Telecom as Horizontal A New Paradigm
Telecom is no longer a vertical market with a one-pony show called voice services. As Telecom offers the basic communication backbone, integrating next generation Telecom offerings within other domains in order to enable a converged world by creating New Revenue Channels and Cross Selling Models, becomes the order of the day. Going forth, industries such as Retail, Financial Services and Insurance will utilize the services of the telecom market for communication as their core strategy to connect with their customers, thus ushering in the era of Telecom as a Horizontal. This paper examines how Telecom can bridge the gap between these vertical markets with the mainstay horizontal telecommunications.
Introduction
Telecom is no longer a vertical market with a one-pony show called voice services. This is widely acknowledged by leading global telecom players. As we move into the Internet-everywhere age, we are moving onto mobile applications that reach into Enterprise private networks and extract data, applications and services from these networks. Going forth, industries such as Retail, Financial Services and Insurance will utilize the services of the telecom market for communication as their core strategy to connect with their customers, thus ushering in the era of Telecom as a Horizontal.
How can companies be successful with their customers if they choose to ignore the paradigm of the telecom market? IT vendors such as Tata Consultancy Services and IBM will be the key players in this new paradigm, as they are best positioned to bridge the gap between these vertical markets with our mainstay horizontal telecommunications.
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Showing posts with label Download Engineering White Papers. Show all posts
Showing posts with label Download Engineering White Papers. Show all posts
Wednesday, March 23, 2011
Key Integration Issues in Building a Strategic OSS Platform
Key Integration Issues in Building a Strategic OSS Platform
Abstract
In recent years, OSS has become an area of considerable focus as well as concern for service providers. OSS Integration has always been a major challenge and often a serious impediment towards delivering true business value with new system implementation and augmentation projects, as end-to-end business processes are rarely supported by a single application. This paper addresses the key OSS integration issues faced by operators today. It looks at the point-to-point integration solution, the EAI solution and the Unified OSS solution and provides suggestions for transformation and improvement.
Introduction
In recent years, OSS has become an area of considerable focus as well as concern for service providers. Making the right decision with their OSS architecture will lead to considerable business benefit in the form of substantially reduced operational costs, increased revenues and increased customer satisfaction. Making the wrong decision however will lead to the risk of
expending significant capital towards the implementation of a solution that appears on the surface to meet the business needs, but ends up falling short in operation, resulting in stakeholders often at a loss to pinpoint what went wrong. The major concern areas revolve around:
• Complexity – networks are becoming increasingly complex with the delivery of today’s telecom products and services requiring multiple technologies and platforms
• Growth – increased demand for new innovative services with faster delivery times and higher levels of service quality
• Skills – shortage of specialised skills for complex network management
• Data and information management – service providers that can not manage their network, service and customer data are unable to respond quickly to customer requests
These concerns are further impacted by the need to integrate multiple OSS components and functions as service providers struggle to manage convergence as well as the ever growing requirements from customers for new services and higher quality of service.
Key Integration Issues
Integration challenges are perceived differently by different people. These challenges are closely linked even though they are represented differently. In a telco environment there are three major stake holders, the customer, the business unit and the IT department. Each of them is impacted in a different way due to the challenges faced in integration.
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Abstract
In recent years, OSS has become an area of considerable focus as well as concern for service providers. OSS Integration has always been a major challenge and often a serious impediment towards delivering true business value with new system implementation and augmentation projects, as end-to-end business processes are rarely supported by a single application. This paper addresses the key OSS integration issues faced by operators today. It looks at the point-to-point integration solution, the EAI solution and the Unified OSS solution and provides suggestions for transformation and improvement.
Introduction
In recent years, OSS has become an area of considerable focus as well as concern for service providers. Making the right decision with their OSS architecture will lead to considerable business benefit in the form of substantially reduced operational costs, increased revenues and increased customer satisfaction. Making the wrong decision however will lead to the risk of
expending significant capital towards the implementation of a solution that appears on the surface to meet the business needs, but ends up falling short in operation, resulting in stakeholders often at a loss to pinpoint what went wrong. The major concern areas revolve around:
• Complexity – networks are becoming increasingly complex with the delivery of today’s telecom products and services requiring multiple technologies and platforms
• Growth – increased demand for new innovative services with faster delivery times and higher levels of service quality
• Skills – shortage of specialised skills for complex network management
• Data and information management – service providers that can not manage their network, service and customer data are unable to respond quickly to customer requests
These concerns are further impacted by the need to integrate multiple OSS components and functions as service providers struggle to manage convergence as well as the ever growing requirements from customers for new services and higher quality of service.
Key Integration Issues
Integration challenges are perceived differently by different people. These challenges are closely linked even though they are represented differently. In a telco environment there are three major stake holders, the customer, the business unit and the IT department. Each of them is impacted in a different way due to the challenges faced in integration.
Download
Download full seminar papers At
http://www.enjineer.com/forum
Rebalancing IT Cost to Fund Business Change
Rebalancing IT Cost to Fund Business Change
IT executives continue to be challenged by their ability to meet cost and agility demands from business partners. This is largely due to the fact that today’s IT cost is predominantly devoted to “running the business” (80%), leaving very little for “changing the business” (20%). Recent analyses also suggest that the cost of running infrastructure is increasing disproportionately
to the cost of application developing, further impacting business innovation.
Does the root of the problem lie in the cost structure itself? How can IT be a self-funding function, keeping itself aligned with changing business imperatives? How can we set a methodical roadmap to such a cost structure? This white paper suggests how the much needed transformation can be brought about.
Introduction
If your IT cost structure has not changed significantly in the last few years, it is in urgent need of an overhaul. We have nursed a legacy cost structure, which is now consuming our capacity to innovate and be agile. Our cost model has left very little room to adopt important business model changers, let alone its inability to contain rising costs.
As a result of years of merger and consolidation activities, cost deferrals, ad hoc cost saving initiatives, and siloed approaches to cost restructuring, our current IT cost structure is no longer sustainable. Consider this: on average, 80% of the IT budget is spent on running existing IT operations (we call it Run the Business or RTB) – and a measly 20% on strategic new investments to Change the Business (CTB). Worse, the amount available for strategic investments has actually decreased from 25% in 2005. Your CFO is right; he/she has reasons to be skeptical about IT spend. Furthermore, IT budget allocated to application development services as percentage of overall spend is shrinking relative to infrastructure; impacting our ability to drive business innovation.
So, when it comes to leveraging important business model changers like service oriented operating models, adapting cross-enterprise global resourcing models, or product innovation, CIO’s are hobbled with limited opportunities to invest in such initiatives without significantly increasing the overall IT spend as a proportion of revenue – and we all know that it is rarely an option! His/her agility in this age of rapid adaptation is restrained. It is time to get a handle, or it would be too late.
Get a handle - having said that, we may be naturally inclined to rationalize our spending model keeping most of it the same. Yet, we have been trying to do this for a while, and it has not worked. IT spend is stuck in a gridlock, making it extremely difficult to break the logjam. For too long the focus has been on year over year cost containment (creeping incrementalism), preoccupation with near term one time cost saves, and willingness to accept cost deferral to meet short term cost saving requirements. In addition, repetitive organizational, industry and regulatory pressures - such as mergers and acquisitions, Y2K, T+, SOX - has left us with baggage of the past, with complex IT architectures and incompatible applications.
Download
Download full seminar papers At
http://www.enjineer.com/forum
IT executives continue to be challenged by their ability to meet cost and agility demands from business partners. This is largely due to the fact that today’s IT cost is predominantly devoted to “running the business” (80%), leaving very little for “changing the business” (20%). Recent analyses also suggest that the cost of running infrastructure is increasing disproportionately
to the cost of application developing, further impacting business innovation.
Does the root of the problem lie in the cost structure itself? How can IT be a self-funding function, keeping itself aligned with changing business imperatives? How can we set a methodical roadmap to such a cost structure? This white paper suggests how the much needed transformation can be brought about.
Introduction
If your IT cost structure has not changed significantly in the last few years, it is in urgent need of an overhaul. We have nursed a legacy cost structure, which is now consuming our capacity to innovate and be agile. Our cost model has left very little room to adopt important business model changers, let alone its inability to contain rising costs.
As a result of years of merger and consolidation activities, cost deferrals, ad hoc cost saving initiatives, and siloed approaches to cost restructuring, our current IT cost structure is no longer sustainable. Consider this: on average, 80% of the IT budget is spent on running existing IT operations (we call it Run the Business or RTB) – and a measly 20% on strategic new investments to Change the Business (CTB). Worse, the amount available for strategic investments has actually decreased from 25% in 2005. Your CFO is right; he/she has reasons to be skeptical about IT spend. Furthermore, IT budget allocated to application development services as percentage of overall spend is shrinking relative to infrastructure; impacting our ability to drive business innovation.
So, when it comes to leveraging important business model changers like service oriented operating models, adapting cross-enterprise global resourcing models, or product innovation, CIO’s are hobbled with limited opportunities to invest in such initiatives without significantly increasing the overall IT spend as a proportion of revenue – and we all know that it is rarely an option! His/her agility in this age of rapid adaptation is restrained. It is time to get a handle, or it would be too late.
Get a handle - having said that, we may be naturally inclined to rationalize our spending model keeping most of it the same. Yet, we have been trying to do this for a while, and it has not worked. IT spend is stuck in a gridlock, making it extremely difficult to break the logjam. For too long the focus has been on year over year cost containment (creeping incrementalism), preoccupation with near term one time cost saves, and willingness to accept cost deferral to meet short term cost saving requirements. In addition, repetitive organizational, industry and regulatory pressures - such as mergers and acquisitions, Y2K, T+, SOX - has left us with baggage of the past, with complex IT architectures and incompatible applications.
Download
Download full seminar papers At
http://www.enjineer.com/forum
SMB Comes of Age, Needs IT on Tap!
SMB Comes of Age, Needs IT on Tap!
The demand for IT services from the SMB sector is growing. It is a market that is characteristically different from large enterprises. Until now, the IT industry has seen this as a market for niche solutions in hardware and software. Despite an abundance of options and limited in-house knowledge, the plight of SMBs is far from being met.
The business needs of SMBs demand ‘holistic partnership’ .
This calls for a different service model, which relieves the segment from the challenges. ‘IT on tap’ is about making IT available as remotely managed and hosted services. TCS, with 35 years of IT solutions experience and expertise in various verticals, is making this happen by bringing IT as a Service catering to the needs of SMB.
Introduction
IT vendors, business financers and telecom service providers, all see a new business opportunity at the frontier. By and large, the industry has ignored the emerging market for small and medium enterprises – in India alone it is valued at USD 9.94 billion in 2007 (Source: AMI). The SMB spend on IT accounts for 57% of the global IT spend and is rapidly growing. Infotech spending by SMBs in APAC is estimated to exceed $95 million in 2007.
With technology emerging as a key driver for Emerging Enterprise Business (small and medium business), their technology needs are no longer confined to niche products and services, that can be delivered with little thought or consideration. Rather, this segment demands state-of-art solutions to scale up alongside the business and service providers to adopt matured operating and business models to service them.
SMB is a burgeoning economic component that is capable of driving economic growth in its own right. In Germany 46% of the GDP is contributed by SMBs. They have customers like Siemens, BMW and SAP setting standards for them. In India, contribution of SMBs to exports is 46%. SMBs now operate with a higher level of sophistication than before and the need for IT services to reflect this evolution is now at a critical stage.
