Archive for December, 2011

Putting employees first pays off in customer service

December 22nd, 2011

This is Karl Moore of the Desautels Faculty of Management at McGill University, Talking Management for The Globe and Mail. Today I am delighted to speak to Vineet Nayar who is CEO of HCL Technologies, one of the largest I.T. outsourcing firms in the world.

Your bestselling book, Employees First, Customers Second seems to turn one of the central ideas that we teach at our MBA program on its head. What is the central idea of your book?

VINEET NAYAR: I don’t think it actually turns it on its head, it says the obvious. The question is “What is the core business of any corporation?” and the answer is to create different shared value for its customers. The second question is “Where does that different shared value get created?” and the answer is in the interface of the employees and the customers. Hence we ask if the employees in that interface create a different shared value, what should the business of managers and management be? The answer to that question is the business of managers and management should be to enthuse and encourage employees so that they can create a different shared value: Enhance employees first and customers second.

KM: So, in this model, the customers also win as well?

VN: I think the customers win, the question is any company that says “customer first” does not know how to deliver that promise. All I am saying is by employees first you can actually deliver your promise of customers first. If you do not put the employee first – if the business of management and managers is not to put the employee first – there is no way you can get the customer first.

KM: So what are some of the practical ways that you put an employee first at HCL?

VN: The trust between the management and the employees is amongst the lowest today in the world. The first thing that you need to do is create an environment of trust where the employees believe what you are saying and are willing to follow you wherever you are going. Therefore, by pushing the envelope of trust you can create an environment of trust. So that’s the first thing that you need to do.

The second is you need to make all the enabling functions, HR, finance, and all these functions, the office of the CEO which all have enormous power with them, accountable to the employees as much as the employees are accountable to them. So we created an electronic trouble ticketing system where an employee can open a trouble ticket on any of these functions and they have to resolve these issues within a certain period of time and the ticket is only closed by the employee.

The third is to make the management and managers as equally accountable to the employees as the employees are and one of the initiatives we took was my 360 Degree [performance feedback] is done by 80,000 employees across the world and the results are published on the Web. That is true of 5,000 other of my colleagues and this is purely in development, this 360 Degree, which we use for development purposes but the very fact that you as an employee can rate a CEO and the results are published on the Web for all to see creates accountability for the managers and management, and creates a culture which unlocks a huge amount of energy in the corporation.

Those are three small steps of how you can make an organization which is stop-heavy into something which is accountable to the employees with huge amounts of energy which gets unleashed as a result.

KM: This has been Karl Moore of the Desautels Faculty of Management at McGill University, Talking Management for the Globe & Mail.

Source:http://www.theglobeandmail.com/report-on-business/transcript-putting-employees-first-pays-off-in-customer-service/article2278283/?utm_medium=Feeds%3A%20RSS%2FAtom&utm_source=Home&utm_content=2278283

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Outsourcing IT a prominent trend across Asia in 2012

December 22nd, 2011

Gartner’s top 10 trends that will affect infrastructure and operations in five years include virtualization and cloud computing. Additionally, IDC predicts that by 2015, 20 per cent of enterprise application spending will be hosted on the cloud.

Given the current global economic situation, IT leaders in Singapore and the rest of Asia will continue to look at reducing costs and achieving maximum return on investments in 2012. Speed to market will also continue to be critical to IT deployment as companies will focus on ensuring growth by creating new customers and expanding into new markets. As such, achieving strategic priorities through outsourcing IT infrastructure will be a prominent trend in Asia come 2012.

A recent independent study commissioned by Savvis that surveyed global IT decision makers showed that 27 per cent of IT leaders plan to outsource their IT infrastructure in 2012. This number looks set to grow over the next few years, especially in Singapore. In fact, the survey found that within the next 10 years, 75 per cent of Singapore IT decision makers are expected to outsource the majority of their IT infrastructure and more than half of these leaders will opt to move their infrastructure to the cloud.

Outsourcing IT infrastructure allows companies to focus on their core business while ensuring the quality of their IT systems and operation. The many other benefits of outsourcing IT include lower costs, the ability to scale up and down, access to specialised services, increased competitive edge and staffing flexibility.

Singapore leads the shift to IT outsourcing in Asia

When compared to companies in the US, Singapore companies’ lack of legacy systems urges leaders to outsource IT as quickly as they can. Singapore is catching up with the mature markets, like Australia, which have led the way in outsourcing IT infrastructure. China and India are only slightly behind Singapore and we are witnessing an increase in demand for managed services, specifically in India, as more enterprises seek advanced IT infrastructure capabilities.

