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From YouTube: Running Live, Raja Ukil, CIO, Wipro
Description
INDUS Conclave- South 2016
A
He's
a
change
leader
with
around
25
years
of
experience
in
driving
technology
enable
business
transformations,
optimizing
efficiency,
reducing
productivity
gains,
he's
been
spearheading
the
digital
transformation
journey
of
applause.
Internal
IT
is
a
very
diverse
background,
spanning
across
manufacturing,
consulting
and
services
industry,
so
put
your
hands
together
for
mr.
Roger.
B
B
So
you
know
I
didn't
write
that
introduction.
So
I
was
not
even
aware
of
it
until
I
saw
it
and
I'm
not
as
serious
as
it
looks
in
that
picture.
Yeah,
just
not
a
Facebook
type
right,
I
mean
so
so.
Thank
you
in
dust
for
giving
me
the
opportunity
right.
I
have
a
one
disclaimer
here,
any
one
of
you
who
have
been
to
Mac's
attention
forum
recently
in
Bombay
I
use
the
same
presentation:
I've
just
changed
the
skin
to
mask
I
promise.
I
will
talk
something
different
from
there
right
are
there?
Is
there
anybody.
A
B
The
room
who
went
there,
no,
then
I
can
safely
say
what
I
said
there
right
means.
So
you
know
so
before
I
begin,
you
know
so
that
we
know
the
context.
You
know
we
bro.
So
let
me
tell
you
you
know:
our
industry
is
very
different
from
big
back
ship
manufacturing
engines
and
all
that
right
means.
So
we
work
in
consulting
IT
and
BPO
operations
for
our
customers
right.
B
So
we
are
an
eight
billion
dollar
organization
with
around
170,000
plus
employees,
which
are
spread
across
175
cities
in
the
world
and
average
age
of
that
workforce
is
around
28.
Okay,
so
60%
of
the
population
could
be
below
that
regnant.
So
you
know
we
are
a
few
exceptions
which
are
there.
So
largely
our
set
of
challenges
are
very
different
from
what
you
heard
till
now
right.
So
we
are
not
so
called
the
professional
services
industry
right.
For
some
reason,
the
world
believes
we
are
so
we
are
not
a
restaurant.
B
You
know
we
are
not
a
hospital.
We
are
IT
and
IT
services
right,
so
we
have
completely
different
set
of
requirements.
So
what
are
our
requirements
when,
when
we
polled
you
know,
I
have
been
two
and
a
half
years
in
this
role
in
my
life,
I
have
managed
which
process,
if
we
practice
so
I,
understand
here
happy.
You
know
right.
I
have
also
done
implementations
myself,
I
used
to
make
a
lot
of
money.
He
recommends
charge
out
at
very
fabulous
rates,
for
are
you
doing
very
complex
things
mean
so
our
requirements?
B
That,
usually,
you
know,
would
not
one-to-one
translate
into
revenue
for
the
company
if
it
became
zero,
but
that's
a
lot
of
productive
time
lost
and
I'm
sure
that
many
of
you,
in
your
own
experience
right
within
your
organization,
will
realize
that,
right
whatever
with
the
complex
business
process,
we
have
no
business
making
employees,
including
very
senior
employees,
to
the
developers
who
are
developing
and
testing
products
for
customers
spend
17
percent
of
their
time
on
internal.
So
we
are
a
desperate
need
to
simplify
things
right.
A
B
Think
it
is
a
blue
iPhone,
it's
just
a
case
right
mean.
So
there
is
one
button
here.
Anybody
can
guess
how
many
functions
are
there
in
an
iPhone
at
last
count
equal
173,000
functions.
Okay,
have
you
ever
felt
that
the
iPhone
is
so
complex
or
device
that
it
has
so
much
of
things
that
it
does
not
have
right?
All
of
us
use
uber
before
the
taxi
hailing
was
very
simple.
A
Bangalore
did
not
have
caps.
Okay,
you
couldn't
generally
stand
on
the
street
and
wave
your
hands.
B
You
could
do
that
in
New
York
in
London,
but
not
in
Bangalore,
and
then
you
know
you
get
in
and
the
fellow
says
I
don't
want
to
go
right
means
it
happens.
All
the
time
middle
of
the
night
is
the
desperate
situation.
Now
everything
is
very
simple,
but
the
back
end
is
very
complex.
You
know
it's
all
GPS
coordinated.
You
know
my
daughter
was
taking
a
goober
somewhere.
B
B
So
it's
essentially,
if
you
look
at
the
background
process,
it's
very
very
complex,
but
it's
become
very
simple
for
the
user
right
users,
don't
really
care
right
means,
you
don't
need
an
IT
to
operate
an
uber
app
okay,
I've
been
trying
very
hard
to
take
my
mother
onto
Facebook
right
means
she
is
probably
75,
plus
okay,
so
so
once
I
demoed
her
Facebook,
but
she
did
not
have
any
technical
questions.
How
I
do
it?
It's
just
that
she
felt
awkward
having
in
facebook
at
that
age,
right
min.
B
So
it's
it's
that
simple,
which
has
become
so
cutting
this
short
I
think
one
of
our
biggest
challenges
is
as
an
organization.
How
is
it
simple
for
people
to
operate?
Take
decisions,
collaborate
with
people
and
reach
out
faster
to
customers
right
one
of
the
things.
One
must
realize
that
today
everything
has
become
very
fast.
When
I
was
recipe.
Practice
said
we
made
millions
of
dollars
what
in
what
is
called
a
seppie
rollouts
right.
So
we
would
do
an
expansive
blueprint.
