Académique Documents
Professionnel Documents
Culture Documents
(From left to right) Vikram Chopra, GM (passenger services application) Centre for Railways Information Systems Sunil Rawlani, head-information systems & technology HDFC Standard Life Insurance Unni Krishnan T.M., group CTO (retail business), Shopper's Stop Jay Menon, director (innovation) & group CIO, Bharti Airtel Pradeep Saha, head-IT, Max Healthcare
Verticals
RETAIL
a shoppers Paradise
Every month, one of Shoppers Stop 50 outlets clocks seven million instances of customers using technology. Encouraged, the group is now building on its technology capability to stay ahead in the volumes game.
By gunjan trivedi
etail is similar to the worlds fastest train, the TGV. Its speed, availability and extraordinary experience set it apart and has made it among the most preferred modes of transport in France. The same fundamentals separate the retail amateurs from the men. A retail organizations ability to scale up swiftly on demand, keep merchandize available, and create a consistently g r e at c u st o m e r experience in the face of surging volumes and mushrooming customer Keepingpacewithvolumes numbers will dictate its Guaranteeingavailability success. This is where ofmerchandize technology assumes a Creatingcustomerdelight pivotal role. andensuringconsistency Among the big players in the organized retail space in India, Shoppers Stop has
Greatest Challenges
always understood the criticality of scale, availability and experience, and has been an eager adopter of advanced, cuttingedge technology. We deployed JDA-MMS and JDA-WinDSS, core merchandizing, store PoS application and ERP in 1998, much before the other players, says Unni Krishnan T.M., the group CTO of Shoppers Stop retail business that includes Shoppers Stop, HyperCITY, Crossword, Mothercare, Desi Caf, Brio and Home Stop. And Shoppers Stop has continued to pump energy in this area. Today, says B.S.Nagesh, MD, and vice chairman of Shoppers Stop, it has implemented pioneering technologies like a self-checkout at HyperCITY, a first in both the retail brotherhood in India and globally.
38
VOL /2 | ISSUE/01
VOL /2 | ISSUE/01
creating
Uttered by Robert de Niro in a 1998 heist film, the writer of this memorable line is still a mystery in filmdom. It doesnt matter because the words ring true, most of all in business today. When CIOs reporters explored the IT organizations of five business sectors retail, healthcare, BFSI, telecom and services their stories revealed how Indian majors are thriving on innovation to solve their organizations problems. Most interestingly, each vertical puts forth a series of learnings that are not unique to itself, helping you derive insights into their approaches to address your own IT challenges. The solutions are now out in the landscape. Find out, across the next five stories.
Either youre part of the problem or part of the solution or youre just part of the landscape.
39
With its price-checking solutions, barcode scanners and anti-theft devices, retail creates a large number of customertechnology touch-points.
IL LUSTRAT IO nS By PC A nO OP
handheld barcode scanning device lets customers scan their merchandize as they take them off shelves. When they're ready for checkout, customers dont need to stand in a queue as their merchandize is scanned and billed saving time and improving customer experience. The iScan represents a classic case where a piece of hardware is put to multiple use by bundling it with different apps. The same hardware doubles as stock-taking solution for inventory. It is also used without the shopping cart as a receiving solution at warehouses and helps managers within a store do price-checks on merchandize. Known as a platform concept, Shoppers Stop borrowed the multiple-use approach from the auto industry and experimented with it in retail for the first time in India, says Krishnan. Car models like Tata Indica and Indigo share the same [architectural] platform. When you create a platform, its easier to build more models off it by incorporating tweaks. We surprised our application provider by applying hardware and applications in new environments, says Krishnan.
SA LE
LE A
One View
Shoppers Stop primary objective as an early-mover technology adaptor is not only to empower its businesses with the agility to scale up and the power to ensure availability of merchandize, but also to eventually bring all its retail formats on a common
40
VOL /2 | ISSUE/01
Nothing is more frustrating than trying to get people to alter the way they do things. New research reveals why its so hard and suggests strategies to make it easier. How Bharti Airtel meets the challenges of integrating businesses and staying in line with growth fuelled by M&As.
By rahul neel mani
Dial i.t.
