Alex had come down to India sometime back to sign a contract with Tata Technologies, it was then that I had met him. He seemed quite eager and enthusiastic about his trip to India and I had suggested some ‘typical Maharashtrian’ delicacies, like missal pav. He couldn’t try it due to paucity of time, but promised that he will next time round. Am waiting to hear from him. This interaction was published in the Dataquest Magazine: (http://dqindia.ciol.com/content/cio_handbook07/GlobalCIO/2007/107022801.asp)
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‘IT is making us a whole lot quicker… to work at speeds similar to our race models’

The date May 1, 1994, has a special significance in the sport of F1 racing. It was the day when Brazilian Formula 1 driver, Ayrton Senna de Silva died in a car crash in San Marino Grand Prix in Imola, Italy. He was racing for the Williams-Renault team and was in a winning position, when his car crashed into unprotected concrete barrier. The death of Senna brought the dangers of the sport into the limelight.

WilliamsF1 has been in the racing circuit for around three decades and is renowned for its FW models released year after year. The company recently signed an agreement with Lenovo, who would be one of the main sponsors of the team. Sometime back, Alex Burns, chief operating officer, WilliamsF1, had come down to India to visit Tata Technologies facilities in Pune. In an interaction with Shashwat Chaturvedi from Dataquest, Burns talks about how his team is using IT and why outsourcing might not be such a bad term after all. Excerpts.

What role does IT play in the development of an F1 car?
Technology is a critical element behind the success of any F1 team. Today, without any exception, every F1 team is investing heavily in latest tech mechanisms to get the best out of their models. Take the case of FW28, used in the 2006 season, we used over 4,500 CAD drawings during the design phase. We are heavily dependent on computational fluid dynamics, telemetry and other to not only develop an F1 car but also run it well.

To be frank, the FIA has introduced rules over a period of time that effectively slow down the car. It is driven by security needs, because otherwise all the cars would be trying to increase speed aggressively. There are whole lists of tests and reports that one has to complete before launching a model. There are the wind tunnel tests and crash analysis tests. Today, with the latest cutting edge applications, not only is it more cheaper than the traditional way but also a whole lot quicker. All this is only due to IT at work.

Once the model is up and running, what is the role that IT plays?
Running an F1 car is a highly data intensive job. For instance, over a weekend of grand prix race, close to 7GB of data is generated. This data needs to be meticulously analyzed and the design changes need to be implemented quickly. Also, this requires speed. At times, we work at speeds similar to our race models. When the car is running there are thousands of sensors that are attached all across the body reporting on different parameters. To make sense out of all this data and implement changes quickly, is a job that is best done with the help of IT.

We function at the very edges of technology. Our work is quite akin to the space industry. The components have a short life, we are constantly testing and incorporating changes. It is a very dynamic industry.

There is a general feeling that F1 racing has become overtly technology driven, the cars are more like computers. Your take?
I do agree that there is a general feeling of overuse of technology but you need to understand the reasons behind it. Since racing is a very dynamic and speed driven sport, any small error can be huge, not only in financial terms but also in terms of risk to the driver. Thus, one has to ensure all the safety and security that one possibly can, this is where IT is extensively used. And to that end, I support the use of technology. But, at the end of the day, the car is just an entity in the hands of the driver and it depends on the individual skills of the driver to steer the car to the premier spot.

What is the reason behind your engagement with Tata Technologies and the benefits of outsourcing?
The very same that are driving a host of companies around the world, namely time and money. Developing an F1 model is big money, and, as I said earlier, a lot of this is in the technology costs. Using the skills and facilities of companies like Tata Technologies we intend to shorten the development time and also decrease costs. We have a production cycle from September-March. That’s when we develop models for the next racing season. We would be working with Tata Technologies (Incat) on CAD models, etc for the FW29 model. Hopefully, as time goes by, we will increase our engagements with Tata Technologies. The quality of skill at Tata Technologies is high, and they have the ability and the wherewithal to put in the requisite numbers if need be for a project. It has the makings of a great marriage. We can do things faster and also in a cost-effective manner due to our association with Incat.

A word or two on the upcoming FW29?
In many ways FW 28 did not really meet the expectations of the WilliamsF1 team. We have learnt a lot from our outings in the 2006 season and we are going to apply them during the design for FW29. As we are retuning back to using the Toyota engine again, hopefully things will be very different in the coming season.

One would be hardpressed to find a person who does not know about Disneyland. But a lot many do not know that behind all that magic there is a lot of IT & Technicality. It was amazing interacting with Noble COker, who is the CIO of Disneyland HK, he is a man without airs and seems to love the challenges that keep cropping up all time. This interaction was published on CIOL, the link is (http://www.ciol.com/content/developer/newsmakers/2007/107031601.asp)
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‘Magic @ Disneyland

Noble Coker marched into the meeting room. As the CIO of the upcoming Hong Kong Disneyland, this was his first interaction with his local team members. For the meeting, he had prepared an agenda and was ready to thrash it out with his colleagues. Strangely, throughout the meeting the team kept mum. On being pushed by Coker, the team members would only show their appreciation for the project.

“They found it incredulous to tell their boss that he was wrong, while it was much the case in the US,” he recalls. This was Coker’s first cultural shock, but he quickly learnt the ropes and next time round he was prepared with a solution.

To say that Coker is a fast learner, would in no means be an exaggeration, after all during his college days he learnt Lao language from all the refugees who were being resettled in California and later on took classes on the language, “to pay my way through college.” He joined PriceWaterHouseCoopers as an analyst and subsequently was hired by Disney as a programmer. Rising up the ranks, he took up the challenge to oversee the construction of the fifth Disneyland in Hong Kong, and the rest as they say is history.

In a freewheeling interaction with Shashwat Chaturvedi from CyberMedia News, Coker talks about the “magical experience” at the Disneyland and how IT makes it happens. Excerpts:

Can you tell us about the use of IT at Hong Kong Disneyland Resort? How much has been drawn from the other Disney parks in the U.S. and Europe and how has the HK Disney been unique in terms of technology adoption?
At Disneyland, the use of technology can be classified under four different categories, as follows. The first one is business transaction, the use of IT in hotel reservation, merchandise dale, food point of sale, etc. The second category is communication, the use of email, IP telephony for internal communication. The third category and a rather important one for us is the safety and security for our guests and visitors right from food to park monitoring. The fourth one is the entertainment; we use a technology in a variety of ways to enrich the guest experience. Hence, we extensively use IT at our parks.

Giving a precise figure on how the common technology between the Hong Kong and the international parks is a tough call, but I can hazard a guess that it must be around 80:20 international and local mix, respectively. We have used technology in very many unique ways in Hong Kong.

You have often emphasized on creating “magical experience” for the guests, can you share with some instances on how technology is being used to create that “magical experience”?
When our guests walk out of our park, I would rather have them remembering Disneyland for a great magical experience rather than a great technological one. I want people to say, “wow, how did they do this” and our technology is geared towards creating that very experience. Starting from the website, we have created a similar experience much like the one that a guest will experience at the park. At the park itself, we are using a variety of tech applications for instance, at the park there is a wireless broadcast that synchronizes the timing through the park, this ensures all the different elements work in perfect coordination, like the parade and the floats.

