The Changing Face of Outsourcing

Transcription

1 The Changing Face of Outsourcing Presented by Parveen Chodha a HENRY Fellow April 29, 2010 Rest assured, this is not offshoring

2 Agenda How outsourcing has evolved Key Success Factors Destinations for offshoring Some thoughts on the future of outsourcing Percentage of Total IT Spending The Innovation Doldrums in the Global Financial Services Industry 22% 11% 67% Decaying IT Assets 27% 12% 61% IT Transformation 30% 15% 55% 450 Total IT Spending (in US$ Billions) 200 Maintenance IT Replacement IT New IT IT Spending Source: TowerGroup

3 Key Facts and Figures Global BPO expenditure likely to grow by 10% to 15% per year, to more than >$230bn by India in 2008 had 65% of ITO 43% of the BPO CEE ITO market exceeded $3.5bn end of 2008; with Russia also exporting over $3.6bn of IT & business services Global offshoring market IT and Business >$55bn in Expected annual growth rate of 20% over the next 5 years The UK is predicted to have a shortfall of more than 14,000 IT specialists by 2010 and the US a shortage of 15 million by global ITO market estimated to be worth between $220bn - $250bn. BPO market smaller, but grew at a faster rate Threat or Opportunity? 20% to 30% of jobs in Denmark are offshoreable These jobs are primarily in the Financial and Business Services Sector Report by Tor Eriksson, 2009, Department of Economics, Aarhus University

4 Recent outsourcing deals Nordea Awards Accenture Five-Year Application Outsourcing Contract HP (EDS Services) won a 10-year, $1bn data center services contract from Aviva, a large U.K. insurer Interserve and HSBC signed a 200m contract for delivering facilities services for HSBC retail sites and offices in and around the UK, Channel Islands and the Isle of Man Microsoft has outsourced its internal IT services help desk, desk-side services, infrastructure and application support to Indian outsourcing firm Infosys. Mahindra Satyam won an outsourcing contract with Airbus, valued at around $20m for technical support for engineering services and maintenance. CapGemini and Renault signed a three year contract for its application management Agenda How outsourcing has evolved Key Success Factors Destinations for offshoring Some thoughts on the future of outsourcing

5 An industry revolving Outsourcing Bureau Services Supply Chain Management Non-core Competency Transformational Outsourcing Shared Services Offshore Outsourcing Facilities Management Vertical Integration INDIA Business Process Outsourcing Value Chain Smart Sourcing The Changing Faces Of Outsourcing Internet Matures Additional motivations and new opportunities

6 The unchanging motivations for outsourcing Cost Reduction Access to IT expertise Focus on Core Quality Flexibility The internet maturing and wage arbitrage drove IT offshore Y2K Key Drivers Cost reduction Commodity Access to expertise Driven by IT department Flexibility Scalability New, Additional Drivers Demand for expertise Time zone advantage Wage arbitrage Mostly Low level IT Siloed Approach / Project-based First forays into outsourcing to India

7 Additional Motivations Gave Rise to BPO New, Additional Drivers Focus on Core Business Increasing regulation Increased efficiencies Strategic advantage Drive service levels Competitive Advantage Higher level of expertise Call Centre Payroll Accounting Card Processing Initiation Financial Institutions Pursue Multiple Delivery Models; Some Simultaneously???? WHAT WHO WHY WHY NOT Vendor Direct Outsourcing to offshore vendor, e.g., Wipro, TCS, Infosys, etc. Cost arbitrage Operational excellence Local market knowledge Growing domain expertise Operational risk concerns IT Governance skills gap Must maintain control over critical IT & process 1 2 Captive Site Offshoring Build-Operate- Transfer (BOT) Wholly owned site Lower operational risk Greater control over IT assets and processes Strategic equity High financial risk/upfront capital expenditures Offshore knowledge gap Requires long-term plan Vendor Indirect Established vendors offshore strategies for cost competitiveness Cost efficiencies Domestic presence Vendor stability Established links Absence of offshore IT governance skills Makes vendor mgmt. more complex

