Posts Tagged ‘Software’

Infosys creates healthcare unit HILife

May 26th, 2015

In what appears to be an effort to increase its focus on healthcare, Infosys will transfer the healthcare business of its US-based, wholly-owned subsidiary Infosys Public Services to itself for a consideration of $100 million . Outsourcing4

In its latest annual report, Infosys said it has created a new business unit called HILife to provide services to healthcare, insurance and life sciences businesses. The new unit will presumably combine its existing healthcare and life sciences business, which accounts for about 7% of its overall revenue of $8.7 billion, with the healthcare business of Infosys Public Services.

The thrust in healthcare comes at a time when industry rivals like Cognizant and Wipro are aggressively focusing on the space, with Obamacare opening up outsourcing opportunities that aims to brings millions of people under the healthcare insurance fold in the US. Both healthcare providers and payers as well as life sciences customers, including pharmaceutical, biotech and medical device companies, are outsourcing work to IT service providers.
Almost a quarter of Cognizant’s revenue comes from healthcare, while for Wipro, that figure is close to 12%, both significantly higher than for Infosys. Last year, Cognizant acquired TriZetto, a healthcare IT software and solutions provider, for $2.7 billion to strengthen its healthcare capabilities. Wipro’s healthcare business is expected to touch $1 billion this fiscal.

In his note to shareholders in the annual report, Infosys CEO Vishal Sikka described the company’s full year performance as “average”. “There were hard fought battles in a difficult climate, one in which clients’ expectations are changing, new emerging technologies are rapidly coming to market and where the landscape of services companies has become vastly more competitive,” Sikka said. He said the company faced internal challenges that lagged growth and a string of senior level exits put pressure on its business and performance.

India’s second-largest IT services firm’s growth lagged those of its peers last year. Revenue grew 7.1%, just about meeting the lower end of its guidance of 7%-9%.

“When we look at Infosys today, we can see that it has been a year of great transition for the company…We are learning to work in a new environment and in new ways and it has been a difficult learning experience. But with learning comes the promise of renewing ourselves and the opportunity to pursue entirely new horizons,” Sikka said.


Tax benefits for IT sector likely to be extended

May 26th, 2015

The government is likely to extend the tax exemption benefits for software development and information technology-enabled services (ITES) by another five years to encourage investment, said a senior official of the finance ministry.Outsourcing3

The tax waiver on income from software and ITES may be extended to 2024 from June 30, 2019 now — in line with the government’s Digital Bangladesh vision.

The proposal is likely to be made when Finance Minister AMA Muhith places the budget for fiscal 2015-16 in parliament, officials said.

The move comes after three IT related organisations — Bangladesh Association of Software and Information Services, Bangladesh Computer Council, and Internet Service Providers Association of Bangladesh — jointly demanded extension of the tax break benefits till 2024 for the sake of the sector’s growth.

The organisations said it is imperative to increase the tax exemption period for software and ITES to ensure continued expansion and development of the IT sector and to help the government achieve the Digital Bangladesh vision by 2021.

The incentive will attract investment from foreign investors, according to the joint proposal from the three organisations to the National Board of Revenue.

ITES, also called web-enabled services or remote services, covers the entire gamut of operations which exploit IT for improving efficiency of an organisation.

The services encompass call centres, medical transcription, medical billing and coding, back office operations, revenue claims processing, legal databases, content development, payrolls, logistics management, GIS (Geographical Information System), and human resources and web services, among others.

The IT services industry, which employs more than 20,000 people, holds great potential. The sector serves both domestic and international clients from Europe, North America and East Asia.

The freelancing community has further supplemented IT exports, raking in close to $7 million in 2010, for instance.

Bangladesh appears consistently in top freelance work locations on sites like oDesk, eLance and the likes, said a study by KPMG in 2012. It said Bangladesh’s IT sector holds growth prospects owing to the international companies’ hunt for low-cost outsourcing destinations.

