In My Opinion: Rajat Mohanty, Paladion Networks
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This is where the most tried and true methods of problem solving lies. Once a decision is made on changing the business model. Paladion Networks
in my opinion
Tortoises Do Not Win
ine has been a relatively short journey as an entrepreneur so far. it’s very easy to fall in love with an idea if it is based on one’s own beliefs and concepts. since future effectiveness of this is likely to be
in Market Places
Fledgling entrepreneurs could do well by understanding the dynamism and relationship between business models and time. Again. which is a less discussed subject in management studies
undermined by changes in its external environment or competition? We started out as a focused information security player and even today we call ourselves a focused information security player. Successful young companies will keep evolving new business models or tweaking existing models and execute them faster before others catch up. Ten years ago. It’s not about only being faster but also about not being complacent with existing model. Young companies should constantly ask ‘how do we innovate our business model. trial and error method comes in. so that they are always looking for any contradictory evidence. That gave us the initial momentum and business success as we could take a unique positioning of security specialists in the market.
Trial and error experiments should back up the intuition based decisions. without the backing of market data and analysis. when we started our company. In my experience. We are not talking of creating a new business model because the earlier model is a failure and company is struggling for survival. Intuition works best when people have the mindset to follow through on their beliefs but still retain a good deal of skepticism on what they know. Despite its lack of sophistication. looking back it will be difficult for me to
find similarity between what we were even five years ago and where we are today. Almost all successful businesses alter the initial models created during their startup phases. the thing that matters the most is time. In this scenario where lack of data is coupled with the need to be predictive. Information security was in very nascent stages then. There may be multiple models around the same idea. Small experiments need to be carried out to again test each business model with few customers or prospects. which may be successful today but may fade out tomorrow. pitched. will only decrease the firm’s chances of survival. suggesting that firms should adopt a very active approach in pursuing business model changes. I don’t mean an eureka moment or path-breaking idea but more sedate gut feel on what we should incrementally change or do differently for being ahead in market. Also young companies need to be ahead of changes so that they can compete with more established companies. the relationship between business models and time is a less discussed subject in management studies. Without going into specifics of what we did. Not only can the market acceptance be a problem but also the inertial pressures within the firm to preserve status quo can defeat any new initiative. It’s been just over a decade since we started our company specializing as a niche information security player. One of my key learnings in this short span has been on the need to evolve business models with time. If there is a validation that the idea is likely to appeal to a significant section of target market. si
. the company moves to the final stage of scaling up. And what’s more interesting is that they keep changing their models even as they succeed with the existing model. In my opinion. I have tried to generalize the learnings we have had as a team: Intuition is an important ally of entrepreneurs. which is still contributing revenues and profits’. Very often young companies tend to go directly from idea to scaling up stage without carrying out small experiments on validation of business models. Here we are talking of a scenario where the business model change is more proactive to ensure continued success and hence can face internal inertia in a firm. Before falling in love with the idea.
Often young companies tend to go directly from idea to the scaling up stage without carrying out small experiments on validation of business models. There should be single minded focus on scaling up. This is where the company can put all the resources at its disposal to push the business model forward. only then the firm moves to next level of business model creation. Fledgling entrepreneurs could do well by understanding the dynamism between the two. It is obvious that the above process is iterative. This is where the details of how the offering will be delivered. It’s not the tortoise who wins that you have to look at but the hare that loses once it becomes complacent needs to be a lesson. young companies do not have the luxury of market research and consumer analysis to get data for backing the new model.By Rajat Mohanty
The author is CEO and Co-Founder. I feel there are five stages for a young firm to carry out trial and error experiments. It helped that information security was a dynamic and fast evolving field and a company that can continuously evolve will get a premium in the market. sometimes it’s the most efficient choice as it always guarantees a learning. The most common view is that it should adapt to environmental changes. By intuition. Running fast is the mantra at this stage. Such intuition often comes from an entrepreneur’s cognition of environmental threats and opportunities based on whatever limited interactions with market participants are there as well as from own internal beliefs and influences. and priced are drawn up. intuition often is the only thing going for an entrepreneur. It is best done by trying out the idea on limited scale with few well wishing customers or prospects. Only after the business model that makes most sense is identified. Does that mean that we are the same company that we were 10 years back? On the contrary. Basing the change of business model on a narcissist devotion to own idea. I have already said that business models should be varying with time. It obviously starts with idea formulation which may have been from intuition. which are quite essential
the idea needs to be validated from market. wherein any change is accepted internally as better than the status quo. The small trial and error experiments on idea validations and business models validations help in collecting evidences. But soon many established IT players entered the domain along with a crowd of startups competing with us. we were ahead of the markets in our part of the world. and we quickly realized that to continue our success we will need to keep changing what we are doing and somehow stay ahead of the market. But environmental changes are often ambiguous and young companies do not have the reach and resources to monitor such changes.
$20 or $30 all of them are doubtful about its success. built in keyboard. Nevertheless. Some of the Indian media channels bring excitement to the whole scenario by calling it as India’s yet another cheapest invention after designing the world’s cheapest passenger car Tata Nano. university presidents. today are involved in innovation and entrepreneurship.
Do You Get Electricity from Rice Husk? Bihar Does it
Through this unique green technology. and the future of the world depends on this. He used to be an academic before a fellow professor got him into the world of business. Whether it is $10. In 2009. “Many Indians based in the U. Pandey returned to his home state in 2007. Today. MenQ launched $80 laptop successfully. Providing electricity to villages across India is just the beginning of Pandey’s ambitious plan to transform rural India. was that I need not only innovate. Now Intel India has taken a step forward and plans to partner with the union HRD ministry to commercially roll out the $30 laptop for students. Web conferencing.Madras worked on the development of the low-cost laptop as a part of the OLPC project. The company is set to make profits by the end of this year and plans to light up villages in other states like Maharastra. especially for children of developing nations. West Bengal.
After resigning his job in the U. and international development.S. and Akshaya Patra. with the other Co-Chairs being Steve Case. Now the challenge for Deshpande will be to divide his time equally between each of his not-for-profit initiatives and his six businesses . create jobs. Commenting on his new role. “It doesn’t appear to be a laptop at all. “Becoming an entrepreneur was an evolutionary process. at that time. villages get uninterrupted power for up to 6-12 hours by setting up a plant. Despande. Akshaya Patra Foundation. Deshpande does not need another claim to fame. HiveFire. the western media is hesitant to call it as a laptop. In 2008. It gives me the satisfaction no other job can ever give.S. He is the chairman of the first five and an investor in the last one. entrepreneurship. as his idea was to provide power to villagers who depended on agriculture as their main occupation in a cost-effective and environmentally-friendly manner. and
Deshpande on Obama Panel to Support Innovation Strategy
launched partnerships with some of the most remarkable change agents in the world today. but also to connect innovative ideas to markets. but I always had the feeling that I must do something for our villages. the team decided that the most feasible way to provide power to the villagers who depended on agriculture would be to generate electricity from rice husk. President of the University of Michigan. Deshpande graduated in electrical engineering from the Indian Institute of Technology Madras. the Human Resource Development (HRD) ministry’s effort to bring out $30 laptops has invited lot of criticism.” says Pandey who feels that India’s acute power crisis must be solved efficiently with renewable resources.S. particularly at the Massachusetts Institute of Technology (MIT). The Deshpande Foundation is one of the leading philanthropic foundations in the areas of innovation. and Mary Sue Coleman. Chairman of the Bangalore-based Tejas Networks. and the Social Entrepreneurship Sandbox in Hubli. Today. India is trying to break credit ts by bringing out the $30 laptop with key features like touch screen display.” and he is now proving it just right. Through its grants. Public Health Foundation of India. I did not face any problems there. I had a good life in America. and Airvana Inc.” says Deshpande. IIT. “The U. Desh says. which counts serial entrepreneurs. Uttar Pradesh. the foundation has helped launch innovative companies. which burns rice husk to generate gas to run generators. there is hardly anything I do other than work.Sandstone Capital. and USB support. self sufficient power supply and the credit for this initiative goes to Gyanesh Pandey. once said. Since 2000. On the flipside. si
. Sycamore Networks. “India is a land of limitless potential. saying it was too expensive. A123 Systems.” Deshpande is an entrepreneur and philanthropist who serves as a member of the MIT Corporation and has contributed around $20 million to make possible MIT’s Deshpande Center for Technological Innovation. Deshpande and his wife have been involved in several non-profit initiatives that include support for MIT. He is one of the 26 members of the Council. Deshpande has started and taken public three multi-billion-dollar companies including A123 Systems. Manoj Sinha. Pandey has established ‘green’ power plants in 120 villages across Bihar and 3 villages in Uttar Pradesh. It should be noted that in 2005. The availability and distribution is the major concern of the hour. But. Since 1981. The company has already taken up the initiative to educate 200 children from Tumkuha. the promoter of Husk Power Systems (HPS) that transforms piles of discarded rice husk to light up the villages. and decided to develop a cheaper alternative of its own. Until now. assisted non-government organizations develop an international presence. Massachusetts Institute of Technology
illages in Bihar have been lifted out of darkness with an uninterrupted. investors. instead. it seems to be a small (10 inches by 5 inches) ‘storage device’ with a bunch of wires emerging from it. and Charles W Ransler. Partnering with his friends Ratnesh Yadav.S. Tejas Networks. spends approximately $60-70 billion a year on research. Wi-Fi connectivity. There was certainly a distinct lack of enthusiasm on the part of the government agencies in India towards the idea of OLPC and MIT projects. the China-based electronic equipment manufacturer MenQ holds the credit for world’s cheapest laptop EasyPC E790. President Barack Obama’s National Advisory Council on Innovation and Entrepreneurship. TiE. and drive economic growth. 2GB RAM. Desh will support Obama’s innovation strategy by helping to develop policies that foster entrepreneurship.in
India to Make Headway in Education with Low Priced Laptops
ith an aim of equipping every Indian student with a laptop. A123.. India has witnessed similar projects in the past. popularly known as ‘Desh’ is now appointed as the Co-Chairman of U. his brother-in-law is N R Narayana Murthy. to create impact by getting thinkers involved with relevant ideas. which debuted well on Nasdaq. and Linux OS. The man who has to his credit taking three multi-billion-dollar companies public and once the richest Indian origin man in the world is now again adding feathers to his crown.” reports Gizmodo. Chairman and CEO of Revolution and co-founder of AOL. The $30 laptop initiative should not be a repetition of OLPC & MIT projects. si
ndia-born Gururaj Deshpande. Born in Hubli. But it took one year for India to unveil a prototype of $30 laptop. I do not feel as though I have made any sacrifice. Karnataka. but there has been no progress other than the initial hue and cry. India rejected the offer.
(MIT) developed a similar prototype of a $100 laptop. After research and experiments. The 61 year old Desh believes in mentoring his son Pawan at his startup Hive Fire to dream big. the Indian Institute of Science in Bangalore and the Indian Institute of Technology . and Tamil Nadu. and I would be looking at ways to get more out of that. The key learning that emerged from the work that I had been engaged in. and which runs on solar power besides conventional power sources and supports multimedia. and non-profit leaders among its members and the only Indian co-chairing the Council. and went to Canada to do his master’s degree and PhD.
followed by China. Tata Motors in 40th position. Among them Tata Steel was ranked 15th.” says David Malone. Russia. Honduras.” The U. the William and Flora Hewlett Foundation. sustained by merger and acquisition opportunities associated with Indian and Chinese firms’ persistent pursuit of natural resources and markets. and Suzlon in 54th. India. El Salvador. Technology. the state-run Oil and Natural Gas Corporation in the 20th position. India attracted sizeable overseas investment despite the overall drop in such inflows due to the global financial crisis. Each think tank will receive long-term funding. enabling them to conduct research that is fundamental to the development of sound policy.89 billion overseas. Britain. India is likely to be among the most promising investor home countries in 2010-2012. and the Bill & Melinda Gates Foundation to encourage those institutions engaging in policy research focusing on national. Centre
9 Indian Think Tanks to Get $9 Million
for Policy Research (CPR).” the report says. social.77 trillion in 2008. and five countries in South Asia .S. as well as the third highest economy for foreign direct investment in 20102012.61 billion. and
. Institute of Economic Growth (IEG).Bangladesh. This is an initiative by the Canada-based International Development Research Center (IDRC). France. 28 institutions were selected from seven countries in Latin America . Saudi Arabia. The Think Tank Initiative aims to support local think tanks to produce high-quality research that will improve policies and. The report noted. “But such outflows are expected to rebound in 2010. remained the top investment destination with inflows of $130 billion in 2009. and Peru. compared to $18. The Indian institutions chosen include Centre for Budget and Governance Accountability (CBGA). “If the situation continues to improve. Hong Kong. Following a thorough and rigorous review process. Guatemala. contribute to more equitable and prosperous societies.42 billion. Hindalco in 29th rank.4 billion in 2008. “International donors continue to invest in policy research undertaken by western institutions and sometimes forget that it is strong local think tanks that often generate the most effective policymaking in developing countries. and Sri Lanka. Germany.” Rashmi Banga. Paraguay. Nepal. ultimately. India. The report also revealed that five Indian companies figured in the list of top 100 non-financial trans-national corporations. social. said the World Investment Report-2010. “In 2008. Total inflows amounted to $1. Institute of Rural Management Anand (IRMA). its ranking was lower at 13th. China nudged further up to second position at $95 billion from a third place last year. a Senior Economist at Unctad says.Bolivia.
