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Cover Page of Silicon India

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With the overall growth of Indian economy and the increase in the earnings of Indian individuals, numerous people who could not have thought of flying on an aircraft are able to fly now and several people are interested in buying private jets. While this will direct a lot of investment towards India, it will also lead more competition to emerge. People selling packaged solutions should combine together either strategically or scale up to quickly build avant-garde solutions inline with technology innovations, and not a legacy behind the release. "I only hope and dream that a lot of airports will open in at least in Tier-I and Tier-II cities. This will lead to a true low cost career culture, which will make aviation far more affordable," predicts Ravinder.

Aviation is a relatively young industry. Particularly when it comes to the training of pilots, mechanics, aircraft maintenance engineers and safety management experts, the sector is highly unorganized. Although schools for aviation engineering are opening here and there, it is not on a scale it needs to be. This is not just because the education is expensive, but also due to the lesser number of aircrafts and fleet size in India. One has to be extremely good to be an aviation engineer, since there is no second chance to rectify their mistakes. "The gurus of aviation have regulated aviation so much that there is nothing to be regulated anymore," replies Ravinder with a pragmatic touch of humour when asked about the safety regulations in aviation.

The company that exclusively works on cutting-edge technologies prefers a small team who can do wonders with technology and has the highest amount of integrity to work hard. "We provide an environment where our people can learn continuously and has tremendous freedom to write code and build infrastructure they way they want. I invest abundant time in grooming them with a hands-on mentoring approach," says Ravinder. Having successfully completed the whole technology stack, the company will roll out its products within next year, once joined hands with the right technology partner.

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Cover Page of Silicon India

  1. 1. In My Opinion CXO View Point CEO Insights ?50 Sunil Jose, Dr. Setrag Khnshafian. Saurahh Aggarwal, MD, Teradata India Chief Evangelist. Pegasvstems Founder & CEO, Clctro Inc. AUGUST 2015 Ravinder Pal Singh, Global CID
  2. 2. I .1]. _.l§| D Our Services -25 ERP Solutions -3 E—commerce Solutions oz '2: Mobile Solutions I Q ~ -2 Custom S0iU'{‘lOl’! S Industry Focus i Solutions Provided 0 Manufacturing 0 Steel Manufacturers 0 Supply Chain 0 Edible Oil Manufacturers 0 Trading 8: Distribution o Bewarge Manufacturers 0 Retail - Automobile Traders 0 Hospitality 0 Construction Materials Traders 0 Finance a Retailer and wholesaler Icand Retail Software Icand Trading Software 6/37, Mullai Street, NGO CoIony, firudhunagar — 626 001 mpm@Icand. In Tamilnadu, India. 95977 M1333
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  4. 4. I I F _ _rr“. _ I 1 filllflfllllfl N N T. « Vol 4- ° Issue 5 ' August 2015 Publisher Alok Chaturvedi Editor~in- Chief Pradeep Shankar Managing Editor Anamika Sahu Editorial Team Ananth. V Brinda Das Chanchal Soni Kavitha G Krishnendu Bancrjee Rashmisrcc Deb Ruchi Sinha Susila Govindaraj Art Director Ashok Kumar Sr. Visualiser Ranjith Visualiser Maitreyee Sri Krishnan VP - Sales & Marketing Virupakshi Pattar GM Sales & Marketing Ratan Nayak Advertising Managers Mahadev Pradma Ramin Sushil Vaibhav Delhi NCR Ratnam Branch Manager ad'ertise@siliconindia . com Editorial queries editor@siliconindia. com Circulation Manager Magendran Perumal To subscribe Visit www. sil. iconind. ia. corn/ magazine—in or send email to subscription@siliconindia . com. Cover price is Rs 50 per issue. Printed By Raghu K Published By Alok Chaturvedi on behalf of Siliconmeclia Technologies Pvt Ltd and Printed at Precision Fototype Services at Sri Sabari Shopping Complex, 24- Residency Road Bangalore—560025 and Published At No. 124, 2nd Floor, Surya Chambers, Old Airport Road, Murigheshpalya, Bangalore—560017. Editor Pradeep Shankar Copyright © 2015 SiliconMedia Technologies Pvt Ltd, All rights reserved. Reproduction in whole or part of any text, photography or illustrations without written permission from the publisher is prohibited. The publisher assumes no responsibility for unsolicited manuscripts, photographs or illustrations. Views and opinions expressed in this publication are not necessarily those of the magazine and accordingly, no liability is assumed by the publisher. Editorial Recognizing the Dexterity of SMEs is Critical for India’s Growth Story recently indulged in a high voltage conversation with one of my friends who was struggling to cut off his lofty budget to start his own company. Going through his business plan, one thing was quite clear that he wanted to source his requirements from big players, whether it was infrastructure, technology, products/ services, recruitment consultancy or others. Tossed between his budget constraint and high-end requirements, he wanted my opinion to come out of the nadir. My suggestion was to opt for SME providers rather than the biggies of the realm, which was eating up most of his monies. Skeptic