Riding the wave of IT consumerisation

by Editor 12/1/2011 2:14:00 PM

A new generation of computing devices and employees is driving a change in the way IT departments and organisations interface with their employees (and those devices). The need for a more flexible delivery model challenges traditional approaches to delivering corporate applications and securing data..

Ewen Anderson at Centralis explains how organisations can manage consumerisation in an efficient and secure manner, boosting productivity and employee satisfaction while delivering on longer-term strategic objectives..

Much has been made of the wave of consumerisation sweeping across the corporate landscape. New devices and applications are being adopted irrespective of whether they have support from the IT department or the blessing of senior management. Social media and rich content (i.e. audio and video) are also crossing into the business space, as the new ‘echo’ generation of employees expect to be able to create and consume information and content on-demand using the most appropriate (or inappropriate) device they choose.

Whether it be a smart phone (and iPhone in particular), tablet PC (namely an iPad) or laptop (or even a highly unfashionable netbook), employees are increasingly accessing both social media and business applications on the move, often connecting their devices to multiple screens when in the office to access desktop real estate for high-performance graphical or documentary work. This blurring of their working and private lives means that consumerisation now embraces much more than simply the concept of bring your own (BYO) laptop devices in the work place.

Firms recognise the benefits of boosting productivity and satisfaction by providing employees with the tools to work more flexibly, but also see the inherent conflict between the freedom of enabling them to work where they want versus the IT department’s desire to lock everything down and control it. For firms looking to benefit from rather, than stifle or control, consumerisation, there is now much greater complexity in managing devices, securing corporate data and enforcing acceptable usage policies.

IT was acceptable in the 80s

Consumerisation has been around for some time, but the rising level of employee’ expectation has thrust it to the top of the corporate agenda. Today, it is not unusual for there to be three generations working within an organisation: the ‘Baby Boomers’ (1946 to 1964); ‘Generation X’ (1965 to 1979); and the ‘Echo Generation’ (1980 to 1990) – with the latter being the primary driver of consumerisation. Typically, they have a smart phone, a laptop and potentially a tablet PC and are using social media applications such as Facebook, Twitter and Youtube at all times of day. When they enter the workplace, they expect this exact same level of ‘service’.

Similarly, there is a growing demand from C-level executives, marketing and training professionals for the ability to deliver rich media to staff wherever they are. However, applications such as video conferencing have been confined to just a few rooms equipped with cameras and screens. Given that many people use Skype regularly at home, the growing gap between the expectations of staff and the ability of IT teams to deliver is apparent.

The majority of workplaces continue to be predicated on the 1980s concept of computing – i.e. there is a desktop computer, a keyboard, a monitor and telephone – and the employee is expected to sit there and do their job. Employee access to certain types of websites is often restricted and social media is most likely blocked altogether. Furthermore, access to corporate applications and data has remained tethered to the PC. In a survey of more than 2,600 information workers and 550 IT administrators in nine countries earlier this year, IDC found that 76 percent of IT staff said they had no plans over the next 12 months to modify internal business applications for tablets and smartphones.

Striking a balance

Firms are responding to the march of consumerisation by implementing security and usage policies designed to allow employees more freedom in moving between devices. Yet significant tensions remain because the level of security demanded by IT teams can often lock-down devices (particularly laptops) to the extent they are rendered barely usable. If firms are overly restrictive, employees can react badly, refusing to work flexibly or by finding workarounds. A common scenario is where a user emails a file to a webmail account and saves the attachment back to their local drive if their corporate laptop has been locked to prevent them from saving files locally. In this scenario, potentially sensitive data is leaving the confines of corporate IT and becomes both a security risk and a potential breach in regulatory compliance.

By its very definition, an element of risk has to be introduced if users are to be given flexible access to information. Consumerisation therefore becomes a question of how organisations configure and manage the interface between the user and the device, as well as how much control it retains over the devices being used and the data being accessed. The solution lies in finding an appropriate way of managing the device to ensure that all data is encrypted, that the device has an anti-virus solution and that there is an acceptable usage policy applied that also makes provisions for a certain amount of personal usage.

