Latest news with #ETCIO
Time of India
2 days ago
- Business
- Time of India
India's top manufacturing CIOs on mastering IIoT transformation
The future of manufacturing is already unfolding—on data-rich factory floors where machines communicate, predict, and even collaborate with human operators. But as the Industrial Internet of Things (IIoT) rapidly scales, a critical question arises: how can manufacturers unlock its potential without becoming overwhelmed by its complexity?At the ETCIO Annual Conclave 2025, leading voices from India's manufacturing and technology ecosystem came together to unpack this very challenge. Moderated by ETCIO Editor Muqbil Ahmar, the discussion brought to light a nuanced view of India's industrial transformation—one that's ambitious, grounded, and acutely aware of the operational, cultural, and technological realities. Reimagining the factory: From industry 4.0 to industry 5.0 Debashish Roy, CDTO at CEAT, painted a vivid picture of the transition from Industry 4.0 to Industry 5.0, spotlighting a future driven not just by automation but by human-centric design, sustainability, and the rise of collaborative robots ( cobots ). 'Cobots are not traditional robots. These are designed to work alongside humans, enhancing both productivity and safety,' Roy said. Roy also introduced emerging concepts like foresight factories, which go beyond predictive maintenance to adapt in real-time to shifting demand signals, as well as experience hubs powered by AR/VR and the industrial metaverse—a space where training, inspection, and visualization converge for operational excellence. Smart factories must deliver across three dimensions Gaurav Kataria, VP – Digital & CDIO at ITC, broadened the definition of success. Smart manufacturing , he emphasized, must create impact across three layers: operational efficiency, revenue generation, and societal value. With digital tools delivering a 2.4% EBITDA boost at ITC's paper division, the results speak for themselves. But challenges remain—especially when it comes to democratizing technology for MSMEs, which form the backbone of India's manufacturing sector. 'We haven't yet figured out how to make Industry 4.0 affordable for MSMEs. But the intent and innovation are already there,' Kataria added, citing examples of small manufacturers adopting 3D printing and modular solutions to great effect. The real barriers to smart manufacturing The panelists didn't shy away from identifying what's holding smart factory dreams back. The list was familiar but still formidable: legacy machines that aren't sensor-ready, siloed and outdated processes, under-skilled workforces, and the often-fatal mistake of deploying tech before defining a problem. 'We need business translators—those who understand the language of both the factory floor and AI algorithms,' Kataria asserted. Without this bridge, even the most advanced IIoT solution risks becoming just another dashboard collecting dust. Agentic AI and machines that talk back For Harsh Vardhan, CDO at Apollo Tyres, smart manufacturing success lies in linking bold innovation with clear business value. He shared Apollo's internal initiative, 'Machines Are Talking,' where engineers interact with equipment via agentic AI frameworks—a system built with explainability, cost controls, and security embedded by design. 'We tried causal AI with quantum-inspired ML for demand sensing,' Vardhan said. 'It sounded like science fiction, but the impact was real and measurable.' This kind of experimentation, he stressed, must be grounded in ROI, scalability, and alignment with organizational priorities to avoid pilot fatigue. Reliance Jio's lego model for scalable IIoT Kavit Gupta from Reliance Jio presented a commercial model built to solve IIoT's toughest blockers: cost, integration complexity, and legacy constraints. Jio's Lego-as-a-Service framework enables plug-and-play adoption of solutions like smart surveillance, connected vehicles, and private 5G, all pre-tested in Jio's own Jamnagar plant and scaled across industries like aerospace and automotive. 'We've helped Airbus reduce inspection times by 80%. For Hitachi, we've cut plant downtime in half using edge analytics,' Gupta said. The key, he noted, is shifting from capex-heavy deployments to as-a-service models that accelerate experimentation and lower risk for manufacturers. When dashboards turn into dollars Rounding off the panel, Santosh Kumar Satapathy, Group CIO at Indian Metals & Ferro Alloys, shared a powerful case study that proves smart manufacturing's ROI potential. By integrating SAP S/4HANA with ML models and dealer systems, and layering it with end-to-end visibility, the company achieved: 23% reduction in inventory15–17% improvement in cash flowFaster and smarter procurement-to-delivery cycles 'The real breakthrough wasn't just better analytics—it was aligning digital architecture with financial performance and operational cadence,' Satapathy explained. The session made one thing clear: smart factories don't emerge from adopting the latest tech—they are built through strategic alignment, relentless process rethinking, and empowering people with the right tools. While enterprises like CEAT, ITC, and Reliance are scaling Industry 5.0 frameworks, the real opportunity lies in extending this momentum to the broader industrial landscape—including MSMEs. The convergence of agentic AI, foresight-driven production, and modular adoption models promises a new chapter in Indian manufacturing—one where innovation is both inclusive and outcome-driven.
