IT Next January 2012 by Manan Mushtaq

JANUARY 2012 / RS 75 VOLUME 02 / ISSUE 12

INSIGHT: Online Frauds that Ride on Mule Networks

BOSS TALK: Leadership: Wearing a CIO’s Cap

66 BIG Q

INTERVIEW: EMC’s Chuck Hollis on How to Make Internal IT Strong

BI: Intelligence for Business Efficiency

100 RISING STARS The technology managers who will make a difference Pg 18

SPECIAL

Editorial

Leaders in the Making I strongly believe that no one is a born leader. If one can take a peek into History, the leaders and statesmen are all made. And, how are they turned into leaders or nurtured as leaders? It is the opportunities and situations that life throws up that create the leaders. I am a staunch believer of looking out for opportunities of growth, while advocating the idea of preparing the ground to tap one, when it arises or knocks at the door. You will be surprised as to why I am evangelising the leaders or leadership. There is a rationale behind this. We, at IT Next, the editors and team, along with the collective expertise of many industry experts, have put together a methodical process to identify the IT leaders of tomorrow, the result of which is the NEXT100. The cover story of the January issue of IT Next, the NEXT100 Special, is an effort to unravel the hidden talent of the senior IT managers/IT managers with regard to their professional and leadership qualities and bring out their capabilities to the forefront. IT Next recognises these 100 winners as the future CIOs, who possess the capabilities to be the future business and technology leaders. It is not just about the recognition that makes them different from the rest, but the grueling test these 100 went through as part of the NEXT100 Awards process. These future CIOs have emerged as winners out of the total 2,200 aspirants who participated in an exhaustive series of activities that evaluated their management and leadership skills. Besides, the IT Next team felt it important to delve into the minds of these NEXT100 winners to get their impression about the entire process, tests, interviews and to seek suggestions on the improvement needed. I am sure the NEXT100 Award, for most awardees, will bring in a change in their professional life, which will enable them to set high standards for themselves. The IT Next team appreciates the efforts and expresses its gratitude to the hundreds of IT managers who diligently went through the various stages of the application process. We are also grateful to the advisory panel jury members who invested their valuable time in extensively interviewing the candidates. On behalf of my team, I congratulate all the NEXT100 winners (the future CIOs) on their greatest achievement and wish all the readers a very Happy New Year and a fulfilling professional life.

“IT Next recognises these 100 winners as the future CIOs, who possess the capabilities to be the future leaders” Geetha Nandikotkur

Blogs To Watch! The Top 100 Management and Leadership Blogs http://www.hrworld.com/ features/top-100-managementblogs-061008/ Leadership is India’s biggest worry http://blogs.economictimes. indiatimes.com/ LettersfromLondon/entry/ leadership-is-india-s-biggestworry-jim-o-neill-economistgoldman-sachs Beware of Bosses Who Won’t Let You Succeed http://blogs.wsj.com/ indiarealtime/tag/leadership/ Transformational Leadership http://www.shrmindia.org/blog/ neha/mar/transformationalleadership

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January 2012 V o l u m e 0 2 | I s s u e 1 2

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Rising Stars:

The Future CIOs are Here

Cover Story

boss talk

interview

This year’s NEXT100 award winners are articulate and smart thinkers who are passionately driven to succeed. They are as knowledgeable about applying technology to business needs as in motivating teams to achieve tough goals

32 NEXT100 through the eyes of the Jury Jury members’ image of a smart and ideal CIO and what it takes to be a good one 44 Awards Nite and CtrlS Data Centre Visit 48 Technology Awards \ Technology Workshop 52 NEXT100 Awards 2010 Winners Speak Out Next100 Awards 2010 winners have been taking professional strides in the right direction and attribute their success to the Award.

itnext | j a n u a r y 2 0 1 2

06 Wearing a CIO’s Cap | Partha Iyengar, VP, Gartner, on ITmanagers sharpening their business acumen

66 New and Old | Chuck Hollis, Global Marketing CTO, EMC Corp talks about big data, social media, and analytics

c ov er des ign/illustratio n: anil t

30 Journey to NEXT100 The NEXT100 participants traversed many emotional, psychological and thrilling moments in their journey to the final destination

N M et u w le or k

s e k Tato Innovative Frauds

Page

itnext.in

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

EDITORIAL Group Editor: R Giridhar Executive Editor: Geetha Nandikotkur Consulting Editor: Sanjay Gupta Senior Assistant Editor: Manu Sharma Managing Editor (Desk): sangita Thakur Sub Editor: Radhika Haswani, Mitia Nath

innovative frauds | New methods of fraud that increasingly leverage CRM applications are the latest trend with mule networkers

insights

DESIGN

Cube chat

54 Reducing Costs of Compliance | Reconciling multiple regulatory schemes doesn’t have to be as painful as it would seem

70 No Gain Without Pain | “Being the NEXT100 awardee has been the turning point in my life”

58 Takes to Innovative Frauds | New methods of fraud,

16 Vision | Cloud computing

Sr Creative Director: Jayan K Narayanan Art Director: Anil VK Associate Art Director: PC Anoop Visualisers: Prasanth TR, Anil T & Shokeen Saifi Sr Designers: Sristi Maurya, NV Baiju & Chander Dange Designers: Suneesh K, Shigil N, Charu Dwivedi Raj Verma, Prince Antony, Binu MP & Peterson Chief Photographer: Subhojit Paul Photographer: Jiten Gandhi

off the shelf based Android smartphone

smarter recruitment processes for mules, pose serious threats to IT networks

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opinion 08 The Next Big Security Wave | Glen Gooding,

Director, IBM Institute for Advanced Security

the big Q 61 Intelligence for Business Efficiency | Experts tell you

how to deal with business expansion

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INBoX

IT NEXT

E-COMMERCE | COVER STORY

DECEMBER 2011 / ` 75 VOLUME 02 / ISSUE 11

STRATEGY: Various Stages to becoming a Leader

Buying By Wire

BOSS TALK: People Management: Tips on Team Management

Desktop Virtualisation: Desktops Sans Pain? Pg 47

Buying Wire BY

BUYING BY WIRE

IT managers boost security and improve integration to enhance the e-commerce user experience Pg 14

VOLUME 02 | ISSUE 11

IT managers boost security and improve integration to enhance the e-commerce user experience BY N G E E T H A

42 BIG Q

INTERVIEW VMware’s Douglas Smith on Cloud Innovation

ILLUST R AT I O N BY S H I G I L N

december 2011

IT NEXT thanks its Readers for the warm response

ITNEXT | D E C E M B E R 2 0 1 1

D E C E M B E R 2 0 1 1 | ITNEXT

IT NEXT values your feedback

We want to know what you think about the magazine, and how we can make it a better read. Your comments will go a long way in making IT NEXT the preferred publication for the community. Send your comments, compliments, complaints or questions about the magazine to editor@itnext.in.

While I read many IT related magazines, I find IT Next covering a variety of interesting content, which is very topical and relevant to IT managers. I am impressed with the quality of content and also the people and personalities covered in the magazine. The stories around latest technologies are particularly good and featured in practical sense. I get to find certain interesting stories around successful people and core project details. I particularly liked the cloud computing and desktop virtualisation stories that were covered in the magazine. As a reader I would like to read more about the aspects around emerging technologies and implementation strategies, articles related to management and leadership and business, and finance-oriented content.

www.linkedin.com/ groups?gid= 2261770&trk= myg_ugrp_ ovr300members

read this issue online http://www.itnext. in/resources/ magazine

E Suresh, IT Manager, Paterson Securities Pvt Ltd

itnext | j a n u a r y 2 0 1 2

S Ilango, DGM, Aditya Birla Group

I take this opportunity to thank you all for honouring me with the NEXT100 Award. I shall cherish this award for many years to come and it will be put on my study table to constantly remind me of my achievement in life! When I raise the corporate ladder to be a CIO with more responsibility, this award will instil confidence in me and remind me of my capabilities. Thank you very much once again. Berjes Eric Shroff, Senior Manager, Information Technology, Tata Services Ltd

Joy Bagish, Senior Manager, IT, Apeejay Surrendra Corporate Services Ltd

As a person who is interested in getting insights into technology news, best practices in IT and so on, I find IT Next’s coverage of various aspects of technology, in-depth and insightful. The style of writing is very appealing to the reader. One of the most interesting stories that I can recall is the ‘New Men in Black’, which elaborately discussed security management. I would like IT Next to focus more on management and strategy related content, touching upon business and finance aspects.

I regularly read IT magazines and also research reports from various analyst groups. I am keen on looking at finer aspects of the content, and what I like about IT Next is the depth of coverage of subjects and the style of writing. The magazine needs to focus on KPI and performance metric issues, business dashboards, stories around best practices around each IT component, and certain benchmark studies which would help IT managers get better view of IT. Some of the enterprise technologies that I think would be relevant to IT managers in the next six months would be around collaboration and conferencing solutions, cloud solutions, knowledge management systems, virtualisation and data centre solutions and mobility.

Hearty congratulations to IT Next team on the success of its NEXT100 event held in Pune. All the credit goes to you and the entire team for bringing out such quality content and events and I see it only becoming better. ITNEXT<space> <your feedback> and send it to

567678 *Special rates apply

BLV Rao VP, IS, Infotech Ltd.

Key Performance

Indicator.

Exam Date: 9 June 2012 Registration Deadline: 4 April 2012 www.isaca.org/Certification-ITNEXT

Boss talk | partha iyengar

M a n ag e m e n t: l e a d e r s h i p

Wearing a CIO’s Cap is Challenging

n this increasingly competitive world, it is imperative for each of us to make our presence felt, irrespective of the sector we are associated with. This statement holds good for IT managers too, who need to make their presence felt if they are to wear a CIO’s cap. These future CIOs, who aspire to become business leaders, should not confine their discussions around just bandwidth, server virtualisation or infrastructure. IT managers should rather get their hands into sharpening business acumen and skills.

Task Ahead While it is vital to address technological issues and take up the responsibility towards new technology deployments and innovations within an organisation, the IT manager needs to take a keen interest in creating a hygiene factor across business groups. For instance, she/he needs to strive towards ensuring operational efficiency and streamlining the business process. It is interesting to note that some IT managers in the country have been multitasking and wearing different hats like that of the CFO and CMO (chief marketing officer), while some have had the opportunity to be present in boardroom meetings. However, the differentiator here is the discussion points that they prepare, which is put forth before the top management. Many a times we at Gartner, receive presentations prepared by the IT management team for a review before it gets into the boardroom. Surprisingly, most presentations still speak about bandwidth and applications related issues, which may not absorb boardroom interest. Clearly, the topic that catches the board attention is how the IT team is able to translate IT spend into a business value and add to business growth, increased customer satisfaction and its marketability.

itnext | j a n u a r y 2 0 1 2

“IT managers should rather get their hands into sharpening business acumen and skills, and not confine themselves to bandwidth, infrastructure, etc” Controlling the Budgets is Critical

Suggestion BOX

The prerequisite for of an IT manager who aspires to grow to the boardroom level is to take control of IT budget, which then gives him or her sufficient room to make strategic decision. I see that in about 30 per cent of the big enterprises CIOs do not seem to have control over IT budget. About 40 per cent of the CIO’s budget is being controlled by the CMO. The phenomenon is observed globally as the central IT budget is now embedded into the business budgeting.

What Needs to be Done? “It has tremendous lessons for becoming successful in life and in the corporate world”

It is imperative that IT heads take control of IT spend at a fast pace. More so, in the light of research groups’ prediction that IT spend in India will reach $71.9 bn in 2011, a three per cent increase from 2010 spend of $65.23 bn. While economic ambiguities will discourage IT managers from taking a bold step towards becoming part of the budgetary process, it may not be as severe in India as recessionary trends are not that obvious here.

TITL E: The A rt of Warfare AUTHOR: Su n Tzu P UBLISHER: Viking PRICE: $9.46

The author Partha Iyengar is VP and distinguished Analyst at Gartner India.

Opinion

money wise Glen Gooding, Director, IBM Institute for Advanced Security

The Next Big Security Wave

s the movement of business to new platforms including cloud continues, virtualisation, mobile and social businesses happen, everything is everywhere, and so are the security threats. New phenomenons such as consumerisation of IT, data explosion, and sophisticated attacks are only adding flavour to security breaches. Interestingly, the year 2011 is marked as the ‘Year of the Security Breach’ owing to the explosion of security threats. A secure web presence has become the Achilles’ heel of corporate IT security. The Application Security Group Research found 40 per cent of the websites contained clientside vulnerabilities and the favourite attacker methods seem to be SQL injection, and the brute forcing of passwords, databases and Windows shares. The security challenges are also impacting innovation in a big way, which is not contained to IT alone, but reverberating across organisations and sectors. The impact of security breaches can be felt in different ways. It is affecting business results, as in the case of Sony which saw its impact on $1 bn revenues; brand image of the company; supply chain; and had to handle legal exposure; hacktivism and audit risk.