We also have piped music that is running through the underlying infrastructure. Or take the case of the newly introduced FastPass at Disneyland. In the past guests had to stand in long queues to be able to enjoy their rides. Now with Fastpass, they can register themselves for a slot later in the day and comeback in that slot and enjoy their ride. This helps the guests spend more time on the rides rather than queuing up. Even our park attractions use technology to reinforce the ‘magical’ feeling. Take the case of Stitch Encounter, based on the Disney character Stitch. He dynamically interacts with the guest and his responses are based on what the guest tells him.

One of the challenges (mentioned by you) was working with multi-cultural team, how difficult or easy is it to work with diverse teams?
To be honest, working with multi-cultural teams can be extremely difficult, if one is not sufficiently prepared for it. I committed a lot of mistakes and learnt through them. Such experiences forces one to remove our filters; filters that one acquires over time. The experience can be quite humbling. For instance, when I had come here, I was trying to achieve things without understanding the significance of different cultures. Typically, Americans have a bad habit of talking first, and listening later and giving away a lot content without much context. I quickly understood these issues and got down to working them out by understanding the people and learning more about their culture.

Do you think current-day CIOs pay much (more than required) attention to this aspect?
Though companies are going global, I still fell that as CIOs, we do not pay much attention to cultural sensitivity issues. By nature CIOs are naturally project driven and focused on getting the job done, and no one frets over such things. But, I personally feel, that resolving these issues can be critical to the success of a team.

What is the IT strategy roadmap for the future, i.e., technologies that are being tested for the future?
Going ahead, we have created a New Technology Group that has representatives from all the major Disney Parks like Hong Kong, France and the U.S. The group examines all the emerging technologies across the world and then uses them at the parks. For instance, some years back, the mobile penetration in Hong Kong was much ahead of what it is in the U.S., so we perfected the mobile applications out here and now they can be cross deployed in the U.S. market.

In the times to come, convergence across varying media will be big thing in the days to come. Today media is ubiquitous; there is a plethora of devices like iPods, mobile phones, etc. The challenge will be to deliver multi-dimensional experience. Guests in the future would want a more enhanced experience, so when they visit the Tarzan tree house, they would like more information on Tarzan or even like to see a movie clip of the film. We are gearing to deliver that enriched user experience. Disneyland will always be magical.

Scott Griffin is well-respected in the industry for the way he has turned the tables at Boeing. For the past few decades, the battle between Boeing and Airbus has been more than just 787s and A380s; it is war that will continue for as many years. And in such a scenario, the IT infrastructure can give a strategic advantage like none other. At least for now, Boeing seems to have it processes under control more efficiently than the European giant (which was beset by quite many technological issues in the past). Griffin is ensuring that Boeing does not give away the lead. My interaction with him was published in the Dataquest Magazine, the link being:(http://dqindia.ciol.com/content/cio_handbook07/GlobalCIO/2007/107041201.asp)
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‘My biggest challenge is to speed up IT absorption to meet changing business requirements’

In 2006, Boeing overtook Airbus to become the world’s largest civil aircraft company in terms of orders. In many ways, IT has been the driving force behind the company with over $60 bn in revenues.

Founded in 1916, Boeing was the first airline company to employ digital technology to designing an airliner, and under the aegis of the current CIO, Scott Griffin, it is committed to technology. Griffin has been with the company for over two decades, working his way up through various departments. Currently, he is entrusted with the responsibility of not only ensuring that the 155,000 employees spread across the world are connected and productive but also that the company stays a step ahead in the face of onslaught from across the Atlantic, ie the Airbus A-380. Scott Griffin, CIO, Boeing, shares his experience and vision with Shashwat Chaturvedi of CyberMedia News. Excerpts.

Boeing as a company has been evolving over the last many years, especially so in the last few years-from an aircraft manufacturing company to being an aerospace and defense technology firm. How is IT being used in this transition?
Information Technology is the lifeblood of a technology company. It is used to create digital (3D) design of parts, plan tools and processes. It enables “design anywhere, build anywhere”, design reuse, design partner collaboration, globalization of the supply chain, and provides tools for increasing productivity and growth.

777 was the first commercial airliner to be designed using CAD. How have technology systems evolved at the company and how has IT been strategic to it?
777 was the first commercial, digital airplane. For the first time, we did not test the fit of the roughly 4 mn parts by building a mockup. We designed the parts and assembled them in the computer, using the Dassault Systemes CATIA CAD/CAM software. Then we checked their ‘fit’, using computer simulation.

Today, Boeing and our design partners do concurrent, 3D solid design of parts, plans, tools and processes. This has enabled us to take significant cycle time out of the design/build process, and will allow us to create derivative models with minimal effort.

With over 155,000 employees based across the globe, how do you ensure connectivity within the organization and what kind of IT infrastructure is in place?
Our infrastructure is global and standard. Boeing has customers, suppliers and partners in over 100 countries. The only way to provide a reliable IT infrastructure is to provide a standard IT infrastructure.

How has your role of a CIO undergone a change at Boeing?
Boeing IT has become a proactive partner in helping the Boeing business units achieve their growth and productivity objectives. Boeing IT employees support the Boeing enterprise, but we also provide revenue-generating IT through our existing programs.

Which component or technology (enterprise) will be take the major share of your company’s budget pie in the future?
Collaboration systems and infrastructure will continue to be a key investment for us in the next few years. Boeing has also been closely working with various Indian IT firms. How has been the engagement so far and can you also touch on all the work that has been done through Indian soil?In 1997, I became the CIO of Boeing Commercial Airplanes and within my first year, I had built partnerships with 5 Indian IT firms. We are still working with all of them today, and have added several more. My Leadership Team and I visit those IT partners in person at least once a year.

We intend to differentiate ourselves from our competitors in the way we use IT products, not in building the best IT products ourselves. That being said, Boeing has a healthy IT business selling IT products to our customers, and we will continue to build IT solutions where we see external customer need.

What is the IT roadmap for the future and can you touch upon some of the innovations that have been brought out by your teams at Boeing?
My systems strategy in support of Boeing is to ‘buy and integrate.’ Our intention is to buy commercial, off-the-shelf applications and integrate them into our architecture rather than write the applications ourselves. We intend to differentiate ourselves from our competitors in the way we use IT products, not in building the best IT products ourselves. That being said, Boeing has a healthy IT business, selling IT products to our customers, and we will continue to build IT solutions where we see external customer need.

Your views on the subject of cross-cultural teams?
Diverse and cross-functional teams provide the most innovative and timely IT solutions. Boeing is a global company, and our employees, suppliers and partners are diverse in terms of culture, nationality, and geography.

You have been associated with Boeing for over 2 decades, how has the journey been, and what would you term as your high-points and the biggest challenges faced?
I have had fun in dealing directly with airline and government customers. We are a customer-centric company, and it is challenging and rewarding to work directly with our customers. My biggest challenge is shared by my CIO peers, it is speeding the absorption of enabling information technologies in order to meet changing business requirements.

