WTC Manesar at NILF Day 2

7/29/2019 WTC Manesar at NILF Day 2

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3/12 | daTaQuEST @ NiLF / FEbRuaRy-13-15, 2013

Ed Nir

The thor s Etor o dtqest & Glol Servces

Tall Ambition and Dwar Execution

Editor's Note

The panel discussion on Reality Check- Is

India Suering From Tall Ambition and

Dwar Execution threw up divergent, but

nonetheless thought-provoking views.

Sachin Pilot, Honble Minister or Corporate A-

airs debunked the label that India has been a non-

perormer. He lauded the aith amongst Indian people

that the uture belongs to India. He cited the success

o many national projects and its economic perorm-

ance despite global economic meltdown. Pilot seemed

to champion the governments success in achieving

these milestones.

Comparison between India and China is inevitable

in discussions like these. Chinas economic success,

razor-sharp execution o national projects, and ormi-

dable ambition pales in comparison to Indias stodgy

planned approach to development. An irrepressible

Swaminathan S. Anklesaria Aiyar, Consulting Editor,

The Economic Times championed the success o in-

dividual achievement over government driven initia-

tives. He said that Nasscom itsel is a good exampleo how private individuals achieved what government

would not have been able to. Other examples cited

were the success o the auto and auto ancillary indus-

tries in research and design and the pharma industry

in dealing with the patent regime that restricted access

to global markets.

It is not that Aiyar does not see a role or the gov-

ernment. He said, The role o the government is to

acilitate positive reorm to enable business and pro-

vide governance. He bemoaned Indias lackluster

showing in global ranking or business-riendliness.

India ranked 134 out o 183 in Doing Business, 166

out o 183 in Starting Business, and even worse at

182 out o 183 in Enorcement o Contract.

Pilots retort was that rankings dont matter, they

dont tell the whole story. Countries like Macedonia

and Colombia have leapt up even 40 ranks by ocusing

on a ew parameters that determined the ranking, he

said. Instead, delivery and overall economic and social

impact is what matters, Pilot stressed.

Janamejaya Sinha, Chairman- Asia Pacic, The

Boston Consulting Group pointed towards a global

reset in the ong. He said that the western world willbeat towards Asias doors in the next 20 years. Sinha

said that in the next seven years, $15T o additional

consumption is expected to happen out o Asia, o

which $2.6T would be rom India alone. He stressed

that the opportunity is India and that this is the best

period in its history.

The discussion did not really get to deliberating the

issue about Indias dwared execution. While gaps in

execution were identied, painting pictures o a rosy

uture was the dominant theme. It let one wondering

whether we agree at all at India has tall ambitions, but

dwared execution.

view point

Project Tem

E Nr, Editor

Stsh Gpt, Hed Sles & Mrketing

Shrknt G, associte Editor

Smt Vsevn, Opertions Editor

Shlp Shnhg, Sr Correspondent

Prern Shrm, Correspondent

Prmo S Rwt, Design nd Lout

Cisco to align withthe national agenda

Jeff White

Present- in n SaaRC, Csco

Je White took over the reins at Cisco India

barely our weeks back. On the sidelines o

Nasscom Leadership Forum, in an exclusive in-

teraction with Dataquest, Je gave a quick peek

at his mandate and his rst impressions about Cisco

in India.

How have the past our weeks been or you?

I got a good sense o the opportunity in India and my

appreciation or it has grown. I would like to rearm

our commitment to India and we would continue to

invest here.

Your uppermost priorities?

Growth, developing the employee base, and driving

innovation. I have seen signicant innovations hap-

pen out o India. I am very optimistic, energized, and

excited about these opportunities.

One big part o my mandate is to align Cisco to the na-

tional agenda, the priorities o the government. These

include broadband access, healthcare, education, and

social responsibilities and we would want to take theseto the next level.

What was the biggest surprise?

The market opportunity is bigger that what I thought.

There is massive urbanization, rising middle class, and

demographics o one-third o the population below

15. The potential or broadband in Tier-2 and Tier-3

cities is huge.

Secondly, I was incredibly impressed by the talent

o the people here. I had heard about it- that we had

around 10,000 people, but their quality was equally

impressive.

Whats on your plate right now?

I am in the midst o dening the companys priorities

here with my senior team. We will eventually create an

India board comprising people rom all across Cisco.

