www.hcltech.

com

QEx Whitepaper

Digitalization
Leading to
New Age Testing

Business
Assurance
& Testing

AuthOr:
Prakash Ijral
Nidhi Godi

WHITEPAPER July 2015

Table of Content

Abstract 3

Why digitalization should be taken seriously? 4

Consumers are embracing digital 4

Technology eruptions are leading to digitalization 7

Businesses are being reborn digital 8

IT in businesses moving to digital 10

Testing role in Digital era 12

IT spending on Digital initiatives 25

Key components for reorganizing testing to

prepare as a digital QA enterprise 26

Strategy 28

Summary 34

Authors Profile 35

References 36

DIGITALIZATION OF A TEST ORGANIZATION 2

ABSTRACT
Without most of us taking notice, our world has gradually been digitalized during the last 20 years. Digital products and
services can be found in almost all areas of our life. We communicate via digital phones and cell phones, we watch digital TV,
we read digital newspapers, we inform ourselves digitally using the Internet, we shop digitally, we document our lives with social
media, and we work digitally with computers. It is hard to find a part of our lives that has not been affected by the digitalization
revolution. Even more, our social welfare, our jobs, our social order, on the medium run, everything is dependent on technical
progress and digital innovation.
Executives in all industries are using digital advances such as analytics, mobility, social media and smart embedded devices – and
improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value
propositions. Other executives, seeing how fast digital technology disrupted media industries in the past decade, know they need
to pay attention to changes in their industries now. A handful of such organizations have also started embracing Digitalization
to create a competitive advantage.

WHAT IS DIGITALIZATION?
First, it’s not digitization. That is about zeros and ones. Digitalization is about something altogether bigger and fundamentally
more important. It’s about the transformation of your business. Digital business applies unprecedented combinations of new
technologies to generate revenue and value. It starts with digital assets and capabilities. For business, it means digital products,
services and customer experiences conducted through digital channels from the front office all the way through the value chain.
- Gartner

The proliferation of digitalization over the past two decades has been substantial, marking one of history’s most rapid rates of
adoption of new technologies. The number of personal computers (PCs) in use worldwide surged from 100 million in 1990 to
1.4 billion by 2010. There were 10 million mobile phone users in the world in 1990; today there are more than 5 billion. The
number of Internet users grew at an even more rapid rate over the same decades, from 3 million to 2 billion.
A very interesting aspect is also how companies are seeing new options in the way they interact with customers and develop
and release products while they are empowered by constant connectivity, the rise of social networks, and an increasing amount
of software in products. They are speeding up cycle times and shortening learning curves by testing new products or ideas with
consumers using mock-ups, computer-generated virtual products, and simulations.
This paper explores the significance of digitalization for testing organizations to excel in the digital industrial economy in order
to become more technologically capable and sophisticated for the digital era.

DIGITALIZATION OF A TEST ORGANIZATION 3

 WHY
DIGITALIZATION
SHOULD BE TAKEN SERIOUSLY?

CONSUMER TECHNOLOGY

Consumers embracing digitalization Technology eruptions and changes

forcing business to reborn as digital leading businesses to go digital

BUSINESS
Businesses are investing in IT
to meet the digital
transformation initiatives

INFORMATION TECHNOLOGY
Agile, faster delivery cycles, and
newer, more complex
technologies bring changes in
how we test

TESTING

DIGITALIZATION OF A TEST ORGANIZATION 4

In our perspective, digitalization should be taken seriously by testing service providers because of the below mentioned factors:

yy Consumers are embracing digital

yy Technology eruptions are leading to digitalization
yy Businesses are being reborn digital
yy IT in businesses moving to digital

CONSUMERS ARE EMBRACING DIGITAL

Consumers worldwide have embraced digital offerings with relish, leaving few traditional products or services unaffected,
including:

yy Internet search
yy Digital content
yy Social media
yy Mobile applications
yy E-commerce

Here are some statistics by International Telecommunication Union, 2014 which provide very useful insights:
By end 2014, almost 3 billion people were using the Internet, corresponding to a global penetration rate of 40.4 per cent .This
compares to 2.7 billion people and 38 per cent penetration a year earlier, and 2 billion people and 30 per cent penetration four
years earlier. The numbers also show that there are still 4.3 billion people worldwide who are not yet using the Internet, 90 per
cent of whom live in the developing world. While more than three out of four people are online in the developed countries, one
out of three is online in the developing world.

Developed World Developing Low developed

90% 80.0

80% 70.0 74.8

70% 60.0 65.5

60% 55.9
50.0
%
50%
% 40.0
40% 40.6 40.4
30.0
32.4
30%
20.0
20%
19.0
10% 10.0

0% 0.0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Europe Americas As Arab States World Asia Pacific Africa

Source: ITU World Telecommunication/ICT indicators database

Fig: Individuals using the Internet, by level of development, 2005-2014 (left) and by region, 2014* (right)

DIGITALIZATION OF A TEST ORGANIZATION 5

 Over the past decade, the number of websites has been growing at exponential
rates and, according to estimates by Netcraft, there were over 850 million
host names and approximately 185 million active sites at the beginning of
2014. Google remains the leading search engine in most countries, and
accounts for around 90 per cent of the search market. The number of daily
Google searches reached almost 6 billion by end 2013 and the total number
of searches made through Google in 2013 exceeded 2 trillion.

Fig: Growth in daily Google searches, 2007-2013

Social media sites have become the most accessed websites by users in
both developed and developing countries. Since its creation in 2004,
Facebook has grown to comprise 1.3 billion active users by end 2013, a
growth of 22 per cent over the past year, although a single user could be
operating several accounts and therefore the numbers do not represent
unique Internet users (ITU, 2011). Twitter, the leading international
microblogging service, founded in 2007, has grown to comprise 646
million active registered users by end 2013 (and 115 million active
monthly users), and some 58 million tweets were posted daily in the
past year.

Fig: Growth in Facebook monthly active users, 2004-2013

(millions of users)

TECHNOLOGY ERUPTIONS ARE LEADING TO DIGITALIZATION

One of the key changes over time, throughout various IT evolutions, has been the exponentially increasing processing power of
computers, and the steady growth in the number of computing devices, applications and users. The table below shows the rough
magnitude of these changes across the various computing eras – dates and numbers are approximate just to give a sense of the
order of magnitude.

