The Power of Networks

Technology for Growth and Governance

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A look at how top CIOs are leveraging social media to

achieve more efficient, faster and effective collaboration Page 28

NetworksThe Power of

BEST OF BREED

Ten Things on Cloud SecurityPAGE 20

TECH FOR GOVERNANCE

The Compliance SocietyPAGE 42

1 07 AUGUST 2012 CTO FORUMTHE CHIEF

TECHNOLOGYOFFICER FORUM

EDITORIALYASHVENDRA SINGH | [email protected]

EDITOR’S PICK

Rethinking Communication

Social networking has become a rightful communication tool at the workplace. CIOs need to take heed

The Power of NetworksA look at how top CIOs are leveraging social media to achieve more efficient, faster and effective collaboration

The writing is on the wall. For a CIO, there is no run-

ning away from social media. The more innovative and for-ward-looking CIOs have already acknowledged this, and have started to leverage the power of social networks to initiate the broad professional dialogue.

The importance of this emerg-ing trend is reflected in Gartner’s forecast for 2012. According to the analyst firm, the social media revenue will to increase by 43.1 percent to $16.9 billion in 2012.

calls. For organisations that use social media to promote their products, responding to inqui-ries via social media channels will be the new minimum level of response expected.

There is no doubt that social media provides the CIO with a great opportunity and a much-needed window to get valuable feedback from the users, both internal and external. Besides, social media management tools have not only enabled better control over the social media space, they have also lent a CIO the power to tabulate measur-able returns on the investments made on this front.

For a CIO, the real challenge lies not in implementing the technology but in ensuring full participation from the employ-ees. His real test would lie in overcoming the inhibitions of the employees from sharing

As per the estimates of McKin-sey Global Institute, implement-ing social media to its fullest can result in an organisation ramp-ing-up the productivity of its high-skilled knowledge workers by as much as 20 to 25 percent.

According to Gartner, by 2014, organisations that refuse to com-municate with customers by social media will face the same level of wrath from customers as those that ignore today's basic expectation that they will respond to emails and phone

their thoughts on the social media platform. Social media has the power to amplify voices, which is why the CIO needs to tread on the path slowly. There is no point expecting immediate results. The best approach is to first get a grip on the culture and protocols before moving ahead.

In this issue’s cover story, we bring to light how some of the progressive technology lead-ers are leveraging social media to their organisations’ benefit. They have deftly overcome the security bogey linked to social media and achieved more effi-cient, faster, and effective col-laboration. For those who are still weighing the opportunity, it is time to take the plunge. The water is just fine!

28

Editorial.indd 1 8/9/2012 6:19:24 PM

2 07 AUGUST 2012 CTO FORUM THE CHIEF


60 | VIEW POINT: ENABLERS OF TRANSFORMED IT Placing My BetsBY KEN OESTREICH

4 | I BELIEVE: SPEEDY IT INTEGRATION IN M&ABY AVINASH VELHAL

COVER STORY

28 | The Power of Networks A look at how top CIOs are leveraging social media to achieve more efficient, faster and effective collaboration

COPYRIGHT, All rights reserved: Reproduction in whole or in part without written permission from Nine Dot Nine Interactive Pvt Ltd. is prohibited. Printed and published by Kanak Ghosh for Nine Dot Nine Interactive Pvt Ltd, C/o Kakson House, Plot Printed at Tara Art Printers Pvt Ltd. A-46-47, Sector-5, NOIDA (U.P.) 201301

Please Recycle This Magazine And Remove Inserts Before

Recycling

CO NTE NT S THECTOFORUM.COMAUGUST 12

28

COVER DESIGN:MANAV SACHDEV


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A look at how top CIOs are leveraging social media to

achieve more efficient, faster and effective collaboration Page 28


BEST OF BREED

Ten Things on Cloud SecurityPAGE 20

TECH FOR GOVERNANCE

The Compliance SocietyPAGE 42

COLUMNS

FEATURES20 | BEST OF BREED:TEN THINGS ON CLOUD SECURITYA lack of depth of management introduces many security related challenges

Contents.indd 2 8/10/2012 5:07:01 PM

Managing Director: Dr Pramath Raj SinhaPrinter & Publisher: Kanak Ghosh

Publishing Director: Anuradha Das Mathur

EDITORIALExecutive Editor: Yashvendra SinghConsulting Editor: Atanu Kumar Das

Assistant Editor: Varun AggarwalAssistant Editor: Ankush Sohoni

DESIGNSr Creative Director: Jayan K Narayanan

Art Director: Anil VK Associate Art Director: Atul Deshmukh

Sr Visualiser: Manav Sachdev Visualisers: Prasanth TR, Anil T & Shokeen Saifi

Sr Designers: Sristi Maurya & NV Baiju Designers: Suneesh K, Shigil N, Charu Dwivedi

Raj Verma, Peterson, Prameesh Purushothaman C & Midhun Mohan

Chief Photographer: Subhojit Paul Sr Photographer: Jiten Gandhi

ADVISORY PANELAnil Garg, CIO, Dabur

David Briskman, CIO, RanbaxyMani Mulki, VP-IT, ICICI Bank

Manish Gupta, Director, Enterprise Solutions AMEA, PepsiCo India Foods & Beverages, PepsiCo

Raghu Raman, CEO, National Intelligence Grid, Govt. of IndiaS R Mallela, Former CTO, AFL

Santrupt Misra, Director, Aditya Birla GroupSushil Prakash, Sr Consultant, NMEICT (National Mission on

Education through Information and Communication Technology)Vijay Sethi, CIO, Hero MotoCorpVishal Salvi, CISO, HDFC Bank

Deepak B Phatak, Subharao M Nilekani Chair Professor and Head, KReSIT, IIT - Bombay

SALES & MARKETINGNational Manager – Events and Special Projects:

Mahantesh Godi (+91 98804 36623)National Sales Manager: Vinodh K (+91 97407 14817)

Assistant General Manager Sales (South):Ashish Kumar Singh (+91 97407 61921)

Senior Sales Manager (North): Aveek Bhose (+91 98998 86986)Product Manager - CSO Forum and Strategic Sales:

Seema Menon (+91 97403 94000)Brand Manager: Gagandeep S Kaiser (+91 99999 01218)

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OFFICE ADDRESSPublished, Printed and Owned by Nine Dot Nine Interactive Pvt

Ltd. Published and printed on their behalf by Kanak Ghosh. Published at Bungalow No. 725, Sector - 1, Shirvane, NerulNavi Mumbai - 400706. Printed at Tara Art Printers Pvt ltd.

A-46-47, Sector-5, NOIDA (U.P.) 201301Editor: Anuradha Das Mathur

For any customer queries and assistance please contact [email protected]

www.thectoforum.com

REGULARS01 | EDITORIAL06 | LETTERS08 | ENTERPRISE

ROUND-UP

advertisers’ indexAirtel IFCCCTRL S 5SAS Institue 7Datacard 11IBM 13, BCQlikTech 17Commscope 18-19PID Ltd IBC

This index is provided as an additional service.The publisher does not assume

any liabilities for errors or omissions.

42 | TECH FOR GOVERNANCE: THE COMPLIANCE SOCIETY How easy is it to align the regulatory requirements against changing technology?

42

A QUESTION OF ANSWERS

14 |India Needs Consistency Jeff Kelly, Chief Executive, BT Global Services talks to Varun Aggarwal about BT's focus on India and the need for better governance and consistency in the country

52 | NEXT HORIZONS: BEWARE OF BYOD WREAKING HAVOC The BYOD trend is universal and it represents a threat for businesses of all sizes

52

14

Contents.indd 3 8/10/2012 5:07:14 PM

I BELIEVE

CURRENTCHALLENGE



THE AUTHOR IS business technologist with over 25 years of cross-functional experience

in IT across wide gamut of areas in IT governance, compliance management etc.

BY AVINASH VELHAL Group CIO, Atos International

ATOS ACQUIRED Siemens IT Solutions and Services, the holding com-pany of all Siemens' IT activities in 2010. The deal was announced on 15th December, 2010; signed on 1st February 2011 and the integration was over on 1st July, 2011.

I was heading the integration for India, Middle East and Africa. India was the first country to complete the integration of systems of Siemens IT Services and Atos. The mandate from the top management was to complete it in six months. The indian set up was able to complete the integra-tion in four months! It's the biggest achievement for me because out of 48 countries, India was the first one to move into a complete Atos landscape in just four months. How were we able to pull it off in such a short time? Communication Strategy and fixing the transition agreement were the secret to the success of the project.

The process entails identifying the transition agreements, which basi-cally includes handover of services erstwhile provided by Siemens into Atos' domain. The first challenge is to identify the servcies to be run unin-terrupted for the sake of customers to provide them business continuity. The services that are to be put on hold until the common IT infrastructure is ready were included in the transi-tion agreement. After deciding on the agreements, we had more leeway and control, which multiplied and then we pushed through fast.

The deal created a new company with 78,500 employees across 42 countries. The India employee count was about 4000 employees. In the whole process, communication was a critical component because employ-ees across all functions are not in a position to understand the changes happening as a result of the acquisi-tion thus the implementation and the communication has to be well orchestrated. We had a detailed com-munication plan, giving out updates at each stage, identifying what are the changes happening and why they are being done, what alternate mech-anisms do the employees have. The customers also had to be communi-cated on the switchover period.

MANDATE TO COMPLETE IT INTEGRATION IN SIX MONTHS

Speedy IT Integration in M&AIdentifying transcation agreements and communication strategy is key to a successful IT integration project

I Believe.indd 4 8/9/2012 6:22:50 PM

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LETTERS

WRITE TO US: The CTOForum values your feedback. We want to know what you think about the magazine and how

to make it a better read for you. Our endeavour continues to be work in progress and your comments will go a long way in making it the preferred publication of the CIO Community.

Send your comments, compliments, complaints or questions about the magazine to [email protected]

ARE CTOS MORE INTERESTED IN SATISFYING THE CFO & BOARD RATHER THAN THE CONSUMER?

If CTO is aligned to the CFO and the Board in that order, the CTO will have to also be good at resume writing as he will not last too long. But then the question arises, is the CFO aligned to the Consumer? If he is not, then even he may be in hot water sooner or later.ARUN GUPTA, Group CIO, Shoppers' Stop

MORALS OF INFORMATION SECURITY

The issue of information security is no longer localised and thus thinking in the purview of your office or home does not suffice any longer

To read the full story go to: www.thectoforum.com/content/morals- information-security

CTOF Connect Nandan Nilekani, Chairman of Unique Identification Authority of India talks about how he has set a goal of having half a billion people in the system by 2014www.thectoforum.com/content/unique-identification-setting-a-goal-have-half-a-billion-people-system-2014

OPINION

RISHI MEHTA, HEAD IT GOVERNANCE & CISO, RELIGARE

CTOForum LinkedIn GroupJoin over 900 CIOs on the CTO Forum LinkedIn group

for latest news and hot enterprise technology discussions.

Share your thoughts, participate in discussions and win

prizes for the most valuable contribution. You can join The

CTOForum group at:

www.linkedin.com/

groups?mostPopular=&gid=2580450

Some of the hot discussions on the group are:Open Source vs Proprietary SOFTWARE

Practically how many of you feel OpenSource Free

software are best solutions than any proprietor software's?

I would rather mention that, you call should depends on

the criticality of the application to serve the enterprise

business requirement, as opensource application can

have security breaches and lack of support in worst

come senario

—Vishal Anand Gupta, Interim CIO & Joint Project Director HiMS at The Calcutta Medical Research Institute

Security of the future should be built with bridges rather than walls

CIOs increasingly see technologies such as analytics/business intelligence, mobility, cloud and social in combination rather than isolation to address their business priorities. Changing the customer experience requires changing the way the company interacts externally rather than operates internally.

Perhaps, this is one of the reasons why analytics/business intelligence was the top-ranked technology for 2012 globally and in India in a recent Gartner survey. CIOs are combining analytics with other technologies to create new capabilities. For example, analytics plus supply chain for process management and improvement, analytics plus mobility for field sales and operations, and analytics plus social for customer engagement and acquisition.

This story talks about how some of the CIOs in India are leveraging the power of analytics to create value from the deluge of data that exists in today’s enterprises.

By Varun Aggarwal

Imaging by Shigil N

MakingData

New age BI/BA tools are enabling businesses to cut off data noise and make it sound like music to the managementSing

COVE R S TORY M A K I N G DATA S I N G


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BesT of BreedWho Knows More About Tech?Page 18

Tech for Governancedebunking Information security MythsPage 40

nexT horIzons

Cloud CollaborationsPage 47

Volume 07 | Issue 22

July | 07 | 2012 | 50Volume 07 | Issue 22

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Letters.indd 6 8/9/2012 5:22:09 PM



Enterprise

ROUND-UP

FEATURE INSIDE

80 Billion Devices to be Connected by

2020 Pg 10

Will be the size of data centre IT infrastruc-ture market globally by 2016

IT Spending in India to Grow at 16% in 2012 SMEs and emerging technologies to drive domestic IT investmentInternational Data Corporation (IDC) recently released a new research report, India IT Market Overview Report - 2012, which provides stakeholders in the IT ecosystem and related firms with a holistic understanding of the IT market scenario in India.

Key Highlights of the report: Despite the economic volatility, IT spending will grow by 16.3 percent in 2012. Traditional verticals such as BFSI, communication & media, government, manufacturing and IT/ITeS continued to be the highest spenders in 2011 with a moderate CAGR (2010-2015) of 14 to 18 percent.

Retail and wholesale, energy and utilities, and health-care witnessed tremendous growth (>23 percent) in IT spending. The trend is expected to continue. India is witnessing a phenomenal increase in SME spending on IT. 38 percent of enterprise IT spending in 2011 was by the SME segment. The proportion is expected to grow to 43 percent by 2015. Investments on emerging technologies such as social media, cloud, mobility and big data are on the rise.Despite lesser than expected GDP growth figures in

2011-2012, India still commands a high growth rate, next only to China among the BRIC countries.

$152 billion

DATA BRIEFING

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E NTE R PR I S E RO U N D - U P



New Yahoo chief executive Marissa Mayer's compensation package could total more than $70 million in salary, bonuses, restricted stock and stock options over five years, according to a regulatory filing made by the company.

QUICK BYTE ON APPOINTMENTS

3 in 5 Indians Concerned About Mobile Cybercrime Loss of contact information cited as the greatest fear AS TECHNOLOGY evolves, so does the way we interact with others around us. Our mobile phones are a means of fulfilling our on-the-go, Internet-dependent lifestyles.

Norton has released a survey that sheds light on Indians’ mobile phone usage habits, the importance of their personal information, and their level of understand-ing when it comes to mobile security. The survey reveals:

Indians are no longer using their mobile phones just to stay connected, but also to fulfill necessary daily tasks and engage in leisurely activities that enhance their lifestyle. The survey uncovered that a staggering 72 percent of the online popula-tion in India possesses at least one mobile phone, which is on par with the number of people who own a computer (92 percent). While 90 per cent of respondents access the Internet via their computers, almost half of the population (48 percent) use their phones to access the Internet, highlighting the evident need for Indians to stay connected. The top online mobile phone activities include social networking (60 percent), reading news (44 percent) and online messaging (42 percent). These activities are followed by mobile banking and payments (34 percent), location-based tasks, including navigation (25 percent); and online shopping (24 percent).

