CIO Review Magazine – Oct

Transcription

Opinion:
Dave Hale, E2Open Inc
Meet the CIO: Andrew Macaulay, Clearwire In Conversation:
Kumud Kalia, Akamai Technologies
Bruce Anderson, IBM
CIOReview
The Navigator for Enterprise Solutions
PUBLISHED FROM FREMONT, CA
OCTOBER - NOVEMBER 2012
Leading the Context-aware
Mobile Application
Development
Raj Tumuluri, CEO
$10
CIOREVIEW.COM
Contents
cover
OCTOBER - NOVEMBER 2012
14
PAGE
story
Mobile Application
Development
By CR Team
06 OPINION
TheRiseofthe
Cloud:Threator
Opportunity?
DaveHale,CIO,
E2OpenInc
08 CEOSPOTLIGHT
RichardEicherJr,SkycoreLLC
LynnLeBlanc, HotLinkCorporation
GilElbaz, FactualInc
18 MEET THE CIO
24 Envisioningtobeatthe
forefrontofNext-GenProcess
Technology
34 TECHNOLOGY
RajivRamaswami,EVP&GMInfrastructure&NetworkingGroup,
Broadcom
TimYeaton,President &CEO,BlackDuck
Software
26 IN CONvERSATION
BruceAnderson,
GM-GlobalElectronics
Industry,IBM
FOSSandInnovationinthe
ChineseTechnologySector
36 MARKETING
JezFrampton,GlobalCEO,Interbrand
38 vIEWPOINT
GreatSalesandEngineeringTeams
sharetheSameDNA
ToddMcKinnon,CEO&CoFounder,Okta
TheCIOsetsthe
emotionaltone
foranEnterprise
28 JeffRichardson,EVP&COO,LSI
40 TheFineLineofTrustinCloud
30 vIEWPOINT
JonWallace,Director,EmergingTechnology
&Strategy,AppSense
AndrewMacaulay,
SVPIT,Clearwire
CanITOpenNewSourcesOf
Revenue?
42 TECHNOLOGY
20 BattlingtheChallengesinthe
EnterpriseComputingIndustry
BhaskarHimatsingka,CTO,Ariba,Inc.
22 SustainingCustomer’s
Sophisticationis
TopPriority
KumudKalia,SVP&CIO,
AkamaiTechnologies
MatthewBrown,VP&PracticeLeader
ServingCIOs,Forrester
BigBroadData:TheroleofDataAPIs
32 Consumerizationof
ITDoesnotEqualBYOD
44 vIEWPOINT
JoshDasher,VP–Products&Marketing,
AppCentral
AnantJhingran,VPData,Apigee
UnderstandingAppStore
Upkeep-SimpleIsnotEasy
ChrisSchroeder,CEO&Founder,App47
33 UnlockingBigData:
46 vCTALK
ThenextBigOpportunity
AjayChopra,GeneralPartner,
TrinityVentures
FaisalHusain,CEO,Synechron
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October - November 2012
CIOR eview
OCTOBER - NOVEMBER - 2012
Publisher & Editor-in-Chief
Harvi Sachar
Managing Editor
Christo Jacob
Sr.Visualizer
Dips
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CIOReview
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Fremont, CA 94538
T:510.490.2428, F:510.440.8276
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the publisher thereof.
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R
Editorial
Information is Wealth
ecently, I happened to meet a guy who does nothing for
his daily living, but lives happily having daily meal three
times a day. How? He knows the sacred places in the city
where the free meals are offered. This relates me to the fact that
“Information is Wealth”. Today, Venture capitalists are realizing
this fact and are betting high on Big Data.
Today “Big Data” is a part of every sector which can be captured, communicated, aggregated, stored, and analyzed. A recent
study states that the market for big data tools will rise from last
year's $9 billion to $86 billion in 2020, when spending on big data
tools will account for some 11 percent of all enterprise IT spending. Hence this has become a very serious issue that the business
leaders and policy makers need to tackle the economic possibilities
of big data.
Social media sites, smart phones, and other consumer devices
including PCs and laptops, and growing trend of Cloud Computing and Mobile computing have allowed billions of individuals
around the world to contribute to the amount of big data available. This has cautioned most of the players in the industry to
monetize these resources in every means. Large corporations like
SAP and IBM draw a lion’s share of the attention surrounding
“Big Data” and analytics platforms. But thanks to the resourcemagnifying abilities of cloud and a variety of open-source tools,
more startups are emerging with products designed to chop, sort,
and analyze massive amounts of information.
Today, what we lack is the talent that can handle the massive
information today. McKinsey states that the U.S alone faces a
shortage of 140,000 to 190,000 people with deep analytical skills
as well as 1.5 million managers and analysts to analyze big data and
make decisions based on their findings. Big Data being at an inflection point, having a core set of deep analytical talent is not
enough to transform an organization, especially if the key business leaders and analysts do not know how to take advantage of
this big data capability. All of the business leaders in an organization need to have deep understanding of analytical techniques in
order to make maximum use of it, which will help them to deliver
maximum value to their customers.
Please do share your thoughts with us.
Christo Jacob
Managing Editor
[email protected]
Opinion
The Rise of the Cloud:
Threat or Opportunity?
The author is CIO, E2Open Inc
DAvE HALE
E2Open Inc (EOPN) is a provider of cloud-based, on-demand software solutions enabling enterprises to procure, manufacture, sell,
and distribute products more efficiently through collaborative execution across global trading networks. Founded in 2005, the company’s impressive clientele include Celestica, Cisco, Dell, Hitachi, IBM, LSI, Motorola, RIM, Seagate, and Vodafone. David Hale is responsible for the company’s software-as-a-service operations, IT operations, and global support.
A
flood of recent articles and posts in
the trade press appears bent on ratcheting up the anxiety of IT professionals as cloud-based technologies
continue to gather strength and importance.
To be fair, any disruptive technology is going
to create some anxiety, as by definition it changes
the landscape; certainly the cloud is rapidly
changing the information technology market.
Apart from the initial fears (e.g., the cloud will
do away with IT careers) and temptations (e.g.,
the cloud will set me free), the ultimate reality of
the cloud is that it presents new opportunities
and challenges to IT professionals.
Through the cloud, organizations perform tasks
or use applications that leverage vast outsourced
computing and processing power, which enables
them to quickly scale services and applications to
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Dave Hale
In today’s world of “everything cloud,” business teams have direct
access to IT resources via third-party cloud providers—and this
means that technology strategy and decision-making are open to
new influencers
meet changing demands without
requiring significant capital outlays
for new network assets. This increases IT flexibility and can lower
costs—but it also disrupts the normal course of business. Specifically,
the cloud empowers business teams
to do things that were previously
the exclusive responsibility (and
competency) of the IT organization. In today’s world of “everything cloud,” business teams have
direct access to IT resources via
third-party cloud providers—and
this means that technology strategy
and decision-making are open to
new influencers. But this is not necessarily bad news for the IT function. It does, however, require a
willingness from CIOs and IT managers to re-imagine the role and
function of their teams within this
new paradigm—and the ways in
which they can most effectively
support and guide their business
counterparts.
Put differently, the new opportunity for IT organizations is to: understand the shift to Internet
-enabled applications, prepare their
enterprise environments accordingly,
and evolve management styles to
meet the promise of cloud computing. IT organizations capable of this
type of re-engineering and flexibility
will be well positioned to reap the
rewards of today’s best cloud solutions. After all, the function of
cloud-based technologies is not to
replace existing IT organizations,
but to extend the value of the core
systems they have built as well as validate the quality and effectiveness of
those systems.
Part of the transition will involve IT professionals relying more
on skills beyond technical ones,
specifically those that relate to people, processes, governance, and
compliance, as the relationship between company and cloud provider
becomes more critical.
As Reuven Cohen notes in the
Forbes article questioning open
source code, application programming interfaces (APIs) and Big
Data have become some of the
most valuable currencies in the
emerging cloud computing landscape: “APIs have become the
roadmap to a network of complex
and globally disperse cloud computing environments,” he says.
“What and how you interact with
these platforms is quickly taking
center stage.”
IT professionals continue to be
among the major players on that
cloud-based stage, as their mindsets
change from fear to excitement,
from IT versus cloud to IT rising
with the cloud.
The new opportunity for IT organizations is to: understand the shift to Internet-enabled applications, prepare their
enterprise environments accordingly, and
evolve management styles to meet the
promise of cloud computing.
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A
CEO SPOTLIGHT
QR Codes to empower Data Collection
RICHARD EICHER Jr, CEO, Skycore LLC
t this point, you have
probably seen QR codes
printed on magazine ads,
direct mail pieces and
posters. You may even have used a mobile shopping app for scanning a UPC
barcode to compare prices of products
online. We are now seeing smartphone
scanning technology being effectively
Richard Eicher Jr
Founded in 2003, Skycore LLC is a mobile
value added service provider (VASP) specializing in mobile multimedia delivery technologies and applications for mobile
operators, enterprises, brands and their
agencies.
deployed in the workplace as employees
are given tablets and smartphones or
bringing their own device to work
(BYOD).
Merchants, educators and enterprises are beginning to roll out iOS and
Android devices for AIDC applications. Because traditional mobile scanners used for AIDC can cost as much
as $1,500 or more, smartphones and
tablets with or without ruggedized
cases offer a low cost, easily replaceable
and customizable alternative. In many
cases, these alternative devices are more
convenient and offer more utility than
traditional AIDC hardware. And they
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are already in your pocket! As employees are exposed to the user interfaces of
Android and iOS devices, the training
required for commercial applications
can potentially be much lower.
Rugged and purpose-built mobile
computers won’t go away – they are
critical for many applications, and especially for harsh, rugged environments. Instead, what we will see are
many new opportunities for businesses
to collect data and increase productivity
based on the low price, convenience
and ready availability of smartphones.
For the AIDC industry as a whole, we
see the expansion of value-added services into these new areas.
www.lightspeedml.com
Codes (shelf labels), Codabar (FED-X,
blood banks, libraries) and many more.
Opportunities for
Entrepreneurs
In the first million transactions
recorded and validated using
codeREADr, our commercial barcode
scanning app and SaaS platform, the
top five ‘objects’ scanned were (in
order):
What is holding up adoption in
the Enterprise?
The camera on smartphones is excellent
for scanning QR codes and UPC barcodes but has been far less efficient at
reading the plethora of barcode symbologies used in most commercial enterprise applications. While some of
those codes are being replaced by QR
codes, most businesses will continue to
use those other symbologies for a long
time to come.
The good news is smartphones will
soon be able to efficiently scan these
commercial symbologies, and do so as
fast and accurately as traditional AIDC
scanners. [This enabling technology
will be announced in Q4/2012 or
sooner.]
The most common symbologies for
commercial applications include PDF417 (boarding passes, driver’s licenses,
shipments, documents, IDs, expo
badges, etc.), Aztec (boarding passes
and rail transportation tickets), Data
Matrix (marking small items, marking
secure items, documents, etc.), Code
39/Code 128 (tickets, shipments, packaging), Maxicode (shipments ), Plessey
1. Tickets (access control)
2. Asset Tags (real-time asset tracking
and inventory)
3. Badges (meetings & expos – especially for lead retrieval and attendance
tracking)
4. IDs (student, membership, patient
and employee)
5. Offers, Vouchers, Loyalty Cards
and Coupons (Apple’s Passbook will
greatly increase this category)
Entrepreneurs will be able to build
third party services leveraging a smartphone’s ability to track, validate and authenticate data embedded in these
objects.
In particular, as many of these objects will be moving from paperbased to mobile-based (e.g. Apple
Passbook or Google Wallet), they can
not only deliver these objects but also
close the loop and validate them without a significant capital expense for
hardware.
Android and IOS app development teams
Quality and Testing for apps done by your team
We guarantee
Quality and aggressive schedules
Unbelievable pricing for developers and testers
Come for speed and price
Stay for quality and experience of stress free working
with our team
www.lightspeedml.com
510.943.5090
CEO SPOTLIGHT
IT INTEROPERABILITY:
An Opportunity for Entrepreneurs to Innovate
LYNN LEBLANC, CEO, HotLink Corporation
Lynn LeBlanc
Founded in early 2010, HotLink Corporation has developed a heterogeneous data center system management platform for virtual, cloud & physical
computing infrastructure. Headquartered in Sunnyvale , California the company’s customers include enterprise IT organizations spanning technology,
financial services and telecommunications.
R
arely, can you open an IT
publication without reading about cloud-based
computing.
Most will
agree that the ‘idea’ of cloud-based
computing is compellingæ fully
elastic capacity in which IT only pays
for what is used and is removed
from the day-to-day operational
complexity and cost of administering undifferentiated compute resources that can instead be
outsourced to others. For most sizable IT shops, the vision is a dynamic
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mix of on and off-premise resources
in an integrated pool with a single
point of management, seamless
workload conversion and user-provisioned services.
Frequently, industry analysts describe an evolution to cloud computing as a “journey.” Unfortunately, the
journey can involve many products,
multiple management layers, various databases, custom scripts, service catalogs, self-service portal and
substantial professional services over
a sustained period of time. The technology vision is such a significant
deviation from the present state of IT,
implementation can take a decade.
