CIOs should have a thorough understanding of the day-to-day business policies

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cover story | NextGen CIO 2015

Accountable for it Governance

71%

Executive management 27%

Non-executive management

3% 0% 10% 20% 30% 40% 50% 60% 70% 80%

and have change management as part of their daily curriculum. “It is about performing business analysis and being ready for future changes, be it within the work place, around technological evolution or with regard to managing business groups or revenue driven projects,” says Patel. Kinshuk Hora, CIO, Glaxo SmithKline, points out that IT governance starts from the basic functions of managing IT to addressing the complexity of the organisational framework. “Given the growing complexity of the CIO role, the future CIO may find that appointing a CTO or a deputy is necessary. The deputy focuses on “keeping the lights on” - this will enable the CIO to capture opportunities that are advantageous to the organisation by

One More certification may not make you a CIO this can next100.in

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Why Governance is critical for Future CIOs IT governance provides direction and control to help ensure that the significant investments made in IT bring value to the enterprise It is like how you govern the money given to you and put the technology to the best use and not create a black hole IT managers have never used the budget that is allocated, as they lack the confidence and skills to govern their investments Let IT have one line of control, centralised and governed by top management member, i.e., the CIO. IT managers must seek feedback from the team and peers and based on responses, work out a plan with time driven goals to deliver the change

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strengthening the stage and supporting the management in advancing new ways of thinking and operating.” Pradeep Khanna, Senior Manager-IT, Infosys, recommends his peers to change the measurements and have strong performance benchmarks. Khanna urges his peers to spend the money wisely. For instance, just because the Cloud is the hottest thing in town, it doesn’t mean I should go shopping: not in this century, at least. Every technology decision needs to be evaluated on the philosopher’s stone of its business relevance. He strongly believes that the quest for excellence and staying relevant cannot be achieved by the leader alone: it needs to percolate down the organisation and become a part of everything that everybody down the line is trying to do. So that a Java developer, when writing his code with a 5 per cent testing error, needs to realise that he has wasted 5per cent of the salary spent on him and on that of the testers, the Infra guys, the servers…. According to him, risk management is often one aspect of management that is swept under the carpet. CIOs of 2015 need to not only have rock-solid risk management strategies, but through their vantage position as the bearers of the company’s technology, have an opportunity to help the rest of the organisation manage it appropriately. Interestingly, the ITGI survey indicated how important executives believe IT is to their enterprise, and where its major contribution lies. While there was agreement that IT investments have created and continue to create value, most of the respondents indicated that there were barriers that tended to restrict realisation of full value from those investments.

sou rce :ITGI

Non IT-non-executive management

insight | Customer Experience

Gimme , says the Customer

The true meaning of CEM strategy can be portrayed if enterprises work towards delivering a series of positive and meaningful customer interactions in the operational context by Ra j Mr ut h y un jayappa

CEM and CRM are fundamentally different from each other. CRM is a concept that brings different elements together such as business strategy, technology and customer relationships. Traditionally, CRM systems have helped firms understand customers. They have also helped unify customer information and offer an overarching view. CRM is mostly about transactions and is operationally focused on profiling the customer and collecting data for cross-sell. More often than not, CRM is aligned with the company’s objectives and not necessarily to customer preferences. On the other hand, CEM is all about the customer and by using the right balance of systems, processes and infrastructure, it seeks to improve the customer’s experience with the company as an entity. CEM is a two-way process that provides customers a clear understanding of a company’s offerings and helps executives and managers understand how rapidly

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customers can form an opinion about the company and act appropriately to either leverage an opportunity or address a grievance.

Steps to treat it differently The differential treatment of CEM can be reflected if customers share their feedback on every interaction, if possible with their service providers. The feedback needn’t be restricted to instances of bad or unacceptable customer service but should also cover every facet of the interaction. By providing feedback, customers can put the onus of change on the service provider and also expect better service that is in line with their expectation.

Processes that impact CEM It is important for corporations to empower customer experience management (CEM) to the customers in achieving complete front-back office integration to gain

IL LUSTRATIO N by: ra j v erma

Why CEM?

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insight | Customer Experience

“CEM is all about the customer and by using the right balance of systems, processes and infrastructure; it seeks to improve the customer’s experience with the company as an entity” Raj Mruthyunjayappa, Managing Director – APAC & EMEA, Talisma Corporation

a unified customer view. The CEM approach enables our customers to leverage our domain strengths--strategy and consultancy, vertical-specific best practices and ready-to-deploy software along with implementation services to seamlessly transition to a comprehensive CEM regime. To develop a CEM strategy, institutions need to work towards modifying interaction deliverables which is meaningful in the operational context of the customer, hard to replicate and distinct from the competition. CEM places emphasis on increasing customer participation by giving the customer more incentives to provide feedback. Customer feedback has to be collected at the most micro level possible and offer management a clear understanding of the drivers for customer experience and act on them immediately to bring forth perceivable change. CEM offers what CRM

CRM to CEM—Why is it Vital? CRM is aligned with the company’s objectives and not necessarily to customer preferences while CEM is all about the customer and by using the right balance of systems, processes and infrastructure, it seeks to improve the customer’s experience with the company as an entity The differential treatment of CEM can be reflected if customers share their feedback on every interaction, if possible with their service providers The CEM approach enables our customers to leverage our domain strengths--strategy and consultancy, vertical-specific best practices and ready-to-deploy software along with implementation services to seamlessly transition to a comprehensive CEM regime CEM places emphasis on increasing customer participation by giving the customer more incentives to provide feedback

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was originally intended to offer: positive returns by measuring customer experience through a combination of finely calibrated analytics and decision metrics.

Approach to Reality There are two basic approaches that one can adopt. One starts from within and one from outside. In the former, everything including people, products, processes, transactions, QA and interactions leading up to the customer touch point is reviewed and reoriented with the end customer in mind. In the latter, an outside in approach is adopted where the starting point is the customer and the end point is the last post in the organisation. Irrespective of where you start, your end goal still is to engage your customers at various levels and connect emotionally with them. Emotions constitute the bulk of any experience. By running proactive customer connect programs, customer perceptions can be collated, measured, analysed and addressed. Embedded business analytics tools can help institutions look at transactional behaviour, purchase cycles, scope for reference and service expectations. Broadly, two approaches can be adopted.

Create Benchmarks Establish performance indices to study progress towards CEM. Select key indicators to study the impact that a CEM programme is having on your customers, specifically if it has a tangible impact on the relationship. By implementing a best-practices driven CEM framework and incorporating customer feedback, institutions can establish baseline customer satisfaction levels and work towards raising them at periodic intervals.

Target Multiple Channels The more channels you target, the more the chances that you will hear from your customers. Any forum, social media site, event, newsletter or any medium that allows or even incentivises feedback should be on your radar.

Customer Experience | insight Collate Best Practices and Knowledge Employing best practices ensures a consistent customer experience and helps build a support framework in the organisation. The data collected should be used to measure the impact various decisions are having on customer satisfaction and whether the institution is now in a position to leverage cross-sell and upsell opportunities. Any changes in customer behaviour, buying preferences or even lack of interaction must be studied and analysed to gain actionable insights that feed into the decision-making framework to carry the customer experience forward.

CEM’s Merits In Every Customer experience space, almost all of them will expect ROI as primary object. But most of them rarely defined. Now few companies are achieving RoI through CEM. Which is good sign in the global market. CEM should close the gaps with customers. Identifying those who are at risk and bringing them back to fold Existing customers should be engaged completely, which will help organization’s steady growth Continuous analysis reports which will help to identify and understand the present needs and expectations from customers

Incentivise CEM among Employees

CEM cost should be less than market research cost

Connect employee incentives to customer satisfaction. Employee training programmes are an integral part of a CEM initiative. Segment customers based on common characteristics and beyond. Once a CEM maturity level is attained, institutions should focus on delivering personalised experiences to customers based on demographics, buying preferences, delivery channel and, most importantly, profitability.

