Friday, 6 February 2015


The relationship between Telcos and content providers has changed in the process to the off-net model. Telcos have begun to offer billing, collection and customer care to Internet companies that provide technology and platforms.

"The Internet has changed the digital economy in India". Earlier, VAS customers used to be charged by carriers. Now, consumers are charged by the app makers. The revenue share proportion between VAS providers and Telcos has changed dramatically. It's gone from being skewed towards the Telcos to favoring the app makers or content providers, creating a flutter among mobile phone operators, which are demanding a greater share, citing their investments in telecom networks. 

Telcos now want a share of the revenue from over-the-top (OTT) players, or app makers- Facebook, Google, Whatsapp - that use their networks to reach consumers. Telecom operators the world over have been pushing for a regulatory framework around OTT players or a mechanism for differential pricing - pay for better access to a Telco’s network. However, Internet companies globally have opposed such moves, saying that it would lean toward censorship. The Internet should be free for all, they reason, saying Telcos anyway charge consumers for using data. India's telecom regulator has said that while it continues to watch developments in this area, it has no intention of regulating OTT players as of now. 

"There has to be something more than data usage that customers are paying for, since it is in their interest too that customers experience is always optimum. In our portfolio for telecom operators and CSP’s, we have the know-how, the skills and the solutions you need to tackle the challenges of today and tomorrow. We are a platform and product agnostic services company comfortable working with a wide range of vendors and technology environments. At the heart of everything we do is a drive to deliver tangible business results to our clients. 

For more details visit us

Thursday, 5 February 2015


At present, government bodies as well as utilities are looking forward to the adoption of new technologies to achieve business goals more readily and cost effectively. They are focusing on strong broadband networks for supporting advanced applications and communication.  The announcement of the Digital India Initiative by the government reaffirms the government’s commitment to creating an enabling platform for the delivery of education, health care, entertainment and e-commerce services to citizens. Apart from connecting rural India through broadband services, the initiative will work towards building a digital governance framework to equip local governments to ensure improved administrative ability, as well as lend transparency to administrative work.

Information and Communication Technology has played a crucial role in speeding up the flow of information from the government to citizens, transforming the way the two parties interact and communicate. Government bodies have shifted or are in the process of shifting from a traditional paper-based system to a fully automated set-up, with the aim of enhancing transparency and accountability. Telecom tools are being increasingly used in the governance process, not only to perform key functions, but also to provide information in a structured manner. The most important aspect in this regard is e-governance, an IT-enabled route to achieve good governance, as it integrates people, processes, information and technology to enhance the delivery of basic services. For utilities, IT brings resource efficiency gains by managing information flows and analyzing data. Thus, utilities involved in the water, power, piped gas, liquefied natural gas and waste disposal segments are banking on telecom for the effective delivery of services.

The telecom networks for the government and utility agencies are generally based on IP-wide area network (WAN) connections. Their triple-play service ability makes them a suitable choice for government agencies and utilities, as they provide access to voice, data and broadband on a single platform. They facilitate information flow, support the use of spatial and geospatial technologies, and facilitate the use of remote sensing satellite images for inventory and mapping of resources. They also support technologies such as geographic informationsystems (GIS). Of late, government organisations have also started deploying ISDN, IP-VPN, Ethernet WAN and multi-protocol label switching (MPLS) services, aside from IP-WAN.

Further, many web-based applications, along with audio- and videoconferencing, are now being used by organisations. Various utilities depend on technologies like optic fibre cable and radio frequency in order to connect with their end-users. With the enhanced operation complexity of the utilities, the use of IT- and software-based applications has also increased. The most commonly used applications in public sector organisations include enterprise resource planning (ERP), customer relationship management (CRM), supply chain management (SCM) and supervisory control and data acquisition (SCADA). 

Organization and government bodies are planning to expand or upgrade their IT infrastructure by investing in hardware and software applications. Many organisations have recently expanded their fleet of desktops and laptops, and many others plan to add to them in the near future. With most government organisations being based on the NIC, their decision to adopt IT is not independent. However, this has its upside, since their dependence on the NIC ensures continuous support from IT experts.

