Moving

It is time to move. This blog is moving to a new location: http://www.introspeqt.com/blog.

http://www.contentmechanics.com now points to the new location.

The good news is that there will be more contributors and a lot more action on the new site. My colleagues volunteered (It was not as simple as it sounds. Needed a bit of persuation, pleading, begging, threats etc.) The result is that they “volunteered”! and that is what matters.

Srikant has already written an informative article on FileNet certifications. I hope he will contribute a lot more.

Please visit us at our new home.

Approaching ECM/BPM

Enterprise Content Management and Business Process Management are not merely IT projects. Ascending on an ECM/BPM path requires meticulous planning, execution, and measurement. For all stakeholders, it is essential to internalize that such an initiative will definitely alter the way the organization executes its business, positively.

ECM/BPM is about business transformation. It is about aligning people, process, and content with business priorities. So, it is essential for an organization to define how this alignment can be achieved. Any organization that is serious about content and process management must define an ECM/BPM program.

ECM/BPM Program

A program is mandatory for any organization contemplating ECM/BPM. Putting a program in place does not mean that the organization should look at executing the program in a massive way. The organization need not, and in many cases should not, proceed with a big bang approach to ECM/BPM. At the same time, projects should not be executed in isolation thus creating silos within the organization. Defining a program helps the organization in setting the direction of the ECM/BPM journey. Even if the execution approach is small and tactical, a program will let the organization align such steps in the same strategic direction.

An ECM/BPM program involves four steps:
• Articulating the objectives
• Planning
• Executing the plan
• Measuring the program itself

Objectives

It is essential that the organization understand what the objectives of this program be. Such a program will be deemed to fail unless there is buy-in from all key stake holders in the organization. The top management, functional heads, line managers, and all employees of the organization should be prepared well for the change and its benefits.

The commonly achieved benefits of such a program are:
• Improved organizational efficiency and effectiveness
• Better control of the operations
• Increased collaboration between functions
• Better customer satisfaction levels
• Ability to scale up operations better
• Cost reduction

While all or many of these benefits can be achieved in an ECM/BPM program, it is paramount to identify the primary potential benefits. The goal for potential benefits is unique for an organization, so the first step of such a program is to identify them. The most important potential benefits will be the objectives of the program.

Defining the objectives will be an exercise where representatives from all key stakeholders participate. Potential benefits can be defined only if current pain points are enumerated and analyzed. This is a vital exercise since a solution cannot be arrived at before understanding the problem in detail.

The outcome of this step will be clearly articulated organizational objectives for the ECM/BPM program that are endorsed and internalized by the key stakeholders.

Planning

The previous step defined what the program will bring to the organization. The planning step will define how the objectives will be met, who will make it happen, when and where the benefits can be realized.

The first step will be to put together a team who will manage and monitor the planning and execution of the program. The proposed team should have representation from the top management, business units, user community, information technology, compliance group, and other support functions.

This phase will flush out more details about the individual group pain points and areas of improvements. Besides, the step will define tactical and strategic approaches in dealing with the problems in hand. The most significant part of the planning process is to put together a potential organization-wide roadmap for achieving the objectives.

The last priority for the planning phase will be to prioritize the tactical initiatives that are achievable in the shorter timeframe and identify potential execution plans.

Execution

The execution phase will focus on identified and approved tactical plans. It will involve looking at these tactical plans, defining the problems in detail, identifying potential solution, identifying necessary technological improvements, getting internal or external teams to bring execution capabilities, and finally carrying out solution projects.

Execution phase is a long-term process and will involve a multitude of internal teams, technologies, vendors, and administrative functions. The program team will play a significant role in this phase to ensure that each tactical plan execution is fully aligned with the organizational objectives defined for the program.

Measurement

The most important and the most neglected step in an enterprise wide program is measuring. An organization should have a clear understanding of the ROI (Return On Investment) at every step of the program. ROI is nothing but a quantification of the objectives. Objectives are easy to enumerate, but difficult to quantify. In most cases, measurement and monitoring are lost in the execution step.

The program team will need to define measurable matrices for each tactical plan. These parameters are to be reviewed during and after the execution of the tactical plan. The findings are then to be incorporated into future tactical plan execution and approvals. This will ensure that the ROIs are accrued in the right direction throughout the program.