Bring back lost potential customers & address their expectations

Quantifiable Benefits Metrics can be put in place to measure the effectiveness of CEM initiatives. Even a robust voice of customer initiative can deliver much needed insights and offer scope of evaluating brand health. In addition, engagement measurement programs can be implemented at various customer touch points to measure the depth of engagement. It may be remembered that a key outcome of any CEM program is greater accountability and transparency across the organisation. To facilitate this,

Customer Experience Proposition

it ns

g ga

Brand advocate

Higher degree of loyalty

Brand/product Loyalty

Repeat buy

Cross channel engagement

Primary relationship

One off transaction

Experience

Engagement

Adopt for new trend and technology Dr. Harsha, Head IT Security Advisor, HK IT Group

institutions need to put in place a simple framework that measures the CEM orientation of various individuals and groups who are connected with customer facing processes directly or indirectly. Online feedback and sentiment analysis on social media can also reveal a lot. Today’s rapidly changing business landscape demands enhanced, integrated solutions that employ new and emerging technologies and simplify the process of managing customer experience across the enterprise. Organisations are seeking cost effective ways to turn customer experience management into a competitive differentiator. They are also looking for organised and automated business processes that enable reduced workflows and increased marketing, sales and service activities with a personal touch resulting in reduced operating costs and higher revenues.

How do Business Functions Perceive CEM?

in nt

Increase the brand value

In a world driven by ever changing market and customer priorities, acquisition, retention, loyalty and satisfaction are keywords for a customer management strategy. Though CEM initiatives can be owned by a single group, the programme has multiple stakeholders within (lines of business) and outside the organization (vendors). Organisations that are driven by a clear and well defined vision are the ones that steal a march over their counterparts who are process and transaction driven. In addition to a vision, organisations need to put in place ideal customer engagement scenarios and grading that provide scope for improvement and reward internal stakeholders who have worked successfully towards enabling a benchmark customer experience.

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interview | Bulent Cinarkaya

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Bulent Cinarkaya | interview

The Fusion Advantage with Cloud Bulent Cinarkaya, VP-Product Management, Public Cloud, Oracle Corp., finds CIOs becoming business partners and integration and infrastructure just represents the technical side of the CIO. In conversation with N Geetha, Cinarkaya elaborates on how to leverage development platforms to enable public cloud usage

Most CIOs of large enterprises are not confident enough to put their applications on public cloud. What is your take on this? Public Cloud Group is a matrix group, that does not mean everything on public cloud is managed by the CIO. Sometimes there is a problem. If you look at the CIOs, says an analyst, there are 4 personas of CIO--Chief Infrastructure Officer, Chief Integration Officer, Chief Innovation Officer and Chief Intelligence Officer. These roles may be under one CIO, in different groups depending on the size of the company, or there may be different people leading these efforts in the organisation. The majority of the spending that we see today is more on the Chief Infrastructure Officer role and whether you are using cloud or not, integration is

a reality. Even if you are purely on on-premise, there are many different systems that we need to integrate. When you have cloud, integration between all private systems becomes easy. However, Innovation is primarily driven by the social mobile and bringing new custom built experiences and extending the line of business applications that customers have invested in over the years falls into the Chief Intelligence Officerâ&#x20AC;&#x2122;s role who is putting a lot of data into the system, that is also integrated with the infrastructure because that is putting pressure. Besides, making sense of this data and giving the right person right time to access this data is really critical. So this innovation and intelligence is critical and more business facing. So CIOs are becoming business partners, and integration and infrastructure

represent the technical side of the CIO. Depending on where they are or the cap they wear, what the priorities are for the organisation, CIOs are focussing on that cloud which can help in all four different projects. If you are concerned about the infrastructure, obviously moving to cloud has a lot of benefits with regard to infrastructure.

Do you think these roles is just a jargon that analysts use or have you seen this happening, as a Product Head? Yes, especially if you look at the storage area, it is definitely getting consolidated in the cloud. As far as applications go, I do think there are some applications where customers do not feel comfortable yet putting those in cloud. But, there are certain applications that start emerging which

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interview | Bulent Cinarkaya customers look at purely a cloud model. For example, social data is already in the cloud. It does not make sense to replicate all those data on-premise. May be once you create signals, generate size, you can bring them on-premise. You can enrich the video enterprise data but data always lives in the cloud.

How do you see your Fusion Suite going to public cloud? Currently, what are available in public cloud offerings of the Fusion suite are Fusion SCM and Fusion ERP. Beyond this, I don’t know about all the Fusion products. There may be some other Fusion products but the Fusion is designed to work both on-premise and in the cloud. So any product built on the Fusion style is ready to bring into the cloud if the customers are willing to put those products on the cloud. But the Fusion is a unique design architecture that customers can consume in the cloud. They can later bring it in-house—it can be in both. Which of the verticals (globally) do you think have migrated to the public cloud? I don’t have that breakdown—that applications are more on the platform and infrastructure side of the business. Definitely on the infrastructure side, obviously our goal is to become the best platform in the world. As a first step, we have brought the technology that our customers use like the database, WebLogic Server. Secondly, what we are focussing on is targeting our application customers and partners, so they can use our public cloud and can extend our SaaS solutions in the cloud. So in that sense, any SaaS customer using Oracle SaaS products in the cloud is a target customer for our public clouds model.

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As you are part of the development team, can you elaborate on the innovations happening in that space? Yes, we are part of the development team; we are looking at what features make sense, what time frame to be in the market. Certain services first go onto the market as preview. That is, kind of, our strategy. So obviously, it is all starting with using these technologies for public cloud for internal infrastructure. When they reach a certain maturity level that we use for ourselves to manage our cloud, we start making them as a service and enabling them to our customers and enabling them to our developers; and in the first stage, some products directly go to the general purpose use.

“What we are focussing on is to target our application customers and partners, so they can use our public cloud and can extend our SaaS solutions in the cloud. As a result, any SaaS user is a potential customer” Then we work with the selected number of customers and we work with them closely. They have direct access to development of product management. Then we incorporate their feedback and once we feel that the new features have been embedded, the service would be ready to go. We are generally available for customer opinion and usage of our tools. We give them access and they use it along

Bulent Cinarkaya | interview great choice. If you talk to IT, they have a road map for the next three months; but with the cloud, we can be up and running in 10 minutes.

They tell us we need this kind of additional service because we were using third party systems or that it will make sense to bring, let’s say, mobile middleware functionality kind of service. They are giving us feedback and we are putting them on our road map and work with those. One area is the Apps Store.

with their other services and they provide us feedback.

Which kind of customers and what level of customers are they? For these services we are talking about IT developers; as for partners, mainly on our public cloud, we are talking about building applications, deploying applications and extending SaaS applications. Are there any particular product lines or features within your cloud frameworks platform that you think have been developed based on customer feedback? When Fusion was developed, we did take feedback from customers—which helped us create Fusion. The Fusion team has been working on it for five years; they definitely were close to the customers. We are working with the Java Community, adding new features that they want into Java service. We are talking to customers and partners building applications asking them ‘what additional services you would need if you would like to enable with the solution, or if you have a solution you want to integrate?’

What are the challenges you face with regard to large enterprises, like systems and platforms? There are certain obvious challenges in cloud and some customer concerns. Hence, we are trying to bring the technologies they already use from the Oracle point of view, so that the clouds of the learning curve will be zero and they can bring their existing applications to the cloud in a similar way. There might be some differences.