URS Systems provides solutions that are tailor-made for the needs of manufacturing, distribution, retail, hospitality, and services, including customized business software for a comprehensive range of industries and vertical markets. One size does not fit all, which is why the unique “business layers” approach of URS allows our next-generationbusiness software solutions to support the smallest start-up to the largest multinational, as well as the differing complexities in industries from metal fabricators to automotive distributors to general business services firms and cross-channel retailers. Identifying the need to leverage geographic diversity on both the revenue and cost sides of your business, comprehensive, industry-insightful business software solutions from URS enable you to outpace the competition with more effective operations and world-class customer service. 

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Wednesday, 4 February 2015


Service agility is the key strategic benefit of network virtualisation. It results in an increase in revenues from new services, accelerates the time to market and provides capex and opex savings. In addition, cost optimisation is an implicit benefit of increased service agility.
Operation support systems(OSS) are emerging as key enablers for achieving service agility, operational flexibility and optimisation of costs. To increase service agility and service fulfillment, operators are focusing on OSS functions such as order management, inventory management, activation and provisioning, and planning and optimisation. Software-defined networking (SDN) trials and use cases generally target traffic control and management, with increased emphasis on service-assurance OSS functions. Currently, network functions virtualisation (NFV) and SDN trials are being conducted by service providers to deliver existing services through traditional physical networks. The existing OSS can support network virtualisation by abstracting control of the virtual infrastructure through virtual network function (VNF) managers, NFV orchestrators (NFVOs) and SDN controllers, while preserving the current OSS processes and operations.
However, for maximum benefit, service providers expect vendors to develop new, mature virtualised next-generation networks (vNGN) OSS, which will orchestrate and manage physical and virtual network resources for both existing and new services, continually reduce the complexity, development and maintenance costs of service providers’ OSS; lower the time and cost of integration through open interfaces, and hardware and software interoperability standards; provide near-real-time view and control of operations with policy-controlled automation and analytics; encompass delivery and lifecycle management of services where resource management is implicit; and potentially modernise operations to converge network and IT planning, build, and operations and maintenance.
Key milestones of OSS maturity with network virtualization
Discussions regarding OSS among service providers and vendors are still at early stages. The exploration of multiple OpenStack projects is ongoing, but OpenStack’s management of virtualised infrastructure is seen as the most applicable at present. This exemplifies the immaturity of network virtualisation technologies.
Over the next three years, service providers and vendors will continue to identify network functions that can and should be virtualised in order to realise business benefits. Service providers have recognised that greater cost reductions could be achieved in the access network than in the core network. In the following three years, service providers anticipate that vendor OSS will become advanced enough to allow the coexistence of physical and virtualised networks through OSS abstraction. 
Over the subsequent five years, service providers expect to continue the gradual progress of the development, implementation and rationalisation of their OSS, in preparation for transforming into a consolidated, slimmer vNGN-OSS architecture that addresses OSS challenges and gaps to orchestrate the management of vNGNs. As a result, towards the end of the next decade, service providers are likely to complete their migration to vNGN-OSS, which will manage the vNGNs and technologies that have emerged during the decade. However, over a long-term period, service providers would consider other possibilities, including investing based on customer engagements, so that customers part-fund the vNGN-OSS development for particular services, progressing when sufficient VNFs are available for end-to-end delivery of one or more services,  overlapping self-organising networks automation with vNGN-OSS requirements, developing a holistic service agility vNGN-OSS framework and requirements for moving towards automation. They would also include these requirements in all OSS procurement documents issued henceforth.
Service agility is the linchpin for maximising the benefits of network virtualisation
There are three phases to become an agile service provider with a vNGN-OSS:
  • Deployment of vNGN: vNGN investments should be used primarily to augment or replace the network infrastructure that is delivering existing services. The vNGN should not be implemented in a silo environment, which would lead to dual spending on two networks and operations.
  • Co-existence with vNGN: In this phase, the benefits gradually begin to match the costs. These will largely come from deferred and reduced hardware costs, and the application of existing OSS to provision, manage and assure physical and virtual network resources for existing and new services using OSS abstraction.
  • Transformation to vNGN and vNGN-OSS: Service providers clearly identify legacy systems and infrastructure, and either replace or retire them in favour of newer, lower-cost virtualised alternatives which are more readily integrated into the new vNGN and vNGN-OSS architecture. The faster this transformation is completed, the sharper the inflection point can be in the service agility trend.
Historical trends indicate that if service providers continue their “as-is” operations, costs will increase gradually but continually over the next 10 years. As a result, a holistic service agility framework for migrating to vNGNs with vNGN-OSS could curb the climbing costs for service providers, while increasing competitiveness.
Going forward, a holistic service agility framework is needed to move towards vNGNs, a framework that increases the agility of service delivery and lifecycle management, and uses increased OSS automation, which can provide near-real-time views and control of operations with policy-controlled automation and analytics.