IT Services 2.0 (Part I of II)

There were many discussions about IT Services 2.0 before and we have seen many definitions of the phrase. All of those are derivations of individual opinions and I don’t think there is any official definition for the concept yet. Here is my take on the next generation of IT services.

So far, the best articulated opinion I have seen is from Chris Barbin of Apprio (http://www.sandhill.com/opinion/editorial.php?id=129). While I agree with Chris on most aspects, there is an apprehension that he is limiting the scope to only SaaS based services in general, and Salesforce.com based services in particular. Here is an attempt to define IT Services 2.0 in a broader sense. It is clear that many of the thoughts presented by Chris are borrowed in this definition as well.

General Objectives

IT Services 2.0 is not too different from the erstwhile (1.0?) services in its theoretical objectives. If we were to look at both from an idealistic viewpoint, the guiding principles would look the same. The difference will primarily be in how the services are rendered and the motivations behind adhering to the objectives. The objectives recommended to be set for a 2.0 solution are:

1. Tangible business benefits to the customer
The most important objective of a Services 2.0 solution is to ensure tangible and measurable benefits to the customer’s business.  This is easier said than done. IT services companies hardly understand their customers and their business today. I don’t think we can blame these services companies because in many cases the IT departments of the customers may not have ample knowledge about the businesses their organizations are into. It is imperative that IT services companies invest in KYC (Know Your Customer) exercises throughout the engagement periods. The services company should be able to understand, articulate, deliver, and reiterate the business benefits derived out of an engagement to the customer.

2. Smaller and measurable project life cycles
In today’s scenario, customers don’t have the stomach for monolithic projects. In my opinion, the biggest positive to the IT industry from the global economic downturn will be the intolerance to very large IT initiatives. Since every investment will now be dissected and analyzed in all possible directions, it is essential to realize an ROI and that too in as little time as possible. So, individual IT projects will be looked at as 3-6 month exercises that will start yielding benefits within a maximum of 7-8 months from the initial decision point. This will enable the customers to realize the ROIs within the same budgeting year.

3. Expectations on value addition
A major requirement for a 2.0 service provider is to be savvy about the customer’s business parameters. Rather than supplying with lines of code or people who can code, these firms will be expected to provide the customers with ideas and suggestions as to how technology can help improve their business. The services firms will be expected to bring expertise and prior experience in solving the exact problem the customer is facing today.

4. “Show me” as compared to “Tell me” approach
The current approach to IT services puts a lot of thrust to tons of presentations, documents, status reports and innumerable meetings. Both the vendor and customer spend too much time and effort in communicating with each other formally with words, numbers and pictures. The thrust of the 2.0 services will be to show how things work right from the first meeting. “Show Me” as an approach will play a significant role in selling the services as well, thus reducing the sales cycle times drastically. SaaS will be a significant delivery model in 2.0 services and with the hosted approach, “Show Me” will be lot easier for the service provider to handle and the customer to comprehend.

5. Assembling instead of building
Building software from scratch is a thing of the past. Now we are surrounded with umpteen enterprise software platforms, technology frameworks, and rapid application development toolkits. Many of the current service providers make use of “reusable components” they have accumulated over a long period of time. I am talking about going to the next level of software solution preparation. This process will be carried out more by solution consultants with minimal effort from programmers. To achieve reduced turn around time for solution delivery, services companies will have to practice the art of quick solution assembly.

6. Paying for value generated and not for resources
What all these will culminate into is a significant shift in service vendors’ mindsets. Service 2.0 companies will not talk about billability of resources, will not send timesheets for customer approval, and will not look for deploying their workforce on customers’ sites on contract. Instead, the focus will be on how quickly they can get out of a customer’s active project. Billing will be based on the achieved business value generated. Most contracts will be subscription based or fixed bids.

What are the key ingredients of a successful 2.0 IT services offering? I have some thoughts on it as well. More on that topic, next time!

Night Market Realities

In India, there are two distinct markets at least for enterprise software applications. Let me call them the Day Market and the Night Market respectively. The day market is something that I have been talking about for a while. It consists of the traditional businesses who do business with a billion plus residents of this country. The night market is a new phenomenon. This market comprises of organizations whom we fondly call BPOs. The working hours of many BPOs coincide with those of their customers in America or Western Europe which means they operate at night in India. Hence the term night market. I assume that similar markets exist in many other countries which benefit from business process outsourcing.

