Virtusa Mobile-Millennial Practice Overview

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Read the signs, imagine the future

The Making of a Millennial Enterprise: Strategies for Success in the New Normal

Internet of Things Done Wrong Could Stifle Innovation

Case Study: Three Digital Initiatives to Accelerate Business Growth -Lessons from a Leading Global Asset Management Company

Enterprise Cloud Computing–An Irreversible Trend

3 Ways to Unlock Value from a Digital Enterprise

5 Reasons Your Business Needs a Digital Platform

Wearable Technology: Passing Fad or Next Big Thing in the Consumerization wave?

Mobile Trends Shaping the Bank of Tomorrow

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Case Study: Mobility + Treatment Calculator = Engaged Patients, Increased Business Opportunity

Laying the Foundation for a Millennial Enterprise

Case Study: How Customer Centric Digital Strategies can transform Businesses in the Travel Industry

Taking BPM Higher with the Cloud

Three Ways to Leverage Analytics for Better Healthcare Outcomes

How a Telecom Provider’s Web Content Management Platform is Driving Exposure and New Business: A Case Study

Starting Small to Take Advantage of Big Data

10 Key Considerations for an Enterprise Gamification Initiative

10 ways to attract and retain Generation Y employees

Find Out if Your Business is Ready for the Millennial Challenge

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“Millennial is not about your age, but the age that we live inFrank Palermo, Senior Vice President, Technical Solutions Group, Virtusa


READ THE SIGNS, IMAGINE THE FUTURE

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Disruption doesn’t happen overnight. The key is identifying the triggers that set it in motion. It’s like having an early warning system in place so that you can prepare for the tidal wave of change. Today these signs are getting bigger each day, impacting the way we live and engage with customers and employees. Many of these game-changing shifts are being led by the convergence of digital forces -Social, Mobility, Analytics and Cloud- and an entire millennial generation that has been raised at its epicenter. As an ‘always on’ group of people, the millennials will be driving the move towards a more connected world, at home and outside it. In fact, they own an average of 2.4 internet-connected devices, and seek to blend their online

and offline lives, which means the Internet of Things (IoT) may soon become an everyday reality. According to IDC, the IoT is poised to become an $8.9 trillion market by 2020.The combined power of these trends is causing a chain reaction of change across organizations, their business models, processes, and application and technology landscape.

The challenge lies in how well we can connect the dots to reinvent ourselves, build new capabilities and identify whitespaces. Take Big Data for instance, 90% of the world’s data was generated in the last 2 years, and 70% of the digital universe is generated by users themselves. The proliferation of mobile devices and social networks are major contributors to this massive growth. Even traditional and highly regulated industries like banking and healthcare are embracing these technologies to transform the way they operate and engage with their end customers. For banks, the data acquired through electronic payment systems and mobile devices helps identify customer spending patterns, giving way to

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processes. Network and automated feedback systems will be able to monitor load and usage patterns, which in turn will enable smarter resource planning, allocations, and dynamic pricing algorithms.

There is no doubt that there’s much to look forward to in 2014 and beyond, as many of these trends take root. The question is, are you ready to keep up? Is your business willing to travel at warp-speed to meet the demands of this age? As companies take on these new technologies they will need to rethink the way they innovate, compete and even view their industry. It will mean cultivating a start-up culture to anticipate and embrace change. More importantly, now is the time to stop and listen to the new generation of employees and customers as you evolve existing products and services or launch new ones.

This publication will touch upon a few key strategies as you begin the journey of transforming into a truly millennial enterprise. You’ll learn how to harness the power of Social, Mobility, Analytics and Cloud to develop new business channels, and better connect with the millennial customer and employee. We’ll also discuss how you can kick-start your transformation journey by modernizing your applications and infrastructure landscape. More importantly, you’ll see what other organizations are doing to stay ahead and win in this exciting millennial era.

more tailored products and services. In healthcare, the combination of clinical, financial and behavioral information along with mobility can greatly improve patient care. Tablet-based applications offer a wide range of capabilities - from patient monitoring to educational and image-viewing tools. Similarly, social interactions and mobility combined with location-based services, otherwise called SoLoMO, show immense promise. 71% of users access social media from a mobile device and 28% of millennials use location-based apps multiple times per day for locating stores, points of interest as well as connecting with others. By understanding who and where your customers are, you can personalize product offers and services that are contextual to their needs.

Cloud will play a critical role as companies proactively reach out to, connect, and manage their new digitally empowered users. By 2020, one third of all data will pass through the cloud. Systems and processes of companies will now need the capacity to gain insights from customer behavior and respond with personalized offerings. All of this calls for integrated systems that are configurable, dynamic, elastic and multi-channel. Thankfully, cloud based integrated digital systems and processes can bring these capabilities together in an affordable manner. The computing power of the cloud, the tremendous wealth of data, and the reality of IoT will converge to create more connected businesses. Sensors will allow better tracking of product movement and interaction with those products allowing business models to be fine-tuned based on this behavioral data. Internally, it could lead to better granularity of data to adjust and optimize business


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THE MAKING OF A MILLENNIAL ENTERPRISE:STRATEGIES FOR SUCCESS IN THE NEW NORMALEvolution has never been an option. This is especially true for today’s companies trying to survive and thrive in an uncertain economic environment further complicated by rapid technological advances. Those who fail to anticipate change and adapt are most likely to meet the fate of the once invincible dinosaurs. Think about what happened to pioneers and innovators like Kodak or Polaroid who missed the opportunity to reinvent themselves in the face of change. Similarly, giants like Borders and Blockbuster became prisoners of their original business models and could not adapt to the change required to survive in the millennial era.

Today, a new wave of disruption led by technologies like Mobile, Social, Big Data and Cloud are forcing companies to innovate and introduce new products and services at an unprecedented pace. The convergence of these digital forces is also driving massive change in enterprise computing resulting in the largest application modernization initiative in history. More importantly, these changes are not just about technology, but about the technologically savvy millennial generation and their changing expectations of products, services and the workplace. The most successful companies in this millennial era will be the ones that redefine ‘business as usual’ and adapt quickly to the new normal, while those that don’t, will risk becoming laggards in the industry.


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EMBRACING DISRUPTION TO ENGAGE THE MILLENNIAL GENERATION

THE RISE OF THE MILLENNIAL GENERATION

Millennial consumers

Millennial employees

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BY BY

OF THE US WORKERS WILL BE

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MILLENNIALS IN THE US ARE EXPECTED TO OUTNUMBER

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A ‘technology tsunami’ is in progress driven mainly by the advent and maturation of Mobility, Social Networking, Cloud Computing and Big Data. In the following section, we will take a look at how companies can harness the power of these new technologies to optimize current products and services, develop new business channels, and better connect with the millennial generation.

The millennials are generally described as the generation of people born between 1983 and 2003. As ‘digital natives’, today’s millennial workers and consumers are confident, hyper-connected and open to change. In addition they are resetting expectations across industries, markets and the workplace.

The millennial generation is always on the go and places a premium on choice, simplicity, speed, value, and most importantly a connected experience. They rely heavily on peer groups and social media to make critical decisions. Millennials also support economic reforms, social responsibility and sustainability. With the balance of power shifting in the consumers’ favor, companies will have to work extra hard to build brand loyalty and think of completely new ways to reach out to and engage this generation.

This employee is comfortable with the latest technologies and can access a vast volume of information faster and more efficiently than prior generations. They are not hierarchical and enjoy working across organizational boundaries. In addition to monetary benefits and rewards, these employees crave creativity and a sense of ownership. The use of gamification, crowd sourcing techniques, apps, and location based mobile communication are likely to better engage this new era of workers.


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CONNECTING WITH THE MILLENNIAL CONSUMERCustomer experience is the simplest and yet the hardest strategy to nail when it comes to connecting with this new generation of consumers. Today, customer experience has moved beyond the immediate transaction. It’s about the speed at which companies introduce new products, deliver value beyond competitive pricing, offer consistent experiences across channels, and build relationships for the long haul. Let’s take a look at some of the strategies on connecting with the millennial consumer:

Delivering a total experience

Being social

Companies need to design for multi-channel, context aware customer experiences. A complete end-to-end experience spans across interaction channels such as print, web, mobile, call center etc. It also comprises many micro touch points. It can be an interaction with a customer service representative, a web site search, a print ad, or even a recommendation from a friend. A total experience is not about just one interaction, it’s about a sustained and consistent set of interactions that drive a positive customer experience.

Over 1.5 billion users are linked globally over the many social networks that exist today. Social media can therefore no longer be an add-on strategy, it needs to become a primary customer engagement platform to monitor sentiments and link them to actionable responses. Companies that build strong consumer-driven communities are more likely to create brand advocates. In addition, monitoring consumer conversations leads to deeper insights that can help drive innovation and develop new business models.


Enriching the mobile experience

Leveraging services on the cloud

Doing more with data

Mobile is becoming the preferred channel, and in some cases, the only channel to reach out to and engage consumers. What is making this even more challenging is the growing sophistication of mobile devices which includes touch screens, high-megapixel cameras, global positioning systems, video conferencing, voice interaction, social interaction, and a variety of gaming and entertainment options. Companies simply cannot replicate their web portal onto a mobile interface. Appropriate screen sizes, simple menu navigation, automatic form filling, voice interaction, and an overall intuitive interface are vital to developing an enriched mobile experience. Linking mobile experiences with social interactions and localized services (SoLoMo) is also a winning strategy.