Dates Computers| Applications| Users

IT Era
approximate approximate approximate approximate

Mainframe 1950-1965 ~100,000 Thousands Millions

Mini-Computing 1965-1980 ~10M Thousands Tens of millions
PC & Client/Server 1980-1995 ~100M Tens of thousands Hundreds of millions
Internet (Web) 1995-2010 ~1B Hundreds of thousands Billions
SMAC 2010-2025? Tens of billions Millions Billions
The world is going through a massive digitalization in the consumer ecosystem due to the influence of social, mobile, analytics,
and cloud (SMAC). The evolution of SMAC throws integration challenges in front of enterprises, forcing them to handle
various SMAC endpoints in the simplest way. Technology changes around the SMAC ecosystem are happening at a rapid pace,
and hence the integration architecture must have an interface layer where the enterprise can adapt to those changes quickly and
seamlessly. Traditional integration methods have difficulty aligning with the expectations of SMAC. SMAC is not just leading to
the digitalization of products and services but of the digitalization of entire business models.

DIGITALIZATION OF A TEST ORGANIZATION 6

Thus, while SMAC continues to blow, they redefine enterprise IT and serve as the driving force of enterprise-level IT for decades
to come. The combined technologies of the SMAC stack erase geographical barriers, cut costs, and enhance the operations of
any given business. SMAC technologies are transforming companies today, while simultaneously preparing them for the business
challenges of tomorrow through digitalization.

According to multiple estimates, by 2020:

yy The SMAC stack will represent $5 trillion in spending.

yy As many as 100 billion computing devices will be connected to the Web.
yy Corporations will be managing 50 times the data currently managed.
The real promise of SMAC technologies in the growing market will not remain restricted to their individual contributions
or their cost savings and process efficiencies for IT, but will expand their potential to support the continued digitization and
automation of business models and processes leading to “Digital industrial evolution”.

BUSINESSES ARE BEING REBORN DIGITAL

As society and national GDPs continue to migrate to the Internet economy, traditional business processes, business models and
even entire industries are being disrupted as products and services become ever-more digitized. While many industries have
already experienced this disruption, such as those in media and entertainment whose primary product or service has become
completely digitized (e.g. books, music, movies, maps), the next wave is now being felt as other industries see aspects of their
physical value chain become ever-more technology-enabled and optimized.

A leading research organization has analyzed the speed at which various industries are going to get impacted by digitalization.
Inference is as below:

 Information Intensity (Downstream/  Information Intensity

Drivers  Industry Barriers to entry Market-Facing) (Upstream/Operations)
 End Consumer Exposure  Human/Physical Capital Intensity

Speed Market-facing impact Operational Impact

Type of Impact Expected speed of digitization
impact in this industry
Expected intensity of digitization
Expected intensity of digitization impact on
impact on production and internal
products/services/ go-to-market in this industry
enterprise productivity

Manufacturing Medium Medium Medium

Trade/Retail Fast Medium Medium

Business Services/
Medium Low Medium
Construction

Media/Entertainment Fast High Medium

Infrastructure Low Low High

Financial Services
Medium High High
& Insurance

Public Sector &

Medium Medium High
Healthcare

Source: Booz & Company analysis, 2014

DIGITALIZATION OF A TEST ORGANIZATION 7

The impact on the industries will be something as below:
CUSTOMER NEW VALUE POOLS/
PRODUCTIVITY
INSIGHT/REACH BUSINESS MODELS

Manufacturing  Patient health record statistics, virtual  Data analytics-driven  Made-to-order

(Oil, Gas, Chemicals, trials exploration/drilling  Digital prototyping and testing
Pharmaceuticals,  Crowdsourcing and customer labs  Digital real-time supply chain and  On-demand cloud
High-Tech, production lines
Consumer, Automotive)
 Store optimization/segmentation  Automatic stock deployment  Virtual goods (e.g., in-game)
 Augmented reality  Track and trace  Virtual stores (e.g., prêt-à-porter)
 Social shopping  Made-to-order
Trade/Retail

 Congestion charging, self-guided cars  Digital cloud-based design/

Business Services/  Smart buildings, bridges prototyping
 Digital commerce/marketing, digital
Construction(Transport, ticketing, digital maps  Digitization consulting
Construction, Professional
Services)
 Automated news
 Personalized content  User-generated content
 Digital production
 Digital distribution  Digital aggregation (e.g., Hulu)
Media/Entertainment  Content management
 Long-tail monetization

 Up - and cross-selling, over-the-top  Demand response, smart grids  Smart cities, sensor-signal processing
Infrastructure services, digital/social marketing  Self-healing networks/zero
(Utilities, Telecoms) intervention

 Multichannel, including m-payments  Virtual branch/self-service  High-speed trading

Financial Services &  Individualized insurance  End-to-end process digitization  Analytics-driven forecasting
Insurance (trading, claims management, offer  Digital wallets/savings/credit
processing)

 Health card and national patient health  (Hospital) asset management, chronic  Peer-to-peer services, online health
Public Sector & records, patient portals medication assurance services
Healthcare  E-polling/e-voting  E-government  Digital identity

Source: Booz & Company analysis, 2014

We also analyzed a number of companies across industries being reborn digital:

Industry Company Traditional Business Model Innovation Digital Business Model Impact

Oil & Gas Shell Lack of automation and analytics Built-in GPS, wind sensors, Predictive analytics making 40% fewer workers required on
leading to deep water reserves being motion sensors and compasses, it possible for Shell to exploit drilling ships also reducing the time
difficult to find allows Shell to drill wells with previously uncharted oil and gas to build an oil rig by 50%
new precision fields

Retail & Logistics WW Grainger Traditional fixed price facilities Expanding service delivery Multi-level, multi-channel facilities 30% revenue through e-commerce
management through e-commerce platform, delivery
cross service delivery

BFSI Deutsche Bank 18 different Kordoba-based legacy
systems to run payments operations in
each of its operating centers
Partnered with SAP to create a
single platform with standardized
processes for all payment types
High-volume payment processing 80% reduction in time to market
for 14 million customers. of new payments products; 40%
reduction in time to respond to
Secure straight-through processing
mandatory regulatory requirements
of more than 7.4 billion payment
transactions a year

Life Sciences Bayer Pharmaceutical manufacturing, Tie-up with Nintendo for Better, enhanced and superior drug 10% faster drug delivery and better
research and distribution delivering blood glucose delivery control over production
monitoring system - DIDGET

Manufacturing BMW Traditional manufacturing of BMW eKanban – LEAN process Better, enhanced production control Savings of $82mn in the first year
automobiles through LEAN processes monitoring with mobility apps

DIGITALIZATION OF A TEST ORGANIZATION 8

IT IN BUSINESSES MOVING TO DIGITAL
Corporate IT has been around for decades, growing in importance and expense. Its bosses, styled for 20-odd years as chief
information officers, may perch only a rung or two from the top of the corporate ladder.