When will we have a Google or a Microsoft from Indian shores? Is a question that bugs me quite often. We are the undisputed leader in software services, but there has been little attention paid to creating IP or to be specific, software products out of India. It is a shame that only a handfull of companies in India are developing products; considering the kind of experience we have in the IT domain. But things might change, as these few players are getting ambitious by each passing day and their successes might herald a whole new shift to product development.. In the article, published recently in the Dataquest Magazine, I spoke about a small revolution that is taking shape, and how this just might be it..(http://dqindia.ciol.com/content/top_stories/2007/107051001.asp)

“India is not an IT super power, how can you even call it so, we account for a few percent points in the total global IT pie. Look around you in India, the benefits of computerization have yet to really percolate to the commonest of the common. It is a fallacy to call ourselves an IT power house,” he virtually thumps the table.

Pola-rising Market
Sometime in 2001, Polaris did a reality check. It was established in 1995 and doing reasonably fair for a services company, but Arun Jain, CEO, Polaris, knew that it would not be able to compete with the likes of TCS and Infosys. For all its efforts, it would be tough to break into the big club. It was around this time that Polaris changed tracks. It adopted the Blue Ocean strategy; instead of slogging it out in the highly competitive services domain, why not coast along in the relatively newer space of product development. The company’s expertise in the banking domain would also come very handy. But even the banking domain had a few strong players like i-Flex and others. There were quite a few players competing on the plank of technology and cost. Polaris decided to bring its technical expertise on the table, and introduced componentized products based on SOA principles.

“The idea was fairly simple, but complex at the same time. Rather than selling a product, we decided to present a platform to our customers, whereby he or she could pick and choose modules or applications that were required by the business rather than going for a big-bang implementation. We termed it as Non-Disruptive Measured Steps Method or NDMS,” says Jaideep Billa, CTO, Polaris Software Lab.
With NDMS, companies were able to migrate from another core-banking platform to the Polaris platform with little or no hassle. And the results were there for all to see. “Today, top 7 banks from the top 25 use our solutions in some way or the other,” says Billa. Though Polaris could not be a shining star in the services domain, it certainly emerged as a force to reckon with in the product domain.

Does it Tally?
Till a few years back, Tally was the poster boy of Indian IT industry. A homegrown solution aimed at the small domestic players, Tally really grew in real stature. Since Tally package was customized for Indian needs and requirements, it had completely dominated the SMB space.

Over the years, the big ones like the SAPs and the Oracles of the world were focused on the big companies in India. That was till a few years and now the very same international have woken up to the immense opportunity in the SMB space. Suddenly, Tally was under attack with international players products at lower price. Its price plank was removed, the growth was stagnant and suddenly the company seemed vulnerable.
To counter the situation, Tally is trying to reinvent itself. After being funded by Reliance Mukesh Ambani Group, that also picked up a stake in the company, Tally has been trying to reach out to different markets like the Middle East. It has also decided to take the game to the enemies’ court, by venturing into the ERP space. Tally also came out with a solution for the retail sector. Time will tell if Tally will be able to tally all the different things that it seems to be doing or will it, just not tally.

——-EOM

Sam Coursen is a veteran in the IT industry, over 36 years — thats more than my age, thankfully :)– in an interview the FreeScale’s CIO spoke on whole lot of things that not only affect his company but also the overall industry at large. I liked his take on the onshore-offshore debate. His response, “..in the globalized world, everything is onshore somewhere”. Read the interaction as it was published in the Dataquest Magazine, the link being:(http://www.dqindia.com/content/cio_handbook07/GlobalCIO/2007/107062701.asp)
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‘With IT, one needs to be agnostic in the outlook’

‘Am joining a 70-year old startup’ is what Sam Coursen had said while joining Freescale Semiconductors as vice president and chief information officer in 2005. And he was not much off the mark. Freescale had existed for quite many decades as part of the Motorola group; it was only in 2004 that the company branched out. Today, it is one of the largest semiconductor manufacturer, and a leading supplier to the automotive industry.

When Coursen is not in office or trotting across the globe, he can be found at a golf course, swinging his clubs. More recently, he has developed a liking for whiteboard surfing on a lake that is nearby. Coursen likes to travel a lot and loves Sydney, though he also likes Scotland, Germany, China and, of course, India, probably due to culinary reasons. In an interaction with Shashwat Chaturvedi, Coursen spoke about the changing role of the CIO over the years. Excerpts.

At the time of joining Freescale, you dubbed it as a 70-year-old startup. What would you term as your biggest challenge at Freescale?
When I came here, I found a very good team of professionals who were exceptionally good at their work. My biggest challenge was to get the team sort of pointed to overall strategy for IT, making it more holistic in nature. To that end, we have defined a vision state that we want to attain, and have gone for major projects. It was like adding a strategic level to the function. Fortunately, for me, the team was quite capable of actual execution, so it was not that big a challenge.

While joining a big MNC that is spread across different geographies, what according to you does a CIO need to bring to the table?
Several things, but first I think a CIO needs to have the experience of operating globally. One needs to be empathetic to differences in systems and cultures, and to succeed it is imperative to adopt a global sourcing attitude. In today’s world, the concept of onshore or offshore does not make a difference for a global company, because everything is onshore at least somewhere.

How have the systems evolved at Freescale, and what are the changes that you are bringing in?
Even when Freescale was a part of Motorola, it existed as a separate business unit, so the systems were pretty much independent, and at an enterprise level. That was quite good in many ways. Some of the systems or functions were integrated to the Motorola one, so Freescale had to actually implement them from scratch, for instance, the HR function was shared with Motorola, so in the first year of separation we went for a complete implementation of the SAP HR suite, one of the most complete implementations of the suite. So, we have one single instance of HR for all our employees spread across the globe, and all our HR systems are in one place and uniform. That is not common, I know from experience that a lot of companies have HR systems based on countries or location, which makes it difficult to do a complete analysis at times, for instance, salary planning or headcount, etc. Thus, we had a set of systems focused on the business independently even when we were at Motorola, and we had to augment the systems that were shared with Motorola.

Coming to the second point, we have initiated a number of projects. My personal favorite is enterprise data warehousing. It is a big thrust for us. While our ERP is SAP, we did have a few legacy systems like in manufacturing, while some systems were in Oracle. So, there existed these data islands that one could not do much about. We are in the process of creating architecture to bring all that data in one place. It is a long drawn process, but we are making good progress. Currently, we have the core data in place. We also have a number of projects, wherein we are replacing legacy systems with new ones.

Freescale has operations in around thirty countries and more, and an employee base of 24,000. How do all these people collaborate and work?
We use the same collaborative tools that are available to all companies like Net meeting, Live Meeting, audio and data conferencing, etc. The good thing is that we have a good culture of taking advantages of those in this company, so a lot of this collaboration happened over the IM or the email. Going forward, we are looking at modernizing product design, so we are implementing PLM suites, where in there are lot of cutting-edge tools for collaboration. We are taking the first step toward PLM by implementing product data repository. The current project is to put in the foundation of the data management piece, and then look at different collaboration tools that would ride on top of the database and allow us to collaborate inside the company as well as with our partners.

