India-edition Nov 12 Issue

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BUSINESS OF TECHNOLOGY IN THE U.S. & INDIA NOVEMBER - 2012 SILICONINDIA.COM

sil iconindia

Deepak Bansal, CEO, Clearpath Technologies

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Director-HR, Citrix Systems

CEO, Clarabridge

CEO, HandheldGroup

PUBLISHED FROM BANGALORE

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silicon i n d i a |2|J u l y 2 0 1 2


3/27

Recently when I walkedintoone of theworldslargest food chainstoresin

Bangalore, I encountered a world class customer experiencefrom a dif-

ferently abled person in the store. This was not just myexperience. He

served multiplecustomers invery lesstime,and wasveryenthusiasticabouthis job.

Todaymost enterprises need similaremployees, whoare excited about their job,

wherein theycan provide theircustomerswith worldclass customer experience.

Someones weakness canbe your strength.Todaymost of theHR practices

in enterprises are realizing this fact, and are brainstorming on how to make the

workforceeffective andmonetize theirweaknessin favorof them.HereI amtalk-

ingabout most ofthe ITcorporationslikeIBM,Ciscoandotherswho embracethe

differently abled workforce in their enterprises. Currently its workingperfectly

fineformostof them.But,thesepeopleshould notjustco-exist intheorganization

as part of diversity or a CSRactivity or a wayto exhibit thecompanys goodwill

tothe community, rathertheyshouldbe lookedat forbusinessvalue.

It does not matter whether you are a slow starter,but if you stickaroundfor

sometime,theaddedvalueyoubringinto thecompanyshouldbeexponential. As

per the observationsby the HR folk in enterprises, the specially abledworkforce

hasnicheskills andhas outperformedthe regular workforce. This is a goldenop-

portunityfor theenterprises, asit willhelp themacquirequalitytalentat verynom-

inalcost andretention is comparatively higher.

Probablythis might sound bizarre and makeno business sense, but Indiasgrowth is going to outpace most of thedeveloped countries. It is estimated that

India will create400 millionjobsin thecoming decade, where 75percent will be

skilledworkforce. In thecomingyears,we will witness a huge gapbetweensup-

ply and demand andthe training industry willface capacity constraints.

Oneoutof 100children born inIndiais speciallychallenged. Moreoveras per

theWorldHealthOrganization 15percentof theworld is differentlyabledin some

wayor theother andmostoftentheyaregoodat something. Theenterprisesmust

figureout what isthatuniquestrength andcraft them. This isnot topaysympathy

to thedifferentlyabled, butto groomtheirskillsand align them with thebusiness

goals andalso prepare them fortheir future needs.To be prepared forthe skilled

job growthin the future,India must improve the skills of the existing and future

workforceby increasingthe capacityof skillsprovidedby trainers. Simultaneously

theymust makeprograms moreemployer-drivento ensure higher qualityand more

appropriatetraining at scale.

Pleasedo letus know what youthink.

Christo Jacob

ManagingEditor

[email protected]

siliconindiaVol 1 Issue 9 November 2012

Publisher Alok ChaturvediEditor-in-Chief Pradeep Shankar

Managing Editor Christo Jacob

EditorialTeamAnamika Sahu Rachita Sharma

VigneshA Vishwas Nair

Sr.Visualiser Dipin DasVisualiser Ashok Kumar

Circulation Manager Magendran Perumal

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Editorial

Make the Difference

silicon i n d i a |4|N o v e m b e r 2 0 1 2

[email protected]

Bangalore

Ratan NayakT:080 43112203

Delhi NCR

ShirpatiT:0813728287

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4/27

[In My Opinion]

Rules of the Road for the era of

Simplicity, Mobile and the Social Web

Navin Chaddha, Mayfield Fund

[Venture Beat]

BloomReach lifts `125 Crores in

Series C round of Funding

Devkumar Gandhis Dobango nabs

`30 Crores in Seed Funding

Skyfire pulls `50 Crores in Series D

Funding from Panorama Capital

SME marketplace Power2sme se-

cures`10 Crore from Inventus Capi-

tal Partners

Vizury grabs Rs.45 Crore in Series B

Funding to strengthen global business

Contents November2012

08 [VC Talk]

How Can Social Enterprises

Impact the BoP SegmentVishal Mehta, Lok Capital

[CIO Insights]

Virtualization is akin to placing all

Eggs in a Single Basket

C R Narayanan, Tulip Telecom Ltd.

Staying Ahead of theTECHNOLOGY CURVE

Amit Sethi, Yes Bank

[In Conversation]

Aligning Academic and Industry Re-

search

Lars Erik Holmquist, Yahoo! Labs

[Leadership]

Differentiating Leadership What Might

work for managing GenerationDr. Pallab Bandyopadhyay, Citrix Systems

[Viewpoint]

Transformation of Corporate Software

for a Connected World

Sanjay Dhawan, Symphony Teleca Corp.

1228

Achieving Active Archive AmbitionFloydChristofferson, SGI

True MobilityTrend:The Futureof

MobileComputersis RuggedJerkerHellst rom,Handheld Group

The Importance of increasing

Operationalization in BusinessInsights

Sid Banerjee,Clarabridge

PLM EnablingSmarter DecisionsandBetter ProductsVivekMarwaha,Siemens PLMSoftwareIndia

"Workto live. Donot liveto work"

A SuccessMantra

Dr.KshamaSingh, Istituteof Management

Social Sciences& Research

Doyouhave itin youto bea Great

Leader?RajReddy,InfosysBPO

Beyond SimpleReportingDheerajNallagatla, Nalgan Technologies

[Management]

WakeUp theLEADERin You

AnkurLal,Infozech SoftwareInc

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COVER STORYPage

18

16

38

42


40

44

Navin Chaddha

By Rachita Sharma

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ByRachita Sharma


5/27

Ihavebeen involved

in the technologyindustry for 20yearsasa serial en-

trepreneur, corpo-rate executive and

investor. There aresomekey rules of the road

thathave guided my journey

andtheseare especiallyrele-vant in thecurrentera when

the socialWeb is dominant,mobile platformsare ubiqui-

tous and consumers are de-manding simplicity. As an

entrepreneur, I believe that

livingby somecorebeliefs is key toleadingteams and buildingcompanies

that last. Hereare a fewof myfunda-mental beliefs, illustrated with exam-

plesfrom the entrepreneursthat we areworking with.

TCutmr i Qu:Actively listening to your customers

and rapidly iterating to reflect cus-tomer needs hasnever beenso impor-

tant. From a vendor of cloud-integrated storage appliances to

a mobile fashion marketplace, May-

fieldFund entrepreneurs like UrsheetParikhand GuruPangal ofStorSimple

and Manish Chandra of Poshmark,who constantly listen, react and re-

spond to customerfeedback, arefind-

ing a quick path to customer engagement.

Dicvr ivti crt vluci:Innovation extends across the value

chain beyond thetechnology level to

productbuilding,distributionand pric-ing. Entrepreneurslike JohnNewtonandJohn Powell ofAlfrescoare using

opensourcemodelsto build products,distributing them through frictionless

free SaaS models like JeromeTernynck of SmartRecruiters, and

using break throughutilitypricing and

packagingmodels like leasingof solarpanels by Lyndon and Peter Rive of

Solarcity. Identify innovation pointsacross thevaluechainto rapidly and

successfullys cale your company.

Fcu - trt-up dif idigti,t trvti:Its reallyeasyto lose focusas anen-

trepreneur with a bigvision(or anin-vestor who is presented with many

great opportunities). Phil FernandezhasbuiltMarketointoa large andsuc-

cessful business by initially targeting

the marketer with a marketing au-tomation application, a category that

was dismissed as being too narrowwhen they first started. Nailing that

need first, allowedthemto expandandoffer a comprehensive revenue per-

formancemanagementplatform to the

marketing and sales organizations.Sticking to your roots andcore com-

petencies will get you to your finaldestination quicklyand withmuch less

heartburn.

surrud yurlf wit xcllc:As an IIT student in New Delhi , a

graduate student at Stanford, a serial

entrepreneur whose companies wereacquiredby Microsoftor wentpublic,

in myopinion

By Navin Chaddha, Managing Director, Mayfield Fund

Navin Chaddha, entrepreneur, investor

and leader of the Mayfield Fund invests

in early-stage IT companies that lever-

age the themes of mobile, cloud/SaaS,social, energytech and big data. Some

recent Mayfield investments include Ap-

pcelerator, Branchout, Couchbase,

Fab.com, Gigya, Marketo, Solarcity, and

StorSimple. Navin has made over 35 in-

vestments of which 11 have had IPOs

and another nine have been acquired.