There is still plenty going on in the back office: the advent of cloud computing means that software can be continually updated
and paid for by subscription, and that fewer companies will need their own data centers. But the truly dramatic change is
happening elsewhere. Demands for digitalization are coming from every corner of the company. The marketing department
would like to run digital campaigns. Sales teams want seamless connections to customers as well as to each other. Everyone wants
the latest mobile device and to try out the cleverest new app. And they all want it now.

The old IT with industry speed continues to be accelerated into digital speed, the aging technology and complex process go under
siege; the business functional silos also start to break down via enterprise social platform, and the most important thing is still
about people: the silo mindset starts to shift to holistic ecosystem view.

Key considerations on why adapting to digitalization becomes a need of hour for IT is as below:

yy Business Wholeness: Digital technology continues to blur the functional and organizational borders, and helps businesses
climb up the new level of organizational maturity: Business as a whole is getting more effective than sum of pieces. Business is
not just working within industry, but also permeating cross-ecosystem.
yy “Delight” in Enterprise Architectural Design: With new wave of digitalization, both smart device and data generated are
growing by an order of magnitude, the speed and scale of coming transformation thus, is greatly outpace the prior shift, from
EA perspective, business cannot just stop at “functioning” stage, but need move up to “firm” as well as “delight’ level.
In theory, this is a fine opportunity for the IT department to place itself right at the center of corporate strategy. In practice, the
rest of the company is not always sure that the IT guys are up to the job—and they are often prepared to buy their own IT from
outsiders if need be. While advancing the digital agenda is taking lots of senior-management time and attention, IT departments
doubt their own ability to keep up with the pace of the digital age.

Customer behavior and competitive situations are evolving quickly, and an effective digital strategy calls for extensive cross-
functional orchestration that may require CEO involvement in organizations.

Digital capabilities increasingly will determine which companies create or lose value. Those shifts take place in the context of
industry evolution, which isn’t monolithic but can follow a well-worn path: As new trends emerge, disruptive entrants will appear
with their products and services embraced by early adopters. Advanced incumbents finally will begin to adjust to these changes,
accelerating the rate of customer adoption until the industry’s level of digitization reaches a tipping point. Eventually, what was
once radical is normal, and unprepared incumbents run the risk of becoming the next Blockbuster. Others, which would have
successfully built new capabilities, would have become powerful digital players.

DIGITALIZATION OF A TEST ORGANIZATION 9

 TESTING ROLE
IN DIGITAL ERA

As IT budgets continue to be limited and technology continues to get more complex, disruptive market forces bring-in a digital
transformation. This requires organizations globally to look for new ways to improve quality and speed and lower cost. Agile,
faster delivery cycles, and newer, more complex technologies as a result of disruptive forces are changing how we test.

As the volume of data is increasing, so is the number of disparate data sources that feed into data warehouses and business
intelligence solutions. End to end IT automation has become a linchpin in that automates the integration and movement of
data between these disparate sources to improve data quality and reporting and hence brings need of extreme test automation
going beyond just ‘functional automation’ and encompassing all aspects during development cycle and thereby minimize manual
testing process to the extent possible. To drive change that is more effective in the long run, QA managers think beyond tester
performance, test coverage, or per-project quality levels. They have evolved to understand what role quality plays from a business
perspective and negotiate for business input into defining quality strategies for future test design and execution.

We have identified eight key market forces for QA decision makers to consider. By looking at how these market forces affect
companies, and understanding how organizations can prepare to meet these challenges, decision makers can increase their chances
for success in adapting to the digital transformation.

DIGITALIZATION OF A TEST ORGANIZATION 10

The figure below provides an insight on the penetration and market sizes of the market forces considered:

Customer Experience
8. USER EXPERIENCE Management Market
to grow from 28% penetration among
1. SOCIAL
$3.77 billion in total world population
2014 to $8.39 billion
in 2019

Market to grow
from $2.5B in 2013
to $16.2B by 2018,
attaining a CAGR H A 93% penetration
among the total
of 45.7% in the
forecast period
world population. 2. MOBILE
7. 3D PRINTING G B
Market
Forces
F C
Market size of $2..2 B
Worldwide market size E D in 2013
Expected CAGR of
to reach $1.471 trillion
in 2015 9.9% in the next 5
years
3. ANALYTICS &
6. Omni-channel BIG DATA

Enterprise spending on
Expected growth from
cloud computing
$1.9 trillion in 2013 to
expected to amount to
$7.1 trillion in 2020
a $235.1B in 2017

5. INTERNET OF THINGS 4. CLOUD

The detailed table below radical shifts in market forces translates to radical shifts in business models. It also covers the key com-
ponents of an appropriate testing innovation strategy that ties in with the corporate vision and company capabilities and helps
in determining the best ways of fostering and sustaining organic innovation:
Key Impact of the market
Penetration of Key considerations for the service providers
Market force on the below
the market force Case in Point
forces Operating Commercial
(Statistics) Business IT Testing Skills Testing Solution
Model Model
Social Total World Population Change in business Need of Key challenge to Testers would need The below mentioned New workforce Outcome based Ford Motor Company
– 7.18 billion due to social media is Integration with simulate testing to possess end types of testing will will evolve pricing will become Ford has brought the
as below : the social Platform for real user user perspective have higher role to where full time crucial and outcome social experience to
• Active Internet
across various and think beyond play : employees would world be based on the forefront of their
Users- 2.95 billion • From Selling to
demographics documented testing be replaced by views , clicks , click to marketing efforts. Each
(41% penetration) connecting with • User Experience
requirements part time testers conversion ratios and time they add a new
customers Testing
• Active Social Media from different other such parameters blog post, they pull in
users -2.03 billion • From large • Functional Testing demographics the image, headline
(28% penetration) campaigns to small of the post and the
• Performance
Acts comments from readers
• Active mobile social Testing
onto the front page of
users -1.56 billion • From “
• SOA testing their website. Those
(22% penetration) Controlling
• Security Testing new to the site or those
messages” to
*Source –Global browsing for a new
Transparency
Digital Statistics report • Mobile Testing car get to experience
, August 2014 • From “Hard the company and its
• Business driven
to Reach “ to culture from a social
development
“ Available viewpoint right from
Everywhere” the start.
Their blog,
The Ford Story, is
also unique. In the
image below you can
see their innovative
layout where viewers
can start reading the
comments before
they read the article,
putting their fans’ and
followers’ viewpoints
first. Introducing
your blog and your
readers’ comments
to new viewers sets a
welcoming and friendly
first impression for any
company.

