ITNEXT magazine Jan 2014

NEXT100 AWARDS: SPECIAL COVERAGE

F O R T H E N E X T G E N E R AT I O N O F C I O s

FUTURE

LEADERS These 100 IT Managers have what it takes to be at the top. They are the winners of today and leaders of tomorrow.

December 2014 | `100 | Volume 05 | Issue 11 | A 9.9 Media Publication www.itnext.com | facebook.com/itnext | @itnext_magazine

EDITORIAL

Celebrating 500 The year 2014 marks a significant milestone for the NEXT100 programme.

We now have a total of 500 award winners— individuals with the potential to become India’s future CIOs. So, it is with great pride and joy we welcome this year’s award winners into the elite group of high achievers. As in the past years, the 2014 award winners represent a diverse array of industries, educational backgrounds, skill sets and experiences. What binds them together is the ambition to excel in their professional careers. We congratulate all the winners of this year’s awards. If past history is a guide to the future, we expect all our award winners to go on to achieve more successes in the future.

To mark the 5th anniversary of the NEXT100 awards, this year we invited all the past NEXT100 award winners to special conference and event, held in conjunction with the NEXT100 awards ceremony. This was a great opportunity for everyone to revive old memories, meet new people, build new friendships, and hear about the progress past award winners had made in their professional lives. It was also an occasion to publicly felicitate a few NEXT100 alumni who had already reached the CIO position (or equivalent) in their organisations.

The ongoing success of the NEXT100 awards programme depends on the support of India’s community of IT leaders. The programme was initiated with the active support of, and encouragement from, senior leaders in the IT and business community. Over the years, it has grown to become India’s most sought-after award by IT managers aspiring to don the role of CIOs. The jury members have spent many hours reviewing the selection process, making suggestions and actively guiding the outcome.

Despite their busy schedules and other engagements, they have given their wholehearted support to making the NEXT100 a success. In addition to jury, there is another group of senior executives that has lent its support to the programme, albeit behind the scenes. These are the bosses and referees who provided feedback on applicants—and even encouraged many of them to apply. We would like to thank all of them.

As 2014 draws to close, I wish you all a very happy new year—and look forward hearing from you on issues and challenges that are of concern you. Do drop us a line by email, or connect on Facebook and Twitter.

Finally, I would like to thank all our sponsors for their involvement and commitment, and for making the 2014 edition of the NEXT 100 programme possible.

“The ongoing success of the NEXT100 awards programme depends on the support of India’s community of IT leaders” R GIRIDHAR

Blogs To Watch!

DevOps- is a concept dealing, among other things with software development, operations and services. http://en.wikipedia.org/wiki/ DevOps IT Operations – DevOp http://www.intland.com/ solutions/by-discipline/devops/ DevOps definition: Best explained by what it’s not http://searchsoftwarequality. techtarget.com/ news/2240176588/DevOpsdefinition-Best-explained-bywhat-its-not DevOps & IT Management Partners http://electric-cloud.com/ partners/devops/

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CONTENT FO R T H E L AT EST T EC H N O LO G Y U P DAT ES G O TO I T N EX T. I N

DECEMBER 2014

VOLUME 05 | ISSUE 11

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FUTURE LEADERS Page

10 NEXT100 AWARDS: SPECIAL COVERAGE

NEXT 100 SPECIAL

10 Future Leaders These 100 IT Managers have what it takes to be at the top. They are the winners of today and leaders of tomorrow.

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F O R T H E N E X T G E N E R AT I O N O F C I O s

FUTURE

LEADERS They want to make it to the top. They want to be at the helm and know how to get there. They are the winners of today and leaders of tomorrow.page xx

December 2014 | `100 | Volume 05 | Issue 11 | A 9.9 Media Publication facebook.com/itnext | @itnext_magazine www.itnext.com |

Cover Design: Shigil Narayanan

ITNEXT.IN

MANAGEMENT Managing Director: Dr Pramath Raj Sinha Printer & Publisher: Vikas Gupta Chief Operating Officer - 9.9 Tech: Krishna Kumar

EDITORIAL Group Editor: R Giridhar Executive Editor: Yashvendra Singh Consulting Editor: Atanu Kumar Das Online Editor: Mastufa Ahmed

Page

60

DESIGN

NEXT100 Special

10 T he gala night of Next100 2014 was one of a kind because it not only witnessed the Next 100 winners but all the winners of last five years were also part of this ceremony

Sr. Creative Director: Jayan K Narayanan Sr. Art Director: Anil VK Associate Art Director: Anil T Sr. Visualisers: Shigil Narayanan & Sristi Maurya Visualiser: NV Baiju Sr. Designers: Haridas Balan, Charu Dwivedi Peterson PJ, Dinesh Devgan & Manjith PB Designers: Pradeep G Nair & Vikas Sharma ONLINE & MARCOM DESIGN

Meet the Jury

Associate Art Director: Shokeen Saifi Sr.Designer: Rahul Babu & Manoj Kumar VP Web Designer: Om Prakash

26 Some interesting anecdotes shared by jury members of Next100 2014

PHOTOGRAPHY

A Night to Remember —All Past Winners Under One Roof

Chief Photographer: Subhojit Paul Sr. Photographer: Jiten Gandhi

SALES & MARKETING

42 An evening where all the previous Next100 winners of five years gathered to make it a special occasion

Product Manager: Shreyans Daga (0999949343) Sales Director: Vinodh Kaliappan (09740714817) Regional Sales Manager - North: Deepak Sharma (09811791110) West: Samiksha Ghadigaonkar (09619189019) Dushyant Mehta (0091 98 192 87928) South: Abhijeet Ajoynil (09741414154) Assistant Product Manager-Digital: Manan Mushtaq Ad co-ordination/Scheduling: Kishan Singh

Memorable Time at Sify Data Center

60 After the glittering night at the Next100 Awards in Gurgaon, the

winners were all excited to take the bus ride to Noida where they were scheduled to visit Sify Data Center on the third day of the event

NEXT100 Awards Night

34 Some special moments from the NEXT100 event

PRODUCTION & LOGISTICS

are being captured in this section

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Technology Awards

55 IT Next Technology Awards 2014 promotes innovative and ‘out-of-the-box’ thinking from IT community

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BOSS TALK| SUDIPTA K SEN

MANAGEM E NT

Driving Business Transformation

B

usinesses across the globe have witnessed many transformations over the past few decades. One of the recent and most significant transformation is ‘the big data wave.’ Ninety percent of the world’s data have been created over the past three years and it is expected to double over the next 18 months. Big data is only getting bigger.

Most CIOs across the globe are concerned about big data not just because it is difficult to manage but mainly because the amount of amassed data is becoming so large that it is difficult to find the most valuable pieces of information and insights from it. With the information explosion, taking decisions based on facts is emerging as a key business priority for organisations across verticals.

Data has emerged as a new asset class. Analytics and Business Intelligence (BI) are perhaps one of the best enablers in powering organisations towards fact-based decision making.

Advanced analytics and data visualisation are providing organisations with real-time insights and foresights, empowering them in enhancing performance and multiplying opportunities. Indian organisations across the BFSI, telecom, retail, manufacturing, government and pharmaceutical sector are at the forefront of leveraging advanced analytics and BI. Gradually, Indian organisations have experienced the need to empower the business users with the power of analytics.

Analytics, which till yesterday, was considered to be confined to the IT or BIU teams, has found its way into boardroom discussions. Users across departments such as Finance, Customer Service, Marketing, Human Resource, Operations, Logistics, etc., are adopting approachable analytics tools. This is a very interesting trend,

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Advanced analytics and data visualisation are providing organisations with real-time insights and foresights, empowering them in enhancing performance and multiplying opportunities.

SUGGESTION BOX

Drawing on the practical experiences of over 2,500 fraud investigators across the world, this book provides new perspectives to help you identify the “fraud trail’s” many guises.

since the consumer of analytics is changing — from a technical user to both technical and nontechnical business users.

Data visualisation tools are facilitating the empowerment of business users. With the help of forward-looking data visualisation tools, users can simply drag and drop parameters to explore data and derive meaningful insights.

Data is represented visually in the form of charts, diagrams, graphs, etc., which makes it easier for the users to explore, correlate and forecast.

Data visualisation solutions makes analytics much more approachable and easy to use and share. This empowers the non-technical business users, reduces burden on information technology and helps inculcate an enterprise-wide culture of data-driven decision making. Data Visualisation techniques and adoption of self-service BI, will gradually change the role of a data scientist in a way that they will be needed to closely engage with business users to address business challenges and growth opportunities.

WRITER: M A RYA M H U S S I A N P U BL I S H E D : E R N ST A N D YO U N G

Sudipta K Sen, Regional Director — South East Asia, vice chairman and board member, SAS India

powered by Vodafone

MPLS VPNs for the enterprise — explained MPLS VPN is the scalable use of shared network infrastructure for routing private data across the enterprise in a secure fashion.

I

n a previous article we looked at the use of wireline VPNs, secure VPNs and hybrid VPNs. Trusted VPNs use networks for the enterprise. Today, wireline usage by trusted circuits leased from a service provider. Secure enterprises is mostly synonymous with VPNs. The VPNs on the other hand use the public internet to send most common implementation of VPNs is an MPLS VPN. encrypted traffic. A combination of both is called a Hybrid A VPN or Virtual Private Network is exactly what it says VPN. it is – a private network, created virtually (within one or As can be seen from the definition, the VPN need more public networks). A VPN helps the enterprise extend not necessarily run on the network of only one service its network across geographies in a secure manner, with- provider. Your VPN can run on the networks of multiple out investing in exclusive connectivity options. A VPN is service providers, depending on who is available at which created by establishing a virtual point-to-point connection location. This does not mean that you have to contract and using tunneling protocols, or traffic encryption To give a collaborate with multiple service providers to establish physical world approximation, your corporate data is routed within this tunnel. Historically, VPNs have been implemented using technolHub-Spoke Topology ogies Frame Relay, ATM or MPLS. Originally, MPLS was developed as a way to implement Supplier faster switching of network traffic. However, with the development of faster switching technologies, MPLS has become the most common technology used in the implementation of MPLS Factory VPNs, particularly over IP networks.

For an enterprise with multiple offices, warehouses and datacenters, there are three elements that make up the full enterprise Headquarters Branch network – 1. The individual networks at each (Sub Location) location form the edge networks, 2. MPLS cloud at the centre, 3. Connecting the edges to the central MPLS cloud are a variety of last Regional mile connectivity options.

Headquarters Depending on the network used, VPNs are traditionally divided into three types – trusted

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VODAFONE | CUSTOM SERIES

Q: MPLS is now fairly widespread in its adoption. Is it really a commodity item or are there differences between the offerings from different vendors?

A: As a product, it is mostly commoditized. But what differentiates one vendor from the other is the assurance they provide. This is very important for MPLS since it is a business critical service and downtimes result in loss of business in most cases.

Q: The term MPLS has become synonymous with MPLS VPN. Other than VPN, are there any enterprise use cases for an MPLS backbone?

A: No. MPLS is a VPN technology.

Q: At what point in its growth should a small or medium sized organization consider moving to an MPLS backbone?

A: When it needs to connect 4 or more locations, or when it starts building its infrastructure on a central cloud, an orginisation should consider MPLS as an option.

"MPLS VPNs are scalable, flexible and future proof technologies that should be in the armoury of every CIO." Satish Mittal Sr. VP, Vodafone Business Services

Q: Is MPLS a viable option in remote sites, both from QoS and price perspectives?

A: MPLS is definitely viable, but it is more about the access challenge. It depends on the bandwidth required.

If there is a large bandwidth requirement, the increased bandwidth will justify the spend. Else, there are technologies such as IPSec VPN which can work securely on broadband access and link up to the larger MPLS cloud.

However, these will not give QoS.

your VPN. You need to talk to only one service provider. That service provider will in turn do the required sharing and peering agreements with other service providers to connect up all your locations. Your contracting service provider will be responsible for the delivery of agreed to Quality of Service (QoS) across the network. With MPLS taking centre stage amongst VPN technologies, this is the most commonly found VPN implementation today, with enterprises having a large geographic spread.

To take a purely technical approach, there are two types of MPLS VPNs – layer 2 VPNs and Layer 3 VPNs. When we talk about an MPLS VPN, we are normally referring to a layer 3 VPN. Layer 3 VPNs are the more scalable of the two technologies. With Layer 3 VPNs, the service provider manages traffic routing. However, if, due to extremely sensitive nature of the data being sent over the network, you wish to retain control over the routing of your VPN traffic, you may need to opt for Layer 2 VPN services.

As we saw in the beginning of this piece, individual locations on the network are connected to the VPN cloud.

Depending on bandwidth requirements, QoS requirements

and accessibility to the specific edge site, last mile connectivity between the VPN and the office could be from amongst a choice of copper, fiber, radio frequency or even 3G. Typically, you would build in redundancy when designing the last mile.

This could be by getting lines from multiple service providers, from multiple POPs of the same service provider or even by putting in multiple media like fiber with radio fallback.

Given modern 3G networks, a backup for the last mile connectivity using 3G can be a cost effective solution in case of cable disruptions.

MPLS implementations are easily scalable and flexible networks that can grow and change as your business needs and locations grow and change. They are robust and intelligent interconnect mechanisms that extend your network in a cost effective fashion.