The first wave of cloud computing was all about replacing legacy systems, lowering IT costs and adopting new applications. However moving services to the cloud also accelerates innovation and time to market.

Additionally, the second wave of cloud services is now rapidly emerging to provide higher value business services in either a Platform as a Service (PaaS) or Software as a Service (SaaS) delivery model. The list of companies that leverage such models is endless: Twillo brings voice and messaging to web and mobile applications, Success Factors provides cloud based human capital management solutions, Okta provides cloud based Identity and Access Management solutions, Basecamp offers web based project management tools, Xero offers online accounting software services, etc.

The volume, variety and velocity at which data is now being generated can no longer be handled by traditional data warehouse and business intelligence systems. According to a recent survey, over 56% of executives are overwhelmed by their data, and 62% admit to having an ‘insight gap’ within their organization due to their inability to process and analyze the accumulated data.

As a first step, companies need to identify data streams that merit analysis. Once the data sets are identified, it is important to establish complementary procedures for handling these new big data streams through distributed Big Data processing platforms such as Hadoop, Aster Data and Greenplum. These platforms can then be integrated into the traditional enterprise data warehouse and intelligence solutions to provide unified insights.


ENGAGING THE MILLENNIAL WORKERDisruptive technologies have a profound effect on how workers learn, collaborate, communicate and innovate. Moreover, with the blurring of boundaries between personal and professional lives, millennial workers are demanding that the workplace be an extension of their digital lifestyle. This will require corporations to think differently about how best to engage this new era of millennial workers.


Support instant collaboration and communication

Engage employees through gamification

Empower employees through crowdsourcing

The idea of instant communications, constant collaboration, and 24x7 availability is second nature to millennial workers. They prefer social networks and forums that stimulate more casual interactions for creating new ideas. This is giving way to tools such as Yammer, Jive, Chatter, etc. for sharing ideas, collaborating with co-workers and engaging with top management. Knowledge management portals need to move from being static to becoming mobile-enabled, co-creation platforms. This will help unleash the power of interconnected teams to drive innovation, increase productivity, and optimize core business process and platforms.

Companies need to think beyond monetary compensation, and consider psychological and social factors to drive employee engagement, productivity and satisfaction. This is where gamification or the use of game mechanics in the workplace plays a critical role. It can be applied across the employee lifecycle - on-boarding new hires, driving collaboration and ideation, enhancing performance management, improving productivity and quality and providing learning, development and recognition programs.

Internally at Virtusa, we’ve applied some of these gamification techniques to our performance feedback and promotion processes. We created the Rapid Appreciation Value Engine (RAVE), a feedback mechanism that enables Virtusa managers and peers to instantly recognize people for their achievements, collaboration and idea sharing. The recognition is then reflected in the individual’s profile page and helps drive a culture of appreciation.

Today the millennial worker is all about openness and inclusiveness, and cares very little for organizational hierarchies. This is why crowdsourcing needs to move beyond the realms of feedback and surveys towards an inclusive environment for collaborating and sharing ideas. Successful crowdsourcing strategies bridge the gap between employees and top management, and facilitate dialogue on digital platforms. It also helps capture best practices, reusable assets, tools and new ways of solving problems that would otherwise remain within specific teams.

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For example, at Virtusa we created the “vInnovate”, a platform that enables engineers on the ground to contribute innovative ideas and opportunities through a system that tracks, rates and promotes these innovations. Contributors are then rewarded if their idea is reused. The platform not only connects the ideas within the Virtusa community but also helps our end clients leverage these innovations for their benefit.


Address demand for bring your own device (BYOD)Millennial workers come with a consumer-oriented mindset and are accustomed to instant gratification. The application world outside of enterprise IT is also changing every day. Over 300,000 apps have been developed over the past three years. That’s 273 new apps being rolled out every day which have been downloaded 10.9 billion times!

Enterprise IT will need to rethink IT policies to support Bring Your Own Device (BYOD) demands, and develop agile and lean processes to deploy enterprise wide systems and services. They will need to leverage mobility, social media and cloud as a way to accelerate innovation, improve core business processes, and create contextual services. It will also mean enabling business users to assemble utility based services to better react to their rapidly changing business needs.


Create a Service Oriented Architecture (SOA):

Adopt a business process centric design culture:

Consolidate disparate data sources into master data records:

Application infrastructure must leverage web services for key application functionalities. This may not mean replacing legacy applications but rather wrapping them in modern web services and exposing them to the enterprise service bus (ESB).

Business process management (BPM) allows organizations to decouple business processes from the underlying technology platforms. It empowers business users to drive the definition and automation of core business processes in the enterprise. It also helps organizations automate their work and provide a way to easily change business processes without re-coding.

Master data management (MDM) can help bring together disparate sources of data surrounding customers, products and transactions. The ability to rapidly launch services and products is highly dependent on the unification and quality of the data sources within the enterprise.

MAKING WAY FOR CHANGE: APPLICATION MODERNIZATIONCompanies will need to rethink technology infrastructure, business applications and key operating process to adapt to the current technology landscape and meet the needs of the millennial generation. The following are a set of key design principles that should be considered before starting on an application modernization journey.


THE MILLENNIAL MISSION: THE CHALLENGE AND THE OPPORTUNITYThe ripple effect of disruptive technologies and an ‘always on’ millennial generation are changing the fundamentals of the way we do business across industries. But more importantly they are forcing us to ask some tough questions around traditional business models, processes, marketing strategies and the application landscape. The answers to which will present tremendous opportunity for businesses to innovate across products and services, and build stronger relationships with millennial employees and consumers.

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By Frank Palermo, SVP, Global Technical Solutions, Virtusa

About the author

INTERNET OF THINGS DONE WRONG COULD STIFLE INNOVATION

The IoT market is all about a new way of connecting people to products, and products with each other. According to Gartner, before long, there will be more ‘things’ on the Internet than people, with over 26 billion connected devices by 2020. The technology promises a flourishing innovation ecosystem, and enormous business opportunities. Acknowledging its potential, investors have already poured in $1.1 billion in financing across 153 deals in the IoT ecosystem in 2013.

But beyond the great possibilities it offers, there is a flip side to IoT that needs to be addressed early on in the adoption cycle.

Understand and mitigate the risks that the Internet of Things (IoT) will bring, or it will likely do more harm than good

Frank Palermo is the head of the Global Technical Solutions Group at IT consulting and services company Virtusa. Frank’s team focuses on creating an overall go-to-market strategy for clients in technology areas such as business process management (BPM), enterprise content management (ECM), and data warehousing and business intelligence (DWBI). Frank is also responsible for overseeing Virtusa’s partner channels and analyst relations.

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HERE ARE THE KEY CONCERNS IN EMBRACING IOT:

We are more vulnerable than ever

Big data can spiral out of control

Technology is great, only if you know how to use it

IoT has increased the number of smart nodes, and the data they generate. This endangers data privacy, sovereignty and security. It heightens the need to ensure that devices transmit and store data securely. With IoT, hackers can not only break into government agencies, but also target connected houses and cars. In essence, contextual data can undermine privacy and security if not managed correctly.

The enormous number of devices coupled with the sheer volume, velocity, and structure of IoT data, will create challenges in storing, processing and analyzing the data. Enterprises will need to leverage database as a service (DBaaS) offerings for data ingestion and management, as data without insights will not amount to anything.

A world where everything has a sensor connected to the internet may become too complex. IoT creates pressure on ordinary people to be knowledgeable about the technical aspects of their smart world. Not knowing how to operate or fix smart things around us can cripple us in our daily lives.

The reality is that the pace of innovation will continue to accelerate, offering complexities as well as efficiencies and benefits. It’s how we apply and adopt these innovations that will ultimately determine their usefulness. There is no doubt that if applied correctly, IoT can make almost any object ‘smart.’ But if proper technology standards and policies are not in place, the backlash could easily stifle innovation. To realize the true potential of IoT, we need to anticipate and manage the risks it poses in the following ways:

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Establish Standards

Enterprises need to implement effective data management policies, and share the burden of security with employees and consumers. New messaging protocols like MQTT (messaging queuing telemetry transport) that can transmit data securely need to be considered.

Isolate Security for Each Object

Create and Execute in Safe Zones

Master Big Data

We must build capabilities to physically isolate, manage and secure each object, and disconnect an object if malicious activity is sensed. Security standards need to evolve to embed security into the object itself.

Many IoT devices will connect to the internet using embedded processors. Semiconductor companies like ARM and AMD are integrating TrustZone technology into processors, which allows applications to control access to certain functions and peripherals. This prevents hackers from resorting to unauthorized cloning or firmware updates.

Networking technologies and standards must evolve so data can flow freely among sensors, computers, and devices. Tools to aggregate and analyze data must improve so that large volumes of data can be processed by decision makers or synthesized to guide connected systems.

IoT offers efficiencies and benefits that previous generations could hardly imagine. It has the potential to tackle big challenges such as saving energy, distributing food, and caring for elderly. However, we run the risk of stifling innovation and crippling the development of IoT business models, if inappropriate regulation is put in place, or we fail to address the above issues.