B
Then
we
will
do
a
pilot
site
implementation
and
then
we
will
take
all
of
that
to
countries
and
we
will
localize
that
solution
right.
So
roughly,
if
you
go
to-
and
we
are
not
the
eight
hundred
dollars
of
the
three
hundred
dollars
in
our
charger,
it's
right,
so
every
site
you
go
to
you
at
least
make
you
know
two
to
four
four
million
dollars
right.
So
it.
B
Time
right,
one
project
would
be
at
least
200
million
dollars
right
and
you
go
all
around
the
world
and
we
have
done
many
of
them
today.
Have
you
heard
anybody
doing
a
three
year
as
a
favor
load
tell
you
the
time
is
gone
right,
so
nobody
has
the
patience,
so
the
technology
is
there.
One
needs
to
implement.
All
of
this
is
under
six
months
right
and
that's
reality.
Right,
I
know
all
this
most
of
these
Hana
programs.
We
have
gone
to
some
business
sweet
on
Anna.
B
It
took
us
only
seven
months
in
a
very,
very
complex,
a
seppie
environment
to
go
from,
we
were
Isis
is
six
and
you'll,
not
believe
it.
We
were
on
eh
p0,
okay,
and
we
were
not
even
unicode
right.
All
that
happened
in
seven
months
and
the
damn
thing
work.
Okay,
we
had
three
four
days
of
an
up-and-down,
but
it's
working
like
a
charm
ever
since
things
have
become
faster
right,
the
things
which
we
wanted
to
become
faster
have
become
definitely
faster,
okay
and
mm.
It
should
of
many
many
times
right.
B
I'll,
give
you
some
examples
so
when
I
took
over
right
with
this
was
the
you
know.
With
all
due
respect
to
my
predecessors,
people
had
very
low
hopes
from
the
idea
organisation.
It's
not
that
this
is
the
same
set
of
people.
It's
just
that
the
focus
was
very
different.
The
focus
was,
how
are
we
putting
controls,
as
mandated
by
finance,
HR
right
or
people,
management
or
resource
management
is
a
major
function.
You
know,
so
we
have
funny
rules
in
the
company
saying
that
if
you
don't
have
a
visa,
you
cannot
raise
or
travel
requests.
B
I
have
failed
to
explain
this
to
people,
but
if
you
don't
have
a
visa,
you
can
only
go
and
smuggle
out
of
the
country
in
a
container.
You
can't
be
going
through
immigration,
so
what's
the
need
of
putting
it
in
our
system
right,
it
means
so.
This
was
taboo.
People
didn't
ask
these
questions
earlier.
Right
means
and
therefore
we
had
tons
of
complications,
and
some
of
you
will
relate
to
it
and
we
will
have
that
in
many
organizations
right
so
else.
So
this
is
our
strategy
which
we
laid
out.
Okay
and
strategies.
Don't
change.
B
You
know
at
this
level
strategy
will
be
the
same
right.
So
what
we
said
was
we
said:
simplification,
agility
and
agility
means
what
and
I'll
have
some
one
or
two
slides
around
each
of
these
then
around
analytics,
hyper
automation
and
don't
ask
me
the
quiet
difference
between
automation
and
hyper
automation,
okay,
I'm!
Equally
confused
as
you
are,
what
I'll
try
and
give
my
own
interpretation
and
explanation,
and
how
do
we
have
a
connected
enterprise
right?
B
B
So
one
part
of
simplification
is
process.
Simplification.
You
have
lot
of
controls.
You
have
lot
of
approvals
right.
You
know
anything
you
do!
Your
manager
has
to
approve
right.
The
best
part
is
when
we
reviewed
this.
The
manager
had
no
way
of
knowing
from
the
system
whether
he
or
she
could
approve
or
reject
okay,
so
it
was
first,
it
was
there
and
nobody
questioned
it
and
second,
is
the
manager,
would
send
an
email
or
make
a
phone
call
and
say
what
does
it
mean
right?
How
much
will
it
cost?
Okay?
B
Why
can't
you
avoid
it?
Can't
you
do
a
videoconference,
travel
request
and,
and
things
like
that
right,
so
the
system
getting
no
intelligence.
All
we
did
was
entering
data
and
addressed
some
very
static
type
reports
used
to
come
out.
That
also
would
be
dated
right.
So
that
is
one
part
of
simplification.
We
said
that
we
did
to
three
things:
one
is
we
evaluated
we
if
there
are
only
four
things
important
to
us
in
the
company
and
I'm
sure,
for
every
organization,
one
is
called
top-line
or
revenue
of
the
company.
B
The
second
is
bottom
line,
which
is
the
operating
margin.
The
third
is
customer.
Satisfaction
and,
fourth,
is
employee.
Satisfaction.
There
is
nothing
else
which
we
measure
in
the
company.
Now
people
interpreted
these
four
things
in
a
variety
of
ways,
so
we
ended
up
having
800k
peers.
You
know
if
you
do
the
cumulative
sum
of
various
or
teams
in
the
company,
so
we
started
looking
at
processes
in
and
does
it
contribute
to
top-line?
Does
it
contribute
to
bottom-line
etcetera
and
then
the
rest
was
easy.
B
You
know
you
could
just
simply
remove
if
they
had
no
value
the
other
benefit
which
have
accrued
out
of
this
verse.
You
needed
a
workforce
to
manage
those
transactions
right,
because
every
process
is
not
straight
through
in
a
complex
or
there
are
exceptions,
so
you
will
have
major
shared
services.