Finally, they are future proof as they can exist in both IPV4 and IPV6 implementations with the appropriate routing protocols in place. So, if you are an enterprise of any size, with multiple locations or with compute infrastructure on the cloud, you should be seriously using MPLS VPNs as a part of your network infrastructure. n

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UPDATE I N D U S T R Y

TRENDS DEALS PRODUCTS SERVICES PEOPLE

Gartner esti4.9 Billion Connected ‘Things’ mates that IoT will support total services Will Be in Use in 2015 spending of TECH TRENDS | The Internet of Things (IoT) has become a powerful force for business transformation, and its disruptive impact will be felt across all industries and all areas of society. Gartner forecasts that 4.9 billion connected things will be in use in 2015, up 30 percent from 2014, and will reach 25 billion by 2020.

“The digital shift instigated by the Nexus of Forces (cloud, mobile, social and information), and boosted by IoT, threatens many existing businesses. They have no choice but to pursue IoT, like they’ve done with the consumerization of IT,” said Jim Tully, vice president and analyst at

Worldwide Smartphone OS Market Share

Telecom Android continues to dominate the global smartphone market, with over 255 million units shipped and nearly 85% of the market share in the second quarter of 2014.

(Share in Unit Shipements) Period

Android

iOS

Windows Phone

BlackBerry OS

Others

Q2 2014

84.7%

11.7%

2.5%

0.5%

0.7%

Q2 2013

79.6%

13.0%

3.4%

2.8%

1.2%

Q2 2012

69.3%

16.6%

3.1%

4.9%

6.1%

Q2 2014

36.1%

18.3%

1.2%

13.6%

30.8%

SOURCE: IDC, 2014 Q2

8

$69.5 billion in 2015 and $263 billion by 2020.

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Gartner. This sudden expansion will boost the economic impact of the IoT as consumers, businesses, city authorities, hospitals and many other entities find new ways in which to exploit the technology.

Gartner estimates that IoT will support total services spending of $69.5 billion in 2015 and $263 billion by 2020. Consumer applications will drive the number of connected things, while enterprise will account for most of the revenue. Gartner estimates that 2.9 billion connected things will be in use in the consumer sector in 2015 and will reach over 13 billion in 2020. The automotive sector will show the highest growth rate at 96 percent in 2015.

“CIOs must look for opportunities to create new services, usage scenarios and business models based on this growth,” says Prentice.

“Government will take the No. 3 spot as it invests in smart street and area lighting for energy saving reasons,” said Tully.

“Utilities will move to the No. 1 position because of investment in smart meters.”From an industry perspective, manufacturing, utilities and transportation will be the top three verticals using IoT in 2015 – all together they will have 736 million connected things in use. By 2020, the ranking will change with utilities in the No. 1 spot, manufacturing will be second and government will be third, totaling 1.7 billion IoT units installed. It is likely that within the next few years, some level of built-in intelligence and connectivity will be regarded as standard, and this will rapidly filter down to mainstream.

PANASONIC ELUGA S

LOGITECH G302 MOUSE

SENNHEISER MM 30G HEADSET

Panasonic introduces its new Octacore smartphone ELUGA S with eye-definition Blink Play that clicks selfies and groupies with a 5MP snapper. ELUGA S is priced at ` 11,190.

Logitech has introduced its newest Logitech G mouse G302 Daedalus Prime MOBA gaming mouse. The Logitech G302 gaming mouse is priced at ` 2,395.

German audio brand, Sennheiser has launched MM 30G in-ear headset, specially created for Samsung mobile devices.

MM30G is available in two color variants i.e. black and white, priced at ` 3,990.

Tablets Are the Sweet Spot of BYOD Programmes TECH TIDINS | Tablet bring-yourown device (BYOD) programs offer better opportunities than that of enterprise owned-laptops and smartphones, according to Gartner.

IT departments can support nearly three times more users in tablet BYO programmes than enterpriseowned tablet programmes.

“IT leaders can spend half a million dollars to buy and support 1,000 enterprise-owned tablets, while they can support 2,745 user-owned tablets with that same budget,” said Federica Troni, research director at Gartner.

“Without a stipend, direct costs of user-owned tablets are 64 percent lower. When organizations have several users who want a tablet as a device of convenience, offering a BYOD

BYO smartphone programmes have a total cost of ownership that is very similar to those of enterprise-owned smartphones

option is the best alternative to limit cost and broaden access.”

BYO smartphone programmes have a total cost of ownership that is very similar to those of enterprise-owned smartphones, and will only deliver savings when the organization is in a position to pay partial, or do not reimburse or

subsidize for voice and data plans.

This typically reflects a situation where users are not fully entitled to a corporate smartphone but occasionally need one, or want to use one for convenience.

Through 2017, Gartner said that 90 percent of organisations will support some aspect of BYOD. These programmes have different degrees of maturity, but Gartner predicts that by 2018 there will be twice as many employee-owned devices used for work than enterprise-owned devices.

In the design of BYOD programmes, organisations need to ensure that they target users who have interest and propensity to use a wider choice of devices for work and feel relatively at easy with technology. The organisation must also select a primary goal – user satisfaction, cost reduction or mobile expansion.

QUICK BYTE

AROUND THE WORLD

Global PC sales dips in Q3 Decline in sales in emerging markets pulled down global PC shipments marginally to 79.4 million units in the third quarter of 2014, research firm Gartner said. The shipment declined 0.5 per cent from 79.79 million units in the July-September 2013 quarter, according to preliminary results by Gartner. Lenovo led the market with 19.8 per cent share, followed by HP (17.9 per cent), Dell (12.8 per cent) and Acer (8.6 per cent).

Vishal Sikka CEO, Infosys

“All of us in the industry find ourselves in a downward spiral, it’s like a treadmill of increasingly lower cost, hiring people faster and faster from more and more mediocre places.”

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COVER STORY

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NEXT100 SPECIAL

NEXT100 SPECIAL

COVER STORY

FUTURE LEADERS

These 100 IT Managers have what it takes to be at the top. They are the winners of today and leaders of tomorrow.

BY I TNEX T TE AM DESIGN BY HA RIDAS BA L A N AND D INES H D EVGAN, IL LU ST RAT ION BY SHIGIL N A RAYANAN, IM AGING BY ANIL T AND PETERS ON PJ PHOTOGRA P HS BY SU BHOJI PAUL & J I TEN GANGHI

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COVER STORY

NEXT100 SPECIAL

NEXT100 2014 Award Winners

PHOTOGRAPHY BY SUBHOJIT PAUL & JITEN GANDHI | IMAGING BY ANIL T

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NEXT100 SPECIAL

The Process

COVER STORY

he NEXT100 2014 awards ceremony was a momentous event. For the first time since the inception of the awards it was attended not only by the current year award winners, but also by past award winners. To the resounding cheers and applause of more than 300 NEXT100 alumni and jury members, the 5th batch of winners came on stage to accept their trophies. The entire event was livecast to enable families and colleagues join the celebrations.

As in the past years, the 2014 award winners represent a diverse array of industries, educational backgrounds, skill sets and experiences. What binds them together is the ambition to excel in their professional careers.

The selection process for the fifth batch NEXT100 award winners was started in June 2014 by inviting the IT manager community to apply. An extensive marketing campaign, the included e-mails, print advertisements and social media was used to generate awareness about the NEXT100 program. By the closing date, more than 3,500 aspirants had registered for the process.

As in past years, the selection of the award winners was done through a three-stage process. In the first stage, all award aspirants were required to complete a detailed application form—and provide extensive personal and professional information, including education, technical skills and work experience.

The second stage was the testing stage, where the applicants took two psychometric tests to evaluate their personality profiles and leadership styles. Both tests were administered

by Paris-based Central Test 26 Jury Anecdotes International. All applicants who 34 Next100 awards night 42 Alumni Nite completed the two tests received 54 Sify Data Centre Visit a free, personalized copy of the 57 Technology Awards assessment reports.

INSIDE

| ITNEXT 1 51 5 D EDCEECME BMEBRE R2 021041 4| ITNEXT

Awards P Popular Qualifications l Bachelors: Engineering & Technology, Commerce, Computer Science l Masters: Management Studies, Computer Applications

The Selection Using a set of criteria defined by the NEXT100 jury members, a short list of candidates was prepared for the interview stage.

Every shortlisted candidate was independently interviewed by two NEXT100 jury members. Separately, independent recommendations were obtained from each candidate’s

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designated referees, including current supervisors.

The scores and evaluations assigned to all candidates in every stage of the selection process were input into a proprietary scoring model that assigns carefully calibrated weights to various factors. The final list of NEXT100 award recipients was an outcome of this scoring model.

NEXT100 SPECIAL

COVER STORY

3,526 4,046 Referee and supervisor feedback reports were received

IT managers registered for NEXT100 awards process

74 % 79 % Process Top Hobbies & Interests Music, Reading & Books, Cricket, Social Service and Photography Key Technology Expertise Application Development, Operations Management, Strategy & Planning, Technology Evaluation, Vendor Management

Of the winners have 15 or more years of total work experience

Of the winners are between the ages of 35 and 45

49% 60%

Of the winners receive an annual compensation in the range of Rs 25 to 45 lakhs

Of the winners manage teams with 11 to 50 people

444 69% 310 Applicants completed the personality profile and leadership tests

To ensure that the NEXT 100 awards are completely fair and unbiased, no member of the editorial team was involved in the selection or elimination of the award winners, nor are editors and staff of IT Next magazine a part of the jury panel.

As in past years, the NEXT100 awards program draws on the knowledge and support of the CIO and CFO communities.

Of the winners are from Delhi-NCR, Mumbai and Bangalore

Interviews conducted by the jury members

Fifty-one senior executives, who collectively represent many hundreds of years experience in IT and corporate management, were involved as advisors, interviewers and selectors this year. The jury panel debated, deliberated and decided on the award winner selection process—and conducted detailed interviews of all shortlisted applicants.

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Personality Test & Managerial Style Inventory Test In the second stage of the NEXT100 application process, all aspirants were administered two tests—a personality test and a managerial style test. Both tests are administered by Paris-based Central Test.

The Central Test Personality Inventory for Professionals (CTPI-R) test provides an assessment of work related personality traits that play a crucial role in performance.

According to the test designers, CTPI-R conforms to the standards of scientific validation set out by the International Test Commission, and the American Psychological Association.

The workplace competencies are conceptualized as “clusters of knowledge, skills and attitudes that are predictive of superior performance in a given job”. According to Central Test, the competency scores in the CTPI-R are not a ‘direct assessment’ of competencies but an ‘assessment of proximity’ of the test taker to the profile of others who have demonstrated a high level of that particular competency.

The assumption behind this method is that people with similar profiles will be more likely to exhibit similar abilities. The scores on each competency also give an indication of the extent to which the person is trainable on each competency.

As the score are derived from an assessment of proximity to an ideal profile, they give an indication of the extent to which the candidate is psychologically inclined towards high performance on a specific competency.

The second test, the Management Style Inventory Test, assesses a candidate’s aptitude for leadership and identifies their managerial style. Based on seven primary management dimensions (Innovation, Global Vision, Conceptual, Reflective, Affiliation, Intervention and People-Oriented), the test compares the candidate’s profile to typical management roles, including those of Chief Executive, Motivator, Project Manager, Entrepreneur, Expert, Strategist and Executive Manager.

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Workplace Competencies The CTPI-R test has been standardized on an international group of 5000+ working and managerial professionals. The test uses a continuous scale of 0 to 100% to deduce 21 competencies that are relevant in the workplace. The conclusions are based on statistical studies and theoretical models.

This year’s NEXT100 award winners exhibited high scores on work competencies like Challenge Orientation, Stress Tolerance, Team Building, Mentoring Others, Innovation and Resistance to Change, scored relatively lower on Quality Orientation, Supervision and Caution.

Challenge Authenticity Quality Orientation

80

Stress Tolerence

70

Caution

60 Networking

50

Flexibility

40 Influencing

30

Innovation

20 10

Decision Making

Conflict Resolution

0

Team Building

Reliability

Understanding Others

Resistance to Change

Intitiative

Business Accumen Mentoring Others Conducting Change

n NEXT100 Winners

Strategic Planning Supervision

n Other Applicants

COVER STORY

NEXT100 SPECIAL

Personality Profile Affiliation: The tendency to be kind, affectionate and open towards others at work.

Assertiveness: The tendency to express and defend one’s opinions and rights in an open, yet correct manner Control: The tendency to seek control of the course of events and have one’s own way of doing things Developing Others: The desire to support, mentor and encourage others to help them reach their potential and become more efficient Tactical: The tendency to be tactical and diplomatic when dealing with others Vigilance: The tendency to remain vigilant towards others, and be constantly suspicious and on the watch.

Conscientiousness: Carry out tasks in a thorough, meticulous and organised way Rational: Refers to the way information is perceived and judgments made Rule-conscientious:To strictly follow the rules and moral standards established by society.

Commitment: To draw satisfaction from being dedicated and committed to one’s job

The CTPI-R test provides an assessment of work related personality traits that play a crucial role in performance. The test uses 114 questions to measure work personality across 19 dimensions. These dimensions are organized into four groups: People Management, Perception Mode, Self Management and Change Management.

The test results are reported on a scale of 0 to 10, with 0 implying a low level and 10 implying a high level of conformance to the behavioral characteristic.

A collective analysis of the personality characteristics of the NEXT100 award winners indicates that they scored high on attributes like Optimism, Self Confidence, being Experimental and Vigilance, while scoring relatively. lower on Conscientiousness and Control. n Self Management n People n Perception mode n Change Management Affiliation Surpassing

Self Confidence

Emotional stability: The ability to recognize one’s own emotions and to control emotional reactions

Optimism

Surpassing: The tendency to be ambitious, driven and competitive Experimental: The desire to explore and innovate, sometimes to the detriment of existing solutions.