In an interaction with Ed Nair



in pictures

i

Spl



330 CITIES. 100 COUNTRIES. 1 MILLION BUSINESSES

wtc corporate Dialogue

The Global NetworkTaking on the unique advantages o the WTC model,

a world class integrated business city at Manesar is all

set to jump start commerce and new opportunities.

The World Trade Centers (WTC) symbolizes glo-

bal trade and it has acted as the platorm o commerce

since its inception in 1939 in New York. Through its

years o existence WTC has remained true to its name.

The WTC is clearly a source o inspiration or entre-

preneurs across the globe.

As we browse the acts - one is bound to be amazed

at the scale and size o WTC. Headquartered in New

York, the network comprises oce complexes across

330 cities in 100 countries and serves over 100,000

member companies.

However, WTCs reach spans the world- ar and

wide beyond NYC in cities such as Chicago, Tokyo,

Rome, Beijing, Frankurt, Las Vegas, Athens, Miami,

Mexico, Tokyo, Dubai, Moscow, Sydney and so on..

list is endless.

WTC exists or the unilateral purpose o aiding the

development o the business o its members through

the ever changing climate o commerce. It does this

by creating a closely meshed network o entrepre-

neurs that acts as a platorm in promoting and oster-

ing opportunities or its members. Also by ostering a

community approach, it creates a sense o security as

well like creating homogeneity out o heterogeneous

business goals and aspirations.

As we look at trade networks on a common unied

platorm, it promotes prosperity through internation-

al trade and at the same time it augments development

o local business communities. It does so by providing

a host o reciprocal services to help oster partner-

ships. It also promotes knowledge dissemination on

broad areas like: acilitating trade missions, access to

global businesses and capital; trade inormation serv-ices and market research services or local business

knowledge; trade education services; world class o-

ce complexes; expo and conerencing acilities; short

term oce space; stay acilities and much more.

Today world trade is o the order o US $12 tril-

lion (including both goods and services), o this, an

estimated US $4 trillion (i.e. one third) trade fow

through World Trade Centers. The WTC thereore is

at the pulse o the changing dynamics o the business

every day, giving its members access to opportunities

no other network can.

While India is not new to the concept o WTC

How about looking at North Indias 1st operational

WTC

North Indias 1st operational WTCWTC Manesar is a 1.6 million square eet complex

which is also Indias rst mainstream green building,

holds a Leed platinum certication & was awarded -

Worlds best oce development, by CNBC.

The complex is now operational is ready to host

the operations some o the best international & na-

tional brands across industry sectors. Being a member

o the elite global WTC network, and a place or busi-

ness networking, WTC Manesar is already high prole

events including the upcoming - Indo-Japan Strategic

Summit on 19th February.

Apart rom being an ultra modern structure in

terms o design and layout, it incorporates whole lot

o modern amenities in one place. Clearly, these are

modern buildings, ecient with interesting design.

Quips Gaurav Bansal, Sr. General Manager (Mar-

keting), More than a building or a complex, WTC as

a networking platorm strives to bring together vari-

ous stakeholders such as Corporates, Associations,

Government Agencies, SMEs & Other institutions.

Going orward, WTC Manesar will be hosting various

industry events, B2B matchmaking sessions & discus-

sions.

During his recent visit to India, Mr. Eric Dahl,

CEO, World Trade Centers Association said, While

there are many industry and trade associations in In-

dia, WTC serves a complimentary unction. When

Indian rms reach out to the world, the typical routes

are through Indian Consulate or through their or-

eign business partners. But small rms cant aord

these. Thats where WTC chips in as well. I like to call

it the United Nations o Business.

According to Khair Ull Nissa, Senior General

Manager, WTC Manesar, The complex aims to pro-

vide a comprehensive eco-system that osters businessgrowth and revenue enhancement or companies op-

erating rom the campus. Manesar, being a strategic

location, have excellent connectivity, planned ameni-

ties and inrastructure which makes it a avored busi-

ness destination or several multinationals. We are

happy to associate with World Trade Centers Asso-

ciation and operate under the brand name o World

Trade Center.

WTC ServicesWTC International Trade Serv ices & Facilities

A WTC oers its members and tenants a wide range o

acilities and international trade services. Since WTC

services are reciprocal, members can access them atall operating WTCs around the world. Here are the

services and acilities that are oered to companies

seeking to expand international markets.

