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  1. 1. InMyopinion: navin Chaddha,MD, Mayfield Fund VCTalk: Vishal Mehta,Co-Founder,Lok Capital InConversation: Lars erik holmquist,YahooLabs! BUSINESS OF TECHNOLOGY IN THE U.S. & INDIA NOVEMBER - 2012 SILICONINDIA.COM siliconindia Deepak Bansal, CEO, Clearpath Technologies LeveragingtheLeveragingthe CLeaR PaTh TeChnoLoGIes: CLeaR PaTh TeChnoLoGIes: ProwessoftheInternetProwessoftheInternet DifferentiatingLeadership WhatMightworkfor managingGeneration TheImportanceofincreasing operationalizationin BusinessInsights True MobilityTrend: The Future of Mobile Computers is Rugged Director-HR, Citrix Systems CEO, Clarabridge CEO, Handheld Group PUBLISHED FROM BANGALORE `50
  2. 2. siliconindia |2|J u l y 2 0 1 2
  3. 3. R ecently when I walked into one of the world’s largest food chain stores in Bangalore, I encountered a world class customer experience from a dif- ferently abled person in the store. This was not just my experience. He served multiple customers in very less time, and was very enthusiastic about his job. Today most enterprises need similar employees, who are excited about their job, where in they can provide their customers with world class customer experience. “Someone’s weakness can be your strength.” Today most of the HR practices in enterprises are realizing this fact, and are brainstorming on how to make the workforce effective and monetize their weakness in favor of them. Here I am talk- ing about most of the IT corporations like IBM, Cisco and others who embrace the differently abled workforce in their enterprises. Currently it’s working perfectly fine for most of them. But, these people should not just co-exist in the organization as part of diversity or a CSR activity or a way to exhibit the company’s goodwill to the community, rather they should be looked at for business value. It does not matter whether you are a slow starter, but if you stick around for some time, the added value you bring in to the company should be exponential. As per the observations by the HR folk in enterprises, the specially abled workforce has niche skills and has outperformed the regular workforce. This is a golden op- portunity for the enterprises, as it will help them acquire quality talent at very nom- inal cost and retention is comparatively higher. Probably this might sound bizarre and make no business sense, but India’s growth is going to outpace most of the developed countries. It is estimated that India will create 400 million jobs in the coming decade, where 75 percent will be skilled workforce. In the coming years, we will witness a huge gap between sup- ply and demand and the training industry will face capacity constraints. One out of 100 children born in India is specially challenged. Moreover as per the World Health Organization 15 percent of the world is differently abled in some way or the other and most often they are good at something. The enterprises must figure out what is that unique strength and craft them. This is not to pay sympathy to the differently abled, but to groom their skills and align them with the business goals and also prepare them for their future needs. To be prepared for the skilled job growth in the future, India must improve the skills of the existing and future workforce by increasing the capacity of skills provided by trainers. Simultaneously they must make programs more employer-driven to ensure higher quality and more appropriate training at scale. Please do let us know what you think. Christo Jacob Managing Editor editor@siliconindia.com siliconindia Vol 1 Issue 9 November 2012 Publisher Alok Chaturvedi Editor-in-Chief Pradeep Shankar Managing Editor Christo Jacob EditorialTeam Anamika Sahu Rachita Sharma VigneshA Vishwas Nair Sr.Visualiser Dipin Das Visualiser Ashok Kumar Circulation Manager Magendran Perumal Advertisement queries Editorial queries editor@siliconindia.com Office SiliconMediaTechnologies Pvt Ltd. To subscribe Visit www.siliconindia.com/magazine-in or send email to subscription@siliconindia.com. Cover price is Rs 50 per issue. PrintedbyK.Raghavendra,publishedbyAlokChaturvedi on behalf of SiliconMedia Technologies Pvt Ltd. and Printed at Precision Fototype Service, #13, Sathyanarayana Temple Street, Halasuru, Bangalore- 560008 and Published at No.124, 2nd Floor, South Block,Surya, Chambers,Airport Main Road, Bangalore 560017. EditorPradeepShankar,No.124,2ndFloor,SouthBlock, SuryaChambers,AirportMainRoad,Bangalore560017. Copyright©2012SiliconMediaTechnologiesPvtLtd,All rights reserved. Reproduction in whole or part of any text, photography or illustrations without written permissionfromthepublisherisprohibited.Thepublisher assumes no responsibility for unsolicited manuscripts, photographsorillustrations.Viewsandopinionsexpressed inthispublicationarenotnecessarilythoseofthemagazine and accordingly,no liability is assumed by the publisher. Editorial Make the Difference siliconindia |4|N o v e m b e r 2 0 1 2 advertise@siliconindia.com Bangalore Ratan Nayak T:080 43112203 Delhi NCR Shirpati T:0813728287 Chennai Vignesuvaran T:09790729023 Mumbai Madhusudan T:09594541401 No. 501 & 502 - 5th floor VishalTower, Janakpuri District Center Janakpuri, New Delhi- 110058 Tel: 011-45992100 No.124, 2nd Floor, South Block, Surya Chambers, Airport Main Road Bangalore 560017 Tel: 080.43112203
  4. 4. [In My Opinion] Rules of the Road for the era of Simplicity, Mobile and the Social Web Navin Chaddha, Mayfield Fund [Venture Beat] BloomReach lifts `125 Crores in Series C round of Funding Devkumar Gandhi’s Dobango nabs `30 Crores in Seed Funding Skyfire pulls `50 Crores in Series D Funding from Panorama Capital SME marketplace Power2sme se- cures `10 Crore from Inventus Capi- tal Partners Vizury grabs Rs.45 Crore in Series B Funding to strengthen global business Contents November2012 08 [VC Talk] How Can Social Enterprises Impact the BoP Segment Vishal Mehta, Lok Capital [CIO Insights] Virtualization is akin to placing all Eggs in a Single Basket C R Narayanan, Tulip Telecom Ltd. Staying Ahead of the TECHNOLOGY CURVE Amit Sethi, Yes Bank [In Conversation] Aligning Academic and Industry Re- search Lars Erik Holmquist, Yahoo! Labs [Leadership] Differentiating Leadership What Might work for managing Generation Dr. Pallab Bandyopadhyay, Citrix Systems [Viewpoint] Transformation of Corporate Software for a Connected World Sanjay Dhawan, Symphony Teleca Corp. 12 28 Achieving Active Archive Ambition Floyd Christofferson, SGI True Mobility Trend: The Future of Mobile Computers is Rugged Jerker Hellstrom, Handheld Group The Importance of increasing Operationalization in Business Insights Sid Banerjee, Clarabridge PLM – Enabling Smarter Decisions and Better Products Vivek Marwaha, Siemens PLM Software India "Work to live. Do not live to work" A Success Mantra Dr. Kshama Singh, Istitute of Management Social Sciences & Research Do you have it in you to be a Great Leader? Raj Reddy, Infosys BPO Beyond Simple Reporting Dheeraj Nallagatla, Nalgan Technologies [Management] Wake Up the LEADER in You Ankur Lal, Infozech Software Inc 22 45 32 30 36 COVER STORY Page 18 16 38 42 siliconindia |6|N o v e m b e r 2 0 1 2 40 44 Navin Chaddha By Rachita Sharma Leveragingthe ProwessoftheInternet Leveragingthe ProwessoftheInternet 24 46 CLeaR PaTh TeChnoLoGIes: CLeaR PaTh TeChnoLoGIes: 34 26 By Rachita Sharma
  5. 5. I have been involved in the technology industry for 20 years as a serial en- trepreneur, corpo- rate executive and investor. There are some key rules of the road that have guided my journey and these are especially rele- vant in the current era when the social Web is dominant, mobile platforms are ubiqui- tous and consumers are de- manding simplicity. As an entrepreneur, I believe that living by some core beliefs is key to leading teams and building companies that last. Here are a few of my funda- mental beliefs, illustrated with exam- ples from the entrepreneurs that we are working with. The Customer is Queen: Actively listening to your customers and rapidly iterating to reflect cus- tomer needs has never been so impor- tant. From a vendor of cloud-integrated storage appliances to a mobile fashion marketplace, May- field Fund entrepreneurs like Ursheet Parikh and Guru Pangal of StorSimple and Manish Chandra of Poshmark, who constantly listen, react and re- spond to customer feedback, are find- ing a quick path to customer engagement. Discover innovation across the value chain: Innovation extends across the value chain beyond the technology level to product building, distribution and pric- ing. Entrepreneurs like John Newton and John Powell of Alfresco are using open source models to build products, distributing them through frictionless free SaaS models like Jerome Ternynck of SmartRecruiters, and using break through utility pricing and packaging models like leasing of solar panels by Lyndon and Peter Rive of Solarcity. Identify innovation points across the value chain to rapidly and successfully scale your company. Focus - start-ups die of indigestion, not starvation: It’s really easy to lose focus as an en- trepreneur with a big vision (or an in- vestor who is presented with many great opportunities). Phil Fernandez has built Marketo into a large and suc- cessful business by initially targeting the marketer with a marketing au- tomation application, a category that was dismissed as being too narrow when they first started. Nailing that need first, allowed them to expand and offer a comprehensive revenue per- formance management platform to the marketing and sales organizations. Sticking to your roots and core com- petencies will get you to your final destination quickly and with much less heartburn. surround yourself with excellence: As an IIT student in New Delhi, a graduate student at Stanford, a serial entrepreneur whose companies were acquired by Microsoft or went public, iinn mmyy opinion By Navin Chaddha, Managing Director, Mayfield Fund Navin Chaddha, entrepreneur, investor and leader of the Mayfield Fund invests in early-stage IT companies that lever- age the themes of mobile, cloud/SaaS, social, energytech and big data. Some recent Mayfield investments include Ap- pcelerator, Branchout, Couchbase, Fab.com, Gigya, Marketo, Solarcity, and StorSimple. Navin has made over 35 in- vestments of which 11 have had IPOs and another nine have been acquired. Navin was founder and CTO of VXtreme which was acquired by Microsoft to be- come Windows Media, and served in various management roles at Microsoft after the acquisition. He was also co- founder of iBeam Broadcasting (NAS- DAQ IPO), CEO and founder of Rivio (acquired by CPA2Biz). Mayfield Fund is a global venture capital firm with $3 billion under management and a history of investing in relationships. They invest early and globally in themes including mobile, cloud/Saas, social, energy and big data. RulesoftheRoadfortheeraof sIMPLICITY,MoBILeanDThesoCIaL siliconindia |8|N o v e m b e r 2 0 1 2 Navin Chaddha