The delivery model varies from one end of the spectrum to the other depending on type of organisation and job function. For example, utilities currently equip engineers with laptops that are completely locked down and ‘cloned’ to create a standardised, highly-rugged build that can be mass produced and distributed in an efficient and secure manner. Conversely, a full consumerisation model allows knowledge-based workers to consume and create information on the move from any end-point device.

Rise of the virtual machines

Desktop transformation using virtual computing in the broadest sense (as opposed to just VDI) provides firms with the flexibility to fit their IT delivery model to that of corporate strategy. As the name suggests, with virtual computing, a virtual machine can exist in complete isolation to the ‘client desktop’, allowing applications and data to be run locally on the device, centrally in the datacentre – or both. Each layer of ‘compute’ is separated – typically via a public, private or hybrid cloud – and then delivered to the device on demand. Once the user is authenticated, their virtual desktop interface comprising the mix of operating system, local and central applications and user personalisation is presented to the device. Application data is then delivered from the cloud on the fly.

Any of these layers (interface, applications, data) can be stored completely separate of the device and all layers can be kept completely independent of each other to ensure that the applications and the data can be delivered from different places and onto different devices without conflicting with each other. In this way, the device can be passed from person to person without their ‘fingerprint’ being left on the device. In addition, any layer can also be stored locally on the device, depending the type of data the user requires when they are offline (i.e. not connected to the internet). Here, the use of offline virtualisation computing environments will start to become more prevalent, whereby virtual machines run on a device with application data made available locally but then synchronised back to the corporate network when connected. Crucially, all data must be encrypted in this model.

The major advantage with virtual computing is that a firm can create a ‘standard’ build without having to worry about the hardware build of the device itself (i.e. network card, graphics card, etc.). This means that the firm can have a small number of builds linked to work types, rather than having a build for each work type and each laptop type, which is where all the complexity otherwise creeps in. Having a virtualised build allows firms to create a single image that can be deployed onto any laptop or other device. It is then possible to test against any application set, manage it centrally and, as soon as that virtualised build connects to the network, updates are applied automatically.

A question of strategy

Virtual computing takes the concept of consumerisation to the level where an organisation is able to provide a new employee with a device and user ID on their first day at the office, and deliver them a complete desktop environment once they have entered their authentication details and password. When the employee hands that device back, there is no trace of their identity or application data left on it. Similarly, if the employee brings their own device into work, they can access corporate systems from that device and have all of their applications presented on it, rather than physically being stored on it. If the device is subsequently lost or stolen, the firm is assured that their corporate information remains safe.

Before embarking on a desktop transformation however, it is crucial that firms understand what it is they want to achieve. They need to take a 3-5 year view of working patterns and how these might change – e.g. whether they are looking to support an increase in home or flexible working, or enable the use of rich media and hot-desking in the office.

It is crucial to link their application and desktop strategy to their operational and strategic plans to assess what is critical to the organisation from an application, device and a security perspective – i.e. what information has to be controlled and reported on from a compliance perspective and how this aligns with the operational needs of both end users and the business. Regarding the latter, the links between IT strategy and all aspects of business continuity, disaster recovery and the green agenda are all becoming more important.

Finally, all of the above must be aligned with communications strategy that promotes employee understanding and buy-in and ensures their expectations and needs are being met. The IT department will need to learn to market itself as the enabler of choice and change, rather being seen as a rather dull combination of plumber and traffic warden.

Using desktop virtualisation to get the underlying delivery technology right and providing it reliably may not make the IT department cool – but it will serve the changing needs of the organisation and its employees in the coming years...

http://centralis.co.uk/

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Accenture report: High performing IT organizations hit the ground running following the economic downturn

by Editor 12/1/2010 2:36:00 PM
High performing information technology (IT) departments at large companies have hit the ground running following the recent economic downturn, recalibrating their efforts to drive more business value from IT, and leaving their less adroit counterparts playing catch-up, according to new research from Accenture.

