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6 ITNEXT | F E B R U A R Y 2 0 1 1
COMMUNITY 60,000 IT MANAGERS ACROSS 15,000 COMPANIES
PRINT IMPACTFUL MEDIUM FOR ESTABLISHING THOUGHT LEADERSHIP
ONLINE INTERACTIVE PLATFORM TO ENGAGE AND INFLUENCE THE INFLUENCERS
EVENTSNEXT100: IDENTIFYINGTHE FUTURE LEADERS
Know your customer and become a successful marketer
IT MANAGER
DNAof an
MEDIA KIT2011
UNRAVELLED
01 - COVER.indd 6 5/23/2011 4:56:50 PM
WHEN YOUR sales team walks into the office of a prospective client, whom do they meet first? A CIO? Not likely. Rather, they interact with an IT Manager. Wouldn’t you like to know him better?
Behind every CIO is a team of able IT Managers who act as gatekeepers when it concerns technology purchases for an enterprise. They engage with the vendor, understand the product features, negotiate the level of investment and, finally, propose to the CIO whom to place the order with.
They are enagaged in each purchase activi-ty, as demonstrated in the graph, below. You cannot afford to ignore this key influencer.
IT NEXT is the only media platform that gives you direct access to the 60,000-plus IT Managers across 15,000 companies in India, including the top 1000 organisations. Our mission is to help aspiring CIOs and experi-enced IT Managers succeed professionally by providing relevant current, complete, credible, crisp content in contemporary formats and platforms.
IT NEXT : Influencethe Influencer
20% of IT purchase decisions fail if IT Managers are not inolved.* INSIGHT
D E E P
“My IT Manager is very important to me–he helps define the scope of an IT purchase…”
VIJAY SETHI,Vice President Information Systems and CIOHero Honda Motors Ltd
“Our business is 95% technology-based. For me to be able to make the right and informed decision, I would depend on the IT Manager”
DAYA PRAKASH,CIO LG Electronics
“My IT Manager is my TECH MAN–his inputs are very vital when it comes to making decisions on technology”
C R NARAYANAN,CIO Tulip
4
Approving technology purchases
Strategic business decisions
Supervision
Evaluating vendors
Determining technology needs
Project planning and execution
PURCHASE ACTIVITIES LEVEL OF ENGAGEMENT OF AN IT MANAGER
1 2 3
LOW EXTREMELY HIGH
*SOURCE: TECH PURCHASING DECISION NETWORKS ROUNDTABLE REPORT MAR2006 BY UNIVERSITY OF VIRGINIA
VIEW FROM THE TOP
02 - INSIGHT.indd 6 5/24/2011 2:18:42 PM
IT Manager: Know their Minds
Two-thirds of decision-makers rely on word of mouth and third-party resources before choosing a vendor*
60% of IT Managers deeply influence the procurement of storage solutions for the enterprise
70% of IT Managers are often involved in the purchase decisions for connectivity solutions
PERSONALITY MAP OF IT MANAGER
SOURCE: TECH PURCHASING DECISION NETWORKS ROUNDTABLE REPORT MAR2006 BY UNIVERSITY OF VIRGINIA
A SUCCESSFUL enterprise marketing strategy is built around insights into consumer behaviour. A few questions that come to the fore while planning are: Where do the customers go to seek information, how do they consume information and what influences their decision-making. IT NEXT can provide answers to these questions. That’s because IT NEXT has studied the mind of an IT Manager, by commissioning custom research to map the personality profiles of our readers and understand how their professional and personality traits impact your marketing strategies. To know more read the following: Makes peer-influenced decision-
making: IT Managers are not risk-takers and are very group-oriented in decision-making. This makes them favourably inclined to learning formats that make them interact with and listen to their peers. IT NEXT has consistently demonstrated that such formats can generate up to 40% lead generation in a single enagagement.
Learns better by trying than merely reading: Given their technical background, IT Managers do not favour experimenting and are biased towards action than mere idea-generation. This implies that they respond positively to learning styles that make them try things rather than just listen to presentations. Hence, a successful thought leadership engagement should involve a workshop where the audience gets to experience the problem and the proposed technological solution. IT NEXT case study worskshops are designed considering the learning style of an IT Manager. It is not surprising that 70% of attendees at our events have rated our workshop formats as “good” and “excellent”. Seeks career growth: Sounds
obvious but this is an area where marketers can develop long-lasting relationships with their customers, if they plan it well. If you can consistently demonstrate that you are partners in the
success of an IT Manager, the returns can be enormous for your company. IT NEXT has a clear edge over other platforms when it comes to personal connect. IT NEXT is about people, a positioning which has seen about 500 IT Managers contribute to our content and more than 10,000 aspiring CIOs respond to NEXT100 initiatives. Adapts to new online platforms:
IT Managers are early adoptors of technology and are also more adaptive, as indicated in their personality profiling. New formats like social media, virtual conference are gaining preference with the community. A successful marketing plan cannot afford to ignore them. IT NEXT webinars have consistently witnessed higher participation and a healthy lead generation over the past six months. Our virtual conferences for 2011 are poised to deliver innovative marketing campaigns for our partners, as explained in the EVENTS section of the media kit.
KEY FINDINGSLow on ExperimentationPrefers tried and tested approach, less inclined to go for unproven technologies and solutions
Highly AdaptiveOnce convinced readily adapt to new ways and technologies
Less IndividualisticComfortable with group- based decision-making and peer views
Based on IT NEXT survey of 300 IT Managers
SOURCE: IT NEXT SURVEY, MARCH 2011 SORUCE: IT NEXT SURVEY, JANUARY 2011
10.00
Con
trol
ling
lyLi
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Diplomatic
tiveAsser
Vigila nt
usConsc ientio
TolerantImaginative
Achievem
ent
OrientationR
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Con
scio
us
Emot
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lly
Stab
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Optimistic
Sensitive
Foresi ghted
Experimenting
Adaptive
Individual istic
0.00
5.00
Action
rientationO
Self-A
ssured
02 - INSIGHT.indd 7 5/24/2011 2:18:42 PM
TECHNOLOGY managers a level below CIOs or CTOs are the key constituents of the decision-making process at an enterprise for all kinds of technology purchases. They are responsible for identifying the ICT needs of their enterprise, and deciding which technology and services to procure and from whom.