India Ranked 9th Most Attractive Investment Destination
Belgium. President of Canada’s International Development Research Center. and Centre for Study of Science. Ecuador. which was prepared by the United Nations Conference on Trade and Development (Unctad). India has been ranked the ninth most attractive investment destination in 2009 with a total foreign direct investment inflow of $34. though India attracted higher foreign direct
investment worth $40. and Policy (CSTEP).
limbing four notches up. and economic policy issues. Public Affairs Centre (PAC). Indian firms and funds also invested a lower amount of $14.in
he Think Tank Initiative has selected nine Indian think tanks or independent policy research institutions to receive $9 million to strengthen their roles as influential players in national policymaking. and economic issues. National Council of Applied Economic Research (NCAER).11 trillion. ranked by their foreign assets overseas. Pakistan. Indian Institute of Dalit Studies (IIDS). In 2009. Centre for the Study of Developing Societies (CSDS). The Initiative received over 300 proposals from a wide range of Latin American and South Asian think tanks that focus on broad national. against 1. The $35 million investment in Latin America and South Asia follows $30 million in grants to 24 think tanks in East and West Africa in 2009.
especially with the addition of business and security features to the iPhone. the company has over 300 customers including Boeing. Mavenir’s Converged Voice and Messaging solutions provide LTE operators with a fast. Austin Venture. The company has seen 175 percent increase in its revenue during the first quarter of 2010. which is a key component for One Voice.” says Pardeep Kohli. The sheer volume and complexity of employee-owned and corporate-issued smartphones entering the enterprise is driving the demand for Zenprise’s MobileManager software. “The use of consumerfriendly smartphones in large companies has surged in the past year or so. Zenprise offers tools for IT departments to
California Based Zenprise Raises $9 Million
manage their team’s smartphones. President and CEO. Mayfield. The company plans to use the funding to attract more top-tier mobile operators. government organizations. including Ignition Partners. Zenprise’s extensive list of more than 300 customers is globally spread across different verticals like consumer services.$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
enprise. and the Wisconsin-based wireless company Cellcom. Bay Partners. The round was led by the Menlo Park based Rembrandt Venture Partners with participation from the existing investors. Zenprise. a customer can use a single phone number to receive calls on both mobile and landline phones. allowing carrier customers to get consistent service on Pardeep Kohli multiple personal devices.6 million in a fourth round of funding from North Bridge Venture Partners. Mavenir has raised a total of $65 million since its inception in 2005.6 Million
ators to offer new voice and messaging services without building new infrastructure. the company has raised a total of $40 million. Greenspring Associates. and oil and gas firms. has secured $9 million in new funding. Venture Jayaram Bhat capitalists are looking to jump on this trend too. With its 165 member team.” says Bhat.” explains Kohli. office PBX system. California. si
. Founded in 2003. Richardson based Mavenir provides mobile convergence applications and solutions to mobile operators. depending on a customer’s physical location. a provider of no-contract wireless services. a provider of enterprise mobile management and device management software company. Zenprise provides service-management software that delivers automated diagnosis and resolution of problems across the Microsoft Exchange and BlackBerry environment. and Shasta Ventures. or 4G. will use the investment to expand its sales and marketing efforts as well as to fuel research and development activities. legal. healthcare. driven by the entire network transformation to 4G has played a key role in drawing VC interest towards us. Their current customers include MetroPCS. To date. cost-effective migration path to IP Multimedia Subsystem (IMS). Alloy Ventures. led by Jayaram Bhat. “Our growth potential in a $40 billion mobile infrastructure industry. Currently. even though the company was not planning to raise more money at the time. Mavenir’s convergence solutions can quickly deploy and allow mobile opersiliconindia
Mavenir Systems Raises $13.
ardeep Kohli founded Mavenir Systems has recently secured $13. Comcast. The company offers solution to route a customer’s call through a wireless network. The company is gaining traction in the Mobile IMS market and is competing with network and system integrators and legacy network vendors. Mavenir Systems. Zenprise. and Cisco. and that is why they approached Zenprise. “But we look at our competitors as potential partners for the next generation solutions offered by Mavenir. the company is aiming high to grab a fair share of the market. and Vodafone. The funding is part of a fourth round of funding raised a year ago. Based in Fremont. The company enables service continuity across wired and wireless networks. We can compete as well as complement them with some new innovative solutions. With its technologies. CEO.
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Please send us your cheque to siliconindia Inc. forthright and objective views of the trends in the Indian industry. Verizon Wireless’ provider of network data traffic grew seven-fold in the two years convergence and from 2006 to 2008. Entrepreneurs today have to be slick as they have to operate within limited capital. Most companies have more to fear from accidental data leakage due to uncontrolled access to collaboration tools than malicious theft. Over the last three years. and other Web 2. We bring you information. apart from having a good product.S. Hence. Users are already driving the change.S Grimmer Blvd.0 blur. Use of collaboration tools such as Twitter and LinkedIn. Carriers need to look out for alternative solutions like offloading the data onto wi-max and wi-fi. The company enables the safe and productive use of Unified Communications and Web 2. the data traffic on its network. you'll join the users to access content and and PCs that allow lite group of readers who receive technology on a common platform.siliconindia. as they traverse multiple collaboration platforms. The major reason for this is convergence of devices. and has experienced significant network overload as a result. which will remain in use. the not. therefore causing an increased hazard for operators due to congestion of bandwidth. mobile data offload AT&T has seen a 5.CEO spotlight
Kailash Ambwani is the CEO of FaceTime Communications. this trend has got the consumers excited.e.com m
Log on to: http://www. but it is slated to increase to 50-60 percent in the near future. Cisco. As take up increases this trend is expected to expand significantly
Harness the Power of Collaboration
and the line between UC and Web 2. They need to partner with the gateway providers like us. it is rare that only one UC suite is used exclusively. CEOs. Juniper. career. CXOs. i.com/magazine/subscribe. Organizations need to take a holistic approach in securing all Internet based communications. Linear thinking of gradually increasing the network spectrum from 2G to 3G and now to 4G will not work. almost entirely due to increasing broadband use. Operators have seen their data traffic company is a grow at a staggering rate. VCs etc. siliconindia is the most powerful medium to reach out to the CIOs. And make sure your brand catches their eyes. Harnessing the power of collaboration without compromising on an enterprise’s integrity is the key to a successful UC implementation. social media. now. 44790. one will see more convergence with public collaboration tools. CA . unified communication driven by the new generation of smartphones. Internet tablets. also equally put the carriers in a fix.php cribe
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With its presence in the tech industry for over a decade. the network bandwidth of carriers has Intellinet-Tech. Managing the identities of users. The primary issue is the explosion of data that has happened in the last few years. Though unbeatable. and Stoke who provide network convergence and mobile data offload solutions and accelerate the deployment of next generation applications and services. navigate through today's changing business landscape. even after an organization has standardized on a single platform such as Microsoft OCS or IBM Lotus at the same time.
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Write to us at: email@example.com applications. technology. alongside enterprise UC platforms within the workplace now account for a significant portion of new business opportunities for many organizations.
As organizations begin to explore the possibilities of federation to realize the full potential of Unified Communications (UC). In practice.0.
Unified Communication: It’s Time for Alternative Solutions
The smartphone penetration is merely 20 percent today. It also presents bold. Anjan Ghosal. it is up to the organization to make sure that it is managed in a secure and controlled way. it has op-quality venture capital news every day. While the data has increased exponenFounder and CEO. is also a key. # 202 Fremont.
currently Roamware’s products are deployed in over 464 mobile operator networks across 154 countries and its services available to over three billion mobile users globally. Now Srinivasan has a reason to be pleased with roaming revenues forecasted to grow to $146 billion by 2011 . “For nearly a decade. Headcount: 374 Singapore Johannesburg. Roamware is proving it just right by showcasing India not only capable of body shop business but also can be armed to build smart global product company. delivery and support across diverse markets. had always dreamt of building a world class product completely out of India that could transform lives of billions globally. It was this passion and sheer belief that helped him align his thoughts during the initial years of founding Roamware. The mantra worked well. global pandemics like SARS and the financial meltdown in 2008-2009. Srinivasan. Additionally. Roamware’s mobile finance solutions have been successfully deployed by major banks and operators around the world. New Delhi and Global Customer Base: 464 Mobile Operator Networks. Doll Capital and Accretive
By Christo Jacob
ction is eloquence’ and Bobby Srinivasan. Brussels.
. Dublin. e global events including wars.” says Srinivasan. Banks and Financial Institutions Customer Footprint: 154 Countries Investors: Shelter Capital.roamware. Hong Kong. CA Bangalore.COVER STORY
Founded: 2000 President & CEO: Bobby Srinivasan Other Offices: Amman. banking. Headquarters: San Jose. we have successfully nurtured and grown this business —.com Vertical: Mobile Capital. President and CEO. remittances and payments. with Roamware entrenched as the global leader in voice and data roaming solutions and a leading provider of mobile financial services. Mumbai. The company’s comprehensive suite of technologies and services helps operators globally to make mobile roaming better and easier. Founded in 2001.despite the challenges of global sales. who left India in 1985 to pursue higher studies. and serves a wide range of needs across the domains of mobile commerce. Primera Website: www.
Bee in the Bonnet No matter where the customers are located. revenue share and managed services resulting in a robust and predictab le revenue model and recurring revenue constituting 30 percent of company’s revenues. empowering a mobile roamer’s home network operator’s system to direct any of its subscribers to roam on its preferred roaming partner’s network when using their mobile phones abroad. VP – Global Marketing & Business Development
data roaming traffic are some of the key drivers forcing operators to search for innovative business solutions to increase traffic.S Market at that point in time. Srinivasan proudly says “Today we are operating across 154 countries. while supporting seamless integration with an operator’s network management and operation support systems. Key industry standards including Open Connectivity. By 2012. through open and standards-based protocols and interfaces. STC. It embodies a modular. Executive Vice President Engineering
. as well as passive monitoring
pabilities that reduces time to market for new services. CAMEL and IN variants. Roamware Dr Jiang. 2. Within the roaming segment.” says Abraham Punnoose. and meet their goals. Key industry standards including Open Connectivity. T Mobile. Today. Roamware. J2EE and its pluggable component design. EVP World-wide Field Operations. Roamware is the preferred and primary solution provider of roaming solutions for the majority of tier 1 mobile operator’s inlcuding AT&T. Built in a modular way. application information provisioning and generation of business and technical reports. According to a recent industry report.”
Avnish Chauhan EVP Engineering
Product Suite Roamware’s product portfolio consists of over 40 solutions across the GSM and CDMA domains that are built on the Roamware Service Delivery System (SDS). Because of the use of open standards such as SOAP. Established MNOs have spent 1015 years setting up 400 to 500 roaming agreements in place with contract / relationship management departments in charge of bilateral roaming relationships. Orange. The global footprint and market penetration ensures that there is no revenue concentration in any region or select customers. Steering of roaming and global roaming quality are standards that were introduced as a result of industry adoption of innovative Roamware products. energy that instead might be better utilized o promoting their own core business.Roamware . The Roamware SDS facilitates seamless deployment and integration of network applications and services with a mobile operator’s core network l and IT infrastructure. “Our business model is a blend of software license. Claro. Telia Sonera. component-based layered platform architecture that enables applications to achieve optimum performance. the suite of roaming solutions reduce the overall complexity. Roamware’s thought leadership coupled with our global execution capabilities have been the keys to our success This outstanding effort has resulted in over 196 patent submissions . VP – Global Marketing and Business Development . an average of 39 percent of all mobile calls falls below the industry minimum standard for voice quality. transactional revenue. revenue share and managed services resulting in a robust and predictable revenue model with recurring revenue constituting 30 percent of company’s revenues. The platform enables applications to deliver high availability through redundant deployment of software and hardware elements. Vimplecom. John Jiang CTO and EVP Product Management
Network Traffic Redirection” was widely embraced by the GSM Association’s mobile industry standards known as “Steering of Roaming”. To address these challenges. bilateral relationships among Mobile Network Operators (MNOs) are no longer sustainable as they require massive manpower. Maxis. it can easily integrate with existing legacy systems and third party so ware. Airtel.”
