Steganography

Steganography is the art of protected or hidden writing. The purpose of steganography is covert communication to hide the presence of a message from a third party asp.net software companies in India. 

Steganography methods:

Substitution Methods (Spatial-Domain): A secured robust approach of information security is planned. It presents two module based LSB (Least Significant Bit) methods for inserting secret data in the LSB’s of blue mechanisms and partial green components of random pixel places in the edges of images for the software companies in India. An adaptive LSB based steganography is planned for embedding data based on data available in MSB’s of red, green, and blue components of arbitrarily selected pixels across plane areas. It is more robust as it is linked with an Advanced Encryption Standard (AES). A new high capacity Steganography scheme using 3D geometric models is projected. The algorithm re-triangulates a part of a triangular mesh and inserts the secret information into newly added position of triangular meshes. 

Transform Domain Methods: A method that customs two gray scale images of size 128 x 128 that are used in software companies India as surreptitious images and inserting is done in RGB and YCbCr domains. The quality of stego images are decent in RGB domain by comparing the PSNR values. It uses Integer Wavelet Transform (IWT) to hide secret images in the color cover image. It compared the PSNR values and image quality when inserting is done in the RGB and YCbCr domains. Integer Wavelet Transform (IWT) have been recommended to hide multiple secret images and keys in a color cover image which is more effective. The cover image is categorized in the YCbCr color space. Two keys are found, encrypted and hidden in the cover image using IWT.

Statistical Methods: A practical methodology for minimizing additive distortion in steganography with general implanting operation which is more flexible and easy. Syndrome-Trellis Codes (STC) are used to increase the safety of the system. STC divides the samples into various bins (binning) which is a public tool used for resolving many information-theoretic and also data-hiding problems. The planned method can be used in both spatial & transform domain. A proper distortion function is selected which makes statistical detection difficult. Once the stenographer specifies the distortion function, the planned framework provides all tools for constructing practical embedding schemes. The distortion method or the embedding operations need not be shared with the receiver.

Distortion Methods: The method referred to as matrix encoding needs the sender and recipient to agree in advance on a parity check matrix H. The cover medium is processed to extract an order of symbols ѵ, which is changed into s to embed the message m, s is sometimes called the stegodata, and alterations on s are translated on the cover-medium to obtain the stego-medium. The image is blurred before hiding the message copy using special point spread function and arbitrarily generated key. Successive LSB embedding in the R plane is done in this project. The quantity of rows and columns of the message image is encrypted in the first row of the cover copy. Before inserting, the original message image is blurred using the specific PSF. The parameters used for blurring with PSF are cast-off as keys during deblurring. The secret key values are directed through a secure channel (Tunneling). The secret image is enhanced using the two keys and a third key, which is arbitrarily generated and depends on the content of the hiding message.

Steganography hides the covert message but not the detail that two parties are communicating with each other. The steganography process usually involves placing a hidden communication in some transport medium, called the carrier. The secret message is entrenched in the carrier to form the steganography standard. The use of a steganography key may be working for encryption of the hidden message and/or for randomization in the steganography system.

Some success stories of information systems integration during merger and acquisition

1. Introduction

The evolution of the merger and acquisition is interesting to know over the last 100 years. Economists and historians primarily refer to 6 waves in the mergers and acquisitions activities.

These 6 waves are as follows :

• First Wave (late 1800’s): Horizontal groupings and consolidations of several industries.
• Second Wave (early 1900’s): Mainly horizontal pacts, but also many vertical pacts.
• Third Wave (mid 1900’s): The conglomerate era involving acquisition of companies in different industries.
• Fourth Wave (late 1900’s): The period of corporate raider, financed by junk bonds.
• Fifth Wave (early 2000’s): larger mega mergers.
• Sixth Wave (till date): More strategic mergers designed to complement company strategy. Focus on post-merger integration.

2. Factors of Successful Integration

Following are the key points of integration process:

2.1. Integration Planning: Business and IT Strategy Alignment

IT has a major impact on the complexity, cost, and time required to complete merger and acquisition planning and execution. Companies, especially software development companies, must keep a check on the complexity, cost and time.

Accenture research has found that those companies that involved IT in the pre-deal planning for the M&A not only did better in term of financial results, but also reported the overall merger integration as a success.

2.2. Integration Planning: Perform an IT due diligence

An IT due diligence should be performed before the deal is signed. Due diligence is an investigation or audit of a potential investment. IT due-diligence should be thorough.

J.P. Morgan Chase, Procter & Gamble confirmed the importance of IT due diligence.