  6. 6. as well as a venture investor over the last decade, I have been lucky to be surrounded by brilliant, hungry, hard- working and persistent people. Learn- ing from them has been exciting and rewarding, as together, we have built organizations beyond our personal ex- pectations. Don’t fall into the trap of hiring B people as they will hire C people and you will soon find yourself at the end of the alphabet. Pain killers sell, vitamins do not: You have to ensure that your company addresses a real pain point of your tar- get customer. Sometimes it takes a while to evolve your idea or even pivot from the original one to nail the real pain, as was the case with Gigya, which was founded as a social widget and application distribution platform with a media/advertising business model. However, they evolved their technology and pivoted to address the much needed and cumbersome task of enabling websites to become social. Their SaaS offering is used by over 500 global businesses to leverage so- cial logins, social apps and game me- chanics that create loyalty and engagement with their customers and audiences. Delight the user: In an era of “appification” and “con- sumerization of the enterprise”, prod- ucts only have seconds in which to captivate and engage users. UX/UI design is playing a critical role in lead- ing social Web e-commerce compa- nies like Fab.com which are providing curated experiences that will let them grow into an Amazon-size platform for design. Learn from these design leaders and do not be afraid to iterate, iterate and iterate until you get it right. Capital efficiency is a must: In an era of Big Gulps and multi-bil- lion dollar valuations, it can be hard to go against the mega-trend mentality of the crowd. Do not be afraid to raise small amounts of capital and spend it efficiently so you can prove the prod- uct-market fit and the go-to market strategy before raising a lot of capital. adapt continuously, as dinosaurs do not survive: As Eric Ries outlines in his book, The Lean Start-up, the build-measure-learn feedback loop is a new way of think- ing about product development and a must have mindset for entrepreneurs today. Dinosaurs became extinct for a reason, so free yourself from old mod- els and stay nimble and in touch with today’s times. And finally, Rememberthatitisamarathon,not a sprint: One of our most successful enterprise infrastructure companies, 3PAR Data, took over a decade from founding to dominating the category of utility- based storage and being acquired for $2.35 billion by Hewlett Packard. There were many twists and turns along the way, according to their CEO David Scott, but the company stayed focused and patient through them all. I hope these learnings will help in your journey from founding to fame. Good luck building great companies. si siliconindia |10|N o v e m b e r 2 0 1 2 Thebuild-measure-learn feedbackloopisanew wayofthinkingabout productdevelopment andamusthavemindset forentrepreneurstoday
  7. 7. T he developer of big data marketing apps company BloomReach raises `125 crores in series C round of funding. This round of in- vestment was led by New Enterprise Associates (NEA). The previous in- vestors of the company, Lightspeed Venture Part- ners and Bain CapitalVen- tures also made investment in the company. The com- pany plans to use the fund raised to expand sales and marketing efforts and ex- tend R&D investment to create big data applications beyond search for every online marketing channel including mobile, social and video. Raj De Datta and Ashutosh Garg founded BloomReach in 2009 when they recognized the need for a more relevant web due to the growing frustration with information discovery shared by consumers and marketers. The company is headquartered in Mountain View, California and emerged from its stealth mode in February this year. With the current round of investment, BloomReach has raised a total of `205 crores in funding till date. BloomReach created aWeb Relevance Engine that analyses hundred crore customer interactions and semantically interprets the products and services on over hundred crore web pages daily. With the Indian market growing exponentially, the company is planning to tap this growth and enter the market within a year. Some of the international clienteles of BloomReach include re- tail biggies like Neiman Marcus,Williams-Sonoma and Crata & Barrell. BloomReachlifts`` 125Crores inseriesCroundofFunding T he Nexage founder Devkumar Gandhi founded Dobango in early 2011 as the first-ever social market- ing platform for Pinterest. And recently the startup raised a whopping ` 30 Crores in seed funding from John Os- term, who has also made an investment in Nexage. Gandhihasplanstousethefundtofullydifferentiatefrom other early movers on Pinterest by focusing solely on mar- keting campaigns beyond analytics. Being among one of the first company to effectively monetize and run social market- ing campaigns for brands on Pinterest, Dobango has spent the past six months creating a way for brands to build and meas- ure targeted social contests using pinboards. Initially founded as a social gaming platform with casino- style games available on Facebook, iPhone, Android phones and the web; but when Gandhi saw an opportunity in social marketing, he shifted his attention and planned to focus on this platform for next one year. “Pinterest is the greenfield opportunity in social media marketing right now, and brands have struggled to figure out how to execute marketing campaigns at scale.We have finally cracked the code on this and have seen incredible results that go beyond anything I have worked on in my career. This is why we have decided to raise funds and go all in,” says De- vkumar Gandhi, Founder and CEO, Dobango. The company has plans to expand the service by introduc- ing content management tools and analytics for brands. Cur- rently focused on this platform, Dobango creates a contest page for consumers to post user gen- erated content. Its social mar- keting platform automatically pins users’ content to the brand’s Pinterest page and syn- chronizes data from Pinterest to track contest progress and no- tify winners of daily prizes. DevkumarGandhi’sDobango nabs``30Croresin seedFunding siliconindia |12|N o v e m b e r 2 0 1 2 siliconindia |13|A u g u s t 2 0 1 1 Raj De Datta Devkumar Gandhi
  8. 8. siliconindia |14|N o v e m b e r 2 0 1 2 N itin Bhandari co-founded Skyfire pulls in `50 crores in fourth round of funding led by a new investor, Panorama Capital. Existing investors Verizon Ventures, Matrix Partners, Trinity Ventures and Lightspeed Venture Partners also par- ticipated in this round of funding. The fund will be used to meet the de- mands of its growing list of wireless operator customers and to increase its global sales and marketing resources, with further aggressive expansion within Europe and into Asia. Headquartered in Moutain View, California, Skyfire is a provider of mobile video optimization and cloud solutions for mobility. The company is dedicated to leveraging the power of cloud computing to improve radi- cally the mobile internet experience for both Operators and Consumers. Skyfire also plans to scale its team and hire staff to cover existing relationships and new opportunities in Eastern Europe, Japan, Southeast Asia and Australia, thereby adding to its London and Silicon Valley offices. According to the company, data deluge is crushing mobile operators, straining the user experience, and squeezing operating margins. Skyfire continues to innovate on other cloud- powered products as well, with the recently launched Skyfire Horizon browser extension platform. This al- lows the users to customize their de- fault mobile browsers with extensions, plug-ins, and toolbars similar to how consumers currently personalize their desktop browsers. skyfirepulls ``50CroresinseriesD Fundingfrom PanoramaCapital Nithin Bhandari G urgaon based Power2sme, an eCommerce B2B portal focus- ingonthemanufacturingSMEs, procured `10 crore in their second round of funding. This round of funding was lead by Inventus Capital Partners. Through this round of funding this buy- ing club for SMEs aims to expand its product offerings and reach `1,000 crore in annual sales on its platform in three years. Founded by R. Narayan with seed capital of `2 crore, Power2sme is an on- line platform which simplifies procuring procedures for SMEs. They work across industriessuchasmetal,polymer,textiles, automotive,constructionandelectricalby providing information and tools which enable SME's to both improve their effi- ciency and reduce their procurement costs. “We are strong believers in the po- tentialofIndia'sSMEmarket,andourob- jective is to expand our business with the ability to cater to SMEs across multiple sectors. We have an aggressive outlook on growth, where we expect to end our first year with annual sales of `50 crore, growing to `1,000 crores over the next three years,” says R. Narayan. Power2sme’s current base of SME clients includes companies with annual revenues at between `10 crore and ` 250 crore including suppliers such as IOCL, Haldia Petrochemicals, GAIL and Sree Cements. With this investment Parag Dhol, Managing Director, Inventus Capital Partners will join the company's board. The purchase platform of the com- panyisavailableforfreeofchargetotheir customers. They focus on working with large, established and trusted suppliers so that their customers are assured of the quality of the product that they buy from them. sMemarketplacePower2smesecures ``10CrorefromInventusCapitalPartners Vizury grabs ``45 Crore in series B Funding to strengthen global business T he digital marketing technology company, Vizury Interactive, raises close to `45 crore in series B round of funding which was led by Nokia Growth Partners. Existing in- vestors OjasVentures and Inventus Cap- ital Partners also participated in this round of funding along with the seed in- vestors who continue to remain invested. Vizury plans to use the fund to strengthen its presence acrossAsia,Aus- tralia and South America, set up R&D efforts and drive product innovations. Established in 2008, Vizury is a dig- ital marketing technology provider en- abling e-commerce and online travel companies maximize the value of their digital data with a combination of cut- ting-edge technology and impeccable service. As a strategic partner, the com- pany combines its deep domain expert- ise, cutting edge technology and exceptional service to deliver stellar re- sults. “We see this funding as an endorse- ment of our approach to strategically partner with our customers and help them drive revenue using a combination of cutting edge technology and enter- prise class service. The capital infusion will allow us to accelerate our invest- ments in R&D, bring new products to market and establish ourselves as clear leaders in the space. Having such in- vestors in our corner will be invaluable as we make the next big leap,” says Chetan Kulkarni, Co-Founder and CEO, Vizury. Chetan Kulkarni R. Narayan si
  9. 9. si How Can Social Enterprises Impact the BoP Segment By Vishal Mehta, Co-founder and Partner, Lok Capital S ocial enterprises that work towards inclusion of the BoP segment walk a tight rope be- tween balancing their profitability to sustain themselves, and mak- ing an impact on the socially backward population. Entrepreneurs who work for inclu- sion of the BoP need to focus on deliv- ering impact to the communities and segments they want to serve and rest will fall in place.As long as the value propo- sition of the service they are offering to their customers is clear and the sticki- ness (relationship with customers) is built into the business model, financial viability/profits will automatically fol- low. The whole social enterprise space is at its infancy, so opportunity to inno- vate is immense. There are many "low hanging fruits" in this sector, so the best thing which entrepreneurs can do, is to choose any and drive it with 200 percent execution focus. Social entrepreneurs need to invest good time in articulating their idea. This is very important, because only then can they communicate to stakeholders (cus- tomers, investors, and others) what they stand for, with minimal mismatch in ex- pectations. The imperative to set up social en- terprises impacting bottom of the pyra- mid population is felt now more than ever. Social enterprises are not just about financial inclusion anymore. It has moved to several other sectors. As in- vestors, we at Lok Capital believe in giv- ing a lift to social enterprises across sectors. Lok Capital II will be focusing on four key sectors - financial services, ed- ucation, healthcare, and employment services. The common thread is "inclu- sion" i.e. services that are targeted to- wards low-income, base of the pyramid segments to drive inclusive economic growth in India. One key aspect that will drive the successful delivery of BoP business models is technology. Most of them im- pact businesses, especially when they are serving the BoP as "customer", are trying to balance three things – a) Quality b) Accessibility, and c) Affordability We feel technology for impact busi- nesses is as important for any other busi- ness, but becomes significantly more relevant from the accessibility and af- fordability aspect. How can we utilize technology for better reach and penetra- tion (accessibility), and in a cost effec- tive manner (affordability)? Having said that, right technology and application development will al- ways need the right, minimum scale, which is the other struggle for most im- pact businesses. So within the life cycle of Services Company the time to invest in technology becomes important. In our experience, technology for most of these BoPservices companies is always an en- abler and not the key value proposition in itself. So the core product/service is the key and only then technology can further help establish its reach and de- livery. Sometime people put too much focus on technology too soon. We have carefully selected sectors where the "demand" for the services is well established and proven. Therefore, in theory, impact and financially viabil- ity can co-exist. Achieving both, social impact and financial viability is key to proving Lok's social VC model. Lok Capital is a Gurgaon based venture capital firm. It focuses on high potential fi- nancial inclusion and broader inclusion enterprises like edu- cation, healthcare and liveli- hood serving the bottom of pyramid (BOP) segment. siliconindia |16|N o v e m b e r 2 0 1 2 siliconindia |17|A u g u s t 2 0 1 1 VVCC TTaallkk Vishal Mehta
