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21st Century Outsourcing
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Michael F. Corbett
Conference Chair and President & CEO
Michael F. Corbett & Associates, Ltd.
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Learn: How outsourcing has become the defining business model of the 21st century
In 1989, famed management expert Peter Drucker told America’s businesses to ‘Sell the Mailroom,’ and, they listened. As a result, by the start of the 21st century, core competencies, outsourcing and offshoring had become defining business models for much of the company’s operations.
Mr. Corbett opens The 2003 India Outsourcing Summit with a thought-provoking look at not only where outsourcing has been, but more importantly, where it’s headed.
He explains:
· The real drivers of outsourcing in today’s business environment · How leading companies are redefining the relationship between outsourcing and business strategy · How the best are making outsourcing work for them · What’s next and how it may affect the current outsourcing boom
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Offshore – Creating a Compelling Case
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Jagdish Dalal
Principal JDalal Associates, LLC | |
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Learn: How to evaluate and create a sustainable compelling case for going offshore.
Although there has been a dramatic rise in offshoring – especially for information technology functions – another tidal wave of activities is just arising. While global sourcing of services is not new, offshore outsourcing has introduced a new dimension to this sourcing process.
Businesses and service providers alike are struggling with evaluating the feasibility of offshoring and jointly creating a sustainable business case. There are recent examples of abandoned initiatives, disillusionment with the processes and results and missed opportunities. This presentation examines lessons learned and provides insight into some missed opportunities. Mr. Dalal makes specific recommendations on how to address these issues as offshoring creates a second wave of opportunities.
Key topics to be covered:
- What are some of the lessons learned from offshoring?
- What are the compelling reasons for offshoring?
- How to build a business case (and for service providers, how to propose one) for offshoring.
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Doing Business in India
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Nishith Desai
Founder Nishith Desai Associates |  |
Pankaj Dhandharia
Partner, Corporate Finance Ernst & Young | |
| Learn: How to navigate the unfamiliar waters of doing business in India.
With one billion people, 300 million of whom speak English, dozens of major business centers, a rapidly expanding technology infrastructure, and its own unique governmental, legal, financial and cultural systems, doing business in India requires more than a casual understanding of the country as a whole.
This session provides in-depth coverage of each the critical dimensions of India and offers specific, practical guidance that executives can act on.
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Build, Buy or Partner?
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Joydeep Sengupta
Principal McKinsey & Co. |
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Bernard W. Shunfenthal
Executive Vice President and Director of Enterprise Technology Development KeyBank | |
| Learn: How successful companies pick the best way to leverage the India advantage
Once an organization has determined that offshoring is right for them, the next decision is how best to leverage that advantage.
Companies can create their own captive centers that they own and manage (build), outsource to a company with already established capabilities (buy or outsource), or blend elements of both into a partnering approach. Each has its unique advantages and disadvantages.
Joydeep Sengupta, who as a principal at McKinsey & Co. has helped many organization make and implement this most critical of decisions, will share his firm’s recommendations for defining a company’s global process architecture.
He is joined by Bernie Shunfenthal of KeyBank, the U.S.’s fifteenth largest bank, who shares the evaluation-model his company used for its recent offshoring decision.
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| The Human and Social Aspect of Offshore Outsourcing to India
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Tarun Natvarlal Sheth
Senior Consultant Shilputsi Consultants | |
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Learn: The human and social aspect of offshore outsourcing to India
One-hundred and fifty years ago, the educational system in India was created for local administrators, judges and accountants, who were sourced from England. It was, in fact, pre-modern outsourcing for a local need that otherwise would have had to be sourced offshore.
As a result, until the 1980s India lived in a paradox. The country had an abundant quantity of skilled and qualified manpower, but little practical experience and poor productivity.
Globalization, an opening up of India’s economy and a shift from a predominantly agricultural and manufacturing economy to a services-led economy, has changed all that. It has also brought with it new human and social challenges.