Find other interviews online on the website www.itnext. in/resources/ interviews

Can you recommend some best practices within the public cloud which would help customers to migrate to public cloud easily? Definitely. Instead of going big bang, they can pick some of the applications and start with those. For example, the most suitable application that I see in the market is a horizontal one like CRM; Sales Force Automation is the most common one, the other is Talent Management. So, usually companies start with that. They can also use platform technologies like database. If you are consolidating your databases, it is a

So under the hybrid, what do you think is the ideal combination? Even if customers start with the on-premise, let’s say they have been implementing certain ERP solutions or CRM solutions. Let’s say they start acquiring companies and they have partners in different regions but they might not have any immediate plans to deploy these onpremise solutions there, then the cloud is an easy choice and in some regions where the infrastructure are driven towards mobility, cloud is a better solution. So they can do integration between the existing implementation and the satellite regions through the cloud. Do you interact with customers in India? This is my second trip actually. The first time I was here was seven years ago. On this trip, I saw many differences, so definitely there’s a lot of interest for the cloud in the region. They are more interested in asking about their private cloud or they ask which workflows they need to bring to the cloud, they are asking us to work with them closely. They would like to come with the solutions. I think one of the problems is infrastructure. In some regions, they would like to have business, but might not have 7x24 connections. Don’t they ask how they can convince their business functions to get onto the cloud, public or private? Yes, I am getting those kinds of questions as well. I am getting a lot of emails from CIOs saying can you come in, present to our board that which you presented just today?

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15minute manager

training Education workplace compensation workforce trends skills development personal development

Feature rich Apple Ios 7 Page 42

Strategy: Managing the data storm THIS page Tips & Tricks: Feeding the Facebook Addiction page 40 Product Review: Rich Features of Apple ios 7 Page 42 Managing data storm through big data Page 41

By Sunil S Ranka

ig Data, no longer the buzz word, is sending shivers down the spines of every IT head or IT manager who devises strategies. With no readily available tailor-made solutions, trained staff and inadequate market resources, IT managers are at the crossroads. Since big data is based on open source, it adds to the complexity in providing the necessary flexibility in configurations and settings. Besides, inadequate knowledge is making it hard for IT managers to make appropriate decisions. There have been several cases where internal IT downloaded Hadoop and installed the clusters but the IT staff was not able to make it work, thus adding to IT managing costs as also costs around implementation and resources.

I LLUSTRATIO N by: raj verma

How to Leverage the Tools Available Different people have defined big data in different ways. In general, for most, big data is all about the 3Vs: (Volume, Velocity and Variability). But apart from the 3 Vâ&#x20AC;&#x2122;s, deriving â&#x20AC;&#x2DC;Valueâ&#x20AC;&#x2122; out of the data is the key aspect; hence, in my opinion, big data is not all about 3 Vs: the fourth V is a key success factor. Till the recent past, processing and value derivation from big volume data was one of the key challenges due to technology and hardware limitations. But with changing technologies and hardware evolution and open source software, it has become more mainstream and achievable. There is a tremendous amount of value in the open repository of linked data called

Strategy

Calm the Data Storm Intense understanding of big data functions and effective strategy will help handle the data storm j u ly 2 0 1 3 | itnext

15-MINUTE MANAGER

How to Spot Structured Data using BI The analysis of big data involves multiple distinct phases such as Acquire, Organise, Analyse, and Decide. Many solutions that are short termed lay thrust on the modelling phase. Modelling is important but with the lack of analysis capability of data, it cannot be used for any decision making.

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Tips & Tricks

Feed your Facebook addiction Facebook addicts, this is for you guys! Imagine this: you’re busy working in one tab and have Facebook open in another. Whenever you receive an update, your attention is drawn to the Facebook tab indicating that there’s something new there that you should check out. Using “Facebook Messenger for Firefox” you can have your Facebook activities running within the same tab you’re working in. To begin with, visit http://dgit.in/17cLIBg and simply hit the green “Turn on” button. Your browser will then prompt you to enable this feature. In order to activate it, you’ll need to log in to your Facebook account. Once done, a sidebar will appear with a few options regarding friend requests, messages and notifications at the top-right corner of your browser.

How to Manage Downloads

Get Firefox theme for Chrome It’s rare to find a Google Chrome user employing a Firefox theme, so you can be an exception. This theme is available on Chrome Web Store for six different screen resolutions.

The latest version of Firefox enables you to manager you downloads more easily than ever before. The enhanced download manager has a library that keeps a record of your downloaded files. The older dedicated download panel is replaced by a new toolbar button which shows your downloaded files in a drop-down list. Once downloading is started, the arrow button gets converted into a timer bar which keeps you updated about the current progress and remaining time. To access your download library, click the arrow button and then “Show All Downloads”. A button next to each one of your files will take you to the directory where your file is being downloaded.

PHOTO /I LLUSTRATIO N/IMAG ING CRE DIT

WWW data, and a company like Google was the first to react to the onrush of data and develop software to analyse it. Tools and techniques that Google used took some time to get into the mainstream and open source domain. Companies like Yahoo, Facebook and Google contributed to the concept of using mammoth amounts of data by bringing in open source tools like Hadoop, Hive etc. Apache’s open source project Hadoop has been the driving force behind the growth of the big data industry. Hadoop software on commodity hardware brings in the ability to process large amounts of data, regardless of its structure. The heart of Hadoop is the Map Reduce algorithm, which was developed at Google for creating web search indexes; it is the powerhouse behind most of the big data processing. At its core, MapReduce has the ability to take a query divide and run over multiple nodes, with the ability of distribution on commodity hardware. Working directly with Hadoop Java APIs can be tedious and error prone. Hadoop offers two solutions like Pig and Hive for making Hadoop programming easier. Pig is a programming language for making data extraction, load and storage easy, while Hive enables Hadoop to function as a data warehouse solution. The popularity of big data has given the industry a whole lot of vendor solutions, which are primarily available in forms of packaged software solutions, or cloud based solutions or big data appliance solutions. Due to the volume and variety, data privacy becomes a key concern over time; hence, most customers opt for a combination of cloud and in-house implementation. As per a survey, around 75 per cent of Hadoop implementations are done for ETL (Extract, Transform, and Load), for processing of logs, unstructured data and putting it back into the relational or column or database for further analysis.

15-MINUTE MANAGER

“With the availability of inexpensive computers, storage and open source tools, big data solutions have done a paradigm shift in BI, wherein now, we have the capability to capture the data first and ask questions later” — Sunil S Ranka, BI Professional & Consultant In the traditional data extraction data-is-scarce model, companies had to concretise the requirement on what to do first and then extract the data, “known unknowns” and build the ports. With the new paradigm of big data, we collect the data first and ask questions later. Traditional data warehouses have mastered the art of processing and storing a massive amount of structured data, but processing and storing of unstructured or heterogeneous type of data has still been a challenge. Due to the limitation, valuable data sources in organisations are never mined. For years, business analysts have relied on traditional BI products to crunch large amounts of information and generated reports. Traditional data warehouses are great at answering “known unknowns” like “what are my current inventory levels?,” “what are the numbers of orders received?” and so on. In short, we know the questions; and answers are just different data values. Traditional BI has always decided on the requirements first and then later captured them in the schema. With the availability of inexpensive computers, storage and open source tools, big data solutions have done a paradigm shift in BI. This changes the way we look at data. With faster data processing, capturing it makes it easier to explore the data interactively. With big data, this combination takes BI into the new paradigm of “unknown knowns,” where we can derive answers to unknown questions.

How to Buy in the Line of Business Due to the nature of technology, big data implementation is more to do with IT that can bring value to the business. But in the world of growing demand to do more analysis for prediction and a forward-looking outlook, the need for data is growing; big data being the only viable solution, business is joining IT to implement the much needed big data projects.

Cost Management with Big Data At this point in time, there is no true metrics for cost optimisation or cost analysis on big data implementations. But every successful implementation in the long run would help in lowering TCO, and overall cost would be significantly less compared to the traditional data extract or analysis. The flexibility to add and remove hardware on a need basis would bring down hardware management and operation costs significantly lower. Since Hadoop Distributed File System ( HDFS) could be used as a data storage and replication mechanism, big data could be an alternative to the expensive data base licenses and expensive replication technologies. If used effectively, it could be the potential alternative to data storage as well as backup technologies.

