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ITNEXT Magazine December 2013

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Read the December issue of ITNEXT magazine …

Read the December issue of ITNEXT magazine

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  • 1. INTERVIEW | Raju Vegesna, Chairman, Sify technologies | Pg 40 “Need for CIOs to transform into BIOs” f o r th e n e x t g e n e r at i o n o f ci o s tECHNOLOGY IN ACTION: LESSONS from rEAL LIFE BossTalk Be Calm to be Creative Pg 06 Plus SDDC: Design the DC on Your Terms Pg 32 Best technology deployments and business practices of senior Ranganathan N ITDMs boost business Pg 12 Head-IT, Mahindra & Mahindra Insurance Brokers Ltd December 2013 | `100 | Volume 04 | Issue 11 | A 9.9 Media Publication @itnext_magazine www.itnext.com | facebook.com/itnext | Lalit Kaushik Senior Manager-IT, JBM Group Manish Israni, Vice President -IT Infrastructure and Data Center, Vodafone India
  • 2. Editorial Pushing the Boundaries Irrespective of the slowdown, every business across industries is experiencing a surge in activity, and needing a working solution fast that can drive great change. IT teams are expected to build solutions to cope with rapid sales growth. The need has kept senior IT decision makers on their toes, constantly working on reconfiguring, re-building IT platforms to drive maximum business value. Contrary to industry expectation, senior IT decision makers are no longer confined to their core functions, but are getting aggressive in terms of assessing the processes and approaches in enterprises and identifying several ways to improve throughput within the business environment. The real sense of aligning business with IT and operations is getting to be a reality, and without an iota of skepticism, one can boldly vouch that IT is helping business reduce the addressable cost base significantly and helping business in diverging business strategies. It is heartening to watch that these senior IT decision makers are pushing the boundaries, by extending their frontiers and going boldly to experiment and transform business. Well, all this is not just utopian statements or wishful thinking. IT Next’s cover feature, ‘Case Study Special,’ in its current edition has showcased the best technology implementations by senior IT decision makers across various industry verticals. The case studies were focused on emerging technologies and trends including cloud, enterprise mobility, virtualisation, end-to-end connectivity and Business Intelligence. Each situation and technology requirement was different; and it was interesting to find out how the IT teams maneuvered the entire technology implementation and deployment process as also the initial plan of understanding the business requirement. The difference one observes is how well the IT teams leveraged technological trends to drive business interests while truly aligning business with IT and also buying in the business with ease by showing them an effective and practical RoI. “Senior IT decision makers are pushing the boundaries, by extending their frontiers and going boldly to experiment and transform business” Geetha Nandikotkur Blogs To Watch! Let’s Not Talk About Cloud, Let’s Talk About Virtualisation http://www.forbes.com/sites/ sungardas/2013/11/22/letsnot-talk-about-cloud-lets-talkvirtualization/ Enterprise Mobility Must be Planned Ahead of Time http://www.qrcodepress.com/ enterprise-mobility-mustplanned-ahead-time/8524359/ How to manage data protection and disaster recovery in the cloud http://www.theguardian. com/media-network/medianetwork-blog/2013/oct/21/ data-protection-disasterrecovery-cloud The Future of Your Business: Transparent, Decisive, Personalized http://www.gartner.com/ technology/summits/na/ business-intelligence/ d e c e m b e r 2 0 1 3 | itnext 1
  • 3. Content Fo r t h e l at est t ec h n o lo g y u P DATES G o to i t n ex t. i n deceMBER 2013 Volume 04 | Issue 11 Facebook: http://www.facebook. com/home.php#/group. php?gid=195675030582 Twitter: http://t witter.com/itnext LinkedIn http://www.linkedin.com/ groups?gid=2261770&trk=myg_ ugrp_ovr TECHNOLOGY IN ACTION LESSONS from REAL LIFE cover story 15 Vodafone Drives Virtual Communication boss talk Page 12 interview Virtualisation has helped Vodafone to centralise applications and have better control and flexibility 18 JBM puts DR on Cloud for Better Savings Reduction in cash outflow prompted the IT team to opt for a cloud based service model 21 ING Vysya Bank Encourages Mobile Savvy Customers Enterprise mobility soluitons were opted to enrich customer facing applications and enhance user experience 28 Better Intelligence+Better Insights=Better Profits Mahindra Finance bets big on business intelligence to gain fast and accurate insights to solve complex business problems INTERVIEW | RAJU VEGESNA, CHAIRMAN, SIFY TECHNOLOGIES | Pg 40 “Need for CIOs to transform into BIOs” F O R T H E N E X T G E N E R AT I O N O F C I O s TECHNOLOGY IN ACTION: LESSONS from REAL LIFE BossTalk Be Calm to be Creative Pg 06 Plus SDDC: Design the DC on Your Terms Pg 32 Best technology deployments and business practices of senior Ranganathan N ITDMs boost business Pg 12 Head-IT, Mahindra & Mahindra Insurance Brokers Ltd cover Design: PETERSON PJ Photo: SUBHOJIT PAUL & Jiten Gandhi Lalit Kaushik Senior Manager-IT, JBM Group Manish Israni, Vice President -IT Infrastructure and Data Center, Vodafone India December 2013 | `100 | Volume 04 | Issue 11 | A 9.9 Media Publication @itnext_magazine www.itnext.com | facebook.com/itnext | 2 itnext | d e c e m b e r 2 0 1 3 06 T D Chandrasekhar, Leadership Guru, Facilitator and Coach advises ITDMs to practice being calm to be creative 40 Sify’s Chairman Raju Vegesna, lays emphasis on the need for CIOs to transform into BIOs as they are no longer the IT people
  • 4. Tackling the biting bytes! IT managers grapple with big data challenge itnext.in MANAGEMENT Managing Director: Dr Pramath Raj Sinha Printer & Publisher: Vikas Gupta EDITORIAL Page Group Editor: R Giridhar Editor: Geetha Nandikotkur Senior Asst. Editor: Subhankar Kundu 36 Insight 32 Design the Data Center on Your Terms I IT managers can implement Software-defined data center architecture to design a flexibile and agile data center Update 08 How HP is helping IT decision makers to monetize big data using its HAVEn solution DESIGN Sr. Creative Director: Jayan K Narayanan Sr. Art Director: Anil VK Associate Art Director: Anil T Sr. Visualisers: Manav Sachdev, Shokeen Saifi & Sristi Maurya Visualiser: NV Baiju Sr. Designers: Shigil Narayanan, Haridas Balan & Manoj Kumar VP Designers: Charu Dwivedi, Peterson PJ, Pradeep G Nair Dinesh Devgan & Vikas Sharma Insight 36 Tackling the Biting Bytes | IT managers grapple with the challenge of unprecedented data explosion, while finding right solutions to handle big data MARCOM Designer: Rahul Babu Open Debate STUDIO Chief Photographer: Subhojit Paul Sr. Photographer: Jiten Gandhi 51 Three Expert Panel | Debate to find if Hadoop is sufficient to do business analysis sales & marketing Product Manager: Shreyans Daga (0999949343) Senior Vice President: Krishna Kumar (09810206034) National Manager -Print , Online & Events: Sachin Mhashilkar (09920348755) North: Deepak Sharma (09811791110) West: Samiksha Ghadigaonkar (+91 9833608089) Brand Manager: Varun Kumra Assistant Product Manager: Kshitij Garg Assistant Product Manager-Digital: Manan Mushtaq Ad co-ordination/Scheduling: Kishan Singh cube chat 44 Passion for New Technologies I Ravi Prakash, AGM-IT Infrastructure, Himatsingka Seide on his passion for learning and how to keep the team motivated RegulArs Editorial _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 01 Letters_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 04 Production & Logistics Update_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 08 Sr. GM. Operations: Shivshankar M Hiremath Manager Operations: Rakesh upadhyay Asst. Manager - Logistics: Vijay Menon Executive Logistics: Nilesh Shiravadekar Production Executive: Vilas Mhatre Logistics: MP Singh & Mohd. Ansari My Log_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 56 Page Office Address Nine Dot Nine Mediaworx Pvt Ltd A-262 Defence Colony, New Delhi-110024, India 56 Certain content in this publication is copyright Ziff Davis Enterprise Inc, and has been reprinted under license. eWEEK, Baseline and CIO Insight are registered trademarks of Ziff Davis Enterprise Holdings, Inc. advertiser index Emerson IFC Cyberoam 05 Aitel 24-25 Bry Air Asia 31 HCL IBC Lenovo BC Please recycle this magazine and remove inserts before recycling Published, Printed and Owned by Nine Dot Nine Mediaworx Private Ltd. Published and printed on their behalf by Vikas Gupta. Published at A-262 Defence Colony, New Delhi-110024, India. Printed at Tara Art Printers Pvt ltd., A-46-47, Sector-5, NOIDA (U.P.) 201301. Editor: Geetha Nandikotkur © All rights reserved: Reproduction in whole or in part without written permission from Nine Dot Nine mediaworx Pv t Ltd is prohibited. d e c e m b e r 2 0 1 3 | itnext 3
  • 5. INBoX INTERVIEW | HU YOSHIDA, VP AND CTO, HITACHI DATA SYSTEMS | Pg36 “ITDMs should collaborate & strategize” art Of VIruaLISIng DESktOp | cover story F O R T H E N E X T G E N E R AT I O N O F C I O s Ashish Khanna AVP-IT, EIH Ltd BossTalk 5 laws and 5 corollaries Pg 06 Plus ART OF Big Data: Right Approach, Right Solution VIRTUAL DEPLOYMENT Pg 26 IT decision makers bring in innovative best practices in deploying desktop virtualisation technology to enhance productivity Pg12 November 2013 | `100 | Volume 04 | Issue 10 | A 9.9 Media Publication @itnext_magazine www.itnext.com | facebook.com/itnext | November 2013 it decision makers bring in innovative best practices to make desktop virtualisation easy to deploy so as to enhance productivity and reduce cost By Su B h a n k a r k u n d u & n G eetha Design by hariDas bal an | il lustrati on by shi gi l narayanan IT NEXT thanks its Readers for the warm response innovations in desktoP virtualisation are being increasingly leveraged by inside Pages 15 | Easy Steps to Virtual Deployment 19 | BYOD & VDI: Harmoniously aligned 21 | DaaS is taking Baby Steps 24 | VDI’s Licensing cost justification 12 itnext | n o v e m b e r 2 0 1 3 business functions and units to make the processes effective and efficient, which in turn results in enhanced productivity. Senior IT managers at large are working on use cases around quick IT infrastructure delivery time for service centres in order to put business-critical plans in place. Manufacturing plant users are hopping on to the desktop virtualisation platform over WAN to enable cost saving through procurement of thin clients rather than desktops or laptops. There is little doubt that desktop virtualisation is making inroads across enterprises and IT heads are ready to embrace the technology so as to drive down cost and enhance productivity; this, despite the fact that the acquisition cost on the desktop virtualisation is considered to be high. However, the key difference here is to find out if IT managers are taking the right approach to meeting their business demands and boosting productivity. n o v e m b e r 2 0 1 3 | itnext 13 IT NEXT values your feedback We want to know what you think about the magazine, and how we can make it a better read. Your comments will go a long way in making IT NEXT the preferred publication for the community. Send your comments, compliments, complaints or questions about the magazine to editor@itnext.in. An Interesting Read I found the interview with Stallman very interesting. He has been an inspiration from my college days and open source is a topic that is very close to my heart. I liked the overall insights that the features provided and the view points of the peer groups on various topics. An avid reader & writer for ITNext, it was a welcome change for me to educate myself about OSS – Something not spoken of too often. I look forward to some more in-depth case studies and technical articles. OSS adoption is often hampered due to a lot of poor historic assumptions by ITDMs. OSS is now no longer looked upon a ‘cheaper alternative’, but as a holistic and long term solution, with cost benefits. www.linkedin.com/ groups?gid= 2261770&trk= myg_ugrp_ovr 300 members read this issue online http://www.itnext. in/resources/ magazine Dhananjay Rokde, Cox & Kings 360 Degree approach makes IT Next unique IT Next magazine stands out from rest on the content that it delivers to the readers which is a 360 degree coverage spanning all aspects of Information technology. I personally benefited a lot from these content which cuts across emerging trends, technology, strategies, people management, case studies, interviews along with the events that are organized which is a beautiful platform to learn and share ideas with peers across industries and geographies. The opinions shared by various senior colleagues gives a great insight and act as a guidance to the budding managers. The NEXT 100 programme of identifying new talent and bringing them to the limelight is quite commendable. 4 itnext | d e c e m b e r 2 0 1 3 I would personally want to see a section dedicated to the CEO/ CFO/CMO of an organisation to get their view and expectations of their IT teams and also a Q&A section whereby readers can post questions in various topics of IT but didn’t know whom to ask. IT Next can get these questions answered by the experts Ravi Prakash, Himatsingka Seide Changing Dimensions with Open Challenge: The Indian IT industry has been impacted significantly by the software licensing cost. Open source is being looked as an alternate option to address the cost factor. The fact around how open source is addressing the IT managers’ budgetary challenge and how it preferred to be a viable model is well addressed in the article. The need of the hour is to develop a comprehensive strategy that addresses the limitation of budget to IT is well covered in the issue. It is really a big leap in transformation. Is it the best route? Well presented in every aspect which will help IT departments to think over. This issue is unleashing the power of Open Challenges we have. Thanks a lot for taking valuable time in preserving and referential issue. It is all about providing benefits to business as cost savings, ease of management and flexibility. Sharat Airani, INFOSEC & Strategic-IT Luminary ITNEXT<space> <your feedback> and send it to 56 78 76 *Special rates apply Excellent Editing All kudos to your and your team for the excellent editing of my feature on big data that was published in the November edition of IT Next. Sunil Ranka, BI Professional —Editor (Note: Letters have been edited minimally, for brevity and clarity)
  • 6. www.cyberoam.com S e c u r i n g Yo u Turning CIO into the next-generation catalyst Cyberoam NGFWs enable enterprise CIOs harness IT & network transformation with insights beyond security, helping them innovate, monetize and differentiate. Key business benefits of Cyberoam NGFWs to CIOs: • Next-generation threat protection • Wirespeed gigabit performance • Visibility into BYOD and Virtual environments • Easy compliance For more information contact marketing@cyberoam.com Cyberoam Product Line : Network security appliances (Next-Generation Firewalls/UTMs) Centralized Management (Hardware & Virtual) © Copyright 2013 Cyberoam Technologies Pvt. Ltd. All Rights Reserved. Centralized Reporting
  • 7. Boss talk | T D Chandrasekar Leadership Management Be Calm to be Creative A leadership coach, I have been interacting with IT managers over the past few years. I finds them sharp, and aspirational even as they want to add value and work hard. However, because of the changes in domain and evolving new technologies, it goes without saying that they need to catch up with the changes and stay abreast of recent trends. The stress of constantly being in vigilant mode often takes a toll on them, specially the fact that if anything goes down, they will be held responsible. Things are not getting simpler; things are only becoming more complicated with new technologies coming in. Now, what does this cost them? Creativity and Innovation. Even as, most importantly, they need to have fun at work. I am trying to interact with them on how they can have more creative and effective lives as managers. It is important for them to come up with creative ideas, not just for themselves but for their teams as well. Best cultural practices I believe that if CIOs are conducive to new ways of thinking, it’s great. But IT managers, as individuals, should have individual practices. That’s what I concentrate on in my coaching. IT managers can practise figuring out their own ways of stimulating their creativity. Currently, they join a company and are influenced by the same way of working, same culture, firefighting and the like; it robs them of their creativity. It’s important for IT managers to be calm and think about what degrees of freedom they have. For example, they need to come to office half an hour early and have a relaxed state of mind which would help them be more composed in their thought process; ideally, they must avoid firefighting for the first half an hour. So, they need to follow a practice that calms their brain, and helps them analyse a situation. 6 itnext | d e c e m b e r 2 0 1 3 “One way of dealing with stress is to understand the importance of being calm and the degrees of freedom they have” Skills that need sharpening • Suggestion BOX This is about how we should think better and how to delve deeper into how the brain functions and makes decisions. Author: Daniel Kahneman Publisher: Allen L ane Price: 299 INR Communication skills are vital. These fall under managerial skills. IT managers need to sharpen managerial skills which is critical. For example, say, a critical IT investment plan is placed on the corporate table and examined by the CFO and CEO. But a lack of effective communication results in a situation where IT managers may not be able to explain the requirement or the rational behind the suggestion. IT managers who are looking to become CIOs later certainly need this ability to translate complex IT ideas into simple resolutions. • Secondly, getting into the shoes of business people is also important; so also, being more rational in analysing a decision that does not align with theirs helps. One rule of thumb I would recommend that they should know how to manage the expectations of a CIO, or their boss, inside out. They should ensure the CIO achieves his goals. I have observed many a time that IT managers are not aware of the top 5 strategies and the business expectations of the CIO. T D Chandrasekar, Leadership Guru, Facilitator & Coach
  • 8. Update I n d u s t r y Helping ITDMs Monetize Big Data tech trends | With the buzz around Big Data, HP is constantly trying to help customers and partners with adoption and monetisation of big data. Aligning with the strategy around big data, HP has announced HAVEn, a set of core technologies that form a big data analytics platform, enabling organisations to create next-generation applications and solutions to accelerate the adoption and monetisation of big data. The growing volume, variety, velocity and vulnerability of informa- BYOD Source: Workshare 8 Technologies that enable use of nextgeneration applications and helps in monetising big data The Battle Continues Between IT and Users in a Workplace According to a report released by Workshare, almost 81 per cent of employees access work documents on the go. Yet in the absence of an enterprise-grade file sharing alternative, 72 per cent are resorting to unauthorized, free filesharing services. itnext | d e c e m b e r 2 0 1 3 Users Vs IT: Who Will Win? 81% of employees access work documents on the move 62% of employees use their own device for work trends deals products services people 69% 28% of employees use free file sharing of employees claim their IT department are aware tion— big data—present challenges and opportunities for organizations. Organizations need secure solutions that can scale while sourcing data at high speed. HAVEn claims it combines the proven technologies from HP Autonomy, HP Vertica, HP ArcSight and HP Operations Management, as well as key industry initiatives such as Hadoop, to create next-generation, Big Dataready analytics applications and solutions. “The value of Big Data comes from the ability to analyze all information in real time, so decisions that accelerate growth or improve services to customers and citizens, can be made quickly,” said Amit Chatterjee, Country Director, HP Software India. “Only HP has the intellectual property in technology, services and partnerships to truly make data matter.” How HAVEn has been positioned to help HP clients and partners? • Avoid vendor lock-in with open architecture that supports a broad range of analytics tools, including major Hadoop distributions, programming languages, and an ecosystem of business intelligence (BI); visualization; and extract, transform and load (ETL) solutions. • Protect investments with support for multiple virtualization technologies, such as VMware, Amazon and OpenStack, as well as varied deployment methods, including on-premises, private, managed or public cloud • Time to value with highly optimized hardware solutions, such as HP AppSystem for Vertica, HP AppSystem for Apache etc.