Navin was founder and CTO of VXtreme

which was acquired by Microsoft to be-

come Windows Media, and served in

various management roles at Microsoft

after the acquisition. He was also co-

founder of iBeam Broadcasting (NAS-

DAQ IPO), CEO and founder of Rivio

(acquired by CPA2Biz). Mayfield Fund

is a global venture capital firm with $3

billion under management and a historyof investing in relationships. They invest

early and globally in themes including

mobile, cloud/Saas, social, energy and

big data.

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Navin Chaddha


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as well as a venture investor over thelast decade, I have been lucky to be

surrounded by brilliant, hungry, hard-working and persistent people. Learn-

ing from them has been exciting and

rewarding, as together, we have builtorganizations beyond our personal ex-

pectations. Dont fall into the trap ofhiring B people as they will hire C

people and you will soon find yourself

at the end of the alphabet.

Pi killr ll, vitmi d t:You have to ensure that your company

addresses a real pain point of your tar-get customer. Sometimes it takes a

while to evolve your idea or evenpivot from the original one to nail the

real pain, as was the case with Gigya,

which was founded as a social widgetand application distribution platform

with a media/advertising businessmodel. However, they evolved their

technology and pivoted to address themuch needed and cumbersome task of

enabling websites to become social.

Their SaaS offering is used by over

500 global businesses to leverage so-cial logins, social apps and game me-chanics that create loyalty and

engagement with their customers andaudiences.

Dligt t ur:In an era of appification and con-

sumerization of the enterprise, prod-ucts only have seconds in which to

captivate and engage users. UX/UI

design is playing a critical role in lead-ing social Web e-commerce compa-

nies like Fab.com which are providingcurated experiences that will let them

grow into an Amazon-size platformfor design. Learn from these design

leaders and do not be afraid to iterate,iterate and iterate until you get it right.

Cpitl fficicy i mut:

In an era of Big Gulps and multi-bil-lion dollar valuations, it can be hard togo against the mega-trend mentality of

the crowd. Do not be afraid to raisesmall amounts of capital and spend it

efficiently so you can prove the prod-uct-market fit and the go-to market

strategy before raising a lot of capital.

adpt ctiuuly, diur dt urviv:As Eric Ries outlines in his book, The

Lean Start-up, the build-measure-learnfeedback loop is a new way of think-

ing about product development and a

must have mindset for entrepreneurstoday. Dinosaurs became extinct for a

reason, so free yourself from old mod-els and stay nimble and in touch with

todays times.

And finally,

Rmmbr tt it i mrt, t prit:

One of our most successful enterprise

infrastructure companies, 3PAR Data,

took over a decade from founding to

dominating the category of utility-

based storage and being acquired for

$2.35 billion by Hewlett Packard.

There were many twists and turns

along the way, according to their CEO

David Scott, but the company stayed

focused and patient through them all.

I hope these learnings will help in your

journey from founding to fame. Good

luck building great companies. si


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7/27

The developer of bigdata marketing

apps companyBloomReach raises `125

crores in series C round of

funding. This round of in-vestment was led by New

Enterprise Associates(NEA). The previous in-

vestors of the company,Lightspeed Venture Part-

ners and Bain Capital Ven-

tures also made investmentin the company. The com-

pany plans to use the fundraised to expand sales and

marketing efforts and ex-tend R&D investment to

create big data applications

beyond search for everyonline marketing channel including mobile, social and video.

Raj De Datta and Ashutosh Garg founded BloomReach in2009 when they recognized the need for a more relevant web

due to the growing frustration with information discovery sharedby consumers and marketers. The company is headquartered in

Mountain View, California and emerged from its stealth modein February this year. With the current round of investment,

BloomReach has raised a total of`205 crores in funding till

date.BloomReach created a Web Relevance Engine that analyses

hundred crore customer interactions and semantically interpretsthe products and services on over hundred crore web pages

daily.

With the Indian market growing exponentially, the companyis planning to tap this growth and enter the market within a year.

Some of the international clienteles of BloomReach include re-tail biggies like Neiman Marcus, Williams-Sonoma and Crata &

Barrell.

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The Nexage founder Devkumar Gandhi foundedDobango in early 2011 as the first-ever social market-

ing platform for Pinterest. And recently the startupraised a whopping ` 30 Crores in seed funding from John Os-

term, who has also made an investment in Nexage.Gandhi has plans to use the fund to fully differentiate from

other early movers on Pinterest by focusing solely on mar-keting campaigns beyond analytics. Being among one of the

first company to effectively monetize and run social market-

ing campaigns for brands on Pinterest, Dobango has spent thepast six months creating a way for brands to build and meas-

ure targeted social contests using pinboards.Initially founded as a social gaming platform with casino-

style games available on Facebook, iPhone, Android phonesand the web; but when Gandhi saw an opportunity in social

marketing, he shifted his attention and planned to focus on

this platform for next one year.Pinterest is the greenfield opportunity in social media

marketing right now, and brands have struggled to figure outhow to execute marketing campaigns at scale. We have finally

cracked the code on this and have seen incredible results thatgo beyond anything I have worked on in my career. This is

why we have decided to raise funds and go all in, says De-

vkumar Gandhi, Founder and CEO, Dobango.The company has plans to

expand the service by introduc-ing content management tools

and analytics for brands. Cur-rently focused on this platform,

Dobango creates a contest page

for consumers to post user gen-erated content. Its social mar-

keting platform automatically

pins users content to thebrands Pinterest page and syn-chronizes data from Pinterest to

track contest progress and no-tify winners of daily prizes.

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silicon i n d i a |12|N o v e m b e r 2 0 1 2 silicon i n d

Raj De Datta

Devkumar Gandhi


8/27


Nitin Bhandari co-foundedSkyfire pulls in `50 crores in

fourth round of funding led

by a new investor, Panorama Capital.Existing investors Verizon Ventures,

Matrix Partners, Trinity Ventures andLightspeed Venture Partners also par-

ticipated in this round of funding. Thefund will be used to meet the de-

mands of its growing list of wirelessoperator customers and to increase its

global sales and marketing resources,

with further aggressive expansionwithin Europe and into Asia.

Headquartered in Moutain View,California, Skyfire is a provider of

mobile video optimization and cloudsolutions for mobility. The company

is dedicated to leveraging the power

of cloud computing to improve radi-cally the mobile internet experience

for both Operators and Consumers.

Skyfire also plans to scale itsteam and hire staff to cover existing

relationships and new opportunitiesin Eastern Europe, Japan, Southeast

Asia and Australia, thereby adding toits London and Silicon Valley offices.

According to the company, datadeluge is crushing mobile operators,

straining the user experience, and

squeezing operating margins. Skyfirecontinues to innovate on other cloud-

powered pr oducts as well, wi th th erecently launched Skyfire Horizon

browser extension platform. This al-lows the users to customize their de-

fault mobile browsers with

extensions, plug-ins, and toolbarssimilar to how consumers currently

personalize their desktop browsers.

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Nithin Bhandari

Gurgaon based Power2sme, an

eCommerce B2B portal focus-ing on the manufacturing SMEs,

procured`10 crore in their second round

of funding. This round of funding waslead by Inventus Capital Partners.

Through this round of funding this buy-ing club for SMEs aims to expand its

product offerings and reach`1,000 crorein annual sales on its platform in three

years.

Founded by R. Narayan with seedcapital of`2 crore, Power2sme is an on-

line platform which simplifies procuringprocedures for SMEs. They work across

industries such as metal, polymer, textiles,automotive, construction and electrical by

providing information and tools which

enable SME's to both improve their effi-ciency and reduce their procurement

costs.We are strong believers in the po-

tential of India's SME market, and our ob-jective is to expand our business with the

ability to cater to SMEs across multiple

sectors. We have an aggressive outlookon growth, where we expect to end our

first year with annual sales of `50 crore,

growing to `1,000 crores over the next

three years, says R. Narayan.Power2smes current base of SME

clients includes companies with annual

revenues at between `10 crore and` 250crore including suppliers such as IOCL,

Haldia Petrochemicals, GAIL and SreeCements.

With this investment Parag Dhol,Managing Director, Inventus Capital

Partners will join the company's board.

The purchase platform of the com-pany is available for free of charge to their

customers. They focus on working withlarge, established and trusted suppliers so

that their customers are assured of thequality of the product that they buy from

them.

