IT NEXT Vol 05 Issue 06 July 2014

GENERATION O F C I Os
July 2014 | `100 | Volume 05 | Issue 06 | A 9.9 Media Publication

www.itnext.com | facebook.com/itnext | @itnext_magazine
Real-Time Analytics Can Help IPLTeams
INTERVIEW | ANIRBAN DEY, FORMER MD OF SAP LABS INDIA| Pg 30
BossTalk
Today is the
New Future
Pg 07
Insight
Data Scientists
and CDO Fact
or Fad?
Pg 26
E-COMMERCE COMPANIES ARE BETTING BIG ON
BIG DATA AND MOBILITY SOLUTIONS TO DRIVE CUSTOMER
EXPERIENCE AND BUSINESS GROWTH Pg 16
EDITORIAL
1 J ULY 2 0 1 4 | ITNEXT
Hot, Sour
and Spicy!
Hot and spicy. And to an extent, sour
as well! This is how I would like to
define the E-commerce industrys
experience of using hot technologies. What
then are these? Mobility and big data. Gartner too endorses
that the e-commerce industry is betting big on these two technologies.
It is not just about betting on the technologies--E-commerce companies
are increasingly deploying solutions related to these two technologies.
The CIOs of E-Commerce firms perfectly justify why these
technologies are like sources and can transform their business.
The reason for increased dependency on mobility and big data is
not just for fancy reasons, but it is about the need to drive competitive
advantage. Given the changes in the consumer consumption patterns
of various goods and services especially from those who are getting
very technology savvy, the demand for online transactions has
soared high. The buying habit has created a huge competition among
E-commerce companies.
Growing demand for business and speed of delivery have put
immense pressure on IT Heads to go in for such technologies--which
cannot only provide greater insights into business trends, but can
enable business functions to leverage the technology for greater
business benefits.
Big data is a unique case showing how E-Commerce companies have
leveraged this not just as jargon, but as a useful tool to identify and
analyse data from various sources. Mobility is the new catch phrase
among E-commerce firms, where the trend evolves through employees
and external customers who aspire to transact over the mobile.
Against this backdrop, ITNext initiated a cover feature in its
current edition, titled, Big Data and Mobility Take the Hot Seat,
which provides cases around how these two technologies have been
deployed to meet the business objectives of the company and helped
in taking appropriate measures to meet competition.
G E E T HA NA ND I KOT K UR
The CIOs of E-Commerce
firms perfectly justify
why these technologies
are like sources and can
transform their business.
Blogs To Watch!
Mobility a New Opportunity-
and Challenge-for
E-commerce
http://www.itbusinessedge.
com/cm/blogs/all/
mobility-a-new-opportunity-
and-challenge-for-e-
commerce/?cs=46260
Mobility changes the face of
Ecommerce solution
http://blog.contus.com/
mobility-changes-the-face-of-
ecommerce-solution/
Growing E-Commerce for
Retail with Big Data
http://www.tibco.com/
blog/2014/03/17/growing-e-
commerce-for-retail-with-
big-data/
E-Commerce Can No Longer
Escape Big Data
http://spinnakr.com/blog/data-
2/2014/03/e-commerce-can-
no-longer-escape-big-data/
2 ITNEXT | J ULY 2 0 1 4
CONTENT
JULY 2014
VOLUME 05 | I SSUE 06 FOR THE LATEST TECHNOLOGY UPDATES GO TO I TNEXT. I N
COVER STORY
16 The Tale of Two Trends
Big Data and Mobility are the two big technology trends taking
the hot seat among the flourishing E-Commerce firms to drive
business value
07 Chary Mudumby,
Executive Vice President,
HTC Global Services on the
Future of IT
BOSS TALK
24 Niranjan Thirumale, CTO,
EMC India on how advanced
data Analysis can help in sniff-
ing out corruption
INTERVIEW
Facebook:
http: //www. f acebook.
com/home. php#/group.
php?gi d=195675030582
Twi tter:
http: //t wi tter. com/i tnext
Li nkedIn
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groups?gi d=2261770&trk=myg_
ugrp_ovr
July 2014 | `100 | Volume 05 | Issue 06 | A 9.9 Media Publication www.itnext.com| facebook.com/itnext | @itnext_magazine
Real-TimeAnalyticsCan Help IPLTeams
INTERVIEW| ANIRBANDEY, FORMER MDOF SAP LABS INDIA| Pg 30
BossTalk
Todayisthe NewFuture Pg 07
Insight
DataScientists andCDOFact or Fad? Pg 26
E-COMMERCE COMPANIES ARE BETTING BIG ON BIG DATA AND MOBILITY SOLUTIONS TO DRIVE CUSTOMER EXPERIENCE AND BUSINESS GROWTH Pg 16
19 Big, Big, Bigger
As the data is getting bigger, the relevance of big data is growing in
the business of E-Commerce not just to tackle the biting bytes but
more importantly, to get the winning insights out of it
22 Mobile App-etite Growing
E-Commerce ITDMs are equipped to meet the rising needs of shopping
through mobile apps
COVER
Design: SHIGIL NARAYANAN
16
Page
E-commerce
companies are
betting big on
big data and
mobility solutions
to drive customer
experience and
business growth
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STRATEGY
32 ITDMs Intend to Reap the
Benets of IoT I Are enterprises
willing to go the Internet of
Things (IoT) way? What would be
the requirement for enterprises to
adopt IoT?
CASE STUDY
40 Transforming Data into
Winning Decisions | GCPL
deployed 11 business discovery
software into its sales function for
more than 350 users to be more
agile and effective
CUBE CHAT
46 Ramesh Bhashyam, Assistant
General Manager Information
Systems, Madras Auto Service
(TVS) chose IT as this eld gives
him the scope to innovate on a
large scale
TECH INSIGHT
26 Data Scientists and CDO
- Fact or Fad? I Data scientists
hold the key to unlocking the true
business potential of data
STRATEGY
34 Key Certications that
Help IT Managers in Career
Growth | Certications give
ITDMs a way to be equipped in
new technologies and ll the gaps
in resumes
52
Page
Is Veracity
the King of
Big Data Vs?
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Whether Senior IT Managers would like to become a
Future CIOs of India?
Certainly! IT Next monthly magazine clearly shows
the roadmap on the latest IT trends and technology,
for the next generation of CIOs. IT Next magazine
opens the door for the Senior IT Executives by way
of providing meaningful information on the latest
ICT, namely BYOD & BYOC plus benets on Mobile
Cloud and its architecture. BYOD users would gets the
maximum advantage using personal cloud services
(BYOC). Business always has an edge of impact
based on the volume of data / assets available in
an organization. IT Next magazine concludes that
BIG DATA plays a major share in the IT market and
denitely it is the future. Thanks to IT Next Team for
providing value added information.
RAMESH BHASHYAM, AGM-IT, Madras Auto Service, TVS
Useful Resource for ITDMs
I would like to compliment entire IT NEXT team for the approach
adopted to gather information for the IT NEXT magazine. I have
been following this magazine for the last 2 years and I find it very
useful. I am sure it is a mega hit and one of the important IT maga-
zines in the industry. All my colleagues and friends in the IT indus-
try follow this magazine.
IT NEXT VALUES YOUR FEEDBACK
We want to know what you think about the magazine, and how we can make it a
better read. Your comments will go a long way in making IT NEXT the preferred
publication for the community. Send your comments, compliments, complaints
or questions about the magazine to editor@itnext.in.
PHOTO/ILLUSTRATION/IM
AGING CREDIT
PHOTO/ILLUSTRATION/IM
AGING CREDIT
T
oday, Cloud is the most hackneyed word in the dictionary of IT. But as
the clichs go, they also represent the fact, the sentiment of the mass and
mandate of the market, in this case.
The family of As-a-Service (aaS) is expanding PaaS (Platform as a
Service), SaaS (Software as a Service), AaaS (Application as a Service), IaaS
(Infrastructure as a Service), DaaS (Desktop as a Service), DPaaS (Data
Protection as a Service) and each and every component of IT is offered as a Service.
The ITNext Cover story of the June issue, Its Getting Cloudy, for the Good is an
attempt to explore the new vistas of cloud. Be it Mobile Cloud, Bring Your Own Cloud
(BYOC) trends, Hybrid Cloud or Cloud Marketplace, the business demands are getting
cloudy and for the good as the IT decision makers realise, the need of embracing the new
IT, Cloud being the major component of it.
The cover story also delves deeper into what major vendors are doing about a cloud
while laying the strategic roadmap.
Mobile Cloud
A new trend or yet another cloudy gimmick? Well, not really. Despite increased use
13 | Business Goes the
Mobile Way
15 | Is BYOCthe
NewBuzzword?
18 | Cloud Marketplace:
the Next wave
20| Hybrid: Best of bothWorlds
22 | Vendors viewon Cloud
Inside
Senior ITManagers across enterprises realisetheneed
of thinking new, doing new andthenewer cloudtrends
aredefinitely catching upfast to driveagility, scalability
andflexibility of information
BY TEAM ITNEXT
DESIGN BY HARIDAS BALAN | IMAGING BY SHIGIL NARAYANAN
Cloud is on
Cloudnine
1 0 ITNEXT | J UNE 2 0 1 4 1 1 J UNE 2 0 1 4 | ITNEXT
CLOUD EVERYWHERE | COVER STORY COVER STORY |CLOUD EVERYWHERE
IT NEXT THANKS
ITS READERS
FOR THE WARM
RESPONSE
http://www.itnext.
in/resources/
magazine
READ THIS
ISSUE ONLINE
ITNEXT<space>
<your feedback>
and send it to
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July 2014 | `100 | Volume 05 | Issue 06 | A 9.9 Media Publication www.itnext.com| facebook.com/itnext | @itnext_magazine
Real-TimeAnalyticsCan Help IPLTeams
INTERVIEW| ANIRBANDEY, FORMER MDOF SAP LABS INDIA| Pg 30
BossTalk
Todayisthe
NewFuture Pg 07
Insight
DataScientists
andCDOFact
or Fad? Pg 26
E-COMMERCE COMPANIES ARE BETTING BIG ON
BIG DATA AND MOBILITY SOLUTIONS TO DRIVE CUSTOMER
EXPERIENCE AND BUSINESS GROWTH Pg 16
The most important part of
this magazine is its Topics
which is very thoughtfully
picked up by your team, hav-
ing latest IT topics which are
being researched and spoken
in the IT fraternity. I find lot of
eminent IT personalities writ-
ing articles on these topics
which is very useful and infor-
mative. This helps in choos-
ing right technology as the IT
strategy for the organization.
As a reader, I look forward
to read these articles which
keeps me upto date, pro-
vides knowledge and tips.
Apart from IT topics, I also
like cube chat in which you
pick up one IT personal-
ity and publish his experi-
ence, likes, dislikes etc.
ARUP BANIK
AVP-Corporate IT, Oberoi Hotels & Resorts

Risks of BYOC
The cover story on cloud was
highly impactful the compo-
nent of Bring Your Own Cloud
(BYOC) covers the most. It is
one of the biggest headaches
for IT Managers, CTOs, CIOs
currently and the story intro-
duces effective measures to
reduce the complexity. BYOC
definitely brings in with it
the risk of non-IT profession-
als using products they dont
know or are not trained to
use. Although BYOC reduces
operational costs to IT ser-
vices, it has its share of secu-
rity implications. For starters,
theres the loss of control of
corporate data. The enter-
prise has no idea whos using
what services, what data
employees are uploading, and
whether or not the service
provider they chose is on the
up-and-up Look forward to
reading such edifying articles
in coming issues. Way to go!
VAMSI PATTAMATTA
CTO, Catchway Web Solutions
If we dont do analytics or embrace
mobility today, we wouldnt be doing it
5 years down the line. The future is not
tomorrow, its today. So, embrace them.
I
remember an instance of 1981 where
my favourite Professor HN Mahabala
was invited to talk in one of the pub-
lic functions to give a public talk. He
chose to talk about computers and
how computers are going to be used at home.
In 1981, Chennai had half a dozen PCs, one PC
in IIT. There was hardly any environment then of
PCs which would be so difficult to imagine now.
He then gave a talk of an hour and a half on
how computers are going to change the entire
function in a home in the future. He talked about
temperature in rooms being controlled by com-
puters and all the house appliances be it refrig-
erators, washing machines, televisions and how
the entire house will be computer controlled.
It struck me then on what endless pos-
sibilities information technology can
bring. What we talk today about Internet
of things (IoT) or Internet of everything
(IoE), Prof. Mahabala envisioned it then.
Well, its coming true today. If not in our
homes at least in Bill Gates home!
Today is the
New Future
FUTURE OF IT
Leverage to Emerge
Senior IT Managers across industries need to
leverage the emerging technologies such as
analytics, big data, mobility, Internet of Things
(IoT) to give their enterprises the edge the
business needs. So, what Prof. Mahabala said
in 1981 applies today. It sounded blah blah blah
then but he had the vision to see what lies in the
future, the endless possibilities, the revolutionary
technologies and more importantly, leveraging the
power of information. IT Decision Makers need
to do the same, envision tomorrow, be open to the
beauty of technology rather than be skeptical of
them. So, the question we should ask ourselves
is not whats the future going to be? The question
should be are we going to embrace the future?
Future is today, not tomorrow
The SMAC (Social, Mobile, Analytics and Cloud)
is the future. But it doesnt mean its ahead of our
time. I have observed some IT managers and
CIOs dont weigh the emerging technologies with
the serious that they should be doing and waiting
for the time. We have to stop it. If we dont do
analytics or embrace mobility today, we wouldnt
be doing it 5 years down the line. The future is not
tomorrow, its today. So, embrace them.
Technologies to emphasize on to be
future-ready
1. Data Warehousing and Data Integration will
continue to be the trend
2. Data Analyics and Big Data will redefine
the way we see data and how it can help our
insights, how we use data as assets in true sense
3. Data security and MDM (Master Data
Management and not Mobile Device
Management)are critical too.
The author is Executive Vice President, HTC Global Services
SUGGESTION BOX
This will guide
researchers and
ITDMs in the
right direction for
sustainable growth
in computer
performance, so
that we all enjoy
the next level of
benets to society.
WRITER: NATIONAL RESEARCH
COUNCIL
PUBLISHER: NATIONAL ACAD-
EMIES PRESS
CHARY MUDUMBY | BOSS TALK
TRENDS
DEALS
PRODUCTS
SERVICES
PEOPLE
UPDATE
I N D U S T R Y
TECH TIDING | With digital business blurring the line between the
physical and the digital worlds, consumer-centric mobile apps are play-
ing an important role.
Gartner predicts that, by 2015, most mobile apps will sync, collect
and analyze deep data about users and their social graphs, but most IT
leaders are failing to consider the deep impact that mobile apps have on
Wearable Devices will
Dene the Apps
their information infrastructure.
Gartner also predicts that, by
2017, wearable devices will
drive 50 per cent of total app
interactions.
This includes desktop-based
app interactions and mobile apps,
with mobile apps making up the
majority of these interactions.
IT leaders should ensure they
have infrastructure in place that
takes into account data collected,
not only via mobile apps, but also
from apps running on wearable
devices, said Roxane Edjlali,
research director at Gartner.
To date, most applications
have been developed to support
specific business-to-consumer
interactions. For example,
some use location data to
offer contextually relevant
information, and some also
collect other information about
their users such as gender
and age group to further
refine the interaction.
Although this data is accessed
and potentially stored in support
of an app, it is not managed as
a full citizen of an enterprises
information infrastructure.
The line between acceptable
and unacceptable use of
consumer data can be very
thin, and it gets even thinner
as the data collected becomes
more detailed and personal.
For example, organizations
collecting biometric data
through mobile apps linked
to wearable devices could be
tempted to monetize this data by
reselling it. These risks relating
to data collected from mobile
apps require firms to rethink
their governance policies and
and information infrastructure.
Risks relating
to data col-
lected from
mobile apps
require rms
to rethink
their govern-
ance policies
and informa-
tion infra-
structure
SOURCE: GARTNER
Worldwide Security Software Market Grew Single Digit in
2013 Top Security Software Vendors, Worldwide, 2012-2013
(Millions of Dollars)
S
e
c
u
rity