The country offers a vast pool of young, trained and English speaking resources — available at costs almost 40 percent lower than in established destinations like India and the Philippines.

The study said, with wages and operating costs rising in traditional outsourcing destinations like India and the Philippines, Bangladesh’s prospects are rising.

The country offers attractive business opportunities for multinationals interested in outsourcing or offshoring, the KPMG study added.


MNCs bet big on their India IT centres

May 26th, 2015

Multinational firms continue to prefer setting up global captives, or global in-house centres (GIC), in India. According to a report, in the past two years, 70 companies set up GICs in India, taking the number to more than 1,448, with a headcount of 74,500.Outsourcing1

GICs are an integral part of the Indian IT-BPO (information technology-business process outsourcing) sector. GICs have been viewed as cost-saving centres for parent organisations. But, with the growth of the global sourcing sector, GICs in India are evolving into centers of excellence, profit centres, and program management offices.

Over five years, around 220 GICs have been set up, with firms from Europe and Japan showing higher inclination, said the study by Zinnov. These GICs will hit a revenue of $20 billion a year in 2015, a growth of 11 per cent over FY10. Of this, almost 52 per cent will come from software product development and embedded engineering services; 25 per cent from BPM (business process management) and 23 per cent from IT.

“Year-on-year, we have seen an increase in the setting up of GICs in India. Barring a year or two, the growth has been positive. In the past two years, 70 companies set up their GICs in India and this year, about 20 companies are in different stages of evaluation for setting up of GIC in India,” said Karthik Ananth, director, Zinnov.

Ananth cites growing instances of multinational firms from Europe and Japan wanting to set up centres in India. The total number of GICs from Germany has gone up from 28 to 39 from FY10 to FY15. In the case of Japan, the number of centres has gone up to 40 from 24 over the period. “While North America will continue to be the largest in terms of centres in India, firms from Continental Europe and Japan have also shown interest. Several firms from China are looking at India,” said Ananth.

He added that new players do have an idea of working with Indian IT players, but setting up a GIC in India is new for them.

“Earlier, an IT budget would have 70 per cent for maintenance work, which was outsourced; 20 per cent for growing IT; and 10 per cent for transforming the IT infrastructure. This break-up has changed: 50 per cent for maintenance; 30 per cent for growing IT; and 20-25 per cent for transforming the IT infrastructure. It is in this last segment that firms are looking at what stays inside in GICs and what gets outsourced,” added Ananth.

The report also points out that many GICs in India are enabling digitisation efforts of enterprises. India is emerging as the world’s leading centre for digitisation, with the world’s second-largest pool of digital talent and practitioners. Tesco, Honeywell, Schneider Electric, and Wells Fargo India’s centres are leading efforts on mobility. Microsoft, Amazon, Google, and IBM’s centre in India are leading efforts on machine learning.

MasterCard set up its GIC in 2013. The GIC will be an extension of the MasterCard Advisors’ analytics group in New York, which leverages big data and analytics to solve business challenges.

Singapore-based Redmart, with a revenue of $2 million in 2014, set up its GIC in 2014 to act as an analytics hub for making business decisions.

“India is no more just a outsourcing base. It is a huge market. So, for firms that are tech-enabled such as Uber and LinkedIn, India is a huge market. Twitter acquired Zipdial. With that they got a vibrant engineering ecosystem. It is natural that they will want to leverage this for growth,” said Ananth.

Ananth says only because the number of GICs are going up does not mean the role of third-party IT vendors will get affected. “Though firms are transforming, it does not mean everything changes. A lot of things will continue and for that you need partners. Also, there is a preference for a hybrid model,” he says.

But skill sets will be a challenge. The IT sector has created a skill ecosystem that is outside university education. Ananth believes it will be crucial for this ecosystem to grow and nurture relevant skills.