“Our business model is a blend of so ware license. Roamware’s group relationships in mobile operator world include Orange. John Jiang CTO & EVP Product Management. optimize costs. one of the earliest solutions from. and the company developed its solutions completely out of India using local talents.” says Avnish Chauhan. The Roamware SDS includes active network interface support over protocols such as ISUP.5G and 3G networks. T Mobile and Etisalat among several others. Vodafone. Current roaming trends have resulted in decreasing revenues. introduction of several ground breaking products in the past few years and 28 patents awarded till date. the daunting task for operators is to leverage these agreements and garner incremental market share and consequent revenues and profit.” says Richard Grohol.” says Dr.”
Richard Grohol EVP World-wide Field Operations
Comprehensive Suite of Roaming Solutions It’s been nearly decade since Roamware was set up. whilst increasing their operational efficiencies and reduce subscriber churn. social network commerce and mobile financial services. Old-fashioned. serving over 460 mobile operator networks around the world. it would be a tremendous waste of energy in negotiating hundreds of bilateral agreements. Today the company enjoys a leadership position with its comprehensive bouquet of roaming solutions and other line of key business like carrier service. Telenor. effectively eliminating risks arising from regional downturn or loss of key customers. “The robust carrier grade Roamware SDS ( Service Delivery System ) is the underlying platform and bedrock of all Roamware products and solutions and enables for our customers a range of ca“ e platform is designed for ease of integration into existing infrastructures. drive usage. Etisalat and Vodafone globally and this trust is further reflected in joint hubbing initiatives with some of the major mobile operator companies across regions. MTS. Roamware’s voice and data roaming solutions are installed in over 464 mobile operators’ networks across 154 countries and generate incremental revenues for mobile operators. clearly a market where the adoption of value added services and new services was far more advanced and aggressive than the U. Today. Telefonica. roaming price reductions. “Roamware’s strategy from the inception has been to play the role of the preferred strategic partner on the roaming business front for mobile operators globally and this philosophy has been the fundamental reason for the success and widespread adoption of our solutions in the world market. Given that roamers represent a profitable customer segment. The network-based approach that Roamware first created in its Roamware Traffic Redirection systems permits the mobile network operators to apportion outbound roaming traffic to its roaming partners in line with their business commitments. Roamware was the innovative Roaming Replicator solution that would reduce go to market timelines for a full fledged roaming offering in under 12 weeks. The solutions are built on the Roamware Service Delivery System (SDS). and constitutes a significant barrier to entry for competition. a carrier-grade platform based on open standards that enable seamless integration of multiple applications which can be seamlessly added as blades to the core platform. It’s a timescale and a workforce allocation that definitely does not fit at all in new entrants’ requirements in terms of time to market and operational effectiveness. transactional revenue. Steering of roaming and global roaming quality are standards that were introduced as a result of industry adoption of innovative Roamware products. Applications are equipped with intuitive web-based interfaces for administrative operations. This philosophy of the company has cracked the so called misconception of building your initial business within 10 miles from where one lives. Roamware’s product innovation has been instrumental in driving quiet a few industry standards. stiff competition and a sharp rise in
He could achieve this only because he envisioned the business to be global in nature at its inception. Srinivasan’s vision was to create a world class product suite that could meet global standards. each blade representing a product. on an easy-to-use application deployment framework.
“ Within the roaming segment. If MNOs continue to follow the traditional model. Airtel. Moreover today telecom operators could lose up to 10 percent of roaming revenues because of quality issues. customer’s service requirements and global alliance and is agnostic to locations. further adds the invention of a “Method and System for Cellular
Dr. the implications of poor quality of service include lost roaming revenues and potential churn. Once the roaming relationships are set up. “The company always wanted to build products in sync with customer’s business requirements and we had the privilege of engaging most of the operators in India and Asia Pacific at that time. Roamware’s product innovation has been instrumental in driving quiet a few industry standards. The company had the good fortune to work in a market where they were surrounded by the Indian GSM operators who were very focused on value added solutions and services. recurring revenue is expected to touch 50 percent of overall revenue.“Roamware’s strategy from the inception has been to play the role of the preferred strategic partner on the roaming business front for mobile operators globally and this philosophy is the fundamental reason for our success and widespread adoption of our solutions in the world market. With his chin up. provide operators with powerful technology solutions to address business challenges and enable them to focus on the end-customer instead of inter-operator relation-
ships. Srinivasan ensured that the senior management always had the appropriate DNA required to challenge the Roamware team in building world class products. mobile operators need to drive down the costs associated with their businesses. significant costs and an inordinate amount of time. time zones and mobile handset make. Orascom. New regulations. It allows the operator to unify critical subscriber and network information for the design and deployment of intelligent personalized services on 2G. The Roamware SDS is the backbone of Roamware’s solutions and supports the smooth deployment of value-added applications and services. XML. declining margins and fierce operator competition.
For instance. Roamware is eyeing to grab this market through strategic partnerships and acquisitions. From launch the system proved to be a very popular service with Bank of Ireland customers and exhibited an increase in frequency of top-up as well as a higher transaction value. specifically addressing the needs of low income. billing and location based services. The transaction is automatically paid for via their Bank of Ireland account. Roamware Macalla worked di-
rectly with Bank of Ireland to deliver the application together with a complete range of consultancy.
Aiming high “In a market that is largely known for its IT services capability “I am proud to be on deck of on organization that has built a world class product suite completely out of India and has been instrumental in shaping the global roaming business in over 150 countries. He credits the success of Roamware to his leadership team. called Text Top Up. This would enable Roamware to optimize roaming calls cost and would carry the roaming and interconnect voice traffic for its customers. The top-up call credit is applied automatically within a matter of seconds. Worldwide Field Operations. Registration is extremely easy and instantaneous via any Bank of Ireland ATM. built on the SDS. IIOP. cost optimization among several others. quality of service. To do this. Due to his extraordinary vision and deep market acumen. including friends and family. Using Roamware’s technology which enables mobile transactions. Roamware’s suite of services. Interactive in February 2000). MQ Series. Bank of Ireland. Bank of Ireland launched a prepaid mobile phone top up service. the Service Provider market revenues will exceed $5 billion globally by 2013. According to Juniper Research. passion and keen insight has been crucial to Roamware’s success. roaming and network infrastructure and business intelligence and quality assurance. all-encompassing business awards program honouring great performances in business For him the early days of aligning Roamware were focused around instilling values and cultural elements within the enterprise. mobile banking. Roamware. addresses a range of business challenges including the quick roll out of roaming infrastructure. In line with their plans for the Mobile Financial Services business. J2EE and its pluggable component design. top-up and bill payment. Juniper Research highlights a significant opportunity for the providers and vendors of mobile money transfer (MMT) services as the market takes off. Today the company is riding high receiving several industry recognitions including the Frost & Sullivan Technology Innovation Award. Apollo Computers. Jawwal. more than just a mobile phone and that is what we strive to do. si
The Man Behind the Scene
As a co-founder Bobby Srinivasan’s leadership. EJB and standard support for CM. Adaptors and plug-ins are used for major transport mechanisms such as JMS. Once registered. Roamware. “Macalla’s m-commerce and mobile banking solutions are successfully deployed by banks and operators around the world. the global availability of converged voice. directly from their mobile phones. strategic thought leadership and overall business value we bring to the table.” says Richard Grohol EVP. these solutions include credit transfer. virtual home environment. acceleration of prepaid roaming.” says Bishal Bisht. With Macalla’s acquisition. The Roamware Macalla Platform enables top-ups and associated processes in a fully secure and reliable manner. Deloitte Technology Fast 50 and Deloitte Technology Fast 500 in 2006. It also provides connectivity with the mobile operators’ SMS delivery and prepaid billing systems as well as the bank’s payments systems. His continued focus on achieving the vision has helped Roamware to achieve a leadership team comprises of a multicultural. Dr Jiang says. it can easily integrate with existing legacy systems and third party software. a leading developer of mobile financial services (MFS) solutions and strive to become a market leader in MFS. Objectivity. The service has also proven popular with bank customers who travel abroad as they can now top-up their phones as easily as at home. 2010 Award Finalist for Northern California The International Business Awards are the only global. international remittance. agent top-up. roaming and local multi-number.S. banks and independent service providers internationally including VIVA (STC).
permanent tsb. Roamware won the Red Herring 100 Most Promising Private North American Technology Companies in 2007 and Deloitte’s 2007 Wireless Fast 50. customers simply send a free text message. Because of the use of open standards such as SOAP. Roamware. where they get paid their daily wages and other things. O2. Roamware’s Macalla Platform enables a wide range of innovative mobile financial services including direct topup.” says Srinivasan. mPay.2– 6. SVP Finance and HR. Today the platform is used by mobile operators. The Roamware Macalla Platform enables Bank of Ireland customers to top-up their own prepaid accounts and others.
. In line with the strategic role that its sees for itself for is mobile operator customers. bill payment. technical integration and on-going support services. Roamware aims to build upon its roaming expertise and its global operator relationships. “The platform is designed for ease of integration into existing infrastructures. Roamware acquired Macalla. personto-person payments. Moreover 3–15 percent of international money transfers currently handled by formal or informal agent networks will be carried out using a mobile handset by 2015.capabilities for sniffing relevant information exchanged over the signalling network. Over the last nine years he has been instrumental in transforming the company from a start up into a global leader in roaming and value added solutions. a customer can top-up from his mobile phone anytime and anywhere in Ireland or overseas. experienced and professional team with global experience and an optimum mix of mobile operator and technology background. cross border VAS and both national and
international remittances. In addition. “We are committed to the success of our customers and operator’s readiness to allow us to carry voice traffic is a reflection of the confidence in our technology. the World Bank and Shearson Lehman Brothers and this helped him to play the right card for Roamware. market intelligence. EVP Engineering. communication and service experience. unbanked communities across the world. In fact this earned him lot of applauds in the industry including Distinguished Honoree medal in Executive of the Year in North America in the 2010 International Business Awards and the Ernst & Young Entrepreneur of the Year. XML. messaging and data services fosters subscriber loyalty and increases competitive differentiation. The leadership team has been recognized for professional excellence in several industry forums including Ernst & Young Entrepreneur of the year. person to person transactions. driving roaming usage . Bank of Ireland identified the need to deploy a prepaid mobile top-up service which takes advantage of the increased consumer use of SMS as well as using its existing ATM channel. the company grew by over 25 percent in 2009 despite the worst economic downturn in recent history. Tibco. CRM. These interfaces are available for SS7 and SIGTRAN and facilitate seamless compatibility of Roamware’s applications with evolutions in network technologies. He says. The platform includes a suite of webbased applications for call centre and
“ e core leadership team has worked together for over nine years with several decades of cumulative experience in telecom. MoneyText. The service. went live in 2005 and is available to all Bank of Ireland customers in Ireland on Vodafone and O2 networks. “The core leadership team has worked together for over nine years with several decades of cumulative experience in telecom.2 billion in service revenue. Stevie Business Awards and World Brand Congress. traffic management acquisition and retention of roamers.”