Time of India
3 days ago
- Business
- Time of India
Cloud 3.0: Reinventing infrastructure for the AI-first enterprise
As cloud infrastructure enters its third major evolution, the rules of the game are shifting. What was once about cost and scale is now about intelligence, embedded AI, autonomous operations, and regulatory readiness. The arrival of Cloud 3.0 is transforming not just IT infrastructure—but the very fabric of how businesses operate, innovate, and a dynamic fireside chat at the ETCIO Annual Conclave 2025, moderator Sneha Jha, Editor, ETCIO, explored this next frontier with two leaders navigating complex, high-scale cloud journeys: Ruma Kishore, Director – Global Business Digital Transformation, UnileverRavi Kumar, Sr. EVP & Head of Technology, Kotak Mahindra Bank Together, they offered a blueprint for CIOs seeking to thrive in the age of AI-native, cloud-agnostic infrastructure. Cloud 3.0 is already here—If you're ready to see it 'Two-thirds of the planet uses a Unilever product,' said Ruma Kishore, grounding the conversation in scale. For a global FMCG behemoth, Cloud 3.0 is not hype—it's embedded in the DNA of transformation. 'We completed a full migration to cloud by 2023. SAP on Azure. Sales and CD on GCP. A truly multi-cloud architecture .' But Cloud 3.0 is not about infrastructure alone—it's about intelligence and autonomy. In Unilever's case, AI-powered digital twins and a manufacturing metaverse are now deployed across 270+ factories globally. 'We're seeing real operational gains—not in theory, but through business outcomes. From productivity to efficiency, Cloud 3.0 is at the core.' Yet even with all the promise, Kishore cautioned: 'Sometimes, you need to peek behind the cloud.' Whether it's security, resilience, or vendor transparency—leaders must go beyond abstraction and inspect how cloud services are actually architected. In banking, Cloud 3.0 is no longer a luxury—It's a survival imperative For Ravi Kumar of Kotak Mahindra Bank, Cloud 3.0 is the foundation for staying relevant in a world dominated by cloud-native fintechs . 'Fintechs are born in the cloud. They're fast by default. Banks need to rebuild—not just modernize—if we want to keep up.' This means moving from monoliths to microservices, adopting API-first thinking, and deploying self-healing and self-provisioning systems to scale securely. 'Every digital customer experience you see today—from UPI to wealth—is backed by cloud-native infrastructure. But the real change must start at the core.' Kotak is reshaping its data and application architectures to enable real-time analytics, cloud-native personalization, and population-scale performance. AI at scale: The new benchmark of cloud success Kishore offered a striking example of how Unilever is reducing time-to-market through cloud-powered in-silico R&D. From deodorant biomechanics to sunscreen melanin formulations, R&D models are now run virtually—cutting the cost and time of physical experimentation. 'Our cloud lets us simulate, iterate, and scale insights faster than ever before. We're collapsing the distance between consumer signals and product creation.' Kumar echoed this shift: 'The faster you turn data into insight, the more competitive you become. That's only possible on a cloud-native AI stack.' Governance, not just agility, defines cloud 3.0 While agility is the promise, governance is the price of admission. In highly regulated industries like BFSI, Cloud 3.0 is impossible without airtight frameworks. Kumar emphasized that regulators like RBI aren't mandating sovereign clouds—but they do demand uncompromising data governance. 'Zero trust isn't optional. Encryption, posture management, observability—it all needs to be part of your architecture from day zero.' He noted that FinOps, MLOps, and continuous audit-readiness are essential to staying compliant while still scaling innovation. As the session drew to a close, Kishore looked forward to an AI-shaped cloud landscape. 'From edge devices to centralized cloud, AI will make us think harder about where we compute—and why.' She advocated for "spectrum thinking": balancing distributed intelligence at the edge with centralized cloud scale, guided by business context over technology obsession. Kumar's advice to CIOs starting their journey was clear: 'Build flexible architectures—but start with strong guardrails. Design for change, not just control.' Cloud 3.0 is not just about better infrastructure—it's about redefining enterprise agility and intelligence. From Unilever's cloud-native digital twins to Kotak's regulatory-ready AI architectures, the session revealed a future where: Cloud-native architectures enable real-time, AI-driven business decisionsZero trust and data sovereignty are built into design—not added on laterDigital R&D and intelligent edge computing will define industry speed Governance, not hype, will separate the agile from the fragile
