ITNEXT Magazine January 2014

NewVisioNaries

They haVe The VisioN, exuberaNce aNd huNger To geT The TopiT seaT, driVeN abouT briNgiNg Value

To The corporaTe Table

NexT100 special: leaders iN The makiNg

f o r t h e n e x t g e n e r at i o n o f c i o s

January 2014 | `100 | Volume 04 | issue 12 | A 9.9 Media Publicationwww.itnext.com | facebook.com/itnext | @itnext_magazine

Editorial

1j a n u a r y 2 0 1 4 | itnext

Blogs To Watch!

G e e t h a n a n d i k o t k u r

They are Ambitious to Inspire

“Most winners believe that the selection process in general and jury interviews in particular changed their thought process and helped them take various challenges positively”

Wonder what that’s about? the next100 winners of 2013. of course!this year’s winners are a combination of vision, exuberance, driven by the ambition to get to the hot seat of a Cio,

plus the corporate table if possible.

Ambitious to the extent that their next immediate goal is to be on the jury of the coveted Next100 awards themselves and gear up to meet the parameters required of the jury!

The most interesting change in them was that they were bang on track with the changes that the industry is witnessing and clearly clued into the transformation that IT roles are going through.

The most heartening part of the entire Next100 process was this: these future CIOs admitted there was a lot of learning to do--in terms of actually understanding the characteristics of the CIO in real life scenarios, hitherto unknown.

The cover feature of the current edition of ITNext focuses on unearthing the winners’ minds and getting a glimpse into what changed their thought process and how the entire Next100 selection process impacted their personality and career progression.

Most winners believe that the selection process in general and jury interviews in particular changed their thought process and helped them take various challenges positively, in their stride, while giving them the push to take the right approach in addressing the IT and business conundrum.

It was important for the winners to understand how to get to the crux of a problem, to buy in the line of business and build the steps necessary to align with IT. Winners did see a major boost to their confidence and their capabilities as they cracked tough challenges to receive the coveted Next100 award; this also influenced them in other ways: making them ambitious enough to adorn the new top-notch role and also helping in creating a career trajectory for peers. The jury too dispensed guidance to the winners and participants on areas of improvement.

Tech Predictions for 2014 http://www.computerweekly.com/blogs/david_lacey/2013/12/predictions_for_2014.html

DR Trends and why it will no longer burn a hole in your wallet https://www.ctrls.in/blog.php

Top B2B Tech Trends for 2014 http://blogs.aspect.com/2013/11/12/top-b2b-tech-trends-for-2014/

12 Best Big Data Blog Posts of 2013 http://www.dbta.com/Editorial/News-Flashes/12-Best-Big-Data-Blog-Posts-of-2013-93658.aspx

2 itnext | j a n u a r y 2 0 1 4

Contentjanuary 2014 V o l u m e 0 4 | I s s u e 1 2

14Page

For the l atest technology uPDates go to itnext.in

NEXT 100 SPECIAL

14 ThE NEXT BEST 100!They have the vision, exuberance, and hunger to get the top IT seat. Most importantly, they are driven about bringing value to the corporate table. The NEXT100 2013 award winners are aggressive, the cream of the crop: the industry must watch out—for they know what it takes to be a Future CIO.

Cover Design: Anil T

NEWVISIONARIES

THEY HAVE THE VISION, EXUBERANCE AND HUNGER TO GET THE TOPIT SEAT, DRIVEN ABOUT BRINGING VALUE

TO THE CORPORATE TABLE

NEXT100 SPECIAL: LEADERS IN THE MAKING

F O R T H E N E X T G E N E R AT I O N O F C I O s

January 2014 | `100 | Volume 04 | Issue 12 | A 9.9 Media Publicationwww.itnext.com | facebook.com/itnext | @itnext_magazine

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ThE NEXTBEST 100!


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pLeAse reCyCLe

ThIs mAgAzIne

AnD remove InserTs beFore

reCyCLIng

WINNErS’ DEmogrAPh20 The Winning Experience—says it all. NEXT100 2013 Winners’ thoughts and their overwhelming experience

SomE grILLINg, SomE ThrILLS28 Some interesting anecdotes shared by jury members of Next100 2013

LIfE AfTEr NEXT100—PAST WINNErS oN A roLL 44 Next100 awards have evidently impacted the careers of the winners of the last three editions.Some thoughts on how have they made a difference

fuNTImE AT CTrLS DATA CENTEr48 Day 2 of the event kicked off with the visit to CtrlS data center at Mhape, Mumbai where NEXT100 Winners had fun time

NEXT100 CELEBrATIoN momENTS 34 Some special moments from the NEXT100 Award night have been captured in this photo-ed

TEChNoLogy AWArDS49 IT Next Technology Awards 2013 promotes professional, expansive and ‘out-of-the-box’ thinking from IT community

REGuLARSEditorial _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 01

Letters _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 04

Boss Talk _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 05

Interview _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 60

Cube Chat _ _ _ _ _ _ _ _ _ _ _ _ _ _ 66

Open debate _ _ _ _ _ _ _ _ _ _ _ _ 75

My Log _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _76

advertiser index

emerson iFC

Bharti airtel 10-12

e-scan 13

CtrLs 41

arkadin 47

HCL iBC

Lenovo BC

48Page

INBoX


case studies and got so many testimonials I had never put the learnings in a capsule form.

I have attempted to do that now for 2 topics of relevance which cut across industry segments and address the fundamental principles from our experiences with them .

A one man army cannot win a war -5 simple steps to success for SMB’s Harnessing people power for success - 10 tried and tested Case study steps for SMBs and Corporates. I would love to be part of the content that’s so helpful for the IT community to understand the emerging technologies .

Look forward to hearing from you and playing a more active role in being able to help the readers and the ecosystem with many more experiences and thoughts.

Cherian Kuruvila Managing Partner, CnC Transcend Manage-ment Services

December 2013

www.linkedin.com/groups?gid=

2261770&trk=myg_ugrp_ovr

300 members

Building a Strong Community IT next seeks inputs and views on different technologies & trends... I too enjoy sharing my views while reading others. I am thankful to ITNext for featuring me on cubechat beside honouring me with Next 100 CIO and also for featuring one of my articles on UTM. ITNext helps the IT community on technologies thatare in discussion for their upcoming issues, views or experiences to share anymore and am yet to find the reason behind it. I am based out of Kolkata, and planning, evaluating, implementing different technologies for my organization. With such sharing of insights, others also can reap advantage of the same because I am sure you will agree sharing the opinions, experiences, ideas only enhance the knowledge.. the industry & its people like me benefit from these. I feel I would be able to add some value to your constant endeavour of enriching knowledge of the IT. SubhaKar rudra, Sr. Manager – iT, usha Martin Group and next 100 winner, 2011

iT neXT valueS your feedbaCK

We want to know what you think about the magazine, and how we can make it a

better read. your comments will go a long way in making IT NEXT the preferred

publication for the community. Send your comments, compliments, complaints

or questions about the magazine to [email protected].

Antony Thomas CIO,

Vodafone India

Aniruddha Paul CIO,

ING Vysya Bank

Manish Israni Vice President -IT

Infrastructure and Data Center, Vodafone India

Suresh A Shanmugam Head--MMFSL BITS

(Business Information Technology Solutions)

V Ranganathan Iyer CIO,

JBM Group

Ranganathan N Head-IT,

Mahindra & Mahindra Insurance Brokers Ltd.

Lalit Kaushik Senior Manager-IT,

JBM Group.

INSIDE15 | VIRTUALISATION18 | CLOUD BASED SERVICE MODEL21 | ENTERPRISE MOBILITY24 | END TO END CONNECTIVITY26 | BUSINESS INTELLIGENCE

Best technology deployments and business practices of senior ITDMs boost businessBY TEAM IT NEXT

IN ACTION TECHNOLOGY LESSONS

from

REALLIFE

1 3D E C E M B E R 2 0 1 3 | ITNEXT1 2 ITNEXT | D E C E M B E R 2 0 1 3

COVER STORY | CASE

STUDYSPECIAL

IT NEXT thanks its ReadeRsfor the warm

response

http://www.itnext.in/resources/

magazine

Read this issue online

itnext<space> <your feedback>

and send it to

567678*special rates apply

Best technology deployments and business practices of seniorITDMs boost business Pg 12

REAL LIFE

LESSONS

TECHNOLOGYIN ACTION:

from

Lalit KaushikSenior Manager-IT,JBM Group

Manish Israni,Vice President -IT

Infrastructure and Data Center, Vodafone India

Ranganathan NHead-IT, Mahindra & Mahindra Insurance

Brokers Ltd

F O R T H E N E X T G E N E R AT I O N O F C I O s

December 2013 | `100 | Volume 04 | Issue 11 | A 9.9 Media Publicationwww.itnext.com | facebook.com/itnext | @itnext_magazine

“Need for CIOs to transform into BIOs”INTERVIEW | RAJU VEGESNA, CHAIRMAN, SIFY TECHNOLOGIES | Pg 40

BossTalk

Be Calm to be Creative

Pg 06

Plus

SDDC: Design the DC on Your

TermsPg 32

Great platform to share insightsIt’s a great platform to share thoughts that could apply to entrepreneurs in a simple step by step manner. So while I have made a number of presentations, conducted workshops and been on panel discussions for entrepreneurs and have myself over the last 3 years had so many

open letterThanks for the honours bestowed on me. These accolades are major milestones in my career.

I guess these are messages of destiny to continue in the same direction. Since last 1 year I am thinking of getting into a senior position and have spent a lot of time and efforts on passing the baton to my No. 2. All IT awards have been recd in this year – SAP ACE Awards, Top 100 ITNEXT, IT Infrastructure mgmt. award. I guess I will treat it as a message from HIM and seek a position where IT continues to be major lever for growth in my career. Thanks for routing HIS messages to me – these mean a lot to me. This note is dedicated for thanks to you and ITNEXT team. aTul vij, vP, uno Minda Group


HamisH Taylor | boss talk

“Breakthroughs always come from the ability of an organisation to look outside its current environment”

Most of the time, huge business opportu-nities come from simple observations and not through deep analysis of the

customers’ world.Former CEO of Sainsbury Bank and Managing

Director of Eurostar UK, Hamish Taylor now advises clients like Time Warner, General Motors and Citibank. In the past, Taylor has also worked with P&G, British Airways, and PriceWaterHouse Coopers. Taylor believes that to be innovative, a CIO needs to start thinking differently in the way he looks at his customers.

Domain ExpertiseIt is important for an enterprise technology decision-maker to have domain expertise. How-ever, too much focus on a single domain could hinder innovation.

Despite being a non-IT guy, I have something to share with every CIO, and which is common to every business. Breakthroughs always come from the ability of an organisation to look outside its current environment. The environment can be outside the industry or outside a discipline. For instance, marketing can learn from finance

Customer is the biggest motivator

B & WPHOTO HERE

LEaDERsHiP ManagEMEnT

and vice-versa. Being too much the expert on one domain restrains innovation.

Most of the time, huge business opportunities come from simple observations and not through deep analysis of the customers’ world. Some-times you will just have to throw away the rule book and simply observe the world and the cus-tomer to come up with ideas. If we really want tranformation, we need to let our teams look at other source of inspiration.

soft insightsThere is a need for soft insights. Getting soft insights implies understanding the world within which your customers live. It entails whether or not you have understood the little things in the world of your customers like feelings, outlook, and language. These minute details form the base of transformational ideas. If your behaviour is driven by what your customer wants, their behav-iour is driven by what their customer wants. So, if you don’t understand your customer’s customer, how can you understand what drives your cus-tomer who is doing business with you?

There is a huge disconnect between seniority and customer insights. Another problem with senior employees is the more seniority one attains, he or she moves further away from the customer. But at the same time with seniority, people take bigger and important decisions. So, this creates a gap in knowing the customer and taking crucial business decisions, which is dangerous. Having a mechanism to share these soft insights within the organisation is very important as the senior team player must know these insights to take better business decisions.

Hamish Taylor, Expert on Leadership, Innovation and Branding

SuggESTIon BoX

The book reveals the cost mind-set stems from iT leaders’ inability to communicate about the business value they create-so CiOs get stuck with budgets.

WriTer: ricHard HunTer and GeorGe WesTerman PublisHer: Harvard business scHool PublisHinGPrice: `1700


trendsdealsproductsservicespeopleUpdate

i n d u s t r y

TrEnDS | Enterprise software buying is increasingly shaped by the Nexus of Forces, according to Gartner, Inc. Gartner said that tech-nology providers must realize that the disruptive forces of cloud, information, mobile and social will reach mainstream status in 2014 and create new technology requirements, drive new purchasing and establish new competitive realities.

“Starting in 2014, the enterprise software markets will undergo their greatest level of disruptions, growth and new opportunities since the year

Forces To Drive Enterprise Software

2000,” said Tom Eid, research vice president at Gartner. “By 2017, Gartner estimates that new IT buying based on the Nexus of Forces will drive more than 26 percent of total enterprise software market revenue, up from 12 percent in 2012. This represents more than $104 billion to new worldwide enterprise software revenue from cloud, information, mobile and social initiatives in 2017.”

Eid said that the nexus forces must be evaluated, analyzed and understood as adjacent and synergistic and not solely as independent or nonconnected.

“While there has been a great deal of excitement from the vendor community regarding cloud, information, mobile, social, and other forces and technologies, adoption in organisations and businesses has yet to catch up with the hype,” said Eid. “Adoption trends of new technologies frequently take many years before reaching maturity, stability and broad market usage. The nexus should be seen as a development and design philosophy rather than as a packaged product.”

While the use of collaboration technologies, data analytics, mobile devices and software as a service (SaaS) has been in effect for more than a decade, their adoption and popularity have increased significantly over the last few years. Vendors’ offerings continue to improve, and usage benefits are becoming more tangible. Gartner expects that new revenue generation and growth rates derived from the Nexus of Forces’ impact on enterprise software markets will far outpace overall market growth through 2017.

Starting in 2014, the

enterprise software

markets will undergo their greatest level

of disruptions, growth.

source: pwc - iiMa survey on consumer value

The telecom industry is at crossroads today where subscriber growth has tapered off. Telecom operators are now more focused on reducing churn and increasing average revenue per user (arPu) instead of concentrating on adding subscribers as in the halcyon period up to 2010, when India added up to 20 million subscribers in some months.