Obviously, being a semiconductor company, IP protection must be a big issue. What’s the latest on that front?
We are actively looking at enhanced technology and evaluating the potential. We do have a number of security capabilities in place that relate to data storage, especially sensitive data; we use tools like encryption and what not. The employees are also sensitized to not have data in environments where it is harder to enforce patents and copyright laws. In the future, there is lot of work happening on IP protection, so you have an emerging technology that allows you to protect by particular document. For instance, a company, Liquid Machines, lets you designate certain IP with every document, which will provide enhanced levels of security. We are looking at whether we can implement those, as these technologies are not inexpensive.

For seven years you were the CIO at NCR, before coming to Freescale. How has the role of CIOs evolved?
I must admit that it has undergone quite a change. I keep reading all these debates in Harvard Business Review whether IT is really a strategic asset that can enhance value of the company or a cost to be reduced. And, that debate relates to the job of the CIO. Let me explain, A CIO cannot afford to ignore either of those two views. IT has become pervasive in every company, and it almost underlies every process. That’s good news for CIOs, and bad news as well. The good news is that IT has become an important function that can make a difference; the bad news is that because it is so pervasive, it is in a way expensive as well. As it is such a big part of the expense of the company, CIOs need to continually look at how to do the IT function more and more efficiently. We need to focus on how the whole thing can be done in a cost effective way, thereby making the company more productive. For instance, invest in manufacturing capabilities, invest in data warehousing, thereby enabling managers to make faster decisions, better ERP, supply chain, etc thereby optimizing everyone’s process. So, I got to focus at least half of my time on driving IT to be very efficient, so we can have the most possible affordability to really drive business process reengineering, and get strategic advantage over our competitors. A CIO today needs a balanced approach to the job.

What would you term as your biggest nightmare?
I share the same fears as my other CIO peers, namely a complete network breakage, data center is going to burn up, etc. As most of the companies operate on top of the IT infrastructure, it has to be there 7X24X365. It is a challenge to keep everything running smoothly, as the world is getting more dangerous with the bad guys trying to break into your systems. If we are well connected with the rest of the business, I think we will build the right systems. But, to keep them running without a glitch is the challenge.

How is it working with a multi-cultural team, and what are your learnings?
There are a lot of learnings; to have people from all across the world with different perspectives can be quite advantageous if you can leverage the multiple perspectives. I visit different regions where we have offices to meet my teammates, and then have them visit me at the HQ, so that you get to know the people face to face. It’s good that companies today tend to drive standard processes globally. But, they do vary to some degree based on local culture, local laws, and local customer needs. One needs to have a good appreciation of what can be standard, and what needs to be truly effective, and the only way to do that is to work in a multicultural environment.

What are your views on outsourcing and the big debate on core vs non-core?
Core and non-core are things that apply at a company level. For a company like Freescale, R&D would be the core. But, with IT, one needs to be agnostic in the outlook. I strongly believe that if someone can do a particular function better than me, then I should let him do it. What I don’t really like is this big second company do a total outsourcing kind of a deal. Because, I really think that it is very hard for one entity to do all the things in an efficient manner. You could term my attitude on outsourcing as more like out-tasking. For instance, 20 years back we would have gone and bought our own PBXs and built our own voice networks. But now, you go to AT&T, or any other company and buy software, etc to set up a network. This works out quite well, so no one in the right mind would look at building a voice network by them. I see a trend toward specialization, but I want to have control on the different pieces that I outsource or out-task. The people who have regretted their actions are the ones who have taken their entire thing, and outsourced it to an EDS kind of a thing.

What is the strategic roadmap for IT at Freescale?
It is interesting, systems support not geographies, not organizations, but they do support processes or a function right? For eg, a set of systems support HR function, supply change, financial, etc. Based on this, we have organized systems by the processes that they support. I have created a structure where we have defined a function map of the company, there are like twenty of these functions like finance, HR, etc. We have identified a business owner and an IT owner of each of these twenty functions who work towards establishing the vision state that I had mentioned earlier. We are currently very focused on data warehousing and manufacturing excellence, we also have a lot of work on supply chain systems. There is lot of work to keep us busy in the future.

Now that Freescale has been bought out, do you see any changes in your function?
Not really, nothing much changes for me. The owners have changed, but we always had someone owning us. Also, I see the potential as quite positive. For a semiconductor company economies of scales are important, and if by being part of a big group it could be leveraged in a better way.

This story was published in the Dataquest Magazine and is about an amazing couple from the US, the Binfords, who decided to not only make India there home, but also dstart up a venture in India that promises to revolutionize the way devices read human inputs…. (http://www.dqindia.com/content/Innovator/2007/107031701.asp)
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Reading a Bright Future

Towards the late nineteenth century, William John Warner, a young Irishman, traveled extensively through the length and breadth of India to study the ancient Indian art of astrology. He purportedly visited a lot of Brahmins in North India, studying extensively from the ancient manuscripts possessed by them. Later on, he went to create his own sect of astrology, and was known to the world as Cheiro or Count Louis Hamon.

A century or so later, their was another person who landed on the Indian soil. But this time he was not here for knowledge, rather fashioning it from here. It was the time when the ‘world had not yet been flattened’ and ‘tiger was just a cub’, when Prof Thomas O Binford decided to shift to India bag and baggage. For over three decades, Binford, a leading researcher in image analysis and computer vision, was at the Stanford University as a professor of computer science (Research). In 2000, when he retired from Stanford, Binford decided to don the hat of an entrepreneur and work on a startup. Since, he would be funding the startup from his retirement fund, he had to be quite discerning about how and where he invests the money and that is where India comes into the picture.

Handwriting Recognition Engine
Around the same time India was emerging in the global consciousness, thanks to the Y2K success. Binford decided to take a risk, and in 2001 shifted to India with his wife (a former manager at HP). Settling down in Bangalore, Binford floated Read-Ink Technologies in the space of handwriting recognition. Read-Ink is currently building handwriting recognition technology that could be used in tablet PCs to mobile PDAs that use the stylus. A whole lot of companies across the world have been trying to solve this issue. “The case is fairly simple, every individual has a unique handwriting much like his fingerprint. How can computers decipher it? How can it be digitized? We are trying to solve this problem,” says Binford.

The company is close to building a high accuracy recognition engine for handwriting and printed text. Based on this, organizations across the globe can automate their data capture process. According to Binford, the engine is going to be launched in the market soon, and already has generated considerable interest in the market.

“We are currently in the prototype stage and working on the alpha version. Hopefully by the middle of the year the product will be launched,” he says. Read-Ink has close to 20 engineers that are currently working with Binford. “Most of them are IIT graduates, highly motivated and raring for a challenge,” he adds.

For the professor the biggest source of support has been his wife, Ione. She is the CEO of Read-Ink and takes care of all the operational issues, like managing the team, marketing, etc. She even runs a small all-night accounting back-office service for American customers. “It is a small service with few clients. It helps us to cover the cost,” she says. Surprisingly, Ione does not think much of the cultural shift. “Since, I am basically from Brazil, India seems quite like home, except probably the infrastructure is much better in Brazil,” she adds gingerly.