The rise of the pay-as-you-go model

As companies adjust to and recover from the global recession, business leaders are no longer interested in just keeping their IT operations running smoothly. They are now seeking to implement the appropriate solutions that will help them adapt and grow. Companies want capacity when they need it, and they prefer to only purchase it when they want it. As such, we are seeing more IT outsourcing vendors moving toward a pay-as-you-go model that provides more flexibility and agility in companies’ IT deployment.

Allaying security concerns through the use of hybrid Security has been an important factor that leaders consider when it comes to outsourcing infrastructure. Over the past few years, however, companies have become a lot more comfortable with their information running in an external data centre or “in the cloud.” This can be attributed to an increase in the utilisation of hybrid cloud models to host applications. Hybrid cloud models allow confidential fields to reside within an organisation’s firewall and only be visible to users within it, while outside the firewall, only non-sensitive fields are accessible.

Driving business priorities with cloud

As most IT strategies are now closely mapped to business strategies, outsourcing solutions that offer a positive impact on a company’s performance are gaining the most momentum in the market. When IT is not core to the business, high-performing companies selectively outsource IT if it is perceived a high-velocity enabler of their business or non-strategic function of their IT organisation. This allows leaders to focus resources away from IT and direct to activities that are critical to the success of the company. These companies have quicker speed-to-market, leaner costs and the ability to create new products, services and capabilities that provide an advantage over the competition.

The ultimate objective of outsourcing IT is not just to reduce costs, but to drive business priorities. IT delivery models such as cloud are a strategic choice for companies of all sizes that want to satisfy a diverse end-user base and greater flexibility.

To effectively capitalise on cloud computing solutions in 2012 and beyond, organisations will need to transform their thoughts about the role of IT and revamp their IT departments to better understand when to leverage a more standardised, cloud-based model and when to retain assets and expertise in-house. IT leaders need to be aware that cloud is a tool that will help optimise spending amidst shrinking budgets while accelerating growth and productivity.

Source:http://www.mis-asia.com/mgmt/outsourcing/blog-outsourcing-it-a-prominent-trend-across-asia-in-2012/

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‘More and more customers see Indian IT as the solution to slowdown problems’

December 22nd, 2011

He’s received a lot of attention globally for his ‘employee first’ campaign, a departure from the standard ‘customer first’ theme that companies have. Not everybody still agrees with Vineet Nayar, the CEO of HCL Technologies. But there is some evidence that his campaign is working. HCL has seen better revenue traction than some of its big Indian IT peers in recent times. In outsourced R&D services, it recently unseated Wipro from the top spot, a position that Wipro had occupied for many years. And despite a looming global recession, Nayar appears more confident than most IT CEOs today. On a recent visit to Bangalore for an employee event, Nayar spoke to TOI on a range of issues.

How is the global slowdown impacting Indian IT?

For customers, the visibility to the future is opaque. They are confused and will be so for some time because they have not understood what this whole European thing means to them. But we just had a customer meet in the US, where 1,400 customers came; this at a time of recession. It’s unbelievable. The number of deals that are happening is very, very large, larger than ever before. And it is churning, moving from one vendor to another.

I did an interesting analysis. If you take the top 10 vendors in the world, 5 Indian and 5 global, the Indian vendors had 13% marketshare two years ago, they today have 17%. The incremental business that these 10 got was $24 billion. Out of this 45% went to Indian service providers. There are two messages here: the growth that Indian service providers are seeing is at the cost of the non-10, and at the cost of the global 5. So you will continue to see Indian IT growing. More and more customers are seeing Indian IT as a solution to their problems (of slowdown etc), and therefore the growth trajectory of Indian IT will continue.

You are gaining at the expense of the global 5, why?

Several reasons. First, the pre-recession contracts that the global 5 signed with customers were written based on growth. When recession came, the customers’ volumes came down. But the vendors did not collaborate in degrowth, because they were worried about their own balance sheets and P&Ls. Now those contracts are coming up for renewal, and when they do, the customers don’t want to renew them with the old vendors.

Second, Indian IT, companies like HCL, was not in total IT outsourcing. We were immature babies in 2005. Now we are very mature and are a credible choice for customers.

Third, today we are culturally more aligned to them. No American manufacturer will today do business with you unless you have a strong sustainability agenda, because that’s part of their culture. When we came up with the campaign called ‘employees first’, and making management accountable, it somehow fit into being socially responsible. We came across as a company that’s good to do business with, not sweating out employees for margins and profitability.

So you are expecting good growth even if there is a global recession?

In the foreseeable future there is enough out there that will move the Indian IT way. So degrowth is out of the question. Would the growth be 30-40% like it was before the last recession, that’s not visible to me. Earlier, only 5% of deals that came to market would go to a different vendor, 95% would go to the same vendor. That percentage is moving to 30% and if it stays there, that’s enough, we don’t have to worry. If it goes back to say 10%, then we have to worry. Vendor churn and consolidation is the single factor that is making Indian IT grow. The overall IT budget growth is only 1-2%, so the churn is what is going to drive growth.

