The Rising Remote Infrastructure Management Opportunity: Why CIOs need to reassess their sourcing strategies, Vivek Pandit, Principal, McKinsey & Co

Slide 1: Working Draft Last Modified 2/15/2008 10:55:49 AM India Standard Time Printed 2/14/2008 9:05:41 PM India Standard Time CONFIDENTIAL CONFIDENTIAL Remote Infrastructure Management Services: Igniting India’s leadership Document Date This report is solely for the use of client personnel. No part of it may be This report quoted, or reproduced for distribution outside theof it may be circulated, circulated, is solely for the use of client personnel. No part client quoted, or reproduced for written approval from McKinsey & Company. organization without prior distribution outside the client organization without prior written approval from McKinsey & Company. This during anwas used by McKinsey & This material was used by McKinsey & Company material oral Company during an oral presentation; it is not a complete record of the discussion. presentation; it is not a complete record of the discussion.

Slide 2: REMOTE INFRASTRUCTURE MANAGEMENT SERVICES: IGNITING Unit of measure INDIA’S LEADERSHIP Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM • RIM: The Next Wave of Growth • Forces at Work • Implications for Stakeholders * Footnote Source: Source 2

Slide 3: 339 TOTAL ADDRESSABLE RIM OPPORTUNITY OF US$96–104 Unit of measure BILLION WITH INDIA LIKELY TO CAPTURE $13-15 BILLION BY 2013 $ billion 524 Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM 105 • India expected to maintain ~50% 80 share of RIM market 339 • Continued comfort with India as “primary” offshore destination 168-179 ~28/02/08 96-104 89-97 28/02/08 26-28/02/08 Current Low-cost Defence Targetable Small Value Address- Current Unaddre-28/02/08-15 - total IMS country & govt and IMS spend enterprise capture able RIM RIM ssed RIM India spend spend Regulation spend and by opportunity market market (50-55% constrained activities customers size opportunity share) spend not 2013 offshorable potential * Footnote Source: Source: Source Industry Market Strategies Worldwide Vertical Forecast, Gartner: August 2006; McKinsey analysis 3

Slide 4: INFRASTRUCTURE OFFSHORING IS DIFFERENT FROM Unit of measure TRADITIONAL ADM AND BPO ON SEVERAL DIMENSIONS • Real-time response mission-critical nature of activities/processes in RIM compared 1 to predominantly project-based in ADM Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM • Device-based or SLA-based model in RIM compared to the mostly FTE-based 2 service model in ADM and BPO • High need for process standardization in RIM and application of waste reduction 3 techniques 4• High security requirements in RIM compared to ADM and most BPO processes 5• Increased leverage of tools for remote infrastructure management and contractual governance * Footnote Source: Source 4

Slide 5: 10 REMOTE INFRASTRUCTURE MANAGEMENT CAN HAVE EXAMPLE Unit of measure SIGNIFICANT IMPACT ON AN IT INFRASTRUCTURE BUDGET Normalised IT infrastructure budget Reduction Per cent % of baseline Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM 2/28/08 2/28/08 2/28/08 Labour 2/28/08 2/28/08 2/28/08 2/28/08 48 Technology (hardware, 50 44 12 software and maintenance) 2/28/08 0 10 10 2/28/08 Labour Manpower Technology 2/28/08 arbitrage optimisation optimisation (e.g., (e.g., automation) consolidation) * Footnote Source: Vendor and customer interviews; McKinsey analysis Source 5

Slide 6: 1.5 MIDRANGE AND NETWORK TOWERS ACCOUNT FOR ~70% US$26 Unit of measure BILLION – US$28 BILLION OPPORTUNITY IN 2013 Breakdown of IMS spend by tower US$ billion 46.2 Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM 21.6 19.2 8.0 7.5 Total 1.5 104 Offshorability 75-80% 85-90% 75-85% 45-50% 80-85% 60-65% % of role that can be done remotely* Cross Tower Midrange Network Mainframe Desktop Helpdesk technology Total Size in 2013 13.9 6.8 2.7 3.0 1.9 0.3 28.6 US$ billion * Based on role distribution and detailed interviews * ** Footnote for the upper end of the range of US$104 billion Calculated Source: Source: Source McKinsey analysis 6

Slide 7: 58 MULTI-SOURCING IS BECOMING MORE PREVALENT AS RIM MARKET DEVELOPS Unit of measure Value of contracts won by Top 6 players is decreasing Per cent of total infrastructure contracts value won Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM (excluding those won by 6 leading vendors*) 81 India-based 63 and smaller 58 RIM vendors gaining share globally 2/28/08 2/28/08 2/28/08 * Accenture, Footnote ACS, CSC, EDS, HP and IBM Source: Source: CIO Insight; TPI 2007; McKinsey deals database; McKinsey analysis Source 7