Time of India
4 days ago
- Business
- Time of India
The CIO paradox: Leading when the future won't sit still
Artificial Intelligence is no longer a buzzword—it's the beating heart of digital transformation . But as enterprises accelerate toward AI-led models, a peculiar contradiction confronts today's technology leaders: how do you offer certainty in a world built on constant change? At the ETCIO Annual Conclave 2025 , a high-impact opening panel brought together top CIOs and tech leaders to address the elephant in the boardroom: the evolving role of the CIO in the face of rapid technological, cultural, and business model disruption. Moderated by Shantheri Mallaya, Editor, ETCIO, the panel featured: Hitesh Sachdev, Head – Innovation & Startups, ICICI BankAshok Jade, Global CIO, Kirloskar Brothers LimitedManikandan Thangarathnam, Senior Director – Mobility and Platforms, UberRakesh Bhardwaj, Group CIO, LupinRajesh Gopal, Global CDO, Tata Consumer ProductsMukundha Madhavan, APAC Tech Lead, Datastax Together, they explored the paradoxes shaping the CIO's reality in 2025—navigating blind spots, decoding boardroom expectations, and asking whether AI will become a teammate or a competitor. 'From controllers to translators': Rewriting the CIO job description Rakesh Bhardwaj, Group CIO at Lupin, offered a striking take: 'We're no longer just providers—we're becoming translators. Translating volatility into opportunity, translating AI into business impact.' AI adoption , he emphasized, is not surprising—but what's noteworthy is how quickly business functions have embraced it. With GenAI's natural language interface, AI is no longer intimidating—it's usable. That ease of interaction, Bhardwaj noted, has catapulted IT from a support function to the center of business model redesign. 'The focus now must shift from adoption to embedding intelligence into day-to-day decision-making.' Don't just automate. Ask: Do you even need AI? Manikandan Thangarathnam from Uber brought pragmatism to the conversation. 'A lot of enterprises are suffering from FOMO—fear of missing out,' he said. 'But not every problem needs AI.' He explained how Uber sets error thresholds differently depending on the application. 'For identity verification, we use AI at 99% accuracy. But when showing recommended ride types, 85% is fine,' he noted. 'It's about aligning AI's role with the tolerance of the problem you're solving.' Legacy to leadership: When CIOs become growth architects Ashok Jade, Global CIO at Kirloskar Brothers, challenged the outdated notion that AI is only for boosting efficiency. 'We're not just improving processes. We're opening up entirely new lines of business,' he said. Kirloskar is piloting a service-led model where pumps are sold as-a-service, enabled by AI, IoT, and digital factories. Their goal: reduce channel dependence and let AI agents guide product discovery directly online—disrupting a century-old distribution model. 'The board doesn't ask what LLM we're using. They ask how much new business we're creating with it.' Trust is the new differentiator in consumer-centric businesses Rajesh Gopal, Global CDO at Tata Consumer Products, emphasized the balancing act between deep personalization and digital trust. He highlighted two pillars: Explainability – 'People don't trust what they don't understand—this applies to both customers and internal users.'Contextual relevance – 'Every AI output must feel timely, precise, and intuitive to the user.' His focus? Making AI meaningful by mapping the customer journey from awareness to loyalty, and ensuring touchpoints convert into trust, not fatigue. The quiet revolution: Rethinking AI readiness from the ground up Mukundha Madhavan from Datastax broke down what enterprises often get wrong about AI transformation: 'Most organizations focus on tools. But the real question is—can AI access and understand your data?' He listed two pillars of AI-ready data: Access: via operational data layers that span structured, unstructured, and multimodal dataUnderstanding: through advanced representation formats like vectors, graphs, hybrid search, and LLMs 'Privacy and relevance will be the biggest challenges. Enterprises must develop new strategies to govern AI's interaction with sensitive, high-volume data.' CIOs at a crossroads: Strategy, Talent, and Elevation The panel concluded with a powerful reflection on how AI is reshaping not just systems, but CIO identity itself. Rakesh Bhardwaj called for the CIO to own talent development across the enterprise, not just within IT. 