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CASE STUDY: THREE DIGITAL INITIATIVES TO ACCELERATE BUSINESS GROWTH-LESSONS FROM A LEADING GLOBAL ASSET MANAGEMENT COMPANYCustomer-centric digital innovation is leading the way in engaging millennial consumers and ensuring business growth. Our client, a leading global asset management company, took its cue from the changing technology landscape and decided to implement three digital initiatives. This move has paid off, and the client is now witnessing the power of these initiatives in attracting, acquiring and engaging its customers. With the growing adoption of mobile, its remote check deposit initiative is helping the client address the growing demand for unparalleled convenience and customer service in the banking and financial services industry.


Streamlining digital content management:

Developing online check realization platform:

Enhancing campaign management:

The client was using a web content management (WCM) system to manage content across their websites in different geographies. The system lacked standard templates, centralization and adequate user control. This made it difficult for the client to manage and update common pages across sites leading to inconsistencies in brand messaging and perception.

The existing system did not support remote check deposit services. It also lacked the ability to manage customer profiling, fraud prevention and virtual endorsement of checks.

The client wanted to build effective planning tool to create targeted offers and facilitate effective campaign management through its existing Marketing Tool Kit (MTK). However, the chosen delivery model resulted in gaps in requirement and technical specification leading to significant re-work. At the same time, inexperienced offshore resources and remote desktop option impacted productivity and quality.

BUSINESS CHALLENGEThe leading global financial firm operating in over 60 countries with assets of $1.5trillion was facing business challenges in the following areas:


VIRTUSA SOLUTIONBy leveraging Adobe Experience Manager’s WCM capabilities, Virtusa designed and delivered a robust WCM for the client. The platform enables authors to create and publish pages using pre-set templates and standards which helps ensure consistency and reduces delays.

A scalable and robust architecture and the SOAP UI scripts were used to build a mobile platform. The solution enabled the client to facilitate instant verification and check validation. Native smart phone capabilities help capture high-fidelity check images and process the transaction.

The delivery model for testing the MTK was improved by setting up a parallel development environment offshore, it ensured database (db) and code are synched on a regular basis. Virtusa helped prepare test cases and perform user interface (UI) mock-ups and supported the client in planning, tracking and fixing UI end-to-end.

BUSINESS BENEFIT

The revamped WCM enhanced brand equity, site traffic and repeat visits. It also resulted in higher levels of operational efficiency, scalability and reuse.

Mobile platform solution reduced costs, improved operational efficiency and customer experience.

Modified delivery model for enhancing the client’s Marketing Tool Kit provided simplified access via the web and reduced TCO.

The client derived several business benefits by deploying Virtusa solutions:

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By Madhavan KrishnanSenior Director and Practice Head, Cloud Computing & Leader (Millennial Solutions Group), Virtusa

About the author

AN IRREVERSIBLE TRENDWhy Cloud Computing Has Become a Business-led Initiative

ENTERPRISE CLOUD COMPUTING

Enterprise cloud computing, though currently in its early phase of adoption, is all set to accelerate in the years to come. Cloud adoption has shifted from being a CIO/IT led initiative to a business led initiative—a clear indicator of its growing importance.

Madhavan has more than 17 years of global IT industry experience in multiple technology and business roles. He is an active contributor to the company’s millennial solutions strategy and has vast expertise around technology trends such as the intersection of Cloud, Mobility and Big Data. Madhavan’s experience cuts across different dimensions of the IT Services business including global delivery, enterprise architecture, incubating and scaling technology practices with P&L responsibility, presales and business development.

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Private Clouds Deliver Greater Agility

Cloud Computing Enables Applications and Business Process Virtualization

Hybrid Cloud Solutions Deliver Next Level Efficiencies

Cloud is Central to Digital Business Strategy

According to a recent Gartner poll, only 11% of enterprises polled worldwide do not have plans to deploy at least a private cloud in 2014, while nearly 50% of fortune 500 companies will have a hybrid cloud of some form by 2017. Private cloud is more popular as it brings agility to IT environment management, enables better utilization of the virtualized infrastructure, and delivers higher Return on Assets (ROA).

As most enterprise businesses have a global presence, flexible and adaptable business processes running on a unified global platform becomes a necessity. Cloud computing enables enterprises to decouple applications and business processes from their underlying infrastructure, and make them virtual, configurable and adaptable to changing business needs.

Most business users are comfortable with consuming services from a private cloud. However, enterprises now look for greater efficiencies by selectively migrating workloads to a public cloud service. Gartner predicts that by 2017, 50% of large enterprises will adopt hybrid clouds technologies. Establishing hybrid cloud reference architecture enables enterprises to scale their systems effortlessly. Businesses can thus eliminate the need to size their infrastructure requirements for seasonal peaks or unanticipated requirements.

Companies now need to proactively connect with and manage their new digitally empowered clients, who are highly influenced by mobile technologies and social media. Enterprises need systems and processes that help them gain insights from customer behavior, and respond with personalized offerings. This calls for integrated systems that are configurable, dynamic, elastic and multi-channel. Cloud based integrated digital systems and processes can bring these capabilities together in an affordable manner.

Here are five reasons for the continued growth in enterprise cloud adoption:

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Cloud-native Business Processes Offer New CapabilitiesOver the past few years, Customer Relationship Management (CRM), e-commerce, HR, Payroll, HCM and other business processes are steadily moving to the cloud in several industries. Adoption of SaaS (Software-as-a-Service) through platforms like Salesforce1, Workday, and NetSuite is on the rise. Being built on cloud and natively mobile, cloud based systems provide the flexibility for business processes to offer new capabilities, that help companies compete effectively in a digital economy.

Despite the hype, enterprise cloud computing is still at an initial phase of adoption. However, there is near consensus in the industry that enterprise cloud adoption is an irreversible trend poised for accelerated growth. Enterprises are increasingly moving to the cloud driven by the changing business requirements, and the promise of greater flexibility, agility, and competitive advantage.

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By Madhavan KrishnanSenior Director - Head of Cloud Computing Practice & Leader -Millennial Solutions Group, Virtusa

About the author

3 WAYS TO UNLOCK VALUE FROM A DIGITAL ENTERPRISE

Digital is no longer a buzz word, it is a business reality that is sweeping across organizations. Much of this change is being led by millennial customers and employees demanding unique, personalized and differentiated experiences across multiple channels. Rapidly maturing digital technologies such as mobility, cloud, Big Data and social media are also creating tectonic shifts in traditional business models. Data holds the power to respond to dynamic customer demands and create intelligent business processes. With the proliferation of smart phones, organizations will need to deliver intuitive experiences on devices that are relevant, affordable and reliable. Social media is growing in prominence as a key customer engagement strategy. Cloud brings all of these technologies together and will support the next level of differentiation and innovation.

Madhavan has more than 17 years of global IT industry experience in multiple technology and business roles. He is an active contributor to the company’s millennial solutions strategy and has vast expertise around technology trends such as the intersection of Cloud, Mobility and Big Data. Madhavan’s experience cuts across different dimensions of the IT Services business including global delivery, enterprise architecture, incubating and scaling technology practices with P&L responsibility, presales and business development.

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We believe that such dramatic changes require a more holistic approach to digitization. Making the most of digital transformation will mean mapping digital technologies to business outcomes, and applying them across the enterprise value chain. Organizations will therefore need to build and enhance the following capabilities:

Engage customers across a variety of channels:

Harness data to understand customer behavior:

The way in which customers interact and engage with businesses has changed considerably in the millennial era. Traditional customer engagement strategies won’t work. The need of the hour is consistency and responsiveness across the web, mobile, social media, call centers, and other channels. This could be as simple as tracking and proactively responding to customer comments and feedback on social media. In the long run, this helps organizations manage customer sentiments and build greater brand affinity.

As customers engage more with businesses through social media and mobile devices, it also offers an opportunity for businesses to collect vast amounts of transactional and customer experience data. Predictive analytics can then combine this with market and operational data to derive critical intelligence about a customer or customer segment. This valuable insight when incorporated and integrated create business processes that learn, adapt and respond to dynamically changing business environments.

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Develop intelligent business processes: Insights from customer data when incorporated and integrated into business processes make them more responsive to change. In a digital enterprise, customer satisfaction is directly related to how well the front office and back office systems and processes are integrated to support different channels of engagement. Businesses will witness more far reaching impact only if their back end systems are redesigned at regular intervals to absorb the intelligence generated from customer data.

Generating value from digital investments will depend on how well it is used to deliver enriching experiences to customers and employees. We believe experience is the new currency in the digital economy, and organizations that deliver exceptional ones stand to gain much more in terms of customer satisfaction, revenue and profits.

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By Ansar KassimDirector - Global Head of Mobile Solutions

About the author

5 REASONS YOUR BUSINESS NEEDS A DIGITAL PLATFORM

Think of how many ways a customer can interact with a company with just one mobile device. Text messages, phone calls, social channels, web browsing, e-commerce — the list goes on. Whether phones, tablets, wearables, connected devices, etc., each offers an opportunity to deliver an experience based on the context. The need for consistent experiences across these digital mediums leads to opportunities and challenges in delivering a consistent, seamless and compelling user experiences across channels.

Ansar Kassim is director of customer experience and global head of mobile solutions at Virtusa Corporation, a global IT services company based in Boston. Ansar’s areas of specialties include mobile solutions, digital transformation and omni channel transformation. At Virtusa he advises clients on how to leverage existing legacy infrastructure to provide a transformed next generation digital experience to both customers and employees.