While many companies slipped into stagnation mode during the downturn, cutting budgets and focusing primarily on maintenance, high-performing organizations viewed IT as a growth engine for their business and the economic conditions as an opportunity to build capability.

Accenture defines high performers in IT as those that achieve excellence in IT execution, IT agility and IT innovation together, balancing the constant and sometimes opposing demands placed on today’s IT function.

High performers in IT not only manage IT like a business, but run IT for the business and with the business. CIOs at these organizations are engaged in their company’s business strategies and are able to truly map out how IT supports those strategies.

"Our survey found that chief information officers (CIOs) of high performance IT organizations are deeply involved in business outcomes and closely attuned to business needs – current and future – across the enterprise," said Gary Curtis, Accenture’s chief technology strategist who supervised the research. "They are successfully retiring their legacy systems and embracing newer technologies. They are adept at managing the balance between optimizing costs and ensuring that they have the budget, skills, and resources to help fuel business growth."

The research also found that high performers don’t just do a few things well; they excel across the board when compared to lower performing IT departments. Some examples:

• They have web-enabled 42 percent more of their customer interactions and 93 percent more of their suppliers’ interactions;

• They are 44 percent more likely to recognize the strategic role IT plays in increasing customer satisfaction;

• They are eight times more likely to measure the benefits realized from IT initiatives;

• They spend 29 percent more annually on developing and implementing new applications rather than on maintaining existing ones; and

• They are twice as likely to view workforce performance as a priority by addressing challenges such as an aging workforce and collaboration, as well as developing technical and soft skills (business knowledge, relationship management)

"High performing IT departments are powerful drivers of value for their organizations – not simply keeping the lights on, but promoting technology initiatives that power innovation and enable the IT organization to function as a business," said Curtis.

Working with CIOs, Accenture based its research on detailed assessments of more than 226 of the world’s largest private- and public-sector organizations. Accenture conducts the research periodically as part of its ongoing effort to identify the characteristics of high performing IT organizations.

The Gap Has Grown

The current research uncovered a gap between high performers and other IT organizations – a gap that has grown significantly since Accenture’s last look at high performance IT organizations in 2008. Indeed, the difference between high performers and their peers in regards to IT innovation has grown from 31 percent in 2008 to 42 percent today. In the area of execution excellence, the gap has increased seven points – from 30 percent to 37 percent – in two years.

"High performers that have shown the ability to differentiate their core IT capabilities during the downturn – a period when many organizations were focused primarily on cost reduction – are now positioned to deliver much more value to their companies as they pursue business growth,” said Curtis. “Companies failing to adopt the same management practices as high performers are, at best, at a competitive disadvantage. At worst, they are at risk of falling permanently behind."

About the Study

The High Performance IT research program has been operating since 2005. This report is based on detailed assessments conducted by the most senior IT executives in 226 of the world’s largest private and public sector organizations in North America, Latin America, Europe, and Asia Pacific These companies have combined annual revenues of $2.1 trillion, represent a wide range of industries and include both Accenture clients and non-clients.

To read the full report, please click here.

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Accenture: Perception of data security at odds with reality

by Editor 4/28/2010 6:51:00 PM

Nearly three-quarters of organizations believe they have adequate policies in place to protect sensitive, personal information, yet more than half have lost sensitive data within the past two years — and nearly 60 percent of those organizations acknowledge data loss as a recurring problem, according to findings of a global study released today by Accenture.

The study — which surveyed more than 5,500 business leaders and 15,500 adult consumers in 19 countries — reveals a startling difference between organizations’ intentions regarding data privacy and how they actually protect sensitive personal information, such as name, address, date of birth, race, National ID/social security number and medical history.  The study was conducted in conjunction with the Ponemon Institute, an independent privacy, protection and information security research firm.