'The real risk isn't displacement,' said Manikandan. 'It's irrelevant.' The takeaway: A new mandate for CIOs in 2025 As the discussion unfolded, one thing became clear: the CIO's role is no longer defined by technology—it's defined by translation, transformation, and trust-building. In 2025, success isn't about deploying more dashboards or faster APIs. It's about: Turning AI uncertainty into business clarityDesigning tech that can be trusted and explainedAligning boardroom expectations with the business value CIOs truly createRethinking talent not as a support layer, but as a strategic differentiator 'We can no longer be gatekeepers. We must be value creators,' said Shantheri Mallaya in closing. 'AI won't replace the CIO. But it will demand a new kind of CIO—one who thinks in algorithms, acts in outcomes, and leads without a map.'
Time of India
13-06-2025
- Business
- Time of India
Agentic AI presents organizational leaders with greater decision-making opportunities than ever before: Jay Upchurch, CIO, SaS Institute
– Agentic AI presents great ideas and opportunities – Composite AI is a philosophy – Gen AI has become a shiny toy for CIOs The digital transformation journey of organizations is evolving fast with the advent of several new and innovative technologies such as Agentic AI, where systems act autonomously with purpose and adaptability. This shift is expected to empower businesses to move beyond automation, enabling intelligent decision-making , personalized engagement, and continuous learning—redefining customer experiences, operations, and innovation in an increasingly dynamic and data-driven world. ETCIO spoke with Jay Upchurch (JU), CIO, SaS Institute over a range of diverse topics including agentic AI, new technologies, and the evolving role of a CIO. Here are some excerpts: ETCIO: What are your views on decision-making in the age of agentic AI? JU: Agentic AI can instantly present ideas. Organizational leaders will face greater decision-making opportunities than ever before. This is a greater responsibility. ETCIO: What's the toughest challenge a company faces today when scaling composite AI and how can SaS help overcome them? JU: Composite AI is really more of a philosophy. It's the belief that different techniques of artificial intelligence are required to work in tandem to be successful. It's not that Gen AI is the only tool in your toolbox that you always have to use to solve every problem. Machine learning can be a tool. Computer vision can be a tool. Natural language processing can be a tool. So, the struggle for IT resources is knowing which technique to use. Over the last two years, CIOs have gotten enamored with Gen AI because it was on the headlines. You were playing with it at home. You wanted to use it at work. ETCIO: What are the skills and mindsets that organizational leaders need to acquire in response to this change? JU: We are all looking for competitive advantages, and I think the competitive advantage today is your ability to make informed business decisions as fast or faster than your competition. I think there's another piece to it. Can you out-learn your neighbor to win? On the decisioning side, I do think companies will need to recognize that that is their competitive advantage. They need to recognize that if you're not using data to drive the decisions, you're putting yourself at peril, and perhaps your customers as well. Today, understanding responsible innovation and data lineage is very important. When you make those decisions, you can defend it better. It's not just about the gut feeling. One of the things that CIO struggle with is the shiny toy syndrome, where we get really enamored by something. Gen AI has become something like that for a lot of us over the last two years, where we wanted to solve every business problem with Gen AI. But that's not necessarily the case with intelligent decision making. Gen AI can help with some information to get to the point, but when it comes to actually making that deterministic decision, you may need a different AI technique. ETCIO: How do you see the role of a CIO evolving, particularly against the background that there is a CTO in your organization, who is also looking after technology? How do you strike the right balance? JU: It's a blessing. We all need friends. We all need help. Think about how fast things are changing today. There are plenty of times where I pick up the phone or video call Brian (Brian Harris, CTO, SaS Institute): Hey, what did you see? What are you hearing on this topic or that? We regularly bounce ideas off, so we're able to collaborate as peers. The role of the CIO has dramatically