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FEATURE<br />
15 must-haves for the IT<br />
leader's bookshelf Pg 34<br />
INSIGHT<br />
New <strong>CIO</strong> Appointments<br />
Pg 28<br />
Volume 06<br />
Issue 08<br />
<strong>November</strong> <strong>2017</strong><br />
150<br />
TRACK TECHNOLOGY BUILD BUSINESS SHAPE SELF<br />
THE DEMOCRATIZATION OF<br />
DIGITAL PAYMENT<br />
Demonetization did not push up digital payments but took it<br />
to the common man. What that means for businesses...<br />
pg. 06<br />
A 9.9 Media Publication
EDITORIAL<br />
Shyamanuja Das<br />
shyamanuja.das@9dot9.in<br />
Digtal<br />
Payment:<br />
Understanding<br />
the Shift<br />
P<br />
After more than a<br />
year, it is probably<br />
time to take a<br />
dispassionate look<br />
at the real impact of<br />
demonetization on<br />
digital payment in<br />
India. What better<br />
way than analyzing<br />
data to ensure that<br />
dispassionateness?<br />
Post-demonetization, when we were left<br />
with literally no money in our pockets, it is<br />
Paytm that most of us turned to. Some of us<br />
had Paytm accounts; some of us did not. And<br />
the only thing that separated us, the Paytmhaves,<br />
from our Paytm-havenot friends, is the<br />
use of Uber services. Yes, almost all of us had<br />
signed up for Paytm because initially, that is<br />
the only form of payment that Uber accepted.<br />
After some time, while the cab-aggregator<br />
started accepting cash, we stuck to wallets<br />
because it was far more convenient. Yet,<br />
few used Paytm for anything else. And<br />
here, I am talking of a set of people who<br />
have been using non-cash payments<br />
such as credit cards and debit cards for<br />
several years now.<br />
Why did we start using Paytm? Elementary,<br />
my dear Watson; that is the only<br />
type of payment the neighborhood kirana<br />
store accepted; that is the only form of<br />
payment Mother Diary outlets in Delhi<br />
accepted; the usage was everywhere.<br />
After more than a year, it is probably<br />
time to take a dispassionate look at the<br />
real impact of demonetization on digital<br />
payment in India. What better way than analyzing<br />
data to ensure that dispassionateness?<br />
That is what we have done, largely, in this<br />
issue’s cover story.<br />
So, what are the findings? I do not want to<br />
give them away here but can actually say this<br />
much—it does confirm the anecdotal evidence<br />
that digital payment enhanced its breadth<br />
post-demonetization, reaching sections that<br />
had never used that before. The headline on<br />
the cover would have given you that already!<br />
We have also tried to figure out what it<br />
could mean for businesses? The consumer<br />
businesses and digital payment systems support<br />
each other. Initially, the (ab)use of Uber<br />
started Paytm.<br />
Talking of Uber, at the time of writing, it is<br />
there in news for wrong reasons—for allegedly<br />
failing to report massive compromise of<br />
customer data and paying hackers to hide it.<br />
Well, when we talk of digital payments,<br />
digital business, digital India and 4th industrial<br />
revolution, we cannot close our eyes to<br />
this real threat. In case of payment, a hack<br />
could actually mean a direct financial loss to<br />
all parties<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
1
S P I N E<br />
A 9.9 Media Publication<br />
FEATURE<br />
15 must-haves for the IT<br />
leader's bookshelf Pg 34<br />
TRACK TECHNOLOGY BUILD BUSINESS SHAPE SELF<br />
INSIGHT Volume 06<br />
New <strong>CIO</strong> Appointments Issue 08<br />
<strong>November</strong> <strong>2017</strong><br />
Pg 28<br />
150<br />
Demonetization did not push up digital payments but took it<br />
to the common man. What that means for businesses...<br />
pg. 06<br />
CONTENT<br />
NOVEMBER <strong>2017</strong><br />
COVER STORY<br />
06-10| The<br />
Democratization of<br />
Digital Payment<br />
Demonetization did not push up, let alone initiate digital payments.<br />
But it managed to spread it significantly. It is now for the consumer<br />
businesses to make innovative use of the new regime<br />
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THE DEMOCRATIZATION OF<br />
DIGITAL PAYMENT<br />
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2 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
INTERVIEW<br />
04-05<br />
Manufacturing of<br />
tomorrow is smart<br />
manufacturing<br />
INSIGHT<br />
12-13<br />
Good news for India;<br />
Internet freedom<br />
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7 trends driving<br />
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OPINION<br />
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FEATURE<br />
34-40<br />
15 books for the<br />
IT leader's bookshelf?<br />
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<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
3
INTERVIEW<br />
"Manufacturing<br />
of tomorrow<br />
is smart<br />
manufacturing"<br />
Monica Menghini, Executive Vice President<br />
& Chief Strategy Officer, Dassault Systèmes<br />
provides a glimpse in to manufacturing in<br />
India and the role of <strong>CIO</strong>, CTO and CDO<br />
How is the Indian<br />
manufacturing evolving?<br />
To me, manufacturing is probably<br />
the part of the value stream of the<br />
industry that has been the least<br />
innovative unlike design engineering.<br />
The sales force of the world is<br />
changing. The way we manage sales<br />
and marketing is changing. However,<br />
in manufacturing, not a lot has<br />
changed since the 19th century.<br />
We started automating processes<br />
just 30 years ago with robotics and<br />
assembling things. The reality is<br />
that the manufacturing of tomorrow<br />
is smart manufacturing. I see that<br />
everyone in the world is at the same<br />
level – still trying to understand.<br />
It is a difficult question to answer<br />
since I'm unsure of India's positioning<br />
from a manufacturing point of<br />
view. Take Siemens' ex<strong>amp</strong>le; They<br />
talk about manufacturing 4.0 and<br />
automation, which was already<br />
invented 30 years ago. Globally,<br />
things have moved from mechanical<br />
manufacturing to automation. In<br />
India, however, you have the same<br />
mix; you have some of the industry<br />
that's still into mechanical assembly<br />
while others are automating their<br />
processes while others are still<br />
in the process of investigating or<br />
experimenting industrial IoT.<br />
What is the role of the <strong>CIO</strong><br />
in a manufacturing setup?<br />
In your opinion, how should<br />
the <strong>CIO</strong> go about choosing the<br />
right IT solution for his/her<br />
manufacturing setup?<br />
Today the biggest tip for a <strong>CIO</strong> is citing<br />
the frog and the prince charming<br />
analogy. A point solution can be<br />
effective but it is not scalable and is<br />
not capable in the long-term to<br />
transform the shop floor operation<br />
into a manufacturing set up that is<br />
humanized and highly intuitive in<br />
terms of collecting IoT information. So<br />
they need to start defining or giving<br />
the enterprises their definition of<br />
success. Most of the time, the <strong>CIO</strong>, and<br />
each one of us is actually trying to find<br />
a solution. Instead they should start<br />
by asking when to involve the partner<br />
in the long-term.<br />
The reason for purchasing a<br />
point solution is that there is a<br />
mentality that a platform is difficult<br />
to be adopted by a manufacturing<br />
organization. For a <strong>CIO</strong> to choose<br />
the best, he/she needs a product that<br />
is going to last them for the next 20<br />
years. I think that there are forward<br />
thinkers who are capable of keeping<br />
the things in a way that idon't<br />
disturb the day to day working of the<br />
organization. Thereofore, it depends<br />
on the <strong>CIO</strong>'s vision and mission for<br />
the organization. The second tip<br />
for the <strong>CIO</strong> is to become a business<br />
manager because the reality is that the<br />
technology is not useful unless there's<br />
a business ROI associated with it.. In<br />
terms of profits, there is no certainty in<br />
terms of production or time to market.<br />
Therefore, the business executive is<br />
responsible for the execution of the<br />
project and therefore, possesses a<br />
different perspective. he/she thinks<br />
differently and at the end, the best of<br />
the market could think differently<br />
from a technological mind would<br />
have foreseen.<br />
In India, a new role is<br />
emerging. The Chief<br />
Digital Officer (CDO) is<br />
responsible for all types of<br />
digital initiatives in the<br />
organization. Do you see these<br />
roles collaborating with the<br />
rest of the organization to<br />
define the strategy for digital<br />
transformation in their<br />
enterprises?<br />
It depends on the CDO whether he<br />
is part of the executive committee of<br />
the company. The titles can differ; so<br />
can the responsibilities. These roles,<br />
whether it is the CDO or CTO or CTDO,<br />
all report into the <strong>CIO</strong>, and sometimes<br />
4 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Monica Menghini, Dassault Systèmes<br />
Interview<br />
“We talk<br />
about<br />
Industry<br />
4.0 and<br />
automation<br />
now,which<br />
was already<br />
invented 30<br />
years ago"<br />
–Monica Menghini, Executive<br />
Vice President & Chief<br />
Strategy Officer,<br />
Dassault Systèmes<br />
to the CFO. This is an approach that<br />
radically changes because transformation<br />
becomes directly proportional to<br />
cost. You cannot develop and execute<br />
transformation thinking and, at the<br />
same time, worry about cost. That is<br />
impossible. Innovation can be frugal<br />
and therefore, it doesn’t cost anything<br />
or it can be an enormous investment<br />
over the counter and you cannot treat<br />
transformation and procurement the<br />
same way. For instance, if the CDO is<br />
a person with real power, he sits with<br />
the executive committee, can speak<br />
his mind, and can really recommend<br />
what needs to be done and then rest of<br />
the executive committee needs to take<br />
a decision after listening to him. He<br />
will be the most powerful guy in the<br />
world because every single board in the<br />
world, and every single executive in a<br />
company , is looking for experienced<br />
professionals in the field of technology<br />
and digitalization.<br />
With the changing<br />
ecosystem that you just<br />
described, where does<br />
Dassault Systèmes see the<br />
opportunity from an Indian<br />
manufacturing perspective?<br />
For small manufacturers, in terms<br />
of providing a solution, we do have<br />
a sales steam that is deeply focused<br />
on adddressing their needs. We treat<br />
these companies in the same way<br />
as we treat like a giant such as Tata<br />
or Mahindra. They are aware of our<br />
diverse portfolio. Then, there are<br />
exploratory or discovery projects. We<br />
have over 43 fabrication labs in India<br />
and we are opening or collaborating<br />
with the governments and several<br />
national researchers. Whether it is<br />
for space or for transportation and<br />
mobility, and sometimes, it is for<br />
new types of industries. Take for<br />
instance,biotech space, we are as much<br />