In a conference call with investors and analysts Cook told Economic Times that he loved India but there was little business opportunity in the country to sell the company's products.

"I love India, but I believe Apple has some higher potential in the intermediate term in some other countries. This doesn't mean we're not putting emphasis in India. My own perspective is that there will be larger opportunities outside (the country)." —Tim Cook, CEO, Apple

—Source: Yahoo

THEY SAID IT

TIM COOK

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E N T E R PR I S E RO U N D - U P



80 Billion devices to be connected by 2020 Mobile e-mail now dominates enterprise mobility in IndiaWITH THE GROWING need to be constantly connected and having easy accessibility to multiple apps that provide real-time infor-mation, there has been a paradigm shift to a mobile world that has compelled enterprises to leverage the benefits of mobility.

By 2020, an estimated 80 billion connect-ed devices will exist, and telecommunica-tions would move from a consumer-centric role to a smart-enabler role.

The mobile e-mail market dominates the current landscape of enterprise mobility in India. However, future growth engines are core business applications and M2M mar-

kets, which are experiencing significant trac-tion. The Mobile e-mail market is expected to grow at a compound annual growth rate (CAGR) of 15 percent by 2017. Core business applications are estimated to grow at a CAGR of 37 percent, and M2M services at 41 percent by 2017, which illustrates the momentum behind more workflow mobilisation and growing awareness in enterprises.

According to Thejaswi Parameshwaran, Program Manager, Information and Com-munications Technology Practice, Frost & Sullivan, South Asia and Middle East, “In the next few years, an important mega trend

we expect is that IT Infrastructure would be around 80 percent wireless on a single integrated platform. Thus, wireless intelli-gence will be the key factor that enterprises will use to enable faster decision-making in their business processes.”

The enterprise mobility market represents a diverse ecosystem of best-of-breed players in different fields of expertise, and the core strategic influencer for the market will be how they synergise together across the value chain to provide enterprises a one-stop-shop for their mobility needs, Parameshwaran said. Frost & Sullivan recently hosted The Enterprise Mobility Summit 2012, which discussed the key trends and challenges in this sector. The Summit saw participation from telecommunications companies, sys-tem integrators, and device manufacturers. A panel discussion on Increasing Produc-tivity, Lowering Total Cost of Ownership: Developing the Right End-to-End Mobility Roadmap for an Enterprise, saw partici-pation from key panelists from Arkadin, Research in Motion Ltd, Wipro Technolo-gies, and Vodafone.

“With a huge increase in mobile work-force in Asia Pacific, IT organisations would be increasingly challenged to deliver tech-nologies that are more collaborative, engag-ing, and accessible from anywhere,” said Pankaj Gupta, Managing Director, Arkadin ConferIndia (P) Ltd. “Cloud-based collabora-tion services that offer fast, scalable deploy-ment and consistent user experience across multiple devices would see rapid adoption, resulting in a low cost of ownership and a high ROI, making them attractive to busi-nesses of all sizes,” he added.

Speaking on the occasion, Padmanabha TK, Chief Technology Officer - Wipro Info-tech, said, “In the current scenario, the typi-cal activities done in an enterprise like ven-dor management, branch roll out etc. face great challenges like time management, cost optimisation and manageability. The market expectation is to get this done faster, economically, and with ease.”

Sunil Lalvani, Director – Enterprise Sales, Research In Motion India, was of the opinion that “an increasing demand for anywhere, anytime access to data and need for interconnected mobile solutions have led to CIOs and organisations adopting mobility solutions.”

GLOBAL TRACKER

ITOM Software Market

Worldwide IT operations management (ITOM) software revenue totalled $18.3 billion in 2011, an increase of 8.7 percent from 2010, according to Gartner Incorporated.

$18.3 billion in 2011

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Datacard and Secure Issuance Anywhere are registered trademarks, trademarks and/or service marks of DataCard Corporation in the United States and/or other countries. ©2012 DataCard Corporation. All rights reserved.

INSTANT ISSUANCE

Datacard, CardWizard and Secure Issuance Anywhere are registered trademarks, trademarks and/or service marks of DataCard Corporation in the United States and/or other countries. EMV is a registered trademark of EMV CO., LLC. ©2012 DataCard Corporation. All rights reserved.

New financial instant issuance portfolio

Datacard Group offers a full range of new innovative printers, CardWizard® software, the

world’s #1 instant issuance software and unmatched global service and support. Our

solutions give you the flexibility to issue permanent embossed, unembossed, magnetic

stripe, EMV®-compliant cards and NFC enabled mobile devices immediately.

Datacard Group makes it easy and affordable to launch a profitable instant issuance

card program. Our Secure Issuance Anywhere™ platform empowers you to manage

your card and mobile payments programs the way you want to – anytime, anywhere.

To schedule an instant issuance demo, visit www.datacard.com/cto

Datacard India Private Ltd B-302,Flexcel park,S.V.Road, Next to 24Karat Multiplex, Jogeshwari (W) Mumbai-400102.India Tel:+91-22-61770300 Email:India_sales @datacard.com

GIVE CARDHOLDERS THE CONVENIENCE AND SERVICE LEVELS THEY DEMAND

E N T E R PR I S E RO U N D - U P



VMware to Acquire Nicira The company will pay $1.05 billion in cash

ACQUISITION

Google has acquired Sparrow,

a provider of email manage-

ment software for Apple's plat-

forms, Sparrow announced.

Sparrow launched its application

for Apple's OS X operating system

in October 2011 and its app for

Apple's iOS mobile operating sys-

tem in March, both of which have

quickly gained popularity for their

simple and efficient service.

"Now we're joining the Gmail

team to accomplish a bigger

vision -- one that we think

we can better achieve with

Google," said Dom Leca, chief

executive officer of Sparrow, in

an announcement posted on the

company's website Friday.

No financial details of the

acquisition were disclosed,

reported Xinhua.

Sparrow said its applications

will continue to be available for the

time being, but they do not plan to

release new features for the Spar-

row apps anytime soon, said the

company in an email to its users.

Sparrow offers email client ser-

vice, which is formally called mail

user agent. It is a programme

used to access and manage a

user's email.

The company launched its

application for Apple's OS X oper-

ating system in October 2011 and

its app for Apple's iOS mobile

operating system in March, both

of which have quickly gained

popularity for their simple and

efficient service.

VIRTUALISATION software giant

VMware Inc. announced that it

will acquire Nicira Inc., a software-

defined networking (SDN) and net-

work virtualisation for open source

initiatives player.

"VMware has led the server virtu-

alisation revolution, and we have the

opportunity to do the same in data

centre and cloud networking," said

OVUM EXPECTS Ovum expects Optical network (ON) market, driven by data center demands, to reach $20 billion by 2017 with a 5 percent com-pound annual growth rate (CAGR).

The latest Ovum forecast predicts the high-est growth region will be Latin America. The market is the region would be driven by network modernisation efforts to enhance connectivity in support of mobile and broadband access network buildouts. North America is expected to exhibit solid growth as tier-1 network operators embrace

Data Centers Will Drive Optical Network Market to $20bn by 2017 Highest growth region will be Latin America

FACT TICKER

Paul Maritz, chief executive officer,

VMware. "The acquisition of Nicira

adds to our portfolio of network-

ing assets and positions VMware to

be the industry leader in software-

defined networking."

VMware will acquire Nicira for

approximately $1.05 billion in cash

plus approximately $210 million of

assumed unvested equity awards.

The acquisition is subject to regulatory

approvals and other customary clos-

ing conditions. The parties expect the

acquisition to close during the second

half of 2012. The acquisition has been

approved by the boards of directors

of both VMware and Nicira and the

stockholders of Nicira.

"Nicira helps customers dramati-

cally improve business velocity and

efficiency by transforming how net-

working works in the Cloud era," said

Steve Mullaney, chief executive offi-

cer, Nicira. "I'm thrilled to be joining

forces with VMware to help build the

software-defined datacenter."

new 100G technology to meet growing data center needs. The report says that growth in Asia-Pacific is expected to continue but will cool a bit after 5 years of torrid growth, while the EMEA market is expected to expand, despite the current macro-economic malaise, due to deployment activity in Russia, the U.K., Eastern Europe and Africa.

“The new bandwidth driver is data centers. Large-scale data centers continue to be built out –both the multi-tenant, carrier-neutral variety and private data centers,” says Ian Redpath, prin-cipal analyst in Ovum’s Network Infrastructure practice. “The data centers are being placed in brand new locations, creating brand new optical networking demands. For example, the new Face-book data center at Lulea, Sweden, near the Arctic Circle, will require terabits of bandwidth. These new demands are not unique to Lapland – they are emblematic of a trend unfolding in multiple European and North American locations” he added. In EMEA, Russian network operators are supplying pan-Asian capacity interconnecting the Far East to Europe overland. The southeast U.K. is another hotspot, with over 150 data centers outside of central London that require high-bandwidth interconnection. “In China, the optical network market has trebled in size over the past 5 years and continues to grow. Much of the core backbone was built in support of early generations of mobile technology, but there is still a wave of high-speed fixed broadband and next-generation mobile to come,” predicts Redpath. The ON mar-ket in Latin America is in great shape as incomes have been rising, enabling network operator revenue growth. Broadband is recognised as an essential service, and inter- and intra-continental connectivity is undergoing an upgrade.

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MORE ON WEB

Opportunity for InnovationAjay Bakshi - Global Head (Process Automation & Improvement), Hinduja Global Solutions, talks about how the tough economic environment offers his company opportunities to innovate, the changes being brought about by social media in the BPO business and other future trends in this exclusive interview. Excerpts:

White PaperGet Your Projects under ScheduleTwo thirds of the companies

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FeatureHandling Data GrowthAs IT becomes pervasive, data

is growing in a geometrical

progression. Mobility is

adding another dimension to

this data growth. How can IT

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profusion of data?

http://bit.ly/NHRb7C

Expert ViewHarnessing Social Data: Understand-ing IT’s RoleOrganizations can allow big

data to derail their strategy,

or they can harness big data

in creative ways to help drive

true customer-centricity,

says Torrance Mayberry, Sr

Systems Manager of Westpac

Life New Zealand Ltd

http://bit.ly/NsVHcA

Q How is your business affected by the tough economic environment?A Actually, in our line of business, the toughness in the eco-nomic environment increases the opportunity for us to do more innovation. About 80 percent of the applications that

BROUGHT TO YOU BY

we use are client-driven and that has become an opportu-nity for clients to move their applications into the cloud. We are also trying to move the 80-odd applications that we cre-ated internally into a private cloud. Due to the nature of our business we can’t go in for the public cloud.

Q Is social media bringing about a change in the BPO business?A Social media is coming up in a big way. Many of our cli-ents are already talking of how using social media can help resolve their queries. Traditionally, it has been email, chat and phone and now social media inputs are also coming into the whole environ-ment. We also are gearing up in terms of employment train-ing and software automation and we are work with vendors to make suitable tools.

Q How much innovation do you need to do to serve your clients?A The opportunities for innovation are huge and more than just IT innovation, I would call it business process innova-tion…We often go back to our clients saying that we will do the end-to-end transactions. [For instance] If we do a tweak-ing to the system, a bit here and a bit there and the steps can be reduced, then the quality can be improved. Many of our customers are very happy with the way innovations are happening.

Q Which technologies are you looking to adopt in the next few months?A In terms of IT, some consolidation of IT is certainly going to happen within our organisation. Virtualization may also take place because we have so many internal applications and they are scattered all over. Private cloud initiative will move into the big thing over the next 6 to 9 months. Private cloud would be a serious initi-ative as we go forward which will be our major focus area. We would also try out new architectures which could help us in streamlining the data centre and help us in increaing the operational efficiency and business agility.

To watch the full interview video and interactions with other IT decision makers, visit http://bit.ly/MYMTpe

FUTURE OF ITwww.itnext.in/futureofit



FUTURE OF IT.indd 13 8/9/2012 5:40:23 PM

A Q U E S T I O N O F AN SWE RS J E F F K E L LY



Given the turmoil in the European market, do you

see business slowing down in India as well?Two years ago, there was large FDI in China and India. We’ve seen a little bit of slowdown in these markets but in our industry, the growth continues to be strong. If anything, the emerg-ing MNCs are accelerating. Japan has a stronger Yen, which means they are looking at globalising. We are all aware of problems in European econ-omy. But we are seeing a slowdown in volumes in the financial services industry. However, we haven’t seen much impact in Asia. We’re still see-ing the same amount of commitment towards Asia as it was previously. I haven’t seen companies changing their investment plans in Asia due to the slowdown. A lot of companies maybe struggling in Europe but they are still interested in investing into growing markets such as Indian and China. There are no signs of Asia in trouble as of now. A lot of companies are finding it hard to grow in Europe and so companies are looking at emerging markets such as India and

China where they can get a better spread of their revenues and invest-ments. All MNCs are doing this. They are spending less in Europe because of the excessive risk but they are still spending a lot in markets where they think they can grow and India is one such market.

You said sometimes you just have to keep on

struggling in Europe. What are your expectations from European market?I think the team in continental Europe is doing a pretty good job. We are seeing customers buying more on price as the market is more price sen-sitive now. The decisions are delayed a bit as companies are looking at their risk profiles and are trying to be sure if they should make a buying decision right now. There are still opportuni-ties to grow in Europe.

How do you see the high growth happening in India?

Which verticals do you think are growing in India?We are trying to focus on industry

verticals that buy globally such as the investment banking industry that buys services. This approach plays well with what we do. We don’t have to compete with five carriers in every country we operate in. So the value proposition is to get a value stack that delivers work that runs globally and services can be wrapped around it. Pharmaceuticals is another such industry where companies run oper-ations in a global manner. The spe-cific regional play is not so much of a focus for us right now as you need to customise every offering for the local needs. In India we’ve seen Pharma-ceutical, healthcare and financial ser-vices sectors growing and we would expect them to continue. Investment banking volumes are shrinking. These are some of the industries we’d be focusing on. As we did in China, in the last 4-5 years, we’ve not only invested into manufacturing to export goods back but also invested in building a future in China. We’re doing something similar in India. We are very optimistic about growth in India despite of certain challenges that are there.

JEFF KELLY | BT GLOBAL SERVICES

India needs consistency”Jeff Kelly, Chief Executive, BT Global Services talks to Varun Aggarwal about BT’s focus on India and the need for better governance and consistency in the country.

“

A Question of Answers-01.indd 14 8/9/2012 6:24:45 PM

J E F F K E L LY A Q U E S T I O N O F AN SWE RS



15thectoforum.com 07 AUGUST 2012 CTO FORUM

Investments: Companies may be

struggling in Europe, but they are interested in

investing in markets like India and China


A Q U E S T I O N O F AN SWE RS J E F F K E L LY



On a macro perspective, we will be happy if there is better governance in India”

We have

recently launched

BT for Life

Sciences R&D.

We are happy

to be invested

in India and

we have all the

confidence in

India.