New vNGN-OSS must be cheaper and more agile – matching the flexibility and elasticity of virtualised networks, while still capable of managing traditional networks. vNGN-OSS will also need to orchestrate and manage physical and virtual network resources for both existing and new services.
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Tuesday, 3 February 2015


Enterprise resource planning software is the ultimate legacy application. On the downside, ERP has earned a reputation for costly, time-consuming deployments and maintenance, outdated user interfaces, and general inflexibility. On the plus side, ERP is software that very often runs the business, from manufacturing to financials to sales, and it's often highly customized to serve specific company needs. The category, at least until recently, has also been synonymous with on-premises implementations, in part because of concerns that the cloud couldn't deliver the reliability, speed, and data control companies wanted from such a crucial system.
While other business application categories such as CRM and email have shifted heavily toward cloud deployments, ERP has been seen as the last to move. It's not that cloud-based ERP hasn't existed; it just hasn't enjoyed the same interest and adoption as early drivers like CRM.
That appears poised to change. Users and IT want faster deployments and less maintenance. Meanwhile, cloud use -- especially in the form of software as a service (SaaS) -- has gone from new and trendy to mundane.

Research firm Gartner predicted last year that at least 30% of service-oriented businesses will move the majority of their ERP applications to the cloud by 2018. Gartner expects that over the next decade and beyond, the ERP norm will switch from on-premises to cloud. It said that heavily customized, on-premises ERP deployments will be commonly thought of as "legacy ERP" beginning in 2016.
The good news for CIOs and their teams considering moving some or all ERP functions online: Vendors have been prepping for this shift, and there's already plenty of choice. The conventional ERP heavyweights -- Microsoft, Oracle, and SAP -- are also in on the trend. You may have noticed how much all three, each in their own way, talked up cloud across the board in 2014.
Add in cloud-from-the-start companies plus a variety of other options, and it's apparent that ERP cloud advocates will have a range of choices. Moreover, expect 2015 to bring much added functionality related to mobile and remote access (which was one of the key complaints in the survey mentioned above), social business, big data and analytics integration, and more.
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Monday, 2 February 2015


Planning for growth is key to effective IT monitoring, but it can be stymied by certain mindsets. Here's how to overcome them.

As IT professionals, planning for growth is something that is done all day almost unconsciously. Whether it’s a snippet of code, provisioning the next server, or building out a network design, we’re usually thinking: Will it handle the load? How long until I'll need a newer, faster, or bigger one? How far will this scale?

Despite this almost compulsive concern with scalability, there are still areas of IT where growth tends to be an afterthought. So, to address growth planning (or non-planning) as it pertains to monitoring by highlighting several mindsets that typically hinder this important, but often surprisingly overlooked element, and showing how to deal with each.

The fire drill mindset

This occurs when something bad has already happened either because there was either no monitoring solution in place or because the existing toolset didn’t scale far enough to detect a critical failure, and so it was missed. Regardless, the result is usually a focus on finding a tool that would have caught the problem that already occurred, and finding it fast.

However, short of a TARDIS, there’s no way to implement an IT monitoring tool that will help avoid a problem after it occurs. Furthermore, moving too quickly as a result of a crisis can mean you don’t take the time to plan for future growth, focusing instead solely on solving the current problem.

Start by quickly, but intelligently developing a short list of possible tools that will both solve the current problem and scale with your environment as it grows. Next, ask the vendors if they have free (or cheap) licenses for in-house demoing and proofs of concept.

The bargain hunter

The next common pitfall that often prevents better growth planning when implementing a monitoring tool is the bargain-hunter mindset. This usually occurs not because of a crisis, but when there is pressure to find the cheapest solution for the current environment.

How do you overcome this mindset? Consider the following scenario: If your child currently wears a size 3 shoe, you absolutely don’t want to buy a size 5 today, right? But you should also recognize that your child is going to grow. So, buying enough size 3 shoes for the next five years is not a good strategy, either.