For IT services companies to scale up to service SMBs, one may be inclined to think that it would be a natural augmentation of services for them. For instance, we may think it is easier for the SAPs and Oracles of today to service the growing ERP market. On the contrary, SMB is a different ball game. Products and solutions that have traditionally served large enterprises will find it difficult to unlearn and rebuild solutions to the characteristic needs of this segment.
First, small businesses are constantly battling capital constraints. Interest rate fluctuations and capital investments continue to plague them and assets needed for IT adoption are usually deferred. Instances of cost over-run or failures are an inevitable part of IT implementations in large enterprise segments - similar problems in an SMB can be fatal. What most SMBs would like is to pilot less complex solutions and scale up as the company begins to realize actual benefits. This can however, lead to a business compromise, where SMBs could end up taking lesser solutions not meeting the desired need. Therefore, the service model has to mitigate the risk of adopting expensive feature-rich solutions. And, finally, SMBs would like to invest on phased basis in order to allow investments return cash flows.
Download
Download full seminar papers At
http://www.enjineer.com/forum
The demand for IT services from the SMB sector is growing. It is a market that is characteristically different from large enterprises. Until now, the IT industry has seen this as a market for niche solutions in hardware and software. Despite an abundance of options and limited in-house knowledge, the plight of SMBs is far from being met.
The business needs of SMBs demand ‘holistic partnership’ .
This calls for a different service model, which relieves the segment from the challenges. ‘IT on tap’ is about making IT available as remotely managed and hosted services. TCS, with 35 years of IT solutions experience and expertise in various verticals, is making this happen by bringing IT as a Service catering to the needs of SMB.
Introduction
IT vendors, business financers and telecom service providers, all see a new business opportunity at the frontier. By and large, the industry has ignored the emerging market for small and medium enterprises – in India alone it is valued at USD 9.94 billion in 2007 (Source: AMI). The SMB spend on IT accounts for 57% of the global IT spend and is rapidly growing. Infotech spending by SMBs in APAC is estimated to exceed $95 million in 2007.
With technology emerging as a key driver for Emerging Enterprise Business (small and medium business), their technology needs are no longer confined to niche products and services, that can be delivered with little thought or consideration. Rather, this segment demands state-of-art solutions to scale up alongside the business and service providers to adopt matured operating and business models to service them.
SMB is a burgeoning economic component that is capable of driving economic growth in its own right. In Germany 46% of the GDP is contributed by SMBs. They have customers like Siemens, BMW and SAP setting standards for them. In India, contribution of SMBs to exports is 46%. SMBs now operate with a higher level of sophistication than before and the need for IT services to reflect this evolution is now at a critical stage.
For IT services companies to scale up to service SMBs, one may be inclined to think that it would be a natural augmentation of services for them. For instance, we may think it is easier for the SAPs and Oracles of today to service the growing ERP market. On the contrary, SMB is a different ball game. Products and solutions that have traditionally served large enterprises will find it difficult to unlearn and rebuild solutions to the characteristic needs of this segment.
First, small businesses are constantly battling capital constraints. Interest rate fluctuations and capital investments continue to plague them and assets needed for IT adoption are usually deferred. Instances of cost over-run or failures are an inevitable part of IT implementations in large enterprise segments - similar problems in an SMB can be fatal. What most SMBs would like is to pilot less complex solutions and scale up as the company begins to realize actual benefits. This can however, lead to a business compromise, where SMBs could end up taking lesser solutions not meeting the desired need. Therefore, the service model has to mitigate the risk of adopting expensive feature-rich solutions. And, finally, SMBs would like to invest on phased basis in order to allow investments return cash flows.
Download
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Tuesday, March 22, 2011
The Telco Triple Play Scoring a Successful Deployment with Comprehensive SET TOP BOX TESTING
The Telco Triple Play Scoring a Successful Deployment with Comprehensive SET TOP BOX TESTING
The global technology gap is narrowing rapidly and it has been agreed by Telcos across the globe that the Internet-based IPTV,Video-on-Demand (VoD),Personal Video and other services along with end-user devices such as home media hubs, Set Top Boxes are all likely to grow throughout due to the convergence of technologies, platforms and content.
Companies leading the domestic and global markets will face tougher competition, greater challenges and have little time to respond to market shifts and new technological inventions and as such they need to take into account these changes and constantly re-evaluate and adjust their business strategies as they look into the future. ”
The proliferation of Interactive Television (iTV) applications and services, and advanced set-top boxes (STBs) has placed extensive test coverage demands on the Set Top Boxes available in the Market these days.
TATA CONSULTANCY SERVICES ( TCS) of fer s comprehensive Set Top Box Testing for the Interactive TV and Digital TV markets that can be extended to support fulfillment of multiple IP services – including IPTV, VoIP , Triple Play, Quad Play and others – over a converged next-generation network.
Introduction
Telecom Service Providers (may also be referred to as Telcos) leading the domestic and global markets will face tougher competition, greater challenges and have less time to respond to market shifts and new technological inventions. They need to take stock of these changes and constantly re-evaluate and adjust their business strategies as they forge ahead.
The global technology gap is narrowing rapidly and it has been agreed by Telcos across the globe that the internet-based Internet Protocol Television (IPTV), Video-on-Demand (VoD), Personal Video and other services along with end-user devices such as home media hubs, Set Top Boxes (STB) are likely to grow rapidly due to the convergence of technologies, platforms and content.
The proliferation of Interactive Television (iTV) applications and services, and advanced STBs has placed extensive test coverage demand on the STBs available in the market. As millions of cable and satellite subscribers are introduced to new services and products, the quality of these products and services need to be high.
Tata Consultancy Services (TCS) offers comprehensive STB testing for the Interactive TV and Digital TV markets. These services can be extended to support fulfillment of multiple IP services including IPTV, VoIP , Triple Play, Quad Play and others over a converged next-generation network.
Download
Download full seminar papers At
http://www.enjineer.com/forum
The global technology gap is narrowing rapidly and it has been agreed by Telcos across the globe that the Internet-based IPTV,Video-on-Demand (VoD),Personal Video and other services along with end-user devices such as home media hubs, Set Top Boxes are all likely to grow throughout due to the convergence of technologies, platforms and content.
Companies leading the domestic and global markets will face tougher competition, greater challenges and have little time to respond to market shifts and new technological inventions and as such they need to take into account these changes and constantly re-evaluate and adjust their business strategies as they look into the future. ”
The proliferation of Interactive Television (iTV) applications and services, and advanced set-top boxes (STBs) has placed extensive test coverage demands on the Set Top Boxes available in the Market these days.
TATA CONSULTANCY SERVICES ( TCS) of fer s comprehensive Set Top Box Testing for the Interactive TV and Digital TV markets that can be extended to support fulfillment of multiple IP services – including IPTV, VoIP , Triple Play, Quad Play and others – over a converged next-generation network.
Introduction
Telecom Service Providers (may also be referred to as Telcos) leading the domestic and global markets will face tougher competition, greater challenges and have less time to respond to market shifts and new technological inventions. They need to take stock of these changes and constantly re-evaluate and adjust their business strategies as they forge ahead.
The global technology gap is narrowing rapidly and it has been agreed by Telcos across the globe that the internet-based Internet Protocol Television (IPTV), Video-on-Demand (VoD), Personal Video and other services along with end-user devices such as home media hubs, Set Top Boxes (STB) are likely to grow rapidly due to the convergence of technologies, platforms and content.
The proliferation of Interactive Television (iTV) applications and services, and advanced STBs has placed extensive test coverage demand on the STBs available in the market. As millions of cable and satellite subscribers are introduced to new services and products, the quality of these products and services need to be high.
Tata Consultancy Services (TCS) offers comprehensive STB testing for the Interactive TV and Digital TV markets. These services can be extended to support fulfillment of multiple IP services including IPTV, VoIP , Triple Play, Quad Play and others over a converged next-generation network.
Download
Download full seminar papers At
http://www.enjineer.com/forum
Technology and Wealth Management Best Practices for Capturing Profitability
Technology and Wealth Management Best Practices for Capturing Profitability
The combination of an accelerated growth in the ranks of the wealthy, demographics of global aging, increasing access to quality information on the wealthy and their portfolios, and the sophistication in technology solutions, have all made wealth management one of the fastest growing and highly competitive segments in the financial services industry. The question is how to pursue what seems to be a lucrative market opportunity and achieve sustainable profitability targets. As wealth passes to the new generation, either from a huge intergenerational transfer or from the enormous shift as baby boomers retire, it will move into the hands of the “new wealthy” who are more technologically skillful and accustomed to making financial decisions and participate actively in the management of their wealth. To compete successfully, financial firms need to develop technology friendly solutions to drive their business models. Along with the new “smart” technology platforms, is the need for wealth managers to build personal relationships with the new wealthy on a larger scale than ever before. Wealth managers need to demonstrate how to increase investment returns, create sustainable high quality client experiences, use business intelligence toolkits to prospect new clients, increase advisor productivity while institutionalizing client loyalty, and above all, achieve profitability — even while driving down operational and vendor support costs.
To meet all these challenges effectively, wealth management service providers need an integrated wealth management platform that is seamlessly interconnected---using a "componentized architecture" as a lever for sustaining profitability and competitive advantage. These component-based platforms also offer sophisticated data services for managing the flow of data from internal sources across the wealth manager’s operations, as well as from external sources relevant to managing a customer’s total global portfolio of assets. This highly rules-based architecture also needs to harvest and make optimum use of existing technology assets that are a differentiating “secret sauce” of the wealth manager, and allow continuous integration of new, value-added, crucial functionality either through third party components or bespoke development.
Wealth management is a huge market opportunity, but the question is who will be in the winners’ circle for achieving the desired level of profitability?
Wealth Management Services - Huge Opportunity
Global wealth has been growing at an astonishing rate, both in the numbers of wealthy individuals, and their investable assets under management (AUM). Global wealth is expected to top US$44 trillion (6% compound annual growth rate - CARG) for High Net Worth (HNW) and Ultra High Net Worth individuals (UHNW) by 2010, and by some estimates will exceed US$75 trillion by 2012. From 1996 to 2005, the wealth of HNWs grew at a CARG of 8%. Over just the last 5 years into 2007, growth accelerated to 11% per annum exceeding previous estimates, reaching US$50 trillion. North America is still the world’s largest pool of wealthy individuals, with 2.7 million HNW individuals holding US$20 trillion in financial assets. This segment is followed by Europe and Asia Pacific, totaling respectively 2.8 and 2.4 million HNW individuals with financial holdings of US$17 and 9 trillion. However, this growth is expected to slow to an overall CAGR of 9% over the next 4 years.
With this size of assets underpinning the activities of wealth managers, it is no wonder that market players are ramping up their business platforms to launch into more aggressive rounds of attracting and retaining the business of the wealthy. And with an estimate that shows only 50% of these wealthy individuals currently under professional management, the opportunity for wealth managers is huge.
The Baby Boomers Transition
Within the next two decades, mortality and inheritance events will globally transfer an estimated $12 to $18 trillion to a new generation. This shift, combined with the baby boomer generation's mass conversion from accumulation into retirement distributions, will add to the large number of opportunities for global wealth managers, as well as present new challenges.