involved in creating a tissue which<br />
gives that energy to embryos. At this<br />
time, the small manufacturer is at a<br />
critical space because the majority<br />
of the mainstream companies are<br />
either investigating whether they<br />
want to become a giant or they want<br />
to stay where they are. India, at the<br />
moment, is the best place to be and<br />
being in between if you want, they<br />
have the same access as the big clients<br />
in solutions and support or even<br />
partnership. If I count our strategic<br />
partnerships around the world, you<br />
will find that there are many small<br />
manufacturers who are partners as<br />
compared to the big manufacturing<br />
gains of the industry<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
5
THE DEMOCRATIZATION OF<br />
DIGITAL PAYMENT<br />
Demonetization did not push up, let alone initiate digital payments.<br />
But it managed to spread it significantly. It is now for the<br />
consumer businesses to make innovative use of the new regime<br />
By Shyamanuja Das
Every three years since 2001, the Reserve<br />
Bank of India (RBI) has been releasing what it<br />
calls a payment systems vision – a document<br />
that articulates the policy and regulatory<br />
stance it would take with regards to payment<br />
systems for next three years.<br />
In its fourth such document, called Payment System Vision<br />
2012-15, released as a draft in June 2012 and finalized in<br />
October the same year, the central bank moved from just talking<br />
about attributes such as safety, security, interoperability<br />
and efficiency to explicitly give itself a mandate to push electronic<br />
payments.<br />
The vision statement of that document read something like<br />
this: To proactively encourage electronic payment systems<br />
for ushering in a less-cash society in India and to ensure payment<br />
and settlement systems in the country are safe, efficient,<br />
interoperable, authorized, accessible, inclusive and compliant<br />
with international standards.<br />
For the first time, two phrases entered the vision lexicon:<br />
Electronic payment and less-cash society.<br />
To put it in context, the vision document came only five<br />
months after the then finance minister Pranab Mukherjee,<br />
releasing a white paper on black money that explicitly<br />
stressed on the need to move to electronic payments to curb<br />
the circulation of black money. The white paper is not available<br />
in the Department of Revenue site anymore.<br />
RBI’s insertion of the phrase ‘less-cash society’ was seen<br />
by many as a dream than a vision at that time, though many<br />
hailed the idea behind it.<br />
But in the next few months, RBI demonstrated that it was<br />
serious. For one, it slashed debit card transaction fees; it<br />
mandated the banks to go for electronic payments even while<br />
allowing some concessions to mobile wallets.<br />
The switch to a digital payment regime had started in all<br />
earnest. The next few years saw digital payment forms registering<br />
triple digit growths. (see charts)<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong> 7
Cover Story<br />
A wrong assumption—like<br />
demonetization has significantly<br />
increased the value of online<br />
transactions in India—will<br />
result in wrong expectation and<br />
possibly wrong business strategy<br />
Three and half years later, when the central bank released its<br />
next three-year vision document, Payment Systems Vision<br />
2018, the focus had shifted to well-defined outcomes: Continued<br />
decrease in the share of paper-based clearing instruments,<br />
consistent growth in individual segments of retail<br />
electronic payment systems (NEFT, IMPS, Card transactions,<br />
mobile banking, etc.) and increase in registered customer<br />
base for mobile banking and explicit statements about infrastructure—significant<br />
growth in acceptance infrastructure<br />
and accelerated use of Aadhaar in payment systems.<br />
Demonetization: The madness?<br />
Demonetization, even as it came so shockingly, was thus<br />
not ‘complete madness’, as critics claim; nor was it as ‘pioneering’<br />
a step, as the supporters hail it. It just followed a very<br />
well-defined, focused method initiated at least four years<br />
back. It was consistent with the policies initiated by the previous<br />
government.<br />
While the jury is still out on the real impact of demonetization<br />
in terms of achieving its originally stated objective—to<br />
curb black money—there is no denying that it did impact the<br />
way India transacts.<br />
Anecdotal evidences abound on how the likes of Paytm<br />
invaded each market, each galli, and each shop. All we do<br />
here is to look at cold data, published by RBI, to see what it<br />
achieved and what it did not.<br />
The real impact of demonetization<br />
What we ask here is a very specific question that can be<br />
answered—and more importantly, is extremely relevant to<br />
our readers. That is: Has demonetization helped in pushing<br />
up digital payments?<br />
We try to explore the question by taking the data route.<br />
We examine here five data points.<br />
a. Value growth in credit card usage (PoS only)<br />
b. Value growth in debit card usage (PoS only)<br />
c. Value growth in retail electronic clearing such as NEFT,<br />
IMPS etc<br />
d. Value growth in m-wallet usage<br />
e. Value growth in other prepaid cards usage (excluding<br />
paper vouchers)<br />
The card usage data shows that between August 2016 and<br />
August <strong>2017</strong>, the monthly usage of credit card value has<br />
increased by 41%, which is significantly, though not disruptively,<br />
higher than the growth in annual usage (in terms of<br />
value) witnessed in the previous three financial years of 2015-<br />
16 (25%), 2014-15 (23%) and 2013-14 (25%). In short, demonetization<br />
has had some impact on driving credit card usage.<br />
However, if one examines monthly data, it is clear that<br />
while the usage did go up significantly during demonetization<br />
period—between <strong>November</strong> and January—the growth<br />
today is at a higher level than its January level. So, it has been<br />
a more gradual growth. So, a definite conclusion is not possible.<br />
However, it is safe to say that demonetization did help in<br />
some manner, pushing up credit card usage.<br />
The debit card usage data is not so ambiguous. Between<br />
August 2016 and August <strong>2017</strong> (the last month for which<br />
detailed data is available), the monthly debit card usage (in<br />
terms of value) went up by 93%, as compared to 31%, 27% and<br />
28% growths in the previous three year (annual value). That’s<br />
a huge jump. Further, the monthly data shows that, unlike<br />
credit cards, the big push to debit cards came during the<br />
demonetization months of <strong>November</strong> 2016 to January <strong>2017</strong>.<br />
In fact, the usage sharply dropped in February after availability<br />
of cash. It has been in the February levels in even now; that<br />
is close to 30% below the January peak.<br />
8 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Cover Story<br />
So, it is much easier to conclude that demonetization had<br />
had a big impact on driving debit card usage in PoS or using<br />
them as a real payment instrument, rather than just withdrawing<br />
cash.<br />
Of course, in case of both credit card and debit card usage,<br />
we have used the PoS usage only and not the ATM usage, as<br />
ATM usage is for cash.<br />
The impact on mobile wallets has been significant too.<br />
Between August 2016 and August <strong>2017</strong>, the monthly usage<br />
of mobile wallets in terms of value grew by 236% as compared<br />
to 152%, 198% and 174% annual growths in the previous<br />
three years. It is a no-brainer than demonetization did<br />
push up mobile wallet usage. But what is more important is<br />
that unlike debit cards, the mobile wallet usage saw a more<br />
permanent growth and even today is at a level that is significantly<br />
higher than pre-demonetization months.<br />
So, data suggests that mobile wallets gained immensely<br />
from the demonetization move.<br />
Prepaid cards actually saw a lower growth in monthly<br />
value usage between August 2016 and August <strong>2017</strong>. They<br />
grew 120% in this period, as compared to growth of 143% and<br />
278% in annual usage value in the previous two years.<br />
In short, demonetization has had no impact on prepaid card<br />
usage, not even during <strong>November</strong> to January, as the monthly<br />
data reveals.<br />
Let us finally look at the retail electronic clearing data,<br />
which accounts for more than 90% of all retail electronic<br />
transactions in terms of value. In fact, all the other four payment<br />
methods we have examined here combined account for<br />
just about 5% of retail electronic clearing like NEFT, IMPS<br />
and ECS.<br />
The analysis of retail electronic clearing data shows that the<br />
monthly usage in terms of value grew 44% between August<br />
2016 and August <strong>2017</strong>, marginally higher than the 40%<br />
growth witnessed in the annual usage in the previous year<br />
(2015-16) and 38% growth witnessed in the year before that.<br />
Demonetization has very little impact on driving the<br />
growth of electronic bank payments.<br />
So, what is the final conclusion?<br />
The significant growth in debit card usage and mobile wallet<br />
usage shows that demonetization did push up the usage<br />
of electronic payment in the segments that use them. The<br />
explosive growth in these two segments showcase that many<br />
users who did not use electronic payments earlier came into<br />
the ‘system’ and started using electronic payments.<br />
To that extent, demonetization did democratize electronic<br />
payment in India to a great extent—not a mean achievement.<br />
However, did it turn India into a digital economy by significantly<br />
pushing digital payments? The answer is a BIG<br />
no. More than 90% of the payments are through banks like<br />
NEFT, ECS and IMPS. That has not shown any major disruptive<br />
impact from demonetization.<br />
How does it matter?<br />
But beyond demonetization, the big question is how the<br />
future unfolds.<br />
Non-cash transactions in India are likely to grow at a CAGR<br />
of 26.2% between 2016 and 2020. Further, the Government<br />
has an aggressive target of 25 billion non-cash transactions<br />
for <strong>2017</strong>–2018, with priority areas being mobile, government<br />
benefits/subsidy transfers, and micropayments. That total<br />
is expected to comprise 11 billion card systems transactions,<br />
6 billion mobile transfers, and 8 billion online transfers. A<br />
focus on contactless payments for public transport is the next<br />
item on NPCI’s agenda to boost digital payments in India.<br />
Beyond politics, why is this question—and its answers—<br />
important for business?<br />
The future strategy of most consumer businesses will<br />
depend on how the digital payment scenario evolves.<br />
Depth—more value transactions happening online—will<br />
have a different implication than breadth—a wider base of<br />
digital payers.<br />
The implications for consumer businesses selling high<br />
value, low volume items such as electronics, furniture etc.<br />
will be different than the implications for low value, high vol-<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