S
o
ftw
a
re
The lower-than-
expected growth
was due to
commoditisation
of key sub seg-
ments and the
decline in growth
for two of the top
ve vendors.
Company 2013 Revenue
2013 Market
Share (%)
2012
Revenue
2013-2012
Growth (%)
Symantec 3,737.6 18.7 3,747.1 -0.3
McAfee 1,745.3 8.7 1,680.0 3.9
IBM 1,135.8 5.7 953.6 19.1
Trend Micro 1,110.2 5.6 1,172.0 -5.3
EMC 760.0 3.8 717.6 5.9
Others 11,483.1 57.5 10,766.2 6.6
Total 19,972.0 100.0 19,036.5 4.9
MICROMAX WINDOWS PHONES
Micromax has launched two Windows
8.1-based smartphones- Canvas
Win W121 and Win W092 in
India. The smartphones are
priced at ` 9,500 and ` 6,500
respectively, and will be available
from July.
SONY XPERIA T2 ULTRA DUAL
The Xperia T2 Ultra is in the mid-range and
offers smart looks, an excellent camera and a
decent hardware pacakge.
With a 3000mAh bat-
tery the phablet even
offers long battery life.
Price: ` 23650
TECH TRENDS | Akamai Technol-
ogies has revealed that Fortune
500 enterprises are vulnerable
to a high-risk threat of contin-
ued breaches from the Zeus
framework. Malicious actors
may use the Zeus crimeware
kit to steal login credentials
and gain access to web-based
enterprise applications or online
banking accounts.This was reve-
leaed through its Prolexic Secu-
rity Engineering & Response
Team (PLXsert), a new cyberse-
curity threat advisory.
Responsible for recent
data breaches
Computers, smart phones and
Zeus Crimeware Threatens
Fortune 500 Companies
Stealing enterprise access and
trade secrets
Employees, customers and
business partners may
unintentionally download
the Zeus malware onto their
enterprise computers or
personal devices. When they
subsequently login from the
web using the device, they may
inadvertently hand confidential
information to malicious actors.
Anti-virus software may not
detect Zeus malware
The Zeus framework has been
used to spread malware and
gather information for many
years. Its ignoble success is
due in large part of its extreme
stealth. Files are hidden, content
is obfuscated, firewalls are
disabled, and communication
can be distributed.
The antivirus
detection
rate for Zeus
at only 39.5
per cent
The new Samsung Galaxy Tab S (and
thats an S not a 5) is being pitched by the
Korean electronics giant as an authentic
rival to the iPad. It turns out Samsung
might be on to something.The Tab S is
pitched as an entertainment platform.
Samsung is side-stepping the business
and creative market that Microsoft
covets for its Surface tablets and is
pushing the Tab S as the go-to device.
AROUND THE WORLD
Samsung Galaxy
Tab S Launched
VISHAL SIKKA, Newly Appointed Infosys CEO
Humbled to lead
Infosys, an iconic
pioneer in IT. Looking
forward to learn & work
with Infoscions & global
clients on breakthrough
innovation.
tablets infested with the Zeus bot
(zbot) malware become agents for
criminals serving a malicious
master, sharing user data, and
becoming part of a botnet to
attack computer systems.
QUICK BYTE
KARBONN TITANIUM S9 LITE
Karbonn is set to launch a new Android
smartphone in the India. Kar-
bonn Titanium S9 Lite features
dual-SIM support, Android 4.2
Jelly Bean and 1.3GHz quad-
core coupled with 512MB of
RAM. Price: ` 8990
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UPDATE
1 0 ITNEXT | J ULY 2 0 1 4
TECH TIDING | Gartner says smart
machines will disrupt the enterprise
environment.
As per Gartner, Smart machines have the
promise to be more disruptive
than any of the prior technology
generation. In the second half
of this decade, Gartner analysts
expect to see dramatic growth
in the availability, sale and use
of smart machines. Gartner pre-
dicts that smart machines will
have widespread and deep busi-
ness impact through 2020.
Smart machines will be the most dis-
ruptive change ever brought about by
information technology. How people work
with information will change, and we will
rely on, and be aided by, smart
machines. How we interact with
the physical world will change, via
movers and doers. We will be able
to spend more time being more
productive on the job and have
more time to pursue other things in
life with some of the gains of pro-
ductivity, said Partha Iyengar, vice
president, Gartner.
TECH TRENDS |Brocade has
announced the appointment
of Chee Keong (CK) Lam to the
position of director of Data Cen-
ter Fabric and Virtualization for
Asia Pacific (APAC), and Beni
Sia to the role of regional direc-
tor for South East Asia.
Based out of Singapore, both
will be responsible for driving
the companys data center and
Software-Defined Networking
(SDN) strategy and adoption
across the regions.
Lam will report to Matt Kolon,
Brocade Chief Technology Officer
(CTO) for APAC. With over 20
years of networking experience,
Lam most recently worked at
Juniper Networks, where he was
tasked with driving thought
leadership and large customer
engagements for Junipers data
center solutionspanning
routing, switching, and security
across Asia Pacific. Prior to
Juniper Networks, Lam was an
Smart Machines will Impact
Business Deeply
Chee Keong Lam and Beni Sia to
Boost Brocades DC and SDN
Sia will report
to Adam Judd,
Brocade VP for
APAC. Sia was
the Country Di-
rector for Singa-
pore, Vietnam,
Philippines and
Indo-China at
Juniper
Networks.
advisory sales specialist at IBM
Global Technology Services (GTS)
for network infrastructure and
data center solutions. He also held
various senior technical positions
at Intel and Novell.
As regional director for South
East Asia, Sia will be responsible
for charting the companys
strategic direction and growth for
the region, and driving customer
adoption of Brocade
How do you see the security
landscape changing?
Employees share more les, and enjoy the
benets of broadband, wireless hotspots
and networked applications like instant
messaging and VoIP. As a result, the online
threats are also constantly evolving.
They take many forms, appear faster and
are developed by organised criminals
who are constantly looking to exploit
vulnerabilities in corporate IT systems.
Security market is cluttered with
both big and small players. What is
your strategy?
We are focusing on offering Security-
as-a-Service (SaaS) to customers. This
is not being offered by any other vendor
in the Indian market. This is our big
differentiator. It also makes good business
sense for CIOs. F-Secure is a pioneer in
delivering SaaS to businesses and its
products are trusted in millions of homes
and ofces around the world.
How will your Security-as-a-Service
model work?
Under a SaaS agreement, F-Secure
hosts the service, while our trusted local
security partner takes responsibility for
the day-to-day running of the companys
IT security. SaaS is like having a specialist
security workforce armed with the latest
technology at a fraction of the cost of
hiring IT staff and buying the technology.
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by dedicated experts and world
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40
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OF REVENUE
WILL BE
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BY KNOWLEDGE
AND SERVICE
INDUSTRIES
UPDATE
1 1 J ULY 2 0 1 4 | ITNEXT
TECH TRENDS | The third edition of Tech-
nology Premier League (TPL), organised
by CIO&Leader and IT Next kick-started
on 6 June 2014 with Mumbai being the
first city to witness TPL 2014.
TPL is a unique contest that tests
knowledge, skill and business acumen of
corporate IT teams pan India. The contest
requires enterprise IT teams, headed
by the CIO or IT-head, to demonstrate
their expertise in IT strategy, planning
and decision-makingin high-pressure,
fluid situations by analyzing, solving
and explaining a series of enterprise
IT challenges. After two action-packed
days, the TPL 2014 Mumbai leg was won
by the IT team from Sanofi headed by
Milind Khamkar, CIO at Sanofi India
Limited. Vinod Mehta, Head Business
Applications and Vishal Argekar, Sr.
Manager -IS were the other members of
the winning team.
The IT team from Fujitsu Consulting
India Pvt. Ltd, lead by Mandar
Munagekar, CIO, Fujitsu Consulting
India Pvt. Ltd were the first runner-up.
Munagekar was supported by Lingaraj
Prachande, Group Head - Enterprise
Applications and Amol Kelaskar,
Manager Infrastructure. The second
runners-up team from Accelya Kale
Solutions was captained by Amit Phadke,
VP and Head-IT and Group Managers
Kalpesh Desai and Surendra Tuli.
Sano India Wins Mumbai
Leg of TPL 2014
The company says it under-
stands what is needed in the
data center of the future and
SMAC needs.
HP has announced its Moonshot
innovations that promise to give
enterprises the speed, agility
and lower economics to build
next-generation data centers
that will power tomorrows suc-
cessful organisations.
Data centers are reaching an
unsustainable pointin the next
five years the average enter-
prise will see data capacities
grow more than 800 per cent.
Enterprises need to be able to
manage this exponential growth
in data while introducing new
applications, such as big data
and analytics, using delivery
models such as virtualized
infrastructure and the cloud.
Yet, enterprise innovation is
constrained by the complexities
of outdated IT. Organizations
must optimize and modernize
to deliver a new style of IT that
accelerates revenue generation,
drives innovation and reduces
business risk, while at the same
time reducing costs.
TECH TIDINGS
HP Promises
Speed with
Moonshot
20 corporate
IT teams
participated
in the Mumbai
edition of TPL
2014. Every
team was giv-
en a business
situation and
they had to
prepare an IT
strategy that
was aligned to
the business
SAP AG and DFB collaborated to take football to the next level
to showcase the SAP Match Insights solution for football, the
result of a co-innovation project between SAP and DFB.This
solution running on the SAP HANA platform is intended to
facilitate the analysis of training, preparation and tournaments.
NEWS @
BLOG
GERMANS EYE FIFA WORLD CUP WITH BIG DATA
POINT OF VIEW | AIRTEL
1 2 ITNEXT | J ULY 2 0 1 4
T
oday, an average enterprise
employee consumes 11
hours of video per month,
walks into office with mini-
mum one smart devi ce
(his smartphone) and accesses at
least one cloud based application or
service. Video, Mobile and cloud have
arrived in the enterprise technology
space. They have become the norm
or rather the New Normal- expected
only to adopt, adapt and evolve (as
technology fuses) in the future. A
glance at the 2016 enterprise world
projections by leading analysts predict
the average enterprise to consume
16 hours of video per month; have at
least 2 smart devices and access over
4 cloud-based apps/services. But is
your enterprise ready for the change
and scale? Not until your connectivity
infrastructure is ready with capacity,
technology and superior architecture.
Upgradation of your standard MPLS to
smart MPLS alone can provide respite
and make your enterprise ready for
the New Normal.
Smart MPLS is traditional MPLS
stretched in three directions-infra-
structure/reach, add ons and advanced
features- to provide hi-speed connec-
tivity, better access, application accel-
eration and end-to-end support for
these evolving technologies.
is your conectivity ready
for the 'New Normal'
mobile video and cloud?
era of the New Normal:
Connectivity Pressures
Before going any deeper into Smart
MPLS, it is essential to understand the
connectivity pressures in the era of
the New Normal. Today, the average
WAN bandwidth per enterprise user
is approximately 200 kbps. The arrival
of many devices per user, backup of
devices to the cloud and the video
upsurge (viewing and collaboration)
is expected to scale the bandwidth
AIRTEL | POINT OF VIEW
1 3 J ULY 2 0 1 4 | ITNEXT
requirement per enterprise user to
anywhere between 500 Kbps and 2
Mbps in less than five years.
The connectivity pressure can be
categorized into:
Mobility-led pressure
Today, 77% business users check
emai l or mobi le-enabled devi ces
(smartphones/tablets). Further,
Gartner predicts that by 2015, at least
60 percent of information workers will
interact with content application via
a mobile device. This is expected to
lead to a data flood with 3x growth in
mobile-based applications. Further,
enterprises are shifting to mobility
handhelds and application access
through same device which is result-
ing in a huge surge in data traffic. As
a result, enterprises are being forced
to extend their connectivity infrastruc-
ture to the new and latest access tech-
nology mediums. They need more last
mile option to arrive at greater scale
and elasticity. Options like 3G/4G can
be leveraged to provide such next
generation flexibility.
Video-led connectivity pressures
Accordi ng to the recent study by
Ooyala, tablet and smartphone video
viewing doubled during the last year
and desktop views of live webcasting
were 18 times longer than video-on-
demand content. This clearly estab-
lishes the sizeable dominance of video
in enterprise data being transported
today. The evolution of video from
closed user group video to any-to-
any enterprise video (video on any
devi ce, network and platform) i s
putting pressure of seamless cross-
enterprise-connect on the existing
connectivity infrastructure.
It is forcing enterprises to open up
their connectivity infrastructure to
mobile networks and cloud-based
networks that form the underlying
connectivity layer for a number of plat-
forms and devices (like video rooms,
exchanges, UC endpoints, mobile
client) expected to be used for video
connect in the future. Managing the
Quality of Service (QoS) and security
for such a diversified video infrastruc-
ture will be a challenge.
Further, enterprise would need a
connectivity framework that can inter-
connect video exchanges that have
traditionally worked in silos. In other
words, the connectivity infrastructure
would need to be media/transport
interoperable i.e enabling an enterprise
using VC on MPLS from one service
provider or internet connection.
Cloud-led connectivity pressures
About 33% corporates use cloud for
information access on any device. This
fact testifies the increasing movement
of enterprise legacy infrastructure to
the cloud. As a result, enterprises
are demanding managed services-
network, application and infrastruc-
ture- and a single integrated SLA for
managed network services, applica-
tions and infrastructure.
Smart MPLS gets you
ready for The New
Normal
Powered by plug and play, add-ons,
Smart MPLS gets your enterprise
ready for the New Normal- Video,
cloud and mobile.
Application Performance
Management
Topping up traditional MPLS with
application performance management
guarantees 100% application visibility
and delivery, satisfying the demand for
greater application alertness and agility
arising from video, mobile and cloud-
based applications. It ensures appli-
cation acceleration by local storage of
frequently requested information and
exchange of only new data between
locations, guaranteeing shorter applica-
tion access time. Further, protocol opti-
mization helps manage chatty protocols
of video conferencing like services.
POINT OF VIEW | AIRTEL
1 4 ITNEXT | J ULY 2 0 1 4
E-mail: business@in.airtel.com
Website: www.airtel.in/business
Address: airtel business, Bharti Airtel
Limited, IIIrd Floor Tower C, Plot No. 16,
Udyog Vihar, Phase IV, Gurgaon 122015
However, one must exercise caution
while choosing the application perfor-
mance management tool. Application
visibility is incomplete without network
visibility. Hence, choose a tool/service
provider who provides both and has
tie-ups with ecosystem players on
both ends of the spectrum-application
and network- to resolve issues at the
earliest. Solutions like airtel AQM
provide such an edge to your business!
3G as last mile
Further, your traditional MPLS would
need greater speed and reach to
exploit the full potential of video and
cloud transformation. Tapping into
the power of 3G would provide the
much needed access route flexibil-
ity demanded by these applications.
Smart MPLS allows top up of your
access/last mile medium with 3G.
This will empower complex connec-
tivity scenarios like video-enable-
ment of remote locations through
mobi le/desktop vi deo or access-
ing of cloud-based applications via
mobile while on-the-move. However,
caution needs to be exercised while
choosing your service provider for
the same. A service provider with
capability to offer MPLS across any
access medium- VSAT, RF, copper
fiber, and 2G, 3G etc- would be able
to provide the most seamless connec-
tivity across, including 3G.
VPLS
The consumer-centric nature of video,
mobile and cloud makes security-
both at the application and network
level- an area of concern. Creating
secure, high-capacity emulated LAN
over your MPLS, commonly called
Virtual Private LAN service (VPLS),
can ensure ultra-sensitive data secu-
rity demanded by enterprises across
industries like banking, financial
services and IT. Smart MPLS allows
you to top up your MPLS with VPLS
to provide highest degree of security.
Getting your Smart
MPLS right!
With a vast variety of top ups to choose
from as per enterprise requirements,
Smart MPLS is the defacto choice to
make connectivity ready for the New
Normal mobile, video and cloud.
However, spotting the right Smart MPLS
solution in not an easy task. Here are
three tips to remember while choosing
your Smart MPLS solution and provider.
l Choose a Smart MPLS solution
backed by strong and consistent
infrastructure investments. Smart
MPLS can ride only a robust infra-
structure, so check wi th your
provider on base stations addi-
tion plan for the year, domestic
and global MPLS PoPs strength
and intra-city connectivity plan.
A provider with a good network
expansion plan alone can provide
maximum scalability in the short-
est possible timeframe.
l Pick a provider with prior expe-
rience in implementing end-to-
end managed MPLS solutions,
inclusive of customer premise
equipment and support services.
Such providers alone can provide
competent service models and
more reliable service.
l Search for prior implementation
experience in your industry/domain
and check on the complexity of the
Smart MPLS solution delivered.
Such vertical focused players can
serve as consultants too, helping
your implement the right connec-
tivity and communication solutions
across your organisation.
l Look for cross-domain solution
expertise. Smart MPLS expertise
cannot ride alone. For instance, a
Smart MPLS service expected to
support VC as a critical application
would need the service provider
to have implementation expertise
of delivering on-demand video
services. Only then the provider
can understand the complexity
and design and deliver the best-
fitted solution.
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1 6 ITNEXT | J ULY 2 0 1 4
B
The buying habit of Indians has changed along with
the buying power with the flourishment of E-Com-
merce companies. The competition has become
more dynamic. Initially, it started with a few travel
E-Commerce sites like MakeMyTrip, Yatra, and then
entered Flipkart and likes of Flipkart. Undoubtedly,
they have brought a revolution in the E-Commerce landscape in India.
We started enjoying the comfort in online shopping of books, cameras,
smartphones etc. Powered by effective marketing and evolved cus-
tomer service, E-Commerce has brought in a big change in our mindset.
The amazons and eBays of the world face stiff competi-
tions from the Flipkarts and Myntras. Thanks to the strong
branding that the E-Commerce sector has managed to build.
But the first phase is just over. The brand building, the buying habit chang-
ing, the revolution created by Flipkarts, Snapdeals and Myntras have a
big challenge now. Amazon, the big fish has launched its India operations.
Its time to gear up, and technology is the only way. Being relevant
E-commerce companies
are betting big on
big data and mobility
solutions to drive
customer
experience and
business growth
BY SUBHANKAR KUNDU
DESIGN BY HARIDAS BALAN
ILLUSTRATON BY SHIGIL NARAYANAN
1
9