Also, if financials really are one of the top priorities preventing you from better preparing for future growth, remember that the cheapest time to buy the right-sized solution for your current and future environment is now. Buying a solution for your current environment alone because “that’s all we need” is going to result in your spending more money later for the right-sized solution you will need in the future. Use your company’s existing business growth projections to calculate how big of a monitoring solution you need. If your company foresees 10% revenue growth each year over the next three years and then 5% each year after that, and you are willing to consider completely replacing your monitoring solution after five years, then buy a product that can scale to 40% of the size you currently need.

The dollar auction

The dollar auction mindset happens when there is already a tool in place -- a tool that wasn’t cheap and that a lot of time was spent perfecting. The problem is, it’s no longer perfect. It needs to be replaced because company growth has expanded beyond its scalability, but the idea of walking away from everything invested in it is a hard pill to swallow.

Really, this isn’t so much of a mindset that prevents preparing for future growth as it is something that's all too often overlooked as an important lesson: If only you had better planned for future growth the first time around. The reality is that if you’re experiencing this mindset, you need a new solution. However, don’t make the same mistake. This time, take scalability into account.

Whether you’re suffering from one of these mindsets or another that is preventing you from better preparing your IT monitoring for future growth, remember, scalability is key to long term success.

For details visit us

Friday, 30 January 2015


It is imperative for SMBs to ensure maximum output with minimum investment. Small business need to optimally utilize their resources for enhanced productivity. With the smart phone boom, mobile applications have become a standard business tool. SMB players need to focus on adopting specific applications which cater to their business needs and enhance operational excellence.

Analyses of data on the basis of consumer behavior patterns plays a vital role for companies to understand the need of their consumer and thereby realigning their marketing strategies. SMBs should adopt mobility solutions to foster growth and enhance consumer experience.

SMB players need to utilize services such as email, messaging, CRM, social media to ensure they reach out to their consumers and potential consumers. In India, mobility drives the holistic strategy of e-commerce success stories like Flipkart, Snapdeal and Jabong. Snapdeal has witnessed a 25-fold growth in mobile based transactions and more than 50% of their sales come from mobile devices in the last year.

Another strong development for upsurge of mobile-based payments is the greater adoption of mPOS (mobile point-of-sale) solutions. Modern mPOS solutions are convenient to use, ensuring the SMBs to convert their mobile into a POS device and drive transaction volumes by accepting cards anywhere, anytime. This would help the SMBs to increase sales, add value to customer experience and take small retailers community to a cashless route.

To conclude, the SMB industry has the potential to be the largest growth driver for the economy. The players need to move beyond traditional practices and adopt solutions which would give them the required impetus to script greater success stories in the coming years.

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Thursday, 29 January 2015


The Software Defined Networking (SDN) technology is very promising and expected to help operators in reducing costs and boosting service innovation. The cost reduction factor derives naturally from centralizing the network control functions. Following the Network Function Virtualization concept, it ensures that the control function can be implemented on standard equipment (even PCs).

Software Defined Networking (SDN) is currently a widely discussed topic in the telecommunications industry. There are high expectations regarding the technology, including reducing network maintenance costs and unleashing innovation, thus opening the way to new revenue sources and better network monetization. SDN is a concept where the main principle is to separate the control plane from the data plane, and to move the controller function out from today’s routers.

To make the promises of SDN technology come true, there is a need for a platform, enabling a business application that will help opening up telecom networks. The specifications and APIs for this kind of a business application need to be defined to shape the network according to what is required and make it “smarter”. In order for the latter to happen,  a controller needs a comprehensive end-to-end view of the network and all connected services. However, the SDN concept does not define, how to provide such an end-to-end view.

One idea is to leverage the operators’ existing assets like the BSS/OSS ecosystems and prove that SDN won’t make BSS/OSS investments obsolete. IT architecture, where BSS/OSS investments can not only be saved, but even act as a significant enabler for the SDN “revolution”. This means that telecom operators will be able to provide significant added value to the SDN ecosystem.

But the real strength of this technology is in its potential to speed up innovation and open up the network. The “smartness” of the SDN controllers comes from the ability to access a complete end-to-end view of the network. Instead of implementing a completely new infrastructure for an SDN controller, the end-to-end view can be delivered by the existing BSS/OSS systems.