about the performance of the sector, he seemed to be in the denigrate mode. Well, I gave him the facts and figures to build his trust on one of the most doyen sectors of the market. SME is the second largest workforce in India after agricultural sector contributing around 12 percent annually to India’s GDP. The sector accounts for 45 percent of Indian industrial output and 40 percent of exports. And these numbers are growing each day. Also, cloud and SaaS technologies are leveling the playing field between SMEs and big companies. This has not just equipped the sector to offer best of the services at an affordable price but has also made them one of the eminent go-getter technology partners of several startups. Even to the surprise of many, big corporate houses too are delving deep into acquiring the services of these SMEs. In the past decade, entrant of entrepreneurs with various industry—relevant experiences into the domain has further strengthened their offerings. Today, there are SMEs who specialize in offering exclusive services/ products ranging from hardware to software, cloud, infrastructure, networking, consultancy and others. We realized that there is a strong disconnect between the SMEs and how they are perceived in the market. Hence, understanding the need to recognize the dexterity of SMEs in India’s growth story, siliconindia brings to you ‘Best SMEs in IT’ — an initiative to honor the SMEs who are breaking the shell and evolving as ground-leveling players in various Verticals. We hope that our effort breeds fruit for you. Please do let us know what you think. "lnsui i _ 53> Anamika Sahu Managing Editor editor@siliconindia. com
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  6. 6. -I-I 3 Air Works: flocking the Aviation Intluslrv In its very Foundalion COVER STORY Ravinder Pal Singh, Global CID 50 VENTURE BEAT VC TALK 30 Madhukar Sinha, Partner, India Quotient 08 Top Trends Driving Big Data Sunil Jose, Managing Director, Teradata India 48 V Shankar, Member of The Chennai Angels
  7. 7. The Network is the Critic. Backbone of IoT Swapna Bapat, Director — , System Engineer Brocade . -0A ’: A[lI 4-) 1thFore, Maninder Singh Grewal, Chairman & MD IMS People, Amit Somaiya, Co-Founder & CEO QA1-Xgility Technologies, Aditya Garg, Director Talentrackr, Paul Silverstein, Founder & President Lifehine Systech Solutions, Vishwas Mahajan, Director Radford Global, Prakash Biyani, Executive Director Qtech Software Pvt. Ltd. , Paresh Parihar, CEO & MD ]VS Technologies, Saket Singhi, Managing Director Shivaami Cloud Services, Punit Thakkar, Director & CEO “ants 5: 1:. ' . :!L‘l Tudip Technologies, Dipti Agarwal, Co-Founder & CEO Fission Labs, Kishore Poreddy, Co-Founder & CEO BETSOL, Ashok Reddy, Co-Founder & CEO RV Solutions, Vandana Seth, CEO Attify, Aditya Gupta, Founder & CEO SoftTech, Vijay Gupta, Founder, Chairman & CEO CubeZ6, Saurav Kumar, Founder & CEO Pragmasys Consulting, Bhaskar Walimhe, Co-Founder & Managing Partner Mobonair, Sandeep Pandey, Founder
  8. 8. By Sunil Jose, Managing Director, Teradata India opinion a market cap of$5.32 billion. ig Data is not just about data volumes anymore, it could in fact be the key difference that could make or break a business. It could be the game changer for organizations and the key differentiator between market leadership and business failure. It could provide rich insights to organizations, customers ""4 ‘W’ '“"r''“*" T“ ‘r"nds emerging in India d are encouraging, to : he Big Data industry. :d are the six Big Data likely to set the tone ,1 in the second half of iess Value of (on- ytics talytics analyses in- or and associations dividuals and groups. critical to businesses further promote their services to specific audiences. We have so been witness- ing a growing trend of users resorting to social media to highlight spe- cific customer care issues. Even Teradata India is the Indian arm of Teradata Corporation (NYSE: TDC) which is dedicated to oflering Big Data Analytics and marketing applications. Born in 1979 in California, Teradata Corporation has though social media analysis isn’t all that new, what is really important is the understanding and analysis of consumer behavior on such key platforms — what are the communication channels, who are consumers really talking to and what are they talking about. The rising complexity of connections and the exponential growth of users, has led to the problem of scale, lead- ing to difficulty in the ability to process or interpret results. The explosion of digital data has in fact fur- ther added to this problem; however, the recent tech- nological advances are trying to catch up and ride the wave. 2) The Growth of the ‘Discovery Zone’ Customers continue to interact with each other via social media platforms. There is a growing need for the companies’ to not only track these conversations, but also understand the nitty-gritties of how customers behave online. Advanced analytics and the speed of data access could be a game changer for businesses in 2015. The latter would ensure that companies retain their competitive advantage that comes from processing real—time information. The need for this is expected to grow at a stable pace in India and across the world, moving towards a new data research and development hub of analytics called the ‘discovery zone’. 3) Making Big Data Accessible It is important to initially establish the investment priorities, and then it will not be too hard to find soft-
