RIM CEO: What Went Wrong and Future Challenges for Blackberry | Thorsten Heins | CEO, Research In Motion (RIM) | Interviews | ChannelWorld.in

PARTNER HOTLINES

RIM CEO: What Went Wrong and Future Challenges for Blackberry

Interviewed on Jul 10, 2012 by Al Sacco, CIO.com

RIM CEO Thorsten Heins talks about what went wrong at RIM and how he plans to revive the company to make BlackBerry 10 a suitable rival to iOS and Android.

Thorsten Heins
Thorsten Heins, CEO, Research In Motion (RIM) I would not say that we failed to innovate. RIM is still a very innovative company. BlackBerry 10 will absolutely prove this.

Interview Questions

Full Interview with Thorsten Heins

CW : Why you decided to take the helm at RIM, in what is so clearly a time of turmoil for the company? Do you have any past experience that's comparable to turning a company around the way you're attempting to revive BlackBerry?

Heins: When I came in to RIM, that was in 2007. I really admired the company for its innovation power and for the position it had achieved in the enterprise. What really caught me was that RIM was not just a device supplier, it actually had a real end-to-end solution. It had an offering that was going far beyond just the device. So I wanted to join the company to take it to the next level.

(Heins has been with RIM since December 2007, serving as a SVP of the company's handheld business unit and then as one of RIM's two chief operating officers until he took over the CEO in January 2012. For more on Heins, read, "10 Things to Know About RIM's New CEO.")

When I was asked to be CEO, I had a certain view on RIM from my position as the COO. I'm dedicated to this company. I think it has a lot of strength, it has a lot of power. It has trouble, it has challenges right now, and I just wanted to help the company through this phase and just make sure it remains a success--it will become a successful company again, let me put it that way. With the structure we've put in place and BlackBerry 10, I believe we can get that done.

To your second point, yes, I have experience in two turnaround scenarios. One was in 2002, when I was asked to take on the optical and transport division of Siemens AG. It was an aged portfolio, outdated, under heavy attack from Chinese competitors, and we turned it around. One and a half, two years later, it turned profitable, and then it became the most profitable division of Siemens actually. Kind of ironically, it got there because we innovated a great product and that set the role model for the world. All of the sudden, the avalanche just started and we couldn't even build enough of that product.

"I'm dedicated to [RIM]. It has a lot of strength, it has a lot of power. It has trouble, it has challenges right now, [but] it will become a successful company again."

Thorsten Heins

It's kind of a parallel to RIM, too. I wouldn't say we have an outdated product portfolio, but certainly a platform that is coming to its limits. But we also have the innovation around BlackBerry 10 as a platform, not just for smartphones really, for enterprise, for mobile computing, and then for some hardware, too. So I see some parallels.

So, yes, I'm familiar with the situation, and I think I can claim that I have experience in leading a company and a division through this situation.

CW : I know you've been with RIM for a number of years, so I'm guessing you've been using a BlackBerry for some time. Have you ever used another smartphone from a RIM rival? What other device or other devices do you use?

Heins: Yes, I absolutely do [use a BlackBerry], however, just to stay educated about the market, I always have a second device that is a competitor device so I know where I am, in terms of the competition. I have the Samsung Galaxy S III right now.

CW : If you didn't work for RIM--say you worked for another technology company--do you think you'd still be using a BlackBerry?

Heins: Yes, I think I would absolutely be on a BlackBerry. I'm really not saying this because I run BlackBerry. I belong to the tribe that BlackBerry speaks to. These productivity people, people that are always on their tippy toes, that need to keep moving. Because I don't have much time. I've never had much time in my career to get stuff done, and then you need a tool that is just extremely helpful. I wouldn't say I never do any other things, like entertainment, on a device. I love race simulation, so I'm pretty good at that. (Laughs) Formula One racing on a PC. But, I need information at my fingertips, I need it immediately. Frankly, I still love that keyboard. It just lets me type blindly, great haptic feedback. I can even talk to people while I'm typing. It's just my tool.

