Enterprise Technology Trends

1. Enterprise Technology Trends K R Sanjiv “Now here, you see, it takes all the running you can do to keep in the same place. If you want to get somewhere else, you must run at least twice as fast!”- Through the Looking Glass, Lewis Carroll

2. Forecast and foresee.. "I think there's a world market for about 5 computers.” - Thomas J. Watson, Chairman IBM 1948 “There is no reason for any individuals to have a computer in their home.” -Ken Olsen, Founder of Digital, 1977 “640K ought to be enough for anybody.” -Bill Gates, 1981

3. Getting it right pays dividends • Wipro IT diversification • Process innovations • Infrastructure Services • BPO • Academy

4. Explosion of new technologies

5. Trigger Peak Trough Stabilize Hype Cycles – Pragmatic View Needed

6. The focus areas High Data privacy CDI SOA BPM CEP SaaS Analytics Virtualization Mobile Value to Business Appliances Open Source Web 2.0 Low Low High Time to maturity

7. For customers it is….. • CFOs giving limited budget • Business wanting quick changes • Competition surging ahead with IT solutions • Vendors enticing with leading edge solutions • Old Systems lying around • Flying a 747 without dashboards

8. For SI & Product Vendor….. • Clients wanting more for less • ‘Rooted’ work force • Fighting to put the picture together • Fear of obsolescence • Struggling to differentiate • Capitalize on the new trends

9. To sum up the market place… • Standardize and cut cost • Data Standardization • Process Standardization • Infrastructure Standardization • New delivery Models • Software as a Service • Right-Shoring • Service Enabling the infrastructure • Service Wrapping • SOA • Legacy Re-Engineering /Migration • Improve the User Experience • New channels of Delivery (E.g. Mobile) Reduce Cost Drive up Revenues Optimize IT Spend Increase Organization reach

10. The Focus areas for us

11. EIM, Performance management In 2006, Organizationsare adoptingInformation Management (IM) as a comprehensive, for managing information and content Through 2007, Organizationswill fund an increasing number of data quality improvement initiatives, driven by compliance pressure, desire for increased efficiency and agility, and a general "grass roots" dissatisfaction with the state of corporate data By 2012, A BI and Performance Management continuum will be integralto driving business transformations and improvements from the strategic process level (0.7 probability) Source : Analysts reports In this space there are 2 key areas that we would focus on : BPM & CDI

12. Performance Management

13. Analyst Speak Performance Management (PM) is a superset of applications and processes that cross the traditional department boundaries to manage the full lifecycle of business decision-making. PM combines planning, forecasting, performance metrics, operational reporting, and modeling capabilities with strategy execution. -AMR Research Performance Management is also referred to as “Corporate Performance Management (CPM)”, “Business Performance Management (BPM)” and “Enterprise Performance Management (EPM)” in the Industry.

14. Performance Management: Aligning Business with IT Performance Management: A methodology that examines the people, processes, information and technology and a process that aligns business and technology to improve results Business + IT Working Together Source: Ventana Research

15. Customer Centricity

16. Solving Enterprise Customer Management & realising full benefits of CRM investments through Strategic CDI Architecture “Customer data integration (CDI) is a category of software infrastructure that operationalizes the acquisition, distribution & management of customer information.” • Continuous customer management represents the business strategy of how to collect, distribute, and use customer data in an organization to create value • Customer hubs put CDI technology to use in order to achieve continuous customer management Multiple Point to Point Connections and Synchronization across multiple systems without a single central reference point Solution 1980’s Customer Information Files / Limited ODS contain aggregates from limited number of systems and channels Early 1990’s “Transactional Customer hubs have moved beyond traditional customer data integration.” NOW

17. Gartner and Forrester Speak • CIO Insight -Over Two Thirds of Global Fortune 2000 (68%) Companies are actively evaluating one or more CDI Solutions at this time to reorient business strategies to become customer-centric via a “Universal Customer View”. • Gartner - Through 2010, the creation of an accurate, timely and rich single view of the customer across channels and lines of business (LOBs) will be a key enabler for reducing costs, managing risk, and increasing revenue and profitability in customer-centric organizations (0.8 probability). • Gartner- By 2008, 50 percent of large organizations with a heterogeneous customer data environment will begin to implement a solution for CDI (0.7 probability). • Forrester –The CDI Market is showing tremendous growth. CDI Vendors are closing 45 ~ 55 deals a year. Average CDI Installations however around USD 1.05m to USD 1.13m for licenses and require USD 3.53m to USD 4.05m range for Services. For CDI Software and Services, Forrester estimates a growth rate of 35% in 2007 and 30% in 2008. Estimated Services revenue is 800m USD – Addressable market size is estimated at 10 % - 15 %.

