When you said "verticalization", what was the inference to - focus on verticals or customization for verticals?
Verticalization is both, in the sense that what works for one vertical may not work for another in the same sense. The challenge there was to build case studies beyond mono line, and look at each focus vertical thread bare - telecom, health care, BPO, financial services - and see what DEM could uniquely do for each and what we should to make it work uniquely for each.
How is BMC's DEM story different from, say, what an IBM or HP is doing?
We are doing our journey in mainframe, mobile and cloud, in what we believe is a comprehensive play through DEM. It is perfectly acceptable for customers to opt for piecemeal through other vendors. It is a choice they make depending on what they may want.
If you look at IBM or HP, they typically lock-in through their hardware and then bundle the software. Whereas, BMC software is 100% focused on software, in developing a DEM platform. We have invested top-bottom in this. Isn't that in itself a fundamental difference?
How do you view India as a growth market?
India is a digitally transforming market. Apart from the high end verticals, the start-up scenario is phenomenal. Even with the strategic Indian outsourcers, they are big and addressing markets such as North America and Europe.
India is where a lot of the talent pool is coming from. The emphasis is not in having just pools of people doing marketing, but also contributing. Our CoE in Pune is excellent in terms of the delivery it can give to BMC, alongside Houston, San Jose, Tel Aviv and Ukraine. On a scale of 1-10, India will very obviously tilt to the second half of the scale.
So, given your huge mammoth experience as a marketing man, someone who has championed legendary campaigns in B2C, what do you think of the thought about whether DEM will be driven by IT or by business?
Both. Recently Gartner came out with a study, stating that the CMO, by end of 2016, will account for 30 percent of all IT spending. I believe that a more prudent number would be greater than 10 percent and that number is growing.
While most discussions were CTO driven 10 years ago, CEOs will be compelled to take a look at other personas. However, we have a mandate that is clear, that we endorse a dual track approach, meaning, the non-CIO sees the message, but the CIO remains critical for decision. There is so much of role-play in IT, new models coming up - IT organization within an enterprise is best equipped to handle the shifts. We will talk to the CXO audience, but will clearly go back to the CIO.
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