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Briefing: The ‘variabilisation of IT’ towards greater efficiencies

Tao Ai Lei | April 2, 2013
The next big thing in IT is the use of the right level of technology resources that the task requires, which will allow companies to enjoy increased business agility and massive cost savings.

Wipro is currently doing several innovative projects with its customers that goes beyond regular IT services. For instance, Wipro has delivered a Commuter Analytics (termed as "Planet") programme, that allows the Land Transport Authority (LTA) of Singapore to bring together commuter data from all public transportation modes to analyse how a citizen uses multi-modal facilities (MRT, buses and taxis) that are operated by independent players.

Another project is with STATSChipPAC and involves an end-to-end infrastructure outsourcing deal involving staff transition across seven countries, ITIL process roll out, Consolidated Multi-lingual Service Desk, Centralised Incident Management and Monitoring, Single view of Dashboard with Service Level Reporting, Server Consolidation and Virtualisation to rationalise IT assets.

Security, control concerns
When the audience was invited to pose questions, KG Mohan, vice president of IT for Asia Pacific at Johnson & Johnson Medical, asked about security and controls, the loss of control, and the competitiveness of cost and value when adopting the variabilisation of technology.

KP Mohan
Photo: KG Mohan

Nair responded that the architecture or roadmap for technology variabilisation will not compromise on security, with security standards maintained. Loss of control "is by design" and would be for the non-core functions like salary management.

CIO Asia editor TC Seow then queried on what can be done to ensure success when partnering an external service provider and embarking on the variabilisation of technology.

Nair replied that it is important to do an initial data-gathering exercise across the enterprise, and segment that data. "Inventorise [your data] properly, call in someone external to you and plan a six or 18 month roadmap, depending on your appetite, speed and priorities."

He also recommended getting buy-in from the chief financial officer (CFO), by understanding the variabilisation of technology concept.

"IT has been a black box, a sucker of investments, and CFOs are not sure what they are getting. A CFO will be extremely happy with the variabilisation of technology concept, as it there is ROI right from beginning, and alignment to the business."

Jaehoon Jeong, director of IT at Asia-Pacific Economic Cooperation, asked on the difference between customisation and variabilisation of technology.

Jaehoon Jeong
Photo: Jaehoon Jeong

Nair explained that customisation is building a solution like ERP or CRM based on an organisation's requirements, while variabilisation is based on mapping technology needs to business success of an enterprise, and there is a metric for the measure of success.


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