18. Technology Trends observed • Market Consolidation evolves in a growing market – IBM’s acquisition of DWL, Hyperion's investment in Purisma and acquisition of Raza, Oracles acquisition of Siebel foreshadow continuing consolidation in the market. • CDI providing an entry point for SOA world –With true customer data, Web services and the related business processes will become more accurate, timely, and efficient, leading to improved ROI on existing investments as well as improved business intelligence. • Trusted data sources increase quality and timeliness of customer data – Trusted data sources that are complementary to Customer Hubs like Acxiom, D&B are being increasingly leveraged by enterprises. Trusted data sources are now gearing up for continuous information refresh. • BI and Middleware Vendors collaborate with CDI vendors - Because BI efforts benefit greatly from customer data quality improvements, expect tighter integration with specific-use analytic applications and deeper identity resolution for fraud detection relationship discovery.

19. Back Office Front Office Integration Layer EAI, BPM, Workflow, Object Models ETL, EII Application to Application Database to Database Data Layer Operational CDI • Interface Layer • Integrity • Intelligence Customer Transaction HubOne of the Common Reference Architectures

20. Event based processing

21. Evolution of Business PredictiveBusiness™ Avoid problems and anticipate customer needs Real-Time Business Reduce delay inyour business Integrated Business Manage your end-to-endbusiness processes Connected Business Visibility into applications,people and partners

22. Do you see the forest?

23. Do you see the forest, the trees?

24. Do you see the forest, the trees and the opportunity? CEP software helps you recognize patterns of events for operational clarity

25. Complex Event Processing

26. Appliances- DW appliances - EAI appliances

27. What is a DW Appliance Traditional Approach Appliances Approach

28. What is an EAI Appliance Business Process Modeling M O N I T O R I N G Business Process Modeling Process Automation Automation Message Broker Data Transformation & Routing Adapters` Connectivity Message Oriented Middleware (MOM) Transport

29. How it works? • Plug in >> Configure >> Go

30. Appliance Advantages – Specially for Large volume deployments • Low price-point: • The cost of entry for implementing an appliance is relatively low in comparison to traditional Software/hardware stack because of the commodity components used • Total Cost of Ownership: • TCO=Initial purchase price + Time-to-Value+ Cost of maintaining a well performing, stable environment. The Maintenance alone forms 80% of the TCO which is the personnel costs to monitor and tune the system. This is considerably reduced by appliances. • One-stop-shop: • Appliances blend hardware processors and disks and software into a single solution, meaning you get everything from a single vendor • Fast performance: • As the software is specifically optimized to run on the selected hardware, there are dramatically reduced response times for traditionally long-running queries, often from hours to minutes. • Netezza customers have reported a 10-50 times Faster Performance • Quick implementation • As the appliance pre-integrates hardware, software and storage components, there is a lessened management and maintenance burden for IT

31. Key Players CISCO (AON) CastIron Data Appliances market to grow to $500 M in 5 years from $50-$75 M Currently -IDC Corp, Sept’06

32. Virtualization

33. Virtualization Virtualization technologies improve IT resource utilization, increases flexibility needed to adapt to changing requirements and workloads. Virtualization plus service-level, policy based automation constitutes a RTI. • Various types of Virtualization • Application Virtualization (app need not have to be designed for shared use) • Data Virtualization (Federation of heterogeneous data through middle layer) • Storage Virtualization (insulated from location and management details) • Desktop Virtualization (workspace and applications run remotely) • Server Virtualization (multiple guest OS on single host) • Clustering (Aggregation) • Grid Computing (Aggregation) • Business Benefits • Business continuity and disaster recovery • Flexibility and agility • Server consolidation and utilization improvement • Reduced downtime • Reduced administration cost

34. Virtualization Trends • Virtualization has gained good ground with IT owners as one of their key strategy for building next generation IT infrastructure • Virtualization aligns well with ‘Service virtualization’ trends like “SOA”, “Utility Computing”, “SaaS” etc. • Below are some indication of it’s future pervasiveness • Chipset level virtualization support from Intel (VT/Vanderpool) and AMD (Pacifica) • Binary compatible support for Linux on Solaris 10 containers • Microsoft virtual server • Global Grid Forum (in alliance with OASIS, DMTF etc.) leading its effort to build framework for deployment and management of service on Grid • Adoption of web services as the base framework for Grid based systems • Software appliances gaining mindshare • Increasing preference for horizontal scaling with Lintel boxes • Future • With such pervasiveness it is only logical to expect increasing demand for services around virtualization

35. Web 2.0

36. What is Enterprise 2.0? • Web as a Platform • Mash-ups, Blogs, Wikis, Folksonomies, RSS, Tagging, Social Networking, Ajax, … • Philosophy and State of Mind • Open Data, Culture of Participation, Rich User Experience