We are trying to

focus on industry

verticals that buy

globally such as

the investment

banking industry

that buys

services.

THINGS I BELIEVE IN

You mentioned India is a good market to get into but there

are some challenges? What are these challenges according to you?One of the things that investors need in a country is consistency. What we therefore like to see in India is consis-tency in order to make it attractive for investors. We are happy to be invested in India and we have all the confi-dence in India but obviously when you see inconsistency between the industry and the government, then that’s a concern. But I’m sure that will work itself out in Indian way.

From a macro perspective, we’d be happy if there was more consistency and better governance in India. India has been very progressive in tak-ing initiative such as creating special economic zones. The only concern is that there are a lot of different departments in India because the government administration is built in a British style but the concern is to see consistency across these departments.

What are you doing in the life sciences space?

We’ve recently launched BT for Life Sciences R&D, the first cloud service designed to enable collaboration within the life sciences industry for increased R&D productivity. The new service is designed to allow customers to comply with the industry’s strin-gent security, regulatory and compli-ance requirements in a way that is suitable for many regulated applica-tions a company may wish to deploy.

We are developing BT for Life Sci-ences R&D for it to become a secure and segregated platform for scientists in pharmaceutical, biotech, devices & diagnostics companies as well as in academia and government. This will allow them to construct and orchestrate in silico workflows and data pipelines to identify new pharmaceutical targets and drug candidates. In addition, this platform enables research scientists to create global project groups and collaborate using social media tools. This ecosys-tem will allow the group to securely

upload documents, share results and communicate via IM, voice, video or chat to analyse results in an environ-ment that segments data and uses qualified hardware components and workflows specific to the pharmaceu-tical industry. At the initial stage of rollout, the new cloud platform for life sciences builds on BT’s On Demand Compute service, with an innova-tive compliance “wrap” meeting the GxP requirements for qualification. This conforms to the quality and regulatory requirements that make an environment suitable for many regulated applications that can be col-laboratively used where partners may have differing risk profiles. As part of this, we have entered into an alliance with Accelrys, a leading scientific enterprise R&D software and services company. The alliance will enable use of Accelrys scientific applications in BT for Life Sciences R&D and provide on-demand services for customers.

There are increasing concerns around managing Big

Data. How are you helping your

customers overcome the security and manageability challenges? We have recently launched a new security data analysis service called Assure Analytics, which helps organi-sations collect, arrange and evaluate big data sets, presenting them in visually insightful ways which can improve decision-making. It enables businesses to make informed, split-second decisions and develop effective long-term policies to govern their use of resources and response to potential risks and security threats across their infrastructure and operations.

The service, which instantly fuses together structured and unstructured data from any number of sources - such as emails, reporting systems, databases and internet news feeds - brings the information to life for businesses through insightful imag-ery and mapping which highlights potential patterns, threats, interde-pendencies and outcomes across their organisation. BT is already using Assure Analytics in its battle to protect the UK telecoms network from copper theft.

“


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Making the right infrastructure investments today helps position an organisation for growth and success it will achieve tomorrow. The imVision evolution gives you unprecedented vision and control of your network so your IT and your business will be ready for strategic growth, change and opportunity an organisation always yearns for.

work goes down, everything goes down – which can add up to huge losses in productivity and revenue.

• Networks must be more robust, reliable and available than ever before to accommodate the demands of a 24/7 network, but this requires increased energy demands and costs – as well as information technology staff and resources to man-age and support it all.To overcome the of problems mentioned above,

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CUSTOM PUBLICATION - Commscope.indd 19 8/10/2012 5:10:40 PM



BEST OF

BREEDMoving to the Cloud Pg 23

What CIOs Should Know About OS X Pg 25

“DR is not seen as business-enabler” Pg 26

FEATURES INSIDE

This is not a Top 10 list - it is a list of 10 things I’ve learned along the way.

Top 10 lists imply some sort of universal knowledge of the “top” things possible in a given field. Top

10 attractive women, top 10 guitar players, top 10 whatever, they all have one thing in common: They are all ten things the author thinks are the best.

I don’t really like to think I know everything, so this list is in no particular order. This particular list is on cloud security and, well, it is a big topic that interests me greatly and there is no way I can cover it all in a blog post. As a result I will be doing a presentation around this topic in a few places, including BSides Cleveland.

Anyway, cloud security is tough for a lot of reasons, not least of which is because you, like me, probably only understand the basics of what you interface with in the cloud - the controls the cloud provider allows you to see. This lack of depth of management introduces many security related challenges.

Having said that, let’s explore:

1CONTROL PANELSControl panels are simultaneously the best and worst aspect of a given cloud provider’s offerings.

They can enable you to do really great things or handicap you by not allowing enough fine-grained control. They can enhance the secu-rity of your slice of the cloud infrastructure and then cut it off at the knees, sometimes with both in the same feature.

If a control is very granular and allows you to be very custom, you can make spectacular infrastruc-ture decisions while at the same time easily forget-ting to make some necessary security adjustments.

Ten Things On Cloud SecurityA lack of depth of management introduces many security related challenges BY: BILL MATHEWS

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Best of Breed.indd 20 8/10/2012 5:58:04 PM



120+ CONTEMPORARIES FROM INDIA AND

SAARC

JOIN INCELEBRATING DIVERSITY

REASON #1S E CU R I T Y B E S T O F BR E E D

If the controls aren’t granular enough, i.e. the provider made those decisions for you, then that can limit your abilities. In general, control panels are a double edged sword... and a balancing act...usually done while juggling razor-sharp ninja stars - not nec-essarily an easy job.

2UPTIME/DOWNTIMEThis is a problem, but not necessarily a problem specific to the cloud. It is a prob-lem specific to computers. You will have downtime no matter where you host your

services or what you do to prevent it. (Author’s Note: I have spent a large portion of my company’s overall budget to avoid downtime. It still happens, it’s just mitigated better).

Some will argue uptime is worse in the cloud than if you hosted it yourself, but depending on who you are this may or may not be true. It just depends on how much trouble you want to go through to deal with the uptime of critical assets - or rather how much you want to spend to achieve a good uptime ratio.

In the public cloud, the cost is spread around so it is naturally a bit cheaper. If you are doing it yourself then you are footing the entire cost. Simple equation really: how much downtime can you afford? Be care-ful here, the cloud is not always cheaper than doing it yourself, check out the Cloud is Cheap section.

Side note: While I was editing this post and get-ting its accompanying presentation ready Amazon Web Services had their big storm related outage and one of our apps was in the wrong zone at the wrong time, bringing it down for about 30 hours total. Luck-ily, it was a weekend so no one was using it.

But still, there is no greater feeling of helplessness when your service is down and completely out of your control. I’m like this whenever my phone or data center provider have problems too so I’ve gotten used to it. A bottle of pepto and lots of patience is required for any sort of cloud endeavor.

3ACCESS CONTROLThere is a "myth" that you have no con-cept of access control in the cloud. In most cases, at least with the reputable providers, you do have a decent ACL

system. In Amazon you can set up roles and assign folks to groups, not half bad.

The problem comes in when you actually MEAN access control. With very few exceptions you are run-ning on shared resources in the cloud, not dedicated equipment. If you were under the impression it wasn’t shared, perhaps we need to revisit the defini-tions of cloud computing again (see cheatsheet). In theory, this sharing could cause some problems.

All cloud providers use some sort of virtualization - what it is, what vendor, what tech is completely irrel-evant - there is at least some risk of someone being able to break out of the virtualised jail and see your data or perform some other malicious activity. This is a very important risk, one to at least mitigate with encryption on both the transport and rest layers.

Honestly though, you should be doing this in any virtualized environment, it just makes for very good practice. Dare I say, it should be a best practice.

4API (GOOD AND EVIL)I have a love/hate relationship with APIs (Application Programming Interface). I love them because they can make so many things so easy to do, at least the

good ones. I hate them because they can often change without notice (depends on the provider) and they give providers yet another avenue for charging “micro payments". Micro payments sound good in theory but they do add up.

Amazon, for instance, wants you to send email through their messaging API and charge you per-message. I haven’t paid for email per message since...well never. They claim it increases reliability and makes it better than sending directly from your EC2 instance. I find that claim a little suspect but it’s their jail and their rules. Another big issue is if you buy the theory that the cloud is a jail for your apps then APIs are the bars. They can really lock you into a provider. I despise vendor lock-in almost more than anything.

There are cloud abstraction layers (such as Delta Cloud) but honestly I’ve never used them and really it is just adding another layer of complexity. Deploy-ing your cloud app is not like dating, it's more akin to marriage and divorcing it is hard, so remember to do your homework.

Of course there is also the whole security angle of APIs that you have to consider. Is the transport encrypted? Is the data reliable and untainted? Are you sure you are pulling the correct data? These considerations cannot be overlooked, even in a cloud environment where you are encouraged to “trust the system.” Buyer should always beware.

5FIREWALLS ARE DEAD... WELL SORTAReal firewalls in the cloud are a great idea, most reputable providers at least have basic packet filtering available. But

wouldn’t it be great to have a full-on firewall up there protecting your data? It is possible! Check Point, Cisco, and probably many others have full firewall instances (some with IPS) available for you to deploy.




B E S T O F BR E E D S E CU R I T Y

I think it's a good idea and all, but I struggle to see how many people will actually use it. I mean, people hate firewalls as it is for some strange reason (I blame willful ignorance). But now not only do you have to pay for the firewall license, but you will have to pay for the CPU time to actually run it.

Obviously we're talking about a public cloud here, if you have your own private cloud already you just need the license. Regardless of where you have your cloud, you should probably have a firewall to give you tighter control.

6REDUNDANCYOne of the ways the cloud sells itself is on it's instant super-redundancy and availability. As we’ve learned, even the large

cloud providers are susceptible to down-time. As I discussed above in the uptime/downtime section, downtime just happens.

The more or less instant redundancy mar-keting line is somewhat true, you can abso-lutely load balance your apps across mul-tiple Amazon EC2 instances across multiple availability zones. But this isn’t some magic feature you just get, it costs extra. Don’t be fooled by those sort of marketing tricks.

As I wrote this section I began thinking about the abstraction layers discussed in the API section and started to wonder: is it possible to build an application that was hosted then load balanced across multiple cloud providers. I bet it would be but now brain hurts (and I suspect if I did that my wallet would be hurting too). Anyone doing that out there?

7ENCRYPT EARLY, ENCRYPT OFTENBefore Amazon introduced the ability to encrypt in their storage offering (S3) I wrote a

tool called logsup that would allow me to automatically rotate (through logrotated), encrypt (through GPG) and upload (to S3) old log files. It takes some metadata and writes it up to Amazon’s SimpleDB service so I can easily search and figure out what data was in the encrypted log files.

Of course, I thought I was really clever when I wrote it, but then four days later Amazon introduced their encryption feature

that has better key management than GPG. Eventually I'll rewrite logsup to take advan-tage of that, but until then I will keep stub-bornly using it.

There are two primary lessons to take away from my logsup adventure. First, you should always encrypt sensitive data before it leaves your control. Second, you should always write a receipt for that data so you know where it came from and at least abstractly what type of data it contains. This will allow some piece of mind that your data is safe and that you will be able to find it later when you need it most.

Depending on the deployment, encryp-tion also offers some protection against snooping tenants when you’re using cloud storage or other less private storage. It is not a replacement for strong access control or larger security precautions but it can provide a decent layer of protection against basic prying eyes.

8CLOUD IS CHEAP!There are a number of different types of cloud service (see cheat-sheet) and the whole "cloud is cheap" myth only holds up for a

few of them. Cloud can be very cheap when you’re discussing Software As A Service (SaaS), e.g. Google’s Apps for Business is only around $5 per user per month per year or $50 per user per year.

You as an independent person or compa-ny cannot run a mail server for any amount of users for less than that cost per user. The hardware alone would set you back more, so it makes very good financial sense to run your email in the cloud. Whether it makes good common sense is a different story, but I think it is becoming more generally accepted as a best practice to outsource your email, even if only for the cost benefit.

The story gets a lot murkier when you move away from software into infrastruc-ture or platforms as services. Depending on your needs and usage this can be way more expensive than running your own stuff or much cheaper, again it just depends on the needs. If you want to build a redundant platform or infrastructure with off the shelf hardware and Linux, prepare to pay for the privilege. It really depends though, I’ve seen analyses where it is cheaper to do it yourself, so as with all advice your mileage may vary.

9LOGS IN THE CLOUDThere is a very persistent myth that you can’t get proper logging for your cloud applications and this is patently untrue. An EC2

instance is just an operating system tweaked a little bit to run on Amazon’s infrastruc-ture. There is nothing magical about it, it is the same as if you were running it on a VMWare cluster and you can get your logs from there just fine right? Right?

Of course you can, your application and OS will log the same as if you were host-ing it locally. You could even put a log collection server in the cloud if you were so inclined or use something like Log-gly or Splunk Storm and have your log analysis up there too.

When you start discussing SaaS or IaaS the story gets a little darker as you are not necessarily buying access to the logs - you are outsourcing it completely so the provid-

In the public cloud, the

cost is spread around so it is a bit cheaper. If you are doing it yourself then you are footing the cost. Simple equation: how

much downtime can you afford?




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REASON #2ers simply do provide that same level of visibility. I guess that is their call, you just need to be prepared. As we discussed in the control panels section the type of visibility you get will depend on how well the control panel is architected.

A lot of providers will give you access to logs for your specific instance (if only to cut down on sup-port calls), but others do not. It is simply a matter of asking the right questions and, again, doing your homework.

10SERVICE LEVEL AGREEMENTS (SLA)When you are choosing a cloud provider be sure you actually read their SLA. This is basically

the agreement that spells out your interactions and expectations when dealing with your provider. This is the document that will basically tell you how much uptime to expect (they all say 99.999 percent uptime, they are almost all deceitful) and more importantly

what sort of compensation you will get if they violate their SLA. Expect a lot of lawyer-speak here, so if you are putting something really critical in the cloud have your lawyer read it over. You won’t have a lot of negotiation room usually, but at least you’ll be able to plan for the possible risks with a clear head.

Typically an SLA will link out to a document describing security precautions taken by the provider to protect your data. This can be crucially important to have so you can effectively add in tech to fill the gaps, though sometimes these documents tend to be a bit vague. While this list wasn’t entirely security focused, the intent was to help guide folks looking into cloud deployments for their organizations and how to better prepare for the differences in securing those environments.

Hopefully it met those goals and more. — This article is printed with prior permission from www.

infosecisland.com. For more features and opinions on

information security and risk management, please visit

Infosec Island.

M A N AG E M E N T B E S T O F BR E E D

Closing out my series looking and some tips and tricks for organisations mak-ing the move to the cloud — arguably leaving the most important for last — I’m going to write about the internal

issues that need to be taken into consideration.First a bit of context around this – my perspective

is that cloud isn’t really about technology, or techno-logical innovation. Rather it packages together some technology that already existed (multi-tenancy, virtu-alisation, the interwebs) and delivers it in new and unusual ways (utility, self service, democratize).