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The digital marketing technologycompany, Vizury Interactive,

raises close to `45 crore in seriesB round of funding which was led by

Nokia Growth Partners. Existing in-

vestors Ojas Ventures and Inventus Cap-

ital Partners also participated in thisround of funding along with the seed in-

vestors who continue to remain invested.Vizury plans to use the fund to

strengthen its presence across Asia, Aus-tralia and South America, set up R&D

efforts and drive product innovations.Established in 2008, Vizury is a dig-

ital marketing technology provider en-

abling e-commerce and online travelcompanies maximize the value of their

digital data with a combination of cut-

ting-edge technology and impeccableservice. As a strategic partner, the com-

pany combines its deep domain expert-ise, cutting edge technology andexceptional service to deliver stellar re-

sults.We see this funding as an endorse-

ment of our approach to strategicallypartner with our customers and help

them drive revenue using a combination

of cutting edge technology and enter-prise class service. The capital infusion

will allow us to accelerate our invest-ments in R&D, bring new products to

market and establish ourselves as clearleaders in the space. Having such in-

vestors in our corner will be invaluableas we make the next big leap, says

Chetan Kulkarni, Co-Fou

Vizury.

Chetan Kulkarni

R. Narayan

si


9/27

si

How Can Social EnterprisesImpact the BoP SegmentBy Vishal Mehta, Co-founder and Partner, Lok Capital

S

ocial enterprises that

work towards inclusion

of the BoP segmentwalk a tight rope be-

tween balancing theirprofitability to sustain

themselves, and mak-

ing an impact on the socially backwardpopulation.

Entrepreneurs who work for inclu-sion of the BoP need to focus on deliv-

ering impact to the communities andsegments they want to serve and rest will

fall in place. As long as the value propo-sition of the service they are offering to

their customers is clear and the sticki-

ness (relationship with customers) isbuilt into the business model, financial

viability/profits will automatically fol-low. The whole social enterprise space

is at its infancy, so opportunity to inno-vate is immense. There are many "low

hanging fruits" in this sector, so the best

thing which entrepreneurs can do, is to

choose any and drive it with 200 percentexecution focus.Social entrepreneurs need to invest

good time in articulating their idea. Thisis very important, because only then can

they communicate to stakeholders (cus-

tomers, investors, and others) what they

stand for, with minimal mismatch in ex-

pectations.The imperative to set up social en-

terprises impacting bottom of the pyra-mid population is felt now more than

ever. Social enterprises are not just about

financial inclusion anymore. It hasmoved to several other sectors. As in-

vestors, we at Lok Capital believe in giv-ing a lift to social enterprises across

sectors.Lok Capital II will be focusing on

four key sectors - financial services, ed-ucation, healthcare, and employment

services. The common thread is "inclu-

sion" i.e. services that are targeted to-wards low-income, base of the pyramid

segments to drive inclusive economicgrowth in India.

One key aspect that will drive thesuccessful delivery of BoP business

models is technology. Most of them im-

pact businesses, especially when they

are serving the BoP as "customer", aretrying to balance three things a) Quality

b) Accessibility, andc) Affordability

We feel technology for impact busi-

nesses is as important for any other busi-

ness, but becomes significantly more

relevant from the accessibility and af-fordability aspect. How can we utilize

technology for better reach and penetra-tion (accessibility), and in a cost effec-

tive manner (affordability)?

Having said that, right technologyand application development will al-

ways need the right, minimum scale,

which is the other struggle for most im-

pact businesses. So within the life cycle

of Services Company the time to invest

in technology becomes important. In our

experience, technology for most of these

BoP services companies is always an en-

abler and not the key value proposition

in itself. So the core product/service is

the key and only then technology can

further help establish its reach and de-

livery. Sometime people put too much

focus on technology too soon.

We have carefully selected sectors

where the "demand" for the services is

well established and proven. Therefore,

in theory, impact and financially viabil-

ity can co-exist. Achieving both, social

impact and financial viability is key to

proving Lok's social VC model.

Lok Capital is a Gurgaon

based venture capital firm. It

focuses on high potential fi-nancial inclusion and broader

inclusion enterprises like edu-

cation, healthcare and liveli-

hood serving the bottom of

pyramid (BOP) segment.

silicon i n d i a |16|N o v e m b e r 2 0 1 2 si l ico nin

VC Talk

Vishal Mehta


10/27

silicon i n d i a |18|N o v e m b e r 2 0 1 2 si l icon india

Every single time one needs an

opinion on a buying deci-sion; they refer to a search

engine. Be it buying a cell

phone or selecting where youwill have dinner tonight, al-

most all our decisions are af-fected by the results that appear on search

engines. In fact almost 64.9 percent of internetusers use search engines to look for a product

and 55 percent of the purchases made online arethrough the sites that are listed at the search en-

gine with a higher ranking. The names that ap-

pear as the top results win a large share of themarket pie. But how do some websites make it

to the top while the others lose? The answer isSearch Engine Optimization or SEO which

today is an indispensable requirement for anybusiness.

This makes the SEO a highly sought after

industry. However, the technology used for SEO

is one that can be grasped easily by individuals.This gives rise to a host of freelancers who dointernet marketing individually thus making it

an unorganized sector. In the year 2004, a youngBE student saw a vision of creating a substan-

tially big business in this unorganized sector.

By Rachita Sharma

COVER STORY

Deepak Bansal is your quintessential 20something. He is polite, motivated and

looks like any other tech enthusiast. Butwhat sets him apart from the rest is the

fact that he is the founder of a unique

company that is transforming the SEO

industry. He founded Clearpath Technol-ogy to help businesses leverage thepower of the internet. Along with his

team of professionals and experts whoare matchless to the other SEO service

providers they analyze and develop var-

ious strategies to enhance their clientsweb presence and also help increase traf-

fic to their website.The seed was sown in Bansals mind

when he realized that the internet was agrowing monster. With approximately

two billion people online, thousands ofbusinesses now have an online presence.

But unless their websites appear promi-

nently on major search engines, they can-

not tap into this vast community ofnetizens. This is where Bansal positionedClearpath. He began doing SEO which

helped search engines find and rank web-site higher than the millions of other sites

in response to a search query. The com-

pany today has more than 3500 happyclients who have benefitted from

Clearpaths technology.

T iititiClearpath had a modest beginning

with as few as four employees but has

now transformed into a market leaderand employs more than 600 employees

across major Indian cities, Delhi, Gur-gaon, Noida, Mumbai and now Banga-

lore too. Headquartered in New Delhi,the company was originally focused on

SEO. With the advent of time they un-

derstood the new demands of the indus-try and added other tools of internet

marketing to their repertoire.

The Internet Markwhich is a whopping $1

witnessed a sudden spudrastic increase in use of

engine marketing as a ddominating in internet

grasps a share of over 5total business. Its ability

traffic and thus direct sa

the more important. C

sense this change in tsteered itself towards intea wide-ranged phenomen

SEO in addition to othertools to attract the attent

customers and also s

Clearpaths existing Shelped them become ga

the field of Internet markThey also moved wi

understood the value oFacebook and Twitter wh

integral part of any inte

campaign. Tapping into thof marketing gave them th

edge against their competoffer a bouquet of service

per click, social media, loreputation management

been able to harness the

than any other player in thworking towards creating

big business within its s

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CLeaR PaThTeChnoLoGIes:

Deepak Bansal

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11/27

pany has also deservingly won severallaurels in the sphere of online marketing.

The recent honor awarded to them is theInternet Marketing Company of the

Year, 2012 by a prestigious publication.

Lv ty clitThe company understood that a 50

year old businessman who runs a rather

traditional business will not know thevalue of internet. Also, a small startup

will suffers if its website is not picked up

by search engines. It is the work of anSEO provider to assist their clients byleveraging the power of the internet.

Clearpath does exactly this. Focusing on

Small and MediumBusinesses or SMBs,

the company helpsclients spread across

the U.S., United King-dom, South Asia, India,

Canada, Europe and

Australia to make useof the vastness of the

internet.Bansal, a passionate entrepreneur,

convinces his clients about the use ofSEO and online marketing techniques.

Several of his clients who were unawareand unsure about SEOs have benefittedimmensely from the technology and

today do not shy away from recom-mending the company to others.

Raghvendra Agarwal, director of IRGWorld, a corporate leasing company ex-

claims that he was not very sure of the re-

sults that Clearpath Technology couldbring to his company. But he was pleas-

antly surprised when Deepaks ideashelped his company. This is not an iso-

lated case. Clearpath replicates it with al-most all of its clients.