IT NEXT provides these IT purchase influencers a peer-to-peer knowledge-sharing platform through a multi-pronged approach.
IT NEXT Audience: Your Key Lead
COMMUNITYD I V E R S E
1. Print: Dynamic design, insightful articles on policy, strategy, best practices, innovation and technology to improve enterprise IT infrastructure2. Events: Learning opportunity and face-to-face interactions with some of the world’s best technology experts, CIOs, senior-level IT professionals and managers across verticals3. Online: An interactive platform for knowledge-sharing among peers and experts
60,000 IT Managers
across 15,000 companies
Who are they?
Asst Manager IT
Manager IT
82%
Head IT5%
Senior Manager IT
11%
2%
Where do they work?
Where are they?
1% Vadodara
28% Mumbai22% Delhi NCR
13% Other 300 Cities
7% Chennai9% Bangalore
6% Hyderabad4% Pune4% Kolkata
1% Ludhiana
3% Ahmedabad2% Coimbatore
Telecom 1%
Logistics 1%
Pharma 3%Media 2%
Food & Beverages 2%Retail 2%
Education 2%
Manufacturing 37%
Serv
ices
14%
IT/ITES
12%
BFSI 7%Infrastructure 7%
Travel 3%
Othe
rs 7
%
03 - COMMUNITY.indd 6 5/24/2011 2:27:42 PM
Reach: Coverage Like No Other
IT Managers Are Deeply Involved In Decisions about
Connectivity SolutionsIT NEXT has
surveyed more than 500 IT
Managers to identify
technology trends for 2011.
Leverage our insights and
create successful engagements
with your customers
10 HOT TRENDS IN 2011
Enterprise App (ERP, CRM, SCM)
Green IT
Mobile Computing
Cloud Computing
Business Intelligence
Virtualisation
Unified Threat Management
Datacentre Management
Wireless Broadband
WAN Optimisation
1
23456789
10
Connect with the key influencers at the country’s leading enterprises. IT NEXT puts you in front of IT Managers in BS1000 and ET500 lists of companies
Reliance
STA
TE B
AN
K
OF
IND
IA
Bharat Petroleum
NTPC
Lar
sen
& T
oubr
o
BHARAT HEAVY ELECTRICALS (BHEL)
REFINERY PETROCHEMICALS
MARUTI SUZUKI
GAIL
PU
NJA
B N
ATIO
NA
L B
AN
K
INFOSYS TECHNOLOGIES
CANARA BANKBANK OF BARODAH
indu
stan
Uni
leve
r
BOMBAY DYEING
IDBI BANK
IDEA CELLULARJET AIRWAYS
HCL
UCO BANK
ORIENTAL BANK
SYNDICATE BANK
KOTAK MAHINDRA BANK
ALLAHABAD BANK
RANBAXY LABORATORIES
LANCO INFRATECHPANTALOON RETAIL
MAX
JINDAL STEEL & POWERBharat Electronics
JU
BIL
AN
T
LIFE
S
CIE
NC
ES
BAJAJTATA MOTORS
HINDUSTAN UNILEVER
SUM
I SY
STEM
S
GAMMON
NMDC
MOTHERSON
RU
RA
L
EL
EC
TR
IFIC
AT
ION
JSL STAINLESS
RE
LIA
NC
E C
AP
ITA
L
NA
GA
RJU
NA
C
ON
STR
UC
TIO
N C
O.
BHUSHAN STEEL
VIJAYA BANK
NHPCUNITED BANK
SATYAM COMPUTER SERVICES
BA
NK
OF
MA
HA
RA
SH
TR
AKINGFISHER AIRLINES
Mahanagar Telephone
Nigam (Mtnl)
ITI
DENA BANK
MPHASIS
FEDERAL BANK
PSL
UNITED BREWERIES
GODREJ
HBL
LICSTATE BANK OF MYSORE
3I INFOTECH
GREAT EASTERN SHIPPING COMPANY
BHARAT FORGE
HCL INFOSYSTEMS
INDUSIND BANK
PATEL ENGINEERINGP
AT
NI
CO
MP
UT
ER
S
YS
TE
MS
ESSAR SHIPPING PORTS & LOGISTICS
BH
AR
AT E
AR
TH
M
OVE
RS
(B
EM
L)YES BANK
ING
VY
SYA
BA
NK
GUJARAT STATE PETRONET
CHOLAMALAM INVESTMENT & FINANCE COMPANY (CIFCL)
LA
KS
HM
I VIL
AS
B
AN
K
MUNJAL SHOWA
PANACEA BIOTECPARSVNATH DEVELOPERS
D B
RE
ALT
Y
EDELWEISS CAPITALJAGRAN PRAKASHAN
SREI INFRASTRUCTURE FINANCE
SKS MICROFINANCE
ACC
ADANI ENTERPRISES
AD
ITYA
BIR
LA
ADHUNIK METALIKS
NUVO
AHLUWALIA CONTRACTS
AMBUJA CEMENTS
APOLLO HOSPITALS
APOLLO TYRES
ASIAN PAINTS
AXIS BANK
Bajaj Auto
BAJAJ ELECTRICALS
BA
JAJ
FI
NS
ER
V
BAJAJ HINDUSTANBASF
BATA
AIRTEL
BINANI CEMENT
BRITANNIA
CA
ST
RO
L
CENTURY TEXTILES
CENTURY PLYBOARDS
UNION BANK
DABUR
MOSER BAER
KARNATAKA BANKBIRLA GODREJ
KARUR VYSYA BANK
JAI BALAJI
HDFC BANKN OIL
COCA COLA
AM
TE
K A
UT
O
ANKUR DRUGS
ASAHI GLASS
AUROBINDO PHARMA
BGR ENERGY SYSTEMS
Bha
rti
Bilc
are
BO
MB
AY
RA
YON
C&
C C
ON
ST
RU
CT
ION
S
CADILA HEALTHCARE
Cambridge Solutions
BIOCON
DEEPAK FERTILISERS & PETROCHEMICALS CORPN.