In a climate where business is required to deliver positive financial
results every quarter, long-term investments are challenging to justify
and completely impractical for
many.
A key element of the complexity
of transitioning to cloud-based services is the incompatibility of the disparate virtual infrastructures being
‘pooled’ into a cloud. The x86 virtualization platforms that have proliferated over the past five to eight
years each had their own management infrastructure, a tight coupling
between the underlying hypervisor
and the tools used to manage multihosts deployments. VMware vCenter is used to manage vSphere,
Microso/ SCVMM to manage
Hyper-V, XenCenter to manage
XenServer, and so on. VMware dominates the on-premise server virtualization market today since they were
first to market and have the most
mature feature sets. Others are rapidly gaining ground as competing
technologies mature. The virtualization vendors have provided APIs for
integration but only expose very
basic hypervisor features. The net
result is that enterprises, inherently
diverse due to broad scope and scale,
already have multiple on-premise
virtual ‘silos’ to manage with multiple management solutions in place.
In contrast to the VMware dominated on-premise virtual infrastructure, the IaaS cloud service providers
more commonly deployed opensource Xen-based infrastructure
along with their own management
tools for customers to use. Because
of the platform incompatibility with
the on-premise deployments, the
cloud services are managed as yet
another ‘silo’ in the enterprise. Most
industry experts agree that an effective cloud management solution for
enterprise IT must enable interoperability of diverse platforms. However, that prerequisite is out of sync
with the offerings of most vendors
today and unachievable with the virtual infrastructure limited APIs
alone.
With the extraordinary economic potential of cloud computing, IT interoperability is a huge
opportunity for entrepreneurs to innovate. In fact, the company I
founded, HotLink, is focused in this
very area. As with all important enabling technologies for sizable markets like information technology,
innovation requires talented engineers to develop novel technical solutions, capital to fund the
development, and knowledgeable
teams to take the solutions to market. For those who have the right
motivation, talent and experience, I
would consider this to be an important industry opportunity with significant upside potential.
CEO SPOTLIGHT
You need to know the
Power of APIs
GIL ELBAz, CEO, Factual Inc
A
Gil Elbaz
Founded by Gil Elbaz in 2007, Factual Inc is an open data
platform for application developers that leverage large scale
aggregation and community exchange.
s someone who is dedicated to creating
high quality and accessible data, I am encouraged that more and more people are
realizing that data in massive volumes does
not really mean much unless it is high quality, verifiable, relevant, and accessible. The most important
trend I see in the world of data today is that the element to create quality and accessible data is entering
the mainstream.
The rise in data marketplaces or data exchanges is
a great sign because they enable distribution to new
customer segments, more creative pricing, as well as
easier data sharing. Companies like Microsoft’s Azure
Data Marketplace, docs, Factual and EMC/Greenplum
are creating exchanges that demonstrate, to paraphrase Bill Joy, that there may be more valuable data
outside your company than in it. These marketplaces/exchanges will foster the sharing and using of
external data sources and will drive the creation of
business models so people can get valuable data at a
fair trade. There will be a natural process of quality
control as the organizers and participants of the mar-
kets seek to protect their brands and insist that those
who provide data show that it is correct. Third parties will review the quality of data, as they do for most
other products.
The rising adoption of Application Programming
Interfaces (APIs) outside of the world of tech startups
will accelerate data accessibility. Most people do not
know that most of the traffic for Twitter comes via
APIs. The same is true for other popular Internet companies. APIs allow people to incorporate data directly
into applications. To make this work, you have to understand how to build and run an API and what kinds
of applications it will support. Companies like Apigee
are bringing the infrastructure and knowledge of how
to publish APIs to market.
I predict that as more great data becomes accessible
through APIs and other means, the idea of a data supply chain will become popular. At Factual, we realized
that all over the Internet, relevant data was available,
but it was incredibly fragmented, and without any
clean standards applied. Our first mission is to collect
those fragments along with direct contributions from
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organizations and individuals and
to create data about places and
products. We have also created
many APIs to help mobile app developers, ad targeting efforts, and
businesses. We think that as more
and more data becomes accessible,
more companies will join us in creating data supply chains.
Road to the Future:
The discipline of Data Science will
play a much more pivotal role in
shaping every aspect of a business,
moving from R&D/back office to
being indispensable to their core
strategy. It’s the difference between
having a few Hadoop engineers to
employing data strategists that will
ensure all functions have access to
clean, high quality internal and external data, as well as a deep toolkit
to do predictive analysis.
While it’s exciting to see positions like Chief Data Officer, and
Stanford opening a Data Science
101 class, we are still away from really knowing the combination of talent + software + culture required
to affect the impact big data can
have across the entire organization.
I predict Data Scientists will be in
the core DNA of many organizations, and a norm in the workforce
versus an outlier and a minority.
Challenges
faced by Entrepreneurs:
The characteristics of successful entrepreneurs will change in the next
decade. Open source and cloud
technology have dramatically lowered the costs of the development
and production of new products. A
startup that required $10 million a
decade ago can now get going for
$500,000 or in some cases even far
Business Intelligence,
Mobile and Cloud are
the top priority for CIOs
in Asia. Reducing
enterprise costs did not
make the top ten
business priority list in
2011, but ranked
number three on the list
worldwide.
Courtesy: Gartner Executive
Programs (EXP) CIO Agenda
survey
less. While that sounds rosy, it also
means that there is more competition ever from other startups as well
as from nimble groups within larger
organizations.
On the consumer side of the
business, we have seen a tremendous acceleration around new products and features, and in order to
succeed several things have to come
together.
Creating great products is of
course primary, but communication
and marketing skills will become
more important than ever as an increasing number of products and
services proliferate the market. Attracting talent is the first chore.
Once a product is in place, developing market awareness and changing
consumer behavior is the next challenge. Successful entrepreneurs will
be more balanced between engineering and communication skills.
In addition, it is clear that Lisa
Gansky is right on the money in her
characterization of how businesses
need to embrace the Mesh. The
most significant moat will come
from data and relationships, and
Mesh-oriented products look to
every customer to provide information or reach that extends the value
of the entire network to the entire
consumer base.
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Cover Story
Raj Tumuluri, CEO
Mobile Application
Development
By CR Team
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any first-generation authoring platforms
and mobile strategies focus on replicating
portions of customer and employee Web
portals on a mobile device. This is a logical and necessary first step for enterprises, but it is also not the endpoint. New technology is
enabling mobile-only capabilities that the “conventionalweb” could never do.
Consider mobile-applications that can bring-up applications for boarding-passes, as soon as you reach the airport counter or act as Keys with near-field-communication
(NFC) on arrival at a hotel. These applications leverage the
mobile-only features such as location, motion, type of device being used and other proximity-sensors to adapt the
behavior of applications to suit the convenience of the user.
Thus, a travel-application that “knows” that you are
going to play Golf, can automatically alert you to sudden
rain or other changes in the weather ( picking up weather
information on your course-location ) and a health-care
M
application can simply speak to you or your loved-ones
when it is time for the medication or monitoring the vital
readings.
These new-generation applications your customers love
to use have become possible, due to the recent advances in
the location-aware, speech and other sensory technologies
that are now part of most popular mobile devices. Speech
and other modes of interaction for convenience of user are
now standard on most mobile device-platforms.
However, authoring applications with these contextaware features need not require enterprises to deviate from
the established web-like development paradigm or get
locked-in to often proprietary or device-specific development.
"User experience is critical to the delivery of sophisticated mobile applications," says Shekar Pannala EVP &
CIO of Bank of New York Mellon. "To that end, we have
put in place the foundation technology for natural, deviceappropriate interaction. As we roll out applications, we will
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• The most flexible Application
Development (AD) options & tools based on
Open Standards
• A securely managed container for all
enterprise MEAP applications. Remotely
install, manage and delete your MEAP
applications and related data.
• A cross-device-platform, cross-network
Alert-messaging architecture
• An Open Integration Server Connectivity
Architecture which can connect to various
back-end systems is instantly scalable and
reuses existing IT investments
• State-of-the-art interaction options
(voice, touch, speech, gestures, and many
more)
• Available on all Smartphones, Tablets,
Rugged devices, and adaptable to
Embedded platforms like kiosks and other
devices
SMP-SmartBroker — A solution for
brokerage houses that offers the
customers the accurate information that
they need and provides them with the
ability to take control of their portfolio
even while they are on the move.
SMP-Pharma — Enables Field Reps to
review and interact with their schedule,
client data, and information as well as
transactional details via mobile devices.
Field Rep productivity is enhanced with
the ability to update opportunities, review
account information, real time monitoring
of the progress of new competitive drugs
through the clinical trials and approvals
process, and furnishing information on
any developments that would threaten
competitive position.
SMP-SmartMail—
Provides
intelligent mobile access to email,
contacts directory, alerts and calendar.
Interaction with SmartMail is multimodal, providing hassle free access to the
user. SmartMail alerts the users based on
their alert rules.
D-CMS- Digital Content Monetization
Server—By the induction of D-CMS,
content-service-providers can simplify
the introduction and modification of
content, applications and services to
newer target-platforms; attract new
customers with personalized, tailored
offerings;
increase
competitive
advantage with rapid access to new
content and applications using open
interfaces; deliver services that drive
revenue, lower cost for the deployment
and operations; increase stickiness and
capture
event-driven
market
opportunities; enhance the quality of
customer
experience
through
personalized, customized content by
mining customer use and offering
services and packages that adapt to their
changing needs and devices.
SMP SmartCare — The application
caters to the diverse and demanding
needs of all the constituent parties
including physicians, caregivers, patients,
hospitals, and pharmacies among others.
Mobile Force Automation (MoFA)—
Enables enterprises to assign jobs based
on customer needs, and field workers to
send, receive, and collaborate on data
and information as they move through
the work hours, wherever they may be in
the given territory or facility.
be enabling context-aware interaction
using voice, gesture and other natural
interaction capabilities. Users will be
able to simply say 'transfer money
from account A to account B' as well
as use touch or keypad inputs. While
we may not implement all the features
on day one, it is important to have an
architecture for the future."
Context-awareness can make personal mobile devices more responsive
to individual needs and help to proactively anticipate user’s situation and intelligently
deliver
personalized
information through real-world appli-
cations and services, using sensor inputs, data analytics, social networks
and delivery context.
Somerset, New Jerssey headquartered Openstream leads the pack in
providing context-aware features for
enterprises and authors of mobile applications through its W3C Open
standards based Cue-me™ Mobile Development platform and was selected
as a Cool Vendor in Context-aware
computing by Gartner in 2011.
“Openstream’s mobile platform
enables enterprise-solutions help transform the daily activities of an executive
on the move, through compelling and
convenient speech and touch user-interfaces that can adapt to the user’s situation and preferences,” says Raj
Tumuluri, CEO, Openstream.
Many field-users tasked with
form-filling type applications find it
cumbersome to use the small keypads
to input data on mobile devices, often
resulting in partially filled forms and
inaccurate data capture in the field.
So, a new paradigm of user interaction called multi-modality promises
to enable enterprises overcome the
challenges associated with user input
Openstream Products and Solutions
Cue-me Context-aware Multimodal Mobile
Development Platform
Shadowing the innovation curve at the
W3C and other Open Standards Bodies,
Openstream's Cue-me™ Mobile Enterprise
Platform provides a device-and-context
appropriate architecture and platform to
readily embrace the current state-of-theart, while providing a future-proof
strategy.
Based on a distributed SOA, Cue-me™
Multimodal CoDA platform is a flexible,
standards-based
platform
and
architectural-pattern, providing a strong
foundation for the rapidly evolving
technology space.
Cue-me provides:
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Openstream at a Glance
Founded
CEO
Headquarters
Development & Support Center
Marquee Customers
Awards/Certifificcations
Website
: 1997
: Raj Tumuluri
: Somerset, New Jersey, U.S.
: Bangalore, India
: A leading retail player, Bank of New York Mellon,
AstraZeneca,Verizon Wireless, Shumate, Hess,
Omnesys, Thermal Services, Abbott, ABML, ICICI,
several leading pharmaceutical, healthcare and
brokerage companies
: SI Top 10 Mobile Companies, Gartner Cool Vendor,
Voice&Data Top-5 mobile platforms
: www.openstream.com
and display on small devices. Apple’s
new SIRI speech and Swipe interfaces
are some of the examples of such interaction-convenience on a mobile device.
Technically, the multi-modal approach or multi-modality refers to integrating graphics, text, and audio
output with speech, text, and touch inputs to deliver a superior experience to
the user. In essence, multi modal applications give users multiple options
for inputting and receiving information.
Uniqueness
Cue-me: World’s First Contextaware Multimodal Mobile Authoring Platform
With more than 700 types of mobile
devices in use in the marketplace
today, in all sizes and running various
Operating systems and version, the
prime goal for Openstream was to
provide a robust and device-contextaware multi-modal authoring platform, which can adapt to newer
device-features and interface technologies, that runs across all devices
with appropriate and consistent features.