Tarun Sheth, former head of management development, Hindustan Lever Ltd. and management consultant, Shilputsi, explores the people related issues being created by the offshore outsourcing explosion, including:
· High attrition caused by the high demand and traditional social customs, especially for women. · Dislocation caused by locating outsourcing centers in urban areas, while customs and attitudes encourage young people to stay near the extended family. · The need for accessibility to educational facilities and jobs for both spouses. · The importance of management care in recruiting, induction and relevant skills training. · Growing ambitions of the youth who are seeking even faster growth, more money and greater responsibilities. · Changing political equations at the state level. · Dealing with the pressures for employing “sons of the soil,” and compliance with legislation. · Designing an organization with the capacity to take on diverse assignments. |
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Financing Offshoring
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Abhay Havaldar
Principal General Atlantic Partners
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| Learn: The role venture capital plays in forming and growing an offshore company Outsourcing is a highly competitive, global business demanding significant up-front investment of both knowledge and financial capital. Improperly guided and funded companies, even if they realize some success in today’s market, are unlikely to ultimately meet either their owners’ or their customers’ expectations. As a partner with one of the world’s leading venture capital firms with a focus and proven track record in the outsourcing industry, Abhay Havaldar will share the realities, opportunities and challenges of funding an offshore enterprise. Actual experiences, based on two successful General Atlantic Partners companies – Patni and Daksh, are shared.
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Plus Special Welcoming Ceremony
| Mr. S. M Krishna, Chief Minister of Karnataka, Government of Karnataka
Kiran Karnik, President, NASSCOM
Mr. Arun Shourie, Minister of Communications & IT, New Delhi | Balmohan Tarakad, President & CEO, Trade Fairs & Conferences International
Michael F. Corbett, Conference Chair and President & CEO, Michael F. Corbett & Associates, Ltd.
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Educational Track Sessions
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The Offshoring Journey: One Company’s Experience
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Ananda Mukerji
Managing Director & CEO ICICI OneSource, Ltd.
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Learn: How ICICI OneSource defined and executed its offshoring initiative
Key elements to be discussed:
· The offshoring landscape and India as an offshoring destination · The benefits and risks heard fromsenior executives leading offshoring initiatives · Case studies highlighting lessons learned in transitioning and running operations offshore · Concerns and questions related to offshoring · The key imperatives emerging
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Launch Plan for a Global IT Sourcing Program
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William Metz
Section Manager Global Business Services Next Generation - PMO Procter & Gamble | |
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Learn: Why leading companies such as Procter & Gamble are adopting a global IT sourcing model, and the key elements of a corporate-wide launch plan to take you there
In today’s economic environment, information technology executives are under constant pressure to reduce costs. As they tackle this challenge they must also maintain organizational capability that can flex to meet varying levels of demand. Many companies believe that the answer to this dilemma is the adoption of a global sourcing model, but are not sure how to get started. Mr. Metz discusses the benefits of adopting a global sourcing model and his experience launching such a program.
Steps in the launch of a global sourcing model include:
- Setting the objective
- Assembling the right team and organizing for success
- Creating marketing and communications plans
- Creating sourcing plans and selecting pilot projects
- Choosing the right resources in the right locations
- Setting up for success, infrastructure, tools, and training
- Security and disaster recovery
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Offshoring: Not Just for First Movers
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Suresh Gupta
Managing Partner
The Paàras Group | |
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Learn: 2003 Best Practices in Offshoring: How to Manage the Offshoring Journey
The results of the “2003 Best Practices in Offshoring Survey” confirm both the high satisfaction levels among companies moving both IT and business processing work offshore as well as their commitment to further offshoring.
The survey finds offshoring leaders graduating to a broader model of ‘global’ or ‘smart’ outsourcing, by employing multi-location, multi-vendor, and in-house as well as outsourced solutions. Followers are also deriving benefits from offshoring, learning from vendors rising to the high expectations of pioneering U.S. and European companies. Finally, change management and program management offices (PMOs) are becoming more widely accepted by companies.
Key findings to be presented: - Survey background and objectives
- Participants by size and industry
- Offshoring momentum: Will it continue?
- Offshoring companies: Benefits realized and future plans
- Offshore Business Processing’s future
- India current and future role
- New business models that are emerging
- Latest practices and approaches to managing change
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How Offshore Reshapes Receivables Management
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Nitin Kapila
Founder BPOnet | |
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Learn: How to assess the risks and rewards of offshoring credit and collections
Both collection companies and collection departments face the continued challenge of collecting more, faster, with fewer resources.
Creditors in the banking and retail sectors, along with computer manufacturers, telecoms, and insurance companies are moving major parts of their back office operations, including collections, offshore. Offshore can mean the Caribbean, Ireland, the Philippines, and of course, India. Some even include Canada.
These same creditors are encouraging their collection service providers to find lower cost solutions. Many collection agencies have already done acquisitions and partnerships to develop offshore capabilities. They have proven that “first party collections” or calling on fresh receivables in the name of the creditor can be very effective at much lower cost. “Third party collections” services, provided in the name of the collection agency when the debt is charged off, is being tested and as yet is unproven.
