it next january 2012
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NEXT 100 AwardsTRANSCRIPT
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JANUARY 2012 / RS 75VOLUME 02 / ISSUE 12
The technology managers who will
make a difference Pg 18
100RISING STARS
SPECIAL
58 06 66BOSS TALK: Leadership: Wearing a CIO’s Cap
INTERVIEW:EMC’s Chuck Hollis on How to Make Internal IT Strong
BIG QBI: Intelligence for Business Efficiency
INSIGHT: Online Frauds that Ride on Mule Networks
Editorial
1j a n u a r y 2 0 1 2 | itnext
You will be surprised as to why I am evangelising the leaders or leadership. There is a rationale behind this. We, at IT Next, the editors and team, along with the collective expertise of many industry experts, have put together a methodical process to identify the IT leaders of tomorrow, the result of which is the NEXT100.
The cover story of the January issue of IT Next, the NEXT100 Special, is an effort to unravel the hidden talent of the senior IT managers/IT managers with regard to their professional and leadership qualities and bring out their capabilities to the forefront.
IT Next recognises these 100 winners as the future CIOs, who possess the capabilities to be the future business and technology leaders. It is not just about the recognition that makes them different from the rest, but the grueling test these 100 went through as part of the NEXT100 Awards process.
These future CIOs have emerged as winners out of the total 2,200 aspirants who participated in an exhaustive series of activities that evaluated their management and leadership skills. Besides, the IT Next team felt it important to delve into the minds of these NEXT100 winners to get their impression about the entire process, tests, interviews and to seek suggestions on the improvement needed.
I am sure the NEXT100 Award, for most awardees, will bring in a change in their professional life, which will enable them to set high standards for themselves.
The IT Next team appreciates the efforts and expresses its gratitude to the hundreds of IT managers who diligently went through the various stages of the application process. We are also grateful to the advisory panel jury members who invested their valuable time in extensively interviewing the candidates. On behalf of my team, I congratulate all the NEXT100 winners (the future CIOs) on their greatest achievement and wish all the readers a very Happy New Year and a fulfilling professional life.
“IT Next recognisesthese 100 winners asthe future CIOs, who possess the capabilities to be the future leaders”
Leaders in the Making
Blogs To Watch!The Top 100 Management and Leadership Blogs http://www.hrworld.com/features/top-100-management-blogs-061008/
Leadership is India’s biggest worry http://blogs.economictimes.indiatimes.com/LettersfromLondon/entry/leadership-is-india-s-biggest-worry-jim-o-neill-economist-goldman-sachs
Beware of Bosses Who Won’t Let You Succeed http://blogs.wsj.com/indiarealtime/tag/leadership/
Transformational Leadership http://www.shrmindia.org/blog/neha/mar/transformational-leadership
G e e t h a n a n d i k o t k u r
i strongly believe that no one is a born leader. if one can take a peek into history, the leaders and statesmen are all made. and, how are they turned into leaders or nurtured as leaders? It is the opportunities and situations that life throws up that create the leaders. I am a staunch believer of looking out for opportunities of growth, while advocating the idea of preparing the ground to tap one, when it arises or knocks at the door.
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Contentjanuary 2012 V o l u m e 0 2 | I s s u e 1 2
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For the l atest technology uPDates go to itnext.in
Cover Story
This year’s NEXT100 award winners are articulate and smart thinkers who are passionately driven to succeed. They are as knowledgeable about applying technology to business needs as in motivating teams to achieve tough goals
30 Journey to NeXt100The NEXT100 participants traversed many emotional, psychological and thrilling moments in their journey to the final destination
32 NeXt100 through the eyes of the Jury Jury members’ image of a smart and ideal CIO and what it takes to be a good one
44 Awards Nite and CtrlS Data Centre visit
48 technology Awards \ technology Workshop
52 NeXt100 Awards 2010 Winners Speak outNext100 Awards 2010 winners have been taking professional strides in the right direction and attribute their success to the Award.
06 Wearing a CIo’s Cap | Partha Iyengar, VP, Gartner, on ITmanagers sharpening their business acumen
boSS tAlk
66 New and old | Chuck Hollis, Global Marketing CTO, EMC Corp talks about big data, social me-dia, and analytics
INtervIeW
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The FuTure CIOs are here
rISINg StArS:
3j a n u a r y 2 0 1 2 | itnext
INSIghtS54 reducing Costs of Compliance | Reconciling multiple regulatory schemes doesn’t have to be as painful as it would seem
58 takes to Innovative Frauds | New methods of fraud, smarter recruitment processes for mules, pose serious threats to IT networks
opINIoN08 the Next big Security Wave | Glen Gooding, Director, IBM Institute for Ad-vanced Security
the bIg Q61 Intelligence for business efficiency | Experts tell you how to deal with business expansion
Cube ChAt70 No gain Without pain | “Being the NEXT100 awardee has been the turning point in my life”
oFF the ShelF16 vision | Cloud computing based Android smartphone
58Page
54Page
innovative frauds | New methods of fraud that increasingly leverage CRM applications are the latest trend with mule networkers
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Industry Update _ _ _ _ _ _ _ _ _ _ 10
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My Log _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 68
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By WireIT managers boost security and improve integration to enhance the e-commerce user experience BY N GEETHA
ILLUSTRATION BY SHIGIL N
E-COMMERCE | COVER STORY
1 5D E C E M B E R 2 0 1 1 | ITNEXT
As a person who is interested in getting insights into technology news, best practices in IT and so on, I find IT Next’s coverage of various aspects of technology, in-depth and insightful. The style of writing is very appealing to the reader. One of the most interesting stories that I can recall is the ‘New Men in Black’, which elaborately discussed secu-rity management. I would like IT Next to focus more on management and strategy related content, touching upon business and finance aspects.
E SurESh,IT Manager, Paterson Securities Pvt Ltd
I regularly read IT maga-zines and also research reports from various analyst groups. I am keen on looking at finer aspects of the content, and what I like about IT Next is the depth of coverage of subjects and the style of writ-ing. The magazine needs to focus on KPI and performance metric issues, business dashboards, sto-ries around best practices around each IT component, and certain benchmark studies which would help IT managers get better view of IT. Some of the enterprise technologies that I think would be relevant to IT managers in the next six months would be around collaboration and con-ferencing solutions, cloud solu-tions, knowledge management systems, virtualisation and data centre solutions and mobility.
S ILango, DgM, aditya Birla group
I take this opportunity to thank you all for honouring me with the NEXT100 Award. I shall cherish this award for many years to come and it will be put on my study table to constantly remind me of my achievement in life! When I raise the cor-porate ladder to be a CIO with more responsibility, this award will instil confidence in me and remind me of my capabilities.
Thank you very much once again.
BErjES ErIc Shroff,Senior Manager, Information Technology, Tata Services Ltd
Hearty congratulations to IT Next team on the success of its NEXT100 event held in Pune. All the credit goes to you and the entire team for bringing out such quality content and events and I see it only becoming better.
BLV raoVP, IS, Infotech Ltd.
december 2011
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While I read many IT related magazines, I find IT Next covering a variety of interesting content, which is very topical and relevant to IT managers. I am impressed with the quality of content and also the people and personalities covered in the magazine. The stories around latest technologies are particularly good and featured in practical sense. I get to find certain interesting stories around successful people and core project details. I particularly liked the cloud computing and desktop virtualisation stories that were covered in the magazine. As a reader I would like to read more about the aspects around emerging technologies and implementation strategies, articles related to management and leadership and business, and finance-oriented content.
joy BagISh, Senior Manager, IT, apeejay Surrendra corporate Services Ltd
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Boss talk | partha iyengar
“IT managers should rather get their handsinto sharpening business acumen and skills,and not confine themselves to bandwidth, infrastructure, etc”
In this increasingly competitive world, it is imperative for each of us to make our presence felt, irrespective of the sector we are associated with. This statement holds good for IT managers too, who
need to make their presence felt if they are to wear a CIO’s cap. These future CIOs, who aspire to become business leaders, should not confine their discussions around just bandwidth, server virtualisation or infrastructure. IT managers should rather get their hands into sharpening business acumen and skills.
Task Ahead While it is vital to address technological issues and take up the responsibility towards new tech-nology deployments and innovations within an organisation, the IT manager needs to take a keen interest in creating a hygiene factor across business groups. For instance, she/he needs to strive towards ensuring operational efficiency and streamlining the business process.
It is interesting to note that some IT managers in the country have been multitasking and wearing different hats like that of the CFO and CMO (chief marketing officer), while some have had the opportunity to be present in boardroom meetings. However, the differentiator here is the discussion points that they prepare, which is put forth before the top management. Many a times we at Gartner, receive presentations prepared by the IT management team for a review before it gets into the boardroom. Surprisingly, most presentations still speak about bandwidth and applications related issues, which may not absorb boardroom interest. Clearly, the topic that catches the board attention is how the IT team is able to translate IT spend into a business value and add to business growth, increased customer satisfaction and its marketability.
Wearing a CIO’s Cap is Challenging
MAnAgeMenT:leAdershIp
Controlling the Budgets is CriticalThe prerequisite for of an IT manager who aspires to grow to the boardroom level is to take control of IT budget, which then gives him or her sufficient room to make strategic decision. I see that in about 30 per cent of the big enter-prises CIOs do not seem to have control over IT budget. About 40 per cent of the CIO’s budget is being controlled by the CMO. The phenomenon is observed globally as the central IT budget is now embedded into the business budgeting.
What needs to be done?It is imperative that IT heads take control of IT spend at a fast pace. More so, in the light of research groups’ prediction that IT spend in India will reach $71.9 bn in 2011, a three per cent increase from 2010 spend of $65.23 bn. While economic ambi-guities will discourage IT managers from taking a bold step towards becoming part of the budgetary process, it may not be as severe in India as reces-sionary trends are not that obvious here.
The author Partha Iyengar is VP and distinguished analyst at Gartner India.
“It has tremendous lessons for becoming successful in life and in the corporate world”
SuGGeSTIon BoX
titLe: the art of WarfareaUthor: SUn tzUpUBLiSher: VikingpriCe: $9.46
OpiniOn
8 itnext | j a n u a r y 2 0 1 2
As the movement of busi-ness to new platforms including cloud con-tinues, virtualisation, mobile and social busi-
nesses happen, everything is every-where, and so are the security threats. New phenomenons such as consumeri-sation of IT, data explosion, and sophis-ticated attacks are only adding flavour to security breaches. Interestingly, the year 2011 is marked as the ‘Year of the Security Breach’ owing to the explosion of security threats. A secure web pres-ence has become the Achilles’ heel of corporate IT security. The Application Security Group Research found 40 per cent of the websites contained client-side vulnerabilities and the favourite attacker methods seem to be SQL injec-tion, and the brute forcing of passwords, databases and Windows shares.
The security challenges are also impacting innovation in a big way, which is not contained to IT alone, but reverberating across organisations and sectors. The impact of security breaches can be felt in different ways. It is affecting business results, as in the case of Sony which saw its impact on $1 bn revenues; brand image of the company; supply chain; and had to handle legal exposure; hacktivism and audit risk.
time to think DifferentlyIt is time IT managers thought about security intelligence as basic, proficient and optimised. This means that security intelligence in the initial phase must be reactive and manual, followed by the proficiency phase in which it becomes proactive and automated wherein secu-
way of doing business and open their doors to understand industry’s best kept secrets. Every IT manager must take cognisance of the following few important facts:
Perform regular third party external and internal security audits
Control end points, segment sensitive systems and information
Protect the network Audit web applications Train end users about phishing and spear phising, search for bad words
Integrate security into every project plan Examine the policies of business partners
Have a solid incident response plan in place
three Point PlanImplementing security intelligence involves a three-point plan: first is to get information by taking a structured approach to assessing business and IT risks; second is to get aligned, which means to implement and enforce secu-rity excellence across the extended enterprise; and third is to get smarter by deploying intelligent controls and ana-lytics within and across key domains.
IT managers need to align and integrate IT risks into business Enterprise Risk Management framework. They must also identify key threats and compliance mandates; implement and enforce a risk management process and common controls framework, besides executing incident management processes when crises occurs.
Some of the technologies that can address the big wave of security challenges include managed security, hybrid scanning capabilities, complex, low-latency cyber-security analytics, predictive analytics tools which can reduce client’s audit investigations by 60 per cent, next generation network security designed to integrate web and content and network activity. Identity governance to help demonstrate compliance is another area gaining prominence.
“CISOs need to changethe way of doing business and open their doors to understand industry’sbest kept secrets”
The Next Big Security Wave
rity is layered into the IT fabric and business operations. In the final stage, of optimsation, it is predictive and drives automated security analytics. Optimising security across domains including people, data, applications and infrastructure is critical.
Foolproof SafetyMy advice to IT managers is to list out certain imperatives for foolproof safety. Most often we find simple things are taken for granted. The dominant trend is that IT security should interact with business. The CISOs need to change this
money wiseGlen GoodinG, director, iBm institute for Advanced security
update
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TECH TrEnDS | Cloud computing would emerge as the key advancing technology in IT services and applications, says Gartner, the technol-ogy research firm, in its forecast for 2012. The mavens see the cloud, which makes possible the leasing of digitised IT assets and solu-tions via the internet as paradigm shifting. It implies transformative change in IT architectures, the development of products and services, and attendant delivery methods and strategies.But the cloud, with its scalability and scope for customisation, sub-
Gartner Finds Cloud Advancement in IT
sumes both opportunities and threats, the report stresses. It denotes the next stage in IT out-sourcing that makes possible the delivery of industry-scale IT services. By 2015, the forecast says low-cost cloud services would ‘cannibalise up to 15 per cent of top outsourcing players’ revenue’. As such, the expert opinion is that the cloud would be disruptive for the $1 tn global IT services market.How would India’s IT majors, who have pioneered the global delivery platform for outsourc-ing, thrive in the age of the cloud? What differentiates cloud computing from traditional out-sourcing and hosting services is its outcome focus and instant consumption model. Hence, it is a vital need for IT providers to standardise technologies and firm up best practices to deliver IT services as required.The game-changing potential of the cloud is the delivery of specialised IT services that are pervasive and of industrial scale. As the types and range of IT services that can be provided via the cloud are far-reaching, there is much potential for myriad new applications and innovative business models too. Accord-ing to Gartner, cloud computing services will exist along the spec-trum from open public to closed private. The next three years will see the delivery of host of cloud services that fall under the two categories. Managed services to remotely manage the cloud service implementation will emerge. Gartner expects large enterprises to have dynamic out-sourcing teams by 2012.