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Wednesday, 28 January 2015


The biggest shift in the industry is that we need to move beyond thinking of security as a set of extra steps, processes, or systems built around our computing environment. As computing becomes more pervasive and embedded, often unseen, in our daily lives, we need to design holistic approaches to security that match the way we live and work.
It’s an exciting time to be in the security industry. There won’t be just one single answer or solution. Many players will be involved in a holistic, systems-based approach to security. And the environment will continue to evolve, as endpoints expand and innovative new technologies enter both our business and personal lives. Security practitioners and developers will be challenged to be innovative and collaborative in adapting to the constantly evolving threat environment.
Applications: Security isn’t something that can be tacked onto an application at the end of its development. Even in an environment with significant time-to-market pressures, application developers need to be part of the holistic approach to security, delivering vulnerability free software that considers the implications of sensitive and/or regulated data.

People: The boundaries between personal and professional online activities and identities are blurring. Corporate security measures must accept this reality and support people with everything from online identity controls to simplified, embedded processes, making secure computing as easy and transparent as possible.

Layered defenses, but across multiple dimensions
Despite what any security vendor may wish you to believe, there’s no single way to secure either your personal data and identity or corporate systems and data. While layered defenses have been a best-practice in corporate security for many years, in today’s increasingly complex security environment we need to expand our thinking to layers across many dimensions. Specifically, security requires holistic approaches that span people, infrastructure, data, and applications.

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Tuesday, 27 January 2015


We will see manufacturers and their partners accelerate the implementation of initiatives that will deliver on the promise of the Internet of Things (IoT). Embedded sensors streaming data combined with analysis will provide better levels of supply chain visibility, production support and customer experience optimization, as innovative manufacturers embrace the possibilities enabled by IoT.
Increased servicing will be required of automated equipment. Specialized equipment makers will be positioned to create new revenue streams by providing maintenance services on a predictive basis with the use of sensors.
Ability to sense demand in real-time and respond by changing prices or promotions through the utilization of segmented logistics, inventory and performance capacities, will allow for optimization of integrated responses.
Re-shoring will remain a focus as manufacturers search for efficiencies and innovation, but supply chains will still be complicated, requiring increased visibility provided by the industrial IoT.
While labor and production in emerging markets manufacturing has been appealing, improvements in innovation and product quality will keep production facilities running and entice new facilities to open, which will compete with re-shoring.
Faster times to market with more specific products and shorter lifecycles (PLM) will result in short-term shifting and outsourcing of logistics facilities, production and suppliers. Manufacturers will have to quickly onboard suppliers and partners to support rapid product development and match the capabilities and products desired by customers.
3D printing will become central to manufacturing strategy. Additive manufacturing will provide additional flexibility for service parts or unique products with short life cycles. These capabilities will flourish and will be adopted as a central part of a manufacturing strategy.
Manufacturers will continue to focus on maintaining cost and service certainty, even in the face of adverse events and risks. Scenario and response planning will require processes spanning multiple departments with the ability to understand forecasted outcomes, and manage real-time deviations from planned outcomes.
Manufacturers who embrace The Digital Enterprise concept will differentiate themselves and attract the best, most sought after talent.
With the rise of IoT and the ability to make massive amounts of data actionable through streaming analytics and dynamic, structured collaboration, governments will continue to increase funding for groups to create a new manufacturing revolution.

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Thursday, 22 January 2015


The modern IT workforce is approaching a critical stage, there are plenty of steps that savvy CIOs can take to make sure their workers are poised for success in the rapidly changing enterprise -- it just requires a subtly different approach to finding and maintaining talent.

Overall, a shift needs to take place in which soft skills become just as important as nuts-and-bolts technical know-how. Here are my top three considerations for IT leaders hoping to bridge the IT skills gap at their companies:

1. Start early. Become actively involved in building the industry workforce you wish to hire from. Businesses are increasingly partnering with educational institutions to help develop and execute curriculum that's aimed at preparing students for the real world. For the CIO, this could be as simple as STEM education to make sure the future workforce has a strong foundation.

2. Develop the talent you have. While new talent acquisition is an important part of maintaining a strong workforce, your best ROI will almost always be to develop the talent you already have.

Instead of hiring experts on cloud or big data, for example, CIOs will need to hire and retain people with general tech backgrounds and provide them with the tools they need to become experts in the latest enterprise technology. IT shops should set aside an annual budget for employee training that balances the financial realities of the department with the need to keep employees’ skills up to date. Large organizations may benefit from a formal internal training program, while IT departments with tighter budgets may look to creative options, such as peer trainings in which employees share their knowledge with one another. Whatever your training budget, make sure every dollar spent on professional development addresses skills your organization needs now or will likely need in the future.