“The volume of sensitive personal information being collected and shared by organizations has grown exponentially in recent years, making data protection a critical business issue and not just a technology concern,” said Alastair MacWillson, managing director of Accenture’s Security practice. “Our study underscores the importance of taking a comprehensive approach to data privacy and protection, one that closes the gaps between business strategy, risk management, compliance reporting and IT security.”

Global business findings

Fifty-eight (58) percent of business respondents have experienced at least one data security breach over the past two years, yet 73 percent said their organization has adequate policies to protect the personally identifiable information it maintains.

While 70 percent agreed that organizations have an obligation to take reasonable steps to secure consumers’ personal information, there are discrepancies in their commitments for doing so:

  • Forty-five (45) percent of respondents were unsure about or actively disagreed with granting customers the right to control the type of information that is collected about them.
  • Forty-seven (47) percent were unsure about or disagreed with customers having a right to control how this information is used.
  • Nearly half also did not believe it was important or very important to: limit the collection (47 percent) or sharing (46 percent) of sensitive personal customer information; protect consumer privacy rights (47 percent); prevent cross-border transfers of personal information to countries with inadequate privacy laws (47 percent); prevent cyber crimes against consumers (48 percent); or prevent data loss or theft (47 percent).

The study revealed that the biggest causes of data loss are internal — problems presumably well within an organization’s ability to detect and correct. For instance, business or system failure (57 percent) and employee negligence or errors (48 percent) were cited most often as the source of the breaches; cyber crime was cited as a cause of only 18 percent of security breaches.

While many organizations believe that complying with existing regulations is sufficient, it appears that compliance alone may not be enough to protect sensitive data.  For instance, 70 percent of respondents said they regularly monitor privacy and data protection regulatory compliance requirements, yet data breaches have occurred in 58 percent of organizations polled.

The study also identified significant differences in terms of attitudes and policies regarding data privacy and protection between organizations that had not experienced any data-security breach in the past two years and those that had.  Specifically, respondents in organizations that did not have a data-security breach:

  • were more likely to know where personal information on customers and employees resides within their organization’s IT enterprise (75 percent versus 66 percent); and
  • were more likely to feel an obligation to control who has access to personal data (72 percent versus 60 percent).

Global consumer findings

More than two-thirds (70 percent) of consumers surveyed around the world believe that privacy of their personal information is important or very important, yet 42 percent are skeptical that organizations are doing enough to adequately protect the personally identifiable information they have shared, revealing an overall lack of trust.

The study suggests that while consumers want to ‘own’ their personal information, they feel organizations have a responsibility for managing and protecting it.  For instance:

  • Fifty-three (53) percent of consumers said they believe they have the right to control how their personal information is used. The same percentage said they believe they have a right to access and review the data collected and used by organizations.
  • When asked who has the most responsibility for ensuring that information is adequately protected, 41 percent of consumer respondents said the government, 21 percent said companies, 19 percent said the individual, and 20 percent said it should be a shared effort.

 “The findings reinforce the critical role that data privacy plays in maintaining trust between organizations and their consumer and business customers,” said Bojana Bellamy, Accenture’s director of Data Privacy and vice president of the International Association of PrivacyProfessionals. “A proactive approach to data protection and privacy can not only help organizations avoid fines for non-compliance but, even more importantly, can help avoid breaches that can alienate customers and destroy brand credibility.”

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Arthur D. Little: Creating competitive advantage by transforming data into intelligence

by Editor 4/22/2010 11:36:00 AM

In today’s high-risk world, foreseeing potential problems and eliminating them before they happen is the ideal many executives strive toward. As business environments move at a rapid pace, making the most of the increased volumes of available market and customer data has become business critical, a new report from management consultancy Arthur D. Little warns.

According to the report "The Art of Systematic Surveillance,” many executives miss the opportunity to use their data for strategic decision-making, instead relegating it to a “data management” task carried out by IT. However, as marketing directors and other business unit heads # are increasingly forced to make quick on-the-spot decisions, a single view of all company-critical data will give them the information needed to to respond quickly and confidently to threats and market challenges .