DHAMPUR SUGAR MILLS
Upgrade connectivity solutions
Project management
Deploy connectivity solutions
Conduct vendor negotiations
Recommend connectivity solutions
Evaluate connectivity solutions
Identify connectivity solutions
% of RespondentsActivity
100 20 30 40 50 60 70 80
03 - COMMUNITY.indd 7 5/24/2011 2:27:42 PM
PRINT MAGAZINES continue to be the preferred source of information for IT Managers, and can be smartly leveraged by marketers to achieve branding and thought leadership objectives.
IT NEXT’S content is firmly focused on people. We provide readers the latest insights into management practices, career development methods and technology issues. By featuring a balanced mix of in-depth
Insightful Content: Thought Leadership in Black and White
IT Managers in 8000 companies across 14 verticals and spread over 300 cities receive the magazine every monthPRINT
I M P A C T F U L
feature stories, news, incisive commentary, case studies and detailed discussions, the print publication and its related website serve the needs of readers by keeping them informed and updated on a variety of strategic management, operational and career issues. Our engaging design has made IT NEXT one of the most- read digital magazines online according to issuu.com.
CREATING AWARENESSCLIENT OBJECTIVE
Improve awareness around
desktop virtualisation for a
leading virtual infrastructure
solution provider
Establish their product as the
most effective virtualisation
solution for an enterprise
IT NEXT RESPONSE Conceived an 8-page, visually
appealing supplement
Deployed 10 editorial man-days
and 4 design man-days on proje
Glossy supplement explained
the key issues faced by
IT Managers viz.
the need for
virtualisation,
the benefits
of the
client’s
solution,
along with
a schematic
of the various
components and expected cost
savings achieved by deploying
the client- recommended
solution
Supplement sent with the
magazine to IT Managers across
the country
RESULTThe supplement significantly
exceeded client expections, in
terms of quality and distribution
70%brand recall for
cover innovations
A CASE AND A POINT
SHIVA SHANKAR SHIVA, Vice-President & Head—IT, Reliance Communications
“Very well laid out,
fantastic design, su-perb adver-tisements... Way to go!!”
1
2
3
4
5
6
7
8
9
PRINT OPTIONS 1-3D COVER 2-ENVELOPE BRANDING 3-CUSTOM PUBLISHING 4-INTERACTIVE QR CODES 5-FALSE COVER 6-BELLY BAND 7-POP UP 8-VIDEO ADS 9-ADVERTORIAL
04 - PRINT.indd 6 5/24/2011 2:09:05 PM
70%
IT NEXT’s special issues have been
instrumental in igniting reader
interest and providing a topical
focus to IT Managers eager to lay
their hands on best practices and
the latest updates. The March 2010
issue was a landmark in IT NEXT’s
publishing history with contributions
by more than 60 IT Managers.
Marketers are invited to
leverage our special issues in
2011 to maximise benefits from a
contextual mindshare with the IT
Manager community.
2011 SPECIALSSecurity Special (July):
This issue highlights the changing
nature of security threats that
endanger vital business assets
and the technological solutions
available to resolve them
Business Intelligence Special
(October):
This issue provides insights into
various BI challenges and shares
the best practices for BI
planning and implementation at
an enterprise
NEXT100 Special
(January 2012): This issue profiles
the NEXT100 awardees and the
jury members. It will share lessons
on leadership and achievement
Managed Services Special
(March 2012):
This issue examines the con-
cerns pertaining to connectivity
and networking infrastructure in
enterprises. It will share tips, case
studies and best practices for IT
Managers for their ready reference
Special Issues: Catalysing Change
4 ITNEXT | F E B R U A R Y 2 0 1 1
“When dealing with vendors, straight-talking is what earns respect ratherthan spinning the wheels”
Today, as I approach the final stages of my professional career, I con-tinue to be inspired by my father’s teachings. He is a freedom fighter and in life has always done more
for others, expecting very little for himself. He has an unshakeable belief that honesty is the best policy. This appear to be totally unrealistic in today’s era. I am not naturally honest myself, but oftentimes I am by chance. I sincerely try to be honest to myself first and then to others as well. Though, I often face criticism for being so straightforward in my approach, it remains my mantra of life.
So, one of the things that often cause me pain are the false claims people make in their resumes—about their achievements, beliefs, etc. Many aspiring candidates, in their quest to grab higher designations and salaries, write about accomplish-ments they actually never achieved. Having sieved through hundreds of such resumes, over a long period of time, I easily can evaluate where some-one really stands. And the moment I question the achievements mentioned in the resume, many are unable to justify their claims.
It even goes beyond aspiring for jobs; Some-one I know took credit for things he never did and received an award based on that, which turned out to be a turning point in his career. I know this for a fact because he took credit for work done by me and my team. A bigger shock came when the editor of the magazine instituting the award never responded when I countered the claims and the award.
Some dossiers that I received for evaluation for Next 100 awards are yet another example. One applicant falsified facts and sadly, I had no choice but to reject his nomination. Then, there is the case of a former member of my team (at a previ-
Honesty Pays
P E O P L E M A N A G E M E N T
ous workplace) who had resigned but he used his old visiting cards for a whole year to claim he still worked there. On two occasions, he met interview-ers known to me, who called me to verify his cre-dentials; to my utter surprise I found that he had also claimed credit for a project that was started after he had resigned.