  9. 9. ware and ana- lytics who can develop vendors applications and algorithmic models to address them. Most of these packages would be cost-effective, easier and faster to install than when built internally. Planning efforts should balance the need for affordability and speed with the need for a mix of data and modeling approach- es that reflect business realities. However, a majority of the dumping ground for data, or else it might become a data Organizations look to gain efficiencies by swamp. will further re-designing building data ingestion integration tasks and by removing unnecessary overhead costs of data and re- and replication and processes. Organizations are also increasingly looking to find data solutions that would allow intelligent storing and processing of data across organizations are still facing the issue of multiple media on a Single p1atf°rm= ‘lack of accessibility’ to Big Data. Most of the companies have only been dumping huge chunks of data into the systems; however, the system access in these cases is very low. Lack of accessibility being the key issue here, it becomes extremely important for companies to have both; a business driver and a business sponsor for new analytics to ensure that this question of accessibility is addressed. 4) More Efficient, Automated Data Management & Processing Organizations usually large repositories of structured and unstructured USS data, called Data Lakes. It is important to ensure that this data lake is not seen as a completely eliminating the need for human intervention. 5) Gaining Customer Insights via Mobile Apps Mobile and its continues to be a growing trend in technology usage information technology across India and worldwide. It presents a large chunk of underutilized source of data for insights, which could be collected by organizations via mobile apps. This could in fact help organizations to track individual behaviors and purchasing pattems of then rapidly analyze this data to understand if customers. Organizations can the app is providing an effective solution Advanced analytics and the speed of data access could be a game changer for businesses in 2015 or not, they can then feed this back into the development process. Most of this individual information is not easily available on the web and it is extremely difficult to understand who is really behind the computer. Mobile trend is set to grow in the future as well as businesses realize the kind of rich customer insights that could be culled out from apps. 6) Focus on Frontline Engagement A lot of businesses have been resorting to outsourcing staff instead of hiring and training its internal employees to access and analyze data. This in tum will push the growth and rise of analytics consultancies. The focus for organizations would be increasingly on tools and technologies that could help them explore new functional capabilities of Big Data Analytics. It is also important to create analytics models that frontline managers can understand in order to engage the organization. These models could be linked to easy—to—use decision—support tools and to processes that could allow managers to apply their own experience and judgments to the outputs of models. “ slant: 9 mm um
  10. 10. ————- COVER STORY Flir Works: Rocking the Aviation Industry to its very Foundation By Susila Govindaraj ot to contradict with the common perception, but transformation is not brought on by large and politically powerful companies. It is the nimble SMEs that slip the surly bonds of earth and dream big to formulate solutions that shake the industry to its very foundation. Serving as the perfect archetype of this statement is the awe—inspiring story of Air Works India Engineering — an Aviation MRO company, which has made a remarkable impact in the industry by consistently pushing the edge of the envelope. Founded in 1951 as a family run business, Air Works corrected its course to become an aggressive leading-edge company by augmenting its technology footprint to a whopping four digit percentage over the past three years. The Gurgaon headquartered company espoused cloud and BYOD four years ago, when they were considered as just fancy words by rest of the industry. The commoditization of cloud—based collaboration and connectivity infrastructure across hangars and line stations secured with proprietary encoding techniques not just led to a non—linear revenue growth in double digit percentage, but also minimized attrition. Aviation Software Services — Wearing Yet Another Hat Leasing companies — devoid of which most airlines can’t function — are unable to understand the technicalities of aviation, due to the absence of the whole lifeline record of the aircraft. Even if a few claim to have the record, it is extremely difficult to use and expensive. This makes evaluation a nightmare when the airline goes down or when the aircraft field is being decommissioned. There is a dearth of a good ecosystem with great set of IT solutions — either packaged or technical consultancy or IT services to salvage such situations in aviation industry. The technology changes before they build a product, hence they again fall back in the race. Motivated by this factor,
  11. 11. Ravinder Pal Singh, Global CID