DIGITALIZATION OF A TEST ORGANIZATION 11

 Key Impact of the market
Penetration of Key considerations for the service providers
Market force on the below
the market force Case in Point
forces Operating Commercial
(Statistics) Business IT Testing Skills Testing Solution
Model Model
Mobile Total World Population • Websites are being Adoption of  Need to ensure Sound Experience • Functional Testing A dedicated • Time and Material BMW mobile
– 7.18 billion moved to Mobile Mobile-first mobile applications in Mobile Manual mobile Test CoE campaign in Germany
• Laboratory Testing • Fixed bid Model
Version or Mobile approach, such work as expected, Testing w.r.t all the consisting of
• Mobile Subscribers (end to end The auto company
Native version of as developing Mobile app aspect of Mobile • Performance highly skilled
-6.67 billion development, created a highly
their application for the smallest development Platforms, Mobile Testing workforce
(93% penetration) support and targeted yet rather
form-factor and go organization has Automation in mobile
• Mobile is allowing • Memory Leakage maintenance) basic MMS promotion
• Unique active towards the bigger to follow Mobile Testing and Mobile technologies
users to access Testing that sent customers
mobile users -3.61 form factor. Quality Testing. Performance and would be required • Staff
enterprises personalized messages
billion (50% Security Testing • Interrupt Testing to Augmentation
or consumer Customer facing Need to consider with specific tire
Penetration)
application and processes and the different Testing • Usability testing test recommendations. The
*Source –Global take decision overall customer types starting from $60,000 campaign
• Installation testing
Digital Statistics report instantly experience take functional, platform resulted in $45 million
, August 2014 prime focus with compatibility, • Certification in sales and a 30
• High enterprise Testing
backward mapping network, percent conversion rate.
Mobility
of ERP/CRM performance, • Mobile software
Implementa-tion
usability in the compatibility
happening   in Need to develop
Testing Strategy. testing
Sales, Operation, awesome UI
Analytics, SAP screens, the best  
mobile interactions, and
the most optimized
• Key focus by
process flow
enterprises on
without worrying
Consumer Mobile
about the back-
Experience
end while always
like mobile
collaborating with
E-commerce,
the business users
Social Networking
in doing so.
and Location
based services Enterprises to
target their apps
into native, hybrid
and web app
flavors and also
considering to
target different
mobile form
factors

Analytics and • Advanced and • Better communica- IT will embrace Long terms view • Analytical and • ETL Testing Emergence of Existing commercial One home-appliance
Big data Predictive Analytics tion and new Hadoop like required to build Technical Skills testing data models like Time and company, for example,
• Database Testing
(APA) software knowledge sharing platforms focused Center scientists and Material , fixed bid typically spent a large
• Database
market is projected of Excellence for • Business dedicated CoE etc. may continue portion of its marketing
• Better knowledge
from grow from Analytics and Big Intelligence testing unless scale is budget on print,
management
$2.2B in 2013 to Data achieved television, and display
and alignment of • Performance
$3.4B in 2018, advertising to get into
business goals Testing
attaining a 9.9% the consideration set
CAGR in the • Competitive of its target consumers.
forecast period advantage Yet analysis of the
consumer decision
• Global spending • Faster response to
journey showed that
on Big Data opportunities and
most people looking
hardware , software threats
for home appliances
and services will
• Decreased time to browsed retailers’
grow at a CAGR
market websites—and fewer
of 30% through
than 9 percent visited
2018 , reaching a
the manufacturer’s
total market size of
own site. When the
$114B
company shifted
• Cloud based spending away from
Business general advertising to
Intelligence (BI) is distributor website
projected to grow content, it gained 21
from 0.75B in 2013 percent in e-commerce
to $2.94 in 2018 , sales.
attainting a CAGR
of 31%

DIGITALIZATION OF A TEST ORGANIZATION 12

 Key Impact of the market
Penetration of Key considerations for the service providers
Market force on the below
the market force Case in Point
forces Operating Commercial
(Statistics) Business IT Testing Skills Testing Solution
Model Model
Cloud 2017, enterprise Cloud is breaking Emergence Emergence of Key testing Testing as a Service Testing technical • Utility based InterContinental
spending on cloud down barriers in the of Virtual skills would be architects roles model Hotels Group is
Service
computing will supply chain and environments required in Cloud will be critical building a private
virtualization • Pay per use
amount to a projected creating more effective computing, Service to deliver these cloud environment to
$235.1B, triple the and timely interaction Security and virtualization, services move its core CRM
$78.2B spent in 2013 between clients and performance Security testing, systems off mainframes
according to the suppliers. Performance testing, and onto industry-
Traditional testing
research firm’s analysis. SOA testing standard equipment.
It is delivering speed, service will have
In 2014, global It's using public
agility and cost to transform
business spending for cloud infrastructure
reduction to IT and themselves to be
infrastructure and for application
other functional areas consumed in cloud
services related to the development and
within the enterprise. on utility model
cloud will reach an testing, and also to host
Its transformative
estimated $174.2B, up Web content closer to
impact can readily be
20% from the amount customers worldwide.
seen in areas such as
spent in 2013. And it's evaluating
HR, CRM and IT
moving key proprietary
The total SaaS revenue Infrastructure.
systems such as room
will shift from just
Key changes can be reservation software
over 10% of the total
mentioned as: into the cloud
enterprise software
market in 2010 to just • CAPEX to OPEX RehabCare Group, a
over 16% by 2015, and 28-year-old provider of
• Pay per use
predict that SaaS and therapeutic services, is
commercial model
cloud-based business using hosted software
application services and an unlikely device-
revenue will have -the Apple iPod Touch-
grown from $13.5B -to make its field
in 2011 to $32.8b IN workforce of 11,000
2016. physical therapists
more effective.
Internet of IoT product and • Addresses real Infrastructure Product testing Infrastructure Virtual and simulation Dedicated center Existing commercial Nest (Google)
things (IoT) service suppliers will time and emergent and new software solutions for both testing kind of examples of Excellence for models like Time and
For solving yet another
generate incremental needs in a upgrades infrastructure and across various IoT IoT devices Material , fixed bid
Automation tools pain point in building
revenue exceeding predictive manner software components etc. may continue
the smart home.
$300 billion in 2020. Network level unless scale is
• Product refreshes Testing Labs for IoT Following its game-
IDC forecasts that the testing skills achieved
through over the devices changing "learning
worldwide market for
air updates and has thermostat," Nest
IoT solutions will grow
synergy value released the Protect
from $1.9 trillion in
smoke detector, again
2013 to $7.1 trillion • Information
infusing a previously
in 2020. convergence
design-neglected home
creates the
The installed base appliance with modern
experience for
of active wireless detail and functionality.
current products
connected devices will From the Protect’s
and services
exceed 16 billion in hands-free silencer
2014, about 20% more • Enables recurring and voice controls
than in 2013. The revenue to its smartphone
numbers of devices will notifications and
• Adds
more than double from battery monitor, Nest
personalization
the current level, with has produced the first
and context ;
40.9 billion forecasted non-annoying smoke
network effects
for 2020. 75% of the detector—and picked
between products
growth between today up $3.2 billion in cash
and the end of the • Understands how from Google along
decade will come from other ecosystem the way.
non-hub devices: sensor partners make
nodes and accessories. money
More than two thirds
of consumers plan
to buy connected
technology for their
homes by 2019, and
nearly half say the
same for wearable
technology. Smart
thermostats are
expected to have 43%
adoption in the next
five years