Slide 8: 6.4 INFRASTRUCTURE DEAL SIZES AND DEAL LENGTHS ARE Unit of measure DECLINING SIGNIFICANTLY AS ASSETS, LABOUR AND SERVICE “SLIVERS” ARE UNBUNDLED AND OFFSHORED Top 100 infrastructure deals – average size Top 100 infrastructure deals – average length Average total contract value, US$ million Average deal length, years Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM 709 8.1 7.9 6.9 2/28/08 514 6.5 6.4 2/28/08 311 314 205 2/28/08 2/28/08 2/28/08 2/28/08 2/28/08 2/28/08 2/28/08 2/28/08 2/28/08 2/28/08 * Certain assets and parts of the IT organization (e.g. administrative functions) are retained by the buyer ** Assets are not transferred in a RIMO arrangement, hence asset purchase and refresh costs are excluded * from Footnote of a RIMO contract the scope Source: Source: Source Bernstein Research estimates; McKinsey deals database; McKinsey analysis; team analysis 8

Slide 10: CATALYSTS AND DISCONTINUITIES AT WORK SUPPORTING RIM Unit of measure Evolution in core technologies and IT Changes in customer behaviour and architectures demand • Enterprise infrastructure • Productising infrastructure services architecture simplified making providing CIOs delivery flexibility remote management easier • Sliverization of Infrastructure Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM • Labour has become the largest Several services addressable cost in infrastructure discontinuities drive RIM • Mid-market companies equally • Simplification of IT management “technology” aggressive in RIM adoption and contract governance tools • Reduced accounting benefits of • Remote data centers and asset transfer to vendors improved telecom productivity Developments in the vendor and offshore supply environment • Rapid growth in the RIM workforce in India • Increased transparency in reporting by RIM vendors • Lean techniques in offshore operations result in significant productivity improvements * Footnote • Vendors ceding architectural control to provide flexibility Source: Source 10

Slide 11: 62 AS HARDWARE PRICES DECLINE, LABOR AND SOFTWARE Unit of measure INCREASINGLY DOMINATE THE COST STRUCTURE Hardware prices have rapidly declined . . . . . . making labor and software key cost savings levers Average selling price, US $ Value of sample configurations US $ EXAMPLE X86 Servers Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM 2/28/08 2/28/08 2/28/08 2/28/08 3,085 2/28/08 2/28/08 2/28/08 2/28/08 2/28/08 2/28/08 2/28/08 Non- 2/28/08 labour 2/28/08 Wintel Servers 2/28/08 2/28/08 2/28/08 -57% 62 Labour 40 2/28/08 2/28/08 2/28/08 33 Asset consolidation 2/28/08 2/28/08F 2010F supported standardization and RIM Without virtualization With virtualization * Includes Footnote network, telecom, facility costs, etc. Source: IDC PC, server Tracker, Data Center Trends; Meta 2004; Forrester 2005; ID# 617362; team analysis Source 11

Slide 12: 8 BU1 IT ORGANISATIONS ARE PROACTIVELY REDUCING THEIR BU2 Unit of measure COMPLEXITY AND TECHNOLOGY, FOOTPRINT BU3 Pharmaceutical company Financial institution Telecom vendor example: example: Server example: Network End-user offerings configuration configuration Number of Number of Number of Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM Number of different server different Number of end-user end-user configurations networks NOCs products profiles 28/02/08 95 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08 10–15 28/02/0828/02/08 8 7–9 5 3–5 28/02/08 28/02/08 28/02/08 8 6 28/02/0828/02/08 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08 28/02/0828/02/08 28/02/08 Several asset rationalization and simplification levers being delivered in-house * Footnote Source: Source 12

Slide 13: RECENT LARGE DATA CENTRE LOCATIONS ANNOUNCED ARE ENERGY EFFICIENT “REMOTE” LOCATIONS Unit of measure 4.92–6.53 6.7–7.07 Power costs variation by state 7.3–8.3 US cents/kWH 8.33–11.8 11.88–20.72 $2B investment in a megasite of 75 acres at Quincy, Washington Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM Building megasites at Wenatchee, and another at Quincy, Washington • >450,000 servers globally in 20+ data centres • Building two mega centres at The Dalles, Oregon • Announced data centre openings in Iowa, North Carolina, and South Carolina • Additional state incentives made Ohio and North Carolina attractive for Google * Footnote Source: Energy Information Administration Form EIA-861; “Annual Electric Power Industry Report”; press searches Source: Source 13