  12. 12. Air Works picked the SaaS app market lane to create its own fabric, instead of falling into paradigm of colossally expensive big shelf products like ERP. As the capabilities of the resulting flight management product surpassed the company’s expectations, Air Works determined to alleviate customers’ pain point as well and Key Management Ravinder Pal Singh, Global CIO This multiple patent holding technologist also acts as an advisor, management consultant and architect in Air Works. Unlike other ClOs who pass on hard core technical architecture decisions to a technology consulting company or product, Ravinder joins hands with his own peers and thinks through the whole lifecycle to choose the right technology and architecture that would carve out revenues as well as optimize hangar and operations to nullify wastage. Vivek N Gour, MD & CEO Vivek’s democratic leadership provides Air Works the vision and implementation ability to become the preferred destination for aviation engineering. Vivek is also on the board of directors of Makemytripcom, India’s leading online travel company. V1vek holds an MBA from the Faculty of Management Studies (FMS), University of Delhi, and a Bachelor of Commerce Degree from Sydenham College, University of Bombay. Aside from its headquarters in Gurgaon, office in Mumbai and paint facilities in Hosur, the company has more than 40 line stations across India including Cochin, Vishag and Madurai. Aircraft Paint and Refinishing, Aircraft Management, Avionics '1 Upgrades 8: Retrofits, Business & General Aviation MRO, Commercial Aviation MR0 and Parts Distribution Agusta Westland, Bell Helicopter, Bombardier, Dassault Falcon, Embraer, Garmin, Gulfstream, Hawker Beechcraft, Honeywell and Rockwell Collins Eerlificalinns 1] CAAS, CAASL, CARC, DCA, DGCA, EASA, GACA, GCAA, I’ '1 QCAA, SO9001-2008, ISO14001-2004 and OSHAS 18001- 2007, DGCA certified CAR-145 and CAMO In-nil: A-um mu took the concept further to include aviation software services to its agenda; thereby also increasing its profitability and valuation by venturing into the very core market of aviation software services. Air Works shook hands with like—minded companies that have the capability to improve existing products, converted them into SaaS and integrated them for the user community who are extremely hungry for an excellent leading-edge product. This ground—breaking product uses end—to—end cloud stack — laaS, PaaS and different layers from archival to real-time storage, rather than undergoing the grind of complex and expensive product engineering. The product is being concocted to perfection, since the company understands, observed and profited by unfurling the full capability of cloud and fused it with its unique expertise in commercial airlines as well as general aviation gained over the past six decades, not to mention the strong relationship it has built with customers and its profound knowledge of regulations. “Our strategy is to manage our own technology by keeping an eye on the architecture and strategy and to outsource maintenance and support to other decent vendors, ” proclaims Ravinder Pal Singh, Global CIO, Air Works India Engineering. End-to-End Flight Management Experience In Asia, a person wishing to buy a few jets wander to various companies in multiple segments akin to hospitality, to identify the right ecosystem, management team & personals, visa requirements, certifications and regulatory norms to go from place A to place B. It is not just about the aircraft but the experience of the aircraft’s owner. As today’s generation lives in a world of apps and prefer using their own hands for requirements, Air Works is extending such experience with its SaaS app, which provides end-to-end flight management experience by connecting various partners worldwide. SMAC in Aviation SMAC has penetrated deeply in pretty much every sector in India except aviation and agriculture. Aviation is just bragging about RFID, when retail industry has dusted its hands out of it. IoT can Air Works shook hands with like-minded companies that have the capability to improve existing products, converted them into SaaS and integrated them for the user community who are extremely hungry for an excellent leading-edge product
  13. 13. I / ' help to find the right engineer at right time at the right hangar certified to right kind of job. We can transform his unique identity into a mobile identity to track him by tying it up with the planning software. Using e-Commerce, we can find the location and availability of particular component and its time of arrival through third party logistics. “Aviation is the most beautiful industry where convergence of computer science and aviation engineering is still waiting to happen, ” says Ravinder. Vis-a-vis typical Indian airlines that would barely have seven types of aircrafts, Air Works deals with more than 50 types under DCGA approval. Therefore, the cheap, better and robust cloud is the obvious answer, since this requires tremendous amount of data crunching. Despite its global footprints, Air Works thinks like a mid-size Indian company. Hence, aside from MNA related strategization and scalability options, Air Works chose cloud due to fund constrains. The company that exclusively works on cutting—edge technologies prefers a small team who can do wonders with technology and has the highest amount of integrity to work hard. “We provide an environment where our people can leam continuously and has tremendous