DIGITALIZATION OF A TEST ORGANIZATION 13

 Key Impact of the market
Penetration of
Market force on the below
the market force
forces
(Statistics) Business
3D Printing Global 3D printing The first big Infrastructure
market will grow implication is that and new software
from $2.5B in 2013 more goods will upgrades
to $16.2B by 2018, be manufactured
attaining a CAGR of at or close to their
45.7% in the forecast point of purchase or
period consumption. This
might even mean
U.S. market for 3D
household-level
printer manufacturing
production of some
in the U.S. will
things. (You’ll pay
reach $1.4B in 2014,
for raw materials and
attaining a Compound
the IP—the software
Annual Growth Rate
files for any designs
(CAGR) of 22.8%
you can’t find free on
from 2009 to 2014
the web.)
Worldwide 3D printer
Goods will be
unit sales and installed
infinitely more
base will grow at a
customized, because
combined compound
altering them won’t
annual growth rate of
require retooling;
59% through 2017,
only tweaking the
with the value of
instructions in the
shipments attaining
software. Creativity in
a 27% CAGR in the
meeting individuals’
forecast period
needs will come to the
fore, just as quality
control did in the
age of rolling out
sameness.
These implications
will cause businesses
all along the supply,
manufacturing, and
retailing chains to
rethink their strategies
and operations.
And a second-order
implication will have
even greater impact.
Key considerations for the service providers
Case in Point
Operating Commercial
IT Testing Skills Testing Solution
Model Model
Product testing End to end Security testing Dedicated center New models of 3D printing has been
solutions for both spectrum of testing of Excellence pricing based on the used to print organs
Compliance testing
infrastructure and solutions might be requirement will from a patient’s own
software required for 3D Performance testing emerge cells. This means that
printing including patients may no longer
, infrastructure have to wait a long
, performance , time for donors in the
security etc. future. In the past,
hospitals implanted
structures into patients
made by hands. 3D
printing has drastically
improved this process.
Using 3D printing, Dr.
Anthony Atala at Wake
Forest’s Regenerative
Medicine department
was able to create
artificial scaffolds in
the shape of an organ
with living cells. First
the scaffold is printed
and then it is coated
with living cells. Now
the Regenerative
Department is working
on building 3D
printers that can print
artificial scaffolds and
living cells at the exact
same time.
During Dr. Atala’s
TED Talks speech
about the 3D printing
organs, he said that “90
percent of the patients
on the transplant list
are actually waiting
for a kidney. Patients
are dying every day
because we don’t have
enough of those organs
to go around.” Dr.
Atala said that they can
reconstruct the entire
volume of a kidney
from the CT scans of
patients.
DIGITALIZATION OF A TEST ORGANIZATION 14
 Key Impact of the market
Penetration of Key considerations for the service providers
Market force on the below
the market force Case in Point
forces Operating Commercial
(Statistics) Business IT Testing Skills Testing Solution
Model Model
Omni- Business-to-consumer Improving business User experience Testing would User perspective Automation testing Ecommerce Fixed price , outcome Zappos shoes, clothes
channel (B2C) ecommerce functions through (demography be done in terms Security testing will emerge based , SLA driven and accessories retailer
Product testing
sales worldwide will connectivity ,region changing parameters like Integration as a dedicated
For this $1.6 billion
reach $1.471 trillion in specifications) Conversion Rate Regulatory and SOA testing new CoE and
• Deploying new revenue a year e-tailer,
2015, according to new AOV (Average domain Business Process competency
technologies Security and helpful web design
figures from eMarketer, Order Value) Testing center
in the value Performance elements have played
increasing nearly 20% RPV (Revenue Per Internationalization
chain to achieve a major role in taking
over 2013. As internet Regulatory Visitor) Checkout and Localization
transparency / visitors from browsers
usage continues to compliance Funnel Steps
visibility to buyers.
mature across the Add to Cart Rate
world, ecommerce • Connecting the Product Page Views Customers can swiftly
growth will slow over value chains Category Page move between product
time, settling around between and across Views categories using the
10% by the end of external businesses top navigation menu.
our forecast period. and between As they hover over
However, with sales business partners each category name
reaching $2.356 trillion a large drop down
in 2018, a 10% growth box appears, giving a
rate still represents clear and immediate
more than $200 billion snapshot of the
new dollars that year. products available
in that section. In
addition, the left hand
navigation divides
products by female,
male, kids, clearance,
specialty needs (wide
and narrow shoes, plus
size etc.) and niches
(outdoors, running,
high end fashion and
more).
Each product page
includes seven images
of the product from
different angles,
some with additional
videos of Zappos
staff ‘modelling’ the
range. Finally, there
are customer product
reviews and star ratings,
a 365-day return policy
and they offer free
shipping.
User Customer Experience Improvements to the Need to possess end 360 view on user Usability testing is the User experience Existing commercial Clustering is one of
Experience Management Market customer experience user perspective perspective only tried and tested has to emerge models like Time and the hotter trends in
to grow from $3.77 come in many and think beyond way to find and fix as a dedicated Material , fixed bid E-commerce. Focusing
billion in 2014 to forms — it could be documented user experience issues new CoE and etc. may continue on outfits, rather than
$8.39 billion in 2019. a new mobile app, it requirements with your existing competency unless scale is individual products,
This represents a could be data-driven site or application. center achieved is one of the basics of
Testers from various
Compound Annual proactive outreach It’s also a great way smart merchandising,
demographics
Growth Rate (CAGR) and troubleshooting, to make sure that a and can help to drive
might be required
of 17.3% from 2014 it could be cross- prototype will meet up order values. Jack
for simulating real
to 2019 platform messaging. user expectations - and Jones has some good
time scenarios
Whatever tactic you be easy to use ideas to help shoppers
to test
choose to improve the play around with
user experience, the different outfits.
bar will be set and the
stakes will be raised
for expectations.