  • 9. Ferrari T350 by Logic 3 Olympus E-Pl5 Looking for great audio along with a bit of brand fuelled panache should seriously consider Ferrari T350 by Logic 3. The T350 is an active noise cancellation set and three separate fiber sheathed cables. The Olympus E-PL5 has a sensor and image processing chip is an excellent performer. Shooting in low light on ISO 1600 and then 3200 wasn’t an problem or even shooting in very low light. Plantronics ML2 Bluetooth Headset The Plantronics ML2 has a very simple and straightforward design, with the one key on the face being the multi-purpose one. It’s well built, comfortable for long duration calls and simple to set up and use. Price: ` 1199 IT Managers’ security focus shifting to FUD tech trendS | Fear of attacks on enterprises is sifting focus from tried and true risk-based tactics The worry lines on the forehead of CIOs and CISOs seem to be deepening with the rising cyberattacks and data security breaches that have increased IT risks. Gartner’s 2013 Global Risk Management Survey has come out findings that fear of attack is causing security professionals to shift focus away from disciplines such as enterprise risk management and risk-based information security to technical security. This shift in focus is driven by what Gartner analysts refer to as fear, uncertainty and Fear, uncertainty and doubt is forcing security professionals to shift focus doubt (FUD), which often leads to reactionary and highly emotional decision making. “While the shift to strengthening technical security controls is not surprising given Around The World the hype around cyberattacks and data security breaches, strong risk-based disciplines such as enterprise risk management or risk-based information security are rooted in proactive, datadriven decision making,” said John A Wheeler, research director at Gartner. “These disciplines focus squarely on the uncertainty (as in, risk) as well as the methods or controls to reduce it.” Gartner lists out five functions: • Technical security • Risk-based information security • IT operations risk — formalized risk management • Operational risk — IT operations risk plus business operational risk, supply chain risk • Enterprise risk management — operational, credit and market. quick byte Apple iPad Leads the Tablet Market Worldwide According to Research Analyst, Oliver Rowntree at Futuresource Consulting, there is a continued growth in the worldwide tablet market. Futuresource research shows 96 million tablets were shipped in the first half of this year and around 35 per cent of this can be attributed to Apple products. Total retail value is at around $31 billion, with Apple maintaining profitability in an increasingly competitive market. Tim Cook, CEO, Apple “For too long, too many people have had to hide that part of their identity in the workplace. Those who have suffered discrimination have paid the greatest price” d e c e m b e r 2 0 1 3 | itnext 9
  • 10. ASK THE EXPERT Energy Efficient Tips for a Profitable Server Room/ Data Center Proper management, combined with best practices in design and improved architecture of the existing IT infrastructure will drive efficiency, maximise capacity and improve its reliability What are the challenges IT managers face with regard to energy efficiency in an IT room? Energy efficiency is a key issue today with companies seeking methods to save both energy and money. This problem intensifies as the need for proper cooling in IT rooms increases with data growth. Tens of thousands of data centers exist to support the blast of digital data, yet at the same time, they try to maintain “sleek efficiency and environmental friendliness. One of the famous data center designers, Peter Gross from New York Times states that a single data center can take more power than a medium-size town.” Therefore, the focus is on tackling energy issues with modern solutions. dossier Amod Ranade General Manager, Datacenter Business Development, Schneider Electric IT Business opines that metering, assessing and auditing the data center to determine its efficiency and profitability is critical work at their best practices to become more sustainable. It is also said that digital warehouses consume 30 billion watts of electricity worldwide, with the US being responsible for one-quarter to one-third of that amount. Of that, about more than 50% of the energy consumed is wasted. All in all, the energy wasted is twice the amount of electricity used for basic data center purposes. In the US,the data centers used about 76 billion kilowatt-hours or 2 per cent of all electricity in 2010. By implementing efficient solutions, executives can, not only lower their environmental impact, but also make their businesses more profitable with usage cuts. Is it possible to account for the energy wasted and energy saved in an IT environment? Reducing electrical power consumption for better efficiency is important for your business. Analysts stated that companies could face a shake-up unless they 10 Can you elaborate on the solutions that would drive energy efficiency and the kind of benefits that can be accrued? Digital data growth spurs companies to seek efficient cooling solutions for reduced power consumption. Your business can achieve long-term improvement itnext | d e c e m b e r 2 0 1 3
  • 11. ask the expert CUSTOM PUBLISHING “IT managers can save upto 30% in power consumption tackling DC inefficiencies” through proper management and design best practices. When you improve the architecture of your existing IT infrastructure, you also improve its efficiency, maximise its capacity, and improve its reliability. By tackling issues that cause inefficiency and by optimising your IT rooms, you can save up to 30 per cent in power consumption as compared to traditional designs. It is assumed that you are already metering, assessing, and auditing your data center to determine its efficiency and profitability. The next step is fixing the basics and optimising by: • Implementing hot and cold aisles • Moving floor titles and updating design of the center • Thermal containment • Right sizing the infrastructure • Using high-efficiency UPS systems Afterwards, continue to monitor and control by implementing data center infrastructure management (DCIM) and by using monitoring standards and procedures. Besides saving on electric bills, the reputation of your business will improve and you can count on greater reliability. Additionally, implementation of these changes will lead to greater efficiency, lower capital expenditures and faster speed to market. Keeping up with trends is today’s challenge, but simple adjustments can be paramount when it comes to business profitability and that’s the key to a profitable data center. Can you elaborate on the energy usage costs as well as current and historical energy efficiency analysis for a facility? Also, on and in identifying efficiency losses? Energy Efficiency analysis software provides current and historical Power Usage Effectiveness (PUE) values, enabling a fact-based understanding of how much power is devoted to driving installed IT-equipment compared with the total facility consumption. It provides a detailed insight into how effectively energy is utilised down to the subsystem level, as well as an understanding of how to improve energy efficiency and power conservation. Subsystem data can either be measured or estimated, also allowing customers with few power meters to benefit from the application. The web-based dashboard view includes efficiency data on current and historical PUE, as well as detailed subsystem cost analysis. The benefits of this measurement would drive various benefits such as: Customizable user interface, enables the right information to the right team Availability 30% reduction in data center power consumption compared to traditional design • No measured data required - Utilises measured or modelled data, allowing for usage with few or no power meters • Power dependency editor - Provides an overview of the power path through the facility, including a hierarchical break-down of the power flow from where the power enters the building down to the main Power Distribution Unit (PDU) Convenience • Easy deployment - Reduced installation time and costs with a minimum number of power meters required for deployment • Live dashboard - Gain transparency to DC key performance indicators through easily configured web dashboards • Multi-vendor data integration - Enables integration with 3rd party enterprise and building management systems, using industry standard protocols for data gathering, customisation, and integration of PUE/ DCiE calculations • Web-enabled interface - Created for easy integration with 3rd party web page through an open platform. Protection • Multi-user access - Enables several users to carry out work on the application simultaneously and merging changes from different users seamlessly • Password Security - User-selectable password protection prevents unauthorised access, authorised against LDAP and Active Directory servers. Total Cost of Ownership • Carbon footprint - Shows the CO2 footprint for each energy sub-system • Energy efficiency analysis - Provides current and historical PUE and DCiE values based on the current IT-load for a fact-based understanding of energy efficiency at the subsystem level • Capacity Management tools, provide insights for optimizing current operation, and helps simulate future scenario The section BROUGHT YOU BY d e c e m b e r 2 0 1 3 | itnext 11
  • 12. CASE cover story | STUDY SPECIAL TECHNO IN ACTI LESSONS from REAL LIFE Best technology deployments and business practices of senior ITDMs boost business by team IT Nex t 12 itnext | d e c e mb e r 2 0 1 3
  • 13. LOGY ON Antony Thomas CIO, Vodafone India Manish Israni Vice President -IT Infrastructure and Data Center, Vodafone India V Ranganathan Iyer CIO, JBM Group Lalit Kaushik Senior Manager-IT, JBM Group. INSIDE Aniruddha Paul CIO, ING Vysya Bank Suresh A Shanmugam Head--MMFSL BITS (Business Information Technology Solutions) Ranganathan N Head-IT, Mahindra & Mahindra Insurance Brokers Ltd. 15 | Virtualisation 18 | Cloud based service model 21 | Enterprise Mobility 24 | END TO END CONNECTIVITY 26 | Business Intelligence d e c e mb e r 2 0 1 3 | itnext 13
  • 14. decision makers across industry verticals eternally face the challenge of proving their stand and finding ways to convince the top management and business function that they always made a difference to the business. This is possible only by showcasing use cases where the technology has impacted the business significantly. technologies that would make an impact would be: Cloud, History has proved that ITDMs are working out ways Business Intelligence/analytics, Virtualisation, Enterprise to extend their frontiers, boldly experimenting with Mobility andNetwork Infrastructure, among others. IT teams various technologies to transform business and proving that have been very clear about what they want and how it can they mean business. transform business. These unsung heroes have been real Against this backdrop, it is critical to showcase real facts transformers who dare to deploy these technologies, using the about how the ITDMs have put the technologies into action right approach and right methodologies. and using the learning from real life implementations to The study depicted how a telecom player like Vodafone the best way possible to boost business. The IT Next team leveraged virtualisation technology to centralise applications understood the criticality of showcasing the best technology from different centres to ensure implementations and how IT better control and flexibility of the managers have shared their learning, data center. which, in turn, can be an example for Another interesting study showed the IT fraternity. We embarked on a how a manufacturing company like study for the cover story, ‘Case study the JBM Group observed a reduction special,’ to bring to light the unique in cash flow by using the cloudtechnology implementations across based service model in setting up its various technologies that impact IT • The banking sector observed a disaster recovery centre on cloud. Yet heads at large. user-rich experience with the another telecom solutions provider, capability of analysing customer Tata Communications, enabled last Technologies in Action usage patterns and understanding mile connectivity, ensuring good Our study found that IT teams have financial health by using enterprise resilience, and quality with real time judiciously tracked new technologies mobility tools secure data at Formula 1. and made all efforts to implement The telecom sector saw faster With enterprise mobility being them within their enterprise to drive • turnaround time and made replicathe hot trend, the banking vertical business benefits. The interesting ble solutions across circles, with has been leveraging this with ING insight is that the IT teams do not have better reporting or analysis using Vysya bank going in for enterprise a lackadaisical attitude or approach virtualisation techniques mobility tools to enrich customer when it comes to new technologies or facing applications and enhance even experimenting with new trends. • The manufacturing sector obuser experience. Contrary to popular belief, IT teams served its business groups being So also financial services company are no longer confined to their core able to show business sustenance Mahindra & Mahindra Financial functions to keep the lights on. They to its customers against any disasServices Ltd. deployed Business are all ears and eyes, tracking the ter with DR on cloud Intelligence to enable fast and changing dynamics of the industry The financial sector was able help accurate insights to solve complex and business needs. • its top management in getting business problems, react quickly to Our case study special proves insights into the current state of changing market trends, improve that IT teams are truly aligned with its metrics, systems, people, and financial exposures, drive change business and leave no opportunity management, and define a vision of and thereby gain real-time insight unturned to leverage technology to its future. into customer and market trends. help business. Read Inside: Technologies in Action. Analysts have forecasted that the A Clear Case of Business Benefits 14 itnext | d e c e mb e r 2 0 1 3
  • 15. CASE sTUDY SPECIAL | cover story Virtualisation Vodafone Makes Virtual Communication Possible Virtualisation has helped the organisation in centralising applications from different circles and having better control and flexibility by subh a n k a r k un d u V odafone India, India’s leading telecom player with a subscriber base of more than 150 million customers serviced through a network of over 115,000 sites, has been growing since it took over from Hutchinson Essar. As telecom in India has been growing multi-fold, telcos are constantly sprucing up IT to support their spreading presence, transforming networks, business models and core value propositions. With the upsurge in the growth in the number of subscribers and new service offerings, CIOs and Senior IT managers carry the mandate of deploying the best technologies to enable the business and operations in achieving the desired goals. Business Need that the IT team observed Thomas adds, “The biggest project would be virtualisation implementation on application based on circles which were, earlier, scattered in 23 different circles.” It was a mix of intelligent implementation to bring together 24 applications which were running in silos and were purely used by the circle teams to run operations in various circles. The biggest challenge in centralisation was to ensure that the circles got access to the servers and let them do what they had to. Often, it has been observed that centralisation disallows them that freedom. The business challenge was also to let these businesses to react quickly to the market. Thomas says, “Although we could have controlled a lot of it in terms of policies, at the end of the day, when people have administrative rights of the local servers, the issues that crop up are: what has been installed and by whom?” Thomas points out three cardinal requirements to have ensured freedom in such a scenario: 1) Access to servers; 2) Access to resources; and 3) Access to operational services. The IT team at Vodafone in India observed that the organisation had grown its presence with 23 circles across the country, and there was a need to centralise IT management into one core data center, to drive better collaboration among the circles in a controlled environment. Antony Thomas, CIO, Technology Solution Vodafone India, and his team had one solution on the table – The project had two phases to it – one was to ensure that going big on virtualisation. Thomas and his Vodafone had the best platform in place team have been instrumental in planning which was available for everyone to use. The the IT infrastructure in Vodafone’s two large second step was to identify the applications businesses – enterprise business and mobile that could be taken in and the third was money business. All these businesses were to migrate one application after the other scattered and running as independent profit without any disruption into the virtual Applications which centres. Each of these centres had its own set environment. were running in of applications and own set of servers. The VMware is strategic partner to Vodafone silos were brought goal was to centralise them without taking globally. So, the experience of working under a single away the freedom of operations or the agility with VMware and its proven record did virtual framework they were looking for. not leave Vodafone with much to evaluate. 24 d e c e mb e r 2 0 1 3 | itnext 15