9
Cover Story<br />
“Beyond<br />
demonetization,<br />
the big question<br />
is how the future<br />
unfolds”<br />
ume businesses like retail, telecom, transport and FMCG.<br />
A wrong assumption—like demonetization has significantly<br />
increased the value of online transactions in India—will<br />
result in wrong expectation and possibly wrong business<br />
strategy. Similarly, not taking into account the significant<br />
upsurge noticed in terms of spread of digital payments may<br />
cost companies in terms of opportunity lost while formulating<br />
future selling and distribution strategies.<br />
A wider digital payment network impacts most industries,<br />
especially B2C businesses, in more ways than one.<br />
Most obvious, though less dramatic, impact of this democratization<br />
of digital payment will be enhanced efficiency of<br />
revenue cycles. This will be fairly secular across industries.<br />
Secondly, as digital payments become more widespread,<br />
companies can reach segments hitherto unreachable. This<br />
will be enabled by the fintechs whose models allow them to<br />
reach these sections at a fraction of the costs than the traditional<br />
banks. B2C businesses can take their help to reach out<br />
to these segments.<br />
“As collaboration becomes more accepted, merchant and<br />
third-party provider (TPP) partnerships are expected to<br />
become widespread as banks are bypassed in the development<br />
of customized offerings and innovative and secure<br />
payments solutions,” notes World Payment Report <strong>2017</strong>,<br />
released by Capgemini and BNP Paribas.<br />
And finally, certain segments such as retail can directly<br />
leverage the hitherto unreachable to offer innovative<br />
value ads.<br />
“The increased digitization of services means retail merchants<br />
must find new and better ways to engage with their<br />
customers, and payments will be central to this,” says the<br />
World Payment Report.<br />
In India, many large consumer businesses have taken to<br />
creation of their mobile wallets.<br />
In e-commerce, it has almost become an industry standard.<br />
While Snapdeal started it by buying Freecharge (since then it<br />
has sold it to Axis Bank), Flipkart bought PhonePe. Amazon<br />
has been aggressively pushing its own Amazon Pay, offering<br />
attractive incentives to its customers for using it. Ola Cabs,<br />
the prime challenger to Uber, has its own Ola Money. The<br />
telecom companies—Airtel, Vodafone and Jio—have their<br />
own wallets; not to talk of banks, which have launched them<br />
for their non-customers too.<br />
“India has lower per capita non-cash transactions, therefore<br />
there is substantial opportunity for growth, particularly as<br />
financial inclusion and digital payments initiatives are rolled<br />
out,” it notes.<br />
As digital allows greater flexibility, newer business<br />
models will emerge. Payment APIs can be integrated to the<br />
service itself.<br />
However, like all business model shifts do, this change will<br />
be accompanied by new questions about value chains as they<br />
will get readjusted. Security will be a big concern, as in a digital<br />
payment regime where all sections of society use digital<br />
payments, the possibility of direct impact on consumers,<br />
of a security breach, is high. One large incident at this stage<br />
will significantly derail the shift. That is another story, for<br />
another day.<br />
The democratization of digital payment has laid the foundation<br />
stone of a digital India far more realistically than disparate,<br />
disjointed big bang digital projects. To that extent, it is<br />
truly the beginning of a new phase<br />
10 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
INSIGHT<br />
Good news for<br />
India; Internet<br />
freedom remains<br />
stable in <strong>2017</strong><br />
India has the second largest number of Internet<br />
subscribers in the world after China in <strong>2017</strong><br />
By <strong>CIO</strong>&Leader<br />
12 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Insight<br />
Source: Freedom of the net <strong>2017</strong> report<br />
IIndia has over 460 million internet users in India.<br />
The rise in internet awareness and literacy keeps this<br />
number is growing everyday. However, factors such<br />
as network shutdowns, cyberattacks, among others<br />
impact internet freedom like no other. However,<br />
unlike last year, when the number of network shutdowns<br />
ordered by local authorities increased dramatically.<br />
This year observed comparatively lesser<br />
incidents including temporary telecommunication<br />
service shutdowns, among others.<br />
According to Freedom on the Net <strong>2017</strong> report,<br />
improving internet access in India was offset by<br />
network and social media shutdowns ordered by<br />
authorities. It was worse in other countries. Online<br />
manipulation and disinformation tactics played an<br />
important role in elections in at least 18 countries in<br />
2016, including the United States. A record number<br />
of governments have restricted mobile internet service<br />
for political or security reasons, often in areas<br />
populated by ethnic or religious minorities. For the<br />
third consecutive year, China was the world’s worst<br />
abuser of internet freedom, followed by Syria<br />
and Ethiopia.<br />
India has the second largest number of Internet<br />
subscribers in the world after China in <strong>2017</strong>, having<br />
overtaken the United States. Still, internet penetration<br />
in India remains low, reaching 33% in June <strong>2017</strong>,<br />
five up from 27% in June 2016. However, mobile penetration<br />
in India increased from 81% in 2016 to 92%<br />
by June <strong>2017</strong>. The Broadband Commission ranked<br />
India 78 out of 196 countries in terms of mobile<br />
broadband penetration, up from 156 out of 179 countries<br />
the previous year.<br />
In the last three years, India has taken some tough<br />
stands towards privacy. In 2015, The Supreme<br />
Court struck down Section 66A of the IT Act, which<br />
allowed arrests for objectionable content online, and<br />
upheld citizen's rights to freedom and expression.<br />
This year in <strong>2017</strong>, the SC upheld privacy as a fundamental<br />
right. This, and the stabilization of internet<br />
freedom, is a sign that India is maturing and adjusting<br />
to a digital economy<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
13
Insight<br />
7 trends driving<br />
enterprise IT<br />
transformation<br />
People taking control of digital experience is one of the<br />
trends that will be seen in 2018<br />
By <strong>CIO</strong>&Leader<br />
IIt’s all about transformation in 2018, as global<br />
brands and government agencies look to use<br />
technology to better serve their customers, and<br />
differentiate themselves from the competition.<br />
Many of the hype-technologies of recent<br />
years – software-defined networking (SDN),<br />
the Internet of Things (IoT), and Artificial<br />
Intelligence (AI) to name but a few – are now<br />
in the mainstream, and 2018 is the year when<br />
attention will turn to what organizations do<br />
with them. Those organizations that are best<br />
able to realize tangible benefits from technology<br />
deployments, without adding more complexity<br />
to their operations, will win the day.<br />
Here is Verizon Enterprise Solution’s view<br />
of those enterprise technology trends that are<br />
most likely to impact our global business and<br />
government customers in 2018.<br />
14 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Insight<br />
1. SDN has lift off!<br />
With software-defined networking<br />
(SDN) deployments now live around<br />
the globe, companies are beginning to<br />
explore what they can really do with<br />
the security, agility and flexibility of<br />
virtualized network services. The next<br />
big thing is application-aware networking<br />
– managing the performance,<br />
capabilities and security of applications<br />
to make the most of bandwidth<br />
- ever more critical in an increasingly<br />
complex content world.<br />
2. Security goes<br />
underground<br />
Security will undertake a step change<br />
in 2018, and become embedded into<br />
the platform, supporting everything<br />
a business does. We’re talking end-toend<br />
managed security infrastructure<br />
for the network, the developer and<br />
applications. In today’s threat landscape,<br />
it’s all about global scale – but<br />
openness and information sharing to<br />
combat the bad guy, both online and<br />
in the real world will also become the<br />
norm. With this step change, measuring<br />
security effectiveness is imperative<br />
so that cyber-risks can be integrated<br />
into any enterprise risk assessment.<br />
The quantification of security posture,<br />
maturity and hygiene will not only<br />
enable effective risk management, but<br />
also establish a security ROI - a key<br />
ability for the C-suite.<br />
3. Digital collaboration is<br />
table stakes<br />
Savvy organizations have been moving<br />
away from aging PBXs to IP-based<br />
telephony systems over recent years<br />
- but 2018 will be the year when digital<br />
technologies really begin to transform<br />
workplace collaboration, not least as<br />
third party compliance becomes a<br />
major frustration. Employees expect to<br />
be able to seamlessly access calendar<br />
information, share documents and<br />
schedule calls across platforms, quickly<br />
and securely. The focus is therefore<br />
on enabling multi-channel access to<br />
improve both the user experience and<br />
productivity. Software-defined networking<br />
will facilitate intelligent data<br />
management and multi-platform call<br />
routing for more effective collaboration,<br />
and mobile apps will put the<br />
power of information directly into the<br />
hands of employees or consumers.<br />
4. Artificial Intelligence<br />
and Robotics take on the<br />
Internet of Things<br />
IoT will become part of the fabric of an<br />
organization in 2018 – the challenge<br />
will be how to integrate device management<br />
into overall IT infrastructure<br />
in a way that doesn’t overwhelm the<br />
organization. This is where AI and<br />
robotics will come into their own,<br />
offering intelligent automation of<br />
managed IoT deployments cheaply<br />
and efficiently.<br />
5. People take control of<br />
the digital experience<br />
Consumers are increasingly aware of<br />
the power of their data, and in 2018<br />
will become choosier about their<br />
engagements. Brands will need to be<br />
aware of how they deal with data, as<br />
their customers will be looking for<br />
mobile, secure, simple interactions for<br />
a higher level of intimacy. Brands that<br />
can deliver on this will stand out.<br />
6. Interoperability will<br />
be a priority for public<br />
safety<br />
<strong>2017</strong> has seen a large number of both<br />
terrorist incidents and natural disasters<br />
around the globe. Seamless, secure<br />
connections across rapidly deployable<br />
networks -- particularly those dedicated<br />
to first responders – will be a critical<br />
focus in 2018, particularly in the<br />
United States in the context of FirstNet.<br />
Interoperability will let companies<br />
and public safety organizations benefit<br />