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1 7 J ULY 2 0 1 4 | ITNEXT
and getting the right insights are
the two core strategies that these
E-Commerce firms need to adopt.
The ITNext Cover story of the July
2014 issue, Big Data and Mobility Take
the Hot Seat is an attempt to examine
how E-Commerce firms in India are
leveraging these two trends.
E-Commerce:
The Data is Biggie
Is Big Data a hype in the tech world?
Think again. ITDMs in E-Commerce
sector without Big Data are like
headless chickens.
The biggest challenge, which Senior
ITDMs face in this industry is to collect,
store and organise data from multiple
channels waiting to be analysed.
Mrinal Chatterjee is the CIO of
Shopclues.com, an online marketplace
that has the second largest catalogue
in India after eBay. Shopclues.com has
about 22000 inventory at any given
time, which is about million products.
Chatterjee says, Its very critical
for our business to highlight the right
products to our customers. You cannot
show million products on the home
page. We need to understand what our
customers want to see and buy. This
is an area where we need to leverage
Big Data to understand where our
customers are coming from, what their
buying patterns are, the time when
they shop and so on. Google Analytics
does that for us.
An e-commerce business has
numerous data sources to consider
when it makes decisions on how to set a
price and compete in the advertisement
space. The data sources vary in type,
and until recently, they were difficult to
integrate. Relevant data are competitor
offers, products costs and prices,
stock levels and stocking costs, sales,
advertising campaigns and prices,
customers sentiment and sales data.
MakeMyTrip, the online ticket
booking firm in India considers
Big Data to be central to its growth
strategy. Sanjay Kharb, Vice President-
Infrastructure and BI at MakeMyTrip
says, We have a dedicated team for our
big data initiative that works closely with
product management and marketing.
Prioritisation and resource allocation
are driven by two strategies: Line of
Business (LOBs) specific use cases and
horizontal use cases.
Applying Mobility
The second component of this cover sto-
ry is to examine how consumer mobili-
ty and E-Commerce encompass power-
ful trends in the mobile adoption space.
Phase 1 of E-Commerce was to bring
Indian customers to get hooked to on-
line shopping. From sunglasses to per-
sonal computers, the range was wide.
Phase 2 is now - To get them to mobile
shopping. So, the appetites for apps
have grown. The kind of spending that
is happening on devices, the various
payment mechanisms, device change
trends, purchasing patterns of apps &
devices and their usage on different OS
platforms is significant.
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1 8 ITNEXT | J ULY 2 0 1 4
COVER STORY | BIG DATA AND MOBILITY IN E-COMMERCE
S
hopclues.com is the sec-
ond largest market place
in India after Ebay. It
has more than 2,700 cat-
egories, one million
unique products and
50,000 merchants selling on the site.
Since Day One, ShopClues been a
metrics driven organisation. They have
been maintaining business intelligence
(cousin of big data) reports since the
inception. Every line of business and
core management reviews these reports
on daily, weekly and monthly basis to
get insights into the operations, busi-
ness opportunities and challenges.
Shopclues is gaining traction. So is
another new E-Commerce player, Koovs.
Both these companies are betting big on
big data as their strategy to fight it out in a
market where Flipkarts and Myntras have
already made a mark.
Mrinal Chatterjee, CIO, Shopclues.com
says, Without Big Data, we wouldnt
know how to survive. Its oxygen to our
business. Amit Shukla , CIO and Co-
Founder, Koovs.com says, We use big
data solution, we have a large volume of
data that gets updated every second, and
that has to be available across multiple
networks and servers. On our portal, we
monitor the browsing pattern, the shop-
ping pattern, past purchase trends and
other customers data to better under-
stand the customers behaviours. This
helps us sell and cross sell products, and
provide an informed visual merchandis-
ing, personalised offers and predictive
marketing.Data is not getting longer, its
getting wider. The fundamental to most
of the success in Big Data strategy is a
deep understanding ofthe business.
Sanjay Kharb, Vice President - Infra-
structure and BI at MakeMyTrip, says, We
look at leveraging it in two ways: a) to bet-
ter understand problems or strategic areas
that we are targeting, and b) to come up
with Aha discoveries from the data
that we did not know about before.
MakeMyTrip does deep analyt-
ics as well as mining of the data.
Identifying Big Data is the major task
for ITDMs.
Big Data is the large volume of
unstructured form of valuable data that
is difficult to manage using the conven-
tional database solutions, and requires
advanced architectures to store, analyse
and to be made available across the net-
work in the high velocity.
As the data is getting bigger, the relevance
of big data is growing in the business of
E-Commerce not just to tackle the biting
bytes but more importantly, to get the
winning insights out of it
1 9 J ULY 2 0 1 4 | ITNEXT
BIG DATA AND MOBILITY IN E-COMMERCE | | COVER STORY
BIG DATA SOLUTIONS - IS OPEN
SOURCE THE TREND?
The biggest question that hov-
ers around IT decision makers is
which big data solution to go for.
Some are proprietary and others are
from open sources.
After an extensive research by
Koovs technical team, they migrated
to Apache Cassandra, an open source
distributed database management
system, which is designed to handle
large amount of data across different
nodes making data highly available
with no single point of failure. It has
advanced option of data analytics,
which is used to define trends, and
filtering data in micro categories.
Shukla says, We need fast data pro-
cessing and results to provide good
experience to our users On the fly.
Chatterjee says, We are big into
open source. We have taken the best
in the industry open source plat-
forms and integrated & customized
them to meet our needs.
These tools allow Shopclues to run
BI reporting. They also have inte-
grated core business metrics back into
their transaction systems for real time
decision support systems.
For Kharb, Big Data strategy
leverages open source heavily and
makes use of proprietary solutions
as needed. He says, We have devel-
oped our own data-hub and ware-
house to enable us to derive batch
and near real-time intelligence.
Besides, we have created a service-
oriented architecture layer to distrib-
ute these data in consumable format
for our online and offline products
and services. Our Datawarehouse
supports a lot of post transactions
operations and reconciliations.
BIG DATA ARCHITECTURE
Koovs uses Cassandra to provide
high availability of data and by
referring to the CAP Theorem they
can understand that it is impossible
for a distributed system to provide
consistency, availability and par-
tition tolerance at the same time.
Architecture that Koovs follows :
A
t Shopclues.com, Mrinal Chat-
terjee picks winning analysis from
Google analytics, which gives him
data from where the customers are com-
ing from tier I, tier II or tier III cities.
Other aspects of leveraging Big Data and
Analytics is to have a visibility into what
is the demographic of that particular city
and a look at the transaction data. There
is one element of data source, which
is web site analytics, there is another
element -- the demographics of people
and then pulling data from transaction
database in terms of who are transacting,
which city are they coming from, the city
they are shipping it to, the price point and
the kind of product that they are buying...

Not Following Competi-
tors Models
Without Big Data, Shopclues would have
ended up with competitors models.
Chatterjee says, We would have looked
at what Snapdeal or Flipkart or Myntra
was doing, and followed the pattern of
design and promoted products whatever
they were selling.
For example, Shopclues sell a lot more
Micromax phones than Apple iPhones
this is exactly what Big Data has done.
It has nurtured this information to come
with insights of the value peceptions of
the customers. Chatterjee says, It gives
me a clear understanding of the people
coming to our site. Customer is not willing
to spend `45,000 `55,000 on iPhone just
just because it has a glamour value. They
are looking for a very functional phone
they will go for a Micromax or a Xolo, they
will buy a Karbonn or a Samsung (we are
not selling too many S5s). This comes to
us from Big Data.