It's also important to create career paths that make sense for both the employee and the organization. There are business benefits from internal promotion by reducing the time and cost of external hiring, and internal promotion also helps keep valuable intellectual property in-house. Meanwhile, employees with clear roads toward advancement are more likely to remain at a company and stay motivated to perform at a high level.

3.  Look for the multi-dimensional candidate. When you do seek out external talent, think carefully about what you really need -- not just now, but in the future. Just as technology is changing, the role of the IT employee is also changing and will continue to do so. Instead of hiring candidates with specific tech skills or knowledge, it will instead be important to look for talented people who have general technical knowledge but who also have soft skills such as communication, leadership, and ambition. For example, if there are two candidates, one with more ambition and another with deeper experience in cloud computing, I’ll hire the ambitious candidate every time. The thinking is that the candidate with the right attitude will be able to learn cloud, and will also stand ready to learn whatever new disciplines the future holds.

In the long run, having an IT staff with diverse skills will be critical for IT taking a larger role in the business. The specifics of new technologies will change, but skills like leadership and ambition will only grow in importance.

In short, the sky is not falling: CIOs can find ways to prepare their workforces for the challenges of the digital enterprise. However, CIOs and other IT leaders must understand that now is the time to think critically about where IT is headed, and the kind of workforce they'll need to realize that vision. By focusing on finding the right kind of people, with a foundation of technical knowledge and the right soft skills, CIOs can ensure they have workers who can shift gears and adapt to changing technology.

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Wednesday, 21 January 2015


Enterprise technology has become scattered, as an increasing number of cloud-based apps, virtual services, and connected devices and sensors have proliferated across company departments. In 2014, businesses realized they needed to connect the new cloud solutions they had adopted with on-premises systems that make up their traditional IT portfolio. Established middleware, including enterprise service buses and custom code have proved to be insufficient to keep up with demand. In the coming year, businesses that have not adopted a rapid integration strategy will have to focus on finding faster, more efficient ways to connect the expanding universe of data and endpoints.

Cloud-based integration platforms will provide the fastest and easiest way for companies to ensure that new technologies are quickly linked to the rest of the organization – including legacy, on-premises systems.

Three integration innovations will redefine enterprise architecture in 2015: virtual integration, cloud-based platforms, and managed APIs:

  • Virtual integration allows applications to access information from external systems without actually moving data from one application to another, delivering immediate insight across systems, a smaller storage footprint, and eliminating the need to synchronize redundant datasets.

  • Cloud integration platforms enable a new generation of hybrid integration designed and managed on a single cloud platform that can run in the cloud or securely behind the firewall.

  • Managed APIs are the new building blocks of digital business. Managed, integrated APIs are not your father’s SOA API. They are specifically designed for today’s scale and security needs, delivering massive throughput, throttling, analytics, monitoring, and centralized lifecycle management.
Together, these new integration innovations will redefine how we do business with our customers, partners, and employees.

Death of ESB & Rise of Real-Time API Integration

The importance of big data and the cloud has forced companies to rethink their traditional IT infrastructure in order to leverage the vast stores of information coming from the Internet of Things, cloud, social and mobile endpoints.

For example, the Internet of Things demands a new level of high-volume, external-facing APIs that operate in real time. The ESB integration model architected more than 10 years ago, before the cloud revolution, was never designed for the scale or speed of modern digital commerce. Instead, the next generation of integration technologies, such as PaaS integration platforms, delivers a new level of agility, and connectivity, in minutes instead of months.

Self-Service Integration: The End User Shift

With more business processes leveraging connected applications and data, integration solutions will become increasingly accessible to the average business user. Instead of relying on IT specialists to connect different business processes across various applications, the modern wave of integration solutions will empower line-of-business users to manage links between the solutions that they know best. As end users demand more control over the technology they use on a day-to-day basis, business IT and integration providers will focus on opening up APIs to allow people across the company to quickly bring on and connect new technologies to legacy solutions.

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Tuesday, 20 January 2015


We import 99.99 per cent of ICT and Telecom technologies today, incurring a cost of USD 120 billion. This bill is estimated to increase to USD 400 billion by 2020.