Finding Value for Mobile servicestelecom

Base: All respondents (2,152)

It has given me a feeling of security

4.074.04

3.87 3.873.81

3.76 3.75

It has kept me in touch with my family

It enables me to coordinate with others

It helps save time

It has allowed me to expand my social network

It has brought me closer to my parents

It has reduced the frequency of meeting my friend and relatives


TrEnDS | Almost half (45 per cent) of Indian organisations are concerned about the security and privacy of their enterprise mobil-ity initiatives, the second highest figure in the Asia Pacific and Japan (APJ) region after China, according to a new global study commis-sioned by CA Technologies.The study surveyed 1,300 senior IT leaders worldwide and shows that 43 per cent of Indian companies are deploying mobility initiatives to increase the security of mobile access to data and applications. Despite these concerns, Indian organisations are advancing faster than every country in APJ apart from China in their adoption of a single, company-wide mobility

Most Indian Cos Are Concerned About BYOD Security & Privacy In India, it’s all about the cus-

tomer: Apart from the need to increase security, the main driv-ers of mobility initiatives are increased demand from custom-ers using mobile devices (43 per cent) and improved customer support (31 per cent) BYOD was all about IT reacting to demands from employees. Mobil-ity changes the way the business operates: Indian organisations have had to make changes in the wake of the increased adoption of mobile devices:

41 per cent have had to rethink their IT strategy 36 per cent have had to rede-sign their security strategy and policies 31 per cent have had to change the structure of the organisation

Almost half of Indian organisa-tions are con-cerned about the security and privacy of their enterprise mo-bility initiatives.

Microsoft has sold 2 million Xbox One video game consoles in its first 18 days of release around the world, the company said Wednesday, trailing the 2.1 million PlayStation 4 consoles Sony sold in 15 days.Microsoft launched the Xbox One on Nov. 22 in 13 countries. The PS4 was released a week earlier. Results for both companies are meeting analysts expectations. The Xbox One is priced at $499, $100 more than the PS4.

around the World

Sony’s PS 4 Outsells Xbox One in First Few Weeks

John Chen, ceo, BlackBerry

“Our ‘for sale’ sign has been taken down and we are here to stay. We’re going back to our heritage and roots — delivering enterprise-grade, end-to-end mobile solutions. In short, reports of our death are greatly exaggerated”

strategy. Nearly all (85 per cent) of respondents either have a strategy already or plan to do so within 12 months. This compares with 95 per cent in China, 60 per cent in Singapore and 49 per cent in Japan. Among the study’s specific findings:

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dossier

Amod RanadeGeneral Manager,

datacenter Busi-

ness development

schneider electric

iT Business, throws

light on the trends in

2014 that will rule

server rooms within

a data center that

can drive energy

efficiency and save

costs

Innovations in BYOD, Cloud, Outsourcing Modelsto make it very challenging to see server room infrastructure in the traditional sense, hence new innovations are critical

ASK THE EXPERT

8 Itnext | j a n u a r y 2 0 1 4

Top 2014 Trends To equip server rooms wiTh more benefiTs

What are the emerging trends that you observe in a server room which would drive better efficiency? Some of the critical trends that we observe in 2014 which could drive better efficiency include:

right sizing of InfrastructureThere is growing acceptance of the principle of modular design. organizations are realizing that over-building infrastructure for server rooms leads to increased Capex and opex and thus becomes a drain on the companies’ financial resources. with the advent of new technologies as well as consumption models, organizations are taking a re-look at strategy with respect to capacity planning for server rooms.

Efficient Coolingpeople have realized the importance of focusing on cool-ing infrastructure. Cooling is the second highest con-

sumer of energy in a server room, after iT equipments. Traditionally, cooling for server rooms was not looked at from a high sensible cooling perspective; this has resulted in multiple installations, where comfort cooling is being used for server room cooling. This has a direct impact on the efficiency as well as performance of the cooling infrastructure.

iT manufacturers are also adapting their equipment so that they are able to be deployed at higher temperature and wider humidity conditions.

organizations in the air-conditioning industry are adapting to this phenomenon by creating “high sensible” cooling products that are able to leverage this new capability of iT equipment and help reduce energy consumption.

Management toolsiT managers have always been challenged by the lack of visibility of their server room infrastructure; as a

70 %IT experts measure their job success based on ensuring the reliability of IT services by improv-ing systems resilience

ask the expertC U S T O M P U B L I S H I N G

9j a n u a r y 2 0 1 4 | Itnext

result,capacity management and efficiency monitoring has been difficult to implement. schneider electric has recognized this need and has created a management platform for server room infrastructure, so that this vis-ibility can be provided over the protocol that iT managers are more comfortable with (snmp/TCp/ip), while being open to receiving information on all the protocols that are prevalent on the ibms side. This provides the unique bridge between the facility world and the iT world in an organization, which results in stronger integration of the two to create efficient server rooms.

How much focus should senior IT managers lay on the server management initiatives within a data center?even in the best run server rooms, the maximum con-sumption of energy always takes place in the iT equip-ments. hence, the importance of energy saving in iT equipments cannot be overlooked. Technologies like virtualization are enabling iT managers to exploit their servers by driving higher Cpu utilization. Thus, senior iT managers should have a strong focus on server manage-ment initiatives in their server rooms and data centers.

dCim solutions that are able to provide iT managers with the visibility to their iT asset utilization are a strong enabler for this strategy.

What are the emerging trends that you notice in server rooms which can be leveraged by IT managers?designing efficient server rooms is always a challenge, as most organizations lack the technical resources required with infrastructure experience of power and cooling. we are thus seeing a trend where organizations in the infra industry are putting together pre-designed / pre-integrat-ed solutions for server rooms. schneider electric has been a pioneer in this field with the launch of infrastruXure and infrastruXure for smb iT solutions in the space of data centers and server rooms respectively. There is a rapid increase in various cloud based services that are offering an alternative to in-house deployments as well.

How do you see the career growth for server managers in an enterprise?The silos of iT/business/finance/infrastructure are fast disappearing. As a result, there is a great demand for professionals with exposure to more than one field, and this is growing.

Among iT managers, 70% measure their job success based on ensuring the reliability of iT services by improv-ing systems resilience and mitigating potential downtime.

meeting productivity goals is important to all the iT experts; they want to complete meaningful iT projects on time. instead of service delivery, however, 32% of iT experts want to help the business achieve an established goal or outcome; rapid improvements in virtualization, hardware and software are providing important opportu-nities for iT professionals to boost employee productivity and lower business costs.

What are the best practices needed to re-design server rooms for better efficiency?

right sized iTright sized infra (scalable, modular)efficient power Architectureefficient Cooling Architecturehigh density capability

What are the new technologies that can be disruptive to server rooms?with the innovations in bYod, Cloud, outsourcing models for deploying iT, it’s becoming very challenging to see server room infrastructure in the traditional sense. These technologies provide an opportunity to deploy iT closer to the user (bYod) or centralized (Cloud) and allow iT man-ager to think out of the box, and create innovative archi-tectures that are more efficient.

“The maximum consumption of energy takes place in the IT equipments in the server rooms”

The secTion BRoUGhT YoU BY

1 0 itnext | j a n u a r y 2 0 1 4

Point of view | Airtel

introductionWhat happens when you are stuck in traf-fic five minutes before a discussion with a US client around service strategy? A secure video connect with your client via smartphone would be an instant relief. Similarly, inagine your marketing team discussing event execution, all huddled up in a conference room. Suddenly they want to rope in a supplier who has no access to video infrastructure other than lync. What would help is a video

are you ready for the any-to-any enterprise video wave?

infrastructure that connects any two (or more) enterprise video platforms – lync, Cisco, or Polycom.

Such scenarios will very soon become the reality of the enterprise world. And any-to-any enterprise video alone can help extend this real-time ease to enter-prises. By enabling video on any device, network and platform, any-to-any enter-prise video establishes seamless cross-enterprise-connect between multiple stakeholders—clients, suppliers, teams.

enabling Any-to-any enterprise video is not easyBefore going deeper into how to enable any-to-any enterprise video, we need to understand the challenges it throws at it teams. these are at multiple levels -network, platform and rol.

network obstaclesAny-to-any enterprise video would result in massification and diversifica-

by Sukesh Jain, CMO, airtel business

1 1j a n u a r y 2 0 1 4 | itnext

Airtel | Point of view

ble. Here's how a cloud-baesd any-to-any enterprise video service works:

top up your connectivity with videoCloud-based any-to-any enterprise video lets you top up connectivity with holistic video enablement. Simply put, an enterprise MPlS VPN would be video-enabled and connected to the service provider's cloud-based video core, which gives the enterprise access to 1) businesses video-connected to the core, and 2) the video core of similar service provider's.

this means a lot for an enterprise: it allows point to multi-point video calls beyond the enterprise network, to an entire ecosystem - of partners, clients and suppliers -who could be residing on a different service providers video core.

Unlike non-cloud based video, such a service would enable this with mini-mal changes in network configuration -giving the enterprise the ease to

need to sync perfectly with traditional VC solutions (room-based equip-ment, or free desktop VC software) to protect legacy investments. Only a managed any-to-any video service in a pay-per-use model can overcome both these challenges.

Cloud-based any-to-any enterprise video services are the need of the hourA cloud-based service can make cross-enterprise video a reality. the service would need to be built on a strong foundation of video inter-connect agreements with multiple network providers/device OeMs. lt should possess a strong video core that can give enterprises video top-up over connectivity, extend video rooms to commercial video software users, establish secure video calling within and across networks/devices, achieve auto redundancy, and be able to auto scale. the cloud makes all this possi-

tion of video endpoints beyond tradi-tional devices (roam-based VC) that have ridden an traditional networks. enterprises will be forced to open up their connectivity infrastructure to the mobile and cloud-based networks that are the underlylng connectivity layer of the platforms and devices expected to be used for video connect in the future.these include video roams, exchanges, UC endpoints and mobile clients. Managing Quality of Service (QoS) and security for this diversified infrastruc-ture is a challenge.

Further, any-to-any enterprise video would require that the enterprise ride on a framework that can intercon-nect video exchanges that traditionally worked in silos. in other words, one would need media/transport interop-erability, where an enterprise using VC on MPlS from one service provider can connect with a VC running on MPlS from an alternative service provider-or an iSDN connection.

Platform ChallengesAchieving seamless interoperability between devices and platforms is not easy in an any-to-any enterprise video environment. it would necessi-tate a Polycom end point to talk to a Microsoft UC client, which in turn must converse seamlessly with a Cisco end point. Holistically managing these multiple endpoints, including interop-erability with moblle/cloud-depen-dent networks, demands expertise in complex video deployment.

Roi pressuresrol is another area of concern in adoption of any-to-any enterprse video. A deployment would demand a strong video core with interconnects to service providers, device manufac-turers and so forth. Further, it would

1 2 itnext | j a n u a r y 2 0 1 4

Point of view | Airtel

retain native iP schema, providing access over public or private inter-net or iSDN and so on. Further,the enterprise gets the flexibility to easily avail advanced features over the air-bridge overflow services, telepresence interoperability and SiP enablement. enterprises wil l have access to updated video services all the time.

extend video rooms to commercial video software users and SiP Devicesenterprises are demanding the video enablement of any device, any plat-form including low cost smartphones, commerdal VC software and SiP-based devices. it would help to balance the capital and operational investment of the enterprise on video.

A cloud-based any-to-any video core helps enterprises save on video bridge and associated infrastructure by provid-ing seamless integration with commer-cial VC software clients like Microsoft lync. Similarly, SiP-compliant devices, which go beyond H323 protocol-based devices to support Presence and instant Messaging, can be easily connected to

cloud-based any-to-any video cores.this will help customers integrate

currently isolated VVoiP islands, with easy management via video-call control platforms.

video overlay networksOf late, organizations have been talking about deploying video overlay networks for room based VC over data VPN Networks. this requirement is driven by the very nature of video applications and user requirements: Collaboration not only within the CUG but also outside the CUG. However, enterprises wanted isolate CUG and non-CUG networks from a security point of view. the demand for interoperability- that is, letting a desktop user collaborate with a room VC - makes such isolation even more challenging. Only a service provider can deliver such inter- VPN video communication without connecting two VPNs.

Auto redundancy and auto scale for videoCloud based any-to-any video also provides auto redundancy and auto scale for video investments. the video core serves as a port-burst platform

for an enterprise's video service. that is, when the bridge ports of an enter-prise get exhausted, video calls can be connected to the cloud video core. this makes the enterprise's infrastructure always ready for any scale. Further, in case of an in-house video bridge disas-ter, the cloud-based core can also act as backup video infrastructure, provid-ing almost automatic redundancy. All these benefits can be availed in a pay- per-use model.

the way aheadCloud-based any-to-any video services promise an easy start, run and care for enterprise video collaboration. However, enterprises need to be cautious when selecting a partner to implement it. Here are five things that you should search for in a potential partner for any-to-any video:1. experience in implementing end-to-end managed video services2. A strong global connectivity backbone and partnerships with service providers3. end-to-end understanding of confer-encing-audio,video and web4. Strong video concierge services with geographically spread video support centers and Video NOCs5. integrated SlA and unified billing

Begin the hunt and begin riding the video collaboration wave!

E-mail: [email protected]: www.airtel.in/business

Address: airtel business, Bharti Airtel Limited, IIIrd Floor Tower C, Plot No. 16, Udyog Vihar, Phase IV, Gurgaon – 122015

1 4 itnext | j a n u a r y 2 0 1 4

cover story NEXT100 SPECIAL

1 5j a n u a r y 2 0 1 4 | itnext

cover storyNEXT100 SPECIAL

BY Team ITNexT

ILLuSTrATIoN BY ANIL T

They have the vision, exuberance, and hunger to get the top IT seat. Most importantly, they are driven about bringing value to the corporate table. The NEXT100 2013 award winners are aggressive, the cream of the crop: the industry must watch out—for they know what it takes to be a Future CIO

BEST 100!ThE NEXT

1 6 itnext | j a n u a r y 2 0 1 4

cover story wINNErS’ DEMoGrAPH

NEXT100 2013 Award Winners

PHoToGrAPHY BY jITEN GANDHI | IMAGING BY SHIGIL NArAYANAN

1 9j a n u a r y 2 0 1 4 | itnext

cover storywINNErS’ DEMoGrAPH

INSIDE28 Jury Anecdotes34 Photo Feature: Next100 Moments 48 CtrlS Data Cent Visit49 Technology Award Winners44 Life after Next100

The awards signify ITNext’s mission to enable senior IT managers and aspiring CIOs to walk on the growth curve. The industry recognised that the Next100 awards is testimony to the fact that 1732 IT managers registered on the Next100 website

he gala night of Next100 2013 celebrated the future IT leaders of India with a glittering function at Hyatt Regency, Pune on December 14. Like every year, 100 senior IT managers across the country from different companies, with the skills, talent and the spirit to become CIOs, were felicitated with the Next100 awards.The winners were rewarded for their significant work in IT in their respective organisations that exemplified the best IT practices, efficient managerial skills and the change they brought to the businesses through their IT strategies.