Centers,
you
know
major
finance
executives,
HR
executives,
who
would
all
they
would
do,
is
deal
with
exceptions
on
a
daily
basis,
and
you
know
so
the
moment
we
simplified
the
process
made
it
more
straight
through
eliminated
controls
and
approvals.
B
It
became
simple,
so
that
was
one
part
of
the
simplification
which
we
did.
The
second
part.
What
we
really
did
and
I
will
give
you
an
example
or,
as
a
corollary
to
this,
what
we
did
was
we
realized
that
you
know
all
these
approvals
and
controls
don't
make
sense.
People
are
grown
up
right.
Maybe
you
know
when
I
first
out
of
college
I
didn't
have
to
be
told
by
anybody
where
I
will
work
right,
whom
I
would
marry?
B
Ok,
largely
my
parents,
were,
you
know,
a
little
progressive,
so
they
let
me
marry
where
home
over
I
wanted
to
marry
right
and
so,
but
in
a
non
enterprise
we
seem
to
tell
every
employee
what
they
have
to
do
and
what
they
have
to.
So
we
realized
that
you
know
empowerment
is
missing.
So
if
things
are
there,
you
know
it
gets
upward
delegated
saying
it's
not
my
problem
right.
You
approved
it.
So
you
must
be
the
world
wise
man
who
knows
a
method
by
which
you
have
approved
this.
B
So
what
we
did
was
everybody
either
in
in
Wipro,
has
a
top-line
target
or
a
bottom-line
target,
or
at
or
or
both
right.
So
we
said
that
when
you
prepare
an
operating
plan
and
the
funny
part
was
the
operating
part
of
the
plan
was
in
Excel
and
PowerPoint.
You
said
this
is
the
percentage
of
my
other
cause.
Suppose
somebody
makes
hundred
million
dollars
and
it
said
one
percent
is
my
travel
cost,
which
will
incur
through
the
year.
So
now
we
have
digitized
it.
B
We
are
given
that
fellow
one
percent
of
his
revenue
forecast
and
said
no
approvals.
You
please
manage
within
that.
Now
there
is
a
catch.
If
that
forecasts
from
hundred
million
becomes
120
million.
It
still
remains
one
percent
right
if
it
becomes
80
million,
is
it
still
one
percent
right
and
not
one
percent
one
hundred
million?
It
is
one
percent
of
80
million
that
is
driving
a
right
sense
of
ownership
and
empowerment
within
the
organization
right
and
I
think
that's
important.
The
second
part
of
simplification
is
simply,
you
know
what
the
applications
can
do.
You
know.
B
I
am
a
big
fan
of
the
fact
that
applications
can
mask
a
lot
of
complexity
if
they
are
done
well
right.
Typically,
if
you
go
to
any
self-service
application,
you
will
see
that
once
you
log
in
you
will
be
displayed
with
your
name,
your
father's
name,
your
blood
group,
your
age,
your
gender,
okay,
the
city,
you
are
cut
off
and
then
there
will
be
five
more
tabs
where
you
will
actually
go
and
do
the
transaction.
Okay.
My
question
is:
do
I
not
know
my
father's
name?
B
Why
did
I
need
to
be
told
by
the
system
right?
Nobody
else
tells
it
right
means.
If
you
go
to
all
this
ecommerce
sites,
they
don't
tell
me
what
is
my
blood
group
and
all
that
this
is
a
very
simple
registration
process
and
it
just
tells
me
what
is
my
order:
history,
which
is
contextual
the
rest
of
the
stuff
I
know.
So
you
know
you
can
do
a
lot
of
simplifications,
which
is
what
we
did
to
give
you
examples.
We
realized
that
you
know
there
were
250
to
unique
approval
transactions
in
Wipro
right
across
everybody.
B
Outside
of
this.
There
were
mail
approvals
as
well,
because
you
know
when
you
become
an
organization
with
approval
culture.
If
you
have
to
go
home
early,
you
will
task
a
bus
can
I
go
okay
and
you
need
a
record
of
that
in
a
in
an
email,
so
it
was
driving
a
very
wrong
culture
and
a
wastage
of
time.
So
we
said
how
a
manager
who
has
to
do
50
approvals
know
where
all
to
go
and
to
approve.
So
we
asked
people,
they
said.
No,
it
is
like
Chinese
whisperer.
B
You
know
be
initial
first
to
your
size
to
have
a
printout,
but
then
you
guys
started
introducing
so
many
approvals.
Okay,
so
I
have
our
team,
which
actually
finds
out
what
is
changing
and
tells
me
you
know
you
see
the
corner
of
that
border.
You
know
the
new
ones
are
listed
there.
So
every
time
I
have
to
do
that.
So
I
said
how
do
you
know
it
approval?
So
there
are
males
which
come
out
of
the
system
in
that
male.
B
B
Sadly,
so
he
said
you
know,
I
get
Emirates
now
Wi-Fi
he
travels
business,
so
it
would
be
very
cool
if
I
could
go
to
one
app
either
on
my
phone
or
tablet
or
on
my
surface
whatever
device
and
I
could
do
all
of
that
from
one
place.
So
I
said
this
is
this
is
a
ask
even
I
have
I
mean
I
have
to
approve
so
many
things
because
being
am
also
a
buyer
in
some
sense,
so
we
came
out
with
this
app.
B
What
a
dead
word
is
exposed
rest
services
from
all
the
different
applications
right
and
brought
it
into
one
place.
Today
you
can
see
the
status
you
can
approve.
It
has
some
degree
of
intelligence
in
analytics.
You
know
so,
for
example,
if
I
approve
or
travel
I
can
see
what
was
my
budget?