A few years into the venture, the Binfords made acquaintance with Pankaj Jain, a Stanford University and IIT Delhi alumnus. Jain was just back from a stint in the fabled Bay Area and was planning to do something on his own. He had earlier worked with Oracle and Seibel in the US. It was after the interaction that Jain and the Binfords launched another venture, Taxila Labs.

Named after the ancient university in modern day Afghanistan, Taxila Labs is working at developing a solution that makes vast amount of information available on mobile phones both through voice and data, thereby making mobile phones as potent as the PC.

“By using the technology developed by us, companies like retailers and service providers can build storefronts and portals that consumers can access on mobile phones and discover the relevant items with ease. These storefronts and portals provide the same choice that is available over the web through a PC and thus enable the Long Tail economies on the mobile phone,” says Jain. The company is very close to finalizing deals with a few companies in India and would be commercially launching the product soon.

“We intend to run and test this technology first in the Indian marketplace, before taking it to advanced markets like Japan and Korea. Considering the mobile explosion in India, if the technology works well in India, it can work anywhere in the world,” adds Jain.

Till date, the Binfords and Jain have been funding the ventures from their own pocket. They live and work in the same building, saving on rent. The ground floor contains a kitchen and employee dining room as well as the Binfords’ bedroom and employees’ guest rooms. Things might have been a wee bit tough, but they are sure that the technology that they are developing is going to take the market by storm, the way Google and Netscape had done in the Silicon Valley. Like Ione says, “I see a dim light at the end of the tunnel”. The distance seems to be decreasing and the light is getting brighter. Who knows, as in the twentieth century the world learnt palmistry thanks to India (merci Cheiro), probably in the twenty-first century the devices might learn to read handwriting, again courtesy India (merci Binfords).

In an interview IMF’s CIO Jonathan Palmer spoke about how IT has made the organization more proactive and transparent. This story was published in the Dataquest Magazine, the link being:(http://www.dqindia.com/content/cio_handbook07/GlobalCIO/2007/107062201.asp)
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‘IT has made us more transparent and accessible’

It is hard to come across a person who has not heard of the International Monetary Fund. Even harder to come across one who does not have a view on IMF (in all probability a negative view tinged with apprehensiveness and distrust). But the irony is that not many individuals seem to really know what really the IMF does. Often, one comes across new stories that belabor the IMF’s Keynesian approach and its frequent ‘austerity programs’. The Fund, as it is referred to as, is often chastised for it recommendations to poorer nations on currency devaluation, and balancing of budgetary deficit.

Palmer is the associate director of the Technology and General Services Department of the IMF. Informally, he is the CIO at the Fund and describes himself as an ‘economist on the field’. Not such a long time ago, he was an adjunct professor at the Canberra University, when the opportunity of heading the technology division at the IMF came his way. He readily took up the challenge and seems to be enjoying his role, every bit. According to him the biggest challenge he has faced has been in terms of working with diverse and multi-cultural teams. While he admits that he is interested in open-source, he is certainly not obsessed with it and feels that proprietary standards and software also have a lot to offer. In an extended telephonic interaction from Washington DC with Shashwat Chaturvedi, Palmer spoke to Dataquest and gave an insight on what makes the IMF tick. Little surprise, it is indeed technology. Excerpts.

How does technology help the IMF meet the changing needs of member countries in an evolving world economy?
The IMF has a clear strategy for responding to the changing environment, in particular to the challenges of globalization. It’s called the Medium-Term Strategy or MTS. Technology plays a strong role in supporting this strategy. For example, since one of the requirements of the MTS is enhancing the IMF advice on financial and capital markets, we are assisting in developing new financial models for assessing risk. We are also working on reducing e-mail overload and maintaining the Fund’s efficiency, and several other aspects related to the MTS. In brief, IT helps us in meeting up with the challenge of globalization.

The IMF has been established to promote international monetary cooperation and exchange rate stability. What are the mechanisms in place to help the IMF meet its goal? How strategic is IT in meeting these objectives?
All our processes are completely enabled by IT and technology. IT has been integrated in all the core activities of the IMF, which include surveillance, financial and technical assistance. We have a broad portfolio of systems, data warehouses, publishing systems, document repositories, economic models, and a range of systems that support our Human Resources Department, our Finance Department, mission travel, etc. To say that IT is strategic will be an understatement, as it forms the basis of all our operations.

Starting with around 40 member countries in 1945 to over 180 now, how does the IMF link all these member countries and how are the statistics recorded?
The IMF has 185 member countries at present. Its organization includes Resident Representative offices in about 90 countries, three regional offices, and six technical assistance centers. All the staff in these offices are linked to the head office in Washington through our network, and we are making increased use of video conferencing, Internet telephony, instant messaging, and extranets to improve this linkage between IMF staff at headquarters and the staff in the field.

As far as collecting statistical information is concerned, we use a highly automated and secure system called the Integrated Correspondence System. We are also participating in an initiative called SDMX (Statistical Data and Metadata Exchange), which is defining formats for the exchange of data and metadata. This is relevant because to automate the collection of data and integrate data across countries, it is important to have appropriate standards. The IMF is playing a leadership role in this area.

How has the current IT infrastructure evolved over a period of time and what is the current infrastructure?
In the last year or so, we have put a lot of work into improving our infrastructure redundancy and availability. We have two data centers at headquarters, which operate independently and support each other if one of them goes out. We also have a remote DR facility, from which we can host systems in the event of a major disruption to our headquarters.

Another change is the support for new devices in the network, like Blackberries and Windows Mobile devices. We recently finished a pilot deployment of Skype and we’ll be deploying it organization-wide as a platform for instant messaging and telephony. Also, we are exploring software as a service. We are working towards keeping up-to date with the latest that technology has to offer. The two key drivers behind all our initiatives are high availability for our global workforce and cost-effectiveness, all in the framework of our MTS, as I mentioned before.

A major accusation against the IMF is the apparent lack of transparency, are there some initiatives in place to deal with this as well?
We have made enormous changes in accessibility to information and our website has been a key mechanism for that. We now publish the vast bulk of the material that we produce on surveillance, at the global, regional, and country-specific levels. The challenge for us now is to recognize that it’s not only a question of putting the information in the public domain, but communicating effectively about what the information means. That’s a challenge that technology can support. We are already doing much more video presentations through our website, we have plans to provide enhanced support for multiple languages, and right now we are doing some very interesting work on data visualization.

You have been associated with the Australian Bureau of Statistics, and the New Zealand Statistical Authority, and have been adjunct professor at the University of Canberra. So can you talk about the transition of roles? How does it feel to be a CIO of an organization that has such a major role to play in the global economy?
In many ways my role is not unlike the ones I’ve had in public sector institutions. I’m continuing to work in organizations that have a very strong public mission and do important work. But there is a difference in the global dimension this time. Personally, I’m enjoying the diversity and high caliber of the staff at the IMF.

HERE is an article of mine, recently published in the Dataquest Magazine, wherein I discuss about how technology can be employed to save big cats, especially the Royal Bengal Tiger, in India..A very special article for me…

(http://www.dqindia.com/content/egovernance/2007/107062701.asp)
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The Last Roar?