Trade Inormation & Market Research

WTCs provide up-to-date inormation about their re-

spective regions, including local products and services,

market conditions, government regulations and busi-

ness culture. WTCs urnish detailed proles o local

business contacts, including manuacturers, distribu-

tors and services providers. They also perorm market

research tailored to specic needs.The WTCAs inter-

net website (http://www.wtca.org) is a marketing tool

or the WTCs around the world, promoting events

and businesses.

Business Services

WTCs oer state-o-the-ar support acilities. This

includes video conerencing, internet access, word

processing and more. Flexible arrangements or tem-

porary oce space, meeting rooms, secretarial and

translation services are also available.

Trade Education S ervices

WTCs organize practical, interactive international

trade workshops and seminars on key local and global

business issues.

Group Trade Missions

Includes taking part in outbound missions to ex-

plore new markets and receiving incoming business

groups.

WTC Clubs

Promote business networking by providing comort-

able lounge and dining services or members and their

guests. Oer private rooms with general oce services

or various types o business gatherings. Networking

orums are arranged on specialized subjects to acili-

tate business contacts.

A World Trade Center is a recognizable symbol

o locally ocused economic strength in world com-

merce. Anchored by a unique combination o tenantsand visitors, a World Trade Center is bustling hub o

export activity. Membership requirements and cost

vary according to each World Trade Center.

World Trade Center at Manesar



Day 1 speakers

in s t the oreront ochnge n the technolog n

sness process otsorc-

ng spce. To or nstr

opertes ot o 75 contres;

we hve hnres o evel-

opment centers cross the

worl. Onshore, rght shore,ner shore- glol sorcng

hs come long w

Som Mittl

Present, NaSSCOM

"When we look t ths erstheme - imgneerng the

Ftre - people wol won-

er on t gven tht the entre

worl s tlkng ot reces-

son, recover etc. it s n tht

context ths theme mkes ll

the more relevnt. Moreoverthe opton o vros ke

technologes s hppenng

t rp pce. i we look

t the lst or ers, t hs

een spectclr rn wth

severl srptve technol-

og nnovtons

We hve seen how the worlhs een reene n n the

lst ew ers the scorse

hs een totll erent.

Erler tlets were mn-

stere to cre lments t

to tlets hve ecome

the ren o ever chl

iT s reenng lves. Con-serng the poplton o

stte tht toches n p-

proxmte gre o 100 ml-

lon ( gre tht s lmost

the sze o Mexco). in sch

scenro, the - projecton

o growth o 12-14% oers

hge opportntes

Compnes o the 21st cen-tr wll compete on ther

networks, not o evces or

strton, t on connect-

e pltorms tht llow ther

people n prtners to col-

lorte n crete vle. inorer to e erent n pro-

ctve, Wlsh lso sggests

enterprses on mplementng

nternl socl networks n

encorge est perormers

to se t to rve nnovton

n or emploee engge-ment n commncton

"There s cler move to-wrs cretng mnctr-

ng jos n the uS. innov-

ton s kckng n n there

re some goo sgns. There

s g opportnt to mx-

mze mpct n qlt nthe servce sectors lke ener-

g n hgher ecton wth

the se o technolog"

N ChndrsekrnChrmn NaSSCOM n

CEO o TCS

annd ShrmHonle unon Mnster o

Commerce n instr

Prithvirj ChvnHonle Che Mnster o

Mhrshtr

Mike WlshFtrst & athor

Ptrick T HrkerPresent, unverst o

delwre



Julin Robinson

Mnster o Stte

Outsourcing Destinations

Jamaica AdvantageJamaicas unique positioning and resources allow or

several advantages to doing business. The most prom-

inent being:

n A large native English-speaking population,

o which Jamaica is the third largest in the Western

Hemisphere ollowing the United States and Canada.

nClose geographic proximity to U.S markets allows

or shorter travel times to key markets. For example it is

only 1.5 hours fying time rom Miami to Jamaica, and3.5 hours between New York and Jamaica

n Similar time zone with North America allows

or harmonised business hours. Jamaica is located at

GMT-5, which is the same as Eastern USA with the

time dierence between Jamaica and any other coun-

try in the Americas being no more than 3 hours.

n In terms o telecommunications, Jamaica has ad-

vanced, reliable on- and o-island networks with three

active submarine cable systems connecting us with the

rest o the world. Fibre optic networks are ully redun-

dant with low latency, and with up to 5 TB o unlit ca-

pacity and local providers oer a ull suite o bandwidth

IP services, including R1, DS3, MPLS and Ethernet.