freedom to write code and build infrastructure they way they want. I invest abundant time in grooming them with a hands—on mentoring approach, ” says Ravinder. Having successfully completed the whole technology stack, the company will roll out its products within next year, once joined hands with the right technology partner. Hoping for a Brighter Future Akin to western CIOs, Indian CIOs have also begun to bring in transformation as business leaders. If a CIO can understand the business as well as technology aspect and capable of converging them, he/ she can do great things with very few bucket of cash. With the overall growth of Indian economy and the increase in the eamings of Indian individuals, numerous people who could not have thought of flying on an aircraft are able to fly now and several people are interested in buying private jets. While this will direct a lot of investment towards India, it will also lead more competition to emerge. People selling packaged should together either strategically or scale up to quickly build avant—garde solutions inline with technology innovations, and not a legacy behind the release. “I only hope and dream that a lot of airports will open in at least in Tier-I and Tier-II cities. This will lead to a true low cost career solutions combine culture, which will make aviation far more affordable, ” predicts Ravinder. Aviation is a relatively young industry. Particularly when it comes to the training Akin to western (I05, Indian (I05 have also begun to bring in transformation as business leaders. If a CIO can understand the business as well as technology aspect and capable of converging them, he/ she can do great things with very few bucket of cash of pilots, mechanics, aircraft maintenance engineers and safety management experts, the sector is highly unorganized. Although schools for aviation engineering are opening here and there, it is not on a scale it needs to be. This is not just because the education is expensive, but also due to the lesser number of aircrafts and fleet size in India. One has to be extremely good to be an aviation engineer, since there is no second chance to rectify their mistakes. “The gurus of aviation have regulated aviation so much that there is nothing to be regulated anymore, ” replies Ravinder with a pragmatic touch of humour when asked about the safety regulations in aviation. The company that exclusively works on cutting—edge technologies prefers a small team who can do wonders with technology and has the highest amount of integrity to work hard. “We provide an environment where our people can leam continuously and has tremendous freedom to write code and build infrastructure the way they want. I invest abundant time in grooming them with a hands—on mentoring approach, ” says Ravinder. Having successfully completed the whole technology stack, the company will roll out its products within next year, once joined hands with the right technology partner. [1 uliauimla um ms
  14. 14. CXO View Point igitization means disruptive mega-trends in Connectivity, Social, Internet of Things, Big Data Analytics, Cloud and Mobility. Among these, the most impactful pillar of digitization is the Internet of Things (IoT). IoT is also identified as other terms: Machine to Machine (M2M), Internet of Everything (IoE), Industrial Intemet, Connected & Smart Machines, Connected & Smart Devices. There are still more esoteric terms such as “Enchanted Objects”. These terms have nuances that attempt to capture or emphasize a particular aspect of the (sometimes confusing) IoT landscape. Dr. Setrag Khoshafian Connectivity is essential for IoT. However, it is not sufficient to provide true business value. In order to achieve the tremendous benefits of connected devices, Things should become part of dynamic cases that involve processes with people, Things for sure, but also enterprise applications and trading partners. IoT Value Streams with Dynamic Case Management For a long time physical things (aka Machines, Devices, Vehicles and more) and the enterprise software that is the realm of IT have been siloed. In many industry sectors such as Manufacturing, Oil & Gas and Chemical, embedded software solutions with physical devices as well as the overall maintenance and control of physical Things are the realm of Operational Technology. The physical and virtual are coalescing. With increased emphasis on connectivity, digital enterprises are able to connect the end—to—end stream of business activities and orchestrate them in digitized processes. A value stream is the comprehensive end—to—end activities from the edges (customer and increasingly Things) to the enterprise, for a specific business objective. Many individuals, business units, applications and yes, increasingly, Things are involved in the value stream. The value stream is really a model of the various milestones or stages that are typically assigned to business units, partners, or departments. A dynamic case is ideal for digitizing the value stream, The milestone or stages in the value stream can be mapped onto digitized and operationalized stages of the dynamic case. Each of these stages will be realized through one or more digitized processes. Furthermore, Big Data Analytics, business rules, robust intelligent integration, as well as the overall intelligent user experience are all part of DCM solutions. The anatomy of a case could be illustrated as follows. Note the participants of the case: they could be humans or Things — smart Things, connected Things, and robots with machine learning capabilities. A case therefore orchestrates multiple tasks or activities for a specific business objective. Each stage Internet of Things: Achieving Business Objectives through Dynamic Case Management By Dr. Setrag Khoshafian, Chief Evangelist & VP of BPM Technology, Pegasystems Founded in I 983, Pegasystems Inc. (NASDAQ: PEGA) develops strategic applications for sales, marketing, service and operations. The company has a market cap 0f$1. 74 billion. Ilhllhl Alum Illlfi
