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CIO Summit 2012 Malaysia: "Freedom to Business and Control to IT"

F.Y. Teng | Aug. 31, 2012
Vinod R. Venkatasubramanian of Cognizant Mobility Practice shows the way to secure infrastructures and freedom for business users that together spell highly successful mobility initiatives.

Vinod R. Venkatasubramanian, Lead-Advisory, Cognizant Mobility Practice

This interview appears as a lead up to our CIO Summit 2012 in Malaysia on September 6, 2012. Vinod R. Venkatasubramanian, Lead-Advisory, Cognizant Mobility Practice, will be talking about the Dos and Don't of enterprise mobility and offering up some much-needed advice on how organisations can put together and execute effective mobility strategies that deliver top dollar ROI.

Talk about the blueprint of an ideal mobility strategy-as you see it.
An ideal mobile strategy should contain 2 components: a business and a technology component. The business component should first determine how important mobility is as a concept to the business model. Depending on the defined priority, it should set guidelines on key aspects such as governance, periodic review and information-gathering to continually keep pace with the changing landscape. The roadmap obviously cannot be too detailed as many changes are expected, but it must certainly incorporate agility and change in direction into it.

The technology component should cover readiness. It should clearly answer the question: How can IT be ready and 'future-proof' technologically in spite of the changes to the landscape? IT should enable business teams to provide the best experience on the broadest reach of devices at the lowest total cost of ownership. Since mobility is in many ways a technology driven revolution, the IT team should play the role of advisor and guide to business teams, informing them of upcoming changes and new features.

The strategy should create a framework that gives freedom to business and control to IT. The framework should provide for governance, technology, support & compliance/security. Such a framework ensures that business & IT are both at the table and planning ahead instead of constantly chasing competitors or the changing landscape.

Finally, clichéd as it might sound, the strategy should provide for a very agile implementation and embrace change. Mobile initiatives should be short and iterative learning experiences, which will provide input for larger initiatives down the line.

Share some Asian success stories with us.
At Cognizant, we have worked with several multi-national and regional companies in the area of enterprise mobility, helping them engage various user groups through mobile devices, such as phones and tablets.

In the pharmaceutical industry, we have worked with a global leader to roll out iPads for their Sales force around Asia-Pacific, most notably in China. Besides helping provision and set up the devices, we have developed and managed applications that will make the sales force more productive, helped them engage their customers better and close sales faster. Our customer has seen tangible benefits from this initiative and expects to invest further in 2013.

 

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