Bishal Bisht SVP Finance and HR
supervisor staff to ensure the smooth and efficient ongoing operation of the service. generating $1. the company has now rolled out a range of carrier solutions to enable a number of roaming carrier services in partnership with global voice and data carrier partners. banking and enterprise software.” Roamware is building microfinance applications and believes that it can change the world of the unbanked and underbanked and make them economic citizens of the world. That is what success means to me and I think that is what we are going to do in the next five years. “How do we make that mobile phone. Roamware’s suite of roaming services are Traffic management. There is no looking back for Srinivasan. but he believes that there are billions of people who own mobile phone and he aims to transform each mobile phone a bank account for them.” says Srinivasan. These revenues are based on the commissions and charges acquired from the gross value of money transactions derived from mobile money transfer services and remittances. Illuminat and Vodafone. and the smart move of building products in India.” says Avnish Chauhan.Soon Srinivasan will be comparing the performance of Roamware with the 11 great companies that Jim Collins talks about in Good to Great. beginning as early as 2010. seamless service experience. banking and enterprise so ware. In 2007. The move
into mobile banking and m-commerce was a logical extension for Roamware as it leverages its existing global customer relationships. Hewlett Packard. Srinivasan’s career has included senior level service with SoftPlus (acquired by U. “I am aiming at not just make money for the stake holders but also want tos transform the lives of billions of poor people.” Leveraging global footprint for Mobile Financial Services The company after building out a global footprint in roaming space with an estimated 65 percent market share has catapulted itself to the next level with Mobile Financial Services. business partnerships and technology platform.
we think the low hanging fruit is in HVAC and lighting controls with a specific focus on
It is still hard to see consumers watch their energy usage constantly and change their behavior to save. as the critical missing link to help solar energy achieve gridparity. There is an attractive amount of cash in trash as we have discovered – all the way from recycling the 130 million cell phone and portable electronics that are retired in the U. have
seen prices decline from $5/W a couple of years ago to less than $2 now. the need for renewables is rising by the day. innovative racking systems that can lower the BOS costs for solar energy. and compliance drivers. inverters are still hovering around $4-5/W and continue to affect the adoption rate. if not days as the novelty wears off.S. about $2. More broadly speaking. planning and decision control systems for utilities. a few winners will emerge. a cleantech 2. and energy efficiency via intelligent controls ranks high on the CFO’s list driven by attractive ROI. Solar panels. and state and potential federal Renewable Portfolio Standards. where I focus on cleantech and software startups. enterprise-class apps at Oracle. bottomline savings. From an investor standpoint. Demand Side Management. However. Part of the reason behind these staggering figures is the use of expensive equity dollars to fill-in for virtually nonexistent project finance and debt. Using simple math. and potential M&A interest from the IT majors as an alternate path to an IPO. rising energy costs.0 from 200408 was dominated by solar and bio-fuel startups. CIOs are increasingly faced with enhancing the transactions per Watt in addition to transactions per dollar from their evergrowing datacenter footprint.S. By contrast. every year and creating a market in developing countries.S. At Advanced Technology Ventures. and believe this mix is healthy for the overall cleantech sector. DCDC optimizers. and over $45 billion of that can be avoided by simple conservation measures. $300 billion U. we have refined our thesis to focus on two key areas: downstream technologies for accelerated renewables deployment.. wind has the potential to be 20 percent of our energy supply by 2030 and a $100+ billion opportunity annually. driven by rising costs and carbon footprint of fossil fuel sources. Other related areas we dabble in include transportation and engine efficiency (a somewhat contrarian thesis to electric vehicles) and recycling. At the same time. at the peak of the cleantech investment cycle. who could have guessed that killer apps would revolve around e-commerce. yet the balance of system (BOS) costs including labor. A classic example in this arena is the residential energy efficiency opportunity. founded by semiconductor and biotech execs in many cases. In this sector. Similarly. they continue to spend hours a day on gaming and social media sites instead
commercial and industrial sectors. potential to achieve attractive software-like operating margins. Lighting and HVAC consume over 50 percent of the $80+ billion in commercial energy usage in the U. but these business models and operating margins are interesting enough to consider.S. or complex analytics at Google.S. we’d need to see 15-20 multi-billion dollar IPOs in the next few years to produce venture-like returns. modeling. businesses. for instance. At the same time.
Holistic monitoring. Over $225 billion in energy is consumed every year in the U. there seem to be a growing number of software and networking gurus frequenting cleantech entrepreneur circles and energy efficiency startups these days. if you’ve built your career building large scale networking infrastructure at Cisco. to taking landfill gas for energy generation. and intermittency of most renewables that requires grid upgrades. given our involvement in cleantech since 2004. and technology maturity were driving the first generation of startups. advertising platforms for appliance makers and energy conservation promotional programs for consumers all present sizeable opportunities that an application ecosystem can address. in the home area energy management space believe that consumers will opt for the ‘right thing to do’. it is still hard to see consumers watch their energy usage constantly and change their behavior to save $20-30/month. We find innovations such as micro-inverters. Additionally. the last time I checked. but until robust project finance and debt markets emerge. Over two dozen startups. Holistic monitoring. In short. $20 billion India solar mission). racking. modeling. they can be applied to address the massive market opportunity in India and China as well. Whether you believe that homeowners will buy $300 fancy displays from Best Buy or expect the local utility to subsidize them. startups need not only a technology based advantage but also significant economies of scale (and a few more billion dollars) to be cost competitive with First Solar and Chinese PV players in the solar area for example. and Europe mitigates commercialization risk. the relative capital efficiency. grid storage technologies that smooth out the effect of intermittent renewables on the grid are another area of strong interest. Moreover. Data mining applications that leverage granular data from smart meters. Massive global energy markets ($6 trillion worldwide energy spend. When
core routers and other Internet infrastructure were being rolled out worldwide in the ’90s. Components. and demand side management. and consumers. Advanced Technology Ventures
vc Talk: By Dharmesh Thakker
leantech 1. and social media. consumers have continued to spend hours a day on gaming and social media sites and are driven by their virtual image or online avatars. This is where we see tremendous activity lately from Silicon Valley software and networking veterans. help multiply wind energy’s footprint. However. conservation has historically been at odds with convenience and comfort. control systems. includes both energy efficiency and peak load management (like smart grid technologies and demand response).5 cycle if
. favorable regulatory landscape. and control software solutions hold great promise in reducing energy usage and regulate heat density and enhance
Investment Areas Learning from our portfolio of 11 cleantech companies. Recent events like the Gulf oil spill only exacerbate the problem.5 billion in equity was invested in solar energy alone with over 10 venture backed companies raising over $100 million each. and online gaming? We are in the first cycle of rolling out effectively a two way communications infrastructure on our utility grid. our other investment theme. it will be largely a tough space except for those that invested very early in these areas. I haven’t seen that yet. aka smart grid. we have had the benefit of witnessing this trend firsthand. New Areas of Opportunity for Innovation The wild-card in our mind is the application layer for the smart grid. but feel strongly that this class of smart apps at the intersection of energy efficiency. In 2008. social media. I’d argue the mean-time-to-kitchen-drawer is probably in weeks. How sustainable the underlying technology is remains to be seen. electricity markets. or else they risk going down the path of ‘profitless prosperity’. After all. business. widespread commercialization has been inhibited largely by the lack of grid parity (price competitive with coal) without subsidies.
Investment Trends The Evolution of ‘Tech’ in Cleantech
Bio-fuel figures were not far behind at over $900 million in investments. Applications that can crack the code of aligning energy efficiency with consumers’ online image or incentivize them perhaps with virtual currency can start to move the needle on residential energy efficiency. As initial deployment of many of these technologies in the U. and predictive analytics that reduce downtime and can enhance project returns. align well with the venture model.The author is VP. and control software solutions hold great promise in reducing energy usage while regulating heat density and enhancing server performance as well. by homes and small businesses. The billions that have been invested in core research have prepared several renewables for prime time commercialization. it’s natural to use your expertise in building wide-area and local-area networks for the smart grid and energy apps for utilities.
these issues will get solved and browser based apps that rival native apps may actually become a reality. they are not willing to give it up.S.000 applications. At the device level. the mobile space is at the cusp of a revolution – be it in the area of the network. Samsung and LG are on a path where Smartphones will become the de facto devices in the hands of users. We now see consumers trading up from their voice-only phones to these affordable feature-rich phones. Users are finally beginning to get comfortable with touch screen devices. developers will have a harder time trying to get their applications provisioned with a wide variety of App Store SDKs but will also enjoy the resulting distribution. Take the example of the iPhone App Store. On the Android App Store there are over 50. These mobile devices are typically powered by mobile operating systems like Android. the launch of 3G networks will open up opportunities for rich content. A new application. Discovery of applications will remain a challenge. On one end of the spectrum. yet feature-rich mobile devices have made a big dent in the market share of established players. Dollar terms in FY 2010. However. As devices improve. and are able to accept downloadable applications.
The cost of R&D centers in India has continued to decline over the last two years. The debate of Apps vs browser based applications has intensified as well. This momentum reminds me of the explosion in the Internet space in the late 90s. four percent in U. As the base platforms evolve. Technologies such as LTE and 4G are getting rolled out at the network infrastructure level in markets such as the U. audio and music will make use of this increased bandwidth
Location based and augmented reality based applications will begin making their way into the hands of consumers. access speeds. however interesting and engaging. These devices are typically based on the Mediatek chipset and have features like WAP browser. Enterprise applications on the mobile are just at the beginning of the curve. Maeemo. For the first time. the creation and consumption of UGC content is very high since the mobile phone. Users want the anytime. As prices drop with
at the Cusp of
Technology: By Rajiv Kumar
higher volumes and better technology. Users in advanced markets such as the U. these users are looking for interaction and “near-live” entertainment with either their friends or like-minded people. app stores are opening up at the operator level. allows these users to express themselves using a medium that is accessible and familiar. and even WiFi. Longer battery life will be next frontier as devices continue to scale up in terms of functionality and minutes of use. ecosystem level like those of Apple and Android. are experiencing the mobile Internet on Smartphones and advanced mobile devices such as the iPad. the device OEM level and independent app store players like Getjar. The cost of R&D centers in India is $38.000 applications exist. Qwerty keypads. Applications that use rich video.
and data speeds.5B applications downloaded from the Apple App Store alone. In markets such as India and China. Dual-SIM. where over 200. Location based and augmented reality based applications will begin making their way into the hands of consumers. iPhone. It says that R&D centers in India have helped parent organizations save $40 billion for the last three years and the cost has declined by 0. there have been over 4. We see a very high number of users. and in turn provide a great user experience. As a proof
point. RIM and now Bada. Motorola. These are the same consumers that end up experiencing the Internet for the first time on the mobile phones and in turn. Android seems to be getting the highest quarter over quarter growth with a number of OEMs shipping phones or in advanced stages of design. will have a difficult time attracting attention from the user base in this crowded space. Of these. from smaller towns and cities (B and C cities) that are discovering the rich world of applications and the mobile Internet on their feature phones.S.199 per person per year. whereas users in markets like India and other emerging markets are getting their first taste of mobile data on their feature phones and that too at levels way beyond the expectations of operators.9 percent in Rupee terms. according to a Zinnov study. GPS on the mobile phone will increasingly be part of the feature set and this will allow the location-aware apps to offer more compelling information and services. the winner will be the consumer at levels higher than the operators! si
. video cameras. The winner is obviously the consumer that will increasingly have much more choice when looking for applications. we won’t be too surprised if game players like Zynga make their web based multi-player games available on mobile phones as well. Device makers such as Apple. Wi-Fi will make its way into the mid to high end devices since it allows the network data traffic to be offloaded to lower cost landline networks. anywhere access in their hands. Applications such as Wireless Health will see lots of innovation as the base platforms evolve. downloading applications that are primarily oriented towards entertainment or social networking. and once they taste this freedom. As opposed to the typical metro audience that wants the Facebook and Twitter experience. the networks get better. as the HTML5 standards evolve. technologies like NFC (Near Field Communications) will enable secure payments and other secure transactions like entry and exit.S. In summary. HTC. for the first time. collaboration and communication services. this number is expected to go up to over 75 percent of all devices sold being Smartphones. Bluetooth stereo. Social gaming applications that require low latencies will also begin making their presence felt. With the explosion of Smartphones and even feature-rich phones that allow downloadable applications. While native Apps exploit the underlying device capabilities. Of course. advanced devices and platforms are being rolled out and on the other end applications are unfolding at record speeds. Symbian^3.S. the device itself and the application ecosystem. the mobile worker will get connected to the back-end enterprise systems with a much more user friendly interface. Their hunger for information and entertainment seems apparent as you look at their usage patterns. Using mobile applications such as RockeTalk. Today. 2 Mega pixel or higher cameras. In India.The author is CEO. affordable. Rocketalk
he mobile space is going through unprecedented activity and innovation. browser based apps thus far have not been able to optimize access to the device capabilities such as the camera and the address book. such devices have already captured 40 percent of all mobile devices sold in advanced markets such as the U. This will create a much easier ecosystem for app developers since this will mitigate the need for massive porting efforts currently needed to cater to the huge number of mobile devices.
this won’t work. where you can reliably backup data. even while on the move. but they are the domain experts. you should be hiring the kind of people who can interact directly with your customers and can take full ownership of the problem. SMBs count their beans and seek value. instead of free open source. Let the endusers use the application and provide feedback. accounting. go away and develop software in an isolated environment without client involvement. An SMB may want to IT-enable their entire operations at one go. For instance. There are plenty of Software as a Service (SaaS) choices in the market today. In an SMB environment. but not the long term total cost of ownership.
You have to be comfortable with rapid changes. You may be the IT expert. Do not sign-off a requirements document. In short.
Doing IT Services Business with
SMBs and Startups
MBs and startups are the engines of growth in advanced economies. Provide Mobile Access Most small and medium business owners and employees do not spend their working hours in front of a computer. you should be willing to make short term sacrifices.startup world. keep in touch with the client on a daily basis.