I also used BlackBerrys before, when I was at Siemens, I had the 87--I don't what [model] it was, it had a track wheel. And I got so excited because I could have my e-mails all the time, at any given time. It was fantastic. I still have it, by the way.

CW : I don't know if I'd say that. But I do know a lot about your company, that's for sure. Let's move on to some questions about RIM and its place in the mobile market today. Just a few years ago, RIM was the undisputed king of the mobile market. Today, its CEO is writing editorials to convince stockholders that RIM is "not dead or dying." How did the tide turn so quickly? From your perspective, what did RIM not do that it should have done during the past few years?

Heins: There was a strategy deployed that said, let's take RIM global, and let's really go for the global smartphone market. Remember, in 2007, 2008, 2009, the market just opened up, and BlackBerry had kind of created what would later be called the smartphone segment. That meant we had to build a regional portfolio and had to really go after the market. And that led to undeniable success of the company.

"In the U.S., we have a big, big challenge, and we missed on some innovation, but in the rest of the world, we still enjoy a healthy business."

What also happened, in the U.S., was the drive to 4G started, and it got accelerated. Carriers were actually leapfrogging from what they wanted to do with 3G, like HSPA+. They leapfrogged and put a lot of investment into 4G LTE. I think we weren't ready for it. We were busy building our global portfolio. We had a slightly different view on when the LTE rollout would happen. And we made a decision to focus on the rest of the world, which led to some very high numbers, but then, consequently, led to us not being focused on the new, innovative technologies in the U.S. The U.S. regained the lead in mobile technology by doing this. So it was not just that the company was not getting it, it was really that the whole market in the country regained a technology lead in the world. That's a big step.

The BlackBerry OS that we have today is a good and solid platform that allowed us to create everything that we did. But given our understanding that mobile computing would now be at the same level as laptops, with dual-cores, quad-cores, high resolution graphics, GPUs, we needed a new platform. That's why we decided to build the mobile computing platform which today we call BlackBerry 10.

In the U.S., we have a big, big challenge, and we missed on some innovation, but in the rest of the world, we still enjoy a healthy business, and I would say, a lot of number one positions in certain countries.

CW : Something I hear very often is that RIM "failed to innovate" and that a "lack of innovation" led to the fix that RIM's now in. Is it that simple? Did RIM fail to innovate?

Heins: I would not say that we failed to innovate. RIM is still a very innovative company. BlackBerry 10 will absolutely prove this. I think that the reason is something else. We had a very, very successful recipe of what BlackBerry was all about. There were four main pillars: battery life; typing; security; and compression. Then there was a shift with LTE. With LTE it was important actually not to save network resources, it was important to load the networks, to sell data plans and sell data volume. We didn't miss on innovation. I think we missed on understanding, specifically in the U.S., that this trend was shifting, and that our positioning and our value proposition in the U.S. market was not following that trend shift.

CW : In your opinion, how significant have product delays been to RIM's current situation in the market? Why have we seen so many product delays from RIM during the past few years?

Heins: Part of it actually goes back to your last question. We are a very innovative company, we were and we are. What sometimes happens is, you get so excited about innovations that you push them into existing development projects. And what I've learned in my discipline, in my 25 years in R&D and in telecom, once you have decided on a project, you must keep it stable. With our eagerness to be extremely innovative, we had the tendency to put new stuff into existing project programs, and that is not a recipe to deliver on time and on quality.

We're dramatically changing this with BlackBerry 10. We'll continue to innovate, but we have a clear understand of what BlackBerry 10 is all about. And we keep that program very, very focused.

[RIM has delayed the launch of BlackBerry 10 numerous times. Most recently it announced that the first BlackBerry 10 device won't arrive until early 2013. It had previously stated BlackBerry 10 would launch in 2012.]

On the most recent BlackBerry 10 delay: "I could actually have kept the schedule, if I had made a sacrifice on quality and on platform stability. I decided not to do that, because I need to make sure that when we deliver a BlackBerry, it is best quality...when we ship BlackBerry 10, we will do it at high quality."