Openstream’s Cue-me Platform
based on asynchronous event driven
architecture with its design principles
based on to those of the World Wide
Web consortium’s Multimodal Interaction Framework (W3C MMI) architecture,
viz.,
modularity,
extensibility, encapsulation, distribution, and recursiveness. Openstream
co-authored the standard, and actively
contributes to various working groups
with its key research focusing on improving accuracy and usability of mobile applications using context-aware
multimodal interfaces.
Integrated Application &
Security Management
Industry analysts affirm that the next
generation mobile strategy will state
how the enterprise will handle a mix
of corporate- and employee-owned
devices, making application management and security central to any enterprise mobile strategy. Openstream’s
cue-me™ platform is the first mobile
development platform with integrated
application management and adaptive
security. Secure-container based application development enables offlinedata store and access across enterprise
mobile devices that can be centrally
managed.
Revenue Model
Perpetual & Recurring-subscription
(SaaS) License revenue for the platform, solutions and services. The integrated authoring, deployment and
management approach helps achieve
the lowest total-cost-of-ownership
(TCO) for enterprise mobility.
The Road Ahead
It is not uncommon that despite having built a solid technology, startups
fail to survive in the dynamic market
conditions. But Openstream weathered the various challenges and hurdles
exceptionally well by blending the
solid strategy of joining hands with
large organizations in the field with
broader market-reach and having a
sound technology to revolutionize the
future of mobile applications development.
With management team drawn
from Nortel, Infosys, IBM, Intel,
HP, Alcatel and Verizon; the work
environment at Openstream drives
the spirit of innovation. In the near
mid-term the company plans to continue its focus on three main industry
sectors — Retail Services,Life Sciences & Healthcare, Financial services, and Media and Entertainment.
It has already launched its solutions,
suitable for some of the key media
and entertainment businesses, energy
and utility companies, and financial
institutions.
With about 2 million mobile devices running applications built on
cue-me™ around the world, Openstream intends to continue its focus
in the U.S. and Indian markets to
source customers, keeping the U.S as
the primary and significant near term
revenue market. In India the company plans to particularly focus on the
MNCs to test new products and services for future.
Partnerships
Today, the company has strategic partnerships with IBM, Cognizant, Omnesys, Customer XPs, mVikarsha and
key partnerships with various device
manufacturers and carriers around the
world.
C I OR e v i ew
|17|
MEET THE CIO
The CIO sets the
emotional tone
for an Enterprise
ANDREW MACAULAY, Senior Vice President of IT, Clearwire
Opportunities and challenges facing Clearwire
Andrew Macaulay
Clearwire Corporation (NASDAQ: CLWR) is
a leading provider of 4G wireless broadband
services. Founded in 2003, the company holds
the deepest portfolio of wireless spectrum
available for data services in the U.S. Andrew
Macaulay is the Senior Vice President of
Information Technology at Clearwire. He is
responsible for Clearwire's IT strategy and
providing software, infrastructure, desktop and
communications services for the company and
its customers. An industry veteran, he has held
key leadership roles at Capgemini US and Level
3 Communications. With his 18+ years of
experience in the telecom industry, Andrew
brings a strategic leadership focus to large,
cross-discipline IT development and support
organizations. Moreover, he is responsible for
the internal network that provides voice and
data communications services for our internal
employees and systems. He opens up to CIO
Review about trends shaping the future of the
industry and the various challenges and
opportunities for CIOs.
C I O R ev i e w
|18|
Clearwire built the first 4G mobile network in the U.S. in record time.
Once built, we switched into an “operate the network” mode that involved
a companywide cost transformation. Now, the company is transitioning
to a next-generation, ultra-high capacity network using a technology called
TDD-LTE. All this involved periods of growth, contraction, and priority
changes for people, processes and technology in a short period of time.
We had two different IT transformations over this period of time. The first
transformed our typical startup IT applications and infrastructure of disparate components into a more consolidated, mature and stable set of solutions. Over the last 18 months, we transformed again into a leaner,
significantly more cost efficient IT organization without sacrificing any of
the maturity and stability gains.
Major tech Implementations
I first joined Clearwire to help manage a complex Amdocs billing system
transition. We also transformed our Data Center infrastructure into a Private Cloud solution, achieving a 96 percent virtualized environment that
provides for rapid build and teardown of environments for our application
teams. Just recently, we shut down the last of our old data centers. In addition we have several applications provided in SaaS or Managed Service
arrangements by other vendors. We have replaced our Data Warehouse solution, expanded our Unified Communications platforms, and implemented B2B solutions with our trading partners. We re-architected the dot
com sites including adding mobile versions, updated all our billing and care
platforms to handle our new “No Contract” Clear service, updated the IVR
achieving increased containment rates, and implemented a new inventory
management system. In addition, we handled the seamless transition of
Customer Care and certain engineering functions to external companies,
and implemented a new SaaS based Care Agent Desktop successfully deployed to over 2000 agents in 4.5 months from project kickoff. Over the
next six months, we have other upgrades and system consolidations
planned.
External forces transforming IT today
These external forces have already changed the shape of our IT organization at Clearwire and will continue to do so. Thanks to the relative youth
We always want to be
trusted advisors on
mobile and cloud
solutions for our
business.The key for
us is to remain
nimble and
forward- looking
of our company (i.e. no large, aging
platforms) and a focus on virtualization during our first IT transformation,
we are already structured to efficiently
deliver virtualized services. We would
not even consider a solution these days
that does not run in a virtualized environment.
I believe cloud solutions are just
another delivery mechanism to be
weighed on an individual case basis. I
do not have rules that everything must
move to the cloud or that nothing shall
move to the cloud. I view the ability of
our business groups to now easily
identify, and even try, SaaS solutions
themselves as improving the gap between business and IT communications. Traditionally in IT, we get
“requirements” from the business on
what they want, but there are always a
lot of requirements that can’t be articulated or are “know it when I see it”
situations. Embedding ourselves in
with our business groups and embracing these new trends as a catalyst for
figuring out how to drive business outcomes through the use of technology
is working for us. We always want to
be trusted advisors on mobile and
cloud solutions for our business.The
key for us is to remain nimble and forward-looking.
Key trends shaping the industry
The flow of SaaS, IaaS and PaaS offerings will continue unabated. From my
conversations with peers across industries, I see more and more willingness
to consider these types of solutions in
mission critical areas than just a few
years ago. Historical concerns are
dwindling enough that a lot of traditional premise based solutions will be
left behind. My prediction is that
change will now happen faster than the
premise based providers think. I also
see more key IT roles being filled domestically. Over the last 18 months, I
have focused on getting all long term
IT positions at Clearwire to be filled by
employees with a few key vendors pro-
viding managed services. It’s amazing
what you can do with a small team of
the right employees in an empowering
environment.
Goals and challenges for CIOs
today
If you have not read the book “Real
Business of IT” by Hunter & Westerman, I’d highly recommend it. I can’t
say it any better than they did: “It’s
not about IT. It’s all about business
outcomes and business performance.”
Last year, we demonstrated how
well we could run our own IT shop enabling us this year to become closer
partners with our business functions.
We re-organized to align with each
business function, while retaining efficiencies of a centralized IT and we
changed our dashboard metrics away
from how the machines are running to
how we helped deliver positive business outcomes. I also believe it is the
CIO’s role to be a catalyst for innovation. There are IT components to
everything we do in business these
days, across all industries. IT staff are
frequently the only ones who see all aspects of a business from one end to the
other. A CIO should unlock that
knowledge and the ideas that can stem
from it to provide innovation for the
products and services of their business.
Finally, I cannot fail to mention again
the important goal of creating an environment where IT professionals are
engaged at the highest level. The CIO
sets the emotional tone for the organization not just the technical one.
The biggest challenges are not
technical. We did it all while reducing
our IT budget and streamlining our
systems and operations, and I plan on
continuing to find ways to reduce the
cost of IT each and every year while
delivering more, not less, for our business. Simultaneously, we significantly
increased the engagement level of the
IT staff. The biggest challenge is to
keep that going as the changes in our
business continue.
C IO R ev i e w
|19|
MEET THE CIO
Battling the Challenges in the
Enterprise Computing Industry
BHASKAR HIMATSINGKA, Chief Technology Officer, Ariba, Inc.
Opportunities and Challenges facing Ariba Inc:
Bhaskar Himatsingka
Headquartered in Sunnyvale, CA, Ariba Inc
(NASDAQ:ARBA), a provider of collaborative business
commerce solutions was one of the first dotcom
companies to leverage the power of technology and help
their clients manage their expenditure better. After the dot
com bubble burst they have emerged on a quest to fulfill
their unfulfilled mission: to automate procurement
process.
Today Bhaskar Himatsingka is Chief Technology
Officer of Ariba Inc, who is responsible for Ariba's technical
strategy and overall product architecture is on his success
ride bring in lot of IT transformation within the
organization. Prior to joining Ariba, Himatsingka served
as a Consulting Software Engineer for Asera, Inc. He was
also a Principal Software Engineer at Oracle Corp. where
he served as Team lead for the RDBMS Data Management
team and earned several patentsHe has contributed key
components to Ariba’s Platform Integration layer, led the
initial development of Ariba Category Management
solution and spearheaded efforts to drive integration
across its Spend Management suite. He opens up to CIO
Review about his journey in Ariba so far.
C I O R ev i e w
|20|
When we started out in 1996, we were exclusively focused on
helping companies to better manage their spend by providing
them with technology to automate the procurement process.
But when the tech bubble burst, we quickly realized that
our original vision of making procurement better was unfulfilled. So we spent many years evolving our solutions by adding
capabilities like sourcing and contract management.
While on that journey we recognized that there was going
to be a fundamental shift in the way companies purchased and
deployed software. They were no longer going to be interested
in expensive, behind-the-firewall software or lengthy implementations. And
despite the billions spent on technology to streamline processes, business
remains highly inefficient.
So we shifted our business model
and re-engineered 100 percent of our
solutions so that they could be delivered on-demand. And we continued to
innovate and build on our network,
which has become the world’s largest
open trading platform. Our goal in
making the move was two-fold. We
wanted to make it easier for companies
to do business with Ariba, but more
important, we wanted to simplify business commerce.
Every day when we come to work,
we think about how we can make
processes more collaborative between companies, not just how
to make them better within a company.
Change does not come easy. It took more than 20 years for
the Internet and “consumer networks” to become a reality. Our
biggest challenge at Ariba is to educate enterprises on why a
new approach to commerce that is being fueled by business
networks like the Ariba Network is essential to their future success.
The opportunity for Ariba to grow is open ended. The top
2,000 global businesses today spend $ 12 trillion dollars annually with their suppliers. However, only ~$320B + of that
12 trillion is conducted on the Ariba Network today. Ariba’s
Our role as
pioneers and leaders is to help the industry
reshape itself and
deliver on the
promise of better
and simpler
commerce
existing customers - with an estimated $ 3 trillion spend - represent a
largely untapped market opportunity.
Major technology
Implementations
In early to mid 2000, we went from
being a procurement applications
provider to a Spend Management
provider adding solutions for the
whole source-to-pay process to our
portfolio.
We spent about 2-3 years enabling and, as appropriate, rearchitecting our applications to run On
Demand. In doing so, we did not
take a short- term approach and
throw a bunch of hardware at the
problem (aka a glorified ASP model).
We actually created a true multi-tenant architecture which can service
companies of all sizes – from a small
shop with a handful of employees to
Fortune 100 organizations with
thousands of people around the
world.
While doing this, we also built the
world’s largest, most global and open
business commerce network. We
continue to focus on how we can not
only keep up with the scale of our
growth, but also how we can innovate to create additional value for the
users of our community.
Key trends
Remember the phone you had in
your hand five years ago? Now we
have phones that are as powerful as
Cray super computers. This and
many other online services, like
ecommerce have changed how we
produce, share, and consume information as well as conduct personal
commerce. Now, it is finally starting
to touch enterprise software. Gone
are the days where you could force
employees to use non-intuitive applications. Also gone are the days where
you can force employees to do double data entry or waste time on mundane information search/discovery.
Social is another major trend
transforming the industry. Five years
ago, I would not have dared to discuss deploying our applications in the
cloud with a Fortune 100 company.
Now I dare them not to. Five years
ago, Oracle was saying On Demand
is a mirage and now they are all about
the cloud. VMware is trying to figure
out where to go from here. Who
knows how much longer RIM is
going to last. Everything is being rethought including the opportunities
in managing commerce better. Our
role as pioneers and leaders is to help
the industry reshape itself and deliver
on the promise of better and simpler
commerce. That is what we think
about every day.
Social is hot right now in the enterprise space. And the reason is not
because the notion is new, but because companies have been trying to
solve the people collaboration problem within their four walls and either
the software or approach was not
right or the enabling technology ca-
pabilities did not exist. We have seen
how it has become a reality in the
consumer world, and it is fast becoming a reality within businesses.
Enterprise software as we know it
today will not exist in 20 years. IT as
we know it will not exist in 20 years.
