Title: Business Challenges in Real-Estate Industry - dependence on IT has only increased with time

Business Challenges in Real-Estate Industry
Unprecedented Business Growth from 2005-06 onwards though slowed recently due to Global Recession.

1. All-India Footprint.
2. Need for closer contacts with Customers.
3. Need for stringent Project Monitoring and monitoring of Costs,
4. Physical and Information Security.
5. Compliance with plethora of legal requirements
6. Reduction of Overhead Costs.
7. Monitoring of Land bank.

IT Vision for Business Innovation
IT-enabled Innovative Business Processes and Systems where IT plays the role of a facilitator and serves as an integral part of Business .

IT priorities for innovation
• Faster flow of information from various points spread    across the country – Anywhere Access
• Monitoring of Land Bank
• Project Monitoring and Control
• Customer Self-Service
• More information on Customer Business – 0ffices,    Malls
• Work Flow to track Compliance and Bill Passing
• Physical and Information Security.

This presentation dwell on the plans to meet the above and the overall Architecture.

Title: Are Enterprises Web 2.0 ready? Do we have current best practices?

The problem with complex systems is that its behavior cannot be understood by analyzing its elements. The behavior tends to have “surprise” element build into it and Web2.0 is no exception. Traditionally, enterprises do not like “surprises”. Special efforts are put to make all processes predictable. There lies the contradiction between how enterprises operate and the promise of Web2.0. However, there are several dramatic success stories of the application of Web2.0 concepts. As a result, an enterprise has no choice but to evaluate how it can leverage it – but to do so requires paradigm shift in thinking.

Over the last 5 years a set of best practices, tools and technologies have emerged. An enterprise can leverage these in two distinct dimensions. On one dimension, these can be applied to build deeper relationship with customers. On the other dimension the application can be inside the enterprise.

This talk focuses on spelling out the contradictions and suggests steps on how an enterprise can reorient itself to take advantage of Web2.0. It will also touch upon the evolution and the current best practices.

“What if our business is not determined by the producer but by the consumer….The question can therefore be answered only by looking at the business from outside, from the point of view of the consumer and the market.” – Peter Drucker, Renowned Management Guru

Though some management gurus have worked extensively on Outside-in thinking principles for designing product and advertisement campaigns, not much work has been done on designing Outside-In thinking for processes, services and software. The speaker has been working on applying the Outside-In thinking concepts to these fields for the last 5 years.

Outside-In thinking is not a new concept though it is much more difficult to think from a customer’s view point than to think from an organization’s viewpoint. That is why Inside-Out thinking is so common. The keynote address will cover how designers of software and services can think from the viewpoint of customers to achieve better success during the roll-out of their projects and better acceptability of the software from end users. The biggest satisfier for a software services company is the enablement of its users to achieve success in their domain by the use of the software developed by them – In Customer Service Parlance this is called “Customer Success”.

This keynote address will help the participant gain insights on following:

1. Difference between Inside-Out and Outside-In thinking
2. Why Outside-in thinking is not commonplace
3. Why Outside-in thinking is important
4. Examples of Outside-In and Inside-Out thinking
5. Techniques to design software and services by wearing the Customer’s hat
6. How to find out what customers want from services
7. Case study –Design of a Software from Outside-In perspective

• Why am I organized the way I am organized ?
• What methodology do I follow to do IT management? from strategy to service creation/description, deployment, monitoring and updations etc. some framework mix of ITIL , local etc.
• Governance structure within Ericsson like IT board, governance boards with business lines.
• Business SLA setup , monitoring and reporting - SLA with the business lines BSLA and not with vendors/partners.
• How do I deal and create process owner organization and integrate and harness their knowledge power to grow my architecting work.
• Ultimately leading upto what are the key deliverables to Ericsson India, what could be the user satisfaction (surveys by gartner) or cost reduction, or time to market or lights on function and growth.
• Based on the above how does cost pyramid looks like and what challenges do I face today in the Ericsson world.