Posts Tagged ‘Management’

Unprecedented Change Creates Demand for a new Type of IT Executive – Harvey Nash Launches Interim Management IT Division

February 6th, 2012

Harvey Nash, the global professional recruitment and IT outsourcing provider, today announces the launch of a new service recruiting senior technology executives for periods of critical business change.

At a time when organisations are facing unprecedented strategic challenges as the pace of technological change forces management to re-evaluate traditional business models, Harvey Nash IT Interim Management has been established to provide hands-on support through highly experienced executives.

The new division provides CIOs, programme managers and senior level executives for fixed periods between six and twelve months, for assignments such as:

managing restructuring within the IT function and beyond

turning around failing projects

filling a ‘gap’ in key management

delivering business benefits from outsourcing IT

injecting new technology or cutting edge skills.

Unlike longer term employees, interim managers bring many years of specialist expertise and intense focus on delivering an immediate positive impact on the organisation. Typically leading a change programme for a fixed term, without adding to the organisation’s ongoing permanent headcount.

The unique Harvey Nash interim consultancy model provides clients with strategic advisory support and periodic transparent performance reviews to measure the positive return on investment.

James Hallahan, COO of Harvey Nash’s UK recruitment division, said: “A recent Harvey Nash Group survey reported that 87% of executives were experiencing change at unprecedented levels. Capitalising on this change is increasingly becoming a priority for CEOs and CIOs alike and we are delighted to be launching a service specifically that will help our clients at such a strategic level.”

Albert Ellis, CEO Harvey Nash Group, said: “An enormous amount of experience and talent in the market is currently not fully utilised. In my experience senior interim managers fill a widening skills gap and can provide unique value to organisations undergoing change as a result of digital and mobile convergence in their markets.

“This new service builds on our existing expertise in general executive management as well as over twenty years of specialist interim business experience through our market leading consultancy, Impact Executives.”

Source:http://www.marketwatch.com/story/unprecedented-change-creates-demand-for-a-new-type-of-it-executive-harvey-nash-launches-interim-management-it-division-2012-02-03-3000

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TeleTech Positioned in the “Leaders” Quadrant of Leading Analyst Firm’s Magic Quadrant for Customer Management Contact Center BPO, Worldwide

January 27th, 2012

TeleTech Holdings, Inc. (NASDAQ:TTEC), one of the largest global providers of transformational customer experience strategy, technology and business process outsourcing solutions, today announced it has been positioned by Gartner, Inc. in the Leaders quadrant of the Gartner Magic Quadrant: Customer Management Contact Center BPO, Worldwide, 2011.

“We’ve reached a tipping point in the customer revolution. Disruptive technologies have shifted the power to define a company’s brand to the customer, therefore placing unprecedented urgency on the need for companies to update their outdated customer management strategy and technology,” said Ken Tuchman, chairman and CEO of TeleTech. “We believe being positioned in the ‘Leaders’ quadrant by Gartner confirms TeleTech’s leadership in helping clients achieve competitive differentiation through superior customer experiences.”

As a customer experience management technology and services company, TeleTech has an innovative and robust integrated product roadmap designed to deliver experiences that increase customer lifetime value. Combining data-driven strategy, state of the art technology and experienced associates, TeleTech’s proven approach has driven consistent revenue growth, increases in profitability and improvements in customer loyalty for Global 1000 clients all over the world.

Gartner’s 2011 report notes the four customer management industry trends that further reinforce TeleTech’s leadership position:

Socioeconomic and demographic evolution of large customer management contact center BPO buying hubs or markets, such as North America, Western Europe and Japan, and the emergence of new markets — developing countries and non-English-speaking markets.
The “mobility evolution” — Increasing numbers of mobile devices, such as the iPhone, iPad, smartphones and so forth, and richer content and interaction on such devices, are driving demand for CM contact center BPO, not only in the matured markets, but more so in emerging markets.
Growth in nonvoice (multichannel), automated and cloud-enabled CM contact center BPO services — The growth of nonvoice and automated services, such as self-service, analytics and multichannel services, which are driven by technological changes, innovation, and a focus on service efficiency and effectiveness.
Continued service provider consolidation — The service provider landscape will continue to consolidate during the next three years as excess capacity is absorbed and service providers drive revenue growth and market share through mergers and acquisitions (M&As).