  15. 15. or milestone will be achieved through the completion of one or more digitized processes. Some processes within the case are planned. Others are unplanned and ad-hoc. Cases have a hierarchy of subcases — typically these are mapped onto business units or business capabilities within the digital enterprise. Business rules as well as predicative and self—leaming analytics constitute the nervous system of the case: the intelligence of Things, digitized business decisions, and knowledge workers drive the case to resolution or completion. Predictive analytics models are discovered from the amount of data generated by the myriads of devices or Things. Increasingly Things are the main source of data and Big Data is becoming Thing Data. The intelligent orchestration of humans, Things with enterprise applications through digitized processes, cases, and decisioning important trend for digital transformation! or tasks C1'10I'II]01lS is the most IoT & DCM: Process of Everything The potential economic impact of IoT is huge. By 2020 conservatively we will have between 25 to 50 billion con- opn rsratin 0 a nntpnti 2! n Pntpri rlpvi r-Pc business objective and or the resolution. It is a Process of Eve- rything: Things, business ap- plications, and busines partners. With DCM there are three use cast of Process of Everythii humans, !' i - Things as Participai within Dynamic 1 Things, enterprise partners orchestrated mapped onto DCM sta - Dynamic Cases I Thing Events: As illustrated above, where a sensed or detected event instantiates a dynamic case. - Complex Event Correlation & Real- Time as well as Big Data Analytics to Instantiate Cases: Big Data increasingly becoming Thing Data: the analysis could be done real-time to correlate events or through a predictive modeling to discover and operationalize models within DCM. As described above, with the Process of Everything, an exception event ran in<t2ntintP 2 ii ’»: _.- ‘r’ ’; -—a‘ ! f‘; ‘K. .. ! ‘‘v-: ' ""x u -. -~ w J J economic impact or IoT is huge. By 2020 conservatively we will have between 25 to 50 billion connected devices, generating a potential market that exceeds ten trillion! E! . P systems for systems rally the supplier as 7161‘, and of course the re dealer. Throughout 'edictive models and nent are leveraged dynamic cases, with ‘hus for IoT, Dynamic gement the rrprise have complete ce, control and agility the parties (humans, iterprise applications, i more) to orchestrate s of the allows business riiiuiinriia IIIIIII ms
  16. 16. ecently, Google India was caught in the shutterbugs of the media for the declaration of its mission of bringing 20 million SMEs online by 2017; and as a core requisite to beget this aim, the Internet giant also had launched a mobile application named ‘Google My Business’ dedicated exclusively for SMEs. On the other hand, the advancement also mirrors the burgeoning evolution of SMEs in India. Regarded as the engine of the Indian economy, Small and Medium Enterprises (SMEs) have, in fact, been serving a very imperative charter of pushing the country to rub shoulders with well—acclaimed economies of the world. While their contribution to GDP and employment is a much-lauded quotient, they have also never failed to amaze other companies and customers with their technological innovation, cost- effectiveness and quality offerings. The aforementioned attributes have positioned them as favorite hotspots amongst the start-ups. The reasons can also be attributed to their unique dexterities of understanding the needs of the budding entrepreneurs and handholding them throughout their tenure, unlike the big organizations. Not only startups, but also the large organizations are eyeing towards SMEs, while news like bigwigs acquiring SMEs proves the former. But the growing numbers of such success triumphs have also made the selection of right SME partners a very risky and tricky task for a company. Thus, with a purpose to make it easy for people to choose perfect professionals, siliconindia identifies, ‘Best SMEs in IT’. A distinguished panel of the industry’s topmost CIOS, CEOS, VCs and industry experts including siliconindia’s editorial board scrutinized the list of companies in different business touch points. The thorough analysis delved into business practices, services, compared them against industry standards to ensure that the work is of best—in—class quality and finally led siliconindia to come up with best companies in different genres. While this list intends to facilitate such companies, it also puts forward an easy and hassle-free platform for people to partner with the finest alter—eg0s who help their clients to own the essentialities of technological revolutions in a cost-effective way. Iilillhllll mm min