Gartner says cloud
would be disruptive
for the $1tn global
market
Updatei n d u s t r y
source: nielsen
In the uS, tablet and ereader owners are seeing a dramatic shift in age and on gender basis.
Changing demographicsDemography of Tablets and ereaders’ Owners are Changing
MOBiLes deViCes
ages 55+
ages 45-54
ages 35-44
ages 25-34
ages 18-24
ages 13-17
16% 18% 10% 19%25% 30%
20% 20%
13%
18% 15%21%17% 19%
15%
17% 15%14%
26% 26%
26%
22% 21%18%
10% 16%23%
13% 15% 10%10%
Q3 2010 Q2 2011 Q3 2010 Q2 2011 Q3 2010 Q2 2011
2% 13% 11% 10% 7%
100
80
60
40
20
0
Smartphone Owners
Tablet Owners
ereader Owners
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cGOOGLe OnLine MusiC stOre Google has launched its music store, aims
to compete with
apple and ama-
zon in the online
music market.
upto 20,000
songs for free.
MOtOrOLA intrOduCes deFy+ in indiAPriced at rs 19,490, it’s avail-
able at the online retail stores
for less. runs on android 2.3
Gingerbread OS, powered by
1GHZ processor and has a 5
MP camera with LED flash.
WindOWs 7 deViCes Are Here The first true Win 7 nokia Lamia 800 and
710 hit the Indian mar-
ket by mid-December.
Both the mobiles come
with a few unique fea-
tures like superior optics
and a solid battery life.
TECH TIDInGS | As per a study 67 per cent of senior IT decision-makers cite secure delivery of applications and data as a critical security capability.
Ninety one per cent of organisations surveyed have implemented desktop virtualisation or plan to do so before the end of 2013, according to new global research commissioned by Citrix.
Of those organisations, 92 per cent are adopting desktop virtualisation to improve information security. Senior IT decision-makers at these organisations attribute three
Desktop virtualisation Driven by Improved security
and applications Simplified risk management
“Desktop virtualisation delivers centralised control and management of desktops, applications and data delivered to any endpoint device,” said Kurt Roemer, Chief Security Strategist for Citrix.
Eighty six per cent of senior IT decision-makers believe that desktop virtualisation offers a strategic approach to improved information security, regardless of whether or not they intend to use desktop virtualisation within their own organisation.
Of the senior IT decision-makers who will have desktop virtualisation in place at the end of 2013, 95 per cent believe it is very effective at protecting information while providing workers with fast and effective access to the information.
91 per cent of organisations will implement VDI by 2013,Cit-rix report
The UAE ranks 24th in the world and first among Arab countries in its use of information and communication technologies (ICT) to enhance competitiveness and development, according to The Global Information Technology Report 2010-2011, Transformations 2.0, released by the World Economic Forum. Other Arab countries are prominently featured in the ranking as well, while Sweden and Singapore continue to top the rankings of The Global IT report 2010-2011.
around the World
UAE ranks 24th in Global IT report 2010-2011
nandhan nilekani, chairman, uidai
“The initiative of assigning an Aadhar Card has already covered 140 million Indians and is expected to meet its target of 200 million by end of March 2012”
principal security benefits to desktop virtualisation:
More secure access to data from user devices
Improved security of data
quick byte
update
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TECHTrEnDS | Nokia has announced the pan-India launch of Nokia Money, its own branded mobile financial ser-vice in India that will provide a secure and convenient alternative to cash on a mass scale to users on their mobile phones. A mobile wallet, Nokia Money, will offer a wide spectrum of mobile pay-ment services to consumers who have a mobile phone and want the convenience of making basic financial payments such as utility bills, top-ups, insurance premiums and tickets among others, without getting into the hassle of having access to a bank
Nokia launches Nokia Money, its mobile wallet
account or the internet. All that consumers need to do is go to their local authorised Nokia retail store that offers this service and go through a simple registration process, pay cash to load the wallet and it is ready to use. The digital cash can then be used for making payments through an SMS. RBI says this service doesn’t require KYC documentation since it is a closed wallet. “There is a need for alternate financial payment instruments in India and the mobile handset offers a perfect mass platform to deliver,” said Gary Singh, GM, Nokia Mobile Payment Services.
Collaboration solutions provider
arkadin has entered into a defini-
tive agreement to acquire Confer-
encePlus, a subsidiary of Westell
Technologies, Inc.
The acquisition is believed to
help arkadin significantly increase
its market share and make it the
third largest independent col-
laboration service provider in
north america. The transaction is
expected to close by the end of the
year. Financial terms of the deal
were not disclosed in a release
issued by arkadin.
For arkadin, ConferencePlus
brings to the table a complementary
set of services and an expanded pres-
ence in north america and Europe.
The market for conferencing
services is expected to increase
significantly in the next few years
and will reach 7 bn Euros in 2015.
“This strategic acquisition will
help us execute global expansion
plans by delivering a complete
suite of collaboration services,”
said Olivier de Puymorin, CEO and
Founder, arkadin. With Conference-
Plus, arkadin will have more than
26,000 clients globally.
source: itnext.com
collaboration
Arkadin acquires Conference PlusNokia
emerges as the complete Mobile Money service pro-vider
ReseaRcheRs Reduce smaRtphones poweR by moRe than 70 peR centFinnish researchers have designed a network proxy to cut the power consumption of 3G
This device enhances performance and significantly reduces power usage by serving as a middleman for mobile devices to connect to the internet and handling majority of data transfer for smartphones. Historically, the high energy requirements of mobile phones have slowed the adoption of mobile internet services in developing countries.
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TECH TIDInGS | US based Online Resources (ORCC), a provider of software and applications that enable online transactions, is setting up its R&D centre in Bangalore
as part of its plans to expand its services to the Asia-Pacific regions. The 20-year-old company, which is today just an interface between the company and the bank, plans to expand its services to reach out directly to the consumer by developing services and applications. ORCC proposes to do this through the
new centre, Jeffrey Kissling, Chief Technology Officer, ORCC, told the media. The R&D centre, the first outside of the US, would employ about 125 people. ORCC plans to initially work on the technology development and start operations in India President and CEO, said.
TECH TIDInGS | Researchers have successfully trans-mitted 186 gigabits of data per second (GBps), accom-plishing a new world record and helping usher in the next generation of high-speed network technology.
The rate is equivalent to moving two million gigabytes per day, fast enough to transfer nearly 100,000 full Blu-ray discs — each with a complete movie and all the extras — in a day.
The international team of scientists at the SuperComputing 2011 (SC11), Seattle, transferred data in opposite directions at a combined rate of 186 GBps in a wide-area network circuit, according to a California Institute of Technology (Caltech) statement.
The team of physicists, computer scientists and network engineers was led by Caltech, the University of Victoria, University of Michigan, European Center for Nuclear Research (CERN), Florida International University and other partners.
According to the researchers, the achievement will help establish new ways to transport the increasingly large quantities of data that traverse continents and oceans via global networks of optical fibres.
Online Resources sets up Research centre in BLR
Researchers Fuel high speed Network
source: e-marketer
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update
1 6 itnext | j a n u a r y 2 0 1 2
Epson Introduces Epson ME Office 535The company claims it is india’s first smallest all-in-one printer
off the shelf A sneak preview of enterprise products, solutions and services
PrinTer | Epson, a player in digital imag-ing introduced India’s first smallest all-in-one printer. The newest and smallest all-in-one model of the Epson ME Office series is also the world’s smallest all-in-one inkjet printer, which combines compact footprint and environmentally-friendly design with the low cost per page of the Epson ME Office range.
Epson claims that this printer offers better print quality and more flexible media options. The Epson DURABrite Ultra pigment ink used by this new printer produces sharp text that is comparable in quality to laser printers. Prints are also smudge, fade and water-resistant. In addition to plain paper, the printer can also print on a range of media, on which laser printers cannot, such as photo paper and specialty media.
Epson’s ME Office series printers have been designed to provide business users outstanding value through higher performance and lower running cost. The ME Office 535 is priced at Rs 5,999 in India.
Fujifilm has launched the Fujifilm X10 in
india, and priced it at rs 44,999 (MrP),
with a best buy price of rs 39,999. ac-
cording to Fujifilm, the combination of
the “versatile & functional Fujinon lens
and a bright viewfinder” gives the X10 a
sensational shooting experience.
The latest offering in Fujifilm’s X series,
the Fujifilm X10 has a large 2/3” 12
megapixel eXr-CMOS sensor. it also
has a high-definition F2.0 wide-angle
and F2.8 telephoto Fujinon 4x manual
zoom lens (28-112mm). The Fujinon
glass lens supposedly has superior
optical characteristics for all elements
in the 9-groups/11-elements con-
figuration. its design incorporates an
arrangement of aspheric lenses, eD
lenses and high-refractive index lenses,
and is treated with Fujinon’s originally
developed Super eBC.
Other features include high-speed
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Fujifilm X10 avail-able at rs 44,999
Product features
* n12.0 Megapixel eXr-CMOS sensor
* Fujinon 4x optical zoom
* Lens shift type
* 2.8-inch LCD display
* 1080p full HD video recording
key features* Print resolution: 5760 x 1440 dpi
* Draft Print Speed: 30pm / 15 ppm
* ink Cartridge: 4 epson DuraBrite
ultra pigment inks
* Control Panel: 1.44-inch TFT LCD
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* Connectivity: Built-in slots for
memory stick, SD/MMC card
Source: Thinkdigit
Perspectives on Next Generation Communications and Collaboration
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Arkadin is proud to be the book partner for the NEXT100 Awards& our heartiest congratulatulations to all award winners!
Your Free Special Report
cover story |
| cover story
BY ITNexT Team
illustration BY anil t
PhotograPhs BY suBhojit Paul and jiten gandhi
This year’s NEXT100 award winners are articulate and smart thinkers who are passionately driven to succeed. They are as knowledgeable about applying technology to business needs as in motivating teams to achieve tough goals
The FuTure CIOs are here
1 9 iTnexT | j a N u a r y 2 0 1 2
cover story | P
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gr
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hY
BY
ji
te
n g
an
dh
i
2 2j a N u a r y 2 0 1 2 | iTnexT
INSIDe
| cover story
The second edition of the NEXT100 Awards, an ini-tiative of IT Next, recently concluded with the best of breed IT managers
being declared the next in line CIOs. A glittering NEXT100 Awards Nite was held in the backdrop of Fort Jad-havgadh near Pune on December 4, 2011. The much anticipated event identifies and honours India’s top 100 senior IT managers with the skills, leadership qualities and the spirit to become CIOs.
The six-month awards process engaged with thousands of aspiring CIOs, across multiple platforms, to select the most deserving of the coveted titles. Aspirants participated in an exhaustive series of activities that tested their techno-commercial, management and leadership skills. A prestigious jury of CIOs to decide the awardees interviewed the shortlisted candidates in the final lap of the rigorous selection.
Process with a DifferenceThe awards process epitomises IT Next’s mission to help aspiring CIOs and senior IT managers succeed professionally. That the Awards are recognized in the industry circles is borne by the fact that IT Next witnessed 2,200 IT managers registered on the NEXT100 website. About 350 candi-dates completed both the personality and managerial tests.
The awards process threw up some interesting observations with regard to the demographics of the candidates. The findings revealed that about 70 per cent of the winners are CIO-1 and CIO-2 level categories. About 80 per cent of the winners are from companies with revenues of over Rs 250 crore.
Vikas Gupta, Director, 9.9 Media and Publisher, IT Next, says, “This year the search process touched over 300,000 IT professionals around the country, and over 2,000 aspirants participated in an exhaustive series of activities that evaluated their management and leadership skills.”
30 Journey to NEXT100
32 NEXT100 through the eyes of the Jury
44 Awards Nite and CtrlS Data Centre Visit
48 Technology Awards \ Technology Workshop
52 NEXT100 Awards 2010 Winners Speak Out
cover story |
2 4 itnext | j a n u a r y 2 0 1 2
According to Gupta the highlight of 2011, NEXT100 programme was the personal interview of the shortlisted candidates by a committee of CIOs comprising the awards jury. In all, 262 interviews were conducted by the jury members.
Methodology at WorkBuoyed by the keen interest and breathless anticipation of the IT man-ager and the CIO communities, the pro-cess for identifying and selecting the NEXT100 awardees 2011 got under-way in June 2011 with a call for nomi-nations. Through a series of mailers and print advertisements, IT managers were invited to apply for the awards. By the closing date, more than 2,200 aspirants had registered themselves for the gruelling selection process.
This year, the selection process for the NEXT100 Award comprised three stages. First, applicants were asked to complete a self-nomination form that elicited detailed personal and professional information. The second stage was the testing stage, where award aspirants took special leadership and managerial skills tests. The tests were administered by Central Test, which is headquartered in Paris, France. These comprehensive tests identified the work attributes, leadership and managerial styles of the applicants. Finally, in the third stage, shortlisted candidates were assessed by the CIO jury panel. Two top Indian CIOs independently interviewed each candidate. The scores obtained by each candidate in every stage of the selection process was input into a proprietary scoring model that assigned carefully calibrated weights to various factors. The final list of award winners was created as an outcome of this scoring model.
To ensure that the NEXT100 awards are completely fair and unbiased, no member of the editorial team was involved in the selection or elimination of the award winners, nor were editors and staff of the magazine part of the jury panel. The NEXT100 awards programme also drew on the expertise and contributions of the
of the NEXT100 winners out of the total respondents found jury interview to be difficult
“It’s a great feeling to be getting this sort of recognition. It has boosted
my confidence particularly after having been evaluated and
selected by the eminent jury”— Beena nayar, Manager, IT, ForBes Marshall lTd
ITNext witnessed
2,200 IT managers registered on the Next100 site
a b c d
a b c d
350 caNdidaTEs complETEd
boTh ThE pErsoNaliTy aNd maNagErial TEsTs.
? ?? ?
3,00,000Search process touched over
IT professionals around the country
iNTErviEws wErE coNducTEd by ThE jury
mEmbErs
262over
aspirants participated in an exhaustive series of activities that evaluated their management and leadership skills
2,000 2,000
| cover story
2 5j a n u a r y 2 0 1 2 | itnext
CIO community. Forty-eight CIOs from India’s leading companies, who collectively represent many hundreds of years experience in IT and management, were involved as advisors and interviewers this year. The jury panel deliberated and decided on the applicant scoring model, interview methodology, credential review process — and conducted interviews of shortlisted applicants.
Some of the gruelling tests that the aspirants went through included Personality & Managerial Test, Work Competencies, Central Test Personality Inventory (CTPC) and Management Style Inventory Test (MSIT) (see inside pages for details).