If you accept this contention (and more on that in a later post) then it’s not a major leap to see that some of the biggest impacts of a move to the cloud lie in

the non-technological sphere – employees, manage-ment, processes and policies. It’s an area that I spend a lot of time talking with organisations about – often times these organisations omit to think about the human impacts of cloud, and from time to time that can result in some unintended, and negative, conse-quences from a move. So what things do organisa-tions need to think about in this move?

PLANNING FOR SHIFTING IT RESPONSIBILITIESThe face of corporate IT changes dramatically with a move to the cloud – no longer do people need to spend time racking and stacking servers, patching software and other low level tasks – the fact is that in the long

Moving to the Cloud Change and progress aren't always easy, but if they are beneficial, the pain in worth it BY: BEN KEPES




B E S T O F BR E E D M A N AG E M E N T

run individual organisations will not have email server administrators, desktop software support personnel or systems administrators.

While that is a good thing (no more focus on stuff that isn’t really core to the business) the fact is there are some people who are going to feel threatened by the changing paradigm. This move means there are lots of opportunities for IT staffers – but some people like the status quo and don’t want to change. Organisations need to be proac-tive – look at professional development and training (hey, I can suggest a good place to start!). While cloud computing certainly limits the opportunities for some skills, it offers up some new ones in the areas of cloud manage-ment, application customisation and agile development and personnel should be encour-aged to explore these new and exciting areas.

THE LACK OF FORMAL QUALIFICATIONSIn the traditional IT world there are a host of qualifications (both vendor centric and neutral) that people can challenge in order to prove their technical credentials. At this stage there is a dearth of these sorts of opportuni-

ties in the cloud industry – that’s one of the reasons I first came up with the CloudU concept – a chance for IT and business staff to at least prove they have a grounding in the cloud industry. Over time there will be much more done in the way of both general industry and product specific training – but in the mean time organisations need to invest in bringing their people up to speed – often leaning on vendors to run some in-house training is a good start down this path.

DEALING WITH OBJECTIONSSad but true – with cloud computing, as in any move to something new within an organisation, there will always be a hardy band of practitioners who oppose a move to the cloud for no other reason than their own feelings of being threatened. It’s another example where good management practice comes into play and IT managers need to look at the underlying reasons for the negativity and objections and deal with them at their root cause level.

In the instance of technical objections there is a growing body of work that answers practitioners’ concerns in these

areas – engage with communities of interest, do thorough due diligence and have concrete answers to technical criticisms of the cloud. Meanwhile when the issues are simply that the practitioner is reluctant to change, it’s time to engage with HR practitioners who can aid in bringing the staff member around.

SUMMARYCloud introduces some real human chal-lenges – but by way of context, so too did the move from the horse and cart to the motorcar, and the move from rooms full of accounting clerks to automated accounting processes.

Change and progress aren’t always easy, but if they’re beneficial, the pain is worth it. Managers need to work through the issues, identify the route causes and find ways of turning people around. The future is coming fast – there’s little point in try-ing to avoid it. — This article is printed with prior permission

from www.infosecisland.com. For more features

and opinions on information security and risk

management, please visit Infosec Island.

Cloud introduces some real

human challenges

– but by way of

context, so too did the move from the

horse and cart to the motorcar

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What CIOs Should Know About OS XHere are some things you should know about Apple's OS X Mountain Lion if you are thinking about acquiring this upgrade

Apple's OS X Mountain Lion is finally available after months of anticipation. Now, those who have been chomping at the bit to get their hands on the soft-ware will finally be able to do so. And

for those who aren't sure, they might be able to take the software for a spin to find out if it's something they really need. Judging by reviews of the operating system, however, it appears to be a platform consum-ers and enterprise users can get behind.

Determining why it might be a good idea to use Mountain Lion, however, isn't so easy at first glance. After all, the software has much the same look and feel as its predecessor, Lion. By all measures, Mountain Lion is an iterative update, not a major upgrade.

But that's just fine. Mountain Lion is a respectable operating system with a lot going for it. And it's important that consumers and enterprise users know the finer points about the operat-ing system before shelling out even the modest $19.99 fee to buy the upgrade.

Read on to find out what everyone should know about OS X Mountain Lion before they download it:

1. It's available in the Mac App StoreApple has once again followed an all-digital strategy with Mountain Lion, making it available exclusively through its Mac App Store. In other words, say goodbye to the physical media. One note: If you buy a new Mac from here on out, Mountain Lion will, of course, come bundled in the computer.

2. June 11 is the start date for free upgradesOne of the nice things about Apple's Mountain Lion launch is that customers who bought Lion or Macs loaded with the earlier Lion operating system on or after June 11 will be eligible to receive Mountain Lion for free. Everyone before that, however, will need to pay the $19.99 fee required to download it.

3. Better securityArguably the best addition to Mountain Lion is an improved security feature called Gatekeeper. The offering will control what pro-grammes can be downloaded onto the operating system, which, according to Apple, will go a long way in protecting against malware.IL

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4. Say hello to Notification CenterApple has made it clear that it wants to inte-grate iOS-like features into OS X wherever possible. In doing so, the company has brought notification center to the operating system. Notification center will alert users to emails, instant messages and much more.

5. iMessage is now presentWhen Apple brought iMessage to its mobile

products, the company said that it would transform how people communicate with each other over text. With iMessage now in Mountain Lion, users can not only text other iOS users, but can also communicate with OS X device owners. Not bad.

6. AirPlay Mirroring is perfect for meetingsEnterprise customers will be happy to hear

that Mountain Lion supports Apple's Air-Play Mirroring. With that technology, users will be able to share their Mac screens on an HDTV. However, in order for the technology to work, users will need an Apple TV. Luck-ily they only cost $99. — This article is printed with prior permission




“DR is not seen as business-enabler”In coversation with CTO Forum, Chandra Sekhar Pulamarasetti, CEO, Sanovi speaks about various aspects of DR solutions.

Manual recovery processes are often cum-

bersome and error prone. Yet the adoption

of automated backup and recovery is at a

very nascent stage. What according to you

are the reasons behind it? Where do you

see the market moving?

Automated backup has been quite well adopted for years now, with centralised backup and restore tools from large infra-structure vendors such as IBM, HP, Syman-tec. However, DR Recovery has been manual and hence error prone. The single big rea-son for companies not adopting automated DR is because, they are mostly in early stages of full fledged DR solution deploy-ments. DR has been seen only as cost to the organisation and not as business enabler until recently. Only now, with the increasing requirement to have 24x7 availability due to the advent of internet, increased regulations, and increased threats to businesses, organi-sations are allocating more budgets and more priority for DR projects.

While fortune 100 companies had some kind of working DR plans for a long time due

Chandra Sekhar Pulamarasetti, CEO, Sanovi




BE THE DRUMMER YOU

ASPIRED TO BE IN…

RHYTHM WITH

DRUMBERRIES!

REASON #4D R M A N AG E M E N T B E S T O F BR E E D

to their financial muscle power, all other companies have not really invested into complete Disaster Recov-ery facility. Most of them have deployed solutions for data protection, that too only for top 5% applications, where the data gets replicated to an alternate site, but no capability to run the business applications out of the alternate site in case the primary site fails. Some companies have invested into full fledged DR site and solution, but have not gotten around to implementing the DR process fully, due to huge DR operational costs.

So, on one side costs are high to perform a drill, whereas on the other side, business too takes hit due to downtime.

However, the awareness has increased lot more now on the need for DR. Most of the organisations, sensitive to business downtimes such as financial manufacturing, telco and government sectors, are deploying DR and started performing drills.

We see that most of the new application projects are com-ing out with requirement to implement DR too simultane-ously these days, which was not the case two years ago.

Lack of visibility in the

service level agreements

(SLAs) are often said to be

a big challenge for CIOs

when it comes to DR/BC

tools. What ,in your opinion,

should a CIO look at before

signing SLAs?

CIOs should clearly document the SLA parameters such as RPO, RTO, Test Time Window, Datalag, and ask the vendors for methodologies that will be adopted to provide regular reports on these metrics. CIOs should ask for the people plan and availability of people in crisis situations if the runbook is manual and ask to demonstrate test DR drills within the Drill windows. CIOs should look for SLA commitments for performing Drills for multiple applications simul-taneously and not just ask for Drill of one application at a time. CIOs should look for DR automation and management tool based approach if the DR SLAs are stringent (< 8 hour RPO and RTOs) from Vendors to realistically meet the SLAs. Otherwise, the SLA may remain on paper, and the DR solution can never be implemented in spirit.

CIOs end up delaying their DR testing since busi-

nesses do not allow for the downtime required

for such tests. Given this scenario how can CIOs

ensure that they are well prepared to handle DR?

This is the biggest challenge of why DR drills are not performed regularly. Primary reason for this being manual intrusive DR plans. A well thought out and implemented DR automation solution will enable reduction in down time requirements by 80 to 90 percent, and make the drill execution very reli-able. Automation provides the capability to execute simultaneous application drills with least amount of people support. It allows for performing drills more frequently. Real-time visibility into DR sys-tems provides the confidence that DR recovery can be achieved round the clock. Real-time DR health reporting and alerting ensures proactive correction and makes the DR systems ready to recover anytime.

What are the challenges

when it comes to DR/BC

in a virtual environment?

What are you doing in

order to address these

concerns?

Virtual environment pro-vides sever level isolation and enables customers to make use of mostly-idle DR systems for production, test, and development purpose. This is the single largest benefit of using virtualisa-tion in DR. Also it saves costs for DR system deployments. However the recovery pro-cess challenges of DR/BC remain the same as physical

environments. Predictable recovery is still a big issue in general and the manual procedures remain.

Given the security concerns, do you see

enterprises adopting backup as a service? What

are your expectation from BaaS/DRaaS market?

We see that enterprises have some more time to go, before putting their mission critical and business critical applications and data in BaaS/DRaaS model. They will however experiment going for DRaaS for their tier 3 and tier 4 applications, as and when these applications become critical enough to be under DR. A DRM software enabled DRaaS will provide the same level of DR readiness as DRM software pro-vides for large Enterprises. Our expectation is that several medium businesses, particularly in the finan-cial segment and the ERP automated manufacturing shops, who are doing DR for the first time, will look to adopt DRaaS model to take advantage of the cost, go-to-market and reliability benefits.

“DR Automationenables reduction

in downtime requirements by 80-90%. It makes

drill execution reliable and provides the

capacity to execute application with least amount of people”

Chandra Sekhar Pulamarasetti, CEO, Sanovi Technologies


By Akhilesh ShuklaIllustrations by Manav Sachdev | Design by Anil VK


The way organisations looked at social media a few years ago has transformed and today it has taken a

completely new shape. CIOs are now leveraging the benefits of social media for better

collaboration with their customers which is ensuring more growth opportunities for their organisations



COVE R S TORY SO CI A L M E D I A

STRATEGY AND TECHNOLOGY

COME TOGETHER TO ENHANCE

YOUR LEARNING CURVE...

MEETPROF. JEFF SAMPLER

REASON #5

In a short span of two to three years outlook towards social media has changed completely. CIOs, today, are developing social media as tool to achieve desired goals. Enterprises are

collaborating social media with business application to share information and redefine work culture. It is a new tool to increase productivity and for hassle free communication. Organisations, while hiring, are giving preference to people having exposure in handling social media. Enterprise social media, in the next few years, will bring phenomenal changes in work culture of organisations.

Perhaps no other country has realised the power of social media as India has.

The memory of a Union Minister quitting the Cabinet is still fresh among millions.

Shashi Tharoor a Member of Parliament (MP) and former Minister of State for the Ministry of External Affairs has to quit fol-lowing a controversy which took off from mirco blogging site Twitter. His associate Sunanda Puskar (who later married Tha-roor) had to relinquish her stake in Kochi IPL team. This happened after Lalit Modi, the then Chairman and Architect of IPL tweeted the shareholding pattern of Kochi IPL team ownership.

Recently, Atanu Bhuyan, Former editor-in-chief of News Live channel, had to announce his decision to quit following widespread criticism of the telecast of the molestation of a teenage girl in Assam on July 9. Incidentally, a day before, Tweeples demanded his resignation with a hash tag #ResignAtanuBhuyan. It was one of

ten trending topics of the day in India. The next day Atanu tweeted that he would resign in the afternoon.

Social media, apart from being a digital platform for infotainment, is a place of discussion and debate. People, without any geographical boundaries and ethnic-ity, share a common platform to discuss, debate and give opinion.

The Union Government, once tried to regulate the emerging medium, but has to give away its plan as it was seen as sup-pression on freedom of speech, a funda-mental right.

Individuals, political parties and lead-erships, corporate organisations, SMEs everyone is taking social media seriously. Exploring the digital medium to use it to achieve desired goals.

Social & EnterprisingOrganisations are leveraging the social media platform for better collaboration with internal

users and business partners to achieve growth




TRAIN THE TRAINER

SESSIONS TO GROOM THE TEACHER IN

YOU…

BECOME THE

“GUEST FACULTY”

REASON #6

Today, social media is being effectively used for internal and external communication among enter-prises. CIOs are developing and successfully col-laborating enterprise applications and communica-tion tools to make an organisation work effectively and seamlessly. Some of the CIOs, taking a lead, have developed tailor-made social media platform specific to the need of organisations.

Chatter is one such popular social media applica-tion. The concept of Chatter is almost similar to that of Facebook. It brings a paradigm shift in the way people communicate in an organisation.

These tools, in an organisation, are slowly and gradually getting popular.

Information and technology giant Genpact was facing a challenge to communicate with its huge

workforce spreading across various geographies. The size of the company and traditional way of communication was also affecting the decision making process.

Chatter was the answer for Genpact. It was the best solution to get to know what was happening, around the organisation, as everything was posted on a common platform.

Sanjeev Prasad, CIO, Genpact said “Today, the business environment is changing very quickly, and large organisations like Genpact are constantly striving to create an environment which encourag-es collaboration amongst its various stakeholders.”

He further added, “With more than 58,000 people operating in 18 countries, Glue is one of the tools we have introduced to create such an environ-

—Daya Prakash, CIO, LG India

“Social media has opened up new avenues for us. Now we can gather

first hand information coming directly from our customers”

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ment. Employees from different geogra-phies and time zones can work together in real time on various products and services cutting across artificial silos created by both time and space.”

“I think tools like Glue will very quickly reduce e-mail communication within organisations and in some cases be the medium for driving change in large com-panies,” he concluded.

After the implementation of Chatter, Genpact has considerably increased its speed to respond to proposals, resolve issues etc.

It is also helping the IT giant to easily communicate with the work force.

MangoApps is yet another innovative social media platform. It helps an enterprise to combine social networking, knowledge management and project execution on one platform.

MangoApps converges real-time col-laboration capabilities — such as instant messaging, video conferencing for up to 50 participants, and group chat — with social networking and offers integration through connector plug-ins into business, enterprise productivity and collaboration applications such as Microsoft Outlook, Microsoft Office,

It has in build SharePoint, Office 365, Google Docs, etc. people profiles, micro-

blogging and social activity stream feeds. There is support for lightweight directory access protocol (LDAP)-based directory services such as active directory, which will ensure that the identity of people in MangoApps profiles are the same in other enterprise applications such as Microsoft's SharePoint or Outlook.