$20bn: GIC revenue in FY2015, a CAGR of 11 per cent over FY10
745k: Number of employees; 5x growth since FY03
1,000: MNCs have GICs in India; 220 new MNCs set up GICs since FY10

Global in-house centres (GICs) deliver IT-BPO services. These are set up by multinationals in countries where costs would be low. But GICs in India are evolving into centres of excellence, profit centres, and program management offices


Learn About Software Outsourcing Options in Costa Rica

March 23rd, 2015

Costa Rica is not only popular for her tourism attractions; the country is gaining popularity for professional software development services asOutsourcing12 well. Many businesses from across the Americas decide to opt for software outsourcing in Costa Rica services. If you are operating from a neighbouring country and thinking whether software development can be done inhouse or whether it can be outsourced to the best company operating in this country, here are some reasons why you should opt for Software development in Costa Rica, rather than carrying out the task inhouse:

Reduce and control operating costs: When the work is outsourced, you can eliminate the cost to be spent towards hiring a developer on a full-time basis. This will bring about a considerable reduction in your operating cost. This is because you will have to make only a single-time payment to these service providers as against hiring a full-time employee and paying him on a monthly basis.

Improve company focus: It is neither practical, nor possible to take care of all the operations inhouse. When you opt for software outsourcing in Costa Rica, you can just focus on the core operations of your business, while the service provider is preparing the best application for your business.

Gain access to exceptional capabilities: When you choose for software development in Costa Rica, you are handing over the task to a firm, who is specialized in the areas, wherein you need their help. As against getting benefited from the knowledge of one person, you can be benefited from the collective experience of a team of IT professionals. Generally, these professional service providers, would have employed well-trained professionals to make sure that their customers can get the right kind of output they look for.

Utilize internal resources for other purposes: You might have someone in your company with specialization in software development. But, the particular individual, whom you are thinking about might have been hired by you for some other work. When you suddenly handover the task of software development to that individual, the purpose for which he was appointed will be affected. When you outsource the software development work to a professional firm, you can utilize the particular resource for the purpose for which he was actually appointed.

Other specialization areas: Some of these development organizations in Costa Rica are also specialized in digital marketing in Costa Rica as well. When you handover both software development and digital marketing in Costa Rica to the same firm, you can be rest assured about the best output at the best cost. is a leading open source software development company specializing in agile software development, mobile app development, digital marketing services and Software outsourcing Costa Rica.


Why IT Talent Management Has A Big Role With The Rise of Mobility

February 23rd, 2015

The popularity of personal mobile devices is gaining in strength in the workplace, and the available types of business-oriented mobile applications are multiplying at a rapid rate. In addition, new work-based physical devices, location tracking applications and the mobile ‘Internet of Things’ are continuing to proliferate.Outsourcing70

And as time moves forward, mobile computing will continue to be a double-edged sword for IT departments. On one side, it provides a great new way to enhance employee productivity inside the firm, while at the same time increasing and creating new channels of revenue and product awareness outside the firm. Conversely, it comes at a significant cost, because it introduces new technologies, widens the number of device types being used, and increases the quantity of software and infrastructure that must be supported.

So, whether they are leading the corporate charge or being forced to participate, IT departments will inevitably have to support additional devices and further integrate these technologies into their technical infrastructures. And equally as inevitable is the fact that this increased support of mobility will bring with it various human resource concerns, IT talent management challenges, and IT organisational questions.

Talent management, in particular, must be viewed as a crucial component of any overall mobile computing strategy. As with the introduction of all new technologies, mobile computing can be of great value if you have qualified talent involved in its implementation. To this end, organisations must ensure that their IT departments develop a well-defined mobile computing philosophy that is closely aligned with corporate goals, strategies, and current business plans.

The need to support mobility-based initiatives requires various specialised skill sets across multiple IT technical professions. These include systems administration, virtualisation, data security, software development, business analysis, and PC helpdesk support. And while these skills should already be present in virtually every modern IT department, the implementation of mobility-related technologies — such as identity and access management (IAM), mobile device management (MDM), mobile application management (MAM), and mobile application development — requires specialised training, potential recruitment and/or outsourcing of specialised skill sets, compensation incentives for those willing to support legacy technologies, and pay increases for those with new leading-edge skills.