37. Trends • RIAs are taking a stronghold in the world of Web 2.0. Through technologies like Ajax and Flash, RIAs overcome traditional page-based Web browser constraints to deliver more interactive and responsive Web functionality. • Technology buyers are turning to blogs for information. In a survey of more than 4,500 tech subscribers, KnowledgeStorm and Universal McCann reported that 57% of respondents said they read technology blogs at least once a week, and 53% felt that blog content already influenced their work-related IT purchase decisions. • Podcast listeners are wealthy influencers. The majority of podcast listeners are male (60%), are technology optimists (80%), and have been online for 7.2 years • 49% of users who listen to podcasts more than weekly say people ask them for advice on technology • Researching travel using blogs, or online diaries of text, photos, and other media, more than tripled in the past year. • Collaboration (User Reviews etc) • Nearly one-third (32%) of US online leisure travelers who research leisure travel online say they do so using user-written reviews. What's more, those travelers say they trust user-written reviews more than professional reviews.

38. The Road Ahead… • Social Computing will reshape eLearning • Technologies like blogs, wikis, social networking, communities of practice, and podcasting — will have a powerful effect on corporate learning • Successful Consumer Technologies will make inroads into the Enterprise • Work force is already used to such technologies and are demanding it • Emergence of new models for Governance, software development, culture etc that emphasize more on collaboration and less on controls • The emergence of “Do-It-Yourself” web

39. Mobile

40. Enterprise Mobile Apps Horizontal Apps Killer Apps Consumer Mobile Apps Mobile Applications Market Place Mobile Sales Mobile Field Service Mobile Inventory Management Remote Patient Monitoring • Mobile Payments • Mobile Banking • Search on Mobile • Mobile Video and Audio Streaming • Location Enabled Apps • Mobile Device Management The global market for enterprise mobility software is expected to exceed $3.1 billion in 2005 and reach almost $5.6 billion by 2009, representing a CAGR of over 15%. - IDC • Mobile Payments • Mobile TV Broadcasting

41. Service initiation Batteryless tags Payment & ticketing Contactless point-of-sale readers & ticketing terminals NFC phone Giving & sharing Other NFC phones and devices Emerging Technologies / Trends • Mobile Payment • Mobile Search • Near Field Communication (NFC) / RFID • Mobile TV Broadcasting • Mobile TV Streaming • Wireless Video Calling

42. BPM in Short BPM is a set of integrated, closed-loop management and analytic processes, supported by technology, that address financial as well as operational activities. • Makes the core business processes run better. • Automates & streamlines processes, gains efficiency & optimizes operating costs. • Offers process improvisation and continuous process improvement. • Provides capability to quickly react to changing business needs. • Supports people-to-people, people-to-system, and system-to-system integrations. • Empowers business to define, control, monitor and optimize processes. BPM is an enabler for businesses in defining strategic goals, and then measuring and managing performance against those goals Core BPM processes include financial and operational planning, consolidation and reporting, modeling, analysis, and monitoring of key performance indicators (KPIs) linked to organizational strategy

43. BPM

44. Solution Approaches Over Period in Industry IC-BPM: Integration Centric BPM, BEM: Business Event management , CEP: Complex Event Processing

45. Design critical business processes Model business processes Compose apps into processes Business Process Modeling Business Process Improvement Deploy processes as Internet apps Simulate businessprocesses Model Simulate Store Search Retrieve Design Compose Customize Integrate Deploy Analyze Monitor Control Improve Participate in process executions Monitor process executions Business Process Automation Analyze process impact; Improve Control the execution of processes What is a typical BPM Solution…

46. BPM and an Organization’s Maturity Shift from Workflow Management to BPM with increasing process maturity and collaboration

47. SOA

48. Where does SOA Fit in the whole thing ? • SOA is all about Flexibility • More options for CIO • Better Market Reach • Improved Connectivity Options • SOA is all about Business Alignment • Seamless Integration of Business and IT goals • Faster Time to Market Better Business Alignment Flexibility • SOA is all about Visibility • Better Integrated Systems • Better Monitoring and Reporting • Better IT governance Visibility

49. Service Governance Global ESB SOA Technical Adoption Pattern Business Process Services Service Maturity Stage Global Registry Legacy Modernizing Service Security Service Governance Stage Project Specific Services Communication Services Integration Services Infrastructure Services Data Services Service Germination Stage

50. Enterprise Application Assets New Applications on New Platforms Transforming Legacy • Integration: Non-invasive approach that connects processes, data and application by building technology wrappers • Transformation: Invasive solutions to address legacy architecture challenges • Re-engineering: Robust & effective Solution to take care of both the architectural issues & long term vision