nCompetitive wage rates or a call centre agent in Ja-maica are about a third lower than in the United States.

n Continuous and available electric supply rom

the grid is constant and continuous to both domestic

and commercial customers. Electricity generators are

not requirements but are only recommended in the

event o supply interruption rom a severe hurricane.

andrew Lewel

Project Mnger, Ken iCT bor

Kenya AdvantageThe size o the local ICT market is estimated at US$

500 million and it is o note that companies such as

Spanco, ollowed Airtel into Kenya to continue servic-

ing them. Statistics show that the current government

spends on ICT is just 1 percent and this is bound to

increase to reach global benchmark o 3 percent. Giv-

en Kenyas relative sophistication compared to neigh-

bouring markets, many more Multinational compa-

nies have invested in the country.

nStable pro-investment government: Our new Con-

stitution that became law on 1st Aug 2010 has cemented

the stability and guaranteed investors and citizens alike

rights that promote economic and social growth.

nAvailability o Skills: Country o about 40.5 mil-

lion people o which 47.5 percent constitute the work-

ing population. The country also has the highest 15 +

literacy rate in the region (90 percent). Investors have

access to a large pool o highly qualied proessionals

in diverse sectors at competitive rates within a very

fexible legal ramework.

nInnovative culture: The country has been identi-

ed in recent times as one o the countries to watch

in Arica as ar as technology and innovation goes.

Dubbed the Silicon Savanna, Kenya is rising ast as

a technology powerhouse on the Arican continent.

There are many incubation labs that have set up in the

recent past to precipitate growth. Areas covered are:

n Strategic location: We are at a strategic loca-

tion as a regional fnancial, communications and

transport hub - Our strategic location and well de-

veloped business inrastructure makes us a natural

choice o location as a base or your regional ofces

and operations.

Emerging Locations in 2013

"am crrenc evlton, bltc

sttes-Eston n Ltv moves p

n the preerre estnton lst. im-

provng nmentls helpe Egpt

n unte ar Emrtes (uaE) gn

promnence"

Krishn Bid

instr mnger,

aPaC, Frost &

Sllvn

Quotes

"Ltn amerc s mst hve n the

lst o emergng estntons, especl-

l or bPO. Phlppnes s lso growng

t st pce, n terms o voce se

processes

Mnoj PunjSenor Vce

Present & Glol

He, Wpro bPO

"The econom s expecte to remn

wek n the openng months o 2013.

Mesres eng tken govern-ment to strengthen Economc n

Monetr unon (EMu) shol reslt

to n mprovement n consmer n

sness conence n grl re-

cover n spenng n nvestment."

Michel Crowle

Senor Economst,

bnk o ireln,

Glol Mrkets

Expert Speak

Jamaic

a

Kenya

The Lure for New GeographiesLatin America is a must have in the list o emerging

destinations, especially or BPO. Its multi lingual capa-

bilities and cultural afnity with the West makes it apromising outsourcing destination.

Despite the economic volatility, European market

has been very good or us in the recent past. We have

grown our strengths there. says Shantanu Ghosh, Sen-

ior Vice President, Practices, Solutions and Transitions,

Genpact. According to ISG, hal o the mega deals signed

in 2012 happened to be in the European market whichshows revival o interest and confdence building up.

Service providers are also confdent about their perorm-

ance in the region. Romania, Poland and Bulgaria are the

promising locations.

Changing wage rates and currency fuctuations

will infuence location preerences. Krishna

Baidya, industry manager, APAC, Frost & Sul-livan, says, Amid currency devaluation, Baltic states

Estonia and Latvia moves up in the preerred des-

tination list. Improving undamentals helped Egypt

and United Arab Emirates (UAE) gain prominence.

emerging locations



Reinventing the Wheel

A

ter years o outsourcing and pioneering

global delivery, Indian IT is at the thresh-

old o a major transition. And to make the

most out o the transition, the companiesneed to reinvent and innovate- this is the strong mes-

sage NILF 2013 is driving at

The 21st edition o the NASSCOM Leadership

Forum (NILF) 2013 started with the theme: Imagi-

neering the Future . Som Mittal, president, NASS-

COM set the tone by saying, How does the next US

$100 billion look like? In the last ew months much

has been written about the stagnant traditional out-

sourcing model and way orward or the industry to

scale up rom here. India is in the oreront o change

in the technology and business process outsourcing

space. Today our industry operates out o 75 coun-

tries; we have hundreds o development centers across

the world. Onshore, right shore, near shore- globalsourcing has come a long way. Today many trends

are changing the entire IT outsourcing landscape and

with ever changing dynamics, IT partnerships hence

assume critical proportions and NILF is getting bigger

and better with each passing year.