2.3. Speed of Integration

Speed of integration is always mentioned as one of key successful factors of the M&A. The variability of the IT system can make the compliance effort very costly. Companies have to act quickly to identify the compliance list to address the same as fast as they can.

Software development companies can always adopt this success factor i.e., speed of integration, as they already have expertise about software and systems.

2.4. Effective Communication

The Culture issue has been a common concern in mergers and acquisitions integration. But if IT cultural issues are addressed properly, the success of the integration can be greatly boosted.

KPMG's surveys (KPMG 1999, KPMG 2001) found that 26% of companies had better-than-average success if they focused on resolving cultural issues and 13% more likely than average to have a successful deal when they gave priority to communications.

2.5. Application Selection

Swift and comprehensive integration of IT systems greatly enhances the chances of overall merger and acquisition success. The selection of applications is not based on individual applications, but on a group of similar applications, which is known as an application cluster.

2.6. Organization and HR: IT Organizational Fit

The IT integration of M&A includes the following components:
1. Integration of Information System that supports business units
2. Integration of IT organization itself

The success of the M&A depends on the above mentioned factors. Adopting one or more of the factors will let the organization realize the M&A success rapidly.

3. The Cisco Case Study

Mergers and acquisitions expert Cisco Systems, that has acquired more than 125 firms in the past 15 years, takes culture into consideration with acquiring smaller firms. They evaluate the culture of the target, making sure there is some chemistry between Cisco and the target.

A prime example of Cisco’s philosophy in action is their acquisition of networking star Linksys in 2004. While Cisco engineers and manufactures configurable products for the enterprise, Linksys outsourced many of its functions and sold its products through retail channels to consumers. Cisco being a Business-focused firm differed from Linksys’s culture that was consumer-focused.

Cisco staff worked with Linksys employees to determine those areas in which Cisco would more fully integrate with Linksys, as well as those areas that would remain distinct and separate, a process called “selective integration.”

Ultimately, they found little commonality in application needs but were able to integrate fully in many other areas, such as sharing data-center space, productivity software, and HR functions.

Sometimes, Cisco acquires companies with different business models. This way they learn in an area where they don’t have a history of operating.

This is how Cisco leverages advantages of other companies and also lets other companies take benefit of its uniqueness of its operations and business model.

Cisco has also acquired software development companies in India. Pawaa Software, a Bengaluru based company, is one of the Indian company that Cisco has acquired.

4. Conclusion

The complete article can be concluded by dotting down the factors that each company should keep in mind at the time of their merger or acquisition. They are:

1. Early involvement of IT
2. Alignment of IT strategy with business strategy of the company, which includes the notion that business strategy, determines the integration approach
3. Know what you are buying. Conduct due diligence before the merger is closed
4. Detail planning of the integration
5. Effective communication to all the stakeholders (including its employees)
6. Perform fast integration where it matters and is feasible
7. Effective employment of application selection so as to reduce IT integration complexity
8. IT organization fit is crucial

5. Reference

http://www.tgcpinc.com/SiteData/doc/MergersAcquisitions-MBrenner-071409/976ceba14c4fae75a4bbcb514bb34762/MergersAcquisitions-MBrenner-071409.pdf
http://www.cio.com/article/2440630/mergers-acquisitions/success-factors-for-integrating-it-systems-after-a-merger.html
https://dspace.mit.edu/bitstream/handle/1721.1/35101/71356376-MIT.pdf?sequence=2
http://www.ibmsystemsmag.com/power/businessstrategy/migration/mergers_acquisitions/?page=1
http://www.itbusinessedge.com/cm/blogs/lawson/four-lessons-for-it-integration-after-a-merger-and-acquisition/?cs=34380

Getting Insights on IOT : Internet Of Things

Introduction

The Internet of Things can transform almost every industry to change the way one lives and works. Organizations across industries face challenges to form infrastructures that meet the changing requirements of data management, scalability, regulations, and are highly safe and practical. Software development companies are taking special initiatives to adopt IOT platform.

IOT tailors solutions for various industries such as manufacturing, healthcare, travel, utilities, and mining. It plays a very crucial role in development of Smart cities.

Internet of Things : IoT

(Microsoft, 2016) defines IoT as: The IoT, Internet of Things, starts with organization’s things, the things that matter utmost to their business. IoT is all about making the things and the ways the data comes together in new ways. Tap into data and uncover actionable intelligence. And modernize how to do the business. This is what Internet of Things is all about.