IT Next tries to delve into the minds of NEXT100 2011 winners through a survey and understand as to how winning the NEXT100 Award makes a difference into their professional life. It is an effort to seek insights from the winners and from participants who were part of the process, but could not make the cut, about the entire awards process, ratings around the psychological tests and usefulness of the management style inventory report, perceptions of the jury interview and so on.
Tushar Kanti Roy, Sr Mgr, IT, Gerson Lehrman Group, one of the participants in the NEXT100 Awards 2011 who did not make it to the final says, “The test process to the workshop; each level of the awards process is excellently planned and executed, and I was happy to be part of the process even though I am not one of the winners.”
The Awards Night on December 4 was full of excitement and energy as the winners got emotional while receiving the trophy and the coveted award (see the photographs in the inside pages).
The awards ceremony was packed with insightful technology workshops for the NEXT100 winners.
81.8% of the neXT100 awardees nominated themselves for self-evaluation purpose
70%of the winners are CIo-1 and
CIo-2 level categories
of the winners are from companies with revenues of over Rs 250 crores
80%
11
12
1
2227
7
21
11
1
136
9 3
5
allahabad
Lucknow
ranchi
jaipur
udaipur
ChandigarhDelhi
Bangalore
ChennaiHyderabad
Kolkatta
Surat
IndorePune
Mumbai
anjarGandhdiham
Trivandrum
Valsad
RegionsneXT100 wInners’ geographICal represenTaTIon
how would you rate the usefulness of the cTpi pro personality and workplace competencies test report?
Somewhat uSeful18.9% Neither uSeful Nor uSeleSS1.1%
Somewhat uSeleSS1.1%Very uSeleSS1.1%
Very uSeful
77.8%
cover story |
2 6 itnext | j a n u a r y 2 0 1 2
an analysis of the workplace competencies of the neXT100 awardees indicates that they scored high on factors such as business acumen and entrepreneurial risk, while scoring low on factors such as visioning. The test results are on a scale of 0 to 100 per cent with 0 per cent implying a low level and 100 per cent implying a high level on the intended competency. The competencies on which the neXT100 group exhibited significant differences versus the total base are innovation, taking initiative, managing others and influence.
WoRk CoMpetenCies
Winners
ana
lysi
s an
d P
robl
em
Sol
ving
Entrepreneuriall risk
Taking
Influence
VisionIntegrity and Work Ethic
Man-aging
Others
Dependability
Organising
and Prioritis-
ing
Decisi
on-
Mak
ingTe
am W
ork C
ustomer
Focus
Flexibility
Initiative
Coping with
Pressure
Continuous Learning
Drive for results
Self-confidence
CommunicationTechnological
Orientatio
n
Busi
ness
acc
umenIn
nova
tion
0%
20%
40%
60%
80%
100%
The graph given below captures the CTpI personality profile of the neXT100 awardees. The test results are on a scale of 0.0 to 10.0, where 0 implies a low level and 10.0 implies a high level on the intended personality trait.while the awardees exhibited high scores on adaptability, assertiveness, achievement orientation and emotional stability; they scored low on individualistic orientation, sensitivity and diplomacy.
peRsonality pRofile
about the test:
Central Test Personality Inventory (CTPO) for Professionals assesses
20 WoRk-Related peRsonality tRaits that play a CRuCial Role in job peRfoRManCe
Con
trol
ling
action-
oriented
Foresighted
Experiment-ing
adaptable
Sensitive
Optimistic
Individual-
istic
Emot
ion-
ally
sta
ble
rul
e-co
n-sc
ious
achieve-
ment
Oriented
Imaginative
Tolerant
Conscien-tious
Vigilant
assertive
Diplomatic
Live
ly
affi
liativ
e
0
2.0
4.0
6.0
8.0
10.0
Self-assured
People Management
Change Management
Self-management
Task Management
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cover story |
2 8 itnext | j a n u a r y 2 0 1 2
The management style test results are based on a scale of one to 10 with one indicating a low level and 10 indicating the highest level on the intended managerial style. The neXT100 group scored higher on the conceptual and innovative thinking styles, while scoring low on intervention and affiliation.
ManageMent style
Winners
Con
cept
ual
10.0
Intervention
affiliation
Global vision
Peop
le-o
rient
ed
Innovative
reflective
0
2.0
4.0
6.0
8.0
10.0
The graph, based upon the results of the Management style Inventory Test, exhibits the management profiles of the neXT100 group. The test results are on a scale of 0.0 to 10.0, with 0.0 indicating a low level and 10.0 indicating a high level on the intended managerial profile. The profiles exhibited most often by the neXT100 group are that of a strategist, motivator and project manager. The ‘chief executive’ profile was exhibited the least.
ManageMent pRofiles
about the test:
Management Style Inventory Test assesses
7 diffeRent ManageRial diMensions and CoMpaRes theiR ManageRial style to
8 different roles
Winners
Entrepreneur
Executive Manager
Expert
Chi
ef E
xecu
tive
Strategist
Project
Manager
Mot
ivat
or
0
2.0
4.0
6.0
8.0
10.0
cover story |
3 0 itnext | j a n u a r y 2 0 1 2
jouRney to next100IT next’s initiative to identify the future CIos was a six month long process conducted meticulously. The neXT100 participants traversed many emotional, psychological and thrilling moments in their journey to the final destination. There were ample moments of fear, joy, apprehensions, expectations, etc., on display among the winners.
IT next team made an effort to capture these feelings, opinions, fears, hopes, ambitions and aspirations of the neXT100 winners during the time that they transited through the awards process. It was interesting to watch the participants tide over varied emotional challenges and emerge winners.
several factors influenced the neXT100 winners’ minds during their journey — there were cherished moments as winning the award made a crucial difference to their professional life; learnings that their personal skills helped them win the award; experiences that helped them set new goals and factors that increased their job satisfaction or kept them motivated.
how has winning the next100 award made a difference to your professional life?
how close are you to becoming a Cio?
my seniors/top management knows me
my juniors respect me more
my peer managers take me more seriously
i am now invited to different kinds of meetings/ interactions
i now have increased responsibilities at work
i have got a promotion (or expect to get one)
i have got a cash award or equivalent from my organisation
i have received an increment or pay upgrade from my organisation
my organisation has publicly recognised my achievement
i am actively approached by placement consultants/head hunters
i have started look for new opportunities within the organisation
i have started to look for new opportunities outside my current organisation
43.5%
52.2%
42%
30.4%
23.2%
17.4%
2.9%
2.9%
42%
13%
26.1%
37.7%
3% unlikely
9% achived (or less than
12 months)
38% Very close (from 12 to
36 months)
32% Certian (from
36 to 60 months)
18% long way(more than 5 years)
“As the recipient of the NEXT100
Award, I am taken more
seriously by my peers and often get invitations to participate
in different business
meetings and interactions.
There is scope to take on
new roles and opportunities”
Berjes shroFF, senIor Manager, IT,
TaTa servICes lTd
| cover story
3 1j a n u a r y 2 0 1 2 | itnext
money/compensation
Greater responsibilities
opportunities to work with business leaders/ business units
Career advancement & promotions
Professional accomplishments
technical qualifications & certifications
education & learning opportunities
recognition among peers and seniors
other
of the neXT100 awardees find lack of opportunities
and larger roles as the biggest apprehension
of the neXT100 awardees aspire to develop leadership qualities
41%
33.3%What is the level of impact of the following factors on your motivation and job satisfaction?
“Since I was competing
against national players, I feared my capabilities
and potential may slip from
the experts’ eyes and go unnoticed”
arChIe jaCkson
senIor Manager & IT servICe delIvery
Manager, sTerIa IndIa pvT lTd
54.4%
53.8%
38.5%
46.3%
51.3%
42.9%
50.0%
48.7%
23.1%
“My seniors and top management recognise me; juniors look up at me with respect. I am expecting to get a
promotion soon and my organisation has publicly acknowledged
my achievement which is very gratifying”
soMasekhara rao gonugunTla
IT projeCT Manager, TesCo hIndusTan servICe CenTre
“My responsibilities
at work have widened after I bagged the NEXT100 Award and
now I am more involved
in various discussions”
shoBha u sheTTy
dy gM, IT, godrej properTIes lTd
cover story | JURY
3 2 itnext | j a n u a r y 2 0 1 2
—
NEXT100 through the Eyes of the Juryjury members’ image of a smart and ideal CIO and what it takes to be oneThe jury played a pivotal role in the NEXT100 Awards 2011. From laying down the selection process and the parameters for selection to painstakinginly interviewing each aspiring future CIO, their contribu-tion was immense in making the Awards a resounding success.
To know what lay behind the jury’s final choice, IT Next has tried to unravel the minds of the esteemed jury members. What does the future CIO look like to them? Which aspects of the awards process were close to identifying an ideal CIO? What inspired their collective decisions on the aspirants?
The study has tried to highlight various perspectives of the Jury members which influenced their choice of NEXT100 awardees.
IT Next felt it was important to get the jury to speak on the various aspects that make a true leader: how to strike a balance between technical know-how, business acumen, and leadership traits, among other things.
Vandana Avantsa CIO, Motherson Sumi
Systems
Niranjan Bhalivade CIO,
CEAT Ltd
Manish Chokshi Chief, Corporate Strat-
egy & CIO, Asian Paints
David Briskman VP & CIO,
Ranbaxy Laboratories Ltd
Satish Das CSO & Asst Vice President, ERM
Cognizant Technologies
“Top three selection criteria
for NEXT100 awardees should
be business acumen, business knowledge amidst
challenges, with clear articulation
of roles and aspirations”
—SRInIVAS KIShAn AnAPU, CEO, CLOUd REAdY SOLUTIOnS
“I felt honoured to be a part of the Next100 Awards Jury. It was worth investing my time and energy in the IT fraternity, particularly in the discovery of the right talent”—SAnJEEV KUMAR, GROUP CIO & PRESIdEnT, BUSInESS ExCELLEnCE, AdhUnIK GROUP Of IndUSTRIES
Zoeb Adenwala CIO,
Global Essel Propack Ltd
Srinivas Kishan Anapu
CEO, Cloud Ready Solutions
SP Arya Senior Vice President,
Corporate IT Amtek
| cover storyJURY
3 3j a n u a r y 2 0 1 2 | itnext
—
Vikram Dhanda Senior Vice President,
AEGIS
TG Dhandapani CIO,
TVS Motor Company
Nandkishor Dhomne CIO,
Manipal health Enterprises Pvt Ltd
Ajay Kumar Dhir Executive director
& Group CIO,Lanco Infratech Ltd
“Besides technological know-how, I observed some candidates possessing
entrepreneurial skills that may take them to the CEO’s hot seat and not tread
the typical path to becoming a CIO”—dAYA PRAKASh, hEAd, IT, LG ELECTROnICS IndIA
“In my opinion, there is a strong
perception among women that they
are not fit for the CiO role. This negative mindset needs to
change, particularly by observing women
CIOs who have proved their mettle”
—SP ARYA, SR VP, CORPORATE IT, AMTEK
“To me an ideal candidate is one who has a blend
of technology and business
overview, someone who has
demonstrated leadership
skills along with communication
and team management”
—VIJAY SEThI, VP & CIO, hERO MOTOCORP LTd Rajesh Garg
Vice President & head, ISS, nucleus Software
Exports Ltd
Vishnu Gupta General Manager,Ops, Aditya Birla
health Services Ltd
UC Dubey Executive director (IT),
Iffco-Tokio General Insurance Co Ltd
Vikas Gadre VP, new Business
InitiativesTata Chemicals Ltd
cover story | JURY
3 4 itnext | j a n u a r y 2 0 1 2
“The immediate thought of N EX T100 aspirants was that an important
responsibility has been entrusted to them and that they need to do justice to it. The
selection process was transparent and filled with all stakeholders’ enthusiasm.
However, reducing the count of the N EX T100 to N EX T25 will make the
competition tough”—JOhn nAdAR, hEAd, IT, TATA ChEMICALS LTd
Asmita JunnarkarCIO,
Voltas Ltd
Sudhansu KarmokarGeneral Manager, ITMeru Cab Company
Pvt Ltd
Sanjeev KumarGroup CIO & Group President, Business Excellence, Adhunik Group of Industries
Prakash K ParanjapeCIO,
Idea Cellular
Sumant KelkarAdvisor,
Essar Information Technology Ltd
Shailesh JoshiAssoc Vice President &
head, ITGodrej Properties Ltd
Kinshuk Hora head IT,
India Subcontinent GlaxoSmithKline Con-sumer healthcare Ltd
Sachin Jain head IT & CISO,
Evalueserve “The three critical factors that I would look at are passion, commitment
and confident approach taken to reach the goal. Consistency in job is of
utmost importance”— nEEnA PAhUJA,
CIO, MAx hEALThCARE GROUP
| cover storyJURY
3 5j a n u a r y 2 0 1 2 | itnext
“If I need to pick up just one thing, measurement of RoI should be
made mandatory for each IT project. That will go a long way to inculcate
thoughts of business first, rather than technology”
—JAGAT PAL SInGh, CTO, CYBAGE SOfTwARE PVT LTd
“Very few CIOs have grown to become business leaders. A
profit and loss responsibility gives them opportunity to learn how to run a business, and I am
happy doing the CIO role”—CR nARAYAnAn, CIO, TULIP TELECOM LTd
“NEXT100 winners should stay focussed externally with strong internal fundamen-tals, working closely with business groups
and articulating problems at a different abstraction level”
—SUBhAShISh SAhA, CTO, APEEJAY SURREndRA GROUP
of Next100 wiNNers fiNd
Jury iNteractioN arouNd busiNess aNd leadership
skills to be excelleNt
63.2%
Vinay MehtaCIO,
Escorts Construction Equipment Ltd
Suhas MhaskarSenior General
Manager, Corporate IT Mahindra Group
C Mohan CTO,
Reliance Life Insurance Company Ltd
SC MittalGroup CTO,
IffCO
CR NarayananCIO,
Tulip Telecom Ltd
John Nadarhead, IT
Tata Chemicals Ltd
Rajesh Munjalhead, IT & Asst Vice President, Operations
Carzonrent India
Dr B Muthukumaranhead Operations & IT
Security, SecureIQ
cover story | JURY
3 6 itnext | j a n u a r y 2 0 1 2
“It is vital for NEXT100 winners to be grounded in the nitty-gritty of business, and not hesitate to dirty
their hands”—TG dhAndAPAnI, CIO, TVS MOTOR COMPAnY
“The journey for next100 winners has begun and
their future focus should be on proving their
capability by accepting larger responsibilities”
—ShAILESh JOShI, AVP & hEAd, IT, GOdREJ PROPERTIES LTd
“The process is extensive and objective...”