NILF has gained signicant prominence and has

become a global orum o coming together o the in-

dustry, says Natarajan Chandrasekaran, Chairman

NASSCOM and CEO o TCS. This year delegates had

come rom across 35 dierent countries. When we

getting more prominent. However one o the most

important trends is the impact o IT on the society, it

is not CSR - it is the actual benets o IT percolating to

the masses. Initiatives like UID are the ones that willimpact the society in a big way.

Refecting on how IT can make a dierence, Anand

Sharma, Honble Union Minister o Commerce and

Industry said, We have seen how the world has been

redened and in the last ew years the discourse has

been totally dierent. Earlier tablets were adminis-

tered to cure ailments but today tablets have become

the riend o every child. Having set the tone or the

day, he urther added that key developments have the

ability to disrupt production cycles, rom which stems

the belie that this journey is a continuous travel. And

this becomes equally important as most pronounced

changes have been witnessed in the last three years.

Right TimeEchoing Anand Sharmas optimism Honble Chie

Minister o Maharashtra, Prithviraj Chavan said

Maharashtra has been a major destination or attract-

ing IT investments all these years. He said, This is

important in an age where IT is redening lives and

making a plethora o a dierence and also consider-

ing the population o a state that touches an approxi-

mate gure o 100 million (a gure that is almost the

ment systems are now ready to accept the change and

internalize services that the IT industry oers. These

services are aimed at using it in sectors that will help

to improve the lives o the common man. Togetherthe government (both state and national), civil serv-

ices, and the IT industry can make a huge dierence.

Advantage MaharashtraThis comes at a time when the Maharashtra state is be-

ginning to open its doors or IT adoption. In act the

state has been ranked as numero uno on the scale o e-

readiness in the words o the CM. On the Adhaar ront,

the state has already enrolled 52 million citizens and has

already rolled out the Direct Benefciary Transer Sys-

tem. The eorts o the state in the ace o State Resident

Data Hub, have received praises alike. Approximately,

60% o key citizen services amounting to 80% in volume

have been rolled out marking a huge dierence. Ma-harashtra has become the frst state to implement cloud

services apart rom the act that the state with the joint

eorts o NIC has implemented eofce.

Invest RightThe State CM also emphasized that the IT indus-

try can invest in new emerging locations that oer

more scope. Cities like Nasik, Nagpur, Aurangabad,

Kolhapur, among others. With the joint eorts o the

industry and the government, the industry can capi-

look at this years theme, people would wonder on it

given that the entire world was talking about recession,

recovery etc. It is in that context this theme makes all

the more relevant. Moreover the adoption o various

key technologies is happening at a rapid pace. I we

look at the last our years it has been a spectacular run

with several disruptive technology innovations.

Chandrasekaran averred that the key trends likethe rapid escalation o tablets, consumerization o IT ,

emergence o new technology inrastructures, and or-

ganizations trying to create a new base line or IT in-

vestments with an aim to uture proo themselves are

size o Mexico). In such a scenario, the projection o a

growth o 12-14% oers huge opportunities.

Chavan elaborated, About 25 years ago, there was

a choice to make between products versus services and

local versus exports. Today, we are at a stage where a

quarter o Indias exports revenues are generated rom

the IT industry. The Indian market is opening and o-

ering huge opportunities and the time has come orthe larger players to make renewed eorts in conjunc-

tion with the state governments and play an instru-

mental role in taking the nation to new heights.

This is important considering the act that govern-

talize on the abundance o technocrats, huge number

o educational institutes, etc. The government o Ma-

harashtra is keen to invest in an ecosystem that will

support the manpower industry culture. Take the in-

stance o Mumbai that has crossed the mark o $10

billion in investments in inrastructure. We were be-

hind time on investing in the direction o inrastruc-

ture and now it has been plugged. We have pulled ourstrings and are in the right direction. And hence, we

need the support o the industry in terms o invest-

ments to paint a better picture o Maharashtra that

today is the important part o the Indian economy.

annd Shrm

Hon'le unon Mnster o Commerce

& instr

Ntrjn Chndrsekrn

Chrmn, NaSSCOM

Krishnkumr Ntrjn

Vce Chrmn, NaSSCOM

spot light



Outsourcing 2013: Top 3 Trends

2i lso expect tht we wll

wtness the contne

sht to mltsorcng moel.