Hire a Different Kind of Developer If most of your customers are from the SMB segment. an architect designs the solution. Since most business owners carry a smartphone. This principle is very important in the context of small businesses. If the user requests a minor change do not show them the contract or the signed-off requirements document and make them go through complicated change request processes. They shouldn’t just write code and expect QA to find the bugs for them. but small changes quickly add up landing you in red
Embrace the Cloud For SMBs and startups it might make sense to avoid investing in capital items like servers and firewalls. Developers hailing from bigger organizations serving Fortune 500 customers may not work well with smaller customers. it is now possible to provide them with realtime data. For example. At the same time. timesheets. Most clients are themselves happy to make short-term sacrifices in return for long term savings. Many of them are on the field. On the contrary. The practices described in this article provide you with a roadmap on how to successfully and profitably engage with this fast growing sector. This means that providing a solution that can be accessed only through a desktop browser is not the most effective. SMBs and startups make quick decisions as there is less bureaucracy. you should look for smaller and longer engagements than bigger and shorter engagements. si
Choose Open Systems One of the decisions to make while building an integrated system is to buy or build subsystems. successfully doing a project with SMBs and startups and making a profit on it is a challenge. you can setup backup servers in other zones to ensure high-availability of mission critical systems. but if you want to earn the trust of your client and do continuous business with them. you should consider carefully the kind of developer you want to hire. An attractive alternative is to sign-up with a cloud computing service provider like Amazon. This means that your solution architecture must be based on Application Programming Interfaces (APIs). So how do you engage with them profitably? Below are some tips on how you can successfully conduct IT services business with SMBs. expense tracking. You wouldn’t want to nickel-and-dime every small change request. Your job is to make the different applications talk to each other and create an integrated system experience for your client. even if you decide not to charge the customer. but small changes quickly add up landing you in red. make the customer realize that changes cost time-and-money. The important thing is to be flexible. Most cloud computing providers have datacenters in multiple geographic zones. the long term cost of ownership could be higher for a commercial database. While executing the project. So focusing on the SMB market makes sense and this sector has its own advantages. so it’s about convincing the customer of the time and cost implications of a change. which offers a pay-as-you-go model. Deliver working software at the end of each iteration. there are many situations where commercial software provides lower cost of ownership over the long term. The Fortune 500 companies will continue to dominate IT spends.The author is CEO and Co-Founder. so that in case you decide later to discontinue the use of a particular SaaS application. This may work in the short term. Finish each project. There are also data backup services available on the cloud. Typically business owners want to get everything done within 6-9 months and then go into maintenance mode. They should be business analysts. If you are a small to medium IT services provider yourself. During the initial days of a sprint. Change requests can be taken up and implemented in subsequent sprints. if you add up the license costs and the future costs of upgrading licenses and
buying more licenses as the system grows. and reports so that they can quickly take decisions. you need to protect your interests too. In the small world. which can be accessed in a secure manner from browsers. deploy it. you have to be comfortable with rapid changes. Those developers are more comfortable working in a silo environment where a business analyst documents the requirements. Develop software iteratively with each iteration or sprint lasting for 2 to 3 weeks. However. you may be able to reduce the immediate development costs if you purchase a commercial. Listen to them and take their viewpoints seriously. QBurst
Technology: By Prathapan Sethu
The best practice is to plan short sprints and agree beforehand with the customer not to make major changes during the sprint.
between locations or meeting clients.org/) for delivering projects. developers should do more than coding. It’s also a good practice to record changes. database. However. They will need to directly interact with the customer. Not that free and open source is always better and cheaper. In comparison. Reduce Total Cost of Ownership Very often solutions providers make the mistake of trying to reduce the immediate cost of their solution. You wouldn’t want to nickel-anddime every small change request. The sales cycle to close a deal with a Fortune 500 company is typically long. You should not get your client locked into a particular SaaS vendor. and then go for the next one. Do not try
Develop the Solution Iteratively Adopt agile development methodologies (see http://agilemanifesto. and payroll services. do not raise a hue-and-cry over every change request.
Manage Changes Change management methodologies used in large enterprises will not work in the SMB . With SMBs. there are SaaS applications that provide project management. get the payment. there should be a way to export application data in a portable format. Do Smaller Projects Every one likes to win big projects and close big deals. solution architects. Running their own datacenter. Also. but that is where the growth is.
to do a large fixed-cost project with them. document management. In practice. changes are inevitable. smartphones and tablets alike. So how do you handle changes? One of the principles in the agile manifesto is ‘collaboration over contract’. Leveraging them can often speed up the system development process. You have to educate your client on the pros and cons of commercial versus free open source and help them take a decision. However. but because IT has become much more affordable. It is prudent to break the big project into smaller ones. however. you will still have all the data. Never force your solution on the client. is an expensive proposition as they could end up hiring a full-time person for running it reliably. The advantages include zero upfront capital investment and the ability to scale as the business grows. provide mocks to the client so they know what to expect. So how do you choose the right subsystem? The most important consideration is that these SaaS applications must provide programmatic access through APIs. They shouldn’t be mere technical experts. and a QA team validates results. traveling
Conclusion SMBs and startups are demanding clients. and usability experts all rolled into one. its adoption is now happening at a faster rate among SMBs. alerts. get the business use it.
. however small. Even if you have worked out a detailed contract and have scoped the project to the minutest detail. you will find it difficult to break into the Fortune 500 club as they are dominated by bigger and established vendors.
Better integration with on-device calendar. and employee availability on the single phone will be greater. personal productivity in the 1990s.
Enterprise Data Sources
Mobile Optimized Experience
App Centric Manageability
work usage of the device. Expect employees to pick the phone and the basic fees but the corporation pays for excess data and voice usage. Word. These investments and the resulting output fueled the growth of the U. In the mobile world. and APIs that are often more functional than their PC equivalents
ways we worked with PCs need to be revisited with a mobile context in mind. and timely engagement on business opportunities. The desktop PC was inherently immobile and it made practical sense to have one at work and one at home. Keeping the machine working required huge investments in IT – people. save for the most vertical of scenarios such as dedicated field service equipment. economy. In the PC world. more efficient. An IT mobile management system that focuses on the enterprise applications and leaves the consumer applications alone will be important. and
App phone developers more easily create complex applications using sophisticated tools. the corporation had its own vertical stack of PC software and services built around the corporate PC. However. app phones use their computing horsepower to deliver entertainment in bite sized chunks. and management are different versus the PC. Similarly. instant availability. and management processes evolved around the ‘work’ and ‘home’ instance of computing power. The move from device management to app management is important. App phones are differentiated from ordinary mobile phones and smartphones because they are first and foremost mobile computers. and contextual awareness. Microsoft’s Excel. software. hardware selection. and screens that are as rich. Games and social networking applications are easily launched. The apps should be easy for end users to con gure and updates should come from the application store. applications. An app phone is very personal. Our corporate IT practices will evolve to capture the mobile opportunity for their broad workforce. How will people use these devices to improve productivity in the work place? What applications will people use to move their businesses forward? What resources will corporations deploy to gain the benefits of mobile computing? These are all questions a business must answer if it wants to remain competitive. security. collaborating with coworkers. used. the PC is being augmented by more mobile form factors such as advanced application phones and slates. While there will likely be individual applications for each data source that is full featured and allows deep access. App phones will allow corporations to integrate mobile into their IT offerings in a more cost-effective fashion than ever before and enable a new decade of productivity and efficiency gains. and later. However. user interfaces. Whereas inexpensive desktop computation was the ‘must have feature’ for the PC generation of computing. This isn’t a new phenomenon as many corporations have already reduced their IT budgets by providing yearly IT stipends to employees to purchase and maintain their own laptops instead of issuing corporate laptops. intellectual property. the most interesting space is the software and services that will be run on the application to drive the business forward. Apps were written and developed by programmers at the ‘factory’ and embedded into the phone. The vast majority of the two hundred thousand iPhone applications and sixty thousand Google applications serve to keep us entertained and connected with friends and family. The enterprise apps need to cater to the mobile usage scenario – small screen. defeating the corporate goal to enable 24/7 connectedness. Procurement. Today. si
. these systems are likely optimized for desktop access whereas mobile devices need a filtered view of the data that prioritizes and contextualizes what is most relevant to the user across all these data sources. and APIs that are often more functional than their PC equivalents. With one phone. Data shows that people favor their personal device outside working hours. and detailed as any available on today’s personal computers. subscription services. a ‘less is more’ experience will resonate with users. and PowerPoint have changed the way people work across the globe. multiple devices are no longer required nor are they practical. Moving forward. basic support will come from consumer support channels. application selection. libraries. The modern app phones include CPUs. Before we can understand these questions. and ownership are all inter-related issues. user interaction. operating systems. The knowledge worker came to the forefront. users will value the privacy of ‘their stuff’ while corporations value control over their IP on the phone. Popular document types and cloud services will have mobile experiences due to robust developer support around the major application phones. for mobile enterprise applications. Businesses quickly saw the value of these tools and integrated them into everyone’s desktop. corporations will automatically reimburse employees for the
Software Challenges that Enable Mobile Productivity Criteria
Employees will need to standardize on a modern app phone that has great support with consumer and enterprise focused developers. not manufactured goods became the unit of output. and le formats.S. Keeping up-to-date with the
team discussions and schedule. user interfaces. To deliver these benefits. Corporate intelligence is federated across multiple services. Older generation smartphones provided wireless voice communication and fixed function mobile services like basic email and games. hardware. Mobile in the enterprise will enable faster.The author is CEO. Access to multiple businesses’ IT systems needs to come together on the mobile device to deliver this experience. the aggregated. and universal connectivity as its ‘killer features’. Docking stations will provide the big screen and keyboards required f o r doc-
ument creation but mobile devices in their pure form will allow us to remain engaged
throughout the day with 80 percent of the work. it will be important to prioritize mobile availability across any new services and document types you adopt for your company. unified view will be the most challenging but also the most useful starting point to keep in touch with work. in this context. user interfaces. Naturally. the app phone has made a clean break with the PC architecture and value stream – meaning the pricing models. expressive. The cost savings for the corporation will be substantial as base line device and subscription fees will be individually paid. and put away in the thirty to sixty second breaks we get between activities in our daily lives. the app phone generation gains mobility. Device procurement. In the consumer space. hardware. data stores. and software quality that broad based use in the enterprise is now possible. Today’s app phone developers more easily create complex applications using sophisticated tools. and rapidly advancing such that device selection will be made by the consumer instead of the corporation. The associated data subscriptions and support contracts will also remain consumer driven. contacts. and other applications will be a positive step towards getting the most use from the app.S. Issues such as device selection. Mobile phones. Operating systems. relatively inexpensive. Moprise
Technology: By David D’Souza
doption of the personal computer by businesses has been credited with 30 to 60 percent growth in U. we need to define some basics. and accessing the team’s intelligence are key tasks people perform when moving the business forward. Mobile usage in the enterprise will be broad based and no longer aligned with vertical roles like field service or salesmen. Today. the capabilities of mobile devices are rapidly advancing and daily computing tasks will move off the PC and onto the mobile. App phones have advanced sufficiently in price. don’t refer to a common wireless voice phone but rather the new generation of application phones. services and connectivity. capability. intermittent access. libraries. and administrators will have to enforce and respect these boundaries. software. A class of downloadable applications could be written but often used esoteric APIs offered a cumbersome user interface and had significant performance or functional limitations.
wml based web applications ) d. GPRS. Programming Considerations: Some of the commonly assumed resources in PC based applications such as memory and network connections are not available in the mobile devices. which can run over 99 % of devices in the market place? d. Mobile . 10. Native applications ( written specifically using device based software tools ) b. i-phone OS3. touch. Blackberry and Symbian. Some of these action means the video file formats supported by device needs to be known such as 3GP. if the device battery is not having enough power. portable.5. HSDPA etc. Good designers to make the site or native applications work on every device will need to detect the device type and plan the design/deployment of different binaries. Auto detect devices 8. CDMA.
c. prebuilt into the device and billed. Most popular ones are Apple. browser type and additional sensors like GPS. Use of XHTML/CSS/ REST ful web service architecture ( smaller data feeds ) 4.1 etc. How do we upgrade the current version automatically? e. Subclassified into graphics( games). Connection managers are required to be part of the OS as well as on the target hosts who supply large amount of data. Some cross platform tools emerging in the market are Rhomobile. Open source based tools such as Eclipse 3. download development SDK’s. No one gets to see these applications using complex algorithms in really quick execution times. WCDMA. learn device specific functions and build native applications.banking (secure) and enterprise( extension of IT applications ) c. DivX and mov. iPad and iPhones support streaming media type of files like mediacclip. Hence users have to build the applications using java scripts and native controls used for multitouch. proximity sensing. How do we handle roaming customers being able to access enterprise systems? f. You may even add programs to check the signal strength. Can we have a single code or application design. Home button in i-Phone or exit in other devices can also make ‘force quit’ type of operations. (Examples can be PDF reader or a Facebook client) Devices can range from phones. Resume from last point of download is recommended way to implement in data sync operations. Less horizontal scrolling 3. Active Sync type of applications. CSS. interactive. What will happen to personal information on device. if this reduces the storage needs. RFID (NFC phones) and cameras. security. With multi touch kind of actions on touch screens. After iPhone was launched. which also includes audit and usage footprint?
