As we enter the second decade of the 21st Century, the only constant in change. This dynamism infers  that businesses are facing challenges and opportunities. Tomorrow world is one where uncertainty and fierce global competetiveness is going to be the norm. Rightly so, the world is looking up to innovation in the triangle of technology, sociology and the environment to help them deal with these changes.

This innovation is coming to the fore in various hues and has shifted from the core to the edge of the enterprise. This is being driven by the rise of trends like analytics, mobility, cloud and as-a-service, even as the future will see newer technologies.

SUSTAINABILITY IN OPERATIONS: We aim to run our operations in a sustainable manner.

CORPORATE SOCIAL RESPONSIBILITY: This is to reaffirm our commitment towards “greener socio-economic future.” We honour our responsibility towards society in entirety.

CRAFTING SOLUTION FOR CUSTOMERS : Our commitment towards eco-sustainability working across industry verticals, we aim to provide sustainability for cascaded generations and services to our customers. We find traction with sustainability and our customers business strategies and explore our internal faculties; to add best value and efficiencies in their end-to-end value chain.


Together, IT strategy formulation and operational planning gears us for the foundation of this “global mindset” value discipline.

For the Organizations the need of the hour is a well-defined, year-on-year strategic plan that is aligned with the strategic and qualified business objectives. An annual IT operating plan is required to ensure an interlock between the IT strategy and operations and it reflects IT activities related to “CTB (changing the business) and RTB (Running the business)” as well as managing the IT assets life cycle.


As a global mandate IT is being pressured “to perform more with less”. IT budgetary equations represent a significant portion of corporate capital and opex, enhancing the efficiency and effectiveness of IT is the the mandate. Microsoft, ranked 4th of the Top 10 Green IT vendors by Computerworld in 2011, aims to reduce carbon emissions by 30% per unit of revenue within 5 years. By opening a new data center in Quincy, Washington, Microsoft has achieved PUE (Power Usage Effectiveness) of 1.15 to 1.20 compared to the average of data center PUE of around 1.8 (based on a survey of over 500 data centers conducted by The Uptime Institute).


IT in most large global organizations is inherently complex with detailed policies, procedures and processes for project management across the system development lifecycle; high service delivery expectations around many mission-critical systems and disparate architectures, integrations and environments. This operational complexity combined with stringent compliance requirements causes IT to be highly controlled, risk-averse and inwardly focused. An introspection often results in high turnaround time, poor communication and sub-optimally informed decision making, resulting in the further alienation of business by IT.


With the latest advent and proliferation of Secure Convergence Technologies, we continue in our endeavor for our transformational paradigms and enable innovative and breakthrough ideas. It is important for IT to be aware of the emerging and disruptive technologies and embrace them justifiably for achieving the business growth and competitive edge.

In February 2011, the Wall Street Journal reported that more than 65% of Fortune 100 companies have deployed or piloted the iPad, which reflects in part the value employees derive from such devices in their personal lives. Although social media like Facebook is growing strongly, the use of social media for business purposes has been lagging. One major opportunity for the strategic IT organization is in the use of “big data” analytics for improving the ability to identify areas of improvement across the organization and increasing the degree of decision making based on facts. Big data analytics does this by helping organizations uncover patterns and trends in both structured and unstructured data assets and translate them into meaningful insights for competitive advantage.


While everyone understands that enterprise performance management is critical, creating automated and integrated enterprise performance measurement scorecards is still a challenge for organizations. According to a recent Gartner forecast, fewer than 30% of business intelligence (BI) initiatives will align analytics completely with enterprise business drivers by 2014, despite it being the foremost BI challenge. The adoption and use of balanced scorecards within IT has an even smaller footprint.

IT can primarily benefit from good practices in managing, measuring, and incentivising performance such as the following:
  • Aligning IT strategies and plans with business goals and identifying value drivers and levers.
  • Identifying a core and manageable set of KPIs that are balanced across the following:
    • Leading and lagging IT performance indicators.
    • Financial and non-financial IT performance measures including business and customer outcomes, internal process efficiency, finance, and IT capability and growth perspectives.
    • Tangible and intangible measures of IT performance tied to IT objectives and critical success factors.
  • Take a broad and integrated view to ensure that KPIs are mutually exclusive and re-enforcing.
  • Assign clear ownership of KPIs to the IT leadership team and cascade KPIs across and down to individual level performance measures.
  • Communicate and publicize frequently IT performance and successes.

By becoming effective at measuring its performance and business results, IT will provide the transparency that business seeks, thereby improving the business understanding of the value IT delivers and the need to treat IT as a trusted, strategic partner.


Business engines are galvanizing their accounts and statistics, focusing on parameters of cardinal importance. A few expenses are forecasted for example as parameters pertaining to percentage of sales.


Global finance experts are relying on rolling forecasts with continuous horizons. Using forecasts with continuous horizons—whether as many as twelve quarters or as few as two, depending on the business—affords better visibility. Top-performing organizations also typically close consolidated periodic financial statements in few days, according to APQC (American Productivity and Quality Council).


Budgeting is based on a shared vision of what is important to the organization as a whole can avoid confusion, multiple iterations, lost time and poor results. Aberdeen’s survey shows that 35% of finance experts are under pressure to improve their budgeting and planning to better align it with corporate goals.

Such strategic alignment is reinforced by an integrated process across the enterprise. If strategic alignment within an organizations are complex, it becomes even more challenging to execute across countries, acquired business units , supply chains and governance.