Can technological innovations like GIS, GPS, Radio Telemetry save India’s national animal from certain extinction? The good news is that transformation is underway, the bad, it isn’t fast enough. Fortunately, technology might just rescue what humans have forsaken…

Wednesday, June 27, 2007

Tiger count tells a sorry tale’ screamed the headline of a leading newspaper on a sultry May morning. It was a page one lead story: a bolt from the blue for Indians who woke to the harsh reality that the National Animal had suffered a body blow. It was not the first time that such a thing had been reported. Over the past few years, there have been quite a few sting operations conducted by media houses to present the real picture. Experts have been crying hoarse over the catastrophic decimation of the species. Yet, f or the past many years, the country was lulled into a fall sense of security that all was well in the 30 odd wildlife reserves in India. The babus claimed time and again that not only were the tigers safe and sound, in fact they were thriving in the tranquility of the reserves. Nothing could be further from the truth!

The Wildlife Institute of India (WII) based in Dehradun, burst that bubble by presenting the truth to the nation last month. The preliminary report released talked of how tiger numbers had reduced quite drastically. According to WII estimates the tiger population in 16 of the country’s 28 tiger reserves in 2006-07 had fallen by over 50%. From 1,233 tigers in 2002, the reserves across Madhya Pradesh, Rajasthan, Maharashtra and Chattisgarh currently house only 490 or so tigers.

The story was picked and splashed across the media, some papers even terming it as the worst decline in tiger population since 1973. There were numerous articles, features in papers, debates and discussions on TV channels. Everyone wondered what had gone wrong, and that too so suddenly. How in the world was that possible? What had happened to all those tigers? Had they been killed for skin or bones, or had they just vanished? These were questions that were troubling every mind.

The answer was fairly simple: technology had ‘happened’ to the tigers. Or, more appropriately, to the art of counting tigers. Indeed for over two decades the science of census had been turned into an art by the officials manning the 28 tiger reserves in India. Using pugmark methodology, the census artists arrived at numbers that were vastly exaggerated and no way matched the numbers on the ground. That was the very case in Sariska.

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Number of Sanctuaries and Parks for Wildlife in India
Number of national parks: 80
Total area of national parks sq km (5% of forest area): 36,882
Number of sanctuaries: 501
Total area of sanctuaries (17% of forest area): 120,052 sq km
Total protected area (22% of forest area): 156,934 sq km
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Source: Project Tiger

Going, Going, Gone
In December 2004, a news report highlighted the fact that there were no more tigers left in the Sariska Tiger Reserve, Rajasthan. It came as a rude shock, as till then the official record showed a healthy population of around 25-30 tigers in the reserve that is spread over an area of about 880 sq km, with three core areas (areas where no human are supposed to be present) and buffer zone (forested area with tribals).

In the wake of the uproar that followed, Prime Minister Manmohan Singh announced a CBI inquiry into the matter and even set a Tiger Task Force to study the issue and suggest remedial measures (the report was submitted and yet no action was taken, as usual).

“Sariska was simply a case of inaction. The poachers dealt a fatalistic blow to the few tigers that existed there. While all the time officials were talking about 25 tigers in Sariska. Every researcher knew it was a farce, because no one had sighted a tiger for quite many years. Those were just paper tigers, that existed solely on paper,” says Valmik Thapar, a renowned tiger conservation activist and author of quite a few books on the tiger, the latest being, The Last Tiger. He was also on the Tiger Task Force set up by the Prime Minister.

A Tale of Tall Numbers
At the turn of the twentieth century, there were an estimated 40,000 tigers in India. Indiscriminate hunting and loss of habitat resulted in a drastic dip in numbers, and by the ’70s, not more than a few thousand remained. There was international uproar as India houses close to 50% of all tigers, and if they disappear here it would effectively mean the end of the species. The future of the tiger looked dreary. The Prime Minister, at the time, Indira Gandhi, deciding to take matters in her hands set up a team to study the issue and come up with a plan to save the tigers. The team was headed by erstwhile ruler of Jammu & Kashmir, Dr Karan Singh. Based on the report submitted by the team, Project Tiger was launched amidst much fanfare in 1973.

Initially, Project Tiger was conceived for six years, from 1973-79, and was launched by setting up eight tiger reserves across the country (Sunderban was added at the launch, taking the number to nine). Over the years, the project received much success and was even termed as the ‘most successful wildlife conservation program’ in the world, by reputed international agencies. Gradually, the number of tiger reserves increased to 30 and by 2005, India had 90 national parks and 501 wildlife sanctuaries.

Thus, going by official figures, there were over 3,600 tigers in India by 2002. But the real story was something else. The figures had been arrived using pugmarks, which according to many is a faulty procedure. As it was solely based on human discretion, the figures could be easily inflated to reflect an increase in numbers while there was none.

“Pug mark census methodology was turned into an art by the officials. It was used to fabricate numbers. By the 90s, we all knew that the tiger population was declining, yet the reports would show that the numbers had actually increased,” says India’s premier tiger scientist and conservation activist Raghu Chundawat

Arriving at the Right Numbers
In the latest survey conducted by WII, the institute used advanced technology like DNA sampling and camera trap techniques to arrive at the current figure. The WII estimates showed that tiger numbers had fallen in Madhya Pradesh by 61%, Maharashtra by 57%, and Rajasthan by 40%. Compare this with the government’s first tiger census; conducted under the Project Tiger initiative, begun in 1973, it counted 1,827 tigers in the country that year. Since then the tiger population saw a steady rise to reach 3,700 tigers in 2002. Use of technology has effectively curtailed the numbers by half.

“Tiger count is a wrong terminology being used by everyone. We are not counting tigers; we are estimating the density of the tigers in a given area using scientific methodologies to arrive at the figure. Numbers by itself can be quite an erroneous game,” says BC Choudhary, senior scientist, WII.

Camera trapping is one of the technologically advanced ways of estimating the population of tigers. In this, cameras are placed across the jungle and whenever a tiger crosses a beam, the camera captures an image. As every tiger has a unique stripe coat, there is no question of the numbers being duplicated.

“Fortunately, after 40 years of wasting public money and effort, the pugmark census total count methods have been abandoned. I have been saying for 22 years that it did not work but the bureaucratic lethargy carried it so far…at great cost to tigers and to tax payers. Now even the government appears to be switching over to sampling-based methods I have used since early 1990’s,” says renowned Indian scientist, K Ulhas Karanth, director, India Program & technical director, Tigers Forever, Wildlife Conservation Society.

“Camera trapping is useful and cost effective for getting good estimates of tiger numbers in critically important reserves and populations. It is not meant for recording tiger presence across large areas or states or the country. It is a powerful and specific tool for a specific purpose,” adds Karanth.

The Poaching Menace
Without an iota of doubt, the biggest threat to the tiger is from the two-legged animal that violates the park rules and comes armed with sophisticated guns. Poaching and illegal trafficking of tiger body parts is big business. Data available at Project Tiger Directorate indicate that out of 173 deaths of tigers during 1999-2004, 83 were due to poaching. Out of the remaining, 60 deaths were due to natural causes, 13 due to electrocution, 7 due to poisoning, and 10 due to infighting. Thus, loss of tiger life due to poaching, poisoning, and electrocution works out to 103, which accounts for more than 60% of tiger deaths, reveals a CAG report for the year ended titled, “Conservation and Protection of Tigers in Tiger Reserves.”