How
much
I
have
approved
till
now
within
this
month
quarter
and
with
this
approval,
where
it
will
take
it
to
and
what
will
be
the
unbalanced
budget?
Isn't
it
something
which
is
useful
ins?
You
know
it's
incredibly
hard
to
do.
B
Okay,
you
have
to
deal
with
149
application
owners
and
tell
them.
Please
write
a
rest
service
which
will
bring
here
which
will
take
care
of
all
these
exceptions,
and
you
know
it
took
us
time
to
do,
but
once
we
did
it
so
there
are
multiple
examples
like
this
right
requests.
It
requests,
stationery
requests,
you
know
visitor
passes,
I'm.
Sure
every
organization
has
this
differently.
Wait
you
have
to
somewhere.
You
have
to
send
a
mail,
some,
your
walls,
you
know,
then
you
have
to
go
to
55
applications
to
do
it.
B
These
are
very
easy
to
consider
it
right
that
user
experience
is
very,
very
important.
The
third
bit
of
simplification
is,
is
a
concept
right
means
people
I
have
seen
in
in
you
know,
in
170
thousand
people
and
I
am
NOT
a
behavioral
scientist
or
anything.
There
are
various
aptitude
levels
when
it
comes
to
IT
usage
right,
if
you
think
everybody
thinks
the
same
you're
mistaken
right.
What
is
the
biggest
challenge
in
technology
to
a
technology
can
do
lot
of
cool
stuff.
The
biggest
challenge
is
adoption.
Okay,
so
I'll
tell
you
an
example.
B
B
B
The
earlier
it
used
to
be
very
simple
for
right,
digit
now
it
has
become
some
ten
digit.
So
you
most
of
us
cannot
remember
our
spouses
mobile
phone
number
right.
If
we
lose
our
phone,
that's
it
okay.
You
have
to
physically
go
home
and
talk
to
your
wife,
so
that
is
unified
communication
and
there
is
a
lot
of
research
going
on
I
found
how
many
of
you
and
be
honest
and
raise
your
hands.
If
this
was
a
video
conference
room?
How
many
of
you,
if
I,
gave
you
a
bridge,
number
and
told
you?
B
This
is
the
IP
address
of
somebody
in
this
appeal
to
dial
how
many
of
you
can
do
it
yourself?
Okay,
I
am
very
impressed.
I
can't
do
it
myself.
You
know
why
I
can't
do
it.
There
are
two
remotes
in
the
room:
okay,
I
can't
operate,
I,
don't
know
what
it
means.
Okay,
there
is
something
called
picture-in-picture
which
will
arrive.
Sometimes
I
will
see
my
own
face
and
not
see
the
other
end.
There
are
huge
complexities
when
the
world
is
dealing
with
simplification.
B
I
have
always
wondered
why
somebody
can't
can't
come
up
with
something
like
a
Magic
Remote
which
can
deal
with
video
conference
rooms.
Okay.
So
if
you
look
at
it
I
don't
think
technology
options
exists.
To
that
extent
where
you
can
deal
with
one
single
app
for
all
this
related
type
of
transactions,
where
it's
easy
right,
you
know
you
don't
have
to
remember
complex
passwords.
You
can
do
it
yourself
and
not
rely
on
your
IT
department
to
connect
you
right.
All
of
us
I
am
a
CIO.
So
you
know
my
every
year
budget
is.
B
Is
a
fraction
of
the
previous
year's
budget
right
means,
so
there
has
been
I.
Have
pride
I've
been
in
consulting
tried
to
convince
my
boss
and
my
CFO
saying
to
come
out
with
various
metric
widget
which
allows
me
to
spend
more.
It
doesn't
happen
right
means
so
to
deal
with
all
this
complexity.
What
happens?
Is
you
carry
large
workforces
right?
You
keep
on
adding
cost
I'm
a
firm
believer
that
you
know-
and
this
is
you
know
almost
like
a
statement.
B
A
B
Are
on
office
365,
it
has
never
gone
down
in
the
last
18
months,
so
that
is
when
technology
will
pay
or
play
a
role
in
simplification.
Right
I
am
not
too
sure
whether
it
is
a
Q&A
format.
I
would
love,
you
know,
I.
You
know
whether
if
I'm
off
I
can
stop
any
time.
So
please
feel
free
to
stop
me
and
ask
questions.
You
know.
I
had
one
hour,
I,
don't
know
whether
I'll
be
cut
short,
but.
B
Okay,
so
you
know
we
did
this
right
means
suit
on
and
on
a
business
suit.
Sweet
on
Anna
and
I'll
also
tell
you
why
we
are
not
on
s4
yet
okay.
So
so,
if
you
see
the
statistics
here,
I'll
move
right
fairly,
impressive
right,
you
look
at
the
compression
right
means.
We
were
eight
point,
one
terabyte
to
one
point:
eight
terabyte
right,
you
know
we'd
expect
that
much
compression
to
happen.
You
know
forty
hours
down
time
for
such
a
complex
migration
was
something
which
was
which
we
didn't
guess
we
were.
B
We
are
actually
announced
to
the
organization
that
it'll
be
a
60
hour
downtrend,
so
they
were
very
pleasantly
surprised
when
it
came
back
up
in
40
hours.
We,
of
course,
and
I
will
be
dishonest
if
I
didn't
tell
you
that
if
there
were
no
issues
five
days
after
the
cut
over,
there
were
issues
because
some
of
the
custom
programs,
which
were
there,
though
they
were
refactored
when
they
went
into
production
and
the
concurrency
became
so
high
that
they
hit
performance
issues.