The application currently serves over a million unique users a month adopted by over 3,000 businesses and departments with-in enterprises in a wide range of industries, including technology, media, finance, health, education, non- profit and government.

Bharti Airtel, had kept a close watch at its social media pages when it had launched

—Amrita Gangotra, Director IT, Bharti Airtel

“Social media is an effective medium for us. Most importantly, it is a medium which gels with our young and vibrant brand identity”

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A ROLE MODEL & EXEMPLARY LEADER, DR.

SANTPURT MISRA WILL

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YOURSELF”

REASON #7its 4G services early in the year. The company gath-ered crucial information including connectivity and bandwidth availability in different parts of the city in both, Bangalore and Kolkatta. Information pouring in on Facebook (FB) and Twitter had both negative and positive sentiments. While positive sentiments were cherished, negative points were noted down and worked upon with care.

India's largest telecom operator, has a strong presence on FB and Twitter. Bharti, till the last count, has 1,351,979 likes on its official page. Around 23,828 people discussed one or the other things about Bharti Airtel.

To cater to subscribers, having different set of interests, the company has created separate pages on FB like a page dedicated to Airtel Soccer league,

As per McKinsey Quarterly survey 39 percent of companies already use social-media services as their primary digital tool to reach customers. The usage of such companies is expected to rise to 47 percent within the next four years. Fueling this growth is a list of success stories from mainstream companies:

Eighteen months ago Ford re-entered the US subcompact-car market with its Fiesta model, it began a broad marketing campaign called the Fiesta Movement. A major element involved giving 100 social-media influencers an European model of the car, having them complete “mis-sions,” and asking them to document their experiences on various social channels. Videos related to the Fiesta campaign generated 6.5 million views on YouTube, and Ford received 50,000 requests for information about the vehicle, primarily from non-Ford drivers. When it finally became available to the public, in late 2010, some 10,000 cars sold in the first six days.

PepsiCo has used social networks to gather customer insights via its DEWmocracy promo-tions, which have led to the creation of new varieties of its Mountain Dew brand. Since 2008, the company has sold more than 36 million cases of them.

Levi Strauss has used social media to offer location-specific deals. In one instance, direct interactions with just 400 consumers led 1,600 people to turn up at the company’s stores— an example of social media’s word-of-mouth effect.

A hoax photograph posted online claimed that McDonald’s was charging African-Americans an additional service fee. The hoax first appeared on Twitter, where the image rapidly went viral just before the weekend as was retweeted with the hashtag #seriouslymcdonalds. On Sat-urday, the company’s director of social media released a statement through Twitter declaring the photograph to be a hoax and asking key influencers to “please let your followers know.” By Sunday, the number of people who believed the image to be authentic had dwindled, and McDonald’s stock price rose five percent the following day

When Starbucks wanted to increase awareness of its brand, for example, it launched a com-petition challenging users to be the first to tweet a photograph of one of the new advertising posters that the company had placed in six major US cities, providing winners with a $20 gift card. This social-media brand advocacy effort delivered a marketing punch that significantly outweighed its budget.

Source: McKinsey Quarterly Survey

The Social Consumer Decision Journey

SO CI A L M E D I A COVE R S TORY



Formula One league, Cricket league applications, Airtel Live etc. All these activities helps to communicate to specific set of people.

Consumers are also finding it easy to complain on Twitter. Complains pouring in on Airtel twitter handle is a common thing now. Its is putting pressure on Customer Relationships Management (CRM) team to act fast, as the complain is on a public platform. The company claims that, in the last five months, it has replied to around 25,000 tweets on an individual basis.

Bharti Airtel is using social media tool internally as well. Recently, its Intranet portal was revamped and collaborated with

enterprise social media tools. Now an employee can log in to

communicate with each other, exchange ideas and give suggestions. The first part of the implementation has been done in the India. Soon it would be implemented in other geographies as well.

“Social media is an effective medium for us. First it is a medium which gels with our young and vibrant brand identity. Second, internally it is a new way to work and helps to increase productivity as people are loving the new platform. Last but not the least it has helped us to successfully reduce the marketing budget” said Amrita Gangotra, Director IT, Bharti Airtel.

The scale and seriousness for social media platform can be gauged from the fact that new product lines are created based on the feedback on Facebook pages.

LG Electronics, one of the largest consumer electronics players worldwide has created a speech recognistion washing machine after the idea was popped up on its FB page. Similarly, it had added “auto food” menu in microwave oven following a suggestion on FB.

LG has a handsome presence on social media space. Its FB page for mobiles has more than 972,000 likes, while LG India has 941,443 people on the page. The company has also created almost half a doze separate pages for the different segments and categories.

These pages are full of interesting offer-ings for consumers and brand promotion activities. It has some not so good cus-tomer feedbacks, and people asking about launch dates of upcoming products. Tech-nical issues are raised as well.

Debates and discussions are promoted on the page.

Some of them are non technical in nature like asking consumers to share wacky ideas on how to avoid meeting beautiful girls on Raksha-Bandhan so that they don’t get a Rakhi from them.

Daya Prakash, CIO LG India said “Social media has opened up new avenues for us. Now we can gather first hand information coming directly from our customers. It helps us to cater to them in a better and effective way and thus improving our product line.”

LG is also promoting its blog having product information. Besides, it has an internal blog where people share their experiences.

The company is planning to create a social media platform for employees as well. The aim is to effectively implement employee engagement and promote knowledge sharing. The platform is likely to come live by the first quarter of next financial year.

Social media has also reduced work pressure by reducing the exchange of emails.

Employees send and receive emails to run business seamlessly. A manager level employee, as per an estimate, spend five to 20 hours a week reading and writing mails.

Facebook has recently revealed over 83 million, of 955 million users, were fake accounts it wants to disable. The company said that 8.7 percent of its 955 million monthly active users worldwide are actually duplicate or false accounts. Duplicate accounts make up 4.8 percent (45.8 million) of Facebook's total active member tally. Misclassified non-human personal accounts that have been made for companies, groups or pets make up another 2.4 percent (22.9 million). The third group is the smallest-just 1.5 percent of all active accounts-but most troublesome. There are 14.3 million undesirable accounts that Facebook believes have been created specifically for purposes that violate the company's terms, like spamming. Republic of China has banned use of social networking sites including Facebook and Twitter. The official view of the Chinese government is that the people who are behind the riots of Tibet and Xinjiang where using facebook and twitter to plan their destruction from outside China. Nearly 100,000 Facebook applications accidentally leaked access to users Facebook accounts for several years, according to Symantec. Third parties, mainly advertisers, had access to users profiles, photos, chat and other personal information, according to a post on Symantec's blog. LinkedIn said that it had a data breach that compromised the passwords of some of the social network's members. As many as 6.5 million Linke-din passwords have reportedly been posted to a Russian hacker site. Linkedin has about 150 million users.

Source: News reports

The New Threat Vector




On an average a middle manager receives 200 emails a day and 18 percent of which are spam.

Similarly, middle-level managers spend more than 25 percent of the time in search of required information. Reduction of emails will help an organisation to save precious human hours, using it for creative work.

Atos an international IT service company having 74,000 employees in 42 countries was facing the challenge of continuous explosion of data. In the year 2009 the organisation had decided to eradicate all emails between employees by using social media tools and improved communication application.

The company launched Well Being at Work Programme in a bid to achieve goals of being a employee friendly work place and make it a Zero Email organisation in three years. It had implemented a number of initiatives to improve communication and information sharing among organisation. Atos adopted innovative social business solutions to bridge the social business gap. It had encouraged the use of social media tools such as Office Communicator.

Further Atos had set up social community platforms

where an employee can share ideas and information. Results started showing in early stage. Immediately, the number of e-mail exchange between employees reduced to 10-20 percent. Gradually the company suc-cessfully achieved zero email target.

The key of the high adoption and acceptance of social media lies in its simplicity.

Today, on platforms like Twitter, all it takes is 140 words and a click to put an opinion in front of millions of users. It is a place where information travels faster than light. In the enterprise space, social media is still in nascent stage and is evolving on regular pace. Social media has redefined the way information is shared and viewed in an organisation. Simplicity of the social media has helped organisations to convert internal complex processes into much simpler mode. It is positively effecting work culture and decision making. Cost-cutting and work hour saving are other key benefits.

Some of the CIOs have already successfully harnessing this tool and reaping benefits. In the coming days, CIOs will increase innovative use of social media. Adoption among enterprises will gradually go up in the future.

LEARN WITH HARVEY KOEPPEL ABOUT…

THEROLE OFTHE CIO

REASON #8

Users of Social Media

websites

Facebook

955million +

Twitter

500million+

Linkedin

175million +

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Top 3 Populated Country USA 314mn+ China1.3bn+ India1.2bn+




Tulip Telecom, founded in the year 1994, is India’s one of the lead-ing enterprise communications service provider. The company designs, implements and man-

ages communication networks of large enterprise. It also provides enterprise com-munications connectivity, network integra-tion, managed and value-added services.

In a short span of 18 years the company is a established data connectivity player in the industry. Tulip Telecom, started with four employees in New Delhi as a software resell-er, had reported a revenue of Rs 2,350.66 crores in FY 2010-11. The Delhi based com-pany today employs over 2500 people.

In the year 2009, social media bug had bit Tulip Telecom. It was the time when corpo-rates started using social media platform for strengthening its brand presence and gener-ating customer feedback.

Being a company operating in enterprise space, Tulip needed to bring key technol-ogy decision makers on a single page. But finding right set of genuine people, on Facebook and Linkedin, was a herculean task, as millions of people have presence on social media.

“Today social media is a sea of people. Finding like mined people having similar set of interest on the social media is very difficult. Above all there is no way to ensure

that we are interacting with a real person” said C.R. Narayanan, Chief information Officer, Tulip Telecom.

The problem lead to the conceptualisation of platform exclusively for the technology people. After a few months of brain storm-ing, research, development and one time investment of around Rs 10 lakh resulted in the birth of a new social media platform - Grey Gambit. The product name, meaning Brain enables the first move, was kept simi-lar on the lines of Facebook, Yahoo, Google. Such names acts more as a teaser and gen-erate curiosity among users.

Hurdles came one after another, in the three years journey of Grey Gambit. The first and foremost was freezing a theme for Grey Gambit.

“We knew how to create a social media platform. Being a technology organisa-tion all the resources and infrastructure required were already in place. The real challenge was to align it with our busi-ness needs and give it a proper shape. We wanted it to keep it as a brand neutral, interesting and exciting platform for the CIO community.” said Narayanan.

The team members closely studied two famous social networks Linkedin and Face-book. Linkedin has kept itself for profes-sional people, Facebook has opened gates for every one. The team found Facebook

way too causal while Linkedin was strictly professional.

Finally Grey Gambit team has decided to keep the platform for professional with human interest, promoting day to day life activities as well. Technocrats and discussion around technology remained the key feature.

As soon as the first challenge was success-fully taken care, another has cropped up.

Inviting CIOs, CTOs and other senior technology people on the Grey Gambit network was another hurdle on the way. The community was still niche in India and limited to few hundreds. The promotion budget was also small.

Words started spreading. Slowly and gradually technocrats started joining the network. Promotion was largely world to mouth. Personal contacts and references worked. Soon the community started taking shape. Discussion and debate were initiated.

“ CIOs are often busy and hardly have time for extra curricular activity. One of the success key was to keep the platform alive and kicking. We always try to engage the community in some form of meaning full dialogue. It is not necessary that a dialogue shall be on technology” says Vishal Yadav, Co-founder of the portal. The portal is man-aged by Vishal and his three member team.

“Quiz contest is one of the key property we have developed on the platform. Almost

The Smart Gambit

Tulip Telecom has created a niche for itself by developing a social media platform for technocrats. The new tool is

helping in business generation as well




LET YOUR SPOUSE

UNWIND, SHOP, RELAX AND ENJOY…

WHILEYOU

LEARN

REASON #9

25 percent of the community member actively par-ticipate in that” he added

Just like any other social network this platform is also exploited and explored often by fake users. Incidents of fake identity is a common sight on the platform. Some times it is marketing and sales pro-fessionals trying to promote and sell product to tech-nocrats. Interestingly, the biggest headache for the community managers were the Human Resource consultants looking to poach CIOs.

“We have our own security layer, but still people sneak into it. HR people had been the most trouble-some for us. Our policies are stringent. In no time we block such people ”revealed Narayanan.

Coming August 28, 2012 Grey Gambit will be a three year old baby.

Today, it is one of the key social media platform for IT decision makers of large and small enterprises. At present, it has more than 1600 members and still counting. They often take part in various debate and discussion, not necessarily on IT and Telecommuni-cation. The moderators claims that 70 percent of the

people having profile on the network are CIOs.The platform has helped Tulip telecom to gain

handsome respect and recognition as a thought leader in the Industry. Recently, Grey Gambit was awarded Asia Communication award 2012, under the social initiative category.

Tulip and others of the network, have now has easy access to critical information about the CIOs and CTOs , including contact details, marriage anniversary, birthdays. Virtual world connection helps to keep in touch in real world, developing relations which leads to sale. Some times the dis-cussion on Grey Gambit reveal the requirement of product or services in an organisations. Discussion also helps to get reviews and feedback of a particu-lar product and service. On an average the platform helps Tulip Telecom to generate some half a dozen lead every month. Business leads will continue to grow with network.

Tulip telecom has ambitious plans for Grey Gam-bit. They want it to grow and become a community of 10,000 strong members in next three years.

C.R. Narayanan, CIO, Tulip Telecom

“Today social media is a sea of people. Finding like-mined people having similar set of interest is

very difficult.”

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Q: How are organisations harnessing enterprise social media as a tool for work, communication and branding related needs?A: Organisations are using enterprise social media to broaden the scope of com-munications and content. Sharing this information more widely magnifies the value and sets a foundation for collective action. It help to disseminate and collec-tion of information faster. Thus acting as a catalyst in decision making. Q: Do you think enterprise social media has put pressure on all new ERP applications to have some or the other form of communication or sharing features?A: Every line of business application has the potential to be "social enabled". This emerging social layer allows greater par-ticipation from knowledge workers in core business processes. It frees up information that has been locked away in enterprise business applications and allows the value of that information to flow across all work-ers in the organization. Q: How has the emergence of enterprise social media helped companies in their growth? A: Enterprise social media has driven faster access to information and expertise. This can lead to better growth through faster

response by sales, better customer service, streamlined processes that remove human latency or improved innovation. Compa-nies are utilising all the tools available, including social media, to drive the best customer experience.

Social media is becoming increasingly effective internally, as well. The biggest barrier is email, which is not social and is where most knowledge workers spend most of their day. Q: What are the parameters on which the success of an initiative on social media platform is measured?A: Certainly engagement and adoption have been the traditional metrics, but increas-ingly the focus is on core business goals like improved sales performance, better custom-er service or more efficient processes. Q: What kind of investments are organisations making in developing and deploying social media platforms ?