Fewer n ewer ers re

lookng or one-stop shop

to sppl ll ther iT nees.

The re trnng to provers

tht oer omn-ocse so-

ltons n the eep sklls n

knowlege reqre to crete

rell compellng vle.

1Frst wol hve to e the

mpct o gtzton n

molt, whch hs crete

new opportntes or enter-

prses to nterct wth ther

cstomers n reene the

trtonl workplce, s well

s new ws or ther otsorc-

ng prtners to vle.

in nmc sness en-

vronment, the lt to

evelop n eplo new en-

terprse pplctons cn e

gme chnger. Compnes

tht re le to rng new pps

to mrket qcker wll hve the

vntge, so look or enter-

prses to trn to n agle moel

n mlt-sklle workorce

to mke tht relt.

Prshnt Rnde

CEO n Present,

Sntel, inc.

2The role o the CiO orgn-

zton wll sht rom eng

jst servce provers to ther

snesses to tht o technolo-

g rokers who rng n the est

tlent n technolog rom

mltple sorcng prtners n

enle collorton etween

these provers or explotng

iT to ts ll potentl.

1The pce o externl-

zton n nstr-

lzton o pplctons,

sness processes n

nrstrctre wll con-

tne to ncrese n 2013.

Clo n SS wll c-

celerte ths tren r-

ther.

Oshorng wll contne to

expn not onl e to n-

crese clent cceptnce n

cost svngs t lso to rve or-

gnztonl fexlt throgh

next generton iT servces

rven nstr sklls, con-

sltng, gle methoologes,

pltorms, ssets, tools, ccel-

ertors n most mportntl,

ccess to nche sklls n emerg-

ng technologes.

Bhskr Ghosh

glol le o applcton

Otsorcng, accentre

2Trnsormtonl p-

proch: in generl, cs-

tomer experence wol e

one o the mportnt trnsor-

mtonl themes or orgn-

ztons prt rom revene

growth n cost recton

gols.

1Cstomer insghts/an-

ltcs- Orgnztons

wnt ther prtners n ven-

ors to leverge power o

cstomer nltcs n pro-

ve ctonle nsghts. Ths

s n emergng tren we re

oservng n ths wll see

lot o trcton n 2013.

Home se gents: Or-

gnztons wol nvest

nto ths re conserng cost

ctors, fexlt n mnge

fcttons n cll/cht vol-

mes. Orgnztons nee to

look t soter spects (trnng,

tem lng etc) s well s

hrer spects (secrt, rsk

n complnce, fctton

ptterns etc) o the sness.

Rjesh Subrmnim

Md & CEO, Frstsorce

Contact Center Innovations

The shtng prgms nexpecttons rom cstom-ers re rvng lot o nnov-

tons n the contct center spce.Some o the recent nnovtonstht hve hppene n the recentpst n re nerw re:

nExperience portal: The l-

t to crete personlze iVRor ech cstomer ths rvngcstomer experence, eng leto rech ot to cstomers proc-tvel cross mltple chnnels,provng cll ck sssts rnglong wt tmes re some nqennovtons n ths re.

n Multi-channel: The optonsor cstomer to e le to hnle cstomer reqestsn the orm o not onl voce, t lso eml, cht, sms,veo n pplctons on smrt phones to nterct wththe cstomer servce center ths rvng cstomer ex-perence.

nAnalytics: The lt to cptre cstomer ee-ck n nlze cstomer ntercton n lmost nerrel-tme ths gvng the orgnzton the lt to m-prove cstomer experence

Rjeev Mittl

Mngng drector

in & SaaRC

av

Transforming Customer Service

experts speak



As the hype and conusion over co-mingled public and private cloud

starts to dissipate, more CIOs are joining the cloud computing party.

This will have an impact on the IT outsourcing service providers, who

will see their business models and customer value propositions dis-

rupted. Service providers in the IT outsourcing space have, ater all, proted sig-

nicantly by taking on their customers highly complex, one-o collections o IT

assets and nding ways to manage them more eciently than their customers can.

But the essence o cloud computing is a move towards highly standardised racks

o commodity servers and a sotware environment that together make or a highly

ecient use o resources. Cloud computing, when done right, has the potential to

actually replace, and not just augment, legacy environments while adding value by

reducing costs and increasing agility.