The world is now witnessing the greatest inter-generational wealth transfer in history, as baby boomers retire and execute their estate plans over the next decade, coupled with the wealth transfer associated with the mortality of the currently retired generation.
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The combination of an accelerated growth in the ranks of the wealthy, demographics of global aging, increasing access to quality information on the wealthy and their portfolios, and the sophistication in technology solutions, have all made wealth management one of the fastest growing and highly competitive segments in the financial services industry. The question is how to pursue what seems to be a lucrative market opportunity and achieve sustainable profitability targets. As wealth passes to the new generation, either from a huge intergenerational transfer or from the enormous shift as baby boomers retire, it will move into the hands of the “new wealthy” who are more technologically skillful and accustomed to making financial decisions and participate actively in the management of their wealth. To compete successfully, financial firms need to develop technology friendly solutions to drive their business models. Along with the new “smart” technology platforms, is the need for wealth managers to build personal relationships with the new wealthy on a larger scale than ever before. Wealth managers need to demonstrate how to increase investment returns, create sustainable high quality client experiences, use business intelligence toolkits to prospect new clients, increase advisor productivity while institutionalizing client loyalty, and above all, achieve profitability — even while driving down operational and vendor support costs.
To meet all these challenges effectively, wealth management service providers need an integrated wealth management platform that is seamlessly interconnected---using a "componentized architecture" as a lever for sustaining profitability and competitive advantage. These component-based platforms also offer sophisticated data services for managing the flow of data from internal sources across the wealth manager’s operations, as well as from external sources relevant to managing a customer’s total global portfolio of assets. This highly rules-based architecture also needs to harvest and make optimum use of existing technology assets that are a differentiating “secret sauce” of the wealth manager, and allow continuous integration of new, value-added, crucial functionality either through third party components or bespoke development.
Wealth management is a huge market opportunity, but the question is who will be in the winners’ circle for achieving the desired level of profitability?
Wealth Management Services - Huge Opportunity
Global wealth has been growing at an astonishing rate, both in the numbers of wealthy individuals, and their investable assets under management (AUM). Global wealth is expected to top US$44 trillion (6% compound annual growth rate - CARG) for High Net Worth (HNW) and Ultra High Net Worth individuals (UHNW) by 2010, and by some estimates will exceed US$75 trillion by 2012. From 1996 to 2005, the wealth of HNWs grew at a CARG of 8%. Over just the last 5 years into 2007, growth accelerated to 11% per annum exceeding previous estimates, reaching US$50 trillion. North America is still the world’s largest pool of wealthy individuals, with 2.7 million HNW individuals holding US$20 trillion in financial assets. This segment is followed by Europe and Asia Pacific, totaling respectively 2.8 and 2.4 million HNW individuals with financial holdings of US$17 and 9 trillion. However, this growth is expected to slow to an overall CAGR of 9% over the next 4 years.
With this size of assets underpinning the activities of wealth managers, it is no wonder that market players are ramping up their business platforms to launch into more aggressive rounds of attracting and retaining the business of the wealthy. And with an estimate that shows only 50% of these wealthy individuals currently under professional management, the opportunity for wealth managers is huge.
The Baby Boomers Transition
Within the next two decades, mortality and inheritance events will globally transfer an estimated $12 to $18 trillion to a new generation. This shift, combined with the baby boomer generation's mass conversion from accumulation into retirement distributions, will add to the large number of opportunities for global wealth managers, as well as present new challenges.
The world is now witnessing the greatest inter-generational wealth transfer in history, as baby boomers retire and execute their estate plans over the next decade, coupled with the wealth transfer associated with the mortality of the currently retired generation.
Download
Download full seminar papers At
http://www.enjineer.com/forum
Turn on Lean Governance ..For return on Outsourcing
Turn on Lean Governance ..For return on Outsourcing
This paper focuses on outsourcing IT and Business Processes, with the added dimension of the provider of the service being ‘offshore’ or in a different geography. Highlighting the unique characteristics of the Lean Governance model, the paper stresses the importance of moving outsourcing status from customer-vendor to being partners in attaining enterprise goals. Explaining the concept through case studies, the author demonstrates the importance of structures and processes, as organizations become more mature in the outsourcing process and as business imperatives change. The Lean Governance model encompasses these very elements, and is therefore a force multiplier for achieving the outsourcing objectives of both
business and IT dimensions.
Outsourcing Definition
Outsourcing can be defined in simple terms to describe a situation where one organization gives work to other firms, which can execute this work more efficiently, usually for lower costs, and whose capabilities complement or supplement their own.
Outsourcing enables organizations to focus on their core business, and in addition, it usually reduces costs, provides access to skilled resources, improves process quality and takes advantage of difference in time zones. Organizations jumping on to the outsourcing bandwagon should have a realistic understanding of these factors. They need to objectively assess gains and risks associated with outsourcing decisions. Above all, organizations should be willing to invest in time and talent for creating long-term relationships.
Michael F. Corbett author of “The Outsourcing Revolution” [2004] says: “For success in outsourcing, organizations need to take long-term value of offshore outsourcing, building advantages that go beyond near-term cost-saving. Building long-term relationships and leveraging the same becomes integral part of organizations’ strategic and tactical fabric” .
The benefits can range from being strategic, operational or technological. The risks involved also are varied. At a macro level, risks can be classified as political, legal, regulatory and economic risks. At a micro level the risks can be further classified as risks arising out of decision making flaws and implementation flaws.
Conventional wisdom indicates much of the outsourcing model or outsourcing best practices are centered around cost arbitrage, supplier selection, risk diversification, knowledge dissemination between client and supplier and micromanagement of supplier by the client. But much less is addressed on the governance aspect of client-supplier relationship that not only supports current needs [“to keep the lights on”], but also addresses future business needs. Supplier’s relationship, transformation and delivery capabilities are crucial for building a win-win customer-vendor relationship in outsourcing initiatives.
Download
Download full seminar papers At
http://www.enjineer.com/forum
This paper focuses on outsourcing IT and Business Processes, with the added dimension of the provider of the service being ‘offshore’ or in a different geography. Highlighting the unique characteristics of the Lean Governance model, the paper stresses the importance of moving outsourcing status from customer-vendor to being partners in attaining enterprise goals. Explaining the concept through case studies, the author demonstrates the importance of structures and processes, as organizations become more mature in the outsourcing process and as business imperatives change. The Lean Governance model encompasses these very elements, and is therefore a force multiplier for achieving the outsourcing objectives of both
business and IT dimensions.
Outsourcing Definition
Outsourcing can be defined in simple terms to describe a situation where one organization gives work to other firms, which can execute this work more efficiently, usually for lower costs, and whose capabilities complement or supplement their own.
Outsourcing enables organizations to focus on their core business, and in addition, it usually reduces costs, provides access to skilled resources, improves process quality and takes advantage of difference in time zones. Organizations jumping on to the outsourcing bandwagon should have a realistic understanding of these factors. They need to objectively assess gains and risks associated with outsourcing decisions. Above all, organizations should be willing to invest in time and talent for creating long-term relationships.
Michael F. Corbett author of “The Outsourcing Revolution” [2004] says: “For success in outsourcing, organizations need to take long-term value of offshore outsourcing, building advantages that go beyond near-term cost-saving. Building long-term relationships and leveraging the same becomes integral part of organizations’ strategic and tactical fabric” .
The benefits can range from being strategic, operational or technological. The risks involved also are varied. At a macro level, risks can be classified as political, legal, regulatory and economic risks. At a micro level the risks can be further classified as risks arising out of decision making flaws and implementation flaws.
Conventional wisdom indicates much of the outsourcing model or outsourcing best practices are centered around cost arbitrage, supplier selection, risk diversification, knowledge dissemination between client and supplier and micromanagement of supplier by the client. But much less is addressed on the governance aspect of client-supplier relationship that not only supports current needs [“to keep the lights on”], but also addresses future business needs. Supplier’s relationship, transformation and delivery capabilities are crucial for building a win-win customer-vendor relationship in outsourcing initiatives.
Download
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Beating The Compliance Challenges- Perspectives for Pharma CIOs
Beating The Compliance Challenges- Perspectives for Pharma CIOs
With the business model straining to operate at scale, Life Sciences companies are entrusting CIOs with insurmountable responsibilities of doing three things simultaneously -
? Drastically improving the efficiency of IT
? Use IT to drive business innovation
? Ensure regulatory compliance in the entire life-cycle
The earlier and current decade has seen inorganic growth with mergers and acquisitions. The more companies work together, the more it becomes difficult to standardize and integrate the different business processes, initiate strategic drives and outcomes, the capital and operational budgeting and most importantly, smoothen the cultural sensitivities and professional environment. Never before CIOs had to face these challenges and also resolve them quickly.CIOs occupying the centre-stage face the triple challenges of improving IT efficiency, using IT for driving business innovation and managing the ever-changing regulatory focus and requirements. We propose a TCS compliance solution that works on a three-step approach. They are:
1. High-level consulting using the TCS proprietary TM Compliance Maturity Model (COMM) - TM
2. Implementation of Compliance Office Solution (COS)
3. Management of CAPA (Corrective and Preventive actions) and metrics evaluation to measure the predefined success rating and Return-On-Investment (ROI).
The TCS compliance solution helps the client establish a robust regulatory IT compliance system that ensures ‘audit readiness’ and ‘high degree of compliance’ to various regulations at a competitive cost.
Industry Challenges: Demanding Time for CIOs
The Life Sciences industry—buffeted by the possibility of increasing price controls, declining drug-development productivity (higher costs, fewer drugs), stricter regulatory scrutiny, and tighter competition from a growing number of me-too drugs—is in a state of turbulence. This instability is squeezing the bottom-line of the industry players, which is reflected in the decrease of their earnings by 25 percent since 2002. As a precursor, companies should think of transformation of core business processes with more adoption of IT (such as in drug development and commercialization), seek new ways to increase their yield and productivity, and at the same time be compliant to the dynamic and stringent regulatory clauses and guidelines.
With the business model straining to operate at that scale, Life Sciences companies are entrusting Chief Information Officers (CIOs) with insurmountable responsibilities of doing the following three things simultaneously:
o Drastically improving the efficiency of IT
o Using IT to drive business innovation
o Ensuring regulatory compliance in the entire life cycle
The earlier and the current decade have seen inorganic growth with mergers and acquisitions. The more companies work together, the more difficult it becomes in terms of the following:
o Smoothening the cultural sensitivities and professional environment.
o Standardizing and integrating the different business processes
o Initiating strategic drives and outcomes
o Budgeting capital and operations
The CIOs have never had to face such challenges before and resolve them quickly. They can take this as an opportunity to become the true pioneers of leadership by example. A way to address these challenges by CIOs will be to tackle IT efficiency, focus on IT-driven business innovation, and establish a robust regulatory IT compliance system. For the scope of this white paper we will limit our discussion to the challenges faced by the entire Life Sciences industry in establishing a robust regulatory IT compliance system.