Slide 14: TELECOMMUNICATIONS NETWORK BOTTLENECKS HAVE Unit of measure GREATLY EASED IN INDIA Indian International Submarine Unit cost of submarine cable International connectivity Cable Capacity, 1997–2004 systems, 1997–2009 evolution in India Gbps $/km/Gbps Potential bandwidth (in Tbps) Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM No. of cables 541 2/28/08 Cable landing stations 20 15 221 2/28/08 201 10 5 639 31 31 340 11 11 21 0 28/02/08 28/02/08 28/02/08 28/02/08 1997– 1999– 2002– 2007– 28/02/08 28/02/08 28/02/08 28/02/08 2004 2005 2006 98 2001 06 09* * Estimated Footnote Source: TeleGeography, a research division of PriMetrica, Inc.; TRAI; McKinsey analysis Source 14

Slide 15: CATALYSTS AND DISCONTINUITIES AT WORK SUPPORTING RIM Unit of measure Evolution in core technologies and IT Changes in customer behaviour and architectures demand • Enterprise infrastructure architecture • Productising infrastructure simplified making remote services providing CIOs delivery management easier flexibility Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM • Labour has become the largest Several • Sliverization of Infrastructure addressable cost in infrastructure discontinuities services drive RIM • Simplification of IT management and “technology” • Mid-market companies equally contract governance tools aggressive in RIM adoption • Remote data centers and improved • Reduced accounting benefits of telecom productivity supporting RIM asset transfer to vendors Developments in the vendor and offshore supply environment • Rapid growth in the RIM workforce in India • Increased transparency in reporting by RIM vendors • Lean techniques in offshore operations result in significant productivity improvements * Footnote • Vendors ceding architectural control to provide flexibility Source: Source 15

Slide 16: 34 CIOs ARE INCREASINGLY LIKELY TO OFFSHORE Unit of measure INFRASTRUCTURE CIO response to question: What fraction of infrastructure How much will be offshored in roles have you offshored today ? 3 years? Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM % of respondents Today In 3 years 2.7x 1.7x 27 34 19 10 2006 CIO survey2007 CIO 2006 CIO survey2007 CIO survey survey * Footnote Source: Source: McKinsey CIO Survey 2006 and 2007; McKinsey analysis Source 16

Slide 17: INCREASED INTEREST IN OFFSHORE RIM VENDOR Unit of measure PROPOSITIONS VENDOR EXAMPLE Solicited infrastructure RFPs to offshore vendor Number of requests Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM 28/02/08* 25% CAGR 156 52 28/02/08 2004 2007* * Full year Footnote estimated from 9 months of data in 2007 Source: Source: Source NASSCOM Steering Committee; McKinsey analysis 17

Slide 18: 39 AS MANY AS 70–75% OF INFRASTRUCTURE MANAGEMENT Unit of measure ROLES CAN BE OFFSHORED Offshorable percentage Per cent Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM End-user computing 65 Wintel 81 Helpdesk 72 Mid range 86 Mainframe 64 Network: Data 83 Network: Voice 60 Cross-tower 39 * Footnote Source: Source: Source McKinsey analysis 18

Slide 19: THE TRADITIONAL IMS VALUE CHAIN GETTING FRAGMENTED AS SLIVERS OF SERVICE ARE PROCURED AND DELIVERED Unit of measure From . . . . . . to IMS value Representative chain Description Description “pure-play” firms • Remotely located from • HCL • Satyam Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM Labour • Onshore and co- assets (offshore or • Infosys • TCS located with assets onshore) in most roles • Microland • Wipro • Owned by hosting • Databank Data • Owned by provider facility, telco, or • Equinix centre retained by client • Savvis • Machines procured by provider with scale • Manufacturers extend • EMC Large Hardware advantages managed service • NCR integrated offering in addition to • Fujitsu • Licences procured by incumbents hardware Software provider with scale advantage • ISV’s offering (SaaS, • Salesforce.com VAS) • Symantec Asset • Assets owned and • Leased by 3rd party or • GE Commercial finance financed by vendors retained by clients Finance • Rabobank Field services • Delivered by provider • 3rd party vendors • Compucom • Phoenix * Footnote Source: McKinsey analysis Source 19