Success Factors with Big Data As per the latest Gartner report, the education industry has made the highest investment followed by health care and transportation. In education, people are using big data analysis for improving

Managing the Data Storm through Big Data Big Data, no longer the buzz word, is sending shivers down the spines of every IT head or IT manager who devise strategies yy Inadequate knowledge is making it hard for IT managers to make appropriate decisions yy Till the recent past, processing and value derivation from big volume data was one of the key challenges due to technology and hardware limitations yy Google was the first to react to the onrush of data and develop software to analyse it yy Apache’s open source project Hadoop has been the driving force behind the growth of the big data industry yy Need for data is growing; big data being the only viable solution, business is joining IT to implement the much needed big data projects yy Since Hadoop Distributed File System ( HDFS) could be used as a data storage and replication mechanism, big data could be an alternative to the expensive data base licenses and expensive replication technologies Source: IT Next

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15-MINUTE MANAGER Apple iOS 7

features That make it to each iOS device version

the quality of education. Using big data solutions, implementations have been successful in the consumer web domain, where we have shown better ads; in the e-commerce domain, where we have been predicting customer buying patterns. In the agriculture business, companies have used technologies to know which seeds to plant in what piece of land. We can improvise crop yield through data analysis. In financial services, we can predict who would be defaulting on loans, and at what rate we should provide loans. Travel sites are working on better predicting of accuracy of cost. Chevron uses big data solutions to find out exactly where oil could be found.

Health Care and Big Data

Apple’s iOS 7 is a refreshing change from what the company has offered so far, but the one area it remains consistent is its fragmentation across devices. Apple just announced iOS 7 at WWDC, with the highlight of the announcement being that it would be compatible with devices as old as the iPhone and iPad 2. While the crowd rejoiced at the announcement, many wondered what the catch was, and indeed there is one. Hope you’re sitting down for this one. Apple is well known for its fragmentation free ecosystem, but that hasn’t been the case with iOS for a while. Every time a new version is launched, it comes to a series of devices, but not all features make it to them. Apple says this is to ensure an optimum level of performance on older devices, but sometimes it feels like a ploy to get users to upgrade to the newer iPhone or iPad. iOS 7 might be coming to all devices iPhone 4 and up, but not all the features of the new OS will be making it to all the devices. Here’s a table that quickly references all the major features of iOS 7 and which ones will make it to a particular device. The only feature that actually makes it to all devices unanimously is iTunes Radio, but besides that, most features become device specific. For example, the Airdrop, a feature many iOS device users have been eagerly looking forward to, will only be available on the iPhone 5 and iPod touch 5G and not any other device, and not even the iPad 4. While many express surprise over the matter, this actually comes as no shock. Every iteration of iOS has brought limited features, and even dropped support for older devices. In fact, it is surprising that iOS 7 is even coming to the iPhone 4, but then again, the only real feature that version of the iPhone will get is the new look, iTunes Radio and the photo filters. The iPad 2 will only get iTunes Radio. iOS 7 is scheduled for a “fall” release, most probably in line with the day the next iPhone is launched.

Source: Thinkdigit.com

Health care is where big data is proving to be a life changing data science. If one can collect enough data about medical treatments and use that data effectively, it is easy to predict more accurately which treatments will be effective for which patient, and which treatments won’t work. Proper use of big data can reduce the cost of health care while improving its quality by making care more preventive and personalised. Using big data technologies, genomics data can be integrated with EHR so that patients and physicians can see whether in the long term, treatments are effective even after the FDA trials are over (or not). In short, the introduction of big data science in health care would be a life changing event with better prevention care for patients, especially in countries like the US where health care is super expensive.

The Road Ahead Big data has crossed the hurdle from being an academic/research concept to getting into the mainstream POC arena. People are investing time and effort to look at the big data technologies and tools and making a conscious attempt to solve critical business problems to help business make wise decisions to impact the bottom line. Discussions with big customers reveal that big data is getting into a bigger road map and that we are already talking with data and system architects to fit in/leverage existing infrastructure. Sunil S Ranka, BI Professional & Consultant

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tpl event | insight

Teaming

To Win

The second edition of India’s biggest inter-corporate IT team challenge witnessed the most evolved IT teams, who meant business and took the entire jury and the vendors by surprise

Bangalore Teams: Various teams from Bangalore are attentively listening to the rules and regulations of the TPL

Delhi: Curious participants noting down the key points that will lead them to success

Mumba: The inter-corporate IT teams lived up to the huge expectations of the industry

Masterfully Orchestrated Teams Every project’s success depends on the leaders who make it happen, something proven by many stalwarts in the industry. However, this is not possible without a committed team that works together towards a shared goal. And while there have been many awards and recognitions in the IT function for individuals, there are none when it comes to identifying and honouring the best teams. Or let’s say, there was none until last year. IT Next and CIO & Leader magazines

(published by 9.9 Media) got together to roll out the second edition of the Technology Premier League 2013 in the Indian IT market—a unique model to identify and honour IT teams that have what it takes to solve complex technology problems and who do it with style and substance.

This is how the process worked: CIOs from India’s top organisations, across industry verticals, were invited to nominate their IT teams. A separate site to handle the entire registration process was created at www.tpl2013. com. The process was rolled out in the month of March and within a few weeks the website was swamped with hundreds of applications from all over India. These were pruned, based on the completeness of information provided and application of eligibility criteria, as listed on the site.

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insight | tpl event

Here is a list of the runners-up and winners: Delhi Winner: Indian Oil Corporation Ltd 1st Runner-up: Power Grid Corporation of India 2nd Runner-upEricsson Global Services

make a quick presentation to the jury panel in Round One, called the ‘Elevator Pitch.’ Based on these presentations, the members of the jury shortlisted six teams in each city. These teams were further invited to make detailed presentations in Round Two. In this round, along with the scores given by the jury, there was a

Delhi Jury-Sunil Sayal, Region CFOIndia, Nokia Siemens Network Pvt. Ltd Harish Agarwal, Partner, Ernst &Young Pvt. Ltd, Akhilesh Tuteja, Executive Director, KPMG Anil Bansal, CFO, Cocoberry Restaurants & Distributors Pvt. Ltd

Mumbai Winner: Reliance Life Insurance Company Ltd 1st Runner-up: Fullerton India Credit Company Ltd 2nd Runner-up: Sanofi India Ltd

Bengaluru Winner: Axa Technologies 1st Runner-up: BHEL 2nd Runner-up: Tata Teleservices Ltd

In all, 61 teams turned up for the threecity, two-day offsite contest: 22 each in Delhi and Mumbai, and 17 in Bengaluru. Each team comprised a maximum of four players, plus one non-playing captain (CIO or IT head of the company, who acted as a mentor and guide). Each team was given a business case study scenario and a set of challenges that it had to solve using certain technology stacks. To bring more variety to the contest, there was a set of three separate but similarly designed case studies. These were assigned based on random lots so as to keep the element of surprise and to ensure fair play. An interesting element of the contest was the parallel tutorials on various technologies by the sponsoring vendors. Also, technical consultants were available on the spot to address the players’ queries, pertaining to the application of a technology to their respective business cases. The interesting aspect of the contest was the twist in the case study which was announced during dinner when the contestants were half way through putting up a business case. Each city had an eminent panel of jury members drawn from across the top corporates and consulting/advisory organisations. All teams were asked to

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voting process. Once the finalists were decided by the jury, other teams could also vote for their favourite team through a secret ballot. These votes were taken into account and collated along with the scores given to the five teams by the jury members after detailed presentations in the second round.

Mumbai Jury Yogesh Dhingra, CFO, Blue Dart, Kunal Pande, Partner, KPMG, Devendra Parulekar, Partner, Ernst & Young Amitava Ghosh, COO, Reliance HR Services & CEO, NIS Sparta.