  • 16. CASE cover story | STUDY SPECIAL Making a difference to the Business • Centralised solution for 23 circles • Faster turnaround to businesses • Replicable solutions across circles • Better reporting or analysis • Eliminated duplication of development cycle • Better utilisation of space • Cost effective implementation Manish Israni, Vice President-IT Infrastructure and Data Center, Vodafone India, says, “When we identified the 30 applications for migration, we realised that we needed a product or landscape that would provide us Wintel, Linux, Oracle or SQL combination to be running on a platform where ease of elasticity is required—not only for these applications but any other function we want to perform in this specific capacity. So, based on our internal thought process and internal assessment, we found that VMware VSphere or VMotion combination was not only helping us to create this platform, but also helping us to migrate the data without the circle application.” The telco explored all the options available and was in several internal discussions. It was decided to take Wintel to virtualisation or cloud on a VMware platform, which could be also get extended to some of its proprietary servers which are not part of this platform. A cost effective solution was a priority and a major factor. Thomas says, “Cost is definitely a factor in any decision we make, because at the end of the day, we have to have a positive business case for anything that we do. What we looked at was total cost of ownership (TCO) over a period of time. Earlier, circles were procuring differently, in a non standard way. Once we centralised it, there was a standard way of procuring in place with better utilisation of space.” Existing Framework The way Vodafone has architected it was predominantly based on the type of application, usage of application by the end customers across different circles and required replication. The whole idea was not to bring all the applications to a central point but to create a platform which was more scalable, more elastic and more reliable from the perspective of availability. Israni says, “Before we started migrating or even planning, we had done an internal assessment. There was a strategic program which was continuously going on for a prior two and a half years to analyse the capacity and virtualise as much as we could. Either it was a logical partition base or product base. When we were doing the virtualisation, there was a lot of compute power that came as spare. We created a segregated cloud for applications.” There were two phases: the first one was to migrate the 12 applications which were largely similar across the circles; it took about 7 months to complete the migration, including the platform set-up. Anthony says, “The time we took was not necessarily from the technical perspective. The pre-migration analysis took time as it was most critical to understand the requirements well.” Why Virtualisation? The team was all for virtualisation technology after evaluating multiple solutions as this ensured the right level of control. As the servers were located in scattered locations, the level of controls needed to be tightened with respect to the security and with respect to access to systems. The servers get connected to central systems in the main data centre, which means they “The objective of deploying virtualisation was also to give the businesses a faster turnaround time and to make replicable solutions across the circles” Antony Thomas, CIO, Vodafone India 16 itnext | d e c e mb e r 2 0 1 3
  • 17. CASE sTUDY SPECIAL | cover story would have access to data as well. Thomas says there were a few questions that popped up in his mind, such as, “Would we want to give people access to data that is critical to our business when we don’t have a full set of controls over them?” The implementation was carried out in a cost effective manner. There were idle capacities in various circles running around and it was vital to ensure there were no unnecessary idle capacities. Antony points out, “There are cases where people bought specifically for local requirements, they bought for their own need and these lacked visibility. We kept on buying for local circles and couldn’t manage capacities effectively.” The instantaneous provisioning was also critical. The decision to procure a server goes through several layers of approval like Capex considerations, procurement lifecycle which could be as long as 8 weeks. Israni says, “We can now cut down that time and provide instantaneous access.” These were the main business drivers. Also, when the cost benefit analysis was done, it made cost sense, it made logical sense and it ensured better control. Israni says, “The first phase was about looking at all the applications and figuring out how effectively all the 24 applications could be brought into the cloud and make them available to all the circles to benefit from them.” Now, with the virtual environment, when business wants to deploy an application, all they need to do is make a request and the provisioning of the compute power has become completely instantaneous. The mindset change in the organisation is IT-isslow to Hey! things-are moving-faster-now and this has happened because of virtualisation. Thomas asserts, “The strategy was also to give the businesses a faster turnaround time and to make replicable solutions across the circles. Now, the inception of an idea happens in one circle and it’s replicated in other circles for the betterment of reporting or analysis.” Implementation process There was architecture environment design where Vodafone’s strategic outsourcing partners, IBM and VMware, played a vital role: to come with the final design and bill of material architecture which they had implemented. VMware consulting helped Vodafone in validating and ensuring that best practices were followed. Israni says, “We worked with Application OEMs too, but it was IBM and VMware who primarily played the vital role to design, formulate and implement this platform.” Vodafone uses some of IBM orchestration software on top of this cloud. IBM runs the managed services and provided the human intelligence to implement the virtualisation. IBM Service Delivery Manager (ISDM) component has been used in the virtualisation implementation. There were proprietary servers as part of this strategy, used to support some of the applications which had a large compute requirement. Israni says, “VMware is not new to us. Prior to this implementation, we had done virtualisation with individual applications—the applications that needed test and Manish Israni, Vice President -IT Infrastructure and Data Center, Vodafone India “Based on our internal thought process and internal assessment, we found that the VMware VSphere or VMotion combination was not only helping us to create this platform but also to migrate the data without the circle application” development, staging and production. We understand the application architecture behaviour.” The involvement of Vodafone in this entire implementation was not solely in terms of leadership but also in designing as the IT team had a thorough plan with vendors. Vodafone is yet to carry out the post-investment review on the payback of the implementation. What Antony looks at is the business case which includes investment return period and ROI. Both results showed a positive trend. Thomas says, “The investment return payback period has to be less than three years before I even take on a project.” The company has a concrete strategy for BYOD. Again, in both scenarios, the applications have been centralised with the agility that virtualisation has provided. d e c e mb e r 2 0 1 3 | itnext 17
  • 18. CASE cover story | STUDY SPECIAL Cloud based service model DR on cloud spelt big savings for JBM Reduction in cash outflow prompted JBM Group’s CIO and team to opt for a cloud based service model by N g e e t h a N ew Delhi-headquartered $ 1.2 billion JBM Group, a diversified conglomerate with presence in automotive, education, engineering services and renewable energy sectors in India, has 33 manufacturing plants, 5 Engineering & Design centres across 19 locations globally. With only B2B customers such as OEMs like Ashok Leyland, Bajaj, Fiat, Ford, GM, Hero, Honda, JCB, Mahindra, Maruti Suzuki, Renault-Nissan, TATA, Toyota, TVS, VECV, Volkswagen, Volvo and many more, and alliances with more than 20 renowned global companies like Arcelor Mittal, DassaultSystemes, Sumitomo Corporation, Magnetto Automotive etc., the IT team faced a huge challenge: creating a single access sourcing point and business need to ensure that the supply chain is streamlined and effective with no downtime. Business Need Fuelled Cloud Deployment production lines,” says V Ranganathan Iyer, CIO, JBM Group. Besides, a cloud DR set would help stakeholders repose greater faith in the IT team. Why Cloud—Solutions Evaluated? Cost was the primary factor that prompted Iyer and team to look at cloud. JBM’s IT team compared the CAPEX vs OPEX option very seriously, but never told the vendors that it was the key reason to evaluate cloud option; this was because the team wanted to ensure the solution identification was done right for DR. Once the solution was identified and finalised, Iyer and his team worked on the opex model, outlined the challenges, analysed cloud options and understood the different modules and differences each one brought in, before putting it across to the management. The team identified IBM as its cloud service provider. Iyer says, “A team of two from IT, one from purchase and one from accounts looked at various options and carried out serious negotiations before zeroing in on IBM,” says Iyer. There was a profound need for the IT team to ensure that the OEM’s production lines were up and running. Any deviations or downtime had a huge impact on the cost as the customers would charge if there is a delay in the supply. DR on Cloud Implementation “Having so many customers, we must The whole of DR will be on a cloud service ensure delivery within a specific window model. The team’s agenda was to have 100 of time. Normally, the DR (Disaster per cent usage of the DR by the teams. “One Recovery) structure is planned for natural of our objectives of having a cloud based calamity but we opted for DR on cloud as model was to provide a sustained tool for success through a precautionary measure. For, if, for some business transactions,” says Lalit Kaushik, cloud based service reason, our primary DC site is not up and Senior Manager-IT, JBM Group. running for more than 90 minutes, we will There was a profound need for the IT model for DR was move to cloud-based DR. This is because of team to ensure that the OEM’s production initially a doubt our requirements to send the goods to feed lines were up and running “We listed out 100% 18 itnext | d e c e mb e r 2 0 1 3
  • 19. CASE sTUDY SPECIAL | cover story various issues and points for action. As part of the cloud service offering, IBM had to procure the hardware, including service, networking equipment, security equipment including storage,” points Kaushik. This hardware will be used for multiple customers and a minimum configuration is committed where DR is not invoked. Maximum configuration is committed when DR is invoked. “The entire data centre, SAP application software, security arrangements along with back-up will be IBM’s responsibility and the service provider will install the application software and data guard to enable DR,” says Kaushik. According to Iyer, JBM will be responsible for providing all non AIX operating system, all application software including back up software and licenses including the data guard. During the implementation process, the IT team decided to provide access to DC in a controlled fashion, while also providing the media for back-up. Impact of DR on Cloud • There was a profound need for the IT team to ensure that the OEM’s production lines were up and running • For, if, for some reason, if primary DC site is not up and running for more than 90 minutes, we will move to cloud-based DR • The team identified IBM as its cloud service provider. • A team of two from IT, one from purchase and one from accounts looked at various options and carried out serious negotiations before zeroing in on IBM • The entire data centre, SAP application software, security arrangements along with back-up will be IBM’s responsibility and the service provider will install the application software and data guard to enable DR • As part of the SLA, irrespective of whether disaster strikes or not,the DR drill is a must for 8 hours in a year; normally, the DR cloud is used for data access twice a year • Cost was the primary factor that prompted the team to look at cloud • Once the solution was identified and finalised, the team worked on the opex model, outlined the challenges, analysed cloud options and various modules • As part of the cloud service offering, IBM had to procure the hardware, including service, networking equipment, security equipment including storage V Ranganathan Iyer, CIO, JBM Group “During the implementation process, the IT team decided to provide access to DC in a controlled fashion, while also providing the media for back-up” • The entire data centre, SAP application software, security arrangements along with back-up will be IBM’s responsibility and the service provider will install the application software and data guard to enable DR • During the implementation process, the IT team decided to provide access to DC in a controlled fashion, while also providing the media for back-up. d e c e mb e r 2 0 1 3 | itnext 19
  • 20. CASE cover story | STUDY SPECIAL “One of our objectives of having a cloud based model was to provide a sustained tool for business transactions” Lalit Kaushik, Senior Manager-IT, JBM Group. The entire cloud model was implemented in five weeks. Modus Operandi of Cloud DR The DR site would also have BCP for SAP ERP, BIW and Business Objects of only productive systems on the cloud. IBM has placed its DC at Tulip data centre in Bangalore, where the proxy servers are also placed. Almost 6 terabyte of data is stored on the DR site. As part of the SLA, irrespective of whether disaster strikes or not, the DR drill is a must for 8 hours in a year; normally, the DR cloud is used for data access twice a year. As part of the DR exercise, the RPO and RTO activities are also carried out. “During this drill, we will assume that the DC is down and we will switch off the DR. End users will not be informed about this in advance. The service provider is responsible for bringing back the DC. The basic understanding between the supplier and us is that no other SAP production instances will be put on this machine to ensure access,” says Iyer. “We also ensure that the customers in the DR server are not from the same region. This is to observe if customers from other regions are able to access the data from the cloud DR site. It will ensure the availability of hardware resources when DR is invoked. The purpose of such requirements is with regard to the understanding we have with the service provider that itwill charge us for minimum capacity from a compute aspect; this clause will help us get the desired resources,” says Kaushik. Cost for Cloud Payout is generally done once in a quarter after the production drill is done. As it is on a service model, the cost would be in a few lakhs only. A little over Rs 1.0 crore would be paid as subscription fee once in 5 years to IBM for the cloud services. In an earlier model the cost would go up as besides the licensing cost of the software, the IT team had to pay out AMC charges to the service partner which turned out to be huge. Technological Challenge The technical challenges that Iyer and team face are that there are no PoCs in this sort of deployment, and decision making 20 itnext | d e c e mb e r 2 0 1 3 is based purely on the negotiations that they had with the service provider. “We were initially skeptical about the DR deployment on cloud in a multi-tenancy situation, given that IBM was also new to this,” says Iyer. Another area of concern was security, as the team was not sure about the precautions to be taken given that the same servers were being used for many customers. There was an iota of doubt whether 100 per cent success would be achieved. Payback Being a public limited company, compliance needs had been met with this technological deployment. Stakeholders’ confidence has improved. The tangible benefit is that the business development team will be able to ensure business sustenance to the customers against any disaster. Besides, cash outflow is reduced as the payment is on a quarterly basis. The IT benefits are factored around cost saving, as no internal DR expert is required to manage it. Maintenance is with the service provider, so the hassle of logging calls for outages reduces the workload. As the drill is also planned for twice a year, the responsibility of the internal team is reduced. Key Learnings The project gave an opportunity to do right kind of planning in terms of identifying right people, spend more time on analysing various critical aspects and also in taking right decisions. “The uniqueness of the project was that there were no reference customers and internal resources too did not have any prior exposure to DR and we had to entirely depend on the technology provider.”