Adaptability: The ability to accept change and novelty Visionary: Tendency to understand trends and patterns, and anticipate future events.

Action-oriented: To take initiative and risks, choose action over reflection even if there is uncertainty

Assertiveness

7.0

Emotional Stability

Lively: Energetic, outgoing, cheerful and full of life

8.0

Control

6.0 5.0

Developing Others

4.0 3.0 2.0

Tactical

1.0 0 Lively

Vigilance

Commitment

Conscientiousness

Visionary

Rational

Experimental

Rule Conscientiouses Adaptability

n NEXT100 Winners

Action Oriented

n Other Applicants

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COVER STORY

NEXT100 SPECIAL

Management Style The Management Style Inventory test assesses a person’s preferred style of leadership and management on seven dichotomous dimensions.

Attributes like Innovation, Global Vision, Conceptual and Reflective Thinking, Affiliation, Intervention and People-Orientation are measured on a scale of 0 to 10, with 0 indicating a low level and 10 indicating a high level. The test has 49 questions in forced choice format, and the outcome is a graphical presentation of the inherent leadership qualities and management style.

The NEXT100 group scored high on People- Orientation and Innovation, and low on Intervention.

n NEXT100 Winners

n Other Applicants

Management Profiles The Management Style test also provides an indication of how closely a candidate’s profile conforms to a seven salient management roles viz. Chief Executive, Strategist, entrepreneur, Motivator, project manager Executive manager and Expert. The proximity to each role is measured on a n NEXT100 Winners

n Other Applicants

Global Vision

Chief Executive

7.0

90%

6.0

80% 70%

5.0 Innovation

Conceptual

4.0

60%

Strategist

40% 30%

2.0

20%

1.0

10%

0.0

0%

People Orientation

Reflective

Global Vision:

Conceptual:

Reflective:

20

Project Manager

Executive Manager

Motivator

Affiliation

To approach situations from a generalist rather than a specialist angle.

Look at a project’s objectives first before examining the technical, financial and human resource requirements. The priority is to develop a response, integrating the overall parameters To use theoretical concepts and analytical models to approach a problem or situation. This type of manager knows how to prepare for the future, plan for tomorrow, and thereby can anticipate problems To exhibit a calm and collected composure, and maintain equanimity by controlling emotions. Since controlling the emotions is one of the keys to successful negotiations, the manager who is high on Reflective dimension sets a good example

ITNEXT | D E C E M B E R 2 0 1 4

Enterpreneur

50%

3.0

Intervention

scale of 0 to 100%.

The management profiles exhibited most frequently by the NEXT100 award winner group are that of Strategist, Project Manager and Motivator. The profile that was least commonly displayed was of that of Chief Executive and Entrepreneur.

Affiliation: Intervention:

People-oriented:

Conservative:

Expert

Endowed with a spirit of openness and a charisma that generates enthusiasm and motivation for the team A tendency to work and make decisions independently, often with a managerial perspective. This type of supervision is perfectly suited to projects in their early stages, or in the event of structural changes or a crisis Places on priority the satisfaction of employees, team harmony, individual progress and, in general, the integration of a certain code of ethics in the enterprise.

Adopts a prudent approach that is intended to guarantee stability, and relies on proven methods. Looks for dependability, as much as efficiency.

COVER STORY

NEXT100 SPECIAL

Who are the Winners?

The NEXT 100 award winners for 2014 represent an eclectic group of young, highly educated and professionally qualified individuals. They work for mid-to-large organisations. They enjoy music and books, and focus on IT strategy. Their technology expertise varies from IT strategy and planning to application development, etc.

Team Members Supervised 14%

Less than 5 6 to 10

16%

11 to 15

16% 10%

16 to 20

29%

21 to 50

11%

51 to 100

Total Work Experience

4%

More than 100

7%

More than 25 years

Total Annual Compensation

15%

21 to 25 years

Less than Rs 15 lakhs

More than Rs 45 lakhs

40%

16 to 20 years

32%

12 to 15 years

13% Rs 15 to Rs 20 lakhs

16%

13% 17%

6%

Less than 12 years

> Rs 10,000 cr Rs 500 to 1,000 cr

12%

25%

9%

Rs 1,000 to 2,500 cr

7%

Rs 2,500 to 5,000 cr

Rs 25 to Rs 35 lakhs

Great Achievement

Less than Rs 500 cr

15%

Rs 35 to Rs 45 lakhs

34%

Rs 20 to Rs 25 lakhs

Organisation Revenue

7%

32% Rs 5,000 to 10,000 cr

73% of NEXT100 winners work in organizations that have annual revenues exceeding Rs 1,000 crore

SHIVANK BANSAL Senior Manager, Emaar MGF Land

“Public recognition in front of senior and experts of your professional community was just so exciting. We have been recognised by the industry veterans, and this itself is a great achievement�

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COVER STORY

NEXT100 SPECIAL

Total Employees in Organisation 10%

Saluting professional acumen

More than 25,000

MURLI MENON Chief Security Officer, Global Business Unit IndiaMiddle East-Africa, Atos

“The selection process was absolutely professional which gives a sense of achievement to the winners”

15% 10,000 to 25,000

18% 5,000 to 10,000

18% 2,500 to 5,000

22% 1,000 to 2,500

9% 500 to 1,000

6% 250 to 500

2% Less than 250

Total IT Staff in Organisation

Fair and transparent process

13%

500 to 1,000

11%

250 to 500

24%

20 to 50

19%

100 to 250

10%

10 to 20

Less than 10

22

PARITOSH SHARMA AVP, UTI Infrastructure Technology & Services

18%

50 to 100

5%

ITNEXT | D E C E M B E R 2 0 1 4

“The process of selection was quite fair and transparent and involved good interaction with the jury. The jury was very good and it was one of the best experience interacting with such learned persons”

COVER STORY

NEXT100 SPECIAL

Organisation Type 2%

Partnership or Proprietary Firm

Jury Made it Special

4%

SREEKANTH NERIYANURI Senior Manager – IT GlaxoSmithKline Consumer Healthcare

53%

Other

Private Limited company

3%

Public Sector Unit (PSU)

38%

Public Limited company

Hobbies & Interests 42% Music

“The application process is very fair and well structured with timely comunication.

The way IT NEXT team has initiated and executed to completion is fantastic.”

35% Reading & Books

30%

Organisational Annual IT Budget

Cricket

25% Social Service

45%

> Rs 50 cr

24% 9%

Rs 25 to 50 cr

Automobiles

23% Teaching & Education

Rs 10 to 25 Cr

10%

Rs 5 to 10 Cr

10%

23% Photography

20% Gadgets

20%

21%

Rs 1 to 5 Cr

Cooking

19% Badminton

18% Television

Rs 50 lakh to 1 Cr < Rs 50 lakh

1%

4%

D E C E M B E R 2 0 1 4 | ITNEXT

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COVER STORY

NEXT100 SPECIAL

Technology Expertise HEMAL SAVLA AVP – IT, Godrej Consumer Products Ltd

“It was an extremely satisfying feeling to be evaluated by peers in the industry and being recognized as a future CIO.”

73%

IT Strategy & Planning

69%

Application Development

59%

Technology Selection

57% IT Operations Management

54% Vendor Management

40% Outsourcing Management

34% Disaster Recovery

32% IT Infrastructure Management

31% IT Compliance & Risk Management

30% Datacenter Management

29% Business Intelligence

23% CHANDRA BHATTIPROLU Assistant Vice President IT, XL Group

“I am obviously very happy to be one of the winners this year. It reiterates the confidence on self and kind of expertise I possess and propels me to achieve more in years to come.”

24

ITNEXT | D E C E M B E R 2 0 1 4

Web & e-Commerce Management

21% IT Security

17% DB Management & Administration IT Training & Education

13% Connectivity & Telecom

Designations

36%

38%

AGM, DGM, AVP, Asst Director

GM, VP, Director, Chief, Head

26%

Manager, Senior Manager

GROUP

Innovation is life years of excellence

Age 6%

6%

More than 50 years

Less than 35 years

9%

46 to 50 years

26%

41 to 45 years

Frequent Breakdowns?

You need clean air,

free of airborne contaminants (gaseous and particulate)

Data Centres • Server Rooms 53%

35 to 40 years

Data analysis by Aman Shukla

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“I am very happy to have this award.

It’s quite difficult to get selected. I am sure that the jury is scrutinizing each and every candidate. I appreciate that.”

Meet the Jury Team Size Managed

The NEXT100 awards programme draws on the expertise, contributions and support of Indiaâ&#x20AC;&#x2122;s CIO and CFO community. Fiftyone senior executives from Indiaâ&#x20AC;&#x2122;s leading companies were involved in validating the NEXT100 process, determining the selection criteria, and interviewing the aspirants.

Technology Expertise

Less than 10

More than 250

100 to 250

9%

19%

16%

5% 21%

20 to 50

30%

50 to 100

Business & Management Expertise 56%

80% Operations Management

IT Innovation

56%

71% Human Resources & Talent Management

Technology Evaluation & Selection

71%

71% Budgeting & Financial Management

IT Project & Program Management

78%

69% Vendor Management

IT Operations Management

78%

62% Project & Program Management

Application Development & Management

93%

60%

IT Strategy & Planning

IT Compliance and Risk Management

Total Work Experience 35 years and more

25%

4%

Less than 20 years

Industry Sector

Hobbies & Interests

23%

71% 69% 16%

47% 38%

11% 30 to 34 years

10 to 20

18%

34%

9% 20 to 24 years

7%

7%

7%

24% 22% 22%

19% 25 to 29 years

26

ITNEXT | D E C E M B E R 2 0 1 4

Re Mu Cri P G A S Ma IT & Au Ba He E C ad cke hoto adge utom ocia n t alt nerg onsu nu ing sic lS hca fac ITES o & A king gra t y, O t m o s b & er tur uto & F ph , iles ervic r i Bo Pro y ing LPO ina e & H l & G e pa o ks du nce rts osp as cts ita l

JURY

Sudhir Pal Arya Group CIO Amtek Group Of Companies Companies

Rajesh Garg Head - IT Transformation Solutions & Global IT Rolta India Ltd

Man Mohan Goyal Chief Information Officer & Consultant Innovte Biz IT Group

Anthony Thomas Chief Information Officer Vodafone India Ltd

COVER STORY

Manish Choksi President - Home Improvement, Supply Chain & IT Asian Paints Ltd

“This is not the end, this is not even the beginning of the end, this is just perhaps the end of the beginning.”

WINSTON S. CHURCHILL

Projjal Chakrabarty Executive Director Information Systems Indian Oil Corp Ltd

Sandip Chakraborty Senior Vice President IT & PMO Bharti AXA General Insurance Co Ltd

Tamal Chakravorty Director - IT & Test Ericsson Global Services India Pvt Ltd

Ajay Bakshi Senior Vice President Business Transformation Aegis Ltd

Niranjan Bhalivade Vice President & Chief Information Officer Ceat Ltd

“Give Time to Business Functions”

Nandkishor Dhomne Vice President - IT & Chief Information Officer Manipal Health Enterprises Ltd

Prashun K Dutta Chief Information Officer Tata Power Co Ltd

IT managers should ‘exert’ themselves from technology function and give some time to business functions.

This will help them in projecting IT’s contribution to core business and earn respect from business leaders.

KK Chaudhary Executive Director — Group Head IT & IS, Lanco Group

D E C E M B E R 2 0 1 4 | ITNEXT

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COVER STORY

Rajesh Chopra Senior Vice President – IT EIH Ltd, The Oberoi Hotels and Resorts

JURY

Samir Dhaga Vice President – IT Bharat Business Channel Ltd

Vishnu Gupta Director & CIO Jana Core Health Solutions India Pvt Ltd

Kinshuk Hora Head - IT (India Subcontinent) GlaxoSmithKline Consumer Healthcare Ltd

V Ranganathan Iyer Chief Information Officer JBM Group

TG Dhandapani Group Chief Information Officer TVS Motor Company Ltd

Vinod Gupta Senior General Manager – IT JK Lakshmi Cement Ltd

“Sharpening Conceptual Skills” I was impressed by the contestants’ knowledge in general in their particular domain. In general, they have good communication skills. They need to sharpen their conceptual and thinking skills.

S C Mittal Sr. ED (Management Services & IT) Group CTO, IFFCO

“The only thing that stands between you and your dream is the will to try and the belief that it is actually possible.”

JOEL BROWN

Sachin Jain Chief Information Officer (Global IT Operations) & CISO Evalueserve

28

ITNEXT | D E C E M B E R 2 0 1 4

Shailesh Joshi Vice President & Head - Corporate IT Godrej Industries Ltd

Anil Kumar Kaushik General Manager IT & BI Retail Bharat Petroleum Corp Ltd

Hilal Khan Head - Corporate IT Honda Motor India Pvt Ltd

Nilakantan Krishnan Chief Information Officer Muthoot Fincorp Ltd

SS Kukreja Executive Vice President – IT IFFCO Tokio General Insurance Co Ltd

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

Rahul Mahajan Vice President - IT K Raheja Corporate Services Pvt Ltd

JURY

COVER STORY

Parmeswar Menon Vice President & Head Channel Systems (IT) SBI Life Insurance Co Ltd

Durgashankar Subramaniam Executive Vice President M&A and Secretarial, and Member Group Executive Board, Mahindra & Mahindra Group

“You will never change your life until you change something you do daily. The secret of your success is found in your daily routine.”