changed. There was a time when CIOs were supposed to be the smartest IT guy in the room. You were. You sat and listened and somebody told you what they wanted. You had to go build it. With the advent of the COVID pandemic, everyone wants to put more digital into products and services. Companies were looking for where to go for help and insights. The CIO function has consequently risen in importance. Many of my peers have PnL responsibilities now: they are responsible for revenue generation in some way or the other. For example, I call my role as a CIO plus role. I run it internally for us, but I also run our commercial cloud business. I have to stay connected to our products, services, customers, and how they use them. Because I buy it from others, I know how to deliver it more successfully. I pick up patterns that are really good, and that I can apply those to our own customers. At the end of the day, the CIO function exists to deliver services to your customers, both internal and external. As long as you're a service provider, you're looking for ways to solve a business problem with technology, and you can be successful. I do think the pressure on a CIO today is much more than it ever used to be. The struggle for those in the role is very real. On the opportunity side, you have the chance to really change the lives of your customers and internal employees.
Time of India
27-05-2025
- Business
- Time of India
Customer-first approach and digital enablement are critical for us: Ravi Pichan, CIO, RBL Bank
– Digital is the mainstream way of doing business and engaging with customers – Focussing on enhancing both direct and assisted channels through DX – Ensuring minimal friction with the best possible customer experience Digital transformation in the banking sector has really taken off in a big way. Integrating advanced technologies to enhance customer experience, streamline operations, and improve financial services is on the rise. There is tremendous adoption of mobile banking, AI-driven chatbots, blockchain, and data analytics. These innovations enable faster transactions, personalized services, and better risk management. Banks are shifting from traditional branch-based models to digital platforms, offering 24/7 access and seamless services. Digital transformation not only increases efficiency and reduces costs but also helps banks stay competitive in a rapidly evolving financial landscape driven by customer expectations and technological advancements. RBL Bank has been going all out to leverage the fruits of modern technology. ETCIO caught up with Ravi Pichan , Chief Information Officer and Head - Digital Banking at RBL Bank for a wide ranging discussion. Here are some excerpts: ETCIO: What are some of the technological pursuits that are keeping you busy these days? RP: Today, our core theme, which drives everything we do, is a customer-first approach and digital enablement. When we talk about customer-first, it encompasses both customer experience and the service aspect. While technology plays a key role, challenges will always arise. How effectively we service them is critical. Digital is no longer an additional feature; it has become the mainstream way of doing business and engaging with customers. This shift is driven by changing demographics, with more people embracing digital. It is not just the Gen Z, but also senior citizens who have transitioned from a paper-based era. As a result, all our initiatives are built on this digital-first approach. ETCIO: What does digital mean for both direct as well as assisted channels? RP: When we talk about digital, it applies to both direct and assisted channels. The obvious focus is on channels customers directly engage with, but assisted channels are equally important. For example, when buying a car and applying for a loan, customers may not always interact directly with the bank's website; instead, an agent assists them. Their experience is still shaped by how seamless and efficient that process is. Even though they may not be directly interacting with the bank's digital systems, any inefficiency in the assisted process can impact their perception of the brand. Therefore, we focus on enhancing both direct and assisted channels through digital transformation. Additionally, banking today relies heavily on third parties. From a customer's perspective, however, their experience is associated entirely with the bank. They are not concerned with whether an issue stems from an external entity—they simply expect a seamless experience. Therefore, when designing solutions, we must ensure they are as frictionless as possible. Frictionless service is an ideal goal, but occasional exceptions are inevitable. The