from choice in network and technology<br />
services, will drive innovation through<br />
market competition, and will also<br />
help control costs. Most importantly,<br />
interoperability will better enable first<br />
responders to keep in touch and communicate<br />
with authorities and private<br />
citizens, should disaster strike.<br />
7. Simple is the goal<br />
As the world becomes more complicated,<br />
business success is increasingly<br />
about separating out core versus chore.<br />
Successful organizations will focus<br />
on delivering key business outcomes,<br />
and will outsource the non-core to key<br />
partners. Working out who does what<br />
to quickly reduce complexity to the<br />
point where things become simple will<br />
define future business success<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
15
Insight<br />
Security more<br />
important than<br />
convenience in<br />
online payments<br />
for Indians<br />
However, there is a much greater acceptance of digital<br />
payments, finds the survey by Visa<br />
By <strong>CIO</strong>&Leader<br />
16 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Insight<br />
FFour out of five respondents (81%) in a recent<br />
survey said security is an important factor while<br />
considering online payments. This is similar across<br />
the board - gender, ages, household income and even<br />
education levels.<br />
The study, conducted by Visa, observed high<br />
inclination amongst Indian consumers (78%) in<br />
favour of adopting newer modes of digital payments,<br />
indicating increased awareness, acceptance<br />
and adoption of digital forms of payments among<br />
Indian consumers.<br />
One of the factors that surfaced as the key driver<br />
of this adoption was the ease of transition to digital<br />
form factors of payments, as stated by 86% of the<br />
respondents. Amongst those who have used lesscash<br />
currently than before, 70% state that the main<br />
reasons to transit away from cash include – convenience,<br />
efficiency and speed of transaction offered<br />
by digital modes.<br />
This survey was aimed at understanding the<br />
pulse of the Indian consumer and their views<br />
towards the transition to a digital economy. The<br />
study indicates that amongst people for whom this<br />
transition was tough:<br />
41% find that merchants they go to only<br />
accept cash<br />
39% are worried about the security of their<br />
transactions.<br />
52% find insufficient modes of payments as a<br />
key barrier.<br />
Visa, the world’s leader in digital payments,<br />
today announced an independent study, examining<br />
the consumer sentiment around digital payments<br />
in India.<br />
The survey also shows that millennials are more<br />
likely to use digital payments for everyday essentials<br />
like shopping at supermarkets, online, department<br />
stores, fast food restaurants, taxis/cabs etc.<br />
than other generations. The study also shows that<br />
the inclination towards embracing digital is higher<br />
amongst those from a higher income household.<br />
Cash vs Digital Payments in India<br />
34%<br />
33%<br />
36%<br />
31%<br />
2016 <strong>2017</strong> 2018<br />
Cash<br />
Digital<br />
39%<br />
25%<br />
Source: Visa<br />
“More and more consumers are becoming digital<br />
natives, expecting a differentiated experience, oriented<br />
towards convenience and practical usability.<br />
IoT, contactless payment technology, enabling simplified,<br />
secure and faster eCommerce experience<br />
are some of the trends defining the next wave of the<br />
future of payments. The study shows that while<br />
consumers are steadily embracing digital payments,<br />
they are also seeking secure payment forms,” says<br />
TR Ramachandran, Group Country Manager, Visa,<br />
India & South Asia.<br />
According to the survey, cash usage continues to<br />
decline marginally from around 33% last year, to<br />
31% currently, and is expected to come down further<br />
to around 25% over next 12 months. On the contrary,<br />
digital payment forms like card usage continues see<br />
uptake, rising from around 34% last year to over<br />
36% currently, and likely to touch 39% in next 12<br />
months. The numbers from the survey indicate a<br />
marginal impact of demonetization.<br />
The research probed over 2000 people across<br />
the Indian Subcontinent. Commissioned by Visa,<br />
the online survey was conducted independently<br />
by YouGov to find out the sentiment of the consumer<br />
adoption of digital payments and user habits<br />
in the region<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
17
Insight<br />
Six must-haves<br />
that will determine<br />
the security<br />
preparedness of<br />
Indian enterprises<br />
The following are key takeaways from The Ponemon<br />
Institute and F5 Networks joint study<br />
By <strong>CIO</strong>&Leader<br />
18 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Insight<br />
T<br />
The onslaught of cyberattacks has taught<br />
Indian organizations one important thing: The<br />
Chief Information Security Officer (CISO) is<br />
indispensable to a business’s survival. Cybersecurity<br />
exploits and material data breaches<br />
are contributing to changing attitudes about IT<br />
security programs.<br />
In order to discover how CISOs work, what<br />
they are doing, and where they should reside<br />
within the organization is key to strengthening<br />
their capability - The Ponemon Institute and<br />
F5 Networks collaborated on a global research<br />
study—The Evolving Role of CISOs and Their<br />
Importance to the Business. The following findings<br />
present key takeaways from the IT security<br />
leaders in India.<br />
Security is becoming a<br />
business priority<br />
According to the report, 57% of respondents<br />
have experienced big developments that are<br />
driving change in their attitudes about their<br />
security programs. However, 49% respondents<br />
believe their organization<br />
“Organizations<br />
are finally<br />
realizing the<br />
need for a<br />
stronger security<br />
posture in<br />
organizations"<br />
considers security to be a<br />
business priority.<br />
CISOs believe in<br />
the importance of<br />
an executive-level<br />
security leader<br />
According to the CISO<br />
report, 56% of respondents<br />
believe that there is a<br />
need for an executive-level,<br />
enterprise-wide responsibility<br />
role. This, in their<br />
opinion, is the most important governance practice<br />
for organizations. A similar percentage of respondents<br />
feel that the creation of a cross-functional committee<br />
to oversee IT security strategies is must.<br />
Companies need stronger<br />
policies to protect themselves<br />
from insider threat<br />
A total of 31% of respondents have had employees<br />
and supervisors are held strictly accountable for IT<br />
security infractions and non-compliance.<br />
Assess the risks created by the<br />
Internet of Things (IoT)<br />
83% of respondents feel IoT will cause significant<br />
or some change to their practices and requirements.<br />
Most of these companies are setting new policies and<br />
standard operating procedures.<br />
Hold third parties to a higher<br />
standard of security<br />
Outsourcing security functions is still considered<br />
an important option. A total of 60% of respondents'<br />
organizations outsource an average of 36% of IT<br />
security requirements. However, respondents agree<br />
that outsourcing security functions is considered an<br />
important option, it does create risks.<br />
Invest in technologies to protect<br />
endpoints, applications, and data<br />
According to the findings, 23% of IT security posture<br />
will be less dependent on network security in the<br />
next two years, and more dependent on application<br />
security (31%) and endpoint security (30%).<br />
These important findings sum up one important<br />
thing: The appointment of a CISO that will bring the<br />
necessary change<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
19
Insight<br />
How will<br />
digitalization<br />
transform jobs?<br />
Excerpts from the UNCTAD's Information<br />
Economy Report <strong>2017</strong><br />
By <strong>CIO</strong>&Leader<br />
TThe impact on jobs created by the forces of digitalization<br />
is now a global debate. The issue has<br />
been addressed by the recently released annual<br />
Information Economy Report (IER) by the United<br />
Nations Conference on Trade and Development<br />
(UNCTAD). The report, with theme of Digitalization,<br />
Trade and Development, identifies four sets of<br />
changes to the labour market with increased digitalization:<br />
job creation, job destruction, job changes<br />
and job shifts.<br />
“This year’s Information Economy Report aims<br />
to augment our collective understanding of the way<br />
the digital economy works and its implications.<br />
It aims to help intensify policy dialogue and peer<br />
learning about the issues involved among developing<br />
and developed countries alike. And countries<br />
with more resources will need to reach out and<br />
assist those with less; current efforts are inadequate,”<br />
says Mukhisa Kituyi, Secretary-General<br />
of UNCTAD.<br />
Greater reliance on digital technologies will<br />
lead to the creation of new jobs and occupations<br />
in various sectors, including for the production of<br />
new goods and services or existing products that<br />
respond to increased demand. The demand for<br />
work can be expected to grow in areas such as data<br />
analysis, software and applications (apps) development,<br />
networking and artificial intelligence (AI), as<br />
well as designing and production of new intelligent<br />
machines, robots and 3D printers. For ex<strong>amp</strong>le,<br />
with the greater use of IoT, firms will need to hire<br />
more product managers, software developers<br />
(including for smart phones), hardware designers,<br />
data scientists, user experience designers and sales<br />
managers. Similarly, there is likely to be job growth<br />
in “pure” digital firms, the report says citing ex<strong>amp</strong>le<br />
of job growths in the e-commerce sector in the<br />
US as well as for mobile developers in Vietnam. It<br />
also points to a million vacancies in cyber-security<br />
jobs worldwide, which is likely to grow to 1.5 million<br />
by 2019.<br />
Secondly, digitalization will make some jobs<br />
obsolete. Advances in computerization, software,<br />
automation, robots and AI enhance the scope for<br />
disruptions to traditional industries, with smart<br />
machines taking over functions currently performed<br />
by people. For ex<strong>amp</strong>le, according to a 2016<br />
study, 89% of all salaried workers in the Philippines’<br />
BPO sector are at high risk of losing their<br />
jobs to automation. On-site security guards may<br />
20 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Insight<br />
similarly be replaced by sensors monitored<br />
remotely in centres that provide<br />
surveillance for multiple sites.<br />
Thirdly, the nature of work will be<br />
affected. Digitalization may automate<br />
some tasks or activities but not others.<br />
An increasing number of tasks that<br />
are components of even highly skilled<br />
jobs risk becoming automated and/or<br />
outsourced. For ex<strong>amp</strong>le, secretarial<br />
work was first disrupted when computers<br />
reduced the need for assistants.<br />