Sunday Flea Market
Another example of the relevance of
Big Data is the pattern of time, when
their customers come and visit the site.
About a year and a half ago, they realised
Sunday is the slowest day. The shopping
pattern was the same as that of the other
E-Commerce companies as they were also
not too happy with the slow Sundays.
Shopclues looked at a lot of metrics and
found that customers do shop on Sunday
afternoons but the decline starts at
around 3 PM to 4 PM.
Chatterjee says, A lot of people might
be going out and meeting friends or taking a
nap. But what we saw was a decent amount
of trafc, though lesser than other days.
This insight helped them ideate and
launch with a concept of a Sunday ea
market. Sunday ea market is one of the
biggest properties its a short term sale
that takes place only on Sundays, it starts
at zero hour and it goes on through the
entire the entire day, but the peak of trafc
comes around the same time between 10
in the morning to 3 PM.
Chatterjee says, It has become one
of the destinations. There are people who
wait for Sunday ea market. Lot of people
know us as the website that runs the
Sunday ea market. The concept of the
ea market was simple, it was lower price
point items, with deep discounts giving
an example of the products we sell: we sell
skipping ropes, we sell auto accessories
like gloves, and we sell womens leggings
etc. The concept of Sunday ea market
was we dont have a huge volume of
anything. like socks, car charger for
phones etc., explains Chatterjee.
Big Data Brings Sunday
Flea Market at ShopClues
2 0 ITNEXT | J ULY 2 0 1 4
Client request comes to ELB
(Load balancer)
ELB sends the requests to our
application servers where our web
services are deployed
Webservice makes a call to cache
servers, if cache is available returns
the data to client, if not then it gets
the data from cassandra cluster,
updates the cache and returns the
data to clients
Our partition is based on user and
follows RP (Random Partitioner) for
clustering
Without divulging confidential details
on architecture, Chatterjee says, We
have an ETL platform to correlate and
push data into a central OLAP plat-
form, and we run BI reporting on top
of this platform. This OLAP platform
also feeds data back into OLTP system
for real time automated decision sup-
port systems.For MakeMyTrip, the
fundamental requirement was to cre-
ate a system that is nimble, extensible,
high-performing and capable of data
analysis the traditional batch process-
ing way as well as incorporating real-
time data.
Kharb says, We evaluated several
proprietary solutions and then decided
to build our own, using open-source.
The key to our strategy is a distributed
data storage and processing strategy
leveraging Hadoop and a bouquet of
related technologies. For near reatime
needs, we use a combination of open
source Kafka, Storm, ElasticSearch
and Couchbase as the stores. We treat
all our data activities as events and all
processing is done on them. QlikView
and SAS also find a usage in our over-
all BI initiatives that are tied together
with Big Data.
BUYING INTO LINE OF BUSINESS
The solution that is easy to integrate
with Koovs existing system, scal-
ablilty and visibility are the aspects
that Amit looks at.
At MakeMyTrip, the BI team does not
work in isolation.
We all are aware of the data be-
ing leveraged and jointly determine
any additional data sources that could
provide great insights, says Kharb.
At ShopClues.com, leveraging big data
and BI has always been about a close
partnership.
Chatterjee says, Our technology team
works closely with business to identify
what business metrics the system needs
to log. This is done at the time OLTP sys-
tem is developed. These metrics are then
harnessed in Big Data initiatives. Big Data
involvement starts at the time when trans-
action system is developed.
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2 1 J ULY 2 0 1 4 | ITNEXT
BIG DATA AND MOBILITY IN E-COMMERCE | | COVER STORY
F
rom the ecommerce
industry standpoint,
reaching out to the
target audience and
making the data
accessible to the
business owners and stakeholders is
very important. The relevance largely
matters on how disruptive it is from a
technology perspective.
Mobility provides customers and
other stakeholders an anytime any-
where environment for accessing and
analysing data. Thats the reason now,
most E-Commerce Companies are now
investing heavily both on mobile app
development and cultural transfor-
mation of consumers as they expect
most transactions to happen out of the
mobile device.
Amit Shukla, CIO and Co-Founder,
Koovs.com says, From technology stand
point it creates a new challenge to provide
a secure and high speed data transfer
with a better user experience. To meet the
trend extra amount of time and money is
involved which was not required before
but ROI for this is going to be good as
the marketing is booming with this
new technology. Business owners enjoy
ease of access as all the reporting and
monitoring is available for them on mul-
tiple platforms and on mobile devices.
From the customers standpoint, this pro-
vides users with multiple options and
devices for accessing the product offering.

MOBILITY STRATEGIES
The mobile strategy that Koovs follows
for enterprise mobility is surrounded on
certain key points:
1. Better user experience and usability
2. Ease of accessibility for business users
and customers
3. Display maximum information in the
available space.
4. Keeping user updated about the latest
trends and changes.
5. Providing a secure environment
On the Go.
Amit Shukla, Founder, Chief Tech-
nology Officer, We want to have a
high availability across various plat-
forms and we have achieved them by
using Cassandra/HBase.
E-Commerce ITDMs are equipped
to meet the rising needs of shopping
through mobile apps
2 2 ITNEXT | J ULY 2 0 1 4
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Mrinal Chatterjee, CIO, Shopclues.
com says, Mobility is not just about
building an application or creating a
mobile optimised website. It is much
more as we have more metrics to
track how many downloads are hap-
pening, how many uninstalls are tak-
ing place and so on. In the traditional
web world, none of those metrics had
ever existed.
Shukla says, In continuation with
our effort in mobility we are very soon
going to launch Android and iPhone
apps for our customers to provide
them a better user experience, and al-
ready we provide a mobile compatible
view of our application that is support-
ed on wide range of Android, IOS and
Windows devices giving ease of access
to our audience.
Chatterjee adds, Ever since we
launched it we have seen a very sig-
nificant improvement in the trend,
conversions are looking very healthy,
consumer engagement is looking very
healthy, and the most important trend
is: the uptake of mobility in tier-II and
tier- III cities seems to be growing
much faster. People in tier-II and tier-
III cities may not have proper inter-
net connection at home on laptops or
desktops but they use mobile to access
the internet.
CHALLENGES
Shopclues is a data intense company,
which completely focuses on such met-
rics. It has been keeping up with the
mobility pace and also about trying to
catch up fast with the rapidly changing
trends in mobile space.
Chatterjee says that there is a delay in
adoption. He says, The delay is not be-
cause we could not build a mobile op-
timised site or an app. ShopClues is fun-
damentally trying to understand which
metrics we need to track and incorporate.
Banks still seem to be lagging be-
hind. There are many banking portals
where net banking option does not
work on mobile browsers. So, banks
are losing out on online transactions
just because they do not work on
mobile browser or Android browser.
Elaborating Challenges, Shukla says:
BENEFITS
About 30 to 35 per cent of Shopcluess
traffic come from mobile and generat-
ing about 25 to 30 per cent of our rev-
enues from mobile. An year back, the
revenue was under five per cent. Shop-
Clues launched mobile optimised site
and apps about six months ago.
Mrinal says, Earlier this year, we were
hovering around 10 to 12 per cent in revenue.
Now, it has increased. We are seeing a very
healthy growth on mobile site.
There are multiple benefits in terms of
customers and business functions :
1. Fast reporting and monitoring on the fly.
2. New request handling.
3. Increased option of accessibility for
customers.
4. Better understanding of user
behaviour on the portal.
5. Increased Revenue.
Inputs from Mastufa Ahmed
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2 3 J ULY 2 0 1 4 | ITNEXT
BIG DATA AND MOBILITY IN E-COMMERCE | COVER STORY
2 4 ITNEXT | J ULY 2 0 1 4
ADVANCED DATA ANALYTICS
TO SNIFF OUT CORRUPTION