As per (WIPRO), following are the key differentiators that IoT platform offers :

• Pay As You Grow with innovative as well as flexible service models
• Experiment and Refine Your Strategy
• Reduce Your costs with the rich streamlining and optimization expertise
• Accelerated Time to Market using proven, ready to use tools
• Ability to support a wide variety of devices through multiple communication channels

Steps to start with your own IoT Solution

(HCL) summarizes the implementation if IoT for any organization in following few steps :

Connect and scale with efficiency

Connect any asset that’s important to your organization— with confidence – from robotics to various low-power devices, across any platform or operating system.

Easily scale from a few devices to a few million.

Analyze and act on untouched data

Capture alarms and alerts from all of your connected assets spread around the world. Identify issues before they become operational problems.

Take advantage of advanced analytics and machine learning to increase reliability and availability of your processes. Decrease costly outages and expensive repairs with prescriptive maintenance. And, take pre-emptive actions instead of understanding just the “what” and “why” behind a prediction.

Visualize what’s important

Create rich reports and dashboards to show anything from high level performance KPIs to the details of an individual asset. Customizing visualization so the right people have access to the metrics that matter to them, updated in real-time.

Accessing data and reports from any device, anywhere; and publish reports to your organization.

Integrate with your business processes

Automate formerly manual processes by integrating IoT data with your existing business systems such as CRM, ERP, and supply SCM.

For example, if a product goes down at a customer site, a service ticket will auto-generate in CRM, from which numerous courses of actions can be assigned, such as notifying technician to fix problems, diverting the product, or shipping a replacement for your customer.

Conclusion

While the subject of IoT is broad and incorporates many trends and new technology developments, Software development companies in India are keeping pace with the global market by adopting IoT platform. It becomes essential for organizations to cope with and also handle Big Data in a cost-effective way. IoT platform helps operator and enterprise customers to capture value from business. It also demands to create massive amount of devices, sensors and connections and on other hand it will create enormous business value.

Bibliography

HCL. (n.d.). Internet of Things (IoT) Platform. Retrieved 04 27, 2016, from IoT Works: http://www.hcltech.com/Internet-of-Things-IoT/

Microsoft. (2016). What is the Internet of Things. Retrieved 04 27, 2016, from Internet of Things: http://www.microsoft.com/en-in/server-cloud/internet-of-things/overview.aspx

WIPRO. (n.d.). WIPRO - Capabilities - Internet of Things. Retrieved 04 27, 2016, from Internet of Things: http://www.wipro.com/services/product-engineering/capabilities/internet-of-things/

ITIL Continual Service Improvement

ITIL Continual Service Improvement

The ITIL Continual Service Improvement process focuses on quality management. The continual improvement process intends to continually improving the efficiency of IT processes and IT services, carried out in custom software development companies, in an effective way , as per the standard adopted of continual improvement adopted in ISO 20000

The objective of the ITIL Continual Service Improvement includes :

• To review and analyze improvement opportunities in each phase of the continuous lifecycle
• To review and analyze results of the Service Level achievement
• To improve cost of delivering IT services effectively without sacrificing the satisfaction of  customer
• To identify and implement individual activities to improve the quality of IT services
• To ensures that the appropriate quality management processes and methods are used to support the activities carried out for the continual improvement in a software development organization.

The activities of ITIL Continual Service Improvement includes :

• Reviewing that the ITSM processes achieve the desired and qualitative results
• Periodically demonstrate areas of improvement
• Conducting internal audits verifying employees and process compliance
• Reviewing existing deliverables for relevance
• Conducting external and internal service to identify CSI opportunities
• Review management information and trend to ensure services are meeting the SLAs.
• Periodically proposing recommendations for improvement opportunities
• Periodically conducting customer satisfaction surveys
• Conducting service reviews i.e both internal as well as external ,to identify CSI opportunities

There are 7 steps followed in the ITIL Continual Service Improvement process.

They are as follows :

• To define what data you should measure
• To define what data you can measure
• To gather the relevant data need for the continuous improvement
• To process and filter the appropriate data
• Analyze the data by choosing the relevant methods
• To present/assess the data
• To implement corrective actions for getting the quality information and improved data

The processes of ITIL Continual Service Improvement  includes :

• Service Review
• Process Evaluation
• Definition of CSI Initiatives
• Monitoring of CSI Initiatives

Service Review

The objective of service review includes :

• To review business and IT services and infrastructure services on a regular basis.
• To improve the quality of the IT services where necessary
• To identify more efficient and economical ways of providing IT service where possible.