  10. 10. siliconindia |18|N o v e m b e r 2 0 1 2 siliconindia |19|N o v e m b e r 2 0 1 2 E very single time one needs an opinion on a buying deci- sion; they refer to a search engine. Be it buying a cell phone or selecting where you will have dinner tonight, al- most all our decisions are af- fected by the results that appear on search engines. In fact almost 64.9 percent of internet users use search engines to look for a product and 55 percent of the purchases made online are through the sites that are listed at the search en- gine with a higher ranking. The names that ap- pear as the top results win a large share of the market pie. But how do some websites make it to the top while the others lose? The answer is Search Engine Optimization or SEO which today is an indispensable requirement for any business. This makes the SEO a highly sought after industry. However,the technology used for SEO is one that can be grasped easily by individuals. This gives rise to a host of freelancers who do internet marketing individually thus making it an unorganized sector. In the year 2004, a young BE student saw a vision of creating a substan- tially big business in this unorganized sector. By Rachita Sharma CCOOVVEERR STORY Deepak Bansal is your quintessential 20 something. He is polite, motivated and looks like any other tech enthusiast. But what sets him apart from the rest is the fact that he is the founder of a unique company that is transforming the SEO industry. He founded ClearpathTechnol- ogy to help businesses leverage the power of the internet. Along with his team of professionals and experts who are matchless to the other SEO service providers they analyze and develop var- ious strategies to enhance their clients’ web presence and also help increase traf- fic to their website. The seed was sown in Bansal’s mind when he realized that the internet was a growing monster. With approximately two billion people online, thousands of businesses now have an online presence. But unless their websites appear promi- nently on major search engines, they can- not tap into this vast community of netizens.This is where Bansal positioned Clearpath. He began doing SEO which helped search engines find and rank web- site higher than the millions of other sites in response to a search query. The com- pany today has more than 3500 ‘happy’ clients who have benefitted from Clearpath’s technology. Theinitiation Clearpath had a modest beginning with as few as four employees but has now transformed into a market leader and employs more than 600 employees across major Indian cities, Delhi, Gur- gaon, Noida, Mumbai and now Banga- lore too. Headquartered in New Delhi, the company was originally focused on SEO. With the advent of time they un- derstood the new demands of the indus- try and added other tools of internet marketing to their repertoire. The Internet Marketing industry which is a whopping $14 billion today witnessed a sudden spurt owing to the drastic increase in use of internet. Search engine marketing as a domain is most dominating in internet marketing and grasps a share of over 50 percent in the total business. Its ability to drive direct traffic and thus direct sales makes it all the more important. Clearpath could sense this change in trend and thus steered itself towards internet marketing, a wide-ranged phenomenon which uses SEO in addition to other web marketing tools to attract the attention of potential customers and also search engines. Clearpath’s existing SEO expertise helped them become game changers in the field of Internet marketing as well. They also moved with the times and understood the value of sites such as Facebook andTwitter which today are an integral part of any internet marketing campaign.Tapping into these new modes of marketing gave them the much needed edge against their competitors.They now offer a bouquet of services right from pay per click, social media, local listings and reputation management. Clearpath has been able to harness the industry better than any other player in the market and is working towards creating a substantially big business within its sector. The com- Prowessofthe Internet CLeaRPaTh TeChnoLoGIes: Deepak Bansal The internet marketing industry is cluttered with a host of free- lancers or home based businesses. The pres- ence of these small players makes the in- dustry a rather unor- ganized sector “ “ Leveragingthe
  11. 11. pany has also deservingly won several laurels in the sphere of online marketing. The recent honor awarded to them is the ‘Internet Marketing Company of the Year’, 2012 by a prestigious publication. Lovethyclient The company understood that a 50 year old businessman who runs a rather traditional business will not know the value of internet. Also, a small startup will suffers if its website is not picked up by search engines. It is the work of an SEO provider to assist their clients by leveraging the power of the internet. Clearpath does exactly this. Focusing on Small and Medium Businesses or SMBs, the company helps clients spread across the U.S., United King- dom, SouthAsia, India, Canada, Europe and Australia to make use of the vastness of the internet. Bansal, a passionate entrepreneur, convinces his clients about the use of SEO and online marketing techniques. Several of his clients who were unaware and unsure about SEOs have benefitted immensely from the technology and today do not shy away from recom- mending the company to others. Raghvendra Agarwal, director of IRG World, a corporate leasing company ex- claims that he was not very sure of the re- sults that Clearpath Technology could bring to his company. But he was pleas- antly surprised when Deepak’s ideas helped his company. This is not an iso- lated case. Clearpath replicates it with al- most all of its clients. The company’s tendency to retain the clients by providing the best of services has been the key in its success. With the services extended in complete internet marketing domain, Clearpath is a one stop solution for any internet based busi- ness. To build a successful company like Clearpath is no ordinary task and their approach needs to be unique. Since a majority of their clients are based outside India, the round the clock work becomes all the more important. The company is dedicated towards its customers and do not give them a chance to complain. On the contrary their clients praises about the way Clerapath’s team interacts with its cients. Rebekah Fensome, a UK based life coach and a long time Clearpath client says that the team keeps her up- dated all the time. She also adds that her mails are answered almost immediately. Making 3500 clients happy is not an easy task for any organization. But a per- sonal connect with their clients makes this target attainable. Clearpath focuses heavily on building healthy customer re- lationships to better comprehend their needs and expecta- tions. “We started with small scale companies, worked together, communi- cated on a daily basis and in a sense grew together,” says Bansal. Peoplecentriccompany Acompany can grow only when its core strength, its people truly believe in it. In today’s professional world, switching companies within the same industry has become a norm. But Clearpath boasts of several of its original team members still being with thecompany.Their dedication seven years back has not waivered and has now transformed to confidence in the company. The company values its em- ployees and works towards creating a positive environment for them to work in. Clearpath also believes that a com- pany is only as strong as its weakest em- ployee and thus gives importance to hiring the right talent. To work in the in- ternet domain, you require the perfect skill set. The company has worked hard towards recruiting talented people to work for them. After having tasted suc- cess in the NCR region they have moved their quest for quality to Mumbai and Bangalore where they opened offices in March and September 2012 respectively. They believed that every region has its own culture and it would work better to have region specific employees who would connect better with the clients. Most of their back end work is done from their head office in Delhi and the new offices in Mumbai and Bangalore comprising mainly of sales teams. The company also has plans to expand to Chennai next. With major business de- velopments on their roadmap ahead, the company still has a long way to go ac- cording to Bansal. Companywithaheartofgold Before you pin down Clearpath as an ag- gressive business focused only on mon- etary growth, think again. The humble company understands that it owes its suc- cess to the society and thus wants to give back to it.They are big on Corporate So- cial Responsibility.They have set up var- ious eye and diabetes camps. But a truly unique achievement of the company which cannot be lauded enough is their effort to enrich the lives of physically dis- abled individuals. The company em- ployed three such special people and has trained them with the necessary domain knowledge. Clearpath believes that phys- ical disability is only a minor setback and not a major deal breaker for them as em- ployers. They want to train such people to give them a fair chance at living a life with dignity and financial security. The company aims at leveraging the power of technology to help its employ- ees provide more accurate and effective output. They are also planning to foray into mobile SEO which according to the company is going to grow into an impor- tant domain in the next few years. The company is also set to expand its busi- ness to other countries such as Dubai and Singapore within the next year since these are extraordinary business cities. With a motivated team, plans of ex- pansion in sight, loyal customers and their heart in the right place, Clearpath Technology can only pave its way up- wards. Bansal’s vision of helping busi- nesses gain high visibility on the internet is growing by the day and working to- wards paving a road to its clients success, thus justifying its name. “I have been dealing with Clearpath Technology for almost four years & during this time have found them to be extremely reliable & professional. They have been the backbone of our business promotion across four separate businesses & they continue to deliver on their promise. I was skeptical at first being that I am located in Australia, however their commitment to ensuring our businesses have ranked well on the key search engines has negated any borders. Thanks again and I would have no hesitation recommending Clearpath Technologies to anyone interested in their services.” Andrew Lawson, Owner of Sign A Rama Salisbury a collection of hundreds of full-service sign stores worldwide. "The results have exceeded my expectations. Whereas before I was de- pendent on being found through a web portal featuring my competition as well, my clients can now get in touch with me directly. I am very pleased." Rebekah Fensome, Owner of RebekahFensomelifecoah.com a life coaching service that also provides Yoga Camps in Ibiza and U.K si Clearpath believes thatacompanyisonly as strong as its weak- est employee siliconindia |20|N o v e m b e r 2 0 1 2 siliconindia |21|N o v e m b e r 2 0 1 2