All award applicants participated in an extensive series of activities that tested their techno-commercial, management and leadership skills. The final evaluation and selection of NEXT100 award recipients was made by a prestigious committee of technology and business leaders who judge applicants on career accomplishments, professional expertise, skills and potential to be CIOs.

NEXT100 Award Process It all started with the opening of the application process on 25th June 2013. The six month award process brought in eminent CIOs across organisations to evaluate the applicants through a thorough process. Tests like online psychometric tests were used to assess personality traits and leadership styles of the applicants. Each candidate was independently interviewed by two jury members with reference checks of qualified candidates done with work supervisors and designated referees. A prestigious jury of 51 CIOs shortlisted the winners in the final lap of the rigorous process.

What the Selection Criteria were

2 0 itnext | j a n u a r y 2 0 1 4

cover story wINNErS’ DEMoGrAPH

1,732IT managers registered for NEXT100

49% of the winners manage teams ranging in size from 11 to 50 people

70% of the winners are from Delhi-NCR, Mumbai and Bangalore

523Referee and supervisor feedback reports were received

Award winners celebrate birthdays in February & November

8

399Candidates completed the personality profile and leadership style tests

a b c d

a b c d

Common technology expertiseIT Operations Management, IT Strategy & Planning, IT Project & Program Management and Vendor Management

291Interviews were conducted by the jury members

to nominate themselves for self-evaluation. About 399 candidates completed both the personality profile and leadership style tests.

Why Next100?The principal objective of the NEXT100 program is to help aspiring CIOs and senior IT managers become professionally successful. The awards program aims to bring to the forefront experienced IT managers who have the skills, talent and spirit to become CIOs.

Vikas Gupta, Director, 9.9 Media & Publisher, ITNext, says, “The intensive three-stage selection process commences with self nomination for awards by applicants; administration of psychometric tests that diagnose personality traits and leadership styles; personal interviews and reference checks. As in the past years, the jury members decided on the selection criteria, and interviewed all shortlisted candidates. The final list of award winners was generated through a proprietary scoring model that employs calibrated weights to various factors.”

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While a select few have made it to the NEXT100 list this year, the entire IT manager community has offered unstinted support, encouragement and active participation in all NEXT100 related activities.

Vikas adds, “I would also like to acknowledge with thanks the contributions made by the members of the NEXT100 awards jury who took an active part in shaping this program. They have spent many hours reviewing the selection process, making suggestions and actively guiding the outcome.”

77%of the winners have 12 to 22 years of work experience

48%of the winners receive an annual compensation ranging from Rs 20 to 35 lakhs

66% of the winners are aged between 35 and 45 years

Popular Qualifications Bachelors: Engineering & Technology, Computer Science, Electronics and Commerce Masters: Management Studies, Computer Applications, Computer Science Certifications: ITIL, Project Management, Cisco & Microsoft

2 2 itnext | j a n u a r y 2 0 1 4

The selection of the fourth cohort of NEXT100 award winners commenced in late in June 2013. The entire IT manager community was invited to apply, through a series of e-mails and print advertisements. By the closing date, more than 1,700 aspirants had registered for the rigorous process.

As in the past year, the selection of the award winners was a three-stage process. In the first stage, all aspirants were required to complete a detailed application form—and provide personal and professional information, including education, technical skills and work experience. The second stage was the testing stage, where all award aspirants took psychometric tests that evaluated their personality profiles and leadership styles. Both tests were administered by Paris-based Central Test, and the test reports identify the work attributes, leadership and managerial style of the applicants. All applicants who completed the two tests received a free copy of the detailed assessment report.

Using a set of criteria defined by the NEXT100 jury, a short list of candidates was identified for interview. Every shortlisted candidate was independently interviewed by two jury members. Separately, independent recommendations were solicited from each candidate’s designated referees.

The scores and evaluations assigned to all candidates in every stage of the selection process were input into a proprietary scoring model that assigns 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 NEXT 100 awards are completely fair and unbiased, no member of the editorial team is involved in the selection or elimination of the award winners, nor are editors and staff of IT Next magazine a part of the jury panel.

As in past years, the NEXT100 awards program draws on the knowledge and support of the CIO and CFO communities. Fifty-one senior executives, who collectively represent many hundreds of years experience in IT and management, were involved as advisors and selectors this year. The jury panel debated, deliberated and decided on the award winner selection process—and conducted detailed interviews of all shortlisted applicants.

Methodology

In the stage 2 of the NEXT100 application process, all aspirants were administered two tests—a personality test and a managerial style test. Both tests are administered by Paris-based Central Test.

The Central Test Personality Inventory for Professionals (CTPI-R) test provides an assessment of work related personality traits that play a crucial role in performance. According to the test designers, CTPI-R conforms to the standards of scientific validation set out by the International Test Commission, and the American Psychological Association.

The workplace competencies are conceptualized as “clusters of knowledge, skills and attitudes that are predictive of superior performance in a given job”. According to Central Test, the competency scores in the CTPI-R are not a ‘direct assessment’ of competencies but an ‘assessment of proximity’ of the test taker to the profile of others who have demonstrated a high level of that

particular competency. The assumption behind this method is that people with similar profiles will be more likely to exhibit similar abilities. The scores on each competency also give an indication of the extent to which the person is trainable on each competency. As the score are derived from an assessment of proximity to an ideal profile, they give an indication of the extent to which the candidate is psychologically inclined towards high performance on a specific competency.

The second test, the Management Style Inventory Test, assesses a candidate’s aptitude for leadership and identifies their managerial style. Based on seven primary management dimensions (Innovation, Global Vision, Conceptual, Reflective, Affiliation, Intervention and People-Oriented), the test compares the candidate’s profile to typical management roles, including those of Chief Executive, Motivator, Project Manager, Entrepreneur, Expert, Strategist and Executive Manager.

Personality Test & Managerial Style Inventory Test

cover storyWINNERS’ DEMOGRAPH

2 3j a n u a r y 2 0 1 4 | itnext

Challenge Orientation

Authenticity

Quality Orientation

Innovation

Decision making

Reliability

Registent

Business Acumen

Mentoring Others

Conducting Change Supervision

Strategic Planning

Understatnding Others

Team Building

Conflict Resolution

Stress Tolerence

Influencing

Networking

Caution

Initiative

Flexibility

0.0

10

20

30

40

5.0

6.0

7.0

8.0

The CTPI-R test has been standardized on an international group of 5000+ working and managerial professionals. The test uses a continuous scale of 0 to 100% to deduce 21 competencies that are relevant in the workplace. The conclusions are based on statistical studies and theoretical models.

This year’s NEXT100 award winners exhibited high scores on competencies like Challenge Orientation, Reliability, Mentoring Others and Authenticity, and scored relatively lower on Caution, Supervision and Influencing.

Workplace Competencies

Affiliation: To be kind, affectionate and open towards others at workAssertiveness: To express and defend one’s opinions and rights in an open, yet

correct mannerControl: To have one’s own way of doing things, and to gain powerDeveloping Others: The desire to support, mentor and encourage others to help them

reach their potentialTactical: The tendency to be tactical and diplomatic when dealing with othersTrust: To be dependant on, and trusting towards othersConscientiousness: Carry out tasks in a thorough, meticulous and organised wayRational: Refers to the way information is perceived and judgments madeRule-conscientious: To strictly follow the rules and moral standards established by

societyCommitment: To draw satisfaction from being dedicated to one’s job

Optimism: To hold positive expectations, and easily recover from failuresSurpassing: The tendency to be ambitious, driven and competitiveEmotional stability: The ability to recognize one’s own emotions and to control emotional

reactionsSelf-confidence: The tendency to have self-confidence, and believe in one’s potential.Lively: Energetic, outgoing and full of lifeExperimental: The desire to explore and innovate, sometimes to the detriment of

existing solutionsAdaptability: The ability to accept change and noveltyVisionary: Tendency to understand trends and patterns, and anticipate future

eventsAction-oriented: To take initiative and risks, choose action over reflection even if there

is uncertainty

The test results are reported on a scale of 0 to 10, with 0 implying a low level and

10 implying a high level of conformance to the

behavioral characteristic.

A collective analysis of the personality characteristics of the NEXT100 award winners indicates that they scored high on attributes like

Assertiveness, Tactical, Rational, Emotional

Stability and Vision, while scoring relatively lower

on Trust, Adaptability, Developing Others, and Action Orientation.

The CTPI-R test provides an assessment of work related personality traits that play a crucial role in performance. It evaluates test takers on 19 distinct personality and behavioral characteristics that are grouped into: People Management, Perception Mode, Self Management and Change Management.

People Management

Perception Mode

Self Management

Change Management

NEXT100 WinnersOther ApplicantsNEXT100 WinnersOther Applicants

Affiliation

Action Orientation

Adaptability

Experimentation

Self Confidenc

Lively

Vision

Self Confidence

Emotional Stability

Surpassing Optimism

Commitment

Rule Conscientiousness

Rational

Conscientiousness

Trust

Tactical

Developing Others

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0 Developing Others

Personality Profile

2 4 itnext | j a n u a r y 2 0 1 4

cover story WINNERS’ DEMOGRAPH

The Management Style Inventory test assesses a candidate’s aptitude for leadership measured on seven management-related dimensions. Attributes like Innovation, Global Vision, Conceptual and Reflective Thinking, Affiliation, Intervention and People-Orientation are measured on a scale of 0 to 10, with 0 indicating a low level and 10 indicating a high level.

The NEXT100 group scored high on Global Vision, Reflective Thinking, People-Orientation and Innovation.

Management Style Management ProfilesThe Management Style test also provides an indication of how a candidate’s profile conforms to a variety of seven management roles, including that of Chief Executive, Strategist, Expert, Project Manager, Entrepreneur, Executive Manager and Motivator. The proximity to each role

is measured on a scale of 0 to 100%.

The management profiles exhibited most frequently by the NEXT100 award winner group are that of Strategist, Project Manager, Executive Manager and Motivator. The profile that was least commonly displayed was of that of Chief Executive.

Global Vision

Innovation Conceptual

Reflective

AffiliationIntervention

People Orientation

0.0

1.0

2.0

3.0

4.0

5.0

7.0

6.0

Chief Executive

Executive Manager

Enterpreneur

Motivator Expert

Strategist

Project Manager

0

10

20

30

40

50

60

70

80

90

Global Vision: To approach situations from a generalist rather than a specialist angle. Look at a project’s objectives first before examining the technical, financial and human resource requirements.Conceptual: To use theoretical concepts and analytical models to approach a

problem or situation. Reflective: To exhibit a calm and collected composture, and maintain equanimity

by controlling emotions.

Affiliation: Endowed with a spirit of openness and a charisma that generates enthusiasm and motivation for the team.Intervention: A tendency to work and make decisions independently, often with a

managerial perspective. People-oriented: Placing a priority on the level of satisfaction experienced employees, team harmony, individual progress and the integration of a certain code of ethics.

NEXT100 WinnersOther ApplicantsNEXT100 WinnersOther Applicants

2 5j a n u a r y 2 0 1 4 | itnext


The Winning Experience—Says it AllThe 100 winners of the Next100 2013 awards went through rigorous tests to be the chosen few among the 1732 applicants. It wasn’t easy to be selected as the Future CIO as 51 jury members evaluated them thoroughly.There were fun moments, thrilling moments and moments of fear, too. ITNext made an attempt to understand the winners’ perspectives, bring out their experiences, capture the overall experience as they made it to the list of 100. The ITNext survey responses from the 100 winners threw light on the different aspects of the selection process, their cherished moments, and special moments from the interviews and pride, which they feel has brought about a sea change to their confidence. Here’s a snapshot of their journey to the final destination.

ARvInd KuMAR YAdAv, GM-IT, LT Food

“I enjoyed both my jury interviews but my first interview was one of my best interviews. He asked me to share my career journey.

My experience of having worked with Polaris Software as an ERP consultant and as IT Head of LT Group helped me a lot. The jury member focused more on my innovations and their applications in business. I had a list of innovations which I shared with him and he examined them in detail.”

SATIndeR GuPTADy. General Manager (IT), Jubilant Lifescience Limited

“It was a great experience to interact with the 2 Jury members. It helped me to understand where exactly I stand and helped me to accept it in a positive way and move forward in the same direction. I am sure that the interaction will help all the particpants as every candidate will lack in 1 or more skills--these can be improved with time and can help us grow as an individual.”

How would you rate the Next100 selection process—from initial application to the declaration of results?

Taking it in a Positive Stride

The Interview changed my thought process

How would you rate the various stages of the application process?

Excelent

Unacceptable

Fair

Poor

0

78%

22%

0% 0%

1 2 3

Good

Jury interviews

Personality Inventory test

Application form

Management Style Inventory

test22%

0% 0% 0%

8% 8%8%12%

45%

0 1 2 3

39%

29%

51%51%

2%

47%

78%

Very Simple

DifficultVery Difficult

Simple

2 6 itnext | j a n u a r y 2 0 1 4

cover story WINNERS’ DEMOGRAPH

SAMeeR ChAudhRYGM-IT, DFM Foods

“It was a great experience to interact with the Jury. The questions were in line with what was expected from a CIO and how the candidates could apply their IT / technical knowledge to help the business to ensure the right alignment between IT and business. The questions were well structured and objective.”

MIChAel d’ SouzASr. Manager, Mahindra Vehicle Manufacturers

“The Jury members were cordial. They stuck to the time given and were very quick in understanding my role and responsibilities. They touched upon my vision, goal and aspirations and my professional alignment as a future CIO. They challenged my abilities in finding the underlining thoughts and vision in taking up higher roles as a CIO. Finally, they helped me mould and align myself to the areas in which I needed to sharpen my skills in as I went up the career ladder.”

Jury interview helped me mould and align myself

I understood the right alignment between IT and business

How would you rate the usefulness of the CTPI Pro personality and workplace competencies test report?

Very useful

Neither useful

0

78%

22%

0% 0%

1 2 3

Somewhat useful

Somewhat useless

Very useless

What would you consider your most cherished moment in the entire award journey?

The first call received

Other, liease spcify

Receiving the award letter ( pre award functon)

Participating in the Next100 award event

Meeting the Next100 jury members

Meeting the Next100 team

0

16% 16%

10% 10%

41%

8%

1 3 4 52

2 7j a n u a r y 2 0 1 4 | itnext


SAShI BhuShAn vYASSenior Department Manager, Usha International

“I was really impressed by the eagerness of the Jury to evaluate me. During the interview, they were quite friendly and gave

me enough space to express myself freely. We started with my professional journey so far and then moved on to my qualifications, expertise, achievements, challenges, team management and leadership skills. I was given examples of various real life scenarios and was asked how I would handle them. I particularly remember one instance during this whole interview process. The feedback I got from them is something which I will always apply in my career.”