VInAY MEhTA, CIO, ESCORTS COnSTRUCTIOn EQUIPMEnT LTd
VS ParthasarathyGroup CIO,
Exec Vice President, finance & M&A
Mahindra & Mahindra Ltd
Neena PahujaCIO,
Max healthCare Group
Venkatesh NatarajanSpecial director, ITAshok Leyland Ltd
Ratnakar NemaniCIO,
himatsingka Seide Ltd
Daya Prakashhead, IT
LG Electronics India
Girish Raohead, IT
Marico Ltd
Dhiren SavlaCIO,
Kuoni Travel Group
Subhasish SahaCTO,
Apeejay Surrendra Group
| cover storyJURY
3 7j a n u a r y 2 0 1 2 | itnext
the selection process was unbiased with tests taken by candidates, followed by interview con-ducted by two experienced cios
the awards process is a well-thought-out process, nicely crafted, transparent, balanced and objective in nature
the ideal cio candidate is the one who is inspiring, meets the commitments, a good people manager and the one who is able to handle adverse situations well, a good and sharp communicator
the first step to understanding a cio’s role is to thoroughly analyse the pros and cons of business decisions taken by leaders in your organisation
Most of the nominees spoke only about their projects; business orientation is completely missing
the candidate is expected to exhibit command skills, relish leading the team and take unpopular stand, if necessary
a future cio must know how to run it at the speed of business, so that the management sees the agility in it
unfortunately most it managers are good at it but do not know how to articulate the value of it to the management
women face harder choices between professional success and personal fulfilment
Men attribute their success to themselves, and women attribute it to other external factors
a cio plays a pivotal role in the organisation and s/he should be able to manoeuvre complex political situations effectively and quietly
hoping to see at least 10 per cent of the Next100 winners promoted to the next level
Sivaram Tadepalli Chief Advisor, IT,
GMR Group
Swaranjit S Soniformer CIO, Indian Oil
Corporation
Shantanu Singh Chauhan
director, new Initiatives
Valuefirst Messaging
Dheeraj Sinhahead, Corporate
Management ServicesApollo Tyres Ltd
Rajeev SeoniCIO,
Ernst & Young Pvt Ltd
Vijay SethiVice President & CIO,
hero MotoCorp Ltd
Jagat Pal Singh CTO,
Cybage Software Pvt Ltd
Shiva ShankarVP & head, IT Infra-structure, Security, Ops & Engg, Reliance Tech
Services
“Each CIO needs to re-orient towards business results and take the ownership on top line and bottom line results. It
is observed that very few organisations have opted back for ‘internal charge back
mechanisms’ and try to disown it” —dr B Muthukumaran, head, Operations & IT Security, SecureIQ
JURY FINDINGS
RajeevagaRwal
KaustavDas
RavinDRa H s
gyanenDRa KumaR gupta
alagaR Rajnal-lasamy
sanDeepgupta
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3 8 itnext | j a n u a r y 2 0 1 2
HERE ARE THE WINNERS
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cover story | EVENT
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NEXT100 MOMENTSThe nEXT100 awards 2011 journey culminates at Jadhavgadh Fort, near Pune, on December 4 amid lots of fun, inspiration and celebration
NEXT100 awardees arrive in Pune and the journey begins with warm welcome as they board the bus to reach Four Points Sheraton, the stay
The NEXT100 event venue, Jadhavgadh, Pune
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Feel at Home: NEXT100 guests at the registration desk at Four Point Sheraton, Pune to have a pleasant stay
Attentive Audience: NEXT100 guests all ears to absorb varied technological insights of the technology workshop at Four Points
Technology at Work: Storming the mind. NEXT100 technology workshop at Four Points Sheraton
Hospitality & Networking: NEXT 100 guests adding nutrional value, lunch at Four Points Sheraton and a place to network with the peers and share experiences
Quizzing time: Digging into the brains of NEXT100 with puzzles and brain teasers and return gifts
Engrossed audience: Technology workshop in progress at Four Points
IT Next Editor N Geetha moderating
the technology sessions at Four Points Sheraton
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cover story | EVENT
4 2 itnext | j a n u a r y 2 0 1 2
United we stand: NEXT100 awardees pose for a joint photoshoot at the Fort’s entrance
Welcome time: Winners and Jury members get a royal reception at Jadhavgadh Fort
Victory bugle: Winners being saluted in the majestic backdrop of Jadhavgadh Fort
Spirit of Joy: The awards night gets off to a flying start with the release of colourful balloons
Sound & Light: The stage is all set for the NEXT100 winners for their big day
Gateway to success: NEXT100 attendees passing through the special entrance
AWARD NIGHT STARTS
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Winners’ table: NEXT100 winners all set for the big evening
Jury watch: Members of the NEXT100 jury watching the awards function
Glittering evening: Next100 partipants enjoying the starry night, while waiting for the ceremony to commence
Happy audience: NEXT100 winners are all smiles as their peers receive the awards
The bigger reality: Pramath Raj Sinha, MD, 9.9 Media, delivering his keynote address
Winning shot 1: NEXT100 winners pose for a group photo with the MD
of 9.9 Media
Publisher’s podium: Vikas Gupta, Publisher, IT Next addressing the NEXT100 gathering
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cover story | EVENT
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Jury power: CIOs who adjudged the awards process being felicitated
A wish fulfilled: For many win-ners it was a gratifying moment
All smiles: NEXT100 award winner receiving
his trophy
Feeling honoured: NEXT100 winners are a proud lot
Empowered: One of the lady winners in a field dominated by men
Happy moments: The award symbolised achievement for IT managers
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Winning shot 3: Another batch of NEXT100 winners pose for the camera
Winning shot 2: Second set of NEXT100 winners with their trophies
Winning shot 4: NEXT100 winners cap-tured at their winning moment
Process oriented: Group
Editor R Giridhar elaborating the awards process
Extending support: NEXT100 sponsors along with Vikas Gupta pose for a photograph
Winning shot 5: Time for the fifth and final batch of NEXT100 winners to say cheese
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On Site: A Tier IV Data Centre As Indian enterprises mature in their IT usage and continue to expand geographically, they look for a data centre or hosting partner who can ease them of their pain of managing the growing server and application sprawl.
In this context, IT Next organised for the NEXT100 winners and jury members a visit to one of India’s largest data centres — the new Ctrl S facility at Navi Mumbai in Maharashtra. The visitors were given a guided tour of the 2,10,000 sq ft multistorey facility by trained staff from Ctrl S. This included a peek into the data centre’s energy supply, security procedures, cooling environment and rack areas. There was also an extensive Q&A session with P Sridhar Reddy, CMD of Ctrl S, during which he answered queries related to cloud computing, managed hosting related concerns. Briefing Session: NEXT100 awardees being given an orientation about the Ctrl
S data centre and its history
All ears: NEXT100 win-ners paying attention to
data centre details
Arial view: NEXT100 awardees taking a
larger view of the DC
Hospitality : Elaborate lunch at the Ctrl S data
centre facility
Entry: NEXT100 winners at the Ctrl S registration desk at Navi Mumbai
Taking stock: NEXT100 winner taking note of power supply in the DC
DC tour: NEXT100 win-ners all set to tour the data centre facility
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IT Next Technology Awards 2011The IT next Technology awards seek to promote professional, expansive and ‘out-of-the-box’ thinking in IT management
The IT Next Technology awards have been instituted by IT Next magazine to recognise individuals who have man-aged exceptional enterprise technology implementations or created innovative IT solutions for their enterprises.
While the panorama of implementation in IT is quite vast, we have chosen six distinct categories for the tech awards: Data Connectivity & Collaboration; Infrastructure Management; Cloud Infrastructure; Data centre; Virtualisation; and Green IT. The application process for these technology awards was initiated along with the process for NEXT100 Awards, though the eligibility and criteria were different.
Any IT manager who was involved in a technology implementation in one of the six categories in an enterprise could fill up the nomination form. However, the form had to be endorsed by one of these executives: CIO/Head of IT, CFO/Finance Head, President or MD/CEO of the organisation. The key focus was around: project objectives, business objectives and technical objectives; project budget and beneficiaries; solution/project details; business/technical challenges; and specific benefits; team members involved and role of the person filling up the form; and learnings from the project; among others. One winner from each category among the shortlisted applications was chosen by an editorial panel, which judged them on impact, authenticity and differentiation.
Data ConneCtivity & Collaboration awarDwinner: Ilango Nadar, Dy General Manager, Aditya Birla Group
The Data Connectivity & Collabora-tion Award was given to Ilango Nadar of Aditya Birla Group for achieving the company’s business and technical objec-tives within a short time-frame. As Proj-ect Manager, Nadar was instrumental in the Group’s building a robust, scalable and resilient international network infra-structure connecting business locations in Thailand to PR site (Mumbai) and DR site (Hyderabad) over MPLS technology for accessing business applications such as video conferencing, SAP, email, etc.
infrastruCture ManageMent awarDwinner: Kiran Belsekar, Chief Manager, IT Infrastructure & Information Security Officer, IndiaFirst Life Insurance Company Ltd
Kiran Belsekar won this award for Indi-aFirst as the evaluator and architect of the solution. IndiaFirst now has an established process management plat-form that allows the business to launch any new process within a day or two and to incorporate any process change within three to four hours. Besides, significant savings in the cost, the solution has allowed the firm software and hardware flexibility, and ensured reliability.
Ilango Nadar from Aditya Birla Group receiving the tech award
Kiran Belsekar from IndiaFirst Life Insurance receiving tech trophy
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ClouD infrastruCture awarDwinner: Suresh Kumar Raghava, Sr Manager, IT, Essel Propack Ltd
The company implemented its disaster recovery site in a private cloud model using Ctrl S as the service provider. The estimated cost saving from going for the cloud model as opposed to owning its infrastructure was Rs 190 lakh. The company is arguably the first one to have all SAP system landscape (SAP development, QA and production) on a DR site. Raghava was the main project lead for end-to-end coordina-tion with Ctrl S on this project.
virtualisation awarDwinner: Raghubir Singh, GM, Usha International
To address the challenges of managing a cluttered server room with 25 machines running various applications (including several modules of SAP), Usha Inter-national embarked on a server consoli-dation initiative through virtualisation and achieved benefits: fewer servers to manage, real-time response to changing business needs, on-demand computing model, sharing of computing resources to improve utilisation, high availability, better performance and reduced TCO. The company used a phased approach.
green it awarDwinner: Amit Bhide, Sr Manager, IT, HDFC Life Insurance Co Ltd
The insurance company engaged Wipro, which deployed a power management tool on about 7,000 desktops and 2,000 laptops over a three-month period remotely which optimised the power consumption of the machines by sev-eral power-saving algorithms. Bhide and the IT department created awareness among users to have the practice of put-ting their IT assets to power-off mode when they are away from their desk. The tool was run as a Windows service on the desktop which saw 50 pc savings.
Data Centre awarDwinner: Asad Joheb, Data centre Manager, Taj Group of Hotels (IHCL)
The Taj data centre was renovated, relo-cated and expanded in 2009 to fulfil the criteria of a Tier-3 data centre with an average recorded 99.6 per cent availabil-ity. Among the prime drivers for the reno-vation was the experience of the 26/11 terror attack. Though the attack could not affect the data centre and it was operating at full swing during and after the attack. Today, the data centre maintains a full-scale DR centre a thousand kilometres away in a different seismic zone. The DC caters as the centralised tech-hub as per IHCL’s enterprise architecture.
Suresh Kumar Raghava from Essel Propack receiving tech award
Vijay Mishra from Taj Hotels receiving on behalf of Asad Joheb
Raghubir Singh from Usha International receiving the tech award
Amit Bhide from HDFC Life Insurance receiving the tech trophy
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Technology WorkshopIT Next’s initiative to conduct case study based technology workshops across three cities proved beneficial to the IT managers as they sought answers to many of their technology challenges
IT Next’s NEXT100 Awards pro-gramme had so many interesting com-ponents that it was an effort to involve the NEXT100 participants in a single one. A pre-event technology workshop, with a case study based approach to share real insights into the implementa-tion process and find the right solutions to their real time challenges, proved to be an absorbing programme. The tech-nology workshops focussed on vari-ous topics with the respective vendors throwing up interesting case studies at the IT managers.
The three-city workshop held across Mumbai, Delhi and Bangalore, enveloped subjects like Data Centre, IT Virtualisation, Green IT, Cloud Infrastructure, Infrastructure Management and Data Connectivity & Collaboration, and was conducted by Tulip, HP, EMC, Schneider Digisol and Tata Teleservices Ltd, respectively.
Amit Sawant, Sr Manager, Product Mgt, Digisol, on Infrastructure Management
Satish Vishwanathan, Associate VP, Tulip Telecom, addressing DC concerns
Nirmal De, General Manager, Tulip Telecom, at the technology workshop taking the audience through the data centre solutions framework
Speakers from Raritan at the technology workshop addressing the IT managers’ challenges around Green IT projects and providing suitable solutions
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EMC conducting workshop around Cloud Infrastructure and addressing IT manag-ers’ concerns and suggesting possible solutions around Cloud environment
Durai Singh, Busi-ness Dev Manager, HP, on virtualisation scenario in new and emerging markets
Tata Teleservices discussing Data Con-
nectivity & Collabo-ration concerns
Shalab Mohan Daya, Sr Manager, TTSL
working out effective solutions around
Data Connectivity
Srikant Telherkar, GM, Schneider
Electric, conducting Infrastructure Man-agement workshop
Rajat Mehta, Country Manager, Emerging Business Unit, HP, on IT virtualisation challenges/benefits
Deepak Bhardwaj, Solutions Architect, HP PSG, on virtualisation solution benefits
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NEXT100 Awards 2010 WINNERS SPEAK OUTNEXT100 Awards 2010 winners have been taking professional strides in the right direction and attribute their success to the Award. They advise the current winners to stay focussed in order to achieve success
The NEXT100 Awards 2011, the second edition of the NEXT100 Awards, was an intensive process spread out over six-months, involving rigorous processes to identify India’s senior IT managers with skills, talent and spirit to take on the role of a CIO.
IT Next embarked on a journey to bring to its esteemed readers the highlights of the NEXT100 Awards 2011, and also provide insights into the various steps to winning the coveted award. But more importantly, IT Next tries to delve into the journey of NEXT100
2010 winners through a survey and understand as to how winning the NEXT100 Award made a difference to their professional life. “Some of the biggest apprehensions and concerns about the current job have been lack of opportunities for growth.”