PwC surveyed 489 business executives to understand the real state o data

center management today, how ast business executives expect to move to cloud

inrastructures in the uture and who they will turn totraditional IT outsourc-

ing providers, new cloud-oriented providers or internal stato make the shit.

Individual interviews with vendors oering traditional IT outsourcing and new

cloud-based oerings, including inrastructure-as-a-service (IaaS), complement-

ed the survey.

The PwC IT Outsourcing and Cloud Computing Survey suggested that many,

i not most, unctions o the traditional data centerinternal or outsourcedwill

gradually migrate to the cloud. The survey revealed a growing interest among IT

outsourcing customers and non-customers or inrastructure in the cloud, espe-

cially private cloud; and a slight preerence or new cloud-ocused service provid-

ers over traditional IT outsourcing vendors to manage the private clouds.

As a result or the next several years, IT outsourcing providers will ace the

dual challenge o delivering traditional IT inrastructure services while trying to

meet the growing demand rom their own customers to migrate to cloud comput-

ing, including IaaS. IT outsourcing providers not ready or able to move with their

customers could put the entire relationship at risk. This provides an opportunity

or younger cloud-based IT inrastructure providers to aim at the enterprise mar-

ket or IaaS.

The survey indicated that the migration to cloud will be gradual and the cloud

will coexist with traditional inrastructure or a long time. In the near uture there

is likely to be enough demand or both traditional IT outsourcing and cloud serv-ices to keep everyone busy. However, besides deep pockets and trusted brands,

one major dierentiator or established IT outsourcing providers is the vast experience many o them have with

consulting services. Since the IT resource landscape will be a mix o traditional inrastructure, private cloud, and

public cloud, customers will need help to determine the when, what, where and how o migration.

Redefning outsourcingthe cloud way

Changing insid-

er threats in a

cloud environ-

ment. When

assessing the risk associated

with migrating applications

to cloud services, buyer

should ocus rst on how

the insider threat environ-

ment changes, as ollows:

The most privileged us-ers with the power to wreak

the most harm are no longer

your employees. The cloud

providers IT sta are now

the ones with unimpeded

access to applications,

their sensitive data, and the systems they run on. They

may be endowed with ar-reaching access and power-

ul privileges in order to do their jobs. And they are by

denition more highly skilled and knowledgeable o

system vulnerabilities.

Your applications will likely be part o a much larg-

er-scale, more complex IT operation. The typi-

cal cloud provider operates

in a multi-tenancy

e nv i r o nm e nt

with many

c u s to m -

ers. I

they have

not taken

a d e q u a t e

steps to ensure tenant

isolation, your applications and data

may be exposed to security threats

rom other co-tenants. The cloud envi-

ronment embodies new technologies that may present

new attack suraces. For example some buyers may be

unamiliar with emerging threats like virtual machine

breakout exploits attacks, in which malware is able to

break the containment o the virtual operating system

to attack the host environment or adjacent virtual ma-

chines.

Questions o jurisdiction may arise based on where

IT insiders reside. A potential inside attacker may be

operating in a physical location where the legal sanc-

tions against criminal activities are weaker than in

your own jurisdiction. This can remove some o their

disincentives to criminal behavior and make court

injunctions more dicult to obtain. Cloud security

measures may confict with some o your native threat

mitigation systems. For example, the use o end-to-

end encryption to protect sensitive data in transit toand rom the cloud may render some o your own

security countermeasures inoperable, e.g., network-

based intrusion detection and prevention systems and

data loss prevention systems.

How insider threats

change when

applications move

to the cloud?

Jmes R. SlbReserch drector,

Sorcng Secrt

& Rsk Strteges,

HS Reserch

Rjesh Rjn

Leer, Emergng

Technologes,

PwC in

Ritesh Pl

Senor

Consltnt, PwC

in

clouD



Over the last couple o years the uncertain-

ty element has been a constant or the

outsourcing industry. The volatile eco-

nomic environment, political uncertain-

ties and shit in regulatory policies is has been weighing

down heavily on the minds o CEOs.

So as we have stepped into a new year, can the in-

dustry breathe a sigh o relie?

The answer is no. It will continue to be a rough

ride but one with interesting opportunities. A change

has already started refecting in the way enterprises are

realigning their IT strategies in line with the new reali-

ties. While it is a good change , it will also create new

challenges or the industry. Service

providers that are able to proac-tively deliver innovative technolo-

gies through advanced sourcing

models will be able to sustain and

those stuck in the old world will be

wiped out.