So
we,
along
with
Matt's
attention,
you
know,
worked
overnight
so
and
stabilized
it.
B
What
was
interesting
and
it
was
a
very
bold
move.
Actually,
we
went
live
the
weekend
before
sapphire
started.
Okay,
when
it
went,
live,
I
was
on
a
plane
to
Orlando
right
means.
So
when
I
reach
there,
you
know,
so
it
was
fun
right
when
I
saw
17
missed
calls
and
24
emails
on
why
a
batch
program
was
failing
and
it
was
taking
a
lot
of
time.
But
overall.
A
B
Was
satisfying
so
why
have
we
not
gone
to
s4
yet
right,
we'll
logical
question
was
to
go
ahead
with
s4.
So
if
you
remember,
we
are
an
IT
ITES
company
right.
So
the
products
which
we
use
from
is
happy
is
our
financials.
We
use
core
HR
the
rest
of
HR.
We
have
written
ourselves.
If
you
look
at
the
core
order
to
cash
process
right,
we
use
people
supply
chain
in
a
product
called
mrs,
which
is
which
is
a
standard
product
to
the
best
of
my
knowledge.
B
No
not
strainer
is
a
custom
custom,
and
then
we
have
a
product
called
c
pro
with
the
c
projects
which
there
are
three
companies
in
the
world
which
use
it.
Us
is
a
P
consulting
and
I.
Don't
know
the
third
one
right,
no
I
know
it's
app
is
the
second
right,
so
there
is
a
there
is
somebody
else
as
well.
So
the
point
is
that
if
you
understand
Hana,
you
know
the
1511
or
the
1610,
you
know.
Does
a
code
base
change
right?
B
The
other
products
which
we
use
from
a
safe.
We
are
not
certified
on
s4,
so
practically
we
have
to
run
two
parallel
instances,
so
we
are
talking
to
SFP
to
see
when
they
will
certify
all
these
other
products
see
pros.
They
may
not
certify.
So
we
are
looking
at
an
alternative
writer
to
replace
it
so
which
is
when
we
will
do.
We
obviously
have
simple
finance
land.
At
some
point
we
have
gone
live
with
Hana
fraud
management.
We
also
use
Hana
sidecar
for
our
enterprise
analytics.
B
So
you
know
we
had
every
other
tool
set
in
the
under
the
Sun.
You
can
think
of
we
had
you
know
we
had
click
view
we
had
Oracle.
We
have
done
away
with
all
that.
Our
enterprise
data
stores
are
on
Hana
side
care
right
now,
so
our
capability
to
deliver
near
real-time
reports
are
much
better
and
they
have
got
integrated
back
into
applications.
Even
custom
applications
to
give
you
the
analytics,
which
is
needed
for
decision
making.
B
B
If
I
tell
it
here,
you
know
some
of
my
user
fee
friends
will
not
like
it.
There
is.
You
know
good
negotiators,
let
me
put
it
that
way
and
our
cost
is
not
a
representation
of
what
you
might
spend,
because
you
know
you
I,
don't
know
whether
it
goes
back
yeah.
It
goes
back.
So
if
you
see
we
had
including
the
business
users,
five,
forty
people,
a
significant
chunk
of
that
came
from
business.
My
own
team.
We
have,
we
obviously
I,
have
an
SME
team.
B
We
and
there
was
a
lot
of
people
who
came
over
from
the
ASAP
practice
right.
You
know
we
wanted
people
to
get
a
first-hand
feel
of
production
deployments
of
Hana,
so
there
were
some
people
who
were
experienced.
There
were
some
people
who
had
only
practiced
it
in
the
lab.
So
you
know
after
the
event,
if
you
want
me
I
offer
this
I
will
tell
you
the
cost.
Obviously,
cost
is
a
concern
for
any
HANA
deployment,
but
there
are
ways
and
means
of
defining
business
cases.
B
B
So
I
generally,
so
when
a
management,
new
management
comes
a
nobody
guest,
actually,
first,
they
change
the
structure
right.
You
know,
with
all
due
respect
to
management.
They
believe
that
the
current
structure
doesn't
work,
so
they
put
a
new
structure.
All
our
companies,
including,
is,
if
you
always
has
changes
second
thing:
is
they
change
leadership?
Right
I
mean
these
people
will
be
pulled
out
from
here
there.
Somebody
will
be
given
additional
responsibilities.
I,
don't
know
how
many
of
you
are
in
IIT.
It
is
incredibly
hard
right.
It's
almost
like
torturous
on
us.
B
B
There
will
be
acquisitions
which
people
will
do
right
and
we
have
not
done
it
yet.
I
have
heard
that
some
companies
also
divest
some
parts
of
their
business,
okay,
which
is
an
equally
challenging
task
right.
Remember
when
you
put
a
strat
plan
on
an
operating
plan,
you
can
factor
run
of
this.
You
can't
say
that
I
have
assumed
to
management
changes
in
the
year.
Okay,
three
acquisitions
and
one
divestment.
It
is
not
possible
right.
B
So
therefore,
it
becomes
incredibly
hard
and
look
back
at
your
own
landscapes
and
see
how
things
are
configured
right,
even
including
sfe
right.
You
know
you
have
a
set
of
new
series.
Of
course.
Center
is
position
hierarchies,
you
know,
I
can
go
on
and
on
it's
incredibly
hard
and
then
the
damn
thing
has
to
work.
It
means
it's
not
about
changing.