Top priorities
As a CTO, my top priority is to design solutions that address the challenges and needs of our customers –
and the CIO is one of them. It is certainly an exciting time to be a CIO.
But itis also a bit scary. Given the
change that is happening in the world
of enterprise computing, prioritizing
which problems to go after is a key
challenge. So forming an opinion on
where IT needs to be 10 years from
now and why, is critical. Change does
not happen by chance, someone has
to make it happen. And if you do not
know where you are headed, your direction will be determined for you –
and your company may not be
around.
C IO R ev i e w
|21|
MEET THE CIO
Sustaining
Customer’s
Sophistication is
TOP PRIORITY
KUMUD KALIA, Senior Vice President & CIO, Akamai Technologies
Industry Trends
Kumud Kalia
Kumud Kalia is the Senior Vice President & Chief Information Officer of Akamai Technologies. In his role as the CIO he is
responsible for leading the global strategy, development, and
operation of the applications and infrastructure that support
the company's business processes. Akamai Technologies, (NASDAQ: AKAM) is an Internet content delivery network headquartered in Cambridge, Massachusetts. Founded in 1998, the
company helps businesses connect the hyper connected, empowering them to transform and reinvent their business online.
Kumud joined Akamai in October 2011, and is focused on
creating an agile and efficient user experience for Akamai's customers, employees, and partners. An engineer and experienced
CIO, he is a seasoned leader in scaling IT systems for highgrowth, blue chip corporations.
Prior to Akamai, Kalia was CIO of Direct Energy, energy and
services business operating in the U.S. and Canada. Earlier in
his career, Kumud was Vice President and CIO of the Business
Markets Group of Qwest Communications International. He has
served as CIO for Dresdner Group in North America, and has
also performed in technology, operations and strategy roles at
various investment banks.
In an interesting conversation he speaks about the way internet is changing the society and businesses and how Akamai
is a ‘cool’ place to work. Excerpts from the interview.
C I O R ev i e w
|22|
The cloud has been written about more than I can even
talk. It is a big trend for companies and an IT ecosystem
that drives its own challenges. Some of them are how to
migrate to the cloud, what tools people require and how
they manage cloud vendors and accelerate their cloud offerings.
Rethinking of the internet as consumers, we see a host
of mobile devices connecting to the internet along with
a lot of content changes. Enterprises today are adapting
to those changes but they cannot ignore security threats.
There are a plethora of security challenges with access to
the internet, company resources, inside firewalls, outside
firewalls, from employees or partners or resellers.
There are opportunities galore for Akamai to ride
these trends as several companies adopt them. Many
companies are trying to plan ahead for their growth. And
if they aim to obtain functionality from Saas vendors,
they want to make sure that it is done in a secure way.
They are also leveraging the internet infrastructure of
Akamai to make sure that they receive high quality web
experience.
Dealing with the Change
The trends are almost exponential in the way they are
taken up. It’s tough to keep up with exponential growth.
Customers are struggling with the same kind of exponential growth as well. There are complex challenges that
our customers have to deal with.
If you are an e-commerce retailer your website is now
a very sophisticated vehicalists instead of a simple website. There are a number of third party websites riding
the package of web content. They need to enable facebook updates, social media implementation and integration with their own retail offering. They must develop
Over the last decade, CIOs
have been under
immense pressure to
justify the investments
that they make in terms
of business value
their web properties for different devices and platforms. A developer
who used to develop for internet explorer or safari now has to think of a
whole list of browsers, platforms and
devices. That is massive behavioral
change for our customer which
brings in a lot of complexity.
Evolving role of the CIO
Increasingly CIOs are becoming
business executives and leaders rather
than mere technology functional
leaders. Over the last decade, they
have been under immense pressure to
justify the investments that they
make in terms of business value.
They face globalization challenges on
how to make IT investments relevant
to business contexts. Now there is
better understanding among non IT
functionaries as well on how to leverage IT. CIOs today have to partner
more with their business colleagues
to create solutions rather than think
of IT projects.
Challenges
The hardest challenge for Akamai is
to keep up with the hyper growth in
the market. We see the proliferation
of connective devices and security
challenges all of which is passing
through Akamai’s network. We see a
high growth in traffic in terms of network and in customer demand for
new solutions. Moreover, our customers now come to us with more
sophisticated requests than they used
to. So, we have to adapt our own internal business processes to match
their level of sophistication. That requires a lot of customization to our
systems to process the sophisticated
order by our customers.
Keeping up with our customers’
sophistications is our top priority.
China’s smart phone
market is estimated to
increase to 26.5 percent
in 2012 making it the
largest smart phone
market in the world.
Courtesy: IDC
We do not want the company to customize each one of our systems with
each and every order coming in. So
we are trying to figure out all these
sophisticated combinational orders
from our customers. The customer
might have taken an acceleration
service from us for our web property
and now they increasingly ask us to
do the same for mobile web properties. They also ask us to add security
services to their web properties. Earlier the different combinations of
these services might have been for
one product or service, but now they
are becoming three or four product
or service customers. This puts complexity into our teams. We do not
want to have duplication or replication of what we have been doing. We
want to be able to scale our business
in a way that we have not had traditionally. We are keen to have these
changes done efficiently.
The internet is changing the society and
how businesses function at large. We at Akamai feel privileged to be an integral part of
the transition and help bring about that social and commercial benefit to people. There
is no better place than being in the driving
seat and observing these changes.
C I O Re v i e w
|23|
MEET THE CIO
Envisioning to be at the
forefront of Next-Gen
Process Technology
RAJIv RAMASWAMI, Executive Vice President & General Manager - Infrastructure and Networking Group, Broadcom
Rajiv Ramaswami serves as Executive Vice President and
General Manager of Broadcom's Infrastructure and Networking Group. Founded in 1991, Broadcom (BRCM
:NASDAQ) is a global innovator and leader in semiconductor solutions for wired and wireless communications. In this role Ramaswami is responsible for all
Ethernet controller, switching and physical layer products, optical solutions, storage products, security and
embedded processors. The group's
products and technologies are targeted
to enterprise, service
provider and data
center markets. End
products offered by
this group include
Ethernet controllers
for notebooks, desktops and servers; storage silicon solutions;
and physical layer deRajiv Ramaswami
vices, optical solutions,
switches,
security and embedded processors for Layer 2 to Layer
7 switches, routers and security appliances - equipment
that delivers and manages the flow of voice, video and
data services within and across networks.
Ramaswami joined Broadcom in 2010 after serving
as Vice President and General Manager of the Cloud
Services and Switching Technology Group at Cisco Systems, Inc. Prior to joining Cisco, he served in various
technical and leadership positions at Xros, Tellabs and
IBM's T.J. Watson Research Center and holds 33 U.S.
patents primarily in optical networking, and has coauthored a textbook, "Optical Networks: A Practical Perspective.". In a candid chat with Ramaswamy, we explore
the trends that Broadcom has been following and how
he is aligning his team to meet the grand goal for
Broadcom
C I O R ev i e w
|24|
Broadcom’s role in new times
As employees around the world replace their desktops and laptops
with mobile devices, network managers are seeking new ways to
provision, secure and control enterprise computing resources and
information access to keep employees connected – regardless of
their location. Broadcom’s new solutions for the modern workforce
(aka Enterprise 2.0) bring the innovation Broadcom is known for
in the data center and service provider networks to enterprise networks, enabling seamless wireless and wired connectivity.
For the business person or end user specifically, Broadcom’s
chips deliver secure and fast connections, effortless streaming video,
and easy access to cloud based applications, regardless of whether
users are connecting into the network through wireless devices such
as notebooks, smart phones and tablets, or traditional wired desktops. In short, it means a better overall experience when connecting with the corporate network.
Trends I foresee
Enterprises continue to work on improving their ability to provide
a seamless user experience regardless of what device or means the
user is connecting to the network. For instance today, users have
to deal with separate authentication mechanisms for their wired
and wireless networks. Furthermore enterprises continue to deploy more and more, higher capacity wireless, with the new
802.11ac standard offering gigabit speeds comparable to wired
desktops. Broadcom is the market leader in both switching technology and wireless LAN technology, allowing us to deliver on a
combined high-performance wired/wireless access network for enterprise users.
Another emerging trend is Software Defined Networking
(SDN), an important technology that redefines how networks are
managed and configured, and provides a platform by which the
network can be programmed to provide services to networks. In the
coming months and years, enterprises are going to need to be more
adaptable and flexible, and emerging network architectures like
SDN will provide the necessary centralized control.
It’s a fascinating opportunity that Broadcom has pioneered for
years (through the Open Networking Foundation) and will continue to support with products that are SDN-enabled and friendly
so that we provide solutions that allow them to flourish. Our goal
is to make the network control programmable, making the underlying network appear as a logical entity, making
the programmable interface accessible
on computing devices in a centralized
way, enabling network virtualization
and better visualization of the network.
Creating a robust
Network Infrastructure
Broadcom is definitely seeing content
consumption driving traffic growth – in
fact, there’s been 100 percent CAGR
since 1990. With the number of devices
connected to IP networks set to exceed
2x the global population in 2015, this
demand will create a real challenge.
As smartphone and tablet sales increase, new devices are proliferating and
show no signs of stopping; service
providers are under pressure to keep
pace with traffic growth. Broadcom’s
opportunity lies in helping our customers deliver more bandwidth, functionality and board space while reducing
system costs and power consumption.
As carriers around the world roll out 3G
and now 4G technologies, they are
faced with a dramatic overhaul of their
mobile infrastructure, including base
stations, backhaul, as well as their aggregation and core networks. Broadcom’s chips power the equipment
deployed across the entire carrier network.
Driving IP creation
across different Portfolios
Broadcom strongly believes that the
true technology innovation is collaboration and the sharing of intellectual property with colleagues and other industry
visionaries—and it is a message that
starts with Broadcom co-founder and
CTO Henry Samueli and resonates
throughout the organization. Our IP
portfolio has more than 16,800 U.S.
and foreign patents.
IP creation and sharing is alive and
well within Broadcom. In fact, leveraging existing IP from the company’s own
broad portfolio of engineering expertise
is as easy as logging on to a centralized
portal. We have unique and efficient
system for IP sharing and unified design
flows through its centralized engineering organization and IP library. This
unified design approach encourages collaboration across business units, eliminates areas of potential overlap,
dramatically reduces engineering costs
and time-to-market, and provides the
company with a powerfully competitive
advantage.
Broadcom’s substantial technology
expertise in India specifically has resulted in more than 200 patent applications with the U.S. PTO and
contributions to worldwide industry
standards bodies. This India-developed
IP is leveraged across global SoCs and
has contributed to many technology
firsts.
India is both an important R&D
center as well as end market for our
products. Our presence in India continues to grow and now represents
more than 10 percent of our corporate
headcount with more than 1,000 employees in Bangalore, Hyderabad and
Mumbai. India represents the largest
R&D team outside of the U.S. Our operations in India are already contributing
powerful
innovations
to
Broadcom’s patent portfolio.
Business opportunities
As we discussed, Indian telcos are served
through our customers, both Global
and Local OEMs. We also engage directly with telcos, as we strongly believe
that understanding the end market requirements and pain points is critical in
designing the right products with the
right feature set.
Service providers around the globe
are racing to transform their mobile networks to fulfill consumer appetite for
more and more bandwidth. Indian carriers must significantly upgrade their entire mobile infrastructure as they roll out
4G and expand 3G services. This includes macro base stations, backhaul
networks, including microwave back-
haul —, for which India is one of the
world’s largest markets, as well as aggregation and core networks, all of
which needs to be optimized for increased data traffic with Ethernet/IP
connectivity. The transition to full IP
capability with compatibility to existing
networks is one of the major pain points
for the Indian telcos, and Broadcom offers the industry’s broadest portfolio of
end-to-end solutions to power the network transformation. We recognize the
value of the innovation happening in
India, see impressive products rolling
out from both Indian OEMs and Indian
units of Global OEMs. We engage and
support
many
local players, such
as Tejas Networks.
Another milestone in the evolution of Indian
Telecom industry
is the formation
of Indian standard organization
DOSTI , which
will allow Indian
OEMs and telcos
to have a voice in
global telecom
standards. Broadcom is committed to
supporting the DOSTI objective and
actively participating in the organization’s charter.
vision set for the Team
We want to transform the network with
the industry’s broadest portfolio of innovative, end-to-end high performance
silicon and software solutions. Our
growth strategy is based on a profound
commitment to expanding our footprint and addressable market. In India
and beyond, we strive to be at the forefront of next-generation process technology and integration with an IP
portfolio unsurpassed in strength and
breadth—and will continue marching
forward toward that goal.
(As told to Christo Jacob)
C I OR e v i ew
|25|
IN CONVERSATION
EMERGING MARKETS:
THE NEW DRIvERS FOR THE
ELECTRONICS INDUSTRY
BRUCE ANDERSON, General Manager - Global Electronics Industry, IBM
Bruce Anderson
Bruce Anderson, General Manager - Global
Electronics Industry, IBM, is responsible for IBM’s
Electronics Industry Worldwide, across consumer
electronics, medical device, office equipment and
Semiconductor companies. Through global
relationships, market expertise and deep industry
insights, Bruce and his team help companies across
the world improve products, enhance collaboration,
increase speed to market and reduce costs to sustain
operational excellence and profit in today’s highly
competitive market place.