JOHN C. MAXWELL

Rajesh Uppal Executive Director - IT Maruti Suzuki India Ltd

Ramachandran Muralidharan Chief Information Officer Syntel Ltd

Sanjay Narkar Chief Technology Officer IDFC Bank Ltd

Venkatesh Natarajan Vice President - IT Ashok Leyland Ltd

Rich Strader Director, FTSI Center Head & AD Delivery Operations Ford Motor Company

The Competition is Increasing

Mahesh Kumar Pinnamaneni Chief Information Officer Aurobindo Pharma Ltd

Jayantha Prabhu Chief Technology Officer Essar Group

I think the level and knowledge of the applicants were much better than last year. The communication skills were very good. Few candidates were very good in conceptual thinking also.

Yagnesh Parikh Senior VP – Head IT, ICICI Securities

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COVER STORY

JURY

Mukund Prasad Director - Group HR, Business Transformation & Group CIO Welspun Group

Sundaram Ramasamy Executive Director-inCharge (IS) Indian Oil Corp Ltd

Girish Rao Head - IT Marico Ltd

Subhasish Saha General Manager - IT Services ITC Infotech Ltd

Dhiren Savla Chief Information Officer VFS Global Group

Customer is the King

Vijay Sethi Chief Information Officer & Vice President Hero MotoCorp Ltd

Francis Rajan Vice President & Head - ICT Bangalore International Airport Ltd

The best recognition any technology person can get should come from within his customer base. The smile on the face of your customer is the best award one should work for. This award is the best recognition of your potential and skills to become a better IT person Suhas Mhaskar Head IT, Innovation & Transformation, Mahindra Group

“I believe there’s an inner power that makes winners or losers. And the winners are the ones who really listen to the truth of their hearts.”

SYLVESTER STALLONE

MG Raghuraman Chief Information Officer Mphasis Ltd

30

ITNEXT | D E C E M B E R 2 0 1 4

Shiva Shankar Group CIO, Southern Petrochemical Industries Corp Ltd

Gopal Shukla Dheeraj Sinha IT Lead - Revenue Growth Group Head - Corporate Management, Management Services Bottling Investments Group, Apollo Tyres LtdGroupp The Coca-Cola Company

COVER STORY

32

WINNERS

Badar Afaq

Dharmendra Ajwani

Neeraj Aneja

Ajay Arora

Arun Attri

Ramchandra Bangera

Shivank Bansal

Nitin Bansod

Subi Bhaskaran

Amit Bhatia

Arif Bhatkar

Chandra Bhattiprolu

Vinay Bhide

Vijay Dalmia

Pranjal Das

P Dhananjaya

Vikas Dureja

Fal Ghancha

TK Gopinath

Rajesh Kumar Goyal

Sachin Goyal

Pranav Gupta

Vishal Gupta

Abdul Hakkim

Yusuf Ashfaq Hashmi

Murtuza Jadliwala

JP Jamine

Panish Javagal

ITNEXT | D E C E M B E R 2 0 1 4

Sudin Baraokar Harvinder Preet Singh Batra

COVER STORY

WINNERS

Makarand Joshi

Amrendra Kumar

Upendra Kumar

Uttam Kumar

Ashok Kumar

Vinod Mehta

Anil Menon

Murli Balakrishna Menon

Rajendra Mhalsekar

Avinash Naik

Sreekanth Neriyanuri

Dilip Pal

Vaibhav Palan

Pradeep Panwar

Siddharth Roychowdhury

Amit Kumar Rustagi

Neeraj Sahgal

Jagannath Sahoo

Hemant Sharma

Achin Sharma

Pawan K Sharma

Maheshwar Singh

Anil Kumar Singh

Sudha Thorat

Hari Varma

Vijay Suresh Kumar

Lakshmi Prasad Mahankali

Subhendu Mallick

Viral Mody

Rajendranath Mughalraj

PV Satyanarayana Murthy

Jagdish Mutharia

Rajendra Baparao Penjarla

Abdur Rafi

S Rajani

Vinod Raju

Santosh Rao

Hemal Savla

Amit Saxena

Sujeet Saxena

Hiren Shah

Nirav Shah

Mohamed Mustafa Shaikh

Madhu Sudan Sharma

Tarun Sharma

Paritosh Sharma

Subhash Shelke

Yatin Shetye

Yogesh Shukla

R Mani Kant Singh

Vishal Singh

Sanjay Kumar Singh

KS Sivakumar

Sunil K Sonare

Rajeev Soota

Anshul Srivastav

Shobhit Srivastava

Chhavi Taneja

Mayur Vasa

Manoj Verma

Alok Vij

Vinod Gopinathan

Yatin Vora

Sarvesh Wadhwa

Amit Waghmare

Vinay Wandrekar

Manish Mimani Anjana Mishra

Dhaval Mankad Rajesh Kumar Mathur

D E C E M B E R 2 0 1 4 | ITNEXT

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COVER STORY

NEXT100 AWARDS NIGHT

Next100 2014 Awards â&#x20AC;&#x201D; Winners Felicitated

November 22, 2014. The evening was special for all the Next100 2014 award winners as they received the coveted title at the gliterring function at the Hyatt Regency, Gurgaon. Some exciting and cherished moments at the Awards Night

Engrossed Audience: An evening to remember

All Smiles: Being part of the Next100 awards gathering was rewarding

Anxious Wait: Moments before the awards announcement

34

ITNEXT | D E C E M B E R 2 0 1 4

NEXT100 AWARDS NIGHT

COVER STORY

NEXT100 WINNERS

Win-Win: First batch of Next100 winners with their trophies

Excitement: Second batch of Next100 winners

Scaling New Heights: Third batch of Next100 winners show their prized possession

Winners Never Quit: Fourth batch of Next100 winners

D E C E M B E R 2 0 1 4 | ITNEXT

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COVER STORY

NEXT100 AWARDS NIGHT

NEXT100 WINNERS (continued)

Be a Winner: Fifth batch of Next100 winners share their glory with pride

Thinking Like a Winner: Eighth batch of Next100 winners showcase their trophies

Step it Up: Sixth batch of Next100 winners pose with their trophies

A Winner Never Whines: Ninth batch of Next100 winners enjoying this cherished moment

Victory Tastes Sweet: Seventh batch of NEXT100 winners know how hard it was to be among the best

Play Until You Win: Tenth batch of Next100 winners are all set to scale new heights

NEXT100 BOOK LAUNCH Proud Moment: Serge Genetet, Executive VP & MD, APAC, Arkadin, announcing the NEXT100 book

Next100 Book is launched by Serge Genetet, Pankaj Gupta and Sean Kwek of Arkadin 36

ITNEXT | D E C E M B E R 2 0 1 4

NEXT100 AWARDS NIGHT

COVER STORY

LEADERSHIP SPEECH Kandarp Jhala Business Head â&#x20AC;&#x201C; Safety & Security Solutions, SigmaByte Computers

Ritesh Bhargava General Manager - Business Solutions, Vodafone Business Services

Satyen Vyas President & CEO, Symphony Summit

Surendra Bisht Business Head Datacenter Services, Sify Technologies

FELICITATING THE SPONSORS Krishna Kumar, COO, 9.9 Media, felicitating a senior executive from Vodafone

A senior official from IBM receiving a memento Pankaj Gupta Managing Director & Country Manager, Arkadin ConferIndia is felicitated

Senior officials from McAfee and Hitachi, presented a memento

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COVER STORY

NEXT100 AWARDS NIGHT

FELICITATING THE SPONSORS (continued) Sukhpal Singh Sandhu, Global Business Director, ACPL being felicitated

A token of appreciation for a senior executive from Cyberoam eScan team being felicitated

by Krishna Kumar, COO, 9.9 Media Kandarp Jhala Business Head – Safety & Security Solutions, Sigma-Byte Computers receives a memento Vijaya Shankar, senior VP, Technology & Product Management, Symphony Summit, being felicitated A senior official from Sify receives a memento

A senior executive from Nxtra Data being felicitated

38

ITNEXT | D E C E M B E R 2 0 1 4

“Appreciation is a wonderful thing: It makes what is excellent in others belong to us as well” VOLTAIRE

NEXT100 AWARDS NIGHT

COVER STORY

COKTAILS & DINNER Making a Point: Vikas Gupta (left), Director and Co-Founder, 9.9 Media, interacting with delegates during the event

Relaxing: Participants networking at the Next100 event

Gala Night: Next100 winners taking a break

Unwind: Future leaders converse during the event

Venkat Raghavan (standing), Senior Vice President, Corporate Development, Blue Coat Systems interacts with participants

Meet and Greet: Participants network over dinner

D E C E M B E R 2 0 1 4 | ITNEXT

39

NEXT100, an annual awards program from IT NEXT magazine, employs a rigorous multi-step process to recognise INDIAâ&#x20AC;&#x2122;S TECHNOLOGY LEADERS OF TOMORROW. The NEXT100 award winners are select senior IT MANAGERS WHO HAVE THE SKILLS, TALENT AND THE SPIRIT TO BECOME CIOs.

PRESENTING PARTNER

TECHNOLOGY PARTNER

PLATINUM PARTNER

NEXT100 BOOK PARTNER

CONNECT PARTNER

Badar Afaq, Lemon Tree Hotels Ltd | Dharmendra Ajwani, Tata Communications Ltd | Neeraj Aneja, Andritz Hydro Pvt Ltd | Ajay Arora, Quintiles India Pvt Ltd | Arun Attri, Wonder Cement Ltd | Ramchandra Bangera, The Great Eastern Shipping Co. Ltd | Shivank Bansal, Emaar MGF Land Ltd | Nitin Bansod, ICICI Lombard GIC Ltd | Sudin Baraokar, Barclays Bank Plc | Harvinder Preet Singh Batra, DHFL Pramerica Life Insurance Co. Ltd | Subi Bhaskaran, Tieto Software Technologies Ltd | Amit Bhatia, Bharti Infratel Ltd | Arif Bhatkar, Godrej Infotech Ltd | Chandra Bhattiprolu, XL Group | Vinay Bhide, GVK Mumbai International Airport Pvt Ltd | Vijay Dalmia, K Raheja Corp.

Pvt Ltd | Pranjal Das, Tata Technologies Ltd | P Dhananjaya, PE Electronics Ltd | Vikas Dureja, Steria India Ltd | Fal Ghancha, Welspun Group | TK Gopinath, The Bhavasara Kshatriya Co-op Bank Ltd Bangalore | Rajesh Kumar Goyal, JBM Group | Sachin Goyal, Tata Motors Ltd | Pranav Gupta, NSE Infotech Services Ltd | Vishal Gupta, Godrej Consumer Products Ltd | Abdul Hakkim, Mahindra & Mahindra Financial Services Ltd | Yusuf A Hashmi, Indus Towers Ltd | Murtuza Jadliwala, Indusind Bank Ltd | JP Jamin, Secure Meters Ltd | Panish Javagal, Hinduja Global Solution Ltd | Makarand Joshi, Tata Technologies Ltd | Amrendra Kumar, DEN Networks Ltd | Upendra Kumar, Canon India Pvt Ltd | Uttam Kumar, Aircel Ltd | Ashok Kumar, The Karur Vysya Bank Ltd | Vijay Suresh Kumar, Prasad Corporation Ltd | Lakshmi Prasad Mahankali, Seeds Intimate Apparel India Pvt Ltd | Subhendu Mallick, Electrosteel Castings Ltd | Dhaval Mankad, L&T Ltd | Rajesh Kumar Mathur, Indian Overseas Bank | Vinod Mehta, Sanofi India Ltd | Anil Menon, Cox & Kings Ltd | Murli Balakrishna Menon, Atos India Pvt Ltd | Rajendra Mhalsekar, Yes Bank Ltd | Manish Mimani, Star Union Dai-ichi Life Insurance Co. Ltd | Anjana Mishra, Tata Power Delhi Distribution Ltd | Viral Mody, NSE Infotech Services Ltd | Rajendranath Mughalraj, Bharti AXA GIC Ltd | Peesapati Venkata Satyanarayana Murthy, Johnson & Johnson Ltd | Jagdish Mutharia, The Energy and Resources Institute | Avinash Naik, ICICI Lombard GIC Ltd | Sreekanth Neriyanuri, GlaxoSmithKline Consumer Healthcare India Ltd | Dilip Pal, Jindal Info Solutions Ltd | Vaibhav Palan, Cox & Kings Ltd | Pradeep Panwar, Aviva Life Insurance Co. India Ltd | Rajendra Baparao Penjarla, DST Worldwide Services India Pvt Ltd | Abdur Rafi, ABP Pvt Ltd | S Rajani, Crompton Greaves Ltd | Vinod Raju, Dachser India Pvt Ltd | Santosh Rao, Pan India Network Ltd | Siddharth Roychowdhury, Steel Authority of India Ltd | Amit Kumar Rustagi, GVK Biosciences Pvt Ltd | Neeraj Sahgal, Quatrro Global Services Pvt Ltd | Jagannath Sahoo, Deputy General Manager, Bharti Airtel Ltd | Hemal Savla, Godrej Consumer Products Ltd | Amit Saxena, STMicroelectronics Pvt Ltd | Sujeet Saxena, Siemens Ltd | Hiren Shah, ICICI Lombard GIC Ltd | Nirav Shah, L&T - MHPS Boilers Pvt Ltd | Mohamed Mustafa Shaikh, CRISIL Ltd | Hemant Sharma, Biocon Ltd | Achin Sharma, Tata Teleservices Ltd | Pawan K Sharma, Alcatel-Lucent Managed Solutions India Pvt Ltd | Madhu Sudan Sharma, Sistema Shyam Teleservices Ltd | Tarun Sharma, Gujarat Gas Company Ltd | Paritosh Sharma, UTI Infrastructure Technology and Services Ltd | Subhash Shelke, Aegis Ltd | Yatin Shetye, Ultratech Cement Ltd | Yogesh Shukla, Moser Baer India Ltd | R Mani Kant Singh, Orbis Financial Corp Ltd | Maheshwar Singh, Sona Koyo Steering Systems Ltd | Anil Kumar Singh, KRIBHCO Ltd | Vishal Singh, Mahindra & Mahindra Financial Services Ltd | Sanjay Kumar Singh, Dua Associates | KS Sivakumar, Mahindra & Mahindra Financial Services Ltd | Sunil K Sonare, Bombardier Transportation India Ltd | Rajeev Soota, Usha International Ltd | Anshul Srivastav, Bharti AXA GIC Ltd | Shobhit Srivastava, Steria India Ltd | Chhavi Taneja, Samsung Data Systems India Pvt Ltd | Sudha Thorat, Crompton Greaves Ltd | Hari Varma, Concentrix Technologies India Pvt Ltd | Mayur Vasa, Liberty Videocon GIC Ltd | Manoj Verma, Reliance Communications Ltd | Alok Vij, Dalmia Bharat Ltd | Vinod Gopinathan, Ashok Leyland | Yatin Vora, Birla Sun Life Insurance Co. Ltd | Sarvesh Wadhwa, Hindustan Petroleum Corp Ltd | Amit Waghmare, Page Industries Ltd | Vinay Wandrekar, Sandoz Pvt Ltd