TELECOM
for integration
or a company that began with one mobile service license in 1995, the Rs 8,156-crore Bharti There was a dire need to integrate all the services that Airtel has taken rapid strides to become the Bharti Airtel provided as one brand. There was yet another bellwether in the Indian telecom industry today. need to integrate the systems and processes across circles, Its country-wide presence and market capitalization and initiate the swift migration of all heterogeneous of Rs 101.9 crore reflect a fast-growing company at one processes to one platform across the 23 circles. level. At another level, such expansion signals a huge In 2002, when the carrier embarked on the integration challenge, especially for a company whose growth has process, it had few circles to operate and was running come inorganically, through mergers and acquisitions legacy billing systems. Menon recalls the days when (M&As), as part of the industry consolidation. Ask Bharti the company bought its first off the shelf, high-end, Airtels IT organization. commercial billing system called Keanan in 2002. With each acquisition, the challenges grow by leaps and The migration of just two circles from legacy to this bounds. Bharti Airtel has sought to consolidate disparate platform was extremely painful. Several business rules IT systems of different entities and standardize platforms and processes needed to be aligned with the IT systems. across the company. Says Jai Menon, director (innovation) Everything was missing. It took us several months to and group CIO of Bharti Airtel, set it right. Imagine the task of In 2002, while on an S-curve repeating the similar exercise of growth, we were just on time. after every acquisition, It has reflected well in the way says Menon. we adopted technology and the There was a strong belief way customers experienced within that technology wasnt our offerings. the problem. It was integration, The journey, which started and its alignment with business then with basic integrations thereafter, which was essential Integrationinthecontextof internally, will culminate by 2010 to keep growth steady on the inorganicgrowth as One Airtel a complete intra S-curve. The non-integrated Gettingridoflegacysystems and inter-SBU integration across entities were also lying too Minimizingmigrationtime Bharti Airtels divisions. The low on the capability front journey has posed three major because of the over-customization challenges: scaling up (vertically of information systems and and horizontally), capability commercial software at different enhancement and integration. entities within the company.
Greatest Challenges
42
VOL /2 | ISSUE/01
Non-stop Integration
As a result of the efforts to integrate, the first phase saw intrastrategic business unit (SBU) integration. Within all three divisions mobility, fixed line and broadband businesses the internal information systems were migrated onto one platform. It took us a few years to complete the intra SBU migration, but Bharti Airtel became the first telecom service provider in India to be working on a single, standardized platform internally, including HR, financials, knowledge management, learning management, claims Menon. On the business side (customer facing application and IT systems), the company is slowly inching towards totally integrated and standardized platforms. The thrust is to first achieve integration of systems, business intelligence systems, data warehousing, so that there is one national picture to view. At the time this story was reported, Bharti Airtel was in its penultimate stage
44
VOL /2 | ISSUE/01
The thrust is to first achieve integration of systems, business intelligence systems, data warehousing, so that there is one national picture to view.
their current platforms to one standard platform to be 100 percent more agile, say Menon. The entire IT infrastructure of Bharti Airtel now runs on multi-protocol label switching WAN, which helps the company support a host of applications, including the ones that are leading-edge. Migrating to MPLS-based services also cut costs for the company depending on the degree of converged traffic that Bharti Airtel was running on it. Says Menon: Using MPLS for all three layers data, voice and video saved us as much as 25 percent on the network expenditure. CIOs might wonder how difficult it is to make the transition. Surprisingly, its less painful than anybody thinks. Technically, MPLS isnt a service offering, but underlying infrastructure. Through this exercise, Bharti Airtel has created an IT ecosystem which now uses one piece of middleware for 16 of its major application systems running on 1,500 odd servers. As a result of this massive integration drive, Bharti Airtel executed three large utility computing models between 2004-2006 after factoring in both capital and operational expenditures. For business and internal IT, IBM became the key outsourcing partner with 15 more providers lined up behind it. For all contact center technology, Bharti Airtel picked Nortel and seven of its associated partners. On the infrastructure front, IBM was again the strategic
46
n o v e m B e R 1 5 , 2 0 0 6 | REAL CIO WORLD
Most of the intra-SBU and some of the inter-SBU IT systems have already been stitched with one thread and are working well. Some of the most ambitious projects like integrated CRM, integrated self care and order management convergent billing are in advanced stages of completion. We are targeting that by 2008, Bharti Airtel mobility, fixed line and broadband will have one content gateway, one messaging gateway and one application gateway across all platforms, that is, PC, mobile and TV. That will make us a 100 percent integrated telecom carrier. We'll be the first telecom company in the world to achieve this, claims Menon. Overall, the process has stemmed from the companys quest for integration, which started early on in 2002. The company gathered the right ecosystem, got the right architecture in place, and did the migration and integration upfront. It has resulted in cost-effectiveness and the ability to recognize customers better. On the S-curve of growth, we started very early. We wanted this whole strategy to ultimately translate into rich customer experience. And its nothing but a result of integration and capability enhancement in the IT systems, asserts Menon.