Will we have the money to foot that huge bill? If USD 120 billion, which is Rs 800,000 crore, circulates within the country, it will generate thousands of millions of crores.

We have to strive for self-sufficiency and build technologies. Transfer of technology, licensed production or joint ventures rarely give a country any true strength and often become an addictive habit. No donor country will transfer their best technology and therefore, whole scale imports are not sustainable in the long term. All the systems are supplied by foreigners, which makes India very vulnerable.

What should be done to achieve self-sufficiency in these technologies?

We need to change the system. The world is racing ahead. We are completely at the bottom in every single metric in science and technology while China is far ahead. If we have the money to import technologies worth USD 120 billion then I am sure we can spend a couple of billion dollars trying to build technologies in India.

But, we must collaborate with the rest of the world. China did it by sheer government willpower over the last 20 years. For instance, China has sent 200,000 junior professors, PhD students and post doctoral students to the US to work in top universities. They go back and create great value at home. Thanks to the bureaucratic mindset, one of our best institutes of higher education, IIT-Delhi, is ranked 250th in the world.

The Indian government has no way of funding them other than some interaction through some Commonwealth fund. The technology base in India compared to the world is less than 1 per cent today. Why can’t we invest a few billions dollars in education, R&D and in building technologies?

Won’t Indian talent come up with innovative, indigenous technologies?

Great talent is available in Africa and Malaysia too. Give me an example of one idea or anything hi-tech that we have made in this country in Telecom or ICT.

We need more PhDs, but there are no takers for it in India as there are limited jobs for researchers today. There is enormous talent in India.

While we are very well connected in arts and literature, we live in a completely isolated system when it comes to science and technology. The government comes into the picture and bureaucrats run the show. While there is no shortage of talent, we are in a bureaucratic prison, which we must come out of. 

Monday, 19 January 2015


India has now emerged as a land of aspirations, the American business community to invest in a big way in the government's ambitious programs like Digital India and Make in India, which will change the face of the country. Describing India as a "happening place" and a land of aspirations, Communications and Information Technology Minister Ravi Shankar Prasad has appealed to US businesses to invest in the country in a big way especially in ambitious programs like Make in India. Sharing details of the recently launched programs like Digital India and Make in India, Prasad said India was now the most happening place in the world. 

"There is enormous scope for investment, growth and also very exciting business prospects. India today is a happening place. Narendra Modi's mission was that the internet must reach more than 620 million by 2018. 

"India would become a very powerful digitally connected world. This would lead to a good architecture for electronic delivery of service. The entire contour of India is change. "India is sitting at the cusp of a big digital revolution. Digital India would be a real game changer for the country. 

"If and when that happens, it is surely going to impact the global economy," he said, adding that e-commerce has now started to take off in India and Digital India opens new opportunities for all. 

"Use of technology is an important tool to fulfill this idea of aspiration. The creative energy of India is waiting to show its accomplishments again. Indians want to realize their dreams in view of the extraordinary vision.

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Tuesday, 13 January 2015


Gartner has slashed the forecast to $3.8 trillion from $3.9 trillion due to the rising U.S. dollar as well as a modest reduction in growth expectations for devices, IT services and telecom services.

Gartner said devices will grow 5.1 percent to $732 billion, data center 1.8 percent to $143 billion, enterprise software 5.5 percent to $335 billion, IT services 2.5 percent to $981 billion and telecom services 0.7 percent to $1,638 billion.

The U.S. dollar spending growth rate on devices (including PCs, ultramobiles, mobile phones, tablets and printers) for 2015 was decreased by 1.3 percentage points to 5.1 percent.
Gartner has increased growth forecast for enterprise communications applications and enterprise network equipment segments, while growth for the servers and external controller-based storage segments has been lowered. These growth fluctuations are due to extensions in replacement life cycles and a higher than previously anticipated switch to cloud-based services.
In the enterprise software market, more price erosion and vendor consolidation is expected in 2015 because of competition between cloud and on-premises software providers.
CRM prices to drop
In the customer relationship management (CRM) market, seat prices for segments such as sales force automation (SFA) are expected to decline by 25 percent through 2018. This will be caused by incumbent on-premises vendors discounting their cloud offerings heavily to try and maintain their customer base.
There will also be increased price competition from cloud offerings in other areas (such as database management system (DBMS) and application infrastructure and middleware, albeit at a somewhat slower and weaker pace than for CRM.
Slashes outlook for IT services
Reductions to software support services contributed disproportionately to a lower outlook through 2018, because of lower growth rates expected for enterprise software. Regionally, short-term growth rates were lowered slightly in Russia and Brazil, due to declining economic conditions and political uncertainty in both countries.