DIGITALIZATION OF A TEST ORGANIZATION 15

 IT SPENDING
ON DIGITAL
INITIATIVES

After years of revving their engines, many companies are gaining momentum with their digital initiatives. Executives say their
CEOs are more involved in digital efforts than ever before and that their enterprises are now investing enough to meet their
overall digital goals.
It’s evident that digitization has become a critical asset in many companies’ quest for growth. More than three-quarters of
executives say the strategic intent behind their digital programs is either to build competitive advantage in an existing business
or to create new business and tap new profit pools.
Large enterprises - mostly those with over $500 million in annual revenues — will be spending on an average of $100 million of
their income into digital technology initiatives in the next one year, says a recent report. However, only a handful of them have
embarked on the journey. This would mean that the next one year is likely to witness a spate of well-funded crash programs in
various digital platforms across enterprises.
Despite mixed opinion, enterprises across industries and regions are making huge investments in digital initiatives to the tune of
$113 million on average this year, says the report. While Telecom companies are investing the maximum, around $189 million
this year, they are closely followed by enterprises in the banking, insurance and financial services sector, that are spending $142
million on an average.
However, as digital becomes more integrated into businesses, executives acknowledge that some investments must change. Across
the trends, respondents are most likely to say their companies are underinvesting in big data and analytics—though they predict
that in three years’ time, big data will become a higher spending priority .More broadly, only one-fifth of executives report that
their organizations spend at least 5 percent of their current cost base on digital programs; nearly one-third of respondents expect
their spending will reach this level in three years’ time. In North America and in information-intensive sectors such as financial
services, high tech, and telecommunications, executives report even higher levels of spending, both now and in the future.
Many companies (and leaders) have recognized the importance of digital and focused their digital strategy and spending. Yet
many still have a long way to go in creating an organization that is well positioned to see digital efforts scaled across the company
and achieve the large financial impact that respondents expect. One such challenge is the struggle to recognize value from existing
digital efforts.

DIGITALIZATION OF A TEST ORGANIZATION 16

 KEY COMPONENTS
FOR REORGANIZING
TESTING TO PREPARE
AS A DIGITAL QA ENTERPRISE

The key components for re-organizing testing to prepare as a digital QA can be as below:

yy Manual to Robotize- end to end automation

–– Internet of things will offer advanced connectivity of devices, systems, and services that go beyond machine-to-machine
communications (M2M) and covers a variety of protocols, domains, and applications. The interconnection of these
embedded devices (including smart objects), is expected to usher in automation in nearly all fields, while also enabling
advanced applications like a Smart Grid.
The plethora of new application areas for Internet connected devices would expand into automation and
finally end to end automation and Manual to Robotize concepts will come live in testing spaces.
yy Digital Testing Leaders and architects
–– In an increasingly digital world, where everything from marketing to R&D and customer service is becoming digital, the
Chief Digital Officer (CDO) is more important than ever in helping drive company growth and a better connection with
customers. The rise of the CDO comes at a time of much industry debate regarding the divide between business and IT.
Amid the disconnect between CMOs and CIOs, the CDO promises some relief and reconciliation: CDOs understand the
digital opportunities – as well as the threats of cutting corners in the interest of time-to-market – and have a solid grasp on
both the technology choices and corresponding trade-offs before them.
–– In the testing organizations, roles like digital testing leaders, architects and digital testers will emerge to make testing remain
in pace with the faster than ever growth due to digitalization in key processes of software lifecycle.

yy Pay per use pricing models

–– The new set of pricing models will comprise a very pivotal component in the digital testing enterprises. While organizations
move away from conventional testing model containing complex procedures (as any replication or application changes
needs to be administered from beginning to end) ; there is a strong progression to the cloud model which offers a simplified
solution to manage any issues around variability since the servers, connectors and their applications can be hosted on it.

DIGITALIZATION OF A TEST ORGANIZATION 17

 –– Depending on the enterprise requirements, testing vendors become prepared to price the services based on the amount of
infrastructure utilized which can be increased or decreased to manage the existing load. Thus the pay per use pricing model
gains higher importance than ever before.

yy Changing engagement models

–– The changing customer preferences have resulted in change in engagement models for deals; there is a reduction in the
number of standalone testing deals as customers clearly prefer integrated deals.

yy Future ready testing organizations to carve out budgets to invest in niche capabilities
–– One key component would include upfront investments by testing organizations on relevant domain expertise, infrastructure
including test labs, and testing tools & techniques. The organizations lagging here would have challenges to catch up with
increasing customer requirements and technological ecosystems.
–– Change in testing workforce
–– The testing workforce in the changing ecosystem would be required to possess end user perspective and think beyond
documented requirements. One key testing challenge would be to simulate real user across various demographics and to
address this need new testing workforce may evolve where organizations replace full time employees by part time testers
from different demographics.

yy CapEX to OpEX shift

–– Organizations have more options because they can afford the latest and greatest technology without having to find a large
bucket of funds upfront to pay for it. Instead, they can focus on their core competencies and transition many of their
Capital Expeditures (CapEx) investments to Operating Expenses (OpEx) spending, freeing up cash for those investments
and other projects that drive revenue and growth. And this trend seems to be picking even while making testing decisions
for organizations.