The companys tendency to retain theclients by providing the best of services

has been the key in its success. With the

services extended in complete internetmarketing domain, Clearpath is a one

stop solution for any internet based busi-ness.

To build a successful company likeClearpath is no ordinary task and their

approach needs to be unique. Since amajority of their clients are based outside

India, the round the clock work becomesall the more important. The company is

dedicated towards its customers and donot give them a chance to complain. On

the contrary their clients praises about the

way Clerapaths team interacts with itscients. Rebekah Fensome, a UK based

life coach and a long time Clearpathclient says that the team keeps her up-

dated all the time. She also adds that her

mails are answered almost immediately.Making 3500 clients happy is not aneasy task for any organization. But a per-

sonal connect with their clients makes

this target attainable.Clearpath focuses

heavily on buildinghealthy customer re-

lationships to bettercomprehend their

needs and expecta-

tions. We startedwith small scale

companies, worked together, communi-cated on a daily basis and in a sense grew

together, says Bansal.

Ppl ctric cmpyA company can grow only when its corestrength, its people truly believe in it. In

todays professional world, switchingcompanies within the same industry has

become a norm. But Clearpath boasts ofseveral of its original team members still

being with the company. Their dedication

seven years back has not waivered andhas now transformed to confidence in the

company. The company values its em-ployees and works towards creating a

positive environment for them to workin.

Clearpath also believes that a com-pany is only as strong as its weakest em-

ployee and thus gives importance to

hiring the right talent. To work in the in-ternet domain, you require the perfect

skill set. The company has worked hardtowards recruiting talented people to

work for them. After having tasted suc-cess in the NCR region they have moved

their quest for quality to Mumbai and

Bangalore where they opened offices inMarch and September 2012 respectively.

They believed that every region has its

own culture and it would work better tohave region specific employees who

would connect better with the clients.Most of their back end work is done

from their head office in Delhi and thenew offices in Mumbai and Bangalore

comprising mainly of sales teams. The

company also has plans to expand toChennai next. With major business de-

velopments on their roadmap ahead, thecompany still has a long way to go ac-

cording to Bansal.

Cmpy wit rt f gldBefore you pin down Clearpath as an ag-gressive business focused only on mon-

etary growth, think again. The humblecompany understands that it owes its suc-

cess to the society and thus wants to giveback to it. They are big on Corporate So-

cial Responsibility. They have set up var-ious eye and diabetes camps. But a truly

unique achievement of the company

which cannot be lauded enough is theireffort to enrich the lives of physically dis-

abled individuals. The company em-ployed three such special people and has

trained them with the necessary domainknowledge. Clearpath believes that phys-

ical disability is only a minor setback and

not a major deal breaker for them as em-

ployers. They want to train such peopleto give them a fair chance at living a life

with dignity and financial security.

The company aims at leveraging thepower of technology to help its employ-

ees provide more accurate and effectiveoutput. They are also planning to foray

into mobile SEO which according to thecompany is going to grow into an impor-

tant domain in the next few years. The

company is also set to expand its busi-

ness to other countries suc

Singapore within the nthese are extraordinary bu

With a motivated tea

pansion in sight, loyal their heart in the right p

Technology can only pawards. Bansals vision o

nesses gain high visibilityis growing by the day an

wards paving a road to its

thus justifying its name.

I have been dealing with Clearpath Technology for almo

during this time have found them to be extremely reliable &

They have been the backbone of our business promotion acros

businesses & they continue to deliver on their promise. I was s

being that I am located in Australia, however their commitm

our businesses have ranked well on the key search engines ha

borders. Thanks again and I would have no hesitation

Clearpath Technologies to anyone interested in their services

Andrew Lawson, Owner of Sign A Rama

Salisbury a collection of hundreds of full-service sign s

worldwide.

"The results have exceeded my expectations. Whereas be

pendent on being found through a web portal featuring my well, my clients can now get in touch with me directly. I am ve

Rebekah Fensome, Owner of RebekahFensomelifecoah

a life coaching service that also provides Yoga Camps in

Clrpt blivtt cmpy i ly trg it wk-t mply



12/27

CIO Insights

It is important that the higher au-thorities in the company are directly in-

volved in the purchase requisition thus

avoiding any compliance made by thesecretaries while placing the order.

Portable devices and Mobile applica-tions have ensured that the top man-

agement gets relevant information ontheir mobile so as to allow faster access

for approval. This is an example of

proper knowledge management systemwhich is an extensively important im-

plementation in the current scenario.

T mgic f Virtulizti:Virtualization is akin to placing all

eggs in a single basket. It has always

played an important role in reducingthe cost of operation, and little did

Tulip realize this until Narayanantransformed the company to a virtual-

ized version and led to a whopping 70percent deduction in power consump-

tion. This equates to a return of invest-

ment (ROI) time for virtualizationwithin a year.

Tdy CIo: a tccrt r buixprt?

With the sand clock turning upsidedown, it is time for the CIOs to changetheir roles from just being technocrats

to that of busin ess experts as technol-

ogy can be explained by vendors orproduct specialists in the industry.

Spending more time with sales, prod-uct development and the financial team

is of paramount importance and there

are some activities which compulsorilyneed the attention of the CIO. Some

processes have nothing to do with tech-nology but are more inclined towards

careful planning and standardization inthe organization.

For example, it usually takes about25 days from billing to delivery of the

product to the customers. If the CIO is

capable of reducing the18 days, then it can lerevenue growth.

Mtrig t rt f adThe more than 36 years

in the industry has taug

need to be the master i

changing environment.

management believed

agement of the employ

developing faith and ass

sibility to them.Normally every perso

role in an organization s

nocrat. As the individuathe hierarchy, he has tdelegate and impose tru

workers. Emphasizing agement will not lend e

strategy and creativShowing faith in emplo

can make them more pependent. This strategy

and helped me in discuvarious stakeholders in

tion.Technology is

changing making it im

company to be flexibleupgradable. This wouldture needs of the organi

ibility and scalabilchallenge in the IT infdustry. (As told to Vign

Rl d currt pririti:With multiple responsibilities within the organization, I wearseveral hats. But three of my resposibilities are more impor-

tant. In my role as a CIO, I am responsible for internal IT, ITstrategy, alignment and compliance with regards to overall

IT aspects of the organization.

Roles vary within the organization depending upon theneed of the moment. Thus, I also act as the product develop-

ment manager. The overall experience of more than 36 yearswithin the industry at large has helped immensely in imple-

menting new initiatives within Tulip. The normal problemsfaced, the pinpoints and how can they be addressed are some

of the issues solved within the organization.

The third cap is managing the network of professionalemployees in the team and their projects

Currt trd i t idutry:Tulip is a managed services and connectivity player. Rarely,some of the entities may not be working to the satisfaction of

the end user; hence the trend is to give a deal for every trans-

action that the end user is going to do. This will eventuallylessen the possibility of dissatisfaction for the customer.

Normally there is a database administrator who looks intothe database structure. The applications manager, network-

ing consultant and web server manager analyze the systemas a whole. Together there are no discrepancies that can es-

cape the eye of the team members. Thus the second trend isusing multiple individuals within the firm to pinpoint faults

rather than a single individual.

C R Narayanan initialized the virtualization of Tulip

Telecom eventually leading to 70 percent reduction

of power consumption by the company. Narayanan is

the CIO of Tulip Telecom Limited (BSE/NSE:

TULIP), a data telecom service and IT solutions

provider that offers i nnovative IP based infras truc-

tural solutions.With a market cap of Rs 563.33 Crore

employing more than 2,500 employees, Tulip is

Indias largest MPLS VPN player.

In a chat with Narayanan, he gives us prominent de-

scriptions on how the industry has changed and new

trends which are changing the course of IT.