Time to Think Differently It is time IT managers thought about security intelligence as basic, proficient and optimised. This means that security intelligence in the initial phase must be reactive and manual, followed by the proficiency phase in which it becomes proactive and automated wherein secu-

itnext | j a n u a r y 2 0 1 2

way of doing business and open their doors to understand industry’s best kept secrets. Every IT manager must take cognisance of the following few important facts: Perform regular third party external and internal security audits Control end points, segment sensitive systems and information Protect the network Audit web applications Train end users about phishing and spear phising, search for bad words Integrate security into every project plan Examine the policies of business partners Have a solid incident response plan in place

Three Point Plan

“CISOs need to change the way of doing business and open their doors to understand industry’s best kept secrets” rity is layered into the IT fabric and business operations. In the final stage, of optimsation, it is predictive and drives automated security analytics. Optimising security across domains including people, data, applications and infrastructure is critical.

Foolproof Safety My advice to IT managers is to list out certain imperatives for foolproof safety. Most often we find simple things are taken for granted. The dominant trend is that IT security should interact with business. The CISOs need to change this

Implementing security intelligence involves a three-point plan: first is to get information by taking a structured approach to assessing business and IT risks; second is to get aligned, which means to implement and enforce security excellence across the extended enterprise; and third is to get smarter by deploying intelligent controls and analytics within and across key domains. IT managers need to align and integrate IT risks into business Enterprise Risk Management framework. They must also identify key threats and compliance mandates; implement and enforce a risk management process and common controls framework, besides executing incident management processes when crises occurs. Some of the technologies that can address the big wave of security challenges include managed security, hybrid scanning capabilities, complex, low-latency cyber-security analytics, predictive analytics tools which can reduce client’s audit investigations by 60 per cent, next generation network security designed to integrate web and content and network activity. Identity governance to help demonstrate compliance is another area gaining prominence.

update

Gartner Finds Cloud Advancement in IT TECH TRENDS | Cloud computing would emerge as the key advancing technology in IT services and applications, says Gartner, the technology research firm, in its forecast for 2012. The mavens see the cloud, which makes possible the leasing of digitised IT assets and solutions via the internet as paradigm shifting. It implies transformative change in IT architectures, the development of products and services, and attendant delivery methods and strategies. But the cloud, with its scalability and scope for customisation, sub-

ES MOBICIL ES DEV

In the US, tablet and eReader owners are seeing a dramatic shift in age and on gender basis.

Changing Demographics Demography of Tablets and eReaders’ Owners are Changing 100

16%

18%

10% 13%

19%

20%

18%

15%

17%

19%

17%

15%

26%

22%

21%

10% 10%

16% 2%

13%

15%

11%

10%

20 0

Q3 2010 Q2 2011 Smartphone Owners

Source: Nielsen

Gartner says cloud would be disruptive for the $1tn global market

itnext | j a n u a r y 2 0 1 2

26% 23% 13% Q3 2010

Q2 2011 Tablet Owners

25%

30% 21% 14% 18% 10% 7%

Q3 2010 Q2 2011 eReader Owners

Ages 55+ Ages 45-54 Ages 35-44 Ages 25-34 Ages 18-24 Ages 13-17

trends deals products services people

sumes both opportunities and threats, the report stresses. It denotes the next stage in IT outsourcing that makes possible the delivery of industry-scale IT services. By 2015, the forecast says low-cost cloud services would ‘cannibalise up to 15 per cent of top outsourcing players’ revenue’. As such, the expert opinion is that the cloud would be disruptive for the $1 tn global IT services market. How would India’s IT majors, who have pioneered the global delivery platform for outsourcing, thrive in the age of the cloud? What differentiates cloud computing from traditional outsourcing and hosting services is its outcome focus and instant consumption model. Hence, it is a vital need for IT providers to standardise technologies and firm up best practices to deliver IT services as required. The game-changing potential of the cloud is the delivery of specialised IT services that are pervasive and of industrial scale. As the types and range of IT services that can be provided via the cloud are far-reaching, there is much potential for myriad new applications and innovative business models too. According to Gartner, cloud computing services will exist along the spectrum from open public to closed private. The next three years will see the delivery of host of cloud services that fall under the two categories. Managed services to remotely manage the cloud service implementation will emerge. Gartner expects large enterprises to have dynamic outsourcing teams by 2012.

photo by: photo s.c om

Update I n d u s t r y

GOOGLE ONLINE MUSIC STORE Google has launched its music store, aims to compete with Apple and Amazon in the online music market. Upto 20,000 songs for free.

MOTOROLA INTRODUCES DEFY+ IN INDIA Priced at Rs 19,490, it’s available at the online retail stores for less. Runs on Android 2.3 Gingerbread OS, powered by 1GHZ processor and has a 5 MP camera with LED flash.

WINDOWS 7 DEVICES ARE HERE The first true Win 7 Nokia Lamia 800 and 710 hit the Indian market by mid-December. Both the mobiles come with a few unique features like superior optics and a solid battery life.

Desktop virtualisation driven by improved security Tech TIDINGS | As per a study

67 per cent of senior IT decisionmakers cite secure delivery of applications and data as a critical security capability. Ninety one per cent of organisations surveyed have implemented desktop virtualisation or plan to do so before the end of 2013, according to new global research commissioned by Citrix. Of those organisations, 92 per cent are adopting desktop virtualisation to improve information security. Senior IT decision-makers at these organisations attribute three

91 per cent of principal security benefits to organisations desktop virtualisation: will implement More secure access to data VDI by 2013,Cit- from user devices rix report Improved security of data

Around The World

and applications Simplified risk management “Desktop virtualisation delivers centralised control and management of desktops, applications and data delivered to any endpoint device,” said Kurt Roemer, Chief Security Strategist for Citrix. Eighty six per cent of senior IT decision-makers believe that desktop virtualisation offers a strategic approach to improved information security, regardless of whether or not they intend to use desktop virtualisation within their own organisation. Of the senior IT decisionmakers who will have desktop virtualisation in place at the end of 2013, 95 per cent believe it is very effective at protecting information while providing workers with fast and effective access to the information.

quick byte

i llustratio n by: ano o p pc

UAE ranks 24th in Global IT Report 2010-2011 The UAE ranks 24th in the world and first among Arab countries in its use of information and communication technologies (ICT) to enhance competitiveness and development, according to The Global Information Technology Report 2010-2011, Transformations 2.0, released by the World Economic Forum. Other Arab countries are prominently featured in the ranking as well, while Sweden and Singapore continue to top the rankings of The Global IT report 2010-2011.

Nandhan Nilekani, Chairman, UIDAI

“The initiative of assigning an Aadhar Card has already covered 140 million Indians and is expected to meet its target of 200 million by end of March 2012”

j a n u a r y 2 0 1 2 | itnext

update

Nokia launches Nokia Money, its mobile wallet Nokia emerges as the complete Mobile Money service provider

TechTRENDS | Nokia has announced the pan-India launch of Nokia Money, its own branded mobile financial service in India that will provide a secure and convenient alternative to cash on a mass scale to users on their mobile phones. A mobile wallet, Nokia Money, will offer a wide spectrum of mobile payment services to consumers who have a mobile phone and want the convenience of making basic financial payments such as utility bills, topups, insurance premiums and tickets among others, without getting into the hassle of having access to a bank

News @ blog

account or the internet. All that consumers need to do is go to their local authorised Nokia retail store that offers this service and go through a simple registration process, pay cash to load the wallet and it is ready to use. The digital cash can then be used for making payments through an SMS. RBI says this service doesn’t require KYC documentation since it is a closed wallet. “There is a need for alternate financial payment instruments in India and the mobile handset offers a perfect mass platform to deliver,” said Gary Singh, GM, Nokia Mobile Payment Services.

Collaboration

Arkadin acquires Conference Plus

Collaboration solutions provider Arkadin has entered into a definitive agreement to acquire ConferencePlus, a subsidiary of Westell Technologies, Inc. The acquisition is believed to help Arkadin significantly increase its market share and make it the third largest independent collaboration service provider in North America. The transaction is expected to close by the end of the year. Financial terms of the deal were not disclosed in a release issued by Arkadin. For Arkadin, ConferencePlus brings to the table a complementary set of services and an expanded presence in North America and Europe. The market for conferencing services is expected to increase significantly in the next few years and will reach 7 bn Euros in 2015. “This strategic acquisition will help us execute global expansion plans by delivering a complete suite of collaboration services,” said Olivier de Puymorin, CEO and Founder, Arkadin. With ConferencePlus, Arkadin will have more than 26,000 clients globally. Source: ITNext.com

Researchers reduce smartphones power by more than 70 per cent

Imagi ng by: shig il n

Finnish researchers have designed a network proxy to cut the power consumption of 3G

This device enhances performance and significantly reduces power usage by serving as a middleman for mobile devices to connect to the internet and handling majority of data transfer for smartphones. Historically, the high energy requirements of mobile phones have slowed the adoption of mobile internet services in developing countries. itnext | j a n u a r y 2 0 1 2

Frequent

Researchers fuel high speed network

update

SERVER FAILURES ?

TECH TIDINGS | Researchers have successfully trans-

Online Resources sets up research centre in BLR TECH TIDINGS | US based Online Resources (ORCC), a

provider of software and applications that enable online transactions, is setting up its R&D centre in Bangalore as part of its plans to expand its services to the Asia-Pacific regions. The 20-yearold company, which is today just an interface between the company and the bn online sales bank, plans to expand its services to in 2011 – reach out directly to the consumer by E-marketer Source: E-marketer developing services and applications. ORCC proposes to do this through the new centre, Jeffrey Kissling, Chief Technology Officer, ORCC, told the media. The R&D centre, the first outside of the US, would employ about 125 people. ORCC plans to initially work on the technology development and start operations in India President and CEO, said.

$168.7

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Removes harmful gases from indoor air which corrode sensitive electronic equipment Prevent Frequent Breakdowns Gaseous emissions from landfills, garbage dumps, industrial processing units, vehicles, indoor furnishings, plastics, etc. corrode sensitive electronic equipment resulting in malfunction or breakdowns.

Remember : Clean Air is as important as Cool Air ®

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20, Rajpur Road, Delhi 110054 Phone: 23906777 • Fax: (011) 23906600 • E-Mail: bryairmarketing@pahwa.com

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RB/BA/1146HVCA1

mitted 186 gigabits of data per second (GBps), accomplishing a new world record and helping usher in the next generation of high-speed network technology. The rate is equivalent to moving two million gigabytes per day, fast enough to transfer nearly 100,000 full Blu-ray discs — each with a complete movie and all the extras — in a day. The international team of scientists at the SuperComputing 2011 (SC11), Seattle, transferred data in opposite directions at a combined rate of 186 GBps in a wide-area network circuit, according to a California Institute of Technology (Caltech) statement. The team of physicists, computer scientists and network engineers was led by Caltech, the University of Victoria, University of Michigan, European Center for Nuclear Research (CERN), Florida International University and other partners. According to the researchers, the achievement will help establish new ways to transport the increasingly large quantities of data that traverse continents and oceans via global networks of optical fibres.

WORLD LEADERS IN DESICCANT DRYING 1200 employees • 7 continents • 7 manufacturing plants : India, China, j a n u a r y 2 0 1 2 | itnext 13 Malaysia, Germany, Switzerland, USA & Brazil

xxxxxxxxxxx | boss talk

j a n u a r y 2 0 1 2 | itnext

update

off the shelf

A sneak preview of enterprise products, solutions and services

Epson Introduces Epson ME Office 535 The company claims it is India’s first smallest all-in-one printer

Fujifilm X10 available at Rs 44,999 Fujifilm has launched the Fujifilm X10 in India, and priced it at Rs 44,999 (MRP), with a best buy price of Rs 39,999. According to Fujifilm, the combination of the “versatile & functional Fujinon lens and a bright viewfinder” gives the X10 a sensational shooting experience. The latest offering in Fujifilm’s X series, the Fujifilm X10 has a large 2/3” 12 megapixel EXR-CMOS sensor. It also has a high-definition F2.0 wide-angle and F2.8 telephoto Fujinon 4x manual zoom lens (28-112mm). The Fujinon glass lens supposedly has superior optical characteristics for all elements in the 9-groups/11-elements configuration. Its design incorporates an arrangement of aspheric lenses, ED lenses and high-refractive index lenses, and is treated with Fujinon’s originally developed Super EBC.