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Digital transformation is about identifying the opportunities that these digital mediums offer for sales or service delivery in a well-orchestrated manner. This enables the user to naturally progress from one stage to the next, whether that transition is between digital mediums, between home and store or between self-service to rep-assisted service, without having to compromise on the experience at any stage of the transaction.

Five factors are driving the push for companies to transform:WHY DIGITAL TRANSFORMATION?

Omnichannel - Customers who start transactions on the web and then move to complete them on mobile phone or tablet want a seamless experience throughout the transaction. Companies need to transform their digital environments to enable omnichannel experiences.

Service Driven Sales - Customers use digital channels for sales and service. Integration between the digital frontends, customer support backend systems and e-commerce systems will be required for service-driven sales experiences.

Integrated consumer and employee experiences - In locations such as stores, banks or hotels, the interaction between consumer digital devices and employee digital devices generate a number of opportunities for innovation. For example, consumers can check-in with a mobile app at the bank which alerts the teller through a proximity-enabled mobile teller tablet. The teller can then have a personalized conversation with the customer, based on the intelligence provided by the tablet based on data provided by the consumer app during check-in.

Integrating with external data -- Organizations often rely on social login to render socially personalized experiences. But given the fact that only a small fraction of customers login socially, the digital platform has to make up the difference. It must be capable of brokering, capturing, tracking, analyzing and leveraging the social interactions of customers with the company including likes, shares and tweets, regardless of channel. For example, once a banking consumer registers a social affinity towards a mortgage product, the next time he or she enters the bank, the beacon in the bank should alert the onsite mortgage specialist about the opportunity.

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5 Advent of wearables and connected devices - Connected devices will change the dynamic between customer and business once again. For example, as you enter your home, the beacon-powered air conditioner knows what temperature to set the thermostat to. As you wake up, the coffee maker starts brewing. When you are driving away from home, the garage door knows what to do. The world is now revolving around you. The need to integrate connected devices to your backend will require your digital stack to be upgraded.

A digital platform will act as the foundation required to enable digital transformation. What’s a digital platform? Each of the digital mediums we discussed above are merely front ends that service the end user. What powers that front end with the much needed intelligence is a backend platform that deeply integrates with the backend systems that in many cases may be a legacy system. This digital backend platform is channel agnostic and uses every bit of information including just in time data from multiple channels, big data analysis, social channel and more. These can’t be disparate, stove piped backends that don’t connect the dots with what happens in other digital mediums. On the contrary, this backend is an integrated common digital backend that powers all the digital mediums and centrally orchestrates the customer journeys across these digital mediums.

The digital platform is not about upgrading or replacing an existing backend to perform the needs of a digital enterprise. It is a new digital layer that is capable of serving up the digital mediums working with the legacy backend systems. The real question is whether such digital platforms are available as off the shelf products or if they should be built on premises. In most cases, we should be starting off with a product but the answer lies in the current state of the enterprise as well as the ambitions of the enterprise on the digital runway. Some enterprises may be able to implement a product and use out-of-the box features to embark on their journey of digital transformation, while others may have some customizations to be done before the digital platform can perform to its full potential. Advice from a platform implementation partner is strongly recommended to help with platform selection and to perform relevant customization to get the digital platform up and running.

TRANSFORMING DIGITAL ENVIRONMENT

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By Frank PalermoSenior Vice President – Global Technical Solutions, Virtusa

About the author

WEARABLE TECHNOLOGYPASSING FAD OR NEXT BIG THINGIN THE CONSUMERIZATION WAVE?

Most people are still trying to get a handle on how to use their mobile phones and tablets effectively so the idea of adopting and integrating wearable technology into your life may seem as far off as The Jetsons.

Frank Palermo is the head of the Global Technical Solutions Group at IT consulting and services company Virtusa. Frank’s team focuses on creating an overall go-to-market strategy for clients in technology areas such as business process management (BPM), enterprise content management (ECM), and data warehousing and business intelligence (DWBI). Frank is also responsible for overseeing Virtusa’s partner channels and analyst relations.

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While wearable technology is still in its infancy, there is no doubt that it will soon enter the mainstream. We are already seeing many consumer electronics companies increasing their focus in this area. Companies like Sony are divesting certain product lines like their popular Vaio laptops in favour of focusing on their SmartWear line of wearable electronics. Companies are learning early on, that form and style are as critical as function. Designs of Wearables need to factor in the trendy side of fashion, if they expect to hit the mainstream.

We foresee that those wearables that provide some real practical value-add will be accepted as ground breaking and may not require a heavy emphasis on style. Other key vendors moving into this space include Intel, Samsung, Apple, HTC, Texas Instruments, and Google. The race for the “killer wearable app” is on.Some of these big players are already beginning to shift their core product focus to prepare for the whole wearable technology movement. For instance, back in January at the Consumer Electronics Show (CES), new Intel CEO, Brian Krzanich, talked about the company’s focus on moving beyond tablets and smartphones. His basic message: “Make Everything Smart”. Obviously Intel wants to be “inside” everything smart! Intel’s demonstration included a new low-energy chip system called Edison, due to be released in mid-2014. The chip is about the size of a SD card and supports Linux and includes WiFi and Bluetooth. Examples included smart coffee cups that double as baby monitors, biometric earphones that allow you to track your fitness and a smart headset that automatically connects to your personal digital assistant.

WEARABLE TECHNOLOGY – GAINING MOMENTUM


Search for Killer AppsIn addition to big players like Intel, there are numerous start-ups and research teams exploring wearable technologies in search of the application that sticks. One example of such an early breakthrough is a start-up company called Fin that has created a personal digital touch “ring” that you wear on your thumb or fingers that transform your entire hand into a control center for your digital gadgets such as phone, TV, remotes, house lights, car radios, etc. using Bluetooth technology. Using your hand and fingers as a mechanism for controlling your digital devices is a real practical and almost natural extension for most people.

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There are also plenty of research project underway such as the “Sensory Fiction” project currently underway at the MIT Media Lab. The concept is to augment a traditional 2 dimensional reading experience into a fully virtual reading experience that uses all the senses. The reader wears a vest-like contraption that uses ambient techniques such as lighting, vibration, temperature, compression, etc. to create physical sensations that correlate with the story’s setting and emotion being described in the story. The equipment has a series of sensors that can work to increase a readers heart rate, lower skin temperature, create shivers or use some of the 150 plus LED’s that are part of the books reading interface. All integrated and timed to the story’s plot. Other companies such as Disney are also delving into digital imagery by experimenting with the interactivity of their books and toys to provide new ways for readers and children to interact with tangible objects.

While Google Glass has certainly grabbed many of the wearable headlines, I think they have run into problems on the applicability, practicality and the over style sense of what they provide. Let’s face it: they still look way too geeky for most consumers to adopt. Right now they are probably best suited for the gamers. However, there are early experiments that were conducted in the medical and education industries, and now we are seeing some commercial applications begin to appear. For instance, Virgin Atlantic recently announced a pilot program at London’s Heathrow Airport to allow its agents to check in upper class passengers. They believe this technology could be extended in the future to better serve customers’ needs by providing real time information on flight status, meal preferences, foreign language translations, etc.

However, moving a little closer to the eye, to the creation of smart contact lenses might be the answer. Swiss scientists at the ETH Zurich have developed a flexible and transparent electronic circuit that could be used in the production of smart contact lenses. The fabrication process is quite intricate but essentially involves using a substance called parylene to create a circuit that can be embedded into the contact lens. The initial focus is on medical benefits for ocular health such as glaucoma and other eye conditions. The commercial applications could evolve to include such things as Nike+ FuelBand.

The SmartWatch has probably single handily created the most buzz within the wearables market with many models now available from Sony, Samsung, Martian and the Pebble, which was actually designed and built through crowd sourcing and funding platform Kickstarter. Most of the watches are able to connect to your iPhone or Android phone to receive vibrated alerts for text messages, emails, calls and social media accounts. Most can also store native applications on the phone. Many feel that until Apple gets into the SmartWatch game, these will continue to be a novelty.


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The other popular wearable application is the “smart band”. These are typically rubber bracelets that have embedded chips for tracking anything from movements, GPS locations, etc. The most popular applications continue to be to monitor activity and fitness regimens. Companies like Sony are positioning these bands as mechanism to “Log Your Life”. According to research from Canalys, 1.6 million smart bands shipped in the second half of 2013 compared to only 200,000 in the first half, which represents 700% growth. Canalys predicts as many as 8 million could ship in 2014 and over 23 million by 2015. Applications in medical and wellness monitoring represent huge opportunities. But there are plenty of opportunities to also enhance your customer’s experiences with your product and services.

For instance, Disney is already using smart band technology to improve its guest experience and push the boundaries of creativity and innovation. Their launching of the MyMagic+ which integrates a guest experiences across their mobile, web and wearable (“MagicBand”) and physical park locations to offer improvements such as FastPass+ which allows guests to reserve rides before their visits. And the market for these wearable technologies will be big. Research last year by Credit Suisse called wearable tech “the next big thing” and predicted the industry was set to grow from around $3 billion to $5 billion today to $50 billion within five years. Some believe this is conservative.