The delay of BlackBerry 10 is not because we added stuff to it. The delay is because our software groups were actually so successful in coding the various feature components and building blocks that when we put them into the main "trunk line," as we call it, when we wanted to build the first main release, we got overwhelmed by integration efforts. I had to make a decision. I could actually have kept the schedule, if I had made a sacrifice on quality and on platform stability. And I decided not to do that, because I need to make sure that when we deliver a BlackBerry, it is best quality.

Am I disappointed that we had to shift it into the first quarter? Yes, I am. But the point is, it was a decision between: Rush it out again, and then fix the quality stuff later; or bring it out with high quality. What I commit to the public out there is that when we ship BlackBerry 10, we will do it at high quality. That was the decision I made.

CW : So while RIM may be growing in some geographic areas, it is losing ground overall, and that appears to be related to what's happening in North America. Can RIM succeed without capturing a larger part of the North American market? Would RIM be content with continued success in smaller markets?

Heins: We are North American, we're a Canadian company, and we want to win in our home market. That's why we are building BlackBerry 10, so we have a platform and product that actually can compete in the North American market and so we can win market share back. And we will do it.

Talking market share numbers, that was part of the value system I talked about. We are not heavily participating in the full-touch [screen] market yet. There were a few attempts for us to get out there. However, I would be the first one to admit that the success was rather limited. So, one of the big steps we're taking now to win market share back is to go into the full-touch device market. That is what our first BlackBerry 10 product is about. Then our second product is going to be a QWERTY device, following closely behind that full-touch device. So we need this product to actually enter into the full touch market and then also to go after the BYOD segment in the enterprise as that moves to full touch.

You're right that market share overall is declining. The reason is the growth is in touch. QWERTY is pretty stable, it's a stable segment, growing slowly. The growth is in the full touch device business, and that's where we will see growth. There is a loyal segment of BlackBerry users in the U.S. I think you will see the shrinkage of the BlackBerry market come to a halt. I think we've bottomed out on this one. Not that I'm satisfied with it, okay? That's why I'm building BlackBerry 10 to fight that back.

CW : In the Globe and Mail editorial, you cited RIM's relationships with 650 carriers around the globe as a major strength of the BlackBerry brand. Obviously, carriers play a very important role in handheld sales and marketing today, and carriers' efforts at marketing devices can make or break a device launch. It may be different in other countries, but right now, when I walk into a wireless carrier's store in the U.S., I barely see any BlackBerry presence. What is RIM doing with its carrier partners to convince them to put resources behind the BlackBerry 10 launch?

Heins: I cannot give you specifics on carriers, but our new CMO Frank Boulben is working with carriers on go-to-market plans, not just in the U.S., but really global for early in the first quarter next year.

We will do everything necessary to be successful. And also, the carriers are supporting us, Al, because they see a duopoly. iPhone and iOS are proprietary and basically closed to them. And they see Android now as actually kind of monopolized by Samsung. So they want to serve choice, and we have to prove to them, that's our job with BlackBerry 10, that we offer that choice and we can offer the competitive element of the market that they're now seeking.

CW : The general message of your recent editorial, and your message in your BlackBerry World keynote address in May, is that you understand BlackBerry stock holders', customers' and users' frustration, but that they should keep the faith and their patience will be rewarded. But how long do they have to wait for RIM to prove it is still in the game? Will BlackBerry 10 solve all of RIM's problems? Or are we looking at two or three more years before faith in RIM is restored?

Heins: Faith in RIM and the financial expression of that are two different things. I'm not happy with the situation at RIM either. Who can be happy and satisfied with where we are? What I am satisfied with is that I know we have a path to the future with BlackBerry 10, because I see it.

In January with the full touch device and the QWERTY coming, I think we will reinstall faith in RIM. That's what we're working on. This is what our objective is, and when I've talked to carriers about the delay of BlackBerry 10, the overwhelming feedback was, "First, thank you for letting us know in advance. Second, Q4 is mostly a prepaid quarter anyway, lot of noise coming, actually why don't we focus on a Q1 [2013] launch and make this a major launch in Q1?" I think we have a lot of support there.

I have faith in the future. My team is working relentlessly to create that future.