According to Gartner, “Leaders demonstrate market-defining vision and the ability to execute against that vision through CM contact center BPO services, a superior market share (among the top 10 providers in regions where they compete), and solid references for CM contact center BPO service, worldwide, including a cross section of vertical industries. Leaders also have superior investments in innovative CM contact center BPO service offerings, business/pricing models and service delivery models. They have a superior understanding of client needs and of current market conditions and they are actively building competencies to sustain their leadership position in the CM contact center BPO market across multiple regions, worldwide. The CM contact center BPO service providers in this quadrant generally also have strong global and regional service delivery operations and deep technology to leverage, and they deliver above-average customer experience.”

*Gartner, Inc., Magic Quadrant: Customer Management Contact Center BPO, Worldwide, 2010, TJ Singh, Johan Jacobs, Stephanie Breneman, December 20, 2010.

Source:http://eon.businesswire.com/news/eon/20120126005454/en/Gartner/Magic-Quadrant/Customer-Management

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Making Information Management Operational

January 18th, 2012

A basic definition of information management, as provided by Wikipedia, is “the collection and management of information from one or more sources and the distribution of that information to one or more audiences.” This definition covers a wide range of activities for acquiring, manipulating, and using information, whether it is physical or digital. However, this definition does not provide guidance on making information management a systematic or valuable process for a company or organization.

The challenge for every IT organization is to determine how to implement information management so that it furthers the company’s business objectives and helps deliver business value. In other words, how should we make information management operational? How do we make information management a set of activities that add value to what IT delivers to the business?

Making information management operational requires a shift in thought and approach to how IT deals with data, applications, and delivers value.

Up until today, IT has delivered value to the business in several ways. Initially, IT was the provider of computer and network hardware for the business and developer of business applications to use them. As the demand for functionality grew and comprehensive, integrated front- and back-office applications became available, IT became an application implementer and integrator for customer relationship management (CRM), enterprise resource planning (ERP), supply chain management (SCM), and more. More recently, IT has become a developer of Internet and mobile application capabilities for the business.

Thus, the value of IT to the business has evolved from providing basic capabilities and infrastructure to application installation and management. Furthermore, IT outsourcing over the past decade has made contract management a core competency for IT management. At one time, IT was the source of computer and application expertise for the business, but IT has now become a cost center with application knowledge outsourced and declining knowledge of the business.
Transforming IT
This is all a consequence of the focus on departmental business functionality that is in place today. The consistent thread through the past 50 years of IT in business has been a focus on applications – a focus that has driven IT away from data and information management. We are now in a world where this focus on applications gives rise to questions such as “Why can’t IT make my business applications as easy to use as those on my smartphone or iPad?”

Smartphones, social media applications, and more are transforming the way we live our lives. Yet in business we are stuck in the remnants of our past, as short as that past might be, and its legacy of numerous fragmented business applications and data. If we are to make information management a reality, this cannot continue.

It is time for the real transformation of IT to begin and data will drive it.

Consider what it would be like if IT was centered on data rather than applications or business functions. This would mean that you would have to think of the information necessary for performing an activity rather than thinking of the activity independently of any other use of information and most other activities in order to program it. The difference that will arise from focusing on information first will be profound. Information management will become as essential an operational process as testing is to successful application deployment.