AnAnThA RAo MAnGAlAGIRI Chief General Manager (IT), Odisha Power Transmission Corporation

“The jury members were cool and pragmatic. They touched upon managerial challenges, risks of the sector etc. Particular discussions to elicit my capability in identifying, estimating, evaluating and mitigating risks were intriguing.”

How would you rate the various aspects of the jury interview?

I got to ponder over real life scenarios Jury discussions were intriguing

Discussion about your leadership or

business skills

Discussion about your domain knowledge/

technology expertise

Discussion about your work experience

Depth/extent of the interaction

Length of the interaction

0 1 2 3 4

0% 0%0% 0%0%2% 2% 2%

53%

47%

66% 65%

53%

45%

24%

75%

32%35%

Excellent

FairPoorUnacceptable

Good

How has winning the Next100 award made a difference to your professional life?

36%

32%

48%

16%

30%

2%

32%

24%

16%

2%

I am now invited to different kinds of meet-ings/interactions

My peer managers take me more seriously

I am actively approaching by placement consultants/head hunters

I now have increased responsibilities at work

My organization has publicly recognized my achievement

I have started to look for new opportunities outside my current organization

MY juniors respect me more

I have got a promotion (or expect to get one)

My seniors/top management knows me

I have started look for new opportunities within the organization

It’s not easy to handle the position of a CIO. Who knows it better than the CIOs themselves? So, when they evaluate senior IT Managers who aspire to be CIOs, it goes without saying that the evaluation is quite a grilling task.

Some Grilling, Some Thrills

Here are some interesting anecdotes shared by jury members of Next100 2013 . Also, moments they found amusing, plus a lot more on the applicants, winners and the areas they needed to work on.

T G Dhandapani Chief Information Officer, TVS Motors

Creative, Talented and Fresh Minds“The standard of candidates or the applicants (may be a result of a meticulous initial filtering done by 9dot9) has certainly improved. I have taken 7-8 interviews, all very good. I could also sense that, as this recognition is much respected by the industry, many candidates have been inspiredand I can see that they are leveraging ITNext as the platform for a big career leap and launch. In the process, we are getting very fresh minds, creative and good talent that would strengthen the IT fraternity as a whole. Overall, the event offers very good platform to the industry and nation. As for areas of improvement, handling uncertainties is important; a CIO’s role is not simple, it’s getting redefined every 6 months for the last 10 years. As a CIO, one does not get time to breathe. Handling stress and remaining creative at the same time is quite challenging. So, candidates

need to learn to enjoy the turbulence.”

Sanjeev KumarGroup CIO & President-Business Excellence, Adhunik Group of Industries“Very enthusiastic learner

who took the process very seriously. One of the candidates passionately explained the project. It

showed the ownership and devotion”

2 8 itnext | j a n u a r y 2 0 1 4

cover story jury anecdotes

Sudhir Pal AryaGroup CIO, Amtek

Group Of Companies

Ajay Bakshi Vice President -

Process Automation & Improvements, Hinduja

Global Services

Sudesh AgarwalCIO, Landmark Group

Hitesh K Arora Director & CIO, Max Life

Insurance Company

Looking Beyond the Award“One of the interviewees was so eager that he called me three to four times and convinced me to hear him beyond the questions I had for him. He also wanted my feedback about him and asked me if I could become his mentor. My suggestion to appli-cants would be to get out of the project mode, and talk about how they can manage themselves and

their targets.”

Tamal Chakraborty Global IT Director, Bata Shoe organisation

2 9j a n u a r y 2 0 1 4 | itnext

cover storyjury anecdotes

Manish Choksi President - Home

Improvement, Supply Chain & IT, Asian Paints Ltd

Sachin Jain CIO, Evalueserve.com

Pvt Ltd

Prashun K Dutta Chief Information

Officer, Tata Power Company Ltd

Hilal Khan Head - Corporate IT,

Honda Motor India Pvt Ltd

Mahesh Kumar Pinnamaneni

CIO, Aurobindo Pharma Ltd

T G Dhandapani Group Chief Information

Officer, TVS Motor Company Ltd

Anil Kumar Kaushik GM - IS (I&S), Bharat

Petroleum Corporation

Jayantha Prabhu Chief Technology

Officer, Essar Group

Rajesh Chopra Senior Vice President - IT, East India Hotels Ltd

Rajesh Garg Divisional Director &

Head - Global Delivery & Managed Services,

Rolta India Ltd

Ramachandran Muralidharan CIO, Syntel Ltd

Man Mohan Goyal Chief Information

Officer, Phillips Carbon Black Ltd

Kinshuk Hora Head - IT (India Sub Continent ), GlaxoSmithKline

Consumer Healthcare Ltd

Yagnesh Parikh Executive Vice

President & CTO, ICICI Securities Ltd

Vishnu Gupta Director & Chief

Information Officer, Jana Core Health

Solutions India Pvt Ltd

Mukul Jain Senior Vice President,

DLF Pramerica Life Insurance Company Ltd

Yagnesh Parikh It, IcIcI securities

“I find most candidates having command

on the domain with sufficient knowledge

and quite mature to be the Next CIO. However, they need to work on

managerial skills a bit”

3 0 itnext | j a n u a r y 2 0 1 4


C M Sharma Global CFO, Aegis Ltd

Sriram Krishnan Executive Vice

President – I T, ING Vysya Life Insurance

Company Ltd

Shailesh Joshi Vice President and Head - Corporate IT,

Godrej Industries Ltd

Jagat Pal Singh CTO, Cybage Software

Pvt Ltd

Samir Dhaga Vice President - IT,

Bharat Business Channel Ltd

Sundaram Ramasamy Executive Director (IS), Indian Oil Corporation

Jijy Oomen Executive Vice

President & Group IT Head, Bajaj Capital Ltd

Subhashish Saha Group CTO, Apeejay

Surrendra Group

S Shivashankar Group Chief Information

Officer, SPIC Group

Rahul Mahajan Vice President -

Information Technology, K Raheja Corporate

Services Pvt Ltd

Dhiren Savla CIO, VFS Global Group

Nandkishor Dhomne Chief Information

Officer, Manipal Health Enterprises Pvt Ltd

They Could Push Beyond their Boundaries“Candidates come prepared, they know results of psychometric and managerial capability tests and they do thorough homework as to who will conduct the interview. They guess intelligently what the questions could be and what possible turns in the answers are. They delighted me really in the Q&A sessions. One of them really impressed me when he narrated his story. This gentleman was working as an IT manager of a hospital. He was called upon when a CEO of an organisation, a patient in this case, wanted to set up a virtual office to carry on his operations. The CEO was impressed. Later, the interviewee was offered a job in the CEO’s organisation at a senior level. This shows how a junior IT manager can walk that extra mile to make an impression not only within the periphery of his work but also outside his call of duty. This is definitely a good

example of managerial skills.”

Aruna Rao CTO, Kotak Bank Ltd

3 1j a n u a r y 2 0 1 4 | itnext


Parmeswar Menon Vice President & Head Channel Systems, SBI

Life Insurance Company Ltd

Subhash C Mittal Senior Executive

Director (MS & IT) & Group CTO, IFFCO Ltd

Suhas Mhaskar Head - IT, Innovation

& Transformation, Mahindra & Mahindra

Group

Vinod Sivaramakrishnan CIO, Wal-Mart India

Yashpal Soni Assistant Executive Director (IM), Dalmia

Cement Ltd

Rich Strader Centre Head, Ford

Technology Services India Pvt Ltd

Mukund Prasad Director - Group

HR,Business Transformation & Group

CIO, Welspun Group

Dheeraj Sinha Group Head - Corporate Management Services,

Apollo Tyres Ltd

Durgashankar Subramaniam

Executive Vice President - M&A & Secretarial,

Mahindra & Mahindra Group

Anthony A Thomas Chief Information

Officer, Vodafone India Services Pvt Ltd

Niranjan Bhalivade Chief Information Officer, CEAT Ltd

Francis RajanVice President - ICT,

Bangalore International Airport Ltd

Vijay Sethi Vice President

Information Systems and CIO, Hero MotoCorp

Ltd

Vijaya Shanker Global CIO. Symphony

Teleca Corporation India Pvt Ltd

Gopal Shukla Senior VP - Business

Systems Group, Hindustan Coca-Cola

Beverages Pvt Ltd

Candidates took it like it was a Real Job Interview“Post award engagement with the candidates and further assessment to ensure that the winners stay on course to becoming a CIO is important. I felt that most of the candidates needed to have more of an all-round appreciation of IT from different aspects and a 360 degree view of their portfolio; technical depth is one of the aspects for and a pre-requisite to becoming a CIO. Most of them felt that it was almost like a job interview and treated it like one (smiles). They should look at the entire Next100 award process as more of a career gap assessment. The other aspect that needs to be drilled into candi-dates is that the Next100 award does not mean that one can become a CIO immediately but a stepping

stone towards it.”

Girish RaoCIO, Marico Ltd

3 2 itnext | j a n u a r y 2 0 1 4

NEXT100 | December 20134

Here Are The Winners

cover storyWINNERS 2013

3 3j a n u a r y 2 0 1 4 | itnext

December 2013 | NEXT100 5

Foreword�� 7

Publisher’s Note ��9

About Next100 �� 10

Next100 Jury ��16

Feature Article ��48

Next100 Awardees �� 54-185

Index �� 186

Contents

Ajay Ajmera

Raja Anand

Arup Banik

Sanjay Bardiya

Kiran Belsekar

Umesh Bhapkar

Ramesh Bhashyam

Shailesh Bhirangi

Subhrajyoti Bose

Abhijit Burse

Sajith Chakkingal

Anirban Chakraborty

Pradeep Chankarachan

Sameer Chaudhry

Sanjay Chhokra

Sushma Chopra

Rajesh Dangle

Gaurang Doshi

Michael Dsouza

Krishnakant Gaitonde

Mitesh Garg

Seema Gaur

Ram Gollapudi

Paresh Goswami

Shivakumar Gowda

Arun Goyal

Jayant Gupta

Satinder Gupta

Krishnananda Hegde

G Venkateshwaran Iyer

Gaurav Jaggi

Sameer Jain

Vikas Jain

MD Jegadeesh Kumar

Shijo Joseph

Shriram Joshi

Ashok Kannan

Manish Kapoor

Vineet Kapoor

Rajesh Karir

Raghvendra Kaushal

Samir Khare

Hemant Kulkarni

Apoorva Kumar

Brajendra Kumar

Jagdip Kumar

Lalit Kumar

Santhosh Kumar

Suresh Kumar

Anil Malhotra

Anantarao Mangalagiri

Prince Mathew

Alok Mathur

Srikanth Mattipalli

Manoj Mauni

Yogesh Mishra

Neyaz Mohammad Reyaz

Rajiv Nandwani

Udayar Nedunchezhiyan

Saurabh Nigam

Pankaj Patel

Pragnesh Patel

Gaurang Pathak

Laxmikant Phadnis

Sekhar Pidathala

Umesh Potdar

Binayak Pradhan

Rajendra Prasad

Prem Rajpal

RP Rath,

Swarup Roy

Deepak Sachdeva

Sahil Sagar

Kr Satish

Ajeet Saxena

Rajesh Sehgal

Arindam Sengupta

Devang Shah

Mohit Sharma

Sudhir Sharma

Sushil Sharma

Parag Shimpi

Vipin Shotriya

Ashish Shrivastava

Abhishek Singh

Dinesh Singh

Kartikeya Singh

Sanjay Singh

Sanjay Singh

Udayveer Singh

Vinod Singh

Daljit Singh Sodhi

Anurag Sonpali

Tirumala Rao K

Amrut Urkude

Rajesh Verma

Jaswinder Virk

Vishwas SK

Shashi Bhushan Vyas

Arvind Yadav

2013 Award Winners

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cover story celebrations

Next100 2013 Awards - Celebration Time

The Jury Table: Next100 Jury part

of the Awards evening

Jury engrossed in listening to the sufi ghazals during the awards nite

December 14, 2013. The evening was special for all the Next100 2013 award winners as they received the coveted title at the gliterring function at Hyatt Regency, Pune. Some exciting cherished moments of winners and participants at Awards Nite

3 5j a n u a r y 2 0 1 4 | itnext

cover storycelebrations

TeCh workshop

Cio rouNd TAble

The morning Tech sessions: Next100 2013 winners engrossed in the morning technology sessions conducted by industry thought leaders, sharing insights on the emerging technology trends

N Geetha, Editor, IT NEXT shares interesting insight about the future leaders with the jury during the round table

Discussion on Leadership: The Jury part of the CIO Round Table deliberating on the theme, ‘Leaders of Tomorrow’

Jury Round Table: R. Giridhar, Group Editor 9,9 Media sharing insights during the Jury Round Table

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NeTworkiNg luNCh

AwArd NighT

IT NEXT showcase: The recent editions of IT

Next showcased

Delivering a Keynote Speech: Alok Kumar, MD,

Sears Holdings

Vikas Gupta Director & Co-Founder, 9.9 Media on Next100 Awards

Networking time: Next100 winners network over lunch

Relaxing time: Entertaining audience with sufi ghazals as part of the Awards celebration

Peer Network: Not missing out on any opportunity to network with the industry peers over tea

Proud Winners: Winners enjoying the award function

Applause: An award winner adding to the beat of famous sufi ghazal, ‘Dum mast Kalandar’

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NexT100 AwArd preseNTATioN

Proud Moment: First batch of Next100 winners with their trophies

Exciting moment: Third batch of Next100 winners reckoning the winning moments

All Set: Fifth batch of NEXT100 winners all set to adorn the CIO’s role

Fulfilling: Seventh batch of NEXT100 winners find the moments fulfilling

Exuberance: Second batch of Next100 winners posing for a prized moment

All smiles: Fourth batch of NEXT100 winners are overwhelmed to receive the award

Winning Moments: Sixth batch of NEXT100 winners are proud to be the chosen few among the 1732 applicants

Dream Come True: It was a dream come true for the Eighth batch of NEXT100 winners

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NexT100 AwArd preseNTATioN (continued)

NexT100 book lAuNCh

Joyous Moments: Kudos to the Ninth batch of NEXT100 winners

Special Nite: It was indeed a special night for the Eleventh batch of NEXT100 winners

Moments to Remember: Tenth batch of NEXT100 winners will never forget these wonderful moments

Geared Up: Twelvth batch of NEXT100 winners are all geared up to don the new role

