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Has IT sufficiently evolved from a mere support function to a higher degree? What's been your experience?
Initially, IT used to be just a support function. It was there just to run applications. But nowadays we can see it even running a business. There's a different need for business-IT alignment. A CIO has to be a part of the business strategy team.
Textiles has matured on tech-quotient a lot in the recent past. How would you rate the legacy to automation switch-over?
Yes, the transition has been challenging. Automation is relatively easy in any other industry. But in our industry it is a little different and some kind of definition is required.
So what is still not done, but should have been done in this sector?
There are definitely some gaps. The nature of processes is dynamic and unpredictable, specially in production area, or in machine queue management. No one for instance likes to have a data management issue when 700 looms are running and have to be planned well.
How can a vendor turn better and really useful?
The biggest gap on this aspect in India is the big absence of a consultant's layer. Vendors actually push the same products from their basket to everyone. What is required is a consultant's role between the two sides. A product-agnostic layer of this kind is very highly needed in India. More so, because the there is so much happening around, and a CIO is really crunched for time. In the US, there are experts and specialists who form this unbiased layer, which helps when CIOs are busy running the show.