Let’s consider some core aspects of operational information management:

Business terminology. A glossary of business terminology is the set of terms or data names, definitions, and associated rules for every distinct piece of information used in the business. The glossary of business terminology allows businesspeople to identify the information they use for a business activity. It also provides an understanding of the criteria, hierarchy or classifications necessary to apply to the information.
Data and rules. The focus on information will change business requirements from a focus of functional units or programs to a consistent use of business information, the rules associated with it, and the rules associated with presenting and using it before any application software is purchased or developed. Thus the focus is on information and the associated rules for using it, including those for data security and regulatory compliance.
Information use. We can then look at an activity as one or more discrete interactions, such as web pages, queries, reports, files, or messages that embody and use the information necessary for the activity. This has the additional benefit of focusing on business activities or actions to accomplish a business purpose, rather than on developing application programs or units of code.
Business processes. Understanding business activities will also make IT more knowledgeable of and responsive to business operations and needs. By focusing on business activities and how they interrelate, IT will learn about operational business processes. Applying information analysis principles to determine data latency, duplication and inconsistency will help IT become capable of operational analysis and business process improvement.
Business value. A focus on business terminology, rules, information usage and business processes will make IT a core component of delivering business value. Consider a strategic goal. If a company’s existing business processes could achieve a strategic goal without changing, strategic goals would be realized almost instantaneously. The reality is that business processes regularly require improvement to realize strategic goals. An IT department focused on business activities and processes and their use of information will be essential for delivering business value quickly and effectively.

IT will be transformed by focusing on the data used to create information that enables business activities. Today this data resides in multiple application databases and data stores that create data redundancies, inconsistencies and exceptions. Managing data today is purely a physical effort, keeping the databases and data stores adequate for the applications they support. Efforts to deal with data redundancies, inconsistencies, and exceptions mostly happen downstream from the applications for data warehouses and business intelligence analytics and applications. This is not information management, and this environment has prevented information management from being operational.

Operational information management will require a fundamental transformation of IT and how IT supports the business. Fundamental transformations are always a challenge. What is true is that IT’s focus on applications and programs has run its course – IT is now managing software and outsourcing contracts to deliver value to the business. I call the past 50 years of business IT the “Age of the Programmer.” Programmers delivering software have been equated to delivering business value. I characterize the fundamental transformation of IT as moving from the “Age of the Programmer” to the true Information Age, and operational information management is the key to this transformation.

Investigating this transformation of IT and enabling it are the objectives of my BeyeNETWORK expert channel. Exploring the details of operational information management and its effect on IT disciplines and practices will be the focus of future articles.

Source:http://www.b-eye-network.com/view/15797

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Mobile Device Management Alone Is Not Enough for BYOD

January 3rd, 2012

Some IT trends move fast — way fast. BYOD, the “bring your own device” phenomenon that raised its head in late 2009, is one of them. Like Internet and email, it caught on with users faster than IT and corporate risk management expected. In 2010, businesses were asking the question “Who should own your smartphones?” Today, that question is moot — more than half of companies let employees use their own smartphones at work, along with tablets. It’s amazing how quickly BYOD became mainstream — it took about 18 months.

Many companies that have accepted the BYOD phenomenon are taking the next step, shifting from a passive acceptance spurred on by employees and executives who would use iPhones, iPads, and Androids anyhow to active exploitation of BYOD to increase productivity and reduce mobile telecom costs. In other words, businesses are learning that not only are mobile-equipped information workers a great way to increase productivity and ROI but that employees will foot much or all of the bill for the privilege.

Thank you, Apple, for the freedom to choose
Most of the BYOD phenomenon was driven by the iPhone, which is fast becoming the new corporate-standard smartphone, as BlackBerry corporate sales have now fallen behind iPhone corporate sales. But Android devices are entering the fray, posing a much more complex management and security challengethan did the iPhone.