Why do we need to consider BPOs as a separate market itself and not a vertical segment within the whole market called India? My reasoning here is that the dynamics of this market is entirely different from any other business vertical. Besides, you could see almost all industry verticals within the BPO market. So, it makes sense to look at this as a separate market itself and come up with strategies for selling software solutions in it.

The BPOs fall largely into two categories: Captive BPOs and BPO Businesses.

Captive BPOs are BPO arms of major corporations in the West and are owned and operated by these business houses. These organizations process the business functions of their respective parent and follow their systems and process standards. The applications and IT infrastructure are normally replicated as is, however good or bad they are. If you happen to sell a product or system which is part of their global infrastructure, you might get lucky and be able to sell some licenses to these BPOs.

The BPO businesses are organizations which provides process outsourcing services to third part customers. It is a big business and there are plenty of players in the market. These organizations offer tremendous opportunities for ECM/BPM. It is not often realized because most vendors approach this segment with a traditional license selling mindset.

The most important aspect of the BPO business is that everything is transaction based. For most BPOs, the business model revolves around transactions. Pricing to their customers are based on transactions. So the BPO management always thinks about their expenses and investments based on transactions. What this means is that when making an ECM/BPM decision, they need to calculate the ROI at the transaction level. If it takes them X Rupees to process a health insurance claim now, and with an ECM/BPM solution the cost of the transaction can be reduced to Y Rupees per claim, there is a business case. The entire industry works on cost arbitrage, so it is paramount to maintain transaction level costs down. More over, their contract with a customer for a particular business process could be time bound. So, it makes an investment decision all the more difficult. As long as the vendors can approach the BPOs with a transaction based pricing for their ECM/BPM solutions there will be a good chance of success. The ECM vendors will have to change their rigid license sale mentality and come up with creative ways of working with BPO companies, it will be all the more better for the ECM/BPM industry.

If I were running a BPO organization, the factors I would lose my sleep over will be Cost, Security, and Service Levels. I can’t quite prioritize them in terms of importance, but if I absolutely have to, I will do it in the same order as listed above. Cost is the most important factor since the existence of the industry in a country like India is because of the cost arbitrage. Security of information is critical because if there is a lax on it, not only the business but the entire industry suffers from bad publicity. The West hasn’t accepted the outsourcing phenomenon quite kindly yet and security lapse will be a good stick in the hands of the critics. Service level agreements are important because the customer’s business has to run smoothly even if certain parts of the business process are carried out halfway across the globe.

Given these priorities, ECM/BPM requirements will be predominantly on plain document management, records management, and workflow management. Document management will enhance the organization’s capability to manage the content that is coming from customers, and attach the right access levels to it. Record management capabilities will be critical from a retention and destruction perspective of customer documents. I would guess, it will apply more to the destruction of records and providing reporting of the content received in BPO organizations. Workflow capabilities will enable the BPOs in ensuring SLAs and providing accurate reports to customers on SLAs.

Another aspect of ECM that could play a major role in BPOs is automated capture systems with solid forms processing capabilities. This is one of my favorite topics and I will write about it separately.

To summarize, ECM/BPM solutions could help the BPO industry significantly, but it hasn’t made its presence felt in the marketplace so far. If the vendors could understand the pulse of this market and come up with creative pricing strategies, I am sure that BPO companies will definitely see the difference such solutions can make to their businesses and ultimately the bottom lines.

Choosing an ECM platform

What would be the magic in choosing an ECM platform? What would be the considerations of the CIOs when choosing an ECM product platform? Based on my experience in the Indian market, I would say that the three most important factors many CIOs would look at are:

• Price
• Comfort level with the product vendor
• Brand value of the vendor

in that exact order. Anything else comes way below these criteria.

Price is the most influential selection criteria for any corporate decision. In most tender situations, it is the L1 which normally gets selected. (The least priced bid is referred to as L1) There could be an occasional exception to this rule, but then the other two factors play such an important role in the selection process. Many decisions could be based only on the initial price the company is paying out to the vendor. In many situations, the wrong platform is chosen for all the right reasons!

As a CIO if you are very comfortable in dealing with one of the vendors, first you will be approaching them for any new initiatives. The moment the management decides to bring ECM into the organization, the CIO would ring up his/her most trusted vendor. This vendor from that point onwards will start influencing the decisions of the CIO in all aspects. I must admit that this is a fantastic technique employed by many leading vendors and is a very successful sales strategy for the vendors. Will the customer benefit from this strategy? It is always a 50-50.