The report outlines a centralised approach to intelligence management that facilitates the collection and analysis of all company data, and allows leaders across the business to quickly access up-to-the-minute market intelligence.

“Our experience shows that many B2B companies fail to use their data to support long-term decision-making, and the same can be said for B2C businesses facing new consumer trends and shifts to emerging markets," said Per I. Nilsson, Global Head of Arthur D. Little’s Technology & Innovation Management Practice. “Organizations today are sitting on virtual mountains of unused data and changes in the competitive landscape, technologies and business models all mean it is more important than ever to dust off this data and use it wisely by taking a centralized approach to intelligence management.”

Arthur D. Little suggests five business functions where competitive intelligence can be successfully applied:

1. Procurement – identifying supply bottlenecks and changes in competitor activity

2. R&D – scouting new technology to gain early advantage

3. Marketing – monitoring competitor positioning strategy and advertising efforts

4. Sales/after-sales – monitoring competitor sales approaches and distribution channels

5. Human Resources –debriefing new employees and analyzing competitor compensation models

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CARE IT 3 Peaks Challenge: Last chance to sign up

by Editor 4/8/2010 11:27:00 AM

Just a few places remain for the annual CARE IT 3 Peaks Challenge, taking place on 12-13 June 2010 in aid of CARE International. The charity is urging teams from across the IT industry to sign up before they miss out.

The annual challenge will see teams of colleagues taking on the three highest peaks in Scotland (Ben Nevis, 1,334m), England (Scafell Pike, 978m) and Wales (Snowdon, 1,085m) all in the target time of 24 hours.

Last years event raised £50,000 to support CAREs poverty-fighting work. CARE hopes to double that in 2010, and raise £100,000 to support its poverty-fighting work.

Teams already signed up include Barclays, Accenture, Harvey Nash and many more teams from IT departments or IT firms.

CAREs Challenge Manager, Neil Munro, said, The 3 Peaks Challenge is a classic British mountaineering event, a rightfully famous challenge. This event for the IT sector is an ideal teambuilding and networking opportunity for teams, as well as being tremendous fun. Funds raised by previous challenges are already achieving fantastic things around the world, and were delighted so many fantastic teams will be giving it a go this year.

The CARE Challenge team offer expert advice and support with training, fundraising and PR, and with 15 years experience the team will ensure and fun and safe event, with a well deserved dinner and celebratory awards following the challenge.

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CSC employees help mentor next generation cyber experts at fifth Mid-Atlantic Collegiate Cyber Defense Competition

by Editor 3/16/2010 7:34:00 PM

CSC will provide judges and support staff for teams competing in the 5th Mid-Atlantic Collegiate Cyber Defense Competition (CCDC), March 11-13, 2010. Pitting college students against hackers trying to disrupt and compromise their networks, the competition is unique in its focus on the operational aspects of managing and protecting an existing network infrastructure. Student teams are scored on their ability to detect and respond to outside threats, maintain availability of existing services (e.g., e-mail servers), respond to business requests (e.g., add user accounts), and balance security needs against business needs.

CSC will provide cyber subject matter experts as judges for the event to ensure team compliance with the rules and handle tasks such as scoring scripted business events during the competition. In addition, CSC employees will champion each of the five regional finalist teams during the pre-competition phase and observe and support their chosen team during the three-day event.

“CSC is dedicated to developing cutting-edge, long-term solutions to the evolving cyber threat environment, and an important component of these efforts is the development of next generation cybersecurity curricula and workforce,” said James Menendez, vice president of CSC’s Global Security Solutions. “We know that supporting the CCDC and all of the CyberWatch activities is one important way we can help pursue these goals for ourselves and our nation.”