The iPad introduced its own wrinkle to the BYOD equation. Where businesses resisted the iPhone or simply weren’t sure of its value, they see huge value in the iPad. This is one “consumer” device that both employees and employers love and see strong benefit from, which is why 96 percent of businesses have at least one in use, says Aberdeen Group, and 96 percent of all tablet activations among its customers are for iPads, says Good Technology. SAP, for example, has 12,500 iPads in use across a wide range of business groups, and iPads are popular in all sorts of customer-facing businesses, from insurance sales to energy inspection, from health care to kiosks. Ironically, IT is often in the lead when it comes to deploying tablets.

Because the iPad uses the same operating system as the iPhone, proactive adoption of the iPad also opened doors closed to the iPhone. As far as management tools are concerned, they are the same thing, and supporting one de facto means supporting the other. (The same is not true for Android devices, which vary widely in security and management capabilities.)

The BYOD carpetbaggers are coming
Despite this BYOD acceptance and even encouragement in 2011, as well as the residual fears about non-BlackBerry mobile devices still muttered in some IT quarters, corporate management of mobile devices has a long way to go. Most companies don’t yet use mobile device management (MDM) tools, notes Larry Dunn, vice president of global IT outsourcing at Unisys. Consultancies like Unisys and the dozens of MDM vendors are near-giddy at the prospect of the increase in consulting and tools business as more and more businesses go the MDM route, which is expected to accelerate in 2012.

In fact, the number of consultancies — from the big names to “who are these people?” firms — and tech vendors that have recently discovered BYOD is huge. Given that this phenomenon has had a good 18 months of CIO and media attention, I’d stay far away from any vendor that has just tuned in to the opportunity. They may claim they were monitoring the market until IT was ready for proactive BYOD, but I bet most are carpetbaggers who have no real experience or insight, and will simply sell you the same tired security and management products and services they always have. (I’m talking to you, Symantec and McAfee.) Those who truly did bide their time had better have something superior than those who’ve been in the market for a while.

Here are ways to avoid wasting your time and money on those selling you faux BYOD:

Make sure they practice what they preach. Are they using iPhones, iPads, and Androids broadly? Are they using them in the same ways you want to? Or do they have a few pilot deployments or implement BYOD in effectiveness-killing ways such as disabling copy and paste from email or restricting users from installing their own apps? (Yes, in some cases, these are good things to do, such as if you’re managing spies, but they should never be the norm.)
Make sure they are adding value. For example, dozens of MDM companies offer a management tool for the basic Exchange ActiveSync (EAS) policies built into Microsoft Exchange. You already have that management capability baked into Exchange (on-premise or hosted, including in Office 365), and can get it in the corporate and government versions of Gmail. IBM and Novell offer EAS capabilities for their email servers. Don’t buy it again.
Make sure they are enabling users, not promoting “no.” Consultancies and tech providers should be able to show how they can make your users more productive while keeping your risk levels acceptable. Unfortunately, many play on your fears, saying mobile devices are less secure because employees are likely to lose them. That’s false — analysts tell me that employees are less likely to lose mobile devices they own, as well as the laptops they own. The fact is, the more you wrap mobile devices into security straitjackets, the less secure you are and the higher your costs go. And the less productive your employees are.

MDM by itself is not enough for effective BYOD
The good news is that mobile device management tools are well proven in all sorts of industries, including highly regulated fields such as health care and financial services. There are simple ways to handle tech support for the new generation of mobile devices; plus, it turns out that iOS devices at least are cheaper to support than the traditional BlackBerry. One lesson SAP learned is instructive, and I’ve heard the same finding from vendors offering mobile support tools: Issues around 3G and 4G cellular networks — slow speed and inconsistent availability — form the bulk of employee support questions, even though IT can’t do a thing about the carriers’ networks. What IT can do is educate users that cellular networks aren’t as reliable as corporate networks and design apps to better handle latency and intermittent connections.