Many of your freshers have been sitting idle, ever since they joined almost 6 months ago. They are getting very worried.

Customers have become very demanding now. They want more experienced people. We have to deal with it. It’s an industry wide problem. A lot of freshers are today sitting on the bench. And it’s reflecting in utilization also.

Our financial services customers are not in the best of position right now. They want continuity, and they are afraid about us using freshers. In manufacturing it’s different, we are seeing total IT outsourcing deals (where you take the customer’s entire IT and run it, as against doing specific projects). In total IT outsourcing, nobody cares whether you are using freshers or laterals. We sign a contract for a deliverable, and who we run that with is not the customer’s outlook.

The freshers have to go through some experience before they can be absorbed. In our company the issue is less because the number of freshers we take in is less. We signed a lot of total IT outsourcing deals in 2008, 2009, because of that we can have freshers. We won those deals using laterals, and we are now replacing them with a lot of freshers so that the laterals can go out to get the next lot of deals.

So what assurance can you provide freshers?

They have the assurance that every single fresher will be deployed. We have never asked any fresher to go anywhere other than for attitudinal issues.

HCL is growing faster than some of its peers. What’s the reason?

The first reason is, we have innovated this whole employee centricity platform, creating more energy in the organization. We spend more time in communication than some of our competitors, so the execution is smarter. The second is, we have been able to attract brighter people because of our focus on laterals, and therefore the experience we are able to offer our customers is better. The third is, we sharply targeted total IT outsourcing. When others were focused on application development, in 2005 we decided to target total IT outsourcing because of our dominance in infrastructure services. Combining infrastructure and application is total IT outsourcing. As per (research firm) TPI, we are in the top 6 in the world in this in total deals signed. Fourth is, not caring too much about what others have to say. If you hand over the reins of judgment to somebody else, you will never be happy. Every day you come to office, you must find something to be proud of, and we keep finding that.

But your margins are lower than most of your Indian peers.

Lower margin is a strategy for us. We are in the total IT outsourcing market, where the projects are of longer duration, but the margins are lower. In this, we are competing with the IBMs and Accentures of the world. Their profit margins are exactly the same as ours. Why aren’t our margins the same as Infosys? Because that’s not the market we are in. They focus on developing specific applications.

Source:http://timesofindia.indiatimes.com/business/india-business/More-and-more-customers-see-Indian-IT-as-the-solution-to-slowdown-problems/articleshow/11195051.cms

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G4S wins Lincolnshire police deal, more work awaits

December 22nd, 2011

The 10-year deal with Lincolnshire includes the largest range of services offered in a contract by any police authority in Britain.

Ten other authorities attached to the initiative in a non obligatory role could avoid a lengthy tendering process and take up a contract with G4S in future, pushing the total value of outsourcing deals up to around 2 billion pounds in the next decade.

G4S, the world’s largest security firm, provides electronic tagging for over 40,000 offenders around the world and earlier this year became the first private manager of an existing state-run jail in Birmingham, England.

The FTSE 1OO-listed group provides justice services from offender management, rehabilitation and transportation through to courtroom security and outsourced police services with forces such as South Wales police.

G4S beat off a rival partnership bid from French IT outsourcing group Steria and British security firm Reliance.

Linconlshire police authority and force need to meet a budget cut in the next four years of almost 20 million pounds.

Shares in G4S were trading down 1 percent at 261 pence at 1626 GMT.

Source:http://www.reuters.com/article/2011/12/21/lincolnshirepolice-g4s-idUSWLA0586UK20111221

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BPO, the cloud and the future of the analyst firm

December 21st, 2011

Last week I took the opportunity to catch up with Phil Fersht, CEO, HfS Research, a Boston based firm that is growing rapidly. Now in its third year, HfS has a total headcount of 47 researchers, consultants and analysts built into a multi-disciplinary team. While it may not have the bulk of a Gartner or Forrester, HfS is recognized as the research authority on global Business Process Outsourcing or BPO.

During our conversation, Fersht explained how the world of BPO is changing with more C suite executives considering the cloud as an alternative BPO enabler. The arguments over whether the cloud is safe and secure have given way to discussions around how cloud technologies can be leveraged to not only ‘lift and shift’ cost, often overseas to India, but how the cloud can be used to transform business processes.

Fersht believes the early adopters are going to come from mid-range companies over the next couple of years, while large companies ponder what to do.

Fersht’s firm is the first of its kind that doesn’t do ‘pay for play’ among the vendors, preferring instead to learn and develop principally from its buyer community of more than 63,000 subscribers. Like all research firms, it derives some income from the vendor – or as they prefer to call it – the supplier side, but this principally comes n the form of report distribution.