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With the business model straining to operate at scale, Life Sciences companies are entrusting CIOs with insurmountable responsibilities of doing three things simultaneously -
? Drastically improving the efficiency of IT
? Use IT to drive business innovation
? Ensure regulatory compliance in the entire life-cycle
The earlier and current decade has seen inorganic growth with mergers and acquisitions. The more companies work together, the more it becomes difficult to standardize and integrate the different business processes, initiate strategic drives and outcomes, the capital and operational budgeting and most importantly, smoothen the cultural sensitivities and professional environment. Never before CIOs had to face these challenges and also resolve them quickly.CIOs occupying the centre-stage face the triple challenges of improving IT efficiency, using IT for driving business innovation and managing the ever-changing regulatory focus and requirements. We propose a TCS compliance solution that works on a three-step approach. They are:
1. High-level consulting using the TCS proprietary TM Compliance Maturity Model (COMM) - TM
2. Implementation of Compliance Office Solution (COS)
3. Management of CAPA (Corrective and Preventive actions) and metrics evaluation to measure the predefined success rating and Return-On-Investment (ROI).
The TCS compliance solution helps the client establish a robust regulatory IT compliance system that ensures ‘audit readiness’ and ‘high degree of compliance’ to various regulations at a competitive cost.
Industry Challenges: Demanding Time for CIOs
The Life Sciences industry—buffeted by the possibility of increasing price controls, declining drug-development productivity (higher costs, fewer drugs), stricter regulatory scrutiny, and tighter competition from a growing number of me-too drugs—is in a state of turbulence. This instability is squeezing the bottom-line of the industry players, which is reflected in the decrease of their earnings by 25 percent since 2002. As a precursor, companies should think of transformation of core business processes with more adoption of IT (such as in drug development and commercialization), seek new ways to increase their yield and productivity, and at the same time be compliant to the dynamic and stringent regulatory clauses and guidelines.
With the business model straining to operate at that scale, Life Sciences companies are entrusting Chief Information Officers (CIOs) with insurmountable responsibilities of doing the following three things simultaneously:
o Drastically improving the efficiency of IT
o Using IT to drive business innovation
o Ensuring regulatory compliance in the entire life cycle
The earlier and the current decade have seen inorganic growth with mergers and acquisitions. The more companies work together, the more difficult it becomes in terms of the following:
o Smoothening the cultural sensitivities and professional environment.
o Standardizing and integrating the different business processes
o Initiating strategic drives and outcomes
o Budgeting capital and operations
The CIOs have never had to face such challenges before and resolve them quickly. They can take this as an opportunity to become the true pioneers of leadership by example. A way to address these challenges by CIOs will be to tackle IT efficiency, focus on IT-driven business innovation, and establish a robust regulatory IT compliance system. For the scope of this white paper we will limit our discussion to the challenges faced by the entire Life Sciences industry in establishing a robust regulatory IT compliance system.
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Engineering Outsourcing - No longer just creating 3D models or making drawings
Engineering Outsourcing - No longer just creating 3D models or making drawings
The main objective of this paper is to highlight the evolving change of customers’ perspective on engineering outsourcing and narrate the story on how TCS responded to this and became successful. This paper highlights couple of projects as examples. It highlights the typical industry needs in product engineering and narrates how such needs are effectively met. The various competencies identified and developed by TCS and experiences on similar lines are described in this paper. This paper also summarises the changed needs of the customer and key factors for success in engineering outsourcing.
Keywords
New Product Development (NPD), Competencies, Dimensional Management, Value Analysis and Value Engineering (VA/VE), Failure Mode Effect Analysis (FMEA), Design for Manufacturability, Assembly and Serviceability (DFX)
Introduction - The change has arrived
A decade back, when engineering outsourcing was still in its nascent stage, the work offshored to India predominantly involved creating digital models and drawings. The design activity was not outsourced to India because of various reasons such as concerns with regard to intellectual property, lack of resources with domain knowledge and above all lack of understanding on what really works with outsourcing. The effective collaboration and coordination between the service receiver and service provider were the keys to success in this model and the time spent on the same became a matter of concern to those who were interacting with service providers. As a trend, companies started looking at solutions with increased ownership from service providers to move out from day-to-day monitoring and reviewing of the project. The modelling and detailing encompassed only a portion of the bigger picture (piece-meal type of outsourcing) and companies clearly sensed the need to shift to a bigger chunk of work where increased ownership on the design had to be demonstrated by the service providers. The customers started seeing the need to realise “Value arbitrage” from the engagement to bring competitive products to the market with less overall program spending. The ability of service providers to understand the customer product lines is becoming an important factor in choosing the right service provider.
The new journey of TCS adopting the change
The Engineering and Industrial Services (EIS) unit of TCS observed the evolving change in the needs of the customer and aligned its internal strategy to build series of new competencies to support the customer. The set of competencies required to support customers in the complete product development program involved working at several layers apart from modelling and detailing. The journey never stopped with just product design. TCS increased the focus and developed a whole range of peripheral competencies around product design such as Knowledge Based Engineering (KBE), Digital Manufacturing, Product Lifecycle Management (PLM), Technical Publications, Sourcing and Manufacturing services, Plant solutions, Integrated Asset Management, Remote Monitoring and Diagnostics and Geospatial solutions such that all elements of a product life cycle starting from product design, manufacturing through post sales can be addressed in a global engineering environment.
The new competencies helped TCS successfully complete several product design and development projects. For example, Industrial Machinery group of EIS has been providing product design services to power machinery, material handling, and earth moving sector. This group has completed several projects and offered services in the broader spectrum of product design and development programs to global customers. Outlined here are two such examples.
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The main objective of this paper is to highlight the evolving change of customers’ perspective on engineering outsourcing and narrate the story on how TCS responded to this and became successful. This paper highlights couple of projects as examples. It highlights the typical industry needs in product engineering and narrates how such needs are effectively met. The various competencies identified and developed by TCS and experiences on similar lines are described in this paper. This paper also summarises the changed needs of the customer and key factors for success in engineering outsourcing.
Keywords
New Product Development (NPD), Competencies, Dimensional Management, Value Analysis and Value Engineering (VA/VE), Failure Mode Effect Analysis (FMEA), Design for Manufacturability, Assembly and Serviceability (DFX)
Introduction - The change has arrived
A decade back, when engineering outsourcing was still in its nascent stage, the work offshored to India predominantly involved creating digital models and drawings. The design activity was not outsourced to India because of various reasons such as concerns with regard to intellectual property, lack of resources with domain knowledge and above all lack of understanding on what really works with outsourcing. The effective collaboration and coordination between the service receiver and service provider were the keys to success in this model and the time spent on the same became a matter of concern to those who were interacting with service providers. As a trend, companies started looking at solutions with increased ownership from service providers to move out from day-to-day monitoring and reviewing of the project. The modelling and detailing encompassed only a portion of the bigger picture (piece-meal type of outsourcing) and companies clearly sensed the need to shift to a bigger chunk of work where increased ownership on the design had to be demonstrated by the service providers. The customers started seeing the need to realise “Value arbitrage” from the engagement to bring competitive products to the market with less overall program spending. The ability of service providers to understand the customer product lines is becoming an important factor in choosing the right service provider.
The new journey of TCS adopting the change
The Engineering and Industrial Services (EIS) unit of TCS observed the evolving change in the needs of the customer and aligned its internal strategy to build series of new competencies to support the customer. The set of competencies required to support customers in the complete product development program involved working at several layers apart from modelling and detailing. The journey never stopped with just product design. TCS increased the focus and developed a whole range of peripheral competencies around product design such as Knowledge Based Engineering (KBE), Digital Manufacturing, Product Lifecycle Management (PLM), Technical Publications, Sourcing and Manufacturing services, Plant solutions, Integrated Asset Management, Remote Monitoring and Diagnostics and Geospatial solutions such that all elements of a product life cycle starting from product design, manufacturing through post sales can be addressed in a global engineering environment.
The new competencies helped TCS successfully complete several product design and development projects. For example, Industrial Machinery group of EIS has been providing product design services to power machinery, material handling, and earth moving sector. This group has completed several projects and offered services in the broader spectrum of product design and development programs to global customers. Outlined here are two such examples.
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What's Next in IPTV
What's Next in IPTV
Today, when the heated race of “me too” in IPTV (Internet Protocol Television) space is almost over with the participation of telecom service providers from each subcontinent across the globe, IPTV operators are now aggressively searching for competitive differentiation. IPTV industry is no longer adolescent. With huge capital investments already poured in by the service providers to bring in new technology, now there is a strong urge to think beyond the break even. This paper provides a bigger picture of IPTV business and explains how the holistic view of IPTV business is going to change the way service providers will
look at profitability.
TATA CONSULTANCY SERVICES (TCS) is a partner for all the three phases of IPTV business lifecycle (defined subsequently in this paper), and helps a service provider in making a seamless shift through the phases, to turn IPTV into a more profitable business.
IPTV business lifecycle – TCS View
TCS identifies three phases that every IPTV implementation typically goes through:
• Launch/Upgrade Phase
• Monetization Phase
• Optimization Phase
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Today, when the heated race of “me too” in IPTV (Internet Protocol Television) space is almost over with the participation of telecom service providers from each subcontinent across the globe, IPTV operators are now aggressively searching for competitive differentiation. IPTV industry is no longer adolescent. With huge capital investments already poured in by the service providers to bring in new technology, now there is a strong urge to think beyond the break even. This paper provides a bigger picture of IPTV business and explains how the holistic view of IPTV business is going to change the way service providers will
look at profitability.
TATA CONSULTANCY SERVICES (TCS) is a partner for all the three phases of IPTV business lifecycle (defined subsequently in this paper), and helps a service provider in making a seamless shift through the phases, to turn IPTV into a more profitable business.
IPTV business lifecycle – TCS View
TCS identifies three phases that every IPTV implementation typically goes through:
• Launch/Upgrade Phase
• Monetization Phase
• Optimization Phase
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TCS Way of Telecom Assurance
TCS Way of Telecom Assurance
Many Assurance products and solutions are available in the market to address specific aspects of assurance like fault, erformance and so on, aiming at ensuring customer satisfaction. However, there are gaps in assessing the effectiveness of the solutions and their role in ensuring a healthy and satisfied relationship in Telco’s eco-system.
This white paper discusses the TCS Way of Telecom Assurance, a relationship and promise-based paradigm to enhance the experience between various relationships in a Telco eco-system, through commitment to promises. This paper also discusses the TCS way of assessing effectiveness of assurance solution to manage and deliver on those promises.
Introduction
In today’s highly competitive telecom market, launching new products and value added services are not sufficient to grow the market share. The key to sustain business and streamline the revenue flow lies in the service provider’s effectiveness in customer service, the quality and promptness in responding to issues and network faults. In other words, service assurance is very important in today’s Telco eco-system.
Many solutions and/or products are available in the market to address specific aspects of assurance. Any gaps in assessing the effectiveness of assurance solutions and process automation may prevent organizations from getting a complete picture of their business and how it operates. This may result in uncertain and erroneous decision-making. This means that assurance is limited and the business fails to operate at optimum levels.
TCS Way of Telecom Assurance introduces a relationship and promise-based paradigm that takes into account various promises such as security, availability and so on, that may exist between relationships between the stakeholders to prevail a happy situation in the entire organization. TCS Way of Assurance aims at improving the relationship experience through commitment to promises by enhancing the effectiveness of assurance solutions to deliver on the promises. It’s a holistic approach with practical outcomes!
The rationale behind TCS Way of Assurance is to enhance the traditional representation of assurance to bring in focus on relationships, promises, parameters, enablers and categorization. These are explained in detail later in the paper.