I have interacted with some CIOs who swear only by big names. The trust of these CIOs can be won over only if you are an IBM, HP, Infosys, Oracle, or somebody in that league!! I can’t find faults with these CIOs, because they are insuring themselves against some hard questions during and after the decision process. Will this strategy work? Again a 50-50!!

But, choosing an ECM platform is a much bigger decision. The decision should be a well informed one, and as far as possible the decision process should not be outsourced to an ECM vendor. While maintaining the criteria mentioned above are important, there could be a couple of more factors which should play an important role in making that all important decision.

Cost
Since cost is the most important consideration, one should consider the long term cost implications of the decision. Pricing will have four major components: The initial product pricing, the year on year product maintenance costs, initial implementation costs, and long term maintenance and solution improvement costs. The first 3 are easy to understand, and it is often the last one in the list that causes enough headaches to the company. What I have seen recently is that for enterprise ECM rollouts, the initial implementation costs could be between 30 to 40% of the product costs, and the year to year product maintenance costs could be between 15 to 20% of the product pricing. But the year to year maintenance and solution improvements will be anywhere between 50 to 200% of the product purchase cost. If we look at a 5 year cost structure, the solution maintenance expenses will be the most significant of the total spending. 

Solution
If you are looking at an enterprise wide ECM implementation, any one of the leading products will do the job for you. Nobody can find fault with you if you choose one of Documentum, FileNet, OpenText, Oracle UCM, Interwoven, or Microsoft SharePoint. All of these products, except SharePoint, have been around for a while and have many successful implementations. Almost all of these products in some form or the other will give you features from imaging to records management to web content management to email management. But at the same time, choosing one of these products will never assure you that you will have a world class ECM implementation. What you will find out is that it is how you architect and implement the solution that matters. Your key to success therefore is not always the product, but it is the implementation. It means you need to get the right resources to do the right job.

Support
As mentioned earlier, as a customer you will shell out more money in maintaining and upgrading the solution. So it is essential that you have access to a reliable support infrastructure. The product vendors will always talk about support that is limited to product upgrades and defect fixes. ECM implementation involves installation and configuration of the base product along with a lot of customizations and custom application development. Invariably, the product vendor will never take responsibilities for customizations and other custom applications. You need resources at your disposal for supporting and upgrading the solution locally.

What I am trying to say here is that availability of quality resources to implement and support the solution is a very important factor in the success of an ECM solution rollout. While choosing a platform product, one should look at the ecosystem around a product or technology. The big names in ECM like FileNet, Documentum, Oracle etc. have a good set of implementation partners and there are many skilled and certified professionals out there on these technologies. If you choose a smaller player, you might be tied to that company for all support needs and at some time they can hold you to ransom as well.

In India, IBM and EMC2 have built good ecosystems around FileNet and Documentum. They have partners in all parts of the country and there are growing numbers of professionals who are skilled and certified on these technologies. Oracle and Interwoven are definitely trying to get there. You can never go wrong with any of these products as long as you have the right resources to implement the solution.

The BPM dilemma

Business Process Management is a term that is beaten to death far too many times in the recent past. Innumerable vendors, analysts, and experts exist in the market who will tell you all about how to use technology to manage your business processes. I myself have sold BPM solutions to major enterprises. It is a beautiful concept, and if implemented right you will get a lot of your process headaches solved.

There are plenty of challenges when it comes to making BPM implementation and sustenance in an enterprise a success. These challenges broadly fall into categories of people, process, and business priorities.

It is easy to understand the people challenges. Most human beings are change resistant. We hate anything that intends to change the way we do things. Most business processes require human interventions at many or all points. Many of us have seen that users resist new system implementations the most.

Many organizations constantly experiment with their internal processes. Processes change very often thus making any BPM implementation hard to cope with these changes. The real world is very dynamic and so the internal processes have to change in order to keep up with the markets. BPM implementations should be very agile to meet these types of requirements. Many times, rigid BPM systems pose roadblocks on business agility.