  17. 17. P)’—. ‘?. Ti Healthcare IT Software & Solutions (/1 2015 v: . , x. -r E Hea| thFore has leveraged its immense experience to bridge the gap by building Magnum Infinity HIS, an end-to-end web-based platform that offers infinite advantages Maninder Singh Grewal, Chairman & MD l‘l'_
  18. 18. (/1 | —léFl? ;T Offshore Recruitment Services IT fl IMS People builds its forte in tendering tailor-made services to help companies and staffing firms to source talent for opportunities internationally Amit Somaiya, Cu-Founder & CEIJ
  19. 19. GET Ill MOBILE IIIPP Fllll ‘(BUR BUSINESS A . - v . 24<. Ix365 . ' . ~i'ilr. wt; fir<.1'vts-r-; .>rl«. .<. r.v1.~ ' 2 I if Root: worl< ",1-e - ’: e:'-: . "I r «J! E"-. ’-Hl. ::: r;: ttieiit -. mobiieforwardsonitionsa
  20. 20. Agile Testing I, i_MEfff‘I". 'il? 'liEi}li. il_iIliIlIil}E‘: Top the Business Game with Pioneers in lnnovcitive Agile Testing f you are an e—Commerce freak and had witnessed the Flipkart ‘Big Billion Day’ fiasco last year that pulled down your dreams to own best brands at the highest discounted prices, you also must be aware that the root cause of that failure was a very small, but an essential component of a software lifecycle called ‘Sofiware Testing & QA’. While many companies learnt their lessons here, few are leaming them the other way round. With this generation of enterprises going gaga over launching their product fastest, they sometime overlook the whole bible of software testing & quality analysis. To help such organizations glitter soon with reduced time to market, QAAgility emerges as the perfect partner to blend with. Filling Life to Ideas with a Touch of Innovation & Passion Debuted in 2008, QAAgility — a global IT services company — got its business off the ground with its three mantra’s — bringing agility & quality in testing using innovation & automation, optimizing the testing efforts across the entire lifecycle of software development, and keeping pace with the fast moving business . .«; ' Aditya Garg, ‘ Director | riiiuinnu mun ms requirements & reducing time—to—market. Six years down the lane since inception, the enterprise elbowed out as pioneers in agile testing realm with BOT model — for building, operating & transferring entire centre of excellence (CoE) and BDTM (business—driven testing model) — to increase the overall Rol by reducing cost & test cycle time. They are able to do this using a unique Script less, self learning and an intelligent test automation framework in mobility. Open source test automation tools & technologies like Selenium, Appium, JMeter, Testing Big Data including implementation of Hadoop & MapReduce, counts among the firrn’s greatest work. QAAgility is one of the few in the industry who has forte in conducting events such as ATA Global Gatherings (Agile Testing Global Conference) and BugATAhon (Crowd Testing Event). QAAgility has helped organize BugATAhon across nine cities in India and five cities globally. Authoring multiple books on selenium, and co—authoring agile testing alliance. org certification programs on agile testing, automation testing, mobile testing & mobile automation has also brought huge recognition and accolade to the company. QAAgility directors are founding members of agile testing alliance, a global non—profit agile testing organization. “The growing need of new features and worldwide acceptance of agile and agility- driven development models like Scrum & Kanban have opened the doors for us to help selenium businesses, right from conceptualization level to implementing any end games. We specialize in developing testing strategies and implementing cutting-edge tools for new age development areas without reducing the effectiveness, ” says Aditya Garg, Director, QAAgility Technologies. (/1 g QAAgility specializes in developing testing strategies and implementing cutting- edge tools for new age development areas without reducing the effectiveness Stumbling Stones Made Stepping Stones Akin to startups in every vertical, QAAgility too faced the crunches of being small and hiring the right talent. With a strong belief that being small has its own bliss, the company was able to establish successful case studies. Dedication, commitment and customer-centric traits also gave QAAgility the much needed push to stand a cut above the rest. Word of mouth references and repeat orders became the driving factors for its rising business accounts. The recent launch of FS-GNAT (Finishing School for Generation Next Agile Technologists) helped the newbie job seekers to become generation—next agile technologists, thus solving company’s problem of recruiting freshers. Innovation-Driven Work Milieu With an open and innovation-driven work milieu, QAAgility maintains a healthy balance between experienced and fresh talent. To keep them in tune with the upcoming technologies, the enterprise provides regular in-house trainings, while also encourages them to take various certification programs in agile and mobile testing like CP—MAT, CP—SAT and CP—M— AAT. Forging ahead with other plans in pipeline, QAAgility envisions tuming into a globally recognized testing organization in next 2-3 years. ”