C I O R ev i e w
|26|
Bruce Anderson, General Manager - Global Electronics Industry, IBM, is responsible for IBM's Electronics Industry Worldwide,
across consumer electronics, medical device, office equipment and
Semiconductor companies. Through global relationships, market
expertise and deep industry insights, Bruce and his team help companies across the world improve products, enhance collaboration,
increase speed to market and reduce costs to sustain operational
excellence and profit in today's highly competitive market place.
In its report earlier this year, Global Industry Analysts (GIA) announced that growth in the global consumer electronics industry
is forecast to be driven by ongoing trends, such as, digitalization,
miniaturization, mobility, and portability. Additionally, growth opportunities are also expected to stem from the widening consumer
base in Asia-Pacific, Latin America, and the Middle East markets. By
2015, the electronics market will touch $1.4 trillion by 2015.
Like all emerging markets, India is one of the fastest growing
markets for electronics, a fact that IBM has been betting on over
the past few years. IBM serves a lot of MNCs as well as domestic
companies in India both from a service and product perspective. It
has a large percentage of operations in India and is focused on
serving electronics companies both domestically and activities to
be done out of India. In a candid chat with Bruce Anderson, General Manager - Global Electronics Industry, IBM, we explore the
emerging trends that have been following the electronics industries. Anderson also talks about the various initiatives taken at IBM
to stay ahead of the competition.
Current Initiatives at IBM
We serve companies in a wide array of sectors such as consumer
electronics, medical device, office equipment and more.
Our services can be categorized into three areas:
1. Product Immigration: This involves product development, process and all the intelligence that is required to this well.
2. Supply Chain, Operations and Optimization: This looks
at how a product is moved, built and shipped around the world.
3. Marketing, Sales and Service differentiation: Helps clients
in exploring new markets with the help of IBM's analytics. All
of our services, products and research are focused across these
three areas. We explore a lot of opportunities in using our ad-
vanced analytic capabilities in medical
device industry and consumer electronics industry.
Trends in the Industry
We survey the CEOs of the major
companies every year. Last year's survey saw over 1500 CEOs and a good
percentage were from the electronics
industry. The CEOs of these companies are keen on how best they can understand their customer
and how they use analytics to really do more
data driven fact based
decisions. This makes
them move to a certain
direction depending on
the insight. This further
helps them decide and
build more workforce
in order to operate on
an ideal basis. Best results can be achieved
when all the above said
analytic solutions are
enabled.
1. Customers and
consumers, both are
now better informed
about the products and
services and this never
used to happen in the past. We do not
find people who go out to make a purchase without a good amount of research. All these are done from reviews
that have been published in magazine,
blogs and various social media platforms and so on. There are unbelievable number of sources for this kind of
marketing to happen.
2. Importance of emerging markets is that they are capable of affording more on the electronics products.
We are seeing not only consumer electronics become more popular but also
people are locating business operations
close to where that demand is. We can
observe a rise in business activities in
countries like India, China and Brazil.
Hence, we see these emerging
economies as more important in the
global operations with electronic companies.
3. The trend now is that, a higher
percentage of an electronics company’s
revenue is inclined towards the service
side. IBM over the last 15 years has
changed from a 10 percent service and
90 percent product to a 60 percent
service company today. This is a great
way of staying in touch with the market and having connected products is
really a key strategy to making sure
that it is possible.
4. We are seeing a lot of convergence in the industry. Today, we can
see pure data companies buy major
brands who make devices and involving themselves in the consumer electronic business. It is very interesting to
see how these companies compete
against some of the power houses in
the manufacturing industry.
Aligning to changing Behavior
The market today is getting smaller.
One of the changes we observe in the
consumer behavior is about the pervasiveness of allowing electronics into
many different areas. The first thing
that comes to our mind would be entertainment and convenience. This in-
cludes television, telephone, smartphones, tablets and all the other industries around it. We are now seeing
people using electronics for security of
their homes, healthcare, and the way
energy is managed and so on. People
have the same expectation when it
comes to infotainment, which translates into many other categories under
electronics. They can expect it to be
connected, intuitive and results shown
in real time basis.
The consumers are now
trained to get additional
value for their device. They
are getting much more receptive to a system that is
user friendly. Once the manufacturing companies own
their customers for the relationship perspective, they are
going to be in charge to see
how the ecosystem operates.
We can see a lot of electronics companies rushing to
build the direct relationship
with the end user of their
product. These companies
change the nature of how
their products are sold in
service. The companies who
do not follow this are not
likely to succeed as they lose touch in
what their consumers actually want.
vision set for the future
We have subject matter experts
workingfor IBM. We have got an extremely well educated population
who are applying tremendous skills
in the other markets. There is a rapid
expansion of these skills to help a lot
of companies. These people are made
of world class skills. They have been
working on some of the most innovative projects around the world. It
is an immense asset that we have got
here where the engineers disrupt engineering and innovation centers.
They have a thirst for that level of expertise so that they can create that excellence in operations.
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IN CONVERSATION
Solving the DATA DELUGE GAP
JEFF RICHARDSON, Executive Vice President & COO, LSI
SI Corporation went through
significant amount of changes
in the last seven years, and recognized the need to reposition
itself to grow and create a leadership
identity within the industry. The company was witnessing a massive explosion of data being created in the digital
world and what is more, LSI was recognizing the coming decade will see
an even faster acceleration in data creation. Hence, to address this data explosion globally, LSI repositioned itself
by developing technology and products that are essentially meant to meet
this requirement. Today LSI is focused
primarily on the infrastructure side of
the storage and networking markets
rather than consumer segment. There
is a significant gap emerging in the industry between the growth and explosion of data and the underlying
infrastructure that is in place
today.This growth in data creation and
the attendant network traffic is witnessing a 40-60 percent growth, but
the required infrastructure is not in
place be it datacenter, wireless or network infrastructure. LSI calls this gap
the ‘Data Deluge Gap’. In conversation
with Jeff Richardson, he opens up on
‘Data Deluge Gap’ and LSI’s approach
in solving this issue.
L
Jeff Richardson
Jeff Richardson is the Executive Vice
President and COO of LSI. LSI Corporation (NYSE:LSI) designs semiconductors and software that accelerate
storage and networking in datacenters, mobile networks and client
computing. In his current role,
Richardson is responsible for marketing, engineering and manufacturing of the company’s product
operations. He joined the company
in 2005 from Intel where he served
as VP of the Digital Enterprise Group
and GM of the Server Platform
Group. He is the member of the
board of directors of Volterra Semiconductor Corporation and holds a
bachelor’s degree in Electrical Engineering from the University of Colorado.
C I O R ev i e w
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LSI’s approach
For example, a few months back the
mobile networking industry was
moving fast towards a 3G rollout,
but now they are migrating faster towards 4G and the primary goal of
this is to help them deal with this data
deluge. The product that LSI develops in this space is the Axxia com-
munication processors that help prioritize and accelerate the information
across these networks and enable our
customers to address the challenges
of massive information.
On the storage side you probably
see a trend in the industry wherein lot
of PCs, notebooks have started using
flash based drives instead of standard
rotating media hard disk drive. Jeff
says, “We have created a product that
adds some ‘intelligence’ that can manage how data is written and read after
the flash provides it and can do certain things that enable the hard disk
drive to be able to perform at a
higher level of maintaining the consistency of the data on the drive. The
most important, or hot data can be
cached so it can be accessed very
quickly. Combining our SandForce
flash storage processor and our understanding of storage technology we
have developed products that accelerate application level performance
and allow our customer to more
quickly manage their data”.
Hottest trends to follow
The heart of the storage industry is
the rapid adoption of flash technology into new segments like server for
enterprise tech products, as well as
PCs and Ultra Books that are now
using flash based technology as their
primary storage. For Ultrabooks,
flash uses low power, extending battery life, and provides fast boot up
times.
We see a huge and rapid adoption
of flash based technology out of companies that are deploying IT as a part
of their data service as they can per-
form much faster than the disk drive
that actually pays off in terms of overall application performance and helps
them extract more value from their
data. We are working with several
flash vendors to help them build disks
that can be used both in server and
client web applications. Also in developing our flash based solutions for
the enterprise customers we are engaging with leading server vendors.
We also interact with several large
hyper scale data center companies
that are focused on social networking
or ecommerce, to deploy our flash solution in their data centers and enable
them to provide enhanced level of
service in terms of faster and secure
access to data to their customers.
Goals for the CIOs Today
When the economy had a significant
downturn in 2008, CIOs were forced
to go back to the drawing boards and
leverage technology to get more out
of their fixed pool server or their
overall IT capacity. As a result, technologies like server virtualization became mainstream during that time
frame.
Today, you find the CIOs are in
the same situation as they were five
years ago. CIOs and traditional enterprises have started to look very
closely at what some of the big hyper
scale data centers have put into place,
the architectures, their methodology
and the skills required for ideas they
might leverage in their own organization. Also, CIOs are working at
leveraging the cloud. Instead of investing their entire budget to build
out their own systems, they have
started to leverage cloud for applications like email, and paying others to
manage it instead of doing it inhouse. This gives them the capacity
they need to deal with the massive
amount of data they must contend
with each day.
My Learning’s
I joined the company in the year
2005 along with the new CEO and
was elevated to COO last year. Since
I joined, we have been working to
reposition our company to focus on
driving opportunities around the data
deluge gap. So be it our market strategy or product strategy we are tightly
focused on providing products that
bring acceleration and intelligence to
the Storage and Networking space.
As part of this strategy, we made nine
acquisitions in just a few years, the
most recent one being SandForce.
My past experiences have helped
me balance strategy and execution.
Our leadership team has made sure
we have a very competitive strategy
for the next 3-4 years and at the same
The heart of the storage
industry is the rapid
adoption of flash
technology into new
segments like server for
enterprise tech products
time make sure that we stay focused
in terms of our execution. This combination ensures we have the right
product portfolio for our target markets and that we execute on delivering these critical products.
The leadership team makes sure
that you have a very good job in
terms of executing the correct product according to the strategy. We ensure to get the right portfolio to
achieve what we want to through
product execution.
vision Ahead
The vision is to be the premier semiconductor and software solutions
provider in the markets we serve; in
the networking, enterprise storage
and client computing areas. Our goal
is to go deep in those markets and
drive growth for the company.
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vIEW POINT
CAN IT OPEN NEW
SOURCES OF
REvENUE?
MATTHEW BROWN, VP & Practice Leader serving CIOs, Forrester
Forrester is a global research and
advisory firm serving professionals
in 17 key roles across distinct client
segments. Matthew Brown is the
Vice President and practice leader
serving CIOs and IT leadership teams
for Forrester. With more than 18
years of professional experience in
enterprise IT, interactive marketing,
and technology markets, Matthew
advises clients in a wide variety of
industries around the globe on IT's
role in innovation, IT organization,
strategic planning, and workplace
technologies.Using an interaction
with one of his clients he explains
how new sources of revenue can be
obtained using IT.
E
Matthew Brown
very once in a while I get the opportunity to completely immerse myself in one
of my client's problems. This time, it was
at an IT strategy offsite where a senior
director of IT asked me one simple question:
"How can we use information technology to help
our company open up new streams of revenue?" I
found the question refreshing, mainly because
nine out of ten CIOs I talk to these days ask the
opposite: "how can IT reduce costs?"
Fortunately for me, this client had invited lots
of smart people from business and IT and outside
experts into the room for two days to explore the
revenue question. Challenges familiar to most life
sciences companies got folks in the room in the
first place: patent expiration foretold eroding
profit margins for their blockbuster drugs, and expansion into emerging markets was an avenue for
growth, yet one fraught with complexity and uncertain returns.
So this group's charter was to think digital
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Taking inspiration from morning TED talks, four
working teams presented ideas for revenue opportunities created by emerging technologies in
tech markets like mobile, big data, security, and
consumer experiences. The teams
cited creative ideas — like algorithms that use public data sources
to reduce production forecast variance and improve distribution allocations; modern IT security models,
pioneered in financial services, that
would enable them to cut the time
it takes to on-ramp a new manufacturing partner from months to
weeks; company-owned data that
could be sold or licensed and made
available through public APIs to
third parties; and many more.
The teams shared inspiring ideas
that were big enough and bold
enough to at least warrant further
investigation.
But as often happens in IT strategy discussions, there were debates
aplenty that got mired in the barriers the current IT organization faced
in incubating and ultimately commercializing nascent revenue-generating ideas. Topping the list —
Rigid contracts with outsourced
providers hampered innovation and
speed; low, no, or shrinking budgets; limited insight into end-customer needs; aging systems that
vacuum up already scarce resources;
internal IT talent drain wrought by
years of outsourcing and many
more.
These barriers haunt many large
IT shops, I find.