The good news in this scenario is that the hands-on skills needed to implement these types of technologies are a superset, rather than a replacement, of traditional IT skills. But don’t be fooled into thinking all mobility challenges can be solved quite so easily. Technical competencies aside, mobility also brings with it a number of talent management issues that IT staff must confront as both employees and service providers. IT staff, like all employees, must follow company mobility policies; in addition, however, IT helpdesk staff and others working on the administration of mobile devices must also administer these rules on behalf of the organisation.

For example, they must have a comprehensive understanding of the various issues surrounding employee privacy, and fully embrace the company’s authority and overall intentions. They must also develop the necessary skills to effectively and compassionately manage employee usage of mixed-use devices that harbor both personal and corporate data. This combination of technical and policy-based issues requires relevant training to ensure helpdesk employees can properly explain and administer policies. Soft skills, such as conflict resolution, are particularly critical for dealing with any potential employee discontent over new mobility practices.

So how should organisations set about addressing this talent management conundrum? My advice is for them to first define their short-term and long-term mobile strategies, and then design their talent management initiatives accordingly. Adequate succession planning is a must in this regard, as is the creation of a skills inventory that is as wide as possible, including all currently usable/viable programming languages, business expertise (e.g., marketing and accounting), spoken languages, artistic abilities, writing abilities, and mathematical background.

I also urge organisations to identify external hiring pools by engaging in dialogue with the technical mobile community and forming relationships with local universities that provide training in mobility-related technologies.

To this same end, it can be extremely beneficial for organisations to seek out relationships with local mobility-related special interest groups. This can be done by sponsoring their events, providing a meeting location, or otherwise assisting the group in its activities, ultimately making it much easier to recruit highly skilled talent from within the group’s membership when the time comes.

And I must also stress the need to define a holistic skills enhancement training programme that will help current employees gain both technical knowledge and an industry perspective on mobile computing best practices and trends.

As mobile-based software development platforms become more standardized, software developers will need to gain new skills to move forward, but also retain current skill sets to maintain existing mobile applications written in what will eventually become legacy development technologies. The IT department isn’t going anywhere. Indeed, the requirement to control technical infrastructure, integrate mobile technologies with traditional systems, and provide secure access to internal data and resources all mean that the IT department’s role in mobility-related enterprise activities is only going to intensify. So, for the organisation, it’s time to start planning accordingly.


What Is Wrong With Outsourcing Software?

February 9th, 2015

If you’re building a business, you’ve probably had to think about building your software solution. Very often, the way to go is outsourcing, be it onshore or offshore. Sadly, in most cases, this turns out to be a painful experience. A 2011 survey reports that 62% of offshore IT contracts cost much more than businesses expected in the United States.Outsourcing64

Indeed, outsourcing your solution comes with many issues. It’s usually quite complex to formulate your needs accurately, leading to expensive delays and difficult discussions. Even when you eventually get what you want, maintaining and evolving it over time is going to be hard. You need to hire the same agency – most programmers won’t touch somebody else’s code -, request a new proposal, etc. And if you reach the limits of the current agency in terms of skills, you very likely will have to start over… Finally, even if it works great, you’ll have to handle your back-end, servers, etc. yourself. They will break at some point, inevitably…

On the other hand, isn’t it better when we get things done by people who are experts at what they do? This usually guarantees a more efficient approach. This is true for lawyers, accountants, or even HR. For instance, ZenPayroll has made many businesses’ lives easier dealing with setting up a payroll and looking after their taxes, etc. Shouldn’t this apply to software development as well? Don’t we want to get our software solutions built by people whose core business is building software, rather than trying to build out an internal software competency?

Building software is a specialist discipline. This is because, today, building software means writing code and engineering systems. And this requires a deep technical training, similarly to understanding law or dealing with taxes. So, we have a dilemma: on the one hand, writing code requires the kind of specialization that’s best dealt with by outsourcing, and on the other, building applications touches on core business issues that are extremely difficult to outsource.