CW : You're not worried about missing the 2012 holiday season?

Heins: I'm not happy about this, but the point is, there's a lot of noise out there anyway. You have to ask yourself, is it good to launch within a lot of noise? How do you get above the noise then? Or do you launch outside of this noise and get much more attention?

It's never good to be late. But without disclosing the entire launch schedule that we had in mind for BlackBerry 10, it's actually not as dramatic as many people see it in terms of what we forecasted in volume and what we had in our financial predictions.

CW : How long will it be before we see a second or third BB10 device? How many different devices will RIM ship in 2013?

Heins: Very shortly after. I won't give you a specific date, but it's kind of like a one-two punch. You will see more than two devices, but I can also tell you that you will see us being much more focused in the product portfolio that we will be bringing out. The number of devices we will offer is going to be quite dramatically reduced. But that is not because we can't do it [offer more devices]; the reason is the portfolio quality that we want to put in play here.

That was part of the globalization of BlackBerry. We just had too many products out there. That's part of the focus program I'm running at RIM. We have very loyal customers that really like their BlackBerrys, so there's no need to churn them every six months.

CW : Finally, I'd like to ask you for a prediction: Where will RIM be in one year from now? In July of 2013, what will I be writing about RIM and BlackBerry?

Heins: I think you will be writing that you are surprised by the performance and the user experience of the BlackBerry 10 product, that it helps you achieve your daily objectives but also have fun. By then you will see that this is a true mobile computing platform that allows BlackBerry to even explore other domains and spaces, like automotive, in cars.

I think you will be writing that if BlackBerry gets its execution right and straight than the company has a great future.

I know that you're personally disappointed with us shifting back BlackBerry 10, and I understand it. I get it entirely. But I want to win your personal faith back, too, and win your conviction in RIM back that we are a great company and we are a company that can create the future.

Other Latest Interviews

Budget 2015 Special

Budget 2015: Technology Vendors are a Happy Lot

Positive, bold, pragmatic: That’s what the Union Budget 2015 means to India’s top technology vendors.

Budget 2015: Partners Apprehensive About Smart Cities and Digital India

Channel partners feel that, in this year’s budget, the Smart Cities project was conspicuous by its absence. Will the government ensure that the Smart City project fuels the Digital India vision?

Budget 2015: By the Numbers

This year's budget has been a mixed bag for the IT industry. Here's a look at the numbers that matter to you.

Budget 2015: 3 Things I Liked and Didn't Like: Prashant Jain, JNR Management Resources

Increased domestic transfer pricing and digitally signed invoices are beneficial for channels but increased service tax rate will be a dampener, says Prashant Jain, Founder and CEO, JNR Management Resources.

An Inclusive Budget Focused on IT and Growth: Bhaskar Pramanik, Microsoft

The Chairman of Microsoft India says the budget has made technology the backbone for government processes and systems.

MAIT: The Budget Promotes Domestic Manufacturing in India

The association believes that, from an IT industry perspective, the Union Budget 2015-2016 is a mixed bag with the inverted duty structure being finally addressed with the removal of SAD on all components.

NASSCOM: The Budget’s Good for IT, But Concerns Remain

The industry body says the budget is comprehensive, but it still hasn’t addressed concerns like dual levy on software and high rate of TDS.

A Budget for Innovation and Growth: Partha Iyengar, Gartner

This is a pragmatic and growth-oriented budget which incorporates the ‘rising tide lifts all boats’ philosophy, says Partha Iyengar, Country Manager (Research)-India, Gartner.

Getting Started on GST: What CIOs Should Start Doing Now

GST could impact the way you manage IT. Here's what you can do today to get started, according to Vivek Pachisia, Partner Tax and Regulatory Services, EY.

GST Could Radically Affect the IT Department

GST is coming, so what? What effect could it have on IT and IT strategy? Plenty, says Vivek Pachisia, Partner Tax and Regulatory Services, EY.