You
have
to
do
data
migrations,
its
middle
of
the
year
right
we
have
gone
now
become
experts
in
migrating
data,
from
one
Mississippi
instance
to
within
the
same
instance
right
for
a
different
configuration.
B
That's
the
hardest,
trust
me,
because
otherwise
you
can
take
out
in
an
excel
sheet.
Convert
into
CSV
uploaded
go
to
some
smoke,
testing,
etc.
Here
it
is
incredibly
hard,
so
one
expectation
clearly
is:
can
you
deliver
the
process
changes
which
we
are
implementing
at
a
very
quick
speed
right?
Much
has
been
talked
about.
Devops,
agile,
I
will
not
go
into
that.
In
spite
of
all
of
that
trust
me,
it
is
incredibly
hard
right.
What
I
am
it
amazes?
B
B
They
are
doing
forget
what
industry
forget,
how
simple
or
complex
it
is
89
seconds
something
or
the
new
is
coming
up
on
the
amazon
platform,
and
this
is
not
I
am
talking
about
the
retail
platform
I'm
talking
about
Amazon
Web,
Services,
okay,
fairly
impressive.
You
know,
people
have
talked
about
Amazon
I'm,
not
having
a
great
work-life
balance.
I
don't
do
good
there,
but
even
with
that,
you
know
there
must
be
something
fundamentally
in
their
platform
which
allows
us
and
the
way
they
have
architected
their
IT.
It's
allowing
them
to
release
so
fast.
B
Obviously,
infrastructure
is
a
big
bottleneck
to
an
application
development
right.
First,
you
have
to
raise
a
request.
Then
you
have
to
get
three
codes.
Okay,
so,
on
the
same,
you
know
HP
Cisco
you
can,
whenever
whatever
you
can
think
of
Dell,
then
you
negotiate
by
the
time
the
hardware
arrives.
It
is
two
and
a
half
months
or
three
months.
Okay
and
the
requirement
would
have
fizzled
out
and
something
you
would
have
come
for
which
that
hardware
will
not
be
sufficient
right.
B
So
there
is
enough
and
more
told
you
know
spoken
about
the
benefits
of
cloud
I.
Think
infrastructure
as
a
service
is
a
given
right.
It
will
cost
slightly
more
though
in
Indian
context.
Okay,
so
you
know
it's
a
question
of
capex
versus
OPEX.
Companies
like
us
who
are
cash
rich
are
really
not
bothered
about
that.
Rewrite
means
it's
the
same.
For
us,
we
are
more
bothered
about
what
is
the
hit
on
our
operating
margin.
We
took
a
call,
and
today
we
are
90
percent
of
our
application.
Landscape
is
on
public
clouds.
B
Okay,
so
things
around
security.
You
know
access
speed
and
all
that
I
can
guarantee
you
or
a
myth.
Okay,
it
works
beautifully
for
us
things
have
become
faster,
the
other
benefit
which
nobody
realizes
and
I
don't
want
to
believe
at
this
point
is
that
when
you
take
replace,
when
you
put
everything
on
the
cloud,
then
please
don't
make
the
mistake
in
a
globally
diverse
organizations
trying
to
put
up
MPLS
networks
right,
hello,
the
damn
thing
to
work
on
Internet
and
it
just
works.
B
Fine
right
means
so
100
percent
of
our
employees
access
says
anything
today
on
internet
even
from
India
right
and
it
just
works.
Fine
means,
you
know
our
data
centers
are
in
Singapore
right.
Nothing
is
in
India
with
a
public
cloud
because
Singapore,
we
trust
with
European
data
more
than
we
trust
India
with
European
data.
That's
a
sad
part
of
it.
So
that's
a
huge
cost
savings
which
we'll
get
so
don't
compare
one.
You
know
four
core
VM
to
another
four
core
virtual
infrastructure
inside
but
infrastructure
as
a
service
is
not
the
exciting
part.
B
What
is
exciting
part
is
the
standard
applications
that
will
let
you
simplify
process.
Okay,
today
we
are
implementing
Arriba
source
to
pay
end
to
end
the
cloud
version
right.
You
should
have
seen
at
our
procurement
systems
right.
It
took
us
22
days
for
a
start-up
to
register
in
liberal,
to
be
an
approved
supplier
I'm,
not
joking.
Okay,
the
questions
were
the
same.
Can
you
publish
three
years
balance
sheet?
That
fellow
says,
I
am
a
start-up
I,
do
not
even
a
level
funded,
then
some
how.
A
B
Expect
me
to
generate
three
years
balance
sheet
right.
Our
processes
are
alone,
unlike
that
the
service,
this
would
not
get
it
right.
So
with
Arriba,
we
will
we'll
hopefully
do
this.
There
are
a
range
of
things
which
we
are
implementing
on
SAS.
We
are
also
doing
a
lot
of
stuff
on
the
past.
The
platform
as
a
service
I
think,
is
the
most
exciting
part.
You
know
I
always
get
confused
between
the
two,
the
Hana
cloud
platform.
It's
called
I.
Think.
Ok,
please
try
that
right
means
it
will.
B
Let
you
do
amazing
things:
okay,
I,
don't
know
how
much
open-source
technologies
it
is
supports.
Today,
you
know
before
my
ICP
days,
I
used
to
manage
Salesforce
and
we
used
to
have
to
develop
applications
and
force.com
those
days
back
those
days
right,
the
six
seven
years
back.
You
can
do
amazing
stuff,
not
because
of
seasonal
demand.
You
know,
that's
a
cliche
and
a
given
all
this
platforms
are
offering
what
is
called
micro
services.
Okay.