A: Organisations are making a handsome investment in social media. It ranges from small pilots with freemium products like Yammer (now part of Microsoft) to software investments of multi-million dollars sup-ported by multiple dedicated resources. This is besides, the cost of manpower involved. Q: Of late, do you agree that organisations prefer to hire people having a handsome exposure to enterprise as well as consumer social media?A: I don't agree. Our data shows that accep-tance of enterprise social media is ultimate-ly driven by business value and resistance among non-users is low when the value is demonstrated. In other words, the organiza-tion needs to define the value of the tools in business context.

Q: How do you see the future of pure social enterprise application developer worldwide? A: Pure social wins for the next three years. Pure social vendors are delivering new capabilities and solutions to market. These vendors account for most of the $400 mil-lion in current annual social enterprise app software licensing revenue, led by IBM and Jive Software, which together account for about half of the market.

Many of these vendors will rely on info workers to buy or use the solution, count-ing on business unit and IT executives to approve the applications and platforms later. Buyers and IT managers are looking for a new breed of solutions when they consider social enterprise apps, and they will be more willing to consider start ups and fast, flex-ible smaller vendors. Pure social vendors such as Jive Software, Yammer, Telligent, and NewsGator Technologies will be more able to appear neutral in putting together an ecosystem of existing infrastructure compo-nents than other vendor types that will be perceived as having a vested interest in their own products and services.

Consumer social networking will also play a role, demonstrating what is possible and infringing on enterprise turf, as HEROes and early adopters bring their social net-works into the workplace.

“All business apps can be socially enabled”In a conversation with Akhilesh Shukla, Rob Koplowitz, VP and Principal Analyst, Forrester talks about how social media is acting as a catalyst and helping firms to make decision faster

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ENDLESS LAUGHTER

BROUGHT TO YOU BY…

COMEDY STORE

REASON #10

Social ElectioneeringNot just corporates even political parties are maximising the use of social media

Bharatiya Janta Party (BJP), out of power for the last eight years, has ideated a new principle for itself - Listen, Engage and Interact. It has adopted this strat-egy for its new found tool – social

media. By having a presence on Facebook, Youtube etc, BJP is trying to sneak into millions of house-holds. The aim is to convert them into voters in the upcoming elections.

The party started using social media – especially Facebook, Youtube and blogs – to connect with people first time while electioneering for 2009 Lok Sabha elections. Till the last count, BJP's official page had more than 540,000 likes and its Youtube account had uploaded more than 9 lakh videos.

The second largest party in India seems to have take some pedagogy from Barack Obama's 2008 Pres-idential Elections in the United States of America. Obama's Democratic Party used social media tools – largely Twitter and Facebook – to differentiate his campaign from the Republican Party. This social media campaign gave Obama's team access to crucial e-mail addresses, which in turn helped them to launch an email cam-paign and raise funds.

“We can not draw any parallel between Obama's and BJP's campaign. As compared to the US, India has a small number of people using internet and still smaller having access to credit or debit card account for donation,” says Arvind Gupta, Nation-al Convenor IT cell, BJP.

BJP's national as well state IT cells have a dedi-cated team working on social media. State teams address regional issues in local language.

The party's handle on Twitter is not very active, but the IT team keep a close watch on what tweets are being discussed about party. Though, some of the party's national leaders including Gujarat Chief Minister Narendra Modi, Shushma Swaraj and Tarun Vijay are the ones tweeting on a regular basis. While L K Advani puts forth his thoughts on his blog on a weekly basis.

To back these activities, all offices of the party are connected over MPLS network and have video con-ferencing facility. The national head quarter on the Ashoka Road houses a mini data center to cater to the storage needs.

The party is not sure how many of Facebook likes would covert into votes, considering that internet penetration is limited mostly to the metros and tier-I cities. Connecting to voters of town and vil-lagers would be a challenge. “ Yes it is a challenge. We are not sure, how many Facebook likes would convert into real votes. We have launched a mobile

application to counter the challenge of low level of internet pen-

etration. This application can be downloaded on iPhone, Nokia, Blackberry and Andoriod platform” reveals Gupta.

Gupta believes that phone would be the one medium which will take internet consumption to the next level, as prices of phones are falling and internet on phone is becoming cheaper.

Next Lok Sabha elec-tions will be the test of BJP's social media cam-paign. Whatever maybe

the outcome of the elec-tions, the fact is that even the

political parties have realised the power of this tool.

Arvind GuptaNational Convenor, IT Cell, BJP




ENJOY SUFI QUWWALI NIGHT WHILE IT HELPS

YOU…

CONNECT WITH THE “DIVINE”

REASON #11

Global social media revenue is forecast to reach $16.9 billion in 2012, up 43.1 per-cent from 2011 revenue of $11.8 billion, according to Gartner, Inc.

Advertising is, and will continue to be, the largest contributor to overall social media revenue and is projected to total $8.8 billion in 2012. Social gaming revenue more than doubled between 2010 and 2011 and is expected to reach $6.2 billion in 2012, while revenue from subscriptions is expect-ed to total $278 million this year.

"Usage of online social media has matured, and more than one billion people worldwide will use social networks this year," said Neha Gupta, senior research analyst at Gartner. "Although the number of social media users is large, and in some cases increasingly mature in their usage patterns, the market is still in its early stages from a revenue perspective."

Marketers are allocating a higher percentage of their advertising budget to social networking sites. This is mainly driven by the fact that these sites offer a large pool of engaged users who spend consider-able time on these sites — this increases the poten-tial click-through rates (CTRs).

"Social media sites are becoming more innova-tive in their ad products to attract marketers," Gupta said. "Social networking sites should deploy data analytic tech-nologies that interrogate social networks to give marketers a more accurate picture of trends in accordance with consumers' needs and preferences."

Gartner analysts said that social media sites will continue to incorporate gaming techniques on their networks, driven by the monetisation opportunities that it presents. The sale of virtual goods will remain the primary source of revenue. Major console gaming publishers have recently entered

the social gaming arena and are adding momentum to the social gaming industry by utilising their intel-lectual properties.

The growth in users paying for professional net-working accounts will continue to grow. However, social sites are moving toward lower subscription fees and shifting focus to other sources of revenue, such as advertisement-based sales. This is corrobo-rated by the fact that many of the professional sites (including LinkedIn and Xing) that charge for pre-mium services observed a decline in the subscrip-tions revenue ratio.

The sale of virtual goods outside of social gam-ing is the largest revenue earner in the "other" category. Payments on social media sites will increase, providing increased revenue opportuni-ties to social media sites to serve as a payment plat-form for transactions of digital content (to pay for applications, such as part of Facebook), as part of social gaming (for example, FarmVille), or to make a person-to-person (P2P) payment to another user of the network site. New revenue opportunities for social media will also arise as both mobile and TV platforms integrate with social networking as a core service.

"New revenue opportunities will exist in social media, but no new services will be able to bring

significant fresh revenue to social media by 2016," said Gupta. "The biggest impact of growth in social media is on the advertisers. In the short and medium terms, social media sites should deploy data analytic techniques that interrogate social networks to give marketers a more accurate picture of trends about consumers' needs and preferences on a customized basis. In the meantime, however, they should also continue to exploit other channels of revenue like mobile advertising and social commerce."

Over 1bn People to Use Social Media in 2012Worldwide social media revenue forecast to reach $16.9 billion in 2012

Global social media revenue is forecast to

reach $16.9 billion

in 2012, up

43.1 % from 2011 revenue of $11.8 billion

according to Gartner






How easy is it to align the regulatory requirements against constantly changing technology? BY BOB RADVANOVSKY

POINTS5

SECURITY DOESN'T stop with

"minimalism"

TECHNOLOGY CONTINUES to

outpace business

operations

TO MAKE just one

change may take

years

REGULATIONS ARE making life more

complex

HACKERS ARE winning because

of our own

bureaucracies

“ Compliance Society”

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EXPLORE YOUR PASSION AS A

PHOTOGRAPHER, POET ET AL…

WITH “PASSION AWARDS”

REASON #12

Having worked for several infrastructure sectored organisations, I am quickly growing weary of the fact that individuals claiming to be "cybersecurity" or "critical infrastructure" subject-matter experts (or "SMEs"), are indicating that adherence to a regulatory requirement or compliance governance means that something is "secured".

Let's get one thing straight: if you were asked to perform the *minimal* amount of work on something, and the amount of work was below what you felt was "safe" or "secure", would you stop at what was required of you -- or go "above and beyond the requirement(s)" and do more than what was asked of you? Security doesn't stop with "minimalism"; it is an "ongoing process", something that many regulatory bodies (both public and private) are quickly finding out. Case in point is the Energy Sector. There are several cybersecurity-related regulations that apply to this sector -- for nuclear, it's NRC REGGUIDE (RG) 5.71 -- for non-nuclear, it's NERC CIP. Not going into the specifics about these requirements (note the word: "requirement"; this isn't an "optional requirement", but a "required requirement") are used for the Energy Sector to ensure that process operations for any given organisational entity is "safe" and "secured" against a potential cyber threat or an actual attack.

Now... think about that last sentence for a moment, and I will come back to that later within this article.

Technology is constantly changing, right? In many cases/circumstances, technology continues to out-pace business operations, with new technology now emerging every three to six months (and even then, is considered out-of-date, because there are -- at least -- two more revisions behind the [so-called] "latest 'n greatest" technology). With increasingly changing technology (can apply to IT, and in this case, can now also apply to SCADA and control systems environ-ments because of their increasingly used web servic-es for administrative control of those environments), how easy is it to align the regulatory requirements against constantly changing technology? Regulations change veeeeeerrrrrryyyyy slloooooooooowly -- an

example is NERC CIP v3 versus NERC CIP v4 versus NERC CIP v5. To make such a change would require consentment by committee -- something that takes quite some time -- as people (and companies) have differing opinions and positional stances, as to what constitutes their overall position on a given subject or topic. In many circumstances, to make JUST ONE CHANGE, may take years before being approved, and even then, it's not over -- not before others com-ment and ask for either further change, or backgrade to the prior revision, either because of technical disagreement, or in most circumstances, because of political positioning, as (perhaps) their representative company, is performing a task or operation that is contrary to the regulatory requirement(s).

Now... take that against how fast and rapidly tech-nology is changing. Do you see a problem here?

Additionally, the amount of work being asked to perform JUST ONE OPERATIONAL CHANGE, is increasing with every revision of each regulatory requirement. In a nutshell, regulations aren't making life simpler -- rather, they're making life more diffi-cult, more complex, and (certainly) more challenging.

If you work within the energy sector, nuclear or non-nuclear, how long does it take to perform a change request to fix a vulnerability of a SCADA or control systems' PLC? Some might argue that those PLCs are not subject to change management, as they may be protected behind a deterministic device, or that they may be "air-gapped" from the outside. Or even yet, to make such a change within the process operations, might require an engineering design review change. Folks, the hackers are winning....not because they've found vulnerabilities and "chinks in our armor", but because our own bureaucracies caused by adherence to regulatory requirements or compliance governances, is causing further grief, longer times to schedule and perform maintenance outages, and (when appropriate) actually *fix* prob-lematic bugs found to be caused by vulnerabilities that hackers have found months ago.

In the not-too-distant future, I would imagine the following scenario (although simplified, I strongly

Although this article isn't based on fact, it is (nonetheless) "observational" in nature.

Our society is becoming increasingly plagued by the complexities of security and regulation, with an increased amount of regulatory requirements specifically for critical infrastructures

COM PL I A N CE TE CH F OR G OVE R NAN CE




The Compliance Professional as a Trusted Advisor As a compliance professional, you can demonstrate the value of compliance within the organisation and ensure that your contribution is relevant. BY THOMAS FOX

enacting legislation which provided both land grants and financial assistance. That is why institutions of higher learning are termed “land grant colleges”. It was a clear case of Congress listening to the needs and desires of the American people.

I often write about the art of listening as one of the skills critical to being a successful. However, if you are a compliance practitioner you need to have developed the necessary skills so that the senior management in your company will listen to you.

July 2, 2012, was the 150th anniversary of the Morrill Act. This piece of Congressional legislation established land grant colleges throughout the United States and paved the way for the establishment of colleges in each state

to teach the practical sciences of agriculture and mechanical arts, among other things.

If you went to a university with the designation “State” or “A&M” attached to it, you can direct your thanks to the 37th Congress for

T E CH F OR G OVE R NAN CE COM PL I A N CE

feel that this scenario is very possible, given the current direction that we as a society, are heading):To place paint on the pavement of the road, in the future, will require the submission of a 400-600 page "requirements document", outlining the specifics to: type and viscosity of the paint used; adherence to a specific color for that region of the country or state (for instance, Colorado might utilize "Yellow 3546" for state-operated roads, and "Yellow 3412" for county-operated roads); adherence to specific dimensions of each line (width, length and thikcness of the paint, depending on the type of line created); adherence to how far the painted lines are from the outer edges of the roadway; adherence to how far the double versus mixed lines are spaced between each other within the middle of the road; timing and distance between yellow versus white painted lines; time-of-day, time-of-week when the painted lines may be painted, and where the reflec-

tors are placed (and that would require completion of FORM 34B-135 in accor-dance with the remeasurement of the lines painted along with the submission of the initial 400-600 requirements document); time-of-day, time-of-week when older paint-ed lines are removed to make way for newer painted lines, unless the painted lines adher to previous statutes indicating that removal isn't necessary, unless a given requirement is specified, then and only then, will newer painted lines be utilised; otherwise, no painted lines will be created as indicated by Section 3.6.14, Paragraph 367, Sub-Para-graph 14, outlining the specifics for when and where the painted lines will be utilised, or unless as authorised by Section 4.1.29, Paragraph 102 through 105, Sub-Paragraph 3 and 5, indicating that the paint will only be utilised during constant temperate times of the season, as indicated through...OK... so the last item was "made up". Do

you see where all of this is going?Last and foremost, being in adherence to

regulatory requirements or compliance gov-

ernance guidelines DOES NOT mean that something is considered "secured". Simply put, it means that you have *met* an external oversight entity's requirements or guidelines that must be adhered to; otherwise, face a fine or some form or penalisation.

To me, this DOES NOT represent something that is "secured"; it only means that an organisation is willing to penalise or fine a regulated entity when they become *out-of-compliance* to said requirements (see above example #8 for how the requirements are becoming increasingly more "legalistic" in nature).

Our society is heading towards something that may be a hybridisation between "THX 1138", "Brazil" and "Idiocracy"; both people and organisations are (quickly) heading towards this scenario example, but specific to their infrastructure sector, to maintain the "status quo". — This article is printed with prior permission



management, please refer to Infosec Island.




EVERYTHING AND MUCH

MORE….AT THE 13TH ANNUAL CIO&LEADER CONFERENCE, HYDERABAD –

11TH -13TH AUG

BETHERE!

REASON #13

This subject was touched on in the March-April issue of the SCCE Magazine, Compliance and Ethics Professional, in an article entitled “Does your boss listen to you?” by Meric Craig Bloch. In his article, Bloch notes that “Compliance professionals are business advisors”; as such they can never be effective if senior management does not listen to them. Bloch advises that the key is to become a “trusted advisor” to capture the attention of key decision makers at your company. Bloch understands that the need to “be relevant is a constant challenge for any business advisor.” He cites to management expert Jim Lukaszewski and his book “Why Should the Boss Listen to You” for a seven point approach to becoming a trusted advisor to senior management. These seven disciplines are:

Be trustworthy: Trust is the first discipline and the foundation for all business relationships between an advisor and business leadership.