Next100 Book Launch: Raj Kumar Sharma,

VP-Sales, Arkadin Confer India alongwith

Raj Kumar Sharma Vice President - Sales, Arkadin ConferIndia congratulating winners

3 9j a n u a r y 2 0 1 4 | itnext


Honouring Jury Members: First batch of Jury Members along with Vikas Gupta, Director & Co-founder, 9.9 Media

Krishna Kumar Chief Operating Officer, 9.9 Media felicitating Neeraj Trivedi, Senior Sales and Business Development executive, Juniper

Viral Thakkar Head Regional Operations (West), NxtGen receiving

a memento

After the rigorous evaluation: Jury Members along with Geetha

Nandikotkur, Editor, IT NEXT

Jury FeliCiTATioN

FeliCiTATioN To pArTNers

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A memento was presented to Reena Sharma, Account Management Lead, West, HCL

Senior Executive from TE Connectivity felicitated by Krishna

Kumar, COO, 9.9 Media

FeCiliTATiNg The spoNsers (continued)

AL Jagannath, Director, VMWare India being felicitated

Token of Thanks to Raj Kumar Sharma, Vice

President - Sales, Arkadin ConferIndia

Ajaykumar Joshi Senior. Manager – Enterprise, Kaspersky Lab – SA being felicitated

Anil Nama, CIO, CtrlS being

presented a memento

Platinum Partner Premier Partner PrinciPal Partners tecHnology Partners

neXt100 Book Partner

organized By

a Brand of

suPPorting Partners

To find out more about NEXT100 visit

itnext.in

2013 AWARD WINNERS Ajay Ajmera, Banswara Syntex | Raja Anand, SIS | Arup Banik, EIH | Sanjay Bardiya, Adhunik Metaliks | Kiran Belsekar, Sony Entertainment Television | Umesh Bhapkar, Tata Technologies |

Ramesh Bhashyam, TVS | Shailesh Bhirangi, Orissa Manganese & Minerals | Subhrajyoti Bose, Trelleborg Sealing Solutions | Abhijit Burse, India Factoring and Finance Solutions | Sajith Chakkingal, Barclays | Anirban Chakraborty, Future Group | Pradeep Chankarachan, Harman International India | Sameer Chaudhry, DFM Foods | Sanjay Chhokra, Mayar India | Sushma Chopra, Sony Entertainment Network | Rajesh Dangle, Crompton Greaves | Michael Dsouza, Mahindra Vehicle Manufacturers | Krishnakant Gaitonde, Birla Sun Life Insurance | Mitesh Garg, Philips Electronics India | Seema Gaur, IFFCO | Gaurang Doshi, Essar Group | Ram Gollapudi, TTSL | Paresh Goswami, Welspun Group | Shivakumar Gowda, Tejas Networks | Arun Goyal, Sistema Shyam Teleservices | Jayant Gupta, Hindustan Petroleum Corporation | Satinder Gupta, Jubilant Life Science | Krishnananda Hegde, SABMiller India | G Venkateshwaran Iyer, JSW Steel | Gaurav Jaggi, Gates India | Sameer Jain, Ericsson India Global Services | Vikas Jain, Ernst & Young | MD Jegadeesh Kumar, Tata Communications | Shijo Joseph, Gujarat Gas | Shriram Joshi, Mahindra & Mahindra | Ashok Kannan, Ashok Leyland John Deere Construction Equipment Co | Manish Kapoor, MTS India | Vineet Kapoor, Aon Corporation | Rajesh Karir, Evalueserve | Raghvendra Kaushal, Future Generali India Life Insurance Co | Samir Khare, Fullerton India Credit Company | Hemant Kulkarni, Kirloskar Electric Company | Apoorva Kumar, GlaxoSmithKline Consumer Healthcare | Brajendra Kumar, Bangalore Metro Rail Corporation | Jagdip Kumar, Cosmo Films | Lalit Kumar, JBM Group | Santhosh Kumar, Mahindra & Mahindra Financial Services | Suresh Kumar, Chemmanur International Group | Anil Malhotra, Minda Industries | Anantarao Mangalagiri, Odisha Power Transmission Corporation | Prince Mathew, K Raheja Corporate Services | Alok Mathur, DSCL SUGAR | Srikanth Mattipalli, Tyco | Manoj Mauni, Kotak Mahindra Bank | Yogesh Mishra, Sistema Shyam Teleservices | Neyaz Mohammad Reyaz, LG CNS India | Rajiv Nandwani, Tata Communications | Udayar Nedunchezhiyan, Bangalore International Airport | Saurabh Nigam, CRISIL | Pankaj Patel, Vodafone India Services | Pragnesh Patel, Reliance Power | Gaurang Pathak, Atul | Laxmikant Phadnis, Mahindra & Mahindra | Sekhar Pidathala, AXA Business Services | Umesh Potdar, Mahindra Vehicle Manufacturers | Binayak Pradhan, Samsung Data Systems India | Rajendra Prasad, PPIL | Prem Rajpal, Sistema Shyam Teleservices | RP Rath, Quatrro Global Services | Swarup Roy, Electrosteel Castings | Deepak Sachdeva, Great Offshore | Sahil Sagar, Aditi Technologies | Kr Satish, Philips Electronics India | Ajeet Saxena, IFFCO | Rajesh Sehgal, Minda Industries | Arindam Sengupta, Wipro Consumer Care & Lighting | Devang Shah, GMDC | Mohit Sharma, Sahara India | Sudhir Sharma, Somany Ceramics | Sushil Sharma, Mahindra & Mahindra Financial Services | Parag Shimpi, Mahindra 2 Wheelers | Vipin Shotriya, Sutlej textiles and Industries | Ashish Shrivastava, Writer Corporation | Abhishek Singh, Fareportal india | Dinesh Singh, Mahindra & Mahindra Financial Services | Kartikeya Singh, Pernod Ricard India | Sanjay Singh, Quatrro Global Services | Sanjay Singh, Sir Ganga Ram Hospital | Udayveer Singh, Cairn India | Vinod Singh, Ericsson | Vishwas SK, Aditya Birla Management | Daljit Sodhi, Aviva India | Anurag Sonpali, Future Generali India Life Insurance | K Tirumala Rao, L&T MHI Boilers | Amrut Urkude, NSSL| Rajesh Verma, Bharat Petroleum Corporation | Jaswinder Virk, Evalueserve | Shashi Bhushan Vyas, Usha International | Arvind Yadav, LT Foods

JURY Sudesh Agarwal, Chief Information Officer, Landmark Group | Hitesh K Arora, Director & Chief Information Officer, Max Life Insurance Company | Sudhir Pal Arya, Group CIO, Amtek Group Of Companies | Ajay Bakshi, Vice President - Process Automation & Improvements,

Hinduja Global Services | Niranjan Bhalivade, Chief Information Officer, CEAT Ltd | Tamal Chakravorty, Director - IT & Test, Ericsson Global Services India Pvt Ltd | Manish Choksi, President - Home Improvement, Supply Chain & IT, Asian Paints Ltd | Rajesh Chopra, Senior Vice President - IT, East India Hotels Ltd | Samir Dhaga, Vice President - IT, Bharat Business Channel Ltd | T G Dhandapani, Group Chief Information Officer, TVS Motor Company Ltd | Nandkishor Dhomne, Chief Information Officer, Manipal Health Enterprises Pvt Ltd | Prashun K Dutta, Chief Information Officer, Tata Power Company Ltd | Rajesh Garg, Divisional Director & Head - Global Delivery & Managed Services, Rolta India Ltd | Man Mohan Goyal, Chief Information Officer, Phillips Carbon Black Ltd | Vishnu Gupta, Director & Chief Information Officer, Jana Core Health Solutions India Pvt Ltd | Kinshuk Hora, Head - IT (India Sub Continent ), GlaxoSmithKline Consumer Healthcare Ltd | Mukul Jain, Senior Vice President, DLF Pramerica Life Insurance Company Ltd | Sachin Jain, Chief Information Officer , Evalueserve.com Pvt Ltd | Shailesh Joshi, Vice President and Head - Corporate IT, Godrej Industries Ltd | Anil Kumar Kaushik, General Manager - IS (I&S), Bharat Petroleum Corporation Ltd | Hilal Khan, Head - Corporate IT, Honda Motor India Pvt Ltd | Sriram Krishnan, Executive Vice President – I T, ING Vysya Life Insurance Company Ltd | Sanjeev Kumar, Group CIO & Group President - Business Excellence, Adhunik Group of Industries | Rahul Mahajan, Vice President - Information Technology, K Raheja Corporate Services Pvt Ltd | Parmeswar Menon, Vice President & Head Channel Systems, SBI Life Insurance Company Ltd | Suhas Mhaskar, Head - IT, Innovation & Transformation, Mahindra & Mahindra Group | Subhash C Mittal, Senior Executive Director (MS & IT) & Group CTO, IFFCO Ltd | Ramachandran Muralidharan, Chief Information Officer, Syntel Ltd | Jijy Oomen, Executive Vice President & Group IT Head, Bajaj Capital Ltd | Yagnesh Parikh, Chief Technology Officer, ICICI Securities Ltd | Mahesh Kumar Pinnamaneni, Chief Information Officer, Aurobindo Pharma Ltd | Jayantha Prabhu, Chief Technology Officer, Essar Group | Mukund Prasad, Director - Group HR,Business Transformation & Group CIO, Welspun Group | Francis Rajan, Vice President - ICT, Bangalore International Airport Ltd | Sundaram Ramasamy, Executive Director (IS), Indian Oil Corporation Ltd | Aruna Rao, Group Chief Technology Officer, Kotak Mahindra Bank Ltd | Girish Rao, Head - IT, Marico Ltd | S Shivashankar, Group Chief Information Officer, SPIC Group | Subhashish Saha, Group Chief Technology Officer, Apeejay Surrendra Group | Dhiren Savla, Chief Information Officer, VFS Global Group | Vijay Sethi, Vice President Information Systems and CIO, Hero MotoCorp Ltd | Vijaya Shanker, Global Chief Information Officer, Symphony Teleca Corporation India Pvt Ltd | C M Sharma, Global CFO, Aegis Ltd | Gopal Shukla, Senior Vice P resident - Business Systems Group, Hindustan Coca-Cola Beverages Pvt Ltd | Jagat Pal Singh, Chief Technology Officer, Cybage Software Pvt Ltd | Dheeraj Sinha, Group Head - Corporate Management Services, Apollo Tyres Ltd | Vinod Sivaramakrishnan, Chief Information Officer, Wal-Mart India Pvt Ltd | Yashpal Soni, Assistant Executive Director (IM), Dalmia Cement Ltd | Rich Strader, Centre Head, Ford Technology Services India Pvt Ltd | Durgashankar Subramaniam, Executive Vice President - M&A & Secretarial, Mahindra & Mahindra Group | Anthony A Thomas, Chief Information Officer, Vodafone India Services Pvt Ltd

cover story Past Winners’ success tale

Life after Next100—Past Winners on a Roll

I Learned how to Balance Tasks Efficiently

Next100 awards have evidently impacted the careers of the winners of the last three editions. The award not only positioned them as future CIOs but instilled confidence in the minds of the management towards empowering them with more responsibilities. Some have grown in the same organisation, some have moved to new organisations at top roles

Here are some thoughts on how they made a difference to themselves and their organisations and how the Next100 award changed their lives.

the journey for Amit Phadke has been fruitful ever since he won the Next100 award in 2010. He had to ride through challenges and strike a balance between operational and business goals. But he did it efficiently.

He had been on the service provider side from 1999 to 2008, and worked in various capacities and roles handling technical support, pre-sales, project management and business development. Later, he joined Bharti AXA Investment Managers (Mutual Fund) as Senior Manager IT. He had a thorough understanding of both the sides of the table i.e., as a service provider and end user; this helped him take informed decisions, thereby making every project a grand success.

Amit PhadkeVice President - Systems and Technology, Accleya Kale Solution (Next100 Winner 2010)

Phadke recollects, “I later joined Accelya Kale Solutions Ltd (Erstwhile Kale Consultants Ltd) as AVP – Systems and Technology heading IT and operations. Today, I work in the capacity of Vice President – Systems and Technology. The Next100 award gave me the confidence to accelerate my journey in IT, provided me with good networking opportunities within the IT community, knowledge sharing and an opportunity to sharpen skills through various initiatives taken by ITNext or the IT community.”

Amit wants to continue to consolidate in the years ahead. His focus will be inherently on new technologies which are technically better and cost effective. Collaboration, BYOD, social media will be key areas to look at to help business grow.

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More Confident about Focus on Strategy, Execution and Result

Sharat AiraniCTO, Intellinet Datasys Pvt Ltd (Next100 Winner 2011)

Sharath Airani nurtured his interest in IT by learning QBASIC, COBOL, PASCAL on DoS 3.2 and UNIX. He started to manage, maintain and monitor mail server on UNIX and helped pre-sales support.During his 15-year stint, he bagged many awards and recognition. NEXT100 is one of the most important awards in his career.

He says, “The IT road map is changing very fast. It is not only about using new gadgets at some level or holding compute power and application delivery anymore. IT has moved much beyond that. Some of the industries fear change and lack of continuous learning or wants to stay away from a constantly evolving learning process. This directly depends on affordability and applicable governance. The result is that the adoption of new hardware technology, new software, and new development techniques requires training, recruitment, changes to process and most of all, buy-in from senior management and involving IT in business strategy.”

Airani adds, “Honestly, among all the awards, NEXT-100 was the one which was outstanding in this phase. We discussed this award and the team on the other side of the table accepted me as a next gen leader. This was substantiated by the NEXT-100 award.”

Now his responsibilities include focusing on strategy, creating business value with Business IT Strategy, customer satisfaction, IT lead business innovation and transformation, and leading the team focusing on results and execution.

Beena Nayar joined IT in 1985 as a programmer, using C as the programming language. Beena says, “The Next100 award has given me confidence as I was judged by eminent CIOs across the country and I knew I was doing things right. I have worked as a value contributor for business by bringing in process innovation, business process re-engineering through technology initiatives.”

This included managing several IT projects such as the re-implementation of ERP, which included several business processes being re-defined and improved and implementation of IT applications focused on streamlining and standardisation of processes across the organisation and building in appropriate controls to ensure that data and process hygiene is maintained, and automating,

Forbes Marshall has a new plant at Chakan. The manufacturing facility is being moved/set up there in a phase-wise manner. IT is involved in setting up connectivity, data center and ERP at the new location.

Looking at the road ahead, Beena says, “Several initiatives have been planned for business process improvement, business analytics and focused on helping business in decision making. We are also implementing mobility solutions, in supply chain for improving material traceability and reduction of throughput time.”