That dilemma is precisely what motivated us to start Bubble. Our – unconventional – solution is to separate the application development process from the coding part. Bubble is a platform where anyone can build an app visually, by putting together some elements and some logic widgets, very much like playing with LEGOs. Coders are still writing the code, but only to build these widgets. Creating the application and coding the software become two very different things.

In other words, we want to have software engineers do what they know best: writing code and handling infrastructure. Let’s not have them do what companies are better at. Companies, employees – the actual end-users – are best at defining what they need, because they are the ones dealing with the issues they’re trying to solve through technology. The reason Facebook was a smashing hit in colleges was also because it was built for students by a student. Mark Zuckerberg happened to know how to code, so he was able to build it. If Bubble had existed back then, any student could have built Facebook.

The advantages of such an approach are huge. First, you get to build exactly what you need. You retain control on the product and you can evolve according to your needs, without outside assistance. And since specialists write the code, the code you’re using is good code (because there is such a thing as bad code). If some functionality (an elementary brick) is missing, and only then, you hire them to code it and add it to the system.

With such an approach, businesses can focus on their core competency, without losing control on the critical tech component. Take a company like Airbnb. Its core competency should not be writing code. In fact, its real competency is building an accommodation business. And, because we’re in 2014, it happens to be online. What Airbnb excels at is defining the right user experience, setting up a great customer service, making sure apartments have nice pictures, etc. Today, Airbnb still needs to hire engineers, but this is not the most efficient way of doing so. Similar to how most startups don’t handle servers any more (thanks to Amazon’s or Google’s cloud services), startups shouldn’t have to handle the code either. This is not just their core competency.

As we move to every business having an online component, this question becomes more and more critical. We need to figure out a way to make software development more efficient. Relying on external agencies or a few highly-paid software engineers just won’t work. We see new platforms such as Bubble — that separate coding from application development — as the solution.


Indian IT employees outsource their winter break happiness & celebrations to their clients sitting in US & Europe

December 25th, 2014

Taking a cue from their own clients, who outsource their IT work to India, reports of Indian IT employees outsourcing their winter break happiness and celebrations to their clients sitting in developed western economies has come into light.

As they have already outsourced their celebrations, employees of many IT companies will be working even on Christmas, New Year’s Eve and maybe even on New Year’s Day.
IT Professionals

“Now that our clients will be partying and celebrating for us, it’s our duty to return the favor by doing their work. We are true professionals,” said Manish Shrivastava, a senior software engineer working for a leading tech firm, adding that it’s not that this is the first time such thing is happening in Indian IT industry.Outsourcing26

“It’s happening for years. Every winter, many of the techies do this, as going physically to US and Europe to celebrate Christmas to New Year break is very expensive. But by simply following barter system, we ask them to party for us and in exchange we offer our technical services. That means, literally zero expense in terms of money,” Manish explained the business model.

Adding further, Manish disclosed that his client has already reached Las Vegas. Manish has even requested his client to keep him updated via email.

“Plus, I will be keeping an eye on his Facebook activities to make sure that he is partying really hard. I can’t tolerate any compromise on that part. I am giving my best to do his work, and I expect the same in return,” he concluded, “And believe me, if I find any slack in my client’s performance like getting overdrunk before midnight of 31st, I will immediately shoot him a cold mail, right here from my office system.”

This partying model is widely accepted across many IT companies and senior management of firms even promote their employees to follow this model.

“Why to party in places like Bangalore and Chennai by spending thousands from your own pocket, when you can simply outsource it to awesome destinations like Vegas,” reasoned Ravi Reddy, CEO of a mid sized IT company, with clients spread across US, Europe and Australia.

Ravi’s company even provide options to its employees to switch clients in the month of December.

“You know, someone wants to party in Australia, someone in Europe. So activity of switching clients makes sure that everyone gets his/her favorite party destination,” Ravi Reddy told Faking News.


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