DIGITALIZATION OF A TEST ORGANIZATION 18

 STRATEGY

We propose a 4 step strategy for software testing service providers to use digital technology to address challenges and provide new
opportunities

Build,
Roadmap
Access Optimize Buy or
Design
Partner
ASSESS
Phase 1
Digitalization Assessment of the overall organization

Organizations need to assess the organization’s portfolio of businesses and understand the impact of investing in digitalization on its valuations. This will also help them
address gaps and focus on building the right capabilities to infuse digitalization into their testing portfolio.

As an IT service organization, rate yourself on a scale of 1-5 on the below mentioned capabilities

DIGITALIZATION OF A TEST ORGANIZATION 19

 1 2 3 4 5
1. Do you have capabilities to automate existing manual processes?
2. Do you have capabilities help customers to achieve built-in optimization using data from external sources?
3. Do you have capability to support creative and innovative processes?
4. Do you have capability to support modern collaborations, including social interactions, between internal users? Also, does it support creation
of external user communities to increaseloyalty and crowd-source ideas?
5. Do you have capability to provide a unified system irrespective of how and where customers accessthe system, including mobile?
6. Do you capabilities to support customer in making digital investment happen in an integrated manner, extracting themaximum possible ROI
for the organization
7. Do you capabilities to help customer in building innovative systems aligning to the vision of theorganization instead of merely the stated
requirements?
8. Do you have capabilities to help customers in decentralize its innovation? Capabilities to make it easy for them to build innovative solutions,
quickly and economically?
9. Can you help customer in collecting the data from every customer touch point and event? Including, available external data?
10. Can your capabilities support customer’s IT harness the data in real-time? Support them in decisions from data drive standard systems and
processes?

Phase 2
Testing maturity assessment for digitalization
Assessment of testing maturity towards digitalization through
• Standardized process of calculating the digital test maturity index of an Organization
• Well laid out steps to calculate the digital maturity index
• Eliminating individual’s judgmental bias by bringing in a definite and rationalized criteria to get a consistent output for digitalization

Create Dashboard to show the current state of maturity of the Test Organization by using TPI model to assessed 20 KPAs w.r.t
digitalization, broadly grouped under 4 groups.

Please note: A, B, C, D are the maturity levels as defined by TPI. All areas will not have all 4 levels based; the measurement of
these levels depends on their criticality of the area to a test organization. . E.g. “D” is the most mature level for Strategy and the
current test organization is Partially mature for topics listed under A and B, and not reaching up to the levels in C and D.

Key Area Groups Key Area A B C D Maturity achieved

completely
Test strategy, Types of Tests and Levels
Maturity achieved
Life cycle Related Life-cycle model partially
Moment of Involvement Maturity not achieved
Estimating and planning

Test Preparation and Test Specification techniques

Techniques Related
Review techniques

Metrics

Test automation and Tools usage

Infrastructure Related Test environment

Office environment

Commitment and motivation

5.24
Knowledge Management and training

Scope of Methodol ogy

Team structure and Communication

Organization Related Traceability and Reporting

Defect management

Test Repository and Testware management

Test process methodology and management

Goals, Best practices, pain Areas and Evaluation

Low-level testing Susceptible

Prepare current state analysis report by study of key group’s maturity; calculate overall maturity and reach to a Digital test
maturity SCORE.

DIGITALIZATION OF A TEST ORGANIZATION 20

 Key Area Groups Maturity Overall Maturity

6.31 4.76
Life Cycle Techniques
Cost of Quality

0.00-3.50: Unreliable-
Low cost, low quality

3.51-5.50: Susceptible- High

cost, low quality
5.24
Overall Maturity - 5.51-8.00:Acceptable - High
Susceptible cost, high quality

6.15 5.49 8.01-10.00: Desirable- Low

Infrastructure and Organization cost, high quality
Tools

Based on Digital test maturity score, reach to information on potential and expected cost of digitalization.

Start with Justification and Prioritization of digitalization

OPTIMIZE
After creation of a testing digitalization blue print for a strategic testing view of digitalization, begin the journey towards
digitalization by optimizing existing testing systems and identifying the key areas required to be digitalized.

TESTING ROADMAP DESIGN

Due to digitalization, test automation will go beyond just ‘functional automation’ and encompassing all aspects during
development cycle and thereby minimize manual testing process to the extent possible. Also, Script less automation will become
more prominent with business users involvement in testing: Businesses will begin to leverage more self-service options and more
comprehensive IT automation tools, thus involving business users to the end-user or to technology in this testing value chain.

Outcome based models in test automation will encourage collaboration and creative problem-solving as both parties work toward
common business goals. It will also provide the supplier a greater freedom to determine how to better achieve the results.

At the same time, Open Source Testing Tools will be the way to get a broader community to help with development and to
share in its costs. The need of Testing in Production will be a crucial part of overall testing strategy as it can give a good value
proposition.

We believe that testing Capabilities around

yy Automation
yy Open source tools
yy Testing in Production
yy Business driven development testing
yy Mobility, Social, User experience, cloud testing
yy Application Modernization
DIGITALIZATION OF A TEST ORGANIZATION 21
And, readiness towards Internet of things testing would prove as key differentiators while flexible pricing models will differentiate
digital testing masters from conservatives.

The testing service providers should be designed to support organizations to start the process and succeed in their journey of
rebirth into a digital enterprise and focus on these areas. The roadmap for a testing organization can be defined as a three step
process:

TECHNOLOGY LANDSCAPE DATA LANDSCAPE PROCESS LANDSCAPE

TRANSFORMATION TRANSFORMATION TRANSFORMATION
DIGITAL ENTERPRISE
Vertical Solutions

Multichannel/e-commerce

DATA FABRIC Disruptive Technologies

BI, Analytics, Big Data BI, Analytics, Big Data

LEGACY TO CLOUD Integration/Middleware Integration/Middleware

Legacy Modernization Legacy Modernization Legacy Modernization

Upgrades/Implementation Upgrades/Implementation Upgrades/Implementation

Cloud Enablement Cloud Enablement Cloud Enablement

TCO Reduction Decision Impact Revenue Impact

IT Ready for Change Single version of truth Business Function Efficiency
Minimized Disruption/ Increased flexibility Actionable Insights Customer Delight

Application Modernization and Business Assurance Testing

Data Fabric Testing Solution
Cloud Testing for Digitally Transformed
Enterprise

A successful digital testing strategy would rest on the ability to reduce costs and time to market and increase the ability to
innovate. This is made possible through testing readiness towards platforms that can be enabled for cloud, modernizing and
migrating legacy applications to cloud platforms and flexible pricing models.