CSC’s active participation as an industry member of our Advisory Board is a real help to the mission of CyberWatch. As a leading provider of cybersecurity services to government and industry, CSC’s commitment to the long-term development of a viable work force and their support of academic institutions are essential to the government’s ongoing ability to protect our national security,” said Dr. Robert J. Spear, director of the CyberWatch Center, which hosts the Mid-Atlantic event. “We’re thankful for all of the efforts of our Advisory Board members from industry, and especially for CSC’s contributions and leadership in this year’s CCDC. We wish all participants the best of luck for the upcoming competition.

Five winning teams from the preliminary regional competition, conducted remotely during January and February of this year, will participate in the Mid-Atlantic CCDC: Towson University, University of Maryland Baltimore County, Asheville-Buncombe Technical College, Community College of Baltimore County and Millersville University.

The winner of the Mid-Atlantic CCDC will move on to represent the region in the national CCDC, April 16-18, 2010, in San Antonio, Texas. For more information about the competition, visit www.midatlanticccdc.org.

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Capgemini receives SAP certifications

by Editor 2/8/2010 10:39:00 PM
Capgemini has been certified by SAP AG as a provider of solution implementation based on the Run SAP methodology. Capgemini will incorporate the methodology into its implementation standards.

Run SAP is a phased methodology based on world-class knowledge. It is designed to provide best-practice procedures, content, services, training and tools for end-to-end solution operations, along with a standardized and proven implementation method. The Run SAP methodology focuses on application management, business process operations, and administration of SAP solutions. The methodology describes how support should be implemented across the lifecycle design, set-up, operations and optimization. In addition, with its best-practice documents for solution operations, it describes how to implement end-to-end solution operations for different SAP software-based business processes.

Capgemini also has been certified by SAP AG as a global provider of application management services after recent audits in North America, India and Spain. The certification reinforces Capgemini’s new service line, Application Lifecycle Management, which the Group recently launched to help clients manage the entire lifecycle of applications from development to maintenance, including testing, implementation and optimization.
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Infosys Technologies and Elan Pharmaceuticals apply co-creation model to transform discovery research

by Editor 2/3/2010 7:10:00 PM

Infosys Technologies Limited said that it will design and implement the Research Informatics System (RISe) at Elan Pharmaceuticals, Inc, a leading biotechnology company, to accelerate discovery research using a path-breaking co-creation engagement model that leverages Infosys’ existing intellectual property in this field.

"We are confident that partnering and collaborating with Infosys will create a comprehensive informatics platform for our discovery research needs," said Ajay Shah, Director – Research Informatics, Elan Pharmaceuticals. "We selected Infosys after a competitive Proof-of-Concept phase during which they fully established their credentials and investments in this changing field of discovery research, and demonstrated flexibility and maturity in terms of rapid application development using Agile and Scrum methodologies. With Infosys’ solution and engagement model, Elan will be able to lower costs for scientific operation and facilitate innovation.

As Elan’s informatics system, RISe will leverage Infosys’ Scientific Innovation Solution for knowledge collaboration. Novel ways to unlock disparate data spread across in-house research labs and other commercial or public sources will be presented to scientists in context of their research needs. This will result in, among other things, a customized registry, and inventory and a workflow management system for biological entities.

Elan and its research partners could realize significant gains in research productivity by focused and efficient selection of candidate drugs or biologics with the new RISe. Linking silos of heterogeneous data will not only contribute to a more effective selection process of biologics but could also reduce time to validate them clinically. Furthermore, the new system will reduce time spent on registering and experimenting with bio-entities, increase collaboration, and reduce chances of downstream failure.

Future versions of the software may enable integration of RISe with electronic lab notebook and analytical dashboards which will enable more efficient research knowledge management.

The co-creation engagement model enables Infosys to retain ownership of co-developed IP as part of the implementation. Relevant components of this reference implementation can be reused or repurposed by Infosys to deliver faster business benefits at other Life Sciences organizations.

"Elan’s vision to create a scalable research informatics system for scientists to collaborate better, dovetails perfectly with our investments in solutions that improve scientific innovation and our efforts to streamline discovery research," said R Arun Kumar, head of Infosys’ Global Life Sciences Practice, Infosys Technologies.