Monday, 12 January 2015


Lacking appropriate financial incentive, hospital IT departments and their budgets are largely focused on maintaining installed systems that tend to be associated with revenue generation (e.g., MRI machines or billing systems). In addition, hospitals have been investing enormously in the installation of electronic medical records, thanks to the up-to-$44,000 per eligible doctor incentive provided by the federal government via the HITECH Act. Such installations are significant undertakings that will consume the bandwidth of clinicians and IT departments for years to come. Health IT startups that are patient enough to weather the EMR installation marathon will then face government-subsidized EMR oligarchs that have much to lose and little to gain by allowing access to their data and interfaces.

Entrepreneurs, engineers, and forward-looking clinicians dream of tablets connected to diagnostic devices that use the cloud and advanced analytics to identify and deliver lifesaving recommendations just when and where they're needed most. Unfortunately, when they wake to their day jobs, most find themselves working on direct-to-consumer products or developing "sidecar" systems that remain an arm's length from patient care.

But there's another possibility: What if we look to developing markets for healthcare IT innovation to flourish? Many of the necessary ingredients are there. Overseas markets are so inviting, in fact, that would-be US entrepreneurs should even consider taking their game overseas, proving their health IT products in developing markets, and returning when US healthcare is finally ready for widespread health IT innovation.

Having a problem to solve is certainly a prerequisite for innovation. And there are no shortages of challenges in delivering healthcare both locally and abroad. However, as we've seen in the US, without economic incentives, the greatest solutions do little more than consume venture capital or take up shelf space in medical libraries. In contrast, the healthcare systems of many developing nations are economically incentivized to invest in improving care.

In India, for example, care is provided via a mix of public and private clinics. Care provided in private clinics is typically paid for out-of-pocket. This means private clinics must compete not only against other private clinics, but also against public clinics, where care is largely free. The public clinics also are incentivized to realize more efficient ways to provide care, since they serve as both payer and provider.

Talent: Talent is the lifeblood of technical innovation. Nations such as India, China, and the Philippines offer a deep pool of affordable technical talent that can be a boon to health IT entrepreneurs. And potential candidates may be drawn to the chance to develop software that improves the health of their fellow countrymen. 

Ready or not
If the developing world is such an attractive place to innovate, why aren't we seeing more innovation occurring in these nations? Actually, we are. And if the US isn't careful, we may find ourselves lagging behind.

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Friday, 9 January 2015


Whether it’s a B-to-B or a B-to-C model, the consistent delivery of high-quality customer care is a difficult goal to achieve. This is especially relevant in our device-driven world, an “always on” hyper connected environment laced with multiple customer touch points. A superior customer experience enabled by actionable insights is often the holy grail of business for the modern-day enterprise.

  • Businesses should assess their customer service requirements to understand how adding more real-time customer information to the process, in the form of fraud prevention, authentication, compliance applications as well as big data and analytics, may enhance sales, customer service and customer retention. For many organizations, historical analysis of data and basic customer profiles may suffice and little value may be added by enhancing their service levels with real-time solutions given the added cost. For others, real-time sophistication may be required to gain or maintain a competitive advantage in the marketplace.
  •  Potential buyers of advanced, real-time customer service applications should ensure that their channel(s) of choice are well-trained and certified to assist in the planning, purchase and implementation of such services, which may require a broad perspective of technology, security, privacy and legal matters that pertain to such systems. References from other purchasers should be solicited and verified.
  • Users may require additional professional services and/or in-house staff to implement advanced customer authentication technologies beyond resources already available within their organizations. This could substantially increase contact center operating costs that may not be recovered by the economic benefits offered by the new services. Therefore, a business case analysis should be developed prior to implementation of these services by each prospect.

URS Systems implement a customer and channel education program to introduce the benefits of real-time applications to customer service executives across vertical markets which have a proclivity to require high levels of analytical speed and efficiency in their centers. URS Systems also set up training for channel participants selling into these verticals.

For more details visit us