So what does this all mean for businesses?The consumeration of IT movement that started several years ago was responsible for fuelling rapid adoption of consumer technologies such as mobile (BYOD), social and cloud (BYOC) within the enterprise. In the era of the Millennial Enterprise, we believe this movement will continue where consumer oriented innovations continue to drive enterprise adoption. Even if that means disruption.

So when and where does all this wearable technology hit the business realm? Some are predicting it won’t go mainstream until at least 2020, but we’ve already seen what can happen to enterprise IT when that one killer application hits the consumer base. So my recommendation is to get ahead of it and begin to explore the use of these technologies within your customer and employee base. Use your imagination and have some fun!


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By Bob GrahamSenior Vice President – Head of Banking and Financial Services

About the author

SHAPING THE BANK OF TOMORROWMOBILE TRENDS

Mobile phones will become the primary banking devices for the next generation. These devices will routinely process payments, conduct commerce, exchange electronic cash and begin to replace traditional POS devices.

Bob Graham brings over 25 years of experience in financial services including core banking, capital markets, wholesale banking and wealth management. He has successfully helped leading FS firms excel in customer acquisition and onboarding, operational efficiency, accelerating time to market, millennial enablement, mobile banking and handling the ever changing regulatory environment.

virtuosity 201437 Mobile Trends Shaping the Bank of Tomorrow

The millennial consumer and the adoption of smartphones and tablet is making branch banking less critical. Mobile internet transactions will also overtake traditional PC and laptop access in 2014. With the changing expectations around how, where and when banking transactions take place, we see several trends that will catapult the adoption of mobile banking in the coming years:

Further introduction of mobile only features

Cross selling will accelerate

We have only begun to tap into the possibilities of mobiles device with camera, geo location and social awareness capabilities. 2014 will be the year of Photo Bill Pay, with many predicting that adoption will be faster than mobile check deposit. J.P. Morgan Chase’s, quick deposit app has generated more than 2 billion deposits since its launch in 2010. Another area that will see progress is in personal finance management, particularly on tablets. Various firms are working on leveraging device-specific characteristics around voice, video and touchscreen capabilities that will create new service opportunities for the advisor/client relationship.

Mobile devices provide a new opportunity to cross-sell and promote other banking products and services. ‘Chase My New Home’ is one of the first applications that offer capabilities to search for houses on sale, take and record photos and videos, calculate monthly mortgage payments and connect to a mortgage banker. Some banks have also begun to roll out merchant-funded rewards program, which allows customers to receive coupons from retailers by clicking on offers sent directly to their online banking accounts.


Banks get serious about gamification Gamification has never been on the priority list for banks, but there are signs that it will soon become a key strategy to educate, engage and acquire customers. Banks are employing gamification techniques to ingrain desired behaviors that make their products and services stickier. Points, badges, and leader boards help deliver more positive customer experiences. Gamification will slowly move beyond simple credit card reward points to becoming a tool that will help customers monitor spending, incentivize them to save and budget better. For example, BankFusion from Misys rewards customers with points for making deposits in their savings account. It also gives banks visibility into customers’ savings goals allowing them to offer targeted products and services.

More secure mobile payments Forrester predicts that the mobile payments market will grow from $12.8 billion in 2012 to $90 billion in 2017. Soon there will be apps for paying rent/utilities bills or sending cash gifts. Moreover, security issues surrounding magnetic strip debit and credit cards is sparking a shift towards both EMV card technology where cards contain a microchip that encrypt each transaction. Visa, MasterCard and American Express and The Clearing House (TCH) and its 22 member banks, have already announced initiatives that leverage dynamic tokens for mobile payments instead of storing card numbers and personal information.


Explosive growth in mobile walletsAccording to a study done by Parks Associates, by 2017 mobile wallet use will grow 183% to reach over 43% of smartphone owners. The key to mobile wallet growth will be adding value to both consumers and merchants while addressing concerns around fraud and security. Features such as easy organization of consumer loyalty programs, location based offers, the ability to skip long checkout lines and rewards for using mobile will begin to spur user adoption of mobile wallets.

The bank of tomorrow will need to deliver speed, simplicity, convenience and a more connected experience to its millennial customers. We believe mobility will leap ahead of online to take center stage as the primary channel of interaction for banks in the coming years.


CASE STUDY: MOBILITY + TREATMENT CALCULATOR = ENGAGED PATIENTS, INCREASED BUSINESS OPPORTUNITYLack of comprehensive real-time accessibility to accurate healthcare information and coverage plans combined with spiraling healthcare costs have fuelled the growing demand for price transparency. Today, ‘accountable care’ is revolutionizing the healthcare industry, where consumers are seeking patient-centric offers to ensure quality of care is aligned with the cost of care. Recognizing this opportunity, our client wanted to extend their current web-based treatment cost calculator to mobile devices. This initiative enabled the client to proactively manage patient’s expectations and empowered patients to compare and select best fit benefit plans on-the-go.

BUSINESS CHALLENGEThe client was using a web-based treatment calculator to provide patients complete visibility into cost of care and best suited plans as well as help with estimates and payment collections prior to treatment. . They wanted to further increase market share by tapping into the growing smart phone consumer base by offering the treatment calculator to the mobile platform. The client sought to leverage mobile technologies to implement a highly competitive solution that empowered patients to compare treatment costs and plan benefits across providers anytime, anywhere.


VIRTUSA SOLUTION

BUSINESS BENEFITS

Virtusa helped the client seamlessly extend their existing web-based treatment calculator to a mobile platform within stringent timelines. The current web services and frameworks were utilized and enhanced to ensure smooth flow of claims data and information from critical data systems into the mobile application to accurately reflect costs. The solution was integrated with provider workflow to help streamline the eligibility verification process and enable proactive management of patients’ needs and plans. The tool can be leveraged as a strategy in itself or can be used to supplement a real time adjudication approach. The application is platform agnostic and is compatible with both iOS and Android operating systems.

Enhanced patient experience:

Increased revenue streams:

Improved cost savings:

Enables patients/consumers to compare plans, estimate out-of-pocket expense and select the most relevant plan to make informed decisions anytime, anywhere, and on a device of their choice.

Helps tap into a wider market of smart phone users enabling payers to increase market share, while the improved interaction between consumer and provider enhances brand image and customer acquisition. A win-win for both parties.

Increased transparency helps providers streamline payment collection, reduce revenue cycle, and equip health care consumers to choose the best suited and most cost-effective benefit plans.

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LAYING THE FOUNDATION FOR A MILLENNIAL ENTERPRISE

Think like a start-up: Organizations that want to keep pace with this new generation of employees and customers, will need to place priority on innovation and not just operational efficiency. Internally, this could mean reconfiguring the workspace to encourage collaboration and discussions. But it’s also important to understand the changing dynamics of your industry and identify the triggers that will change the future. Flipboard, for example, was a step ahead of media companies when they combined power of social media and mobility to become the world’s first ‘social magazine’. As a tablet based application, it allows readers to aggregate a variety of content sources from traditional online print magazine content to social media feeds such as Twitter, Facebook, Flickr, etc., as well as RSS feeds. Today, with over 100 million active readers, it defines the way we consume, distribute, present and monetize digital content.

Keep reinventing yourself: The biggest lesson we can learn from the millennial era is to always be uncomfortable with status quo. Organizations will need to capitalize on existing innovation, connect the dots to identify white space opportunities, and deliver high value services and products. For example, Amazon is no stranger to being at the forefront of change since it pioneered the e-tailing industry. They were not afraid to develop radical business models even at the risk of cannibalizing some of their existing revenue streams (e.g. the Kindle potentially cannibalized their online book business). It has even extended its massive retail operations infrastructure set up to offer a set of cloud based infrastructure services.

Change is not just a challenge, it’s an opportunity for companies to reset and prepare for the future. Being aware of market conditions, evaluating competitive positioning, and adapting emerging technologies are just a few of the many pieces of the millennial puzzle. The biggest piece will be imbibing and embedding the characteristics of the millennial generation into the heart of the organization. Some of these key attributes are as follows:

Laying the Foundation for a Millennial Enterprise

virtuosity 201443 Laying the Foundation for a Millennial Enterprise

Start Listening: Millennials like to be heard as much as they rely on opinions and real time feedback. This extends to the workplace too, where they seek collaboration and frequent dialogues with upper management. Even customers play a much bigger role today in shaping key strategies. Organizations need to partner with them and understand how to improve or evolve existing products and services. Co-innovating with customers can also produce dramatic results. Netflix offered to pay $1 million to anyone, inside or outside its walls, who could develop practical solutions to a specific set of engineering challenges around their video delivery engine. A cross functional team of mathematicians and computer scientists around the world participated in this challenge and came up with a break through solution.

Compete and Co-operate: Understanding competition in the context of the digital era is very important. This means being ready for competition from any corner, at any time. For example while Sony popularized ‘music anywhere, anytime’ with the Walkman, it was Apple who elevated the concept to create a whole new market. Today, companies need to evaluate competition not just on price, but supply chain strength, multichannel presence, product/service range and brand equity among other parameters. They must also be open to partnering with competitors to seize or disrupt market opportunities and innovate across products and services.

We believe that organizations who display these characteristics are more likely to succeed in the millennial era.