The bad news is that the MDM tools don’t handle the whole picture. MDM tools work mainly with mobile devices that access corporate email, whose servers validate devices and apply management policies to them. But MDM tools don’t address devices on the corporate network that aren’t accessing email (nor those accessing email only through Webmail), so effective BYOD management also needs to involve the network in a way that goes beyond the traditional “unguarded inside the building” approach practiced by most organizations.

Also to be figured out is the role of mobile application management (MAM). Right now, this label refers to many things: designing HTML5 apps so that their contents can be managed and secured, managing and distributing native corporate apps on users’ mobile devices, and managing commercial apps and their access to content and corporate resources. Then there’s the question of whether you should have a corporate app store and how to deal with commercial app stores. There are tools for some aspects of these needs, but there are certainly nothing like best practices yet for what, how, and when to manage mobile apps. Those will begin to develop in 2012, I suspect.

BYOD will evolve beyond mobile devices
For many organizations, the consumerization-of-IT phenomenon and the BYOD phenomenon are one and the same. They are not, though BYOD is the most visible aspect of that larger shift. As companies realize the scare stories about BYOD have not materialized and start to look at how to gain more benefits from the iOS and Android devices that BYOD has let users force into the business, you can expect the “let me choose the technology” trend to grow beyond mobile devices.

Already, most companies support BYOPC, even if they don’t think they do. After all, a home PC or Mac is definitely a BYO device, so any employee working from home on their equipment is part of your BYOPC reality. Expect that reality to grow more formalized in the workplace, partly due to the increasing sales of Macs: 11 percent of new PCs in the United States in 2011 were from Apple, and more than 7 percent in the United Kingdom and Western Europe. However, keep in mind that people who use computers for the most value tend to be those who work from home and on the road, and they want the same mix of personal and work capabilities on their laptops as they get on their smartphones.

This should result in the same equipment savings that companies have seen in BYOD, but the management approaches to BYOPC are trickier, mainly because most companies manage PCs not at all or to much lower standards than they do mobile devices. For example, despite years of recommendations from security experts, few companies encrypt PCs’ drives, whereas on-device encryption is expected for mobile devices by many businesses. There’s real hypocrisy at play here: IT and vendors propose much higher controls over mobile devices than over PCs that have so much more data. Notably, 10 percent of laptops get lost over a three-year period.

As with mobile, there’s an uneven mix of security tools, application distribution and management tools, and remote lock and wipe capabilities for PCs. Windows PCs have long had tools to manage the provisioning of apps and lock them down. Nonetheless, the concept of managing the content on those PCs, such as to prevent unauthorized use of data and to lock or wipe compromised PCs, is new to IT (and vendors) in the context of computers.

It would make sense for mobile management tools and computer management tools to merge, but the MDM vendors tell me they get almost no demand for such a unified product, partly because the people who manage mobile devices have nothing to do with the people who manage PCs; in turn, the latter group has little to do with the people who manage back-end systems, networks, and databases. PerhapsWindows 8 will force the issue, as it brings in a truly mobile version of Windows that runs essentially a new operating system (the Metro UI) and makes data movement across devices a fundamental capability for applications — moreso than Apple’s iCloud does.

I suspect this morass of management will take several years to work out, but the direction is to flexibility, heterogeneity, and policy-based management regardless of endpoint.

First BYOD, then BYPOC, and ultimately BYOT (bring your own technology, such as applications, cloud services, and more) — the technology fabric in our business is undergoing radical transformation at the user end. That’s ultimately a good thing, but it will cause a real shakeup in the interim.

Source:http://www.cio.in/news/mobile-device-management-alone-not-enough-byod-209732012

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ADP Unveils Unified Cloud-based System for Human Capital Management

October 4th, 2011

ADP®, a leading provider of human resources outsourcing, payroll services, benefits administration and integrated computing solutions for vehicle dealers, today introduced ADP Vantage HCM(SM), the industry’s first complete employee lifecycle solution for large organizations. ADP Vantage HCM is the culmination of an 18-month research and development effort by ADP to create a unified, fully-integrated platform combining the pillars of human capital management: HR, payroll, benefits, talent management and time & attendance. The company unveiled the much anticipated system at the 14th Annual HR Technology® Conference in Las Vegas, Nevada today.