“Some of the big-gest apprehensions and concerns about the current job have been lack of oppor-tunities for growth, office politics, and lack of planning across various groups” — RAJNIL PANGERKAR, MANAGER, IT, TATA
CONSULTING ENGINEERS LTD
“The selection parameters for the NEXT100 2010 awards could have been much better with personal interaction, while actually high-lighting every individ-ual’s strong point” — DHANANJAy ROKDE, GLOBAL HEAD, IS,
COX & KINGS LTD
“If I had the chance to include a parameter for NEXT100 award,I would recommend an Idea Workshop”— SACHIN ARORA, HEAD, DATA CENTRE,
VIDEOCON D2H
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| cover story
50.5 59.5per cent get motivated
with greater work responsibilities
per cent of the NEXT100 winners’ biggest
apprehension is lack of opportunities for growth
“My advice to NEXT100 2011 winners is to stay focussed, as it is the first step to three golden letters – CIO”— VISHAL ANAND GUPTA, Dy MANAGER,
SySTEMS, THE CALCUTTA MEDICAL
RESEARCH
“I recommend my IT Managers to apply for the NEXT100 Awards, as it is the only platform which recognises talent” — PRITAM D GAUTAM, ADDL GM, ICT, DSC LTD
Has there been any change in your job role after winning the
NEXT100 award?
Rating the NEXT100 Awards Selection Process
54 5
41
Excellent Good Fair
I have taken a much bigger job role
My job role is a little bigger now
My job role is the same/unchanged
I have a differ-ent job role/department
How close are you to becoming a CIO?
33.517.57.5
2.540Achieved (or less than 12 months)Certain (from 36 to 60 months)
Very close (from 12 to 36 months)
Unlikely
Long way (more than 5 years)
5
40
22.5
32.5
Technology AwArd pArTnerS
prIncIpAl pArTnerS SUpporTIng pArTnerS
APPRECIATE YOUR SUPPORT
insight | Tech AnAlysis: compliAnce
5 4 itnext | j a n u a r y 2 0 1 2
“Do not depend on a single product.
Instead, use trends, data and comparisons
presented by research reports as a supporting guideline,
but never make it a Bible,”
— Dhananajay C Rodke, Independent Consultant on Information
Security.
and risk management, and as the attention given to specific concerns will ebb and flow over time, so will the demands placed on IT.
It is also important to remember that compliance is not just a matter of hitting one set of marks. Depending on the nature of one’s business, location and structure, there may be multiple layers of requirements that have to be met.
Nevertheless, said Gartner Vice President and Fellow French Caldwell, the reality is that by the point at which these areas affect IT, they tend to harmonise with one another instead of clashing. As an example, he pointed to privacy laws, noting that even with the diversity of cultures and
jurisdictions, these laws “all follow a common set of principles from which you can derive a standard set of controls.”
This extends into other areas as well, and the result is beneficial for both IT and the business as a whole.
That’s because in rationalising controls, one is reducing the audit surface. Caldwell claimed, “When organisations get serious about compliance, they can “reduce the number of controls by about 30 per cent.” This means that they have that much less to audit and maintain, and are reducing the actual cost of compliance by eliminating the overlap between various compliance schemes.
In many ways, compliance is the new security. It’s a hot-button topic, it isn’t going away anytime soon, and there are loads of consultants and vendors try-ing to make a buck off misunderstandings as well as actual needs.
But, how big a problem compliance represents for IT is altogether a different matter. That’s because IT is a discipline that rewards best practices in the first place. “What to do” is pretty well understood, while “how to do it” is what is debated.
Because good IT practitioners are willing to put in a little extra effort to document and verify processes and tasks, they may assume that everything is fine until someone says otherwise. That’s not necessarily the case, as I remember from my first audits as an IT manager.
Compliance — and its relationship to governance and risk management is better defined today than ever before, both for the business as a whole and for IT in particular.
Governance, risk management and compliance are often summed up under the GRC acronym. It is a useful umbrella term because the three areas are closely related, and their interests intersect and overlap. The simple fact is that compliance models are driven by the requirements of governance
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Tech AnAlysis: compliAnce | insight
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ComplianCe
reconciling multiple regulatory schemes doesn’t have to be as painful as it would seem, but is virtualisation helping or not?
By P J Connolly
One question that comes up is how IT compliance relates to the overall enterprise compliance effort. Chris McClean, a senior analyst at Forrester Research, believes “it’s helpful to have them coordinated” in terms of remediation workflow, reporting and even basic terminology, “there are so many different elements of IT risk versus enterprise risk with compliance — that you need those subject matter experts to be within those different groups.”
In contrast, Caldwell of Gartner sees “an enterprise compliance programme and IT playing several roles within that programme.”
Compliance in a Box? Although IT compliance isn’t something one can simply buy, there are a number
of vendors who offer ways to automate the implementation and verification of required practices. Caldwell argues that the main benefit of enterprise-class GRC management tools is their enablement of this kind of rationalisation of controls. As he puts it, “You’ve got to get them off of spreadsheets and email, and onto a common set of records.”
Some of the best of these tools, whether as standalone packages or integrated with larger enterprise management
software, are based on the Unified Compliance Framework (UCF), a joint venture of the Latham & Watkins law firm and the Network Frontiers consultancy.
The UCF is based on the analysis of what are called ‘authority documents’ in the form of audit guidelines, contractual
Reduci ng
30%reduction in security con-
trols with compliance
insight | Tech AnAlysis: compliAnce
5 6 itnext | j a n u a r y 2 0 1 2
obligations, laws, standards, and similar instructions or mandates. According to the venture’s website, more than 700 of these documents have been distilled into the current version of the framework.
They include the biggest names in compliance and governance frameworks, such as ISO9000, ITIL, SixSigma, and Carnegie-Mellon’s behemoth Operationally Critical Threat, Asset and Vulnerability Evaluation (OCTAVE), as well as another dozen or more major contributors to the discipline, including national and international standards and professional practices.
An obvious advantage of any canned compliance solution when compared with the home-grown approach is that in the former case, the heavy lifting required to reconcile seemingly contradictory requirements is already done. The downside, as Caldwell pointed out, is that providers might not respond as quickly to changes in regulations as one might need.
After all, “My software didn’t tell me this was wrong” is only a slight improvement over “The dog ate my homework”. Of course, any supplied compliance management system is going to require some tweaking to meet local requirements or implement recent changes in regulations.
Fortunately, IT compliance tools may not be as much of a burden to deploy as one might think. Compliance tools that use the UC Fasa foundation can take the form of a managed software-as-a-service (SaaS) deployment as well as standalone software. For organisations invested in an existing enterprise management system, Caldwell said, the tools may simply take the form of an add-on. “It used to be that you didn’t have any choice but to put the pieces together,” he added, “but we now see the large ERP vendors like SAP and Oracle and some of the business analytics.”
French Caldwell of Gartner believes that IBM might be the first to close the gap between tools that enable enterprise-wide compliance and those focussed on IT compliance. Vendors like IBM and SAS trying to provide one-stop shopping.”
Challenges for it Yet enterprise suites don’t do a very good job of addressing some of the most important measurements of compliance. “Where they fall short is in monitoring IT infrastructure,” Caldwell pointed out.
“They can monitor IT at the application level …but as far as automated monitoring of server configuration controls (and) vulnerability is concerned, they don’t have that capability.”
The drive for compliance is taking place at the same time that businesses are finishing the most dramatic shifting IT has seen since the shift to client-server processing. Virtualisation may simplify physical infrastructure by offering host consolidation and improved manageability, of complexity to determining whether a given system is in compliance.
So-called compliance tools for virtualisation are for now more about configuration compliance than anything else. They aren’t any more capable of examining how a virtualised machines and its software are being used than a hardware
manufacturer’s server management tools are. We are still a few years away from packages that can look at
application-level compliance and hardware-level compliance with equal grace, Caldwell said. “IBM is probably the closest to closing that gap,” he added, thanks to its in-house experience with systems management through its Tivoli line.
In essence, the answer to the question, “How do we get compliant?” has to be answered with another question: “How do you use IT?” On one hand, if you’re on the edge of the technology curve and an early adopter of new technologies, there’s a decent chance that you have your work cut out for you. On the other, if your organisation makes use of well-developed ecosystems —such as what one sees in a mature ERP deployment — you can expect to find the hooks needed to implement a compliance tool designed to mesh with the rest of the software stack. ´
P j Connolly, Senior analyst, eWEEK Labs
Best ComplianCe praCtiCesCIOs and IT Managers for decades have struggled to define
information technology as more than a cost centre, a neces-
sary evil, or administrative overhead
In order to sustain ISO 9000 compliance, several compa-
nies have successfully implemented the following practices
within their environment:
Ensure that documentation of key operating procedures stays
accurate by implementing strict change control procedures
Ensure that no process can be changed without documen-
tation change control
Collect continuous improvement ideas, seek appropriate
review and ensure any changes to a process go through
change control
audit existing processes on a regular basis
Identify and track any material or process non-conform-
ance from any audit or inspection, formulate and implement
corrective actions and ensure that the corrective action has
resolved the issue
Provide visibility to management and stakeholders
Such practices have become completely embedded inside
the daily work activities of employees in every organisation.
Most companies have implemented compliance software
to ensure document management/change control and to
streamline the audit management, issue tracking, closed
loop corrective action deployment and management report-
ing processes. as a result, the cost of sustaining ISO 9000
compliance has reduced further.
source: metricstream
insight | mule network
5 8 itnext | j a n u a r y 2 0 1 2
Takes
Innovative Frauds
toMule
NeTwork:
Security fraud and opera-tions are becoming more organised, and carried out with meticulous strategy. The term “mule network”
comprises the mules, who are often junkies, and other accomplices of the “mule-herder” interested in making a quick buck. However, fraudsters are increasingly able to streamline the pro-cess of recruiting and controlling mules with an astounding success rate, while overcoming the biggest barrier of the mule-herders, i.e., location.
Fraud CategoriesEvery fraud operation can be split into two parts: obtaining credentials and “cashout”. In the former, fraudsters use various tools and methods, such
as phishing, vishing and malware, to obtain information about their vic-tims. In the latter, fraudsters monetise the stolen data, or in other words, they perform a “cashout”. There are vari-ous forms of cashout, depending on the type of credentials the fraudsters have in their possession (and that, in turn, is derived from the type of tool or method used to obtain them in the former stage). Cashing out credit cards stolen from a hacked online merchant, a “shopadmin” in fraudster terminol-ogy, is usually done by ordering items online and later selling them off. Online banking credentials, on the other hand, would be usually cashed out through a money transfer to another account. In both cases, and most other types of cashout, the fraudster would need an
mule network | insight
5 9j a n u a r y 2 0 1 2 | itnext
new methods of fraud that increasingly leverage CRM applications are the latest trend with mule networkersBy Idan ahaRonI
on the opposite side of the planet, mule-herders had no such luxury. The present-day mule-herders have no specific location and are geographically spread, sitting anywhere, and have the capability to crack the formula of recruiting and herding mules online. A single mule-herder can run multiple mule operations, each focussing on a different country and language. If in the past most mules were accomplices, now they are mostly unwitting mules — regular Joes who are scammed into being mules and are not necessarily less innocent than the actual victims of the frauds.
Mule FormationJust like any other type of scam, mule recruitment can be executed with various levels of sophistication. They all share a common trait, however. Recruiters all approach job-seekers with a cover story of being a legitimate company searching for “work-from-home” employees, who come across the recipient’s CV and express interest in recruiting the person. The least sophis-ticated type of mule recruitment is done exclusively via e-mail. Similar to a Nige-rian fraud, individuals receive an email from ‘company X’ describing the usual shtick, without forgetting, of course, to mention the wage that they offer in an attempt to lure the recipient. The email then simply asks the recipient to reply to the message and send his or her per-sonal information. Operations that are more sophisticated contain a link to a website of the fake company, appearing much more convincing as a legitimate employer. In some operations, long, legitimate-looking employment con-tracts are sent to the mules during the “recruitment process”.
Leveraging Customer Ap-plicationsInterestingly, most sophisticated mule recruitment operations have full-
fledged CRM systems used to keep track and manage “employees” and the status of their work. These incredibly sophis-ticated systems allow the mule-herders to go over the details of the individuals who replied, track items or funds sent to the mules and communicate with them through a messaging service. Opera-tions with this level of sophistication are more common than you would think — so common that some underground vendors make their living exclusively by offering this type of platform to their nefarious buyers.
Advanced MulesIf, at the beginning, mule-herders recruit only “traditional” mules online (those who intercept items bought with sto-len credit cards or money sent through a wire transfer), over time fraudsters learn how to recruit mules for other ventures. These mules, who were tra-ditionally accomplices of the fraudster, walk into bricks-and-mortar merchants with fake plastic cards encoded with stolen credit card information. They purchase high-value items, re-encode the data of another stolen card and then go “hit” other merchants. Today, unwit-ting mules are recruited specifically for that task, believing they scored a “mys-tery shopping” position in a company evaluating retailer employees. They go into retail stores with a fake card that was sent to them by the mule-herder and purchase an item they were told in advance to buy. These “mystery shop-pers” don’t get to keep the items they bought for evaluation, though. They of course must send the merchandise and the credit card back to their employer (the mule-herder), with the promise that their expenses will be added to a prom-ised pay-cheque. To completely pull the wool over the mule’s eyes, he or she is then requested to complete a detailed survey of the shopping experience at the retail outlet. The charade continues
1 billioninternet users by 2013
accessing mobile devices from smartphones to tablet PCs, creating
more opportunities for cybercriminals to steal data
--IDC
online account or a real-world shipping address in his possession. These are usually obtained by mules.
In the past, fraudsters who controlled mules mostly recruited them in the real world. Unlike the hackers, who could sit
insight | mule network
6 0 itnext | j a n u a r y 2 0 1 2
for an entire month, during which the mule receives different fake cards for every purchase. Then, when it’s time to receive the paycheque for his or her hard work, the boss suddenly stops replying to any emails and disappears. The mule-herder has already moved on to another mule.
Through their websites, multiple legitimate service providers offer individuals the chance to apply for a job and perform it from home, much like the mule-recruitment frauds. Some of them offer positions that would fit well into the fraud ecosystem, such as an over-the-phone “mystery shopper” service. These services use independent workers who register online to call businesses and evaluate the level of customer service administered. As fraudsters operate “by-fraudsters for-fraudster” call centres, it is only a matter of time until we see them recruiting mules for these positions as well.
Safeguarding Against MulesAs quickly as consumers become famil-iar with the threats they face and change their online behaviour, the criminals who seek to steal personal and financial information also change their tactics. Consumer education and awareness is one of the first lines of defence in the ongoing battle against online crime.