I always teach my colleagues to be honest when writing their resumes, and while dealing with vendors. One can have momentary glories but they don’t last. You can get temporary satisfaction or advantage by fooling others, but not respect. Using impressive language in a resume is good but leave out the false achievements. Similarly, when dealing with vendors, straight-talking is what earns respect. And finally remember, as Walter Anderson said, “Our lives improve only when we take chances—and the first and most difficult risk we can take is to be honest with ourselves.” So enjoy your career with pride and your head held high, with a proven and factual track record. Wish you all the best!
Sudhir Arya is Senior Vice President Corporate (IT), Amtek Group
SUGGESTED READ
BOSS TALK | SUDHIR ARYA
The book tells you how to mobilise people and accelerate execution speed to implement strategic decisions.
WRITER: JOCELYN R. DAVIS, HENRY M. FRECHETTE AND EDWIN H. BOSWELLPUBLISHER: HARVARD BUSINESS PRESSPRICE: INR 995
4 5A U G U S T 2 0 1 0 | IT NEXT
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IT Strat Social only? No More THIS PAGE
Golf Basics Dummies guide to golfing PAGE 50
Manage IT Sweat your IT assets PAGE 51
Training Calendar Career booster courses PAGE 52
Everyone seems to agree and predict that social media is the next thing to watch out for. The numbers and analysis seem to agree as
well. Some findings suggest that social media is growing by 100% in India, and that the country is the fastest growing country on LinkedIn.
Social media is definitely a buzz word today, and every now and then, one comes across a reference or an article on it in business magazines and IT journals.
The rise and the spreadAs everybody knows, social media first gained acceptance and prominence among individuals, particularly the youngsters. Be it Orkut or Facebook, social media was first embraced by individuals who recognised its power as a platform to connect and reconnect with their friends and families. Later benefits included knowledge sharing, recruitment referrals and of course, fun and entertainment. Very soon, it became a way of life. A vast population of young individuals became very comfortable using social media.
These early adopters carried the experience and expectations into their
TRAININGEDUCATIONWORKPLACE
COMPENSATIONWORKFORCE TRENDS
SKILLS DEVELOPMENTPERSONAL DEVELOPMENT
COPING WITH
CTS PAGE 48
IT STRAT
SOCIAL ONLY? NO MORE
To leverage benefits of social media for your organisation, the approach has to be
strategic and not just social
15MINUTEM A N A G E R
BY PRAVIN SAVANT
Dell’s Streak 5-inch tablet has been updated with Android 2.2, offering a more refined experience to users
BY NICHOLAS KOLAKOWSKI
DELL STREAK WITH ANDROID 2.2
Dell intends its 5-inch Streak to be the first of many tablets rolling out over the next sev-eral quarters. In a September 2010 presentation at Oracle
OpenWorld, CEO Michael Dell offered a sneak peek at a 7-inch tablet, while indicat-ing the market segment was in a state of constant change and evolution.
That makes the Streak, already some-thing of an artifact. In a market as hot as tablets, any model’s relevancy will drop precipitously as months go on—and the Streak’s already been on store shelves
since early August 2010.However, Dell is replacing the
Streak’s Android 1.6 OS with an Android 2.2 (Froyo) update.
Although the Streak is intended as a hybrid between a
tablet PC and smartphone, with the ability to make phone-calls, the
company neglected to include a SIM card in the model sent for review to us. That lim-ited testing to the Streak’s capabilities as a tablet, using WiFi.
HardwareAt 7.7 ounces, the Streak certainly feels hefty in comparison to 4.5 ounces for some Android smartphones. Weighed against the 3G-enabled Apple iPad at 1.6
INSIGHT | REVIEW
2 2 ITNEXT | F E B R U A R Y 2 0 1 1
1 2 ITNEXT | F E B R U A R Y 2 0 1 1
OPINION
I joined ITC after passing out of IIM–Ahmedabad in 1987. This was when PCs were still 386 machines with Lotus 123, and expensive to boot. I will always
remember J Narayan, one of the most progressive directors at ITC, who in 1987 ordered that every ITC manager should have a PC at his desk. We have clearly come a long way since, into the era of Web 2.0 and cloud computing.
To borrow from football parlance — does IT keep score or does it score goals? In today’s IT-enabled world, the IT function scoring goals all the time. However, the questions around the right IT strategy and appropriate investments continue to be fundamental to most of the companies.
Given that most of you will be in the middle of the budget process, this may be a good time to talk about positioning and approach of IT spends in your oraganisation.
What I believe is central to the problem is a lack of alignment on what the IT strategy should be like. For most of us, understanding the business strategy and dovetailing IT strategy as a key enabler proves to be extremely critical, once we decide on a project. According to me there are two broad buckets of IT strategy — those that impact the operating model and those that define business strategy.
The operating model is the relatively easier part, even though 90 per cent of organisations struggle to get it right. Its impact is seen through enhanced efficiencies and lower costs. For example: A simple payroll outsourcing process does away with internal payroll
are changing every day. And hence, customer feedback forms have given way to data mining social networks on social platforms like Twitter and Facebook to understand what they want to say and do.
The role of IT in being the innovator within the organisation to help the business stay close to the consumer is a whole new ball game. In this space, the IT manager is not someone at HQ designing a system, but is required to work in the trenches, and be a part of the buzz, so that innovative solutions emerge. Getting closer to suppliers is another challenge — where EDI is getting transformed.
The challenges of measuring the cost-benefits of IT can be quite different In the operating model, improvement and productivity-driven IT, the key to selling good IT budgets, is to have great metrics and less chunky investments. The more variable and milestone-driven, the better.
In business strategy, where innovation is required, this is harder to measure. The role entails managing information (being the organisation’s Google) and managing interactions with the outside world (customers for instance). For a retail company, it’s about getting the consumer to spend more at its stores. Data mining customer spends to tailor-make offerings to customers is an example. These applications usually sit on top of the underlying transactional systems in enterprises and therefore are relatively less expensive. These innovations also help maximise revenues — hence IT managers need to work with business managers to help quantify the additional revenues that these innovations bring in.
In a growing complex world, it is extremely imperative to recognise that your IT guy is a business partner, rather than just an employee. I am quite sure that with this mind-set, selling an IT budget to even the most hard-nosed CFO shouldn’t be a problem!