Beena Nayar, Head-IT, Forbes Marshall (Next100 Winner 2011)

Value Contributor to Business Bringing Process Innovation

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cover story Past Winners’ success tale

At ItNext, our constant effort to pave the way for senior IT managers to get the top seat has impacted many careers, many lives. Our Next100 awards, an industry recognition for skills, talent and business minds of IT managers across industries, have shaped the careers of many IT managers, helping in positioning them become CIOs. That’s why we call them “Future CIOs.”

Ashok Jade, then AGM-IT at Videocon Industries is now CIO, Shalimar Paints.

The exuberant CIO says, “Being a Next100 Winner impacted my career. The Next100 Award and the entire activity including various tests, interviews, learning, mentoring, really transformed the way I looked at things. The award has been important for me to get the top seat in Shalimar Paints. It also boosted my confidence and

Overwhelmed Atul Vij, VP of UNO Minda Group says, “To me as an IT person (as my background is non IT), the award made a huge difference. Earlier our initiatives used to get no attention unless we were able to prove that they had been deployed successfully elsewhere. With this award, we got the liberty to take the lead on our own for proving our mettle and show business benefits too.” Plans had been announced to outsource SAP

Ashok JadeCIO of Shalimar Paints (Next100 Winner 2012)

Atul VijVice President, UNO Minda Group

(Next100 Winner 2012)

groomed my thought process towards being more mature. The award is the main contributor to my success.”

He adds, “The entire journey of the Next100 award has given me a lot of confidence and learning. Various tests, interviews, and the award function really contributed a lot to achieving this; mainly, it boosted my confidence and made my thought process mature. ITNext’s efforts to keep us in touch continuously, connecting us with various people at the top in the industry is really great and I appreciate it.”

Ashok started his career as a programmer in 1997, with Videocon International. Jade’s mandate at Shalimar is to transform the business and implement “IT Enabling Business Growth” in the real sense. His focus is on Infrastructure excellence, CRM, BI, Market Connect.

deployment and place team members back into the functions. However, this award showcased the team’s competence, which in turn convinced the CMD and management to allow Atul and his team to continue as a corporate resource team to support units.

Atul says, “This year, we have already received 4 proposals for business partnerships from interested partners. Plans are all set to establish our team as a profit center. I got the Next100 award last year. This helped me showcase how we have leveraged IT for catalysing initiatives for operational excellence as a model case for benefit to ACMA members.”

Award brought me the Top Seat at Shalimar

Helped in Proving his Mettle in Driving Business Benefits

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cover story CtrlS Data Center VISIt

Fun time at the CtrlS Data Center

Next100 winners take a front view of the data center

Winners engrossed in an engaging session on data center trends at CtrlS

In an interative session on the emerging trends of data center

CtrlS team responding to the questions from the winners

Winners registering for the data center tour

Next100 winners walking into the CtrlS Data Center

After the glittering night at the Next100 Awards in Pune, the winners were all excited

to take the bus ride to Mumbai where they were scheduled to visit CtrlS Data Center in Mhape, Mumbai on the Day 2 of the event.

They took a tour to the data center where CtrlS executives showcased the Rack Space of 5,000, Datacenter space of 2,00,000 Sft, Power Capacity of 30 MW and a eight zone security level.

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cover storytechnology awards

IT Next Technology

Awards 2013IT NEXT awards are the stepping stones for many IT managers to their career growth. These awards

celebrate the rich knowledge and business acumen that IT community bring to their organisations, exemplifying the change that IT can make.

The IT Next Technology awards have been instituted by IT Next Magazine to honour the distinguished Senior IT Managers and IT Managers who have been a part of or played a critical role

in deploying .IT solutions for their enterprises. The awards were presented during the Next100 awards event. The awards had eight categories – Enterprise Voice & Data Solutions Award, Network

Innovation Award, Datacenter Solutions Award, Virtualization And Cloud Computing Award, IT Solutions Award, IT Infrastructure Management Award, Enterprise Security Award, and

Broadband Network Technologies Award.

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cover story technology awards

Enterprise Voice & Data Solutions Award

Winner

Amandeep HunjanManager – IT SupportOrange Business Services

ABOUT VODAFOneAs organisations expand their operations beyond boundaries, their branch offices need to

communicate and share data to manage their business operations. Their business-critical voice and

Data Applications need a reliable and secure communication channel to run seamlessly. Backed by a

state of art network infrastructure Vodafone’s Wireline Voice and Data Services help organisations

connect offices and save up to 30% on communication spends.

Amandeep Hunjan receiving award from Nitin Bhandari, Associate Vice President – New Products & Partnerships, Vodafone

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ABOUT JUniPerJuniper Networks is the industry leader in network innovation. We stand as a response and

challenge to the traditional approach to the network. We tackle all aspects of the network–

across the domains of routing, switching and security–to help solve our customers’ toughest

challenges so they can compete and thrive into the future. We are innovating in ways that seek

to empower everyone in an increasingly connected world.

Network Innovation AwardWinner

Anurag SonpaliGeneral Manager – ITFuture Generali India

Anurag Sonpali receiving award from Nikhil Dudwadkar, Channel Marketing Manager and Neeraj Trivedi of Juniper

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ABOUT emersOnEmerson (NYSE: EMR) is a diversified global manufacturing and technology company. We offer a

wide range of products and services in the industrial, commercial, and consumer markets through our

Process Management, Industrial Automation, Network Power, Climate Technologies, and Commercial &

Residential Solutions businesses. Recognized widely for our engineering capabilities and management

excellence, Emerson has approximately 135,000 employees and 235 manufacturing locations worldwide.

ABOUT nxTGenNxtGen provides Data center and Cloud services from their own high density data center (HDDC)

facilities or they can deploy centrally managed On-premise data centers (OPCD™). Their Enterprise cloud

services provides options and assists it’s customers to implement a private cloud on premise and move

into the Hybrid cloud world by creating IT infrastructure for the long term – “Infinite Data Center”.

Datacenter Solutions AwardWinner

Tarun SharmaAsst. General Manager Management Services, Gujarat Gas Company Ltd.

Tarun Sharma receiving award from Viral Thakkar, Head Regional Operations (West), NxtGen Datacenter & Cloud Technologies

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ABOUT VmWAreVMware is the leader in virtualization and cloud infrastructure solutions that enable businesses

to thrive in the Cloud Era. Customers rely on VMware to help them transform the way they

build, deliver and consume Information Technology resources in a manner that is evolutionary

and based on their specific needs. With 2012 revenues of $4.61 billion, VMware has more than

500,000 customers and 55,000 partners. The company is headquartered in Silicon Valley with

offices throughout the world and can be found online at www.vmware.com.

Virtualization And Cloud Computing Award

Winner

Paresh HariaCTO, PCS Technology Ltd.

Paresh Haria receiving award from R Giridhar, Group Editor, 9.9 Media

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ABOUT WiPrO LTDWipro Ltd. (NYSE:WIT) is a leading Information Technology, Consulting and Outsourcing company that

delivers solutions to enable its clients do business better. Wipro delivers winning business outcomes

through its deep industry experience and a 360 degree view of “Business through Technology” -

helping clients create successful and adaptive businesses. A company recognized globally for its

comprehensive portfolio of services, a practitioner’s approach to delivering innovation, and an

organization wide commitment to sustainability, Wipro has a workforce of 140,000 serving clients

across 57 countries. For more information, please visit www.wipro.com.

IT Solutions AwardWinner

Ankur GoyalSr. Manager – Technology Solutions Group, DLF Pramerica Life Insurance Company Ltd.

Ankur Goyal receiving award from Apurba Dutta, GM & Business Head - System Integration, Wipro

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ABOUT HCLHCL Infosystems Ltd. with revenue (LTM) of US$ 1.6 billion (Rs. 9,040 crores) is India’s Premier

Distribution and IT Services and Solutions Company. HCL Infosystems’ has one of the largest sales & distribution network in the country and provides value added distribution for partners including

last mile connect and support in marketing and promotions for Telecom, IT , Office Automation and Consumer Electronics products covering more than 15000 towns across 664 districts in

India. Our distribution business has an unparallel network that reaches more than 100,000 retail outlets, over 800 Direct and Micro Distributors and over 12400 Channel Partners across India. In

the services space the Company has robust services offerings such as a comprehensive portfolio of Infrastructure Managed Services, Enterprise Application Services, System Integration Services, Office Automation Services, Managed Print Services, Life Cycle Services and After-Sales Support

Services. HCL Learning, the Company’s learning solutions business, serves the entire spectrum of education and training requirements across schools colleges, individuals and enterprises and

offers Digital Content & Learning Solutions.

IT Infrastructure Management Award

Winner

Atul VijVice President – Group IT Improvement Cell, Minda Industries Ltd.

Atul Vij receiving award from Reena Sharma, Account Management Lead, West , HCL

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ABOUT KAsPersKYKaspersky Lab is one of the fastest growing IT security vendors worldwide. Today it is firmly

positioned as one of the world’s top four leading antivirus vendors*. Kaspersky Lab continues to

further improve its market position, demonstrating higher growth rates than the market in general.

According to the company’s 2011 unaudited financial results, Kaspersky Lab’s global revenue grew by

14% compared to the previous year and reached $612 million. Today it’s the world’s largest privately

held vendor of endpoint protection solutions.

Enterprise Security AwardWinner

Vinay WandrekarSenior Manager – IGM, Sandoz Pvt. Ltd.

Vinay Wandrekar receiving award from Altaf Halde, Managing Director, Kaspersky Lab – South Asia

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ABOUT Te COnneCTiViTYTE Connectivity is a $13 billion world leader in connectivity. We design and manufacture

products at the heart of electronic connections for the world’s leading industries including

Automotive, Energy, Industrial Equipment, Communications, Consumer Devices, Healthcare,

and Aerospace and Defence. Our long-standing commitment to innovation and engineering

excellence helps our customers solve the need for more energy efficiency, always-on

communications and ever-increasing productivity. With nearly 90,000 employees in over 50

countries, TE Connectivity makes connections the world relies on to work flawlessly every day.

Broadband Network Technologies Award

Winner

Jaisingh VarmaSenior Manager – TechnologyCenveo Publisher Services (I) Ltd.

Jaisingh Varma receiving award from Jn Mylariah, country Manager technical, te connectivity

5 7j a n u a r y 2 0 1 4 | itnext

Platinum Partner Premier Partner

PrinciPal Partners tecHnology Partners neXt100 Book Partner

organized By

a Brand of

suPPorting Partners

3,00,000 IT Managers,1732 Applicants, 100 Future CIO’s,

8 Technology Award Winners, 51 Jury members,

& from all of us at 9.9 Media

interview | AdriAn de LucA

6 0 itnext | j a n u a r y 2 0 1 4

AdriAn de LucA | interview

6 1j a n u a r y 2 0 1 4 | itnext

Big Data Moves BeyonD PoCs

Hitachi has indentified big data as one of the

key it trends in 2014, can you substantiate this fact? Big data analytics will go beyond the proof-of-concept phase and into production in established markets. We , at Hitachi believe that this trend will combine with local business drivers to shape the IT and storage landscape in the Asia Pacific region in 2014. Besides, enterprises will have to find ways to uncover value from within their existing data stores and deploy scalable infrastruc-ture to extract meaningful out-come from big data projects. In one of the big data surveys that we conducted along with Econo-mist Intelligence Unit (EIU), over 70 per cent of organisations in the region believe big data adoption will improve their profitability, productivity and innovation.

However, many organisations find that their existing informa-tion hinder the effective gathering of data for analysis, as the infor-

mation is stored and managed in separate business systems, infor-mation silos, formats and media. But across different geographies and industries, the adoption of big data technologies and strategies has been far from uniform.

It is important to analyse how far businesses in the Asia-Pacific region have progressed with this trend. Who is adopting big data, what gains do executives think their firm can make from it and what factors might inhibit its adoption? Besides, it is critical to understand, crucially, is there consistency between how execu-tives on the front line and senior management understand its role within their organisation? Is hype about big data justified by its practical usage throughout the business?

Hitachi has been reiterat-ing the fact that C-suite executives are ultimately responsible for decisions about big data strategy and

investments. What are the key aspects that businesses should know about big data?There are four things businesses should know about big data in the Asia-Pacific region. a) Adoption is slower than you would expect: more than half of the firms that were included in our survey have made little or no prog-ress in their big data strategiesb) Internal issues are inhibiting adoption: 91 per cent of companies cite internal issues as barriers to big data adoptionc) Frontline employees can’t assess the data they need: 81 per cent of employees say that critical data resources are not available to themd) Many believe in the benefits of data analytics: almost half of the firms believe big data can improve revenue by 25 per cent or more

Can you elaborate on the big data’s big picture in the asia Pacific regions? What are the barriers to adoption of big data?

adrian De Luca, CTO, Asia Pacific, Hitachi Data Systems finds big data to be one of the hottest IT trends. In conversation with n geetha, during the Hitachi Asia Pacific Media Summit in Sydney recently, De Luca observes that enterprises will have to find ways to uncover value from within their existing data stores and deploy scalable infrastructure to extract meaningful outcomes from big data projects

interview | AdriAn de LucA

6 2 itnext | j a n u a r y 2 0 1 4

Our survey indicates that firms in the Asia-Pacific regions have not yet embraced big data, they feel that they should; just over a third says they have not made much progress while another 21 per cent have no strategy for using big data. However, about 36 per cent of companies are fairly well advanced in their adoption of big data, and about 6 per cent believe they are very advanced in big data adoption.

The reasons for slow adoption are diverse. Varied opinions, cit-ing poor internal communica-tion and information sharing as well as a lack of in-house skills and software among others are offered. Nearly two-fifths say their company’s big data strategy has not been communicated well to them. The limited take-up also flies in the face of the wider belief that effective use of data matters and is critical to success.

Many industries lag in their adoption of data analytics. For instance, besides IT and tech-nology sectors which are tradi-tionally early adopters of new technologies, most industries are relatively slow in their adoption of data analytics, with many sectors having made little or no progress at all. Two exceptions are the tele-communications and retail sec-tors, which show significant levels of advancement in their big data adoption. Early adoption may stem from both of these indus-tries generating and storing vast amounts of customer data, which is routinely used for marketing purposes through initiatives such as store loyalty cards.

The healthcare, pharmaceuti-cals and biotechnology industries, in contrast, are the slowest adopt-ers of big data, with 72 per cent of respondents stating that they have made little or no progress. The prevalence of large and often poorly connected IT infrastruc-ture which exist in many large

state run and private healthcare companies would partly explain the slow adoption.