2014 AWARD WINNERS

Sudhir Pal Arya, Group CIO, Amtek Group Of Companies | Ajay Bakshi, Senior Vice President - Business Transformation Aegis Ltd | Niranjan Bhalivade, Vice President & Chief Information Officer CEAT Ltd | Projjal Chakrabarty, Executive Director - Information Systems Indian Oil Corp Ltd | Sandip Chakraborty, Senior Vice President - IT & PMO Bharti AXA General Insurance Co Ltd | Tamal Chakravorty, Director - IT & Test Ericsson Global Services India Pvt Ltd | Kaushal Kumar Chaudhary, Senior Vice President - Group Head IT & IS Lanco Group | Manish Choksi, President - Home Improvement, Supply Chain & IT Asian Paints Ltd | Rajesh Chopra, Senior Vice President – IT EIH Ltd, The Oberoi Hotels and Resorts | Samir Dhaga, Vice President – IT Bharat Business Channel Ltd | TG Dhandapani, Group Chief Information Officer TVS Motor Company Ltd | Nandkishor Dhomne, Vice President - IT & Chief Information Officer Manipal Health Enterprises Ltd | Prashun K Dutta, Chief Information Officer Tata Power Co Ltd | Rajesh Garg, Head - IT Transformation Solutions & Global IT Rolta India Ltd | Man Mohan Goyal, Chief Information Officer & Consultant InnovteBizIT | Vinod Gupta, Senior General Manager – IT JK Lakshmi Cement Ltd | Vishnu Gupta, Director & Chief Information Officer Jana Core Health Solutions India Pvt Ltd | Kinshuk Hora, Head - IT (India Subcontinent) GlaxoSmithKline Consumer Healthcare Ltd | V Ranganathan Iyer, Chief Information Officer JBM Group | Sachin Jain, Chief Information Officer (Global IT Operations) & CISO Evalueserve | Shailesh Joshi, Vice President & Head - Corporate IT Godrej Industries Ltd | Anil Kumar Kaushik, General Manager - IT & BI Retail Bharat Petroleum Corp Ltd | Hilal Khan, Head - Corporate IT Honda Motor India Pvt Ltd | Nilakantan Krishnan, Chief Information Officer Muthoot Fincorp Ltd | SS Kukreja, Executive Vice President – IT IFFCO Tokio General Insurance Co Ltd | Sanjeev Kumar, Group CIO & Group President, Business Excellence Adhunik Group | Rahul Mahajan, Vice President - IT K Raheja Corporate Services Pvt Ltd | Parmeswar Menon, Vice President & Head Channel Systems (IT), SBI Life Insurance Co Ltd | Suhas Mhaskar, Head - IT, Digital Transformation, Mahindra Group | Subhash Chand Mittal, Senior Executive Director (MS & IT) & Group CTO, IFFCO Ltd | Ramachandran Muralidharan, Chief Information Officer, Syntel Ltd | Sanjay Narkar, Chief Technology Officer, IDFC Bank Ltd | Venkatesh Natarajan, Vice President - IT, Ashok Leyland Ltd | Yagnesh Parikh, Chief Technology Officer, ICICI Securities Ltd | Mahesh Kumar Pinnamaneni, Chief Information Officer, Aurobindo Pharma Ltd | Jayantha Prabhu, Chief Technology Officer, Essar Group | Mukund Prasad, Director - Group HR, Business Transformation & Group CIO, Welspun Group | MG Raghuraman, Chief Information Officer, Mphasis Ltd | Francis Rajan, Vice President & Head - ICT, Bangalore International Airport Ltd | Sundaram Ramasamy, Executive Director-in-Charge (IS), Indian Oil Corp Ltd | Girish Rao, Head - IT, Marico Ltd | Subhasish Saha, General Manager - IT Services, ITC Infotech Ltd | Dhiren Savla, Chief Information Officer, VFS Global Group | Vijay Sethi, Chief Information Officer & Vice President, Hero MotoCorp Ltd | Shiva Shankar, Group Chief Information Officer, Southern Petrochemical Industries Corp Ltd | Gopal Shukla, IT Lead - Revenue Growth Management, Bottling Investments Group, The Coca-Cola Company | Dheeraj Sinha, Group Head - Corporate Management Services, Apollo Tyres Ltd | Rich Strader, Director, FTSI Center Head & AD Delivery Operations, Ford Motor Company | Durgashankar Subramaniam, Executive Vice President - M&A and Secretarial, and Member Group Executive Board, Mahindra & Mahindra Group | Anthony Thomas, Chief Information Officer, Vodafone India Ltd | Rajesh Uppal, Executive Director - IT, Maruti Suzuki India Ltd

JURY

NEXT100 ALUMNI NITE

Reliving Memories, Re-inventing Connections November 21, 2014. An evening when past NEXT100 winners gathered to make it a special occasion. They relived their winning moments and made new friends. We salute all the winners.

Delegates arrive at the airport to attend the event

Registering for the event

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NEXT100 ALUMNI NITE

CELEBRATION TIME

elegates are all ears at the inaugural D session

Vikas Gupta, Director & Co-Founder, 9.9 Media, welcomes all winners

Grant Asplund, Director of Evangelism, Blue Coat Systems Delegates getting to know each other at the Speed Networking event

D E C E M B E R 2 0 1 4 | ITNEXT

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NEXT100 ALUMNI NITE

LEADERSHIP LESSONS Pramath Raj Singh Founder and MD, 9.9 Media

Alok Goyal Partner, Helion Venture Advisors

Rohit Sood Technical Sales Leader - IBM Power Systems, IBM India

ALUMINI FELICITATION Jayanta Chaudhuri, Head Enterprise Business-West, Microsoft felicitating Vijay Bhat, CIO, Met Trade Pradeep Chankarachan, Director, IT Projects / Head of IT (India), Harman International, being felicitated Sajith Chakkingal, Director - IT, Parametric Technology Corporation, receives a memento Vijay Choudhary, GM-IT, HRH Group of Hotels, was presented a memento

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Jayanta Chaudhuri Head Enterprise BusinessWest, Microsoft Mobile

NEXT100 ALUMNI NITE Girish Hadkar, Head IT - Real Estate Sector, Mahindra & Mahindra, being felicitated

Jagdip Kumar, Head IT, Cosmo Films, presented a memento Ashok Jade, CIO, Shalimar Paints, being felicitated

Manoj Kumar, Head IT, Acme, being felicitated Suresh Kumar, Head IT, Chemmanur International, receives a memento

Srikanth Mattipalli, IT Director, Tyco International, being felicitated Rohit Sood, Technical Sales Leader - IBM Power Systems, IBM India, felicitating Kapil Mehrotra, HeadIT, Artemis Hospital Beena Nayar, Head-IT, Forbes Marshall, receives a memento

D E C E M B E R 2 0 1 4 | ITNEXT

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NEXT100 ALUMNI NITE

ALUMINI FELICITATION ( Continued ) Saurabh Nigam, CIO, Onicra Credit Rating Agency, being felicitated

R K Singh, GM-Corporate IT, Omax Autos, receives a memento SDPL Narayana, Head-IT, Neuland Laboratories, being felicitated

Sanjay Kumar Srivastava, Head-IT, Andritz Hydro, receives a memento Jayesh Tank, GM-IT, Harsha Engineers, being felicitated B Venkatakrishnan, Head IT Delivery â&#x20AC;&#x201C; Manufacturing Apps, Mahindra Vehicle Manufacturers, receives a memento Nagarajan Raveendran, Sr. GM EWS, Sakthi Finance, being felicitated John Lawrence Soosai Raj, GM-Operations, Accentra Technologies, receives a memento

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NEXT100 ALUMNI NITE ALUMINI FELICITATION ( Continued ) Deepu Vijayanath, Director Strategy & Operations, VSPL, being felicitated

“Your ability to be a winner 100 percent of the time is based upon giving up the notion that losing at anything is equivalent to being a loser.”

Dr. Wayne W. Dyer

LIGHTER MOMENTS

Music programme by Ustad Nizamuddin Khan Niazi, Fareed Hasan Khan & party

Yoga session for delegates

Delegates networking after the award ceremony

Photography workshop conducted by Kinkshuk Hora (standing), Head of IT, GlaxoSmithKline Consumer Healthcare Delegates go for an outing to Dilli Haat

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NEXT100 ALUMNI NITE

BREAKFAST SESSIONS AND ROUNDTABLE MEETINGS

McAfee round table on ‘Security Connected Mitigates Risk, Maximises Business’

eScan round table on ‘Information Right Management For Today’s Enterprise’

CA round table on ‘Winning in the Application Economy – Start at the End User’

Blue Coat round table on ‘Redesigning the Security Architecture for Next Gen Threats’

Microsoft round table on ‘Challenges faced in implementing enterprise mobility’

Workshop on New Dimensions of Leadership Development by Mukund Prasad, Group CIO & Director-Group HR, Welspun Group

JURY FELICITATION

The NEXT100 award ceremony was made memorable by the presence of jury members

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NEXT100 ALUMNI NITE

INSIGHTS INTO THE FUTURE OF TECHNOLOGY AND LEADERSHIP

Prabal Chakraborty, MD, Boston Scientific India

Asheet Makhija, Country Manager, Information Management, IBM India & South Asia

Sunil Manglore, Managing Director-India, CA Technologies

Devesh Rai, Corporate VP & Founder, Shopclues.com

Ankur Patial, Business Manager, McAfee

Neil Pollock, CEO, Nxtra Data

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NEXT100 ALUMNI NITE

The NEXT500 by the Numbers The 100 winners of the NEXT100 2014 awards went through rigorous tests to be the chosen few among the 3,526 applicants. It wasnâ&#x20AC;&#x2122;t easy to be selected as the Future CIOs as 51 jury members evaluated them thoroughly.

There were fun moments, thrilling moments and moments of fear, too.

ITNext made an attempt to understand the winnersâ&#x20AC;&#x2122; perspectives, bring out their experiences, capture the overall mood as they made it to the list of 100.

Gender Distribution

Industry Verticals 18%

3%

97%

Female

Male

IT & ITeS

13% Banking, Insurance & Financial Services

8% Telecom & Internet VAS services

7% Automobiles

5% Electronics

5% Diversified

4%

There are 15 women winners of the NEXT100 award

Professional Services & Consulting

3% Utilities & Energy

3%

Organisation Size 29%

More than Rs 10,000 cr

31%

Rs 5,000 to 10,000 cr Rs 2,500 to 5,000 cr

Construction, Infrastructure & Real Estate

Manufacturing

18%

Rs 1,000 to 2,500 cr

Less than Rs 500 cr

3% Pharmaceuticals

3%

3%

Rs 500 to 1,000 cr

3% Travel, Transportation & Logistic Services

10% 10%

3% Machinery & Equipment

2% Chemical & Petroleum Products

2% Metal & Metal Products

80% of the NEXT100 winners work for organisations that have annual revenues in excess of Rs 1,000 crore

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2% Food & Beverages

Five industry verticals account for more than 50% of NEXT100 winners

NEXT100 ALUMNI NITE

Designation Manager, Senior Manager

GM, VP, Director, Chief, Head

30%

40%

30%

â&#x20AC;&#x153;The greatest leader is not necessarily the one who does the great things.

He is the one that gets people to do greatest thingsâ&#x20AC;?