Process Evaluation

The objective of Process Evaluation includes :

• To evaluate processes on a regular basis.
• To identify those areas where the targeted process metrics are not reached,
• Holding regular benchmarking, audits, maturity assessments and reviews.

Definition of CSI Initiatives

The objective of Definition of CSI Initiatives includes :

• To define specific initiatives which focuses on improving services and processes, based on the results of service reviews and process evaluations.

Monitoring of CSI Initiatives

The objective of Monitoring of CSI Initiatives includes :

• To verify and monitor improvement initiatives whether they are proceeding according to plan or not
• To introduce and take corrective measures where necessary during the lifecycle.

TARGET AUDIENCE

ITIL Continual Service Improvement is relevant to organizations involved in the development, delivery or support of services, including:

• Various Service providers – Internal providers and External providers
• Software development Organizations that target to improve services through the effective application of service management to improve their service quality
• Software development Organizations that require a consistent managed approach across all service providers in a supply chain or value network
• Software development Organizations that are going out to tender for their services.

Conclusion :

Thus, the IT software development companies should use and implement the Continuous Service Improvement to improve and monitor IT service as a part of ITIL processes for increasing quality of the services and thereby increasing the value plus customer satisfaction.

References:

• http://wiki.en.it-processmaps.com/index.php/ITIL_CSI_-_Continual_Service_Improvement

Determining factors affecting Cloud Computing as Outsourcing

Cloud computing (CC) is an emerging usage of IT outsourcing (ITO) that needs software companies in India to fine-tune their sourcing procedures. Although software companies in India have recognized an extensive knowledge based on the basis that drive sourcing choices from numerous theoretical standpoints. The mainstream of cloud-sourcing decisions concentrates on technological aspects. The most determinant factors of sourcing decisions in the ITO context persist valid for the CC context. Stillthe findings for some factors (i.e. asset specificity, client firm IT abilities, institutional influences, client firm size and uncertainty) are indecisive for the ITO and CC contexts. 

Cloud computing (CC) influences how organizations cope and manages their IT landscape, challenges outdated IT governance approaches, and requires organizations to fine-tune their sourcing processes. With cloud computing, organizations can achieve on-demand network access to a common pool of managed and scalable IT resources, such as storage, applications and servers. Since IT sourcing decisions require substantial economic and strategic risks, Software outsourcing companies in India should have broad judgment and insight regarding organizational structures, organization processes, inter dependencies and routines to thoroughly comprehend decision substitutes and the set of required structural selections.

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Following are the factors that software companies in India, can consider for organizations willing to adopt cloud computing.

Asset characteristics

Asset specificity is used in reference to three key categories of assets: physical asset specificity(similarly referred to as technical specificity), site specificity and human asset specificity.

The increased network reliance of cloud computing increases the risks that disturb site specificity, such as the risk of service breakdowns because of probable network outages, which may result in a momentary loss of data accessibility. Therefore, site specificity requires precise consideration for assets that are required on a day-to-day basis (e.g. a customer relationship management system – CRM System). 

Technical specificity may however generate transaction charges when applications are run remotely but these increased transaction costs do not surpass cost savings rising from economies of scale. Thus, these cost savings may humbly outweigh issues related to technical specificity. Furthermore, the impact of technical specificity is expected to vary with organization size and other parameters. However, SaaS (Software as a Service) solutions are restricted in terms of their customizability, which limits the exclusivity of assets that are outsourced via cloud computing. So assets with low technical specificity might be more appropriate for SaaS-based sourcing and applications. High technically specific assets that surpass the configuration and customization limits of SaaS solutions may nevertheless be contenders for outsourcing the underlying infrastructure or PaaS solutions.

Human asset specificity yields inconsistent results.

Client firm characteristics

The impact of a client firm’s internal IT capabilities on sourcing decisions vary between the cloud computing (inconsistent influence) and ITO (consistent negative influence) contexts. Partial support for internal information technology capabilities is observed because there is ‘a plentiful supply of IT personnel with suitable technical expertise’; so, gaps in internal IT capabilities can be effortlessly filled. Organizations started considering to outsource their IT activities because of a deficiency of trained and skilled IT personnel to software outsourcing companies in India, whereas companies believe for internal IT capabilities as a criterion for integrating cloud services into an organization’s IT landscape.A deficiency of internal IT capabilities can be addressed either by acquisitioning competencies (e.g., hiring experts, training existing personnel) or by giving IT tasks to external providers (i.e., outsourcing). Thus, the aspiration to hire IT personnel may be an indication of a lack of IT capabilities.