“ In strategy, where innovation is required, metrics are harder to measure. What is required is a balancing interactions with both inside and outside world”
Justify IT or Business of IT
teams, brings in best practices and lowers costs through an outsourcer. Cloud computing, with all its newness, is an example of making the operating model more efficient.
The business strategy part is the difficult one. Getting closer to the consumer — what his changing needs are, the feedback, and the interactions,
MONEY WISEGIRI GIRIDHARChief Financial Officer , Spandana
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4 6 IT NEXT | A U G U S T 2 0 1 0
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Are you experiencing excessive pain in the
fingers of your hands, or a strange tingling
sensation? Are you also a heavy user of tech-
nology, spending many hours on a computer or
a smart-phone? If your answer to both these
queries are in the affirmative, then you might
be afflicted with Carpal Tunnel Syndrome or
CTS. This common ailment usually afflicts the
fingers of the hand, but one may experience
pain, numbness and tingling sensations in the
arm, which may extend to the shoulder and
neck area. Here are some tips on how to reduce
CTS pain:
Stretch and Clench: There are various
stretching exercises of the wrist that are known
to relieve the pressure that gets built up. One
of the most basic and effective exercise is to
rotate your wrists clockwise and counter-clock-
wise, and clench and unclench your wrists.
Immobilizing braces: A rigid splint can
keep the wrist straight. A wrist splint helps
limit numbness by limiting wrist flexion. Night
splinting helps patients sleep.
Localized corticosteroid injections: Corti-
costeroid injections can be quite effective for
temporary relief from symptoms of CTS for
a short time frame while a patient develops
a longterm strategy that fits with his/her
lifestyle.
Medications: In special circumstances,
various drugs can ease the pain and swelling
associated with CTS. Nonsteroidal anti-inflam-
matory drugs, such as aspirin, ibuprofen, and
other nonprescription pain relievers, may ease
symptoms that have been present for a short
time or have been caused by strenuous activity.
Blackberry thumb is a neologism that posits
a form of repetitive strain injury caused
by the frequent use of the thumb(s) to press
buttons on PDAs, smart phones, or other mobile
devices.
COPING WITH CTSHEALTHY LIVING
workplaces. They wished and expected that the ease and comfort with which they connected with their friends on social networking sites should be replicated when they connected with their peers at offices. Their main point of argument was that why should it take more time to search for any info on the intranet for official work.
Before long, corporates started recognising the huge user base and growth of this media and the buzz started to get around on the social media and the opportunities it presented.
What are those opportunities? The answer, unfortunately, is not as straightforward as setting up an email account or creating a Blackberry interface for it. Each social media site has to be seen as a different channel.
Opportunities at a glanceMedia and advertising necessarily fol-low consumer attention, which is shift-ing towards social media in a big way. Internationally, most media companies, large and small, have mounted some sort of response to the phenomena of social media: they’ve launched their own blogs, added consumer commen-tary and Web 2.0 features to their sites, built or bought online communities, and promoted or distributed media products in online social environments.
The biggest advantage that this platform brings to the table is that it cuts across the entire value chain. Your stakeholders, competitors, customers, suppliers, agencies, employees, future prospects--all are on a common platform. It can cut both ways, as BP recently found out with negative PR. Therefore, it is all the more important that one approaches it with some thought rather than taking an “I too need to have something” approach. In this context, answering some simple questions will be useful:n How does this impact my
organisation and specifically my function or my team? n How does it affect my customers? n Does it throw open some
opportunities in the recruitment area?
CTS FACTSHEETCTS IS THE #1 REPORTED MEDICAL PROBLEM, ACCOUNT-ING FOR ABOUT 50% OF ALL WORK-RELATED INJURIES
PRESENTLY, 25% OF ALL COMPUTER OPERATORS HAVE CTS
WOMEN ARE T WICE AS LIKELY TO DEVELOP CTS AS OPPOSED TO THEIR MALE COUNTERPARTS
THE FAIL RATE FOR CAR-PAL TUNNEL SURGERY IS OVER 50%
pounds, of course, the Streak feels light. However, with a 5-inch multi-touch screen, the first impression is more “This is a phone by Dell” as opposed to “This is a tablet.”
The mechanical buttons along the upper frame of the device (Camera, Power, Volume) felt small and sharp and metallic. In the first few hours with the device, I found myself repeatedly hitting the Power button when I meant to use the Camera, and vice-versa. On the Streak’s front, the Back/Menu/Home buttons seemed nicely responsive to touch.
The screen is Gorilla Glass, and the Streak survived 3-foot and 5-foot drops onto a hardwood floor with no visible cracking, chipping or performance dam-age. As always, dropping your expensive mobile device is not recommended.
The touch-screen is responsive, with nary a need to jam a thumb into an icon in order to activate it. That being said, after months of staring at Samsung’s Super AMOLED screens for both the Samsung Galaxy S smartphone line and the Galaxy Tab, as well as Apple’s high-resolution Retina Display, the Streak’s screen came off as somewhat dim.
One of the Streak’s prime advantages seems to be battery life. Over two days of moderate use on WiFi networks—which included Web browsing, video, email, navigating, instant messaging, and pic-ture taking—the device merely sipped power. Those who find themselves aggravated over plugging in their mobile devices by afternoon could find this a pleasant surprise. But the full picture of the Streak’s battery life, alas, can’t be offered thanks to the inability to test in 3G.
The Streak’s 5.0-megapixel camera is pretty standard-issue for Android devices. In low-light conditions, the flash seemed short-range and weak. The Streak’s size makes it slightly cumbersome as a camera, and the device often needed to be stabilized in both hands or against a flat surface in order to take a non-blurry shot. The camcorder was the bright spot here, shooting in 720p.