Ronald Reagan

AGM, DGM, AVP, Asst Director

Zone North

Geographic Location

3.8% East

34.6% 30%

Delhi-NCR

29%

Mumbai

4%

Hyderabad

Ahmedabad

39.4%

6%

Pune

Kolkata

South

11%

Bangalore

Chennai

22.2%

West

3% 2% 1%

Work Experience

Three metro cities account for 70% of the NEXT100 winners

30%

Of all NEXT100 winners are from Delhi-NCR region

2% 3%

More than 30 years 26 to 30 years

20%

21 to 25 years

42%

16 to 20 years

29% 4%

11 to 15 years Less than 10 years

Two-thirds of the NEXT100 winners have more than 15 years of work experience

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NEXT100 ALUMNI NITE

Birth Date 10% 9% 8% 7% 6% 5% 4% 3% 2% 1% 0% 1

2

3

4 5

6

7

8 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Date 14% of the NEXT100 are born on 1st or 2nd of the month

Month 14% 12% 10% 8% 6% 4% 2%

r be em

be

r

De c

r

er

No ve m

to b Oc

be

st

pt em

gu

Se

Au

ly Ju

ne Ju

y Ma

ril Ap

rc h Ma

ar y ru Fe b

Ja

nu

ar y

0%

â&#x20AC;&#x153;As IT leaders of the future, you will be responsible for helping your business build credibility, be more visible as drivers of change and transformation for a business and ultimately be the game changers who drive business strategies. The CIO of today is expected to act with speed, be agile, and have the flexibility to adapt and change courses quickly to meet the constantly changing business environment.â&#x20AC;?

Pankaj Gupta Managing Director & Country Manager, Arkadin ConferIndia Pvt Ltd

Age Profile 17%

More than 45 years

30.7%

41 to 45 years

39.7%

36 to 40 years

11.7%

31 to 35 years 30 years or less

1% Over one-half of the NEXT100 winners are aged 40 years or less

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40% Of all NEXT100 winners are aged between 36 to 40 years.

NEXT100 ALUMNI NITE

Technology Expertise 35% Technology Evaluation & Selection

33% Application Development & Management

29% IT Asset & Infrastructure Management

28% Project Management

27%

40%

Of all NEXT100 winners are either Managers or Senior Managers

Vendor Management

26%

Hobbies & Interests

IT Operations Management

25%

24%

IT Strategy & Planning

23%

Music

DR & Business Continuity

22% IT Compliance & Risk Management

18% Reading & Books

21% Web site & e-commerce Mana gement

16%

15% Cycling

14%

Business Intelligence & Data Warehousing

12%

Photography

Connectivity & Collaboration Management

14%

11% IT Project & Program Management

Teaching & Education

10%

14%

Outsourcing Management

10%

Social Service

Technology Administration

9% Data analysis by Aman Shukla

IT Security & Security Operations

13% Gadgets

9% IT Monitoring & Network Management

9%

11% Badminton

10%

Datacenter Management

8%

Cricket

Enterprise Connectivity & Network Management

9%

8% Training & Education

Bike Riding

D E C E M B E R 2 0 1 4 | ITNEXT

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IT Next Technology Awards 2014 IT NEXT awards are the stepping stones for many IT managers in their career growth. These awards celebrate the rich knowledge and business acumen that the IT community brings to their organisations, exemplifying the change that IT can make.

The IT Next Technology awards have been instituted by IT Next Magazine to honour the distinguished Senior IT Managers and IT Managers who have been a part of or played a critical role in deploying .IT solutions for their enterprises.

The awards were presented during the Next100 awards event. The awards had three categories â&#x20AC;&#x201D; Enterprise Voice & Data Solutions Award, Enterprise Mobility Solutions Award and Big Data & Analytics Solutions Award.

D E C E M B E R 2 0 1 4 | ITNEXT

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COVER STORY

TECHNOLOGY AWARDS

Enterprise Voice & Data Solutions Award WINNER

MANUHAR AGARWALA

Systems Manager — Corporate IT The Oberoi Group

Congratulations on your success

Manuhar Agarwala receiving award from Ritesh Bhargava, General Manager — Business Solutions, Vodafone Business Services

ABOUT VODAFONE Vodafone India Limited, formerly Vodafone Essar Limited, is the third largest mobile network operator in India after Airtel and Reliance Communication by subscriber base. It is headquartered in Mumbai, Maharashtra. It has approximately 160 million customers as of December 2013. It offers both prepaid and postpaid GSM cellular phone coverage throughout India with good presence in the metros.

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TECHNOLOGY AWARDS

COVER STORY

Enterprise Mobility Solutions Award WINNER

VIJAY DALMIA

Senior Manager - IT K Raheja Corporate Services

Congratulations

on your success

Vijay Dalmia receiving award from Vikas Gupta, Director and Co-Founder, 9.9 Media

ABOUT MICROSOFT Microsoft Corporation India is one of the fastest growing subsidiaries of Microsoft Corporation, the worldwide leader in software, services, and solutions. The Microsoft India story began in 1990, picked up greatly in the new millennium, and has grown steadily since then. Now, as India takes its place as a leader in the global knowledge economy, Microsoft continues to be an active partner in the countryâ&#x20AC;&#x2122;s growth.

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COVER STORY

TECHNOLOGY AWARDS

Big Data & Analytics Solutions Award WINNER

VINOD RAJU

General Manager - IT Dachser

Congratulations on your success

Vinod Raju receiving the award from Vikas Gupta, Director and Co-Founder, 9.9 Media

ABOUT IBM The International Business Machines Corporation (IBM) is an American multinational technology and consulting corporation, with headquarters in Armonk, New York, United States. IBM manufactures and markets computer hardware and software, and offers infrastructure, hosting and consulting services in areas ranging from mainframe computers to nanotechnology.

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COVER STORY

SIFY DATA CENTRE VISIT

Memorable Time at Sify Data Center After the glittering night at the Next100 Awards

in Gurgaon, the winners were all excited to take the bus ride to Noida where they were scheduled to visit Sify Data Center on the thrid day of the event. They took a tour to the data center where Sify executives showcased the new age technologies and how these DCs can be more effective for their organisations.

According to Surendra Bisht, VP — Data Centre Business, Sify Technologies, “From building India’s first Tier III DC in 2000, Sify has come a long way in becoming the leader in DC services. Sify’s DCs, strategically located in different seismic zones and

Sify data center at Noida

Delegates arrive at the Sify data centre

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ITNEXT | D E C E M B E R 2 0 1 4

with highly redundant power and cooling systems, meet and exceed the industry’s highest standards.

True to Sify’s vision of building a world in which our converged ICT ecosystem and our ‘bring it on’ attitude will be the competitive advantage to our customers, the new DC at Noida further justifies Sify’s mastery in using innovation to merge ecology with technology in DC infrastructure. My congratulations to the winners of ITNext 100 awards and thank you for visiting Sify’s Noida data centre.”

Surendra Bisht, VP — DC Business, Sify Technologies

Networking over a cup of coffee before the data centre visit

SIFY DATA CENTRE VISIT

COVER STORY

Delegates taking a break during the data centre visit

Sify officials demonstrate data centre technologies

Delegates pose for a picture after the data centre visit

Delegates listening carefully to the Sify executives

Participants sit through data centre presentation

Delegates were quite excited to know about innovative data centre technologies

D E C E M B E R 2 0 1 4 | ITNEXT

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PRESENTING PARTNER

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PLATINUM PARTNER

NEXT100 BOOK PARTNER

3,00,000 IT Managers, 3,526 Applicatnts,100 Future CIOâ&#x20AC;&#x2122;s, 3 Technology Award Winners, 51 Jury members,

& from all of us at 9.9 Media

TECHNOLOGY PARTNER

CONNECT PARTNER

WHY E-COMMERCE IN INDIA IS STILL AT A VERY NASCENT STAGE E-Commerce is a new business and hence regulations either donâ&#x20AC;&#x2122;t exist or are not very clear, says Sanjay Sethi, CEO & Co-Founder, ShopClues.com, in an interview with Mastufa Ahmed

BY MASTUFA AHMED

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How is Indiaâ&#x20AC;&#x2122;s e-commerce industry growing and players sprucing up their product lines? e-Commerce in India is at a very nascent stage yet with the total retail size about 500 billion, out of which about eight percent is organized retail while e-commerce is about only 0.2 percent. GDP is growing at five percent, but the organized retail is growing at about 10 percent and e-commerce is growing 50 to 60 percent year-overyear. So clearly, India becomes the last largest untapped e-commerce market in the world. The dynamics of this

SANJAY SETHI | INTERVIEW

India’s e-commerce industry will grow from 0.2 percent to eight percent in five to six years and it is primarily going to come from metro cities. expensive, people are likely to use their handhelds to do shopping.

industry is little different from how you would you see in European markets. In developed market, it is more about convenience. You find everything around your home only –from a camera to a TV. But in a city like Delhi, you won’t get everything you want to buy from around. As you move out of metros this problem becomes acute. So the primary driver of ecommerce in India is the necessity. It’s not about convenience, it is about availability.

India’s e-commerce industry will grow from 0.2 percent to eight percent in five to six years and it is primarily going to come from metro cities. Another area where we can witness growth is from the middle classes people of smaller cities. Next phase of growth will be powered by mobility. Because laptops and desktop computers are

What all challenges do e-tailers face today including technology hurdles?

The entire concept of shopping online is still very new. All businesses are built on some kind of challenge that they try to solve. ShopClues is built on the challenge that India’s retail market is very fragmented and is primarily dominated by small and medium businesses. We have twenty-five million retailers in India who retail for living and they are all over the country. Now making them participate online is a challenge but you can say this is an opportunity.

ShopClues has taken the challenge of the market cashing in on the small and medium businesses. We leverage the fact that there is absence of organized retail and that organized retail is not going to become large because for it to become large there are many constraints including regulatory, infra, occupancy cost, rent cost, etc. Plus, when you have high land cost it’s difficult to create large malls like in US. We take challenge as opportunity. For instance, if logistics is a problem then we will partner with hundred

courier partners across the country, organise them and give them service to merchant so that they can deliver value to the buyers.

India has made lot of progress but the speed of change is lower than what we expected. For instance, adoption of 3G and 4G services are yet to catch up.

The challenge that I face today is clarity on regulations, and taxes.

Since this is a new business, so regulations either don’t exist or are not very clear. And then there are issues like water, electricity, and Internet connectivity.

How do you see e-commerce industry five years down the line in India?

Internet commerce is a behavioral change and it is here to stay. It will become larger, more efficient and provide more value to buyers. By 2019, India’s e-commerce will be approximately 16 to 18 billion in size. There will be multiple players in the industry catering to different values to buyers.

Because Indian consumers are very diverse, extreme, very brand and value conscious, there will be multiple sellers of multiple value propositions.

India currently is very diverse in all aspects like language, culture, buyers. So the reason when diverse people try to buy, a single company or single business model cannot deliver on the entire spectrum. For example, if you are a mall, you can’t be a sector market and if you are sector market you can’t become a mall.

Secondly, you will see growth of verticals. For example, somebody would only sell eye glasses, somebody selling health items, somebody taking care of senior citizens, and so on. These are like niche vertical businesses. We will see entry of international players in Indian market. Players like Walmart, IKEA, etc will all make a mark in India.

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

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STRATEGY

As an advisor in a sourcing firm, one has the ability to help clients articulate their strategic vision, and match that unique vision with the right service provider capabilities and solutions

BY A NU B H AV SA X E N A

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O

ver the past two decades, Iâ&#x20AC;&#x2122;ve worked as a senior founding executive with two major service providers, and I like to believe that my colleagues and I have helped our clients build and execute strategies to save money, improve operations and solve their business problems.

Recently, however, I moved to a new position with a sourcing advisory firm. This move was inspired by the changes I observed in the marketplace and by the unique opportunity I recognized in an advisory role. Specifically, Iâ&#x20AC;&#x2122;d be able to help clients articulate their strategic vision of where they want to go, and match that vision with service provider capabilities and solutions.

I MAG E BY THINK STO CK PHOTO S.I N

Why I Moved to an Advisory Role

STRATEGY I began my career during the era of Outsourcing 1.0, when we, as service providers, held much of the leverage.

Although clients knew why they wanted to outsource (namely, cheaper, faster and better), the process of getting there was largely in the service provider’s control.

During this phase, clients typically sought a single service provider to cover a wide range of services under a onethroat-to-choke model. Service level agreements were the rulebooks that providers and clients played by to define success. Outsourcing 1.0 was an era of limited options, limited players and even more limited definitions of success.

Over time, clients demanded more ownership of the process and dictated how they wanted work done. In a spirit of “the customer is always right,” service providers customised their solutions to conform to unique and sometimes inefficient client processes, in an era I’ll call Outsourcing 2.0. Multisourced environments became more prevalent, as clients sought to leverage specialized capabilities and build best-of-breed, handcrafted solutions. While this yielded some benefits, clients often found themselves struggling to manage disparate providers with conflicting agendas, as well as enduring inefficiencies resulting from a lack of standardization. During this period of growing maturity, collaborative sourcing models became more prevalent and value expectations grew.

Moving to the Era of Outsourcing 3.0 Today, as the service market continues to mature toward Outsourcing 3.0, both clients and providers are recognizing the economy-of-scale benefits of standardization and limited customization. As such, clients are increasingly willing to change their complex and inefficient internal processes and requirements and adopt the provider’s standardized solution at a lower cost. Capability and maturity models are beginning to co-exist and gold standards are starting to emerge.

Paradoxically, while service delivery is evolving toward simplicity and

Outsourcing 1.0 was an era of limited options, limited players and even more limited definitions of success standardization, service delivery models are becoming increasingly complex and multi-faceted, with SMAC, automation and other disruptive technologies, and various platforms, providers and solutions sets further fueling the growth of multisourcing.

In this environment, clients have the opportunity to achieve the innovation and transformation they seek. But while they know where they want to go, they often don’t know the best way to get there. And while they recognize there may be more than one right answer to a business problem, they often need help in finding the best answer, particularly given the rapid pace of change and innovation in the market.