Environmental characteristics

Uncertainty denotes the degree of complexity, unpredictability and imperfect information that is natural to a transaction. Two types of uncertainty persist: behavioural uncertainty and environmental uncertainty. 

Environmental uncertainty requires further consideration as a determinant of cloud-sourcing decisions, and we specifically differentiate between demand uncertainty as a driving factor and product uncertainty as an inhibiting factor.

The contractual mode of cloud services with short-term contracts permits clients to switch between providers for standardized, commodity-type services at a little cost, thus increasing the client’s inclination to switch vendors if the client is not pleased with the outsourcing arrangement. Still, low-cost switching relates only to standardized services (e.g., low technical specificity) with numerous available provider options. Highly specialized services, which are challenging to replace and lack open interfaces, might be tougher to source via CC. So, the nature of asset and the interference of other factors may play a part in the impact of behavioural uncertainty on sourcing decisions.

Determinant factors of cloud-sourcing decisions assist as a basis for practitioner-oriented guidelines and best practices about how to select and offer cloud services. Also, software companies in India may use the set of determinant factors to lead their procurement procedures and to identify challenges that may stand up during the adoption, acquisition, or integration of cloud services.

Choosing between SaaS and On-Premise for a Software Outsourcing Company in India

Software as a Service (SaaS) is a software delivery model for software outsourcing companies, in which vendors host the applications centrally and charge on a levered basis. These applications are available to the users via Internet. This software delivery model is in line with terms like ‘On-demand’, ‘Off-premises’ and ‘Application Service Provider (ASP)’. E.g. Microsoft Office 365

On-Premise is a software delivery model in which a client, installs and works on the software in-house. Organization’s own resources are used and it needs to obtain a software license for using the software for each server. On-premise software is commonly referred as ‘ShrinkWrap’ and ‘Software as a Product’.

The need for web servers is one of the main reasons for the companies for migrating from On-premise to SaaS.

The decision of going with SaaS or staying with On-premise, involves multiple steps:

• Determine whether there are any SaaS providers for the software you need and are they trustworthy.
• Some of the important concerns while making this decision are Cost (this being the primary one), Security, Customization, Control, Compliance and Infrastructure.
• Get an understanding of business needs of outsourcing companies and baseline them.
• Obtain a free trial from both vendors (On-Premise vendors and SaaS vendors) and then analyze and evaluate.
• Suitability check of applications should be performed for SaaS or On-Premise.
• Obtain the knowledge of vendor relationship difference between SaaS and On-Premise.
• With SaaS vendors, the benefits of multitenancy are realized. Multitenancy is allowing multiple users to share a single application instance at the same time retaining their own separate information.

The comparison of On-premise and SaaS is done to make the decision easy:

Parameters	SaaS	On-Premise
Implementation	Faster to implement because convenient and already built platform is available.	Takes longer duration to get implemented as personnel and equipment are needed to set up an environment.
Infrastructure	No purchase of software or hardware needed.	Extra hardware and software need to be purchased.
Customization	Customization is difficult as multitenancy is given the focus.	Highly flexible for customization.
Support & Maintenance	Very low dependency for maintaining the application. Control is in the hands of vendor.	Your responsibility to maintain the application. Control is in your hands and ownership is yours.
Mobile Access	Accessible through browser on mobile devices.	Minimal access through mobile devices.
Upgrade Cycles	Upgrades are iterative with very less involvement of IT.	Upgrade is your responsibility which is costly and takes a lot of productive time.
Cost	Pay per use & entry costs are low. High annual maintenance. Internal resources required are less.	No flexible pricing option and entry high costs are high. Low annual maintenance comparatively. Lot of internal resources such as tangible hardware assets are needed.
Security	Security risks are higher as applications are accessed via Internet. Server and Network security experts are needed.	Lower security risks as applications are accessed in-house. No specific security experts needed.
Validation for regulatory compliance	Vendor does the baseline review.	Validation is your responsibility. Enforcing these requirements is comparatively easy as control is in your hand.
Integration	Complex as it’s difficult to integrate with existing as well as new processes.	Simpler to integrate with existing and new processes.
Scalability	Scale up and scale down of solutions is easier.	Difficult to scale solutions easily, as it requires a lot of effort and commitment.
Redundancy	Redundancy is a bigger concern as to what happens if the solution provider fails.	As the data lies in-house it’s easier to store backup of the data and so redundancy is a lesser concern.
Availability	Resolution of cloud outage makes you dependent on vendor.	Outages resolution is your responsibility.