Technology-driven solutions are said to
be the most effective way to uplift Indias
population, something that the new government
can bank on. Whats your take on this?
India is at unique position. On the one hand, economic
growth is below expectations; on the other hand, we
are at a point where we must accelerate our growth by
reaping the benefits of our demographic dividend. Let
us count out the fundamental issues that are holding
India back: (1) poor governance with low accountability
and inefficient systems; (2) infrastructure issues such
as energy and water; (3) the unattained MDG goals in
healthcare; (4) significant fraction of the population
not being employable without substantial re-skilling
(from agriculture to industry) and education, etc. These
are problems that are extremely difficult to solve using
conventional brick and mortar approaches. We clearly
Niranjan Thirumale, Chief
Technology Ofcer, EMC India, talks
about how technology can help the
newly formed government to improve
governance and accountability
BY MASTUFA AHMED
2 5 J ULY 2 0 1 4 | ITNEXT
NIRANJAN THIRUMALE | INTERVIEW
The government
should partner with
the private industry
to develop citizen
engagement platforms
for getting new ideas
and citizen feedback
cannot build enough coal-fired
energy plants, or enough hospitals
and schools, or bring radical reform
in the way government functions.
Technology is the answer, and if
deployed well, can help uplift the
entire country. And yes, inclusive
growth is critical for the government
to focus on. Without inclusivity,
economic growth cannot be
sustained. Moreover, the stability
of the government depends on the
entire country progressing.
Which are the five areas
that the government should
leverage technology in to
connect with people and
enhance accountability?
The time is right for us to think
about this because of a confluence
of maturing technologies (Social,
Mobile, Analytics, and Cloud)
that makes IT more affordable,
more intelligent, offering better
quality, all at an incredible scale:
(1) Rapid digitisation of all
government processes will bring
in transparency. The effect of
this transparency will be to
start questioning systems and
processes and will eventually lead
to cost-effective reform, quality
infrastructure, and reduced corrupt
practices. It all starts with the correct
data being captured in digital form.
(2) Financial inclusion and
bringing everyone into the banking
system is critical. Reducing cash-
based economy leads to efficient
transactions, and a reduced
opportunity for corruption and
generation of black money.
(3) Adoption of analytics will
make public policy and budget
allocation become more data-driven
and evidence-driven. Similarly,
these technologies will make
service delivery more targeted and
efficient by ensuring that the right
services are delivered to the right
people at the right time.
(4) Healthcare in India is ripe
for transformation across both
public and private sectors. Its
in fact a low hanging fruit
because of under-penetration of
IT in this sphere. We can start
with something as foundational
as personal health records for each
citizen and rapidly leverage mobile
(m-Health) solutions and cloud
and telemedicine platforms for
delivering quality healthcare to
every citizen.
Predictive analytics can
augment the skill of a nurse, or
a general practitioner for better
diagnosis and error reduction.
Without systematic use of
technology in healthcare, we
will face an increasing economic
Find other inter-
views online on
the website
www.itnext.
in/resources/
interviews
burden that will hamper our
ability to grow.
(5) The government should
partner with the private industry
to develop citizen engagement
platforms both for new ideas and
citizen feedback on infrastructure
and policy proposals. We have
many experts in all fields, and most
of them are NOT in government.
A good number of them would be
willing to contribute their expertise
if the government can use them
wisely. It would be good to have a
mechanism to tap into this pool.
The new government has shown
that it can effectively leverage
social media (facebook, twitter) in
its campaign. Extending this to the
way government connects with its
people is a step that we hope the
new government will take.
Should the government
actively encourage social
media oriented efforts
for redressal of public
grievances?
Absolutely. Technology can put
a lid on corruption, but it has to
go hand-in-hand with legislation
and enforcement. First, digital
workflows will bring in
transparency. With more data
at its finger tips, the government
can use advanced data analytics
techniques to sniff out fraud
and corruption.
These technologies exist. All it
needs is commitment to see they
are used for this purpose. Second,
the government should give teeth
to data.gov.in and get serious about
putting public data into public
domain. Third, there are grass roots
efforts for public grievance like
ipaidabribe.com. The government
should actively encourage social
media oriented efforts for public
grievance redressal.
The government cannot do all this
alone, and must have an appetite
for a public-private partnership
to see these technologies built or
customised and deployed.
2 6 ITNEXT | J ULY 2 0 1 4
TECHNOLOGY
I N S I G H T
TECHNOLOGICAL
INNOVATION
MAKING ITS
IMPACT
ANALYTICS | Phillip Beniac, Regional
Vice President of Qlik Asia Pacific and
Japan, explains how much data scien-
tists and data officers are accountable
to analysing data and creating business
value. Riding piggyback on the big data
evolution, the role of data scientist and
chief data officer is the topic of discus-
sion across large and small enterprises.
Reasons for this evolution
The increasing number of data officers
and scientists may not come as a sur-
prise, but it is critical to understand
and explore the role and responsibili-
Data Scientists
and CDO -
Fact or Fad?
Data scientists hold the key to unlocking
the true business potential of data
BY GEETHA NANDIKOTKUR
Information
technology
and business
are becoming
inextricably
interwoven. I dont
think anybody can
talk meaningfully
about one without
talking about the
other
Bill Gates
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2 7 J ULY 2 0 1 4 | ITNEXT
ties that they carry and how they influ-
ence organisations in driving business
value. Whenever a new job title is cre-
ated in an organisation, the immediate
response or reaction would typically
include a combination of apprehen-
sions, confusion and sometimes rejec-
tion by employees. Its not unusual for
people to scrutinise the role, question
the need for such a designation and its
impact on users and businesses.
Whats the Need for such Titles?
Firstly, there is a need to have a compet-
itive edge and data becomes very criti-
cal--it is the differentiator; it calls for
innovative ways of exploiting the data
to derive valuable commercial insights.
If you arent doing it, you can bet that
your competitors would be. Secondly,
with the growing emphasis on data-
driven decision making, organisations
have understandably established and
defined roles for the ownership, man-
agement and analysis of data within
their businesses.
Traditionally, the responsibility for
data had been in the framework of IT,
which managed and controlled it. In the
current day scenario, with data being
used in the wider business sense- organ-
isations are looking rightfully beyond IT
and holding the other business functions
too responsible to extract value from the
data. For example, enterprises such as
SABMiller and HDFC Life are roping
in business executives to get value from
their data. This kind of need has resulted
in having new titles in place.
An Insight into What they are
A Chief Data Officer (CDO) presides over
an organisations overarching data strat-
egy; he ensures the information is utilised
and managed effectively across the busi-
ness. They hold responsibilities such as
delivery of collective platforms, defining
data policies and ensuring best-in-class
data governance within the enterprise.
This role has particular importance in
industries that are heavily regulated.
The CDO is also accountable for edu-
cating the rest of the organisation about
how data can be used strategically to
drive revenues for the business. Given
specialist skills in this area. There is
increasing concern, therefore, about the
lack of people with these titles--CDOs
and data scientists--who apparently
hold the keys to unlocking the true
business potential of data.
Misconception about Data
However, theres a fundamental mis-
take being made across most organisa-
tions. Data is not only for data scientists
to explore and for CDOs to manage.
Capable business users can be proac-
tive with data too if they have the right
tools--tools that are intuitive and acces-
sible, and those which encourage explo-
ration through natural analytics.
Business users also have one great
advantage over CDOs and data scien-
tists: they understand the business
context and the implications of pat-
terns, exceptions and associations that
they explore. With easy to use, explor-
atory technology, theres no reason
why organisations cannot or should
not empower savvy employees to spot
opportunities, anomalies and areas for
business growth. Enabling data enthu-
siasts at the business level is something
that a good CDO should encourage; this
will only complement and strengthen
the theoretical discipline that data sci-
entists apply to their analysis.
There is little doubt that in todays
business climate, organisations must
establish data roles and responsibil-
ities--who owns the data and who is
accountable for realising its value?
While new data titles are rightly
being introduced to help manage and
analyse the abundance of the data
which organisations face, it is just as
important to facilitate a conversation
around the data with the wider busi-
ness. By empowering all employees
and nurturing data enthusiasts with
intuitive, effective platforms and appli-
cations, businesses may gain more
than they could ever realise by looking
beyond one sole data employee in mak-
ing a good decision.
the far-reaching scope of this role,
CDOs must regularly engage and col-
laborate with other C-Suite executives.
In comparison, data scientists are
responsible for data exploration, analy-
sis and modelling. Their objective is to
discover hidden insights, which can be
used to solve business challenges and
provide companies with competitive
advantage. It is important that a data
scientist is an exceptional storyteller,
the ability to articulate counsel along-
side applied business empathy and
making it relevant to users is critical.
As we see a sharp increase in the
number of businesses using data ana-
lytics, the more we hear claims that
businesses are suffering from a lack of
Find more at online on the website
www.itnext.in/resources/articles
A Chief
Data Ofcer
presides over an
organisations
overarching
data strategy;
he ensures the
information is
utilised
Phillip Beniac
Regional Vice President of
Qlik Asia Pacic and Japan
P B J ULY 2 0 1 3 | ITNEXT 2 8 ITNEXT | J ULY 2 0 1 4
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Is Veracity the King
of Big Data Vs?
BIG DATA | Veracity of the data is
a big element that can determine
the success of Big Data. With the
unprecedented information explosion, man-
aging data has become an herculean task.
Today, across industries and primar-
ily in manufacturing, retail, telecom, IT/
ITeS, healthcare, BFSI and Oil IT man-
agers are all betting big on Big Data; but
the challenge they face is to draw up the
right strategy for implementation as
the nature of business is diverse and so
are the requirements. Big Data solution
The success of big data largely depends
on the truthfulness of the data
BY SUBHANKAR KUNDU
a challenge to their data management.
Some senior IT Decision Makers
(ITDMs) believe its a combination, but
velocity problem is yet to hit. Volume
and Variety are the biggest issues that
most IT managers face.
The value and veracity have been two
more Vs added to Gartners 3Vs that have
been closely scrutinised by the IT commu-
nity in terms of moving towards Big Data.
Is Veracity the King of Vs?
RV Ramanan, Executive Director &
President, Global Delivery, Hexaware
says, Its difficult to choose between
the Vs. All the 3 Vs will not make sense
if there is no veracity. The CIOs and
ITDMs have to make sure that the data
and analysis out of the data they are
producing are truthful.
If there is any inaccurate data, the
whole analysis goes in vain. The dynamic
decision making, the Internet of Things
(IoT), social media are the main compo-
nents of Big Data. A data which is not
trustworthy blows apart the entire con-
cept of Big Data, adds Ramanan.
Data Veracity, or data accuracy, of
information is must, so that greater
value can be derived from the data, as
well as from every investment made in
the data technology stack.
S. Chandrasekhar, Corporate Man-
ager Information Systems, Club
Mahindra s is citing the election exam-
ple, where Big Data and analytics were
leveraged to predict the outcome and
not very surprisingly, the prediction
was close to reality.
Chandrasekhar says, Data verac-
ity must have been really good in that
analysis that the predictions mostly
matched with the outcome. We should
evaluate data veracity only with data
quality; to a great extent veracity also
depends on what we understand. Data
understandability and governance ini-
tiatives also pave a way to clean data,
which in turn leads to effective big
data analysis.
providers are advocating the need to do
so, and rightly so, because it has become
crucial to tackle information and delve
deeper to make the best use of it.
The V story
Since inception of Gartners 3Vs of big
data Volume, Velocity and Variety
there has been a little smoke about the
real need of Big Data. Senior IT manag-
ers and CIOs dont look at the Big Data
issue in the same way that vendors do.
They do not consider that all the 3Vs pose
For deeper network security
look beyond the obvious.
Copyright 2013 Dell Inc. All rights reserved. Dell SonicWALL is a trademark of Dell Inc. and all other Dell SonicWALL product and service names and slogans are trademarks of Dell Inc.
Dell
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Go deeper at: www.sonicwall.com/deepernetsec
Dell_Cave Advt_21cm x 28cm.indd 1 5/14/2014 2:52:53 PM
3 0 ITNEXT | J ULY 2 0 1 4
REAL-TIME ANALYTICS
CAN HELP IPL TEAMS
What are the trends as far as adoption
of analytics solution is concerned in
sports arena?
Whether its one billion Facebook users, the rise of
smartphones, or the widespread use of tablet computers,
technology adoption will continue to be driven by
fans and players. Fans, players, coaches, scouts, and
employees are now mobile, connected, and always on
and as a result, sports and entertainment firms create
vast amounts of qualitative and quantitative data that
is highly variable and sourced internally and externally.
Database and technology solutions, such as the SAP
HANA platform, provide instant access to this data
Anirban Dey, Former MD of SAP
Labs India talks about the adoption of
analytic solutions in sports and how
they developed the auction analysis
platform for KKR which claimed Pepsi
IPL 2014 title
BY MASTUFA AHMED
3 1 J ULY 2 0 1 4 | ITNEXT
ANIRBAN DEY | INTERVIEW
at any level of granularity for any
business process. Decision makers
can then run predictive models
quickly enabling real-time action
for the fan or player.
Such flexible, scalable analytics
solutions enable evaluation of data
scattered across various internal
and external sources. Intuitive
dashboards let decision makers find
insights within mountains of data
and visually present them in an easy-
to-digest fashion. Better yet, they can
perform ad hoc analysis on their own
without the need for IT expertise.
Where is the real-time
analytics market heading?
SAP solutions span the breadth
of a sporting franchise whether
its helping organizations drive
fan engagement, enhance team
performance, fuel revenue
growth or scale technology to
gain a competitive advantage.
From an analytics perspective,
there is growing recognition
that they are important and
can be a source of competitive
differentiation. However
different sports are at different
level of maturity in adopting
analytics solutions. Baseball is
the furthest along in the United
States. Even within each sport
attitudes towards analytics
are not equally distributed. In
certain cases, even though the
need for analytics is understood
at the leadership level getting
actual users to understand and
adopt it is a big step.
How the predictive analytics
of SAP HANA helped KKR
derive intelligence on the
players?
During a high pressure situation
such as the one franchise
managements face at the IPL
auction, unrealistic bids are made
Find other inter-
views online on
the website
www.itnext.
in/resources/
interviews
in an attempt to obtain the player
the franchise wants or to make
up for a player the organization
couldnt obtain in the bidding
process. The predictive analytics
capability of SAP HANA helped
find similar players to provide
alternatives in the eventuality
that the team lost in the bidding
process for a desired player.
This provided KKR with enough
comfort in such situations,
and helped them stay focused
and not deviate from their core
strategy during the auction. This
helped KKR with proper decision
support in real-time so they dont
miss out on obvious value buys.
A data visualization software,
SAP Lumira, provided fans with
statistics to learn more about how
KKR performed over the course
of the 16-match campaign during
the Pepsi IPL 2014. Furthermore,
the SAP Game Analytics solution
helped analyze the strengths
and weaknesses of each player
competing in the IPL to help
KKR increase team readiness and
performance versus its opponents
over the course of 60-match event
en route to the title.
What it took to come up with
the custom developed SAP
Auction Analytics?
We started the effort with a two
member team which gathered
momentum and grew finally
to a seven member core team
with two members whose time
would be used on a need to
basis. The driver was to create
an application that gave complete
flexibility to KKR to build
their own strategy, with ability
to compare and find similar
players. We also wanted to keep
the interface very simplistic and
offer a live dashboard to provide
a real-time view of all the teams.
The application was designed in a
way to become the base on which
other analytics application in
cricket can be built.
Whether its a billion
Facebook users, the
rise of smartphones,
or the widespread use
of tablet computers,
technology adoption
will continue to be
driven by fans and
players.
Are enterprises willing to go the Internet
of Things (IoT) way? What would be the
requirement for enterprises to adopt IoT?
BY SUBHANKAR KUNDU
ITDMs Intend
to Reap the
Benefits of IoT
A
s in the Internet of Things (IoT)
(the online network where
devices are talking to devices,
appliances and machines),
devices communicate with one
another, it is going to create
that digitally connected environment which is not
only innovative and promising but also slated to
grow and connect 50 billion devices by 2020. CIOs
across large enterprises intend to reap the benefits
of this new jargon and find it helping in driving
automation and the new technologies such as big
data, information security, cloud are seem to be
having positive influence on IoT
IoT HELPS AUTOMATION
IoT is definitely helping companies extend new
services, augment output and efficiency, and solve
serious problems. This is largely right for industrial
automation with the Internet-enabled machines that
are helping the manufacturing sector meeting better
quality standards and better customisation .
FEATURE
3 2 ITNEXT | J ULY 2 0 1 4
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automated using IoT and analytics, adds Dhandapani.
INDIVIDUAL AND ENTERPRISE BENEFITS
Ensuring continuous availability of these devices is a challenge
because these embedded systems lack security. But the data
Tsunami combined with big data and security analytics can
benefit in different ways, if treated properly.
The second point is how can any enterprise explore to how
quickly patch vulnerability the way out would be identifica-
tion, implementation of security controls and ensuring rapid
demand in bandwidth requirement.
Enterprises are already talking about this, but in a different
context. We call it M2M
CHALLENGES THAT ITDMS NEED TO ADDRESS
Securing the Internet of Things poses new challenges such as:
l Invasion by the hackers
l Threats and breaches via smartphones
l Infested malware
l Intrusions
The familiar concerns around IoT will be security, privacy and
ensuring reliability, while other problems would call for seri-
ous debates and discussions.
a) Setting protocol, standard
Many technical barriers will need to overcome as IoT push-
es the boundaries beyond network protocols. For example,
IPv6 must become a reality as the number of connections
moves from billions to trillions.
b) Powering up the devices
Finding energy sources for powering the huge number of
miniature (even microscopic) devices. To overcome these
challenges, government organisations, and standard bod-
ies, businesses and even citizens will need to come together
in a spirit of cooperation.
c) Lack of IoT skill set
Lack of IoE/IoT skills and knowledge among employees and
management is viewed as the biggest obstacle to using the
IoT more extensively. To address these gaps, organisations
are training staff and recruiting IoT talent, raising the poten-
tial for IoT talent wars.
d) Privacy issues
Others are hiring consultants and third-party experts, seek-
ing to build knowledge and identify successful IoT business
models. While reliability of networks is a major driving factor
in IoE, privacy gets to be a key challenge because we will have
to follow certain regulations prescribed by TRAI for tracking
our employees.
way for automation that can help the business.
Efficient utilisation of the IoT can provide deep insights,
combined with a comprehensive security framework, effective
security controls and a flexible security architecture, that can
help enterprises reduce risk and improve security.
Citing an example, Airani points out, Its 10pm.
Do you know how your refrigerator is perform-
ing and being active? IoT helps in doing that!
Airani says, At an individual level; what we could use is a
refrigerator that refuses to let us open its door when it senses
that we are about to consume our fourth ice cream or pud-
ding or snack in two hours.
TG Dhandapani, CIO, TVS Motors, says, IoT is a reality as
the benefits are high and the solution to use is simple.
Dhandapani has identified 20+ projects within the company
which can leverage IoT.
Using IoT and analytics several implicit practices can be
made explicit by supported logical data. Quality assurance and
traceability will improve manifold and manufacturing can be
GLOBAL M2M REVENUES FORECAST
Enabling Technology 2013-2023 ($bn,AGR%)
IoT is enabling machines and automa-
tion systems to securely connect device
to device, enterprise and to the rest of
the supply chain.
Most CIOs have ensured to automate
their supply chain process to track vehic-
ular movement and also product manu-
facturing phases and roll out. Any new
technology has to go through the pilot
and so is IoT. So, most CIOs are looking
at adopting IoT in the coming days, and
will start testing it under different busi-
ness domains.
Sharat Airani, Director-IT and CSO,
Intellinet Datasys says, IT decision
makers are certainly looking forward
to adopting IoT. There is a lot of scope
in most of the enterprises as it paves the
S
o
u
r
c
e
:

C
i
s
c
o
130
110
90
70
50
30
10
-10
2013
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
A
G
R

%
AGR %
R
e
v
e
n
u
e
s

b
n
Revenues $bn Year
STRATEGY
3 3 J ULY 2 0 1 4 | ITNEXT
I
n todays aggressive IT job market,
ITDMs need to have the right cer-
tification that can help them climb
the ladder and push their resumes
to the top of the stack or forward
the same when a scope of promotion or a
good jump to a new job arises.
Certifications play a vital role in any
IT Managers career. Those also help
giving employers some sign that the IT
manager takes his or her job seriously,
and is keen on gaining more authority on
any particular technology. Certifications
give ITDMs a way to get equipped in new
technologies, fill in the gaps that lie in
their resumes.
Certifications give ITDMs a way to be equipped in
new technologies and fill the gaps in resumes
BY SUBHANKAR KUNDU
Key Certifications
that Help IT
Managers in
Career Growth
FEATURE
3 4 ITNEXT | J ULY 2 0 1 4
and education can measure the IT service performance, and
improve the overall efficiency and productivity, response
time, communication within the organisation and with
valuable customers.
IT Managers Take On Certications
Ashish Khanna, AVP-IT, EIH, says, I feel for hands on IT
managers; having done a certification from Microsoft, Cisco,
VMware certainly helps them understand and grasp the know-
how of the product functionality on the process side. They must
get exposed to PMP for project management and ITIL, COBIT
to strengthen their understanding of process driven IT.
Khanna completed all basic certifications. Apart from those, he has
also completed lot of business courses, which help him understand
real business issues and support business in a better way.
Ramesh Bhashyam, AGM-IT, Madras Auto Service, TVS,
seconds the view. He says, Professional certification or
qualification is a recognition for an individual, and any IT
manager can earn that credential for himself / herself with a
high level of skill or expertise in the respective area. Ramesh
has been certified as PRINCE2 Registered Practitioner on
Project Management MSP Foundation.
Paresh Goswami, DGM-IT, Welspun group believes
every IT manager should have ITIL and PMP certificate for
successfully managing their IT operation and projects.
Goswami had pursued CCNA and CCNP certifications in
networking field, which helped him build his initial career
in IT Networking field.
I have been certified in PMP, which is very useful to implement
lots of IT Infrastructure Projects through proper planning and
execution. I have also attended a ITIL training, which is very useful
in my day to day IT operation management, says Goswami.
KEY CERTIFICATIONS
TO HELP IT
MANAGERS CLIMB
THE LADDER
CISA Certied
Information Security Audit
CISA is an important certification
catering to the growing demand
for security audit professionals.
Companies demand IS audit
professionals who are equipped
to assist them in identifying vital
issues, and modify practices to
support trust in and extract value
from information systems.
PMP Project Management
Professional
PMP certification helps in
gaining visibility with the
employers that the IT manager
has the necessary skills and
resources to get the project done
end-to-end, and that too within
the given time and budget.
PRINCE2 Projects In
Controlled Environments
IT managers on the project have
a common approach to the work.
Prince2 helps them in getting a good
grasp on standardisation.
ITIL For IT Services
ITIL certification can enhance the
competitive edge of IT managers.
Managers with ITIL knowledge
I have been certied in
PMP, which is very useful
to implement loads of IT
Infrastructure Projects
through proper planning
and execution. I have
also attended a ITIL
training, which is very
useful in my day to day
IT operation manage-
ment
Paresh Goswami
DGM-IT, Welspun group
I feel for hands on IT
managers; having done a
certication from Mi-
crosoft, Cisco, VMware
certainly helps them
understand and grasp
the know-how of the
product functionality on
the process side.
Ashish Khanna
AVP-IT, EIH
I
M
A
G
E