Printer | Epson, a player in digital imag-

key features

* Print Resolution: 5760 x 1440 dpi ing introduced India’s first smallest all* Draft Print Speed: 30pm / 15 ppm in-one printer. The newest and smallest * Ink Cartridge: 4 Epson DURABrite all-in-one model of the Epson ME Office Ultra pigment inks series is also the world’s smallest all-in-one * Control Panel: 1.44-inch TFT LCD inkjet printer, which combines compact screen footprint and environmentally-friendly * Connectivity: Built-in slots for design with the low cost per page of the memory stick, SD/MMC card Epson ME Office range. Epson claims that this printer offers better print quality and more flexible media options. The Epson DURABrite Ultra pigment ink used by this new printer produces sharp text that is comparable in quality to laser printers. Prints are also smudge, fade and water-resistant. In addition to plain paper, the printer can also print on a range of media, on which laser printers cannot, such as photo paper and specialty media. Epson’s ME Office series printers have been designed to provide business users outstanding value through higher performance and lower running cost. The ME Office 535 is priced at Rs 5,999 in India.

itnext | j a n u a r y 2 0 1 2

Other features include high-speed continuous photography, full HD video recording, and EXR AUTO with new motion detection features for 54 scene types. The EXR AUTO feature automatically optimises every setting from exposure to white balance. Product Features * N12.0 Megapixel EXR-CMOS sensor * Fujinon 4x optical zoom * Lens shift type * 2.8-inch LCD display * 1080p full HD video recording

Source: Thinkdigit

Your Free Special Report Perspectives on Next Generation Communications and Collaboration Having access to information in a timely, efficient and reliable manner is essential for vital business processes like strategic decision making and customer support functions. Such activities are critical to the success of any thriving and dynamic organisation. NEXT100 readers have identified the top 3 business communication challenges as Timeliness/Availability, Cost, and Ability to Collaborate.

Arkadin is proud to be the book partner for the NEXT100 Awards & our heartiest congratulatulations to all award winners!

Download our special report "Perspectives on Next Generation Communications and Collaboration" to examine in-depth into each challenge and see how effective collaboration can help bridge the communication divide.

www.arkadin.co.in/next100 Arkadin provides professional audio and web conferencing services that enable organizations of all sizes, including Fortune Global 500 companies, to better communicate and collaborate using customizable, cost-efficient, user-friendly solutions. For more information, call +91-120-3074500, email sales.in@arkadin.com or visit www.arkadin.co.in

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The Future CIOs are Here This yearâ&#x20AC;&#x2122;s NEXT100 award winners are articulate and smart thinkers who are passionately driven to succeed. They are as knowledgeable about applying technology to business needs as in motivating teams to achieve tough goals BY ITN ex t T e a m i l lu st r ation BY anil t P h oto g ra p hs by su bhojit paul and jiten gandhi

photography by jiten gandhi

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INSIDE 30 Journey to NEXT100 32 NEXT100 through the eyes of the Jury 44 Awards Nite and CtrlS Data Centre Visit 48 Technology Awards \ Technology Workshop 52 NEXT100 Awards 2010 Winners Speak Out

he second edition of the NEXT100 Awards, an initiative of IT Next, recently concluded with the best of breed IT managers being declared the next in line CIOs. A glittering NEXT100 Awards Nite was held in the backdrop of Fort Jadhavgadh near Pune on December 4, 2011. The much anticipated event identifies and honours India’s top 100 senior IT managers with the skills, leadership qualities and the spirit to become CIOs. The six-month awards process engaged with thousands of aspiring CIOs, across multiple platforms, to select the most deserving of the coveted titles. Aspirants participated in an exhaustive series of activities that tested their techno-commercial, management and leadership skills. A prestigious jury of CIOs to decide the awardees interviewed the shortlisted candidates in the final lap of the rigorous selection.

Process with a Difference The awards process epitomises IT Next’s mission to help aspiring CIOs and senior IT managers succeed professionally. That the Awards are recognized in the industry circles is borne by the fact that IT Next witnessed 2,200 IT managers registered on the NEXT100 website. About 350 candidates completed both the personality and managerial tests. The awards process threw up some interesting observations with regard to the demographics of the candidates. The findings revealed that about 70 per cent of the winners are CIO-1 and CIO-2 level categories. About 80 per cent of the winners are from companies with revenues of over Rs 250 crore. Vikas Gupta, Director, 9.9 Media and Publisher, IT Next, says, “This year the search process touched over 300,000 IT professionals around the country, and over 2,000 aspirants participated in an exhaustive series of activities that evaluated their management and leadership skills.”

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cover story | According to Gupta the highlight of 2011, NEXT100 programme was the personal interview of the shortlisted candidates by a committee of CIOs comprising the awards jury. In all, 262 interviews were conducted by the jury members.

Methodology at Work Buoyed by the keen interest and breathless anticipation of the IT manager and the CIO communities, the process for identifying and selecting the NEXT100 awardees 2011 got underway in June 2011 with a call for nominations. Through a series of mailers and print advertisements, IT managers were invited to apply for the awards. By the closing date, more than 2,200 aspirants had registered themselves for the gruelling selection process. This year, the selection process for the NEXT100 Award comprised three stages. First, applicants were asked to complete a self-nomination form that elicited detailed personal and professional information. The second stage was the testing stage, where award aspirants took special leadership and managerial skills tests. The tests were administered by Central Test, which is headquartered in Paris, France. These comprehensive tests identified the work attributes, leadership and managerial styles of the applicants. Finally, in the third stage, shortlisted candidates were assessed by the CIO jury panel. Two top Indian CIOs independently interviewed each candidate. The scores obtained by each candidate in every stage of the selection process was input into a proprietary scoring model that assigned carefully calibrated weights to various factors. The final list of award winners was created as an outcome of this scoring model. To ensure that the NEXT100 awards are completely fair and unbiased, no member of the editorial team was involved in the selection or elimination of the award winners, nor were editors and staff of the magazine part of the jury panel. The NEXT100 awards programme also drew on the expertise and contributions of the

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ITNext witnessed

2,200

IT managers registered on the Next100 site

350

candidates completed both the personality and managerial tests.

of the NEXT100 winners out of the total respondents found jury interview to be difficult

“It’s a great feeling to be getting this sort of recognition. It has boosted my confidence particularly after having been evaluated and selected by the eminent jury” — Beena Nayar, Manager, IT, Forbes Marshall Ltd

Search process touched over

3,00,000

IT professionals around the country

over

262 2,000 interviews were conducted by the jury members

aspirants participated in an exhaustive series of activities that evaluated their management and leadership skills

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81.8%

of the NEXT100 awardees nominated themselves for selfevaluation purpose

How would you rate the usefulness of the CTPI Pro personality and workplace competencies test report?

Very useful

77.8%

Somewhat useful18.9% Neither useful nor useless1.1% Somewhat useless1.1% Very useless1.1%

Chandigarh Delhi Jaipur

Regions

NEXT100 winners’ geographical representation

Bangalore

Kolkatta

1 1

Anjar 2 Gandhdiham 2 Udaipur Surat 27 Valsad 7 Mumbai Indore Pune Hyderabad

of the winners are CIO-1 and CIO-2 level categories

Allahabad Ranchi

1 36

1 2

70%

Lucknow

5 9 3 Chennai 1

Trivandrum

80%

CIO community. Forty-eight CIOs from India’s leading companies, who collectively represent many hundreds of years experience in IT and management, were involved as advisors and interviewers this year. The jury panel deliberated and decided on the applicant scoring model, interview methodology, credential review process — and conducted interviews of shortlisted applicants. Some of the gruelling tests that the aspirants went through included Personality & Managerial Test, Work Competencies, Central Test Personality Inventory (CTPC) and Management Style Inventory Test (MSIT) (see inside pages for details). IT Next tries to delve into the minds of NEXT100 2011 winners through a survey and understand as to how winning the NEXT100 Award makes a difference into their professional life. It is an effort to seek insights from the winners and from participants who were part of the process, but could not make the cut, about the entire awards process, ratings around the psychological tests and usefulness of the management style inventory report, perceptions of the jury interview and so on. Tushar Kanti Roy, Sr Mgr, IT, Gerson Lehrman Group, one of the participants in the NEXT100 Awards 2011 who did not make it to the final says, “The test process to the workshop; each level of the awards process is excellently planned and executed, and I was happy to be part of the process even though I am not one of the winners.” The Awards Night on December 4 was full of excitement and energy as the winners got emotional while receiving the trophy and the coveted award (see the photographs in the inside pages). The awards ceremony was packed with insightful technology workshops for the NEXT100 winners.

of the winners are from companies with revenues of over Rs 250 crores

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Personality Profile About the Test: Central Test Personality Inventory (CTPO) for Professionals

Work Competencies

assesses

40% 20%

Managing Others

Selfconfidence

Change Management Self-management Task Management

Wo rk

Tea m

ith w ng e pi ur Co ress P

ive tiat Ini

Flexibilit y

Customer Focus

De c M isio ak nin g

10.0

d te

igh

Co Le ntinu arn ou ing s

ing nis ga ritis r O rio ing dP an

nActio ed nt orie

ity

r Fo

Drive fo Result r s

ndabil

Depe

People Management

8.0

rim

Ada

Liv ely

60%

egr Wor ity and k Et hic

The graph given below captures the CTPI personality profile of the NEXT100 awardees. The test results are on a scale of 0.0 to 10.0, where 0 implies a low level and 10.0 implies a high level on the intended personality trait.While the awardees exhibited high scores on adaptability, assertiveness, achievement orientation and emotional stability; they scored low on individualistic orientation, sensitivity and diplomacy.

iativ e

ion

Int

work-related personality traits that play a crucial role in job performance

Affil

l ica og ol ion n t ch ta Te ien Or tion nica mu Com

80%

Controlling

Vis

Bu Ac sine cu ss me n

Inno vatio

100%

flu

isk iall R neur Taking

epre

Entr

Analysis and Problem Solving

Winners

An analysis of the workplace competencies of the NEXT100 awardees indicates that they scored high on factors such as business acumen and entrepreneurial risk, while scoring low on factors such as visioning. The test results are on a scale of 0 to 100 per cent with 0 per cent implying a low level and 100 per cent implying a high level on the intended competency. The competencies on which the NEXT100 group exhibited significant differences versus the total base are innovation, taking initiative, managing others and influence.

en t ing -

pl Di

6.0

4.0

ptab

e ertiv

Ass

le 2.0

Sensitive

Vigilant

Con s tious cien-

istic

Optim

To le

alidu stic i

ra n

-con scio us

e tiv

ina

ieve Ach t men ted n Orie

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Self-assured

Rule

E all mot y s ion ta ble

iv nd

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Management Style

Management Profiles

The management style test results are based on a scale of one to 10 with one indicating a low level and 10 indicating the highest level on the intended managerial style. The NEXT100 group scored higher on the conceptual and innovative thinking styles, while scoring low on intervention and affiliation.

The graph, based upon the results of the Management Style Inventory Test, exhibits the management profiles of the NEXT100 group. The test results are on a scale of 0.0 to 10.0, with 0.0 indicating a low level and 10.0 indicating a high level on the intended managerial profile. The profiles exhibited most often by the NEXT100 group are that of a strategist, motivator and project manager. The â&#x20AC;&#x2DC;chief executiveâ&#x20AC;&#x2122; profile was exhibited the least.

Conceptual

10.

fle

ra t

ive

assesses

different managerial dimensions and compares their managerial style to

different roles

Winners

8.0

ist

4.0

ion

t In

6.0

n ve

2.0 0

4.0

t Projec ger Mana

2.0

Execu ti Mana ve ger

ative

Affilia

Innov

Mo tiv ted e-o rien Peo pl

ert

ion

vis

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Exp

ato r

tion

bal Glo

r ep

6.0

10.0

8.0

Management Style Inventory Test

Chief Executive

10.0

Winners

About the Test:

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Journey to Next100 IT Next’s initiative to identify the future CIOs was a six month long process conducted meticulously. The NEXT100 participants traversed many emotional, psychological and thrilling moments in their journey to the final destination. There were ample moments of fear, joy, apprehensions, expectations, etc., on display among the winners. IT Next team made an effort to capture these feelings, opinions, fears, hopes, ambitions and aspirations of the NEXT100 winners during the time that they transited through the Awards process. It was interesting to watch the participants tide over varied emotional challenges and emerge winners. Several factors influenced the NEXT100 winners’ minds during their journey — there were cherished moments as winning the award made a crucial difference to their professional life; learnings that their personal skills helped them win the award; experiences that helped them set new goals and factors that increased their job satisfaction or kept them motivated.