  21. 21. CEO Insights esponding to com- petitive pressures and leveraging emerging opportu- nities today mandates prompt uptake of digital transformation at the enterprise level. With the digital imperative changing the rules of the game, digital trans- formation is no more just a technology initiative but a part of the business strategy. And powering this change is mobil- ity, the latest transformative in the environment, and the new- est medium of collaboration. For enterprises, mobility envis- ages markets without borders, greater operational efficiency, revolutionary changes in busi- ness models, tremendous op- portunity for personalization, and unprecedented levels of customer intimacy. Let us ex- amine how Mobility impacts enterprise digital transfon'na— tion across three broad aspects: 1) Delivering Superior Cus- tomer Experience: Customer expectations drive all enter- prise actions and a key demand from customers is personal- ized offerings. Enterprises can harness the key digital forces — access to Cloud, Big Data, Intemet of Things, and so- cial media, to deliver bespoke products and services via mo- bile devices, to their custom- ers. Moreover, mobility, as an integral part of digital trans- formation, can transform all aspects of customer experience from sales promotion to cus- tomer service, through sales transactions, and delivery. For example — a business can offer updates on events and product pre—launches during the pro- motion stage directly to the Mnllililll & llitlital Transformation By PI1neetJetli, CEO, Digital Transformation & Enterprise Solutions (DT&ES) Business, Happiest Minds Technologies Happiest Minds is a next generation digital transformation, infrastructure, security and product engineering services company with 1450+ people, 16 locations and serving over 10!) customers. customers through mobile media and follow it up with an m-Commerce site with virtual store assistants and shopping list builder apps. Site navigation apps during the sale process, track- ing and alerts for after order placement, mobile payment support, and post—sale support through dealer locator and feedback forms, can ensure an experience that raises the bar in customer delight. 2) Enhancing Operational Efficiency: On the operational plane, mobile technology results in greater worker enablement; this translates into more power to on—field sales force/ employees. An on—field salesperson can work remotely with assured real time access to pricelists and even interactive demos, enhancing his efforts. With real time access to intemal systems, sales staff can retrieve past orders, delivery status and inven- tory details contributing to heightened responsive- ness and effectiveness of sales force. Within the organization, mobile apps for leave records, management, travel & ex- pense management are in- creasingly being deployed to provide convenience & operational efficiency. Additionally, mobile ac- cess to dashboards, reports and organizational data fa- cilitates business agility in time Puneet Jetli _ decision making. 3) Business Model Transformation: Going digital can change the way enterprises do business by effectively redefining business models. Mobility led digital transformation not only expands markets but also ushers innovation and new ways of doing business. For example — Insurer Progressive Corporation has an app to track driving habits and uses this data to offer good drivers better rates on their insurance policies, in the process, transforming business with a new, innovative pricing model. Digital transformation can also eliminate the need for a bricks—and—mortar workplace for businesses. China’s e-Commerce grocer, Yihaodian, opened 1000 overnight using augmented reality. Challenges in the mobile enabled digital transformation space though respect to ensuring channel today’s multi- virtual stores remain with security in device The rapid pace of change in the technological landscape adds access environment. additional pressure points to the new ‘always-on’ enterprise. An enterprise that can overcome these issues and has a strong top leadership driving the change, mobile enabled digital transformation only result in a positive and happy outcome. “ can riiir-ma Iiiulrl znir
  22. 22. Talentrackr unifies all the needs of recruiters, hiring managers and candidates into a unified easy to use SME solution accessible on mobile along with laptops and desktops Pam 5i| ,,emEin' Vishwas (Vish) Mahajan, Founder & President F°“"d9' & Di'9°‘°’
  23. 23. gCIo_s: e.tAo Hi‘. iss_ai'n-Sugar Lqke. Kavadigudq. Hyderabad Now Larger and Nearing completion More Spacious! 2, 3 & -'1 BHK Apartments Welcome to Necklace Pride. Scilorpuria Sciwci G'oup’s fe¢. '|t<sce Pr-de is on 8 5 acre magical residential community '-vhicl-i is being built (us: all Tar. -c Biind roar: [close to The Mcarrioti). II olfers 2. 3 E. 4 BHK Vacastu comp iont, stylish opcrments. spree-cl across 5 imncsitig towers of 14 floors each with on ultra-modern clubhouse, surounded by prerni. .m luxurious amenities that is truil | iFe—cl'icxngwng. Amenities. ‘ ~ 20,060 sqfi. Utrm Mo«: i'er. 'i Ci'ub. 'iouse A theme Gan den ~ Root’ top-Sis-. -mmmg Fuot « Advanced £-rigineertng with Green Measures - . |nrei'. |igen: i'ec. '7ni: n'ogy ‘ H. ‘-and security (I visit rut Maui. ’-13¢’ i n I <2“ Necklace Fri 6 . we, i-'0': -9- : i|-3', " in the ‘vecirt of “'16 MI" -: ‘ies © "‘ "‘ ti; 7 ‘I4 V i‘ 1" «, ,.i_, ~a. .V Hr, ‘ g OH Tank Bund Rood, Hyderobcid. E - amgasam - K-slain -Hyi! zrahad-l’LnI-hlpw-Vizag- cimcoimbuiom Cerp-2-mi» om. .. I. -‘. u-, .>. .m '». Hr: 3. l_|5i1cirfltsJC. !. m:; .-ti: rv: 3:

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