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Many Assurance products and solutions are available in the market to address specific aspects of assurance like fault, erformance and so on, aiming at ensuring customer satisfaction. However, there are gaps in assessing the effectiveness of the solutions and their role in ensuring a healthy and satisfied relationship in Telco’s eco-system.
This white paper discusses the TCS Way of Telecom Assurance, a relationship and promise-based paradigm to enhance the experience between various relationships in a Telco eco-system, through commitment to promises. This paper also discusses the TCS way of assessing effectiveness of assurance solution to manage and deliver on those promises.
Introduction
In today’s highly competitive telecom market, launching new products and value added services are not sufficient to grow the market share. The key to sustain business and streamline the revenue flow lies in the service provider’s effectiveness in customer service, the quality and promptness in responding to issues and network faults. In other words, service assurance is very important in today’s Telco eco-system.
Many solutions and/or products are available in the market to address specific aspects of assurance. Any gaps in assessing the effectiveness of assurance solutions and process automation may prevent organizations from getting a complete picture of their business and how it operates. This may result in uncertain and erroneous decision-making. This means that assurance is limited and the business fails to operate at optimum levels.
TCS Way of Telecom Assurance introduces a relationship and promise-based paradigm that takes into account various promises such as security, availability and so on, that may exist between relationships between the stakeholders to prevail a happy situation in the entire organization. TCS Way of Assurance aims at improving the relationship experience through commitment to promises by enhancing the effectiveness of assurance solutions to deliver on the promises. It’s a holistic approach with practical outcomes!
The rationale behind TCS Way of Assurance is to enhance the traditional representation of assurance to bring in focus on relationships, promises, parameters, enablers and categorization. These are explained in detail later in the paper.
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Food Safety and Traceability
Food Safety and Traceability
Economic instability, escalating health fears, demanding consumers on product specifications, traceability adoption are few of the immediate challenges faced by “Consumer Products (CP)” organizations. This paper is aimed at addressing the importance of adopting traceability solutions by the CP companies and also highlights the TCS approach and solution on "Food Safety and Traceability" .
Introduction
Global economic turmoil, rise in cost of living, escalating health fears, strict global regulations and volatile market means that traceability is a challenge for most of the “Consumer Products” organizations and they cannot afford to ignore the same. In the last few years, visibility of food safety and quality control incidents has been increasing and becoming the talk of the town and creating awareness among the public. This intensifies the focus on product lifecycle transparency in order to safeguard the products across the supply chain. In a global village where products travel longer, the risks become more prevalent and complex. Hence, there is an increasing demand for information on product quality and safety that organizations must comply with.
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Economic instability, escalating health fears, demanding consumers on product specifications, traceability adoption are few of the immediate challenges faced by “Consumer Products (CP)” organizations. This paper is aimed at addressing the importance of adopting traceability solutions by the CP companies and also highlights the TCS approach and solution on "Food Safety and Traceability" .
Introduction
Global economic turmoil, rise in cost of living, escalating health fears, strict global regulations and volatile market means that traceability is a challenge for most of the “Consumer Products” organizations and they cannot afford to ignore the same. In the last few years, visibility of food safety and quality control incidents has been increasing and becoming the talk of the town and creating awareness among the public. This intensifies the focus on product lifecycle transparency in order to safeguard the products across the supply chain. In a global village where products travel longer, the risks become more prevalent and complex. Hence, there is an increasing demand for information on product quality and safety that organizations must comply with.
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DFSS Approach for Economic Success of PDM Implementation
DFSS Approach for Economic Success of PDM Implementation
The long-term economic success of an organization depends on its ability to devise strategies and processes that are based on its products. Some of the key business drivers that influence these strategies and processes are time-to-market, manufacturing costs, and product configurability. Availability of accurate, timely, and sharable product information across the product’s lifecycle is imperative for a product-centric organization.
Digitizing product data by deploying a PDM system may prove to be insufficient in addressing the business problem in its entirety. Existing business processes have to be analyzed to determine whether they are adequate and the necessary changes should be incorporated before embarking on digitization. The economic success of a PDM implementation depends on identifying key business drivers, designing and IT-enabling capable processes, and continuously monitoring the digitized processes as well as the PDM system.
This paper explores Design for Six Sigma (DFSS) approach for economic success.
Introduction
The long-term economic success of an organization depends on its ability to devise strategies and processes that are based on its products. Some of the key business drivers that influence these strategies and processes are time-to-market, manufacturing costs, and product configurability. Availability of accurate, timely, and sharable product information across the product’s lifecycle is imperative for a product-centric organization.
Digitizing product data by deploying a PDM system may prove to be insufficient in addressing the business problem in its entirety. Existing business processes have to be analyzed to determine whether they are adequate and the necessary changes should be incorporated before embarking on digitization. The economic success of a PDM implementation depends on identifying key business drivers, designing and IT-enabling capable processes, and continuously monitoring the digitized processes as well as the PDM system.
Need for Measurement
The definition of the success of a PDM implementation is different for different roles in an organization. This lack of a common scale of measurement further complicates the issue of measuring the success. Success, from the point of view of the CEO is measured in terms of the resultant organizational benefits, whereas for the CFO, success is measured in terms of the financial benefits accrued. The CIO, on the other hand, will measure success in terms of the benefits afforded by the implementation of information technology. Similarly, end users and stakeholders will have their own set of criteria against which they measure the success of the implementation.
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The long-term economic success of an organization depends on its ability to devise strategies and processes that are based on its products. Some of the key business drivers that influence these strategies and processes are time-to-market, manufacturing costs, and product configurability. Availability of accurate, timely, and sharable product information across the product’s lifecycle is imperative for a product-centric organization.
Digitizing product data by deploying a PDM system may prove to be insufficient in addressing the business problem in its entirety. Existing business processes have to be analyzed to determine whether they are adequate and the necessary changes should be incorporated before embarking on digitization. The economic success of a PDM implementation depends on identifying key business drivers, designing and IT-enabling capable processes, and continuously monitoring the digitized processes as well as the PDM system.
This paper explores Design for Six Sigma (DFSS) approach for economic success.
Introduction
The long-term economic success of an organization depends on its ability to devise strategies and processes that are based on its products. Some of the key business drivers that influence these strategies and processes are time-to-market, manufacturing costs, and product configurability. Availability of accurate, timely, and sharable product information across the product’s lifecycle is imperative for a product-centric organization.
Digitizing product data by deploying a PDM system may prove to be insufficient in addressing the business problem in its entirety. Existing business processes have to be analyzed to determine whether they are adequate and the necessary changes should be incorporated before embarking on digitization. The economic success of a PDM implementation depends on identifying key business drivers, designing and IT-enabling capable processes, and continuously monitoring the digitized processes as well as the PDM system.
Need for Measurement
The definition of the success of a PDM implementation is different for different roles in an organization. This lack of a common scale of measurement further complicates the issue of measuring the success. Success, from the point of view of the CEO is measured in terms of the resultant organizational benefits, whereas for the CFO, success is measured in terms of the financial benefits accrued. The CIO, on the other hand, will measure success in terms of the benefits afforded by the implementation of information technology. Similarly, end users and stakeholders will have their own set of criteria against which they measure the success of the implementation.
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Transformative Roles of Global Engineering Partners in the A&D Supply Chain – A look into the aircraft certification process
Transformative Roles of Global Engineering Partners in the A&D Supply Chain – A look into the aircraft certification process
The main objective of this paper is to highlight the role of Global Engineering Partners (GEPs) in the globalized Aerospace & Defense (A&D) supply chain with an emphasis on the certification process. The complexities involved in aircraft ertification due to transforming roles of the stakeholders are highlighted. The paper presents a detailed approach for airworthiness and type certification for a developmental aircraft, various standards that are applicable and types of certification. A case study based approach is followed to demonstrate how the capabilities of GEPs could be leveraged by the A&D industry to address design for quality and the support for certification in various aircraft related areas. The paper clearly articulates the challenges faced by the A&D industry and explains how GEPs can positively impact the A&D value chain by reducing lead time, cost and risk to create sustainable supply chain surplus. The paper concludes that global networks encompassing the A&D players and the right GEPs would be a key success factor for the A&D industry in the future as these GEPs give the A&D industry access to global talent pool to foster innovation in the supply chain
Keywords:
Certification, Global Engineering Partner (GEP), Aerospace & Defense (A&D), Compliance, Supply Chain
Introduction
The OEMs of the A&D industry are evolving into a new role of super-integrators. These emerging super-integrators are driving outsourcing of development and manufacturing to strategic partners and suppliers worldwide to meet the challenging business imperatives in terms of cost, time, risk and innovation. Industry consolidation and compressed time-to-market are driving the A&D industry. This is forcing the A&D companies to increase productivity and efficiency at all stages of the product lifecycle. The mission criticality characteristic associated with the aerospace and defense products places towering importance on the Certification process in the product life cycle.
The paper highlights globalized scenario of the A&D industry and explains the aircraft Certification process in such a scenario. Also, this paper explains the philosophy of type Certification for a developmental aircraft, different types of Certifications and applicable Certification standards. Further it deals with the role of Global Engineering Partners (GEPs) in the Certification process in the globalized scenario with the aid of a few cases. The cases are used to explain how GEPs could significantly contribute to the fulfillment of the business objectives of the A&D companies.
Globalized scenario and its implications on the Certification process
The global Aerospace & Defense (A&D) industry is undergoing major transformations (Refer Fig 1). The big push over in the past few years is to drive suppliers to add more value in terms of System Engineering, Integration, Testing & Certification, while the OEMs assemble larger Sub- Assemblies together. The OEM’s focus is on core competencies, i.e, Final Integration, Technology Advancements, Testing & overall Certification, while suppliers work either as System Design and Manufacturing specialists. The result is, Sixty to eighty percent of production costs, risk and lead times reside across the supply chain. Boeing’s 787 program supply chain being a case in point. The entire wing of 787 is outsourced to Japan . Most A&D OEMs are driving value to the supply base; there has been an increased emphasis on supplier partnership programs. These partnerships have caused OEMs to invest in supplier development teams. They work with the suppliers on their design & production systems to facilitate design & Certification activities and develop production capacities to meet demand, cost targets and the regulatory compliance. Lean and Six Sigma are the leading tool sets preferred by the A&D OEMs. Embraer’s initiatives in these lines are notable. The number of suppliers involved in ERJ 170/190, in comparison to the ERJ-145, was reduced from 400 to 40; 16 of them being risk sharing partners . The decrease was a strategic decision to better manage them, minimize costs and improve product quality through collaboration with the best companies in the sector.