So
today,
if
you
have
50,000
lines
of
code,
you
know
in
an
application.
B
If
you
go
to
a
pass
and
if
you
don't
come
down
to
10,000
lines
of
code,
okay,
there
is
something
wrong
which
you're
doing
right,
so
you
can
do
it
faster.
It's
very
repeatable.
Everybody
has
tons
of
libraries
of
micro
services
right.
You
know
you
can
call
it
micro
services.
These
are
all
analyst
point
terms.
You
can
call
it
components,
but
the
best
part
is
anything
you
want
to
do
is
available
there.
The
second
thing
is
today.
B
Globe
global
organizations
you
know
and
I'm
just
wearing
off,
if
you're
doing
applications
make
sure
that
you
know
the
world
of
back-end
has
gone
now
right.
Remember
earlier,
we
used
to
we
never
focused
on
the
front
end.
You
used
to
take
tons
of
time.
Developing
database
tables
relationships,
complex
CRD,
diagrams,
right
and
API
is
idea.
Is
you
can
point-to-point
interfaces
and
all
that
today
the
skill-less
completely
changed?
It
is
all
about
the
front
end
right.
B
So
if
you
can
do
80%
of
your
application
development
in
the
front
end
and
what
do
I
mean
by
front
end,
it
is
the
world
of
Java
scripting.
No
right.
You
know
people
use
angular.
We
have
now
moved
over
to
react
which
Facebook
uses
you
can
really
deliver
a
superlative
experience.
Everything
is
cached.
You
can
use
CDN
where
people
can
get
like
Google.
You
know
local
server
access,
so
it's
super
fast
right.
We
just
rolled
out
our
performance
appraisal,
new
system.
We
call
it
performance.
Next
65,000
people
filled
out.
B
We
have
now
made
it
quarterly
discussion,
so
there
is
no
rating
and
all
that
65,000
people
filled
out
on
the
last
day.
Okay,
this
is
the
first
time
we
had
no
issues.
Okay,
even
if
the
network
was
not
there
Wi-Fi
not
on
land,
not
connected
application,
still
working.
There
are
ways
and
means
of
doing
it.
Right
means.
So
that's
the
exciting
part
and
people
expect
that
to
be
delivered
in
real,
quick
analytics.
Okay,.
B
B
Know
if
you
are
on
s4,
you
can
quickly
expose
all
the
data
you
need.
You
can
integrate
very
easily
hours.
It
knows,
is
a
mix
max,
so
we
use
the
sidecar.
You
know
we
have
what
is
called
SL
T's,
which
are
neural
to
real-time
replications,
so
you
can
give
as
much
capabilities
which
you
want
in
the
front-end
right
to
users
for
decision-making.
The
one
request
I
have
from
sa
p-
and
I
have
been
requesting
for
two
years
to
is-
to
make
the
visualization
tools
a
little
smarter
right.
A
B
Had
business,
intelligent
business
objects
right
with
all
those
car
type,
auto
mobile
type
knitters,
and
all
that
the
world
has
changed.
You
know
there
there
are.
There
is
d3
now
right
means
which
is
open-source.
You
look
at
the
chart
types.
You
will
just
get
a
Florida.
You
know
the
visualization
is
important,
because
if
you
can't
deliver
analytics
and
dashboards
drilldowns
exception,
analysis,
trend,
etc,
very
quickly,
see
hana
is
a
great
database.
There
I
have
no
doubt
in
my
mount
mind
how
you
expose
it
and
make
it
with
single
flick,
go
etcetera.
B
You
know,
whatever
you
saw
previously,
he
presented
much
of
it
takes
quite
an
effort
to
build
out
right.
If
you
want
to
deliver,
say
a
hundred
reports
a
day,
you
need
to
have
a
framework
which
allows
you
to
do.
It
means
you
just
load
user
should
be
able
to
cut
slice
dice
as
they
want
choose
a
chart,
type
publish
it
boom,
that's
done
right
mean,
so
that's
the
way
analytics
should
be.
B
Obviously
you
know,
prescriptive
and
predictive
are
both
very
important,
so
we
have
started
working
on
it.
We
use
our
cognitive
platform
called
homes
for
predictive
analytics.
Please
be
careful
where
you
don't
use
cognitive
right,
so,
for
example,
I
should
not
be
using
a
machine
learning
algorithm
to
predict
my
father's
name.
It
will
be
a
disaster
right,
but
we're
actually
cognitive
is
required.
Please
use
cognitive.
It's
much
better
right!
I
can
give
you
a
lump
in
number
of
examples
where
the
world
changes
when
you
use
BOTS.
B
B
Right
means:
I,
have
worked
in
soft
floor
by
the
way
production
planning,
I,
run,
MRP,
MRP,
ok,
I
have
run
advanced
supply
chain
plans
constraint
based,
so
all
we
used
to
know
was
after
the
event,
so
I
was
very
happy
when
I
saw
your
chart.
Right
means
it's,
it's
so
refreshing
to
see
that
right,
I
wish
I
could
run
plans
and
I've
implemented
subsequently
right
and
try
to
convince
hard.
You
know
how
to
set
a
time
fence
with
some
numeric
values
and
dates,
and
all
that
and
people
would
not
comprehend
what
that
meant
right.
B
B
B
B
B
Some
of
that
right
so
demo
was
not
committed,
but
if
I
could
do,
I
could
show
you
a
bar
where
I
can
go
and
write
I'm
not
feeling
well
tomorrow.
I
want
to
be
on
leave
right
and
it
will
apply
the
leaf
right.
So
that's
something
which
is
happening.