Become a verbal visionary: Generally a leader’s greatest skill is to articulate his or her vision in a way that is compelling and motivates employees; in other words, good verbal skills.

Develop a management perspective: A trusted advisor must be able to integrate his or her message into management’s goals and objectives.

Think strategically: A leader must have a strategic vision. This means that a trusted advisor must not only think strategically within

your discipline but you must also integrate your function into the leader’s strategic plan.

Be a window to tomorrow: What are the patterns of your business or your professional discipline? The more that you can study and understand them, the more helpful information that you can put in front of your company’s leadership.

Advise constructively: You should start with where the leadership in your company has been and move your advice into where they want to go.

Show the boss how to use advice: You need to develop the skills to teach your leadership how to use your advice. Bloch concludes by correctly recognising that “every compliance issue, is ultimately, a business issue.” I often tell executives that compliance is another form of risk. As a compliance practitioner, one of your key roles is to reduce the number and level of risks which your company cannot not tolerate.

This is a major mechanism by which you can demonstrate the value of compliance within the organisation and ensure that your contribution is relevant. But it can only occur if your boss will listen to you.

— This article is printed with prior permission from www.

infosecisland.com. For more features and opinions on

information security and risk management, please refer

to Infosec Island.

Compliance professionals are business advisors. They can never be effective if management does't listen to them

COM PL I A N CE TE CH F OR G OVE R NAN CE




DOSSIER

COMPANY:EMC

ESTABLISHED:

1979

FOUNDERS:

Richard Egan, Roger

Marino

HEADQUARTERS:

Hopkinton,

Massachusetts, United

States

PRODUCTS:

Storage, Virtualisation,

Information security,

Backup, Recovery

and Archiving, Data

warehousing, Business

Intelligence, Enterprise

contact management

PK Gupta, Senior Director and Chief Architect, EMC Asia Pacific and Japan talks to Varun Aggarwal about the importance of operational RPO/RTO

ADD ‘O’ TO RPO/RTO

Manual recovery processes are often cumbersome and error prone. Yet the adoption of automated

backup and recovery is at a very nascent stage. What according to you are the reasons behind it? Where do you see the market moving?Yes, manual recovery process is very cumbersome and error prone. That is the reason we are promoting automated recov-ery processes. The prevalent trend is that the enterprises are moving quite fast in that direction however SMBs are still in the evaluation phase and are slow to adopt. One of the cited

reasons is cost but, customers should be looking at the big-ger picture and TCO/ROI, not upfront cost alone. There are a lot of direct benefits for automated backup and recovery such as better RTO (Recovery Time Objectives) and RPO (Recovery Point Objectives) which in turn reduces data loss to almost zero and recovers operations fast to reduce busi-ness impact. Furthermore, there are various indirect advan-tages such as savings on operational costs among others.

Another reason is the mindset of inertia as people have been doing backup manually for many years and are resis-

No Holds Barred.indd 46 8/9/2012 6:12:12 PM



PK G U P TA N O H O LDS BARR E D

tant to change. They consider backup as second line of defense and are ignorant of consequences of potential data loss. This approach was ok when data-sets were very small but in the last few years data has grown at an exponential pace. Customers won’t have an option but to go for automated backup and recovery as the data growth becomes unmanageable.

According to the EMC sponsored IDC Digital Universe study, “Extracting Value from Chaos” 2011— world’s information is more than doubling every two years with a colossal 1.8 zettabytes created and replicated in 2011. By 2020 the world will generate 50 times the amount of information and 75 times the number of "information contain-ers" while IT staff to manage it will grow less than 1.5 times.

With TBs and PBs of data being created every year, data deduplication technologies offer an effective solution to manage this growth better. We have seen increased adoption of deduplication by customers as they look to build robust backup and recovery strategy.

The bottom-line is that it is not just about data but customers should be looking at whole business continuance in totality for data as well as applications.

Lack of visibility in the SLAs is often said to be a big challenge for CIOs

when it comes to DR/BC tools. What in your opinion should a CIO look at before signing SLAs?First, CIOs should review the service cata-logue in detail for all tiers of services for their data center including DR/BC and all of their applications (being the major business drivers). Different applications will require different SLAs as cost will vary widely to meet those SLAs. Since application down-time directly impacts business, CIOs should prioritize business critical applications. Also, CIOs should not only look at RTO/RPO but also ORTO/ORPO (first O stands for Operational). In addition, they should have a well-thought out data classification and data retention strategy.

CIOs end up delaying their DR test-ing since businesses do not allow

for the downtime required for such tests. Given this scenario how can CIOs ensure that they are well prepared to handle DR?Data Recovery is becoming more difficult as most enterprises have 24x7 operations today. We have seen that 2011 was the year of unfortunate disasters across the world, from Japan to New Zealand to India which resulted in data losses for a large number of organizations. We have seen enterprises stepping up to mitigate data losses from disasters however they should realize that having a DR plan on paper is good but it does not guarantee data-loss protection. CIO and IT leaders should devise DR drills

once in a quarter or at least once in six months to under-stand their capabili-ties in a scenario of massive data loss. Businesses have to understand the importance of regu-lar DR drills as there is no other option.

There are vari-ous tools/methods which CIOs can look at to minimise the business interruptions. Today’s technologies including what we offer along with virtualisation provides almost real time DR.

What are the challenges when it comes to DR/BC in a virtual environ-

ment? What are you doing in order to address these concerns?As many of VMware’s customers move towards virtualising their tier 1 applications, it is ever more critical to address DR/BC. A large number of enterprises have virtualised 75 percent plus of their x86 platforms. From backup and recovery perspective, we are uniquely positioned in the industry. We part-ner with VMware to leverage state-of-the-art integration with VMware API’s (more than 75 points of integration) to allow for rapid backup, recovery and replication of custom-er’s virtualized Infrastructure.

With singular pass backup utilising VADP, customers can get both a block and file level recovery functionality which offers unparalleled flexibility. Also, we are the

only VMware backup partner to leverage CBT (Change Block Tracking), all the rapid restore of only changed data in a VM.

On the DR side, EMC has a comprehen-sive suite of products to help our customer meet there RPO/RTO. For example, EMC VPLEX allows our customers to stretch the VMware clusters to a true active/active datacenter solution. If zero RTO/RPO is not their requirement, all EMC Storage Array’s, VMAX, VNX, etc are fully inte-grated with VMware’s SRM (Site Recovery Manager) and offer failover of customer’s virtual environment to a DR site. Replica-tion to DR sites for BC is further enhanced by using deduplication.

Given the security concerns, do you see enterprises adopting

backup as a service? As the security technologies mature, we are seeing more and more cloud adoption for private and public clouds. There are three service models emerging for BaaS, Managed backup services, Hosted backup services and Replicated backup services. Managed backup services model where customer data and applications reside in a Service Provider datacenter and are managed by the Service Provider is estimated to have the largest market share. In a hosted backup service model, customer data is backed up remotely and hosted by a Service Provider in their datacenter. Managed Backup Service is forecasted to grow at 22 percent CAGR and is a key enabler to a new market segment (SMB) and services. In replicated backup service model, Service Provider datacenter becomes a disaster recovery site for custom-ers. Forecasted to grow at 32% CAGR, it is a key enabler for new market segment (SMB) and services. In larger enterprises, IT department are setting up their own private cloud and provide backup services and doing chargeback internally. They are also provid-ing SLAs like any external service provider. Some companies have a l strategy where they have divided their data set based on criticality of the data, keeping mission criti-cal data internally and putting not-so-critical data in public cloud (service provider) – the hybrid cloud model.

EMC is uniquely positioned to provide backup as a service though its recent part-nership with Tulip.

“We are seeing more and more cloud adoption for private and public clouds”

PK Gupta

No Holds Barred.indd 47 8/9/2012 6:12:13 PM



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Final Frontier of the Collapsing Perimeter Pg 54

IT on Top of Corporate Board Investment Priority List For 2012 Pg 57 MORE

Beware of BYOD Wreaking Havoc Pg 55

T he A-list panel of CIOs that Silicon Valley's vener-able Churchill Club assembled July 24 in Palo Alto, Calif., hit on many of the trends that

sit atop IT leaders' priority lists, including cloud computing and the bring-your-own-device (BYOD) phenomenon. The panelists -- Google CIO Ben Fried, Juniper Networks CIO Bask Iyer, PG&E CIO Karen Austin and Wal-Mart CIO Karenann Terrell – all had compelling views on the topics.

But, the subject of how to extract value from data was top-of-mind for the two panelists from outside the tech industry—PG&E's Austin, and Wal-Mart's Terrell. Austin, in particular, faces a monumental uphill task. She joined PG&E in June 2011, less than a year after one of the utility's pipelines in San Bruno, Calif., exploded, killing eight people and destroying 38 homes. Subsequent investigation exposed PG&E's antiquated data-management prac-tices, an embarrassment Austin appears hell-bent on correcting.

"When I arrived, 90 percent of what we did in the field was on paper," Austin told the Churchill Club audience assembled at

Top CIOs share their list of priorities as IT -- and the role of the CIO -- continues to experience a period of unprecedented transformation BY TONY KONTZER

Top CIO Challenges

Next Horizons.indd 52 8/10/2012 5:51:12 PM



M A N AG E M E N T N E X T H OR I ZO N S

the Crown Plaza in Palo Alto. "That's an opportunity to innovate."

While she didn't elaborate on what forms that innovation might take, Austin said PG&E wants to tap its data to "figure out how our customers can save energy." The compa-ny's heaviest data flows are coming from two sources. First, there are those pesky paper records, which contain critical information about the conditions of PG&E's pipes. This information is needed in order to effectively run tests determining the maximum oper-ating pressure of the gas delivery system. "There's a huge effort underway for us to clean and digitise (that data)," Austin said.

There also is abundant data being col-lected throughout the day by the smart meters PG&E has been installing feverishly over the past few years. According to a recent Oracle Corp. survey on the so-called "big data" problem, utilities executives report that they're collecting 18,000 percent more data from smart meters than they did from older meters. PG&E has been one of the most aggressive proponents of smart meters.

Given that kind of spike in data collec-tion, it came as no surprise when Austin acknowledged that the issue of where to store all of that data is significant. PG&E doesn't have the necessary storage capabili-ties in house, and Austin said cloud storage vendors aren't a great option because their subscription fees represent the kind of ongoing operational expenses the company is looking to avoid.Conversely, Wal-Mart isn't hung up on collecting and storing data, but like most companies, it's facing challenges when it comes to making use of its data. In fact, CIO Karenann Terrell went so far as to say that Wal-Mart and other large retailers were facing a "big data" issue before that ter-minology entered the IT vernacular.

Wal-Mart's Vast Data ChallengeWal-Mart collects data on some 200 million customer transac-tions a week. Terrell said the company's "maniacal focus" on fully leveraging any invest-ments in IT that are intended to enable the business means it's doing everything it can to use this vast pool of data to improve the shopping experience. And

Terrell is well aware that Wal-Mart's rivals are doing the same thing. "There's a lot of money being spent in that space," she said.

As is the case for many companies, Wal-Mart's efforts on the data front are limited by the availability of talented data scientists. The company has been aggressively assem-bling IT talent at the San Bruno, Calif., facil-ity that is headquarters for Walmart.com.

"The number of people who really under-stand the power of data and how to put it in order is very small," Terrell told the Churchill Club audience. "It's a new, emerg-ing area that got hot fast."

Other topics discussed by the panelists included cloud computing and the bring-your-own-device (BYOD) trend, both of which also can be labeled "new," "emerg-ing" and "hot." But unlike the full charge into data analysis, panelists were a bit more tempered in their support of cloud services and employee-chosen devices.

Google's Fried made it clear that he has particular concerns about the SaaS offer-ings that often serve as companies' primary foray into cloud computing. Fried said that the long list of SaaS vendors many large companies are building presents a collective risk. The resulting mish-mosh of systems that may or may not integrate easily exposes what he said is a widespread lack of good corporate practices designed to govern data. Juniper Networks's Iyer echoed Fried's

concerns about the cloud. Iyer stressed that he believes it makes more sense to vet competing cloud vendors and settle on a manageable list of standard ser-vices rather than letting employ-ees choose their cloud resources willy-nilly. But those decisions, Iyer said, have to be made with user habits in mind.

Any service chosen to be the standard "has to be as cool and

easy and secure" as anything employees might choose to use themselves, he said. "You can't give them a mandatory storage solution that takes four hours to copy a file."

Still, Wal-Mart's Terrell said companies may only go so far in trying to dictate what cloud services their employees use. "It's not possible to stay out in front of the most cre-ative end user you have," she said.

Meanwhile, on the BYOD front, Fried said he will happily support whatever smartphone or tablet employees want. But, when it comes to employees bringing their own laptops, "I'm a big non-believer," he said. The combination of abundant native applications and data storage makes employee-owned laptops a bigger risk for enterprises, according to Fried. Although he didn't address laptops specifically, Iyer said that a year ago he had a restrictive device policy in place that has since been replaced by a looser BYOD policy. The result? "Life is much better today," he said. While the panel-ists primarily focused on the latest IT trends, an evergreen topic—that of IT-business alignment—reared its head. Austin chimed in at one point that she was seeing growing involvement of the business in IT and vice versa. That change was reflected in a deci-sion to move PG&E's change management function from HR to IT.

Wal-Mart's Terrell offered up equally compelling evidence. "We've had as much [IT staff ] turnover into the business as we did externally two years in a row," she said, spurring hushed whispers throughout the audience. That shift, signaled that IT's inter-nal business partners no longer possess an uninformed "just do it" mentality when it comes to IT projects. The resulting interac-tions between IT and the business have become more intelligent and reasonable. — This opinion was first published in CIO

Insight. For more such stories, please visit www.

cioinsight.com.

$5bnWILL BE THE

WORTH OF CLOUD

COMPUTING

MARKET IN 2012

Any service chosen to be standard “has to be as cool and easy and secure” as anything employees might choose to use themselves




N E X T H OR I ZO N S M A N AG E M E N T

Final Frontier of the Collapsing PerimeterOrganisations seeking to reap the benefits of the cloud will need to re-architect,re-think and re-assess BY RAFAL LOS

Captain Kirk lied to us... space wasn't the final frontier, the data is.

What are the things that keep our IT leaders up at night when it comes to cloud. The discussion could range from from application resiliency (being able to

tolerate and recover from failure of all kinds) to security and trust across the cloud landscape.

However, the most critical asset in any organisation is its data. No matter what, we need to find ways to protect data rather than trying to build elaborate and often difficult architectures to compensate for today's poorly written applications.

This may seem like an obvious point, but it's surprising how many conversations start at needing to "secure the environment" first... which is obviously a silly request when you're thinking about cloud computing. Consider a public cloud provider where you the

consumer are getting an environment that isstandard across many, many other ten-ants. The idea of multi-tenancy is scary to many of us in the information security com-munity - but why?