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The main objective of this paper is to highlight the role of Global Engineering Partners (GEPs) in the globalized Aerospace & Defense (A&D) supply chain with an emphasis on the certification process. The complexities involved in aircraft ertification due to transforming roles of the stakeholders are highlighted. The paper presents a detailed approach for airworthiness and type certification for a developmental aircraft, various standards that are applicable and types of certification. A case study based approach is followed to demonstrate how the capabilities of GEPs could be leveraged by the A&D industry to address design for quality and the support for certification in various aircraft related areas. The paper clearly articulates the challenges faced by the A&D industry and explains how GEPs can positively impact the A&D value chain by reducing lead time, cost and risk to create sustainable supply chain surplus. The paper concludes that global networks encompassing the A&D players and the right GEPs would be a key success factor for the A&D industry in the future as these GEPs give the A&D industry access to global talent pool to foster innovation in the supply chain
Keywords:
Certification, Global Engineering Partner (GEP), Aerospace & Defense (A&D), Compliance, Supply Chain
Introduction
The OEMs of the A&D industry are evolving into a new role of super-integrators. These emerging super-integrators are driving outsourcing of development and manufacturing to strategic partners and suppliers worldwide to meet the challenging business imperatives in terms of cost, time, risk and innovation. Industry consolidation and compressed time-to-market are driving the A&D industry. This is forcing the A&D companies to increase productivity and efficiency at all stages of the product lifecycle. The mission criticality characteristic associated with the aerospace and defense products places towering importance on the Certification process in the product life cycle.
The paper highlights globalized scenario of the A&D industry and explains the aircraft Certification process in such a scenario. Also, this paper explains the philosophy of type Certification for a developmental aircraft, different types of Certifications and applicable Certification standards. Further it deals with the role of Global Engineering Partners (GEPs) in the Certification process in the globalized scenario with the aid of a few cases. The cases are used to explain how GEPs could significantly contribute to the fulfillment of the business objectives of the A&D companies.
Globalized scenario and its implications on the Certification process
The global Aerospace & Defense (A&D) industry is undergoing major transformations (Refer Fig 1). The big push over in the past few years is to drive suppliers to add more value in terms of System Engineering, Integration, Testing & Certification, while the OEMs assemble larger Sub- Assemblies together. The OEM’s focus is on core competencies, i.e, Final Integration, Technology Advancements, Testing & overall Certification, while suppliers work either as System Design and Manufacturing specialists. The result is, Sixty to eighty percent of production costs, risk and lead times reside across the supply chain. Boeing’s 787 program supply chain being a case in point. The entire wing of 787 is outsourced to Japan . Most A&D OEMs are driving value to the supply base; there has been an increased emphasis on supplier partnership programs. These partnerships have caused OEMs to invest in supplier development teams. They work with the suppliers on their design & production systems to facilitate design & Certification activities and develop production capacities to meet demand, cost targets and the regulatory compliance. Lean and Six Sigma are the leading tool sets preferred by the A&D OEMs. Embraer’s initiatives in these lines are notable. The number of suppliers involved in ERJ 170/190, in comparison to the ERJ-145, was reduced from 400 to 40; 16 of them being risk sharing partners . The decrease was a strategic decision to better manage them, minimize costs and improve product quality through collaboration with the best companies in the sector.
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Headend Deployment Strategy
Headend Deployment Strategy
This paper describes the flow of the live content delivery from the Headend to the customer premise equipment. It also highlights the major issues encountered in designing an IPTV Headend and discusses the implementation of Headend for a variety of integration scenarios. The paper elaborates on TCS’s expertise to provide a Headend solution and the various decision points that will enable the service provider inaugurate the delivery of IPTV services.
With a continuously changing business scenario in the TV market, Telco’s are looking to purchase or develop cutting edge solutions to remain competitive and bring down the cost of operation. As IPTV’s accessibility depends on the network technology, the network architecture used to deploy IPTV is vital. Content delivery requires bandwidth and performance, not only in the last mile (the access network), but also in the edge, core of the network and in the customer premises.
The IPTV reference architecture is a model designed by the TCS IPTV team for Headend deployment. This model provides the framework to overcome the challenges encountered for deploying the IPTV solution. The reference architecture model goes beyond system integration by creating standards for flow of business events and processes from one application to another.
The Headend deployment strategy suggested in this paper will help Telco’s in establishing a common view of the complex business entities, processes, and challenges that they could come across in the IPTV deployment.
Introduction to IPTV
Television is called as the “75-year-old killer application” . Internet Protocol Television (IPTV) is a digital television service distributed using IP network. Here IP network is predominantly the same kind of network that we use to surf the internet and send emails.
IPTV delivers enhanced video applications over a managed or dedicated network to the TV through broadband connection. IPTV also capitalizes on the two way nature of the IP network by providing an unprecedented interactive medium for subscribers.
In veracity, an IP network can deliver much more than television channels. Using IPTV network technology, a service provider can easily distribute terrestrial, radio and live satellite channels, digital videos on demand and other value added services such as Video conferencing, TV chat, TV mail, Games, TV banking, Reminders , Internet browsing on TV and many more value added services through the network infrastructure.
IPTV technology enables service providers to deliver unlimited content and functionality that has not been available previously on TV.
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This paper describes the flow of the live content delivery from the Headend to the customer premise equipment. It also highlights the major issues encountered in designing an IPTV Headend and discusses the implementation of Headend for a variety of integration scenarios. The paper elaborates on TCS’s expertise to provide a Headend solution and the various decision points that will enable the service provider inaugurate the delivery of IPTV services.
With a continuously changing business scenario in the TV market, Telco’s are looking to purchase or develop cutting edge solutions to remain competitive and bring down the cost of operation. As IPTV’s accessibility depends on the network technology, the network architecture used to deploy IPTV is vital. Content delivery requires bandwidth and performance, not only in the last mile (the access network), but also in the edge, core of the network and in the customer premises.
The IPTV reference architecture is a model designed by the TCS IPTV team for Headend deployment. This model provides the framework to overcome the challenges encountered for deploying the IPTV solution. The reference architecture model goes beyond system integration by creating standards for flow of business events and processes from one application to another.
The Headend deployment strategy suggested in this paper will help Telco’s in establishing a common view of the complex business entities, processes, and challenges that they could come across in the IPTV deployment.
Introduction to IPTV
Television is called as the “75-year-old killer application” . Internet Protocol Television (IPTV) is a digital television service distributed using IP network. Here IP network is predominantly the same kind of network that we use to surf the internet and send emails.
IPTV delivers enhanced video applications over a managed or dedicated network to the TV through broadband connection. IPTV also capitalizes on the two way nature of the IP network by providing an unprecedented interactive medium for subscribers.
In veracity, an IP network can deliver much more than television channels. Using IPTV network technology, a service provider can easily distribute terrestrial, radio and live satellite channels, digital videos on demand and other value added services such as Video conferencing, TV chat, TV mail, Games, TV banking, Reminders , Internet browsing on TV and many more value added services through the network infrastructure.
IPTV technology enables service providers to deliver unlimited content and functionality that has not been available previously on TV.
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Content Agility for Legal Information Services – A perspective and TCS Offerings
Content Agility for Legal Information Services – A perspective and TCS Offerings
Legal Information Service providers, now, are more pressed than ever to process larger data sets and provide timely actionable knowledge through multiple delivery channels. The providers using product-centric content strategy and legacy content management systems are not being able to maximize the value of their content. To cater to the growing needs of knowledge-driven legal professionals, service providers need to move to a content-centric strategy and introduce agility in managing their IT systems. This paper presents an overview of the challenges faced by the Legal Information Service providers and the TCS Content Agility roadmap for transforming their IT systems to meet the current market needs and emerging demands.
Introduction
Prior to the advent of electronic research, for rendering legal advice, the sole source of knowledge was physical documents. Lawyers and their staff used to spend a considerable part of their time in researching physical legal documents to get the relevant references to build cases. Librarians and law students used to spend considerable time in the library to locate the desired information. Since the legal profession is knowledge-driven and the knowledge requires frequent updating with the continuous changes in legislation, rules and verdicts of the courts, locating the right information was time consuming and costly.
The Internet age has certainly made it easier and less time consuming to locate the relevant cases, statutes, references to treatises, law articles and other relevant references. But with an ever-increasing number of data sources, explosive data growth and lack of universal citation standard, the Legal Information Service Providers face a significant challenge in maintaining coverage, depth and relevance of content. It is therefore imperative for Legal Information Service providers to deliver the services across multiple delivery channels with more speed, accuracy and effectiveness. Legal Information Service Providers have to move from traditional product-centric approaches to efficient content-centric approaches to address the challenges that legal professionals face. Content Agility is the change agent for transformation in an expeditious and efficient manner.
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Legal Information Service providers, now, are more pressed than ever to process larger data sets and provide timely actionable knowledge through multiple delivery channels. The providers using product-centric content strategy and legacy content management systems are not being able to maximize the value of their content. To cater to the growing needs of knowledge-driven legal professionals, service providers need to move to a content-centric strategy and introduce agility in managing their IT systems. This paper presents an overview of the challenges faced by the Legal Information Service providers and the TCS Content Agility roadmap for transforming their IT systems to meet the current market needs and emerging demands.
Introduction
Prior to the advent of electronic research, for rendering legal advice, the sole source of knowledge was physical documents. Lawyers and their staff used to spend a considerable part of their time in researching physical legal documents to get the relevant references to build cases. Librarians and law students used to spend considerable time in the library to locate the desired information. Since the legal profession is knowledge-driven and the knowledge requires frequent updating with the continuous changes in legislation, rules and verdicts of the courts, locating the right information was time consuming and costly.
The Internet age has certainly made it easier and less time consuming to locate the relevant cases, statutes, references to treatises, law articles and other relevant references. But with an ever-increasing number of data sources, explosive data growth and lack of universal citation standard, the Legal Information Service Providers face a significant challenge in maintaining coverage, depth and relevance of content. It is therefore imperative for Legal Information Service providers to deliver the services across multiple delivery channels with more speed, accuracy and effectiveness. Legal Information Service Providers have to move from traditional product-centric approaches to efficient content-centric approaches to address the challenges that legal professionals face. Content Agility is the change agent for transformation in an expeditious and efficient manner.
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Integrated Multi Channel Retail Enhance the consumer mindshare
Integrated Multi Channel Retail Enhance the consumer mindshare
Consumers today have changed the way they interact with businesses. Prime among them is the means by which they purchase products, services or offerings. The consumer has adapted to multiple channels and moves easily across channels to search for products, decide on the best product through discussions with peers, search for the best prices and promotions, finalize a store/web-store and finally make a purchase. Retailers need to understand this need to service the customers through various channels, while presenting an integrated view of the business.
In the world of retail where product differentiation is minimal and consumers tend to be price sensitive, there is a need to provide differentiation by creating a consistent experience when consumers move across channels and create incremental mind share through personalized experience. This consumer experience is not created by just deploying channels, since these often tend to function in silos without complementing and in a worst case cannibalizing each other. The failure to synchronize the channels may lead to loss of sales and customer loyalty. The retailer has to strategize on how to capitalize the various channels to increase market share while retaining the existing customers. A proper framework is needed to understand all the facets of operations and technology which need to be deployed to deliver on the expectations.
Introduction
The retail industry has evolved through multiple stages where it was initialized by a primitive barter system to commerce with monetary transactions to street vendors and your friendly neighborhood mom-and-pop stores. With the advent of organized retail, the business felt the need to reach out to a wider spectrum of consumers to increase their market share. This brought in the various marketing channels and mediums through which the retailers communicated with the consumer (for example, catalogue promotions, teleshopping and mailers). While the business has evolved so has the consumer. The retention span of the consumer for a brand recall has reduced, which calls for retailers to increase the consumer mindshare by providing exemplary customer service through multiple touch points and becoming the preferred brand for any need that may arise in a consumer’s mind.