This session will review the risks and opportunities of the various alternatives to offshore that are available to creditors and collection companies. General trends and market results from a recent industry survey will be reviewed, as well as specific case studies of companies who are operating offshore. A detailed discussion of the specific processes and costs, benefits, and risks will be included.
Key topics to be covered include:
- Best practices for front and back office outsourcing
- Preferences in considering offshore alternatives
- Typical business models with advantages and disadvantages
- Case studies demonstrating benefits to the supplier value chain
- How to get started
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| Strategically Selecting Offshore Suppliers
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Atul Vashistha
CEO neoIT
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Learn: A best practices approach for country selection and the supplier selection, the importance of an offshore roadmap and steps needed to ensure on-going success
The global market is full of both established and up-and-coming offshore markets. These markets are also filled with suppliers that range in delivery maturity. When looking at offshore outsourcing, companies need to balance cost savings, risk, quality and control. They need to decide, based on these four factors, what supplier markets and which suppliers are best suited for their offshore goals.
Through this session, delegates will:
- Understand the critical areas of due diligence required to match client requirements to supplier capabilities.
- Discover how to select the right country
- Develop a process for selecting the right supplier
- Gain insight into the importance of supplier and country selection in the sourcing lifecycle
- Uncover a best practices approach to how buyers make offshore outsourcing decisions
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Meeting of the Minds
Learn: Each Meeting of the Minds session is a unique opportunity to exchange views and experiences with other Summit delegates with similar industry interests and focus. The dialogue is led by an experienced industry practitioner.
Financial Services
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Cynthia Sue Burke
Senior Vice President and Division Manager Enterprise Technology Development Key Technology Services KeyCorp
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High-Tech Products and Services
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Jagdish Dalal Principal JDalal Associates, LLC
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Manufacturing and Pharmaceuticals
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William Metz IT Strategic Sourcing & Technology Solutions Procter & Gamble
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Professional Services
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Suresh Gupta Managing Partner The Paàras Group
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Post Conference Workshops -- Each Workshop Is Offered Twice!
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| Workshop 1 Selling Outsourcing Offshore | |
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Jagdish Dalal
Principal JDalal Associates, LLC | |
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“It’s probably not long before any company that is not leveraging the global talent pool will find itself at a severe competitive disadvantage,” Michael F. Corbett, Fortune, June 10, 2002.
There is a lot of interest by businesses in the U.S. and Europe in exploring offshore outsourcing for information technology and business processes. They are attracted by the quality and cost advantages offered through offshore work. Many offshore services providers want to take advantage of this appetite for their services.
However, experience has shown that selling offshore outsourcing to businesses is not quite as easy as envisioned. Factors like competition from traditional outsourcing companies, unfamiliarity with how businesses outsource, effectively addressing issues of distance and culture gap are preventing many from succeeding in this hot marketplace.
This workshop, designed exclusively for offshore services providers, provides the needed insight into marketing outsourcing to Western businesses. Its highly interactive format includes both a thorough presentation of the opportunities as well as group engagement around the issues.
Participants learn:
The difference between outsourcing and contracted services offering - Principles of outsourcing
- What does offshore outsourcing mean to business
- What customers look for in differentiating between the offerings
What businesses look for from an offshore service provider - Why companies decide to use an offshore service provide
- What factors – besides cost – play an important role in the decision
- How do companies create their internal business case for outsourcing to offshore
Creating and presenting the advantages of offshore outsourcing - How to create a value proposition
- What do businesses look for as longer term, sustainable benefit from offshore outsourcing
- How to address the key differentiator for offshore services
- How to create a presentation that “sells”
Addressing the perceived risks to offshore outsourcing - What are the perceived (and real) risks to offshore outsourcing
- What do clients expect as responses for risk mitigation
What makes a successful outsourcer (offshore or not) - How to manage outsourcing engagements for success
- What makes an outsourcing relationship successful – post contract
Workshop 2
Legal and Contractual Considerations for Indian Providers of Offshore Outsourced Services -- What Service Providers Must Know About the Contracting Process to be Successful
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J. Ross Docksey
Partner Sonnenschein Nath & Rosenthal
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This workshop, designed exclusively for offshore service providers, will:
· Explain the relationship between outsourcing industry influencers (consultants and law firms) and their clients and provide guidance for earning the trust and support of those influencers
· Discuss the contracting processes followed by leading influencers and provide guidance for adapting to the influencer's process
· Address the principal business and legal issues that arise and are dealt with in complex outsourcing contracts, and
· Provide insight into contracting trends likely to affect the form and substance of future outsourced services agreements.
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