B
Y

T
H
I
N
K

S
T
O
C
K

P
H
O
T
O
S
.
I
N
STRATEGY
3 5 J ULY 2 0 1 4 | ITNEXT
A
s cost and best solutions are
the two cant-miss compo-
nents of IT deal with the
vendors, CIOs and IT Deci-
sion Makers (ITDMs) need
to look at how to make the best use of lean
resources to get things done. As budgets are
shrinking, CIOs will have to ensure the ven-
dors dont compromise on levels of service.
Drawing a parallel with
Mahabharata teachings
Drawing an analogy with Mahabharata
characters, Sharat Airani, Director-IT and
CSO of Intellinet Datasys lays down the
following parallels, exemplifying the values
needed in vendor negotiation:
A few learnings from Mahabharata for
ITDMs to negotiate Better as they need
to look at vendors as partners than just a
source of delivery of standard items
BY SUBHANKAR KUNDU
Vendor
Management
is the Key
FEATURE
I
M
A
G
E

B
Y

T
H
I
N
K

S
T
O
C
K

P
H
O
T
O
S
.
I
N
3 6 ITNEXT | J ULY 2 0 1 4
ARE YOU GEARING
UP FOR GROWTH?
Join Indias fnest fnancial minds to fgure out
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KEY DISCUSSIONS
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CFO Conclave Ad 2014.indd 1 7/1/2014 6:11:58 PM
l Arjuna - Even the best needs a mentor
l Duryodhana - You cannot have everything in life
l Shakuni - Beware of the company you keep
l Satyavati Negotiation Unpredictable outcomes (Yes,
your perfect plan will fail)
l Kunti - Experiments / Curiosity Wait for the right time
Airani says, Set of rules like; How-to, Boundary, Priority,
Timing, Exit can be put forward and thought of. This
will help in building alliance with partners. Leadership is
designated and responsibilities are assigned by hierarchy
there are top, middle, and line managers, with prescribed
roles at each level. The politics that accompany hierarchies
is the major contributor to partnership relation decision.
Shift from operations to monetisation
Today, management is expecting CIOs to shift focus from
operations to monetisation. The nature of the value-add
offered is of paramount importance in choosing a partner.
Existence of a partner management function is essential
for a healthy partnership. At the same time, an important
question to be answered is; what are your expectations from
a partner? Think beyond cost-optimisation when looking
for a partner.
T G Dhandapani, CIO, TVS Motors says, We have treated
them as long-term partners and not just as the vendors
as how a vendor is defined has to change from who delivers
standard item to the entity that understands our business
and does a cost benefit analysis.
Airnai seconds the thought saying that they should be
looked upon as partners but not the vendors.
Complexity of todays business environment is not
about predicting the future or reducing risk. There is
interdependence because of globalisation. World is becoming
small in terms of reach.
Airani adds, This directly adds flux; the unrelenting pace
of change. Circumstances that are taken for granted today
may become irrelevant tomorrow. So IT managers and CIOs
need to build agile organisations where individuals deal well
with ambiguity.
Dynamism and discontinuity
Dynamism and discontinuity are the two trends in the
business environment that will shape strategy and effective
vendor negotiation.
Airani says, There is a need for bold strategies combined with
excellent, timely execution of evolving operational imperatives.
How IT Managers should look into it
Vendor negotiation in the technology domain is a very
important area as the pricing varies a lot across the industry.
However, Vijay Sethi, CIO, HeroMotoCorp feels the key thing is
not about negotiations but relationship. It is not about vendors
but partners. One needs to create a long term relationships
with our vendors and convert them into partners.
Sethi says, Any negotiation is all about win-win for both
parties. While negotiating, we always try to focus on areas
where mutual gains are realized i.e. pricing is just one aspect
of the negotiations and the whole process should consider
other aspects of the product/service you are buying such as
support, warranty, etc.
We do build long term relationships. Having said that it does
not mean that we do not push vendors to get the best possible
rates. We also have alternate vendors for almost all major areas
and that does give more bargaining power, adds Sethi.
ITDMs try to be reasonable with vendors while giving
pricing targets to them and ensures they do a thorough
research on the market for reference prices and use those
points as anchors.
Tips for ITDMs
Aakhash Khanna, AVP-IT, EIH points out the following tips
for ITDMs to be effective in Vendor Management:
l Keep market feedback on vendor pricings handy for
negotiation
l Buy what you need dont get carried away with various
bundles. You may not need it at all.
l Always keep the future cost of ownership for the product.
Vendor may give heavy discounts to enter the account
but charge heavy AMCs in future. Try to fix these costs
as much as you can at the initial sign off.
The key thing is not about
negotiations but relationship.
It is not about vendors but
partners. One needs to create
a long term relationships with
our vendors and convert them
into partners.
Any negotiation is all about
win-win for both parties. While
negotiating, one must always
try to focus on areas where
mutual gains are realized i.e.
pricing is just one aspect of
the negotiations and the whole
process should consider other
aspects of the product/service
you are buying such as sup-
port, warranty, etc.
Build long term relation-
ships but it does not mean
that one must stop pushing
vendors to get the best pos-
sible rates
One must research the mar-
ket for reference prices and
use those points as anchors
Key Pointers
STRATEGY
3 8 ITNEXT | J ULY 2 0 1 4
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4 0 ITNEXT | J ULY 2 0 1 4
data that mattered. The GCPL IT team started researching pos-
sible replacement solutions. Following a detailed review of the
options including Gartner reports, the team decided to run a
proof of concept (PoC) within the GCPL environment.
Dey say, We ran a proof of concept that assessed the solution
on a wide range of factors such as the ease of deployment, sim-
plicity of the user interface, scalability and performance we
found QlikView 11 to be the best fit for our business.
Deployed to Over 350 Users with Plans for
Global Deployment
As a first phase, GCPL initially rolled out the solution to the
sales function of the business across 350 users. The second
Transforming Data
into Winning Decisions
GCPL deployed 11 business discovery software into its sales
function for more than 350 users to be more agile and effective
BY IT NEXT
G
CPL (Godrej Consumer Products Limited) was look-
ing for a self-service, user friendly BI solution that
could provide improved analytical capabilities at all
levels across the organization by allowing users to segment data
across geographies, products and sales hierarchies.
Subrata Dey, Executive Vice President Information Tech-
nology, GCPL says The existing SAP BI solution was good at
creating pre-defined, static reports but we wanted to enable
users to access data through a more interactive platform that
would help them clearly monitor and drive performance
across the entire business.
It was important that the new solution is simple and easy to
use, as well as providing users with self-service access to the
CASE STUDY GCPL
CASE STUDY
4 1 J ULY 2 0 1 4 | ITNEXT
Efcient deployment was
imperative for such a critical tool for the
buisness. The Qlikview
solution was very simple to set up,
integrate and customize
Subrata Dey
Executive VP -IT, GCPL
phase will see the solution rolled out to the
supply chain function, followed by finance and
any other remaining functions of the business.
GCPL also had long-term plans to extend
the solution across its global network. The
deployment of the QlikView solution took
around three months to fully deploy and
required no user training.
Dey says, Efficient deployment was imper-
ative for such a critical tool for the business.
ing across the business by geography, by
brand/categories and so on. Corrective action
can be taken if required.
Dey adds, With an increased level of data
analysis, we are in a position to make more
informed decisions. Looking at it from the
sales team perspective, better decision mak-
ing will in turn have a positive impact on our
revenues. Near Real-Time Access to Data
Previously a dedicated member of the GCPL
team would have to generate a report and
then provide this to the relevant sales team
for review and actions, which was time con-
suming and ineffective.
However, using the QlikView solution
the GCPL team have created a self-service
model, whereby a user can simply log-in to
the system and run the reports they require
in near real-time.
Dey Users at all levels of the business can
now access the data they need, when they need it.
This is a huge improvement that will clearly have
a positive impact on employee productivity.
Delivering Immediate Value
The GCPL team feel they have embarked on
a journey and believe that QlikView pro-
vides a solid foundation for the future. Dey asserts that
the data is of limited value, unless you can act upon it.
While we have not calculated the actual financial return on
investment, the fact the solution provides us with actionable
data means we can be more agile and effective as a business
that is an immediate return on the investment, says Dey.
BI is a journey which is constantly evolving. They are mid-
way in their journey and they are confident that it will form
an effective base from which to develop our business over
the coming years. We are looking forward to developing our
relationship with QlikView, concludes Dey.
The QlikView solution was very simple to set up, integrate and
customize. Users can get up and running in next to no time. It
has not only met our expectations, but it has exceeded them.
The area that takes time is actually our internal assess-
ment of what each team needs in terms of a customized view
of the data. The solution development and deployment is
efficient and hassle-free, adds Dey.
Improved Decision Making through
Greater Data Analysis
GCPL has improved decision making throughout the organiza-
tion with increased access to data and more effective insights
drawn from that data. The solution allows Dey and his team to
track their primary and secondary sales, distribution coverage,
field force productivity and complete demographic analysis. It
helps them in trend analysis to understand what is happen-
4 2 ITNEXT | J ULY 2 0 1 4
What was the business challenge for Jagran?
The key business challenge was to enable seamless integra-
tion with multiple enterprise applications so as to improve
workflow efficiency, including approval of print advertise-
ment discounts, and enhance business agility.
Other challenges were to provide a dynamic, secure, and intui-
tive self-service enterprise portal to improve staff productivity and
ensure business continuity. Sarbani Bhatia, Vice President-IT, JPL
says, Improving engagement with employees, enabling collabora-
tion to enhance management decision-making and accelerating
time-to-market for new services, such as new advertising pro-
grams, were also the challenges I faced.
Mobility Improved
Employee Productivity
Jagran Prakashan increased employee productivity by 40 per cent,
and improved business agility by deploying mobility solutions
BY N GEETHA
J
agran Prakashan Ltd. (JPL), the media and communica-
tions group launched the enterprise portal to 500 users
in the first phase of the project; it planned to extend this
to 2,000 users when the portal is fully launched. Oracle part-
ner PricewaterhouseCoopers used Oracle Application Devel-
opment Framework for the initial set-up, user training and
developing and designing sample workflows. JPLs internal
IT staff then took charge of the implementation, bringing it
to completion on budget.
Deploying the enterprise mobility solutions, the company
gained the ability to centrally manage information, ensured busi-
ness continuity, and improved staff productivity by 40 per cent.
CASE STUDY Jagran Prakashan
CASE STUDY
4 3 J ULY 2 0 1 4 | ITNEXT
Improving engagement
with employees, enabling collaboration
to enhance management
decision-making and accelerating
time to market were the challenges
Sarbani Bhatia
Vice President-IT, Jagran Prakashan
Need for Enterprise Mobility
JPL was using multiple systems to manage its
business processes. Users were resistant to
using multiple passwords for various appli-
cations, preferring to continue their less effi-
cient, legacy work practices.
In addition, there was no single repository
for sharing documents across the organisa-
tion, such as company announcements or
project documents. The company relied on
well with the framework. JPL chose Oracle
WebCenter Portal to ensure no compatibility
issues for integration with its existing Oracle
products, and to take advantage of the expe-
rience and support of a reputable vendor to
ensure business continuity.
We chose Oracle because we knew we could
rely on its support and experience. In addition,
Oracle WebCenter Portals speed, agility, and
mobile access features were a perfect fit for our
business requirements, Bhatia said.
Implementation Process
JPL launched the enterprise portal to 500
users in the first phase of the project, and
plans to extend this to 2,000 users when the
portal is fully launched. Oracle partner Price-
waterhouseCoopers used Oracle Application
Development Framework for the initial set-
up, user training and to develop and design
sample workflows. JPLs internal IT staff then
took charge of the implementation, bringing it
to completion on budget.
Business Benets
With most sales staff on the move, the com-
pany needed to ensure timely approval of
print advertisement discounts for specific clients and meet
tight publication deadlines.
By integrating Oracle WebCenter Portal seamlessly with its
enterprise resource planning (ERP) system and other applica-
tions--such as the organisational mass mailing system--busi-
ness intelligence, and management information system, JPL
embedded its approval workflow processes into the enterprise
portal and provided users with an integrated and intuitive
interface. About 30 per cent of JPLs sales staff members now
have tablets and receive advertising discount approval from
managers while on the field and no longer need to return to the
office--this has significantly improved business agility.
e-mail to disseminate up-to-date company information, often
missing employees. It was also time-consuming and difficult
for managers to track the status of ongoing assignments or
projects because collaboration and document sharing was
inefficient and ineffective.
The company implemented Oracle WebCenterPortal to cre-
ate a dynamic, secure, and intuitive self-service enterprise
portal in order to improve user experience and increase oper-
ating efficiency. It improved staff productivity by 40 per cent,
accelerated new IT projects by up to 4x, boosted staff morale,
and increased business agility.
Why Oracle?
JPL evaluated other products including Lotus Notes and
SharePoint. But it wanted a single gateway application which
was compatible with the existing architecture and integrated
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DIRECTOR, INTERARCH BUILDING PRODUCTS
4 5 J ULY 2 0 1 4 | ITNEXT
KRISHNA KUMAR | INTERVIEW
IOT WILL ELIMINATE
ISLANDS OF PLATFORM