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Wipro receives Most Outstanding Alliance Partner of the Year Award in Asia-Pacific and Japan from HP

by Editor 1/12/2010 7:11:00 PM

Wipro Technologies, the global IT services business of Wipro Limited, announced that it has been awarded the Most Outstanding Alliance Partner of the Year Award from the Software and Solutions group at HP during HP’s annual Asia-Pacific & Japan Partners @World Cup, held recently in Guangzhou City, China.

The HP Software and Solutions Most Outstanding Alliance Partner of the Year award for Asia-Pacific and Japan recognizes one partner for its success in helping HP’s customers optimize the business outcomes of IT. Wipro has delivered strong performance in the Asia-Pacific and Japan region. Wipro’s delivery capability and close collaboration with HP has helped them bag the largest Quality Control software deal in Japan and the largest Software as a Service (SaaS) deal in the Asia-Pacific and Japan region.

This is the third time in the last five years that Wipro Technologies has been recognized by HP Software and Solutions.

Speaking on this occasion, Sr. Vice President and Global head for Wipro Testing services Gangadharaiah C.P said, “We are excited to receive this award from HP Software and Solutions for 2009. This award validates the fact that alliance with HP is successfully delivering collaborative innovation through best-of-breed solutions and addressing the evolving customer’s needs by positioning new SaaS Models in the Industry today.”

“Customers benefit from faster time to market as a result of the HP and Wipro combination,” said Brad Kern, vice president, Worldwide Alliances, Software and Solutions, HP. “Wipro’s vast number of trained testing services professionals combined with HP applications testing products helps deliver this advantage.”

Wipro and HP Software & Solutions are global partners for more than 5 years now. Wipro Testing Services has been working strategically with HP around its entire portfolio of Test Lifecycle Management Tools, which also includes developing new Solutions for Joint Go-To-Market and delivering enhanced customer value through newer business models like SaaS. HP’s testing tools have further strengthened Wipro’s Testing-As-A-Service (TaaS) offering.

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Wipro joins open handset alliance

by Editor 1/8/2010 3:59:00 PM

Wipro Technologies, the global IT services business of Wipro Limited, has joined the Open Handset Alliance, extending its device development and service Integration expertise around Android – an open mobile phone software stack.
 
The Open Handset Alliance (OHA) is a partnership of more than 60 global mobile industry leaders working together to accelerate innovation and offer consumers an enhanced mobile experience. Wipro will now enable its customers in conceptualizing and creating devices on the Android platform along with providing differentiating solutions and applications translating to faster time-to-market for the clients.

Wipro is currently engaged with a number of Handset Original Equipment Manufacturers (OEMs), Telecom Carriers, Semiconductor companies, Consumer Electronics and Automotive companies on multiple Android based product developments. “Joining the Open Handset Alliance will help us turn around Android based products and solutions faster with rich feature-sets,” said Nagamani Murthy, Vice President of the Mobile, Automotive and Consumer Electronics Group, Wipro Technologies. “With most device vendors now releasing Android based phones, we foresee an impressive growth on this platform. The Open Handset Alliance membership will enable us to satisfy the strong customer demand,” she added.

Wipro has been focusing on developing differentiated applications on the Android platform along with testing frameworks. The IT major has had a strong Linux background augmented by robust in-house training and proof-of-concepts. These investments have enabled Wipro to help its customers in releasing Android based products in the market.

Wipro offers wide spectrum of mobile platform expertise ranging from development on industry standards and customer proprietary platforms, device engineering to Application/UI development expertise. Wipro works closely with leading mobile semiconductor players and has also supported many leading Tier 1 OEMs across the world in building complete phone software.

Wipro is the world’s largest third party product engineering services provider and was recently rated as the #1 R&D Service Provider globally by leading analyst firm, Zinnov based on an overall rating spanning across factors like financial strength, business models, innovation & expertise, people strength and operations.

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