I like this model. It appeals to my sense of fair play in a world where vendors often have the upper hand. It lends itself well to the idea that while buyers come first, there is a place for vendors, albeit on a controlled basis. Most important, it avoids the problem of analysts becoming hostage to the vagaries of vendors and effectively turning into anal-ysts.

The combination of careful use of social media techniques/technologies and keeping close to the community of buyers presents what Fersht believes is a better way to help those needing information: “Talking to us is like having a chat with your mates down the pub…we make it easy to reach us.” I asked him about the HfS blog as it often deals with topics in not only a candid but humorous way: “Adding in a touch of humor is always a good way to deliver a message,” he says.

Source:http://www.zdnet.com/blog/howlett/bpo-the-cloud-and-the-future-of-the-analyst-firm/3645

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Accenture results confirm no sharp slowdown in IT demand

December 21st, 2011

Information technology (IT) stocks have done well since the September quarter earnings season began about two months ago. Since 12 October, when Infosys Ltd reported better than expected results, the CNX IT index has risen 6.2%, at a time when the Nifty index has dropped 8.7%. Accenture Plc’s results for its first quarter ended 30 November, released late last week, confirm the trend that the worsening of the global macroeconomic situation in the past few months hasn’t affected IT services yet. As a result, IT stocks have done reasonably well in the past few trading sessions.

Accenture reported a 14% increase in revenue in local currency terms, in line with the growth witnessed in the quarter ended August. Outsourcing revenue grew by a healthy 18% in local currency terms. New order bookings were strong at $7.8 billion, albeit slightly lower than the bookings worth $8.4 billion in the quarter ended August. The management’s commentary was positive with respect to outsourcing work. On a call with analysts, a transcript of which is available on Seekingalpha.com, it said, “demand for our global delivery network continues to grow, as we are leveraging it for increasingly complex work. Across the globe, clients are tapping our global delivery capability, not only to take advantage of cost-effective delivery, but also to tap specialist skills in ERP (enterprise resource planning), specific industries and newer technologies.”

This, in fact, is good news for Indian IT companies. Accenture’s management also suggested a slight moderation in demand for discretionary spending, in the area of systems integration, and a moderation in technology consulting. While Indian IT companies are present in this space, the larger move towards outsourcing for cost-cutting will benefit them.

“With Accenture indicating moderation in system integration bookings and moderation in technology consulting, this could imply moderation in package implementation, consulting and system integration revenues for Indian IT companies in the near term… Outsourcing demand, according to Accenture, continues to be strong, which augurs well for the Indian IT companies,” according to Nomura Research.

Importantly, Accenture has maintained its revenue and order booking forecast for the year ending August 2012 at the levels it had targeted about three months ago. For now, at least, it looks like investors in Indian IT stocks needn’t worry a lot about a sharp slowdown in demand.

Source:http://www.livemint.com/2011/12/20230725/Accenture-results-confirm-no-s.html

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Infosys buys Australia-based Portland BPO

December 21st, 2011

Infosys BPO Limited, the business process outsourcing subsidiary of Infosys Limited, has signed a definitive agreement to acquire all of the outstanding share capital in Australia-based Portland Group Pty Ltd.

Portland Group is a leading provider of strategic sourcing and category management services. The acquisition is expected to be completed by early January 2012, subject to certain closing conditions being met. Portland Group was founded in 1999 and today counts several large ASX 200 organizations within the Australia region as clients. It is headquartered in Sydney and has offices in Melbourne, Brisbane, and Perth.

The company reported revenue of approximately AUD 31.3 million for the fiscal year ending 30 June 2011. The company employs 113 professionals. Swaminathan D, CEO and MD, Infosys BPO said, “We are delighted to have an outstanding team of domain specialists in Portland Group join us. This acquisition would significantly deepen our capabilities and domain expertise in our Sourcing and Procurement practice. Further in a dynamic marketplace such as Australasia this will strengthen the top-end of our service offering in the strategic sourcing and category management functions. This will also enhance the competitiveness, spread of offerings and global reach for our clients.”

Gavin Solsky, CEO of Portland Group Pty Ltd said, “We believe the combination of Portland Group and Infosys will provide our clients with a highly compelling proposition that does not currently exist in the sourcing and procurement services market in Australia. It will allow us to offer our clients a truly integrated and globally competitive solution to deliver procurement benefits in the most effective and efficient way possible.”

Portland Group’s expertise in strategic sourcing and category management services is expected to complement Infosys BPO’s global Sourcing & Procurement capabilities to create a market offering that will positively impact client’s business efficiency and effectiveness. The purchase consideration for the deal is AUD 37 million, subject to customary post-completion adjustments.

Source:http://timesofindia.indiatimes.com/tech/news/outsourcing/Infosys-buys-Australia-based-Portland-BPO/articleshow/11181134.cms

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