Virtulizti iki tplcig ll eggi siglBkt

C R Narayanan

C R Narayanan, CIO, Tulip Telecom Ltd.

empizig micrmgmtwill t ldugtim fr trtgyd crtiv iv-ti. swig fiti mply bili-ti c mk tmmr prfct d i-dpdt

silicon i n d i a |22|N o v e m b e r 2 0 1 2 si li con india


13/27


14/27

s i l i c o ni n d i asilicon i n d i a |26|N o v e m b e r 2 0 1 2

RANK INSTITUTE NAME CITY, STATE COLLEGE S

1 Sikkim Manipal University Manipal, KA 347

2 ICFAI University Hyderabad, AP 333

3 IGNOU New Delhi, DL 327

4Symbiosis Centre for Distance Learning Pune, MH

321

5 Annamalai University Annamalainagar, TN 319

6 Osmania University Hyderabad, AP 303

7 Anna University Chennai, TN 296

8 Yashwantrao C. Maharashtra Open University Nasik, MH 289

9 University of Mumbai Mumbai,MH 273

10 Dr. B.R.Ambedkar Open University Hyderabad, AP 259

11 Maulana Azad National Urdu University Hyderabad,AP 240

12 Netaji Subhas Open University Kolkata, WB 237

13 Delhi University New Delhi, DL 232

14 Shivaji University Kolhapur, MH 229

15 Maharishi Dayanand University Rohtak, HR 221

16 Andhra University Visakhapatnam, AP 217

17 Dr. Babasaheb Ambedkar Open University Ahmedabad, GJ 203

18 SNDT Womens University Mumbai,MH 200

19 Alagappa University Karaikudi, TN 197

20 M.P. Bhoj (Open) University Bhopal, MP 180

Note: The above ranked colleges are exclusive participants who responded to questionnaire.

On the education floor, an MBA reigns supreme. The management education sector

in India is booming and today there are 3,900 management schools with close to 3.5

lakh seats. Even with a host of management colleges closing shop, the demand for

good quality management education is still high. Amongst this crowd of MBA, hope-

fuls are hordes of professionals who are unable to leave their current jobs but still

nurse a desire to peruse an MBA degree.

To aid the growth of such professionals, siliconindia presents the first edition of

Top 20 Colleges/ Universities offering Distance MBA in India 2012. Our objective is

to arm professionals with extensive information that will facilitate their quest of iden-

tifying the best college/university to pursue distance management education from.

Colleges have been ranked based on stringent parameters such as number of in-

takes, pass outs, quality of course materials, course duration and E-learning plat-

forms among others. Mentioned ahead is the list of Top 20 MBA colleges with

composite score based on weightage of parameters analyzed by our research team

which conducted an online poll for students who have completed their distance man-agement education.

We sincerely hope that our initiative will assist the future MBA aspirants educa-

tional journey.


15/27

aligig acdmic d Idutry Rrc

Currt Iititiv fr ivti tY lb:Mobile users are doubling every year. It

is not a stationary device and followsyou wherever you go. My current focus

at Yahoo! is to see how we can take ad-vantage of the different situations that

users go through on a daily basis, like lo-cations, their company (who they are

with), and what they are doing. Our area

of focus is to device ways to leverage allthis mobile data and users that Yahoo! is

gathering. We must be able to shift andcreate an experience for users that goes

across all screens from the desktop to thetablet to the mobile.

Yahoo! has over 700 million users

and we have witnessed them shift to the

mobile at a very fast pace. We are at apoint where we can start leveraging all

the data that we get from mobile andhelp users get new experiences.

aligig cdmic d idutry r-rc:Yahoo! Labs is one of the few labs

which fall between academic research

and the product R&D. At Yahoo! we canhave a theoretical result that will be pub-

lished at an academic conference but theresult might also be taken to the product

leaders who could turn it into a milliondollar product.

A middle path between academic

and industry research helps a company

because it can help map out the future. Itcan help companies understand where

users are at present and where the shiftwill be in a few years.

In case of research we consider theconsequences of scaling. When a million

people begin to use a new service, a dif-ferent behavioral set comes up. We can

build applications around this behavior

set.A lot of research has been done in

the field of mobile. For instance, re-search on location based services is very

relevant to how we design servicestoday. Such research can aid young start-

ups who build small scale social apps.

Lars Erik Holmquist, Principal Research Scientist, Yahoo! Labs

They have no idea about all the researchthat has been done before that and for the

same reason their products are not verygood. So while you are building a prod-

uct, if you go back to see all the researchthat has been done, you can apply that to

your product.

Rrc idig prduct:We did a research on location basedservices such as Foursquare. Interest-

ingly, early research projects and prod-ucts in location, tried to track the user at

all the time which was kind of creepyand also technically very difficult to do.

It drained out the phone batteries and the

locations were not exact and had anom-alies.

Foursquares concept was verysmart. They allowed users to tell where

they were, be it a caf, or a bar or home.This does not give a particular line but it

gives a particular expression of the user

at a place. When we interviewedFoursquare users, location was not just

a line on the map but was actually an ex-pression. Location went from being a

property to being an expression. If de-velopers can understand the social im-

plications of services, they can influence

services that will appeal to a bigger partof the population.

Before developing an app they mustthink deeper. For instance, apps which

introduce you to people who share thesame interests in your vicinity is a com-

mon idea. But how do you go about after

you receive the information? Develop-ers must think about the social implica-

tions of such applications.

Ubiquitu cmputig: a viiUbiquitous computing is a 20-year old

vision and has been very influential. 20years ago, we had the main frame which

was the big computer and then came the

personal computers. The smartphoneand the tablet are influenced by the ubiq-

uitous computing heavily.The cloud was not originally a part

of the ubicomputing vision but we haveactually turned towards it. It enables mil-

lions of people to use the same com-puter, so we are back to the main frame

model. We have a down terminal be-cause they just connected the system to

the main frame.Increasingly mobile phones are be-

coming like that. If you talk to your own

phone, like using Siri , it senses thesound and sends to the main frame

where it gets processed and comes back.Computers now are ubiquitous but the

information is moving to a distant loca-tion which makes the products poten-

tially much more powerful. Byconnecting smart products to the cloud

we multiply the intelligence in a differ-

ent way.

Grudd ivtiWith grounded innovation, I try to bal-

ance the two axes of inquiry - under-standing how the world works; and

invention - coming up with something

new. You do not just want to have some-thing new because it might not be real-

istic or practical but you want tounderstand the world and do your in-

quiry.Innovation according to me is not

just inventing something new but it has

to be something that can be used. Opensource is a big innovation in how we

think of software. It has had an enor-mous effect.

For instance, we worked to makedigital photographs more interesting by

introducing an element of surprise. We

added some filters and the results werevery different from conventional im-

ages. The images looked very much likeInstagram pictures which is now a mul-

timillion dollar business. This is an ex-ample of grounded innovation.

My current priority is to take Yahoo!Mobile. It is very clear that with all the

deep understanding about mobile, we

can take existing products mobile andalso how we create entirely new prod-

ucts.We are also studying how people use

the tablet at home which is a new prod-uct category.

Yahoo! Labs is the pme to be because after h

the dreaming, theoreticaies; I have come to a stag

build products on a largto Rachita Sharma)

Lars Erik Holmquist is the Principal Re-

search Scientist at Yahoo! Labs and heads

the Mobile Innovations group. Yahoo! Labs

is a division of Yahoo! (NASDAQ: YHOO)

responsible for research into the science of

the Internet and creating the next generation

of businesses for the company. Headquar-

tered in Sunnyvale, CA, Yahoo! Labs delivers

both fundamental and applied scientific

leadership, publish research and create new

technologies that power Yahoo!s products.

Prior to joining Yahoo! Lars was a profes-

sor in Media Technology at Sdertrn Uni-

versity and was a co-founder and research

leader at the Mobile Life Centre, a joint re-

search ve nture between academia and in-

dustry hosted at Stockholm University, with

major partners including Ericsson, Mi-

crosoft, Nokia, TeliaSonera and the City of

Stockholm.

In a candid conversation with Lars, he opens

up about various researches and how it helps

Yahoo! build products for the masses

In Conversation

si


Lars Erik Holmquist

L d hi


16/27


that can be used by leaders to influ-ence them. The traditional yearly an-

nual appraisal might not work forthem.

Gen Y in India favors equity asopposed to equality and therefore

wants to get recognized by being paid

competitively. Finally everybodywants to be a part of a winning team.

Kouzes and Posner described them as"Creating Small Wins". Leaders need

to create opportunities for many andalso plan them in such a way that by

achieving them they feel more ac-complished and thereby feeling more

significant. For managing Gen Y that

is the mantra for effective leaders. Iam trying to put forward some simple

actions that I believe can help todaysleaders in effectively managing Gen

Y teams. These simple yet profoundactions will help them to excel in

what they do and distinguish them-

selves from others.

1) hvig srd Purp t m-biliz tr d wrk tgtr frcivig it:Most of the effective leaders have

their personal purpose. However, at

the same time they realize that it ismuch easier to achieve a "Shared Pur-

pose" rather than ones own. This isthe process where they manifested

their leadership capabilities in termsof articulating their purpose in such a

way that the people start seeing

meaning into it and accept it as theirown. Leadership researcher Ram-

narayan, while studying successfulIndian leaders called them "Dream

Merchants".