  • 21. CASE sTUDY SPECIAL | cover story Enterprise Mobility ING Vysya Made its Customers Mobile Savvy Effective enterprise mobility tools were preferred to enrich customer facing applications and enhance user experience by Su bh a n k a r k un d u T he Rs 600 crore ING Vysya Bank Ltd. is a premier private sector bank with retail, private and wholesale banking platforms that serve over two million customers, formed from the 2002 acquisition of an equity stake in the Indian Vysya Bank by the Dutch ING Group. The bank has over 80 years of history in India and leveraging ING’s global financial expertise, the bank offers a broad range of innovative and established products and services across its 530 branches. With about 10,000 employees, the bank has the greatest challenge of increasing competition and the need to build an effective eco-system for its customers to enhance interactions with multiple access channels. Business Need that fuelled Mobility use. So, mobility by definition is agnostic. We don’t talk about whether our customers have got an iPhone handset or Android handset. We basically accept the fact that there will be a plethora of handsets and devices and that we needed to have a technology that is agnostic to that and focus more on the functionalities or business benefits that can be provided to customers at their fingertips,” says Aniruddha Paul. With over 530 branches across India servicing more than two million customers, ING Vysya Bank required an application development platform that could quickly and securely build new mobile banking solutions. Further, mobile banking would allow the bank to further differentiate itself with better, more personalised services. ING Vysya Bank needed a solution to quickly deliver compliant and secure mobile banking apps, as well as effectively manage the whole app development life cycle. The banking sector saw most forward-thinking organisations had started to adopt alternative channels like mobile and the Internet for banking services. The Solution To be at a par with its peer groups, ING Vysya wanted to After evaluating available solutions in the market, and taking build an effective ecosystem for its into account that the BYOD trend customers to interact across multiple was still nascent, ING zeroed in on access channels, as well as extend its IBM Worklight, an integral part services across India. This paved the of the IBM Mobile First solutions way to thinking about enterprise portfolio, to help create crossNeed – Mobile Banking mobility. platform apps, as well as manage It was thus important for the whole app development life cycle. Solution – IBM Worklight Aniruddha Paul, CIO, ING Vysya, Using this technology, the bank Available on the Apple iOS and his team to adopt to this trend. has reduced the time to market and mobile platform “Enterprise mobility is about cost for product development. IBM making available banking solutions Worklight also provides secure Soon launching on Android, BlackBerry and Windows Phone for our customers at their fingertips connectivity with the client’s backirrespective of the device that they end systems, allowing it to efficiently Case Study Highlights d e c e mb e r 2 0 1 3 | itnext 21
  • 22. CASE cover story | STUDY SPECIAL manage version upgrades, user data and audit data. With data capture capabilities, the bank is able to analyse patterns and trends of customer usage. “As the mobile revolution continues to change the way we interact with customers, transforming our services to meet these demands and deliver a consistent customer experience, regardless of the device or operating system, has become critical to our growth,” said Aniruddha Paul. “With an IBM mobile solution, we are now able to quickly and easily roll out new mobile services to support our business growth strategies.” The bank is the first IBM Worklight client in India to go live with a publicly downloadable app. Currently available on the Apple iOS mobile platform, ING Vysya Mobile apps will soon be extended to other platforms such as Android, BlackBerry and Windows Phone. Windows and Java,” says Paul. He adds, “Using the app, our customers can pay utility bills, transfer funds to other accounts, view mini-statements, request cheque books, stop payment of cheques, and locate the nearest ATM and branches with their mobile device, among other features. The implementation process for customer facing applications was very different from the normal procedures. The initial focus was on customer research because the IT team realised the mobility use case would be very different from other use cases. It was a user experience led process. Workshops and brainstorming sessions were conducted with customer representatives and internal teams to identify the aspects that people considered on a mobile application. Evaluation process The investment on Worklight was made about a year back and has been used in a variety of platforms. Worklight has been used to integrate within the internal systems. The internal integration capability also has a financial inclusion. For example, for people subscribing to Aadhaar and payment processing, there is a particular eco system that needs to be managed. The difference between one financial inclusion partner and another would be the extent of their real time support. Some companies do not give real time support, they essentially do it on a day basis; whereas some companies go in for a sophisticated online model where the authentication is done with their systems and then with bank’s systems in a real time environment. What is required is real time integration between existing framework and the new solutions. The IBM components at the back-end come into play for the integration. Evaluation Criteria Evaluation parameters revolved around aspects like the best offering on open ID for developing mobile applications, best support, capabilities in the integration layer at the server level and support for real time analytics. While evaluating and selecting the partner, Paul looked at the vision of the vendor in mobility, whether it was just a point in time or whether it was a part of a longer roadmap. The other factors were support for multiple mobile operating environments and devices with the simplicity of a single, shared code base, ease to connect and synchronise with enterprise data and applications, ensuring mobile security at the device, application and network layer and governing mobile app portfolio from one central interface. Implementation Process “As phase one of the project, the ING Vysya mobile app was made available on the iOS platform. Our banking apps will be extended to other platforms such as Android, BlackBerry, 22 itnext | d e c e mb e r 2 0 1 3 Aniruddha Paul, CIO, ING Vysya Bank “Enterprise Mobility is about making available banking solutions for our customers at their fingertips, irrespective of the mobility device that they use. So, mobility by definition is agnostic. We don’t talk about whether our customers have got an iPhone handset or Android handset”
  • 23. CASE STUDY | AIRTEL airtel enables lesser air miles, more smiles at Bajaj Hindustan Ltd. airtel business’ Managed Video Communication Solutions helps Bajaj Hindustan Limited replace traditional travel with smart collaboration for their senior management to track projects and monitor teams. The solution reduced travel costs along with encouraging effective time management. 24 ITNEXT | D E C E M B E R
  • 24. AIRTEL | CASE STUDY Enterprises have recently seen a steady increase in business-related travel with multiple operations, thereby, triggering the need to manage OPEX better. But, is there another way to review those critical outstation projects and monitor teams? This was the challenge that Bajaj Hindustan Limited (BHL), a part of Bajaj Group and one of India’s largest sugar and ethanol producer faced. It wanted to explore newer avenues that could replace the constant travel more effectively. extensive travelling adding to expenses BHL’s operations are based across India and its management based out of two locations – Noida and Mumbai. For projects and performance tracking, it was mandatory that the top management travelled extensively across these offices, many a times at short notice. Inter-city travel was increasingly becoming expensive and there were incremental costs involved. pressing need for effective Face-to-face communication Having a strong and satisfying existing relationship with airtel business provided an added level of comfort and confidence to the company to work with airtel on its collaboration offerings. Airtel business suggested an effective face-to-face communication solution which encourage collaboration and reduces the need for travel. There were many technology providers in the market providing Immersive Video Conferencing solutions, but BHL wanted a solution tailor-made for their business scenario. airtel suggested Polyom’s RealPresence RPX Unit, one each at Noida and Mumbai, connected through the airtel business Managed MPLS and state-of-the-art Business Telepresence Bridging and VNOC Services. These solutions are designed to be highly scalable and the existing video conferencing equipment could be easily connected to it. The solution could further extend to various project offices through high-definition media centres installed on premise. “airtel always says they are creating numerous smiles and numerous smiles per cubicle, and we are utilising that capability to the full extent.” a positive difference on the business’ bottom-line The deployment of the video conferencing solution took precisely three weeks, post which it went live right away. The key business benefits accrued were: Faster decision-making Better project management Reduced travel, resulting in cost saving and better time management Dinesh Kumar BHL also received an overwhelming response from the various teams in the company. CIO, Bajaj Hindustan Limited (BHL) The telepresence room’s utilisation exceeded 120 hours per month. “We found that we have almost recovered our investment in oneand-a-half months. Plus, there is the added ease with which everyone is interacting and at a frequent pace without disturbing their work schedules due to travelling” Dinesh Kumar CIO, Bajaj Hindustan Limited (BHL) The future collaboration plans include enabling mobile and tablet devices to be able to give anytime, anywhere access to mobile workers – truly challenging the distance issue that multi-location offices pose. E-mail: business@in.airtel.com Website: www.airtel.in/business Address: airtel business, Bharti Airtel Limited, IIIrd Floor Tower C, Plot No. 16, Udyog Vihar, Phase IV, Gurgaon – 122015 D E C E M B E R 2 0 1 3 | ITNEXT 25
  • 25. CASE sTUDY SPECIAL | cover story • Reduced cost for product development author this particular application. In terms of ID, Integrated developer environment which is open in its outlook means any developer who has worked in other technologies to work here. Paul says, “We are working on mobility servers that ensure banking transactions are safe, analytical engines built into solution sets and degree of security is quite high.” • Secure connectivity with the client’s back-end User Rich Experience Business Benefits • Reduced time to market systems • Efficient management of version upgrades, user data and audit data • Effective analysis of patterns and trends of customer usage through data capture capabilities. Paul says, “Most banks have taken the website and converted them into mobile applications. The same kind of navigation, the same structure was designed. We observed that the design has to be different. People were fed up of having different user ids for mobile and net banking, resulting in a drop in adoption rate.” The second use case that Paul and his team studied was that people were fed up of islands of information. Architectural considerations were made to all central pools of information and was available across devices. The architectural landscape has a central repository for data points. He says, “Yesterday we did it for net banking, today we are doing it for mobility and tomorrow, we will do it for Google Glass. So, it is critical to look at the scalability.” There were three parties involved in the implementation process – IBM, System Integrator (MindTree) and the rest of the ecosystem involved in it. The bank’s role was to design the requirement to the system integrator and IBM’s role was to ensure it works properly. Paul says, “We have some pedigree in this space. In 2008, we were one of the first banks in the country to offer Java-based applications. When we hit the market with a hybrid solution, we ensured that it was bundled with loads of features and functionalities that would benefit customers. The focus was on making the design based on the research on user experience. It was one of the technologies which was design led rather than technology led.” The aspects that helped customers in a big way was user experience. For example, if there was too much money lying in the account, it goes into a particular zone; if there was too little money compared to quarterly balance averages, then it goes into a red zone. It was very visually effective for customers to know their financial health. Apart from these, the mobility helped customers to book and break fixed deposits, transfer funds through NEFT or RTGS. It was a classic example of complete interoperability between mobile banking and internet banking. We had to be in the BYOD Race ING Vysya has a BYOD policy on Blackberry and iPhone which is going to be formulated on Android. The bank encourages BYOD as a trend though there are two philosophies that the bank has around it – one is based on conventional hierarchy which means the employees within a certain grade that needs mobility for productivity automatically gets to access mails and applications on mobile. The other philosophy is the need. The CIO is extremely cautious about exposing internal applications outside the firewall, but is looking at possibilities Mobility other than IBM Worklight with robust security as they need to embrace mobility. The IT team figured out that in private banking, customers Paul says, “In terms of exposing applications outside the facing relationship managers who could be of any scale needed firewall, we need to analyse the use cases and ask ourselves access to certain applications like voice recording where they why we need do it. We are quite selective about it. For example, needed to talk to customers, get their approval over the same we are open to employee productivity applications like HRMS call and record it centrally. The voice recording provides spaces which benefit employees; and as it does not pose any threat to which are compliant to various regulations from SEBI and RBI our security, we are impinged into it. But in taking voice approval to carry out the trade. applications like core banking, credit risk So, executives were enabled and management do not let us go outside the empowered with a blackberry based firewall environment.” application to do business on mobiles. The device needs to be compliant with The business challenge was how to ensure of IT spend the bank policies. Once it goes through the there was an audit trail for a transaction a would go to policy compliance check, it is brought within relationship manager is doing on behalf of enterprise the network with a sign off as per security his customer who is confirming it over a policies. Also, supervisory control is a part phone call. mobility by 2020 of the process to authenticate the need. ING Vysya Bank partnered with Airtel to 12% d e c e mb e r 2 0 1 3 | itnext 23
  • 26. CASE cover story | STUDY SPECIAL END TO END CONNECTIVITY Connecting Formula 1 Just One Circuit Laps the World Tata Communication enabled last mile connectivity, ensuring good resilience, quality with real time secure data at Formula 1 BY subh a n k a r k un d u F ormula 1 races occur in some of the most diverse play a key role in the amazing feat of logistics and organisation and challenging environments across the globe, that is involved in setting up the trackside operations. When from the streets of Monaco to the deserts of the events were running, the onsite team was supported by Bahrain. No matter how difficult or remote the Tata Communications’ remote pit crew from all functions. the terrain, every race has to be connected to These virtual teams, spread across the globe and operating the rest of the world and fans everywhere. In a out of different time zones, have demonstrated the capability sport where milliseconds count, even the smallest downtime to support dynamic clients both in terms of technical expectations, and the timescales and flexibility required in can be disastrous. delivery. There is no slack in the schedule. We are constantly Tata Communications, the official connectivity provider of Formula 1, had the top priority of delivering a consistent, pushing the boundaries for Formula 1,” says Mike Winder, Vice President--Advanced Solution reliable connection, which could Delivery, Tata Communications. power Formula One management’s diverse global operations. The highest quality fixed and temporary The Solution 100Mb MPLS networks were As the official connectivity provider therefore used to connect each race to Formula 1, Tata Communications to the Tata Global Network. delivered quality connections The largest tier 1 network spanned repeatedly around the world, the world, linking 240 countries, allowing vital real-time content enabling Formula One Management to travel quickly and reliably. The “It traditionally takes around 30 to tap into this resilient, super-fast organisation’s global footprint days to install, test, run and then connection, knowing that vital realspread across the Formula 1 race dismantle a big MPLS circuit. A lot time data would speed securely locations, giving it the scope and of planning and effort has gone back to the UK, and straight on to strength to take complex solutions into condensing that to meet our its Formula1.com website. to challenging locations. timescales, with some events just Temporary 100Mb MPLS circuits one week apart,” says were installed, configured, and The inside view... Eddie Baker, Chief Technical tested at each location in just one “Usually Tata Communications Consultant, Formula One Group. week, increasing the average 7Mbps is the first team at the track in the bandwidth previously provisioned weeks leading up to the race. We 26 itnext | d e c e mb e r 2 0 1 3