  12. 12. CCIIOO IInnssiigghhttss It is important that the higher au- thorities in the company are directly in- volved in the purchase requisition thus avoiding any compliance made by the secretaries while placing the order. Portable devices and Mobile applica- tions have ensured that the top man- agement gets relevant information on their mobile so as to allow faster access for approval. This is an example of proper knowledge management system which is an extensively important im- plementation in the current scenario. ThemagicofVirtualization: Virtualization is akin to placing all eggs in a single basket. It has always played an important role in reducing the cost of operation, and little did Tulip realize this until Narayanan transformed the company to a virtual- ized version and led to a whopping 70 percent deduction in power consump- tion. This equates to a return of invest- ment (ROI) time for virtualization within a year. Today’sCIos:atechnocratorbusiness expert? With the sand clock turning upside down, it is time for the CIOs to change their roles from just being technocrats to that of business experts as technol- ogy can be explained by vendors or product specialists in the industry. Spending more time with sales, prod- uct development and the financial team is of paramount importance and there are some activities which compulsorily need the attention of the CIO. Some processes have nothing to do with tech- nology but are more inclined towards careful planning and standardization in the organization. For example, it usually takes about 25 days from billing to delivery of the product to the customers. If the CIO is capable of reducing the time frame to 18 days, then it can lead to positive revenue growth. Masteringtheartofadaption: The more than 36 years of experience in the industry has taught me that you need to be the master in adapting the changing environment. Initially every management believed in microman- agement of the employees rather than developing faith and assigning respon- sibility to them. Normally every person who begins a role in an organization starts as a tech- nocrat. As the individual moves up in the hierarchy, he has to go up in the delegate and impose trust with the co- workers. Emphasizing on microman- agement will not lend enough time for strategy and creative innovation. Showing faith in employees’ abilities can make them more perfect and inde- pendent. This strategy has saved time and helped me in discussion with the various stakeholders in the organiza- tion. Technology is continuously changing making it important for the company to be flexible, scalable and upgradable. This would enable the fu- ture needs of the organization as flex- ibility and scalability are big challenge in the IT infrastructure in- dustry. (As told to Vignesh.A) si Roleandcurrentpriorities: With multiple responsibilities within the organization, I wear several hats. But three of my resposibilities are more impor- tant. In my role as a CIO, I am responsible for internal IT, IT strategy, alignment and compliance with regards to overall IT aspects of the organization. Roles vary within the organization depending upon the need of the moment. Thus, I also act as the product develop- ment manager. The overall experience of more than 36 years within the industry at large has helped immensely in imple- menting new initiatives within Tulip. The normal problems faced, the pinpoints and how can they be addressed are some of the issues solved within the organization. The third cap is managing the network of professional employees in the team and their projects Currenttrendsintheindustry: Tulip is a managed services and connectivity player. Rarely, some of the entities may not be working to the satisfaction of the end user; hence the trend is to give a deal for every trans- action that the end user is going to do. This will eventually lessen the possibility of dissatisfaction for the customer. Normally there is a database administrator who looks into the database structure. The applications manager, network- ing consultant and web server manager analyze the system as a whole. Together there are no discrepancies that can es- cape the eye of the team members. Thus the second trend is using multiple individuals within the firm to pinpoint faults rather than a single individual. C R Narayanan initialized the virtualization of Tulip Telecom eventually leading to 70 percent reduction of power consumption by the company. Narayanan is the CIO of Tulip Telecom Limited (BSE/NSE: TULIP), a data telecom service and IT solutions provider that offers innovative IP based infrastruc- tural solutions.With a market cap of Rs 563.33 Crore employing more than 2,500 employees, Tulip is India’s largest MPLS VPN player. In a chat with Narayanan, he gives us prominent de- scriptions on how the industry has changed and new trends which are changing the course of IT. Virtualizationis akinto placingalleggs inasingle Basket C R Narayanan C R Narayanan, CIO, Tulip Telecom Ltd. emphasizingon micromanagement willnotlendenough time for strategy andcreativeinnova- tion. showing faith in employees’ abili- ties can make them moreperfectandin- dependent “ “ siliconindia |22|N o v e m b e r 2 0 1 2 siliconindia |23|N o v e m b e r 2 0 1 2
  13. 13. siliconindia |24|N o v e m b e r 2 0 1 2 siliconindia |25|N o v e m b e r 2 0 1 2 F ounded in 2004, Yes Bank (BSE: 532648) is a private sector bank with a Market Cap of Rs 14,733.12 Crore and employs over 5,642 employees as on March 31st , 2012. Today its is on the cusp of a major transformation. In a candid conversation with Amit Sethi, the CIO of Yes Bank, he emphasizes on the importance of an innovative mindset. We also hear his views about the transitioning role of a CIO and the absolute ne- cessity for the IT team to transform to a business IT team. Excerpts from the interview. Chartingthegrowthgraph Yes Bank began rapid expansion a year and a half back and has reached a different stage in its maturity cycle where we are on an upwards growth trajectory. Our aim is to obtain retail liabilities and assets and build an entire retail franchise for the bank from scratch. The atmosphere is exciting and filled with enthusiasm. The insights and learning from our past experiences lead to right choices today. This chal- lenging environment needs us to come up with innovative solu- tions which will ultimately im- pact the quality, cost efficiency and also customer execution. Being at the eye of growth is the most satisfying point for any pro- fessional. But the frontrunner is always innovation. Yes Bank is a ‘tech- nology bank’ with technology as an enabler and also a differentiator. Our sole purpose is to keep Yes Bank ahead of the technology curve. ‘Customer’-driveroftransformations A customer’s expectation from a bank has changed drasti- cally because of the way technology empowers them. Inter- net solutions are not enough and they want solutions on their mobile and on social media. Customers’ expectation in re- spect to customer service has also transformed. They require instant gratification of needs. Banks today are transforming using technology to keep pace with the customers. Apart from external customers the bank staff and people working in the back office also expect sophisticated tech- nology to aid their functioning. Nobody wants to log into 10 different systems to complete one transaction. They want all their work to be done on a single screen. The entire technology landscape has evolved where we have cloud based deliverables both on private and public cloud. We are enabled to increase and enhance scale as the customer wants. The entire process has become extremely agile and fast. ChangingroleofIT There was a time when banks used to own everything, but today we function on partner- ships. Banks maintain the core operations and product and sales infrastructure, but when it comes to technology servicing, the or- ganization forges partnerships to help maintain the infrastructure and enable a smooth function- ing. The role of technology is changing to ‘business technol- ogy’ today. It has become increasingly important for the technology team to understand the business domain and quarterly priorities. They must work closely with partners who will be able to deliver the right solutions. This pro- vides more flexibility in terms of pric- ing, and also helps in increasing agility. IT is now measured in terms of de- liverable values. Today, we do not talk about uptime or project timeline only; we talk about how IT has created busi- ness value by delivering a particular project. IT matrices are converting to business matrices. enablinginteroperabilityand scalingoperations In India, the volume of customers is growing exponentially. The transaction volumes and the scale of growth have increased manifold. To cope with these volumes we maintain a private cloud environment where we can scale up as required. In terms of software, we have al- ready got into a grid architecture which means there is no glance or a single ap- plication server to cater to everything. And as you scale up, it simply keeps up adding that to the application server so that you can take the load and scale up. There is a huge amount of unstruc- tured data which is outside the core banking environment which could be residing on the web. Using various partnership models that do all the ana- lytics that we require, we define what kind of big data analytics, and struc- tured and unstructured data we want. They also help us to get data related to customer sentiment or lead manage- ment or getting feedback on how par- ticular product is performing in the market or co-creation of the product in the market. We have started virtualizing our end desktop. Due to the inherent secu- rity features which virtual desktop en- vironment lets you put, you can actually put a board of restriction. You have to patch up or the end user device has to come at a particular level before you can login into an infrastructure. Since everything rests in the central servers and nothing on local devices we are able to tackle any security issue surrounding BYOD. strategiestobattlechallenges IT leaders face a plethora of challenges both internally and externally. Our technical man force cannot do only with technical skill set. They must also possess soft skills such as leadership and communication skills along with marketing and sales skills. Our biggest challenge lies in transforming the mindset of our technical workforce. They need to have a business outlook. The IT team is expected to not just reduce cost but also to increase profit. To bring forth the value from IT, we closely work with the business teams to showcase to them the business ben- efits that any IT project is bringing to the organization. This lends a hand to get funding for the whole project and also builds a good perception of the IT team. Convincing the management forms one of the biggest challenges. It is very important for the technol- ogy team to have an innovative mind- set to come up with solutions that help us deliver better to the customer. We must keep an open eye to identify trends that will work for the benefit of our organization and ultimately fulfill our vision to become the ‘Best Quality Bank of the World in India’. (As told to Rachita Sharma) Amit Sethi aids Yes Bank in expanding innovation exponentially in the tech- nology and infrastructure segment of the industry. Amit Sethi, Sr. President and Chief Information Officer, Yes Bank Ithasbecomeincreasingly importantforthetechnol- ogyteamtounderstand thebusinessdomainand quarterlypriorities staying ahead of the TeChnoLoGY CURVe staying ahead of the TeChnoLoGY CURVe si Amit Sethi CCIIOO IInnssiigghhttss