Challenges faced by Development Teams: While building the applications. Appcelerator ( Titanium ). badaOS (Samsungs own OS ). Android. Specialist teams build these applications and device makers choose to ship them as ‘Value proposition’ right out of the box. SMS / USSD based applications ( device independent – messaging protocol based applications ) NewGen applications ( Widgets.
Types of Mobile Applications: Starting with PIM (Personal Information Managers).2. mp4. transactional.
Battery Life Mobile devices have limited battery to perform tasks which can also be a good consideration for device application in design. Most of the platforms would need j2me and C++ knowledge. No DHTML tags/scripts si
. The application has to consider this and should be designed to have graceful exit anytime. local data storage. the application layers like Flash does not know which event to trigger. Xhtml. Mobile devices may have 3-4 types of network connections at their disposal
Rich Media –No flash content When we see websites designer building applications which has rich flash content. Net beans 6. Special care needs to be taken within applications to release resources when such an event triggers. Avoid login/ logouts 7. iPhone Provided a very sleek and consistent user interface.0 can be installed to build these applications. When there is a call. There are different protocols with service providers such as GSM.
Development Tools: Each of the mobile device development normally requires a different code to be produced. New applications are more complex than the applications which are developed for PCs. the designer should make sure that he quickly saves the data and closes his operation to
Web Browsers: Most of the earlier devices had limited support for different types of media being played within their browsers.flv. No flash/animation 6. if the device is lost?
make sure that call gets priority. Users will need to register as developers. to minimize the impact and take preventive actions. that user gets warning on low battery and some of the processes need not be running. Quick to close Designing application for i-phone can have additional challenges such as only one application can run over the devices (uptoOS3. Connection state should be saved so that when you reconnect. cameraphones to Netbooks and iPad or HP’ slate. These tools are still evolving to establish a common framework. data centric (stock management). Use smaller images 9. Mphasis
Technology: By Y K Maheshwari
Best Practices in Designing Mobile Applications
ast few years have seen a new developer community bursting on the horizon with development of applications happening over multiple types of mobile platforms. How do we provision mobile solution within an enterprise? b. Phonegap. Broadly these applications can be divided into various categories a. Bluetooth etc. Effective use of memory/ display real estate 2. 3G-EDGE.2) as active applications. we feel similar content should be available over the mobile device as well. processor speed. the users have the choice of devices and various operating systems which a device may come preinstalled with – such as Symbian S-60.
it could be possible in the near future for the customer to start and stop VAS services at will and be accurately billed for them on a pro-rated
basis. The biggest barrier to subscriber churn is the pain of having to change their phone number and lack of MNP creates a lock-in for customers which MNP rollout will remove. and actually are. invoice.7 percent. the operators have been marginalized and are facing the real danger of being relegated to the sidelines and reduced to merely a data pipe while the consumer mindshare and loyalty gets split between the device and the content providers. balance minutes. the OSS and BSS systems have taken center stage and will see explosive growth. Another potential reason for customers seeing significant improvements in their mobile experience is mobile number portability (MNP). and more. compared to only 2. it is easy to imagine every service provider becoming the gateway to all customer content needs as well. Operators that are into triple or quad play services will be able to leverage their multiple engagements even more and reduce customer pain by providing a unified seamless service as well as billing and payments. The question is who owns customer loyalty and mindshare and thus is the driver of consumer adoption? Increasingly. or SMS) providing them a consistent experience. they have realized that one of the most important pieces of the ‘consumer experience’ puzzle is the Operations and Billing Support Systems (OSS and BSS). For instance. These advances will greatly assist operators in immediate identification of QoE concerns and allow them to rapidly address the problems without the subscriber needing to complain. As OSS and BSS systems become better integrated. Today. the feed simply switches to displaying it on their phone as they move out of the house and then shows up on an in-car entertainment system as the user drives off. For the consumers.9 percent in 2009. in this game. Aricent
By Neeraj Vyas
Back Office Systems
Take Center Stage in Driving Consumer Experience
t is a game where hundreds of billions of dollars are table stakes. One of the more interesting services possible with the newer systems is seamlessly transferring content across screens so that if a user is watching a cricket match and needs to step out. not only can service providers quickly trouble shoot reported problems but actively monitor the systems to anticipate and fix them before the customer even realizes that a problem exists. and most importantly enable accurate and unified billing across multiple services.6 million unit shipments in 2010. the feed simply switches to displaying on the phone as he moves out of the house and then shows up on an in-car entertainment system as he gets into the car
The Asia Pacific personal computer (PC) market is estimated to touch 114. says Gartner. the entire Asia Pacific PC market will register a CAGR of 15. si
. As these systems get integrated better. Between 2009 and 2014. from issues related to coverage at a particular location to problems with a particular vendor phone to general or specific application or service issues for how a service is received by the user. at the same time. In India there are numerous possibilities that can be realized for which OSS and BSS will be critical. music. customers can also expect better troubleshooting of their problems. from VPN and IPTV to VoIP.
If a user goes out while watching a cricket match. Especially with the 3G coming into play in well as managing consumer experience through innovative solutions. This is a far cry from a couple of years ago when activating a specific service meant that a consumer had to either wait for a new billing cycle to begin or pay for the entire month even if the service was used only for a few days. Looking ahead.3 percent. this translates into pure bliss with respect to new services being available while. a growth of 20. which is great news for consumers as this will translate into meaningful services. Over the last couple of years. This will mean that operators will be forced to differentiate and create meaningful services that will create a value-based lock-in for subscribers and make them think twice before switching to a different provider. operators have struggled to reinvent themselves and move up the value chain to ensure customer loyalty as well as drive additional revenue. as operators build their customer loyalty and upgrade to cutting edge operations and billing systems. rich multimedia content. Thus. magazines. the quality of experience (QoE) for their existing services is taken to a whole new level. significantly improve the quality of service. thus negating any network reception issues.4 percent in 2010. and when they want to use. Solutions are evolving to monitor services from the phone and other handheld devices. Operator’s OSS and BSS systems will spread out and integrate with various content providers (like video.The author Vice President of Business Development. QoS focuses on the service provider’s ability to provide service. the OSS and BSS are playing a big role in enabling the next generation services that allow the customer ultimate control to choose what service they want to use. the user can view their usage. Earlier it took a very long time to pull data across various systems while the customer waited without service (often on phone listening to endless ‘on-hold’ music). To this effect.
OSS and BSS have come a long way. A simple example could be an operator creating an app or SMS based service that helps the customer by-pass IVR and call centers and instead directly manage toggling their value added services. making huge investments into upgrading to cutting edge OSS and BSS systems. and news services) while doing away with the need for multiple bills and payment steps by consolidating everything into a single bill that they will deliver to the customer as part of the mobile service. and so on in realtime and through the channel of their choice (online. payments. Another possibility could be seamlessly transferring calls from a mobile phone to a landline as the user walks into their home or office. It is these systems that are literally being reinvented to offer customers entirely new kinds of services. with operators focusing heavily on the end customer experience. Service providers need to. The research house has forecasted that spending on PCs in the region is to grow 12. As the new next generation networks and technologies are getting deployed. but management of the actual experience offers a new level of identifying service problems. IVR Voice.
how they want to use.
but the wisdom is there for us to see. enlightens us on all managerial techniques. it must arise out of his own previous experience and beliefs. Thankfully. We walked into a department in one of our offices and found everyone unhappy. The word innovation raises a problem of great im-
portance in the history of technology. Arjuna got mentally depressed when he saw his relatives with whom he had to fight. the ESP market seems to grow significantly this year. and practices. it won’t go to the next level.g. Fear is the greatest enemy of innovation. leading us towards a harmonious and blissful state of affairs in place of the conflict. and guiding all to accomplish them is the need of management. The art of management has become part and parcel of our everyday life. But the Indian cultural practices have taught us to look ‘inside’. Let me illustrate. Time changes and so do the faces. an embodiment of motivation. Things may either be a pleasant surprise or a rude shock. Our mind is like a computer. What is presented during the interview may not be what emerges post induction. And the best way to produce results is the ability to motivate yourself and inspire your team to achieve your goal. “We hope to create kathakars (storytellers) who will take the message throughout the organization. and religion. management principles come into play through the management of resources. e. wealth. from inspiring to coaching to strategizing. written thousands of
48 percent of U.” Therefore. poor productivity. however ingenious his invention is. And that is one of our success mantras. on the part of both. finance. The Bhagavad Gita. It includes both the behavior of the organization and its customers. the head of the department had to be the source. the `husband’ and the `wife’. In all organizations. an innovation is something entirely new. Most of the modern managerial materials and problems of the current world have a very clear semblance to the popular myths where managerial skills were very well utilized. common in most of Indian enterprises today – and probably in enterprises in all other countries. To program one’s mind in the best possible way one can resort to the examples derived from Indian mythology. It is right here. It is also required of the management that visions and goals are established and are carried out. so is crisis management. As leaders. Like Krishna. for example. and companies looking to add more cost-effective IT solutions. Life is full of mystery.” says Devdutt Pattanaik.9 percent worldwide in 2010. communicating them to the employees. in the office or factory. But while divorce is an option in the corporate world. It happens because just as Draupadi (Arjuna’s wife). and what is his role as the Chief Belief Officer Pattanaik has this to say. and emotional security (Saraswati.
years ago. How many of us build an organization to break it? Unless you don’t break. When asked about what he has in store for the group. but nothing will be accounted for if you don’t produce results. tensions. Failure to get along with bosses remains one of the main reasons for attrition. participative. empathy.S. while a bad program may turn us unproductive. policies. We realized that if everyone in
the department is unhappy. one has to die to give way for the other. So too in business. As spending in the IT sector is expected to increase by 3. absence of motivation. Indian scriptures can teach you a lot about how to live better. creed. the great heroine of the Mahabharata. and so when a crisis arises we look into the problem. continuously programmed since our childhood along with some vasanas from our previous birth. it is important for the present day leaders to discover the linkages with the past. be it at home. companies plan to increase their adoption of managed services from outside providers. where a group of human beings assemble for a common purpose irrespective of caste. who stood for leadership and crisis management and Rama who stood for values in public life. and in the government. hence unproductive. Strictly speaking. The importance of emotional intelligence.” says Pattanaik. did not choose her husband. knowledge. most of us do not choose our bosses. a healthier programming makes us productive and happy individuals. you might be doing many things. Consider. Lakshmi. Therefore. Focusing more on leadership skills. it reeks of poor management skills. establishing vision and goals. Time and space can change but wisdom will remain. To solve the problem here we should go to the Gangotri (the source). and so on. increases as one goes up the management chain. planning. A good leader must be more facilitative. after the crisis. Chief Belief Officer of Future Group. priorities. since the time of Ramayana and Mahabharata crisis and the management processes remain the same. In the process of crisis management. and empowering. and we have to look for it. and Durga) will follow you. Indian myths teach us that the goddess of knowledge (Saraswati) comes only at times of crisis and that is the time where ideas and innovations take place. How did the Bhakti movement spread across the country? It spread through songs and stories sung by one person to another.Management: By Juby Thomas
Behavior While Behavior from Beliefs
risis is all pervasive. “Crisis management includes solving corporate issues by trying to bridge the gap between company values and personal values. and social skills. To motivate him the Bhagavad Gita is preached in the battle field of Kurukshetra by Lord Krishna to Arjuna as a counseling to do his duty while multitudes of men stood waiting. both professionally and personally. si
. but we don’t have to go anywhere to look for innovation. “Any business in the world is an outcome of people’s behavior. but there is no such thing as an unprecedented technological innovation because it is impossible for an inventor to work in a vacuum and. the Indian approach to crisis is different from the western one. one has to find a way to work with the boss. The world is talking about innovation. Whatever be the case. If you draw examples from the forest ‘tiger chases the deer’ both are running for survival and the one who wins the race will survive and the other has to die. says recent report by Gartner. one has to look into the behavior of the peosiliconindia
ple involved. these are very interesting aspects we have seen. The west always has the tendency to look outside and when a crisis arises they will say the problem is ‘out there’. the mystery of how we got to the point where executives are paid a king’s ransom to run companies into the ground and sell off assets. One has to recognize the similarity with Ramayana. This programming is both good and bad for ourselves. as Gartner projected. It has got all the management tactics to achieve the mental equilibrium and to overcome any crisis situation. During various religious poojas people make beautiful statues of deities and they are
immersed in a river or lake to complete the rituals.