Slide 20: CATALYSTS AND DISCONTINUITIES AT WORK SUPPORTING RIM Unit of measure Evolution in core technologies and IT Changes in customer behaviour and architectures demand • Enterprise infrastructure architecture • Productising infrastructure services simplified making remote providing CIOs delivery flexibility management easier • Sliverization of Infrastructure Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM • Labour has become the largest Several services addressable cost in infrastructure discontinuities drive RIM • Mid-market companies equally • Simplification of IT management and “technology” aggressive in RIM adoption contract governance tools • Reduced accounting benefits of • Remote data centers and improved asset transfer to vendors telecom productivity supporting RIM Developments in the vendor and offshore supply environment • Rapid growth in the RIM workforce in India • Increased transparency in reporting by RIM vendors • Lean techniques in offshore operations result in significant productivity improvements * Footnote • Vendors ceding architectural control to provide flexibility Source: Source 20

Slide 21: ,100 INDIA’S RIM WORKFORCE DEVELOPING RAPIDLY – TOP 12 Unit of measure VENDORS IMS workforce in India Number of IMS professionals* Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM 40,100 2/28/08 CAGR 23,800 13,250 +50% CAGR 6,900 5,350 2,050 3,000 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08* * At time of Footnote interview (end of November 2007) based on top 12 vendors Source: Source: Vendor interviews and data; McKinsey analysis, Historical data as reported to Nasscom by vendors Source 21

Slide 22: 13 VENDORS ARE INVESTING IN DEVELOPING A BROAD INDIA EXAMPLE ITILofSKILL BASE IN LOW-COST COUNTRIES Unit measure Adoption of various ITIL process in India % of respondents who adopt ITIL N = 172 ITIL adoption * Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM % of respondents who adopt of ITIL 28/02/08 28/02/08 N = 1,004 28/02/08 28/02/08 28/02/08 43 ICT infrastructure management 28/02/08 28/02/08 38 28/02/08 28/02/08 28/02/08 11 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08 13 28/02/08 28/02/08 * Calculated Footnote based on % of respondents aware and % of adoption among respondents who are aware Source: Source: IDC Software Survey 2007; McKinsey analysis Source 22

Slide 23: 30 OFFSHORE OPERATIONS ARE BEING BUILT “LEAN” TIER 1 VENDOR Unit of measure EXAMPLE DEMONSTRATING CONTINUOUS IMPROVEMENT Servers (Unix example) End-user computing First time Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM Cost/Server Support ratio resolution rate Speed to resolve $/server/mo Servers/FTE % of calls Seconds 28/02/08 75 28/02/08 60 45 2/28/08-40 30 2/28/08-20 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08 28/02/08 • Vendors are investing resources to deliver continuous productivity improvement • Vendors track cost drivers and quality metrics to support lean operations * Footnote Source: Source: Source Vendor data; McKinsey analysis 23

Slide 25: 16 Owned PLAYERS CAN PURSUE DIFFERENT OWNERSHIP Partner/subcontractor Unit of measure STRATEGIES WITHIN THE IMS VALUE CHAIN Incumbent “fully integrated” model “Integrator” model “Asset-light” model Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM • Compucom • Phoenix Field Field IMS labor Field IMS labor services services services IMS labor • GE Capital • Equinix Data Data • IBM Finance Data Finance Finance • Savvis center center Global center Financing Software Hardware Software Hardware Software Hardware • Microsoft • Dell • SAP • EMC • Symantec • IBM * Footnote Source: Source 25

Slide 26: EACH STRATEGY HAS DIFFERENT FINANCIAL IMPLICATIONS ILLUSTRATIVE Unit of measure in 5 years Financial implications EXAMPLE OF A LARGE IMS DEAL THAT COULD HAVE BEEN STRUCTURED MULTIPLE WAYS Revenue Margin ROIC Strategy (US$ m) (US$ m) (%) (%) Comments Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM 1 Fully $1,800 $435 23 23 • Lowest ROIC model due to significant integrated* capital investment in assets 2 $1,450 $415 29 48 • Enterprises need multi-vendor contracts Aggregator* • High margin and ROIC 3 $1,000 $400 40 56 • Highest margin and ROIC model Asset-light * Asset-heavy models Note: Other assumptions in the model are 1) Average cost of tier 1–3 data centre in the US costs $30m; providers will have to build/buy 2 data centres every 3 years 2) No incremental sales assumed for “aggregator” and “fully integrated” providers due to investment in data centres, etc 3) Deal assumed for 5 years, with lease revenue split over 5 years Source: Analyst reports; McKinsey CF&S; McKinsey analysis * Footnote Source: Source 26