The next disruption may be the shift<br />
to digital assistants, further reducing<br />
the need for secretarial assistance. The<br />
use of digital devices will grow in different<br />
jobs, requiring different kinds<br />
of skills. Car mechanics routinely<br />
run diagnostics on laptops, and truck<br />
drivers use GPS devices, including for<br />
route optimization, fuel efficiency and<br />
fuel prices. The next technology, which<br />
is already being rolled out, is connected<br />
devices that transmit usage and<br />
maintenance data (e.g. of car engines<br />
and tyres) directly to the factory and<br />
service facilities.<br />
Routine tasks that follow explicit and<br />
codifiable procedures, whether they<br />
are manually intensive (such as typing)<br />
or cognitive intensive (e.g. book- keeping),<br />
are more likely to be automated<br />
with software. A profound – and yet<br />
unanswered – question is what percentage<br />
of tasks in various jobs will<br />
ultimately yield to automation, and<br />
how much labour will be needed to<br />
perform the remaining tasks. Whether<br />
a job will continue to exist in a transformed<br />
form or disappear altogether,<br />
automation will change the traditional<br />
division of labour and tasks, affecting<br />
all sectors and all levels of skills.<br />
Finally, digitalization will change<br />
the conditions of work. Online platforms<br />
are matching tasks across the<br />
whole skills spectrum (from “counting<br />
clicks” to writing articles or coding). As<br />
noted in chapter III, these platforms<br />
are transforming labour markets by<br />
favouring certain types of contracts<br />
(freelance and contract work over<br />
regular employment) and enabling<br />
the entry of new competitors. As a<br />
result, workers with high levels of<br />
social protection find themselves in<br />
competition with other workers (in<br />
the domestic market or abroad) with<br />
low levels of social protection. This has<br />
implications for how benefits, health<br />
care and pensions are organized, and<br />
for the provision of training and continuing<br />
education.<br />
Digitalization is transforming jobs<br />
across all sectors and economies, and<br />
will create opportunities as well as<br />
challenges in developing countries.<br />
However, its overall effects remain<br />
uncertain, being context-specific and<br />
differing between countries and sectors.<br />
The main risk of digitalization is<br />
unlikely to be joblessness, but rather<br />
increased polarization and widening<br />
income inequality. While challenging,<br />
the impacts of digitalization on<br />
skills requirements, jobs and employment<br />
raise issues that are necessary<br />
to address. Countries that lack people<br />
with the relevant skills will be at a disadvantage.<br />
A range of policy measures<br />
on both the demand and supply side,<br />
including in the areas of education and<br />
skills development and in the labour<br />
market, may have to be considered.<br />
Measures will need to be adapted to<br />
each country, taking into account the<br />
current state and level of education,<br />
training and skills as well as the degree<br />
of digital connectivity and use. Irrespective<br />
of the situation in countries<br />
today, they should start preparing for<br />
future transformations. Activities and<br />
discussions related to the ILO’s Future<br />
of Work Centenary Initiative could<br />
support such preparations<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
21
Insight<br />
C for <strong>CIO</strong>s;<br />
C for Change<br />
It is known that digitalization and technological evolution<br />
has transformed the role of the <strong>CIO</strong><br />
By <strong>CIO</strong>&Leader<br />
22 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Insight<br />
A<br />
According to 2018 Gartner <strong>CIO</strong> Agenda<br />
Survey, 51% of <strong>CIO</strong>s surveyed in India reported<br />
that they are taking charge of innovation and<br />
49% have indicated that they are heading up<br />
digital transformation.<br />
The survey results show that, overall 95% of<br />
<strong>CIO</strong>s expect their jobs to change or be remixed<br />
due to digitalization. IT delivery management<br />
is taking up less and less of the <strong>CIO</strong>'s time.<br />
Respondents believe that the two biggest transformations<br />
in the <strong>CIO</strong> role will be becoming a<br />
change leader, followed by assuming increased<br />
and broader responsibilities and capabilities.<br />
Globally growth is the No. 1 <strong>CIO</strong><br />
priority for 2018<br />
However in India, <strong>CIO</strong>s reported optimizing<br />
enterprise operational excellence (66%), tracking<br />
business value of IT (64%) and business cost<br />
optimization (62%) as their top priorities. The<br />
good news for <strong>CIO</strong>s in India is that more money<br />
will be available to support these priorities. IT<br />
budgets in India are expected to increase by<br />
7.4% in 2018. This compares to an expected 3%<br />
IT budget increase globally.<br />
Define the role – focus attention<br />
beyond IT<br />
At least 84% of all top <strong>CIO</strong>s surveyed have<br />
responsibility for areas of the business outside<br />
traditional IT. The most common are innovation<br />
and transformation. 51% of respondents in<br />
India said that the <strong>CIO</strong> in their organization is<br />
in charge of innovation while 49% said the <strong>CIO</strong><br />
heads up digital transformation and 30% said<br />
the <strong>CIO</strong> leads enterprise change. The survey<br />
found that <strong>CIO</strong>s are spending more time on the<br />
business executive elements of their jobs compared<br />
with three years ago. In fact, <strong>CIO</strong>s from<br />
top performing organizations are spending up<br />
to four days more on executive leadership. The more<br />
mature an enterprise's digital business is, the more<br />
likely the <strong>CIO</strong> will report to the CEO.<br />
In a change from previous surveys, respondents<br />
were asked to name the top differentiating technologies<br />
(in previous years they were asked about investment<br />
levels). Business intelligence (BI) and analytics<br />
still retain the No. 1 spot, with top performers most<br />
likely to consider them strategic.<br />
Implement the new role<br />
79% of <strong>CIO</strong>s report that digital business is making<br />
their IT organizations more "change-ready," which<br />
suggests that now is a good time to implement change<br />
to the IT organizations, and, in turn, should make the<br />
transition to the new job of the <strong>CIO</strong> easier.<br />
The first part of the new job of the <strong>CIO</strong> is to build<br />
the required bench strength to scale the enterprise's<br />
digital business through support for the digital ecosystem.<br />
This means hiring new resources to put in<br />
place the right digital team structures. Some <strong>CIO</strong>s<br />
favor a separate digital team while others make digitalization<br />
part of the day job of IT. However, 71% of<br />
the top performers have a separate digital team to<br />
help them scale their digitalization efforts. The most<br />
common structure for these teams is to report to the<br />
<strong>CIO</strong>, although the biggest difference between the top<br />
performers and their peers is in the CEO reporting<br />
relationship of these teams.<br />
"The effects of digitalization are profound.<br />
The impact on the job of <strong>CIO</strong> and on the IT organization<br />
itself should not be underestimated," said<br />
Rowsell-Jones. "In this new world, <strong>CIO</strong> success is not<br />
based on what they build, but the services that they<br />
integrate. The IT organization will move from manufacturer<br />
to buyer, and the <strong>CIO</strong> will become an expert<br />
orchestrator of services. The real finding though is<br />
that this is happening now. <strong>CIO</strong>s must start scaling<br />
their digital business and changing their own jobs<br />
with it now."<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
23
Insight<br />
New<br />
predictions<br />
serve as<br />
a wake<br />
up call for<br />
enterprises<br />
Forrester predicts that 2018 calls<br />
for a definitive action from leaders<br />
and their organizations<br />
By <strong>CIO</strong>&Leader<br />
IIt is the time of the year again when new predictions<br />
that will surpass top trends of <strong>2017</strong>. Indian <strong>CIO</strong>s<br />
touted Digital transformation and customer experience<br />
(CX) as some of the major trends that transformed<br />
organizations and their cultures. According<br />
to Forrester's 2018 predictions, next year will force<br />
decisive action for organizations looking to:<br />
1. Take control of their destiny as platforms like Amazon<br />
and Google drive up disintermediation risk and<br />
make some companies unintentional utilities.<br />
2. Shift spend away from acquisition to confront escalating<br />
churn<br />
3. Revitalize customer experience in a market where<br />
rewards and punishments are doled out experience<br />
by experience.<br />
4. Transition to digital companies while maintaining<br />
their corporate identity and soul<br />
The top Forrester predictions for 2018 include:<br />
I. Declining CX quality<br />
In 2018, 30% of companies will see further declines<br />
in CX performance, and those declines will translate<br />
into a net loss of a point of growth. Smart executives<br />
will intervene to make CX an internal disruptive<br />
force, one that is underpinned by the fundamentals<br />
of CX management with customer trust at the core;<br />
too many executives will continue to ignore evidence<br />
of market disruption and procrastinate until the evidence<br />
is overwhelming, putting their firms at risk as<br />
we enter 2019.<br />
24 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Insight<br />
II. Digital transformation as a risk<br />
In 2018, CEOs must show the political will and, with<br />
the <strong>CIO</strong> and CMO, orchestrate digital transformation<br />
across the enterprise. Some CEOs will use their balance<br />
sheet to acquire digital assets and buy time. But<br />
20% of CEOs will fail to act: As a result, those firms<br />
will be acquired or begin to perish.<br />
III. Talent gap and the digital divide<br />
In 2018, talent issues will widen the divide between<br />
digital predator and prey; laggards will need to more<br />
aggressively set up digital incubation centers in talent<br />
hotspots and pay up to 20% above the market rate<br />
to change the game.<br />
IV. Welcome to the machine<br />
In 2018, 10% of purchase decisions will be guided<br />
by a platform’s agent and start the real economic<br />
impact of empowered machines. Lines of businesses<br />
will also need to source talent to interpret AI-driven<br />
platforms.Twenty-five percent of CMOs will fail,<br />
resulting in their brand becoming undifferentiated<br />
and silenced in the market, according to Forrester's<br />
predictions. Additionally, intelligent agents will<br />
continue to strengthen their influence on consumers<br />
and pressure brands to engage through the subtle<br />
power of conversation. However, lack of skills, quasidifferentiated<br />
brands, and aged operations will<br />
become hurdles for traditional retailers — but the<br />