Bangalore Jury-Sathya Kalyanasundaram, former Finance & Operations Director, Texas Instruments, Madhu Menon, Chief Financial Officer, Tesco Hindustan Service Centre, Anil Shankar, Chief Financial Officer, Essilor India Ashvin Vellody, Partner, KPMG

tpl event | insight

Clash of the Titans... Delhi Winner: Indian Oil Corporation

Delhi First Runner-up: Power Grid Corporation of India is thrilled upon being the first runnerup amid tight competition

Winning Team Delhi: Winners of the TPL 2013 Delhi leg, Indian Oil Corporation team is all set to go to Las Vegas as the winner of the 1st prize

Case Study Synopsis:

Surya Bank Ltd

urya Bank Ltd., a private section bank, set up in 1996 offers products and services to retail and corporate customers , treasury and investment banking services, insurance products and asset management. The bank has wide range of commercial banking and project finance products and services, including loan products, fee and commission-based products and services, deposits and foreign exchange and derivatives products for the corporate sector. The bank also offers agricultural and rural banking products, and its treasury operations include maintenance and management of regulatory reserves, proprietary trading in equity and fixed income, among various others. The services

are delivered through a combination of channels, including branches, extension counters, ATMs, Internet banking, mobile and tele-banking. It operates through 710 domestic branches, 2,230 ATMs, 18 regional offices and 45 extension counters. The domestic branch network comprised 122 rural, 162 semi-urban, 312 urban and 114 metropolitan branches. The bank has a workforce of 16,768 employees, in addition, the bank employs third-party agencies and contractors for tasks like housekeeping and maintenance, security services, cash delivery, logistics and mail handling, IT support, building maintenance, etc.

Operations Surya Bankâ&#x20AC;&#x2122;s business operations can be divided into retail banking, corporate & wholesale banking, rural banking, treasury operations, agency functions for insurance and mutual fund distribution. Surya Bank faces intense competition in

Delhiâ&#x20AC;&#x2122;s 2nd Runner-up: Ecricsson Global Services is the second runner-up at the TPL Delhi leg and the team is overwhelmed to receive the honour

all its main business areas. The primary competitors are large public sector banks, private sector banks, cooperative banks and foreign banks. In products and services for corporate customers, Surya faces strong competition primarily from the public sector banks and foreign banks. To streamline and manage its banking operations, Surya Bank uses a core bankingsolution (CBS). The CBS is a suite of software applications that facilitates centralized operations through a single data base.

Business Strategy The key elements of the Surya bankâ&#x20AC;&#x2122;s business strategy include: yy Focus on growth opportunities yy Enhance retail and corporate franchises yy Extend international presence yy Increase rural banking operations yy Improve risk management and asset quality yy Use technology for competitive advantage

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insight | tpl event

Indian Oil corporation Captain: S Ramasamy

Mumbai Winner: Reliance Life Insurance Company Pvt. Ltd.

IOC Team: Deepak Agarwal, Ankur Konwar, Kuldeep Jakhar and J Karthik Highlights of the presentation: • Surya Bank’s business strategy is to drive revenue growth and create value from new products and customers, Productivity strategy revolving around improving cost structure and asset utilization • The bank to go in for CBS refresh using Citrix’s Xen-desktop, Podiocollaboration, enterprise mobility and share file

Mumbai Winners: Reliance Life Insurance Company Ltd., the thrilled team is all set to go to Las Vegas and proudly showcasing the prize Mumbai 1st Runner-up: Fullerton India Credit Compant Ltd-the team is all smiles to receive the coveted prize

• Bank’s remote security and central network management and have opex model on lease using Digisol’s SDN (software defined networking, physical surveillance, IP cameras along with smart switches

Mumbai 2nd Runner-up: Sanofi India team is happy to receive the second runner-up prize in the IT team challenge at TPL

• The bank plans to drive mobile rural operations and managed printing services on pay-per-page model using HP’s Elitepad, eprinting services, Client automation, Find MyPC and mobilized workflows-ExStream • Optimize core banking DC and make it modular data centre with energy audits using Schneider’s capacity and energy managmement software • Work out an opex model for non-CB software to optimize data centre rapid deployment and low cost kiosks using Microsoft’s cloud technology and Office 365 non-cb applications • Fraud detection and profitability analysis using Microsoft’s SQL server 2012 • Initiating a mobile wallet and bandwidth On-Demand innovaton using Vodafone’s network connectivity: MPLS and office in a box solutions

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Case Study Synopsis:

Delhi Hospitals Ltd

elhi Hospitals is a large private healthcare services provider that operates a network of hospitals, primary care clinics and pharmacies across the country. To enhance its services to customers and complement its business, the company also has telemedicine services, post graduate teaching and training programs, and diagnostic services. From a single 150-bed hospital in 1983, the company has grown to a 34 hospital chain with 5,842 operational beds. Of

the total, 4,669 beds are in 28 hospitals owned by the company, and 1,173 beds are in 7 hospitals under its management through operations and management (O&M) contracts. Most of the hospitals in its chain are multi-specialty hospitals, which provide secondary and tertiary healthcare to patients. Some of hospitals also have super-specialty “centers of excellence” that provide quaternary healthcare to patients in areas like cardiac care, orthopedics, neurosciences, oncology, renal care, gastroenterology, and mother and child care

tpl event | insight Hospital Operations

Reliance Life Insurance Company Ltd: Delhi Hospitals Captain: Murlidhar Nambiar Reliance Team: Jaiprakash, Manivannan, Nagaraj, Raghav

Highlights of the presentation: • Hospital’s business objective is to drive growth, optimisation, branding, integration and people. • Employee productivity strategy and project using HP solutions working out workflow automation through a combination of Thin Client soluitons, implementing imaging soluitons, Smart card solution, integration with CRM and mobile tablets • The Hospital will intiate a project titled, ‘Eco-Healthcare’ a data centre resource optimisation project using Schneider’s solutions. • Hospital will initiate Enterprise Network Solutions project to opti-

mise the existing communication to imporve performance, build a partnership for rapid deployment furing expansion using Vodafone’s wire-line solutions. • Cloud computing is a new initiative using Microsoft solutions, a movement towards a cloudbased computing environment using a hybrid model to allow for locally developed applications of acquired companies to carry on until there is a migration/replacement plan for such applications. • Key innovations that Delhi Hospital team would look at are: Swipz-care a smart card solutions for patients, Collaboration of Care processees, a solution that facilitates collaboration across the enterprise, aimed at allowing collaboration withing the medical fraternity and, Virtual doctor, a medical tourism initiative for rural.

Of the 28 hospitals owned by Delhi Hospitals, 15 are “green-field” facilities that have been constructed by the group. The 13 remaining facilities were “brownfield” hospitals that were acquired by the group—and subsequently refurbished and upgraded. The 7 hospitals under management contracts are run on revenue sharing arrangements with the original owners. Delhi Hospitals also owns and operates 23 pharmacies located at its hospital facilities. The pharmacies at the remaining locations are operated by third-parties.