The approach will be different in the sense that it re-
A New Paradigm
quires ‘on the fly’ authentication with ‘any devices’ that can come in the vicinity of another device making use of resources. Is it not a set of applications that can heuristically. all pervasive and available communication opportunities are exploited to provide computing services to meet application needs by leveraging available computing resources that are available in the reachable environment. Heterogeneity: There is a plethora of devices with many different kind of access methods at different radio frequencies and inter-operability will pose challenges for exploiting opportunistic computing applications.
Technology: By Mohan Hebbar
hree billion – that is the estimated number of cell phones in the world by the end of 2010. undoubtedly. cellular. RFID. We see that the business model is moving towards user centricity from network centricity. a relook is necessary in terms of caching mechanisms and methods of remote service execution as in service discovery. and how to acquire relevant information with minimal delays and retry. when every resource is critical in a device. This specificity at a high-level opens up yet another challenge of trusted collaboration unlike traditional security solutions that have a centralized authority to certify the trustworthiness. Another area of research is to bring in fault tolerant concept in an intermittent connectivity situation. poses an unstable network and has been a significant area of research. secure. 2) memory and buffer space within the device. opportunistic computing is essentially a distributed computing paradigm of a wired network with challenges of intermittent connectivity and delay tolerance. and storage capacity at hand and leveraging it for social networking applications. they need to know each other’s resources and each other’s shareable services. If we take into account the numbers mentioned earlier on the performance of a cell phone processor (100 MIPS) and communication speed (200 kbps). and energy that can be shared in a collaborative way. what to store. static and mobile sensors. So. Crisis Management: Unplanned. and services. Intelligent Transport System: Vehicular ad-hoc networks can be exploited to increase traffic efficiency and safety through collaborative communication between devices in the near vicinity and transported to back-haul traffic management carriers. Resource Management: Primarily three resources are being focused on to manage in opportunistic computing. akin to human behavior that looks for reputation before collaborating with another human. An effective way of using social cache is an area of research that is actively pursued in the industry. memory space. in a rational world of community. can come and go in the vicinity. Researchers do propose ‘social cache’ with a logical collective view of device in a given social group. in opportunistic computing. to reiterate. three billion cell phones pack in an enormous amount of computing power.
. services. The average performance of a cell phone processor is 100 MIPS and communication is at 200 kbps. Along with device capabilities. Bluetooth. BAN. While we have the network infrastructure and computing power. Economic Model: The question is why one would be good enough to share one’s available resources with
Opportunistic computing is bound to become a reality. The solution is not ready yet. then exploiting the opportunistic contacts can offer the potential to perform at approximately one quadrillion processing tasks and a data exchange in the order of petabytes per second. medical drug research. and privacy.
Primary Challenges of Opportunistic Computing They are of three types: Connectivity: Connectivity would be intermittent due to lack of prior knowledge. in a manner that is representative of distributed computing.
medical insurance. or M2M devices in a static or dynamic world of sensor network or ad-hoc network. However. energy. though the complexity may be eased if it is within an enterprise network. In this paradigm. thereby leading to various business applications including personal care. the expectation is that participants co-operate and this characteristic becomes important to evolve a viable economic model in the electronic social network. Often referred to as opportunistic computing. and so on? One could also include retail data that helps understand buying patterns.
Middleware: Middleware services need to manage data. given that devices would be in transient community and an element of temporary trust establishment is required. Challenges of Opportunistic Computing Getting a bit more specific. and CAN are acronyms that we use as part of our language. assess the lifestyle of a human being? Imagine the volume and kinds of data that can be collected. end devices with short range communications. where to store. it is up to application scenarios we draw to exploit the existing and ever evolving infrastructure. given the current growth in the variety of devices and the rate at which they are getting deployed. and bandwidth of any contacts. for Body Area Network.
The world is brimming with cell phones. and more importantly trust. is a network of inter-communicating sensors and mobile devices that are wearable or implanted in the human body in order to monitor vital parameters and transmit the information to a ‘home base station’ and in turn to a hospital. resources. be they cellular phones. and NFC. That number excludes other types of access technologies and deployed sensors. consumer behavior and associated market research. message handling. Add one more. and delaytolerant computing infrastructure upon which the opportunistic computing paradigm can be implemented. So. General services as in information acquisition and dissemination. we can see the opportunity of ‘unlimited’ pair-wise contacts. si
others. Wi-MAX. For opportunistic computing primarily exploits human social behavior to build an electronic social device network for a more effective pervasive computing. let us start by looking at emerging technology applications. Applications: Many critical applications areas can benefit from opportunistic computing that can be a challenge to the traditional network or within the existing state-of-theart network infrastructure. vices enabling possible sharing of content. but it will be. Other applications in association with location based systems and entertainment offerings can also prove viable businesses. location. Opportunistic computing exploits the communication between a pair of de-
Research Challenges The paradigm we are envisioning leverages opportunistic computing infrastructure and exploits the social networking application era. a stupendous amount of power. imagine the amount of computing power. Symphony Service Corp. Middleware will have to manage the concept of reputation of the device. and resource management are an interesting challenge to overcome in a heterogeneous environment. specifically in social networking. middleware will have to embed and maintain the users’ social behavior to increase the efficiency of security. Creating a distributed computing environment where devices could be ‘alien’. or through a defined method. As said earlier. Context awareness: Context is very relevant for searching the network. Delay Tolerance: While delay tolerance network is one of key focus in distributed computing. albeit in a different paradigm. this concept actually meshes well with the phenomenon of social networking that has taken the Internet world by storm. WAN. memory. LAN. and vehicles with sensing and computing resources. This situation is an area for exploration in terms of routing methods at higher layers. security. if two devices need to perform a collaborative task. However one calculates it. and 3) energy management as to how to minimize the data transfer and utilize the local available memory.The author is Vice President – Embedded Systems and Storage. Stepping back. time. disruptive events can be managed by opportunistic computing leveraging the available network infrastructure and crisis management applications deployed in all devices as a mandatory service. the access technologies available are WiFi. execution. It cannot be denied that we would require more reliable. Before we decipher opportunistic computing. resources. Information management: Given that a device can be both a producer and consumer at a fast pace when in contact. fundamental issues will be. 1) Available bandwidth and associated time window. and management. hence. as well as a different way of design of middleware to hide the lower layer complexity.
ment providing its own iteration of the same service. they are all providing the same business services: communication and collaboration. The goal of most shared service programs is to provide consistent service quality and delivery to multiple business departments across the enterprise at a reasonable cost. Begin by identifying the various delivery environments in place for your target services and evaluating them against your strategic platform architecture. so you can efficiently manage business services throughout their lifecycle — across distributed. and storage platforms. and cloud based resources. increases business value. but the definition found on Wikipedia is in line with the thoughts of most experts and analysts. Closing Thoughts Your IT organization needs to remain competitive and deliver business value. practically every CIO is looking for ways to increase the value of his or her IT organization. Senior Manager of Strategic Marketing. email. standardizes. when they want it. now would be a good time to define one. For example. The term shared services has multiple definitions in the IT industry. You can accomplish this goal by standardizing your delivery platform and then looking for opportunities to modernize it. especially with the growth of services being offered through cloud computing. while multiple application instances can run with the processes. “Shared services refers to the provision of a service by one part of an or-
Modernize Your Delivery Platform A critical element to delivering shared services is to deliver them as efficiently as possible. Self-Service Request Management: One of the major obstacles to customer acceptance of shared services is the perception that service responsiveness will be compromised. Office of the CTO. software. leverage technology solutions that support your standardized processes and enable the areas of automation you’ve identified. exchanging data between the systems for consolidation and reporting purposes can be time consuming and potentially error prone. Specific management components that should be in place include the
derlying technology is secondary to the business objective. and administration or operation resources. controls risk. system. standardization. which provides a ‘one cable in. demonstrates transparency. Solutions such as this allow system engineers to build the private cloud and virtualized environments that facilitate the efficient delivery of shared services. your IT organization is already a step ahead. Consolidating these systems into a single. If you don’t have a strategic platform architecture. Technologies such as virtualization and private or public clouds can be leveraged to achieve this objective. Lotus Notes. A framework. a comprehensive and unified platform that simultaneously optimizes IT costs. for example. Effective shared service delivery requires process standardization.g. Proactive monitoring enables the IT-operations function to identify early indicators of performance or availability issues and initiate corrective action before the service is adversely affected. Ideally applications should be architected to provide multi-tenancy. These objectives form the underlying principle of Business Service Management (BSM). Cisco. where do you begin? Know Your Services To get started in shared services. and Google Mail. One approach that many are pursuing is the elimination of wasteful redundancies and the adoption of a shared service-provisioning model. Finally. IT must proactively manage service events in an effort to prevent them from negatively affecting service availability. Otherwise. one cable out’experience for administrators. the aggregate cost of running these multiple systems is generally higher than the combined business value delivered. such as the IT Infrastructure Library (ITIL).. and assures quality of service. si
. Finally. Solutions Architect. Thus. mainframe. Typical examples of redundant services include helpdesks. Your target architecture should enable you to deliver a consistent quality of service while also adjusting to accommodate differing levels of service across the enterprise.
following: Service Catalog Management: The service catalog describes to your customers the services that are available and the Service Level Agreements (SLAs) to which those services conform. as opposed to each departsiliconindia
ganization or group where that service had previously been found in more than one part of the organization or group. Ongoing configuration management. Further. with minimal interaction with the service desk. make sure to think about them from the perspective of business outcome. This is due to redundancies in hardware. shared service enables the company to leverage economies of scale. Implicit in this goal are the objectives of delivering business-critical
services and achieving cost efficiency. Some of these services may be provided by IT today and some may not. Configuration Management: To facilitate system consolidation. Leverage Business Service Management As previously stated. it’s important to understand what is meant by ‘shared services’.”i For example. Sounds good? If so. while also maintaining or reducing IT spending. necessary to sustaining the shared services. and data being isolated and secured from each other. is a good starting point for achieving process consistency. More and more hardware technology vendors are providing integrated network. By truly understanding business requirements and managing IT based on business priorities. consider the case where an enterprise has multiple ERP systems (e. you may miss out on opportunities for consolidation. the funding and resourcing of the service is shared and the providing department effectively becomes an internal service provider. supported with a well-maintained configuration management database (CMDB). Oracle or SAP) across the organization due to acquisitions or as a result of business units creating their own IT systems and support. Event Management: To maintain high levels of service availability. while also providing a consistent level of service across the enterprise. and automation. Additionally. each business unit experiences a different level of service. Most likely. Although there is only one instance of each application. the correct application architecture can greatly contribute to effective shared services. the goal of shared services programs is to provide consistent service quality and delivery to multiple business departments across the enterprise. and automates IT processes. virtual. BMC Software
Management: By Bill Emmet & Atwell Williams
How Shared Services and Business Service Management Help You Deliver Increased Value to Your Customers
oday. effective delivery of shared services requires ongoing comprehensive management of that technology and the associated processes. use this chance to simplify the resulting processes and then look for opportunities to automate as many as those processes as possible. BSM helps to provide a clear understanding of the services offered while also promoting increased simplification. How can your IT organization provide services better — and at a lower cost — than the competition? One answer is through a shared services approach. further enhancing the end-user experience and improving the perception and acceptance of shared services. however. These become the shared service to be consolidated. an ongoing understanding of the relationship between technology components and the resulting service is critical. This allows core or supporting functions of a service to run as a single instance. Leveraging a BSM approach establishes a firm foundation not only for improved business support and increased cost efficiencies. and Atwell Williams. customizations. depending on how much money it had to spend on its particular implementation. Additionally. The multiple process models that may have been in place prior to consolidation will need to be reconciled into a single. BSM simplifies. According to Wikipedia. provides the centralized ‘system of record’. but also for the adoption of a shared services delivery model. While going through your consolidation exercise. many of these types of service requests can be automated. When identifying these services. consistent approach. Before going too far. has delivered its Unified Computing System (UCS). Ensure Comprehensive Management In addition to the appropriate technology.Bill Emmett. Ensure that all shared services are documented and publicized through the service catalog. begin by getting a clear understanding of the services upon which your business customers rely to run the business. An effective service request management process supported by a selfservice portal will enable consumers of services to request the service that they want. and Enterprise Resource Planning (ERP) systems. not underlying technology. consider an enterprise with a single instance each of Exchange.
Innovation has to span how you think about the very architecture of your organization. shows that 80 percent of retailers are pursuing social strategies to experiment and learn. Remember. They let their team members learn by making mistakes. At siliconIndia. I feel.
Managers as Coaches As you develop your organizational culture. Here are some
Quality Sounds obvious.