Selling tiger skin and body parts is a highly lucrative proposition in foreign and domestic markets. Apart from tiger skin, nails, bones, tooth, fat, male genital, etc fetch anything from $300-500 per item. Tiger parts are high in demand in China, where they are used in traditional medicines. Other countries like Taiwan, Vietnam, Thailand, Singapore, are also known to be destinations for tiger parts. Not only those, sheikhs and the emirs in the Middle East are known to pay high price for tiger skin.

There are no two ways about it. If you want to save the tiger, you need to stop the poaching. Technology can be employed in the battle against poaching in a variety of ways, right from investigation to prosecution.

Sujoy Banerjee, director (Species Conservation), World Wildlife Fund (India) talks of how in the UK, the government has used a high-tech application to dissuade people who were stealing rare birds’ eggs from the nests: “The authorities identified these poachers and noted the registration number of their vehicle. Now, whenever these vehicles are found moving in such protected areas or towards Scotland (as these poachers also shifted activities to Scotland), the movement is tracked using cameras fitted by the roadside. This has helped in curbing their activities largely.”

A Black-book of Poachers
If catching a poacher was tough in India, getting him prosecuted is infinitely more tough. The big problem is that poachers are always on the move and strike at different reserves each time. This creates a problem for the police, as they are unable to corroborate the past history of the poacher in front of the magistrate, resulting in the poacher being let off easily. If there could be a central repository of all these crimes against wildlife it would be so much easier to prove cases against poachers.

“Analyzing the records in our database allows us to monitor trends in wildlife crime, which, in turn, allows us to advise enforcement officials. Secondly, we often find that poachers and traders linked to organized wildlife crime networks tend to stay in the business all their lives, and work in close knit cliques of relatives and family friends. Our database allows us to track these criminal networks as well,” she adds.Thus, if the WPSI team finds that a recently arrested individual has been arrested/convicted before for a wildlife crime, they pass the information to the public prosecutor so that the criminal’s bail application can be opposed more strongly. This database is regularly updated at WPSI and is a big asset in the fight against poaching.

Roger…Roger
Effective communication is the key to protection from forest fires, poaching, timber felling, grazing, encroachments and other illegal activities. While the poachers have been known to use sophisticated communication devices like wireless sets, UHB Radio, and even ham radio, the state of the forest guard is abysmal. “As many as nine tiger reserves- Manas, Valmiki, Indravati, Melghat, Pench (Maharashtra), Tadoba-Andhari, Periyar, Sariska, and Ranthambore were not equipped with adequate means of communication to counter illegal activities. In the Manas Tiger Reserve, four ranges, fourteen beats and two check posts were functioning without wireless network,” the CAG audit states.Not only that, even in sanctuaries where the communication network did exist, in most the devices were damaged. The Nagarjunsagar Tiger Reserve could not utilize the available communication/wireless network as per the advice of police authorities due to extremist activities in the area, and no persuasive action was taken by the forest authorities as of March 2006.

It is obvious that the Project Tiger officials do not pay much attention to communication among the guards. The consequences of such laxity are quite disastrous, and in the end it is the tiger population that takes the hit.

On the Tiger’s Trail
One of the best known methods to trail a tiger or a lion is through radio telemetry. In this, a tiger is tranquilized and a collar containing a radio antenna is put on the tiger. A researcher armed with a receiver can easily track a tiger with the aid of radio telemetry.

“Radio telemetry is a very good example of how technology can help. The tiger, as a species, is difficult to see. By nature tigers are very elusive and the quite hard to spot in the tall elephant grass. Also, it is a fact that they travel quite long distances. A male tiger often lords over an area of around 250 sq km, thus, without radio telemetry it would be hard for a researcher to track him down,” says Chundawat. In the past Chundawat has had immense success in discerning tiger behavioral patterns using radio telemetry and satellite collars. But then the red-tape stalled all Chundawat’s research efforts.”The biggest issue in use of technology, say radio telemetry or chemical immobilization, is the problems of getting research permissions. The officials managing wildlife are usually rather ignorant of science and technology and the utility of sound research. As a result, despite tremendous support to technology in other fields like medicine, ICT, agriculture etc, the field of conservation is held back by archaic mindsets. Sadly, our science policy leaders are ignoring this problem,” says Karanth.

Mapping the Forest
Another ambitious project launched by the government was digital mapping of all the wildlife sanctuaries and tiger reserves in India. It is important as an understanding of spatial factors such as connectivity between forest patches can help managers plan where and how to assign resources and efforts in general. Geographical Information Systems (GIS) are an essential tool to both wildlife managers and researchers alike.”With the development of technology, use of Geographical Positioning System (GPS) is also coming into vogue. It has been used to track the movement of Siberian cranes and sea turtles. Some tigers radio collared recently have a small GPS attachment which puts itself on at a certain time of the day as programmed, and then searches for satellites for fixing the location of the animal. The unit switches off by itself. It also transmits data to handheld devices which can be transferred onto a GIS,” says Banerjee.
Yet the signs have not been quite encouraging on the mapping front. For instance, in March 2004, the Ministry of Environment and Forests sanctioned a project at the cost of Rs 1.39 crore for mapping wildlife sanctuaries and parks by the WII.

The project was to be completed in 36 months with the aim to generate accurate, reliable and latest base line spatial information on forest types and density (using satellite imagery) and topographic features (supplemented by latest satellite imagery), On the completion of the pilot, WII was to take up the complete mapping and monitoring of wildlife sanctuaries in coordination with the Indian Institute of Remote Sensing (IIRS), National Remote Sensing Agency (NRSA) and Aligarh Muslim University. But according to the facts in the CAG report, “out of the five sites selected for this pilot project, three were tiger reserves, namely Corbett, Tadoba-Andhari and Dudhwa. The identified targets included generation of satellite data by July 2004 and securing the Survey of India (SoI) topographic maps by September 2004. However, both activities were not completed even as of March 2006. As against the projected expenditure of Rs 1.20 crore in the first two years, Rs 0.73 crore was released of which only Rs 0.30 crore was spent till the end of February 2006, indicating poor progress of the project.”

“Project tiger creates much hype about use of technology, but the performance on ground has been rather poor. They claimed to provide web-based access to their survey data three years ago. I see no sign of it at all even today. A lot of hype really,” says Karanth.

George Schaller, a globally renowned field biologist, and known as the greatest naturalist of the 20th century, sums up the issue beautifully. “Field biologists, such as Karanth and Chundawat, can use technology in the form of satellite radio-collars, camera-traps, DNA analysis of scats and other techniques to determine population size, movement patterns, and other aspects. That provides extremely valuable information. Such knowledge is essential for conservation-but it is not conservation. Conservation, in the final analysis, is culture, economics-and politics,” he mentions.