However, as I observe, the big barriers to adoption of big data are viewed from multiple aspects. They include:

A company’s biggest hin-drance to gaining value from big data is often itself: virtually all companies surveyed indicate that internal road blocks prevent them or slow them down from adopting big data

An inability to share data deprives firms of the value that big data can provide: firms in the Asia-Pacific region are experienc-ing significant problems due to limits on sharing and collabora-

tion. The key reasons are unwill-ingness to share data, a lack of communication between depart-ments and departmental divi-sions. Lack of in-house skills and suitable software are the most sig-nificant factors separating big data leaders and laggards.

Information silos are stopping many firms from innovating.

What are the ways in which customers should gear up to adapt to big data?The first step is for customers

“ Many industries lag in their adoption of data analytics. Besides IT and technology sectors which are traditionally early adopters of new technologies, most industries are relatively slow in their adoption ”

AdriAn de LucA | interview

6 3j a n u a r y 2 0 1 4 | itnext

to understand the benefits that big data drives and believe in it. Besides boosting revenue by 25 per cent or more by improv-ing both decision-making and understanding of customers, they need to buy in the fact that it increases overall agility. Custom-ers should also get positive over the fact that big data can improve understanding of new markets and higher forecasting accuracy--as the C-suite executives as part of the survey indicate that greater volumes of data had led to improvements in strategy, which translated into tangible gains.

Telecommunications, con-sumer goods and financial ser-vices firms are the most optimistic industries with over half of the firms in these sectors vouching for significant gains from cus-tomer insight. It is imperative for senior IT managers to navi-gate through the complex web of data privacy restrictions which presently exist across the region. While companies are upbeat about the impact of big data on productivity and profitability, it gets imperative for IT decision makers to communicate their big

data strategy sufficiently to their frontline employees. Poor com-munication may lead to employ-ees being uncertain about the benefits of big data to their com-pany and therefore being slow in adopting its practices.

IT managers, who might be expected to be more knowledgeable about big data than other job func-tions, are also much more confident about their company’s usage of big data than their colleagues.

What are the best big data practices that you would recommend to senior it managers?We believe that it is essential for business executives to adopt a new approach where they think of ‘data as a capital asset’ and to define a holistic big data strat-egy that will deliver insights and intelligence. This change in focus will enable organisations to innovate with information and generate incremental income. Most organisations have a limited data-capital ‘budget’ that pre-vents them from realising the full potential of the information they hold. It is time for C-suite execu-

tives to ensure cultural alignment throughout their organisations, and to treat data like a capital asset that can bring a significant impact to their business.

Members of IT departments need to be involved in the busi-ness planning cycle much earlier and be more tightly integrated to the business; then they can deliver essential information and insights to the people who can use it to drive business innovation and realise incremental income.

IT contributors are measurable and have a real impact on increas-ing revenue outcome. Under-standing real business needs and delivering intelligence by using the right technologies and tech-nology partners not only enables sophisticated analysis, but also delivers a high level of automa-tion that can offload the burden of daily operations.

We have observed that custom-ers from telecom sectors and e-com-merce sectors have used big data to understand customer demograph-ics and customer buying patterns.

We, at Hitachi have evolved a strategy to give customers real-time information across vertical industries, useful for analytics for decisions, and automated and integrated technologies. The com-pany integrates infrastructure, content, and information with vertical industry applications to help customers turn their data into valuable business insights.

We find that amid challenges, there is a strong appetite for an increased use of data analytics with enterprises. They recognise the value that increased insight can bring in terms of produc-tivity, profitability and innova-tion. The results have shown that effectively communicated data strategy, better training and improved access to data can sig-nificantly improve a firm’s abil-ity to adopt, and gain value from data analytics.

Find other inter-views online on

the website www.itnext.

in/resources/interviews

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cube chat | NeduNchezhiyaN udayar

6 6 itnext | j a n u a r y 2 0 1 4

Fly High

It has been a long and fruitful way for Nedun-chezhiyan Udayar in IT-–from his Indian Air Force days to Kempegowda Interna-tional Airport, Bangalore (KIAB).

Even as he was completing his tenure in the Indian Air Force as a hardcore techie, he wit-nessed the IT revolution gaining momentum in India. That was when he decided to take part in the revolution and pursue IT as a career.

The field of IT is changing at a very fast pace. Udayar ensures that the solutions and systems deployed in his organisation are always up to date.

He says, “Though technology is changing very fast, we ensure the right technology brings value to our core business which is more customer focused and user friendly that can be self-provisioned, by carefully selecting and evaluating them and make appropriate recommendations to the management

as a clear business case. So far, we are very successful in doing that at our airport.”

The biggest challenge he has faced was deploying the innovative CPMI solution before the New Air-port opens for Operation.

It was a Herculean task to get approval from air-port planners / Project division to allow telcos to bring in their OFCs from the city side to the fibre handover point,. Udayar says, “We took up the chal-lenge and suggested that the Ferrules (HDPE pipes) for the OFCs be buried at the foot of the columns that support the boundary wall, explaining to them and convincing them using concept drawings. The Project team was finally convinced and appreciated our efforts in finding a solution despite the ground realities and contractual obligations that needed to be met by our organisation with the EPC; they gave us permission to lay the OFC. Without much civil

Give your 100% to

whatever role you

are playing

He would love to fly some day. Comes as no surprise as he sees hundreds of flights take off every day. His desire to fly is metaphorical as Nedunchezhiyan Udayar, Dy. GM-ICT, KIAB wants his career to grow with flying colours .

By SUBHANKAr KUNDU

cube chat

6 7j a n u a r y 2 0 1 4 | itnext

engineering knowledge, I was able to con-vince the civil experts to give the ROW (Right of Way) to lay the OFC, thereby paving the way to accomplishing the innovative CPMI: a first of its kind in India to become a reality.”

These projects have been aligned with Francis Rajan’s vision, Vice President-ICT at KIAB.

Udayar manages IT Infrastructure sys-tems with a team of 24 hard-core profession-als. His major responsibilities include:

Managing CCTV with Intelligent Video Management System and Video Analytics Fire Alarm System (FAS) for the build-ings and Fire Suppression systems (FSS) for the Green Data Center Visual Docking and Guidance System (VDGS) for safe docking

Airport Communication facilities such as VoIP, IPBABX, RoIP (Radio over IP), TMRS (Trunk Mobile Radio System) and Common Passive Mobile Infrastructure Network Passive Infrastructure: OFC and Copper Cabling across the campus; Data Base maintenance for mission critical airport applications Enterprise System Support for messag-ing, collaboration, Server Maintenance (Wintel) and Internet Security

He loves to play the guitar and the Triple Congo, and travels around with his pas-sion for photography, capturing wildlife and nature. One dream that still remains unfulfilled is his wish to fly. He wants to be a pilot.

Fact File

Full name nedunchezhiyan udayar

current designation dy. general manager-ict

current role ict-operations, Bial

expertise airport securit y systems and it inFrastructure management

Work experience 30 years.

Favourite quote “iF you have no conFidence in selF, you are t Wice deFeated in the race oF liFe. With conFidence, you have Won even BeFore you have started” -marcus tullius cicero

Favourite Book Who moved my cheese By dr. spencer Johnson

Favourite Food south indian: chettinad

Favourite destination sWitzerland

Favourite gadget For Work Black Berry

Favourite gadget For personal use ipad and smart phone

“Though technology is changing very fast, we ensure the right technology brings value

to our core business. So far, we have been successful in doing that in our airport”

6 8 itnext | j a n u a r y 2 0 1 4

event RepoRt | the call for change

Senior it decision makers need to align technology and business and make deeper analysis of the functions to develop an effective cloud strategy for the enterprise

IT NEXT magazine, published by 9.9 Media in asso-ciation with Cisco and Dimension Data organised a two city workshop on Enterprise Cloud Strategy in Delhi and Mumbai respectively.

The hands-on workshop comprised of interesting tech-nology insights by the senior consultants from Cisco and Dimension Data and also case study solving work-shop for the senior IT decision makers.

the Call For Change

Krishna Kumar, chief operating officer, 9 .9 media is seen explaining the concept of the cloud strategy worKshop and stating the rules

during an interactive session

The workshop gave the participants an opportunity to analyze business and technology issues, and develop a cloud strategy and road map for an enterprise. A par-ticipative environment provided a platform where they could exchange ideas and thoughts with other IT heads, and get new insights into deploying cloud solutions. Today IT Decision makers face a number of chal-lenges like:

6 9j a n u a r y 2 0 1 4 | itnext

the call for change| event RepoRt

There was a roundtable discussion on “Aligning IT to Business Goals” that focused on how to overcome the challenges of agility, flexibility and costs while deliver-ing business value.

How do I quickly align IT Services to changing busi-ness requirements?How can I scale IT services and ensure performance?What is the best way to minimize my IT investments,

optimize assets and control costs?

delivering a lecture with hands-on experience to exchange ideas and thoughts with other it heads and get new insights into deploying cloud solutions

one of the particpants awarded with a mememto during the event

Question and answer session with the participants

sharing technological insights with the participants

participants collaborating to find out solutions to address the issues in cloud adoption

participants engrossed in a worKshop that gave them an opportunit y to analyze business and technology issues

7 0 itnext | j a n u a r y 2 0 1 4

event RepoRt TTSL PoST EvEnT REPoRT

Senior it leaders were part of an insigtful seminar on IP based PSTn telephony

To gain competitive edge, enterprise technology managers need to plan, deploy and operate a voice communication infrastructure that is versatile, scalable and

cost-effective which is not possible with traditional telephony delivered from the service provider to a business involving multiple physical links.

IT NEXT, in partnership with Tata Teleservices Limited (TTSL) organised a unique seminar on how to utilize voice-based services optimally for business. Over 60 enterprise IT decision makers including CTOs and CIOs attended the seminar which was hosted in three cities across India- Bengaluru, Mumbai and New Delhi.

SEnioR iTDMS Paying aTTEnTion To ThE voicE coMMunicaTion STRaTEgy

in an inTERacTivE

SESSion

WinnER of a Lucky DRaW

Simplying voice Communication

7 1j a n u a r y 2 0 1 4 | itnext

Investment protectionEasy upgrades with BW increaseSingle port terminationOne of the many users of the solution, Vijay

Kumar Gupta, CEO, RST InfoCom Pvt. Ltd said, “With SIP Trunk, a business can simplify the network by reducing multiple physical links coming to your office and reduces maintenance, administration and overhead costs.”

Among the others present were Peter De Souza, Dy. General Manager, Jet Airways (India) Ltd; Atul Shashittal, Head- IT, Angel Broking; Prasanna V, Associate Director- IT Infrastructure; Raghubir Singh, Asst. Manger – Administration, Intex Technologies India Ltd; Sanjay Jindal, CTO, SITI Cable Network Ltd.

TTSL will deliver the SIP Trunks through Tata Docomo state-of-the-art Class 5 NGN switches. Showcasing the scalability,TTSL stated that on a single link, 20 to 1500 simultaneous calls are possibile. Pooling of free call value (FCV) is also available on SIP Trunk rental schemes to help enterprises.

ShaRing SoME inTERESTing anEcDoTES WiTh ThE PaRTiciPanTS

gEETha nanDikoTkuR, gRouP EDiToR - iT nExT, ShaRing inTERESTing ThoughTS

DELivERing a SPEEch on innovaTionS in voicE coMMunicaTionS

PaRTiciPanTS Exchanging LighTER MoMEnTS DuRing nET WoRking TiME

hiManShu khanna, hEaD-EnTERPRiSE PRoDucTS, TaTa TELESERvicES LTD. , ELaboRaTing on EffEcTivE voicE coMMunicaTion METhoDS

TTSL PoST EvEnT REPoRT| event RepoRt

The seminar threw light on the advantages on deploying SIP trunk in businesses over traditional fixed PSTN lines (PRI/BRI). SIP Trunk connects a private business-class phone system with a IP based PSTN.

Advantages of using IP based PSTN telephony:

No multiple physical linksOpen standards No hardware upgrade required for multiple PRI portsLow maintenance

In conversation with Debashis Sarkar, Himanshu Khanna, Head - Enterprise Products, Tata Teleservices Limited, shares the benefits of using IP based PSTN Telephony

business environments and rapid evolution in technology will compel specific business segments to gear up for an infrastruc-ture that’s robust enough to address the rapid pace of challenges that businesses face.

The time has come for unified communication (UC). The end-consumers are forcing enterprises to adopt the much talked about trend of unified communications. The phenomena which we are seeing is that with the convergence on the device side, the consumers are using the same device for both voice and data. It is a matter of time before enterprises adopt UC. It already exists in some form or the other, but it will get reinforced in the coming days.

Q What kind of market to do you see in India with respect to Unified Communications?The market statistics are very encouraging. The fact that certain UC solutions are penetrating and customers are demanding for more handshakes with applications and voice, makes me find the market for UC very positive.

Q How can enterprise technology leaders gain a com-petitive edge by deploying and operating a voice commu-nication infrastructure?The challenge that we are facing is that the existing infrastructure is not scalable. As we experience a seasonal demand, the need to invest in networks to size up for the peaks is no longer applicable.

Unwiring Traditional Telephony

Tell us about the National Data Sharing and In this age of rapid data explosion due to the ever expanding reach of smartphones, tablets and other smart devices, how important is voice as

a communication medium?Though data usage is increasing, voice will remain one of the preferred medium. In an economy like India, where a significant percentage of the population is using voice communication; it will continue to be significant for us.

Q As voice communication is taking a back step, will this affect investments?Not exactly, because in the underlying infrastructure or most of the interfaces that businesses are developing, voice communica-tion forms an important element. It might be a less talked about fundamental framework; however, it will continue to remain important. The good thing that will happen with data becom-ing more prevalent is that there will be new use cases that will integrate data and voice.

Q How important is unified communication for today’s organisations?Despite the rapid data explosion, voice remains the preferred medium. To gain a competitive edge, enterprise technology man-agers need to plan, deploy and operate a voice communication infrastructure that is versatile, scalable and cost-effective. Volatile

7 2 ITNexT | j a N u a r y 2 0 1 4

IntervIew | HimansHu KHanna

What we need is that the infrastructure should be there when we need it. Adoption of newer products like SIP trunk plays a key role.

Q Why SIP Trunk?Till now, there hasn’t been much advancements in the voice front. SIP Trunk solves many problems. Unlike in traditional telephony where bundles of physical wires are delivered from the service pro-vider to a business, SIP Trunk allows a company to replace these traditional fixed PSTN lines (PRI/BRI) with SIP Trunk over an IP based transport network. SIP Trunk connects a private business-class phone system with an IP based PSTN.Advantages of using IP based PSTN telephony:

No multiple physical linksOpen standardsNo hardware upgrade required for multiple PRI portsLow maintenanceInvestment protectionEasy upgrades with BW increaseSingle port termination

Q What about the interoperability?Our solution is based on open standards; thus, it is completely interoperable. Users will have the option to upgrade or downgrade channels on the same physical link.SIP Trunk is offered in “USER Mode,” so CPE has to be registered with Tata Docomo SBC.