How close are you to becoming a CIO? 38%

Very close (from 12 to 36 months)

18%

Long way(more than 5 years)

How has winning the NEXT100 award made a difference to your professional life? 43.5%

My seniors/top management knows me

52.2%

My juniors respect me more

42%

My peer managers take me more seriously

30.4%

I am now invited to different kinds of meetings/ interactions

I now have increased responsibilities at work

23.2%

17.4%

I have got a promotion (or expect to get one)

2.9%

I have got a cash award or equivalent from my organisation

2.9%

I have received an increment or pay upgrade from my organisation

My organisation has publicly recognised my achievement

42%

13%

I am actively approached by placement consultants/head hunters

I have started look for new opportunities within the organisation

37.7%

26.1%

I have started to look for new opportunities outside my current organisation

Achived (or less than 12 months)

32%

Certian (from 36 to 60 months)

Unlikely

“As the recipient of the NEXT100 Award, I am taken more seriously by my peers and often get invitations to participate in different business meetings and interactions. There is scope to take on new roles and opportunities” Berjes Shroff, Senior Manager, IT, Tata Services Ltd

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33.3%

of the NEXT100 awardees aspire to develop leadership qualities

What is the level of impact of the following factors on your motivation and job satisfaction? 54.4% Money/compensation

53.8% Greater responsibilities

“Since I was competing against national players, I feared my capabilities and potential may slip from the experts’ eyes and go unnoticed” Archie Jackson Senior Manager & IT Service Delivery

38.5%

Manager, Steria India Pvt Ltd

Opportunities to work with business leaders/ business units

46.3% Career advancement & promotions

51.3% Professional accomplishments

42.9% Technical qualifications & certifications

50.0% Education & learning opportunities

48.7% Recognition among peers and seniors

23.1% Other

“My seniors and top management recognise me; juniors look up at me with respect. I am expecting to get a promotion soon and my organisation has publicly acknowledged my achievement which is very gratifying” Somasekhara rao Gonuguntla IT Project Manager, Tesco Hindustan Service Centre

“My responsibilities at work have widened after I bagged the NEXT100 Award and now I am more involved in various discussions” Shobha U Shetty Dy GM, IT, Godrej Properties Ltd

41%

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JURY

NEXT100 through the Eyes of the Jury Jury members’ image of a smart and ideal CIO and what it takes to be one The jury played a pivotal role in the NEXT100 Awards 2011. From laying down the selection process and the parameters for selection to painstakinginly interviewing each aspiring future CIO, their contribution was immense in making the Awards a resounding success. To know what lay behind the jury’s final choice, IT Next has tried to unravel the minds of the esteemed jury members. What does the future CIO look like to them? Which aspects of the awards process were close to identifying an ideal CIO? What inspired their collective decisions on the aspirants? The study has tried to highlight various perspectives of the Jury members which influenced their choice of NEXT100 awardees. IT Next felt it was important to get the jury to speak on the various aspects that make a true leader: how to strike a balance between technical know-how, business acumen, and leadership traits, among other things.

Zoeb Adenwala CIO, Global Essel Propack Ltd

Srinivas Kishan Anapu CEO, Cloud Ready Solutions

SP Arya Senior Vice President, Corporate IT Amtek

Vandana Avantsa CIO, Motherson Sumi Systems

Niranjan Bhalivade CIO, CEAT Ltd

David Briskman VP & CIO, Ranbaxy Laboratories Ltd

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“I felt honoured to be a part of the Next100 Awards Jury. It was worth investing my time and energy in the IT fraternity, particularly in the discovery of the right talent” —Sanjeev Kumar, Group CIO & President, Business Excellence, Adhunik Group of Industries

“Top three selection criteria for NEXT100 awardees should be business acumen, business knowledge amidst challenges, with clear articulation of roles and aspirations” —Srinivas Kishan Anapu, CEO, Cloud Ready Solutions

Manish Chokshi Chief, Corporate Strategy & CIO, Asian Paints

Satish Das CSO & Asst Vice President, ERM Cognizant Technologies

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JURY —

“Besides technological know-how, I observed some candidates possessing entrepreneurial skills that may take them to the CEO’s hot seat and not tread the typical path to becoming a CIO” —Daya Prakash, Head, IT, LG Electronics India

“To me an ideal candidate is one who has a blend of technology and business overview, someone who has demonstrated leadership skills along with communication and team management”

“In my opinion, there is a strong perception among women that they are not fit for the CIO role. This negative mindset needs to change, particularly by observing women CIOs who have proved their mettle”

—Vijay Sethi, VP & CIO, Hero Motocorp Ltd

—SP Arya, Sr VP, Corporate IT, Amtek

Vikram Dhanda Senior Vice President, AEGIS

TG Dhandapani CIO, TVS Motor Company

Ajay Kumar Dhir Executive Director & Group CIO, Lanco Infratech Ltd

Nandkishor Dhomne CIO, Manipal Health Enterprises Pvt Ltd

UC Dubey Executive Director (IT), Iffco-Tokio General Insurance Co Ltd

Vikas Gadre VP, New Business Initiatives Tata Chemicals Ltd

Rajesh Garg Vice President & Head, ISS, Nucleus Software Exports Ltd

Vishnu Gupta General Manager, Ops, Aditya Birla Health Services Ltd

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Kinshuk Hora Head IT, India Subcontinent GlaxoSmithKline Consumer Healthcare Ltd

JURY

“The immediate thought of N EX T100 aspirants was that an important responsibility has been entrusted to them and that they need to do justice to it. The selection process was transparent and filled with all stakeholders’ enthusiasm. However, reducing the count of the N EX T100 to N EX T25 will make the competition tough” —John Nadar, Head, IT, Tata Chemicals Ltd

Sachin Jain Head IT & CISO, Evalueserve

“The three critical factors that I would look at are passion, commitment and confident approach taken to reach the goal. Consistency in job is of utmost importance”

Shailesh Joshi Assoc Vice President & Head, IT Godrej Properties Ltd

Asmita Junnarkar CIO, Voltas Ltd

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— Neena Pahuja, CIO, Max HealthCare group

Sudhansu Karmokar General Manager, IT Meru Cab Company Pvt Ltd

Prakash K Paranjape CIO, Idea Cellular

Sanjeev Kumar Group CIO & Group President, Business Excellence, Adhunik Group of Industries

Sumant Kelkar Advisor, Essar Information Technology Ltd

JURY

“NEXT100 winners should stay focussed externally with strong internal fundamentals, working closely with business groups and articulating problems at a different abstraction level” —Subhashish Saha, CTO, Apeejay Surrendra Group

“Very few CIOs have grown to become business leaders. A profit and loss responsibility gives them opportunity to learn how to run a business, and I am happy doing the CIO role” —CR Narayanan, CIO, Tulip Telecom Ltd

of Next100 winners find Jury interaction around business and leadership skills to be excellent

—Jagat Pal Singh, CTO, Cybage Software Pvt Ltd

Suhas Mhaskar Senior General Manager, Corporate IT Mahindra Group

Rajesh Munjal Head, IT & Asst Vice President, Operations Carzonrent India

63.2%

“If I need to pick up just one thing, measurement of RoI should be made mandatory for each IT project. That will go a long way to inculcate thoughts of business first, rather than technology”

Vinay Mehta CIO, Escorts Construction Equipment Ltd

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SC Mittal Group CTO, IFFCO

C Mohan CTO, Reliance Life Insurance Company Ltd

Dr B Muthukumaran Head Operations & IT Security, SecureIQ

John Nadar Head, IT Tata Chemicals Ltd

CR Narayanan CIO, Tulip Telecom Ltd

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Venkatesh Natarajan Special Director, IT Ashok Leyland Ltd

Ratnakar Nemani CIO, Himatsingka Seide Ltd

JURY

“It is vital for Next100 winners to be grounded in the nitty-gritty of business, and not hesitate to dirty their hands” —TG Dhandapani, CIO, TVS Motor Company

“The journey for Next100 winners has begun and their future focus should be on proving their capability by accepting larger responsibilities” —Shailesh Joshi, AVP & Head, IT, Godrej Properties Ltd

“The process is extensive and objective...” Neena Pahuja CIO, Max HealthCare Group

VS Parthasarathy Group CIO, Exec Vice President, Finance & M&A Mahindra & Mahindra Ltd

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Vinay mehta, cio, escorts construction equipment ltd

Daya Prakash Head, IT LG Electronics India

Girish Rao Head, IT Marico Ltd

Subhasish Saha CTO, Apeejay Surrendra Group

Dhiren Savla CIO, Kuoni Travel Group

JURY

“Each CIO needs to re-orient towards business results and take the ownership on top line and bottom line results. It is observed that very few organisations have opted back for ‘internal charge back mechanisms’ and try to disown it” —Dr B Muthukumaran, Head, Operations & IT Security, SecureIQ

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Shantanu Singh Chauhan Director, New Initiatives ValueFirst Messaging

JURY FINDINGS The selection process was unbiased with tests taken by candidates, followed by interview conducted by two experienced CIOs

The candidate is expected to exhibit command skills, relish leading the team and take unpopular stand, if necessary

The Awards process is a well-thought-out process, nicely crafted, transparent, balanced and objective in nature

A future CIO must know how to run IT at the speed of business, so that the management sees the agility in IT

The ideal CIO candidate is the one who is inspiring, meets the commitments, a good people manager and the one who is able to handle adverse situations well, a good and sharp communicator

Unfortunately most IT managers are good at IT but do not know how to articulate the value of IT to the management

The first step to understanding a CIO’s role is to thoroughly analyse the pros and cons of business decisions taken by leaders in your organisation

Men attribute their success to themselves, and women attribute it to other external factors

Most of the nominees spoke only about their projects; business orientation is completely missing

Rajeev Seoni CIO, Ernst & Young Pvt Ltd

Vijay Sethi Vice President & CIO, Hero MotoCorp Ltd

Dheeraj Sinha Head, Corporate Management Services Apollo Tyres Ltd

Women face harder choices between professional success and personal fulfilment

A CIO plays a pivotal role in the organisation and s/he should be able to manoeuvre complex political situations effectively and quietly Hoping to see at least 10 per cent of the NEXT100 winners promoted to the next level

Shiva Shankar VP & Head, IT Infrastructure, Security, Ops & Engg, Reliance Tech Services

Jagat Pal Singh CTO, Cybage Software Pvt Ltd

Swaranjit S Soni Former CIO, Indian Oil Corporation

Sivaram Tadepalli Chief Advisor, IT, GMR Group

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HERE ARE THE WINNERS Deepak Gupta

Rajeev Agarwal

Kaustav Das

Manuhaar Agrawalla

Goutam Datta

Gyanendra Kumar Gupta

Deepak Gupta

Ravindra HS

Sandeep Gupta

Kapil Gupta Tarun Gupta

Sharat Airani

Harin Dave

Sandeep Jha

Ajit Awasare

Keyur Desai

Dipthi Karnad

Sanjay Deshmukh

Ashish Khanna

Joy Bagish

Manoj Bhat

Pradeep Chaudhary

Johnson Cherian

Vijay Choudhary

G P Singh Chugh

Yogesh Dhandharia

Suresh E

Manoj Kumar

Sushanta Kumar Lenka

Sreekanth Elkuri

Shiju George

Asad Joheb

Kamal Matta

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Aniket Kate

Suresh Khadakbhavi

Feroz Ahmad Khan

Pradeep Khanna

Prajwal Kumar

Prakash Kumar

Umesh Malhotra

Satish Mahajan

Kapil Mehrotra

Ajit Mishra

Samad Mohammed

Ranganathan N

Somasekhara Rao Gonuguntla

Ramkumar Mohan

SDPL Narayana

Makarand Joshi

Rajkumar Nair

Subhasis Nayak

Alagar RajNallasamy

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WINNERS

Manish Pal

Beena Nayar

Naresh Pathak

Shyamanta Phukon

C O Parmar

Archie Jackson

Hitender Kanwar

Farhan Khan

Shishir Khare

Nitin Parmar

Prasad Pudipeddi Dinesh Pote

Pitium auda con rehenihi

Adarsh R

Subha K Rudra

Manvendra Singh Rana

Anil Saini

Rupendra Sharma

Santosh Kurhade

Shobha Shetty

Udupi Arunkumar Shet

Suchit Malhotra

Berjes Shroff

Prashant Singh

Amit Mishra

Satyen Naik

Ajay Rana

S Saravanan

Vivek Sharma

Makarand Sawant

Avtar Singh

Dinesh Singh

Sanjay Pratap Singh

Jagdish Singh

Anuroop Sundd

Sanjay Kumar Srivastava

Gracekumar Rajendra

Dharmaraj Ramakrishnan

Dinesh Tandel

Kanaka Durga Bhavani Prasad Suravarapu

Balaranjith Thangakuanm

Sanjay TiwarI

Mangal Verma

Rajesh K Thanua

Sandeep Walia

Kishor Yadav

Rajnish K Wangoo

Ram Yadav

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EVENT

NEXT100 MOMENTS The NEXT100 Awards 2011 journey culminates at Jadhavgadh Fort, near Pune, on December 4 amid lots of fun, inspiration and celebration