Automation
in
IT
is
operations
is
something
which
has
been
much
talked
about.
People
have
not
done
enough
all
those
endpoint
incidents
which
happen
all
the
network
outages
which
happen
you
can
do
wonders,
because
these
are
more
defined
right.
B
B
B
Cloud
and
mobility,
you
know
if
you
are
interested
after
the
session
I
can
show
you
what
is
the
problem
with
mobility
right
that
again,
you
know
all
the
mobile
apps
needs
to
be
downloaded
on
your
phone.
All
of
you
use
whatsapp
I'm
assuming
right.
So
everybody
is
some
jokes
and
good
morning,
messages
etc.
Will
come
so
the
biggest
you
know
nightmare
in
the
world
today?
Is
the
phones?
Don't
have
space
right
means,
phones
are
there.
B
You
have
to
every
time
you
have
to
clean
up
space
means
I,
have
a
64gb
I,
really
wish
it
was
500
GB,
it's
so-so
downloading
for
apps
on
the
phones
is
not
a
good
idea
anymore
right.
Single
sign-on
is
another
problem.
If
you
have
55
applications
and
if
you
have
to
do
a
singles,
if
you
have
to
log
in
every
time
right,
it's
not
a
good
rate
idea,
so
we
have
gone
through
it.
Second
thing:
is
you
know
any
phone
these
days
has
a
biometric
right.
B
B
So
when
I
leave
the
organization
it
will
get
wiped,
so
those
are
user
experience
which
is
very
important
today,
90%
of
all
applications
in
Wipro
are
on
the
mobile
as
well,
so
you
can
sit
anywhere
right,
so
I
didn't
come
with
my
laptop
today.
It
means
I'm,
actually
operational.
All
right,
I
can
take
my
phone
calls.
I
can
join
an
audio
on
a
video
bridge.
I
can
do
all
my
approval.
Transactions
I
can
initiate
a
travel
request.
Everything
I
can
do
from
my
phone,
that's
great
user
experience.
Obviously
there
will
be.
B
You
have
to
be
friendly
with
the
SIS
or
take
them
out
for
coffee
and
lunch,
maybe
many
times
a
week
to
let
you
have
some
leeway
in
the
time
being,
but
that's
what
the
users.
Obviously
cloud
is
a
great
story.
Right,
I,
don't
think
there
is
a
so.
Where
are
we
today
right?
So
we
have
deployed
around
850
simplification
ideas.
So
what
we
do
is
we
have
done
away
from
this
requirements.
Documents
to
to
what
is
called
design
thinking
this
gentleman,
who
is
sitting
there
I
owe
it
to
him.
B
If
you
guys,
don't
know
him,
please
meet
him
during
the
breaks.
Okay,
he's
a
great
design,
thinking
coach.
He
transformed
the
way
our
idea
operates,
so
we
get
everybody
into
a
room
for
3-4
hours
at
the
end
of
it.
It
is
a
working
prototype
right.
So
there
is
no
other
method
which
we
follow
today
and
when
we
simplify
what
we
do
is
we
ask
users?
What
do
you
mean
when
you
say?
What
do
you
want?
So
we
are
working
on
an
application
today
on
mobile,
which
will
be
which
will
be
called
unified,
expense
app.
B
We
are
not
named
it
yet.
So,
as
you
are
traveling,
if
you
are
in
a
Starbucks,
you
take
a
photograph
of
the
bill
and
you
attach
it
something
like
Expensify
right
and
then
you
can
attach
it
to
a
travel
request
of
yours,
which
is
open
and
as
you
build
it
up,
as
you
finish,
your
trip
just
press
submit
boom.
Everything
is
gone
right.
We've
gone
paperless
with
our
claims.
Today,
I
can
guarantee
you.
You
know
the
India
gov
Indian,
Company
Act
and
the
government
does
not
require
paper-based
claims.
Okay,
this
is
a
myth.
B
B
B
So
next
in
the
queue
Ariba
is
going
on
right.
We
are
on
old
GL,
so
we
have
to
report
22
different
gaps:
okay,
125
come
company
coats,
so
there's
a
lot
of
reporting
with
new
GL
and
simple
finance.
All
that
will
become
much
much
easier
right.
We
are
trying
to
find
out
the
CA
first
time
so
that
he
can
sponsor.
It
is
okay,
but
he
is
extremely
busy
and
then
we
will.
We
have
not
done
enough
on
pass
when
I
say
pass.
B
B
We,
we
are
not
very
good
in
change
management,
so
we
change
and
expect
that
the
management
will
happen
on
its
own
right,
so
we're
trying
our
best
to
make
things
which
are
very
idiot-proof
right
means
or
intuitive
right,
so
that
users
don't
require
training
and
all
that.
So
it's
a
lot
of
hard
work.
The
team
is
getting
stretched
and
pushed
from
multiple
directions,
but
we
are
happy
with
the
progress
we
have
made.
Right
means
in
a
very
short
period
of
time.
Remember
whatever
we
do
is
also
a
showcase
for
our
prospects
and
customers
right.
B
So
that's
also
a
charter
which
I
carry
so
you
saw
in
the
introductions
this
year,
CIO
100
in
the
US.
You
know
we
are
the
only
Indian
company
which
we've
won
an
award
right
for
innovation,
which
we
have
done
and
their
transformation
which
we
have
done
for
RIT.
It's
a
big
thing
for
us.
There
were
500
applicants
right
mostly
US
companies,
global
companies,
so
we
were
the
only
at
Indian,
headquartered
company,
which
is
wanted
so
will
receive
the
award
middle
of
August.