  • 27. CASE sTUDY SPECIAL | cover story at events, giving Formula One management the power to enhance the experience for fans and broadcasters. With an initial tenfold increase in pipeline capacity, they found it easier than ever to transfer data. As a feat of networking, it’s the equivalent of changing a tyre in less than four seconds. From Melbourne in March to Brazil in November, the Tata Communications team set up, connected (and decommissions) networks for races across the globe. A dedicated race implementation team was there on every race weekend, dealing with the unpredictable and ensuring delivery every day. Detailed planning and on-theground flexibility ensured that connections were always available, avoiding even a second of downtime for these essential networks. For seamless interoperability, Tata Communications also provided UK connectivity between Formula One management offices, increasing bandwidth to improve productivity and offer better collaboration opportunities. Connectivity Insights • In a sport where milliseconds count, even the smallest downtime can be disastrous • The largest tier 1 network spanned the world, linking 240 countries, enabling Formula One Management to tap into this resilient, superfast connection, knowing that vital real-time data would speed securely back to the UK, and straight on to its Formula1.com website • Temporary 100Mb MPLS circuits were installed, configured, and tested at each location in just one week, increasing the average 7Mbps bandwidth previously provisioned at events, giving Formula One management the power to enhance the experience for fans and broadcasters The customer speaks... “It traditionally takes around 30 days to install, test, run and then dismantle a big MPLS circuit. A lot of planning and effort has gone into condensing that to meet our timescales, with some events just one week apart,” says Eddie Baker, Chief Technical Consultant, Formula One Group. “Tata Communications’ responsibility was to make sure that everything we needed was ready to be commissioned, and go live was available on time and on spec. Its on-site engineers monitor the connections throughout practices, qualifying and races to ensure the service levels meet our exacting expectations. Commitment and reliability was one of the key reasons we chose Tata Communications as our connectivity provider. Coupled with its global infrastructure and extensive contacts, this association means that we can travel anywhere in the world and still expect the same resilience and quality of connectivity.” says Baker. Tata Communications’ on-site teams are dedicated to fixing issues in seconds and minutes, instead of the usual hours or days • No matter how difficult or remote the terrain, every race has to be connected to the rest of the world No matter how difficult or remote the terrain, every race has to be connected to the rest of the world • As a feat of networking, it’s the equivalent of changing a tyre in less than four seconds each track to the Tata Global Network, strong relationships had been built with leading providers in each country to ensure the reach to exact sites, as well as guarantee that all Benefits Reliability was the main feature. All connections linked to the links were commissioned, tested and ready to use before the Tata Global Network, Tier 1 network, offering unsurpassed Formula 1® teams rolled into town. Responsiveness: All connectivity was monitored and scale, reliability and performance. Tata Communications offered secure MPLS at every location without having to resort managed on race weekends. Tata Communications’ on-site teams are dedicated to fixing issues in to public internet, which didn’t suit some of seconds and minutes, instead of the usual the client’s applications. hours or days. Tailored service was provided. Tata Flexibility: When Formula agreed to Communications had committed to share part of its Barcelona connectivity building a service around the needs of days turnaround to with another customer so that they Formula 1, delivering to global standards install, test, run and could use it to send audio for a leading and specific SLAs for the established format then dismantle a broadcaster, Tata Communications of race delivery. provisioned and delivered in less than Partnerships were key: to ensure the big MPLS circuit highest quality ‘last mile’ connections from two days. 30 d e c e mb e r 2 0 1 3 | itnext 27
  • 28. CASE cover story | STUDY SPECIAL Business Intelligence Better Intelligence + Better Insights = Better Profits Mahindra Finance bets on business intelligence to gain fast and accurate insights so as to solve complex business problems and improve financial exposures for real time insights by n g e e t h a M ahindra & Mahindra Financial Services Ltd. (MMFSL), provider of financial services in the rural and semi-urban markets, which is growing at a higher double digit growth annually in revenue terms and which is expanding its footprints across various verticals is also high in volume of transactions. To sustain the growth and also to meet the top management’s ambitious growth plans, MMFSL’s CIO and his team found the Business Intelligence (BI) tool to be the perfect option; and hence the team geared up to roll out project ‘MF Sanjay,’ the BI project. Why MF Sanjay and the need for BI The need was felt as business expanded and the management felt that true BI was the key to running a performance-oriented organisation. Report consumption increased at operational and tactical levels. “BI was expected to give insights which would help the teams define corporate strategy and drive profitability,” says Suresh A Shanmugam, Head-MMFSL BITS (Business Information Technology Solutions). According to Shanmugam, the business teams understood that the data gave them the ability to make sense of markets, to identify strengths and weaknesses, to measure the progress of the company against 28 itnext | d e c e mb e r 2 0 1 3 its goals and to employ the skills, processes, technologies, applications, and practices that support good decision making. “Most applications at MMFSL were web-based and hence business users sorelyneeded reports based on the management requirement at their review meetings,” says Shanmugam. BI was expected to reduce dependence on IT for every report generation. Another reason was that an automated email with analysis was also vital for the 2,000 business users of the company. Evaluation of BI Shanmugam and team laid out stringent criteria to evaluate BI vendors based on: 3 Distinct Strategic Objectives of the IT team: Provide business users with clear opportunities to improve their business performance through information delivery. Deliver information to the business community reflective of its processes and their outcomes. Provide appropriate levels of formatting, timeliness, history, detail and quality as are specified in the business validated release or project specifications. • Service level capabilities of vendors • Extent of customisation required • Security Features • Technology fit • Performance • Number of installations • Existing customer reference “While cost was also a criteria, support and service, flexibility of solution, scalability factors along with the capability to migrate to another platform etc., were also reviewed” says Ranganathan N N, Head-IT, Mahindra & Mahindra Insurance Brokers Ltd. Implementation Insights of Project Sanjay MMFSL zeroed in on MAIA Intelligence 1 KEY BI solution to enable its end users to analyse
  • 29. CASE sTUDY SPECIAL | cover story customer and field officer’s data and effectively of key stakeholders. The roles that employees take informed decisions.. assume can be just as important as the metrics themselves. “That’s why we assigned “What caught our attention was the feature dedicated resources for managing the reports of automated mails that reduced daily manual of the IT teams’ requirements and development. Metrics work for the software team. The automated task of generating are overseen by the top management and scheduling system made everyone’s job daily new reports managed by the executives most directly easier by adding predictability to the AIS environment,” avers Ranganathan. Also, the top got reduced with BI responsible for the performance they reflect,” says Shanmugam. management could hold down costs through deployment better use of personnel and technology and Every BI implementation ran across the effective utilisation of resources. Shanmugam breadth of the company’s IT infrastructure. and team were able to create a single dashboard and use reports “We have also ensured that BI software works alongside the from disparate systems, an added advantage with the 1KEY Touch. future vision for IT and the business,” Shanmugam says. The dashboard was integrated to the outlook mailbox: at a click of a button, the entire MIS could be seen by the top Resource Allocation management with drill down at each level. The project started with gathering analysis from users. Considering the challenges of the IT team, the project plan was BI helped define strategy, drive profitability and develop a to deploy a person with the respective technology knowledge performance-oriented culture throughout the organisation. It and a person for training business users and IT software is now much more than a reporting tool. Conceiving of metrics persons. Modifications in the database were made to make that would measure progress towards specific goals was critical. it easy to incorporate with 1KEY BI software. No consultants “Once the right metrics were identified, we focused on gaining the were involved except for advice from senior functional persons support of key stakeholders and cooperation of employees and or technology specialists from both sides. The major concern was partners for smooth implementation,” says Ranganathan. technical, as mailing for more than 3000 users was to be done. However, says Shanmugam, the key to designing a successful The project team delivered the best through 1KEY Scheduler. BI strategy is metrics. They should be closely aligned with a Users have been advised to draw a report from 1KEY BI. company’s strategy and essential capabilities, include both internal and external inputs, and encompass a balanced set of leading and lagging indicators. Project Investment No value of BI is gained without the support and leadership The existing hardware infrastructure was used, as the BI tool implemented did not need any new investments in hardware. “The vendor provided able developers who developed the initial setup for us and trained us thoroughly on the development and administrative support perspective. Currently,two vendor resources are deployed to develop new reports at MMFSL. Later on, the in-house team will take over the development for upcoming requirements from the business side. 95% IT Challenges from Business The primary business challenge was getting the top management’s attention on the need for information management. “As this was a greenfield project, both the business users as well as the development team did not have an idea what the end product would look like” Suresh A Shanmugam, Head--MMFSL BITS (Business Information Technology Solutions) d e c e mb e r 2 0 1 3 | itnext 29
  • 30. CASE cover story | STUDY SPECIAL What’s new with BI? Mahindra & Mahindra Financial services Ltd subsidiaries, that is, Mahindra Insurance Brokers Ltd and Mahindra Rural housing finance Ltd, have implemented the Analytics and Dashboard to the top management and decision makers. • Mahindra Insurance Brokers Ltd (MIBL):has connected to the business application (MYSQL database) to generate various analytical reports related to cover notes reconciliation, cover notes which are getting expired, insurance company wise penetration/ employee-wise to get more insights and controls. Other analytical reports include business reports for the field force for the retail vertical and those related to Mahindra finance group products. The customer coverage in terms of number of villages covered The technical challenge was to consolidate the data in a meaningful way to gaina deep understandingof the information available and its benefits. Another key challenge was to define a clear and concise model of users’ information needs,as users followedtheir traditional way of getting the information: it was 30 itnext | d e c e mb e r 2 0 1 3 against pan-India villages is also analysed. Analytical reports for users have been provided for them to generate various analytical reports, slice and dice, based on requirements. One key touch interactive dashboard is given to the top management--which will cover business performance(product-wise/state-wiseetc.), collections in terms of premium, insurance company wise penetration. • Mahindra Rural Housing Finance Ltd:has connected to the business application to generate various analytical reports related to business performance,collection, NPA, etc., to drive business and collection. limited to getting information from one data set, unlike in BI where you can link 2 or more data sets to get meaningful information. “As this was a greenfield project, both the business users and the development team did not have an idea what the end product would look like,” remarks Shanmugam. “The management was
  • 31. Frequent Breakdowns hampering your business? Ranganathan N, Head-IT, Mahindra & Mahindra Insurance Brokers Ltd. “Once the right metrics had been identified, we focused on gaining the support of key stakeholders and the co-operation of employees and partners which ensured smooth implementation” in Control Rooms ® Benefits that Business Witnessed “1KEY BI helped us to gainfast and accurate insight to solve complex business problems, react quickly to changing market trends, improve financial exposures, and drive change, thereby gaining real-time insight into customer and market trends,” says Ranganathan. The greatest advantage was no more uncertainty--business users know exactly what to do when they arrive for work every day. Through easy-to-use interactive graphics, gauges and filters, business users can play out scenarios, explore potential outcomes and gain a deeper insight that can help reach decisions faster--and they don’t have to be a technology expert to construct complex queries to do so. Removes harmful gases Prevents corrosion of electronic components Gas Phase Filtration • Most efficient system for purifying the air • Based on advanced Honeycomb technology using chemical filters • Bry-Air EcoScrub looks sleek and works quietly • Designed to complement the servers y ed b Back Serv ice Get in touch with us today! ® ISO 9001:2008 & 14001:2004 CERTIFIED Phone: +91 11 23906777 • E-Mail: bryairmarketing@pahwa.com www.bryairfiltration.com 30.04.2013 RB/BA/1319HVCA1 not convinced about investing in technology in such cash crunch times,” says Shanmugam. “So, we decided on doing a POC. We evaluated different BI tools available in the market and selected 1KEY. During the POC, we could generate a few reports from various business and back-office applications which helped understand the data in terms of sales, collection etc. 28 cm x 10.3 cm
  • 32. Design the on Your Terms IT managers can now implement softwaredefined data center architecture in their data center and beyond--a realistic approach to drive flexibility, agility and easy management By N G e e t h a 32 itnext | D e c e m b e r 2 0 1 3 PHOTO /I LLUSTRATIO N/IMAG ING CRE DIT Data Center
  • 33. Software Defined Data center | insight C loud strategies driven by a software-defined approach will significantly impact organisations in the coming year, says VMware’s 4th Annual Cloud Index, a study that was conducted by Forrester Research across 12 Asia Pacific countries. Another interesting trend that the Forrester group indicated was that Indian organisations were turning to IT to help them grow the business in the current economic environment. IT is seen as a change enabler and source of business value for organisation by a majority of the respondents; most observed that IT decision makers believed in improving the quality and capabilities of their products with rising expectations of customers and improving customer satisfaction. VMware’s VForum, which was held recently and which had a large conglomeration of CIOs and senior IT managers, laid thrust on improving IT agility and responsiveness to business demands based on its research findings. Against this backdrop, a software-defined approach to implementing and managing datacenter resources (servers, storage, networks) was the most sought after by IT decision makers. As part of the transformational journey of IT and IT decision makers, the concept of software-defined data center (SDDC) is most debated; and the question of whether it is hype or a need is most discussed. T Srinivasan, Managing Director, VMware India and SAARC, at the launch of the study at VForum points out, “Business priorities are clearly shifting at a time when optimism is slowly returning to the Indian economy. Business leaders recognise and expect IT to deliver much more RoI; they want the agility and flexibility to adapt to the dynamics of the marketplace while continuing to lower operating costs,” he adds. Having said that, Srinivasan ensures that his team remains committed to evolving the software-designed data center architecture to address IT’s critical needs—enabling businesses to build infrastructure that is radically simpler and more efficient. Software Defined Data Center—A Reality Dan Smoot, Senior Vice President, Global Customer Operations, VMware, argues in favour of SDDC that allows greater flexibility for IT practitioners; saying that this was the greatest innovation that customers are spending their budgets. Smoot fully endorses the view that software-defined data center architecture enables a fully automated zero-downtime infrastructure for any application, and any hardware, now and in the future. How can you drive this change with SDDC? According to Smoot, there are certain building blocks which enable IT managers to design their data centers on their own terms. SDDC is the ideal architecture for private, public and hybrid clouds. How can SDDC be implemented? Smoot says, “SDDC extends virtualisation concepts like abstraction, pooling and automation to all data center resources and services.” These components can be implemented together or in phases. They would include: • Compute virtualisation, network virtualisation and software-defined storage deliver abstraction, pooling and automation of the compute, network and storage infrastructure services • Automated management that delivers a framework for policy-based management of data center application and services Dan Smoot, Senior Vice President, Global Customer Operations, VMware “Our solutions address and automate the full spectrum of software-defined data center operations; IT managers can even extend automated service provisioning, both operational and business management, to heterogeneous and hybrid cloud environments” D e c e m b e r 2 0 1 3 | itnext 33
  • 34. insight | Software Defined Data center Smoot indicates that the software-defined data center can be implemented in 90 per cent of virtualised environments. “However, a lot of headway is required still in addressing business critical applications within SDDC,” he points out. However, according to Smoot, in a SDDC, policy-driven automation enables provisioning and ongoing management of logical compute, storage and network services. The result is unprecedented IT agility and efficiency, with flexibility to support today and tomorrow’s hardware and applications. Preparing for SDDC T Srinivasan, MD, VMware India “Business leaders recognise and expect IT to deliver much more RoI; they want the agility and flexibility to adapt to the dynamics of the marketplace while continuing to lower operating costs” The kind of changes IT managers need to look at, according to Smoot, is to first do away with the traditional system of operational teams working in silos. “The IT teams need to develop consolidation capabilities and bring in changes in skill sets while taking up cross pollinating training lessons,” says Smoot. It is critical to find out how these four components such as compute, networking, storage and management enable SDDC to drive data center agility and efficiency. a) Compute Virtualisation—the modern software-defined compute liberates CPU and memory power from the underlying physical hardware. Server virtualisation forms the basis of a software-defined data center, which extends the same principles to all infrastructure services. b) Network virtualisation—the software-defined data center moves networking and security forward by creating the same kind of software driven abstraction layer that transformed computing. From physical to logical services, a virtual network presents logical network components—logical switches, logical routers, logical For Better Agility and Flexibility through SDDC App-Centric Policies to Automate Storage Consumption Software-defined storage enables consistent policies across all resources in the heterogeneous storage pool, making consumption as simple as specifying the capacity, performance and availability requirements for each application or virtual machine. This policy-based automation maximises the utilisation of underlying storage resources while minimising administrative overhead. Virtualised, Hardware-Agnostic Data Services Data services such as snapshots, clones and replication are delivered in software as virtual data services, provisioned and managed on a per-virtual machine basis. Independence from the underlying storage hardware makes these services especially easy to allocate. Data Persistence through virtualisation of hard disks and 34 itnext | D e c e m b e r 2 0 1 3 solid state drives As server capabilities increase, software-defined storage solutions allow enterprises to augment their storage resources by leveraging the same inexpensive industry-standard hardware they use for compute. Utilise solid state drives and hard disk drive as shared storage for virtual machines to achieve high performance, built-in resiliency, dynamic scalability and up to 50 per cent reductions in storage TCO. Software-Defined Availability The software-defined data center delivers availability for all applications independent of the platform stack. This technology lets you establish a consistent first line of defense for your entire IT infrastructure. You can automatically detect and recover from any software or operating system failure affecting Exchange, SQL, Oracle, SharePoint etc.