“Most sophisticated mule recruitment operations have full-fledged CRM systems used to keep track and manage “employees” and the status of their work”idan Aharoni, Head, Cyber Intelligence for Fraudaction Intelligence, rSa
of sensitive corporate data-leaks happen unintentionally, either because of lack of awareness at the employee’s end, or a careless mistake that the security infrastructure of the organisation was unable to detect and tackle.
While organisations lean towards allowing access to social websites etc. within the organisation, they also need to implement a holistic security strategy which is information-centric and which encompasses all aspects of security. If an enterprise can govern the access of information only to the right employees, loss of data from within the organisation or by the attackers getting into the network could be minimised.
IT heads across several verticals are today looking for integrated solutions to minimise the window of vulnerability through layered security structures. They are moving towards a built-in approach; allowing each security component to understand what is happening in other areas and giving a consolidated view of each environment, thereby allowing a correlation of activities and events, while also managing compliance.
Idan aharoni, Head, Cyber Intelligence for Fraudaction Intelligence, rSa
Mule Glossary Mule network: comprises the mules who are often junkies and other
accomplices
Fraud operation parts: obtaining credentials and cashout
Shopadmin: cashing out credit cards stolen from a hacked online
merchant
Phishing, vishing and malware to obtain information
Monetise the stolen data, or perform a “cashout”
Present day mule herders have no specific location and are geograph-
ically spread, sitting anywhere on the planet
Mules have the capability to crack the formula of recruiting and herd-
ing mules online
The year 2010 marked the beginning of several new threats and an increased level of sophistication in the attacks wit-nessed around the globe.
Firewalls and anti-virus can keep malware at bay, but how does one safeguard classified corporate data from being siphoned out of the company and falling into the wrong hands? Is there a way to systematically reduce the risk exposure to the “insider threat”? It is interesting to note that most incidents
6 1j a n u a r y 2 0 1 2 | itnext
thebig
Your responses count. Log on to www.itnext.in/bigQ to submit your replies. The best entry will be published in the next print edition.
The SiTuaTion...How will Amit Khanna deal with business expansion along with its growing complexity, and streamline business processes to increase efficiency? The company’s significant business growth and expansion plans have put a lot of pressure on Khanna, Senior IT manager of a large manufacturing company. As the business expands there is more unstructured data flowing down and streamlining it has becomes a huge task for Khanna. The situation has provoked Khanna to look for a technology or tool, which could help generate and schedule reports for the management to track performance and do careful monitoring of the business. However, Khanna’s immediate need is to look at tools that convert unstructured data into structured one. This would help in analysing business, improve data collection and performance and meet future targets.
Now, the challenge for Khanna is to look at a tool, which would provide the ultimate key to run-
ning a performance-oriented organisation.Besides, the requirement of the top management is to have a clear view of company performance, identify weaknesses and strengths, measure per-formance periodically, understand market pulse, competition performance and many other crucial inputs. all under a single framework. Khanna’s challenge is to find that single right technology, which can fulfill all the needs. He earlier sought suggestions from his peer groups and on various social media platforms on the right solution to his problem. Many came up with the idea of Business Intelligence (BI) tools, which could meet Khanna’s requirements. While he is excited at the idea of what BI can do, Khanna is scepti-cal about his management’s approval as the technology is still nascent.
He is also confused as to which tool to go in for and the features that he needs to look into that would measure up to his business needs, given that the market is flooded with numerous soft-ware, each vendor vouching to have the best.He is concerned about BI’s business benefits.
SureSH A SHANMugAMHeAd, BuSINeSS IT SoLuTIoNS, M&M FINANcIAL ServIceS
rATNAKAr NeMANI, cIo, HeAd,IT ProjecTS WINg, vST INduSTrIeS LTd
KArANBIr SINgH, vP, IT & cIo, BSeS (jv oF reLIANce INFrASTrucTure LTd)
EXPErT PanEL
NeXt
BuSINeSS INTeLLIgeNce
iNtelligeNce for busiNess efficieNcy
cu
T I
T
Fr
oM
He
re
the big q
6 2 itnext | j a n u a r y 2 0 1 2
FiRSt AnSWeRAmit Khanna has to list out his priorities in terms of the investment, be it with regard to ERP, CRM, HRMS, SCM applications and so on.The key aspects that he needs to take stock of would be:
Managing information, which is the key for business growth to increase efficiency.
Increased competition due to globalisation that resulted in the need to make effective and faster decision-making across various groups.
Business optimisation can be effectively achieved by making data analysis possible at all levels.He has to ensure a single view representation and analysis of
enterprise to enable smart decisions. BI will answer some of Khanna’s needs in terms of analysing and comparing historical data and enable him to provide right information at the right time which is a vital element. Since BI is the art of knowing and gaining the business advantage from data, he can stretch it to marketing, gain competition insights, customer
retention, inventory control, financial modelling, and even in national security.Khanna can go in for BI solutions which will help him achieve ad hoc reporting
requirement and do the analysis on this existing data. The features will enable him to monitor results of change and maximise his information assets for strategic advantage over his competitors.
Second AnSWeRBusiness Intelligence (BI) matters a lot to Khanna as it helps him in monitoring his efforts to increase his company’s growth, constrain costs and improve the bottom line. Without it, it is virtually impossible to review his employees’ current performance, examine its past business performance and forecast future trends. BI will help him provide accurate view of cost liabilities risks and understand customer buying patterns. It will address his compliance and governance related challenges as well.
Khanna has to work out appropriate cost structure around BI which can leverage investments around CRM, SCM and ERP.
The advice for him is that he should not spend time in searching for data, reconciling the data from various systems and debating whose numbers is always correct, customer buying patterns, supplier cost-effectiveness, etc.
BI can bring visibility at a granular level and help in linking different aspects together. Financial reports from spreadsheets can show expenditure and commitments against cost centre codre. It is important to be able to drill into the figures, and find the source around the expenditure.
The idea behind going in for BI is to drive profitability, revenue generation and cost reduction.
The big queSTionS...? Do you Think Bi is an iDEaL soLuTion for amiT khanna anD whaT kinD of
fEaTurEs shouLD hE Look for immEDiaTELy?
? whaT kinD of BusinEss anD TEchnoLogy BEnEfiTs can khanna EXPEcT To sEE By DEPLoying Bi soLuTions anD arE ThErE any rois anD Tco ThaT hE
shouLD Think of?
here are The anSwerS...
SureSh A ShAnmugAm
head, Business iT solutions (BiTs),
mahindra & mahindra financial services Ltd
About me: with over 21 years of experience in iT and information
systems, bringing innovations during tough times is the top priority
haVe Your inVeSTMenT PrioriTieS
the big q
6 3j a n u a r y 2 0 1 2 | itnext
FiRSt AnSWeRKhanna’s primary task should be to get to the root of the problem and analyse issues around increased data complexity, streamlining business process, expansion needs and so on, which have a cascading effect on the overall business itself. Besides, scepticism around invest-ments from the top management cannot be ignored. Possible solu-tions that he needs to look out for are those, which have the ability to convert unstructured data into a structured one, analyse business needs, modular and ability to integrate, solution that can measure company’s performance and so on in a single framework. He needs to take a parallel approach to analyse his team’s power and skills in implementing technologies which can bring in some standards and have sufficient networking to see that the data is sourced from all sources.
While BI is not a complete solution to the problem, it will definitely help Khanna structure the data to drive efficiency in the process. It is desirable to process information effectively to minimise the growth of unstructured data and then take a streamlined approach to work out a project plant around BI deployment.
Second AnSWeRFormation of dashboards with BI is possible where the unstructured and structured of mass data is converted into accurate, current, relevant and meaningful data as a truth of single version to all CXOs and line managers. This will improve productivity and increase the effectiveness of business decisions and process changes in the present dynamic business environments.
Balanced scorecard is made possible with BI, which will help in providing a holistic view of performance at every stage in an organisation, besides providing sensitive analysis to the decision-makers about both strategic and tactical activities and impact of these activities on business success. Reporting and alerts, monitoring KPIs is a major advantage of BI, besides enabling forecasting and predictive analysis. It will help in optimising working capital, improving customer services and allow him to leverage dependable techniques to budgeting and planning on a short-term and long-term basis.
rAtnAkAr nemAni
cio, head, iT Projects wing, VsT industries
Limited
About me: have nearly two decades of experience in iT,
finance, marketing and human resources and as a result brought in several technological innovations within the
group
anaLYSe The rooT oF The ProbLeM
NeXt
2011 new or increased deploymentsStoRAge
Deployments around Business analytics looks to be higher as against kPi, Enterprise social networking, collaboration applications in 2011
BusinessAnalytics
KnowledgeManagement
EnterpriseSocial
Networking
CollaborationApplications
4%
11%
5%
17%
10%
4%
17%
12%15%
4%
14%
13%
At a very strong level
At a strong level
At a moderate level
north american organisations with 100 or more employees.
Source: BASeLINe’S STudy oF THe ToP TreNdS IN 2011 (NoveMBer 2010)
NoTeS
the big q
6 4 itnext | j a n u a r y 2 0 1 2
FiRSt AnSWeRThe right solution for Khanna amidst such a backdrop would be a suitable BI tool, which is agile, flexible, scalable and user-friendly, and can easily integrate with the existing ERP and database. There are several BI tools available around open source, On-demand BI, legacy BI framework and dynamic web-based commercial BI tools. While there is confusion prevailing, Khanna needs to chalk out a detailed blueprint of the end-to-end processes that can be tracked along the way.
Second AnSWeRThe benefits from BI are both tangible and intangible in nature, which drive business competitiveness by accelerating responsive-ness to a situation. The biggest benefit is to drive confidence across all groups by unleashing hidden potential of the market opportunity. BI is also easy to use and navigate, while there may be certain adapt-
ability issues if not configured in the right manner. BI tools are powerful and interactive and offer good visualisation capabilities such as heat and GIs maps, animated charts and graphs intuitive OLAP analysis and so on. It is definitely modular in nature that will help Khanna plan for his future needs based on the data and operational growth.
BI will add value to the organisation by enabling it to reach its strategic goals faster and more efficiently by making data easily available, processed, understood and actual concern in a BI are around upfront costs. i.e., implementation running, maintenance, licensing and upgrade costs.
More resourcesVirtual Storage Platform anniversary: http://blogs.hds.com/hu/2011/09/happy-birthday-vsp.htmlHow to avoid information overload: http://marksblog.emc.com/2011/09/episode-108-.html
MaKe a bLuePrinT oF The ProceSS
kArAnbir Singh
VP & cio, BsEs (a jV of reliance
infrastructure Ltd formerly reliance
Energy Ltd)
About me: Technical expertise
combined with business insights
noteS
update
6 5j a n u a r y 2 0 1 2 | itnext
A platform to air your views on latest developments and issues that impact you
DineSH SinGHCHIEF TECHNOLOGY OFFICER, SJM TECHNOLOGIESLike all other service
departments, IT is also
perceived as a cost cen-
tre, till the time there is
no internal billing. While
IT department may not
generate direct revenues,
it helps in saving on the
spending that a company
makes on various busi-
ness related infrastruc-
ture. However, there is
a change observed, as
some organisations have
started treating IT as
a separate entity. The
internal SLas are clearly
defined and interdepart-
mental costing for serv-
ices offered. There are
healthy negotiations on
costing, while appreciat-
ing the efforts.
BeRJeS eRiC SHROFFSENIOR MANAGER, IT, TATA SERVICES LTDMany organisations, even
today, perceive IT to be
a cost centre and the
debate is on. From an
accounting perspective,
IT will always be viewed
as a cost centre and
one cannot do much to
change that. It is the re-
sponsibility of the IT head
to change the percep-
tion, and this is a major
challenge, and convincing
department heads on this
is a task in itself. aligning
IT with business strategy
is absolutely essential, if
the change is required. IT
investments have been
viewed as a ‘black hole’, in
which money is invested,
but nothing seems to
come out of it.
BLV RAOVP, GLOBAL IT, INFOTECH LTDIT as a cost centre is
contextual and depends
on style, markets,
leadership, and structure
of an organisation. If
the organisation is on a
growth momentum, IT
takes proactive measures,
which is then perceived
as a key differentiator
or an enabler. In case
of operations, IT can be
either a value creator or
a corner function as the
focus is around control-
ling costs, enabling func-
tions/business efficiency
which matters most to
bottom line. However, the
perspective is changing
and positively inclined
amongst large enterpris-
es across IT, ITES, BPO,
BFSI, retail, telecom,
engineering and SMBs.
Is IT still perceived to be a cost centre ?
Open DeBAte
your views and opinion matter to us. Send us your feedback on stories and the magazine to the Editor at [email protected]
FBOOk FOR yOu
The Progress Principle
STar Value:
IT NEXT VERDICTReplete with examples from daily diary entries, this is a pioneering work on employee engage-ment.
TITLE: THE PrOgrESS PrIncIPLE
auTHOr: TErESa aMaBILE, STEvEn KraMEr
PuBLISHEr: Harvard BuSInESS ScHOOL PrESS
PagES: 292
PrIcE: rS 795
after chewing over myriad diaries of people’s daily lives at work, Teresa ama-bile and Steven Kramer have reached the conclusion that an employee derives satisfaction from his job only when he feels that he is making progress. So, if you are leading an organisation, and you wish your staff to be filled with positive energy, you have to help them develop the feeling that they are making progress in life, even as they perform their duties at the workplace.
as long as workers experience their labour as meaningful, progress is often followed by joy and excitement about the work.
The book makes its point through a lot of examples from the workplace experi-ences of real people. The research en-compasses the confluence of emotions, perceptions and motivations that people experience as they react to events at work. Work is not merely about business, it is deeply personal to the people who are actually doing it.
interview | ChuCk hollis
6 6 itnext | j a n u a r y 2 0 1 2
ChuCk hollis | interview
6 7j a n u a r y 2 0 1 2 | itnext
internal it should be competitive
how is the emergence of big data and social
media changing the role of it leaders?First, IT leaders need to under-stand that this is not your father’s data warehouse — you are taking data from multiple sources, social feeds, etc., and you are mashing it up for insights. Today every industry — be it retail, telecom, or whatever — is powered by busi-ness analytics.
The change should be seen as a partnership between the IT people who generate data and the business users who are actually going to consume data. There is also a movement to socially enable the enterprise: the theory here is that there is a new way of working, so IT can play a role in creating a platform for collaboration in a social model. I know 30-40 IT managers who make their living from socially enabling their enterprises.
have you seen any examples
of this social enablement in indian companies?Not so much in India. I think it is a cultural thing — sharing infor-mation. Somehow, I do not see it that much in Asia.