role of intelligent agents will be the thorniest issue in<br />
2018. Only 33% of retailers understand the disruptive<br />
nature of intelligent agents; 67% do not.<br />
V. GDPR compliance<br />
We predict that 80% of firms affected by GDPR will<br />
not comply with the regulation by May 2018. Of<br />
those noncompliant firms, 50% will intentionally<br />
not comply — meaning they have weighed the cost<br />
and risk and are taking a path that presents the best<br />
position for their firms. The other 50% are trying to<br />
comply but will fail.<br />
VI. Onslaught of fintech will<br />
positively impact banking sector<br />
Amazon and Google,well-positioned fintech provid-<br />
"In 2018, 75% of<br />
AI projects will<br />
underwhelm<br />
because they<br />
fail to model<br />
operational<br />
considerations"<br />
ers, and challenger banks will exploit access to<br />
data, disintermediating or supplanting incumbent<br />
banks. In 2018, Forrester predicts that more than<br />
50% of banks will fail to exploit open banking, starting<br />
down the slow, painful path to becoming an unintentional<br />
utility.<br />
VII. The operation issue of<br />
implementing AI<br />
In 2018, 75% of AI projects will underwhelm because<br />
they fail to model operational considerations, causing<br />
business leaders to reset the scope of AI investments<br />
— and place their firms on a path to realizing<br />
the expected benefits<br />
VIII. Creating a foundation<br />
for Blockchain<br />
In 2018, the combination of rhetoric and enthusiasm<br />
will continue to limit blockchain gains. However,<br />
30% of proofs of concept will accelerate blockchain<br />
for those companies able to consider its operational<br />
impact.<br />
IX. The security ROI<br />
In 2018, we will start to see security for profit measures<br />
driven by security, risk, and privacy teams with<br />
the support of their marketing and product peers.<br />
Central to this is identity management. In the coming<br />
year, 10% of firms will crack this code and gain new<br />
and powerful investment<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
25
Insight<br />
2018 Top 10<br />
Analytics Trends<br />
BI software maker Tableau presents top<br />
BI trends for the new year<br />
By <strong>CIO</strong>&Leader<br />
26 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Insight<br />
DDon’t<br />
fear AI<br />
Machine learning can make the data<br />
analytics process more efficient, leaving<br />
the analysts with more time to<br />
think about business implications and<br />
the next logical steps. It also helps the<br />
analyst explore and stay in the flow<br />
of their data analysis because they no<br />
longer have to stop and crunch the<br />
numbers. Instead, the analyst is asking<br />
the next question.<br />
The human impact of<br />
liberal arts<br />
As analytics evolves to be more art and<br />
less science, the focus has shifted from<br />
simply delivering the data to crafting<br />
data-driven stories that inevitably lead<br />
to decisions.<br />
The promise of NLP<br />
The rising popularity of Amazon<br />
Alexa, Google Home, and Microsoft<br />
Cortana have nurtured people’s expectations<br />
that they can speak to their<br />
software and it will understand what<br />
to do. This same concept is also being<br />
applied to data, making it easier for<br />
everyone to ask questions and analyze<br />
the data they have at hand.<br />
The debate for multi-cloud<br />
rages on<br />
As multi-cloud adoption rises, organizations<br />
will have to manoeuvre<br />
through the nuance of assessing<br />
whether their strategy measures<br />
how much of each cloud platform<br />
was adopted, internal usage, and the<br />
workload demands and implementation<br />
costs.<br />
Rise of the Chief Data<br />
Officer<br />
To derive actionable insights from data<br />
through analytics investments, organizations<br />
are increasingly realizing the<br />
need for accountability in the C-Suite<br />
to create a culture of analytics. For a<br />
growing number of organizations, the<br />
answer is appointing a Chief Data Officer<br />
(CDO) or Chief Analytics Officer<br />
(CAO) to lead business process change,<br />
overcome cultural barriers, and communicate<br />
the value of analytics at all<br />
levels of the organization. This allows<br />
the <strong>CIO</strong> to have a more strategic focus<br />
on things such as data security.<br />
The future of data<br />
governance is<br />
crowdsourced<br />
BI and analytics strategies will<br />
embrace the modern governance<br />
model: IT departments and data engineers<br />
will curate and prepare trusted<br />
data sources, and as self-service is<br />
mainstreamed, end users will have the<br />
freedom to explore data that is trusted<br />
and secure. Top-down processes that<br />
only address IT control will be discarded<br />
in favor of a collaborative development<br />
process combining the talents of<br />
IT and end users.<br />
Vulnerability leads to a<br />
rise in data insurance<br />
Cyber and privacy insurance covers a<br />
business’ liability for a data breach in<br />
which the customer’s personal information<br />
is exposed or stolen by a hacker.<br />
Data’s As data’s value increases and<br />
so do the threats, companies will look<br />
for an option Z—the last option.<br />
Increased prominence of<br />
the data engineer role<br />
Data engineers are responsible for<br />
extracting data from the foundational<br />
systems of the business in a way that<br />
can be used and leveraged to make<br />
insights and decisions. As the rate of<br />
data and storage capacity increases,<br />
someone with deep technical knowledge<br />
of the different systems, architecture,<br />
and the ability to understand<br />
what the business wants or needs<br />
starts to become ever more crucial.<br />
The location of things will<br />
drive IoT innovation<br />
One positive trend that is being seen<br />
is the usage and benefits of leveraging<br />
location-based data with IoT devices.<br />
This subcategory, termed “location<br />
of things,” provides IoT devices with<br />
sensing and communicates their geographic<br />
position. By knowing where<br />
an IoT device is located, it allows us to<br />
add context, better understand what<br />
is happening and what we predict will<br />
happen in a specific location.<br />
As it relates to analyzing the data,<br />
location-based figures can be viewed<br />
as an input versus an output of results.<br />
If the data is available, analysts can<br />
incorporate this information with their<br />
analysis to better understand what is<br />
happening, where it is happening, and<br />
what they should expect to happen in a<br />
contextual area.<br />
Universities double down<br />
on data science and<br />
analytics programs<br />
The hard skills of analytics are<br />
no longer an elective; they are a mandate.<br />
2018 will begin to see a more<br />
rigorous approach to making sure<br />
students possess the skills to join the<br />
modern workforce. And as companies<br />
continue to refine their data to extract<br />
the most value, the demand for a<br />
highly data-savvy workforce will exist<br />
— and grow<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
27
Insight<br />
New <strong>CIO</strong><br />
Appointments<br />
The year <strong>2017</strong> may come to a close, but the <strong>CIO</strong> churn<br />
is just beginning<br />
By <strong>CIO</strong>&Leader<br />
28 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Insight<br />
Anthony Thomas to Join Nissan<br />
Motor As Global <strong>CIO</strong><br />
Thomas was the Group <strong>CIO</strong> for all of GE Global<br />
businesses, where he worked closely with GE business<br />
leaders and partners across all regions outside<br />
USA to understand their local needs and deliver inmarket<br />
solutions that support GE's global technical<br />
strategy. Thomas is a Digital/Information Technology<br />
leader for global businesses, across sectors and<br />
geographies in both corporate and Management Consulting<br />
environments.<br />
He has a total of 25 years of which about 12 years<br />
leading Digital Transformations at a global level.<br />
Thomas has a proven track record in leading strategy,<br />
digital and organizational transformations, growing<br />
revenue opportunities, deepening business partnerships<br />
and establishing Global Centers of Excellence<br />
among others.<br />
He is a seasoned public speaker, recognized as a<br />
luminary in his field of leadership, technology and<br />
innovation, and a recipient of many industry honors<br />
and awards. Thomas is also an active member<br />
in the startup ecosystem as a founding member of<br />
<strong>CIO</strong> Angel Network (CAN), and a member of Indian<br />
Angel Network (IAN).<br />
Bhavin Purohit Joins Welspun<br />
Group As <strong>CIO</strong><br />
Bhavin Purohit has taken over as <strong>CIO</strong> & Group IT<br />
Head at Welspun Group. He was the <strong>CIO</strong> at Arvind<br />
Ltd for more than three years. Purohit, a Next100<br />
jury, has earlier worked in large companies such<br />
as ICICI Bank, Godrej Industries and Siemens. His<br />
proven track record of handling large, complex<br />
projects on diverse platforms, has won him several<br />
accolades in the IT industry. His experience includes<br />
initiatives in the areas of technology innovations, IT<br />
strategy, IoT, ERP, supply chain management, sales<br />
automation, CRM, HRMS, Analytics, among others.<br />
Bhavin has a Bachelors degree in Electrical<br />
Engineering from Gujarat University and MBA<br />
from MDI, Gurgaon. He is also an alumni of IIM<br />
Ahmedabad and Michigan University' Ross School<br />
of Business.<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
29
Insight<br />
Girish Rao Appointed As Future<br />
Group's Transformation Head<br />
Veteran technology leader Girish Rao has been<br />
appointed as the Chief Digital Transformation Officer<br />
of retail major Future Group. He will drive transformation<br />
initiatives across the group. Rao was earlier<br />
the Head - IT of FMCG company Marico where<br />
he served for more than a decade. Rao has been a<br />
member of the NEXT100 jury for last few years.<br />
Reliance Brands Has A New CTO<br />
P K X Thomas has taken over as Chief Technology<br />
Officer at Reliance Lifestyle Holdings Limited<br />
(Reliance Brands). An e-commerce industry veteran,<br />
he has served in companies such as Hpscotch, Cleartrip<br />
and had had an earlier stint with Reliance<br />
Brands itself.<br />
Archana Deskus is HPE’s New<br />
Global <strong>CIO</strong><br />
Over the past several months, HPE has communicated<br />
a lot about HPE Next, a company-wide initiative<br />
that will architect a purpose-built company designed<br />
to compete and win in the markets where we participate.<br />
A key part of this program is a set of critical<br />
investments towards driving innovation, enhancing<br />
our go-to-market, and improving our business<br />
processes. And a key enabler of all of this will be our<br />
investments in IT.<br />
Archana Deskus will drive HPE's IT strategy.<br />
For the past four years, Archie was <strong>CIO</strong> at Baker<br />
Hughes where she transformed their IT organization<br />
into a strategic business partner, while delivering<br />
operational performance and business value. Prior<br />
to Baker Hughes, she held <strong>CIO</strong> roles at Ingersoll-<br />
Rand, Timex Corporation, and United Technologies<br />