EDITOR'S PICK

IT Leadership: Signs You're a Micromanager (And How to Stop)

Are you never quite satisfied with your team's results? Do you avoid delegating at all costs, often taking on work that's far below your experience and talent level just because you're certain no one else can do it as well as you can? Are you constantly demanding status updates, progress reports and check-ins? It's time to face the facts: You're a micromanager.

Why M&As Affect Channel Partners the Most

You might not realize it. But apart from the companies involved in an M&A, the most affected party is you.

How ComGuard Shields Channel Partners

As emerging technologies introduce new threats to the enterprise landscape, they are making channel partners anxious. But VADs like ComGuard are putting their worries to rest. Here's how.

What Happens Inside Amazon When There's a Xen Vulnerability

In the past six months AWS has twice had to reboot some of its Elastic Compute Cloud (EC2) servers because of a Xen vulnerability.

Five Sneaky Ways Companies are Changing Employees' Security Behavior

Changing employees' behavior is no easy task. People have an innate need to socialize and share information, says Alessandro Acquisti, professor of IT and public policy at Carnegie Mellon University, and a member of Carnegie Mellon CyLab.

Tech Chat

Collaborating To Outcome Based World: Priyadarshi Mohapatra, Avaya

Priyadarshi Mohapatra, Managing Director, India and SAARC, Avaya, on how IT is transitioning from a keep-the-lights-on role to one that enables customers to deliver results.

The Dawn of the Digital Age: Akhilesh Tuteja, KPMG

The development of digital infrastructure will be a key growth driver for technology and solution providers. 

Paradigm Shift from End-Users to User-First : Parag Arora,Citrix

Parag Arora, Area Vice President and India Head, India Sub-continent, Citrix, says new technologies will force organizations to take a user-first approach in 2015.

Mobile and Cloud Are Gamechangers of the Future: Karan Bajwa, Microsoft

Karan Bajwa, Managing Director, Microsoft India, says, in  2015, organizations will adopt a mobile-first and cloud-first strategy to get ahead of competition.

A Network for the Internet of Everything : Dinesh Malkani,Cisco

Dinesh Malkani, President, India and SAARC, Cisco, talks about IoT and the significant technology transitions in the networking world.

Moving to the Third Platform: Jaideep Mehta, IDC

Cloud and mobility are the two technologies that will fuel the rapid adoption of the third platform in India.

Envisaging a Holistic Security Strategy For 2015: Sanjay Rohatgi,Symantec

Sanjay Rohatgi, President–Sales, Symantec India, says the company has a set of holistic solutions in place to secure organizations from security threats. 

Beating the Bad Guys: Sivarama Krishnan, PwC

Organizations will need to turn inwards to establish robust information security strategies.

Building Capabilities for a Digital Tomorrow: Alok Ohrie,Dell

Alok Ohrie, President and Managing Director, Dell India, on the company’s investments to build end-to-end solutions and delivery capabilities for a digital world.

SLIDESHOWS

CEO Comebacks: For Better or for Worse?

We bring to you six global CEOs who made the idea work, or not.

Datacenters in the Weirdest Places

A peek into some of the most unusual datacenter locations in the world. Here are 13 datacenters that are built in unusual locations like mines, ships, trucks and even a nuclear collidor. Taking about common wisdom, eh?

12 LinkedIn Mistakes IT Pros Make

LinkedIn is the go-to place for IT pros to market themselves, connect with co-workers, find former colleagues, and meet-up with like-minded folks. Take a few minutes now to make sure your profile showcases your accomplishments, and skills. Here are some common mistakes to avoid.

ChannelWorld Survey: State of the Market 2014

Partners poll their sentiments, expectations, pain points, and challenges for the coming year.

6 Leaders Who Headed for an Abrupt Exit

The abrupt exit of top leaders of Indian and global tech companies this year, with many of them citing ambiguous reasons, surprised the technology world.

FAST TRACK

Kamtron Systems

Transitioning towards a service-oriented company will boost our growth, believes Kavita Singhal, director, Kamtron Systems.

TIM Infratech

Delivering ‘best of breed’ technologies to enterprises is key to success, says Monish Chhabria, MD, TIM Infratech

Mudra Electronics

A vendor-agnostic strategy helped us sustain business, says Bharat Shetty, CMD, Mudra Electronics.