  • 35. Software Defined Data center | insight firewalls, logical load balancers, logical VPNs and more— to connected workloads. c) Software-defined storage and availability—softwaredefined storage, a foundational component of the softwaredefined data center, abstracts storage resources to enable pooling, replication and on-demand distribution. The result is a storage layer much like that of a virtualised compute—aggregated, flexible, efficient and scalable. The benefits are across-the-board reductions in cost and complexity of storage infrastructure. d) Data center management and automation—the softwaredefined data center is much more easily and efficiently managed than physical infrastructure and delivers entirely new levels of agility through dramatically faster provisioning, policy-driven governance, elastic scalability and workload mobility across various forms of cloud. “Our solutions address and automate the full spectrum of software-defined data center operations; IT managers can even extend automated service provisioning, both operational and business management, to heterogeneous and hybrid cloud environments,” says Smoot. Steps to build the SDDC and benefits that IT managers could observe: • Virtualisation economics across the data center— Software-defined data center technology helps attain new levels of infrastructure utilisation and staff productivity, substantially reducing both capital expenditures and operating costs • Applications at business speed—Enabling deployments of applications in minutes or even seconds with policydriven provisioning that dynamically matches resources to continually changing workloads and business demands • Business-aware IT control—Driving right availability, security and compliance for every application via automated business continuity, policy-based governance and virtualisation aware security and compliance • Your data center on your terms—The software-defined data center can be leveraged as a private, hybrid or public cloud—in each case, infrastructure is fully abstracted from applications so they can run on multiple hardware stacks, hypervisors and clouds How to build SDDC? Customers have to go in for a proof of concept around SDDC framework and adopt a specialised architecture before they choose to go in for a private or hybrid cloud model. For instance, “We offer several options for implementing SDDC architecture in customers’ private data centers and beyond,” says Smoot According to Smoot, private cloud customers could leverage the vCloud suite to build and run their vSphere-based private cloud. Similarly, “Turn your data center into a vSphere-based private cloud using the SDDC architecture,” he says. As a hybrid cloud, customers can leverage VMware vCloud Sachin Jain, CIO, Evalueserve. “Virtualisation has allowed Evalueserve to consolidate four of its data centers to two, while increasing manageability, uptime, reliability and reducing capital and operating expenditures. With 110 servers consolidated on four IBM blade servers with an unprecedented consolidation ratio of 27.5:1, Evalueserve has also seen dramatic success in containing server sprawl” Hybrid Service and in just hours extend the data center with a public infrastructure-as-a-Service (IaaS) built on VMware’s software-defined data center technology. By integrating a private cloud with a public cloud built on software-defined data center technology, the data center becomes a true hybrid cloud platform, seamlessly spanning on-premises and off-premises environments with a common management, orchestration, networking and security model. D e c e m b e r 2 0 1 3 | itnext 35
  • 36. insight | Tackling Big Data Tackling the Biting Bytes As IT managers grapple with the challenge of tackling the unprecedented data explosion, it won’t be long before data will move from Tera to Peta, and migrate to Exa By Subh a n k a r K un d u 36 itnext | D e c e m b e r 2 0 1 3
  • 37. Tackling Big Data | insight W ith the unprecedented information explosion, managing data has become a Herculean task. Today, across industries, and primarily in manufacturing, retail, telecom, IT/ ITeS, healthcare, BFSI and Oil, IT managers are all betting big on big data; but the challenge they face is to draw up the right strategy for implementation as the nature of business is diverse and so are the requirements. Big data solution providers are advocating the need to do so, and rightly so, because it has become crucial to tackle information and delve deeper to make the best use of it. Big data momentum In a quest to the answer the questions that IT managers often ask on big data, IT Next met Informatica to get a perspective on the present scenario of big data in India and globally. Ashutosh Kulkarni, Senior Vice-President, Informatica, says, “We always had big data; we just figured out that there was a term that could be coined around it. What used to be big was terabytes; I don’t think we have to wait long for exabytes. It’s more about the fact that data is being created in more areas. Earlier, everything used to happen through applications, now data proliferation has happened with channels of social media. It’s also happening in device data as mobile phones are generating more data today,” affirms Kulkarni. Interesting applications are being created to extract the insights from these piles of data. Telecom is one sector where it has become imperative. Unlike in North America, the reality is that most mobile companies in the region have about 100 millions of subscribers, although telecom and mobile networks have been around for longer. Now, compared to Asia, it’s a small number. In Asia, it’s generally several hundreds of millions of subscribers. How Telco leveraged big data Kulkarni refers to a telco customer of Informatica who has over 200 million subscribers in its mobile network and it is making a big transition to 4G. Now, not only does it want to track a detailed record of every call, but also track internet usage on mobile and the browsing behaviour of subscribers to get deep insights into what the subscriber is trying to access, so as to show him/her mobile ads relevant to the information he/she is trying to access. It also has a mechanism where it can track a drop call. For example, if a subscriber experiences a drop call in any particular area, it will instantly get the information and check if there is an issue with the local cell tower in that area. Now, these practices are being put in place to serve subscribers better and provide more services to the targeted segments of subscribers, which can be observed as monetised gateways of big data. Ashutosh Kulkarni, Senior Vice-President, Informatica “The rough cost metric is one terabyte of data costs around US $35000. For a petabyte of data or 5-10 petabytes of data, they have to pay obscene numbers like US $35000 million $50000. It is impossible for CIOs to keep doing this while tackling costs” Now, this telco leveraged big data to enhance customer experience by introducing individualised billing for subscribers to ensure subscribers don’t feel let down by paying for bad service. The telco tried to compensate every time there was a drop call or any other issue that the subscriber faced. Kulkarni says, “Now, none of this was possible five years ago. We were capturing data but didn’t have the processing power to get these imperative insights. This telco implemented a large big data Hadoop infrastructure and partnered with Informatica to put this process in place.” Banking on big data Margaret Breya, Chief Marketing Officer, Informatica, refers D e c e m b e r 2 0 1 3 | itnext 37
  • 38. insight | Tackling Big Data to a customer in the banking vertical in Australia which was looking at designing customised offers based on what a customer’s or non-customer’s requirement was. For example, a customer looking at car dealership is probably looking for a car loan as well. And that too, a location based offering. Now, it’s a challenge for the bank that has a huge customer base to get the data, analyse it for insights; in case of both customers and non customers, too. Margaret says, “In retail and e-commerce, whether it’s ebay, Amazon or the likes of them in India as well, big data is a component they are looking at aggressively.” She cites an example of a retail company in India (without naming it): “The company was looking at a better alignment of the inventory to deliver products within 24 hours from the time of the order. So, it figured out if it can do that, then all the inventory sitting around locally can be sourced from.” How is the concept of ‘V’ being used? Since inception of Gartner’s 3Vs of big data--Volume, Velocity and Variety--there has been a little smoke about the real Sangeetha Phalgunan, Country Manager – India, Informatica “In India, we are trying to grapple with the situation where the data is on premises, and coming from application” 38 itnext | D e c e m b e r 2 0 1 3 Steps in big data processing » Data ingestion » Data Profiling – To identify the issues » Data Cleansing – To fix the issues to trust the data » Data Integration – To have a holistic view of the data » Data Masking – To handle PII (Personal Identified Information) need of big data. Senior IT managers and CIOs don’t look at the big data issue in the same way that vendors do. They do not consider that all the 3Vs pose a challenge to their data management. Kulkarani says, “I think it’s a combination. I don’t think the velocity problem has hit yet. Volume is the biggest issue that most IT managers face. The most common use cases for Hadoop and big data are all around reducing the cost of their existing infrastructure.” So, in several of the first few implementations that we have done, they were using traditional infrastructure in different databases from the companies that sell by the core and were extremely expensive. The rough cost metric that I have observed is that one terabyte of data costs around US $35000. So, if you have petabytes of data or 5-10 petabytes of data, you have to pay obscene numbers like US $35000 million - $50000. It is impossible for CIOs to keep doing this while tackling costs,” he adds. Kulkarni adds, “We would recommend CIOS to move to Hadoop instead and don’t change any of your practices because you need to bring in the data, still need to integrate it, still need to clean it, and need to profile it to understand it properly. Now, all these can happen on Hadoop on thousand nodes low cost hardware. The cost reduction that I have observed is from US $35000 to US $2000 per terabyte, which is significant.” Now, the telco uses CDR (call data record) data which is about a variety of information. The volume and variety are the biggest value propositions. Informatica’s approach towards this trend is to leverage its experience of over 20 years in data management and data integration in the right way. Kulkarni asserts, “We have pioneered some of the techniques and technologies in the space and we helped define the steps to tackle information explosion with intelligence. According to him, the value propositions are that one can leverage Hadoop with low cost capabilities and the other can deal with the new varieties of data. “The partners have hundreds of thousands of developers who are Informatica trained developers. All they do is implement projects using
  • 39. Tackling Big Data | insight Informatica,” says Kulkarni. Throwing more light on the issue, Breya says, “Every Informatica developer becomes a Hadoop developer automatically with no new skills needed, no new training needed. Velocity is on the rise and we have to stay tuned. We can uniquely handle velocity, especially when it comes to machine data. So, loads of opportunities exist in velocity.” Maturity in India Sangeetha Phalgunan, Country Manager – India, Informatica, says, “In India, we are trying to grapple with the situation where the data is on premises and coming from application. That’s where we are today.” Phalgunan points that IT managers need to look more aggressively at the data that’s coming from outside, especially social media. The best I have seen is ICICI Bank; it has a website with a social media interface, but integration has to happen with the core application on premises.” Phalgunan opines that the real issue behind the lower adoption and less maturity is that IT managers and CIOs have not yet really considered how they should handle volume and variety. For example, Indian Oil Corporation Limited (IOCL) had to comply with the nationwide roll-out of changes in the LPG accounting and distribution system that was announced by the Ministry of Petroleum and Natural Gas in 2012. The challenge the IOCL faced was to change the entire architecture from a scattered to a centralised distribution system, covering about 6500 distributors across India. As per the policies, the architecture and new business logic were to be redefined and implemented in two months. Normally, such transformation calls for an effort of two years. The current policy is that a subscriber can opt for any agency like HPCL or IOCL or BPCL. The challenge is getting real time data from distributors; they were not providing the data because, earlier, the distributors were giving the authorised cylinders to the black market. It would be imperative for IOCL to get real time data after the regulations were imposed. And with the real time distribution data in place, the delivery has to be in real time. It would become vital for IOCL to have an interface where consumers’ response which is in real time can be tracked as they can go on Twitter, Facebook or any other social media platform. Phalgunan points out, “That’s the velocity example. All the real time data on social media have to be tracked and linked back to the source from where the information originated. It’s the end-to-end story where you have information flowing from source to sales and distribution to supply chain, which implies the entire flow of data has to be tracked. That’s two to three years away but that’s the vision every organisation should look at.” Margaret Breya, CMO, Informatica “Velocity is increasing. We have to stay tuned. We can uniquely handle velocity, especially when it comes to machine data. So, loads of opportunities exist in velocity” Global Market The Indian market is inquisitive. Telcos in India have an unprecedented scale, besides the financial services, Telcos, retail and e-commerce. In India, IT managers have been trying to solve this problem for a while. When Hadoop came into the picture, BFSI, telecom jumped onto it at an early stage. Breya says, “There are two camps. There are CIOs who are experimenting and tons of experiments are going on. Not that every business process or line of business has figured out what they want to do with big data but they are sure that if they put a haystack of data together, there would be a needle in it. “ So, everybody is trying to figure out what’s the haystack and what’s the needle. And there are folks who are doing it. They are data scientists and they have been studying large quantities of data and analytics.” D e c e m b e r 2 0 1 3 | itnext 39
  • 40. Raju Vegesna | interview CIO now Transforms to BIO Sify Technologies has been architecting and aligning its technology road map with the changing role and need of its customers-the CIOs. Raju Vegesna, Chairman, Sify technologies, in conversation with Subhankar Kundu, lays emphasis on the need for CIOs to transform into BIOs and explain how Sify’s strategy is aligned to this evolution What kind of transformation do you see happening over the IT landscape, and how is the role of a CIO changing because of this evolution? IT should not be looked at from only an IT perspective. There is an evolution to the effect that I would rather term it BT, or business technology. The reason is simple. My vision, and I am sure the IT fraternity at large would agree, is that every initiative that IT drives is useful to the business and hence it is ideal to refer to it as business technology. Another evolution that I observe happening globally is that the CIO, the chief information officer, should be called a BIO, or Business Intelligent Officer. Rightly so, as in this whole transformation journey, CIOs and their teams are provisioning the business to drive more volumes, service their customers better with the intelligent inputs that IT teams bring through analytics, thereby helping the business to increase its wallet share from the same customers. CIOs, traditionally, are IT people. BIO is more apt a designation because they are no longer the IT people who look into only the architecture, server, storage and other components of IT. The moment they are called BIO, they must enable the business with analytics; the responsibilities are not just confined to typical IT. They have to leverage these technologies to help businesses grow, look at the profitability, budgeting and how businesses are being empowered. CFOs are depending more on BIOs than ever before. For example, say, a banking organisation in 2.0 environments used web products to sell two products. The new BIO will walk the extra mile and enable business to create revenue streams, ensure higher profits and at the same time, strategise effective cost cutting measures. How have you aligned Sify’s future road map with such an IT transformation? Sify’s earlier concept around Sify 1.0 was all about consumer business. The evolution to Sify 2.0 was about taking our high-tech, lowcost orientation into the enterprise sector. We started at Sify 1.0 which was an ISP company. Sify 2.0 is an enterprise company where we build data centers. Now, the most critical Sify 3.0 (ISV) is a distruptive happening in the IT industry, which is a convergence of telecom and IT services revolving around infrastructure, platform and applications. As we continue to invest and observed the successful rollout of many new enterprise products, our revenue mix began to D e c e m b e r 2 0 1 3 | itnext 41
  • 41. interview | Raju Vegesna change. Sify is now earning more than 90 per cent of its revenue from enterprise customers. I believe our proven track record of providing IP-based data services over a Tier I telecom backbone infrastructure in India is the biggest proof of our competence. We are still going to focus on India which means spreading our presence over the length and breadth and knowing the Indian market inside out. It also means servicing all of India, not just the top cities. How much does your technology or business road map get aligned with the CIOs’ transformation journey across large enterprises? We are focusing on five business lines – Telecom Services, Data Centers, Cloud and Managed Services, Application and Technology Integrated Services. We have one of the biggest networks in the country and are continuously growing, reaching more than 1200 cities and towns across the country. As to data centers, we have had four of them operational for a few years; we have opened another in Noida. It has unparalleled benefits specifically designed for the next generation data center: 55,000 sq.ft. of raised floor space, modular and customisable, built to cater to high density load designed for 1.6 PUE at 100% loading, high scalability and availability with 99.982% quarterly uptime and ‘Z’ level security for maximum data security. We have invested hugely on cloud to support different platforms with 3 intellectual properties. In applications, we have our own home grown applications like forward supply chain and learning management services. In Technology Integration Services (TIS), we try to combine our IT capabilities with core telecom and data center products to provide a converged ICT (information 42 itnext | D e c e m b e r 2 0 1 3 and communications technology) solution to the customer. We have our homegrown expertise in design, implementation and maintenance to deliver end-to-end managed IT services across data centers, network and security. So, the road map for the next five years is to emerge as an endto-end solutions provider for both large enterprises and the growing SME market, earning the confidence of the BIOs by catering to their businesses through a thorough understanding of their requirements and designing solutions that are best suited. Aligned to your road map and your market penetration, which technologies do you think BIOs need to look at “Another evolution that I observe happening globally is that the CIO, the chief information officer, should be called a BIO, or Business Intelligent Officer, to provision the business to drive more volumes” aggressively to make a mark? Cloud is definitely a key ingredient of disruption in these changing times, where emerging technologies are taking over traditional IT. Enterprise mobility and mobile apps are on the rise. But more importantly, I think security is the most critical area where BIOs need to focus more than before. Cloud is a key aspect to that and this would be the biggest investment in the next five years, with more than 50 per cent of the total
  • 42. Raju Vegesna | interview approaches the CFO or CEO to suggest a solution or try to convince them about an investment that can benefit the business, there would still be an iota of pessimism because the role is still under transformation and it would take some time for the CIO to accept himself as a business person. The challenge is for BIOs to take up the challenge, present a strong case which is convincing enough, and show ultimate productivity and ROI. IT spend revolving around it. We are not just talking of cloud services for large enterprises, but also for small and medium enterprises, who will use our cloud services to level the playing field with their larger competitors. Next is big data. Organisations expect BIOs to provide real time data on how the businesses are doing, and helping companies make sense of the information explosion. Leading companies are using data collection and analysis to examine how they can experiment to make better management decisions; some are using data for basic low-frequency forecasting like the studies that are done on social media to understand the sentiments of customers. We want to help businesses make use of the massive amount of information available in the era of ‘Big Data.’ This is where we want to step in. We want to be the best support structure for BIOs, and aid them by providing tools that help them be successful. This is what drives us towards data analytics and business intelligence. Find other interviews online on the website www.itnext. in/resources/ interviews What are the challenges CIOs face today in positioning themselves as key decision makers? IT is a technology. IT is a productive tool. Based on that principle, it would be critical to see how they are going to use IT to run the organisation much faster, much wiser, more profitable and with much growth. A BIO has to transform the domain knowledge of business people into IT. The more a BIO becomes relevant, the more budget and confidence he gets from the CFO. In a country like India, manpower cost is growing. If everybody is working productively, an organisation is well managed and well orchestrated. Most organisations get into trouble working on wrong, unproductive things. By having the right tools and solutions, inefficiencies can be removed and challenges resolved by CIOs. The fact is that the CIO has to be transformed and that’s not going to happen overnight. When the CIO or BIO Do you think IT budgeting would pose a big challenge for CIOs/BIOs in 2014? To be honest, IT budgets will increase. For a BIO, the IT budget is not a challenge because he is becoming more relevant to the organisation. It doesn’t matter whether CFOs are looking at cutting costs or increasing revenue. People are going to invest in endto-end solutions. Solutions have to be woven keeping in mind the specific needs of different verticals. Do you think it is necessary to try and reduce users’ dependency on the IT team and promote self-service IT? When the transformation from IT to BT is happening, we need to have people with different skill sets. So, when we need to have different skill sets, we need to automate some of the old processes. IT teams will have the budget the moment they show productivity to the business people in the organisation. So, it is not just the CIO who has to grow but the entire IT team. The entire IT team has to be transformed into a business intelligence team. Organisations that won’t focus on the transformation will suffer. The team does not need to be reduced, but it’s important to make team members more relevant; and the only way to do that is to groom them with business acumen. D e c e m b e r 2 0 1 3 | itnext 43
  • 43. cube chat | Ravi Prakash Passion for New Technologies “Never thought of pursuing IT as a career but a surprise job opened up a new world and then there was no looking back,” says Ravi Prakash, Assistant General Manager– IT Infrastructure, Himatsingka Seide Ltd. By subhank ar k u nd u F Walking that extra mile to keep the team motivated 44 itnext | d e c e m b e r 2 0 1 3 or Ravi Prakash, it was by chance and not by choice that he got into IT, but he regards it as a blessing in disguise. The turning point? He enrolled for a short term course after graduation during which the organisation offered him a job when it diversified into the ISP business. Working with the only ISP around, he was the obvious choice to set up the infrastructure when an MNC started its operations. Ravi heads the IT Infrastructure team at Himatsingka Seide. He is responsible for strategy, projects, operations, security, and asset life cycle management and also for effective utilisation and compliance of licenses of various OEMs like Microsoft, Adobe etc. His team works under stringent SLAs for resolution of incidents as it is responsible for maximum uptime of server and network infrastructure spread across locations and availability of business critical applications like SAP ERP, email and HRMS, etc. The field of IT is changing at a very fast pace. He ensures that solutions and systems that are being deployed in the organisation are always up to date. Ravi says, “I keep my eyes and ears open with respect to new technologies available in the market. Subscription to IT publications definitely helps me. Other ways are reading various case studies, and interacting with industry peers and technology advisors.” At Himatsingka, he embraced virtualisation for server infrastructure which helped IT to be scalable and flexible to business demands, by adopting D2D for backup infrastructure with de-dupe and replication technologies--which helped in cost savings and seamless critical data availability. He follows a thorough external audit for compliance towards operational and security processes adherence.