Decisions are still made with an

inherent cost saving objective, but

at least enterprises are more open

to new alternatives like business

outcome-based and revenue shar-

ing models, and greater inclusion

o cloud-based services or more

fexibility. As Shantanu Ghosh,

Senior Vice President - Practices,Solutions and Transitions, Gen-

pact, puts it, What will matter to customers, especially

in back oce unctions, is how do you create fex-

ible capability and Scale scale up/capacity in a variable

model.

2012 was an interesting year or the industry as it laid

the oundations or some disruptive changes. Organi-

zations went a step ahead in making their outsourcing

relationships more strategic. Cloud and IT outsourcing

convergence was another important trend that started

shaping up this year. One o the big trends in 2012 will

be the movement o Inrastructure to the Cloud largely

private but some public as well.

Outsourcing LessonsFrom 2012

Last year was interesting and challenging or the

sourcing industry. What is the impact that is like-

ly to be carried orward into 2013?

2012 was a year o infexion or the Outsourcing in-

dustry. With the economy showing signs o recovery,

companies moved ahead with their strategic plans. The

impending US Presidential elections may have been a

cause or some pause, but did not materially impact

any decision-making. However other Technology and

Market actors did infuence the industry.

What was the biggest trend that the industry witnessed

in 2012?

One o the big trends in 2012 that has gathered mo-

mentum is that o movement o Inrastructure to

the Cloud (largely Private but some Public as well).

Accordingly, outsourcing transactions have become

less asset intensive and also shorter duration (3 to

5 years). Vendor Delivery and Pricing models have

been shiting and trying to align with the new mar-

ket realities. One o the main lessons learnt in 2012

is that as the market nds a new equilibrium, it is

prudent to keep your options open and not be locked

into very long term contracts with vendors.

As organizations are visibly becoming more hesitant in

taking risks, what will be the role o geographic diversi-

fcation in the sourcing industry?

The other major learning rom 2012 is that geo-

graphic diversication is now an essential part o

Outsourcing. While Oshoring continues to gain

steam, its growth (especially in India) has been tem-

pered by concerns o rising costs and attrition. With

growing maturity in the Nearshore region and emer-

gence o lower cost onshore options, organizations

have started to re-balance their sourcing portolio.

Whilst there is no large scale pull-back rom major

oshore destinations, many rms are allocating new-

er projects to providers with nearshore/onshore ca-pabilities. Some o this is also driven by the growth in

sotware requiring agile development methodologies

and mobile skills, which are more naturally aligned

with nearshoring.

Geographic

diversifcation

now an essential

part o outsourcing

anupm Govil

Prtner, avsnt

The Search For NewnessWill Continue

New TechnologiesThe three big orces Big Data, Cloud, Mobility are ex-

pected to transorm the industry in a big way. There

is a lot o hype around these technologies but is adop-

tion really picking up?

Despite a lot o hype around it, right now there

isnt much happening on the analytics part right now.

Clients are not asking or it much, says Partha De

Sarkar, CEO, Hinduja Global Solutions.In the BPO space, the way organizations are in-

teracting with their customers is giving way to new

technologies. Customers are interacting in multiple

ways-email, web, chat, voice and so on. The use o so-

cial media and mobile devices is surging like never be-

ore. By monitoring key search terms related to their

industry, brand, products and services, organizations

can engage their customers to create buzz, build loyal-

ty and resolve issues proactively, says, Andrew kokes,

Vice President, Global Product Management & Mar-

keting, & Mandy Edwards, CIO, Sitel.

New Sourcing ModelsThe industry is clearly moving away rom the conven-

tional oshore-centric model to a more balanced and

geographically dispersed sourcing model.

Oshore locations are visibly acing pressure as

political anti-oshoring interests and the rising at-

tractiveness o onshore and nearshore locations are

coming up as a big threat. With some Indian IT ma-

jors like Inosys and Wipro also going through a chal-

lenging phase, the pure-play oshore model seems to

be losing its charm.

Organizations are looking or the right-shoring

approach that gives them fexibility and cuts down

risk. Service providers will have to strike the right bal-ance between onshore and oshore. Firstsource has

rightshore model with 65% o revenues coming rom

onshore, says, Rajesh Subramaniam, MD & CEO,

Firstsource.

lessons 2012


12/12

WTC Manesar at NILF Day 2

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