VOL /2 | ISSUE/01
insuring
By gunjan trivedi
BFSI
against Paper-Pushing
HDFC Standard Life Insurance has made a successful bid to get its people away from the clutches of paper files and back to the business of insurance.
hat does it take to follow a paper trail? of paper racing around if a company handles about ten Ask an insurance company. Take an thousand policy files everyday. Now, imagine the impact insurance organization anywhere in on the organizations turnaround time. Electronic the world and it will look at paper as a content management and digitization of workflow was necessary evil. Thats because with so many entwined imperative, points out Rawlani. In 2003, HDFCSL business processes with cascading results, variables and embarked on a mission to cut out the paper chase and overlapping needs, insurers need to ensure well-defined embrace Business Process Management (BPM). workflows, which for unprepared companies means an The Mumbai-headquartered HDFCSL, a joint-venture avalanche snowballing of paper and plenty of it. between UKs mutual life assurance company Standard At one time, it got so bad that many insurers in the US Life and HDFC, was started in 2000 to tap the evolving housed in multiple-storey buildings used conveyor life insurance market in India. As one of the first private belts to carry files across hundreds of desks through life insurance companies in India, HDFCSLs operations multiple departments. The mechanical solution, though were characterized by manual processes that were added it successfully reduced the time it took to move paper files incrementally to keep up with business requirements. around, didnt address the problem. Sunil Rawlani, headIn order to differentiate itself and tap the market information systems and technology of HDFC Standard more progressively, it adopted the customer-centric Life Insurance Company (HDFCSL), was certain he wasnt approach and offered service as it's USP. As HDFCSL saw going to put his money into a conveyor belt. unprecedented growth, their manual processes, layered Rawlani was determined unsystematically over time, started to drain away all the paper to crack under the pressure. that was clogging business The number of Excel efficiency. He decided to worksheets, used to track introduce digitized content, policies, mushroomed. automated workflow and Increased communication for agile, re-engineered processes. new requirements began to Insurance is a conventional, choke the organization. Multiple Eliminatingtheproblemsof paper-based business with systems to handle status apaper-intensiveworkflow 90-page files packed with queries or communicating new withelectroniccontent supporting documents hopping management decisions rendered managementandBPM across work-desks. These process control inconsistent GivingbusinessbackitsUSP obese files then travel in and and inefficient, which hit the byfocusingonserviceand out of file cabinets, to agents, to organizations ability to measure notpaperchasing. junior underwriters, to medical performance. All the while, the institutes, to senior underwriters volume of paper exploded making and so on. Imagine the volumes document-filing and handling
Greatest Challenges
48
VOL /2 | ISSUE/01
Sunil Rawlani, head-information security & technology HDFC Standard Life Insurance
extremely tedious, and created a storage nightmare. Manually distributing work and summarizing data from proposal forms also impacted the processing time. The inability of business managers to balance workloads and a lack of insight into productivity created a vicious cycle that sucked business down. The disorder spread as misplaced documents affected policy turnaround time and created a ripple effect among interlinked files. In a firefighting attempt to stave off confusion, staff at the branch levels began duplicating documents and entered data in two places. This increased the cost of operations and worse affected HDFCSLs USP: service. After several months of deliberations, HDFCSL deployed a BPM solution from Staffware (later acquired by Tibco) and an Enterprise Content Management solution from FileNet. This exercise replaced paper with digital files, streamlined and re-engineered workflow, and created a more scalable, synergetic and agile business, says Rawlani.
50
VOL /2 | ISSUE/01
BANK
The advanced capabilities of the BPM platform are also used to break down and monitor an automated process into steps as they are rolled out.
At first, we addressed the business processes in breadth, to automate key front-end features. Then we started to scale the depth of the process. This incremental approach helps us to address issues cropping up without disrupting the entire process, and easily secure management buy-in by being able to show benefits early on, says Rawlani. The au t o m a t e d workflow has benefited the organization. Apart from the measurable benefits of a 300 percent improvement on policy turn-around time. For instance, the average time to issue a new policy today is 1.52.5 days, down from 5-6 days. The organization is also able to offer improved customer service with consistent experience, and enjoys improved efficiency in terms of immediate access to documents, tracking policies online, a new ease of administration, much better process manageability and control, better compliance, and overall reduction in the cost of ownership. There has also been a 40 percent reduction in the time underwriters spend handling queries. This translates into substantial ROI, especially since the number of policies issued in a year run in hundreds of thousands. (HDFCSL issued over just under 4 lakh policies in 200506, covering more than 5.8 lakh lives.) Moving ahead, Rawlani wants to bring all business processes that are not yet fully automated such as claims under BPM. He is working full time to bring in more third-party integration between the workflows of HDFCSL and external entities such as medical institutes or re-insurers. I am also figuring out how to further equip our sales-force and agents with sophisticated mobile devices, which can integrate seamlessly with our workflow and further reduce our turnaround time as we deliver policies to the customers, right at their doorsteps, he says.
