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EMC CIO Sanjay Mirchandani Discusses Evolving Model for IT-as-a-Service


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EMC CIO Sanjay Mirchandani and his team have led the company’s charge toward IT-as-a-Service, a more agile business analytics framework and the overall global transformation of EMC IT. Sanjay has worked at the forefront of an effort that has allowed EMC to reduce its spending on equipment, power, space [Capex] and operating expenditures by more than $223 million to date, while simultaneously overseeing EMC’s seven Global Centers of Excellence (U.S., China, India, Israel, Russia, Ireland and Egypt).

In December, Sanjay spoke with Knowledge@Wharton, the online business analysis journal of the Wharton School of the University of Pennsylvania, about operating in a more virtualized world with rising technological demands placed on companies including costs, flexibility, the need to find talent and much more.

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EMC CIO Sanjay Mirchandani Discusses Evolving Model for IT-as-a-Service

  1. 1. December 2012 | http://www.wipro.comThe CIO SeriesEMC’s Sanjay Mirchandani Serves UpReady-to-Go Business Intelligence ING BEYO LV O ND EV CI OGY IN F O R O OL AT N M IO H N TEC
  2. 2. ING BEYO LV OWIPRO | Knowledge@Wharton ND EV CI OGY IN F O R O OL AT HN M IO N TECEMC’s Sanjay Mirchandani Serves UpReady-to-Go Business IntelligenceSanjay Mirchandani, chief information officer at EMC Corp. has a straightforward plan forproviding clients with the leading-edge information technology services: Prove the valueof new concepts by first implementing them in-house. More generally, the company helpsorganizations to transform their operations and deliver IT-as-a-service. The company’s cloudcomputing solutions, he says, aim to help businesses store, manage, protect and analyze theirinformation in an agile, cost-efficient way. To achieve this, Mirchandani begins by engagingEMC employees and business units in order to assess their needs and preferences. Sanjay Mirchandani, chief The 33-year-old, Hopkinton, Massachusetts-based information officer (CIO) of EMC is a $20 billion company ranked 152 on the EMC Corp., has a simple Fortune 500. Its core services include helping mantra to satisfy his end companies to organize, archive and manage the users: thoroughly assess content they generate; backing up and storing data their needs and then provide on cloud platforms and on other storage facilities; precisely the services that will and enabling customers to provide ITaaS. meet them. His company is a Mirchandani’s tools include new and emerging global provider of information technologies in cloud platforms and big data technology (IT) solutions (the large volumes of data that organizations that help clients to transform increasingly leverage to support business goals.) operations and then Big data examples include the voluminousdeliver IT-as-a-service (ITaaS). His methodology information generated by Internet traffic andis straightforward: Introduce leading-edge mobile telephony; mobile commerce; socialIT technologies internally at EMC that will media; RFID (radio frequency identification tags)demonstrate to clients a proven model. at retailers’ warehouses; and medical recordsWith 55,000 employees across 400 sales offices at large hospitals. EMC provides technologiesin 85 countries, EMC provides a large, diverse to build a cloud foundation that can help bettertest market for Mirchandani, who also is chief manage, analyze, and extract business intelligenceoperating officer of the company’s seven Global and value from big data.Centers of Excellence, located in the United States,China, India, Israel, Russia, Ireland and Egypt. A Showcase of CapabilitiesThe centers support EMC’s worldwide researchand development efforts, and provide customer Mirchandani believes a top responsibility for thesupport and shared services. IT department in a technology company is to be Sanjay Mirchandani | 2
  3. 3. ING BEYO LV OWIPRO | Knowledge@Wharton ND EV CI OGY IN F O R O OL AT HN M IO N TEC“our own first and best customer. To accomplish ” Scanning those new frontiers, Mirchandanithat, EMC’s IT organization tests and uses the explains the challenge for his team. “How do wecompany’s technologies for its own business truly deliver IT-as-a service in a consumption modeltransformation, and then captures and shares the with everything highly automated, cataloged, welllessons learned and underlying best practices to understood and fully transparent by way of costs?help EMC customers enrich their own services. That will be the next big thing for IT. ”Essentially, Mirchandani provides the firsttestimony for EMC as it pitches its services Demonstrating Savings and Efficiencyto clients to enhance data management. He Mirchandani has clearly walked his talk. He isvisualizes EMC providing the technological credited with helping EMC avoid “more thanexpertise and the solutions spliced, diced and $100 million in equipment, power, space andanalyzed for clients to then use them in deciding operational expenditures on its journey to thehow to reshape their strategies. cloud, according to a company note. EMC ”It helps that Mirchandani knows how business saved that money over six years as IT movedminds think and strategize. Unlike most CIOs, he numerous processes to a “virtualized fabric” ondidn’t come up the technology ranks – he played a cloud platform. Much of the savings came fromstrictly business roles earlier in his career. Before reductions in operational expenses, equipmentjoining EMC, he was Microsoft’s Asian regional and data center requirements, power and spacevice president of enterprise services and held needs, and also through cost avoidance. The teamsimilar roles overseeing the company’s operations effort to extract more efficiency from internalin the Asia Pacific region, South Asia and India. He operations continues. “You can never get enoughhas an MBA from the University of Pittsburgh and of a good thing. ”a bachelor’s degree from Drew University. “The The “paramount benefit” of all that work is to doonly way I could understand what we were trying things “for the business faster, repeatedly fasterto do and deliver by way of value was to wear and markedly fast, says Mirchandani. Next, he ”my business hat and keep the cool technological wants to render more IT and related functionselements aside as an input, he says. ” as services to clients, with EMC as the sourcing“Truly transformational projects” is the buzz partner. “We are looking at the cost of IT doingphrase that drives Mirchandani most of the something more efficiently versus the businesstime. On his plate within EMC, that centers in trying to do it themselves. For instance, if wechiefly two areas. One is to continue developing create business intelligence and data science asthe company’s cloud platforms to deliver all services, and hand them to the business [client],IT services to employees and partners, and the business could then focus on the analytics andelsewhere across the company. Second, he is the value it has. They don’t have to worry aboutbusy with a complete overhaul of EMC’s next- the data itself, or managing or accessing it.”generation business platforms to render a Mirchandani offers a sampling of the questionsvirtualized environment for its core businesses. he typically focuses on before an engagement:That means accessing IT resources “virtually” “What are we trying do? How are we trying tofrom online cloud platforms without needing them measure it? What are the businesses that wouldto be physically available at a particular location. create success? What are the top three things that Sanjay Mirchandani | 3