2) Uig prl twrk t kiigt it rgizti prblm:Building a strategic personal network

and successfully using it, as a rela-tively safe way to expose organiza-

tional problems and seek insight intosolutions is a hallmark of effective

leaders. Personal networks are largelyexternal, made up of discretionary

links to people with whom leadershave something in common. In mod-

ern day business it serves as a safesounding board for a leader to use as

an internal learning network. Whatmakes a personal network powerful is

its power to provide a safety net while

learning by introspecting, reflectingand observing from others about

unique organizational problems.

3)Ititutilizig ivtiv y-tm d prc:One of the roles played by the lead-ers that make them differentiated are

their ability to introduce innovative

systems and processes in their re-spective organizations. But more im-

portantly, over time they

institutionalize them to make it a part

and parcel of the organizational life.High Tech strategy experts Annabelle

Gawer and Michal A Cusumano re-vealed in their bestselling book "Plat-

form Leadership" how Intel,Microsoft an Cisco leaders created

number of innovative systems and

processes involving external vendorsto remain competitive.

4) empwrig ppl - lpigtm t mv frm f pw-rl t dicvr tir w f fficcy d pwr:Believe in peoples ability is what

sustains extra ordinary team efforts.

The effective leaders are those whonurture self- esteem in others. They

make others feel strong, capable andmove them from a sense of power-

lessness to a state where they start be-lieving their own capability.

Leadership researchersthe effective leaders b

tion builder by carryinthem even when they

powerless.

5)Lvig byd Idtity:One of the biggest pro

lot of leaders is the dabout their own iden

often get so hooked upzational functions that

feel out of life when thare taken away from

leader one should not l

apprehension at the thwill happen if their inst

tity were ever to diWelch successfully tr

career into business wriand consulting after

transformational journ

So what are you thership is all about influe

all have an inherentchoose to build a new v

selves, to start followicourse, to let go someth

thought we will never

something which we never comfortable with

do these things, whicha purpose we all excel

phose ourselves from contributor to a true le

that is what Gen Y are

T ffctiv ldrr t w ur-tur lf- tm itr

The process of lead-

ing is something be-

yond managing.

While writing aboutleadership chal-lenges, leadership

researchers Kouzesand Posner wrote, "If there is a clear

distinction between the process of

managing and the process of leading,it is between getting others to do and

getting others to want to do. Man-agers get other people to do but lead-

ers get other people to want to do".This definition assumes greater sig-

nificance in the context of todays

India where effective leaders arethose who can inspire and motivate

younger generation by helping themto find a "Purpose". At the core of the

leadership effectiveness in todays or-ganizations, therefore, the emphasis

is not what you can achieve yourself

in an organization but help others toachieve breakthrough results and ben-

efit the entire ecosystem. Anna Haz-ares popularity with Gen Y Indians

is a case in point where he was able toconnect with millions of young Indi-

ans by giving them a purpose and anidentity.

Gen Y today wants to feel signif-icant. They are ready to work very

hard, provided they see an avenue to

reach their goals in life. In somesense they are all knowledge workers.

It means that they want to get an op-

portunity to put their knowledge intouse in their day-to-day job function.It is in this context the leaders in

todays organizations must under-

stand what drives these GEN Y

knowledge workers. One of the keydrivers for them is opportunity to

learn new skills in actual job situa-tions. Therefore they would want

leaders who can facilitate them tolearn, while working with them.What

else drives them? They are more IT-Savvy and therefore want access to

information, especially those which

can enable them to not only networkwith fellow professionals more effi-

ciently but to acquire knowledge that

can help them to contribute more sig-nificantly in solving business prob-lems. Challenging assignments

coupled with meaningful and data

based feedback are some of the tools

Diffrtitig Ldrip

Leadership

Pallab Bandyopadhyay

By Dr. Pallab Bandyopadhyay, Director-HR, Citrix Systems

Wt Migt wrk frmgig Grti

Citrix Systems, Inc. (NasdaqGS:

CTXS) delivers virtualization,

networking and cloud solutions.

With a market capital of $11.80

Billion, Citrix employs over 6001

employees.

Nearly 2 in 5 U.S. tabletnewspapers and/or mtheir device while 1 inpublications almost da

cent of tablet owners reper on their device aduring the month, withof tablet owners readingalmost every day.

Courtesy: Comscore

View Point


17/27


sitioning them as more cost-effective and

as a way to counter the effects of eco-nomic belt tightening.

Evolving to this model is highly complexand a multi-stage process with a signifi-

cant number of technology decisions to

make, but clearly a must do to remainrelevant in the modern world of software.

Capitalizing on the power of real-time

analytics:One of the most powerful competitiveweapons in the software industry today

is analytics. For many organizations, pil-ing terabytes of structured and unstruc-tured data that changes at rapid velocityneeds to be managed and analyzed real-time in a secure environment. Accord-ing to market research firm IDC, the

business analytics software market grewby 14.1 percent in 2011 and will con-tinue to grow at a 9.8 percent annualrate, to reach $50.7 billion in 2016,driven by the focus on big data. ISVsmust have a clear plan to capture, ana-lyze and create actionable, predictive in-telligence in real time. This areacontinues to evolve very quickly and islikely to remain a key area of softwaretransformation for years to come.

Monetizing new market opportuni-ties:

Software transformation has the poten-tial to open new markets and new

sources of significant revenue for ISVs.Simply mobilizing software can help

ISVs take their solutions in new marketsor geographies. Gartner states SaaS and

cloud-based services help vendors to ex-

pand revenue growth by making it eas-ier for end users to test and evaluate new

types of software, provision new users tocurrent technologies, and migrate users

off older versions to newer versions ofsoftware.

In some industries, client analytics can

also be significantly mo

of any transformation plaand bottom line growth a

markets is the shortest pa

Refreshing core softwar

practices:

Modernizing traditional

opment practices such asdevelopment processes, q

tion and outsourcing of n

lines to free-up R&D bu

for transformational inithe beginning of core praneed a refresh. Some of

yield the biggest gains in diate return on investme

Voke Research In the po

cial crisis environmentplatforms continue to in

plexity and demand, ansoftware failures are o

alarming rate. Softwarequal business failures, a

ing has moved from obsc

nence. The inextricable land the brand has made b

aware of the need for qwith minimal business r

of software at every stagewith all aspects of the su

standard and required prtinues to grow in import

Summary:

The software market is un

matic change. New techtions and business mod

redefining the ISV landprovide tremendous opp

novate and create next g

tions. Symphony Telecsoftware development

world today as recognizGlobal Services, Gartner

The $120 billion a year

global enterprise softwareindustry is in a period of

rapid transition, with more

and more companies andindustries being run on software and de-

livered as an online service to a wideningrange of connected devices. Advances in

processing, mobile devices, wireless net-working, the Internet and other tech-

nologies have fundamentally eliminated

the defenses of established industries,and software companies face unprece-

dented opportunities in the years ahead.But to thrive, independent software ven-

dors (ISVs) must fundamentally trans-form their traditional design,

development and commercialization

strategies and processes to be successfulin todays highly connected world. There

are many dimensions to this requiredtransformation, however six are clearly

the most common today.

Incorporating New User Interface De-

sign and Technology:

The staggering growth of Smartphones,tablets and other connected devices cre-

ate a range of new usability challengesfor a consistent, cross-platform experi-ence while providing complete enterpriseapplication functionality to the end user

across devices. Differences in screensize, processing, power, wireless per-formance, gesture and new user inter-faces (UIs) such as advanced haptics andmore create a clear competitive need toleverage the latest in UI design and us-ability best practices. This area is sure toget more interesting as companies like

Apple have filed patents that wouldallow a devices display to physicallychange shapes. This could provide aconsumer with a raised button for exam-

ple or a 3D map that pops right out of thescreen.

Delivering Software to All Kinds of

Devices including Autos and Em-

ployees Personal Devices (BYOD):

According to NPD In-Stat, the connecteddevice base will increase from 256 mil-

lion devices (2011) to at least 1.34 billion

by 2016. That is a 56 percent combinedannual growth rate. Connected devices

include tablets and Smartphones as wellas connected television and satellite sets,

video game consoles and Blu-ray play-

ers/recorders. Two of the hottest areas of

the mobile ecosystem today are the Au-

tomotive sector, where in-vehicle info-tainment (IVI) has become of the

primary areas of competitive differenti-ation among auto manufacturers, and the

bring-your-own-device phenomenon inthe enterprise.