The NEXT100 event venue, Jadhavgadh, Pune

NEXT100 awardees arrive in Pune and the journey begins with warm welcome as they board the bus to reach Four Points Sheraton, the stay

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EVENT

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Feel at Home: NEXT100 guests at the registration desk at Four Point Sheraton, Pune to have a pleasant stay Hospitality & Networking: NEXT 100 guests adding nutrional value, lunch at Four Points Sheraton and a place to network with the peers and share experiences

Technology at Work: Storming the mind. NEXT100 technology workshop at Four Points Sheraton

Attentive Audience: NEXT100 guests all ears to absorb varied technological insights of the technology workshop at Four Points

Quizzing time: Digging into the brains of NEXT100 with puzzles and brain teasers and return gifts

IT Next Editor N Geetha moderating the technology sessions at Four Points Sheraton

Engrossed audience: Technology workshop in progress at Four Points

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EVENT

AWARD NIGHT STARTS

Welcome time: Winners and Jury members get a royal reception at Jadhavgadh Fort United we stand: NEXT100 awardees pose for a joint photoshoot at the Fortâ&#x20AC;&#x2122;s entrance

Gateway to success: NEXT100 attendees passing through the special entrance Victory bugle: Winners being saluted in the majestic backdrop of Jadhavgadh Fort Sound & Light: The stage is all set for the NEXT100 winners for their big day

Spirit of Joy: The awards night gets off to a flying start with the release of colourful balloons

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EVENT

Jury watch: Members of the NEXT100 jury watching the awards function

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Winnersâ&#x20AC;&#x2122; table: NEXT100 winners all set for the big evening

Publisherâ&#x20AC;&#x2122;s podium: Vikas Gupta, Publisher, IT Next addressing the NEXT100 gathering Happy audience: NEXT100 winners are all smiles as their peers receive the awards

Glittering evening: Next100 partipants enjoying the starry night, while waiting for the ceremony to commence

The bigger reality: Pramath Raj Sinha, MD, 9.9 Media, delivering his keynote address

Winning shot 1: NEXT100 winners pose for a group photo with the MD of 9.9 Media

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All smiles: NEXT100 award winner receiving his trophy

EVENT

Feeling honoured: NEXT100 winners are a proud lot

Empowered: One of the lady winners in a field dominated by men

A wish fulfilled: For many winners it was a gratifying moment

Happy moments: The award symbolised achievement for IT managers

Jury power: CIOs who adjudged the awards process being felicitated

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EVENT

Winning shot 2: Second set of NEXT100 winners with their trophies

Winning shot 3: Another batch of NEXT100 winners pose for the camera

Winning shot 4: NEXT100 winners captured at their winning moment

Winning shot 5: Time for the fifth and final batch of NEXT100 winners to say cheese

Extending support: NEXT100 sponsors along with Vikas Gupta pose for a photograph

Process oriented: Group Editor R Giridhar elaborating the awards process

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On Site: A Tier IV Data Centre As Indian enterprises mature in their IT usage and continue to expand geographically, they look for a data centre or hosting partner who can ease them of their pain of managing the growing server and application sprawl. In this context, IT Next organised for the NEXT100 winners and jury members a visit to one of India’s largest data centres — the new Ctrl S facility at Navi Mumbai in Maharashtra. The visitors were given a guided tour of the 2,10,000 sq ft multistorey facility by trained staff from Ctrl S. This included a peek into the data centre’s energy supply, security procedures, cooling environment and rack areas. There was also an extensive Q&A session with P Sridhar Reddy, CMD of Ctrl S, during which he answered queries related to cloud computing, managed hosting related concerns.

Briefing Session: NEXT100 awardees being given an orientation about the Ctrl S data centre and its history

Entry: NEXT100 winners at the Ctrl S registration desk at Navi Mumbai

All ears: NEXT100 winners paying attention to data centre details

Taking stock: NEXT100 winner taking note of power supply in the DC

Arial view: NEXT100 awardees taking a larger view of the DC

DC tour: NEXT100 winners all set to tour the data centre facility

Hospitality : Elaborate lunch at the Ctrl S data centre facility

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IT Next Technology Awards 2011 The IT Next Technology awards seek to promote professional, expansive and ‘out-of-the-box’ thinking in IT management The IT Next Technology awards have been instituted by IT Next magazine to recognise individuals who have managed exceptional enterprise technology implementations or created innovative IT solutions for their enterprises. While the panorama of implementation in IT is quite vast, we have chosen six distinct categories for the tech awards: Data Connectivity & Collaboration; Infrastructure Management; Cloud Infrastructure; Data centre; Virtualisation; and Green IT. The application process for these technology awards was initiated along with the process for NEXT100 Awards, though the eligibility and criteria were different. Any IT manager who was involved in a technology implementation in one of the six categories in an enterprise could fill up the nomination form. However, the form had to be endorsed by one of these executives: CIO/Head of IT, CFO/ Finance Head, President or MD/CEO of the organisation. The key focus was around: project objectives, business objectives and technical objectives; project budget and beneficiaries; solution/project details; business/ technical challenges; and specific benefits; team members involved and role of the person filling up the form; and learnings from the project; among others. One winner from each category among the shortlisted applications was chosen by an editorial panel, which judged them on impact, authenticity and differentiation.

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Data Connectivity & Collaboration Award Winner: Ilango Nadar, Dy General Manager, Aditya Birla Group

Ilango Nadar from Aditya Birla Group receiving the tech award

The Data Connectivity & Collaboration Award was given to Ilango Nadar of Aditya Birla Group for achieving the company’s business and technical objectives within a short time-frame. As Project Manager, Nadar was instrumental in the Group’s building a robust, scalable and resilient international network infrastructure connecting business locations in Thailand to PR site (Mumbai) and DR site (Hyderabad) over MPLS technology for accessing business applications such as video conferencing, SAP, email, etc.

Infrastructure Management Award Winner: Kiran Belsekar, Chief Manager, IT Infrastructure & Information Security Officer, IndiaFirst Life Insurance Company Ltd

Kiran Belsekar from IndiaFirst Life Insurance receiving tech trophy

Kiran Belsekar won this award for IndiaFirst as the evaluator and architect of the solution. IndiaFirst now has an established process management platform that allows the business to launch any new process within a day or two and to incorporate any process change within three to four hours. Besides, significant savings in the cost, the solution has allowed the firm software and hardware flexibility, and ensured reliability.

| cover story

Cloud Infrastructure Award Winner: Suresh Kumar Raghava, Sr Manager, IT, Essel Propack Ltd

Suresh Kumar Raghava from Essel Propack receiving tech award

The company implemented its disaster recovery site in a private cloud model using Ctrl S as the service provider. The estimated cost saving from going for the cloud model as opposed to owning its infrastructure was Rs 190 lakh. The company is arguably the first one to have all SAP system landscape (SAP development, QA and production) on a DR site. Raghava was the main project lead for end-to-end coordination with Ctrl S on this project.

Virtualisation Award Winner: Raghubir Singh, GM, Usha International

Vijay Mishra from Taj Hotels receiving on behalf of Asad Joheb

Raghubir Singh from Usha International receiving the tech award

To address the challenges of managing a cluttered server room with 25 machines running various applications (including several modules of SAP), Usha International embarked on a server consolidation initiative through virtualisation and achieved benefits: fewer servers to manage, real-time response to changing business needs, on-demand computing model, sharing of computing resources to improve utilisation, high availability, better performance and reduced TCO. The company used a phased approach.

Data centre Award Green IT Award

Winner: Asad Joheb, Data centre Manager, Taj Group of Hotels (IHCL) The Taj data centre was renovated, relocated and expanded in 2009 to fulfil the criteria of a Tier-3 data centre with an average recorded 99.6 per cent availability. Among the prime drivers for the renovation was the experience of the 26/11 terror attack. Though the attack could not affect the data centre and it was operating at full swing during and after the attack. Today, the data centre maintains a fullscale DR centre a thousand kilometres away in a different seismic zone. The DC caters as the centralised tech-hub as per IHCLâ&#x20AC;&#x2122;s enterprise architecture.

Winner: Amit Bhide, Sr Manager, IT, HDFC Life Insurance Co Ltd

Amit Bhide from HDFC Life Insurance receiving the tech trophy

The insurance company engaged Wipro, which deployed a power management tool on about 7,000 desktops and 2,000 laptops over a three-month period remotely which optimised the power consumption of the machines by several power-saving algorithms. Bhide and the IT department created awareness among users to have the practice of putting their IT assets to power-off mode when they are away from their desk. The tool was run as a Windows service on the desktop which saw 50 pc savings.

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Technology Workshop IT Next’s initiative to conduct case study based technology workshops across three cities proved beneficial to the IT managers as they sought answers to many of their technology challenges

IT Next’s NEXT100 Awards programme had so many interesting components that it was an effort to involve the NEXT100 participants in a single one. A pre-event technology workshop, with a case study based approach to share real insights into the implementation process and find the right solutions to their real time challenges, proved to be an absorbing programme. The technology workshops focussed on various topics with the respective vendors throwing up interesting case studies at the IT managers. The three-city workshop held across Mumbai, Delhi and Bangalore, enveloped subjects like Data Centre, IT Virtualisation, Green IT, Cloud Infrastructure, Infrastructure Management and Data Connectivity & Collaboration, and was conducted by Tulip, HP, EMC, Schneider Digisol and Tata Teleservices Ltd, respectively.

Speakers from Raritan at the technology workshop addressing the IT managers’ challenges around Green IT projects and providing suitable solutions

Satish Vishwanathan, Associate VP, Tulip Telecom, addressing DC concerns Amit Sawant, Sr Manager, Product Mgt, Digisol, on Infrastructure Management

Nirmal De, General Manager, Tulip Telecom, at the technology workshop taking the audience through the data centre solutions framework

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| cover story EMC conducting workshop around Cloud Infrastructure and addressing IT managersâ&#x20AC;&#x2122; concerns and suggesting possible solutions around Cloud environment

Deepak Bhardwaj, Solutions Architect, HP PSG, on virtualisation solution benefits

Durai Singh, Business Dev Manager, HP, on virtualisation scenario in new and emerging markets

Tata Teleservices discussing Data Connectivity & Collaboration concerns

Shalab Mohan Daya, Sr Manager, TTSL working out effective solutions around Data Connectivity

Rajat Mehta, Country Manager, Emerging Business Unit, HP, on IT virtualisation challenges/benefits

Srikant Telherkar, GM, Schneider Electric, conducting Infrastructure Management workshop

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cover story |

NEXT100 Awards 2010 WINNERS SPEAK OUT NEXT100 Awards 2010 winners have been taking professional strides in the right direction and attribute their success to the Award. They advise the current winners to stay focussed in order to achieve success The NEXT100 Awards 2011, the second edition of the NEXT100 Awards, was an intensive process spread out over sixmonths, involving rigorous processes to identify India’s senior IT managers with skills, talent and spirit to take on the role of a CIO.

IT Next embarked on a journey to bring to its esteemed readers the highlights of the NEXT100 Awards 2011, and also provide insights into the various steps to winning the coveted award. But more importantly, IT Next tries to delve into the journey of NEXT100

2010 winners through a survey and understand as to how winning the NEXT100 Award made a difference to their professional life. “Some of the biggest apprehensions and concerns about the current job have been lack of opportunities for growth.”