Corporation<br />
30 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
OPINION<br />
Peanut Butter<br />
and Jelly<br />
Finding the simple basics of Computer Science<br />
with the power to change lives<br />
By Karen Panetta<br />
32 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Opinion<br />
IIn<br />
computer science class, students<br />
learn how to think in a structured and<br />
logical manner. This allows them to<br />
break down problems and develop<br />
algorithms that consider all scenarios,<br />
not just the obvious ones. When we<br />
design and write code to do a specific<br />
task, students are learning how to<br />
anticipate uses and misuses. It forces<br />
them to test for cases outside the<br />
intended functionality.<br />
Computer Science Teaches<br />
Transferrable Skills<br />
The courses that teach these skills are<br />
algorithm and software engineering.<br />
While most computer science<br />
curriculum reinforces theory by<br />
using programming languages to<br />
implement concepts or investigating<br />
computational efficiency, these<br />
programming skills are raw. The raw<br />
skills are what companies are looking<br />
for. But, as the languages change and<br />
new technologies are introduced,<br />
students will rely more and more<br />
on the fundamental concepts that<br />
will help them understand the next<br />
programming language.<br />
Computer science has the power to<br />
change lives by creating simulations.<br />
It can replace animal testing, provide<br />
modelling for space exploration, create<br />
vehicle and safety analysis, and so<br />
much more. It has applications in<br />
robotics and medical imagery, too.<br />
Years ago there were languages like<br />
COBOL, Fortran, Bliss, ADA, Pascal<br />
and now it’s C, C++, C# and Java.<br />
Learning these and operating systems<br />
has helped computer engineering<br />
students forge new paths into cloud<br />
computing and has given rise to the<br />
development of robust computer<br />
networks. The goal for the student is<br />
to build these networks with reliable<br />
computer power without the daunting<br />
complexities of underlying computer<br />
technologies.<br />
Real-world Application<br />
Fosters Student<br />
Engagement<br />
Today, computer science programs<br />
are taking a different, pedagogical<br />
approach in order to attract a diverse<br />
study body. And what has become<br />
clear is the importance of engagement<br />
early on in those programs. Without<br />
it, students have shown to make a<br />
quick exit, especially if the course<br />
overloads on theory or programming<br />
syntax without any relevant real-world<br />
application. Students want to learn<br />
how to program mobile apps, control<br />
robots and incorporate multimedia<br />
components in a useful way. They<br />
want to manipulate animations,<br />
produce colorful data visualizations<br />
and find creative ways to interact and<br />
accept input. It’s activities like these<br />
that stimulate the mind and build<br />
confidence around their abilities in<br />
computer science.<br />
With the advent of cloud technology,<br />
millions of people have gained<br />
accessibility that they never had<br />
before. It has paved the way for new<br />
and emerging fields in computer<br />
science, like ethical hacking,<br />
cybersecurity and global health. And<br />
with each new field, students have<br />
the opportunity to step up and push<br />
the boundaries of computer science<br />
to combat resulting challenges or<br />
limitations. Those who stay current<br />
will find themselves in higher<br />
demand for opportunities after their<br />
educational career.<br />
STEM is Bigger than<br />
You Think<br />
We must do away with putting<br />
filters on our youth and telling<br />
children that they need to be the very<br />
best in math and science to enter<br />
computer science coursework. An<br />
algorithm can be taught and explained<br />
through the basic steps of making<br />
a peanut butter and jelly sandwich;<br />
although there’s no math in that<br />
equation, there’s logic and structure.<br />
We must also appreciate that every<br />
child is different and has different<br />
interests. Just like some students may<br />
not like sports, some students may<br />
not enjoy writing programs to control<br />
robots. It is important to provide<br />
students with a variety of experiences<br />
and projects. Educators and parents<br />
need to be aware that youth will<br />
typically use a single negative<br />
experience to convince themselves<br />
that all the STEM fields are not a<br />
good match for their interests or that<br />
they are not smart enough to pursue<br />
those fields.<br />
It is also very important to show<br />
the big picture of all of the incredible<br />
career opportunities that there are for<br />
computer scientists and others in the<br />
STEM field. We have to get rid of the<br />
notion that careers in this line of work<br />
involve sitting in a cubicle or dark<br />
basement programming all day and<br />
sacrificing a social life.<br />
Computer science has the power to<br />
change lives by creating simulations.<br />
It can replace animal testing, provide<br />
modelling for space exploration,<br />
create vehicle and safety analysis and<br />
so much more. It has applications in<br />
robotics and medical imagery, too.<br />
Computer science classes that<br />
incorporate these types of real-world<br />
solutions help to retain and attract<br />
more underrepresented groups of<br />
individuals, and that includes women.<br />
Together, with a global community of<br />
engineers and educators, ideas will be<br />
shared freely and opportunities will be<br />
available to anyone who wants to make<br />
their mark on the world<br />
–The author is IEEE Fellow & Editorin-Chief,<br />
IEEE Women in Engineering<br />
Magazine<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
33
FEATURE<br />
15 Books For<br />
The IT Leader's<br />
Bookshelf<br />
We recommend these books that will help you<br />
build perspectives<br />
By Shyamanuja Das<br />
34 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Feature<br />
TThis is a list of some of the most relevant (in our<br />
opinion) current books that we present here. Even<br />
before we try explaining the selection, we probably<br />
owe you some justification on why a list of books, of<br />
all things—that too on cover?<br />
Aren’t they so 70s? Google can virtually answer<br />
anything that you want to know. Wikipedia can<br />
explain a topic a little better. And if you are the active<br />
advice/learning seeker type, the TED talks can give<br />
you quite engaging content that gives you a different<br />
take on a topic.<br />
To survive, you need facts and information. Never<br />
had information been available so easily. To grow<br />
your professional career and do your job better, you<br />
need knowledge. The new medium of Internet has<br />
made it far efficient and convenient to acquire skills<br />
and knowledge.<br />
But to become a leader, you need to have a wellrounded<br />
perspective. That comes through discovery<br />
and introspection. For ages, books have been the most<br />
trusted and effective aid in doing that.<br />
“What the Net seems to be doing is chipping away<br />
my capacity for concentration and contemplation. My<br />
mind now expects to take in information the way the<br />
Net distributes it: in a swiftly moving stream of particles.<br />
Once I was a scuba diver in the sea of words.<br />
Now I zip along the surface like a guy on a Jet Ski,”<br />
writes Nicholas Carr, the leading writer on technology<br />
and culture, in an article Is Google making us stupid?<br />
Carr’s book on the subject The Shallows: What<br />
the Internet Is Doing to Our Brains, was a Pulitzer<br />
Prize finalist and a New York Times bestseller.<br />
The cognitive impact of Internet is a much deeper<br />
discussion. What we want to point here is that books,<br />
especially books that help you reflect and contemplate,<br />
are as much a need for developing perspectives<br />
now, as they were 100 years back.<br />
All that we have done here is to create a list of such<br />
books published in <strong>2017</strong> we think will help you build<br />
a perspective.<br />
Why <strong>2017</strong>? Elementary. We do not think we are<br />
qualified to make a list of all time books. We are trying<br />
to do what we are committed to: reporting and<br />
analyzing to make the knowledge a little more accessible;<br />
we are clearly not into advising.<br />
We are primarily reporting, extensively flipping<br />
through many books, not even trying to read them<br />
cover to cover. The idea is not to review them; but to<br />
decide if it is worth reading.<br />
That probably tells you a bit more about the reading<br />
list. The books are not necessarily the books that<br />
will help you in your everyday jobs or to develop<br />
some leadership skills. That is the reason we call it<br />
the not-so-essential reading list.<br />
You can just ignore this list. It will not impact<br />
you next promotion or next assignment even<br />
slightly. However, we have kept the books relevant<br />
to your work so that you can identify with the content;<br />
not books on fine arts of films delivering similar<br />
messages.<br />
It is not exactly ironic—though neither was it intentional—that<br />
the list starts with World Without Mind,<br />
by Franklin Foer, a book that dwells on the same subject<br />
of how Internet is making us duller; but unlike<br />
Carr, Foer’s villain is not the medium per se but the<br />
corporations controlling them—Facebook, Google,<br />
and Amazon, in particular. You do not have to agree<br />
with him, but he does provide a line of thought that is<br />
worth following.<br />
The books are classified into four categories—Big<br />
Picture, Business/Management, Technology and<br />
Self Improvement. By the way, we did the classification<br />
after creating the complete list. The purpose is<br />
to make the list slightly more usable—and nothing<br />
more. You may even ignore the classification.<br />
Some of the books are very much your everyday<br />
business guides. But they are there because they<br />
either make a new point or do ‘the connecting the<br />
dots’ a lot better. The information about the books are<br />
taken from Amazon.in. You may find different editions<br />
outside India.<br />
Happy Reading.<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
35
Feature<br />
BIG PICTURE<br />
World<br />
Without Mind<br />
The Existential Threat of Big Tech<br />
by Franklin Foer<br />
Publisher: Random House UK<br />
Month of Publishing: October <strong>2017</strong><br />
The Book is about<br />
How technology and the big technology<br />
companies threaten our civilization by<br />
killing privacy, free will, an independent<br />
media (yes, the author is an ex-editor) and<br />
above all our individuality.<br />
Why it is in the list<br />
Those who are working to make<br />
technology make an impact on business<br />
and society must be aware of and<br />
sensitized to the other side of it.<br />
The Four<br />
The Hidden DNA of Amazon,<br />
Apple, Facebook, and Google<br />
by Scott Galloway<br />
Publisher: Portfolio/Penguin<br />
Month of Publishing: October <strong>2017</strong><br />
The Book is about<br />
A more factual account (supported by<br />
numbers) on how the four companies<br />
have dominated the business, the<br />