Reflecting on the offsite, there
were three things that separated the
successful and unsuccessful presentations as workgroups pitched ideas
to a panel of business executives and
outside experts. The successful
teams:
1. F ramed all IT barri ers around
t h e i mp a c t t h e y h a d o n c u s t o me r s
The IT leaders who looked at
problems through the eyes of the
end customer garnered far more influence and support from the audience than those who looked at
problems through the eyes of IT.
2 . T o l d s to r i e s a b o u t r e v e n u e
o p p o r t u n i t i e s th r o u g h i m a g e r y .
Something that's easily forgotten
amidst the engineering culture of IT
The Asia/Pacific (excluding
Japan) business process
outsourcing (BPO) market
is forecast to reach $9.5
billion in 2016, up from
$5.9 billion in 2011. In
2012, BPO in Asia/Pacific is
on pace to total $6.45
billion.
Courtesy: Gartner
- the standout IT leaders were those
that could mask IT complexity
through imagery, and tell visual stories that cut right to commercial opportunity.
(Not
a
single
architectural diagram made its way
into the highest-impact pitches.)
3. Used fac ts and data to quanti fy thei r assertions.
While many of these IT folks
were clearly uncomfortable using
data - like consumer health technology trends and business technology
adoption trends - to bolster their arguments, those that did clearly garnered trust among business leaders
weighing which investments made
sense to explore further.
I will remember these simple lessons when advising my IT clients
who were raised in the cold, hard
world of engineering. Unfortunately, we will not know for a while
whether these ideas will translate
into new revenue streams for this
client. But it was great to see the
passionate ideas for change shared
by IT leaders in such a large organization.
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vIEW POINT
vIEW POINT
Consumerization of
IT Does not Equal BYOD
Unlocking Big Data:
The next Big Opportunity
I
T
ByFAISAL HUSAIN, CEO, Synechron
ByJOSH DASHER, Vice President – Products & Marketing, AppCentral
t amazes me how often I read articles, by respected industry folk, that
confuse the Consumerization of IT
with Bring Your Own Device
(BYOD). Philippe Winthrop over at the
Enterprise Mobility Forum is one of the
few I have seen get it right. So what is the
difference?
The difference is simple. The CoIT describes employees expecting to quickly
leverage tools/solutions/technologies with
near-frictionless availability and extreme
ease of use, while BYOD is literally employees bringing their own devices into
the workplace.
Frictionless availability is nicely encapsulated in “there’s an app for that”. If a
user does not have what they need, they
simply go and get it. With or without IT.
And if we are being honest, IT often
equates to friction from an employee’s
viewpoint. Mobile apps are feature-focused – the best ones tend to do a few
things really well, rather than many things
so-so, making reading manuals or even
help files a thing of the past. More fuel for
short attention spans.
BYOD is fine and well, but organizations need to define boundaries around
which apps are allowed on what devices.
Email and calendar are fine, and should be
universally available for your employees,
but that does not mean you need to support custom apps for every platform that
enters the building.
Rather than viewing BYOD from a reactionary posture, let’s work to embrace
what mobile is capable of being.
Perhaps the bigger question is – why
does it matter, anyway? Seldom does a
product not benefit when the principles of
good design are applied, and the demands
of consumerization force the issue. Remember when there was “enterprise
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grade” and “consumer grade”? Enterprise
grade was robust, fully-featured, and secure, while consumer grade was viewed as
a toy. Macs were the constant example of
great design that influenced and informed
employees of what computing could be.
Today, consumer products like the iPad
lead the way in usability, putting many
BYOD is fine and well, but
organizations need to define
boundaries around which
apps are allowed on what
devices
“enterprise grade” products to shame. By
re-evaluating old assumptions, better solutions emerge for both employee and employer.
At the end of the day, what is really exciting are the applications that are starting
to emerge that solve problems in ways
that are uniquely mobile. Solutions that
are not simply a desktop port to mobile
with some touch screen user interface affordances, but truly solve a problem that
would otherwise continue to fester. We
are just starting to see great examples of
such solutions, and they inspire in a way
that I have not felt in technology for over
a decade.
Josh Dasher
AppCentral is a mobile application management provider that
helps enterprises to distribute,
secure and manage the mobile
apps that are driving new levels
of productivity. Founded in
2007 and headquartered in San
Francisco, the company allows
employees, contractors and
partners to use business information on any smart device,
even if not controlled by IT.
he industry ecosystem we
operate in has always been
in a state of constant flux,
brought about by paradigm shifts in technology, global
economy, and stricter compliance
rules and regulations. Right from
the time when we started operations
in 2001, to the global credit crisis in
2008-2009, we have witnessed significant changes in terms of how
businesses operate, adapt to stay
afloat, manage intense competition,
and make efforts to maximize ROI
on their IT investments. Our role
has always been to develop and nurture holistic relationships with our
clients, something that is more in
line with a partnership model and
not the conventional client-vendor
relationship.
Having said that, I can foresee a
number of emerging trends in the
technology domain, which are expected to drive the growth of the
ecosystem we operate in. In the financial services space, which is our
core focus area, a lot of our clients
(banks, asset managers, wealth management, and the energy & commodities trading firms) will be
impacted by compliance and regulatory changes introduced after the financial crisis of 2008-09. For
instance, the Dodd-Frank Wall
Street Reform and Consumer Protection Act will have a massive impact on business operations and its
effective implementation will necessitate widespread technology upgrades. Dodd-Frank is one of the
most complex pieces of legislation
ever written, and financial services
firms and other businesses that have
been affected, are bracing up to its
full impact. Similarly, the recent
string of "rogue-traders" will require
financial institutions to take a top to
bottom look at how Risk is measured and managed.
Another area that probably holds
the most potential and is already registering high-growth patterns includes the various technologies that
are being used for developing mobility solutions and accelerators for a
wide variety of industries including
BFSI and digital media domains.
With more end-users shifting to mobile avenues such as smart phones,
tablets etc, for accessing online services and entering transactions, businesses are witnessing more potential
in making available mobility solutions to their customers. Businesses
that have realized the power of enabling mobility solutions early on,
have reaped tremendous benefits in
terms of faster processing and improved customer satisfaction.
The arrival of big data, which involves analyzing voluminous and increasingly complex data to derive
information that has significant business value, also has huge potential.
Leveraging this information, businesses are now able to get answers
for difficult questions pertaining to
their workforce, end-customers,
technology readiness, and competitive advantages. Big data is potentially the next big thing in the
industry and as demand increases,
more of this work will be outsourced. The demand will be both
for new systems that can process
data more intelligently as well as
tasks that can easily be accomplished
via automated systems. Big data opportunities are immense and very
Faisal Husain
Headquartered in New York,
Synechron is a fast growing IT company specializing in Capital Markets,
Mortgage, Insurance, Energy & Commodities, and Digital Media & Technology space. The company employs 4000
professionals across nine countries
globally Client satisfaction and commitment to excellence are their core
values.
real today, and we believe that we
can use it to bridge the competitive
gaps faced by businesses.
There are opportunities on the
horizon, but just like the two sides of
a coin, there are challenges as well.
Staying relevant in terms of technology innovation, and trends in the industry where clients operate, are the
basic challenges faced by most IT
companies. In addition, entering
newer geographies and increased
competition from other emerging
outsourcing destinations are among
the other challenges that need to be
addressed. At Synechron, we are
gearing up for these challenges by investing in building the right technical
capabilities (mobile & big-data) as
well as the right business consulting
capabilities for regulations, compliance and risk projects.
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TECHNOLOGY
FOSS AND INNOvATION IN THE
T
CHINESE TECHNOLOGY SECTOR
ByTIM YEATON, President
& CEO, BlackDuck Software
Tim Yeaton
Founded in 2002, BlackDuck Software is a provider of
consulting and software for enabling enterprise
adoption of open source software (OSS).
Headquartered in Burlington, the company is the
partner of choice for open source software adoption,
governance and management.
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he arrival of Chinese Vice President Xi Jinping in the
U.S. for trade talks earlier this year indicates that it is an
opportune time to reflect on the rapid changes happening in China’s technology sector, particularly the rise of
free and open source software (FOSS) as a key part of the innovation happening there today. By way of background, I have been
working with Chinese technology companies since 1997, and was
recently named a Chinese Open Source Promotion Union
(COPU) Advisor. Needless to say, the change that continues to
play out has been rapid and dramatic.
As recently as the 1990s, China’s technology industry was still
centered largely in electronics assembly and manufacturing, driven
primarily by labor costs rather than innovation. Yet the government, particularly the Ministry of Industry and Information Technology (MIIT, though back then it was MII), was focused on
turning China into a technology innovator, starting with electronic
components and semiconductors.
During the last decade, these efforts enabled China’s tech sector to move beyond being the world’s contract manufacturer.
China became the world’s dominant electronics component supplier, despite the Western perception of being great at replicating
existing technology cheaper and faster, but with limited original
innovation.
Fast-forward to today, and you see even faster acceleration in
the tech sector with greater focus on indigenous innovation as a
key part of the latest Five Year Plan. Much of this acceleration is
happening in and via software. For example, many Chinese technology companies are now recognized innovators and global leaders in telecom and electronics (Lenovo, Huawei, Haier, ZTE) and
IT services (Neusoft, VanceInfo, HiSoft), along with a large and
innovative indigenous digital media and online gaming sector
(Tencent, Baidu, Sina, Shanda).
What you do not see is a software sector with visible brands
and global reach – but that too is likely to change. The China
Software & IC Promotion Center (CSIP) – a branch of the MIIT
– has embarked on an ambitious program to drive innovation,
global presence and growth of the Chinese software industry,
much like semiconductors and electronics a decade ago. Similarly, the Ministry of Science and Technology (MOST) has become an active supporter and promoter of FOSS through its
China Software Industry Association (CSIA) and Co-Soft OSS
League efforts across more than 50 science and technology parks
throughout the country.
One strategy employed by
CSIP/MIIT is enabling effective use
of FOSS in companies’ product development, while also ensuring compliance with FOSS and commercial
intellectual property (IP). Black
Duck partnered with CSIP a year
ago to help implement this program,
and it has given us visibility into the
Chinese software sector and where it
is headed. It is interesting to note
that MIIT has concluded that, for
Chinese software companies (and
tech sector companies in general) to
be accepted in the global market,
they have to deliver innovative, differentiated solutions – largely via
software – (as reflected in the Five
Year Plan) and demonstrate their respect for IP rights protection at the
same time.
Consequently we see most of the
Chinese technology companies looking to employ FOSS aggressively in
combination with their own custom
development, because they recognize
that utilizing FOSS at-scale provides
competitive advantage and will accelerate their growth and penetration of global markets. They also
recognize the need for effective
FOSS governance to ensure quality
and security, all while enabling IP
compliance and effective code reuse.
We see strong and growing interest
among Chinese tech companies in
FOSS governance and management
for these reasons. We also see interest in FOSS strategy and policy
guidance and FOSS development
best practices, both to be more effective in utilizing FOSS at-scale in
development and to overcome lingering trepidation among individual
developers that using FOSS means
they aren’t really doing their jobs –
and thus, fear losing them.
China recognizes that the aggressive use of FOSS provides competitive advantage against other global
technology companies with more traditional development strategies,
while supporting its key objectives:
growth of exports, development of
indigenous innovation industries and
expanding employment. The Chinese
software sector, supported by MIIT
and MOST, aspires to become a
major force in the global marketplace, and we are honored to be
working with MIIT/CSIP, COPU
and many Chinese companies as they
embark upon this journey.
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5
MARKETING
customers. They could learn from the
way Amazon uses feedback and digital tools to engage customers through
its recommendation system, one-click
shopping button, loyalty program
Prime, credit card and app.
WAYS TO BUILD
BRANDS IN THE
S
POST-DIGITAL
WORLD
JEz FRAMPTON, Global CEO, Interbrand
imon Smith, our European
Head of Digital, has a mantra-“Everything is digital." He
also believes that “Digital is
the most misunderstood word in business today.”
In 2011 we surveyed more than
800 companies about their digital
strategy. Some 16 percent described
their company as "digitally inactive."
And of those who had a digital strategy, two-thirds confessed to implementing it in a fragmented way.
Here is an overview of why and
how you should catch up and build
success in our post-digital world.
Recognize the
new power dynamic
Digital media have triggered profound
shifts in consumers’ interactions and
relationships with businesses. The language of B2C and B2B is no longer
relevant. At Interbrand, we use the
terms business and consumer (B&C)
and business and business (B&B) to
describe how businesses and consumers now work together to create
brands. And for brand, read: business.
Consumer-created content and
conversations are driving organizations’ image, reputation and bottom
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Remove the
seams/Stick with digital
line. This represents a significant shift
in dynamic. As consumers become increasingly influential, businesses are
becoming less powerful.
This means that you need to focus
more on understanding, engaging and
staying relevant to consumers, and less
on regimenting or controlling them.
Vitamin Water and Pepsi have both
demonstrated how stronger engagement with their markets can create
more successful products and services.