key is in how we manage these exceptions not just by acknowledging delays but by resolving issues swiftly and effectively. Customers understand that challenges can arise, but what matters is how efficiently we address them. It's not enough to say, "We'll get back in two hours" we need to focus on resolving the original issue so that their journey is completed with minimal friction. Ultimately, our goal is to minimize friction while ensuring the best possible customer experience. ETCIO: Any recent implementation of digital initiatives that you're particularly excited about? Something that produced the desired results. RP: We are working to build a strong foundation. With that in mind, we have meticulously planned and set up a brand-new, state-of-the-art data center designed to serve the next 10 years. This investment in infrastructure, design, networking, and security forms the foundation for all our digital offerings. If the digital experience is the icing, the foundation must be solid to ensure true frictionless service—otherwise, "frictionless" remains just a word. Over the last 12 months, we have executed this plan while also expanding our cloud footprint for hyper-scaling. On top of this foundation, we have delivered modern solutions across retail assets, including home loans, two-wheeler loans, and car loans. These solutions, while often used in assisted channels, directly impact customer experience. If the person assisting the customer does not have the right tools or a frictionless process, they cannot deliver a seamless experience. That's why we have focused on ensuring the right digital enablers are in place. We have also integrated newer government-backed capabilities like the Account Aggregator framework. This has significantly reduced friction in processes eliminating the need for customers to manually provide bank statements. Instead of downloading, emailing, and uploading documents, the system now fetches data directly, making credit decisioning smarter while also addressing fraud risk. Since data is sourced directly from bank accounts, authenticity is ensured. Similarly, the Unified Lending Interface (ULI) allows us to fetch land records, addressing a crucial risk factor. On the liabilities side, we are also driving a complete overhaul of our switch infrastructure. A year ago, we insourced and built our own switch, shifting from simply buying off-the-shelf products to developing in-house engineering talent. Over the last two years, we have focused on designing and building solutions rather than only purchasing them. We now critically evaluate "build vs. buy" decisions, weighing the pros and cons. For UPI , we decided to build our own switch, and the results have been phenomenal, reducing transaction declines and improving overall efficiency, aligning with our frictionless approach. Several more initiatives are in the pipeline, particularly around digitally enabling our sales teams. Every bank today has digital systems paper-based processes are long gone. However, digital success isn't just about having systems; it's about how seamlessly they work together. ETCIO: Have you been able to quantify some of these outcomes? RP: On the customer service side, we have been able to achieve both elevating certain roles while optimizing others and improving turnaround times for resolving customer complaints. While it is still early days, and the model is still learning, the initial trend is moving in the right direction. In terms of specific numbers, it is too soon to share precise figures. Perhaps by the time we have our next conversation, we will have more concrete data. However, what is clear is that we are making a strategic investment in technology, and the proposed ROI is heading in the right direction. ETCIO: Anything interesting that is coming up? RP: We are in the process of launching a brand-new mobile banking application. Previously, we had two separate apps: one for credit cards and another for banking. Now, we are consolidating everything into a single app. With this new app, which has already been rolled out to almost all our retail liability customers, you will be able to view your entire relationship with the bank in one place: liabilities, cards, assets, home loans, etc. all integrated seamlessly. The UI has been redesigned and while UI preferences are subjective, initial ratings on Playstore suggest an improvement over the old app. It offers a significantly richer feature set. The key advantage is that if you have multiple relationships with the bank: home loan, fixed deposits, savings account, credit card, you no longer need to navigate across multiple platforms. Everything is now accessible through a single app.