CASE STUDY: HOW CUSTOMER CENTRIC DIGITAL STRATEGIES CAN TRANSFORM BUSINESSES IN THE TRAVEL INDUSTRYThe travel industry due to its experiential nature is all about delivering a superior customer experience, which allows businesses to improve brand equity and cultivate customer loyalty. Adoption of innovative technologies to provide enriching customer experience in retail and e-commerce sectors has further fuelled customer demand for multi-channel avenues to manage their travel planning and bookings. These emerging trends were forcing our client to revisit their business processes and leverage technology for business transformation. The client partnered with Virtusa to build a customer-centric environment, reduce customer churn rate, and enhance customer experience.

BUSINESS CHALLENGEThe client is a large European travel operator headquartered in the UK, with a workforce of more than 55,000 employees across multiple geographies. It was striving to address the prevailing industry challenges and provide an enriching customer experience. However, their existing business processes and intertwined projects lacked customer centricity, and restricted their ability to achieve their business objectives. Lack of a robust governance framework led to ineffective management of customer information. The absence of a responsive system made it impossible to address grievances effectively, resolve customer cases efficiently, and reduce customer churn. Manually-intensive business processes resulted in increased resource and operational costs.


VIRTUSA SOLUTIONThe client decided to partner with Virtusa and leverage its expertise in delivering large scale business transformations. The client’s business processes were streamlined and a proactive customer information management system was implemented as a part of the solution.

The transformation project spanned three phases;

Phase 1:

Phase 2:

Phase 3:

Built a customer service application and rolled out an iPad application to help facilitate effective case management and reduce customer churn rate.

: Developed a mobile application and subsequently launched an organization wide mobile strategy for the client’s overseas and airlines business units. Set up a Pega Centre of Excellence (CoE) team and a customer analytics framework to reduce manual intervention and its associated operating cost.

Built a knowledge management system and integrated social media with the customer application to improve customer centricity and deliver a multi-channel customer experience.


BUSINESS BENEFITS

Increased customer loyalty and retention:

Enhanced operational efficiency:

Improved profitability:

Enabled customer-centricity with greater business agility across business units, and enhanced multi-channel customer experience to better engage customers.

Process automation helped significantly eliminate manual intervention, improving operational efficiency and productivity.

Superior customer experience led to higher sales conversion, thereby increasing revenue and profitability.

12 25 20 20% % % %

INCREASE IN ENQUIRY TO SALES

CONVERSION RATIO

INCREASE IN CUSTOMER

SATISFACTION SCORE

SURGE IN BUSINESS

PRODUCTIVITY

REDUCTION IN RESOLUTION

TIME

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By 2016, 60% of BPM initiatives will fail unless they can demonstrate direct positive impact on organizational strategy.

By 2016, 70% of the most profitable companies will manage their business processes using real-time predictive analytics or extreme collaboration.

Source: Gartner research cited during the Gartner BPM

TAKING BPM HIGHER WITH THE CLOUDBusiness Process Management (BPM) is the lifeblood and backbone for many organizations. It’s the key to being nimble and agile and empowers businesses to make the most of rapid technology advancements in mobility, social media cloud, and Big Data, etc. Today it’s also important to evolve BPM in the context of a highly networked generation consisting of millennial employees and customers. The future will be all about dynamic processes that reflect the way we live and work. For organizations, this will mean greater agility, flexibility and integration that allows them to innovate new products and services at an unprecedented rate. Organizations will need to embrace disruptive technologies and integrate them with BPM to build and leverage customer-centric processes for transforming their business.

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Some of the possibilities for combining these technologies and BPM include:

We believe cloud will play a critical role as organizations set out to transform BPM. By addressing challenges such as rapid hosting and implementation, cloud promises to drastically improve the success rates of BPM projects.

The rise of big data and high-speed analytics makes it possible to feed data into business processes in real time. Using advanced decision support tools, customers can be targeted on a one-to-one basis as opposed to a mass marketing approach.

Through mobility, processes come to users ubiquitously – wherever and whenever they choose to conduct business. This linkage with BPM is a game changer in terms of extending both enterprise and customer access.

Through the cloud and internet, information is available on demand, and BPM’s integration with them will lead to more customer-centric processes. This will empower both employees and customers to gain access to information and ensure 24/7 availability.

THE PROMISE OF CLOUD COMPUTINGWith its ability to drive lower capex spending and reduce IT footprint, cloud computing is increasingly becoming a go-to option for enterprises when evaluating their IT and apps spending during refresh cycles. Adoption of private cloud based solutions is now widespread in industries like financial services, telecom and healthcare. We are also seeing a trend toward adopting public cloud Infrastructure-as-a-Service (IaaS) and Platform-as-a-Service (PaaS) for efficient management of infrastructure and apps. Use of cloud based Software-as-a-Service (SaaS) for business processes such as CRM is also on the rise. We believe this is the foundational and first wave of enterprise cloud adoption.

Empowered by a proliferation of mobile devices, the collaborative environment of social media networks and democratization of information flow, millennial users now demand immediate access to information and personalized services. As a cost effective, highly sophisticated platform we believe this is where the true potential of cloud is yet to be realized.


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A MATCH MADE IN HEAVEN: BPM AND THE CLOUDCloud-based BPM is a much faster and more cost-effective way to jumpstart BPM projects. Organizations can create, share, and collaborate by leveraging pre-built BPM content and contributions from BPM experts and users around the world. This enables organizations to move quickly from strategy mapping to process execution.

Today, functions outside enterprise IT are adopting cloud-based innovations to launch new products/ services, improve employee engagement and collaboration, and offer shared services such as Virtual Desktops and Bring your own Devices. For example, a leading U.S. hi-tech and communications company consolidated their marketing and campaign management platforms that support more than 100 products - into a single centralized portal on the cloud. This provided business units central access to global client database with capabilities such as customer micro segmentation, spend analytics and personalized offerings. In another case, a leading online payments company is implementing a cloud based CRM system that can capture the customer experience feedback on their products across multiple channels. This will allow the payments company to offer personalized service to its customers with an intent to improve customer experience and increase customer life-time value.

A cloud-based implementation derives value from three areas: Economic - no capital investments, pay by use, expand/shrink resources as neededArchitectural - commonly accessible environment and resources for development and self-service provisioningStrategic - outsourced ownership of infrastructure and operations enabling focus on core activities


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Here are a few other ways that cloud can address some of the biggest BPM challenges:

Flexibility in choosing the right technology:

Accelerated time to market:

Increased collaboration within and outside the organization:

Enterprise rollout:

No single BPM tool can meet all the needs of an organization. With its simple provisioning and utility-based pricing, BPM on cloud allows you to use multiple technologies with minimal upfront investments.

Slow deployments are not only expensive but also reduce the benefit of BPM, and can also result in loss of stakeholder buy-in for future projects. BPM on cloud eliminates the hurdles from an IT and infrastructure perspective, and brings down infrastructure readiness from a few months to a few day or even minutes.

Localized BPM does not support external supply chain and value chain processes. The need of the hour is end-to-end business processes that reflect strategic KPIs and operational excellence. BPM on cloud offers a borderless environment that supports complex processes for geographically dispersed teams. It also facilitates collaboration with partners across supply chains and manages processes that cut across environments.

Most organizations are structured in silos and their BPM investments are departmental. In a traditional organization, there is no motivation for anyone to have a shared infrastructure and set of assets that can be leveraged across teams. A cloud environment provides a centralized and commonly accessible BPM medium for achieving enterprise-level process excellence. Here, standards, open architecture, reusable components with interoperability, and knowledge management emerge as strategic needs.

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Centralized control and governance:

Cloud is a compelling and high performance multi-tenant environment that promises to be an aggregator and delivery system for business processes, services, and content. Cloud-enabled BPM will soon become the business operating platform for many organizations.

As organizations start rolling out BPM at the enterprise level, the focus shifts to governance, standardization, optimization, and scalability for successful adoption and realization of BPM benefits. A business process competency center (BPCC) can provide a central repository of information for addressing these needs - and hosting it on the cloud makes it easily accessible (Figure 1). It facilitates the ability to collaborate and network through shared infrastructure and a common environment.

Figure 1: A business process competency center (BPCC) in the cloud

Forrester cites Virtusa as a “leading global IT services provider”, and notes that its “dedicated BPM practice concentrates on delivering process-driven solutions and business transformation for clients across different industries and geographies”.

Market Overview: BPM Service Providers, Q4 2013 – By Forrester Research Inc., Principal Analyst, Clay Richardson

DEPARTMENT 1

BPCC

PROGRAMGOVERNANCE

KNOWLEDGEMANAGEMENT

TRAINING & COMPETENCY

RESOURCEMANAGEMENT

ASSETMANAGEMENT

DEPARTMENT 2 DEPARTMENT 3

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GETTING CLOUD-BASED BPM RIGHT: FIVE KEY BEST PRACTICESDespite its many benefits, enterprise adoption of cloud-based BPM has not taken off. This could be due to a lack of knowledge on how to approach BPM in the cloud and unproven ROI. There may also be questions around security, performance, governance, shared usage, user access control and product capabilities to run in a cloud environment. The step-by-step approach below outlines best practices for successful cloud-based BPM implementations.


1. Document and educate

3. Work as a team

2. Create pilot projects

4. Involve the integration and infrastructure team

Start with documenting process models and conduct simulations with cloud-based modeling tools. It is also necessary to create internal awareness about BPM, the cloud, and their combined value. Agreeing on common goals and definitions reduces the project risk and the amount of change management required. Cloud-based BPM modelling also facilitates collaboration between process contributors.