A closer look at that question of multi-tenancy and security seems to go back to having no control over the infrastructure and the network-based security controls that are required. Worse yet, because we're in a state where the front-line network security must be amicable to the entire population of tenants, you can't have too complex or spe-cific a configuration - this, some may argue, diminishes the overall value. Sure, I can agree with that on some level...

Next we start to think about what is required to have security in a multi-tenant world where your neighbor may be attack-ing you - so we collapse the perimeter down to the individual application. Logically, this makes sense in a discussion... except for one thing. We must concede that rarely

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are applications contained within a single virtual host (server). This implies that machines interact with each other, or rather the applica-tion interacts with other components on different virtual machines, in a potentially hostile environment. Interesting... right?

So the perimeter isn't really around the application itself because the application is like an amoeba, with potentially many extensions to other (possibly) poorly secured or risky components. If the appli-cation isn't the perimeter, where do we collapse further? Elementary my dear Watson, the data!

If we as IT professionals and architects acknowledge that the perimeter is now around the data, what solutions do we have for protecting the perimeter? How can we protect data which is mobile, usable, and potentially in a constant state of danger? The answer seems to be some form of protection that involves our old friend, encryption.




S E CU R I T Y N E X T H OR I ZO N S

In fact, encryption appears to be a reasonable solution to a lot of problems that the cloud presents us with from data residency (otherwise known as data sovereignty) to theft, to compliance, to storage destruction.

Unfortunately, nothing is ever quite this simple. Encryption that solves this many issues, across this many technologies must be man-aged appropriately. I'm talking, of course, about key management.

Is there an effective way to store, use and manage encryption keys in complex environments like the cloud, and distributed (converged) cloud environments? Yes, I'm confident there are but they are not simple to implement nor fool-proof.

The other challenge to the question of encryption is "What do you encrypt? and how?" This isn't trivial... you can encrypt the volume (virtual data store), the database, or each individual data element - but how do you then make that entire mess useful?

Format-preserving encryption is a fantastic idea and has been proven to work for PCI purposes, but it depends on the application. Can you simply do encryption at "all of the above" places?

Sure... but that adds an unnecessary element of complexity for

most organisation's needs. This isn't trivial... Let's see what we've just acknowledged:

1. The perimeter is now collapsing (rapidly) to the data itself2. A reasonable answer to "how?" requires the use of encryption3. Encryption appears to resolve many issues IT and business-wide4. Encryption requires proper implementation and key manage-

ment, which is difficultIn the final analysis of this chat, I think we do need to all agree

that the perimeter is collapsing again, from the network, to the application, and now down to the data element itself. This I believe is a liberating realisation. Organisations seeking to reap the benefits of the cloud will need to re-architect many of their applications, re-think their security models, and re-assess their processes/pro-cedures... but in spite of all that work, I believe that the benefit still outweighs the work involved up-front. — This article is printed with prior permission from www.infosecisland.

com. For more features and opinions on information security and risk


Beware of BYOD Wreaking HavocThe BYOD trend is universal and it represents a threat for businesses of all sizes BY: MICHELLE DROLET

Like it or not, the line between the workplace and the home is blurring. Work-at-home arrange-ments are becoming more com-mon and cloud services make it

easier to co-ordinate teams online.People are constantly on call, with the abil-

ity to check their emails and stay in touch wherever they are.

The days of having a personal mobile and a work device are fast disappearing as the BYOD (Bring Your Own Device) trend continues to grow. A recent SkyDox survey found that 77 percent of information workers use their personal smartphones or tablets for work. A whopping 88 percent report that they need the ability to access work related documents outside the office.

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N E X T H OR I ZO N S M A N AG E M E N T

Allowing employees to use their own mobile devices for work can prove to be a real boost for productivity and it can also save companies a lot of money.

The downside to the BYOD movement is the difficulty of maintaining security. How do IT departments provide easy access to documents and files for a host of different devices and still ensure that sensitive material remains safe and workplace systems are not exposed to dangerous threats? How do they cope with lost or stolen devices? How can they safeguard company servers?

There is a clear need for the enterprise to establish a set of guidelines for the BYOD trend but it’s not clear how much control employees will accept when they are using their own devices. If a worker is issued with a company smartphone or tablet, then they are unlikely to question the company policy with regards to installing other applications or personal use of the device.

When the device belongs to them they will obviously expect to be able to use it any way they like and to be able to install whatever they choose. Security concerns have been serious enough that a Cisco survey found that 48 percent of companies would not authorize BYOD. The problem

is that “57 percent agreed that some employees use personal devices without consent."

Even if you don’t condone BYOD in the workplace you should still have a security policy in place. The risk of employees connecting to your networks and accessing sensitive materials is there and a Draconian crackdown on personal devices is not going to be well received. The

good news is that you can circumvent the threat by allocating the right resources in your IT department. Ensuring security and providing support for a multitude of devices is going to represent a hefty cost but you can offset by embracing the BYOD trend because you’ll no longer have to buy the hardware. Protecting your sensitive data has to be the key aim and so you’ll need to monitor the flow of data in and out. You also need a policy for when employees leave because they’ll be taking the device with them. The ability to remotely wipe data is supported on all platforms with the right apps so it’s simply a matter of arming your IT staff with the right tools. There are a lot of different ways to approach the problem. Combine a sensible approach to monitoring and support with some education on risks for

your staff and you can reduce the impact on your business dramatically.

You may also consider mobile application management which focuses on securing the app or the data regardless of the device. This approach makes a lot of sense in the face of an increasingly mobile workforce.

The BYOD trend is universal and it rep-resents a threat for businesses of all sizes. Since there is no wonder pill guaranteed to alleviate this headache each company should assess the risks and decide on a strategy that works for them.

By embracing the movement and pre-empting any problems you can increase employee productivity. The key thing is to act because failing to spend a little time and effort on this now could cost you a great deal further down the line.In brief, some best practices might entail: Answer what happens to data when employee leaves? Deploy centralised remote wipe of data from devices Centralised storage options Deploy data leakage prevention Monitor use of BYOD Educate users to the inherent risks

— This article is printed with prior permission




IT on Top of Corporate Board Investment Priority List for 2012A Gartner report finds investment in IT is top of mind for enterprise executives, who are looking to boost business competitiveness

$41bnWILL BE THE

WORTH OF

APPLICATION

OUTSOURCING

MARKET IN 2012




M A N AG E M E N T N E X T H OR I ZO N S

Investments in IT shared the top spot for the highest invest-ment priority in 2012, tied with investments in sales, according to the second annual Gartner-Forbes 2012 Board of Directors Survey. Half the board directors surveyed were willing to invest in IT as a means to change the rules of com-

petition as they focus on prioritizing customers, core competencies and competitive advantage.

Building better ways to drive the business forward through better core competencies, working on sustaining competitive advantage, innovation and a customer-centric approach to business were the top priorities of the 175 board members interviewed for the survey, which took place in March and April 2012. Eighty-six percent of respondents said they believe that IT's strategic contribution to the business will increase by 2014.

"Board directors clearly have a top priority to invest in IT and leverage IT for competitive advantage," Jorge Lopez, vice president and distin-guished analyst at Gartner, said in prepared remarks. "These forward-looking and proactive attitudes are being made although more than half the survey respondents replied that they are preparing for a market recession. It underlines the fact that that the investments they plan to make are essential to growth and even survival, and that they are willing to throw the investment gauntlet down now, rather than later."

Pursuing greater diversity in the business portfolio, which is thought to drive mergers and acquisitions, was the highest-rising priority for the executives surveyed, and they are increasingly looking to IT to build or extend their competitive advantage, according to the report. Fostering innovation was also among the top priorities of those surveyed, and Gartner said it believes IT-enabled business models will be useful as advances in technology continue to gain ground.

"The best strategy for the CIO is to select projects that drive the strategic priorities of the firm," Mark Raskino, vice president and Gartner fellow, explained via a press statement. "Although this seems obvious, in practice, it is challenging to drive consensus on what that exactly means. CIOs need to review project elements with the CEO and key board sponsors, so they can understand that the project is designed to enhance their priorities in a meaningful way."

CIOs should continue to examine how to maximise budget alloca-tions through improved efficiencies, so that innovation and core competency investments, among the top priorities outlined in the survey, are maintained, said Lopez. "They should also investigate how IT can change the business model for their industry in a man-ner that will change the rules of competition," he said.

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BD enables flexibilityIn conversation with CTO Forum, Ramendra Mandal, Country Manager, Qlikview shares how using Business Discovery is different from Business Intelligence

What is Business Discovery and how is it different from Business Intelligence? Where does BD fit in an Indian enterprise?Business Intelligence (BI) has been around for a longtime but there are lot of loop holes in traditional BI. We have seen that to implement traditional BI it takes about 16 to 18 months and it also lacks flexibility. It is more report-centric. If someone wants to do any change in the data then it takes around six to eight weeks to get it implemented. And moreover, the cost is also much more if we compare it to Business Discovery (BD). In case of BI, it is more IT driven and not concerned about the end-user. We at Qlikview believe that user should come first and if one wants to make any changes, then it should be implemented within a few hours. In BD, one gets complete flex-ibility and we use Associative Datastructure technology that is patented by us. In case of

BD, there is no need for data warehousing which is integral in case of BI.

What kind of growth are you seeing in the BI/BD market? Which industries are leading the adoption, especially for BD?We presently have around 450 customers in India and we are concentrating in the large and the small and medium business segment. We are witnessing growth of BD in BFSI, manufacturing, consumer packaging sector, IT networking, services and healthcare. Worldwide, the BD market is growing at 50 percent CAGR and in India

the growth is projected to be around 20 percent year-on-year.

Do you see enterprises in India using social analytics? What are the key trends or opportunities do you see in this space?Social analytics is going to be one of the most exciting market in the coming years and we are fully geared up to tap the same. By using our solutions, enterprises will be able analyse information across social media channel in the fastest possible time. In addition, we also see immense opportunities from BD perp-spective in mobile BI as this will enable the decision makers to take decisions on the go using Qlikview.

What according to you should be the key components of next gen business analytics? How would these impact the role of a CIO?From Qlickview's perspective BD is the key and in memory analytics is going to be adopted at a large scale and we are pioneers in this technology. We have a worldwide market share of 48 per cent in this segment which is three times more than our nearest competitor. I believe that mobile technology is coming into BI and this will have a major impact. CIOs will now have to consider multiple tools when they choose BI. The concept of having BI solutions from only one vendor is going to be a passe because CIOs have to think that they need the best of technologies for best possible analytics.

What are the key enterprise challenges when it comes to business analytics? I believe that till today the end-user acceptance of BI is low and that needs to change. More-over, when one is implementing BI solution, they have to understand which tool one needs to leverage the best possible result.

“Social analytics is going to be one of the most exciting market in the coming years” Ramendra Mandal, Country Manager, Qlikview

N E X T H OR I ZO N S B U S I N E S S D I SCOVE RY


2012

INDIA’s FUTURE CIOs

NEXT100 is an annual awards program instituted by IT NEXT magazine to identify experienced IT Managers who have the skills, talent and spirit to make to the top spot. Supported and endorsed by the CIOs and IT heads of India’s companies, this prestigious award is renowned for its objective selection process.

TO APPLY FOR THE NEXT100 AWARD, START YOUR APPLICATION BY REGISTERING ATWWW.NEXT100.IN & FILLING OUT THE FORM. THERE IS NO APPLICATION FEE WHATSOVER. Once you complete and submit the form, you will need to take a series of tests to assess your techno-commercial and management skills. The final selection of the NEXT100 award recipients will be made by a prestigious committee of technology and business leaders who will interview selected applicants, and evaluate their career accomplishments, professional expertise, skills and potential to be a CIO.

All NEXT100 award winners will be felicitated at a gala event with a trophy and certificate, and will be profiled in a special edition book that is sent to India’s top 1000 CIOs.

Apply for the NEXT100 today—it could change your life. Go to: www.next100.in

AM I READY TO BE A CIO? FIND OUT NOW!APPLY FOR

OF THE PAST

NEXT100 AWARD

WINNERS HAVE

ALREADY BECOME

CIOS, OR HAVE

BEEN PROMOTED

TO POSITIONS

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75%

SUPPORTING PARTNER

PRINCIPAL PARTNERS

EVENT BYNEXT100 BOOK PARTNER

TECHNOLOGY PARTNERS

VIEWPOINT



ABOUT THE AUTHOR: Ken Oestreich

is a marketing

and product

management

veteran in the

enterprise IT and

data centre space,

with a career

spanning start-ups

to established

vendors.

IT’S AN ODD It’s an odd time of the year to be making predictions. But recent conversations with start-ups, CEOs, CIOs and others have sug-gested areas in Enterprise IT that I bet will be “hot” over the near/medium term.

Some of the areas are “Sexy” (high on the Hype Cycle) - and others are not. But in my opinion all are worth betting on. They are all interrelated and all are critical enablers to the goal of a transformed IT ecosystem.

Already Sexy: Integrated Cloud Infrastructure ManagementOf course you expected this one... But the betting opportunity isn’t exactly what you think.

There are currently hoards of point-products professing “cloud management” - including the Open-Stack/Cloudstack alternatives - but surprisingly, these still lack in provid-ing a comprehensivesolution that a reasonably sophisticated SP or CIO needs to buy. In other words, I don’t just mean a product that offers an automated virtualisation (server, storage, networking) layer.... No: The

the notion of an integration bus will become crucial. Such a bus will pro-vide the “glue logic” between all ser-vices, and avoids tedious hand-coded integration points. In many ways this bus is a core intersection point between the internal and external cloud - the hybrid nexus, if you will.

Remember, it’s not enough to have a service in a cloud. There will be a huge need for coordinating the interactions into/out-of (and between) cloud-sourced services. The need for such a service bus will elevate to that of a critical IT enabler. A good bet to take.

Getting Sexy: IT Business ManagementBuilding on the concept of IT as a “supply chain manager” is the concept of IT as a Service Provider to the business. This is sometimes termed IT-as-a-Service, where IT begins to run itself as a “business”. While it may not literally have a profit motive, it will be forced to become functionally competitive with external services, to market itself, and to price itself competitively.

real opportunity I expect to see here is an integrated comprehensive solu-tion, that includes security, compli-ance, monitoring, financial metering, end-user provisioning portals, etc. The winners in the space will either integrate these features too, or offer a pre-integrated bundle of best-of-breed point-products. And it’s going to happen soon.

Not Yet Sexy: The Integration BusIf you believe that most of IT’s infra-structure is “going cloud” and that many 3rd-party services will be SaaS, then the role of the CIO will begin to shift from being a technologist (who builds things from ground-up) to being a Supply-Chain manager (who integrates multiple services from multiple sources). To execute on its new role in the enterprise, IT will therefore become an integration point for internally- and externally-generated services. It will need to provide core identity, compliance, data exchange, security, and access infrastructure to properly “broker” all of these diverse services, provid-ers and APIs. It seems to me that

Enablers for Transformed IT

Placing My Bets

KEN OESTREICH

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Viewpoint .indd 60 8/10/2012 4:48:34 PM

The Power of Networks

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