  14. 14. siliconindia |27|N o v e m b e r 2 0 1 2siliconindia |26|N o v e m b e r 2 0 1 2 RANK INSTITUTE NAME CITY, STATE COLLEGE SCORE 1 Sikkim Manipal University Manipal, KA 347 2 ICFAI University Hyderabad, AP 333 3 IGNOU New Delhi, DL 327 4 Symbiosis Centre for Distance Learning Pune, MH 321 5 Annamalai University Annamalainagar, TN 319 6 Osmania University Hyderabad, AP 303 7 Anna University Chennai, TN 296 8 Yashwantrao C. Maharashtra Open University Nasik, MH 289 9 University of Mumbai Mumbai,MH 273 10 Dr. B.R.Ambedkar Open University Hyderabad, AP 259 11 Maulana Azad National Urdu University Hyderabad,AP 240 12 Netaji Subhas Open University Kolkata, WB 237 13 Delhi University New Delhi, DL 232 14 Shivaji University Kolhapur, MH 229 15 Maharishi Dayanand University Rohtak, HR 221 16 Andhra University Visakhapatnam, AP 217 17 Dr. Babasaheb Ambedkar Open University Ahmedabad, GJ 203 18 SNDT – Women’s University Mumbai,MH 200 19 Alagappa University Karaikudi, TN 197 20 M.P. Bhoj (Open) University Bhopal, MP 180 Note: The above ranked colleges are exclusive participants who responded to questionnaire. On the education floor, an MBA reigns supreme. The management education sector in India is booming and today there are 3,900 management schools with close to 3.5 lakh seats. Even with a host of management colleges closing shop, the demand for good quality management education is still high. Amongst this crowd of MBA, hope- fuls are hordes of professionals who are unable to leave their current jobs but still nurse a desire to peruse an MBA degree. To aid the growth of such professionals, siliconindia presents the first edition of ‘Top 20 Colleges/ Universities offering Distance MBA in India’ 2012. Our objective is to arm professionals with extensive information that will facilitate their quest of iden- tifying the best college/university to pursue distance management education from. Colleges have been ranked based on stringent parameters such as number of in- takes, pass outs, quality of course materials, course duration and E-learning plat- forms among others. Mentioned ahead is the list of Top 20 MBA colleges with composite score based on weightage of parameters analyzed by our research team which conducted an online poll for students who have completed their distance man- agement education. We sincerely hope that our initiative will assist the future MBA aspirants’ educa- tional journey.
  15. 15. aligningacademic andIndustryResearch Current Initiatives for innovation at Yahoolabs: Mobile users are doubling every year. It is not a stationary device and follows you wherever you go. My current focus at Yahoo! is to see how we can take ad- vantage of the different situations that users go through on a daily basis, like lo- cations, their company (who they are with), and what they are doing. Our area of focus is to device ways to leverage all this mobile data and users thatYahoo! is gathering. We must be able to shift and create an experience for users that goes across all screens from the desktop to the tablet to the mobile. Yahoo! has over 700 million users and we have witnessed them shift to the mobile at a very fast pace. We are at a point where we can start leveraging all the data that we get from mobile and help users get new experiences. aligning academic and industry re- search: Yahoo! Labs is one of the few labs which fall between academic research and the product R&D.AtYahoo! we can have a theoretical result that will be pub- lished at an academic conference but the result might also be taken to the product leaders who could turn it into a million dollar product. A middle path between academic and industry research helps a company because it can help map out the future. It can help companies understand where users are at present and where the shift will be in a few years. In case of research we consider the consequences of scaling.When a million people begin to use a new service, a dif- ferent behavioral set comes up. We can build applications around this behavior set. A lot of research has been done in the field of mobile. For instance, re- search on location based services is very relevant to how we design services today. Such research can aid young start- ups who build small scale social apps. Lars Erik Holmquist, Principal Research Scientist, Yahoo! Labs They have no idea about all the research that has been done before that and for the same reason their products are not very good. So while you are building a prod- uct, if you go back to see all the research that has been done, you can apply that to your product. Researchaidingproducts: We did a research on location based services such as ‘Foursquare’. Interest- ingly, early research projects and prod- ucts in location, tried to track the user at all the time which was kind of creepy and also technically very difficult to do. It drained out the phone batteries and the locations were not exact and had anom- alies. Foursquare’s concept was very smart. They allowed users to tell where they were, be it a café, or a bar or home. This does not give a particular line but it gives a particular expression of the user at a place. When we interviewed Foursquare users, location was not just a line on the map but was actually an ex- pression. Location went from being a property to being an expression. If de- velopers can understand the social im- plications of services, they can influence services that will appeal to a bigger part of the population. Before developing an app they must think deeper. For instance, apps which introduce you to people who share the same interests in your vicinity is a com- mon idea. But how do you go about after you receive the information? Develop- ers must think about the social implica- tions of such applications. Ubiquitouscomputing:avision Ubiquitous computing is a 20-year old vision and has been very influential. 20 years ago, we had the main frame which was the big computer and then came the personal computers. The smartphone and the tablet are influenced by the ubiq- uitous computing heavily. The cloud was not originally a part of the ubicomputing vision but we have actually turned towards it. It enables mil- lions of people to use the same com- puter, so we are back to the main frame model. We have a down terminal be- cause they just connected the system to the main frame. Increasingly mobile phones are be- coming like that. If you talk to your own phone, like using Siri , it senses the sound and sends to the main frame where it gets processed and comes back. Computers now are ubiquitous but the information is moving to a distant loca- tion which makes the products poten- tially much more powerful. By connecting smart products to the cloud we multiply the intelligence in a differ- ent way. Groundedinnovation With grounded innovation, I try to bal- ance the two axes of inquiry - under- standing how the world works; and invention - coming up with something new.You do not just want to have some- thing new because it might not be real- istic or practical but you want to understand the world and do your in- quiry. Innovation according to me is not just inventing something new but it has to be something that can be used. Open source is a big innovation in how we think of software. It has had an enor- mous effect. For instance, we worked to make digital photographs more interesting by introducing an element of surprise. We added some filters and the results were very different from conventional im- ages. The images looked very much like Instagram pictures which is now a mul- timillion dollar business. This is an ex- ample of grounded innovation. My current priority is to takeYahoo! ‘Mobile’. It is very clear that with all the deep understanding about mobile, we can take existing products mobile and also how we create entirely new prod- ucts. We are also studying how people use the tablet at home which is a new prod- uct category. Yahoo! Labs is the perfect place for me to be because after having done all the dreaming, theoretical work and stud- ies; I have come to a stage where we can build products on a large scale. (As told to Rachita Sharma) Lars Erik Holmquist is the Principal Re- search Scientist at Yahoo! Labs and heads the Mobile Innovations group. Yahoo! Labs is a division of Yahoo! (NASDAQ: YHOO) responsible for research into the science of the Internet and creating the next generation of businesses for the company. Headquar- tered in Sunnyvale, CA, Yahoo! Labs delivers both fundamental and applied scientific leadership, publish research and create new technologies that power Yahoo!’s products. Prior to joining Yahoo! Lars was a profes- sor in Media Technology at Södertörn Uni- versity and was a co-founder and research leader at the Mobile Life Centre, a joint re- search venture between academia and in- dustry hosted at Stockholm University, with major partners including Ericsson, Mi- crosoft, Nokia, TeliaSonera and the City of Stockholm. In a candid conversation with Lars, he opens up about various researches and how it helps Yahoo! build products for the masses IInn CCoonnvveerrssaattiioonn si siliconindia |28|N o v e m b e r 2 0 1 2 siliconindia |29|N o v e m b e r 2 0 1 2 Lars Erik Holmquist
  16. 16. siliconindia |30|N o v e m b e r 2 0 1 2 siliconindia |31|N o v e m b e r 2 0 1 2 that can be used by leaders to influ- ence them. The traditional yearly an- nual appraisal might not work for them. Gen Y in India favors equity as opposed to equality and therefore wants to get recognized by being paid competitively. Finally everybody wants to be a part of a winning team. Kouzes and Posner described them as "Creating Small Wins". Leaders need to create opportunities for many and also plan them in such a way that by achieving them they feel more ac- complished and thereby feeling more significant. For managing Gen Y that is the mantra for effective leaders. I am trying to put forward some simple actions that I believe can help today’s leaders in effectively managing Gen Y teams. These simple yet profound actions will help them to excel in what they do and distinguish them- selves from others. 1) having a shared Purpose to mo- bilize others and work together for achieving it: Most of the effective leaders have their personal purpose. However, at the same time they realize that it is much easier to achieve a "Shared Pur- pose" rather than one’s own. This is the process where they manifested their leadership capabilities in terms of articulating their purpose in such a way that the people start seeing meaning into it and accept it as their own. Leadership researcher Ram- narayan, while studying successful Indian leaders called them "Dream Merchants". 2) Using personal network to seek insight into organization problems: Building a strategic personal network and successfully using it, as a rela- tively safe way to expose organiza- tional problems and seek insight into solutions is a hallmark of effective leaders. Personal networks are largely external, made up of discretionary links to people with whom leaders have something in common. In mod- ern day business it serves as a safe sounding board for a leader to use as an internal learning network. What makes a personal network powerful is its power to provide a safety net while learning by introspecting, reflecting and observing from others about unique organizational problems. 