Others would do well to follow their
lead. In contrast, BP failed to engage
with the debate after the Gulf of Mexico oil spill in 2010. Trying to "shout"
back with big budget advertising only
served to alienate people and further
damage the company’s reputation.
Respond to the
purchasing revolution
It is time to tear up the traditional
"funnel" model of consumer purchasing. Consumers now go through a dynamic, non-linear decision-making
process. What other consumers say
about a brand is becoming the most
important input in consumer choice.
More than two-thirds of global consumers, young and old alike, seek online reviews or recommendations from
Jez Frampton
With nearly 40 offices in 25 countries, the
1974 founded Interbrand’s combination of
rigorous strategy, analytics and world-class
design enables it to assist clients in creating
and managing brand value effectively across
all touchpoints in all market dynamics.
others. And we have all been put off a
product or service by a lone bad review.
A fluid and uncertain market is the
new normal, which means traditional
marketing strategies are no longer effective. In this world, responsiveness
trumps efficiency. The ability to engage with customers one-on-one, particularly after purchase, is vital to
long-term business success. Doing this
adds value, generates revenue and
most importantly builds customer loyalty.
Yet a quarter of companies do not
solicit post-purchase feedback from
Just as Amazon simplifies life for customers, digital media can be used to
smooth their way through potentially
disjointed experiences. Our online and
offline worlds are now merged into
one ongoing experience. That experience-- how audiences encounter and
perceive your business--increasingly
determines its vitality.
Consumers have become used to
buying online, returning in-store and
instantly receiving product updates.
And they expect each interaction to reflect your brand in a consistent and engaging way. Every aspect of your
business, across all departments, experiences, environments and communications (‘touchpoints’ as we call them
at Interbrand), should feel the same.
Think of Disney’s commitment to
magic, Apple’s to humanizing technology or BMW’s to driving experience.
This seamlessness is the Holy Grail
in building relationships with customers, and digital media offer huge
opportunities in this quest. So, a fashion retailer can be browseable anywhere,
quickly
replicate
communications across all outlets,
offer purchase via QR codes, connect
customers to other fans, turn their
"likes" into product previews, reward
introductions to other customers.
Put digital center stage
Digital media form an intrinsic part of
consumers’ interactions with businesses. So it follows that digital should
be central to building relationships
with your customers and enhancing
their experience. Yet rather than taking a holistic approach, many busi-
A fluid and uncertain
market is the new
normal, which means
traditional marketing
strategies are no longer
effective
nesses just use digital media as a promotional or idea generation tool.
Many of us have inboxes full of
Groupon or CouponsDaily voucher
codes. While this may drive short-term
sales, over time it can dent brand perceptions, and ultimately business
value. In a few cases, these kind of promotions have led to unsustainably
high-volume, low-value demand with
catastrophic results for reputation and
revenue.
Crowdsourcing can be a boon for
business innovation and public engagement or a disaster. It all depends
on whether you have the systems and
knowhow to manage a torrent of ideas
effectively.
Well-planned digital activities enable more meaningful connections
with consumers. Adidas’s engaged its
young target audience through its limited edition Originals sneakers in
2010. Each shoe was embedded with
an augmented reality (AR) code,
which unlocked access to an online
gaming environment. In a clever twist,
the sneakers also acted as game controllers.
In 2011, Tesco created a virtual supermarket on a South Korean subway
billboard. Waiting commuters could
scan the QR codes of products on the
billboard, purchase them and have
them delivered within 24 hours. This
reinforced Tesco’s focus on convenience and brought real benefit to customers. Interestingly, the retailer has
had a bumpy ride in the UK during
2011/12 because it resorted to oldfashioned price cuts rather than adding
value.
Create a digitally based
culture/Bring the outside in
So digital has changed the way we all
live our lives and make consumer
choices. It also has far-reaching implications for business communication,
decision-making and structure.
There is a growing disconnect between the increasingly flexible social
networks we all enjoy and the rigid
structures and hierarchies in which
most of us work. Departmental and
divisional silos made sense when efficient production was the key to business success but responsiveness is the
name of the game now.
In today’s world, anything that
hinders speed and agility contributes
to failure. To keep up with rapidly
changing markets, businesses need to
gradually move their structure from a
"vertical" approach to a more "horizontal" one.
The way forward is to use digital
innovations to bring the outside in.
The brightest businesses are creating
tools and processes that enable employees to connect and collaborate
across the organization. Procter &
Gamble’s Clay Street Project, for example, creates multi-discipline teams
that focus on market needs, rather
than divisional performance.
In terms of business innovation,
IBM has developed Beehive, an organization-wide networking and ideasharing hub to facilitate employee
contributions.
And
Innovation
Pipeline, AT&T’s internal idea generation tool, has significantly changed
the company’s structure. It has also resulted in around 50 new patents.
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vIEW POINT
Great Sales and Engineering
Teams share the Same DNA
TODD MCKINNON, CEO &Co Founder, Okta
Todd McKinnon
Founded in 2012 and headquartered in San
Francisco, CA, Okta is an on-demand identity
and access management service that enables
enterprises to accelerate the secure adoption of
their web-based applications, both in the cloud
and behind the firewall.
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R
ecently, I welcomed Adam Aarons and Hector Aguilar to
the Okta team and offered some thoughts, culled from my
time as an engineer, on what constitutes a great engineering team. It was meant as a bit of advice (for what it was
worth), to Hector, our new VP of engineering – because admittedly,
I am an engineer at heart. I ran engineering at Salesforce.com before
founding Okta, and I approach most problems with an engineering
mindset. It’s just how I’m wired.
Product and engineering folks often assume that a great product
“sells itself” and that the best product and technology will win. This
is not true. Oracle was not the best database, and BetaMax was better than VHS. To win you need great product AND great sales.
As CEO of Okta, I am obsessed with making sure our sales team
is the best in high tech. And I realized that my advice to Hector on
what makes a great engineering team applies, in many ways, to sales
teams, too. As it turns out, high performing sales teams and engineering teams are not all that different.
People Matter
For any department - whether engineering, HR, sales, you name it talent is the most important puzzle piece. Talented people want to
work with other talented people. You need to keep the proverbial bar
high.
Great engineers are craftsmen. They care deeply about the creative
and engineering process that goes into products. Great salespeople
are craftsmen. They see beauty in how a prospect and initiative move
from green sales opportunity through the evaluation and selections
process to a completed deal.
Great engineers rely on their knowledge of technology and what
has worked and failed in the past. Great salespeople rely on their
knowledge of people and organizations and what has worked and
failed in the past.
Salespeople are great at building relationships. They know how
to read people like an engineer can read code. They have seen the
patterns that say a prospect will buy. They can sense a bad deal like a
great engineer can sense bad architecture.
Great engineers need judgment. They need to balance moving fast
and getting things built with doing things right and avoiding technical debt. Great salespeople need judgment. They need to balance
closing a deal and getting a “logo” with what will make the customer
successful and benefit both companies over the long term.
Management
Just like engineering teams should
be organized by product areas, sales
teams should be organized by geo-
building relationships and generally
knowing where the market is
headed.
In both sales and engineering the
They decide when to commit the
deal. The company trusts them and
knows that once committed, they
will do what it takes to bring it in.
A good sales process is like iterative development. They are frequent
milestones along the way that are
observable proof points that the deal
is progressing. “Is there budget for
the project?” “Does the selection criteria line up well with our solution?”
“Have we clearly communicated
how we are different from the competition and our economic value?”
“Have we positioned a smaller purchase on the road to an enterprise
rollout?” These prevent you from
coming to the end of a long sales
cycle and getting a big and costly
surprise.
Testing
graphic region. This allows the sales
team to build long term relationships with the same set of customers
and prospects. Prospects like to talk
to local customers during reference
checks. The sales team can get to
know regional partners and connect
them with the right customers. It allows momentum in the region to
build.
The fundamentals of management are the same across sales and
engineering. You need to build a culture that expects and rewards excellence. You have built the team with
talented people, now you need to
give them room to perform to their
potential. You need openness and
transparency so they have the information needed to make the right decisions.
Know Where You are Headed
Both sales and engineering teams
need to balance both short-term demands with longer term planning
and roadmap. Great sales teams are
thinking three moves ahead of the
competition in identifying prospects,
process is critical. The best sales
processes empower talented salespeople with everything they need to
close the deal. They foster transparency and communication so the
entire team knows what is going on
with a deal. Great salespeople do
not lose alone, they win as a team.
The sales of smart devices
that link to the handset to
carry out specific tasks will
reach over 10 million in
2017 from just over 10
million at the end of 2012
says a report by Juniper
Research.
Courtesy: Juniper Research
Like you test your products you
should test your sales process. Know
your win and loss record. Look at
your sales cycles and figure out the
common characteristics of the long
vs. the short. What can you automate? Early in the cycle could you
have better collateral to educate the
buyer? Talk to the prospects you lose
to competitors. Hear it directly from
them about why they chose a different solution.
Though salespeople are distinct and
may not always see eye-to-eye, the qualities of what makes sales and engineering
teams successful at their respective jobs
aren’t all that different. Both are predicated
on talent. Similar things motivate both.
They need to feel empowered and know
where the company is headed, that they
have a stake in the future of the company.
They need to execute, whether they are
building the next big product or trying to
close that crucial customer. And they need
to be held accountable for results, just as
the executives must hold themselves accountable for steering the company in the
right direction and for communicating
what is expected to all employees.
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vIEW POINT
THE FINE LINE OF TRUST IN THE
I
BY JON WALLACE, Director, Emerging Technology & Strategy, AppSense
n the last few years there has
been an explosion of technology advancements within what
is considered to be the ‘cloud’
space, much of which has caught enterprises off guard. Historically,
large organizations charted the enterprise-computing course. However, recently many technology
teams have been forced to make uneducated decisions about the cloud
due to an inability to perform adequate research.
For enterprise organizations,
cloud technology is seen as both a
major step in IT evolution and at the
same time, one of the biggest threats
to security. On one hand, there is
the security group, who are responsible for safeguarding company information and IP at all cost. Yet, on
the other hand, there are the desktop
and delivery teams, who are responsible for delivering resources to
users.
In the past, both of these teams
existed and worked together with
some what of an unsaid truce. Recently, with the rapid introduction
of new devices such as smartphones
and tablets the truce is now on the
brink. More and more users are demanding that IT provide remote
work capabilities and easy access to
information. And, with an array of
available consumer cloud services,
C I O R ev i e w
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they are finding ways of servicing
themselves when IT will not.
To reference a recent quote from
a CIO: “We have 15,000 iPads in
our organization. I never bought a
single one of them yet users are demanding we support them. With so
many personal and corporate applications, combined with the data access problem, we have a challenge to
solve both fast and securely”
The initial reaction from IT personnel is to simply label the cloud as
insecure and untrusted. While at
times that is in fact the case, more
often than not, it’s not so clear-cut.
In most instances the former claim is
based on unfounded knowledge.
Consider for a minute the datacenter of a provider like Amazon. It is
safe to say that for most organizations, the security, maintenance and
management of Amazon is in fact
greater than their own environments.
Which Data
is Worth Securing?
I had a number of executive strategy
reviews recently and the subject of
cloud was discussed. Within the
meetings, most people spoke passionately about how cloud services
for CRM and sales had enabled their
organizations to be more effective
and profitable yet, were equally ag-
gressive at the thought of storing
user data anywhere except their own
datacenters.
This is an interesting paradigm
whereby organizations were willing
to trust the cloud to store content
such as customer information, sales
history and account lists, but were
unwilling to consider storing documents containing source materials or
manufacturing processes. With that
in mind, I would like to explore the
value placed on certain information
or data, and how it ultimately helps
Organizations are
unwilling to potentially
expose sensitive
documents that contain
material possibly protected by patents, but are
willing to take risks with
regards to customer
information
Jon Wallace
Headquartered in New York, Appsense is a
provider of user virtualization technology
to enterprise organizations. Founded in
1996, the company enables clients to embrace consumerization in the enterprise by
independently managing all aspects of the
user experience across mobile devices and
desktops.
organizations make decisions as to
what companies will or will not store
in the cloud.
During the same meetings we
spoke of how organizations considered many documents too sensitive
in nature and proprietary and as such
could not risk being exposed. Because of this classification, it was determined that cloud storage was far
too risky and was therefore, not an
option in many cases.
What is especially of interest here
is that organizations are unwilling to
potentially expose sensitive documents that contain material possibly
protected by patents, but are willing
to take risks with regards to customer
information. While leakage or theft
of any material would be bad, I
would consider an organization’s
customer base to be amongst its
most sensitive.
While the meetings exposed a substantial amount of useful and interesting information, the most
important take-away was that enterprise organizations do in fact have a
line they draw when it comes to cloud.
Whereas many will claim that enterprises are not open to the idea of
cloud, what I am actually seeing is that
it is not about whether or not they are
ready for the cloud, but it is about
what they are ready to use it for.
Leverage the Private Cloud
Before making a decision about capitalizing on the uses of the cloud, a
CIO should ensure that he, or she, as
well as the employees are well educated on the topic. This does not
mean listening to a sales pitch or
even architecture specialists, but instead prep as if they were in fact planning to sell whatever the service is,
internally. Any reputable cloud
provider should be willing to source
documentation and even provide onsite access to facilities to demonstrate
the robustness of their solution.