Business Strategy • Strengthen position in major metropolitan areas and establish presence in selected smaller “Tier II” cities. • Develop network of regional specialty ICU hospitals. • Focus on high-value market. • Improve operating efficiencies and profitability. • Increase outpatient income • Grow international patient base

Bengaluru Winner: AXA Technologies Shared Services Case Study Synopsis:

Bharat Steel Company

B Bangalore Winners: Axa Technologies Shared Services bagged the first prize at Bangalore TPL 2013 and it is a moment of great achievement for the team

harat Steel Company is among the largest integrated steel companies in India, having its primary production facilities at Mangalore, in close proximity to mineral resources. The company manufactures the entire gamut of flat and long steel products, including hot rolled and cold rolled strips, flats, TMT rebars, wire rods, structural members, rounds & blooms. The company has made substantial investments over the last decade in modern

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insight | tpl event technology to improve the efficiency of its steel making operations, and to ensure that its products meet international standards. The products meet a wide range of international norms, inlcluding the specifications of agencies like TUV Rhineland, Lloyds Register, API, etc. In recent years, the company has been expanding its Indianproduction of high value-added products, which generally command higher prices and margins than low value-added products. Within the flat product category, certain hot rolled products as well as cold rolled sheets, and galvanized products are considered to be high value-added products, as are wire rods in the long products category. The company’s steel complex was among the earliest in India to be certified to ISO 9002 norms, and was also the first in India to receive the ISO 14001 certification for environment management. It is the first Indian steel company to adopt the Energy Management Standard BS-EN-16001 for systematic improvement in energy efficiency, Manufacturing & Operations Bharat Steel’s principal production is based at a single integrated facility located in Mangalore, Karnataka. The facility has a liquid steel production capacity of 6.0 million tons per annum, close access to raw materials, and proximity to a port for bulk transportation. The production facilities comprises furnaces, converters, casters and rolling mills, and also houses support infrastructure like power stations, boiler houses, repair and maintenance workshops, and testing laboratories.

Business Strategy The World Steel Association has forecasted steel consumption in India to grow at 5 per cent in 2013. Believing that the steel demand in India will continue to grow, spurred by strong infrastructure sector funding by the government and the revival of the manufacturing and automobile industries the company’s directors have outlined the following strategy for the company. a. Expand Capacity b. Enhance Partnerships c. Expand Product Mix d. Strenthen Competitive Cost Structure

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Axa Technologies Shared Services Captain: K K Lakhani Axa Team: Rakshit Bhatt, Sukumar Rayaprol, Srinivas Reddy and Girish Arora

Highlights of the Presentation: • Bharat Steel’s objectives are to improve profitability by reducing IT cost, predict plant availability through operational intelligence and reduce Co2 emissions. • Bharat Steel intends to leverage Citrix’ backend servers set up at its two data centres and applications to be hosted on private cloud along with SBC and VDI installation • Bharat Steel will use Digisol’s net-

work infrastructure for assessing current network architecture and detailed design for implementation • Efficient workplace through segmentation of users based on profile using HP’s employee productivity tools • Bharat Steel intends to reduce DC operating cost using Schneider’s data centre solutions to consolidate and move all servers to data centre. • Consolidate all business transaction data in private cloud and communication apps in public cloud with Microsoft’s cloud • Initiates data driven decision making with Microsoft’s Business Intelligence tools • Connectivity to office locations, branches, stockyards, customers and suppliers with Vodafone’s wireline solutions Bangalore’s 1st Runner-up: Bharat Heavy Electricals Ltd., is experiencing moments of joy in silence on receiving the second place in TPL 2013

Bangalore’s 2nd Runner-up: Tata Teleservices Ltd., team is all smiles on receiving the third prize at the TPL 2013

Technology Environment

Software 1. Design & Engineering: CAD/CAM software (at plant & service centers) 2. Production: Enterprise Resource Planning, Demand planning solution, Factory management solution, QA system

3. Supply chain: e-procurement solution, warehouse & yard management system, bar coding system 4. Sales & Marketing: Dealer management system, e-commerce system 5. Enterprise automation: Disaster recovery & Business continuity solution, HRM solution, payroll system, finance etc.

tpl event | insight

Diagnose the Problem

hile the case studies assigned based on random lots so as to keep the element of surprise and to ensure fair play, the problem statement was based on the technological stack that the contest provided. The contestants were supposed to use the stacks that included Wire line Solutions, Data Centre Solutions, Mobility solutions, BI solutions, Employee Productivity Solutions, Network Infrastructure Solutions and Cloud. The problem statement mentioned below was common to all the case studies that the teams worked on.

Situation 1: The Connectivity Conundrum While the organization has a number of distributed facilities and operations (across geographic locations,campuses, buildings and floors), there is a business need to ensure reliable and cost effective communication for both internal stakeholders and external partners. Among the questions that the directors have: 1. Are we using the most appropriate communication and connectivity solutions for our operational needs? 2. How can our network infrastructure give us a strategic or tactical advantage? 3. What can we do to improve our infrastructure to make it ready to handle growth, future applications, and business changes?

Situation 2: Are We Being Served Well? In his annual review, the IT auditor has noted that the rapid expansion of the organization in the past few years has resulted in haphazard growth and deployment of IT infrastructure and resources in various locations. The board of directors would like to know: 1. How can the organization ensure higher reliability and better operation of its IT?

2. What is the best way to accommodate future growth and expansion? 3. What steps can be taken to reduce operational costs of the current IT infrastructure? 4. How can we manage our distributed network and server rooms better?

Situation 3: Is it All in The Cloud? In the past two years the organization has taken steps to enhance the utilization of its It resources by adopting virtualization technologies. The CFO has recently attended a seminar, and has learnt that cloud technologies can deliver even greater benefits. He now has some questions for the head of IT: 1. How can our organization effectively use various kinds of cloud technologies? 2. Will adopting cloud technologies require us to obsolete existing IT investments? 3. What are the risks and benefits of clouds for our business? 4. How can cloud solutions help make infrastructure more available and robust?

Situation 4: The Right Tools The COO of the organization has been hearing frequent complaints from the employees and staff about the IT hardware equipment that has been provided. The COO would like to know: 1. What kind of equipment do our specialist staff need to do their work efficiently? 2. How can we improve operational security, IT availability and reliability? 3. Is there a way to reduce the Total Cost of Ownership (TCO) of end-user IT, without compromising operational efficiency?

Situation 5: Unshackling the Enterprise The directors of the organization feel that the operational efficiency, customer service, organizational agility and flexibility could be improved by changing some of the cur-

rent work practices and processes.Some of the directors have some questions: 1. What is the best way to ensure that our executives and employees to respond effectively to business needs? 2. How can we ensure that we provide an appropriate computing environment (OS & applications) to every user? 3. Can we allow our staff the flexibility to work with the device that best suits? 4. What will we need to do ensure the confidentiality of business information?

Situation 6: Finding the Right Way Business heads across the organization spend a lot of time collating information for decision-making. Their teams have to spend many hours every month collating data and standardizing the formats before it can be analyzed. The CEO worries that operational decisions are often made by “gutfeel” rather than rigorous analytics— Some of the questions he likes to ask are: 1. What steps can we take to enable better decision-making and insights? 2. How can we minimize the effort and time to collect, compile and analyze information from various parts of the organization? 3. Is there a way to empower users at all levels across the organization? 4. How can we combine and analyze various kinds of data, from across structured and unstructured sources?

Situation 7: Are we ‘open’? The directors of the company understand that a properly functioning network infrastructure is very important to enabling various operations function smoothly and effectively. The CEO is concerned that the organization could be seriously impacted if the network infrastructure does not keep pace with the plans and ambitions of the company. The questions in his mind include: 1. How can we have better control, higher reliability, and better performance? 2. What are the latest trends in network technologies that we should be considering, and how do we deploy them? 3. Do we really need separate networks for IT, voice, security and building automation? Can we integrate them?

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insight | tpl event

Learning the lessons...