After comparing the two options based on these parameters, cost benefit analysis is performed for each of the vendors offering the solutions. The results of the analysis are compared and evaluated to make the right decision for a software outsourcing company.

To choose the deployment model that will suit the outsourcing company’s business, depends on factors including:

• Resource’s availability during each phase of the project.
• Data’s criticality.
• Size & culture of the organization.
• Organization’s requirements for integration.
• Control over customized environments.
• Annual Budget and Investment constraints.
• Regulatory commitments.

Conclusion: Thus a software outsourcing company in India should choose the option that suits the best, after analyzing and comparing the insights derived from this comparison.

Business – IT Strategic alignment

Introduction

(Wikipedia t. f.) defines Business-IT alignment as a dynamic state in which a business organization is able to utilize information technology (IT) effectively to achieve business objectives - typically improved financial performance or marketplace competitiveness. Software development companies are implementing IT strategies at a rapid pace that aligns with their business model which brings in elevation in overall performance of the companies.

(Rouse, What is business-IT alignment?, 2006) enlightens the role of executives in Business – IT alignment. Business-IT alignment involves optimizing communication between executives who take the business decisions and IT managers who oversee the technical operations. The employment of flexible business plans and IT architectures, as well as effective cost allocation, are critical components of any business-IT alignment implementation. Technical department managers can formulate and submit proposals that can be designed to ensure the optimum return on investment (ROI). Business executives can attend IT department meetings and seminars to elevate their understanding of the technical capabilities and limitations of the enterprise.

Purpose of Business – IT Alignment

It is important for all the software development companies in India to understand the purpose of Business – IT alignment. The purpose of Business – IT Alignment is to optimize the value that IT contributes to the enterprise. As such, in order to successfully design a strategic IT roadmap, it is important to start here. It is said that an organization has successfully aligned IT strategy to business strategy when there is:

• A shared understanding of how IT applications, services and technologies will contribute to business objectives – today and in the future.
• A shared focus on where to consume scarce resources, time and money; the trade-offs the enterprise is prepared to make.
• A credible working relation between the IT organization and the rest of the business evidenced by reliable daily operations, reactive problem management and predictable, innovative solution delivery.

Steps to achieve  Business – IT Alignment

(Group) gives four major steps to achieve Business – IT Alignment is achieved :

• Set Conditions to Achieve Alignment
• Scan for Hypothetical Enabling Technologies
• Determine IT Value Imperatives
• Develop IT Vision and Mission

Advantages of implementing Business – IT Alignment 

When the Business – IT Alignment program is completed successfully, following are the advantages that the organizations will get:

• Support from key executives to participate in developing the IT Strategy.
• A better understanding of how emerging technologies, applications and trends can or will impact your enterprise and your IT organization.
• A clear expectation of how IT will contribute to reaching the company’s business goals and objectives.
• A well-defined articulation of IT’s role in, and value to, the enterprise for the strategic horizon.

Issues in absence of Business – IT alignment 

Following are concerns that organizations often face when they lack Business – IT alignment :

• IT driven projects do not meet deadlines and budget constraints
• IT investment do not pay-off
• Ambiguity whether IT strategy and principles are appropriate
• Unclear outsourcing strategy
• Insufficient implementation of security controls
• Financial reports not available in time and accurate manner
• Optimization of IT budget utilization not possible

Conclusion

While the area of IT strategy is broad and incorporates many trends and new technology developments, Software development companies in India are keeping pace with the global market by adopting IT Strategy aligning to individual business model. Business-IT alignment is the correspondence between the business objectives and the Information Technology requirements of an enterprise. These two factors often seem to contradict, but many technical and economic experts agree that alignment between them, maintained over time, is crucial to the success of an enterprise.

Bibliography

• Group, I.-R. (n.d.). OptimizeIT | Info-Tech Research Group . Retrieved 05 04, 2016, from Business - IT Strategic Alignment: https://www.infotech.com/optimizeit/business-it-strategic-alignment
• Rouse, M. (2006, 05). What is business-IT alignment? Retrieved 05 04, 2016, from business-IT alignment: http://whatis.techtarget.com/definition/business-IT-alignment
• Wikipedia, t. f. (n.d.). Business-IT alignment. Retrieved 05 04, 2016, from Business-IT alignment: https://en.wikipedia.org/wiki/Business-IT_alignmentxof IT Strategy: http://panorama-consulting.com/the-importance-of-it-strategy/