  • 44. cube chat Fact File Nam e Ravi Prakas h. D uggi ral a C urr ent d es ignatio n As s i stant Genera l M anager – IT In frastruc ture “IT manager should have strong team building abilities. He should encourage team members to think out of the box and innovate” Ravi says, “I ensure that the team is always motivated through introducing job rotation across domains, being a mentor for new comers and being approachable. The fact that we had only one separation in the past 4 years is an indicator of the team’s job satisfaction.” He asserts that at Himatsingka, employees are encouraged to be innovative. Innovation is a part of KRAs for all team members. He believes the culture of freedom has resulted in many innovations which ultimately helped in increasing efficiency. Explaining a case of how the team supported him Prakash says, “The biggest challenge was during a critical project which involved the revamping of major Infrastructure components; which was delayed and we did not have the option of postponing the delivery schedule due to the pre-announced date for applications’ launch, he says. He and his team walked the extra mile to see the project completion through without any delay and with zero compromise on quality. Ravi says, “Challenges come in many shapes, sizes, and danger levels. Attitude often determines whether we face the crisis successfully or crumble under pressure.” “Of all the great people, I am inspired by Bill Gates. He has revolutionised computing with windows,” says the forward thinking IT manager. Outside of his office, he loves to fly Remote Control planes. He has a huge collection of such planes. “Of course, I did manage to hard crash a few of them and lost a few, too,” smiles Ravi. He has always dreamt of moving around the city in a self-driving car which can navigate city traffic. C urr ent role Res pons i ble for IT Infrastruc tur e strategy, pr oj ec ts and operations at Hi m ats i ngka S eid e. Expertis e 15+ years acros s i ndustries of Tel ec o m , IT /ITES, Retai l and M anufac turing i n vari ous c apac i ti es . Favouri te quote: “An arm y of s heep l ed by a lion is stron g er than an arm y of l io ns led by a s heep”. Favouri te book: Ric h Dad Poor Da d Favourite food : Any thing from my M om ’ s ki tc hen. Favourite d esti natio n: L adakh Favouri te gad get for work : S m art Phone. Favouri te gad get for pers onal: Pl ayStation D e c e m b e r 2 0 1 3 | itnext 45
  • 45. event Report Gearing Up for the Top Role IT NEXT hosted Pocket CIO Program, a two-day training and certification program to pave the way for IT managers to upgrade skills and get equipped for CIO’s role C IOs of tomorrow are expected to be outstanding business leaders, not just good technical experts, who can collaborate and communicate within and outside the business enterprise. They are expected to show initiative, lead their teams successfully and add strategic value to their organisations. Aspirants across the country who are playing critical roles of senior IT Managers attend the program to get a fresh perspective of IT dynamics in today’s complex scenario. The Purpose The Pocket CIO program from ITNEXT is designed to help upcoming and aspiring CIOs gain these essential managerial and leadership skills. ITNEXT will organise a series of twoday training sessions in Delhi, Mumbai and Bangalore, to equip attendees with strategic, technical and soft-skills that will prepare them for the CIO role. The training sessions were hosted by experts, and featured eminent CIOs. IT NEXT, published by 9.9 46 itnext | D E C E M B E R 2 0 1 3 Pocket CIO program goin g in full swin g Akanksha Pundir on innovation in IT
  • 46. event Report in one of the engrossing sessions with pa rticpantof pocket CIO prgram participant awarded certificate of achievement some interesting anecdotes from the next100 winners 9 .9 m e di a gro u p e di to r, R gi ri dh ar p res e nt i ng a cert i fi c at e to a pa rt i c ipa nt Media, held the managerial and leadership program titled ‘Pocket CIO,’ designed to help upcoming and aspiring CIOs gain essential leadership and managerial skills with style and substance. The idea behind the program emerged from the need for IT managers to upgrade their skills and to enable them to stay abreast of the constantly changing trends and technologies. CIOs, today, need to become business enablers, not just IT implementers. D E C M B E R 2 0 1 3 | itnext 47
  • 47. event Report T D Chand ras ekhar in an interesting s es sion on day 2 in bangalore on the functioning of the human brain part i c i pa nt awarde d t he B roadband Ne t wo rk T ec hno lo gi es Award by TE Co nnec t i vi t y pa rtcipa nts throwing questions at the pres enter participant presenting an insight from real life situations Debashis Majumdar receiving the IT Infrastructure Management Award by HCL’s Senior Team Member 48 itnext | D E C E M B E R 2 0 1 3 The Pocket CIO Program ITNEXT organised a two-day training and certification sessions in Mumbai, Bangalore and Delhi to equip attendees with strategic, technical and soft skills concerning the CIO role. Professional experts and eminent CIOs hosted the sessions. The participants’ awareness and knowledge were examined with tests after each technology session. On Day 1, technology vendors shared views on relevant trends and innovations in the industry and the technologies that they represent. Among the vendors were Vodafone, Juniper Networks, Kaspersky, TE Connectivity, Nex Gen, HCL and Wipro. About 240 ITDMs attended the sessions and were provided orientation on various topics during the sessions, which was followed by a test. The topics during the technology session tracks included: • Next generation campus networking • Embracing enterprise mobility & BYOD Day 2 included sessions by industry experts on leadership and soft skills and leadership in the corporate context, communication skills, innovation and so on. Each training session in the Pocket CIO program involved an assessment. The scores secured on the assessments is the basis for the award of the “Pocket CIO” certificate. Attendees who scored above the minimum grade were awarded the “Pocket CIO” certification. The technology award was also given away at each of the locations to the top scorer in that particular technology test. The program provided a unique opportunity for technology partners to present themselves as enablers to the success of IT
  • 48. event Report managers and not just being technology solutions providers. Technology Award Winners: Enterprise Voice and Data Solutions Award by Vodafone 1. Bangalore: Srikanth Mattipalli, IT Director, Tyco International 2. Mumbai: Amandeep Hunjan, Manager – IT Support, Orange Business Services 3. Delhi: Atul Vij, Vice President – Group IT Improvement Cell, Minda Industries Ltd. Network Innovation Award by Juniper Networks 1. Bangalore: Piyush John, DGMIT Transformation, ING Life Insurance 2. Mumbai: Arun Batram, Senior Vice President, SmartStream Technologies India Pvt. Ltd. 3. Delhi: Deepak Gupta, Senior Manager – IT, Jamna Auto Industries Ltd. IT Solutions Award by Wipro 1. Bangalore: Vasudev M Pai, Head Technical, Getit Infomediary 2. Mumbai: Arun Batra, Senior Vice President, SmartStream Technologies India 3. Delhi: Deepak Gupta, Senior Manager – IT, Jamna Auto Industries Ltd Virtualisation and Cloud Computing Award by Emerson/ Nxt Gen 1. Bangalore: Sivasubramanian M, Head MFGSM, Mahindra & Mahindra Financial Services 2. Mumbai: Tarun Sharma, Asst. General Manager Management Services, Gujarat Gas Company 3. Delhi: Satinder Gupta, DGM – IT Applications, Jubilant Life Sciences Virtualisation and Cloud Computing Award by VMware 1. Bangalore: Hari Varma, Participant presented a certificate Senior Manager-IT, Concentrix Technologies India Pvt Ltd 2. Mumbai: Paresh Haria, CTO, PCS Technology 3. Delhi: Rajesh Gupta, Deputy Manager – IT, Mother Dairy Fruit & Vegetable Broadband Network Technologies Award by TE Connectivity 1. Bangalore: Sathish Karanth, General Manager - Systems, Metro Cash & Carry India 2. Mumbai: Jaisingh Varma, Senior Manager – Technology, Cenveo Publisher Services 3. Delhi: Imran Ali, Sr. Manager – Technical, Microsense IT Infrastructure Management Award by HCL 1. B a n g a l o r e : Debashish Majumdar, Senior Manager, Capgemini Consulting 2. Mumbai: Kaustav Das, Delivery Head – Sap, Higbar Technologies Ltd. 3. Delhi: Atul Vij, Vice President – Group IT Improvement Cell, Minda Industries Ltd. Enterprise Security Award by Kaspersky 1. Bangalore: KG Subramanian, SVP IT, Ing Vysya 2. Mumbai: Vinay Wandrekar, Senior Manager – IGM, Sandoz Pvt. Ltd. 3. Delhi: Golok Kumar Simli, Principal Consultant & Head – Technology, Ministry of External Affairs, Government of India. participan ts in volved in an in ter estin g activit y at a session D E C M B E R 2 0 1 3 | itnext 49
  • 49. update NEW indulge The hottest, the coolest and the funkiest next generation gadgets and devices for you Here is a preview of the latest tech toys on the block to add to your arsenal. Take your pick and then go splurging! SanDisk Extreme II 240GB It uses marvell’s new Monet 88SS9187 controller. The real world read and write transfer figures for an 8GB sequential file were in range of 320 MB/s and 380 MB/s respectively. It’s expensive but its’ quick. Price: `26,100 Logitech UE900 The unique design of the UE900’s is meant to sit snugly in the ear canal, with the cable twisting over and behind the ear. The UE 900’s package also includes ear cushions in eight different sizes additionally - 5 silicon and 3 foam. It’s a premium in-ear noise isolation that will appeal to the fanatics. HOT Price: ` 34,995. Bose Sound Touch 30 It’s our best one-piece Wi-Fi music system, with access to Internet radio and music services right in. If you have a home Wi-Fi network, you have all you need to stream your music at the touch of a button. It comes with audio format support for MP3, WMA, AAC. Price: ` 52,763 Thermal Take GOrb II The design has evolved from the original GOrb, but this new version is much different. The top is a rubber pad with the bright red plastic on both halves. The design is stepped to allow openings for airflow. It has roughly 15” of braided cable between the halves, and 7” of power cable with the pass-through USB connection on it. Price: ` 9,990. Like something? Want to share your objects of desire? Send us your wish-list or feedback to editor@itnext.in 50 itnext | d ecembe r 2 0 1 3
  • 50. update open Debate book For you A platform to air your views on the latest developments and issues that impact you The One Thing The One Thing by Garry Keller and Jay Papasan is about focussing on one idea rather than running after a lot of things. Hemant Y Kulkarni DGM – Corporate IT, Kirloskar Electric Company Sahil Sagar Head, IS and Technology, Aditi Technologies HADOOP is used where the data size is more than 100TB and where the servers are located in multiple locations. Hadoop is used for increasing the speed on query and reports; if the data is under 100TB, they suggest using HANA. However, they also say that HADOOP with HANA increas- Hadoop was described as the Swiss army knife of the 21st century by the judging panel in the innovator of the year award 2011, and rightly so, as it has all the ingredients for big data analysis on the technical front, right from distributed file system to map reduce and cluster management. The Swiss knife is as good as the person who is holding it, so the maturity of the organisation on what it want from the big data analysis, the understanding of the platform and the quality of the data to be processed will be key to success. es the speed of a query and reports by almost 10 times. Also, to get real time information from massive storage such as Hadoop, HANA can be directly integrated to Hadoop. So, the combination of Hadoop and HANA to get real time information from huge data plays a critical role. Srikanth Mattipalli IT Director, Tyco Hadoop Architecture is not sufficient for big data analytics when we talk about terabyte or more than that of data. There could be issues with architectural breakdown which can be supported by Hadoop but it’s definitely not the only solution for big data analysis. It does make sense to do extensive examining of a data set in Hadoop, but a relational store is better for conducting an operational analysis of what was uncovered. It depends on how the data has been structured at the database level. So, Hadoop Architecture is definitely complementary but not the only method. ‘The One Thing’ explains the successful habit to overcome the six lies that block our success, beat the seven thieves that steal time, and leverage the laws of purpose, priority, and productivity. Sometimes, it’s the only thing you do. But it’s always the ONE Thing that delivers extraordinary results. It is very readable and well written with good examples and stories to justify the author’s idea. It has several drawings that nicely fill the gaps and visualise the written text. The trick to success is to choose the right habit and bring just enough discipline to establish it. That’s it. That’s all the discipline you need. As this habit becomes part of your life, you’ll start looking like a disciplined person, but you won’t be one. What you will be is someone who is something regularly working for you because you regularly worked on it. Gary Keller is chairman of the board and cofounder of Keller Williams Inc. which is one of the leading real estate companies in The United States. Jay is the editor at HarperCollins Publishers and co author of Gary’s books. IT NEXT Verdict It’s a great book on productivity. Explains the success habit, identifies myths that block our success and good tips on better Your views and opinion matter to us. Send us your feedback on stories and the magazine to the Editor at editor@itnext.in time management. Star Value: PHOTO IMAG ING Pe te rson PJ ‘Is Hadoop sufficient to do Big Data Analysis?’ AUTHOR: Gary Keller and Jay Papasan PUBSLISHER: Bard Press d e c e m b e r 2 0 1 3 | itnext 51
  • 51. event Report | Dimension data Scaling, Securing and Optimising the DC CIOs and ITDMs were part of a fun-filled, interactive session at an event on Data Center T he data center has always been a challenge for the IT community. ITNEXT, in partnership with Dimension Data, organised a unique workshop on optimising, scaling and securing the data center. The half-day, hands-on workshop involved case studies and game play along with tons of peer learning and fun. About 22 CIOs and ITDMs attended the sessions which threw light on data center performance Participant presented with a memento 9. 9Me dia g roup E ditor, R G i ri dha r prese nti ng a c ertif icate to a pa rti ci pa nt 52 itnext | D E C E M B E R 2 0 1 3 Interatcive session on the new strategies of data center
  • 52. Dimension data | event Report r Girid har giving a key note In a fun- filled, inter active s es sion with participan ts unique workshop on optimising, scaling and securing the data center providing an insight on current & future requirements of DC Part i c i pant t h row i ng qu est i o ns at t h e p res e nt e r optimisation and security and provided an insight on their organisation’s current and future requirements. One of the attendees, Parag Karhadkar, Head IT - India, Emerson, said, “It was a good case study exercise for better networking with people.” The sessions were very interesting. More such sessions will help to understand business and IT alignment,” said Visvesh Petkar, Deputy Manager – IT, Mahindra Heavy Engines Pvt Ltd. Among the others present were Prakash Pawar, Chief Information Officer, Vertieye Technologies; Somesh Chablani, Sr. IT Director, SunGard India; Prasad Kadam, AGM - IT, Deepak Fertilizers & Petrochemicals; A A Shaikh, AVP – IT, Affinity Express; and Mandar Munagekar, Head – IT, Fujitsu Consulting India. Since its inception over 30 years ago, Dimension Data has established itself as a world leader in ICT services, employing over 15,000 talented individuals. Its history is peppered with milestones, awards and achievements − testament to its continued technological leadership in a complex and dynamic industry. The company has operations in over 50 countries, over 15,000 employees and over 6,000 clients. D E C M B E R 2 0 1 3 | itnext 53