“The selection parameters for the NEXT100 2010 awards could have been much better with personal interaction, while actually highlighting every individual’s strong point” — DHananjay Rokde, Global Head, IS, Cox & Kings Ltd

“Some of the biggest apprehensions and concerns about the current job have been lack of opportunities for growth, office politics, and lack of planning across various groups” — Rajnil Pangerkar, Manager, IT, Tata Consulting Engineers Ltd

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“If I had the chance to include a parameter for NEXT100 award,I would recommend an Idea Workshop” — Sachin Arora, Head, Data centre, Videocon D2H

| cover story Has there been any change in your job role after winning the NEXT100 award?

32.5 40 22.5

How close are you to becoming a CIO?

33.5

I have taken a much bigger job role My job role is a little bigger now

My job role is the same/ unchanged I have a different job role/ department

Rating the NEXT100 Awards Selection Process

Achieved (or less than 12 months) Certain (from 36 to 60 months)

17.5

2.5

7.5

Very close (from 12 to 36 months) Long way (more than 5 years)

Excellent

41 5 Good

Fair

Unlikely

“My advice to NEXT100 2011 winners is to stay focussed, as it is the first step to three golden letters – CIO” — Vishal Anand Gupta, Dy Manager, Systems, The Calcutta Medical Research

50.5 59.5

per cent of the NEXT100 winners’ biggest apprehension is lack of opportunities for growth

per cent get motivated with greater work responsibilities

“I recommend my IT Managers to apply for the NEXT100 Awards, as it is the only platform which recognises talent”

— Pritam D Gautam, Addl GM, ICT, DSC Ltd

APPRECIATE YOUR SUPPORT PRINCIPAL PARTNERS

Technology Award partnerS

SUPPORTING PARTNERS

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insight | Tech Analysis: Compliance

Reduci of “Do not depend on a single product. Instead, use trends, data and comparisons presented by research reports as a supporting guideline, but never make it a Bible,”

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photo by: photos .co m

n many ways, compliance is the new security. It’s a and risk management, and as the attention given to specific hot-button topic, it isn’t going away anytime soon, concerns will ebb and flow over time, so will the demands and there are loads of consultants and vendors try- placed on IT. ing to make a buck off misunderstandings as well It is also important to remember that compliance is not as actual needs. just a matter of hitting one set of marks. Depending on the But, how big a problem compliance represents nature of one’s business, location and structure, there may be for IT is altogether a different matter. That’s because multiple layers of requirements that have to be met. IT is a discipline that rewards best practices in the Nevertheless, said Gartner Vice President and Fellow first place. “What to do” is pretty well understood, French Caldwell, the reality is that by the point at which while “how to do it” is what is debated. these areas affect IT, they tend to harmonise with one another Because good IT practitioners are willing to put in a little instead of clashing. As an example, he pointed to privacy extra effort to document and verify processes and tasks, laws, noting that even with the diversity of cultures and they may assume that everything is jurisdictions, these laws “all follow fine until someone says otherwise. a common set of principles from That’s not necessarily the case, as I which you can derive a standard set remember from my first audits as an of controls.” IT manager. This extends into other areas as Compliance — and its relationship well, and the result is beneficial for to governance and risk management both IT and the business as a whole. is better defined today than ever That’s because in rationalising before, both for the business as a controls, one is reducing the audit whole and for IT in particular. surface. Caldwell claimed, “When Governance, risk management organisations get serious about and compliance are often summed up compliance, they can “reduce the under the GRC acronym. It is a useful number of controls by about 30 per umbrella term because the three areas cent.” This means that they have that are closely related, and their interests much less to audit and maintain, intersect and overlap. The simple fact and are reducing the actual cost of — Dhananajay C Rodke, is that compliance models are driven compliance by eliminating the overlap Independent Consultant on Information by the requirements of governance between various compliance schemes. Security.

Tech Analysis: Compliance | insight

ng Compliance Reconciling multiple regulatory schemes doesn’t have to be as painful as it would seem, but is virtualisation helping or not? By P J C o n n o l ly

of vendors who offer ways to automate the implementation and verification of required practices. Caldwell argues that the main benefit of enterprise-class GRC management tools is their enablement of this kind of rationalisation of controls. As he puts it, “You’ve got to get them off of spreadsheets and email, and onto a common set of records.” Some of the best of these tools, whether as standalone packages or integrated with larger enterprise management software, are based on the Unified Compliance Framework (UCF), a joint venture of the Latham & Watkins law firm and the Network Frontiers consultancy. The UCF is based on the analysis of reduction in security conwhat are called ‘authority documents’ in trols with compliance the form of audit guidelines, contractual

One question that comes up is how IT compliance relates to the overall enterprise compliance effort. Chris McClean, a senior analyst at Forrester Research, believes “it’s helpful to have them coordinated” in terms of remediation workflow, reporting and even basic terminology, “there are so many different elements of IT risk versus enterprise risk with compliance — that you need those subject matter experts to be within those different groups.” In contrast, Caldwell of Gartner sees “an enterprise compliance programme and IT playing several roles within that programme.”

Compliance in a Box? Although IT compliance isn’t something one can simply buy, there are a number

30%

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insight | Tech Analysis: Compliance obligations, laws, standards, and similar instructions or mandates. According to the venture’s website, more than 700 of these documents have been distilled into the current version of the framework. They include the biggest names in compliance and governance frameworks, such as ISO9000, ITIL, SixSigma, and Carnegie-Mellon’s behemoth Operationally Critical Threat, Asset and Vulnerability Evaluation (OCTAVE), as well as another dozen or more major contributors to the discipline, including national and international standards and professional practices. An obvious advantage of any canned compliance solution when compared with the home-grown approach is that in the former case, the heavy lifting required to reconcile seemingly contradictory requirements is already done. The downside, as Caldwell pointed out, is that providers might not respond as quickly to changes in regulations as one might need. After all, “My software didn’t tell me this was wrong” is only a slight improvement over “The dog ate my homework”. Of course, any supplied compliance management system is going to require some tweaking to meet local requirements or implement recent changes in regulations. Fortunately, IT compliance tools may not be as much of a burden to deploy as one might think. Compliance tools that use the UC Fasa foundation can take the form of a managed software-as-a-service (SaaS) deployment as well as standalone software. For organisations invested in an existing enterprise management system, Caldwell said, the tools may simply take the form of an add-on. “It used to be that you didn’t have any choice but to put the pieces together,” he added, “but we now see the large ERP vendors like SAP and Oracle and some of the business analytics.” French Caldwell of Gartner believes that IBM might be the first to close the gap between tools that enable enterprise-wide compliance and those focussed on IT compliance. Vendors like IBM and SAS trying to provide one-stop shopping.”

Challenges for IT Yet enterprise suites don’t do a very good job of addressing some of the most important measurements of compliance. “Where they fall short is in monitoring IT infrastructure,” Caldwell pointed out. “They can monitor IT at the application level …but as far as automated monitoring of server configuration controls (and) vulnerability is concerned, they don’t have that capability.” The drive for compliance is taking place at the same time that businesses are finishing the most dramatic shifting IT has seen since the shift to client-server processing. Virtualisation may simplify physical infrastructure by offering host consolidation and improved manageability, of complexity to determining whether a given system is in compliance. So-called compliance tools for virtualisation are for now more about configuration compliance than anything else. They aren’t any more capable of examining how a virtualised machines and its software are being used than a hardware

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Best Compliance practices CIOs and IT Managers for decades have struggled to define information technology as more than a cost centre, a necessary evil, or administrative overhead In order to sustain ISO 9000 compliance, several companies have successfully implemented the following practices within their environment: Ensure that documentation of key operating procedures stays accurate by implementing strict change control procedures Ensure that no process can be changed without documentation change control Collect continuous improvement ideas, seek appropriate review and ensure any changes to a process go through change control Audit existing processes on a regular basis Identify and track any material or process non-conformance from any audit or inspection, formulate and implement corrective actions and ensure that the corrective action has resolved the issue Provide visibility to management and stakeholders Such practices have become completely embedded inside the daily work activities of employees in every organisation. Most companies have implemented compliance software to ensure document management/change control and to streamline the audit management, issue tracking, closed loop corrective action deployment and management reporting processes. As a result, the cost of sustaining ISO 9000 compliance has reduced further. Source: MetricStream

manufacturer’s server management tools are. We are still a few years away from packages that can look at application-level compliance and hardware-level compliance with equal grace, Caldwell said. “IBM is probably the closest to closing that gap,” he added, thanks to its in-house experience with systems management through its Tivoli line. In essence, the answer to the question, “How do we get compliant?” has to be answered with another question: “How do you use IT?” On one hand, if you’re on the edge of the technology curve and an early adopter of new technologies, there’s a decent chance that you have your work cut out for you. On the other, if your organisation makes use of welldeveloped ecosystems —such as what one sees in a mature ERP deployment — you can expect to find the hooks needed to implement a compliance tool designed to mesh with the rest of the software stack. ´ P J Connolly, Senior Analyst, eWEEK Labs

insight | mule network

N M et u w le or k

s e k a T to Innovative Frauds

ecurity fraud and operations are becoming more organised, and carried out with meticulous strategy. The term “mule network” comprises the mules, who are often junkies, and other accomplices of the “mule-herder” interested in making a quick buck. However, fraudsters are increasingly able to streamline the process of recruiting and controlling mules with an astounding success rate, while overcoming the biggest barrier of the mule-herders, i.e., location.

Fraud Categories Every fraud operation can be split into two parts: obtaining credentials and “cashout”. In the former, fraudsters use various tools and methods, such

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as phishing, vishing and malware, to obtain information about their victims. In the latter, fraudsters monetise the stolen data, or in other words, they perform a “cashout”. There are various forms of cashout, depending on the type of credentials the fraudsters have in their possession (and that, in turn, is derived from the type of tool or method used to obtain them in the former stage). Cashing out credit cards stolen from a hacked online merchant, a “shopadmin” in fraudster terminology, is usually done by ordering items online and later selling them off. Online banking credentials, on the other hand, would be usually cashed out through a money transfer to another account. In both cases, and most other types of cashout, the fraudster would need an

mule network | insight

New methods of fraud that increasingly leverage CRM applications are the latest trend with mule networkers By Idan Aha ro n i

online account or a real-world shipping address in his possession. These are usually obtained by mules. In the past, fraudsters who controlled mules mostly recruited them in the real world. Unlike the hackers, who could sit

1 billion internet users by 2013 accessing mobile devices from smartphones to tablet PCs, creating more opportunities for cybercriminals to steal data --IDC

on the opposite side of the planet, muleherders had no such luxury. The presentday mule-herders have no specific location and are geographically spread, sitting anywhere, and have the capability to crack the formula of recruiting and herding mules online. A single muleherder can run multiple mule operations, each focussing on a different country and language. If in the past most mules were accomplices, now they are mostly unwitting mules — regular Joes who are scammed into being mules and are not necessarily less innocent than the actual victims of the frauds.

Mule Formation Just like any other type of scam, mule recruitment can be executed with various levels of sophistication. They all share a common trait, however. Recruiters all approach job-seekers with a cover story of being a legitimate company searching for “work-fromhome” employees, who come across the recipient’s CV and express interest in recruiting the person. The least sophisticated type of mule recruitment is done exclusively via e-mail. Similar to a Nigerian fraud, individuals receive an email from ‘company X’ describing the usual shtick, without forgetting, of course, to mention the wage that they offer in an attempt to lure the recipient. The email then simply asks the recipient to reply to the message and send his or her personal information. Operations that are more sophisticated contain a link to a website of the fake company, appearing much more convincing as a legitimate employer. In some operations, long, legitimate-looking employment contracts are sent to the mules during the “recruitment process”.

Leveraging Customer Applications Interestingly, most sophisticated mule recruitment operations have full-

fledged CRM systems used to keep track and manage “employees” and the status of their work. These incredibly sophisticated systems allow the mule-herders to go over the details of the individuals who replied, track items or funds sent to the mules and communicate with them through a messaging service. Operations with this level of sophistication are more common than you would think — so common that some underground vendors make their living exclusively by offering this type of platform to their nefarious buyers.