Slide 27: 2% MARGINS FOR OFFSHORE RIM ARE HIGH RELATIVE TO ESTIMATES Unit of measure TRADITIONAL IMS AND REQUIRE INVESTMENTS IN TOOLS, SKILLS AND PROCESSES Onshore providers Offshore providers Service EBITDA margin KSFs for offshore RIM providers Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM 5% • Develop intellectual property via 28/02/08* 2/28/08 integrated tools 5% • Enhance operational efficiency via 28/02/08 2/28/08 standardised processes 8% 28/02/08 • Drive differentiation through increased 2/28/08 service levels 3% 28/02/08 • Build skills and capabilities to scale in 2/28/08 profitable service lines, e.g., 2% mainframe administration 28/02/08 2/28/08 5% 28/02/08 2/28/08 * Does not Footnote include field services Source: Source: Analyst reports; news articles; interviews; McKinsey analysis Source 27

Slide 28: 100 VALUE CREATED FROM LABOR ARBITRAGE CAN POTENTIALLY BE of measure SMALL SHARE OF THE TOTAL POTENTIAL ILLUSTRATIVE Unit ONLY A Labour arbitrage can account for as little as 22% of potential value to vendor Four potential sources of value creation for vendors Indexed to total vendor value as 100 Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM 100 45 11 22 22 Labour 28/02/08 28/02/08 Incremental Total vendor arbitrage* vendor value value from value-added services** * Assumes Footnote unit labour cost of 65 (indexed to current onshore labour cost of 100) Source: ** Assumes Source revenue upside of 40 from value-added services and 50% margins from this business 28

Slide 29: VENDORS NEED TO UNDERTAKE BOTH COMPANY-OWNED AND INDUSTRY-WIDE CAPABILITY BUILDING MEASURES TO STAY Unit of measure COMPETITIVE • 1 Support adoption of BS15000 as the standard to enhance RIM process Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM sophistication and maturity • 2 Continue to enhance operational excellence to match global peers – Invest in integrated tools, security and transition methodologies – Plan for scale to develop efficient ‘service factories’ – Apply productization, automation, and lean techniques to optimize delivery • Enhance sales and marketing capabilities 3 – Support flexible pricing models – Understand where and how to offer contract flexibility – Leverage open-book negotiations where feasible * Footnote Source: Source 29

Slide 30: CENTRAL AND STATE GOVERNMENTS NEED TO SUPPORT THE Unit of measure GROWTH OF THIS INDUSTRY • 1 Support industry in improving availability of RIM talent Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM • 2 Improve physical infrastructure – Similar nature of demands as in ADM and BPO (e.g., decongest urban areas, improve power availability at affordable rates), but higher sensitivity in RIM given the real-time and mission-critical nature of core IT applications • Address regulatory issues that directly lower productivity 3 – Strengthen enforcement of cyber laws (zero-tolerance policy towards cyber crime) – Permit greater than 40-bit encryption without requiring Government agencies to hold a key – Re-examine labour laws that prohibit reallocation of working hours in a day – Permit inter-circle call-forwarding to allow vendors to extend private networks at lower costs * Footnote Source: Source 30

Slide 31: Working Draft Last Modified 2/15/2008 10:55:49 AM India Standard Time Printed 2/14/2008 9:05:41 PM India Standard Time CONFIDENTIAL CONFIDENTIAL Remote Infrastructure Management Services: Igniting India’s leadership Document Date This report is solely for the use of client personnel. No part of it may be This report quoted, or reproduced for distribution outside theof it may be circulated, circulated, is solely for the use of client personnel. No part client quoted, or reproduced for written approval from McKinsey & Company. organization without prior distribution outside the client organization without prior written approval from McKinsey & Company. This during anwas used by McKinsey & This material was used by McKinsey & Company material oral Company during an oral presentation; it is not a complete record of the discussion. presentation; it is not a complete record of the discussion.

Slide 32: VENDORS ARE AUGMENTING TOOL OFFERINGS THROUGH ACQUISITIONS Unit of measure NOT EXHAUSTIVE Acquisition roadmap Acquisition roadmap Target Year Offering Target Year Offering Working Draft - Last Modified 2/15/2008 10:55:49 AM Printed 2/14/2008 9:05:41 PM Tangram Dec 2003* • IT asset management May 2003 • Automated provisioning Enterprise software technology solutions Jun 2004 • Automating data centre management, optimising Dec 2004* • Network device application infrastructure, configuration delivering real-time application analytics

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