Baghbahadur and More
Indeed what Schaller says is quite true. In the end, conservation is also politics and the only way (read the right way) to influence politicians is through public opinion. If there is a huge rabble raised, usually the politician will have to back down. Internet can play a big role in influencing the opinion by projecting the true state of affairs to millions of individuals across the globe. Quite many tiger activist have woken up to the potential of the net.Ajay Sartape is one such individual. He has recently launched a tiger portal, http://www.baghbahadur.com/, in conjunction with a friend. He aims to consolidate all the disparate information on the internet on a single site. “Not only do we intend to provide information but also attempt to promote conservation. The problem with tiger conservation is that the common person is unable to associate him or herself with the cause. By providing different means and channels, we hope to spread the word on tiger all across India. The success of Baghbahadur will be in influencing policy decisions through public opinion,” says Sartape. Tall aim, but Internet has been known to connect individuals like no other medium did so in the past. Thus it could play a big role in conservation. “Internet has revolutionized how information on conservation issues is disseminated. It also improves fund raising opportunities for conservation groups and the dissemination of knowledge about the species in question,” opines Banerjee.

Any Silver Lining?
The complete report by WII will be out by December 2007. In such a gloomy scenario, one wonders if there is really any hope left for the lord of the jungle. “Technology can enable informed decision in a timely fashion and more importantly make the whole process transparent, making people accountable for their decisions and actions. This is what has been missing in Project Tiger,” says Chundawat.Thapar sounds skeptical. “The real fact of life is that tiger protection is not a priority for the government. So all it does is provide lip service. In many ways, it was only under the Gandhi family’s direct rule that the tiger was safe. After Rajiv Gandhi’s death, the numbers have been fast declining. Even the current government does not seem keen. There was the talk of setting up a state-of-the-art Wildlife Crime Bureau, but it exists only on paper,” says Thapar, ending with a note of caution, “There will not be any recovery. Damage done is damage permanent.”Meanwhile, Rajesh Gopal, director, Project Tiger was away in Europe and Ganga Singh, additional director, India Ecodevelopment Project, Ministry of Environment and Forests, would not comment, “as we need clearance from the ministry,” he said.

But can technology come up with a solution that will solve the issue, something like what was shown in Jurassic Park. Adam Barlow from the Sunderbans Tiger Project in Bangladesh dismisses the thought. “Blind faith; this is generated with respect to the idea that technological advances can combat large scale long term environmental damage-not with current knowledge, which has been proven insufficient, but with the hope that ‘well we’re bound to think of something!’ The reliance on advancement in technology to solve social and environmental problems is a fallacy, made dangerous by growing acceptance,” he says.As Schaller says, with characteristic brevity and clarity, “India has to decide whether it wants to keep the tiger or not. It has to decide if it is worthwhile to keep its National Symbol, its icon, representing wildlife. It has to decide if it wants to keep its natural heritage for future generations, a heritage more important than the cultural one, whether we speak of its temples, the Taj Mahal, or others, because once destroyed it cannot be replaced. If the answer is yes, then plans can be made and implemented.”

Jim Corbett, the famous hunter and conservationist, had sounded a warning more than half a century back in his famous book, the Man-eaters of Kumaon. “I am convinced that all sportsmen, no matter whether their viewpoint has been a platform on a tree, the back of an elephant or their own feet, will agree with me, and that is, that a tiger is a large-hearted gentleman with boundless courage and that when he is exterminated, as exterminated he will be unless public opinion rallies to his support, India will be the poorer by having lost the finest of her fauna.” So let us not bat an eyelid and rally to the tiger’s support, there might just be a chance, a rather slim one.

Chip Inside

In 2002, the leopards in Maharashtra had turned into public enemy number one. There were numerous cases of leopard attacks. Wildlife biologist and vet, Aniruddha Belsare, decided to study the human-animal conflict. He tagged a few leopards that were caught in the proximity of human settlements, and later released in the wild. The chips implanted were passive alphanumeric tags. “The study threw up some very interesting clues. As these leopards were released in the wild, in certain cases close to 400 km from their home territory, they were disturbed. Because of that they started attacking cattle, animals and even humans. They became aggressive due to habitat displacement,” he said. Belasare also talks how leopards try and hone into their home territory, in one case a leopard that was chipped was found over a 100 kms away from the location he was released, he was trying to return to his original base. “Technology can be used greatly to study conflict in animals with radio telemetry and embedded chip,” says Belasare.

DNA Profiling
As it is hard to identify a tiger due to its elusive nature, researchers are all the time trying to find a solution. Non-invasive DNA-based techniques, which identify individual species and animals with the molecular analysis of collected hair and scat samples. With the profiling in place, trends in tiger behavior will be easier to discern. There are two institutes in India that are currently working on DNA profiling, WII and the Centre for Cellular and Molecular Biology in Hyderabad. “DNA analysis on wild population can also help monitor poaching trends. For instance, if we had a DNA profile of all the tigers, and if we caught a tiger skin, we could compare it to the database and find out where this tiger had been killed. If there are more cases from a certain forest reserve or reserves, you know where these poachers are active,” says Chundawat.

Tracking Elephants with GPS
WWF in India is using GPS to track elephants in Assam. “We are tracking the movement of elephants in Assam (by following elephant herds, or using secondary indicators of elephant movement such as dung, footprints, etc) by using GPS. The data is transferred on to a GIS, which gives us critical corridors”. says Banerjee.The study has thrown up a lot of data on animal behavior and helped understand human-animal conflict better.

By using this technology, we also come to know more about their “errant” behavior, for eg, the very recent storming of Hojai town in Assam due to which a curfew had to be imposed for two days,” he adds.The Wildlife Protection Society of India (WPSI) has created one such database, a veritable of who’s who of Indian poachers. “At WPSI, we work extensively with enforcement agencies such as the Forest Department and the police. We have found that one of our most effective tools is our wildlife crime database which has over 15,000 records of wildlife crime from in and around India,” shares Onkuri Majumdar, senior project officer and the legal program, WPSI.

Electronic surveillance in the jungle
Wildland Security, a U.S. based company, has designed electronic surveillance technology for monitoring of protected forests. Labeled as TrailGuard, the remote electronic surveillance technology increases the effectiveness of protection efforts both in terms of the cost effectiveness of monitoring as well as by increasing apprehension before poaching occurs. TrailGuards work by detecting human intruders as distinct from other animals that may be in the forest. The principle discriminate that we use are magnetometers (metal detectors) buried near the principle trails poachers are likely to use. Humans would be the only ones carrying iron objects-machettes and guns, for example. The detection events are then transmitted by a radio data link to a low-cost satellite internet gateway located in the canopy. And hence to the internet and a web server where the event is recorded and then emails, GSM SMS text messages and satellite pages are sent to a designated list of parties such as the chief ranger and, possibly, funding agencies. So within a matter of a few minutes after an intrusion is detected, patrols can be dispatched to where the event occurred, says Steve Gullick from Wildland Security.Is it costly? “The system is in a prototype stage so I can not give exact figures as to the cost once it is in full production. I think it would be in the order of $1,000 per trail site protected. I also think that in many areas there may be only 6-10 principle established trails into an area so a large number of TrailGuards would not be required to provide a greatly increased 24/7 surveillance,” says Gullick.He has been approached by Biswajit Mohanty of Wildlife Society of Orissa for elephant protection and Ulhas Karanth as well. Probably TrailGuards can solve the issue of monitoring the parks, a big issue in India.

—EOM