3)Institutionalizing innovative sys- tems and processes: One of the roles played by the lead- ers that make them differentiated are their ability to introduce innovative systems and processes in their re- spective organizations. But more im- portantly, over time they institutionalize them to make it a part and parcel of the organizational life. High Tech strategy experts Annabelle Gawer and Michal A Cusumano re- vealed in their bestselling book "Plat- form Leadership" how Intel, Microsoft an Cisco leaders created number of innovative systems and processes involving external vendors to remain competitive. 4) empowering people - helping them to move from a sense of pow- erlessness to discover their own sense of efficacy and power: Believe in people’s ability is what sustains extra ordinary team efforts. The effective leaders are those who nurture self- esteem in others. They make others feel strong, capable and move them from a sense of power- lessness to a state where they start be- lieving their own capability. Leadership researchers believed that the effective leaders become institu- tion builder by carrying people with them even when they seem to feel powerless. 5)Leaving beyond organization Identity: One of the biggest problems with a lot of leaders is the deep insecurity about their own identity. Leaders often get so hooked up with organi- zational functions that they literally feel out of life when those functions are taken away from them. As a leader one should not live in constant apprehension at the thought of what will happen if their institutional iden- tity were ever to disappear. Jack Welch successfully transitioned his career into business writing, speaking and consulting after his eventful transformational journey at GE. So what are you thinking? Lead- ership is all about influencing, and we all have an inherent capacity to choose to build a new vision for our- selves, to start following a different course, to let go something which we thought we will never do, embrace something which we probably was never comfortable with. But when we do these things, which are guided by a purpose we all excel and metamor- phose ourselves from an individual contributor to a true leader, perhaps that is what Gen Y are looking for? Theeffectiveleaders are those who nur- ture self- esteem in others ““ T he process of lead- ing is something be- yond managing. While writing about leadership chal- lenges, leadership researchers Kouzes and Posner wrote, "If there is a clear distinction between the process of managing and the process of leading, it is between getting others to do and getting others to want to do. Man- agers get other people to do but lead- ers get other people to want to do". This definition assumes greater sig- nificance in the context of today’s India where effective leaders are those who can inspire and motivate younger generation by helping them to find a "Purpose". At the core of the leadership effectiveness in today’s or- ganizations, therefore, the emphasis is not what you can achieve yourself in an organization but help others to achieve breakthrough results and ben- efit the entire ecosystem. Anna Haz- are’s popularity with Gen Y Indians is a case in point where he was able to connect with millions of young Indi- ans by giving them a purpose and an identity. Gen Y today wants to feel signif- icant. They are ready to work very hard, provided they see an avenue to reach their goals in life. In some sense they are all knowledge workers. It means that they want to get an op- portunity to put their knowledge into use in their day-to-day job function. It is in this context the leaders in today’s organizations must under- stand what drives these GEN Y knowledge workers. One of the key drivers for them is opportunity to learn new skills in actual job situa- tions. Therefore they would want leaders who can facilitate them to learn, while working with them.What else drives them? They are more IT- Savvy and therefore want access to information, especially those which can enable them to not only network with fellow professionals more effi- ciently but to acquire knowledge that can help them to contribute more sig- nificantly in solving business prob- lems. Challenging assignments coupled with meaningful and data based feedback are some of the tools DifferentiatingLeadership LLeeaaddeerrsshhiipp Pallab Bandyopadhyay By Dr. Pallab Bandyopadhyay, Director-HR, Citrix Systems WhatMightworkfor managingGeneration Citrix Systems, Inc. (NasdaqGS: CTXS) delivers virtualization, networking and cloud solutions. With a market capital of $11.80 Billion, Citrix employs over 6001 employees. si Nearly 2 in 5 U.S. tablet owners read newspapers and/or magazines on their device while 1 in 10 reading publications almost daily. 37.1 per- cent of tablet owners read a newspa- per on their device at least once during the month, with 11.5 percent of tablet owners reading newspapers almost every day. Courtesy:Comscore
  17. 17. siliconindia |32|N o v e m b e r 2 0 1 2 siliconindia |33|N o v e m b e r 2 0 1 2 sitioning them as more cost-effective and as a way to counter the effects of eco- nomic belt tightening”. Evolving to this modelis highly complex and a multi-stage process with a signifi- cant number of technology decisions to make, but clearly a must do to remain relevant in the modern world of software. Capitalizing on the powerof real-time analytics: One of the most powerful competitive weapons in the software industry today is analytics. For many organizations, pil- ing terabytes of structured and unstruc- tured data that changes at rapid velocity needs to be managed and analyzed real- time in a secure environment. Accord- ing to market research firm IDC, the business analytics software market grew by 14.1 percent in 2011 and will con- tinue to grow at a 9.8 percent annual rate, to reach $50.7 billion in 2016, driven by the focus on big data. ISVs must have a clear plan to capture, ana- lyze and create actionable, predictive in- telligence in real time. This area continues to evolve very quickly and is likely to remain a key area of software transformation for years to come. Monetizing new market opportuni- ties: Software transformation has the poten- tial to open new markets and new sources of significant revenue for ISVs. Simply mobilizing software can help ISVs take their solutions in new markets or geographies. Gartner states “SaaS and cloud-based services help vendors to ex- pand revenue growth by making it eas- ier for end users to test and evaluate new types of software, provision new users to current technologies, and migrate users off older versions to newer versions of software.” In some industries, client analytics can also be significantly monetized. A goal of any transformation plan should be top and bottom line growth and mining new markets is the shortest path to success. Refreshing core software development practices: Modernizing traditional software devel- opment practices such as agile multi-site development processes, quality, automa- tion and outsourcing of non-core product lines to free-up R&D budgets, resources for transformational initiatives are just the beginning of core practices that may need a refresh. Some of these can also yield the biggest gains in terms of imme- diate return on investment.According to Voke Research “In the post-global finan- cial crisis environment, software and platforms continue to increase in com- plexity and demand, and high profile software failures are occurring at an alarming rate. Software failures now equal business failures, and as such, test- ing has moved from obscurity to promi- nence. The inextricable link of software and the brand has made business leaders aware of the need for quality software with minimal business risk. The testing of software at every stage of the lifecycle with all aspects of the supply chain is a standard and required practice, and con- tinues to grow in importance.” Summary: The software market is undergoing a dra- matic change. New technologies, solu- tions and business model are not just redefining the ISV landscape, but also provide tremendous opportunities to in- novate and create next generation solu- tions. Symphony Teleca is the leading software development partner in the world today as recognized by Zinnov, Global Services, Gartner and more. T he $120 billion a year global enterprise software industry is in a period of rapid transition, with more and more companies and industries being run on software and de- livered as an online service to a widening range of connected devices.Advances in processing, mobile devices, wireless net- working, the Internet and other tech- nologies have fundamentally eliminated the defenses of established industries, and software companies face unprece- dented opportunities in the years ahead. But to thrive, independent software ven- dors (ISVs) must fundamentally trans- form their traditional design, development and commercialization strategies and processes to be successful in today’s highly connected world. There are many dimensions to this required transformation, however six are clearly the most common today. Incorporating New UserInterface De- sign and Technology: The staggering growth of Smartphones, tablets and other connected devices cre- ate a range of new usability challenges for a consistent, cross-platform experi- ence while providing complete enterprise application functionality to the end user across devices. Differences in screen size, processing, power, wireless per- formance, gesture and new user inter- faces (UIs) such as advanced haptics and more create a clear competitive need to leverage the latest in UI design and us- ability best practices. This area is sure to get more interesting as companies like Apple have filed patents that would allow a device’s display to physically change shapes. This could provide a consumer with a raised button for exam- ple or a 3D map that pops right out of the screen. Delivering Software to All Kinds of Devices – including Autos and Em- ployees’ Personal Devices (BYOD): According to NPD In-Stat, the connected device base will increase from 256 mil- lion devices (2011) to at least 1.34 billion by 2016. That is a 56 percent combined annual growth rate. Connected devices include tablets and Smartphones as well as connected television and satellite sets, video game consoles and Blu-ray play- ers/recorders. Two of the hottest areas of the mobile ecosystem today are the Au- tomotive sector, where in-vehicle info- tainment (IVI) has become of the primary areas of competitive differenti- ation among auto manufacturers, and the bring-your-own-device phenomenon in the enterprise. Creating complete functionality in a mo- bile environment along with optimizing application performance over various wireless networks - including cross- plat- form delivery to mobile devices - can be daunting. Testing alone all the various combinations of devices, operating sys- tems and wireless networks however is a must for transforming software for the connected world. Addressing Client Demand for Soft- ware “as a Service”: Shifting from traditional software and delivery models to software as a service (SaaS) is fundamentally changing the economics of software. It also can open new markets, significantly reducing cap- ital and operational costs, and enabling ISVs to dramatically improve their over- all business model. Gartner predicts SaaS revenue will reach $14.5 billion this year, a 17.9 percent increase from 2011 of $12.3 billion, with strong growth pre- dicted through 2015 when the market is expected to be $22.1 billion. Also, ac- cording to Gartner, “An increasing num- ber of organizations are demanding software functionality as a service (infra- structure as a service [IaaS], platform as a service [PaaS] and SaaS) or via cloud- based services rather than on-premises. As a result, vendors are offering more technology as subscription-based solu- tions and "pay as you go" offerings, po- TransformationofCorporatesoftware foraConnectedWorld The inextricable link of software and the brand hasmadebusinesslead- ersawareoftheneedfor quality software with minimal business risk By Sanjay Dhawan, President and CEO, Symphony Teleca Corporation Sanjay Dhawan Headquartered in Palo Alto, Symphony Teleca Corporation delivers products combined with con- temporary product development, systems integration, analytics and managed services to several organizations globally. With 35 offices worldwide, the company employs over 6,100 employees. si VViieeww PPooiinntt