Advanced Mules If, at the beginning, mule-herders recruit only “traditional” mules online (those who intercept items bought with stolen credit cards or money sent through a wire transfer), over time fraudsters learn how to recruit mules for other ventures. These mules, who were traditionally accomplices of the fraudster, walk into bricks-and-mortar merchants with fake plastic cards encoded with stolen credit card information. They purchase high-value items, re-encode the data of another stolen card and then go “hit” other merchants. Today, unwitting mules are recruited specifically for that task, believing they scored a “mystery shopping” position in a company evaluating retailer employees. They go into retail stores with a fake card that was sent to them by the mule-herder and purchase an item they were told in advance to buy. These “mystery shoppers” don’t get to keep the items they bought for evaluation, though. They of course must send the merchandise and the credit card back to their employer (the mule-herder), with the promise that their expenses will be added to a promised pay-cheque. To completely pull the wool over the mule’s eyes, he or she is then requested to complete a detailed survey of the shopping experience at the retail outlet. The charade continues

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insight | mule network for an entire month, during which the mule receives different fake cards for every purchase. Then, when it’s time to receive the paycheque for his or her hard work, the boss suddenly stops replying to any emails and disappears. The mule-herder has already moved on to another mule. Through their websites, multiple legitimate service providers offer individuals the chance to apply for a job and perform it from home, much like the mule-recruitment frauds. Some of them offer positions that would fit well into the fraud ecosystem, such as an over-the-phone “mystery shopper” service. These services use independent workers who register online to call businesses and evaluate the level of customer service administered. As fraudsters operate “by-fraudsters forfraudster” call centres, it is only a matter of time until we see them recruiting mules for these positions as well.

Safeguarding Against Mules As quickly as consumers become familiar with the threats they face and change their online behaviour, the criminals who seek to steal personal and financial information also change their tactics. Consumer education and awareness is one of the first lines of defence in the ongoing battle against online crime.

“Most sophisticated mule recruitment operations have full-fledged CRM systems used to keep track and manage “employees” and the status of their work” Idan Aharoni, Head, Cyber Intelligence for FraudAction Intelligence, RSA The year 2010 marked the beginning of several new threats and an increased level of sophistication in the attacks witnessed around the globe. Firewalls and anti-virus can keep malware at bay, but how does one safeguard classified corporate data from being siphoned out of the company and falling into the wrong hands? Is there a way to systematically reduce the risk exposure to the “insider threat”? It is interesting to note that most incidents

Mule Glossary ule network: comprises the mules who are often junkies and other M accomplices Fraud operation parts: obtaining credentials and cashout hopadmin: cashing out credit cards stolen from a hacked online S merchant Phishing, vishing and malware to obtain information Monetise the stolen data, or perform a “cashout” resent day mule herders have no specific location and are geographP ically spread, sitting anywhere on the planet ules have the capability to crack the formula of recruiting and herdM ing mules online

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of sensitive corporate data-leaks happen unintentionally, either because of lack of awareness at the employee’s end, or a careless mistake that the security infrastructure of the organisation was unable to detect and tackle. While organisations lean towards allowing access to social websites etc. within the organisation, they also need to implement a holistic security strategy which is information-centric and which encompasses all aspects of security. If an enterprise can govern the access of information only to the right employees, loss of data from within the organisation or by the attackers getting into the network could be minimised. IT heads across several verticals are today looking for integrated solutions to minimise the window of vulnerability through layered security structures. They are moving towards a built-in approach; allowing each security component to understand what is happening in other areas and giving a consolidated view of each environment, thereby allowing a correlation of activities and events, while also managing compliance. Idan Aharoni, Head, Cyber Intelligence for FraudAction Intelligence, RSA

Business Intelligence

the big

Intelligence for Business Efficiency EXPERT PANEL

Suresh A Shanmugam Head, Bu siness IT Solutions, M&M Financial Services

The Situation...

C ut it from he re

How will Amit Khanna deal with business expansion along with its growing complexity, and streamline business processes to increase efficiency? The company’s significant business growth and expansion plans have put a lot of pressure on Khanna, Senior IT manager of a large manufacturing company. As the business expands there is more unstructured data flowing down and streamlining it has becomes a huge task for Khanna. The situation has provoked Khanna to look for a technology or tool, which could help generate and schedule reports for the management to track performance and do careful monitoring of the business. However, Khanna’s immediate need is to look at tools that convert unstructured data into structured one. This would help in analysing business, improve data collection and performance and meet future targets. Now, the challenge for Khanna is to look at a tool, which would provide the ultimate key to runYour responses count. Log on to www.itnext.in/bigQ to submit your replies. The best entry will be published in the next print edition.

Ratnakar Nemani, CIO, Head,IT Projects Wing, VST Indu stries Ltd

Ka ranbi r Singh, VP, IT & CIO, BS ES (JV of Reliance Infrastruc ture Ltd)

ning a performance-oriented organisation. Besides, the requirement of the top management is to have a clear view of company performance, identify weaknesses and strengths, measure performance periodically, understand market pulse, competition performance and many other crucial inputs. all under a single framework. Khanna’s challenge is to find that single right technology, which can fulfill all the needs. He earlier sought suggestions from his peer groups and on various social media platforms on the right solution to his problem. Many came up with the idea of Business Intelligence (BI) tools, which could meet Khanna’s requirements. While he is excited at the idea of what BI can do, Khanna is sceptical about his management’s approval as the technology is still nascent. He is also confused as to which tool to go in for and the features that he needs to look into that would measure up to his business needs, given that the market is flooded with numerous software, each vendor vouching to have the best. He is concerned about BI’s business benefits.

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the big q

the big questions... Do you think BI is an ideal solution for Amit Khanna and what kind of

? ?

features should he look for immediately?

What kind of business and technology benefits can Khanna expect to see by deploying BI solutions and are there any RoIs and TCO that he should think of?

Here are the answers... HAVE YOUR INVESTMENT PRIORITIES FIRST ANSWER

Suresh A Shanmugam Head, Business IT Solutions (BITS), Mahindra & Mahindra Financial Services Ltd About me: With over 21 years of experience in IT and Information systems, bringing innovations during tough times is the top priority

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Amit Khanna has to list out his priorities in terms of the investment, be it with regard to ERP, CRM, HRMS, SCM applications and so on. The key aspects that he needs to take stock of would be: M anaging information, which is the key for business growth to increase efficiency. I ncreased competition due to globalisation that resulted in the need to make effective and faster decision-making across various groups. B usiness optimisation can be effectively achieved by making data analysis possible at all levels. He has to ensure a single view representation and analysis of enterprise to enable smart decisions. BI will answer some of Khanna’s needs in terms of analysing and comparing historical data and enable him to provide right information at the right time which is a vital element. Since BI is the art of knowing and gaining the business advantage from data, he can stretch it to marketing, gain competition insights, customer retention, inventory control, financial modelling, and even in national security. Khanna can go in for BI solutions which will help him achieve ad hoc reporting requirement and do the analysis on this existing data. The features will enable him to monitor results of change and maximise his information assets for strategic advantage over his competitors.

second Answer Business Intelligence (BI) matters a lot to Khanna as it helps him in monitoring his efforts to increase his company’s growth, constrain costs and improve the bottom line. Without it, it is virtually impossible to review his employees’ current performance, examine its past business performance and forecast future trends. BI will help him provide accurate view of cost liabilities risks and understand customer buying patterns. It will address his compliance and governance related challenges as well. Khanna has to work out appropriate cost structure around BI which can leverage investments around CRM, SCM and ERP. The advice for him is that he should not spend time in searching for data, reconciling the data from various systems and debating whose numbers is always correct, customer buying patterns, supplier cost-effectiveness, etc. BI can bring visibility at a granular level and help in linking different aspects together. Financial reports from spreadsheets can show expenditure and commitments against cost centre codre. It is important to be able to drill into the figures, and find the source around the expenditure. The idea behind going in for BI is to drive profitability, revenue generation and cost reduction.

the big q

ANALYSE THE ROOT OF THE PROBLEM FIRST ANSWER Khanna’s primary task should be to get to the root of the problem and analyse issues around increased data complexity, streamlining business process, expansion needs and so on, which have a cascading effect on the overall business itself. Besides, scepticism around investments from the top management cannot be ignored. Possible solutions that he needs to look out for are those, which have the ability to convert unstructured data into a structured one, analyse business needs, modular and ability to integrate, solution that can measure company’s performance and so on in a single framework. He needs to take a parallel approach to analyse his team’s power and skills in implementing technologies which can bring in some standards and have sufficient networking to see that the data is sourced from all sources. While BI is not a complete solution to the problem, it will definitely help Khanna structure the data to drive efficiency in the process. It is desirable to process information effectively to minimise the growth of unstructured data and then take a streamlined approach to work out a project plant around BI deployment.

Ratnakar Nemani CIO, Head, IT Projects Wing, VST Industries Limited About me: Have nearly two decades of experience in IT, finance, marketing and human resources and as a result brought in several technological innovations within the group

Second Answer Formation of dashboards with BI is possible where the unstructured and structured of mass data is converted into accurate, current, relevant and meaningful data as a truth of single version to all CXOs and line managers. This will improve productivity and increase the effectiveness of business decisions and process changes in the present dynamic business environments. Balanced scorecard is made possible with BI, which will help in providing a holistic view of performance at every stage in an organisation, besides providing sensitive analysis to the decision-makers about both strategic and tactical activities and impact of these activities on business success. Reporting and alerts, monitoring KPIs is a major advantage of BI, besides enabling forecasting and predictive analysis. It will help in optimising working capital, improving customer services and allow him to leverage dependable techniques to budgeting and planning on a short-term and long-term basis.

ge Stora

2011 New or Increased Deployments Deployments around Business Analytics looks to be higher as against KPI, Enterprise social networking, Collaboration applications in 2011 5%

4% 4%

11%

14%

At a very strong level At a strong level

17%

10%

12%

Business Analytics

Knowledge Management

15%

Enterprise Social Networking

At a moderate level

North American organisations with 100 or more employees. 13%

Collaboration Applications

s ource: Bas elin e’s st udy of th e To p Tre nds in 2011 (November 2010)

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the big q

MAKe a Blueprint of the process FIRST ANSWER The right solution for Khanna amidst such a backdrop would be a suitable BI tool, which is agile, flexible, scalable and user-friendly, and can easily integrate with the existing ERP and database. There are several BI tools available around open source, On-demand BI, legacy BI framework and dynamic web-based commercial BI tools. While there is confusion prevailing, Khanna needs to chalk out a detailed blueprint of the end-to-end processes that can be tracked along the way.

Second Answer

Karanbir Singh VP & CIO, BSES (A JV of Reliance Infrastructure Ltd formerly Reliance Energy Ltd) About me: Technical expertise combined with business insights

The benefits from BI are both tangible and intangible in nature, which drive business competitiveness by accelerating responsiveness to a situation. The biggest benefit is to drive confidence across all groups by unleashing hidden potential of the market opportunity. BI is also easy to use and navigate, while there may be certain adaptability issues if not configured in the right manner. BI tools are powerful and interactive and offer good visualisation capabilities such as heat and GIs maps, animated charts and graphs intuitive OLAP analysis and so on. It is definitely modular in nature that will help Khanna plan for his future needs based on the data and operational growth. BI will add value to the organisation by enabling it to reach its strategic goals faster and more efficiently by making data easily available, processed, understood and actual concern in a BI are around upfront costs. i.e., implementation running, maintenance, licensing and upgrade costs.

Notes NOTEs

More Resources 64

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Virtual Storage Platform anniversary: http://blogs.hds.com/hu/2011/09/happy-birthday-vsp.html How to avoid information overload: http://marksblog.emc.com/2011/09/episode-108-.html

update f

open Debate

book For you

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

Is IT still perceived to be a cost centre ?

DINESH SINGH CHIEF TECHNOLOGY OFFICER, SJM TECHNOLOGIES

BERJES ERIC SHROFF SENIOR MANAGER, IT, TATA SERVICES LTD

Like all other service departments, IT is also perceived as a cost centre, till the time there is no internal billing. While IT department may not generate direct revenues, it helps in saving on the spending that a company makes on various business related infrastructure. However, there is a change observed, as some organisations have started treating IT as a separate entity. The internal SLAs are clearly defined and interdepartmental costing for services offered. There are healthy negotiations on costing, while appreciating the efforts.

Many organisations, even today, perceive IT to be a cost centre and the debate is on. From an accounting perspective, IT will always be viewed as a cost centre and one cannot do much to change that. It is the responsibility of the IT head to change the perception, and this is a major challenge, and convincing department heads on this is a task in itself. Aligning IT with business strategy is absolutely essential, if the change is required. IT investments have been viewed as a ‘black hole’, in which money is invested, but nothing seems to come out of it.