This dynamic is fundamentally changing the role of the sourcing advisor.

Traditionally, clients worked with advisors to define specific requirements through a highly prescriptive RFP process, and service providers checked off the boxes to show that they could fill the order. Advisors made sure all the t’s were crossed and i’s dotted. Today, clients are asking open-ended questions such as “How would you solve my business problem?” Here the advisor’s role is to engage clients and service providers in a strategic dialogue to assess options and to identify suitable models and solutions that can meet the client’s needs in the future.

Enabling Models, Solutions and Services As we move toward Outsourcing 4.0, the fundamental task is to enable these models, solutions and services, both technologically and operationally.

The advisory role also is increasingly focusing on service integration within multisourced management models that effectively drive collaboration and shared ownership of service issues and outcomes. By ensuring that each provider on the team has skin in the game, these mechanisms can eliminate the finger-pointing that characterized early multisourced relationships.

We are also seeing advisory firms implement advanced managed services and governance models to provide ongoing support of financial, contract, relationship and performance management functions, thus ensuring progressive movement toward the target operating model or future mode of operation. In effect, by outsourcing the day-to-day management of their outsourcers, clients can be assured they are getting what they paid for, while being able to pay more attention to the larger perspective of focusing on their business goals and ensuring that their provider relationships are on track.

As the sourcing market evolves, the advisor’s role has become increasingly central and strategic to client success in assessing, designing, selecting, implementing and managing solutions—and in moving service providers to a higher state of operational excellence. With frequent disruption now the rule in a maturing market, discontinuities become a constant, and limited differentiation sets in. The players and possible paths to success have only multiplied.

Anubhav Saxena is President of Global Managed Services & Research at the Information Services Group (ISG).

This article was first published in CIO Insight.

For more stories please visit www.cioinsight.com.

Find more at online on the website www.itnext.in/resources/articles

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Do We Need a CDC for Cybersecurity?

A centralized cybersecurity agency could leverage the mission and approach of the U.S. Centers for Disease Control and Prevention to proactively respond to cyber threats in real-time

BY M ADE L I N E W E IS S

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lthough the U.S. Centers for Disease Control and Prevention (CDC) has emerged from the Ebola outbreak with a somewhat blemished reputation, its mission (“works 24/7 to protect America from health, safety and security threats, both foreign and in the U.S.”) and approach (“conducts critical science and provides health information that protects our nation against expensive and dangerous health threats and responds when these arise”) are as vital as ever.

Would such a proactive mission and approach help protect America from cybersecurity threats, both foreign and in the U.S.? David Bray, visiting associate at the University of Oxford, made the case for “a CDC for cybersecurity” at a recent Advanced Practices Council (APC) meeting. Based on his

I MAG E BY THINK STO CK PHOTO S.I N

STRATEGY

STRATEGY research at Oxford, Bray built up to his case by reminding APC members of the current grim reality: The Internet continues to grow as the main source of information and arena of international commerce.

More sophisticated computational tools and software facilitate state and non-state cybercrimes.

The types, numbers and frequency of malicious cyberattacks that cause corporate and societal disruptions are growing exponentially.

Next, Bray discussed potential solutions. In our current turbulent environment, where rapid assessment and response are essential to ensuring security, we must enlist collective intelligence, he urged. We need to connect people and computers, so that collectively they act more intelligently than any individual, group or computer has ever done. And here’s where the CDC model comes in. Such a model could leverage the crowd of intelligence professionals; local, state and federal agencies; and the public.

Similar crowdsourcing models already exist in other fields. Consider InnoCentive, launched by Eli Lilly and Company in 2001 to source solutions to unsolved R&D problems from the global crowd. It was so successful that many other companies now leverage InnoCentive for similar situations.

Why couldn’t a CDC for Cybersecurity connect security problem-solvers with problem holders? Likewise, why couldn’t a CDC for Cybersecurity launch automated computer programs to scan news sources and other data in order to produce a map of distributed denial of service alerts? And volunteers could anonymously share observed attacks and everyone could receive early warnings from the collective group’s intelligence. Data collected in real-time could be used for longitudinal research to create fixes and cyber interventions to thwart attacks.

Facilitating Cross-Industry Cybersecurity Collaboration Fortunately, Bray has spurred APC members to action. A member-

FewPointstoRemember he Internet continues to grow as the main T source of information and arena of international commerce.

More sophisticated computational tools and software facilitate state and non-state cybercrimes.

The types, numbers and frequency of malicious cyberattacks that cause corporate and societal disruptions are growing exponentially.

We need to connect people and computers, so that collectively they act more intelligently than any individual, group or computer has ever done. And here’s where the CDC model comes in. Such a model could leverage the crowd of intelligence professionals; local, state and federal agencies; and the public.

Why couldn’t a CDC for Cybersecurity connect security problem-solvers with problem holders? Likewise, why couldn’t a CDC for Cybersecurity launch automated computer programs to scan news sources and other data in order to produce a map of distributed denial of service alerts? And

volunteers could anonymously share observed attacks and everyone could receive early warnings from the collective group’s intelligence.

The task force envisions a forum where participants can share observed attacks; a national organization to analyze reported attacks and respond immediately; identification of open source tools and policies for cybersecurity; collaboration among private, public and non-profit security experts; partnerships among local, state and federal agencies dedicated to cybersecurity; collaboration among professionals to solve each others’ problems; and ability to more quickly develop and distribute countermeasures against attacks.

The task force’s next steps are to name a leadership board of CIOs to coordinate the efforts of the coalition and establish a core team to lead this effort. It also seeks broader participation among professionals across different sectors. (For the position statement, click here.)

comprised task force comprised has drafted a proposal for the CIO Coalition for Open Security, whose primary purpose is to develop and implement strategies that facilitate cross-industry collaboration to minimize risk from malicious cyber activity. The task force envisions a forum where participants can share observed attacks; a national organization to analyze reported attacks and respond immediately; identification of open source tools and policies for cybersecurity; collaboration among private, public and nonprofit security experts; partnerships among local, state and federal agencies dedicated to cybersecurity; collaboration among professionals to solve each others’ problems; and ability to more quickly develop and distribute countermeasures against attacks.

The task force’s next steps are to name a leadership board of CIOs to coordinate the efforts of the coalition and establish a core team to lead

this effort. It also seeks broader participation among professionals across different sectors. (For the position statement, click here.)

I encourage you to read the position statement and sign up to participate (send an email to vnelli@simnet. org). Joe Bruhin, CIO of Constellation Brands and the principal author of the position statement, captures the urgency behind the coalition’s actions when he says, “Those of us who have to play cyber defense are losing; together, I believe we can be stronger than the worst of the bad actors.”

About the Author: Madeline Weiss, Ph.D., is director of the Society for Information Management’s Advanced Practices Council, a research-based program for CIOs and senior IT executives. From CIO Insight

Find more at online on the website www.itnext.in/resources/articles

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STRATEGY

Compromised passwords can result in financial loss to customers or signiďŹ cant reputational and monetary damage to organizations

BY STE VE D U R B I N

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I MAG E BY THINK STO CK PHOTO S.I N

Can Hackers Get Past Your Password?

or many years, passwords have been the dominant means by which organizations authenticate customer access to online services. Password-based authentication is easy and familiar for customers, and is initially inexpensive for organizations to deploy at scale.

But, while password-based authentication may be appropriate in some instances, it is no longer suitable for the wide range of services where it is currently being used.

With the popularity of services such as social networks including Facebook and Twitter, as well as online shopping and banking, the sensitivity of digital information has increased dramatically.

STRATEGY With more sensitivity comes increased risk. Compromised passwords can result in financial loss to customers or significant reputational and monetary damage to organizations, as demonstrated recently by the recent data breaches at Target, Michaels, Neiman Marcus and the list goes on.

At the same time, the strength of authentication based on a single password has steadily declined. New technologies and techniques have made passwords more vulnerable to a wide range of attacks, as evidenced by recent breaches which have exposed millions of customers’ personal information including names, encrypted passwords, and email and physical addresses.

These limitations are not going away, and it is time for organizations to re-examine whether passwordbased authentication is providing the appropriate level of risk mitigation.

When are passwords appropriate?

If they are not, what alternatives are available? Most importantly, how can organizations balance the need to provide a pleasing online experience to their customers while also providing scalable and cost effective security?

Passwords = Hacker Target of Choice A study of 30 million passwords, exposed when a music website was hacked, found that almost half the passwords were names, dictionary words or sequential characters – all easily guessable and therefore vulnerable. A recent UK government report found that ‘a majority of internet users (57%) continue to say they use the same passwords for most if not all websites’.

Furthermore, technological developments such as increased processing power and advanced exploit kits allow brute force attacks to execute billions of password guesses per second, making it easier and faster to crack weak passwords. It is no surprise that a 2014 global survey found that weak passwords enabled the initial breach in 31% of the 691 investigations the report analyzed.

Key Findings It is crucial to consider the customer experience, by asking whether additional authentication factors: equire the customer to have R additional devices Are easy to use and understand or cause frustration Overly complicate the customer’s ability to enrol, log in, or reset credentials Create a violation of privacy (or the perception of one) Create unacceptable delays

Complex Passwords Fail to Deliver Complex passwords are harder to guess and take more time to crack. A 10-digit password that conforms to good-practice complexity rules takes nearly 1,000 times longer to crack than an eight-digit one. However, the implementation of complex passwords creates usability issues for customers, which negatively impacts the customer experience and increases costs for the organization.

Customers Can’t Cope Customers are told to carefully select passwords that would be difficult for a hacker to guess, sufficiently complex and different for every service they use. At the same time, they are also told to remember their passwords, and not to write them down or store them on a computer. This is simply not realistic. The number of passwords customers have to manage is constantly climbing. The Norwegian study mentioned above found that on average customers had a minimum of 25 passwords. This number may be too low – a 2014 poll of our ISF Members found that several had over one hundred passwords.

insufficient to protect sensitive online services. Let’s take a look at a few of the main alternatives that are available now and will be available in the future.

Fingerprint The fingerprint reader is the biometric technology adopted most widely by consumer-focused organizations such as Apple, PayPal and Samsung, all of which have deployed mobilebased fingerprint readers. Concerns have been raised about the security of fingerprint scanners, with both the Apple and Samsung products being fooled by copies of fingerprints. In response, mobile device manufacturers are increasing the sophistication of their devices, for example, with the introduction of signs-of-life detection to recognise a live finger.

Recently, Barclays announced they are launching a finger scanner for corporate clients and will roll out voice recognition for millions of retailclients next year as it increases the use of biometric recognition technology to defeat banking fraud.

Voice Did someone say “voice recognition”?

ISF Members have reported widescale use of voice recognition in call centres to supplement authentication questions. This turns telephone-based authentication from single factor to two-factor authentication. A number of Members noted that voice recognition has flaws when a customer has a problem with his or her voice but they are expecting technical improvements to address this issue. Some were solving the problem by allowing customers to record their voice when they were suffering with voice issues.

This article is printed with prior permission from www. inforsecisland.com. For more such features and opinions on information security and risk management, please refer to Infosec Island.

Reviewing Password Alternatives While passwords may be suitable for protecting some services, they are becoming less effective and are

Find more at online on the website www.itnext.in/resources/articles

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MY LOG

KEN OESTREICH Marketing and Product Management veteran in the enterprise IT and DC space

A Tale of Three Cloud Strategies (Upgraded fromTwo) Both VMware and AWS have appeared at times to be unstoppable

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Enter: Microsoft Azure — and Windows Server Azure has been gaining ground (and functionality) steadily. Earlier in the year Azure GM Steven Martin hyped that 50 percent of the F500 companies were now using the service. And just the other day,

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It’s Now a Three-Horse Race.

Do I hear Four?

VMware, AWS and Microsoft are off to the races for dominance of the hybrid cloud. Will there be a fourth? And, will the market segment into 3 preferences?

Or, will users demand greater interoperability and fight lock-in.

Stay tuned until our next episode...

3 ESSENTIAL

READS

SANJAY SETHI | INTERVIEW

India’s e-commerce industry will grow from 0.2 percent to eight percent in five to six years and it is primarily going to come from metro cities. expensive, people are likely to use their handhelds to do shopping.

industry is little different from how you would you see in European markets. In developed market, it is more about convenience. You find everything around your home only –from a camera to a TV. But in a city like Delhi, you won’t get everything you want to buy from around. As you move out of metros this problem becomes acute. So the primary driver of ecommerce in India is the necessity. It’s not about convenience, it is about availability.

India’s e-commerce industry will grow from 0.2 percent to eight percent in five to six years and it is primarily going to come from metro cities. Another area where we can witness growth is from the middle classes people of smaller cities. Next phase of growth will be powered by mobility. Because laptops and desktop computers are

WHY E-COMMERCE IN INDIA IS STILL AT A VERY NASCENT STAGE E-Commerce is a new business and hence regulations either don’t exist or are not very clear, says Sanjay Sethi, CEO & Co-Founder, ShopClues.com, in an interview with Mastufa Ahmed

BY XXXVENDRA SINGH

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How is India’s e-commerce industry growing and players sprucing up their product lines? e-Commerce in India is at a very nascent stage yet with the total retail size about 500 billion, out of which about eight percent is organized retail while e-commerce is about only 0.2 percent. GDP is growing at five percent, but the organized retail is growing at about 10 percent and e-commerce is growing 50 to 60 percent year-overyear. So clearly, India becomes the last largest untapped e-commerce market in the world. The dynamics of this

What all challenges do e-tailers face today including technology hurdles?