Business priorities change dramatically in any organization. The business world is moving towards collaboration and coexistence. Companies are trying to focus on their core competencies and outsource anything that fall in the fringe areas. From a BPM perspective, this trend seriously jeopardizes internal control and tracking. BPM is traditionally an internal issue and it can very well work for an organization if all the transactions are handled internally. The organization can easily map the internal processes and enforce SLAs and escalations at task levels. A major driver for BPM implementation that I have seen recently in many organizations is productivity monitoring. If many of the transaction tasks in a process are outsourced to external vendors, productivity monitoring and task level SLA tracking become irrelevant. Besides there could be far too many disconnects in the process flow which make it extremely difficult to manage and monitor the process.

For example, the loan approval process in a bank consists of many steps such as data entry, customer information verification, credit rating, verification of documents, loan approval, and loan disbursement. Out of these steps, the bank can technically outsource every step excepting loan approval and disbursement. Obviously these steps could be outsourced to different vendors who possess competencies in the respective function. In such an outsourced process scenario, how will the bank implement a BPM solution which can track each transaction step by step? Unless there are systems or platforms which can get the bank integrated with its extended arms, an internal BPM implementation will not yield the expected results.

In my opinion, BPM is a wonderful concept if an organization keeps its entire transaction processing in-house. It could work well if the organization exposes its BPM systems to an outsourced vendor so that the system can track the process flow effectively. With outsourcing becoming a global phenomenon and information and system security concerns swell the thinking process, exposing the systems to an outsourced vendor may be in a different country becomes extremely unviable. I think this trend could seriously impact adoption of BPM systems.

Selling ECM in India

I have been convinced for a while that the ECM market in India is huge. In the previous post, I tried to put my thoughts across on that topic. But as a practitioner and vendor of ECM, the struggle has been selling the expertise and solutions in this market. My experiments with selling ECM have been going on for the past three years. Innumerable mistakes were made, many lessons have been learned, plenty of ideas were generated, and a bit of success was tasted during this period.

Selling ECM or any enterprise system in India is not an easy task. There are certain facts about the software market in India that any vendor should internalize:
• Nobody wants to pay for software (They will, if left with no other choice)
• Hardware is everything
• Priority number one for any purchase decision is save-my-back
• Customer expects every feature under the sun in what you sell
• Vendors should only listen to the customer at least till the purchase order is issued (You should continue to listen till you get paid for your own sake. But, once the money is in the bank, customer will have to listen to you)
I am exaggerating a little here, I admit. But you will experience something close to these observations in 8 out of 10 software sales cycles.

Let us get more ECM specific now. The ECM market in India can be roughly divided into 3 as observed by a vendor. The segmentation is of course based on pricing:
• Segment 1: Up to 5 Lakhs (USD 12,500)
• Segment 2: Between 5 and 25 Lakhs (USD 12,500 to 62,500)
• Segment 3: 25 Lakhs and above (USD 62500 and above)

The vendors should very clearly position themselves in these brackets. No matter which segment you are playing in, the customer expects value for the money paid. Whether they get it or not is debatable.

Segment 1 is a complex market. You can sell initially if you know somebody closely at the target prospect, if you can impress just one of the top decision makers very well, or just by harassing the hell out of somebody at the prospect with your sales calls. Once you are done with some initial sales and have a couple of customers on board, your problem starts. Selling consistently in this segment is the most difficult task. You can’t justify direct sales efforts with the kind of pricing that works here. The product has to be very easy to setup and run. You should have specific vertical scenarios well mapped into the product. Scaling up will need setting up of a good channel network. The problem with channels that work on volumes and smaller margins per sale is that they many not have any expertise in managing the customers, their requirements, or problems. Until and unless you have a great product, good support infrastructure, and good documentation, bringing in revenues in this market is almost impossible. In India, I haven’t come across any vendor who has done a great job at cracking this problem. One of my failed attempts was to get into this market with a Microsoft SharePoint Services based ECM product. I have written about that story sometime last week.

Segment 2 is the crowded space. Almost every ECM vendor in the country had at least one go at this market. NewGen has been here for a while, and they captured a good percentage of the market by being here long enough. IBM DB2 Content Manager had its own share of success in this market. FileNet, Documentum, and Interwoven have tried to get into this segment as well. This market segment is sensitive to everything that you can imagine like price, features, integration capabilities, market presence etc. in that order. This market segment includes mid-sized organizations and departments within larger companies. What you sell in this segment will include the product(s) and implementation services. Once you can minimize the implementation efforts by pre-packaging as much possible in packaged solutions, you as a vendor will be able to survive in this market. Mostly the customers don’t care too much whether the solution is open source, Microsoft, Java, proprietary, or standards based. The main factor still will be the price. The problem with the market segment is that the sales cycles can go anywhere up to 8 months or a year until you either win the deal or just get thoroughly fed up.