It’s likely that no single person is responsible for the success of a BPM project. Adopt collaborative processes involving geographically diversified teams and complex value chain processes to drive KPIs. Implement business activity monitoring (BAM) dashboards and analytics to monitor the KPIs and establish governance models and standards for adoption.

Before rushing headlong into a full-scale deployment, it’s a good idea to implement departmental applications that need only basic workflow, forms, rules, and case management, and no heavy integrations or performance-intensive transaction automation. Use these small implementations as pilot projects to demonstrate ROI and time-to-market improvements to key business stakeholders.

BPM can’t be implemented in a vacuum. It’s important to integrate systems with legacy applications, mash-ups and composite applications, and complex Web services on the cloud. This will help align diverse enterprise IT investments with cloud-based BPM.

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5. Enable efficient reuse

Build and host packaged business applications, which can be reconfigured and reused across geographies, lines of business, or product lines. This not only makes BPM implementation and adoption easier but also improves consistency, efficiency, and scalability.

EMBRACING THE CLOUD FOR SUCCESSFUL BPMSupported by the right technologies, BPM can be a game-changer for organizations, helping them to be more efficient and responsive to change. The cloud’s ubiquity and elasticity eliminates some of the key challenges that have hindered the success of conventional BPM implementations. When you put BPM in the cloud, enterprise BPM and inter-organization process automation can become a reality. The sheer ease of deployment, reusability, shared knowledge, and collaboration are bound to foster process innovation to a greater degree.The cloud can also drastically reduce the cost of failure, allowing organizations to increase their market responsiveness through faster innovation cycles. We expect the number and reach of cloud-driven innovations to see exponential growth in the short to medium term, to the point where cloud will become the default way of doing business.

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By Yoganand SundararajanSenior Manager, Business Consulting at Virtusa

About the author

FOR BETTER HEALTHCARE OUTCOMES

THREE WAYS TO LEVERAGE ANALYTICS

The recent access to Medicare data will shed light on the variations in treatment decisions made by healthcare providers. Reliable, accurate and complete cost and quality information will empower consumers to make better decisions about the care they receive.

Yoganand Sundararajan is a business consultant with 10 years of experience as a facilitator, analyzer, and advisor to some of the largest firms in the world in the healthcare and banking & financial services domains.

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Data transparency is critical for transforming the health care delivery system. In April this year, after 35 years of privacy, the public gained access to the billing data of individual doctors and nationwide healthcare providers under the United States Medicare Program. The data reveals the providers’ names, addresses, specialties, billing rates, the amount paid by Medicare, number of Medicare beneficiaries and number of services provided for every Medicare provider. Each provider lists a billing rate per service, and then what Medicare actually paid. Due to privacy concerns, data related to the patients will remain inaccessible.

While some say there is potential for data misinterpretation, in the long run it will help healthcare organizations, government agencies and consumers better understand the cost of care and how it is delivered. Let’s take a look at three ways this new data can be combined with analytics to develop products that enhance customer experience, and improve the cost and quality of care:

Preventing fraud/improper payments:

Selecting the right healthcare provider:

According to a U.S. Government Accountability report, in 2012, the Medicare program covered more than 49 million elderly and disabled beneficiaries. The cost totaled $555 billion, and the estimated improper payments reached $44 billion. Advanced prediction/estimation models based on patient behavior, billing cycles, nation-wide provider billing estimates, and standard cost estimates can help detect such frauds and improper payments. These type of products will see increased acceptance in the government and the payer community.

This newly available information can help consumers understand provider expertise, style of practice, and experience in specific surgical procedures, in order to identify the best suited expert. Analytics that combines these insights with accurate cost information would make for a very powerful selection tool. Several insurance companies and healthcare analytics firms already provide features which list doctors by their specialty, ratings gathered from peers, and cost estimates. Access to Medicare data would help make such information more meaningful to consumers.


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Driving cost efficiencies: With data on the cost per procedure now clearly available, researchers can assess costs associated with drugs or procedures across the country, and whether it has an impact on the quality of care. From a payer point of view, claims data usually show wide variation in pricing and quality of service among providers nationwide and even within the same community. They now have access to claims information which will allow them to compare the insurance coverage component and the Medicare billing cost for the same procedure. Ultimately, this will help the payers to benchmark costs and drive efficiencies. The pricing and quality data can also be used by insurance companies and large employers to design cost-effective benefit plans, and ensure that they are getting the best value from the hospitals and physicians in their networks.

For a nation grappling with rising medical bills, access to the Medicare claims data combined with analytics can help answer questions around healthcare costs and efficiencies, and significantly improve customer experience.


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CASE STUDY: HOW A TELECOM PROVIDER’S WEB CONTENT MANAGEMENT PLATFORM IS DRIVING EXPOSURE AND NEW BUSINESSThe convergence of television, communication and internet is drastically reshaping the telecommunication industry. The growing adoption of Voice over Internet Protocol (VoIP) and mobile networks is pushing industry players from fixed line models to value added offerings. To capitalize on this trend and the potential subscriber base, providers are adapting their telecom platforms to deliver digital content services. In a similar effort, the client secured exclusive sports coverage rights and wanted to launch an interactive sports broadcasting portal.

BUSINESS CHALLENGEThe client is a leading telecom provider in the UK. They were looking to provide real-time updates, news feeds and uninterrupted coverage of sports events to their subscriber base of more than 20 million, through a sports portal. However, the existing system built on outdated technology did not support scalable publishing workflows. The challenge was compounded by the lack of social media integration which further limited the client’s ability to deliver impactful content and visuals.

Case Studay

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VIRTUSA SOLUTIONVirtusa collaborated with the client to design and deliver a scalable web content management (WCM) platform that enabled them to develop an interactive and socially integrated sports portal. Built on Oracle WebCenter Sites, the platform allows users to effortlessly create micro-sites and publish web content on the portal. It also delivers content using content Application Program Interface (API) to a mobile application and other sites such as Wi-Fi and mail, increasing content click through rates. Reusable templates and components standardize publishing workflows, reduce operational costs and increase productivity. The solution seamlessly integrates and updates news feeds from various sources on the website and can handle over 100 million page views per month. The Content Delivery Network (CDN) integration feature supports 2 million concurrent views.

BUSINESS BENEFITS

Increased site traffic:

Enhanced revenue streams:

Improved customer retention:

Enhanced search engine visibility and real-time content updates deliver a superior customer experience and increase traffic.

Improved ability to deliver personalized campaigns increases upselling and cross selling opportunities, and enables the client to tap into a huge base of sports enthusiasts’ for new revenue streams.

Single point for ordering, video rendering, match day experience and social interaction along with customized and value added broadband packages help improve customer stickiness.

Case Studay

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By Amit ChaturvediDirector - Technology, Virtusa

About the author

STARTING SMALL TO TAKE ADVANTAGE OF

BIG DATA

Director - Technology, Virtusa. Amit Chaturvedi has more than 17 years of experience in Information technology and currently leads the Technology Architects team at Virtusa’s Hyderabad Technology Center. Amit has an extensive experience in architecting technology solutions for global customers across various industry verticals including Banking, Financial Services, Insurance, and Healthcare among others. At Virtusa, he has been playing a key role in creating and implementing technology solutions, leveraging various technologies including big data, mobility, social and cloud, that address the millennial technology enablement as well as business transformation needs of customers. Prior to joining Virtusa, Amit has worked at Infosys for close to 14 years and also at Fujitsu ICIL where he started his career. Amit has spoken and presented technology papers at various industry forums and his thought leadership articles and views are frequently covered in the media. Amit holds a Bachelors degree from the Indian Institute of Technology BHU Varanasi, India and an MBA from the Indian Institute of Management Ahmedabad, India.

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Despite the current buzz around the benefits of big data, the CXO community is still learning how to strategically use it. Misconceptions that big data entails a large amount of investment, transformation and change are inhibiting its adoption across large and medium enterprises. Another impediment is thinking that big data is relevant only if data from social media is utilized or if an organization is already leveraging analytics in some traditional manner.

The success of any good cloud strategy lies in highlighting key initiatives and prioritizing them based on value, cost and trade-offs. However, this is where enterprises face a dilemma- identifying the relevance of big data usage within an organization¬, whether it fits into marketing, product or brand analytics or operational data processing requirements. Another challenge is defining the size of data- should the starting point be structured internal data or unstructured data from social media? To add to these woes, leaders are also expected to evaluate current technology to see if it can support business needs and the initial investment required for transformation initiatives.

Big data, when compared to the existing technologies, has the potential to enable enterprises to optimize resources and service more customers quickly and cost-effectively.

Think small, take baby stepsContrary to general belief, we have witnessed several large enterprises adopting big data by starting small. While it is not surprising that the business impact is not significant, this approach helps enterprises build confidence to embrace big data successfully. Focusing on data subset, a specific business line/segment, or use case with well-defined scope and milestones can mitigate risks and potential failure. At the same time, it can effectively demonstrate the benefits of leveraging big data.

Take the case of a telecom giant who found it difficult to use enterprise data efficiently as it was stored in disparate systems, and accessibility was restricted due to lengthy processing time (3-4 days). With a relatively small investment in big data technologies, the company was able to significantly enhance data accessibility. The data is not only useful for planned use cases but in providing near real-time data insights. It has also helped create huge business opportunities for the company.