TPL participants are making serious notes at the vendor tutorials aiming for the big win

The team is taking due lessons from the vendor on the technological trends that would help in meeting the objectives

TPL team is working hard to put up an interesting and effective presentation to the Jury

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Vikas Gupta, Co-Founder & Director, 9.9 Media is sharing his thoughts behind the evolution of TPL and road ahead

R Giridhar, Group Editor, 9.9 Media, is explaining the process of the TPL game and the positive nuances that the participants can take away

Krishna Kumar, COO, 9.9 Media -setting the stage for the TPL- biggest inter-corporate IT team challenge and enhancing the team spirit

TPL teams are trying to get deeper insights into the technology at the vendor workshop

Teams are trying to vote for the best team to bag the coveted prize to Las Vegas

Teams are paying serious attention to the technological orientation by the vendor at the TPL

cube chat | Prasad Pudipeddi

Nurture Your Passion “Initially, I struggled to get the right job and worked in small firms as a programmer,” says Prasad Pudipeddi, National Manager – IT, Hafele India Pvt Ltd. By MANU SHA R M A

My sucess

mantra Believe in God and your own capabilities, the rest will fall in place

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any who possess a passion for technology follow a different path in life: they eat, sleep and dream IT. That’s been the case with Prasad Pudipeddi, National Manager - IT, Hafele India Pvt. Ltd. His passion began in his early years of graduation in 1998. He says, “I once visited the computer centre in my father’s office (Indian Railways) and was fascinated to see rows of computers and huge printers printing salary registers of lakhs of employees in no time. That day I decided to make a career in IT.” Pudipeddi’s journey began after his graduation in science (PMC), and his PG in Computer Science from NIIT, Calcutta. Shortly after, he got into a training company teaching programming in Pascal, Fortran, Basic, Cobol languages.

He joined as a software programmer in a Software Consultancy company in Bhilai. He says, “Initially, I struggled to get the right job and worked in small firms as a programmer. I aspired to work in Mumbai.” He reached Mumbai on the pretext of his sister’s wedding. It became his IT destination, later. His first stepping stone in 1993 in Mumbai was when he joined Blue Dart Express as an IT Executive, where he was entrusted with the task of developing and implementing an application to track shipments. “The task was to develop complete end-to-end Foxpro based software application in-house,” explains Pudipeddi. The journey has not been a cakewalk: he has had his fair share of challenges. One of the major hurdles that he faced was of Change Management. “Any new installations

cube chat

Fact File Nam e Prasad Pud i ped d i

PHOTO by: s ubho jit paul

“Any new installations to fix deficiency in processes and enhance productivity faced a lot of resistance from the users, who would come up with varied excuses” to fix deficiency in processes and enhance productivity faced a lot of resistance from the users, who would come up with varied excuses,” says Pudipeddi. However with management support and good team work, these issues were fixed. He got the opportunity to migrate from Foxpro to Oracle based ERP at S D Fine Chem Ltd. In his earlier stint at ISS Hicare, he implemented a business application for the Pest Control Business in India. This was selected to be used as a global template; he was invited to Paris to present it to Western Europe Business Heads. Talking of awards, he says that the Next100 2011 award is another significant achievement in his career. “I dream of

becoming a CIO in a large organisation at the group level soon,” he replies. Like others, Pudipeddi’s father and wife were instrumental in his success. “My father came up the very hard way--both professionally and personally. He never shared his hardships with us but gave us the best of education and comforts, sacrificing his own interests. His sincerity and integrity are my biggest motivating factors. Later, my wife also motivated me to stay positive and believe in myself.” Pudipeddi admires Adi Godrej for his modesty and punctuality. He also believes yoga keeps him fresh and energetic. “I have been practising it for five years now. I also listen to devotional music and old Hindi songs to destress.”

C urrent Des ignat ion : National Manage r -I T C urrent Role: Applicati on Developm ent & Man ag em ent In frastructure M g m t and Vend or Mgm t Expertis e: ER P/C RM & IT Generalist Work Experience: 20+ Years Favouri te Quot e: “ Try not to beco m e a ma n of s ucc es s but a m a n of value” by Albert Ei nstein Favourite Destin at ion : Any hill stati on - Dalho us ie in parti cul ar. Favouri te Book: C onnect the Dots by Ras hm i Bansal Favourite Gad get: Bl ackberry

j u ly 2 0 1 3 | itnext

update NEW Sony Bravia

indulge

XBR-65X900A The hottest, the coolest and the funkiest next generation gadgets and devices for you

Here is a preview of the latest tech toys on the block to add to your arsenal. Take your pick and then go splurging!

Unveiled in CES 2013, the Sony Bravia XBR-65X900A boasts an enormous list of features and might serve to be a more practical choice compared to the companyâ&#x20AC;&#x2122;s other 4K TVs which cost round $25,000 dollars. Price: 3,80,000

Ogio Renegade RSS Backpack With a crush-proof compartment that can hold a 17-inch laptop, a padded pocket for a tablet, a cushioned camera compartment, a storage panel and three zippered side pockets, there is no reason not to have the Ogio Price: ` 8,200

Korkers KGB with Vibram OmniTrax These shoes adapt to the terrain, and by adapt they mean that they provide different soles which can be interchanged according to your preference, which is still pretty cool. Imagine going on a trek Price: ` 12,500

HOT Therma take 8400mAh Power pack The portable power pack can power an iPhone three and a half times and works for upto 500+ recharge cycles, which means that it will be a few years till you throw it into the bin. Price: ` Not Avail able.

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Like something? Want to share your objects of desire? Send us your wish-list or feedback to editor@itnext.in

update

open Debate

book For you A platform to air your views on the latest developments and issues that impact you

PHOTO imag ing a nil t

Can you State 5 Reasons to Stay in IT

Jatinkumar Modh Senior IT Manager, Tata Consulting Engineers

Rajkumar Nair Manager - IT at Kanakia Spaces Pvt Ltd

Irrespective of one’s qualification one can create the space in IT Industry and the university drop out can make it big. 2. Truly recognise the skills and talent. 3. Passion, Love and Hobby for technology. (If there is a zeal and passion for technology, then nobody can stop you) 4. Power to Change / Enable the World for better. (Being in IT helps me to empower people 5. Always keeps me on my toes. (One cannot rest on past laurels and has to continuously strive for growth through positive thinking and adopting change.

Five Reasons I would love to stay in IT 1) IT professionals thrive on solving puzzles and problems. 2) The future looks bright for IT professionals. Challenges, when met, are rewarding — another reason to choose and stay in IT. 3) Another good reason to stay in IT is to keep your skills up to date. Leave IT for too long, and your skills will become rusty or even obsolete. 4) IT is a great place to earn respect. If you can’t earn respect in IT, you probably won’t be able to earn it in any profession. 5) IT is the perfect place to satisfy your craving for cutting-edge technology.

Jaswinder Virk Group Manager-IT at Evalueserve Information Technology is all pervasive today. Diverse nature of IT offers professionals the opportunity to work in different technology areas over time. The field of IT is continually changing and expanding due to new technology and innovations in software, information systems, hardware and integration of IT with organizational units and functions. For the willing, top 5 key motivators: yy High dependency on IT of all industries = high availability of jobs yy Functional variety of opportunities yy Global exposure yy Never-ending learning yy Financially rewarding

Your views and opinion matter to us. Send us your feedback on stories and the magazine to the Editor at editor@itnext.in

A Log of Human Drama behind Corporate Facade Tata Log is not just about Tata Group, the company, but about the people who make it. Publisher : Penguin Books India Price : ` 509.15

To dismiss Tata Log as the fond outpourings of a Tata acolyte would be doing a disservice not just to the author, Harish Bhat, but also to an organisation that is built into the fabric of this nation. The eight stories that Bhat presents in the book remain true to his basic premise, what he calls the four distinguishing characteristics of the Tata Group, the 4Ps—pioneering, purposive, principled and “not perfect”. The first story, on Indica, is an ode to the pioneering spirit of the Tata’s. The story on the city of Mithapur in Okhamandal, Gujarat, host to Tata Chemicals and home to several indigenous people (tribes) illustrates the company’s purposive qualities.One would have presumed Bhat to omit failed projects from this public Log. But it is not so. Bhat shows the group as a humane yet principled organisation. Tata Log is an interesting read for it is like delving into the psyche of a human being, with many lessons for the veterans and the uninitiated. IT NEXT Verdict The story of Tanishq illustrates the radical spirit of Tatas, as it goes about breaking into the centuries old gold jewellers’ bastion. Star Value:

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my log

Sangita thakur varma

ion: raj verma

Managing Editor, India Now

lu s

t r at

Armed with IT IT-enabled companies tackle crisis more nimbly

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action. Critical processes were restored, limited network access was provided to on rotational basis, immediate mail was dispatched via intra mail requesting all employees to refrain from using internet for heavy uploads and downloads, unless urgent. Some members were provided mobile data cards on need-based basis. All the while, the work on the system went on round-the-clock. No one felt inconvenienced. All the work went on schedule. The best part was that all concerned employees were armed with correct and timely information with the IT department sending out frequent updates. The agility of the response of the IT team ensured that the company remained unaffected and nimble. The crisis was well-managed. Crisis management in today’s information age is totally dependent on the IT infrastructure and the IT team of the company. While information technology provides efficiency to a company by not just processing but also managing knowledge, it also automates processes, reduces departmental silos and creates a seamless organisational setup for free flow of critical and timely information. As IT managers/CIOs work to integrate complex organisational layers through system integration, CEOs and CFOs can have real-time access to information and respond to a crisis situation armed with critical insight. IT is the new PR (public relations) arsenal for crisis management.

3 Essential

Reads

interview | Bulent Cinarkaya

Bulent Cinarkaya | interview

the Fusion AdvAntAge with Cloud Bulent Cinarkaya, VP-Product Management, Public Cloud, Oracle Corp., finds CIOs becoming business partners and integration and infrastructure just represents the technical side of the CIO. In conversation with N Geetha, Cinarkaya elaborates on how to leverage development platforms to enable public cloud usage

Most Cios of large enterprises are not confident enough to put their applications on public cloud. what is your take on this? Public Cloud Group is a matrix group, that does not mean everything on public cloud is managed by the CIO. Sometimes there is a problem. If you look at the CIOs, says an analyst, there are 4 personas of CIO--Chief Infrastructure Officer, Chief Integration Officer, Chief Innovation Officer and Chief Intelligence Officer. These roles may be under one CIO, in different groups depending on the size of the company, or there may be different people leading these efforts in the organisation. The majority of the spending that we see today is more on the Chief Infrastructure Officer role and whether you are using cloud or not, integration is

a reality. Even if you are purely on on-premise, there are many different systems that we need to integrate. When you have cloud, integration between all private systems becomes easy. However, Innovation is primarily driven by the social mobile and bringing new custom built experiences and extending the line of business applications that customers have invested in over the years falls into the Chief Intelligence Officer’s role who is putting a lot of data into the system, that is also integrated with the infrastructure because that is putting pressure. Besides, making sense of this data and giving the right person right time to access this data is really critical. So this innovation and intelligence is critical and more business facing. So CIOs are becoming business partners, and integration and infrastructure

do you think these roles is just a jargon that analysts use or have you seen this happening, as a Product head? Yes, especially if you look at the storage area, it is definitely getting consolidated in the cloud. As far as applications go, I do think there are some applications where customers do not feel comfortable yet putting those in cloud. But, there are certain applications that start emerging which

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Oracel's Bulent elaborates on how customers can leverage development platforms for cloud Pg 34 insighT | tpl event

tpl event | insight

Teaming

Here is a list of the runners-up and winners:

To Win

Delhi Winner: Indian Oil Corporation ltd 1st Runner-up: Power Grid Corporation of India 2nd Runner-upEricsson Global Services

MuMbai

The second edition of India’s biggest inter-corporate IT team challenge witnessed the most evolved IT teams, who meant business and took the entire jury and the vendors by surprise

Winner: Reliance life Insurance Company ltd 1st Runner-up: Fullerton India Credit Company ltd 2nd Runner-up: Sanofi India ltd

bengaluru Winner: Axa Technologies 1st Runner-up: BHEl 2nd Runner-up: Tata Teleservices ltd

Bangalore Teams: Various teams from Bangalore are attentively listening to the rules and regulations of the TPL

Delhi: Curious participants noting down the key points that will lead them to success

Mumba: The inter-corporate IT teams lived up to the huge expectations of the industry

Masterfully Orchestrated teams Every project’s success depends on the leaders who make it happen, something proven by many stalwarts in the industry. However, this is not possible without a committed team that works together towards a shared goal. And while there have been many awards and recognitions in the IT function for individuals, there are none when it comes to identifying and honouring the best teams. Or let’s say, there was none until last year. IT Next and CIO & Leader magazines

Mumbai Jury Yogesh Dhingra, CFO, Blue Dart, Kunal Pande, Partner, KPMG, Devendra Parulekar, Partner, Ernst & Young Amitava Ghosh, COO, Reliance HR Services & CEO, NIS Sparta.

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Teaming to Win: India’s biggest inter-corporate IT team challenge Pg 43 cube chat | Prasad PudiPeddi

cube chat

Nurture Your Passion

Fac t Fil e

“initially, i struggled to get the right job and worked in small firms as a programmer,” says Prasad Pudipeddi, National Manager – IT, Hafele India Pvt Ltd.

N am e P rasad P u d iPed d i

“Any new installations to fix deficiency in processes and enhance productivity faced a lot of resistance from the users, who would come up with varied excuses”

By M A NU S H A R M A

M My sucess

Mantra

Believe in God and your own capabilities, the rest will fall in place

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P HOTO by: su b HO j i T Pau l

Organisational agility is a term that we have all encountered in our career. But what is the relationship between information technology (IT), organisational agility and crisis management? The answers are not far to seek. Information, unfortunately, is not just overflowing but also going viral, thanks to the power of the IT. Information is a doubleedged sword that while empowering has also exposed organisations to a plethora of external debilitating forces. Internally, business information underpins the critical decisions that an organisation takes. The speed and accuracy at which this critical data is made accessible to the concerned senior management in a crisis situation is crucial to crisis management. In fact, the smoothness and agility of the knowledge processes, that is to say, the IT infrastructure, of an organisation, provide the nimbleness or agility that is critical to succeeding in a competitive knowledgebased business environment. Recently, for three-four consecutive days we faced a complete systems breakdown. All servers were down, networks were inaccessible and work came to a standstill. The end of the month is also the closing time for most magazines. This would mean delayed printing, ad loss, late issues, subscribers’ wrath… A nightmare situation for any media house which functions on knowledge and network! It could have translated into a huge crisis with considerable financial loss. But this was not to be, thanks to our IT team. IT immediately swung into

to fix deficiency in processes and enhance productivity faced a lot of resistance from the users, who would come up with varied excuses,” says Pudipeddi. However with management support and good team work, these issues were fixed. He got the opportunity to migrate from Foxpro to Oracle based ERP at S D Fine Chem Ltd. In his earlier stint at ISS Hicare, he implemented a business application for the Pest Control Business in India. This was selected to be used as a global template; he was invited to Paris to present it to Western Europe Business Heads. Talking of awards, he says that the Next100 2011 award is another significant achievement in his career. “I dream of

C u rreN T d es igN aT iON : N aT iON al ma N ager - i T C u rreN T rOl e: aP P l iC aTi ON d evelOP m eN T & ma N agem eN T iN f rasTru C Tu re mgm T aN d veN d Or m gm T exP erTis e: erP / C rm & iT geN eral isT WOrk ex P erieN C e: 2 0 + y ears favOu riT e Qu OTe: “Try N OT TO beC Om e a m aN Of s u C C es s b u T a ma N Of valu e” by al b erT ei N sTeiN favO u riTe d esTiN aTiON : aN y H il l sTaTiON - dal H Ou s ie iN ParTi Cu l ar. favOu riT e b OOk : C ON N eC T TH e dOTs by ras H m i baN sal favOu riT e gad geT: b l aC k b erry

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Hafele's Pudipeddi advocates to believe in god and one's own capabilites, rest will fall inplace Pg 52