Retailers today deploy multiple channels to reach out and engage the consumer through the complete life cycle from an enquiry to after sales. When used effectively and optimally without overdoing it, these channels can be a favorable way for retailers to promote their products and services.
Consumers use multiple channels such as stores, web, calls, and wireless devices (mobiles and so on) to perform multiple tasks. The retailer has to take an initiative to reach out to these consumer segments and leverage this presence. Satisfying the consumers’ needs when it arises and creating a mental from a consumer are the two important factors to expand market share.
To understand how the multiple channels act cohesively and provide a rich environment of consumer interaction and consumer behavior let us take a scenario where the consumer goes through a sales cycle using multiple channels.
The consumer is first engaged through a series of promotions and campaigns using channels like the web, kiosks, phone and so on. The consumer then transacts with the retailer through a brick and mortar store front where an intelligent sales staff greets him using new technologies and provides a great shopping experience. The retailer delivers the promised goods by leveraging a strong supply chain and delivery mechanism which keeps the consumer informed about the status of his order and makes him feel cared for. Finally the sales cycle is not complete if it does not have an efficient after sales service as well. This is again accomplished through the effective use of the emails, Short Message Services (SMS), phones and online communications.
It is imperative to note that during all these interactions while the consumer may swiftly move across channels, the retailer has to provide a seamless unified and personalized experience to the consumer to differentiate from the crowd. When a consumer is recognized and provided personalized promotions, there is a brand recall that is instantly attached to the retailer.
To maintain a unified view of the business across all these channels it is important for the retailer that the channels complement each other and increase sales overall. While the above sounds like an ideal retail scenario which may be easy to deploy, it has its fair share of challenges around technology and business processes which needs to be addressed. We try to demystify these challenges and look at ways that the retailer can deploy multiple channels to enhance the business.
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Consumers today have changed the way they interact with businesses. Prime among them is the means by which they purchase products, services or offerings. The consumer has adapted to multiple channels and moves easily across channels to search for products, decide on the best product through discussions with peers, search for the best prices and promotions, finalize a store/web-store and finally make a purchase. Retailers need to understand this need to service the customers through various channels, while presenting an integrated view of the business.
In the world of retail where product differentiation is minimal and consumers tend to be price sensitive, there is a need to provide differentiation by creating a consistent experience when consumers move across channels and create incremental mind share through personalized experience. This consumer experience is not created by just deploying channels, since these often tend to function in silos without complementing and in a worst case cannibalizing each other. The failure to synchronize the channels may lead to loss of sales and customer loyalty. The retailer has to strategize on how to capitalize the various channels to increase market share while retaining the existing customers. A proper framework is needed to understand all the facets of operations and technology which need to be deployed to deliver on the expectations.
Introduction
The retail industry has evolved through multiple stages where it was initialized by a primitive barter system to commerce with monetary transactions to street vendors and your friendly neighborhood mom-and-pop stores. With the advent of organized retail, the business felt the need to reach out to a wider spectrum of consumers to increase their market share. This brought in the various marketing channels and mediums through which the retailers communicated with the consumer (for example, catalogue promotions, teleshopping and mailers). While the business has evolved so has the consumer. The retention span of the consumer for a brand recall has reduced, which calls for retailers to increase the consumer mindshare by providing exemplary customer service through multiple touch points and becoming the preferred brand for any need that may arise in a consumer’s mind.
Retailers today deploy multiple channels to reach out and engage the consumer through the complete life cycle from an enquiry to after sales. When used effectively and optimally without overdoing it, these channels can be a favorable way for retailers to promote their products and services.
Consumers use multiple channels such as stores, web, calls, and wireless devices (mobiles and so on) to perform multiple tasks. The retailer has to take an initiative to reach out to these consumer segments and leverage this presence. Satisfying the consumers’ needs when it arises and creating a mental from a consumer are the two important factors to expand market share.
To understand how the multiple channels act cohesively and provide a rich environment of consumer interaction and consumer behavior let us take a scenario where the consumer goes through a sales cycle using multiple channels.
The consumer is first engaged through a series of promotions and campaigns using channels like the web, kiosks, phone and so on. The consumer then transacts with the retailer through a brick and mortar store front where an intelligent sales staff greets him using new technologies and provides a great shopping experience. The retailer delivers the promised goods by leveraging a strong supply chain and delivery mechanism which keeps the consumer informed about the status of his order and makes him feel cared for. Finally the sales cycle is not complete if it does not have an efficient after sales service as well. This is again accomplished through the effective use of the emails, Short Message Services (SMS), phones and online communications.
It is imperative to note that during all these interactions while the consumer may swiftly move across channels, the retailer has to provide a seamless unified and personalized experience to the consumer to differentiate from the crowd. When a consumer is recognized and provided personalized promotions, there is a brand recall that is instantly attached to the retailer.
To maintain a unified view of the business across all these channels it is important for the retailer that the channels complement each other and increase sales overall. While the above sounds like an ideal retail scenario which may be easy to deploy, it has its fair share of challenges around technology and business processes which needs to be addressed. We try to demystify these challenges and look at ways that the retailer can deploy multiple channels to enhance the business.
Download
Download full seminar papers At
http://www.enjineer.com/forum
TCS and Cloud Computing
TCS and Cloud Computing
Is Cloud Computing the Next Big Thing? This paper on Cloud Computing explains why it may well be so. It traces the context of Cloud Computing, a paradigm shift in IT. Exploring industry definitions of this phenomenon, this paper offers TCS perspectives on various aspects of Cloud Computing: Types of Cloud delivery models, “Public” Cloud Computing for Enterprise business and its challenges, Public-Private & Federated Clouds, Next Generation Computing Services and Benefits of the Cloud. It articulates TCS Taxonomy on Cloud Computing.
TCS believes that Cloud Computing will prove very attractive to the Enterprise IT world and specifically to IT service providers, primarily due the infinite opportunities around innovative business models. While the technology foundations of Cloud Computing can be considered as a gradual evolution, TCS firmly believes that the business models will prove to be otentially disruptive.
Cloud could be a disruptive change for some enterprises, or it could be an evolution beyond virtualization and utility computing for others. Many challenges remain in leveraging Cloud Computing – but it will become an increasingly viable
option for enterprise IT.
This is the first in a series of TCS White Papers on Cloud Computing.
Introduction - A New Paradigm
The first six decades of Information Technology (IT) have witnessed startling evolution across several dimensions like:
o Infrastructure paradigms like centralized computing, personal computing, client-server computing, the Internet and mobile computing.
o Technology abstractions like operating systems, database and transaction processing, application components and service oriented architectures.
o Application domains like personal productivity and collaboration, industry-specific platforms and enterprise applications.
o Service models like infrastructure services, application management services, systems integration and consulting services.
So what is the next big thing in IT? Cloud Computing is a good candidate, and could impact all of these dimensions.
The early adopters of Cloud Computing already exist in the ‘C’ or consumer world. As individual consumers in the Web 1.0 and Web 2.0 world, we are accustomed to the illusion of infinitely scalable, always available and very simply consumable services typically delivered over the Internet, and now increasingly over the mobile phone and other ubiquitous channels.
The ‘E’ or Enterprise world is now kicking the tires of the same car, and debating whether this is an evolution or a revolution, or is it even a potential disruptor. Hype, fear, uncertainty and doubt are rife. The soothsayers predict billions of dollars to be made or lost in the next few years. Economics seems to be driving more attention to the world of Enterprise Clouds faster than expected. The ‘C’ world cost benchmarks are growing attractive to ‘E’ world managements. Cloud Computing could be a disruptive change for some enterprises, or it could be just an evolution beyond virtualization and utility computing for others. What matters is that Businesses will continue to demand agility, will store and process massive amounts of data and will need easily available, highly stable and secure platforms. All this needs to be done efficiently and at the lowest cost.
Lessons can be drawn from the experience of other ‘Utilities’ such as Electricity, Telephone, Oil and Gas, and Water. They have all mastered the techniques of centralized production and distributed consumption and most, if not all, have experimented with multiple models before they reached this state. We must understand that though technology is important, success is determined more by the business models used. The Utility Industry is in a continuous state of ‘Dissatisfaction with the Status Quo’ as far as business models are concerned.
Cloud Computing could impact the software and services business models in a manner similar to the impact that foundries have had on the hardware industry. The initial model of end-to-end integrated electronic chip players (for example, designers owned the entire value chain, including capital intensive semiconductor fabrication facilities) has evolved into different business models. For example, today, only a few major designers, with very high chip volumes (for example, Intel and Samsung) can justify owning and operating their own fabrication lines. This has motivated the rise of semiconductor foundries that build chips for others, such as Taiwan Semiconductor Manufacturing Company (TSMC). Foundries enable “fab-less” semiconductor chip companies whose value is in innovative chip design. A company such as nVidia can now be successful in the chip business without the capital, the operational expenses, and the risks associated with owning a state-of-the-art fabrication line. Conversely, companies with fabrication lines can time-multiplex their use among the products of many fab-less companies to lower the risk of not having enough successful products to amortise operational costs. Does this hint at the shades of ‘Public Clouds’ and ‘Private Clouds’? More later!
TCS believes that Cloud Computing will be very attractive to the Enterprise IT world and specifically to IT service providers, primarily due the infinite opportunities around such business models. While the technology foundations of Cloud Computing can be considered as a gradual evolution, TCS firmly believes that the business models will prove to be potentially disruptive.
The TCS taxonomy for Cloud Computing is based on four abstraction layers – starting with the Infrastructure, the Platforms, the Software and finally the Cloud-specific Services. TCS believes that delivering a credible set of Cloud Computing Offerings to enterprises will require collaborative innovation across multiple players such as public Cloud providers, software and service providers, product vendors, and application vendors.
TCS believes that it is uniquely positioned to play a major role in Cloud Computing with its Co-innovation Network TM (TCS COIN ), built on a strong internal foundation of TCS Innovation Labs, anchor clients and strong strategic alliances with a range of innovative companies and academia. The TCS Cloud Computing initiative has built a credible set of offerings across advisory, implementation and support functions.
In this white paper, we will set the context for Cloud Computing and present TCS’ definitions and insights into this area.
This will be the first in a series of white papers to be published. A subsequent paper will define TCS strategies for Cloud Computing. Later papers will cover the TCS offerings around Cloud Computing, and lessons and best practices for Cloud Computing specific to industry verticals.
Download
Download full seminar papers At
http://www.enjineer.com/forum
Is Cloud Computing the Next Big Thing? This paper on Cloud Computing explains why it may well be so. It traces the context of Cloud Computing, a paradigm shift in IT. Exploring industry definitions of this phenomenon, this paper offers TCS perspectives on various aspects of Cloud Computing: Types of Cloud delivery models, “Public” Cloud Computing for Enterprise business and its challenges, Public-Private & Federated Clouds, Next Generation Computing Services and Benefits of the Cloud. It articulates TCS Taxonomy on Cloud Computing.
TCS believes that Cloud Computing will prove very attractive to the Enterprise IT world and specifically to IT service providers, primarily due the infinite opportunities around innovative business models. While the technology foundations of Cloud Computing can be considered as a gradual evolution, TCS firmly believes that the business models will prove to be otentially disruptive.
Cloud could be a disruptive change for some enterprises, or it could be an evolution beyond virtualization and utility computing for others. Many challenges remain in leveraging Cloud Computing – but it will become an increasingly viable
option for enterprise IT.