Systematix Technologies

Our USP is a customer-friendly approach backed by services, says Akhilesh Khandelwal, Director, Systematix Technologies.

CorporateServe Solutions

Our ability to turnaround complex ERP projects in record time is what gets us customer referral, says Vinay Vohra, Founder & CEO, CorporateServe Solutions.

KernelSphere Technologies

We are emerging as an end-to-end systems integrator, says Vinod Kumar, MD, KernelSphere Technologies.

Uniware Systems

We constantly validate emerging technologies for first-mover advantage, says Vergis K.R., CEO, Uniware Systems.

Astek Networking & Solutions

An innovative approach helps us stay successful, says Ashish Agarwal, CEO, Astek Networking & Solutions.

CSM Technologies

Our approach is backed by innovation and simplicity, says Priyadarshi Nanu Pany, CEO, CSM Technologies.

EMC PARTNER SHOWCASE

Partnering for Profitability

Atul H. Gosar, Director, Network Techlab, shares how the company’s association with EMC has provided it with a competitive edge and a wide customer base, leading to increased profitability.

Sponsored Content

Promising Pipeline

Venkat Murthy, Prime Mover, 22by7 Solutions, shares how EMC brings in competitive edge by enabling technology, GTM and lead generation, helping 22by7 acquire new customers and retain old ones.

Sponsored Content

Powerful Performance

Deepak Jadhav, Director, VDA Infosolutions, says initiatives by EMC around training and certification have helped the company’s staff improve its performance and enhance customer experience.

Sponsored Content

Performance Booster

Rajiv Kumar, CEO, Proactive Data Systems, says that the solution provider’s association with EMC has helped expand its customer base and added value to existing offerings.

Sponsored Content

Pursuit of Profitability

Santosh Agrawal, CEO, Esconet Technologies, shares insights on how the systems integrator’s association with EMC has spelled sustained success over the years.

Sponsored Content

Non-Performance is Not an Option

Nitin Aggarwal, Director, Trifin Technologies, shares insights on how the association with EMC has helped the system integrator stand out and empowered its personnel to deliver consistent performance.

Sponsored Content

SOCIAL MEDIA @ CW India
SIGNUP FOR OUR NEWSLETTER

Signup for our newsletter and get regular updates.

VIDEOS | FORECAST 2015

SAP Cloud Strategy Powered by HANA: Ravi Chauhan

CIOs will rapidly adopt SMAC in 2015, and SAP has innovative solutions to provide business advantage and competitive edge to India Inc., says Ravi Chauhan, MD, SAP India.

Dell to Dominate Converged Infrastructure Market in India: Alok Ohrie

From a PC manufacturer to an end-to-end solutions provider, we are gaining India market share through a strong partner ecosystem: Alok Ohrie, MD & President, Dell India.

Citrix Will Catalyze Shift From End-user to User-First: Parag Arora

Parag Arora, Area VP and India head, India Sub-continent, Citrix, talks about the company’s vision to drive a paradigm shift in enterprise IT: From an end-user approach to a user-first approach powered by mobile and cloud computing and enabled by competent channel partners.

Mobility to Boost Collaboration and Conferencing in 2015: Priyadarshi Mohapatra, Avaya

Avaya delivers great value as an end-to-end communications solutions provider across data, audio and video, says Priyadarshi Mohapatra, MD India and SAARC, Avaya

Securing Organizations Against Modern Day Threats: Sanjay Rohatgi, Symantec

We have proven that we can manage and secure an organization’s data from within and outside a network, which is a vital requirement by CISOs today, says Sanjay Rohatgi, President-Sales, India, Symantec.

We are the Apple of Network Security World: Anil Bhasin, Palo Alto Networks

Anil Bhasin, Managing Director, Palo Alto Networks India, says new threats weaken an organization’s network but advanced security tools can change that.

Software Defined Networking to Rule in 2015: Ashish Dhawan, Juniper Networks

Networking is definitely moving towards a software-defined paradigm and we continue to dominate the India market with an extensive portfolio, and well-entrenched channels, says Ashish Dhawan, MD, India and SAARC, Juniper Networks.