To view the multimedia assets associated with this release, please click: http://www.multivu.com/mnr/52456-adp-unveils-vantage-unified-cloud-based-system-human-capital-management

With the launch of ADP Vantage HCM, ADP is mobilizing its resources to help clients who want to simplify and consolidate HR systems/services across their enterprise to achieve a lower cost and more efficient HR function. Leveraging a revolutionary, customizable user interface experience centered on the roles and processes within an organization, ADP Vantage HCM unifies the notoriously disparate HR processes of large organizations by automating and integrating them into a real-time, end-to-end view across the HR spectrum. Human Capital Management (HCM) is the sum of those HR processes, combined with technology and services that organizations employ to optimize their workforce’s contributions and drive business success.

“ADP Vantage HCM is the realization of years of working with and listening to our clients,” said Regina Lee, President, ADP National Account Services, Major Account Services, GlobalView and ADP Canada. “At ADP, we place immense value on services that drive improved business outcomes for our clients. With ADP Vantage HCM, we can now help large organizations realize the benefits of a single, unified approach to managing multiple HR functions. We believe that this approach can help clients achieve new efficiencies and reach business objectives that go beyond traditional enterprise resource planning projects.”

ADP Vantage HCM effectively pulls together the entire HCM software suite to help large organizations:

Reduce total cost of ownership through an optimal blend of cloud-based technologies and outsourced administrative services

Improve employee satisfaction and retention through easy access to employee data and self-service capabilities

Utilize robust workforce analytics to help drive business success

Elevate HR to a more strategic role in the organization, through automating key HCM processes and shifting other processing to ADP

Remove technology-based restrictions to company growth

Improve their ability to meet regulatory compliance requirements and mitigate risk

Leverage mobile technology to drive engagement across the employee population

Recently, ADP and global research firm Lightspeed Research surveyed 400 management professionals at North American companies with over 1,000 employees – targeting C-suite executives and senior HR/IT leaders – on issues associated with HCM. The research findings reveal a strong demand among large organizations for a simplified, fully-integrated HCM solution that can provide real-time insight into their workforce. It also indicates that senior management is increasingly acknowledging the importance of HCM as a core driver of business strategy.

Among the findings:

On average, four to five different HCM systems exist within the respondents’ organizations

Nearly 80 percent of C-level executives say they believe HCM investment and support will become increasingly important over the next five years

81 percent of HR, IT and C-level executives indicate that HR is key to executing the company’s business strategy

Nearly 75 percent of IT directors and C-level respondents would support an integrated HCM system if it is packaged as an enterprise-wide application

ADP Vantage HCM: The Future of HR Today

ADP Vantage HCM delivers true integration through a unified structure rather than interfaces connecting disparate parts. The customizable user experience erases visible product and process “seams” and improves user productivity. Data is stored once within a single shared database cluster that allows for the best of both worlds: real-time updates and immediate accessibility to a single version of the enterprise, without the need for two-way synchronization.

ADP Vantage HCM helps solve several problems for clients including point solution proliferation. Employees and managers will benefit from direct access to information via multiple devices – smart phones, tablets, laptop or PC’s – to allow for control and better management of crucial data including pay detail, benefits elections, employee directory, company information, management reports, organization details and more. All information access is controlled by security profiles that seamlessly reveal/restrict access to data.

ADP Vantage HCM also provides clients with the flexibility to swap out components or add capabilities down the road. This unique architecture means that the solution does not present the development and upgrade constraints common to many competitive solutions.

“ADP Vantage HCM brings together technology and outsourcing services in support of the complete employee life cycle,” said Lisa Rowan, Program Director, HR, Talent, and Learning Strategies at IDC. “With ADP Vantage HCM, ADP is making it easier for buyers to harness the full value of ADP’s expertise and technology across the HCM and Talent Management spectrum.”