Q What kind of cost to benefit ratio can one expect?It varies from use cases to use cases. With SIP trunk, one does not need to invest on the hardware front, which indi-cates immediate savings. The operational efficiencies are also

increased as the need to maintain infrastructure is eliminated. We deliver the SIP Trunks through Tata Docomo state-of-the-art Class 5 NGN switches which are highly scalable and can handle 20 to 1500 simultaneous calls. Pooling of free call value (FCV) is also available on SIP Trunk rental schemes to help with optimal utilisation of FCV.

Q How can opex be worked out?Opex would be similar, as the predominant opex would be voice usage which will remain the same. There can be benefits in opex because of the reduced hardware, businesses are going to save on power and other associated maintenance costs.

Q What should a CIO keep in mind while deploying a voice communication infrastructure?He has to deploy something which is scalable. In businesses, demands are expected to be seasonal and they will not have the capex to size up for that. CIOs must keep the following in mind:1) The solution should be based on open standards2) The solution should be scalable3) The solution should be easily maintainable

Q What are the emerging trends in voice communica-tion infrastructure? How is TTSL gearing up to meet these trends?Enterprises are mostly looking at outsourcing these niche processes to telecom operators and are more open to telcos hosting certain applications. Another key market trend that we observe is that Voice infrastructure is becoming more sim-plified. TTSL is following these trends very closely

“The end-consumers are forcing enterpris-es to adopt the much talked about trend of unified communica-tions and convergence on the device side”Himanshu KhannaHead - Enterprise Products, Tata Teleservices Limited

7 3j a N u a r y 2 0 1 4 | ITNexT

HimansHu KHanna | IntervIew

update

7 5j a n u a r y 2 0 1 4 | itnext

PH

OT

O I

MA

GI

NG

: H

Ar

Id

As

bA

lA

N

A platform to air your views on the latest developments and issues that impact you

Sajith ChakkingalAssIsTANT VIce PresIdeNT, bArclAysSDns by itself are shaping

up as SDDC (Software

Defined Data Centre) to

bunch up with Server and

network. SDDC claims

improved efficiencies from

extending virtualization

throughout the DC with

better application avail-

ability and security through

policy-based governance

and the flexibility to run

new and existing legacy ap-

plications in multiple plat-

forms. The SDDC is likely

to further bring down the

prices for the data center

physical hardware and

challenge the traditional

methods of procurements

and vendor management to

develop innovative ways to

differentiate their products.

ViShwaS S k seNIOr MANAGer, AdITyA bIrlA MANAGeMeNT GrOuP While virtualization of

servers is now being well

accepted in India, we are

struck in terms of virtual-

ization of networks. This

is yet to become a proven

technology in India. also

users are not sure on the

IPv6 and its implication on

the organizations. Skills for

managing virtual servers

are now adequate, however

on virtual networks it is

the other way round. SDn

will have to wait until early

adopters implement and

others follow. There will be

an increased shift towards

the energy efficiency levels

with these virtual environ-

ments that compared of

physical network devices

and servers.

PradeeP ChankaraChanseNIOr MANAGer, HArMAN INTerNATIONAl INdIA The backbone alignment

towards virtual server and

switched are happening

through a silent revolution

happening beyond the walls

of CIO organization. Consid-

ering the varied user base

and performance require-

ments from employees,

partners, customers and

potential customer base

the need of the hour is to

provide a robust backbone

which is customizable to dif-

ferent needs. The challenge

for the organizations that

have invested in the legacy

infrastructure is the ability

to build a customer centric

business case. It should

showcase the returns.

‘Will SDN Dominate the DC in by 2015 ?’

oPen debate

your views and opinion matter to us. Send us your feedback on stories and the magazine to the Editor at [email protected]

book For you

The Elephant CatchersThe book compares the difficulties of catching an elephant with small organisations who are wanting to make it big.

STar ValuE:

IT NEXT VerdiCt Practical advice on real issues, words

of caution on strategy traps and M&as

and invaluable insights into a whole

range of growth-related issues.

The author feels that catching an el-

ephant is totally different from hunting

a rabbit. He says, “Elephant catch-

ers come at a price that may raise

eyebrows and change the status quo in

your existing set-up.” Bagchi compares

the business decisions with one’s deci-

sion of choosing a life partner. It is im-

perative for orgnaistaions to make the

right choice or face the consequences

for the decisions they have taken. “as

in all walks of life, in business too, re-

lationship choices have consequences.

If you seek a marriage of convenience

, do so with your eyes open and always

be aware that it just might become an

unholy alliance.” Bagchi feels that a

brand needs to be nurtured and rein-

vested for it to succeed. “a brand liter-

ally takes birth, grows, and ages and,

unless it is renewed, it dies and decays.

It’s an expression of an organisation’s

mission, vision, values, its ambition,

and it cannot change unless the core

goes through a transformation.

auTHOr: SuBrOTO BagCHIPuBlISHEr: HaCHETTE InDIa

my log Sangita thakur varma managing Editor, india now

7 6 itnext | j a n u a r y 2 0 1 4

Every New Year, we are a step closer to Gen Y managers waiting in the wings coming centre stage to take up big lead-ership roles. They are closer to stepping into the boardroom and into the shoes of the CIO or CEO. Olaf Swantee, CEO, EE, quotes a company funded Deloitte report, Upwardly Mobile – Redefining business mobility in Britain, to under-line the fact that in Britain this net savvy generation’s first FTSE CEO will prob-ably be appointed by 2016.

It would not be too surprising if India too gets its first Gen Y CEO from among the Next 100 winners in the three to five years or so. IT managers in their early to mid-30s are rearing to take on more challenging leadership roles in their companies. But then, what will be the defining characteristics of these next-gen leaders?

Businesses realising this are under-going paradigmatic transformations and reinventing to keep up with the times. Apparently, leaders of tomorrow have to keep pace with the fast changing economic realities. This calls for contin-uous learning on the job and periodic re-skilling to keep you relevant.

Yet, a resume with top of the class qualifications will not take one to the hot seat, as there are others, equally good, who are in the same race. In fact, the first characteristics that will set apart the Gen Y CEO will be the go-getter, can

Gen Y Leaders of TomorrowQuick, adaptable, caring and daring—are the characteristics to develop for the hot seat.

CUBE CHAT | NEDUNCHEZHIYAN UDAYAR CUBE CHAT

6 7J A N U A R Y 2 0 1 4 | ITNEXT6 6 ITNEXT | J A N U A R Y 2 0 1 4

much civil engineering knowledge, I was able to convince the civil experts to give the ROW (Right of Way) to lay the OFC, thereby paving the way to accomplishing the innovative CPMI: a first of its kind in India to become a reality.”

These projects have been aligned with Francis Rajan’s vision, Vice President-ICT at KIAB.

Udayar manages IT Infrastructure systems with a team of 24 hard-core professionals. His major responsibilities include:

Managing CCTV with Intelligent Video Management System and Video Analytics Fire Alarm System (FAS) for the buildings and Fire Suppression systems (FSS) for the Green Data Center Visual Docking and Guidance System (VDGS) for safe docking

Airport Communication facilities such as VoIP, IPBABX, RoIP (Radio over IP), TMRS (Trunk Mobile Radio System) and Common Passive Mobile Infrastructure Network Passive Infrastructure: OFC and Copper Cabling across the campus; Data Base maintenance for mission critical airport applications Enterprise System Support for messaging, collaboration, Server Maintenance (Wintel) and Internet SecurityHe loves to play the guitar and the

Triple Congo, and travels around with his passion for photography, capturing wildlife and nature. One dream that still remains unfulfilled is his wish to fly. He wants to be a pilot.

Fly High

It has been a long and fruitful way for Nedunchezhiyan Udayar in IT-–from his Indian Air Force days to Kempegowda International Airport, Bangalore (KIAB).

Even as he was completing his tenure in the Indian Air Force as a hardcore techie, he witnessed the IT revolution gaining momentum in India. That was when he decided to take part in the revolution and pursue IT as a career.

The field of IT is changing at a very fast pace. Udayar ensures that the solutions and systems deployed in his organisation are always up to date.

He says, “Though technology is changing very fast, we ensure the right technology brings value to our core business which is more customer focused and user friendly that can be self-provisioned, by carefully selecting and evaluating them and make appropriate recommendations to the management as a clear

business case. So far, we are very successful in doing that at our airport.”

The biggest challenge he has faced was deploying the innovative CPMI solution before the New Airport opens for Operation.

It was a Herculean task to get approval from airport planners / Project division to allow telcos to bring in their OFCs from the city side to the fibre handover point,. Udayar says, “We took up the challenge and suggested that the Ferrules (HDPE pipes) for the OFCs be buried at the foot of the columns that support the boundary wall, explaining to them and convincing them using concept drawings. The Project team was finally convinced and appreciated our efforts in finding a solution despite the ground realities and contractual obligations that needed to be met by our organisation with the EPC; they gave us permission to lay the OFC. Without

FACT FILE

FULL NAME NEDUNCHEZHIYAN UDAYAR

CURRENT DESIGNATION DY. GENERAL MANAGER-ICT

CURRENT ROLE ICT-OPERATIONS, BIAL

EXPERTISE AIRPORT SECURIT Y SYSTEMS AND IT INFRASTRUCTURE MANAGEMENT

WORK EXPERIENCE 30 YEARS.

FAVOURITE QUOTE “IF YOU HAVE NO CONFIDENCE IN SELF, YOU ARE T WICE DEFEATED IN THE RACE OF LIFE. WITH CONFIDENCE, YOU HAVE WON EVEN BEFORE YOU HAVE STARTED” -MARCUS TULLIUS CICERO

FAVOURITE BOOK WHO MOVED MY CHEESE BY DR. SPENCER JOHNSON

FAVOURITE FOOD SOUTH INDIAN: CHETTINAD

FAVOURITE DESTINATION SWITZERLAND

FAVOURITE GADGET FOR WORK BLACK BERRY

FAVOURITE GADGET FOR PERSONAL USE IPAD AND SMART PHONE

“Though technology is changing very fast, we ensure the right technology brings value

to our core business. So far, we have been successful in doing that in our airport”

Give your 100% to

whatever role you

are playing

He would love to fly some day. Comes as no surprise as he sees hundreds of flights take off every day. His desire to fly is metaphorical as Nedunchezhiyan Udayar, Dy. GM-ICT, KIAB wants his career to grow with flying colours .

BY SUBHANKAR KUNDU

ADRIAN DE LUCA | INTERVIEWINTERVIEW | ADRIAN DE LUCA

6 1J A N U A R Y 2 0 1 4 | ITNEXT6 0 ITNEXT | J A N U A R Y 2 0 1 4

BIG DATA MOVES BEYOND POCS

Hitachi has indentified big data as one of the

key IT trends in 2014, can you substantiate this fact? Big data analytics will go beyond the proof-of-concept phase and into production in established markets. We , at Hitachi believe that this trend will combine with local business drivers to shape the IT and storage landscape in the Asia Pacific region in 2014. Besides, enterprises will have to find ways to uncover value from within their existing data stores and deploy scalable infrastruc-ture to extract meaningful out-come from big data projects. In one of the big data surveys that we conducted along with Econo-mist Intelligence Unit (EIU), over 70 per cent of organisations in the region believe big data adoption will improve their profitability, productivity and innovation.

However, many organisations find that their existing informa-tion hinder the effective gathering of data for analysis, as the infor-

mation is stored and managed in separate business systems, infor-mation silos, formats and media. But across different geographies and industries, the adoption of big data technologies and strategies has been far from uniform.

It is important to analyse how far businesses in the Asia-Pacific region have progressed with this trend. Who is adopting big data, what gains do executives think their firm can make from it and what factors might inhibit its adoption? Besides, it is critical to understand, crucially, is there consistency between how execu-tives on the front line and senior management understand its role within their organisation? Is hype about big data justified by its practical usage throughout the business?

Hitachi has been reiterat-ing the fact that C-suite executives are ultimately responsible for decisions about big data strategy and

investments. What are the key aspects that businesses should know about big data?There are four things businesses should know about big data in the Asia-Pacific region. a) Adoption is slower than you would expect: more than half of the firms that were included in our survey have made little or no prog-ress in their big data strategiesb) Internal issues are inhibiting adoption: 91 per cent of companies cite internal issues as barriers to big data adoptionc) Frontline employees can’t assess the data they need: 81 per cent of employees say that critical data resources are not available to themd) Many believe in the benefits of data analytics: almost half of the firms believe big data can improve revenue by 25 per cent or more

Can you elaborate on the big data’s big picture in the Asia Pacific regions? What are the barriers to adoption of big data?

Adrian De Luca, CTO, Asia Pacific, Hitachi Data Systems finds big data to be one of the hottest IT trends. In conversation with N Geetha, during the Hitachi Asia Pacific Media Summit in Sydney recently, De Luca observes that enterprises will have to find ways to uncover value from within their existing data stores and deploy scalable infrastructure to extract meaningful outcomes from big data projects

Adrian De Luca, CTO, Asia Pacific, Hitachi Data Systems finds big data to be one of the hottest IT trends. Pg 60

Customer is the biggest motivator, says Hamish Taylor.P 5

Nedunchezhiyan Udayar, Dy.GM-ICT, KIAB wants his career to grow with flying colours . Pg 66

do attitude that challenges the status quo of the established order, according to the Deloitte report. Yes, if you have this in you, half the battle is won. The changing workplace dynamics call for men and women of action who can take fast decisions. The days of elaborate board meetings to pass or thumb down every innovation or creative line of thought because it is not tried and tested are passe´.

The workplace will have to become more flexible to individual require-ments. It will be have to become more humane, open and decisive. You, as the future leader, will have to develop the mindset to create and lead this setup.

Gen Y workers will bring with them an all pervasive data culture on the back of networks that connect multiple locations. The new-age leader will have to develop sharper faculties to respond in real-time.

With borderless workforce solutions the new mantra, workplaces are a veritable cultural potpourri. Leaders of tomorrow will have to develop the sensitivity to handle this cross-cultural global environment that is more dynamic, inclusive, vibrant and diverse. They will require a perspective that spans continents to be able to take their company to the next transformational level to becoming a global brand. You will be that global leader.

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ITNEXT Magazine January 2014

Technology

Transcript of ITNEXT Magazine January 2014