Expenditure in advertising
on mobile messaging is
slated to touch $7.4 billion
by 2017. This growth will
be fueled by an increase in
the use of location-based
SMS to deliver relevant ads
to consumers.
Many areas of cloud exist that
need considering when going
through the investigation process including multi-tenancy, separation of
privilege or encryption keys, authentication and physical change control
to name a few. While many cloud
vendors are interested in providing
multi-tenant solutions in order to
maximize revenue, most will also
provide single instance environments
if pushed hard enough.
It is also worth noting that delivering or making use of cloud services
is not just about hosting everything
outside of the organization and in
fact, organizations that fully educate
themselves on the end user need, can
find satisfying solutions.
Education Remains as the Key
As previously mentioned, one of the
driving factors for cloud adoption is
user demand. The ‘bring your own
device’ (BYOD) trend for example is
having a profound impact. However, if we take a deep look at the
topic at hand, it is possible to see the
same thing from two different lenses
and thus, reach different conclusions.
For many users, the issue is not
so much from where they can access
resources from but how. For example, if a user has to initiate a VPN
connection from a smartphone using
two-factor authentication, only to
then open another application to access data, the friction is too high.
Many consumer cloud providers have
been very successful in addressing
this very issue.
Organizations have access to technology that can enable them to provide users with the same level of
service as a leading consumer cloud
provider without having to entrust
the data to a third party. When you
talk about cloud to most enterprises
they automatically think public and
shared. That’s the misconception.The
concept of private cloud is very real
and should no longer be shunned.
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TECHNOLOGY
Big Broad Data:
The role of Data APIs
ANANT JHINGRAN, Vice President Data, Apigee
Founded in 2004 by Chet Kapoor and Rajvir Singh, Apigee is
a provider of API technology and services for enterprises and
developers. Headquartered in Palo Alto, the company offers
an API management platform, which provides visibility, protection, control, and tools for users to use or offer APIs.
E
nterprises today are shifting their focus from the “bigness” and
technology hype of “Big Data” to breadth and diversity, signal
extraction, analytics and deep insights.
The future is around the easy consumption, the flow and interaction
of data, which drives a revolution in the world of Data APIs. The structure of the Data APIs becomes increasingly important.
Building an Information Halo around APIs
Let us consider enterprises as one of two types from a data perspective:
those for whom data is the core business and those who give data away
to attract increased transactions to the core of their business.
In the latter case, the data (information) itself is not necessarily monetizable, but it attracts people to the business.
In both scenarios, data is a
fundamental and critical part of an API strategy
Enterprises that are monetizing around data are beginning to plant flags
in different domains. Weather, finance, real estate, Internet traffic and
dozens or hundreds of other domains are forming.
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The people building the data in
any domain are doing so by collecting from disparate data sources. To
build out any one domain, they
have probably stitched together
data from a large number of data
sources, cleansed and standardized
it before finally exposing it as an
API.
What are companies using to
collect and stitch the data?
Anant Jhingran
While linked data
techniques are excellent at
accessing individual data
elements, I argue that this
is not the model that these
data providers need
A natural and familiar stitching
technique is the linked data model
(linkeddata.org). While linked data
techniques are excellent at accessing
individual data elements, I argue
that this is not the model that these
data providers need. Instead they
need to crawl, bulk load, and access
data in large quantities, before
cleansing, standardizing, and delivering it.
If linked data is not the most effective method to stitch data together to create the domains (at the
bottom of the stack), can linked
data become the de-facto standard
to express data out of the information halo (at the top of the stack
and as the Data API for domains)?
The answer is probably yes –
eventually. I think it is an unlikely
scenario just yet. Today, the challenge is how to cleanse, standardize,
unify and use the data in individual
domains. Linked data techniques
have the right characteristics to
bring together data
that have already been
cleansed, standardized, and stitched but
is not a great model to
do the initial stitching. It will most likely
become useful and
common in the future
when the inter-linking
of domains becomes
more important than
it is today.
If linked data is not the
approach to expose data as
APIs, what is?
The school of thought to which I
subscribe is one of schema-based access to data APIs patterned after relational models. Here are a few
examples of data APIs, which highlight three common kinds of data
access patterns.
• Primary key
lookup - to get to a
specific data element.
• Imposed hierarchy-based
lookup - in which
you have classes
with hierarchy and
in effect traverse
the hierarchy to
get to the data elements.
• Rectangular lookups - defined
by typical relational lookups of rows
and columns.
All of these techniques are being
built around single data sources as
opposed to massively linked data
sources.
The structure and
“RESTification” of Data APIs
There are several approaches to
Data APIs. In addition to the per-
spective that is Pragmatic REST for
SQL Developers, there is Microsoft’s OData approach. OData
is a step in the right direction but
there are certain things OData
needs to do to become the de-facto
standard.
The “RESTification” of the
Data APIs is a fundamental
imperative and both the Prag-
matic REST for SQL and the
OData approaches are good starting
points.
Whatever the solution is, it cannot be vendor specific. Data is too
important, and the data revolution
too fundamental for it to be associated with any one vendor.
OData technologies need to be
available in all ecosystems, not just
in the Windows Foundation
Classes (WFC) library and the
.NET Framework. Similarly pragmatic REST and other techniques
cannot be available in Apigee or
any other single vendor offering
only.
Let the call to action be, to come
together as a community; get the
best of the linked data and OData
ideas and techniques together and
transform the world with Data
APIs.
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vIEW POINT
UNDERSTANDING
APP STORE
UPKEEP - SIMPLE
IS NOT EASY
To ensure success, you
will need resources
devoted to fine-tuning
its idiosyncrasies,
aligning platforms,
addressing customer
support and so many
other needs
CHRIS SCHROEDER, CEO, founder App47
Chris Schroeder
Headquartered in Reston, Virginia App47
provides application intelligence for the mobile enterprise and gives them the power they
need to optimize the mobile user experience.
Founded by Chris Schroeder in 2011, the
company provides to its clients seamless deployment through reliable management and
powerful performance analytics, without
compromising enterprise or user data
privacy.
When it comes to
resolving that build vs.
buy decision, we have
noticed that the lead
decision-makers tend to
be folks who are already
in development or IT
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W
e are noticing a trend with respect to enterprise
app stores, one that is encouraging because it
demonstrates increasing endorsement of app
stores themselves, but one that is also concerning
because it might be clouding perspective on what is really required for app store implementation success.
We all know that an app store is the internal distribution and
management of privately owned apps, and we all know that it’s
something that can deliver tremendous organizational advantage.
The question becomes, how do we proceed with an enterprise
app store? SPOILER ALERT: It’s the classic IT dilemma: Do
you buy it, or do you build it?
Here is where it gets troublesome. When it comes to resolving
that build vs. buy decision, we have
noticed that the lead decision-makers tend to be folks who are already
in development or IT. They know
how to deploy servers, write software. That means they are already
technically adept, and understand
the resource demands an app store
implementation might require.
They know how to point to a file or
an XML document and satisfy requirements for Android or iOS. It
is not rocket science, right? That
certainly makes the case for a build.
Why pay a vendor and deprive a capable techie in your organization
with the chance to play in a new
sandbox?
But consider that their ability
might be the best example of a double-edged sword in all of IT. Yes,
they understand the very real technical requirements, which lead them
to the dangerous conclusion that
enterprise app store builds are easy.
That kind of thinking, in our experience, puts them on the wrong side
of the buy vs. build dilemma. Sure,
installs are easy, even fun. But once
the store is “open for business”, as
we have said before, the real work
now begins. The tech savvy who
built their own enterprise app store
are now faced with the demanding
reality of managing and maintaining that store something often overlooked during the initial excitement
of the in-house build.
Open the doors on your enterprise app store and aside from ensuring that it is well stocked with
fresh apps (itself an ongoing requirement) you have to address
AD, LDAP, VPP, user permissions,
upgrades, authentication, and more.
Setting up a web server so it has access to a file is without question old
hat for most, but what about the
fundamental follow-through of
bringing in security? Prior even to
these concerns is the bedrock UX
requirement of making sure it runs
properly on myriad devices, via different browsers, diverse screen resolutions and keyboard layouts, and
just generally cooperates with a
multi-vendor environment.
Global mobile messaging
traffic is estimated to reach
28.2 trillion by 2017. This
figure is almost double the
14.7 trillion messages which
will be sent in 2012. The
growth will be driven by the
upsurge in use of instant
messaging service which will
account for a quarter of the
annual traffic.
The complexities become evident pretty fast, which is why a bit
of planning and preparation can go
a long way toward making the right
build vs. buy decision. Think of it
like renovating a room in your
house. Maybe it is time to transform
that unfinished basement into the
perfect man-cave, and when your
old college roommate tells you he
can wire up the entertainment system for a case of beer and a pizza,
you’re all for it. You get the speakers
set up, the big-screen on the wall -but wait, the fiber optic connection
is on the other side of the room.
And you do not have cable anymore. You are going to use satellite
and Internet for all your content.
Well, plug in the HD antenna and
at least you get local stations. That’s
cool, right?
Clearly what is begun in earnest
can end in frustration if you are not
seeing the big picture. That expansive vision is critical for effective enterprise app store implementation,
especially when you need to confirm
how it generates revenue. In the
same way companies evaluate their
Intranets or platforms like SharePoint, you will need to sit down
with your CIO, or whoever manages
the budget, and convince them that
it is worth the engineering dollars
and technical time to first set up
your enterprise app store, but then
more importantly to maintain your
enterprise app store. To ensure success, you will need resources devoted
to fine-tuning its idiosyncrasies,
aligning platforms, addressing customer support and so many other
needs. Is that the best use of your
R&D dollars? If you want to change
your job title to “enterprise app store
manager” then perhaps it is. But if
you would rather stay focused on the
mission of your particular organization, it is worth it to weigh the advantages of buying an app store vs.
building one yourself.
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vC TALK
OPPORTUNITIES GALORE FOR
ENTREPRENEURS IN MOBILE AND
SOCIAL “REINvENTION”
AJAY CHOPRA, General Partner, Trinity Ventures
Trinity Ventures is a boutique early stage venture firm with an unwavering dedication and respect for entrepreneurs. Their main focus is on early stage companies in targeted technology categories: Cloud/Mobile Infrastructure, Digital Media,
Software-as-a-Service, and Social Commerce and Entertainment. The firm was
founded in 1986 with a focus on a diffentiated approach to venture capital — an
approach long on collaboration, short on hierarchy, and with none of the “our way
or the highway” mentality.
Since joining Trinity Ventures in 2006, Ajay Chopra, General Partner, Trinity Ventures, has developed a reputation as an entrepreneur’s coach. His passion is helping entrepreneurs execute their Big Idea. He has over 20 years of operating
experience at the senior management and board level with start‐ups, private companies and public companies, including at Pinnacle Systems, a company that he
founded and grew to a $350M revenue NASDAQ listed company. Being the General
Partner, Ajay Chopra shares his current priorities and some tips for the entrerpreneurs.
Ajay Chopra
Area of focus of investment
Trinity is an active investor broadly in
the IT and IT enabled services area.
Our current investment themes are
Digital Media, Social eCommerce and
entertainment, Cloud services and Software infrastructure. About half of our
investments are consumer focused and
half are B2B. We invest primarily on
the U.S based companies and work
tightly from a single office so we can
provide personal service to our portfolio companies.
Some of the hottest
technologies we follow
We are very excited about mobile commerce. We feel that mobile commerce
is in its first inning. With ubiquity of
cell phones and enablement of location
based services several interesting opportunities for commerce will fuel innovation. Trinity has a very good
portfolio in eCommerce space with
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investments in Zulily, Beachmint,
ThredUp and Bonfaire. We plan to
look aggressively for investments in
mobile commerce space.
Trinity Ventures also believe that
the IT services space is going through
a massive transition with more and
more of enterprise applications moving from “behind the firewall” deployment to cloud based services. The first
wave of this transition was for back office services such as customer support
and HR. We now see opportunities in
front end cloud services such as marketing automation and social media analytics. Trinity has made recent
investments in these areas including
Act-On and Dynamic Signal.
The New areas of
opportunity for innovation
The re-invention of web services in the
mobile and social domain are huge opportunities for innovation. We have al-
ready seen early examples of this in the
consumer services, for example, in the
photo space (Instagram is mobile reinvention of Photobucket) and video
space (SocialCam is the mobile reinvention of YouTube) and publishing
space (Flipboard is mobile reinvention
of Yahoo News). We believe we will
witness several such reinventions in
the B2B space as well as the workforce
becomes more mobile and fragmented.
Your most effective medium to learn from the technology decision
makers and influencers about the latest Enterprise solutions
Get to know more about CIOs needs and expectations from
Enterprise Solution providers
YOU CAN’T
AFFORD TO MISS
Advice to the Entrepreneurs
Invest your time in building companies that solve real problems for your
target customers. Usually this means
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