ADP Vantage HCM: Empowering HR Professionals

With ADP Vantage HCM, senior management is now able to make better informed decisions about the future of their organizations based on a clear picture of its current and prospective talent pool. In addition, with the robust workforce analytics that this innovative new tool provides, access to HR data is easier than ever, helping to identify problem areas and how to best deploy the right talent to address specific challenges across the business. ADP Vantage HCM is designed to “think” like a practitioner thinks, suggesting the next logical step in a process and saving clients time and energy.

Source:http://www.marketwatch.com/story/adp-unveils-unified-cloud-based-system-for-human-capital-management-2011-10-03

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Offshoring not high-risk, small businesses told

May 10th, 2011

Small business owners have been told offshoring is not as high-risk a strategy as many people perceive it to be.

This is according to David Ellis, partner at the management consultancy, who said that while many firms had concerns about outsourcing important financial processes overseas, the risks were often perceived rather than genuine.

“When you do things like management of information or management of accounts – things that businesses rely on – then they get a bit nervous,” he observed.

Last week, research published by Ovum suggested enterprises view outsourcing finance and accounting processes to overseas companies as a “high-risk strategy” and continue to shun it in favour of in-house workers.

One way to ease these fears, Mr Ellis observed, is to move simpler operations offshore in the first instance.

He said: “In terms of implementation, what people often do is start with the more basic activities and then move up the complexity scale.

“But I think it’s fair to say that it’s a fairly proven path and therefore the risks are quite often perceived as opposed to real.”

Source:http://www.taxassist.co.uk/News/Small-Business/Offshoring-not-high-risk-small-businesses-told-12146.html

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BPO and management consulting firm opens three new sites

November 13th, 2010

THE PHILIPPINE unit of Accenture, the global management consulting, technology services and outsourcing company, inaugurated yesterday three new offices at Mckinley Hill in Fort Bonifacio, Taguig, Eastwood Cyberpark in Quezon City, and in Cebu City.

In a press briefing, Accenture Chairman and Chief Executive Officer William D. Green told reporters the country now ranks third globally in terms of the number of employees and facilities among 120 countries where the company operates.

“The Philippines continues to be an attractive location for the company to invest. The country has the talent pool and resources. When we began 25 years ago, we just had 75 employees. Now we have more than 20,000 and we expect to reach 25,000 by the end of the fiscal year 2011,” he said.

“The Philippines is our third largest [location], after India and the United States,” he added.

The company has 13 facilities nationwide. The new facility in Taguig started operations this month while those in Quezon City and Cebu City start operations in December.

Manolito T. Tayag, Accenture country managing director, would not disclose the number of seats in the three new sites.

“But we are always working hard to be the first choice of potential clients and applicants as we offer analytical and innovation services for clients and a good working environment for employees,” he said.

Mr. Tayag said business process outsourcing (BPO) accounts for 50% of the company’s business. The other half is information technology.

Vice-President Jejomar C. Binay said Accenture’s new investments would help boost the country’s position as a strategic location for technology and BPO businesses.

“The company’s expansion demonstrates their commitment to the Philippines and the local outsourcing industry which has greatly contributed to the economy and provided a number of jobs to the Filipino people,” he said.

Mr. Tayag said the company is now involved in training students in information technology skills.

“We have 75 students fresh from high school in Cebu City studying at the University of San Carlos. The skills they would learn would help them find jobs in any company focusing on information technology and BPO,” he said.

The project is in collaboration with a French nonprofit group. The training program is part of Accenture’s “Skills to Succeed” program, a global effort to “educate people and help build skills that enable them to participate in and contribute to the economy.” — Aura Marie P. Dagcutan

Source:http://www.bworldonline.com/main/content.php?id=21077

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