Let me give you our own example. At EMC if you look at the history of our social media usage, there was strategy, there was platform and the skill sets. In addition, for every business process in the company — be it how products are created, how people serve customers and how problems are solved — social media appears. This is changing the way our company works, as it is about mobile enabling the workforce, socialising proficiency, building collaboration... We are not just talking about putting Windows on the screen; we are talking about really mobilising our workforce.
Another important thing is customer engagement — new platforms, new media, new ways of pulling in customers
or talking to them and keeping them engaged. It could be a cool website or a downloadable app, but we are seeing more and more IT managers getting interested in providing these interfaces between businesses and customers. In addition, none of this would have been possible without building a responsive IT organisation.
Therefore, my view is that it all depends on the competitiveness of the industry and the culture of the company.
how do you differentiate between it leaders in small as compared to large organisations?Usually I find that the IT lead-ers in smaller organisations take quick decisions, while in large organisations decision-making is a long process. So it is a chal-lenge for a company like ours as to how do we get them (large firm IT heads) to move faster. So one way we do this is by calling them
Chuck Hollis, VP & Global Marketing CTo, EMC Corp, is constantly looking for those iT leaders who can move the needle for business. hollis spoke to Sanjay Gupta about big data, social media, analytics and the service-driven model of iT, which is paving the way for new capabilities
interview | ChuCk hollis
6 8 itnext | j a n u a r y 2 0 1 2
“The difference between the new, smart IT guys and the old ones, is that the new guys know they must keep IT users as happy customers”
agents of change and constantly asking them how they are build-ing new things on top of their leg-acy, how they are bringing in new processes and new efficiencies, and how they are doing things “the new way” as processes start to mature.
Typically, in a large IT organisation you find the classic storm: new business strategy, change of leadership and new technology itself. So the question is, how do you get them to move very fast to adapt to those changes?
However, smart companies can move very fast. Some of the most innovative stuff comes out of mid-size companies.
have you seen any back-migrations in outsourcing, wherein companies that initially outsourced certain it tasks want to bring them back in-house?Oh, it happens all the time. More-over, usually it happens in a bad way. Like the classic movie: big company, big project, IT people cannot move quickly enough. Therefore, business decides to take the project outside for some time. When that period is over, the IT organisation has to really scramble it to bring it back.
However, I would say, these are not ideal situations, as they represent the lack of competitiveness of the IT organisation in the first place.
The difference between the new, smart IT guys and the old ones, is that the new guys know they must keep IT users as happy customers.
With regard to the new it guys, since they must be proactive to demonstrate their value to business, do you think the business users feel irked or threatened by their growing interference?
I have seen both kinds of situa-tions. Four years ago, we had the ‘old IT’. Everything was a proj-ect, meetings, the works...and it used to take a whole lot of time. Then one day when business took some work outside, some of them complained: “You can’t do this!” And the response they got was: “Watch me!” (Here, Hollis takes out his credit card and flashes it triumphantly for a while.) There-fore, over time, the IT organisa-tion realised that the business mindset had changed and they were competing for IT projects. Business said, “I can give it to you or I can give it to somebody else — though I’d like to give it to you!” Obviously, the internal IT guys have an advantage because they know the company’s business
and they are trusted. However, for every external offer, the internal IT had to make it competitive and more valuable.
how has the user experience of corporate employees changed in the new model of it?In the old model, an IT user in an organisation had to track down the IT person for a particular service and it was up to them to get the needed service from that person. In the new model, the IT
ChuCk hollis | interview
6 9j a n u a r y 2 0 1 2 | itnext
Find other inter-views online on
the website www.itnext.
in/resources/interviews
services are available to the users as some sort of catalogue from which they can choose what they want. What’s more, there could even be a pricing mechanism for those services.
Another thing that is happening is that the IT users are getting very literate, very sophisticated in how they consume IT. Therefore, the need for the IT department to be competitive today is more than ever. IT leaders need to think about getting their organisation up to speed, investing in skills sets, look at new operational models, market IT to business and interact with the finance guys, plus develop a lot of rich content around all that.
a major discussion topic these days when it comes to information processing is big data. but how does big data impact an it leader that works for a relatively smaller company, say, a 500-employee firm rather than a 50,000-strong enterprise?There is a question before the answer: What can analytics do for your company? If you knew more about the customers, if you knew more about the economy, and if you knew how better knowledge about customers could change your business, would it benefit you? The answer, one hundred per cent, would be “Yes”.
The key about big data is analytics. It allows you to take data from multiple sources, apply a wide range of tools to analyse that data and say, “Whoa, we didn’t think about this!” Or, “We could think of it that way.” Therefore, the key decision IT leaders need to make is whether they are going to build all that capability or are they going to take that as a service. For instance, Procter & Gamble buys 80 per cent of its data analytics as a service. And this is happening in a growing number of organisations.
there’s a 3v information model that Gartner uses — volume, velocity and variety. For companies that still want to do much of their it in-house, how do you think they can cope with the three vs?There is a change in mindset. IT is used to fixed projects. Sup-pose they build a ‘toy box’, I can’t say what its RoI is going to be. I can’t tell where it will be useful. I can’t ask for a three-year fore-cast, right? Therefore, IT must keep going back and forth: you build something, you find what value it will give, you go back
and change something, then you build further on it and so on and so forth. Therefore, the old para-digm of static projects and fixed way of doing things is no longer to be found in industries that are largely driven by analytics such as banks, retail, oil & gas, etc. There’s a new way of doing things.
What are the top two or three things emc is doing as a company to enable organisations from the old way of doing things to the new way of working?For one, we are making our own learning and experience acces-sible to more and more people in the outside world. We pub-lish information and spend a lot of time sharing our knowledge, including creating forums where people can talk. The second thing we are doing is investing in new critical skill sets for areas such as IT as a Service, Data Sciences, etc.
Another thing we have done is offer our technology through integrated products such as the Vblock, which appeals to many CIOs — especially the ‘new school’ IT leaders.
We also offer a very rich set of downloadable data analytics, so if you have data scientists you can actually build a lot of stuff on top of it in-house.
in an era when technology is becoming more of a commodity, what are the challenges for a company such as emc?One of our challenges is in help-ing transform the business of our key clients. In addition, for customers who no longer want to invest directly in technology products but are interested in hir-ing third-party service providers, we are enabling those providers with consulting, technology and skill sets.
cube chat | ArunkumAr Sheth
“Being the NEXT100 awardee is a turning point in my career and having worked hard to reach this stage, God willing, I will become a CIO by next year,” says U Arun Kumar Sheth, Head , Software Development, Gati Ltd
No gain without pain
Without efforts one cannot achieve anything in life, and there is no free lunch what-soever, feels Arun Kumar Sheth,” Head, Software
Development, Gati Ltd. He says, “my mantra for success is ‘No Gain without Pain’.
“Being the NEXT100 award winner is a turning point in my career and having worked hard to reach this stage, God willing, I will become a CIO by next year and take up challenging tasks to grow further in life,” he says.
Sheth started his career with Bajaj Auto Ltd, in Pune, soon after his MTech from NITK Surathkal. “I was lucky to get entry into Bajaj’s MIS department straight away, working on in-house applications. At the time, Bajaj was migrating from VAX-COBOL to Oracle, and I got the opportunity to build an application
and oversee the migration for five major applications.”
His next stint was with Policy Management Systems, Indore, (now owned by CSC), where he worked on DB2. Finding a better opportunity for growth, he later moved to Indus Software in Pune to develop applications around Oracle platform. Currently, Sheth is Head of the software development at Gati’s head office in Secunderabad. “Some of my achievements at Gati include my contribution towards design, development and implementation of ERP in 2001-03 and later on Oracle BI that went live this year (2010), giving a 360º customer view,” says Sheth. The challenge for Sheth had been to automate the process and ensure that no location was missed out in terms of accessing the applications, as each location had a minimum of two user groups. This meant that
There is no alternative
to hardwork
My sucessMantra
By MANU SHARMA
7 0 ITNEXT | j a n u a r y 2 0 1 2
all the relevant elements are to be in place. In addition, post the rollout, the major concern was to streamline the business process and ensure operational efficiency to increase the business performance. Besides, it was essential to accommodate the changes with the expansion in data and other applications. “I believe that the first step to get into the CIOs shoes is to build solutions that can increase both the bottom line and top line growth of the company. As information turns out to be a valuable commodity within organisations, it is imperative to find different ways to analyse and streamline, that can help the business to reduce cost of operations, increase revenue growth and avail other tangible and intangible benefits.” Being a workaholic, stress is a part of his
life. To control stress, Sheth walks 40 minutes everyday and practices to calm the thought process for at least one minute each hour of the day. “It is difficult to shut your mind (thought process) for as less as a minute, but if you practice regularly, it is possible to achieve.”
Even though Sheth is a firm believer in hard work, he has immense faith in God. He attributes his success to his team and the support of family members. “It is only because of my beliefs and support of my family and my team that I have achieved success so far,” he maintains. One personality he admires most is NR Narayana Murthy, Chief Mentor, Infosys. “The effort that Mr Murthy has put in building a multi-billion empire is truly awesome and inspiring,” says Sheth.
Fact File
nAme u Arun kumAr Sheth
DeSIGnAtIOnheAD, SOFt WAre DeVeLOPment, GAtI LtD
eXPertISemAnAGement, SOFt WAre DeVeLOPment & teStInG; teChnOLOGY eVALuAtIOn & SeLeCtIOn; BuSIneSS InteLLIGenCe
AChIeVementSneXt 100 AWArDS 2011 * PreSIDent’S AWArD FrOm FOrmer PreSIDent GIAnI ZAIL SInGh FOr ALL InDIA eSSAY WrItInG COnteSt In 1986
WOrk eXPereInCeGAtI LtD: DeC 2001-PreSent * SIerrA AtLAntIC SOFt WAre LtD (CurrentLY hItAChI COnSuLtInG): AuG 2000 -OCt 2001 * InDuS SOFt WAre LtD: AuG 1999 –AuG 2000 * POLICY mAnAGement SYStemS (CurrentLY CSC) : JAn 1999 –nOV 1999 * BAJAJ AutO LtD, Pune: mAr 1991– JAn 1999 CertIFICAtIOnS* OrACLe unIVerSIt Y, DuBAI In GLOG * mArtIn tAteS’ PrOJeCt mAnAGement methODOLOGY * eXeCutIVe PrOGrAmme In BuSIneSS mAnAGement, IIm CALCuttA FAVOurIte BOOkAtLAS ShruGGeD, CALm SutrA
“It is difficult to shut your mind for as less as a minute, but with regular
practice it is possible to achieve ”
cube chat
7 1j a n u a r y 2 0 1 2 | ITNEXT
7 2 itnext | j a n u a r y 2 0 1 2
rECESSIOn nEWS
Time for CIOs to assess Euro crisis impact: GartnerWith uncertainty plaguing all enterprises operating in the eurozone, CIOs must act to protect their enterprises, says, Gartner, Inc. CIOs need to safeguard the enterprises from the risks of government/bank default, euro break up, counterparty bankruptcy etc. “CIOs are at the fulcrum of business and technology, having sufficient visibility and capability to address the challenges posed by today’s eurozone crisis,” said David Furlonger, VP& Gartner Fellow.
OPINION
Evangelising Overall SecurityIt is difficult but important to convince management about overall information security risk rather than just tech.
In the current scenario, any cultural change in an organisation has a strong association with technology. I find the security heads taking up the cudgels to bring the required security change. The IT managers, as we call them, are evangelising IT to rope in business groups into this framework. Security is not about putting technology, controls and monitoring – it’s about the culture of the organisation.
The alignment of business head with the security ideas is critical in bringing about the envisaged culture change. This can be achieved by demonstrating the losses that can occur to the business due to the various gaps.
TOP INTERVIEW
Driving Energy Efficiency
With power costs shooting up, there is a greater need to adopt Power Usage
Effectiveness as a standard, says Soeren Brogaard Jensen, VP, Enterprise Management and Software, Schneider
Electric in talk with Manu Sharma.
TOP nEWS
Announcing the NEXT100 Winners!
Ladies and Gentlemen, here are the ones who made it to
the next100 awards 06 December 2011
IT next has announced the winners of its annual next100
awards. They were felicitated at a glittering celebration
held at Fort jadhavgadh Hotel near Pune in Maharashtra
on December 4, 2010. Three cheers to all the winners,
many thanks to the participants, jury members and the
sponsors who all made the event not only possible but
a great success too! The following list is arranged in
alphabetical order of surnames: check the
link below
http://www.itnext.in/content/announcing-
next-100-winners.html
VIrTuaLISaTIOn nEWS
Essar Group to virtualise 40,000 desktops in a year Essar Group, plans to move over
90 per cent of its workforce to the
Citrix XenDesktop platform and
deploy VDI for 40,000 users in a
year’s time.
the webf r o m
www.itnext.inread IT next stories published online. The links of these stories
can also be accessed through your mobiles/smartphones using Qr code.
http://www.itnext.in/
content/essar-group-
virtualise-40000-desk-
tops-year.html
http://www.itnext.in/
content/evangelising-
overall-security.html http://www.itnext.in/content/soeren-b-jensen-
driving-energy-efficiency.html
http://www.itnext.
in/content/time-cios-
assess-euro-crisis-
impact-gartner.html
from the web
7 3j a n u a r y 2 0 1 2 | itnext
FEATURE READ
Apple ahead of Intel in mobile chips: Analyst As far as smartphones and tablets are concerned, it’s not so much about Moore’s Law, he says. A report on News.com quotes Gus Richard as saying that in the brave new world of tablets and smartphones, chip competition isn’t so much about Moore’s Law but rather how the ‘blocks’ of circuits are put together and the nexus with the software that runs on those circuits. Richard is a senior research analyst at securities firm Piper Jaffray. “More specifically, tablets and smartphones use silicon called system-on-a-chip, or SoC, that doesn’t always use the latest and greatest chip manufacturing technology
but gets the job done,” says the News.com article.
MOBILE SECURITY NEWS
Only one in three employees aware of mobile security policy Research by McAfee and Carnegie Mellon highlights disconnect between businesses and mobile users.
McAfee has released ‘Mobility and Security: Dazzling Opportunities, Profound Challenges’, a
HOT INSIGHT
Top 10 ICT trends for 2012Enterprise social networking, new biz models arising from device glut and growing PaaS among top predictions from F&S
The latest string of prognostications comes from the Information and
Communications Technology research division of Frost & Sullivan (F&S).
http://www.itnext.in/content/top-10-ict-trends-2012.html
SOFTWARE NEWS
New software to support 100 users on a single OSvSpace Server 6.5 allows IT managers to significantly reduce the number of hardware hosts, OSs and VMs needed in VDI.