  • 53. event Report -Integration for DC efficiency Integrating for DC efficiency IT decision makers are faced with the million dollar question of opting for the right data center solution S igmabyte, Network Cabling Integrators and Panduit, in association with IT Next, held a conference on 25th October, 2013 at ITC Windsor to discuss the rapid pace of technological change which is compelling all IT decision makers to re-examine their current datacenter infrastructure. IT heads need to ensure that infrastructure is ready to effectively support organisational growth and business requirements—in a flexible and cost effective fashion. Presentations were made by S Vasunandan and Chandrasekhar G from Panduit and Ketan Kothari from Sigma-Byte. S Vasunandan, Regional Director, India & South West Asi a, Panduit sharing his insights on Data Center Optimisation methods Ke tan kot h ari M D, S i gm aby t e c o m p u t e rs s h ari ng insi gh ts o n h ow to i nc re as e DC e ffici e ncy 54 itnext | D E C E M B E R 2 0 1 3 in a Q&A session
  • 54. Integration for DC efficiency | event Report participants engrossed at the event, gathering interesting insights on integrated solutions for DC Panel discussion with Geetha Nandikotkur, editor, ITNEXT participant throwing a question at the panel S Vasunandan, Regional Director, India & South West Asia, Panduit sharing 3 key facts about DC efficiency A panel discussion was also conducted which included: 1. Mr Lalit Sharma, Head IT, Ernst & Young 2. Mr Umesh Bhapkar, Head IT - Operations & Infrastructure & CISO, Tata Technologies 3. Mr N Gajapathy, Chief Advisor /Principal Consultant, CEO & vCIO VG Solution & Services 4. Mr Ravi Prakash, AGM IT(Currently Head IT), Himatsingka Participants in a demo session Today, customers look to Panduit as a trusted advisor who works with them to address their most critical business challenges within their Data Center, Enterprise, and Industrial environments. 42 ITDMs and 10 CIOs/Head-ITs from various industry verticals were present at the event. D E C e M B E R 2 0 1 3 | itnext 55
  • 55. my log Sangita thakur varma Managing Editor, India Now Strategic Team Crisis Management Look at the larger goals to bond better In a today’s super surcharged corporate atmosphere with everyone on a short fuse—from the doorman to the top boss—it takes but a small provocation for a major crisis to erupt. Sometimes, it just needs the flimsiest of pretexts for fingers to start pointing at each other and decibels to be raised in slanging matches. You, as the team manager, have a hard job keeping tempers down and the immediate goal in sight—it maybe the looming customer delivery go live date for that software solution that you are developing . Handling temperamental members along with keeping a million dollarworth crucial client happy, undoubtedly, is a ready recipe for stress. But you know that your team-mates are indispensible for what they bring to the table. Hence, it calls for strategic team crisis management. First of all, how well-managed are you? Do you have a schedule for each step of the project or do you just work against that big deadline looming in the future? In an IT project delivery timeline, we need to slot in stage-wise milestones between the start date and the end date of the project. It is always better to put down achievable targets against which the team can work. That’s the first step to averting a team crisis—a time-bound schedule of delivery for each step and process that affixes responsibility on the team. But then the best laid plans of mice and men do go awry. What when 56 itnext | d e c e m b e r 2 0 1 3 despite the best intentions and precautions, the crisis happens—there is panic all around! As a team leader, by now you must be aware of the nature of each member. Can you identify the one who hits the panic button at the first whiff of trouble? Yes, that’s the one to tackle first. This member works on the morale of others, a naysayer, who erodes the confidence of the team. Berating is not the approach. Acknowledge his fears and then deal with them one by one to his and the team’s satisfaction. This will clear the air and any doubts lurking in the mind. When you start backtracking to fix the problem/s, tempers will rise. It is time to tackle the slippery sort, the ones who shrug off responsibility by pointing finger at someone else. You need to be very sensitive and diplomatic here, as there is more than one ego involved. In an open team discussion, track the root of the problem and emphasise that it is a team project. Beware of the aggressive sort ready to score one against the client. It is better to calm down the rabble-rouser diplomatically before you have more members joining the chorus. When all else fails, call a session to look at the larger goals of the team as aligned to the company’s vision. This provides the platform for brotherly bonding and brings back the bonhomie that gets things back on track, while reaffirming faith in the greater good. 3 Essential Reads Raju Vegesna | interview CiO nOw transfOrms tO BiO Sify Technologies has been architecting and aligning its technology road map with the changing role and need of its customers-the CIOs. Raju Vegesna, Chairman, Sify technologies, in conversation with Subhankar Kundu, lays emphasis on the need for CIOs to transform into BIOs and explain how Sify’s strategy is aligned to this evolution what kind of transformation do you see happening over the it landscape, and how is the role of a CiO changing because of this evolution? IT should not be looked at from only an IT perspective. There is an evolution to the effect that I would rather term it BT, or business technology. The reason is simple. My vision, and I am sure the IT fraternity at large would agree, is that every initiative that IT drives is useful to the business and hence it is ideal to refer to it as business technology. Another evolution that I observe happening globally is that the CIO, the chief information officer, should be called a BIO, or Business Intelligent Officer. Rightly so, as in this whole transformation journey, CIOs and their teams are provisioning the business to drive more volumes, service their customers better with the intelligent inputs that IT teams bring through analytics, thereby helping the business to increase its wallet share from the same customers. CIOs, traditionally, are IT people. BIO is more apt a designation because they are no longer the IT people who look into only the architecture, server, storage and other components of IT. The moment they are called BIO, they must enable the business with analytics; the responsibilities are not just confined to typical IT. They have to leverage these technologies to help businesses grow, look at the profitability, budgeting and how businesses are being empowered. CFOs are depending more on BIOs than ever before. For example, say, a banking organisation in 2.0 environments used web products to sell two products. The new BIO will walk the extra mile and enable business to create revenue streams, ensure higher profits and at the same time, strategise effective cost cutting measures. How have you aligned sify’s future road map with such an it transformation? Sify’s earlier concept around Sify 1.0 was all about consumer business. The evolution to Sify 2.0 was about taking our high-tech, lowcost orientation into the enterprise sector. We started at Sify 1.0 which was an ISP company. Sify 2.0 is an enterprise company where we build data centers. Now, the most critical Sify 3.0 (ISV) is a distruptive happening in the IT industry, which is a convergence of telecom and IT services revolving around infrastructure, platform and applications. As we continue to invest and observed the successful rollout of many new enterprise products, our revenue mix began to D e c e m b e r 2 0 1 3 | itnext 39 Sify's Chairman Raju Vegesna lays emphasis on the need for CIOs to transform as BIOs Pg 38 Software DefineD Data center | insight C Design the Data Center on your Terms IT managers can now implement software-defined data center architecture in their data center and beyond--a realistic approach to drive flexibility, agility and easy management By N Ge e Th a loud strategies driven by a software-defined approach will significantly impact organisations in the coming year, says VMware’s 4th Annual Cloud Index, a study that was conducted by Forrester Research across 12 Asia Pacific countries. Another interesting trend that the Forrester group indicated was that Indian organisations were turning to IT to help them grow the business in the current economic environment. IT is seen as a change enabler and source of business value for organisation by a majority of the respondents; most observed that IT decision makers believed in improving the quality and capabilities of their products with rising expectations of customers and improving customer satisfaction. VMware’s VForum, which was held recently and which had a large conglomeration of CIOs and senior IT managers, laid thrust on improving IT agility and responsiveness to business demands based on its research findings. Against this backdrop, a software-defined approach to implementing and managing datacenter resources (servers, storage, networks) was the most sought after by IT decision makers. As part of the transformational journey of IT and IT decision makers, the concept of software-defined data center (SDDC) is most debated; and the question of whether it is hype or a need is most discussed. T Srinivasan, Managing Director, VMware India and SAARC, at the launch of the study at VForum points out, “Business priorities are clearly shifting at a time when optimism is slowly returning to the Indian economy. Business leaders recognise and expect IT to deliver much more RoI; they want the agility and flexibility to adapt to the dynamics of the marketplace while continuing to lower operating costs,” he adds. Having said that, Srinivasan ensures that his team remains committed to evolving the software-designed data center architecture to address IT’s critical needs—enabling businesses to build infrastructure that is radically simpler and more efficient. Software Defined Data Center—A Reality Dan Smoot, Senior Vice President, Global Customer Operations, VMware, argues in favour of SDDC that allows greater flexibility for IT practitioners; saying that this was the greatest innovation that customers are spending their budgets. Smoot fully endorses the view that software-defined data center architecture enables a fully automated zero-downtime infrastructure for any application, and any hardware, now and in the future. How can you drive this change with SDDC? According to Smoot, there are certain building blocks which enable IT managers to design their data centers on their own terms. SDDC is the ideal architecture for private, public and hybrid clouds. How can SDDC be implemented? Smoot says, “SDDC extends virtualisation concepts like abstraction, pooling and automation to all data center resources and services.” These components can be implemented together or in phases. They would include: • Compute virtualisation, network virtualisation and software-defined storage deliver abstraction, pooling and automation of the compute, network and storage infrastructure services • Automated management that delivers a framework for policy-based management of data center application and services Dan Smoot, Senior Vice President, Global Customer Operations, VMware “Our solutions address and automate the full spectrum of software-defined data center operations; IT managers can even extend automated service provisioning, both operational and business management, to heterogeneous and hybrid cloud environments” D e c e m b e r 2 0 1 3 | itnext VMware's Sr. VP, Dan Smoot on how to build the DC on your terms Pg 30 cube chat | Ravi PRakash cube chat Passion for New technologies “never thought of pursuing it as a career but a surprise job opened up a new world and then there was no looking back,” says Ravi Prakash, Assistant General Manager– IT Infrastructure, Himatsingka Seide Ltd. By S u B H A n k A R k u n du F Walking that extra mile to keep the team motivated 44 itnext | D e c e m b e r 2 0 1 3 or Ravi Prakash, it was by chance and not by choice that he got into IT, but he regards it as a blessing in disguise. The turning point? He enrolled for a short term course after graduation during which the organisation offered him a job when it diversified into the ISP business. Working with the only ISP around, he was the obvious choice to set up the infrastructure when an MNC started its operations. Ravi heads the IT Infrastructure team at Himatsingka Seide. He is responsible for strategy, projects, operations, security, and asset life cycle management and also for effective utilisation and compliance of licenses of various OEMs like Microsoft, Adobe etc. His team works under stringent SLAs for resolution of incidents as it is responsible for maximum uptime of server and network infrastructure spread across locations and availability of business critical applications like SAP ERP, email and HRMS, etc. The field of IT is changing at a very fast pace. He ensures that solutions and systems that are being deployed in the organisation are always up to date. Ravi says, “I keep my eyes and ears open with respect to new technologies available in the market. Subscription to IT publications definitely helps me. Other ways are reading various case studies, and interacting with industry peers and technology advisors.” At Himatsingka, he embraced virtualisation for server infrastructure which helped IT to be scalable and flexible to business demands, by adopting D2D for backup infrastructure with de-dupe and replication technologies--which helped in cost savings and seamless critical data availability. He follows a thorough external audit for compliance towards operational and security processes adherence. Fact File Name R avi P Ra k as h . D ug g i Ra l a C uR R e N t Des i g N at i oN as s i sta Nt g e N e R a l m aN ag e R – i t i N fR ast R uC t uR e “IT manager should have strong team building abilities. He should encourage team members to think out of the box and innovate” Ravi says, “I ensure that the team is always motivated through introducing job rotation across domains, being a mentor for new comers and being approachable. The fact that we had only one separation in the past 4 years is an indicator of the team’s job satisfaction.” He asserts that at Himatsingka, employees are encouraged to be innovative. Innovation is a part of KRAs for all team members. He believes the culture of freedom has resulted in many innovations which ultimately helped in increasing efficiency. Explaining a case of how the team supported him Prakash says, “The biggest challenge was during a critical project which involved the revamping of major Infrastructure components; which was delayed and we did not have the option of postponing the delivery schedule due to the pre-announced date for applications’ launch, he says. He and his team walked the extra mile to see the project completion through without any delay and with zero compromise on quality. Ravi says, “Challenges come in many shapes, sizes, and danger levels. Attitude often determines whether we face the crisis successfully or crumble under pressure.” “Of all the great people, I am inspired by Bill Gates. He has revolutionised computing with windows,” says the forward thinking IT manager. Outside of his office, he loves to fly Remote Control planes. He has a huge collection of such planes. “Of course, I did manage to hard crash a few of them and lost a few, too,” smiles Ravi. He has always dreamt of moving around the city in a self-driving car which can navigate city traffic. C uR R e N t R ol e R esP o N s i b l e foR i t i N fR ast R uC t uR e st R at eg y, P R ojeCts a N D oP e R at i oNs at h i m ats i Ng k a se i D e . exP e Rt i s e 15+ ye a Rs aC R os s i N D ust R i es of te l eC om , i t /i t es , R e ta i l a N D m aN u faC t uR i N g i N va R i ous C aPaC i t i es . favou R i t e quot e : “a N a R m y of s h e e P le D by a l i oN i s st R o N g e R t h a N a N a R m y of l i oNs l e D by a s h e e P”. favou R i t e b ook : R i Ch Da D P ooR Da D favou R i t e fooD : a N y t h i Ng f Rom m y m om ’s k i tCh e N . favou R i t e Dest iN at i oN : l a Da k h favou R i t e ga D g e t fo R woR k : s m a Rt P h oNe . favou R i t e ga D g e t fo R P e R s oN a l : P l aystat i oN D e c e m b e r 2 0 1 3 | itnext 45 Ravi Prakash, AGM, Himatsingka Seide emphasises the importance of keeping the team motivated which results in better performance Pg 44 31
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