This is the first in a series of TCS White Papers on Cloud Computing.
Introduction - A New Paradigm
The first six decades of Information Technology (IT) have witnessed startling evolution across several dimensions like:
o Infrastructure paradigms like centralized computing, personal computing, client-server computing, the Internet and mobile computing.
o Technology abstractions like operating systems, database and transaction processing, application components and service oriented architectures.
o Application domains like personal productivity and collaboration, industry-specific platforms and enterprise applications.
o Service models like infrastructure services, application management services, systems integration and consulting services.
So what is the next big thing in IT? Cloud Computing is a good candidate, and could impact all of these dimensions.
The early adopters of Cloud Computing already exist in the ‘C’ or consumer world. As individual consumers in the Web 1.0 and Web 2.0 world, we are accustomed to the illusion of infinitely scalable, always available and very simply consumable services typically delivered over the Internet, and now increasingly over the mobile phone and other ubiquitous channels.
The ‘E’ or Enterprise world is now kicking the tires of the same car, and debating whether this is an evolution or a revolution, or is it even a potential disruptor. Hype, fear, uncertainty and doubt are rife. The soothsayers predict billions of dollars to be made or lost in the next few years. Economics seems to be driving more attention to the world of Enterprise Clouds faster than expected. The ‘C’ world cost benchmarks are growing attractive to ‘E’ world managements. Cloud Computing could be a disruptive change for some enterprises, or it could be just an evolution beyond virtualization and utility computing for others. What matters is that Businesses will continue to demand agility, will store and process massive amounts of data and will need easily available, highly stable and secure platforms. All this needs to be done efficiently and at the lowest cost.
Lessons can be drawn from the experience of other ‘Utilities’ such as Electricity, Telephone, Oil and Gas, and Water. They have all mastered the techniques of centralized production and distributed consumption and most, if not all, have experimented with multiple models before they reached this state. We must understand that though technology is important, success is determined more by the business models used. The Utility Industry is in a continuous state of ‘Dissatisfaction with the Status Quo’ as far as business models are concerned.
Cloud Computing could impact the software and services business models in a manner similar to the impact that foundries have had on the hardware industry. The initial model of end-to-end integrated electronic chip players (for example, designers owned the entire value chain, including capital intensive semiconductor fabrication facilities) has evolved into different business models. For example, today, only a few major designers, with very high chip volumes (for example, Intel and Samsung) can justify owning and operating their own fabrication lines. This has motivated the rise of semiconductor foundries that build chips for others, such as Taiwan Semiconductor Manufacturing Company (TSMC). Foundries enable “fab-less” semiconductor chip companies whose value is in innovative chip design. A company such as nVidia can now be successful in the chip business without the capital, the operational expenses, and the risks associated with owning a state-of-the-art fabrication line. Conversely, companies with fabrication lines can time-multiplex their use among the products of many fab-less companies to lower the risk of not having enough successful products to amortise operational costs. Does this hint at the shades of ‘Public Clouds’ and ‘Private Clouds’? More later!
TCS believes that Cloud Computing will be very attractive to the Enterprise IT world and specifically to IT service providers, primarily due the infinite opportunities around such business models. While the technology foundations of Cloud Computing can be considered as a gradual evolution, TCS firmly believes that the business models will prove to be potentially disruptive.
The TCS taxonomy for Cloud Computing is based on four abstraction layers – starting with the Infrastructure, the Platforms, the Software and finally the Cloud-specific Services. TCS believes that delivering a credible set of Cloud Computing Offerings to enterprises will require collaborative innovation across multiple players such as public Cloud providers, software and service providers, product vendors, and application vendors.
TCS believes that it is uniquely positioned to play a major role in Cloud Computing with its Co-innovation Network TM (TCS COIN ), built on a strong internal foundation of TCS Innovation Labs, anchor clients and strong strategic alliances with a range of innovative companies and academia. The TCS Cloud Computing initiative has built a credible set of offerings across advisory, implementation and support functions.
In this white paper, we will set the context for Cloud Computing and present TCS’ definitions and insights into this area.
This will be the first in a series of white papers to be published. A subsequent paper will define TCS strategies for Cloud Computing. Later papers will cover the TCS offerings around Cloud Computing, and lessons and best practices for Cloud Computing specific to industry verticals.
Download
Download full seminar papers At
http://www.enjineer.com/forum
TCS’s Service Offerings in Cloud Computing
TCS’s Service Offerings in Cloud Computing
Despite the challenges that exist today around Cloud Computing, TCS believes that Cloud Computing will become an increasingly viable option for enterprise IT.
TCS proposes a range of services to customers, beginning with an advisory role in helping customers identify opportunities for leveraging Cloud Computing to enabling new business models. As a part of the services, TCS will address key questions which its enterprise customers have been asking, and will provide unique solutions through its TM TCS COIN -based Cloud initiative.
Each service offering needs special competencies. Helping customers define a to-be strategy, devise a timeline, and a business case to move to the Cloud requires not just domain expertise but experience in end-to-end business transformation. Migrating Applications to the Cloud requires proven migration methodologies and toolsets which can rapidly cloud-enable applications. Fresh development of applications “for” the Cloud and “in” the Cloud requires a deep understanding of all the 3 Cloud delivery models - SaaS/PaaS/IaaS – as well as tools for rapid application development and deployment in the Cloud. Cloud management services presuppose an Application Driven Infrastructure Management approach, among other
things.
TCS has been providing a mature IT-as-a-Service component as a part of its Small and Medium Business (SMB) offering, which has built a completely new business model and which leverages the mindset and technologies of the Cloud.
This paper outlines TCS’s Advisory, Migration, Development, Management and Strategic Services to customers and its value proposition in each segment.
Download
Download full seminar papers At
http://www.enjineer.com/forum
Despite the challenges that exist today around Cloud Computing, TCS believes that Cloud Computing will become an increasingly viable option for enterprise IT.
TCS proposes a range of services to customers, beginning with an advisory role in helping customers identify opportunities for leveraging Cloud Computing to enabling new business models. As a part of the services, TCS will address key questions which its enterprise customers have been asking, and will provide unique solutions through its TM TCS COIN -based Cloud initiative.
Each service offering needs special competencies. Helping customers define a to-be strategy, devise a timeline, and a business case to move to the Cloud requires not just domain expertise but experience in end-to-end business transformation. Migrating Applications to the Cloud requires proven migration methodologies and toolsets which can rapidly cloud-enable applications. Fresh development of applications “for” the Cloud and “in” the Cloud requires a deep understanding of all the 3 Cloud delivery models - SaaS/PaaS/IaaS – as well as tools for rapid application development and deployment in the Cloud. Cloud management services presuppose an Application Driven Infrastructure Management approach, among other
things.
TCS has been providing a mature IT-as-a-Service component as a part of its Small and Medium Business (SMB) offering, which has built a completely new business model and which leverages the mindset and technologies of the Cloud.
This paper outlines TCS’s Advisory, Migration, Development, Management and Strategic Services to customers and its value proposition in each segment.
Download
Download full seminar papers At
http://www.enjineer.com/forum
IT Cost Accounting: Measuring the cost of IT services at the point of delivery
IT Cost Accounting: Measuring the cost of IT services at the point of delivery
In these days of economic downturn, visibility into IT Operational costs has become increasingly important for Enterprises due to the proliferation of IT into their Business. This visibility is essential in order to establish control over the ever increasing IT expenses, caused by unchecked IT sprawl. Also, understanding the cost of IT, at the point of delivery, lays the foundation for many key themes of today - like Service valuation, Green IT, economic analysis of IT projects etc.
This whitepaper proposes a cost accounting oriented approach to allocate a cost to an Application based on the premise that Applications are the IT face to Business, and use the Application Cost as a basis to derive the cost of IT delivery to Business.
Introduction
Enterprises need to have a clear financial visibility into its operations – as it is said, ‘You can’t control what you don’t know’ . In these days of economic downturn, it has regained importance, as enterprises are frantically searching ways for reducing their expenses.
This whitepaper is about discovering IT Cost at the point of IT service delivery. The intention is to change the IT Cost from General and Administrative (G&A) of Indirect Cost category to Direct Cost category in tune with Cost of Goods Sold (COGS) concept. This will enable linking of IT cost directly to the cost of products and services offered by business units and thus improve visibility of IT cost to business.
This is a necessary precondition for implementing recent IT management concepts like “chargeback” and “transforming IT from cost centers to profit center” . Concepts discussed in this whitepaper will also play a key role in green computing and carbon credit accounting as far as energy consumption by IT contributes to the price of a particular product and service offered by organizations.
Information Technology, an integral part of today’s dynamic business, and delivered through their sprawling Data Centers, pose a challenge to enterprises in this respect. It is frequently observed that IT continues to drain financial resources without providing any insight as to its consumption. This is partially due to intangible nature of IT and partially due to lack of standard IT accounting frameworks.
Having a clear understanding of where & how IT costs are consumed helps not only identify areas of cost inefficiencies, but also improves accuracy of financial decisions, like Budgeting, Project prioritization, Product & Service Pricing. In addition, insight into energy expenditure of IT is the basic necessary step for enterprises on a Green IT mission, in reducing their Carbon footprint.
Download
Download full seminar papers At
http://www.enjineer.com/forum
In these days of economic downturn, visibility into IT Operational costs has become increasingly important for Enterprises due to the proliferation of IT into their Business. This visibility is essential in order to establish control over the ever increasing IT expenses, caused by unchecked IT sprawl. Also, understanding the cost of IT, at the point of delivery, lays the foundation for many key themes of today - like Service valuation, Green IT, economic analysis of IT projects etc.
This whitepaper proposes a cost accounting oriented approach to allocate a cost to an Application based on the premise that Applications are the IT face to Business, and use the Application Cost as a basis to derive the cost of IT delivery to Business.
Introduction
Enterprises need to have a clear financial visibility into its operations – as it is said, ‘You can’t control what you don’t know’ . In these days of economic downturn, it has regained importance, as enterprises are frantically searching ways for reducing their expenses.
This whitepaper is about discovering IT Cost at the point of IT service delivery. The intention is to change the IT Cost from General and Administrative (G&A) of Indirect Cost category to Direct Cost category in tune with Cost of Goods Sold (COGS) concept. This will enable linking of IT cost directly to the cost of products and services offered by business units and thus improve visibility of IT cost to business.
This is a necessary precondition for implementing recent IT management concepts like “chargeback” and “transforming IT from cost centers to profit center” . Concepts discussed in this whitepaper will also play a key role in green computing and carbon credit accounting as far as energy consumption by IT contributes to the price of a particular product and service offered by organizations.
Information Technology, an integral part of today’s dynamic business, and delivered through their sprawling Data Centers, pose a challenge to enterprises in this respect. It is frequently observed that IT continues to drain financial resources without providing any insight as to its consumption. This is partially due to intangible nature of IT and partially due to lack of standard IT accounting frameworks.
Having a clear understanding of where & how IT costs are consumed helps not only identify areas of cost inefficiencies, but also improves accuracy of financial decisions, like Budgeting, Project prioritization, Product & Service Pricing. In addition, insight into energy expenditure of IT is the basic necessary step for enterprises on a Green IT mission, in reducing their Carbon footprint.
Download
Download full seminar papers At
http://www.enjineer.com/forum
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