  4. 4. ING BEYO LV OWIPRO | Knowledge@Wharton ND EV CI OGY IN F O R O OL AT HN M IO N TECwill truly make a dramatic impact to the company’s you have to be ruthless about decisions, says ”bottom line or operating costs? Then, we figure out Mirchandani. Examples include his determinationthe smartest way to do it. ” to go ahead with virtualization, cloud technology and other changes in EMC’s technologyOvercoming Challenges, Ensuring Buy-in architecture. “We were ruthless on staying the course. There were no U-turns. In other cases, youMirchandani does face challenges and resistance have to make the business case, and show themas he goes about changing the ways EMC uses IT. the value and the return on investment to helpHe strives to strike “a careful balance” between them understand that the way they’ve done thingsthe complexities that develop as an organization before is not the way to do them in the future. ”gets bigger, and finding ways to make processessimpler and more efficient. Mirchandani offers an example of one situation where he had to stand his ground. EMC recentlyIt is not always a straight-line exercise. “A couple replaced a large line of business applications withof areas where, in an IT organization, you could a technology platform that was “non-modifiedhave friction is when you start looking at things and non-customized. IT relied on industry best- ”that were controlled by a business unit by way of practices to guide its decision in that change.expenditure or decisions, but which may make The idea in using standardized technology was toa difference to more than one group within the take advantage of the innovation occurring in thatcompany, he says. “Therefore you have to look ” area that may not be available with a customizedthose decisions more as a platform. ” platform. But it was easier said than done. “YouAn example of this is how different business units have to get people on board because complexityinteract, and provide information or support for is institutionalized over time and people have tothe same customer, Mirchandani explains. “At understand why the change is good. ”the end of the day, you don’t want fragmentedsystems with different people looking at things Learning and Mentoringthrough different lenses. It is important to view Mirchandani has had mentors in his career. Earlysuch activities as building a corporate asset. As you on, he recalls one telling him not be afraid to askget bigger or more sophisticated, you have to step questions, and to do so respectfully. “It is notback and ask – what is important to the company about being belligerent or in-your-face, he says. ”and for the enterprise? And that can be frictional.” “If you have a question in your mind, you can beResolving differences is best done by getting sure somebody else also has that question. Also, ”people to the table “to understand the bigger asking questions helps one to understand thepicture and to find the right governance model, ” small steps in a process and to develop an eye forsays Mirchandani. It is also helpful to measure detail. These days, as he scouts for talent, he looksthe impact of IT expenditures, such as how it for people with passion. “I have all the time in theadds value to the business and how it provides a world for people who have a sparkle in their eyecompetitive edge. That keeps out activities that do when telling me about the next cool thing or thenot add value, he explains. difference they want to make. ”Collaborative exercises often secure the requiredsupport, but are not a silver bullet. “In some cases Sanjay Mirchandani | 4
  5. 5. ING BEYO LV OWIPRO | Knowledge@Wharton ND EV CI OGY IN F O R O OL AT HN M IO N TECThis article was produced by Knowledge@Wharton, the online businessjournal of The Wharton School of the University of Pennsylvania. The projectwas sponsored by Wipro http://knowledge.wharton.upenn.eduThe Wharton School of the University of Pennsylvania — founded in 1881 as thefirst collegiate business school — is recognized globally for intellectual leader-ship and ongoing innovation across every major discipline of business education.The most comprehensive source of business knowledge in the world, Whartonbridges research and practice through its broad engagement with the global busi-ness community. The School has 5,000 undergraduate, MBA, executive MBA, anddoctoral students; more than 9,000 annual participants in executive educationprograms; and an alumni network of 88,000 graduates.About Knowledge@WhartonKnowledge@Wharton is the online business analysis journal of the WhartonSchool of the University of Pennsylvania. The site, which is free, captures relevantknowledge generated at Wharton and beyond by offering articles and videosbased on research, conferences, speakers, books and interviews with faculty andother experts on current business topics. The Knowledge@Wharton network —including Chinese, Spanish, Portuguese, Indian, Arabic, Israeli and High Schooleditions — has more than 2.1 million subscribers worldwide.For more information: http://knowledge.wharton.upenn.eduAbout WIPRO TechnologiesWipro Technologies, the global IT business of Wipro Limited (NYSE:WIT) is aleading Information Technology, Consulting and Outsourcing company that deliverssolutions to enable its clients do business better. Wipro Technologies deliverswinning business outcomes through its deep industry experience and a 360degree view of “Business through Technology”— helping clients create successfuland adaptive businesses. A company recognized globally for its comprehensiveportfolio of services, a practitioner’s approach to delivering innovation and anorganization wide commitment to sustainability, Wipro Technologies has 135,000employees and clients across 54 countries.