You rely not just on your own employees. that one articulates a strong vision of the market or the business early on.com
Entrepreneur 101: By Gunjan Sinha
t is critical for entrepreneurs to build an organizational culture which can help build enduring and successful companies. one pays utmost importance to this aspect of your business. Trust and Transparency Winning organizations are built on the foundations of Teamwork. Employees work as teams. where you treat your partners and suppliers with equal respect and value as you do to your own employees. less on what Nokia is up to. such that they have a strong role to play in their respective areas of competencies. beyond the obvious elements of startup success. How do you think about the culture of your organization. but you embrace the carefully from the inception of the startup. at Metricstream we have innovated on how we create sales engagement with global customers. Open Culture: Embrace Partners and Suppliers Winning CEO’s and entrepreneurs know the role of the partner and supplier ecosystems for their business. and a better India. At Metricstream. and being transparent. trust and transparency. This is a big and powerful vision. and help you scale to the next thousand.org and Forrester research. but it is more to do with how well are the various teammembers selected. We have been completely focused on it for a decade now. he was the co-founder and President of WhoWhere? Inc. Sinha can be reached at gunjan@metricstream. How do we become better with our products. or we have innovated on brand marketing. and help them win in their endeavors. it is important that key elements for designing the right organizational culture. try to develop these organizational cultures in the businesses that I am involved. while 28 percent noted that it has helped grow their business. It is equally important. you are clearly at a disadvantage. and how do you shape the culture as you hire your employees and build the team.
chosen and select set of partners and suppliers with whom you try and build long-term. This value must start at the top. which fosters entrepreneurship and accountability at the same time. where. one is very focused about hiring the best team for the job. which covered 109 companies. where people are secure about their contributions are and are fearless in trusting their team members. so the focus is inwards most of the time. As an entrepreneur. they are more worried about how to build a great iphone product. si
Focus on your own competency. Competition just represents a validation of the market need and an opportunity to learn from their experiences. compliance and governance. regardless of how long it takes to get there. An internet pioneer. as a CEO or as an entrepreneur. This is not just limited to your initial idea.com and MetricStream. This requires developing a culture. Hierarchies are very hard on innovation.. you want to strong focus on how to raise your competency. yet I can overstate the importance of building a high quality team. periods when markets were skeptical of our intent. they stand besides their team members (NOT in front of them!). you have to instill an openness culture. that there is a high focus in the organization to create a supporting management culture. and taking charge. where patience is rewarded. mutually beneficial relationships. with our go-to-market strategies. I personally. You rely not just on your own employees.
. Team quality is not just determined by the resume of the people in the organizational. It is critical. information and know-how.
Culture of Teamwork. We now have over 1000 Compliance experts who we regularly work with as partners and who are contributing significantly to the success of Metricstream. an online customer service company. If you start with a weak team. Managers create an environment. a Internet directory services company acquired by Lycos in 1998 as well as eGain. and where there is maniacal focus on the pursuit of the vision.
that one drives a persevering culture. Web retailers enabled with mobile strategies are investing in features having varied level of investment and are experiencing modest gains. and startups with high protocols and hierarchies often fail to reach their true potential.The author is the Chairman of SiliconIndia.
Designing a Winning
Creating a strong Vision and persevering in its pursuit It is important. At Apple. or with your sales capabilities? I rarely worry about the competition. So. we started early with the vision of helping the world better manage risks. It is critical that one sees innovation as a competency. A good example that I can site is from my own company Metricstream. where failures are seen as opportunities of learning. they trust each other and are transparent with data. mutually beneficial relationships. it is important that managers play a role of the coaches. the organizational culture determines the winners from the losers.
Continuous Innovation culture Startups succeed because they out innovate the established players in the market. It filters out organizations that are indeed going to get the gold medal of success as they make their mark in their respective fields. if you hired the best 100 people for your company. or a piece of technology. as a process and as a continued effort.
trying to help build a “smarter” India. For example. not competition It is important that the organization is focused on raising its own competency. We were deliberate with this strategy right from the early days of the company. we are
74 percent of online retailers have a mobile strategy. not a hierarchical management culture. but you embrace the carefully chosen and select set of partners and suppliers with whom you try and build long-term. I certainly believe that. and our team at siliconindia is obsessed with this vision. Right from the beginning. despite. According to a study by Shop. they will effortlessly attract others like themselves.
Price Waterhouse’s Management Consulting Services group in Jamaica where he worked on government contracts and with a local insurance carrier.” says Singh.business enablement and technology solutions. His advice to young entrepreneurs is to face challenges and innovate ways to solve problems. Singh believes in learning from each other and often looks to his peers in other verticals. Apple addressed this problem by making iPod user-friendly and launching iTunes. A CIO who has a tendency to be too comfortable with ‘current state’ restricts people from exploring new ideas. CIO of Great American Insurance Group. IT leaders and their teams drive practical innovation to support the corporate strategy. file conversions. so that resources do not conflict. and tenure are correlated to the pace of innovation at an enterprise: Singh stands by the idea that CIOs with a passion for innovation are instrumental in creating a dynamic environment. For example. In today’s scenario. one needs to look beyond existing models and be willing to change the approach.
CIO’s risk tolerance. automation is influenced by a business sponsor’s personality: Change agents drive change in the workplace and are comfortable with ambiguity and uncertainty that accompany change.” says Singh. and storage. he sees growth in the usage of smartphones by a large segment of population in near future. at Great American. One of his most recognized works. This is a challenge for CIOs across other industries as well. both cannot survive without the other.
CIO’s physical proximity to business executives ensures that IT is part of business strategy: A CIO is accountable for connecting business and technology within an organization. After having tackled many business challenges. the users from ages 5 to 95 found it easy to use with no training whatsoever. CIOs are in the best position to flip the rule around by seeking creative ways to leverage the human capital to focus more on innovation. he has had a global work experience with stints at ANZ Banking Group in
Australia. this maintaining status quo. In today’s world. Singh is quick to point out that it is a common sight to see IT departments existing in silos within organizations and having very little or limited business knowledge. believe in building strategic solutions that help position the businesses as a leading edge competitive differentiator in a sustainable manner.users had to deal with disparate pieces to listen to the desired music for downloads.
Technology advancements may be exponential in pace but the underlying foundation has always been to address business needs
Singh and His ‘Big 5’ Today. It is important that developers focus on the business problems they must solve rather than concentrate solely on technology. Getting IT executives ‘invited to the table’ and playing a more visible role in setting the strategy is a hallmark of the CIOs’ evolving role. Instead. the market was already flooded with several portable music players.
‘Innovation’ is another factor that Singh believes is critical to the role of a CIO. and the Middle East. But the biggest challenge for him is ‘What to do next?’ The industry is growing rapidly and technology advancements in the consumer sector that impact the corporate environment can be overwhelming. To build solutions. the priorities of any organization . personality. ideas that have been a hallmark of Singh’s illustrative career. has been at RLI.CIO Profile: By Vimali Swamy
‘Technology Will Always be Subservient to Business”
usiness solutions over technology’ is the mantra that Piyush Singh. Working with technology and business teams to jointly innovate and solve the problems has been his straightforward strategy. The only way he or she can bridge the gap and make technology an integral part of the business is by working closely
‘On-time and On-budget’ is not relevant compared to strategic/competitive advantage and adaptive capability of a business driven technology solution: Do not believe in driving business on hollow promises of ‘on-time and on-budget’ as it is almost impossible to achieve. An active member of several CIO forums. Singapore. striving for business transformation rather than automation.
Singh categorizes his approach into 5 thoughts. Singh is striving to achieve the same. there was no integration . At the user level. Sing‘s simple but effective IT strategy led the company to deploy leading edge front-end application systems. CIOs are helping to lead that change.S. It is these simple. yet thought provoking. however. si
CIOs are in the best position to flip the present rule around by seeking creative ways to leverage the human capital to focus more on innovation
. A simple example of what integration of technology with business can achieve is the success of Apple’s iPod. where he moved up the ranks to be the VP of IT in 2000 and later as CIO in 2004. and only 20 percent on innovation. where he was responsible for taking RLI from a back-end focused organization to one that deployed technology to its fullest potential.”he says. and more) and reduce the time lag between the event and the reporting. a solution to download selected songs and synch with an iPod. iPhone. Singh believes that the ubiquitous nature and convenience of smartphones in the hands of consumers will force the personal and consumer lines of businesses to change their business model to simplify the interaction/interface with consumers. The evolving role of CIOs’ positions them to use a varied skill set to lead practical innovation within their companies. They understand that there is value in embracing ‘comfort with discomfort’.
CIO’s are instrumental in flipping the 80/20 rule: The 80/20 rule dictates that businesses spend 80 percent of their time and resources on maintaining older systems. Greece.” he says. consensus builders seek to keep everyone happy and seek the lowest common denominator. he is well aware of both the sides of the coin. picture attachments. Physical proximity is important to keeping this at the top of mind. the bigger problem is to figure out what to do next. “The key to achieving innovation in both the IT and business enterprise is to include CIOs in the development of the corporate strategy. A computer applications postgraduate from Delhi University and an MBA from Bradley University. the next big thing he looks forward to is climbing the peak of Kilimanjaro in Tanzania.
with the business executives. learned early in his career and has been following over the past two decades.
Solution vs. His decision to foray into in-house development when he joined RLI and the importance he attached to business domain are the two turning points that have impacted his career progression. Having begun his career as a developer with CitiCorp Overseas Software in India. “Technology advancements may be exponential in pace but the underlying foundation has always been to address business needs. rather than simply automating existing processes. “While a CIO often gets enamored by the ever changing technology. One of the challenges that Singh often encounters is a way to seamlessly leverage and collaborate the global resources pool. especially the retail
and consumer sector where big things are happening. CIO’s role of being a change agent as well as the ability for calculated risk-taking plays an important role in the pace of innovation within the enterprise. On the other hand. “The same principles will apply for loss adjusters and loss prevention folks for quicker reporting to companies. and to work towards a common goal. He became Senior Vice President and CIO of Great American Insurance Group in 2005. At a growing number of organizations. UK. and later RLI Insurance in the U. When iPod was introduced several years ago. This positive outlook of Singh is perhaps a result of his love for outdoor and adventurous activities. These phones will enrich the interaction (quicker reporting of claims. Suddenly. and now iPad are an example of what integration of business and technology can achieve. Apple’s other products like iPod Nano.
2010 2804 849 417 738 374 91 618 1366 509 421 175 106 531 67 1667 182 66 204 50 56
52 Week HIGH 2070 943 639 860 352 299 732 1895 510 343 206 189 641 115 1320 181 78 162 35 96
52 Week LOW 1040 358 197 205 87 6 138 382 94 187 32 63 181 40 257 25 14 35 13 19
% CHANGE IN PRICE 4 Weeks 52 Weeks 0 11 6 -1 3 0 10 0 0 0 4 -10 -5 0 15 0 -2 3 -4 4 43 78 -8 -6 66 -13 50 0 85 41 25 -5 17 -23 103 65 12 64 61 -19
CAPITALIZATION In Rs.S founded and managed by Indians
Stock Price (US$)Closing 07.S INDEX
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 RANK COMPANY
Index of the top tech public companies in U. Juniper Networks SanDisk Corporation Syntel Microchip Tech Tibco Software Qlogic Corporation Aruba Networks Cavium Networks Isilon Systems iGate Netezza Infinera Corporation Ixia NetScout Sycamore Networks EXL Service holdings OSI Systems Magma Design Keynote Systems
CTSH JNPR SNDK SYNT MCHP TIBX QLGC ARUN CAVM ISLN IGTE NZ INFN XXIA NTCT SCMR EXLS OSIS LAVA KEYN
RANK COMPANY 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Index of the top tech public companies in India
Stock Price INR Closing 23. Crore 160836 165689 101189 9150 25295 10705 12942 6267 6614 4076 2823 2311 2103 1123 2545 1805 1095 551 528 328
Infosys Technologies Tata Consultancy Services Wipro Ltd Tech Mahindra HCL Technologies Mahindra Satyam Mphasis Financial Technologies Patni Comp GTL Ltd Rolta India HCL Infosystems Mindtree Moser Baer CMC Ltd Polaris Software NIIT Ltd Sasken Communications Technology Sonata Software Subex Systems
.2010 55 28 41 43 31 14 16 18 30 18 17 16 9 11 16 20 19 28 3 10
52 Week HIGH 54 32 48 50 30 13 22 14 30 16 11 15 10 11 16 35 20 33 4 12
52 Week LOW 24 22 13 31 18 6 12 7 17 4 2 7 6 6 8 2 11 16 1 8
% CHANGE IN PRICE 4 Weeks 52 Weeks 5 18 -10 29 7 11 -10 20 12 26 25 7 32 20 24 16 3 -7 11 3 84 6 145 16 12 66 18 100 85 279 143 76 23 46 58 473 58 37 136 21
CAPITALIZATION In $ Millions 16570 14730 9530 9530 5710 2280 1760 1650 1350 1150 973 965 901 700 665 557 554 512 182 143