Creating complete functionality in a mo-bile environment along with optimizing

application performance over various

wireless networks - including cross- plat-form delivery to mobile devices - can be

daunting. Testing alone all the variouscombinations of devices, operating sys-

tems and wireless networks however is amust for transforming software for the

connected world.

Addressing Client Demand for Soft-

ware as a Service:

Shifting from traditional software anddelivery models to software as a service(SaaS) is fundamentally changing the

economics of software. It also can open

new markets, significantly reducing cap-ital and operational costs, and enabling

ISVs to dramatically improve their over-all business model. Gartner predicts SaaS

revenue will reach $14.5 billion this year,a 17.9 percent increase from 2011 of

$12.3 billion, with strong growth pre-

dicted through 2015 when the market isexpected to be $22.1 billion. Also, ac-

cording to Gartner, An increasing num-ber of organizations are demanding

software functionality as a service (infra-structure as a service [IaaS], platform as

a service [PaaS] and SaaS) or via cloud-based services rather than on-premises.

As a result, vendors are offering more

technology as subscription-based solu-tions and "pay as you go" offerings, po-

Trfrmti f Crprt sftwrfr Cctd Wrld

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By Sanjay Dhawan, President and CEO, Symphony Teleca Corporation

Sanjay Dhawan

Hea dquar tere d in Palo Alto , Sy mpho ny Tel eca Corp orat ion deli ver s pr oduc ts c ombi ned wit h temporary product development, systems integration, analytics and managed services to seve

organizations globally. With 35 offices worldwide, the company employs over 6,100 employee

View Point

View Point


18/27

silicon i n d i asilicon i n d i a |34|N o v e m b e r 2 0 1 2

SGI (Nasdaq:SGI) develops, markets and sells a

broad line of mid-range and high-end scale-out and

scal e-up s erve rs pl us dat a sto rage solut ions a nd dif -

ferent iating softw are. With a Marke t Cap o f $ 246.3 2

Mill ion they appro xim atel y empl oy ove r 1 ,500 em-

ploye es e nding March 31st, 2012 .

View Point

By Floyd Christofferson, Director of Storage Product Marketing, SGI

tems automatically index content inmultiple ways as it is created and mod-

ified. Using this meta data users cansearch for data, and administrators can

easily set policies to automatically de-

termine which data should remain onproduction disk drives and which can

migrate to lower cost, higher effi-ciency second or third tier storage.

Hierarchical Storage Management

(Tier Virtualisation):

Another cost-effective technique thatcan aid in developing an active archive

is to virtualise tiers of storage throughthe use of a hierarchical storage man-

agement solution. These enable multi-ple tiers of disk and tape to appear to

users as one large aggregated volume

even though the data is actually dis-tributed across multiple storage types.

The beauty of this system is that all

the data appears to the user to be on-line in the high speed, expensive, pro-duction disk at all times. But in reality,

even though the file appears to be rightwhere the user put it in the file system,

it has actually migrated to lower coststorage. This approach delivers dra-

matic overall cost savings without theneed for users to learn and follow

where their content is located.

Low power mass

MAID:

A MAID system is ano

tool in creating a lowarchive. By selectiv

down whole sections ountil the data is needenificantly reduces the p

ing requirements of thmuch like tape librarie

the added advantage operformance and proa

tection.

Prtctig t Dt TAn active archive strate

fective planning and dmanagement tools.

mented effectively it careduce the overall cost

growing pool of digita

ual components can bchanged without impa

experience. In this scenity becomes an asse

headache. si

The mainstream adoptionof HD, 3D, mobile and

streaming services pres-ents an archiving chal-

lenge for the digital media

industry, in scaling storage and sup-port systems cost effectively, and

therefore providing sufficient capacityand speed of information retrieval re-

quired.Even though more and more digi-

tal media files are filling up ever-larger

disk silos, propelled by the prolifera-tion of mediums, the amount of data is

growing quicker than the need to ac-cess it. For the digital media sector,

specific files are rarely accessed, butthe key is for that access to be imme-

diate and fast; business users and con-sumers want them available at all

times.

For some businesses, this challengewould be addressed through better

data management, but translated to thedigital media and production sector

the challenge becomes astounding.The problem is more critical than the

realm of personal preference where

online media is accessible instantly,such as services like BBC iPlayer or

Spotify, instead the issue is a business

necessity. The business needs to haveaccess to the full range of data at alltimes.

alwy- d ccibl

An active archivemeans data is al-

ways available inan online state. In

the context of an

active archive, on-line means that the

data is available inan environment

that is immediatelyand easily accessi-

ble to users, that is

not drawing poweror taking up unnec-

essary space, andone in which the

data is protectedfor a long time.

An activearchive strategy, when properly ap-

plied, significantly reduces overall

storage and data management costswhilst improving efficiencies and the

ability for users to access all data.In essence, the data should live

where it is most efficient. For exam-ple, inactive data, WHICH IS BLA,

which has retention value can be

moved into an archive tier storage that,although online and visible to the

user, is typically in a powered-down

state using Massive Array of IdleDisks (MAID) technology that com-pletely removes power from the array.

These archives, while still available to

users, can be managed with very dif-

ferent disaster recovery techniques

that require less investment, and at a

fraction of the operational costs ofconventional disk-based file stores.

This is a vast contrast to a tradi-tional archiving approach, where data

often ends up residing in an off-sitedata tape store that required hours if

not days for data retrieval.

Implmtig activ arcivThere are numerous tools that can sim-

plify the implementation of an active

archive strategy. These can be cate-gorised as:

Digital Asset Management:Leading digital asset management sys-

acivig activ arciv ambiti

Enterprises are expected tospend $28 billion on BigData this year and thespending is expected to hit$34 billion next year. How-ever the buzzword willphase out by 2020 when

Big Data will have becomethe new normal.

Courtesy: Gartner

Floyd Christofferson

Vi P i t


19/27

s i l i c o ni n d i asilicon i n d i a |36|N o v e m b e r 2 0 1 2

We are going througha radical shift in the

way people workand use computers.

Increasing avail-

ability and affordability of wirelessbroadband is giving the global work-

force true mobility, for the first time inhistory. Many of them will use smartly

designed mobile rugged computers fortheir everyday computing and commu-

nication needs, instead of traditional

laptops."We live in interesting times," said

Robert Kennedy in 1966. I am prone toagree, although Bob and I surely refer

to vastly different developments andscenarios. I would like to suggest that

we are presently going through a real,

radical shift in the way in which peoplework and use computers. It is about true

mobility, for the first time in history.With increasing availability and af-

fordability of wireless broadband, peo-

ple are no longer confined to thetraditional office environment. Soon we

will all be connected, everywhere andalways. Mobile operators are expanding

networks and increasing capacity tohandle the explosion of data traffic

stemming from the increasing use of

smartphones (that are in reality morecomputers than phones).

Working from home or closer to thecustomers can have several positive ef-

fects: it may make staff more contentand also more productive. It may make

the organization slimmer by reducing

the need for office space. And the soci-ety as a whole may reap great environ-

mental rewards if this newly found truemobility leads to fewer trips by car, bus,

train or plane to and from the office.

Another strong trend that drives truemobility is the availability of much im-

proved so-called rugged, or ruggedized,computers. As opposed to traditional, or

commercial computers, these comput-ers are specifically designed to operate

reliably in harsh usage environments

and conditions, such as strong vibra-tions, extreme temperatures and wet or

dusty conditions.Standard computers are simply not

suitable for use in outdoor environ-ments. They have poor battery life and

cannot withstand shock, dust and water.

They break too easily and too often,thus making the price-benefit analysis

inferior to that of rugged computers (al-though the latter are more expensive to

purchase). The total cost of ownership

is much lower, as much as 65 percentlower per year, for rugged computers,

mainly because their durability mini-mizes or eliminates the loss of produc-

tivity that is the result of computersbreaking down.

ordiry ffic wrkr mbrc

ruggd dvicTraditionally, rugged computers have

been used by field workers operating in

tough and 'naturally mobile' environ-ments such as logistics, geomatics,

forestry, public transportation, con-struction, mining, public safety and mil-

itary. But a strong parallel trend is thateven 'ordinary' office workers are now

also starting to use rugged computersfor a life 'on the go' to avoid having to

replace commercial laptops or handheld

devices or even smartphones so often.Many blue collar workers, like garbage

collectors and train staff, have alsostarted using rugged computers and

handheld devices to make their workmore effective and productive.

