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Introduction ...............................................................................................................................................1
Transformational Offshoring: Why and How?.............................................................................................2
Key Benefits of Offshoring .........................................................................................................................2
Need for Transformation............................................................................................................................3
Offshore Engagment Process and Various Engagement Models .....................................................................5
Captive Unit ....................................................................................................................................... 6
Build-Operate-Transfer....................................................................................................................... 7
Offshore Development Center ............................................................................................................ 8
Joint Ventures .................................................................................................................................... 9
Selecting an Appropriate Engagement Model and Potential Offshorizables ..............................................10
Conclusion ..............................................................................................................................................11
About the Author .....................................................................................................................................12
About Patni..............................................................................................................................................12
This Paper discusses some of the biggest challenges faced by organizations in aligning
their applications to the business. The role of an offshore strategy in transforming those
applications so as to align them with their business while they are offshore is a central
theme of this Paper. The Paper also focuses on the methodology involved in defining
Transformational Offshoring strategy with a list of parameters that needs to be evaluated
However, customers and vendors are also increasingly advocating the benefits of
improved processes and service quality as equally important reasons in the choice of an
offshore location. More flexible work practices and the exploitation of different time zones
can, for example, create 24-hour processes which were previously limited to certain parts
of the day. Access to highly qualified and motivated staff in some locations also assists in
the improvement of service quality. "They come for the price, but stay for the quality" is the
mantra, which many offshore providers currently like to use.
If we look at a typical application portfolio, at one end of the spectrum there are modern
applications that leverage and capitalize on the potential of the Internet, while at the other
end there are traditional, close-ended, legacy business systems. In the midst of this
technological diversity comes a surprising fact that more than 70% of corporate data still
resides on legacy systems. The challenge that technology and business leaders have to
address is the successful management and re-deployment of legacy systems to meet
tomorrow’s business needs while they are offshore. In this scenario, organizations need to
understand the impact of Legacy Applications to answer following application
rationalization questions:
§ What legacy applications do I have?
§ How many of them are being supported from Offshore? How are they performing?
§ Which applications support my most critical business processes?
§ How do these applications support critical business processes?
§ Who are the end-users?
§ Which applications have poor data, high maintenance requirements, and high
support costs?
§ What is the total cost of ownership?
§ How do applications impact the customers?
§ What redundancies exist across the application portfolio?
Organizations thinking of moving away from legacy systems adopt a solution that meets
strategic business needs – while simultaneously evaluating the financial viability of the
espoused strategy. There are various options available to the organization when
metamorphosing from legacy systems to more contemporary platforms. The four key
options along with offshore leverage during each stage of application life can be
summarized in the following graph:
As shown in the above graph, the offshore leverage during the life of an application ranges
between 30% and 80%. However, a plain vanilla application offshoring strategy introduces
As depicted in this process, transformation planning is one of the key stages, which helps
in aligning the application with current business needs. Also this alignment happens while
the application has been transitioned at offshore. Transformational planning stage in turn
identifies new projects (e.g. Reengineering or migration of existing application or
consolidation of existing applications) that can be executed from offshore.
CAPTIVE UNIT
In the captive center model, the business sets up its own subsidiary offshore so that all
assets and staff are owned by the client business. The client then sets up its own
operations through hiring local staff and leveraging expatriate staff. This model has the
advantage of the client retaining ownership and operational control. Captive centers will
best serve clients that want to migrate core business processes offshore or technology
companies that want to establish IT development, support and maintenance in a multi-
shore structure. In general, the captive unit offers the following benefits to clients:
§ Control: Captive is an obvious choice if the company has a need to have total
control over the quality, timeliness, process, security, data privacy etc. of the
process in question. With a captive unit, companies will have the advantage of
offshore operations without the management challenges of working with a third-
party.
§ Risk: Captive is a strong choice if the company needs to aggressively manage
and retain control over their risk profile. Many firms that are regulated tend to
manage their offshore business processes in captive centers, especially for critical
business areas.
§ New Markets: With business going global, and countries becoming virtual
boundaries, there is an immense opportunity to leverage old investments in new
markets, utilizing local expertise and talent.
§ Talent: Skilled managerial resources can be leveraged and redeployed to the
various offshore locations. Business knowledge and experience with the
processes adds value to the second level managers who are usually recruited
from within the local marketplace where the site exists.
However there are certain issues that need to be addressed while operating the captive
centers. Broadly these issues are:
§ Higher Start-up Costs: Typical investments in infrastructure, hardware, software
and facility service provisioning require high initial setup costs. These costs are
usually significantly higher in building a captive center when compared to
outsourcing to a third party who can spread their costs and risks over a wider
client base. Also, while the client has to bear all the cost as it occurs in a captive
scenario, in a third party situation, the supplier can spread it over the terms of the
agreement. Thus, a client will need to have a larger amount of capital available in
order to invest in building a captive center.
