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The panel discussions were divided into three sessions: differentiating through technology, securing through technology, and managing through technology

Session I: Panel
Devesh Bahl, senior VP, Data & Analytics, Zenta: We need to improve the people dependency and improve process efficiency through better application of technology, in which we Indians are so good at.

Srinivas Rao, director, Perot Systems: We are evolving into a strong nation. We have multiple products that have been developed out of India. At a point in time, one of our leading application developed at Chennai, was being marketed across the globe.

SESSION II: Industry Presentation
Dheeraj Kaul, product manager, TIEBU: Twenty to thirty percent of all new contacts would be on a hosted model. By hosted model I mean that centers will not be paying on a capex model, or deploying these technologies in their offices or in their premises. Rather, service providers or an outside vendor will manage the technology for them.

Panel
T Jagannathan, CTO, Ajuba Solutions: Security architecture for each company differs. There is no universal blueprint for any security architecture. Your IT architecture should be based on the security blueprint.

Venugopala Natarajan, director, Xansa: I would say security certification is a combination of all the three: process driven in the sense that it needs to be a part of the discipline; buy-in from all the stakeholders, and is people driven; and process and technology driven because various tools and techniques being used for getting the certification is key to the organization.

Vaibhav Tiwari, CEO, e4e: I think there are quite a few solutions one can use to take away the ignorance. We have seen this in many of our projects and people. What happens often is that you can apply policies and put restrictions, but with the kind of attrition we are seeing it becomes complicated.

MS Kannan, VP, Technology, Lason India: We no more belong to the community called CIO or CTO. We have to now correlate than conquer. Conceive ideas, correlate those ideas, and then work in congruence.

Gautam Dua, business manager, Checkpoint Software Technology: The three critical success factors I would say are improving service levels, cost control, and improved information security. If any of these are not met, the business goes for a toss.

S Vijay, senior manager, KPMG: Vendors that you work with, those who supply cable and wireless, are no longer just suppliers or outsourced vendors but are business partners. They are partners in the way we do business. And I think that is the way we treat them also.

Session III: Panel
Soumitra Banerjee, VP, IT, Standard Chartered: There are some dissimilar aspects which I think are very intrinsic to a captive-running operation. We are depending on a single customer, which is our parent organization. The essence is more to ensure that what we provide as a service to our customer along with the growth aspect, are absolutely optimized operations: Lower cost of delivery, continuous improvement, and a disaster-recovery plan, which can ensure that in case of a disaster, the banking production environment, which is our parent organization, runs smoothly.

S Bala, head, India Service Delivery, Sutherland Global Service: When outsourcing takes place, typically, the low-end is where they first start. As you go on, the distance get more and more commoditized. You need to bring in technology systems and automation systems which will commoditize, so that you can go on to high value business, which will help you to scale the organization. Technology is an absolute key ingredient for us to be successful.

Ravi Jaganathan, head-Global BPO Services, 3i Infotech: There are agent-based tools available that you can install in your agent/client machine and it will track the operation, and then it will give you a report that will help in terms of improving your processes and securing that activity.