But wt i ruggd cmputr?

There are two main standards for clas-sifying rugged computers:

The American military standard forequipment, MIL-STD-810. This is a

broad range of environmental condi-

tions that include: low pressure for alti-tude testing; exposure to high and low

temperatures plus temperature shock;rain; humidity, fungus, salt fog; sand

and dust exposure; leakage; shock andvibration. The standard is comprised of

24 laboratory test methods. Generallyspeaking, the more methods tested (and

passed), the more rugged the unit. So arugged computer would on one level be

classified by how many test methods ithas passed.

The IP scale, not to be confused

with Intellectual Property or IP address,IP in this case stands for Ingress Protec-

tion and the ratings are displayed as atwo digit number. The first digit reflects

the level of protection against dust. Thesecond digit reflects the level of protec-

tion against liquids (water). So an IP67-

rated unit is totally dust proof and iscapable of immersion in water for at

least 30 minutes to a depth of one meter.As everybody knows Apple has been

hugely successful with

the iPad. This success hinto the ruggedized mark

enterprises who tradithave bought rugged dev

for an iPhone or iPad as mobility hardware. Th

success of Apple has m

thing taught the broad mability is important, that

and that the essence of mthe size and weight (or

a device. The manufact

equipment are learning now launching rugged sm

other user-friendly and smdevices.

Rugged computers much more sophisticate

in the last few years. Tfaster processors to of

broader use, and the a

desktop functionality ouTheir batteries can work

on a single charge a They may work on any

less frequency anywherThey have high quality c

lows in field image capt

Ruggd i clRugged mobile compute

come much lighter and hter functionality overall,

displays and improved sign all contributing t

user experience. New scprovides spectacular scr

brightness in any outd

even direct sunlight.They also look bett

come cool to own a ru(also because many fam

adventurers use them)functionality are two

why the rugged compugrowing faster than othe

ments.

Wrkig frm m r clr t t

cutmr c v vrl pitiv

ffct: it my mk tff mr c-

tt d l mr prductiv

Jerkre Hellstrom

si

Handheld is a manufac

ing supplier of rugged m

ers employing over 44 p

View Point

Tru Mbility Trd:T Futur fMbil Cmputr iRuggd

Tru Mbility Trd:T Futur fMbil Cmputr iRuggdBy Jerker Hellstrom, CEO, Handheld Group

View Point


20/27

silicon indiasilicon i n d i a |38|N o v e m b e r 2 0 1 2

It is no secret that customers are

talking, telling you exactly

what they like, or do not like,about your brand, the latest

product they purchased, oreven their bad service experience.

Whether this feedback comes throughemail, survey, chat, or particularly

now-a-days social media, as the

owner of that brand, it is up to you tolisten to your customers. Listening

and then acting on insights gleanedthrough customer feedback drives

product innovation, improves cus-tomer service, bolsters customer loy-

alty, and produces measurable ROI.But what are the trends in the Cus-

tomer Experience Management

(CEM) industry today? As technol-ogy advances, where is this space

headed, and what challenges face en-trepreneurs vying to build a business

in this growing marketplace?In order to overcome the chal-

lenges of handling Big Data, such as

efficiently analyzing vast quantitiesof unstructured content that comes

from multiple feedback sources, or-

ganizations need to invest in a scala-ble text and sentiment analyticsplatform to automate the analysis

process. Through such types of tech-

nology, organizations can intelli-

The Importance ofincreasingOperationalization in

Business Insights

Sid Banerjee

By Sid Banerjee, CEO & Co-Founder, Clarabridge

Clarabridge is a provider of sentiment and text analytical software. Instituted

in 2006 in Reston, VA, the firm strives to provide software solutions idiosyn-

cratically to utilize sentiment analysis and text analytics to automatically col-lect, categorize and report on structured and unstructured data.

gently tag customer feedback for cat-

egorization and sentiment in order toglean action-

able in-sights. It

used to beenough for

bu si ne ss es

to just ana-lyze the

data, hearwhat cus-

tomers are

saying, and then react internally.However, the trend in CEM today is

to not just listen to consumers, but toengage with them.

Organizations need to prove tocustomers that they are actively mak-

ing the customer a valued stakeholderin business decisions by maintaining

an open dialogue with consumers.

Through social channels such asFacebook, Twitter, and online com-

munities, organi-

zations need torespond directly to customer com-

ments, answer questions, or follow upwith an unhappy customer. Compa-

nies are increasingly operationalizingbusiness insights as well. For many

organizations, any feedback collected

on products or services is generally

not routed to the operational depart-

ment best able to respond. This is ahuge untapped opportunity. Organi-

zations will only truly benefit fromsocial media when social interactions

are efficiently and quickly deliveredto the right people who use the feed-

back to take action.As a company interacts and ana-

lyzes customer experiences over

time, they can build out a more com-prehensive and nuanced profile of

customer interests, influ-ences, and drivers of

loyalty, prof-i tabi l -

i t y ,

a n dpromotion.

Organizations needto expand their customer en-

gagement beyond social media plat-

forms and build out the most holisticview of their customers. After all, a

tweet may only say that a customer isunhappy with the latest line of oat-

meal, but an email elaborates onwhyand tells you how to change it.

The challenges facing entrepre-

neurs looking to exploi

in the social and CEMare not much different

lenges for any entrepreClarabridge in 2006, w

out creative, risk takiwho had a passion for c

and translating new id

products. We raised carealized that our ideas

funded beyond our owvest. And as our busin

across the U.S. and no

ally, we have created marketing, support, an

organizations with the tity to build ever more

market responsiveThrough the entire pro

sought to do, as a compsolutions do for our cu

ten. Our customers ar

tion, our source of creaultimately, our partner

to them and translatinginto improvements in

and offerings, we are s

orgizti will bt frmcil mdi w itrcti

r fficitly d quicklydlivrd t t rigt ppl

Indias cloud servi

is expected to growcent in 2012 to re

million. Software a(SaaS) is the larges

and is forecast to $115.6 million in 2

infrastructure as

(IaaS) is estimated $42.7 million in 20

Courtesy: Gartner

View Point

View Point


21/27

silicon i n d i asilicon i n d i a |40|N o v e m b e r 2 0 1 2

These are challeng-ing times for the

manufacturing in-

dustry in India.With global eco-nomic uncertain-

ties, manufacturersare under a lot of pressure to cut costs

and increase revenue. The last time In-

dian manufacturing faced a similar crisiswas in the early nineties, after economic

liberalization in India opened up a pre-viously protected market to global com-

petitors. A lot of people back then,including many manufacturers them-

selves, thought that more efficient for-

eign manufacturers providing higherquality products would completely wipe

out manufacturing in India.What unfolded over the next twenty

years was something very different; In-dian manufacturers not only overcame

the crisis, but emerged stronger than ever

before. They became efficient and highquality manufacturers. The rapid expan-

sion in manufacturing over

the last two decades alongwith several prestigious qual-

ity awards bagged by Indianmanufacturers bear testament

to this fact.So, what is the next step for Indian

manufacturing? Before we answer this

question, let us look at some of the chal-lenges manufacturers face today. Let us

start with the need for speed. With

shrinking product lifecycles and ex-panding choices available to consumers,manufacturers have to bring their inno-

vations to the market faster than their

competitors to stay in the race. Further,

with increasingly complex products, no

one manufacturer can possess all theskills and competencies required to

bring a product to market. Manufactur-ers are increasingly forced to work with

suppliers and partners across the worldproviding key sub-systems and compe-

tencies. This brings us to our next chal-

lenge, globalization. Indianmanufacture rshave to target global markets to achieve

economies of scale. They also have towork with global partners who may be

providing key competencies that are crit-ical to product success. In this increas-

ingly globalized value chain, one faces

the next challenge of optimization. Howcan manufacturers get the most out of

their resources and competencies thatare now spread across the world? How

do they achieve this while maintainingflexibility to respond quickly to market

demands? And how do they do this

while paying close attention to the nextmajor challenge, sustainability. With in-

creasing concern for the environment,

governments around the world are en-acting regulation to control the use ofharmful materials in the product and the

production process. Manufacturers are

also being made accountable for the safe

By Vivek Marwaha, Director Marketing, Siemens PLM Software India

Siemens PLM Software, a business unit of the Siemens In-

dustry Automation Division, is a leading global provider of

produc t lif ecy cle mana geme nt (P LM) s oftw are a nd se rvi ceswith seven million licensed seats and more than 71,000 cus-

tomers worldwide. Headquartered in Pl

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