§ Organizational Issues: From the organizational point of view, offshore captives
will challenge the staffing, style, and formal and informal information systems of
organizations that implement them. Specifically, human resource departments will
BUILD-OPERATE-TRANSFER
Build Operate Transfer" or "BOT" arrangements are increasingly used in establishing
offshore centers, particularly in India. The client and supplier set up an arrangement,
through which the supplier is contracted to establish the operation, such as the acquisition
of facilities and staff, and then to provide the services for a defined period. At a point
where the center and services are properly established, management and ownership is
transferred to the client. Vendor who offers the solution usually makes the investments for
a BOT project. The commonly used instances where BOT is used are:
§ Work that is being offshored by an organization is core in nature and therefore
while in the initial stages the work is done in a set-up situation by a vendor,
thereafter it is pulled back by the organization into its own fold.
§ The organization wishes to commence business in a country where it does not
have any base at all. The organization would look at getting a local company to
In short, the BOT model provides an opportunity to capture market share rapidly or
address a crying need in a short period of time, the advantage of not getting distracted
while setting up a new venture and being able to continue to focus on the organization’s
core competency, possibility of accessing best in class skill-sets, conservation of capital
expenditure, cost effective outsourcing during the initial period of build out and operating,
and reduced operating risk and knowledge retention when related to sensitive processes.
The main challenge in the BOT model is to do with transfer of employees from vendor to
customer's entity in the transfer stage, the transfer price and fair return to the vendor for
the efforts in the Build and Operate stages.
The initial phase of setting up an ODC requires accomplishing the infrastructure set up for
the development facility, which would include setting up of the physical infrastructure such
as office equipment and development environment, besides the assignment of
professionals with relevant skill sets to the ODC based on the requirements of the client.
The next phase is very critical to the long-term functioning of the ODC. This phase deals
with setting up of a functional process, which will be implemented and improved upon
through out the life of the ODC. A detailed discussion is held with the client to decide on
the process to set up the communication protocol, operational efficiency/reporting
structure, specific roles and responsibilities assigned to specific personnel, project delivery
methodology, and the escalation procedures. The process of setting-up an ODC in India
has matured and Indian vendors as well as clients have been advocating for ODC as a
JOINT V ENTURES
A Joint Venture is a model wherein a client and offshore supplier may set up a joint
venture vehicle, which will predominantly service the client's business. The offshore
supplier brings the local expertise and service skills while the client brings its knowledge of
its existing business function and maintains greater management control. Both the client
and the JV partner share the risk and the revenues resulting from the operations. In
general JV offers following benefits to the client:
§ Easy transition of assets and staff and high service continuity during the deal and
transition phase.
§ The client has an influence over the resources, organization and strategies of the
Joint Venture and also has an option for buying the company so established.
§ Possibility of selling service and solutions in the open market and hence high
revenue creation.
However, due to the complexity of the engagement and the level of commitment required
from the client side as well the JV Partner, the following challenges are faced:
§ The negotiations at times can become sticky since both client and vendor control
the joint venture.
§ Knowledge transfer from vendor to joint venture partner is limited.
§ Consolidation and economies of scale are limited. Cost reductions are seriously
limited.
CONCLUSION
A study by Mckinsey Global Institute shows that the potential cost savings from a typical
offshoring engagement will be in the range of 45 to 55%. Offshoring with a focus on
transformation will add another 15 to 22% in the total cost savings. Setting key objectives
for an offshorization strategy and performing a detailed analysis of business and IT
practices, IT portfolio and need for business/IT alignment will help in identifying an
effective offshore engagement model and potential list of offshore candidates. Based on
these key objectives, organizations should assign weights to each evaluation parameter
and identify the fitment of a particular offshore engagement model in their scenario. This
will result into a best-fit offshore engagement model and potential offshore candidates,
based on which a detailed cost-benefit analysis should be performed and a final decision
should be taken. Subsequent to this, the client and offshore vendor can focus on
application and knowledge transition and ongoing management of relationship with the
help of a structured Vendor Management Team (VMT) or Offshore Program Management
Office (PMO). Organizations deciding to go offshore should also plan for change
management in the internal IT department and the way IT and business (end-users)
interact with each other.
Prashant even co-authored a book titled Migrating to .NET: A Pragmatic Path to Visual
Basic .NET, Visual C++ .NET, and ASP.NET for Prentice Hall PTR, USA. (ISBN-0-13-
100962-1).
ABOUT PATNI
Patni Computer Systems Limited (BSE: PATNI COMPUT, NSE: PATNI) is a global IT
Services provider servicing Global 2000 clients through its industry practices in Insurance,
Financial Services, Manufacturing, Telecom, Retail, Media & Entertainment, Energy &
Utilities, and Logistics & Transportation; and through its technology practices.
With an employee strength of over 10,000; multiple offshore development facilities across
eight cities; and 24 international offices across the Americas, Europe and Asia-Pacific;
Patni has registered revenues of US$ 326.6 million for the year 2004.
Committed to quality, Patni adds value to its client's businesses through well-established
and structured methodologies, tools and techniques. Patni is an ISO 9001:2000 certified
and SEI-CMMI Level 5 organization, assessed enterprise wide at P-CMM Level 3. In
keeping with its focus on continuous process improvements, Patni adopts Six Sigma
practices as an integral part of its quality and process frameworks.