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Calculating the ROI: Weighing the benefits The return on investment can be calculated by considering the time, people and material required to execute the project. To estimate ROI, the existing IT project with standard investments around software, hardware and operations can be taken into account. To accurately measure business benefits, organizations will need to focus on the tangible benefits from investments in cloud required to execute medium IT systems using open source technologies like Hadoop, Mahout, etc. over two years.

To compete in today’s globalized market it is critical for enterprises to have a comprehensive understanding of customers, competitors, market and employees. Big data makes this possible as it provides valuable information that can help businesses differentiate themselves and gain competitive advantage. Adoption of Big Data can enhance operational efficiency, optimize resource cost and utilization, while allowing enterprises to avoid software and hardware related expenses. It equips enterprises to perform near real-time data analytics using historical data that can provide strategic business insights. This enhanced visibility into market opportunities and actionable insights enable organizations to launch new products, accelerate time-to-market and improve agility and responsiveness.


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By PremKumar Chelliah VeerakumarAssociate Director – Technology, Millennial Solutions Group, Virtusa

About the author

KEY CONSIDERATIONS FOR AN ENTERPRISE GAMIFICATION INITIATIVE

Prem is with the IT Services sector for close to 16 years wearing the Enterprise Architect, Technology Consultant and Programmer hats. In his current role he is working with clients to build solutions catered to the Millennial Generation which involves R&D, roadmap development and thinking out of the box. Millennial solutions focus on increasing ‘Increasing User Engagement’, ‘Business Transformation’ , ‘Personalized Services’ using technologies like Social, Cloud, Big Data, Mobile and concepts like Gamification, Crowd Sourcing, etc.

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Enterprises today face a new kind of challenge. A disengaged workforce and a transactional customer base has resulted in productivity loss as well as higher customer churn. Not surprisingly, the Gallup Survey 2013found that 70% of the workforces is not engaged, which leads to the loss of between $450 and $550 billion per year.

The ‘Millennial generation’ is the single largest contributor to this, as they are more transactional in nature than compared to the loyal ‘Gen X’ or ‘Baby Boomers’. Millennials (~25% of US workforce today) are impacted the most from the ‘Sunday-Monday disconnect,’ i.e. switching between a highly inter-connected, real-time, device dependent and collaborative social world to a monotonous enterprise landscape. They have a harder time disconnecting, and expect work to be an extension of their normal routine. Turning transactional millennials into loyal customers isn’t a onetime effort, but rather is achieved over a period of time. Tapping into ‘motivators’ and identifying fundamental employee ‘motivators’ enables stronger engagement and true loyalty!

Companies have deployed various measures to bridge this gap like BYOD and gamification. In simple terms, gamification refers to the application of game techniques to non-gaming environments for a desired ‘result’. Gamification is a very promising tactic, as it deals with human psychology. As Rajat Paharia says in Loyalty 3.0: “Functional isn’t good enough anymore; business technology now needs to be usable, simple, and engaging”. Engaging with millennials requires keeping up with constant changes and evolving trends. There is no ‘Silver Bullet’ when it comes to Gamifying, but the variables in the equation more or less remain the same and they just need to be tailored to suit the landscape.

As Gamification is in the early adoption stage and deals with human psychology there are many chances of it going wrong if we don’t understand exactly what it means to the users. According to Gartner, by 2014, 80 percent of current gamified applications will fail to meet business objectives primarily due to poor design.

Ten Key Considerations for an Enterprise Gamification Initiative

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The four quadrant view indicates that a successful gamification journey starts with understanding the expected business outcomes, current landscape and defining KPA and KPI based on them. Irrespective of the business, geography and user/customer demographics the following 10 key considerations can help safeguard your gamification initiative from getting derailed.


FLAWED GAMIFICATION

DESIGN

EMPLOYMENT/CUSTOMER ENGAGEMENT

BUSINESS OUTCOMES

High

HighLow

EFFECTIVE GAMIFICATION

FAILED GAMIFICATION

GOOD BUSINESS OUTCOMES, BUT

NOT FROM GAMIFICATION

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Gamification can only be fruitful if an employee wants to change his/her behavior; hence a Gamification initiative should tap into the deep human psychology, and allow for employees to approach the workplace the same way they approach life.

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Failing to plan is planning to fail, have a gamification design phaseSet realistic and measurable KPIStart small but have a constant feedback loopKeep it simple but with some surprises, as not everyone loves a complex gameShowcase real-time, transparent user progress and comparison chartsTraining based on-boarding programsMake it interesting, do not let the game be predictable or easy to cheat inSet high targets, but make sure the rewards and recognitions are worthy of the work put inHave short-term and long term missions and competitionsEmployees and customers are diverse, make sure no one is left out


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By Sundararajan Narayanan SVP and Global HR Head, Virtusa

About the author

WAYS TO ATTRACT AND RETAIN GENERATION Y EMPLOYEES

The Generation Y is connected, digitally savvy, and teeming with new ideas. To attract and retain them is no easy task. A fresh look at employee engagement will help enterprises understand the expectations of the Millennials, and fully explore their creativity and innovation potential at the workplace.

Sundararajan Narayanan is the SVP and Global HR Head at Virtusa. Sundar has over 18 years of experience in Human Resources and related disciplines in the Information Technology (IT) industry. He has held senior leadership positions in Human Resources and Operations function in global companies, spanning Compensation and Benefits, Training, Leadership Development, Employee Relationship Management, Recruitment, and Business HR facilitation.

He has successfully designed and implemented Change Management and Organization Development related systems and processes. Sundar has extensive experience in integrating and streamlining people related practices and processes in performance management, career development and training for Virtusa employees.

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Here are my top tips for effectively engaging the Millennial employees:

OPEN THE DOOR TO INNOVATION

BE FLEXIBLE

OFFER VARIETY

PROVIDE MENTORSHIP

SHOWCASE THE BIG PICTURE

Establish platforms and best practices that allow the young minds to market, sell and get recognized for their creative ideas. Rewards can help fuel the competitive generation further.

Help Millennials ‘weave’ work into their personal goals and aspirations. Telecommuting and flexi timings will be considered more the norm rather than a privilege.

Spice it up a little at work. Allow high-potential Millennials to take on new projects and responsibilities. Offer exciting growth opportunities through dynamic rotation policies and internal job portals.

Generation Y yearns for supportive supervisors rather than authoritarians. Implement value-added career counseling and mentorship programs that nurture Millennials’ innate creativity.

To establish transparency that shows them how important they are, conduct consistent, one-on-one sessions with leaders to demonstrate how they support the broader business strategy.

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RECOGNIZE AND REWARD RESULTS

CREATE CLEAR CAREER PATHS

NURTURE THE HIGH ACHIEVERS

BE QUICK

LEVERAGE SOCIAL MEDIA

“Management by objective” resonates well with the Millennial generation. Establish talent platforms, performance management systems, and robust learning portals to engage with Generation Y employees, and recognize their achievements.

Millennials like to plan ahead. Provide ample opportunities for training, development, mentoring, reviews and internal advancements, to enable the young minds to progress in their careers.

Let Millennials know they’re important and valued through quick appraisals, and initiatives like referral bonuses, quarterly awards and badges.

Gen Y values speed and are used to multi-tasking. Consider leveraging technology platforms, and enterprise social networks they are used to in their personal lives - like Yammer, or internal search engines like Vingo - to connect with this group regularly.

This generation tends to be early adopters of new technologies and trends. Embrace and encourage the use of emerging technologies to be perceived as an attractive brand with a strong social media presence.

The Millennial generation is the future of an enterprise. By employing more engaging initiatives and policies, enterprises can foster their talent and potential. Exploring the various revolutionary concepts constantly emerging in today’s workplace can help organizations captivate the Millennial’s interest, and promote a more positive work environment.

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FIND OUT IF YOUR BUSINESS IS READYFOR THE MILLENNIAL CHALLENGEThis checklist is a set of simple questions across four primary dimensions that will help you assess the current state and build a roadmap to transform into a millennial enterprise.


• What is the need, vision, goals and objectives for millennial transformation?• What will the new millennial experience look like?• What technologies could be utilized in implementation? • What technical architecture is best suited for the solution?• What are the various roles, resources, skill sets and training required to successfully implement the solution? • What key processes need to be in place to drive the project forward?• What is the high-level implementation approach, plan and key milestones?• What are some of the key risks and how can they be mitigated?

CRAFTING A MILLENNIAL STRATEGY

RE-EVALUATING TRADITIONAL BUSINESS MODELS

• Is your innovation model and velocity appropriate for the demands of the millennial consumer? • Are your commercial models flexible enough to offer competitive products and services? • Are you co-creating with your customer?• Is your end customer experience adequate to drive brand loyalty? • How will you stay ahead of your competition?

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OPTIMIZING OPERATIONS AND CORE PROCESSES

ENABLING THE WORKFORCE

• Do your policies make sense for the millennial generation? • Are your business processes ready for the mobile consumer and worker? • Are you leveraging virtualized resources to accelerate innovation? • Are you able to shorten your innovation cycles?

• How do you better empower, engage and motivate your employee?• How can you increase worker productivity?• How do you deal with the challenges of a more diverse and distributed workforce? • How do you promote collaboration, knowledge sharing and re-use?


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