The Streak also offers a front-facing VGA camera. Unlike Apple’s iOS, with its comparatively easy access to the com-pany’s FaceTime video-conferencing application, Android users will likely need to wait until third-party developers start exploiting the hardware for their own video apps; at the moment, there’s a decided lack of ways to use the front- and rear-facing cameras in combination.
SoftwareDell seems to have trod lightly when it came to skinning Android 2.2. When you startup the device, you’re presented with a default set of home screens, accessible by swiping: Home, Contacts, Email, Social, and Music. From the home screens, users can use the icons along the bottom to access the phone, browser, or applications screens. With its 1GHz Snapdragon processor, applications sped along with nary a stut-ter. The Streak also supports Adobe Flash 10.1, which remains a competitive dif-ferentiator for non-Apple tablets. Those who operate a Dell ecosystem will likely appreciate the ability to sync their multi-media and contacts with their PCs, while those with Google accounts will have the
usual Android-enabled access to Gmail and messaging.
Early reviews of the Streak complained about user-interface bugs. During a week’s worth of testing, few of those quirks made themselves known, although the testing device froze for a few minutes on two occa-sions (with no running apps). Both times, it returned to life after a liberal and repeated smacking of all mechanical buttons.
For enterprise users, the default Streak offers Quickoffice, calendar, integrated GPS leveraging Google Maps for on-the-road navigation. Syncing Exchange with the Streak is an exercise in hair-tearing aggravation, not entirely unexpected given Android devices’ inconsistent record in that area. The Streak’s virtual keyboard was another positive experi-ence. It includes Swype, for whose who want it. The keys seemed responsive and right-sized.
ConclusionIf you’re in the market for an Android smartphone, the Streak’s 5-inch screen and weighty form-factor might prove a bit too cumbersome for your needs. If you want a tablet, that same 5-inch screen may prove a bit too small in comparison to the Apple iPad or host of 7-inch tablets now hitting the market.
That being said, a subset of the tech-buying population will probably appre-ciate a smaller tablet, capable of being carried in one hand, which can also make phone calls. For those users, the Streak offers a solid, and fairly standard-issue, Android 2.2 experience.
FEATURES: PRICE: Rs. 34,550
BATTERY LIFE: 2 days (Moderate Use)
Gorilla Glass Screen
5.0-megapixel camera
Compact, 6-inch wide x 3.1-inch
high x .4-inch thin dimensions
1GHz Snapdragon processor
Expandable 32GB Memory
Supports Adobe Flash 10.1
THE POSITIVES:Replaces streak’s Android 1.6 OS with an
Android 2.2
The Back/Menu/Home buttons seemed
nicely responsive to touch
Virtual keyboard includes Swype, for
whose who want it. The keys seemed
responsive and right-sized
Front-facing VGA camera
THE NEGATIVES:The first impression is more “This is a
phone by Dell” as opposed to “This is a
tablet.”
Early reviews of the Streak complained
about user-interface bugs
At 7.7 ounces, it feels hefty in comparison
to 4.5 ounces for some Android
smartphones
IM
AG
IN
G: S
HI
JI
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AR
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AN
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REVIEW | INSIGHT
2 3F E B R U A R Y 2 0 1 1 | ITNEXT
EDITORIAL FOCUS
R. GIRIDHAR Group Editor 20 years of experience
GEETHA NANDIKOTKUR Editor (Print) 15 years of experience
SHASHWAT D.C. Editor (Online) 10 years of experience
JATINDER SINGH Sr. Correspondent 5 years of experience
Our editorial effort has always been to tap is-
sues that impact the community and provoke
their thoughts in finding the right solutions.
The content is created to enable our reader,
the IT Manager, succeed at work.
1500
500downloads of the digital edition each month
IT Managers have editorially contributed to IT NEXT since its launch in January 2010
BOSS TALK AND MONEYWISE
Opinion columns which reflect perspec-
tives on management and financial issues.
Authored by leading CEOs and CFOs.
THE BIG Q
A discussion of a real life IT challenge with
solutions suggested by an IT Manager, a
CIO and a solution provider.
INSIGHT
Deep dives into the latest technologies
and IT trends. Reviews of enterprise
products and solutions.
15-MINUTE MANAGER
Succinct aricles on strategies and personal
development which help IT Manager improve
efficiency and effectiveness.
50YEARS OF EDITORIAL EXPERIENCE
5 3F E B R U A R Y 2 0 1 1 | IT NEXT
THEBIG
Your responses count. Log on to www.itnext.in/bigQ to submit your replies. The best entry will be published in the next print edition
THE SITUATION...Manoj Dixit was studying a fresh set of MIS requirements when Vinod Bhatkar, VP–Sales and Marketing, called him in for a discussion. Bhatkar had recently been brought into this role at Samtail, the mega retail company, and entrusted with formulating its growth and expansion strategy. Manoj is one of the three IT managers at Samtail.
“I need more support from IT. I cannot build a high-growth strategy for the company with the traditional MIS reports. These don’t provide the customer information that my business managers and I need,” said a slightly irritated Bhatkar.
Going through new MIS requirements, Manoj saw where Bhatkar was coming from. “The kind of information you want will need a Business Intelligence and Analytics (BI/BA) solution. It can’t be produced out of the exist-ing ERP system,” he said.
“I’ve read about these solutions in a business magazine. I can arrange a special budget alloca-tion for it from my strategy budget. But when can we have this up and running?” asked Bhatkar.
Manoj could sense that while Bhatkar was keen on a solution, he wasn’t aware of the deployment challenges. “A BI solution is not just about the budget, the processes and databases. It is about ownership from the business manag-ers,” he tried to explain.
“I can ask my managers to provide you with the support, but it is an IT solution and so has to be driven by you... and I guess a month’s time would be adequate for its completion,” said Bhatkar concluding the discussion.
Manoj wanted to say that for a BI solution to be successful, it had to be driven by the business manager and supported by the IT manager, and not vice versa. But, somehow he felt it would be a futile discussion; Bhatkar seemed to have unrealistic expectations of a BI rollout and had the mindset that anything to do with IT, had to be done by IT.