The addition of various data sources would create tremendous optimization and innovation opportunities for organizations. This
opportunity can only be leveraged by transforming the data model to integrate the various sources and create a single data flow.
These additional requirements from data are challenging for traditional organizations since existing technologies are unsuitable
for creating such a data fabric. Building capabilities for Data fabric testing would be the key step to move forward in the digital
journey.

Business process disruption is possible only if the organization takes full advantage of the transformed application landscape to
create new applications on enterprise assets that are locked in ERP systems. In the last step testing digitalization need to provide
end to end full spectrum of testing transformation solution resulting in enhanced customer experience, better collaboration,
decentralized innovation and being ready for emerging technologies like IoT and 3D printing.

BUILD, BUY or PARTNER

Once the roadmap is designed and testing areas with possibility of maximum digitalization are identified, the decision for
Building or Buying or Partnering for digital testing competency enhancement can be made.

DIGITALIZATION OF A TEST ORGANIZATION 22

 SUMMARY

Digitalization requires enterprises to answer the question, “How will we survive and thrive in an increasingly digital world.” Some
testing enterprises are already well on their way to answering this question, while most are just starting down the path. Regardless
of where you are today, this is an issue that will affect all industries and enterprises in the near future and one that will require an
effective testing strategy to ensure success.

As we’ve seen, a fundamental change is required in the mindset and approach to strategy as a result of digitalization.

Creating the testing capability required in the digital age requires changes to the Chief Testing Leaders role as well as to the IT
function. Testing architects need to look at their testing organization’s performance, ways of working, skills and experience to
ensure they are equipped to deal with the digital torrent.

Digitalization transformation initiatives will only be meaningful if they generate tangible business outcomes — significant cost
savings or top-line revenue improvements. The rule of the game is to embrace digitalization as a testing organization cultural
change, invest in the new generation of technology and improve core systems, processes, and data to support digitally innovative
testing initiatives.

DIGITALIZATION OF A TEST ORGANIZATION 23


Prakash Ijral
Prakash Ijral heads the PMT testing business and practice head for
HCL test automation practice.
He is equipped with over 18 years Extensive experience of
working globally and implementing Centres of Excellence (Test
Factory) across multiple clients in USA and Europe. Expertise in
spearheading complex Software Testing Projects and played roles of
Consultant/Test Architect for various Global Operation Center’s
and for many Clients in the USA, Europe and ANZ Geo. He
possesses extensive Software development and testing experience
spanning across Energy Utility, Manufacturing, Financial Risk
Management, Retail, CRM, Business Intelligence, Health Care,
Publication, Vendor Management and Data center management
areas. Prakash is trained at IIM Bangalore on Leadership and an
Engineering graduate in Electronics and Telecommunications
with Post Graduate Diploma in Advance Software Design and
Development. He is Microsoft Certified Solution Developer and
have also played role of Defect Prevention Council Head for HCL’s
CMMI5 initiative.
AUTHORS
PROFILE
Nidhi Godi
Nidhi Godi is working as the market research analyst in
testing practice of HCL.
Nidhi comes with over 5 years of experience in IT and 4
years in software testing. She possesses extensive experience
in conducting market and technology trends analysis
across various industries, business analysis and requirement
gathering and specializes in executing end to end digital
marketing campaigns for emerging technologies.
She holds a Bachelor’s in Engineering in the field of
Electronics and communications and a Master’s in Business
Administration, Marketing.
DIGITALIZATION OF A TEST ORGANIZATION 24
REFERENCES
yy http://blogs.wsj.com/cio/2013/01/02/big-oils-big-data-push-changing-the-future-of-energy/
yy http://www.internetretailer.com/2013/01/29/ww-grainger-boosts-web-sales-23-2012
yy https://www.sap.com/bin/sapcom/downloadasset.deutsche-postbank--building-a-payments-processing-business-pdf.html
yy http://mobihealthnews.com/7247/bayer-nintendo-bring-meter-integration-to-us/
yy http://www.tedmag.com/rooms.aspx?id=17596
yy http://supplychainminded.com/are-you-ready-for-the-digital-value-chain/
yy Report from Booz & Company analysis, 2014
yy Taking Leadership in a digital economy, Deloitte consulting, 2012
yy Drive Unified Digital Customer Experiences With Better Technology Strategies by Stephen Powers and Mark Grannan,
July 10, 2014

DIGITALIZATION OF A TEST ORGANIZATION 25

 ABOUT HCL

About HCL Technologies

HCL Technologies is a leading global IT services company working with clients in the
areas that impact and redefine the core of their businesses. Since its emergence on the
global landscape, and after its IPO in 1999, HCL has focused on ‘transformational
outsourcing’, underlined by innovation and value creation, offering an integrated
portfolio of services including software-led IT solutions, remote infrastructure
management, engineering and R&D services and business services. HCL leverages
its extensive global offshore infrastructure and network of offices in 31 countries to
provide holistic, multi-service delivery in key industry verticals including Financial
Services, Manufacturing, Consumer Services, Public Services and Healthcare &
Life sciences. HCL takes pride in its philosophy of ‘Employees First,
Customers Second’ which empowers its 104,184 transformers to create real value for
customers. HCL Technologies, along with its subsidiaries, had consolidated revenues
of US$ 5.8 billion, for the Financial Year ended as on 31st March 2015 (on LTM
basis). For more information, please visit www.hcltech.com

About HCL Enterprise

HCL is a $6.8 billion leading global technology and IT enterprise comprising two
companies listed in India – HCL Technologies and HCL Infosystems. Founded
in 1976, HCL is one of India’s original IT garage start-ups. A pioneer of modern
computing, HCL is a global transformational enterprise today. Its range of offerings
includes product engineering, custom & package applications, BPO, IT infrastructure
services, IT hardware, systems integration, and distribution of information and
communications technology (ICT) products across a wide range of focused industry
verticals. The HCL team consists of over 109,643 professionals of diverse nationalities,
who operate from 31 countries including over 505 points of presence in India. HCL
has partnerships with several leading global 1000 firms, including leading IT and
technology firms. For more information, please visit www.hcl.com

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