industry and the consumer psyche.<br />
According to Galloway, each of these<br />
companies do dominate by capturing<br />
a specific human trait—Google targets<br />
the thinking and knowledge (brain);<br />
Facebook our heart/social needs; Amazon<br />
the guts and Apple the senses by creating<br />
sleek products. Though the ‘hidden<br />
DNA’ part is a little misleading, as the<br />
author deals mostly with the tactics of the<br />
companies rather than the organizational<br />
structure. The book is extremely readable.<br />
Why it is in the list<br />
Elementary, my dear IT Manager. If you<br />
are in technology, you must understand<br />
The Four very well which in turn explains<br />
the forces of technology.<br />
Everybody<br />
Lies<br />
Big Data, New Data, and What<br />
the Internet Can Tell Us About<br />
Who We Really Are<br />
by Seth Stephens-Davidowitz<br />
Publisher: Dey Street Books<br />
Month of Publishing: May <strong>2017</strong><br />
The Book is about<br />
Not exactly brilliant in terms of<br />
new theories or trend-spotting, it is<br />
nevertheless a good attempt to establish<br />
how Big Data can impact all our lives. A<br />
wannabe Feakonomics not as brilliant<br />
but fairly witty and with ex<strong>amp</strong>le you can<br />
easily identify with.<br />
Why it is in the list<br />
A witty book that is easy to read on<br />
information and Big Data, the book is<br />
primarily in the list because of the topic,<br />
its readability and the fact that it is<br />
published in <strong>2017</strong>, not because it offers<br />
any great new insights.<br />
36 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Feature<br />
Hit Refresh<br />
The Quest to Rediscover<br />
Microsoft’s Soul and Imagine a<br />
Better Future for Everyone<br />
by Satya Nadella<br />
Publisher: Harper Business<br />
Month of Publishing: September <strong>2017</strong><br />
The Book is about<br />
Nadella’s personal journey as well as<br />
the story of Microsoft’s transformation.<br />
Microsoft’s transformation to an<br />
empathetic, open-to-partnership cloud<br />
company has happened completely<br />
during his short tenure of three years.<br />
The book gives insights into that<br />
transformation. Indians will identify<br />
with it much better—his passion for<br />
cricket, his prized possession of a Sachin<br />
Tendulakar signed cricket bat, his lessons<br />
of leadership from the game….very Indian.<br />
Why it is in the list<br />
It is not a very witty and smart book but<br />
it is honest and does provide insights into<br />
one of the largest transformation stories<br />
in recent times. Indians will identify with<br />
many things in the book.<br />
The<br />
Consolidators<br />
by Prince Mathews Thomas<br />
Publisher: Penguin Random House India<br />
Month of Publishing: September <strong>2017</strong><br />
The Book is about<br />
Second generation business leaders<br />
who have grown their family business<br />
considerably or have succeeded by<br />
venturing into new areas. While there are<br />
many recounts of the work done by first<br />
generation of entrepreneurs like Tata,<br />
Ambani and Birla and the new generation<br />
entrepreneurs, this book deals with the<br />
achievements of those who grew their<br />
business in a comparatively difficult<br />
phase of Indian economy.<br />
Why it is in the list<br />
In terms of writing, it nowhere compares<br />
with most books in the list but the topic<br />
itself is so relevant that this is a must read<br />
for Indian managers—especially those<br />
who have worked with/are working with/<br />
plan to work with Indian companies,<br />
family-owned or otherwise.<br />
The Fourth<br />
Industrial<br />
Revolution<br />
by Klaus Schwab<br />
Publisher: Portfolio Penguin<br />
Month of Publishing: February <strong>2017</strong><br />
The Book is about<br />
It is the basic manifesto of the Fourth<br />
Industrial Revolution, having been<br />
written by the man who popularized<br />
the term. By his own admission, it is a<br />
compilation of thoughts and ideas from<br />
many. A very good reference book.<br />
Why it is in the list<br />
It is the book on the topic, much like<br />
Dennis Ritchie’s book on C.<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
37
Feature<br />
TECHNOLOGY<br />
Doing<br />
Digital Right<br />
How Companies Can Thrive in<br />
the Next Digital Era<br />
by Louis Lamoureux<br />
Publisher: Third Digital, Inc.<br />
Month of Publishing: March <strong>2017</strong><br />
The Book is about<br />
If you are overwhelmed already by the big<br />
ideas, this comes as a respite. The book, at<br />
right hands, is a very useful book that can<br />
help, well, in doing digital right. It has a<br />
lot of step by step instructions and factual<br />
information which can connect well with<br />
the managers.<br />
Why it is in the list<br />
Who does not want to do digital right?<br />
And this is a fairly usable book on<br />
the subject.<br />
Digital @<br />
Scale<br />
The Playbook You Need to<br />
Transform Your Company<br />
by Anand Swaminathan,<br />
Jürgen Meffert<br />
Publisher: John Wiley & Sons<br />
Month of Publishing: August <strong>2017</strong><br />
The Book is about<br />
Doing digital as a pilot with all the<br />
attention of the young scion of a large<br />
business family is often a great success<br />
story. Just that it never manages to<br />
touch the rest of the company, let alone<br />
transform it. Swaminathan and Meffet,<br />
two McKinsey consultants examine “what<br />
it takes for companies to break through<br />
the gravitational pull of their legacy<br />
organizations and capture the full value<br />
of digital”.<br />
Why it is in the list<br />
It is a highly practical, factual and<br />
readable book on digital transformation.<br />
Probably the best on the subject<br />
published in <strong>2017</strong>.<br />
Data<br />
Strategy<br />
How to Profit from a World of Big<br />
Data, Analytics and the Internet<br />
of Things<br />
by Bernard Marr<br />
Publisher: Kogan Page<br />
Month of Publishing: April <strong>2017</strong><br />
The Book is about<br />
The most recent take of the author on<br />
practical usage of Big Data and Analytics.<br />
Those who read Marr regularly on Forbes<br />
would be familiar with his engaging<br />
writing and ability to draw insights<br />
from recent trends. The book, his 4th on<br />
the subject, not counting the books for<br />
Dummies, is a must read for those who<br />
want to keep pace with Big Data trends.<br />
Why it is in the list<br />
Simple. It is the most relevant book on<br />
the subject; and is extremely readable<br />
(and usable).<br />
38 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>
Feature<br />
Dual<br />
Transformation<br />
How to Reposition Today’s<br />
Business While Creating the<br />
Future<br />
by Clark G. Gilbert, Mark W.<br />
Johnson, and Scott D. Anthony<br />
Publisher: Harvard Business Review<br />
Month of Publishing: May <strong>2017</strong><br />
The Book is about<br />
One of the most common challenges<br />
before business leader: how to transform<br />
your current business in the face of<br />
continuous disruptions. Balancing<br />
the current investor and customer<br />
expectation with creating a future model<br />
is a dual task for most businesses and the<br />
book is a “how-to” book on the subject.<br />
Why it is in the list<br />
It deals with one of the most common<br />
challenges and especially in a country like<br />
India where change is slow to implement.<br />
Machine,<br />
Platform,<br />
Crowd<br />
Harnessing Our Digital Future<br />
by Andrew Mcafee (Author),<br />
Erik Brynjolfsson<br />
Publisher: WW Norton & Company<br />
Month of Publishing: June <strong>2017</strong><br />
The Book is about<br />
Yet another book following the successful<br />
formula in management literature—a<br />
successful original should be followed<br />
with updates cum more consumable<br />
presentation of those ideas. This book is<br />
an updated and concise version of The<br />
Second Machine Age by the authors for<br />
“executive education,” as many critics<br />
point out.<br />
Why it is in the list<br />
It is still the most useful book on<br />
the subject, presented with a business<br />
outlook and not from a sociologist’s<br />
perspective.<br />
Artificial<br />
Intelligence<br />
and Machine<br />
Learning for<br />
Business<br />
A No-Nonsense Guide to Data<br />
Driven Technologies<br />
by Steven Finlay<br />
Publisher: Relativistic<br />
Month of Publishing: May <strong>2017</strong><br />
The Book is about<br />
As the name suggests, it is a no-nonsense<br />
introduction to technologies like AI,<br />
machine learning etc targeted at non-datascience<br />
community, especially business<br />
executives.<br />
Why it is in the list<br />
It is a lucid introduction to one of the<br />
hottest areas within technology. A<br />
must read for those who want to work<br />
in technology/business functions that<br />
work with Big Data but are not into data<br />
science themselves.<br />
<strong>November</strong> <strong>2017</strong> | <strong>CIO</strong>&<strong>LEADER</strong><br />
39
Feature<br />
SELF IMPROVEMENT/PERSONAL MOTIVATION<br />
Sell<br />
The Art, the Science,<br />
the Witchcraft<br />
by Subroto Bagchi<br />
Publisher: Hachette India<br />
Month of Publishing: September <strong>2017</strong><br />
The Book is about<br />
Understanding selling, especially B2B<br />
selling, in the typical honest, easy-todigest<br />
way of Bagchi.<br />
Why it is in the list<br />
For IT managers, it is useful in two ways.<br />
One, they themselves often have to sell<br />
ideas within the company. Two—and<br />
more tangibly—to understand how their<br />
vendors think, as the book is more about<br />
B2B sales, especially technology sales.<br />
The<br />
Captain Class<br />
The Hidden Force Behind the<br />
World’s greatest Teams<br />
by Sam Walker<br />
Publisher: Random House UK<br />
Month of Publishing: May <strong>2017</strong><br />
The Book is about<br />
Very different from the rest of the books<br />
in this list, this a study of the most<br />
successful sports teams the world over—<br />
Walker was the Global Sports Editor of<br />
The Wall Street Journal—and the people<br />
who led them. Walkers’ years of research<br />
helped him select 16 most successful<br />
sports teams globally and when he sought<br />
answer the question—what made them<br />
successful—he came out with some<br />
common traits of the captains.<br />
Why it is in the list<br />
Most valuable leadership lessons from<br />
the world of sports presented in a<br />
readable manner.<br />
Option B<br />
Facing Adversity, Building<br />
Resilience and Finding Joy<br />
by Sheryl Sandberg, Adam Grant<br />
Publisher: Random House<br />
Month of Publishing: April <strong>2017</strong><br />
The Book is about<br />
Written after her husband’s death, the<br />
idea of the book started from a Facebook<br />
post to which she received millions of<br />
responses some of which were people’s<br />
own experience of grief. It is that a manual<br />
of recovering from grief.<br />
Why it is in the list<br />
Very unusual book to be in the list but<br />
a powerful, compassionate writing on<br />
recovering from some real damage; not<br />
the consultants’ option B, as we know it.<br />
Reading books like this makes you more<br />
mature and humble.<br />
40 <strong>CIO</strong>&<strong>LEADER</strong> | <strong>November</strong> <strong>2017</strong>