Segment 3 is a new evolving market segment. Of late, some organizations have realized the importance of looking ECM as an enterprise wide initiative and not at departmental level. The success stories in this segment for the vendors come from global customers who end up rolling out the globally standardized corporate ECM solution in India as well, or certain forward looking companies adopting ECM for their India operations. The main drivers for the ECM solution selection are return on investment calculations, vendor alignments, corporate global standards, and of course save-my-back considerations. Many times technology or product features have nothing to do with a product or solution selection. This is precisely why the bigger players such as IBM, Oracle, EMC2, or HP are bound to control this market segment. I am not convinced that open source or solutions from smaller vendors can make a big impact on this segment. I predict a straight fight between IBM FileNet and EMC2 Documentum in this segment.

Segment 3 provides huge opportunities for service providers as well. As stated above, the product choice has something to do with reasons other than technology. But once the selection is made, technology and expertise come to the fore. There exists a good eco-system around products such as FileNet or Documentum that makes the customers less dependent on the vendors themselves. Every customer will look out for local implementation and support availability. I sincerely hope that people like me may not starve after all!!

 

ECM in India

India is home to a billion plus people with a GDP of about USD 1.5 trillion. Its GDP is the fourth largest in the world and is growing at close to 10% year to year in recent years. This is not hot information. Analysts to politicians, industrialists to farmers, and professors to housewives across the world talked about this again and again. Why am I bringing it up here? These numbers are significant when we look at the ECM market. The various surveys by Gartner, Meta, and Forrester estimate the ECM global market anywhere between 7 Billion to 9Billion USD in 2008. The rough break-up is 40% product sales and the rest services. The year to year growth is in the vicinity of 20%.

The Indian ECM market is estimated at USD 45 million in 2008. This will be about 25 million in product sales and the rest in services. Conservatively the year to year growth could be between 25 and 30%. India’s ECM market positioning in reference to the rest of the world doesn’t quite make sense, given the fact that its GDP fares very well against that of the world. The truth is that these numbers are closer to reality, and the good news is that the numbers will have to balance soon.

The requirements for ECM solutions can be directly proportional to the economic situation of the market. We have seen in matured markets that the major players contributing to the economic growth have always adopted ECM/BPM as a driver for productivity improvements, service enhancements, and increased revenue generation. Over the recent years a similar trend has started in India as well.

The bad news is that India has to catch up with the developed economies in terms of ECM solution adoption. What the western world has been doing for more than 20 years now has to be implemented in as much as a quarter of that time period. That itself is the good news as well. The country can always try to do things the smarter way. This is very similar to the telecommunication scenario we experienced recently. Between the late nineties to today, the country witnessed unprecedented telecom boom, and it has more than caught up with the rest of the world in telecom infrastructure. In fact, the country today is at a much more advanced stage in terms of its telecom infrastructure in comparison with certain developed countries. A similar trend cannot be ruled out for ECM as well in the next 5-8 years.

I believe that there exist huge opportunities for ECM product and service vendors in the country right now. The banks, insurance companies, manufacturing sector, government, public sector enterprises, and infrastructure players even today grapple with the monster problem of handling unstructured information. Very few organizations possess ECM solutions as of now. For these sectors mentioned above, ECM could add value in document management, process management, and compliance management, in that order.

The entry point for the market is plain document management. Where a vendor can start focusing is in providing imaging and image management solutions to contain the paper monster. Once these organizations are used to seeing and feeling paper in electronic image formats, workflows and records management could be added to the mix to leverage full ECM capabilities. I would say for the next 2-3 years, ECM vendors should focus on selling plain scan-store-retrieve solutions to the Indian market. It is easy for the customer to understand and vendor to sell.

Is it an easy proposition? Not necessarily. ECM product vendors may not like their products to be tagged as a scan-store system. They may always want to impress the customers with catchwords like SOA, BPM, Compliance Framework etc. Besides, scanning is easily said than done. Implementing a business scanning solution suitable for Indian enterprises could be the most challenging task in this entire mix. I am sure there could be a couple of smart vendors who are working on these kinds of solutions for the Indian market out there.