The entire concept of shopping online is still very new. All businesses are built on some kind of challenge that they try to solve. ShopClues is built on the challenge that India’s retail market is very fragmented and is primarily dominated by small and medium businesses. We have twenty-five million retailers in India who retail for living and they are all over the country. Now making them participate online is a challenge but you can say this is an opportunity.

ShopClues has taken the challenge of the market cashing in on the small and medium businesses. We leverage the fact that there is absence of organized retail and that organized retail is not going to become large because for it to become large there are many constraints including regulatory, infra, occupancy cost, rent cost, etc. Plus, when you have high land cost it’s difficult to create large malls like in US. We take challenge as opportunity. For instance, if logistics is a problem then we will partner with hundred

courier partners across the country, organise them and give them service to merchant so that they can deliver value to the buyers.

India has made lot of progress but the speed of change is lower than what we expected. For instance, adoption of 3G and 4G services are yet to catch up.

The challenge that I face today is clarity on regulations, and taxes.

Since this is a new business, so regulations either don’t exist or are not very clear. And then there are issues like water, electricity, and Internet connectivity.

How do you see e-commerce industry five years down the line in India?

Internet commerce is a behavioral change and it is here to stay. It will become larger, more efficient and provide more value to buyers. By 2019, India’s e-commerce will be approximately 16 to 18 billion in size. There will be multiple players in the industry catering to different values to buyers.

Because Indian consumers are very diverse, extreme, very brand and value conscious, there will be multiple sellers of multiple value propositions.

India currently is very diverse in all aspects like language, culture, buyers. So the reason when diverse people try to buy, a single company or single business model cannot deliver on the entire spectrum. For example, if you are a mall, you can’t be a sector market and if you are sector market you can’t become a mall.

Secondly, you will see growth of verticals. For example, somebody would only sell eye glasses, somebody selling health items, somebody taking care of senior citizens, and so on. These are like niche vertical businesses. We will see entry of international players in Indian market. Players like Walmart, IKEA, etc will all make a mark in India.

ITNEXT | D E C E M B E R 2 0 1 4

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

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Sanjay Sethi, CEO & CoFounder, ShopClues.com, says e-commerce is a new business and hence regulations either don’t exist or are not very clear Pg 65 STRATEGY I began my career during the era of Outsourcing 1.0, when we, as service providers, held much of the leverage.

Although clients knew why they wanted to outsource (namely, cheaper, faster and better), the process of getting there was largely in the service provider’s control.

During this phase, clients typically sought a single service provider to cover a wide range of services under a onethroat-to-choke model. Service level agreements were the rulebooks that providers and clients played by to define success. Outsourcing 1.0 was an era of limited options, limited players and even more limited definitions of success.

Over time, clients demanded more ownership of the process and dictated how they wanted work done. In a spirit of “the customer is always right,” service providers customised their solutions to conform to unique and sometimes inefficient client processes, in an era I’ll call Outsourcing 2.0. Multisourced environments became more prevalent, as clients sought to leverage specialized capabilities and build best-of-breed, handcrafted solutions. While this yielded some benefits, clients often found themselves struggling to manage disparate providers with conflicting agendas, as well as enduring inefficiencies resulting from a lack of standardization. During this period of growing maturity, collaborative sourcing models became more prevalent and value expectations grew.

STRATEGY

Why I Moved to an Advisory Role As an advisor in a sourcing firm, one has the ability to help clients articulate their strategic vision, and match that unique vision with the right service provider capabilities and solutions

BY ANUBH AV SAXENA

66

O

ver the past two decades, I’ve worked as a senior founding executive with two major service providers, and I like to believe that my colleagues and I have helped our clients build and execute strategies to save money, improve operations and solve their business problems.

Recently, however, I moved to a new position with a sourcing advisory firm. This move was inspired by the changes I observed in the marketplace and by the unique opportunity I recognized in an advisory role. Specifically, I’d be able to help clients articulate their strategic vision of where they want to go, and match that vision with service provider capabilities and solutions.

Moving to the Era of Outsourcing 3.0

I MAGE BY TH IN K STO CK P HOTO S.IN

Microsoft reported 103 percent growth quarter (includes Office 365). But that’s not the real story IMO. The company has also released (with a new name) the Windows Azure Pack.

When used with Windows Server and System Center, it allows enterprises and service providers to generate Azure services — using Azure APIs. Furthermore, it simplifies creating hybrid services between the data center and Azure, including capacity expansion, fail-over and DR. Trojan horse? No — simply a clever strategy. They are lowering (and nearly eliminating) the barriers to adoption of the public cloud by introducing it as a service extension of Windows you already own. And this way, any enterprise or service provider can go public/private/hybrid on their own timetable.

Today, as the service market continues to mature toward Outsourcing 3.0, both clients and providers are recognizing the economy-of-scale benefits of standardization and limited customization. As such, clients are increasingly willing to change their complex and inefficient internal processes and requirements and adopt the provider’s standardized solution at a lower cost. Capability and maturity models are beginning to co-exist and gold standards are starting to emerge.

Paradoxically, while service delivery is evolving toward simplicity and

Outsourcing 1.0 was an era of limited options, limited players and even more limited definitions of success standardization, service delivery models are becoming increasingly complex and multi-faceted, with SMAC, automation and other disruptive technologies, and various platforms, providers and solutions sets further fueling the growth of multisourcing.

In this environment, clients have the opportunity to achieve the innovation and transformation they seek. But while they know where they want to go, they often don’t know the best way to get there. And while they recognize there may be more than one right answer to a business problem, they often need help in finding the best answer, particularly given the rapid pace of change and innovation in the market.

This dynamic is fundamentally changing the role of the sourcing advisor.

Traditionally, clients worked with advisors to define specific requirements through a highly prescriptive RFP process, and service providers checked off the boxes to show that they could fill the order. Advisors made sure all the t’s were crossed and i’s dotted. Today, clients are asking open-ended questions such as “How would you solve my business problem?” Here the advisor’s role is to engage clients and service providers in a strategic dialogue to assess options and to identify suitable models and solutions that can meet the client’s needs in the future.

ITNEXT | D E C E M B E R 2 0 1 4

Enabling Models, Solutions and Services As we move toward Outsourcing 4.0, the fundamental task is to enable these models, solutions and services, both technologically and operationally.

The advisory role also is increasingly focusing on service integration within multisourced management models that effectively drive collaboration and shared ownership of service issues and outcomes. By ensuring that each provider on the team has skin in the game, these mechanisms can eliminate the finger-pointing that characterized early multisourced relationships.

We are also seeing advisory firms implement advanced managed services and governance models to provide ongoing support of financial, contract, relationship and performance management functions, thus ensuring progressive movement toward the target operating model or future mode of operation. In effect, by outsourcing the day-to-day management of their outsourcers, clients can be assured they are getting what they paid for, while being able to pay more attention to the larger perspective of focusing on their business goals and ensuring that their provider relationships are on track.

As the sourcing market evolves, the advisor’s role has become increasingly central and strategic to client success in assessing, designing, selecting, implementing and managing solutions—and in moving service providers to a higher state of operational excellence. With frequent disruption now the rule in a maturing market, discontinuities become a constant, and limited differentiation sets in. The players and possible paths to success have only multiplied.

Anubhav Saxena is President of Global Managed Services & Research at the Information Services Group (ISG).

This article was first published in CIO Insight.

For more stories please visit www.cioinsight.com.

Find more at online on the website www.itnext.in/resources/articles

D E C E M B E R 2 0 1 4 | ITNEXT

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Why I Moved to an Advisory Role Pg 66 STRATEGY

STRATEGY

Do We Need a CDC for Cybersecurity?

A centralized cybersecurity agency could leverage the mission and approach of the U.S. Centers for Disease Control and Prevention to proactively respond to cyber threats in real-time

BY MADELINE WEISS

68

A

lthough the U.S. Centers for Disease Control and Prevention (CDC) has emerged from the Ebola outbreak with a somewhat blemished reputation, its mission (“works 24/7 to protect America from health, safety and security threats, both foreign and in the U.S.”) and approach (“conducts critical science and provides health information that protects our nation against expensive and dangerous health threats and responds when these arise”) are as vital as ever.

Would such a proactive mission and approach help protect America from cybersecurity threats, both foreign and in the U.S.? David Bray, visiting associate at the University of Oxford, made the case for “a CDC for cybersecurity” at a recent Advanced Practices Council (APC) meeting. Based on his

IM AGE BY T HI NK STOCK PHOTO S. IN

I MAGING BY: HARIDAS BAL AN

Earlier in March I penned a blog titled A Tale of Two Cloud Strategies and observed the two opposing cloud strategies of VMware vs. AWS. VMware, with its strength in the enterprise, building presence in the public cloud — and AWS with de facto dominance in the public cloud, working inroads into the enterprise.

In my closing paragraph I noted These will be extraordinary strategies to observe over time. We all know that even the most dominating companies/technologies eventually meet their match (or their disruption).

Both VMware and AWS have appeared at times to be unstoppable. As they converge, it will surely be a battle of gladiators. Unless (or until) of course, third, fourth and dark-horse players disrupt the party. As they always do.

And, sure enough, here comes the Number Three — and predictable — gladiator.

research at Oxford, Bray built up to his case by reminding APC members of the current grim reality: The Internet continues to grow as the main source of information and arena of international commerce.

More sophisticated computational tools and software facilitate state and non-state cybercrimes.

The types, numbers and frequency of malicious cyberattacks that cause corporate and societal disruptions are growing exponentially.

Next, Bray discussed potential solutions. In our current turbulent environment, where rapid assessment and response are essential to ensuring security, we must enlist collective intelligence, he urged. We need to connect people and computers, so that collectively they act more intelligently than any individual, group or computer has ever done. And here’s where the CDC model comes in. Such a model could leverage the crowd of intelligence professionals; local, state and federal agencies; and the public.

Similar crowdsourcing models already exist in other fields. Consider InnoCentive, launched by Eli Lilly and Company in 2001 to source solutions to unsolved R&D problems from the global crowd. It was so successful that many other companies now leverage InnoCentive for similar situations.

Why couldn’t a CDC for Cybersecurity connect security problem-solvers with problem holders? Likewise, why couldn’t a CDC for Cybersecurity launch automated computer programs to scan news sources and other data in order to produce a map of distributed denial of service alerts? And volunteers could anonymously share observed attacks and everyone could receive early warnings from the collective group’s intelligence. Data collected in real-time could be used for longitudinal research to create fixes and cyber interventions to thwart attacks.

Facilitating Cross-Industry Cybersecurity Collaboration Fortunately, Bray has spurred APC members to action. A member-

ITNEXT | D E C E M B E R 2 0 1 4

Do We Need a CDC for Cybersecurity? Pg 68

Few PointstoRemember he Internet continues to grow as the main T source of information and arena of international commerce.

More sophisticated computational tools and software facilitate state and non-state cybercrimes.

The types, numbers and frequency of malicious cyberattacks that cause corporate and societal disruptions are growing exponentially.

We need to connect people and computers, so that collectively they act more intelligently than any individual, group or computer has ever done. And here’s where the CDC model comes in. Such a model could leverage the crowd of intelligence professionals; local, state and federal agencies; and the public.

Why couldn’t a CDC for Cybersecurity connect security problem-solvers with problem holders? Likewise, why couldn’t a CDC for Cybersecurity launch automated computer programs to scan news sources and other data in order to produce a map of distributed denial of service alerts? And

volunteers could anonymously share observed attacks and everyone could receive early warnings from the collective group’s intelligence.

The task force envisions a forum where participants can share observed attacks; a national organization to analyze reported attacks and respond immediately; identification of open source tools and policies for cybersecurity; collaboration among private, public and non-profit security experts; partnerships among local, state and federal agencies dedicated to cybersecurity; collaboration among professionals to solve each others’ problems; and ability to more quickly develop and distribute countermeasures against attacks.

The task force’s next steps are to name a leadership board of CIOs to coordinate the efforts of the coalition and establish a core team to lead this effort. It also seeks broader participation among professionals across different sectors. (For the position statement, click here.)

comprised task force comprised has drafted a proposal for the CIO Coalition for Open Security, whose primary purpose is to develop and implement strategies that facilitate cross-industry collaboration to minimize risk from malicious cyber activity. The task force envisions a forum where participants can share observed attacks; a national organization to analyze reported attacks and respond immediately; identification of open source tools and policies for cybersecurity; collaboration among private, public and nonprofit security experts; partnerships among local, state and federal agencies dedicated to cybersecurity; collaboration among professionals to solve each others’ problems; and ability to more quickly develop and distribute countermeasures against attacks.

The task force’s next steps are to name a leadership board of CIOs to coordinate the efforts of the coalition and establish a core team to lead

this effort. It also seeks broader participation among professionals across different sectors. (For the position statement, click here.)

I encourage you to read the position statement and sign up to participate (send an email to vnelli@simnet. org). Joe Bruhin, CIO of Constellation Brands and the principal author of the position statement, captures the urgency behind the coalition’s actions when he says, “Those of us who have to play cyber defense are losing; together, I believe we can be stronger than the worst of the bad actors.”

About the Author: Madeline Weiss, Ph.D., is director of the Society for Information Management’s Advanced Practices Council, a research-based program for CIOs and senior IT executives. From CIO Insight

Find more at online on the website www.itnext.in/resources/articles

D E C E M B E R 2 0 1 4 | ITNEXT

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