NComputing, a provider of end-to-end desktop virtualisation solutions, claims it has achieved a breakthrough in the performance and economics of VDI (Virtual Desktop Infrastructure) with the release of vSpace Server 6.5 desktop virtualisation software.
vSpace Server 6.5 delivers the ability to support up to 100 users on a single operating system, reduce the number of physical host servers by 75 per cent, and improve configuration and management of VDI .
STORAGE NEWS
Maintaining Business Process
ContinuityLearn how Kotak Securities maintains business process
continuity using IBM’s XIV storage solution.
Planning for the future depends on making the right kind of long-
term investments. Whether it’s to create wealth, beat inflation or
achieve financial goals, a complete understanding of investment
options is crucial.
global report focussed on the consumerisation of IT and its impact on security. The report looks at mobility from the perspective of senior IT professionals as well as end users of mobile devices.
While an increasing number of consumers use mobile devices for business and personal activities, many of them are not familiar with their employer’s corporate policy on the use of mobile devices.
http://www.itnext.in/content/only-1-3-employees-aware-mobile-security-policy.html
http://www.itnext.in/content/maintaining-business-process-continuity.html
http://www.itnext.in/
content/new-software-
support-100-users-
single-os.html
http://www.itnext.in/content/apple-ahead-intel-mobile-chips-analyst.html
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update
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Here is a preview of some tech toys and trends to help you make up your mind before you go splurging on one.
Like something? Want to share your objects of desire? Send us your wish-list or feedback to [email protected]
Indulge The hottest, the coolest and the funkiest next generation gadgets and devices for you
my log
7 5j a n u a r y 2 0 1 2 | itnext
CUBE CHAT | arunKuMar ShEth
“Being the next100 awardee is a turning point in my career and having worked hard to reach this stage, God willing, i will become a CiO by next year,” says U Arun Kumar Sheth, Head , Software Development, Gati Ltd
No gain without pain
Without efforts one cannot achieve anything in life, and there is no free lunch what-soever, feels Arun Kumar Sheth,” Head, Software
Development, Gati Ltd. He says, “my mantra for success is ‘No Gain without Pain’.
“Being the NEXT100 award winner is a turning point in my career and having worked hard to reach this stage, God willing, I will become a CIO by next year and take up challenging tasks to grow further in life,” he says.
Sheth started his career with Bajaj Auto Ltd, in Pune, soon after his MTech from NITK Surathkal. “I was lucky to get entry into Bajaj’s MIS department straight away, working on in-house applications. At the time, Bajaj was migrating from VAX-COBOL to Oracle, and I got the opportunity to build an application
and oversee the migration for five major applications.”
His next stint was with Policy Management Systems, Indore, (now owned by CSC), where he worked on DB2. Finding a better opportunity for growth, he later moved to Indus Software in Pune to develop applications around Oracle platform. Currently, Sheth is Head of the software development at Gati’s head office in Secunderabad. “Some of my achievements at Gati include my contribution towards design, development and implementation of ERP in 2001-03 and later on Oracle BI that went live this year (2010), giving a 360º customer view,” says Sheth. The challenge for Sheth had been to automate the process and ensure that no location was missed out in terms of accessing the applications, as each location had a minimum of two user groups. This meant that
There is no alternative
to hardwork
MY SUCESSMANTRA
BY MANU SHARMA
7 0 itnext | j a n u a r y 2 0 1 2
all the relevant elements are to be in place. In addition, post the rollout, the major concern was to streamline the business process and ensure operational efficiency to increase the business performance. Besides, it was essential to accommodate the changes with the expansion in data and other applications. “I believe that the first step to get into the CIOs shoes is to build solutions that can increase both the bottom line and top line growth of the company. As information turns out to be a valuable commodity within organisations, it is imperative to find different ways to analyse and streamline, that can help the business to reduce cost of operations, increase revenue growth and avail other tangible and intangible benefits.”Being a workaholic, stress is a part of his
life. To control stress, Sheth walks 40 minutes everyday and practices to calm the thought process for at least one minute each hour of the day. “It is difficult to shut your mind (thought process) for as less as a minute, but if you practice regularly, it is possible to achieve.”
Even though Sheth is a firm believer in hard work, he has immense faith in God. He attributes his success to his team and the support of family members. “It is only because of my beliefs and support of my family and my team that I have achieved success so far,” he maintains.One personality he admires most is NR Narayana Murthy, Chief Mentor, Infosys. “The effort that Mr Murthy has put in building a multi-billion empire is truly awesome and inspiring,” says Sheth.
FACT FIlE
naME u arun KuMar ShEth
DESIGnatIOnhEaD, SOFt WarE DEVElOpMEnt, GatI ltD
EXpErtISEManaGEMEnt, SOFt WarE DEVElOpMEnt & tEStInG; tEChnOlOGy EValuatIOn & SElECtIOn; buSInESS IntEllIGEnCE
aChIEVEMEntSnEXt 100 aWarDS 2011* prESIDEnt’S aWarD FrOM FOrMEr prESIDEnt GIanI ZaIl SInGh FOr all InDIa ESSay WrItInG COntESt In 1986
WOrK EXpErEInCEGatI ltD: DEC 2001-prESEnt* SIErra atlantIC SOFt WarE ltD (CurrEntly hItaChI COnSultInG): auG 2000 -OCt 2001* InDuS SOFt WarE ltD: auG 1999 –auG 2000* pOlICy ManaGEMEnt SyStEMS (CurrEntly CSC) : jan 1999 –nOV 1999* bajaj autO ltD, punE: Mar 1991– jan 1999
CErtIFICatIOnS* OraClE unIVErSIt y, DubaI In GlOG* MartIn tatES’ prOjECt ManaGEMEnt MEthODOlOGy * EXECutIVE prOGraMME In buSInESS ManaGEMEnt, IIM CalCutta
FaVOurItE bOOKatlaS ShruGGED, CalM Sutra
“It is difficult to shut your mind for as less as a minute, but with regular
practice it is possible to achieve ”
CUBE CHAT
7 1j a n u a r y 2 0 1 2 | itnext
INSIgHT | tECh analySIS: COMplIanCE
5 4 itnext | j a n u a r y 2 0 1 2
“Do not depend on a single product.
Instead, use trends, data and comparisons
presented by research reports as a supporting guideline,
but never make it a Bible,”
— Dhananajay C Rodke, Independent Consultant on Information
Security.
and risk management, and as the attention given to specific concerns will ebb and flow over time, so will the demands placed on IT.
It is also important to remember that compliance is not just a matter of hitting one set of marks. Depending on the nature of one’s business, location and structure, there may be multiple layers of requirements that have to be met.
Nevertheless, said Gartner Vice President and Fellow French Caldwell, the reality is that by the point at which these areas affect IT, they tend to harmonise with one another instead of clashing. As an example, he pointed to privacy laws, noting that even with the diversity of cultures and
jurisdictions, these laws “all follow a common set of principles from which you can derive a standard set of controls.”
This extends into other areas as well, and the result is beneficial for both IT and the business as a whole.
That’s because in rationalising controls, one is reducing the audit surface. Caldwell claimed, “When organisations get serious about compliance, they can “reduce the number of controls by about 30 per cent.” This means that they have that much less to audit and maintain, and are reducing the actual cost of compliance by eliminating the overlap between various compliance schemes.
In many ways, compliance is the new security. It’s a hot-button topic, it isn’t going away anytime soon, and there are loads of consultants and vendors try-ing to make a buck off misunderstandings as well as actual needs.
But, how big a problem compliance represents for IT is altogether a different matter. That’s because IT is a discipline that rewards best practices in the first place. “What to do” is pretty well understood, while “how to do it” is what is debated.
Because good IT practitioners are willing to put in a little extra effort to document and verify processes and tasks, they may assume that everything is fine until someone says otherwise. That’s not necessarily the case, as I remember from my first audits as an IT manager.
Compliance — and its relationship to governance and risk management is better defined today than ever before, both for the business as a whole and for IT in particular.
Governance, risk management and compliance are often summed up under the GRC acronym. It is a useful umbrella term because the three areas are closely related, and their interests intersect and overlap. The simple fact is that compliance models are driven by the requirements of governance
REDUCI NGoF
ph
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hO
tO
S.C
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tECh analySIS: COMplIanCE | INSIgHT
5 5j a n u a r y 2 0 1 2 | itnext
ComPlIANCE
reconciling multiple regulatory schemes doesn’t have to be as painful as it would seem, but is virtualisation helping or not?
BY P J CONNOLLY
One question that comes up is how IT compliance relates to the overall enterprise compliance effort. Chris McClean, a senior analyst at Forrester Research, believes “it’s helpful to have them coordinated” in terms of remediation workflow, reporting and even basic terminology, “there are so many different elements of IT risk versus enterprise risk with compliance — that you need those subject matter experts to be within those different groups.”
In contrast, Caldwell of Gartner sees “an enterprise compliance programme and IT playing several roles within that programme.”
Compliance in a Box? Although IT compliance isn’t something one can simply buy, there are a number
of vendors who offer ways to automate the implementation and verification of required practices. Caldwell argues that the main benefit of enterprise-class GRC management tools is their enablement of this kind of rationalisation of controls. As he puts it, “You’ve got to get them off of spreadsheets and email, and onto a common set of records.”
Some of the best of these tools, whether as standalone packages or integrated with larger enterprise management
software, are based on the Unified Compliance Framework (UCF), a joint venture of the Latham & Watkins law firm and the Network Frontiers consultancy.
The UCF is based on the analysis of what are called ‘authority documents’ in the form of audit guidelines, contractual
REDUCI NG
30%reduction in security con-
trols with compliance
INTERVIEW | ChuCK hOllIS
6 6 itnext | j a n u a r y 2 0 1 2
ChuCK hOllIS | INTERVIEW
6 7j a n u a r y 2 0 1 2 | itnext
inteRnAL it SHOULD Be COMPetitiVe
How is the emergence of big data and social
media changing the role of it leaders?First, IT leaders need to under-stand that this is not your father’s data warehouse — you are taking data from multiple sources, social feeds, etc., and you are mashing it up for insights. Today every industry — be it retail, telecom, or whatever — is powered by busi-ness analytics.
The change should be seen as a partnership between the IT people who generate data and the business users who are actually going to consume data. There is also a movement to socially enable the enterprise: the theory here is that there is a new way of working, so IT can play a role in creating a platform for collaboration in a social model. I know 30-40 IT managers who make their living from socially enabling their enterprises.
Have you seen any examples
of this social enablement in indian companies?Not so much in India. I think it is a cultural thing — sharing infor-mation. Somehow, I do not see it that much in Asia.
Let me give you our own example. At EMC if you look at the history of our social media usage, there was strategy, there was platform and the skill sets. In addition, for every business process in the company — be it how products are created, how people serve customers and how problems are solved — social media appears. This is changing the way our company works, as it is about mobile enabling the workforce, socialising proficiency, building collaboration... We are not just talking about putting Windows on the screen; we are talking about really mobilising our workforce.
Another important thing is customer engagement — new platforms, new media, new ways of pulling in customers
or talking to them and keeping them engaged. It could be a cool website or a downloadable app, but we are seeing more and more IT managers getting interested in providing these interfaces between businesses and customers. In addition, none of this would have been possible without building a responsive IT organisation.
Therefore, my view is that it all depends on the competitiveness of the industry and the culture of the company.
How do you differentiate between it leaders in small as compared to large organisations?Usually I find that the IT lead-ers in smaller organisations take quick decisions, while in large organisations decision-making is a long process. So it is a chal-lenge for a company like ours as to how do we get them (large firm IT heads) to move faster. So one way we do this is by calling them
Chuck Hollis, Vp & Global Marketing CtO, EMC Corp, is constantly looking for those It leaders who can move the needle for business. hollis spoke to Sanjay gupta about big data, social media, analytics and the service-driven model of It, which is paving the way for new capabilities
Green is a HabitStill thinking about a new year resolution you would like to keep? Think green in a different light
Sanjay Gupta, Consulting Editor, It next (Online) & CtO Forum
3 EssEntial REads
Chuck Hollis, VP, EMC Corp talks about the service driven model of IT Pg 66
Compliance is a hot-button topic. But how big a problem is compliance for IT? Pg 54
AK Sheth, Head, Software Development, Gati, discusses his key to success Pg 70
There is an abundance of literature on green technologies and products, so that's not what I'm going to talk about here.
On the contrary, I’m going to talk about things that may not sit well with how the entire ecosystem of industry and consumers operates in a fast-globalising – but hot and crowded – world. A world that doesn't seem to stop talking about the iPads, the Hondas, the Reeboks or whatever it is that makes people loosen their purse-strings.
Today we keep hearing of faster times to market, constant product upgrades and creation of new segments. Consumers, armed with all the new wealth being generated (especially in the developing economies), are ‘going shopping’ with a vengeance. The glitzy shopping malls and a flood of goods from China and elsewhere are only too inviting to a growing crowd of cash-and-card-wielding Indians. The result: an ongoing, accelerating cycle of ‘buy more, sell more, buy some more, and throw away a lot’.
I remember growing up as a typical middle-class child in pre-liberalised India. There wasn’t much to buy in the first place. We didn’t have large disposable incomes to splurge. And we were happy with what we could get, use and, more importantly, re-use. Books and clothes were handed down from older children to the younger ones. Fridges, TVs and other contraptions
used to last generations. And there were few unnecessary gewgaws around.
Today people buy all kinds of stuff at all kinds of prices for a bewildering variety of purposes. And quite often, for no purpose at all! (They grab it just on a whim or because it was on sale or because they couldn’t say no to the salesperson.)
And what happens to the ‘stuff’ that is bought? It’s hardly used. Or goes phut all too soon. Or becomes out-of-fashion or obsolete. Or makes you feel bored with it because there’s a spanking new one in the market. Ultimately, much of it is thrown away prematurely, remains underused or was never needed in the first place.
In our consumer-driven and growth-challenged times, the obvious argument in support of the buy-more culture is: What would otherwise happen to the industry’s growth and consumers’ prosperity? What would happen to GDP? (I don’t know; something happening to GDP is important but so is something happening to the environment. Perhaps more.)
In my opinion, green is more about habit than technology. The habit of producing goods that last longer. The habit of selling customers what they really need. The habit of optimally ‘consuming’ things and not throwing them away or refusing to get them repaired and extend their life. Green products alone may not be a game-changer for the environment; habits might.
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