BLV RAO VP, GLOBAL IT, INFOTECH LTD IT as a cost centre is contextual and depends on style, markets, leadership, and structure of an organisation. If the organisation is on a growth momentum, IT takes proactive measures, which is then perceived as a key differentiator or an enabler. In case of operations, IT can be either a value creator or a corner function as the focus is around controlling costs, enabling functions/business efficiency which matters most to bottom line. However, the perspective is changing and positively inclined amongst large enterprises across IT, ITES, BPO, BFSI, retail, telecom, engineering and SMBs.

The Progress Principle Title: The Progress Principle Author: Teresa Amabile, Steven Kramer Publisher: Harvard Business School Press Pages: 292 Price: Rs 795

After chewing over myriad diaries of people’s daily lives at work, Teresa Amabile and Steven Kramer have reached the conclusion that an employee derives satisfaction from his job only when he feels that he is making progress. So, if you are leading an organisation, and you wish your staff to be filled with positive energy, you have to help them develop the feeling that they are making progress in life, even as they perform their duties at the workplace. As long as workers experience their labour as meaningful, progress is often followed by joy and excitement about the work. The book makes its point through a lot of examples from the workplace experiences of real people. The research encompasses the confluence of emotions, perceptions and motivations that people experience as they react to events at work. Work is not merely about business, it is deeply personal to the people who are actually doing it. IT NEXT VERDICT Replete with examples from daily diary entries, this is a pioneering work on employee engagement.

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

Star Value:

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interview | Chuck Hollis

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Chuck Hollis | interview

Internal IT should be competitive Chuck Hollis, VP & Global Marketing CTO, EMC Corp, is constantly looking for those IT leaders who can move the needle for business. Hollis spoke to Sanjay Gupta about big data, social media, analytics and the service-driven model of IT, which is paving the way for new capabilities How is the emergence of big data and social media changing the role of IT leaders? First, IT leaders need to understand that this is not your father’s data warehouse — you are taking data from multiple sources, social feeds, etc., and you are mashing it up for insights. Today every industry — be it retail, telecom, or whatever — is powered by business analytics. The change should be seen as a partnership between the IT people who generate data and the business users who are actually going to consume data. There is also a movement to socially enable the enterprise: the theory here is that there is a new way of working, so IT can play a role in creating a platform for collaboration in a social model. I know 30-40 IT managers who make their living from socially enabling their enterprises. Have you seen any examples

of this social enablement in Indian companies? Not so much in India. I think it is a cultural thing — sharing information. Somehow, I do not see it that much in Asia. Let me give you our own example. At EMC if you look at the history of our social media usage, there was strategy, there was platform and the skill sets. In addition, for every business process in the company — be it how products are created, how people serve customers and how problems are solved — social media appears. This is changing the way our company works, as it is about mobile enabling the workforce, socialising proficiency, building collaboration... We are not just talking about putting Windows on the screen; we are talking about really mobilising our workforce. Another important thing is customer engagement — new platforms, new media, new ways of pulling in customers

or talking to them and keeping them engaged. It could be a cool website or a downloadable app, but we are seeing more and more IT managers getting interested in providing these interfaces between businesses and customers. In addition, none of this would have been possible without building a responsive IT organisation. Therefore, my view is that it all depends on the competitiveness of the industry and the culture of the company.

How do you differentiate between IT leaders in small as compared to large organisations? Usually I find that the IT leaders in smaller organisations take quick decisions, while in large organisations decision-making is a long process. So it is a challenge for a company like ours as to how do we get them (large firm IT heads) to move faster. So one way we do this is by calling them

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interview | Chuck Hollis agents of change and constantly asking them how they are building new things on top of their legacy, how they are bringing in new processes and new efficiencies, and how they are doing things “the new way” as processes start to mature. Typically, in a large IT organisation you find the classic storm: new business strategy, change of leadership and new technology itself. So the question is, how do you get them to move very fast to adapt to those changes? However, smart companies can move very fast. Some of the most innovative stuff comes out of midsize companies.

Have you seen any backmigrations in outsourcing, wherein companies that initially outsourced certain IT tasks want to bring them back in-house? Oh, it happens all the time. Moreover, usually it happens in a bad way. Like the classic movie: big company, big project, IT people cannot move quickly enough. Therefore, business decides to take the project outside for some time. When that period is over, the IT organisation has to really scramble it to bring it back. However, I would say, these are not ideal situations, as they represent the lack of competitiveness of the IT organisation in the first place. The difference between the new, smart IT guys and the old ones, is that the new guys know they must keep IT users as happy customers. With regard to the new IT guys, since they must be proactive to demonstrate their value to business, do you think the business users feel irked or threatened by their growing interference?

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I have seen both kinds of situations. Four years ago, we had the ‘old IT’. Everything was a project, meetings, the works...and it used to take a whole lot of time. Then one day when business took some work outside, some of them complained: “You can’t do this!” And the response they got was: “Watch me!” (Here, Hollis takes out his credit card and flashes it triumphantly for a while.) Therefore, over time, the IT organisation realised that the business mindset had changed and they were competing for IT projects. Business said, “I can give it to you or I can give it to somebody else — though I’d like to give it to you!” Obviously, the internal IT guys have an advantage because they know the company’s business

“The difference between the new, smart IT guys and the old ones, is that the new guys know they must keep IT users as happy customers” and they are trusted. However, for every external offer, the internal IT had to make it competitive and more valuable.

How has the user experience of corporate employees changed in the new model of IT? In the old model, an IT user in an organisation had to track down the IT person for a particular service and it was up to them to get the needed service from that person. In the new model, the IT

Chuck Hollis | interview

services are available to the users as some sort of catalogue from which they can choose what they want. What’s more, there could even be a pricing mechanism for those services. Another thing that is happening is that the IT users are getting very literate, very sophisticated in how they consume IT. Therefore, the need for the IT department to be competitive today is more than ever. IT leaders need to think about getting their organisation up to speed, investing in skills sets, look at new operational models, market IT to business and interact with the finance guys, plus develop a lot of rich content around all that.

A major discussion topic these days when it comes to information processing is big data. But how does big data impact an IT leader that works for a relatively smaller company, say, a 500-employee firm rather than a 50,000-strong enterprise? There is a question before the answer: What can analytics do for your company? If you knew more about the customers, if you knew more about the economy, and if you knew how better knowledge about customers could change your business, would it benefit you? The answer, one hundred per cent, would be “Yes”. The key about big data is analytics. It allows you to take data from multiple sources, apply a wide range of tools to analyse that data and say, “Whoa, we didn’t think about this!” Or, “We could think of it that way.” Therefore, the key decision IT leaders need to make is whether they are going to build all that capability or are they going to take that as a service. For instance, Procter & Gamble buys 80 per cent of its data analytics as a service. And this is happening in a growing number of organisations.

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

There’s a 3V information model that Gartner uses — Volume, Velocity and Variety. For companies that still want to do much of their IT in-house, how do you think they can cope with the three Vs? There is a change in mindset. IT is used to fixed projects. Suppose they build a ‘toy box’, I can’t say what its RoI is going to be. I can’t tell where it will be useful. I can’t ask for a three-year forecast, right? Therefore, IT must keep going back and forth: you build something, you find what value it will give, you go back

and change something, then you build further on it and so on and so forth. Therefore, the old paradigm of static projects and fixed way of doing things is no longer to be found in industries that are largely driven by analytics such as banks, retail, oil & gas, etc. There’s a new way of doing things.

What are the top two or three things EMC is doing as a company to enable organisations from the old way of doing things to the new way of working? For one, we are making our own learning and experience accessible to more and more people in the outside world. We publish information and spend a lot of time sharing our knowledge, including creating forums where people can talk. The second thing we are doing is investing in new critical skill sets for areas such as IT as a Service, Data Sciences, etc. Another thing we have done is offer our technology through integrated products such as the Vblock, which appeals to many CIOs — especially the ‘new school’ IT leaders. We also offer a very rich set of downloadable data analytics, so if you have data scientists you can actually build a lot of stuff on top of it in-house. In an era when technology is becoming more of a commodity, what are the challenges for a company such as EMC? One of our challenges is in helping transform the business of our key clients. In addition, for customers who no longer want to invest directly in technology products but are interested in hiring third-party service providers, we are enabling those providers with consulting, technology and skill sets.

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cube chat | Arunkumar Sheth

No gain without pain

“Being the NEXT100 awardee is a turning point in my career and having worked hard to reach this stage, God willing, I will become a CIO by next year,” says U Arun Kumar Sheth, Head , Software Development, Gati Ltd By MANU SHA R M A

W My sucess

mantra There is no alternative to hardwork

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ithout efforts one cannot achieve anything in life, and there is no free lunch whatsoever, feels Arun Kumar Sheth,” Head, Software Development, Gati Ltd. He says, “my mantra for success is ‘No Gain without Pain’. “Being the NEXT100 award winner is a turning point in my career and having worked hard to reach this stage, God willing, I will become a CIO by next year and take up challenging tasks to grow further in life,” he says. Sheth started his career with Bajaj Auto Ltd, in Pune, soon after his MTech from NITK Surathkal. “I was lucky to get entry into Bajaj’s MIS department straight away, working on in-house applications. At the time, Bajaj was migrating from VAX-COBOL to Oracle, and I got the opportunity to build an application

and oversee the migration for five major applications.” His next stint was with Policy Management Systems, Indore, (now owned by CSC), where he worked on DB2. Finding a better opportunity for growth, he later moved to Indus Software in Pune to develop applications around Oracle platform. Currently, Sheth is Head of the software development at Gati’s head office in Secunderabad. “Some of my achievements at Gati include my contribution towards design, development and implementation of ERP in 2001-03 and later on Oracle BI that went live this year (2010), giving a 360º customer view,” says Sheth. The challenge for Sheth had been to automate the process and ensure that no location was missed out in terms of accessing the applications, as each location had a minimum of two user groups. This meant that

cube chat

Fact File NAME U ARUN KUMAR S HETH D ESIG NATIO N HEAD, SOFT WARE D EV ELOPMENT, GATI LT D EXPERTIS E M ANAGEMENT, SOFT WA RE D EVELOPMENT & TESTING; TEC HNOLOG Y EVALUATION & SELEC TION; BUSI NESS INTELLIG ENC E

“It is difficult to shut your mind for as less as a minute, but with regular practice it is possible to achieve ” all the relevant elements are to be in place. In addition, post the rollout, the major concern was to streamline the business process and ensure operational efficiency to increase the business performance. Besides, it was essential to accommodate the changes with the expansion in data and other applications. “I believe that the first step to get into the CIOs shoes is to build solutions that can increase both the bottom line and top line growth of the company. As information turns out to be a valuable commodity within organisations, it is imperative to find different ways to analyse and streamline, that can help the business to reduce cost of operations, increase revenue growth and avail other tangible and intangible benefits.” Being a workaholic, stress is a part of his

life. To control stress, Sheth walks 40 minutes everyday and practices to calm the thought process for at least one minute each hour of the day. “It is difficult to shut your mind (thought process) for as less as a minute, but if you practice regularly, it is possible to achieve.” Even though Sheth is a firm believer in hard work, he has immense faith in God. He attributes his success to his team and the support of family members. “It is only because of my beliefs and support of my family and my team that I have achieved success so far,” he maintains. One personality he admires most is NR Narayana Murthy, Chief Mentor, Infosys. “The effort that Mr Murthy has put in building a multi-billion empire is truly awesome and inspiring,” says Sheth.

ACHI EVEMENTS NEXT 100 AWARDS 201 1 * PRESID ENT’S AWA RD FRO M FORMER PRESID ENT GIANI ZAI L SI NG H FOR ALL INDIA ESSAY WRI TING CO NTEST I N 1986 WORK EXPEREINC E GATI LTD: D EC 2001-PRESENT * SI ERRA ATL ANTIC SOF T WA RE LTD (C URRENTLY HITAC HI CO NSU LTI NG): AUG 20 0 0 OC T 2001 * IND US SOF T WARE LT D : AU G 1999 –AU G 2000 * POLICY M ANAGEMENT SYSTEMS (C URRENTLY CSC): JA N 1999 –NOV 1 9 9 9 * BAJAJ AUTO LTD, PUNE: MAR 1991– JAN 1999 C ERTIFICATIONS * ORACLE UN IVERSI T Y, D UBAI IN GLOG * MARTIN TATES’ PROJ EC T M ANAG EMENT METHODOLOGY * EXECUTIVE PROGRAMme I N BU SI NESS M ANAGEMENT, IIM CALC UTTA FAVOURITE BOOK ATL AS S HRUGG ED, CALM S UTRA

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