  18. 18. siliconindia |35|N o v e m b e r 2 0 1 2siliconindia |34|N o v e m b e r 2 0 1 2 SGI (Nasdaq:SGI) develops, markets and sells a broad line of mid-range and high-end scale-out and scale-up servers plus data storage solutions and dif- ferentiating software. With a Market Cap of $ 246.32 Million they approximately employ over 1,500 em- ployees ending March 31st , 2012. VViieeww PPooiinntt By Floyd Christofferson, Director of Storage Product Marketing, SGI tems automatically index content in multiple ways as it is created and mod- ified. Using this meta data users can search for data, and administrators can easily set policies to automatically de- termine which data should remain on production disk drives and which can migrate to lower cost, higher effi- ciency second or third tier storage. • Hierarchical Storage Management (Tier Virtualisation): Another cost-effective technique that can aid in developing an active archive is to virtualise tiers of storage through the use of a hierarchical storage man- agement solution. These enable multi- ple tiers of disk and tape to appear to users as one large aggregated volume even though the data is actually dis- tributed across multiple storage types. The beauty of this system is that all the data appears to the user to be on- line in the high speed, expensive, pro- duction disk at all times. But in reality, even though the file appears to be right where the user put it in the file system, it has actually migrated to lower cost storage. This approach delivers dra- matic overall cost savings without the need for users to learn and follow where their content is located. • Low power mass storage using MAID: A MAID system is another significant tool in creating a lower cost active archive. By selectively powering down whole sections of the disk array until the data is needed, MAID sig- nificantly reduces the power and cool- ing requirements of the data centre, much like tape libraries do, but with the added advantage of much higher performance and proactive data pro- tection. ProtectingtheDataThatIsYourBusi- ness An active archive strategy requires ef- fective planning and deployment of management tools. When imple- mented effectively it can considerably reduce the overall cost of managing a growing pool of digital data. Individ- ual components can be upgraded or changed without impacting the user experience. In this scenario, scalabil- ity becomes an asset, and not a headache. si T he mainstream adoption of HD, 3D, mobile and streaming services pres- ents an archiving chal- lenge for the digital media industry, in scaling storage and sup- port systems cost effectively, and therefore providing sufficient capacity and speed of information retrieval re- quired. Even though more and more digi- tal media files are filling up ever-larger disk silos, propelled by the prolifera- tion of mediums, the amount of data is growing quicker than the need to ac- cess it. For the digital media sector, specific files are rarely accessed, but the key is for that access to be imme- diate and fast; business users and con- sumers want them available at all times. For some businesses, this challenge would be addressed through better data management, but translated to the digital media and production sector the challenge becomes astounding. The problem is more critical than the realm of personal preference where online media is accessible instantly, such as services like BBC iPlayer or Spotify, instead the issue is a business necessity. The business needs to have access to the full range of data at all times. always-on and accessible An active archive means data is al- ways available in an ‘online’ state. In the context of an active archive, ‘on- line’ means that the data is available in an environment that is immediately and easily accessi- ble to users, that is not drawing power or taking up unnec- essary space, and one in which the data is protected for a long time. An active archive strategy, when properly ap- plied, significantly reduces overall storage and data management costs whilst improving efficiencies and the ability for users to access all data. In essence, the data should live where it is most efficient. For exam- ple, inactive data, WHICH IS BLA, which has retention value can be moved into an archive tier storage that, although ‘online’ and visible to the user, is typically in a powered-down state using Massive Array of Idle Disks (MAID) technology that com- pletely removes power from the array. These archives, while still available to users, can be managed with very dif- ferent disaster recovery techniques that require less investment, and at a fraction of the operational costs of conventional disk-based file stores. This is a vast contrast to a tradi- tional archiving approach, where data often ends up residing in an off-site data tape store that required hours if not days for data retrieval. Implementing an active archive There are numerous tools that can sim- plify the implementation of an active archive strategy. These can be cate- gorised as: • Digital Asset Management: Leading digital asset management sys- achievingactivearchiveambition Enterprises are expected to spend $28 billion on Big Data this year and the spending is expected to hit $34 billion next year. How- ever the buzzword will phase out by 2020 when Big Data will have become the new normal. Courtesy:Gartner Floyd Christofferson
  19. 19. siliconindia |37|N o v e m b e r 2 0 1 2siliconindia |36|N o v e m b e r 2 0 1 2 W e are going through a radical shift in the way people work and use computers. Increasing avail- ability and affordability of wireless broadband is giving the global work- force true mobility, for the first time in history. Many of them will use smartly designed mobile rugged computers for their everyday computing and commu- nication needs, instead of traditional laptops. "We live in interesting times," said Robert Kennedy in 1966. I am prone to agree, although Bob and I surely refer to vastly different developments and scenarios. I would like to suggest that we are presently going through a real, radical shift in the way in which people work and use computers. It is about true mobility, for the first time in history. With increasing availability and af- fordability of wireless broadband, peo- ple are no longer confined to the traditional office environment. Soon we will all be connected, everywhere and always. Mobile operators are expanding networks and increasing capacity to handle the explosion of data traffic stemming from the increasing use of smartphones (that are in reality more computers than phones). Working from home or closer to the customers can have several positive ef- fects: it may make staff more content and also more productive. It may make the organization slimmer by reducing the need for office space. And the soci- ety as a whole may reap great environ- mental rewards if this newly found true mobility leads to fewer trips by car, bus, train or plane to and from the office. Another strong trend that drives true mobility is the availability of much im- proved so-called rugged, or ruggedized, computers.As opposed to traditional, or commercial computers, these comput- ers are specifically designed to operate reliably in harsh usage environments and conditions, such as strong vibra- tions, extreme temperatures and wet or dusty conditions. Standard computers are simply not suitable for use in outdoor environ- ments. They have poor battery life and cannot withstand shock, dust and water. They break too easily and too often, thus making the price-benefit analysis inferior to that of rugged computers (al- though the latter are more expensive to purchase). The total cost of ownership is much lower, as much as 65 percent lower per year, for rugged computers, mainly because their durability mini- mizes or eliminates the loss of produc- tivity that is the result of computers breaking down. ordinary office workers embrace ruggeddevices Traditionally, rugged computers have been used by field workers operating in tough and 'naturally mobile' environ- ments such as logistics, geomatics, forestry, public transportation, con- struction, mining, public safety and mil- itary. But a strong parallel trend is that even 'ordinary' office workers are now also starting to use rugged computers for a life 'on the go' to avoid having to replace commercial laptops or handheld devices or even smartphones so often. Many blue collar workers, like garbage collectors and train staff, have also started using rugged computers and handheld devices to make their work more effective and productive. Butwhatisaruggedcomputer? There are two main standards for clas- sifying rugged computers: The American military standard for equipment, MIL-STD-810. This is a broad range of environmental condi- tions that include: low pressure for alti- tude testing; exposure to high and low temperatures plus temperature shock; rain; humidity, fungus, salt fog; sand and dust exposure; leakage; shock and vibration. The standard is comprised of 24 laboratory test methods. Generally speaking, the more methods tested (and passed), the more rugged the unit. So a rugged computer would on one level be classified by how many test methods it has passed. The IP scale, not to be confused with Intellectual Property or IPaddress, IPin this case stands for Ingress Protec- tion and the ratings are displayed as a two digit number. The first digit reflects the level of protection against dust. The second digit reflects the level of protec- tion against liquids (water). So an IP67- rated unit is totally dust proof and is capable of immersion in water for at least 30 minutes to a depth of one meter. As everybody knows Apple has been hugely successful with the iPhone and the iPad. This success has also spread into the ruggedized market where some enterprises who traditionally would have bought rugged devices have opted for an iPhone or iPad as their enterprise mobility hardware. The tremendous success of Apple has more than any- thing taught the broad masses that us- ability is important, that design matters and that the essence of mobility lays in the size and weight (or lack thereof) in a device. The manufacturers of rugged equipment are learning quickly and are now launching rugged smartphones and other user-friendly and smartly designed devices. Rugged computers have become much more sophisticated and advanced in the last few years. They now have faster processors to offer better and broader use, and the ability to bring desktop functionality out into the field. Their batteries can work for eight hours on a single charge – a full work day. They may work on any choice of wire- less frequency anywhere in the world. They have high quality cameras that al- lows in field image capture. Ruggediscool Rugged mobile computers have also be- come much lighter and have much bet- ter functionality overall, including better displays and improved ergonomic de- sign – all contributing to an improved user experience. New screen technology provides spectacular screen clarity and brightness in any outdoor condition, even direct sunlight. They also look better – it has be- come cool to own a rugged computer (also because many famous athletes and adventurers use them). Design and functionality are two strong reasons why the rugged computer segment is growing faster than other computer seg- ments. Workingfromhomeorclosertothe customerscanhaveseveralpositive effects:itmaymakestaffmorecon- tentandalsomoreproductive ““ Jerkre Hellstrom si Handheld is a manufacturer and lead- ing supplier of rugged mobile comput- ers employing over 44 people. VViieeww PPooiinntt True MobilityTrend: The Future of Mobile Computers is Rugged True MobilityTrend: The Future of Mobile Computers is Rugged By Jerker Hellstrom, CEO, Handheld Group