MAHESH F. PARDESI,PROJECT MANAGER, SODEXO INDIA
SUDISH BALAN,BUSINESS DIRECTOR,TONIC MEDIA
AJAY SARTAPE, COO, IBEXIS
EXPERT PANEL
NEXT
CU
T I
T
FR
OM
HE
RE
BUSINESS INTELLIGENCE
WHO’S DRIVING IT?
THE BIG Q
5 4 IT NEXT | F E B R U A R Y 2 0 1 1
FIRST ANSWER Since Manoj is left with no options but to take the responsibility of deploying the BI solution, he must do his spadework properly. He must analyse the existing ERP thoroughly and simultaneously commence the work of implementing the BI tools by gathering the prerequisites, evaluating the different BI/BA tools available, and assessing the infrastructure changes needed in the current setup for implementing the BI solution. He must form the BI selection committee and include members from the business and IT teams. He must identify the target users and determine the usage scenar-ios, as well as prepare a proof of concept. He must also arrange for vendors to conduct demos of BI.
As regards meeting the current needs of his company’s sales and marketing department, it’s possible that the current systems are underutilised. A proper evalution of the same may show that there
are areas where the current ERP system can come to his rescue. He can seek help from the existing ERP vendor/consultant to create and develop new MIS reports to crunch more out of the ERP system. But as ERP comes with a predefined set of report formats which are generally quite rigid, this solution could be an impracticable and an expen-sive one. He could suggest to his VP that the best solution would be to wait until the implementation of the BI/BA tool which can yield benefits such as:
Accurate sensing of customers’ needs and requirements JIT (Just in Time) responsiveness to customers’ needs and demands Ability to adopt any market changes or shifts, including economic recessions Streamlined business processes which results in a cost-effective business operation Accurate business and sales forecasting
SECOND ANSWER The implementation of BI would be successful only if driven by business and sup-ported by IT. That much is quite clear. BI implementations should be driven and spon-sored by an executive who has bottom-line responsibility, has a broad picture of the enterprise objectives, strategy and goals, and knows how to translate the company’s mission into key performance indicators that will support the business intelligence strategy mission. Manoj has to convince Bhatkar that a successful BI implementation requires a coordinated effort across the dimensions of people, processes, technology and, of course, that the data and success of BI would rely on a joint effort between the business managers and IT.
THE BIG QUESTIONS...? CAN MANOJ ACHIEVE A BALANCE BETWEEN THE TIMEFRAME REQUIRED
TO PUT IN A BI SOLUTION AND PROVIDE THE INFORMATION NEEDED FOR STRATEGY PLANNING? HOW CAN HE MEET KEY INFORMATION NEEDS WHILE THE BI ROLLOUT IS COMPLETED?
? MORE IMPORTANTLY, CAN HE DELIVER A SUCCESSFUL BI IMPLEMENTATION, GIVEN THE ATTITUDE OF A BUSINESS HEAD?
HERE ARE THE ANSWERS...
MAHESH F. PARDESI
Project Manager–Global Information
Systems & Technology, Sodexo India On-site
Service Solutions
About me: A sports enthusiast, he is
also the winner of the IT Next and APC Datacenter contest.
‘A COORDINATED EFFORT’
04 - PRINT.indd 7 5/24/2011 2:09:08 PM
THE INTERNET has completely changed the way we communicate and collaborate with each other. Gone are the days when geographic limitations restricted the engagement you could have with your customers. Smart marketing planners realise that not only do webinars connect to a larger audience, but they are also more cost-effective and require less time than traditional marketing methods. They allow the presenters to interact with their audiences, providing a level of participation quite similar to a face-to-face interaction at on-ground event.
IT NEXT webinars are increas-ingly used by our partners to
Webinar: a Cool Marketing Tool
60,000 -plus IT Managers receive 1 daily newsletter and 2 weekly newslettersONLINE
I N T E R A C T I V E
LAUNCH OF A NEW PRODUCT SUITE
CLIENT OBJECTIVE To launch new suite of cloud
-based solutions for leading communications solution provider
Engage with 60 IT decision- makers and understand user needs
Create awareness for the product
IT NEXT RESPONSE Organised a webinar to engage
with the community and share the benefits of the cloud-based solution
Trained the client speaker on how to conduct a webinar
Generated an online buzz on IT NEXT social networks and forums around the benefits of the new product
Leveraged editorial experience to structure the flow of the presentation
Developed a target list of IT Managers for direct telecalling
RESULT Awareness created among
60,000 IT Managers through electronic mailers
180 IT Managers attended the webinar
Lead generation was higher than anticipated
generate leads and create aware-ness. In just over six months, we have connected our marketing partners with more than 1000 IT Managers through webinars.
IT NEXT webinars give fol-lowing key benefits to sponsors:
Quick turnaround time: We execute webinars with 40 attend-ees in 10 days, against a typical 20- day cycle for ground events Higher ROI: We often over- deliver on the number of attend-ees to our webinars, which also results in higher lead generation Post-webinar promotion: We host the webinar recordings on our website to encourage repeat viewings and create awareness with a wider audience
W W W . I T N E X T. I N
1000 IT
Managers have
attended IT NEXT webinars
A CASE AND A POINT
TRAFFIC
Visits Per Month
www.itnext.in
Dec-10
120
5
20
00
100
00
11,5
00
15,5
00
25
,00
0
Mar-10May-10
Aug-10
Mar-11
Mar-12Projected
GROWTH
05 - ONLINE.indd 6 5/24/2011 5:35:16 PM
SOLUTION CENTRESAt 300 downloads per month
per microsite, our content
rich solution centres
have been highly suc-
cessful in driving tar-
geted traffic to clients’
product portfolios
CUSTOM NEWSLETTERSLeveraging our rich database,
experienced editorial
resources and strong
design capabilities
allows precise and
cost-effective market-
ing communications
VIRTUAL EVENTS are becoming an increasingly important part of the marketing mix. For marketers, virtual events can provide a rich source of marketing data, because the activities of each participant can be tracked and evaluated. This is a very useful tool for sales people to know the quality of the leads they are pursuing.