EMC to Dominate 3rd Platform Across India Inc.: Rajesh Janey

In the last year, EMC has refreshed its entire product line to enable customers take advantage of the 3rd platform, says Rajesh Janey, president, India and SAARC, EMC.

IoT Vital for Digital India Initiative: Debjani Ghosh, Intel

The tons of data that will be generated in the coming years will open opportunities in storage, and analytics, says Debjani Ghosh, VP, sales and marketing group, and MD-South Asia, Intel.

VDI, Flash and Hybrid Cloud to Propel Storage Market: Anil Valluri, NetApp

We are witnessing a movement from traditional data storage systems to a hybrid cloud environment says Anil Valluri, president, India and SAARC, NetApp.

SDDC is the Big Shift for 2015: Arun Parameswaran, VMware

Arun Parameswaran, MD, VMware, says that in India, unlike other countries, there is still a huge untapped opportunity to virtualize existing infrastructure in 2015.

Go Cloud for Business Advantage: Sunny Sharma, Foetron

Sunny Sharma, CEO and Founder, Foetron, speaks about the company's focused roadmap to ride the public cloud wave.

FireEye to Combat APTs Across Multiple Vectors in 2015: Ramsunder Papineni

Going into 2015, organizations need to think of security more holistically, including ways to defend end points, e-mail, Web, file, and mobile security, says Ramsunder Papineni, regional director, India and SAARC, FireEye.

Retaining IT Talent in 2015: Shirish Anjaria, Dynacons

Shirish Anjaria, CMD, Dynacons Systems & Solutions, speaks about how partner companies can enhance the talent pool of skilled IT staff.

New Style of IT to Gather Traction in 2015: Neelam Dhawan, HP

SDS, SDN and software defined infrastructure will play a key role across Indian organizations in 2015, says Neelam Dhawan, VP and GM, enterprise group, country MD India, HP.

Building Strong Vendor-Partner Relationships: Pawan Khurana, QuantM

Pawan Khurana, CEO, QuantM, on what he expects from technology vendor companies in 2015.

IoE to be Biggest Market Disruptor in 2015: Dinesh Malkani, Cisco

We continue developing innovative solutions in IoT and cloud computing and help our partner ecosystem capitalize on market opportunities, says Dinesh Malkani, president, Cisco India and SAARC.

New Technologies For New Growth: Murtuza Sutarwala, Swan Solutions & Services

Deep selling and upselling emerging technologies to customers enhances our value proposition as a competent solution provider, says Murtuza Sutarwala, Swan Solutions & Services.

Analytics is a Goldmine for Channels in 2015: Anoop Pai Dhungat, Galaxy Office Automation

Analytics, mobility, and security are the technology megatrends for us in 2015, says Anoop Pai Dhungat, CMD, Galaxy Office Automation.

Smartphone Proliferation to Impact Mobile Strategies in 2015: Vikram Sehgal, Forrester

Enhancing customer experience through mobility will be key priority for organizations in 2015, says Vikram Sehgal, VP and Research Director, Forrester.

3rd Platform to Take Off in India: Jaideep Mehta, IDC

Jaideep Mehta, MD, India and South Asia, IDC, say cloud computing and mobility will be the fastest growing 3rd platform technologies in India.

Opex Model the Way Forward for Partners in 2015: Ajay Sawant, Orient Technologies

Ajay Sawant, Orient Technologies, talks about the massive shift as traditional system integrators move towards an Opex-led business model.

Digital India is Colossal Opportunity for Channels: Akhilesh Tuteja, KPMG

Channel partners should devise a vertical strategy with the right alliances and innovative solutions, says Akhilesh Tuteja, Partner-IT Advisory, KPMG India.

Going Digital the Way Ahead for India Inc: Karthik Ananth, Zinnov

Since India is a mobile -first market, Indian organizations that are turning digital should ensure that they deliver a uniform experience for their customers, says Karthik Ananth, Director, Zinnov.