VOL /2 | ISSUE/01
On the right
SERVICES
track
By Balaji narasimhan
How the Indian Railways overcame a logistical nightmare in a mission to change the customer experience of nearly 14 million people who travel with unreserved tickets everyday.
s the second largest rail network in the world and the largest in Asia, statistics concerning Indian Railways are bound to impress. It boasts of coverage that exceeds 60,000 kilometers, has 300 railway yards and 700 repair shops. It runs more than 11,000 trains on a daily basis, and directly or indirectly touches the life of almost every person in India. However, not all figures concerning the Indian Railways are as impressive. For instance, almost 14 million of the 15 million people whom the Railways transports every day travel on unreserved tickets. Handling them has been a huge problem. As union railway minister Lalu Prasad Yadav said in his maiden Railway Budget speech at the Lok Sabha in 2004-05, About 92 percent of railway passengers travel without reservation in unreserved coaches in trains in the country. This revelation is not something new, and the Indian Railways had realized the need for an Unreserved Ticketing System (UTS) a long time ago. In fact, Nitish Kumar, in his Railway Budget in 2002-03, had announced the pilot of the Unreserved Ticketing System, at a time when the Indian Railways was celebrating its 150th Designingthesystemfrom year of operations. theground-up As Vikram Chopra, Freezingontheright group general hardware/software manager (passenger combination services applications), Creatinganextensible Centre for Railway system Information Systems (CRIS), points out, The decision to introduce
Greatest Challenges
UTS as a pilot project at 23 stations around Delhi was taken in January 2002, and the inauguration of the same was done on August 15, 2002. Today, this project is showing a lot of benefits, and has been extended to 588 stations as of March 31, 2006. Further, the Indian Railways plans to cover 943 more stations in 2006-07, and ensure that a total of 6,000 stations have UTS as of March 31, 2009. While UTS is delivering excellent payback, the road taken was thorny. As a first step towards computerizing ticketing, the Indian Railways introduced Self Printing Ticketing Machines (SPTMs), points out Chopra, adding that, These were standalone microprocessor-based ticket machines. While they contributed towards reducing ticket inventory and provided automated accounting at the station level, they had several limitations. The limitations included: The system was a logistical nightmare because fare changes had to be made on each and every machine. Since these machines were standalone systems, tickets could only be booked from the station of origin of journey. Cancellation could also be only done at the same counter where the ticket was booked. Since there was no network, there was no real-time generation of revenue. Additionally, these machines were prone to tampering. In order to overcome these limitations, CRIS designed the UTS. The project was given to CRIS on a turn key basis, and the work involved designing the system, freezing of hardware and software requirements, procuring the hardware, development of software and testing it, and finally, installation, recalls Chopra. While implementing such a large system tends to be a complex undertaking, CRIS core competency in handling such installations helped. Set up in 1986 to manage all the computer activities of the Indian Railways, CRIS had implemented large projects before, like the Freight Operations Information Systems (FOIS) and Passenger
54
VOL /2 | ISSUE/01
Vikram Chopra,
56
VOL /2 | ISSUE/01
Empowering Passengers
hile RFID (radio frequency identification) is usually seen as something that adds value to the supply chain, the Indian Railways is also implementing this technology to make traveling easier for the common man. This plan revolves around smart cards, which are issued in denominations of Rs 100, Rs 200 and Rs 500. These cards are valid for one year, but the unused amount can be transferred to a new card. These smart cards are used with ATVMs (Automatic Ticket Vending Machines), which are equipped with a touch screen. Using the touch screen, the smart card holder can enter the details of his journey and the amount is automatically subtracted from his smart card. While this usage is bound to enhance customer satisfaction, RFID is capable of playing an even higher role in the handling of freight. The Indian Railways is supposed to have 222 million freight wagons, and RFID tags embedded in the wagons will be read by readers located in sheds. Using this system, which is currently in its pilot phase, the Indian Railways hopes to streamline freight management across the country. The impact upon the country itself is bound to be huge because, as of 2004-05, the Indian Railways carried 1.65 million tonnes of freight on a daily basis. Since the network of the Indian Railways covers around 63,465 km across the length and breadth of the country, this system will make tracking of freight much easier than it is today. B.n.