Virtual events offer a number of ways for participants to connect and communicate. For example, webcasts, live presentations or pre-recorded videos where the presenters are available for question and answer sessions at the end of the event. Virtual booths, forums and designated
Virtual Conference:Breaking the Boundaries
popularisation of an event.IT NEXT has created a
portfolio of virtual events. Starting with INFOSEC, an information security conclave, it will lead to NEXTCONNECT, our telecom-focused platform. INFOSEC is designed as a hybrid event which includes a three-city face-to-face engagement sup-plemented by a 30-day
virtual conference. IT NEXT will also create custom
virtual events acrosss mutiple communities by leveraging our brands like CTO Forum, CFO India, Digit and Industry 2.0
WHAT is the IT purchase plan of your target companies? What solutions are they looking for? What is the expected demand potential for a new product launch? These are some of the questions marketing professionals have to tackle every now and then. IT NEXT online surveys can help you find answers to these questions, and more. Our success in conducting more than ten sponsored surveys in the first year testifies to our deep connect with the IT community and the expertise of an in-house team of technology specialists and researchers who are well versed in the art of conducting insightful surveys.
Surveys: Be the First to Know
meeting places allow participants to connect with event staff or fellow attendees using online chat, video and voice. They can also share the findings with their online communities, often leading to viral
SOCIAL NETWORKS
Our Linked-in and
Facebook groups
provide opportu-
nities to engage
and initiate
discussions with
IT Managers
IT Next is “the best KISS
(knowledge and
information sharing suite)”
ITNEXT.in presents numerous advertising options to deliver interactive ROI-driven campaigns
2500IT Managers
connected through surveys in past 10
months
500+members on social
forums
n Banner Ads
n Site Capture
n Electronic Direct Mailers
n Newsletter Banners
n Videocasts
n Podcasts n Slide Shows
RATNAKAR NEMANIGROUP
CIO Himatsingka Seide
05 - ONLINE.indd 7 5/24/2011 5:35:19 PM
NOTHING BUILDS relationships like face-to-face contact. IT NEXT events create an environment where cutting-edge infor-mation is shared, networking is nurtured, contacts made and partnerships forged. By bringing together industry experts, IT Man-agers and IT NEXT editors discuss and debate today’s most critical issues and trends. IT NEXT events provide an ideal environment
for advertisers to connect with customers. IT NEXT has created a slew of branded
events like INFOSEC, BI Conference, NEXT100, and the NEXTCONNECT Seminars, which coupled with our innovative formats and top-notch speakers, create a perfect platform to generate leads and establish long lasting relationships with technology buyers.
IT NEXT F2F: Engage Buyers with Sellers
EVENTSE N G A G I N G
CLIENT OBJECTIVEs Engage a leading security solution
provider with a select group of its
customers at an offsite
Establish client as a thought leader
in security domain
Help attendees build a security
roadmap for their enterprise
IT NEXT RESPONSE Editorial team consulted the
client and developed an impactful
agenda for the event
Agenda included various
workshops and a security game to
sustain audience interest
The audience acquisition team was
deployed to target attendees from
the client’s wishlist
Extensive logistical arrangements
were made to pick up the
attendees from their respective
locations in different cities and
transfer them to the venue
Premium venue location identified
to host participants
Safari dinner organised to entertain
attendees and allow for an
informal networking with client’s
sales executives
IT NEXT presented premium-
branded memorabilia to attendees
RESULT 60% higher turnout than expected
Highly satisfactory engagement
between client and attende
Attendees impressed with the
agenda and hospitality
IT NEXT awarded a contract to ex-
ecute a similar event in another city
How did the attendees rate the IT NEXT event fomat?
IT Managers have participated in IT NEXT events over the past 12 months
Client Conversion at
IT NEXT Events
1000
43%Excellent
54%Good
39%Average
4%Poor
3%
A CASE AND A POINT
Custom Offsite
06 - EVENTS.indd 6 5/24/2011 2:35:51 PM
NEXT100 connects you with the 100 future CIOs of the country who are selected through a rigorous process and vetted by more than 30 leading CIOs. The engagement runs for nine months, starting in June, with multi-city workshops, and ending in February with NEXT100 CLUB events.
NEXT100: the Game Changer
IT NEXT EVENTS 2011
INFOSECA multi-city ground
plus virtual event
designed to engage
on information security issues faced
by enterprises
BI CONFERENCEA multi-city full day
summit focused on
business intelligence
solutions and global best practices
NEXTCONNECTA full-day workshop
to discuss best
practices in deploying
and managing connectivity and
collaboration solutions
“Congratulations for organising such a profess-ionally managed event. The memories of this event will never fade from our minds for years to come.”DEEPAK AGARWAL, DGM, Indian OilNEXT100 awardee 2010
“Heartiest thanks to you for conducting NEXT100 CIOs search and giving us such a valuable platform. Winning the NEXT100 Award is an unforgettable moment of my life.”VINAY VERMA, Sr. Manager, PanasonicNEXT100 awardee 2010
NEXT100 Book A high-quality book with winner profiles and sponsor message
Technology Awards Felicitate individual excellence in specific technologies
Award Webcast Live broadcast of the awards ceremony. 4000+ IT Managers viewed this online in 2010
72,000IT MANAGERS REACHED VIA MAILERS
11,929UNIQUE VISITORS TO THE NEXT100 SITE
IT MANAGERS TOOK LEADERSHIP TEST
450 a b c d
a b c d
a b c d
a b c d
EMINENT CIOS AS JURY MEMBERS36
6MULTI-CITY WORKSHOPS“GET READY SERIES”
“Thanks again for organising such a grand event...”ASHISH SHAH, AVP ITFuture Generali India Life Insurance Co. Ltd NEXT100 awardee 2010
06 - EVENTS.indd 7 5/24/2011 2:36:09 PM
Activity Price in
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