What would be the
requirements of
enterprises that would make
ITDMs go in for Internet of
things (IoT)?
IoT is going to bring about a revo-
lution in how hospitals work. The
fact that a digitally connected
environment suits healthcare
will pave the way for ITDMs of
this sector to realise the changing
landscape of their businesses and
embrace this trend.
The challenge for an IT deci-
sion maker of a big hospital chain
Krishna Kumar, Managing Director, Philips India, asserts how Internet
of Things can disrupt the existing enterprise IT needs, for the better
or diagnostic chain is how to get
access to healthcare without add-
ing physical infrastructure and
be able to scale up healthcare
access to people. This is the core
challenge that managements of
hospitals have been thinking
about for a long time.
How is IoT going to disrupt
Indian Enterprise IT?
In an Indian context too, the last
30 years have seen the creating of
physical infrastructure, but things
are changing and today, its all about
how IT can enhance the experience
of how people see healthcare.
IoT is extremely important,
particularly at this juncture in
all the spaces that we play in as a
company. In healthcare, the biggest
challenge for the CIO or ITDM
of a hospital chain or diagnostic
chain is how to scale up access
to healthcare without adding to
physical infrastructure. This is one
challenge CEOs and CIOs have been
looking to address for a long time.
Apart from healthcare, what
is one innovation from Philips
that you think would help
enterprise IT?
Enterprises need more digital
light which is energy efficient.
Sectors like retail, healthcare,
hospitality or manufacturing
need to keep the lights on 24
hours a day. With the LED revo-
lution that we are leading in, we
can now add intelligence to every
light point which will enable IT to
remotely monitor and control it.
Then, there is the government
sector looking for smart-city tech-
nology; the answer is a unified
network which would require
street lights. Enterprises can also
link it to security and building
management systems.
What are your
recommendations for ITDMs
while they evaluate IoT?
They should embrace this
trend, as the biggest challenge
for them has been the islands
of technology they have been
dealing with. With IoT, they
should see how they can integrate
their business into a digitally
connected environment and in a
common platform.
Asset utilisation is another very
critical aspect that ITDMs should
look at while evaluating IoT, as
information anywhere, everywhere
can not only bring about maximum
use of assets, but also enhance
employee productivity.
Find other inter-
views online on
the website
www.itnext.
in/resources/
interviews
BY SUBHANKAR KUNDU
4 6 ITNEXT | J ULY 2 0 1 4
CUBE CHAT RAMESH BHASHYAM
Driving
Growth
Wheel
F
or Ramesh, the inspiration for 27 years of
his work life has been the urge to create
incredible things through IT projects
and ensure it reaches end users for the
benefit of the organisation with minimal support
required from the management.
Early days
He chose IT as a career as he found the scope to
grow to be unlimited and enormous. In early 90s,
he was more interested in Software Programming &
Development area, and worked in different vertical
industries as a programmer or as an analyst.
During 1995, he took up an assignment in
a manufacturing organisation in managerial
cadre. Based at Secunderabad, in that organ-
isation, he created an IT environment. He
converted everything from manual to mecha-
nised mode to reap benefits, which was a chal-
Keep learning new
technologies.
Ramesh Bhashyam, Assistant
General Manager Information
Systems, Madras Auto Service chose
IT as this field gives him the scope to
innovate on a large scale
BY SUBHANKAR KUNDU
lenging task and a turning point in his life.
Days in TVS.
Primary responsibilities:
IT infrastructure maintenance plus mainte-
nance of existing Microsoft Navision, an ERP
package to cater the needs of spare parts distribu-
tion business, across the company.
IT strategy plus gathering of functional
requirement documents from other divisions, to
align IT with business.
His current assignment is with Madras Auto Ser-
vice, Chennai, focussing on Spare Parts Distribu-
tion Business Unit of TVS & Sons Ltd, Madurai.
Keeping up with the pace
The field of IT is changing at a very fast
pace. Its important for Ramesh to ensure
the solutions and systems that are being
CUBE CHAT
4 7 J ULY 2 0 1 4 | ITNEXT
deployed at TVS organisation are
always up to date.
Innovations
He lays major thrust on the new technological
trends like mobility. He, along with the other
members of the IT team, played a key role to
implement mobility solution using Mobile
Transformation Technology for Parts Distri-
bution Business; thereby both customers and
the organisation acquired multiple benefits.
We implemented a web-based solu-
tion; centralised spare parts business
solution and developed package contain-
ing all the vital features as available in an
ERP standard package, says Bhashyam.
Biggest challenge
In MAS, three years back, most of the IT savvy
individuals left the organisation including the
senior most person who had handled the core
business application. To tide over the crisis in
the crucial stage, the management requested
him to handle the portfolio.
He remembers, With meager support
from the management and limited resources,
I handled the portfolio as Head IT, without
affecting the day to day business transactions.
My major responsibility as an in-charge was
to look after both: the infrastructure and the
applications.
Apart from IT, he loves to listen to car-
natic music. Reading books, travel-
ing to create network and meditation
help him in coping up with the stress.
One dream that still remains unfulfilled is to
become a CEO of a multi-national company,
preferably in India.
FACT FI LE
FULL NAME
RAMESH BHASHYAM
CURRENT DESIGNATION
ASSISTANT GENERAL
MANAGER INFO SYS
EXPERTISE
PROJECT MANAGEMENT
FUNCTIONAL
REQUIREMENTS
IT INFRASTRUCTURE
CONNECTIVITY - 100%
UPTIME OF SERVERS
VENDOR COORDINATION
APPLICATION DESIGN /
MANAGEMENT
END USER COORDINATION
IT STRATEGY
WORK EXPERIENCE
27 YEARS
FAVOURITE QUOTE
SIMPLE CAN BE HARDER
THAN COMPLEX: YOU HAVE
TO WORK HARD TO GET
YOUR THINKING CLEAN
TO MAKE IT SIMPLE. BUT
IT S WORTH IT IN THE
END BECAUSE ONCE YOU
GET THERE, YOU CAN MOVE
MOUNTAINS.
FAVOURITE BOOK
MALGUDI DAYS
FAVOURITE FOOD
SOUTH INDIAN FOOD
FAVOURITE DESTINATION
NEW DELHI
FAVOURITE GADGET FOR
WORK
SMARTPHONE
FAVOURITE GADGET FOR
PERSONAL USE
ANDROID DEVICE
With meager support from the
management and limited resources, I
handled the portfolio as Head IT, without
affecting the day to day business
V
i rtual i zati on, cl oud
networking and mobility
are changing long held
assumptions about IT
planning and strategy. These trends
have introduced new challenges even
while bringing in new benefits such as
agility and scalability.
Managing the Transition to a New
Computing Paradigm, a roundtable
discussion steered by Citrix, the
thought leader in the area of desktop
virtualization, mobility and cloud
computing. Eminent experts in the
field and industry experts gathered
PARTICIPANTS
ENGROSSED DURING
THE ROUND TABLE
CONFERENCE
AT THE
REGISTRATION DESK ATTENTIVE AUDIENCE COMPRISING SENIOR IT MANAGERS
Citrix steered the rountable discussion on how Senior
ITDMs across industries can manage the transition to
the new computing paradigm
LEADING A BUSINESS
TRANSFORMATION
4 8 ITNEXT | J ULY 2 0 1 4
EVENT REPORT | LEADING A BUSINESS TRANSFORMATION
to debate and discuss how to strategically deploy
desktop virtualization, mobility and cloud computing
technologies to deliver high business impact and
unleash a business transformation.
IN ONE OF THE FRUITFUL CONVERSATIONS
ATTENDANTS DURING A LIGHT MOMENT
ITDMS, CITRIX EXECUTIVES INTERACT BEFORE THE START OF THE
ROUNTABLE DISCUSSION
ATTENDANTS NETWORKING ON A HIGH TEA
PARTICPANTS INTERACTING ON THE SIDELINES OF THE EVENT
SENIOR IT MANAGERS, CITRIX EXECUTIVES DURING MANAGING THE TRANSITION TO A NEW
COMPUTING PARADIGM, , A ROUNDTABLE DISCUSSION STEERED BY CITRIX
R GIRIDHAR ( RIGHT) , GROUP EDITOR, 9. 9 MEDIA MODERATING THE SESSION
4 9 J ULY 2 0 1 4 | ITNEXT
LEADING A BUSINESS TRANSFORMATION | EVENT REPORT
NEW
D-LINK DSM-260
The only reason to buy this
is if you are one of those people
who love to stream media on larger
screens and can do away with all the
shortcomings. The overall experience
of the device has been average as a
Wireless Display/Miracast device
but it fails terribly as a
DLNA media player.
LEGO
THE HOBBIT
Its a hit and a miss in our book,
but if youre a LEGO or a Tolkien fan,
youd probably need to buy this one to
add to your collection. For all other
gamers, you arent missing out
anything, and your money will
be well spent elsewhere.
PRICE: ` 1, 999
ACER
TRAVELMATE P645
If you want a thin,
ultraportable business laptop that
looks fine and performs admirably,
the Acer Travelmate P645 is worth
considering. It is sleek, well built
and overall performance is good.
Its a matte screen and has a
fingerprint reader.
PRICE: ` 67, 412
HOT
PRICE: ` 12, 999
ASUS
FONEPAD 7 DUAL SIM
A well priced tablet with dual-SIM
calling and data capabilities. If you are
looking for a tablet which gives you the
capability to make calls with its dual-SIM card
slots and a decent look in budget price, then the
Asus Fonepad 7 is the perfect choice for you.
The hardware though, isnt very promising
and the tablet is denitely not for the
ones who need a device for graphic
intensive tasks like gaming
PRICE: ` 3, 900
UPDATE
5 0 ITNEXT | J ULY 2 0 1 4
Heres a preview of the latest tech toys
on the block to add to your arsenal.
Take your pick and then go splurging!
Like something? Want to share your
objects of desire? Send us your wish-list or
feedback to editor@itnext.in
INDULGE
The hottest, the coolest and the funkiest next
generation gadgets and devices for you
UPDATE
5 1 J ULY 2 0 1 4 | ITNEXT
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O

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:

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A
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A platform to air your views on the latest
developments and issues that impact you
CLYNTON ALMEIDA
CIO, REDINGTON
INDIA
The Primary Objective of
an Internal Social network
within an enterprise is
to create an ecosystem
outside the traditional rigid
ERP processes/operations
where employees can
collaborate at a more
informal level and share
ideas, manage projects,
tap into a knowledge
base repository, gain
insights based on past
interactions & unstructured
information. To effectively
derive vale from an
initiative like internal social
enterprise, an organization
must be absolutely clear on
the KPIs that this is going
to deliver. The tool must
not end up as just a fun
place for employees.
VIJAY SETHI
CIO, HEROMOTOCORP
In many cases, internal
social enterprise networks
are often considered to be
hampering productivity
rather than adding value to
it. Though the initial time
period after implementing
an internal network might
sense some loss to pro-
ductivity, such initiatives do
more good for the organisa-
tion than harm in the long
run. The culture of sharing
and collaboration is not built
in a day, and it takes time
and a lot of effort to make
employees get used to
collaborating. CIOs need to
ensure that people are not
being held for their views
shared on such platforms.
Such actions act as strong
deterrents for people to
share things with others.
SAHIL SAGAR
HEAD-IS, ADITI
TECHNOLOGIES
In todays global economy,
talent knows no bounda-
ries. Execution of complex
projects requires skilled
talent from all corners of
the globe to come together
as a team. This means
implementing seamless
workflow, information
exchange, and knowledge
sharing & task coordina-
tion worldwide -- a tall
order for any organiza-
tion till now. In our case,
Yammer was integrated
with SharePoint to provide
a trusted, secure social
networking technology to
connect employees directly
to each other and to the
best experts and informa-
tion across their business,
anywhere in the world.
Is Enterprise Social
Collaboration a Reality ?
OPEN DEBATE
Your views and opinion matter to us. Send us your feedback on stories and the
magazine to the Editor at editor@itnext.in
BOOK FOR YOU
The
Transformational CIO
STAR VALUE:
ITNEXT VERDICT
The book is a compelling reading for
both CIOs and Senior IT Managers
who feel they should understand ITs
transformational potential.
The Transformational CIO is a
brisk narration on navigating the
current business landscape using
technology traditional and neo.
This includes useful insights into
creating newer business values,
boosting revenue pipeline, revamp-
ing the customer engagement and
more in todays dynamic market
environment.
The book delves delightfully on
interesting anecdotes from some
of the leading brands of our times.
Where Muller excels is bringing in
the connect between business and
technology through stimulating
thought leadership. He introduces
the simple yet effective four-step
model --dene, build, lead, and
change to developing and execut-
ing transformational projects.
AUTHOR: HUNTER MULLER
PUBLISHER: WILEY
This book could well be a
handy guide as CIOs and IT
Leaders gear up for a larger
role in the business pie.
MY LOG YASHVENDRA SINGH
Executive Editor, CIO&Leader
5 2 ITNEXT | J ULY 2 0 1 4
Technology decision makers in enter-
prises are often at a loss when it comes
to quantifying strong business ben-
efits accruing from their roles. They are
unable to strongly position and portray
themselves as business enablers. The
challenge is even more pronounced in the
case of the CSO (Chief Security Officer).
While an enterprise information
security practitioner is implicitly a
business enabler, he does so through
a control function. Theoretically, the
primary objective of a CSO is security
and compliance, which he enables
by putting certain controls in the
organization.
For instance, a CSO can leverage
open source instead of entailing capital
expenditure on proprietary software.
But since he is not directly helping in
generating sales or increasing revenues,
it becomes tough for the management to
view him as a business enabler.
While a security leader can change
this view, it is a lengthy and tiresome
route, which hinges on education
and attitude. Both these are long-
drawn processes. Besides, the more
enterprising go-getters among the
CSOs may not want to fight this battle.
So where does it leave an enterprise
security decision maker? The average
of a CSO is between 40-50 years. They
still have several productive years left
in them. Does this then mean that they
have reached a glass ceiling?
The answer is both yes and no. Yes, they
have reached a glass ceiling because from
here they cant go on to become a CRO.
No conflict of interest in the
transition of role
2 9 J ULY 2 0 1 3 | ITNEXT 2 8 ITNEXT | J ULY 2 0 1 4
TECHNOLOGY
TECHNOLOGY I N S I G H T
TECHNOLOGICAL
INNOVATION
MAKING ITS
IMPACT
ANALYTICS | Phillip Beniac, Regional
Vice President of Qlik Asia Pacific and
Japan, explains how much data scien-
tists and data officers are accountable
to analysing data and creating business
value. Riding piggyback on the big data
evolution, the role of data scientist and
chief data officer is the topic of discus-
sion across large and small enterprises.
Reasons for this evolution
The increasing number of data officers
and scientists may not come as a sur-
prise, but it is critical to understand
and explore the role and responsibili-
DataScientists
andCDO-
Fact orFad?
ties that they carry and how they influ-
ence organisations in driving business
value. Whenever a new job title is cre-
ated in an organisation, the immediate
response or reaction would typically
include a combination of apprehen-
sions, confusion and sometimes rejec-
tion by employees. Its not unusual for
people to scrutinise the role, question
the need for such a designation and its
impact on users and businesses.
Whats the Need for such Titles?
Firstly, there is a need to have a compet-
itive edge and data becomes very criti-
cal--it is the differentiator; it calls for
innovative ways of exploiting the data
to derive valuable commercial insights.
If you arent doing it, you can bet that
your competitors would be. Secondly,
with the growing emphasis on data-
driven decision making, organisations
have understandably established and
defined roles for the ownership, man-
agement and analysis of data within
their businesses.
Traditionally, the responsibility for
data had been in the framework of IT,
which managed and controlled it. In the
current day scenario, with data being
used in the wider business sense- organ-
isations are looking rightfully beyond IT
andholding the other business functions
too responsible to extract value from the
data. For example, enterprises such as
SABMiller and HDFC Life are roping
in business executives to get value from
their data. This kind of need has resulted
in having newtitles in place.
An Insight into What they are
AChief Data Officer (CDO) presides over
an organisations overarching data strat-
egy; he ensures the informationis utilised
and managed effectively across the busi-
ness. They hold responsibilities such as
delivery of collective platforms, defining
data policies and ensuring best-in-class
data governance within the enterprise.
This role has particular importance in
industries that are heavily regulated.
The CDO is also accountable for edu-
cating the rest of the organisation about
how data can be used strategically to
drive revenues for the business. Given
specialist skills in this area. There is
increasing concern, therefore, about the
lack of people with these titles--CDOs
and data scientists--who apparently
hold the keys to unlocking the true
business potential of data.
Misconception about Data
However, theres a fundamental mis-
take being made across most organisa-
tions. Data is not only for data scientists
to explore and for CDOs to manage.
Capable business users can be proac-
tive with data too if they have the right
tools--tools that are intuitive and acces-
sible, and those which encourage explo-
ration through natural analytics.
Business users also have one great
advantage over CDOs and data scien-
tists: they understand the business
context and the implications of pat-
terns, exceptions and associations that
they explore. With easy to use, explor-
atory technology, theres no reason
why organisations cannot or should
not empower savvy employees to spot
opportunities, anomalies and areas for
business growth. Enabling data enthu-
siasts at the business level is something
that a good CDO should encourage; this
will only complement and strengthen
the theoretical discipline that data sci-
entists apply to their analysis.
There is little doubt that in todays
business climate, organisations must
establish data roles and responsibil-
ities--who owns the data and who is
accountable for realising its value?
While new data titles are rightly
being introduced to help manage and
analyse the abundance of the data
which organisations face, it is just as
important to facilitate a conversation
around the data with the wider busi-
ness. By empowering all employees
and nurturing data enthusiasts with
intuitive, effective platforms and appli-
cations, businesses may gain more
than they could ever realise by looking
beyond one sole data employee in mak-
ing a good decision.
the far-reaching scope of this role,
CDOs must regularly engage and col-
laborate with other C-Suite executives.
In comparison, data scientists are
responsible for data exploration, analy-
sis and modelling. Their objective is to
discover hidden insights, which can be
used to solve business challenges and
provide companies with competitive
advantage. It is important that a data
scientist is an exceptional storyteller,
the ability to articulate counsel along-
side applied business empathy and
making it relevant to users is critical.
As we see a sharp increase in the
number of businesses using data ana-
lytics, the more we hear claims that
businesses are suffering from a lack of
Datascientistsholdthekeytounlocking
thetruebusinesspotential of data
BY GEETHA NANDIKOTKUR
Information
technology
andbusiness
arebecoming
inextricably
interwoven. Idont
thinkanybodycan
talkmeaningfully
about onewithout
thetalkingabout
theother
Bill Gates
TECH-VOICE
Find more at online on the website www.itnext.in/resources/articles
AChief
DataOfcer
presidesoveran
organisations
overarching
datastrategy;
heensuresthe
informationis
utilised
PhillipBeniac RegionalVicePresidentof QlikAsiaPacicandJapan
IMAGING BY THINK STOCK PHOTOS.IN
IMAGE BY THINK STOCK PHOTOS.IN
AreenterpriseswillingtogotheInternet
of Things(IoT) way?What wouldbethe
requirement for enterprisestoadopt IoT?
BY SUBHANKAR KUNDU
ITDMstoIntend
toReapthe
BenefitsofIoT
A
s in the Internet of Things (IoT)
(the online network where
devices are talking to devices,
appliances and machines),
devices communicate with one
another, it is going to create that
digitally connected environment which is not only
innovative and promising but also slated to grow
and connect 50 billion devices by 2020. CIOs across
large enterprises intend to reap the benefits of this
newjargonandfindit helping indriving automation
and the newtechnologies such as big data, informa-
tion security, cloud are seem to be having positive
influence on IoT
IOT IS SAID TO HELP IN AUTOMATION
IoT is definitely helping companies extend new
services, augment output and efficiency, and solve
serious problems. This is largely right for industrial
automationwiththe Internet-enabledmachines that
are helping the manufacturing sector meeting better
quality standards and better customisation .
automated using IoT and analytics, adds Dhandapani.
INDIVIDUAL AND ENTERPRISE BENEFITS
Ensuring continuous availabilityof these devices is a challenge
because these embedded systems lack security. But the data
Tsunami combined with big data and security analytics can
benefit in different ways, if treated properly.
The second point is how can any enterprise explore to how
quickly patch vulnerability the way out would be identifica-
tion, implementation of security controls and ensuring rapid
demand in bandwidth requirement.
Enterprises are already talking about this, but in a different
context. We call it M2M
CHALLENGES THAT ITDMS NEED TO ADDRESS
Securing the Internet of Things poses newchallenges such as:
l Invasion by the hackers
l Threats and breaches via smartphones
l Infested malware
l Intrusions
The familiar concerns aroundIoT will be security, privacy and
ensuring reliability, while other problems would call for seri-
ous debates and discussions.
a) Setting protocol, standard
Many technical barriers will need to overcome as IoT pushes
the boundaries beyond network protocols. For example, IPv6
must become a reality as the number of connections moves
from billions to trillions.
b) Powering up the devices
Finding energy sources for powering the huge number of
miniature (even microscopic) devices. To overcome these
challenges, government organisations, and standard bod-
ies, businesses and even citizens will need to come together
in a spirit of cooperation.
c) Lack of IoT skill set
Lack of IoE/IoT skills and knowledge among employees and
management is viewed as the biggest obstacle to using the IoT
more extensively. To address these gaps, organisations are
training staff and recruiting IoT talent, raising the potential
for IoT talent wars.
d) Privacy issues
Others are hiring consultants and third-party experts, seek-
ing to build knowledge and identify successful IoT business
models. While reliability of networks is a major driving factor
in IoE, privacy gets to be a key challenge because we will have
to followcertain regulations prescribed by TRAI for tracking
our employees.
way for automation that can help the business.
Efficient utilisation of the IoT can provide deep insights,
combined with a comprehensive security framework, effective
security controls and a flexible security architecture, that can
help enterprises reduce risk and improve security.
Citing an example, Airani points out, Its 10pm.
Do you know how your refrigerator is perform-
ing and being active? IoT helps in doing that!
Airani says, At individual level; what we could use is a refrig-
erator that refuses to let us open its door when it senses that
we are about to consume our fourth ice cream or pudding or
snack in two hours.
TG Dhandapani, CIO, TVS Motors, says, IoT is a reality as
the benefits are high and the solution to use is simple.
Dhandapani has identified 20+ projects within the company
which can leverage IoT.
Using IoT and analytics several implicit practices can be
made explicit bysupportedlogical data. Qualityassurance and
traceability will improve manifold and manufacturing can be
Find more at online on the website www.itnext.in/resources/articles
FEATURE
GLOBAL M2MREVENUESFORECAST
EnablingTechnology2013-2023($bn,AGR%)
IoT is enabling machines and automa-
tion systems to securely connect device
to device, enterprise and to the rest of the
supply chain.
Most CIOs have ensured to automate
their supplychainprocess to trackvehic-
ular movement and also product manu-
facturing phases and roll out. Any new
technology has to go through the pilot
and so is IoT. So, most CIOs are looking
at adopting IoT in the coming days, and
will start testing it under different busi-
ness domains.
Sharat Airani, Director-IT and CSO,
Intellinet Datasys says, IT decision
makers are certainly looking forward
to adopting IoT. There is a lot of scope
in most of the enterprises as it paves the Source:Xxxxxxxxxxxxxxx
130
110
90
70
50
30
10
-10 2013
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
AGR %
AGR %
Revenues bn
Revenues $bn Year
STRATEGY
NIRANJAN THIRUMALE | INTERVIEW
Thegovernment
shouldpartner with
theprivateindustry
todevelopcitizen
engagementplatforms
for gettingnewideas
andcitizenfeedback
ADVANCED DATA ANALYTICS
TO SNIFFOUTCORRUPTION

Technology-driven solutions are said to
be the most effective way to uplift Indias
population, something that the newgovernment
can bank on. Whats your take on this?
India is at unique position. On the one hand, economic
growth is below expectations; on the other hand, we
are at a point where we must accelerate our growth by
reaping the benefits of our demographic dividend. Let
us count out the fundamental issues that are holding
India back: (1) poor governance withlowaccountability
and inefficient systems; (2) infrastructure issues such
as energy and water; (3) the unattained MDG goals in
healthcare; (4) significant fraction of the population
not being employable without substantial re-skilling
(fromagriculture to industry) and education, etc. These
are problems that are extremely difficult to solve using
conventional brickandmortar approaches. Weclearly
Niranjan Thirumale, Chief
Technology Ofcer, EMC India, talks
about how technology can help the
newly formed government to improve
governance and accountability
cannot build enough coal-fired
energy plants, or enough hospitals
andschools, or bring radical reform
in the way government functions.
Technology is the answer, and if
deployed well, can help uplift the
entire country. And yes, inclusive
growthiscritical forthegovernment
to focus on. Without inclusivity,
economic growth cannot be
sustained. Moreover, the stability
of the government depends on the
entire countryprogressing.
Five areas that the
government should leverage
technology in to connect
with people and enhance
accountability?
The time is right for us to think
about this because of a confluence
of maturing technologies (Social,
Mobile, Analytics, and Cloud)
that makes IT more affordable,
more intelligent, offering better
quality, all at an incredible scale:
(1) Rapid digitisation of all
government processes will bring
in transparency. The effect of
this transparency will be to
start questioning systems and
processes and will eventually
lead to cost-effective reform,
quality infrastructure, and
reduced corrupt practices. It all
starts with the correct data being
captured in digital form.
(2) Financial inclusion and
bringingeveryone intothe banking
system is critical. Reducing cash-
based economy leads to efficient
transactions, and a reduced
opportunity for corruption and
generation of black money.
(3) Adoption of analytics
technologies will make public
policy and budget allocation
become more data-driven and
evidence-driven. Similarly, these
technologies will make service
deliverymore targetedandefficient
by ensuring that the right services
are delivered to the right people at
the right time.
(4) Healthcare inIndiais ripe for
transformation across both public
andprivatesectors. Itsinfact alow
hanging fruit because of under-
penetration of IT in this sphere.
We can start with something
as foundational as personal
health records for each citizen
and rapidly leverageMobile(m-
Health) solutions and cloud
and telemedicine platforms for
delivering quality healthcare
to every citizen. Predictive
analytics can augment the skill of
a nurse, or a general practitioner
for better diagnosis and error
reduction. Without systematic
use of technology in healthcare,
Find other interviews online on the website www.itnext. in/resources/ interviews
we will face an increasing
economic burden that will
hamper our ability to grow.
(5) The government should partner
withtheprivateindustrytodevelop
citizen engagement platforms both
for newideas and citizen feedback
on infrastructure and policy
proposals. We have many experts
in all fields, and most of them
are NOT in government. A good
number of them would be willing
to contribute their expertise if
the government can use them
wisely. It would be good to have a
mechanism to tap into this pool.
The new government has shown
that it can effectively leverage
social media (facebook, twitter) in
its campaign. Extending this to the
way government connects with its
people is a step that we hope the
newgovernment will take.
Should the government
actively encourage social
media oriented efforts
for redressal of public
grievances?
Absolutely. Technology can
put a lid on corruption, but it
has to go hand-in-hand with
legislation and enforcement. First,
digital workflows will bring in
transparency. With more data at its
finger tips, the government can use
advanced data analytics techniques
to sniff out fraud and corruption.
These technologies exist. All it
needs is commitment to see they
are used for this purpose. Second,
the government should give teeth
to data.gov.in and get serious about
putting public data into public
domain. Third, there are grass roots
efforts for public grievance like
ipaidabribe.com. The government
should actively encourage social
media oriented efforts for public
grievance redressal.
The government cannot do all this
alone, and must have an appetite
for a public-private partnership
to see these technologies built or
customisedanddeployed.
BY MASTUFA AHMED
Niranjan Thirumale, CTO, EMC
India, on how technology can help
the newly formed government to
improve governance Pg 24
ITDMsIntendtoReaptheBenets
ofIoT Pg 32
Data Scientists and CDO - Fact or
Fad? Pg 26
The CRO portfolio needs someone with a
finance background as it deals with mar-
ket, fraud, and currency with Information
Security being just one of the areas.
The logical progression for a CSO
could be to become a CDO (Chief Data
Officer). There is no conflict of interest
in this profile. In addition to handling
the security portfolio, the CSO can take
on this additional responsibility. A CDO
manages data. Being the custodian of
critical data, a CDO will make it explic-
itly clear that the companys data will
not be shared or exposed to anyone. He
wont be allowing any direct access to
data but would be analyzing it to pro-
vide actionable insights.
A CDO not only saves cost but also
generates revenues. He provides ana-
lytics to business unit heads, helps the
applications and infrastructure teams
by managing data and applies Busi-
ness Intelligence for MIS. By applying
BI and analytics to data, a CDO can pro-
vide market segmentation for the sales
team. He can also give cost analysis for
IT, admin and marketing departments.
These put him firmly at the forefront
when it comes to business enablement.
He helps them in their strategizing and
aids their day-to-day work.
While this could be an easier way
for a CSOs transformation, it certainly
wont be a cakewalk. The CSO will need
to build skill set and knowledge. He will
not only need to know a lot more about
business but also enhance his technol-
ogy skills. At the end, however, it would
be worth the effort.
3 ESSENTIAL
READS
I
M
A
G
E

B
Y
:

T
H
I
N
K
S
T
O
C
K
P
H
O
T
O
S
.
I
N
From CSO to CDO
2014
INDIAs FUTURE CIOs
If you think you are ready to play the role of a Chief Information Ofcer, prove it to
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IT NEXT Vol 05 Issue 06 July 2014

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July 2014 | `100 | Volume 05 | Issue 06 | A 9.9 Media Publication

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