58
VOL /2 | ISSUE/01
cures
By rahul neel mani
HEALTHCARE
On a large scale
Enter a healthcare WAN that has succeeded in taking highlydifferentiated and specialty medical services to remote areas.
hat India is a vast and varied geography with a burgeoning population is oft documented. Over a billion people are spread across a landscape from deserts to frozen mountain ranges, whose temperatures soar to 50 degree Celsius and plummet to -30 degree Celsius. Delve deeper into the demographics, and one will find more revealing facts: a very high infant mortality rate, an unmanageable population per doctor nearly 70 percent of the population lives in remote parts and an average life expectancy of 63 years. In many ways, all pointers to a deeper need for India to turn to telemedicine. The modern applications of telemedicine do not simply entail a better business logic for hospitals and other healthcare service providers, but also promise to contribute toward an national cause. India has been a relatively late adopter, but is fast catching up in terms of applying telemedicine technologies. Max Healthcare Institute, the Rs 145crore super-specialty hospital, has taken a plunge in proliferating treatment and medical Infrastructuretoprovide ser vices through servicetoremoteareas telemedicine. Its Trainingandenhancing TeleMed connects manpowercapabilities primary and specialty toprovideservices healthcare services, Creatingcost-efficiencies through images and throughsuchasystem other data, to health centers and tertiary hospitals with their
Greatest Challenges
highly specialized staff and technical equipment in remote areas. Telemedicine is an emerging system of medicine in India, but can prove very effective in terms of delivering timely treatment for those deprived of good medical facilities, says Pradeep Saha, head-IT for Max Healthcare. Information and telecommunication technologies have now reached a stage of maturity so that it doesnt take much time to set up a network for telemedicine facilities between two points. Earlier, an example of telemedicine may have been as simple as a doctor receiving advice and consultation from another doctor over the telephone. Today, telemedicine can bring a physician located hundreds of miles away into an actual examination room, thanks to a live, interactive system, notes Saha. However, India is still far behind when it comes to attaining acceptable standards of health infrastructure and services, says Saha. There is a shortage of computersavvy healthcare personnel. Overall, it results in the poor use of telemedical infrastructure, and the people who suffer the most are those in the remote areas. Quite early on, Max Healthcare felt the lack of training facilities with regard to information and communication technology (ICT) in medicine. In rural India, medical terms like HIS (hospital information systems, RIS (radiology information systems), and PACS (picture archiving and communication systems) are unheard of by the medical community. There is virtually no exposure to the applications of ICT in remote areas where most people of India reside, says Saha. We recognized this problem and thought of putting in place a solution to bridge this gap. Max Healthcare got actively involved in the practice of telemedicine with its various
60
VOL /2 | ISSUE/01
P HOTO By n AVEEn
Pradeep Saha,
62
VOL /2 | ISSUE/01
Healthy Processes
A medical practitioner in a remote location now schedules all his patients who require expert medical tertiary-level specialists advice on a particular day and time of the week. The medical experts sitting at specialty locations are made available online during that schedule for consultations on the cases. Before hand, the remote practitioner makes available all the case history and investigations
Patients in remote areas with chronic ailments can have follow-up consultations while sitting in their homes or workplaces.
of patients to the super-specialists. It saves time, money and, most importantly, the lives of a large number of people, says Saha. Offsite nursing homes, diagnostic centers and hospitals can now send images of diagnoses online to experts for an opinion. This takes no time in comparison to sending the images physically. The latter brings into play the possibility of a patient losing time if he is at a critical stage of treatment. TeleMed has proved to be a boon in disguise for monitoring patients while they are admitted in an intensive care unit (ICU) at a remote location. The doctor in the local ICU connects the patient to the ICU or CCU (critical care unit) of Max Healthcare, while our expert cardiologists and other critical medicine experts review the patients condition online and provide expertise to a local ICU or CCU doctor in managing the patient with the best clinical practice, which is otherwise impossible, says Saha. Further, patients with chronic ailments can have follow-up consultations with their respective consultants while sitting in their homes or workplaces. For a nominal amount, the patient is given a device that needs to be connected to an ordinary telephone line. During the consultation, this device transmits the ECG and other relevant clinical parameters to the
64
n o v e m B e R 1 5 , 2 0 0 6 | REAL CIO WORLD
VOL /2 | ISSUE/01