  20. 20. siliconindia |39|N o v e m b e r 2 0 1 2siliconindia |38|N o v e m b e r 2 0 1 2 I t is no secret that customers are talking, telling you exactly what they like, or do not like, about your brand, the latest product they purchased, or even their bad service experience. Whether this feedback comes through email, survey, chat, or particularly now-a-days social media, as the owner of that brand, it is up to you to listen to your customers. Listening and then acting on insights gleaned through customer feedback drives product innovation, improves cus- tomer service, bolsters customer loy- alty, and produces measurable ROI. But what are the trends in the Cus- tomer Experience Management (CEM) industry today? As technol- ogy advances, where is this space headed, and what challenges face en- trepreneurs vying to build a business in this growing marketplace? In order to overcome the chal- lenges of handling Big Data, such as efficiently analyzing vast quantities of unstructured content that comes from multiple feedback sources, or- ganizations need to invest in a scala- ble text and sentiment analytics platform to automate the analysis process. Through such types of tech- nology, organizations can intelli- TheImportanceof increasing Operationalizationin BusinessInsights Sid Banerjee By Sid Banerjee, CEO & Co-Founder, Clarabridge Clarabridge is a provider of sentiment and text analytical software. Instituted in 2006 in Reston, VA, the firm strives to provide software solutions idiosyn- cratically to utilize sentiment analysis and text analytics to automatically col- lect, categorize and report on structured and unstructured data. gently tag customer feedback for cat- egorization and sentiment in order to glean action- able in- sights. It used to be enough for businesses to just ana- lyze the data, hear what cus- tomers are saying, and then react internally. However, the trend in CEM today is to not just listen to consumers, but to engage with them. Organizations need to prove to customers that they are actively mak- ing the customer a valued stakeholder in business decisions by maintaining an open dialogue with consumers. Through social channels such as Facebook, Twitter, and online com- munities, organi- zations need to respond directly to customer com- ments, answer questions, or follow up with an unhappy customer. Compa- nies are increasingly operationalizing business insights as well. For many organizations, any feedback collected on products or services is generally not routed to the operational depart- ment best able to respond. This is a huge untapped opportunity. Organi- zations will only truly benefit from social media when social interactions are efficiently and quickly delivered to the right people who use the feed- back to take action. As a company interacts and ana- lyzes customer experiences over time, they can build out a more com- prehensive and nuanced profile of customer interests, influ- ences, and drivers of loyalty, prof- itabil- i t y, a n d promotion. Organizations need to expand their customer en- gagement beyond social media plat- forms and build out the most holistic view of their customers. After all, a tweet may only say that a customer is unhappy with the latest line of oat- meal, but an email elaborates on why—and tells you how to change it. The challenges facing entrepre- neurs looking to exploit opportunities in the social and CEM space today are not much different from the chal- lenges for any entrepreneur. Starting Clarabridge in 2006, we first sought out creative, risk taking employees who had a passion for coming up with and translating new ideas into new products. We raised capital when we realized that our ideas needed to be funded beyond our own ability to in- vest. And as our business has grown across the U.S. and now internation- ally, we have created scalable sales, marketing, support, and technology organizations with the talent and abil- ity to build ever more sophisticated, market responsive solutions. Through the entire process, we have sought to do, as a company, what our solutions do for our customers – lis- ten. Our customers are our inspira- tion, our source of creative ideas, and ultimately, our partners. By listening to them and translating their insights into improvements in our business and offerings, we are successful. organizationswillbenefit from socialmediawheninteractions areefficientlyandquickly deliveredtotherightpeople India’s cloud services market is expected to grow 32.4 per- cent in 2012 to reach $326.2 million. Software as a service (SaaS) is the largest segment and is forecast to increase to $115.6 million in 2012, while infrastructure as a service (IaaS) is estimated to reach to $42.7 million in 2012. Courtesy:Gartner si VViieeww PPooiinntt
  21. 21. siliconindia |41|N o v e m b e r 2 0 1 2siliconindia |40|N o v e m b e r 2 0 1 2 T hese are challeng- ing times for the manufacturing in- dustry in India. With global eco- nomic uncertain- ties, manufacturers are under a lot of pressure to cut costs and increase revenue. The last time In- dian manufacturing faced a similar crisis was in the early nineties, after economic liberalization in India opened up a pre- viously protected market to global com- petitors. A lot of people back then, including many manufacturers them- selves, thought that more efficient for- eign manufacturers providing higher quality products would completely wipe out manufacturing in India. What unfolded over the next twenty years was something very different; In- dian manufacturers not only overcame the crisis, but emerged stronger than ever before. They became efficient and high quality manufacturers. The rapid expan- sion in manufacturing over the last two decades along with several prestigious qual- ity awards bagged by Indian manufacturers bear testament to this fact. So, what is the next step for Indian manufacturing? Before we answer this question, let us look at some of the chal- lenges manufacturers face today. Let us start with the need for speed. With shrinking product lifecycles and ex- panding choices available to consumers, manufacturers have to bring their inno- vations to the market faster than their competitors to stay in the race. Further, with increasingly complex products, no one manufacturer can possess all the skills and competencies required to bring a product to market. Manufactur- ers are increasingly forced to work with suppliers and partners across the world providing key sub-systems and compe- tencies. This brings us to our next chal- lenge,globalization.Indianmanufacturers have to target global markets to achieve economies of scale. They also have to work with global partners who may be providing key competencies that are crit- ical to product success. In this increas- ingly globalized value chain, one faces the next challenge of optimization. How can manufacturers get the most out of their resources and competencies that are now spread across the world? How do they achieve this while maintaining flexibility to respond quickly to market demands? And how do they do this while paying close attention to the next major challenge, sustainability. With in- creasing concern for the environment, governments around the world are en- acting regulation to control the use of harmful materials in the product and the production process. Manufacturers are also being made accountable for the safe By Vivek Marwaha, Director Marketing, Siemens PLM Software India Siemens PLM Software, a business unit of the Siemens In- dustry Automation Division, is a leading global provider of product lifecycle management (PLM) software and services with seven million licensed seats and more than 71,000 cus- tomers worldwide. Headquartered in Plano, Texas, Siemens PLM Software works collaboratively with companies, de- livering open solutions to help them make smarter decisions that result in better products. PLM–enaBLInGsMaRTeRDeCIsIons anDBeTTeRPRoDUCTs disposal of their products at the end of life. In summary, manufacturers today face unprecedented challenges and a complex business environment. Just being an efficient manufacturer is no longer sufficient to achieve long term success. That brings us back to the question: what is next for Indian manufacturing? The answer lies in the practice of prod- uct lifecycle management (PLM). PLM is rapidly emerging as a critical enter- prise application for manufacturers. While PLM is a vast domain with sev- eral solution sets, one could classify them into three broad areas: digital prod- uct development, digital lifecycle man- agement, and digital manufacturing. However, please bear in mind that PLM is, first and foremost, a business strategy. Products are the life blood of any manufacturing organization, and a disciplined approach to decision making across the product lifecycle can unlock tremendous value for manufacturers. PLM software has evolved over the years, from simple CAD tools, to inte- grated information systems that contain intelligent product and process informa- tion, thus supporting effective decision making across the lifecycle. Smarter de- cisions would logically lead to better products, providing long term growth and profitability to manufacturers. When Maruti Suzuki India Limited (MSIL) experienced increasing market pressures to introduce new product mod- els in a shorter timeframe, they decided to automate their die design process with the help of digital product development tools. This helped MSILbring down the die design time and costs, while enhanc- ing the quality of dies. ForAvantha Power & Infrastructure Limited (Avantha Power), it was a ques- tion of reducing project delivery and ex- ecution time for commissioning new power plants. With the help of a digital lifecycle management system, Avantha Power was able to manage and share ac- curate project information among em- ployees and vendors in a secure envi- ronment, thus achieving their overall project objectives. When Mahindra Vehicle Manufac- turers Limited (Mahindra Vehicles) de- cided to setup a new manufacturing plant at Chakan to cater to the rising de- mand for medium and heavy commer- cial vehicles, they turned to digital manufacturing technologies to help them plan and simulate the entire plant virtually before they started construc- tion. This helped Mahindra Vehicles bring down vehicle lead times and costs significantly, as well as eliminate non- value adding activities early in the process, thus supporting their “first time right” philosophy. These examples should not give one the impression that PLM is suited only to large enterprises. Small and mid-sized manufacturers face the same challenges, and are increasingly turning to PLM to help them deal with the com- plexity of today’s business environ- ment. In summary, we are on the cusp of what promises to be an exciting period for manufacturing in India. Challenges abound, but so do opportunities. Inno- vative manufacturers who make smarter decisions and build better prod- ucts are sure to achieve success in the years to come. Vivek Marwaha VViieeww PPooiinntt Withincreasinglycomplexproducts, noonemanufacturercanpossessall theskillsandcompetenciesrequired tobringaproducttomarket si

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