8 European BPO Maturity Time Line Card processing Fund administration BPO gains traction Offshore component of BPO was expected to reach 20% Insurance claims processing gains critical mass and attracts fragmented provider market Open books life and pensions administration Check processing in the UK reaches critical mass with Unisys ipsl deal Call center outsourcing picks up steam Closed books life and pensions administration First pan-european BPO deal: ABN AMRO fund administration deal with State Street Mortgage processing For greater efficiency, shared services centers in Germanics market will begin to open to providers Note: Position on time line denotes point of industry and provider maturity. Source: TowerGroup Transformational Outsourcing took BPO and IT Outsourcing to New Level New, Additional Drivers Critical IT/Business Process High value Driven by Business Improve IT agility Fuel Growth Competitive Advantage

9 Shared Services is just a kind of sourcing strategy New, Additional Drivers Failed BPO Streamlining Convergence of functions Increased productivity Quality improvement Economies of Scale Outsourcing to the virtual world By 2008, the market for ASP-type services was over $4bn Gartner predicts that by 2012, 20 percent of businesses will own virtually no IT assets as a result of the uptake of Cloud Computing Using the internet as delivery tool Aimed at small to medium firms Increasing complexity of software Easy scalability Reliability 24/7 support SLA Key Drivers New, Additional Drivers More than just software Standardised service Data protection issues Security?

10 Agenda How outsourcing has evolved Key Success Factors Destinations for offshoring Some thoughts on the future of outsourcing Key Success Factors 49% of enterprises are dissatisfied by their decision to use a third party for large multiline outsourcing deals. 1. Internal IT and business mapping 2. Select right applications or business processes Effective Due Diligence 3. Find right cultural and business fit via two-way site visits 4. Run pilot operations with multiple vendors if appropriate 5. Don t outsource a problem

11 Offshoring is not for everything Key Success Factors 1. Steering committee, acquire skills Effective IT Governance 2. Adjust onshore and offshore staffing ratios 3. Ongoing monitoring, change management and knowledge transfer 4. Ensure fluid communication between onshore and offshore teams 5. Find/achieve a balance

12 Key Success Factors 1. Operational Risk Management: Info security, resilience, privacy Effective Risk Management 2. Regulatory, legal risk management needs local market knowledge 3. Risk related to loss of employee morale, transition management 4. Manage intellectual property risk 5. Build home nation regulations into risk management framework Agenda How outsourcing has evolved Key Success Factors Destinations for offshoring Some thoughts on the future of outsourcing

13 Global Sourcing Strategies Will Span a Portfolio of Countries Imports of IT-based services from CEE to W. Europe increased an average of 13% per year between 1992 and 2004 LATIN AMERICA Nearshore market Spanish-language call centers Application development Application maintenance EASTERN EUROPE EU Accession 10: Low Risk Software engineering excellence SOUTH AFRICA Time zone compatibility with Europe Government support Developed telecoms infrastructure Expertise Chinese government is investing $5bn in English language training to target the ITO/BPO markets INDIA Inside-Out market Strong vendor market Anglo-centric clients Popular captive site BPO growth High quality, CMM 5 Strong gov t support CHINA Offshore Market in training Outside-In market Domestic growth High cost savings Asian-language skills In 2006, China invested $142.3bn in ITO and BPO markets Other destinations Mauritius Egypt Philippines Morocco Romania Bulgaria Poland By 2009 there were over 120 other active offshore locations offering IT and business process services or captive locations. High levels of staff turnover, rising costs and overburdened infrastructure is making emerging competitors more attractive Tunisia Vietnam Costa Rica Mexico Venezuela Slovakia Republic Belarus Egypt: the 31,000 science, tech and engineering and 20,000 English speaking graduates each year

14 Agenda How outsourcing has evolved Key Success Factors Destinations for offshoring Some thoughts on the future of outsourcing Some thoughts on the future of outsourcing Outsourcing and offshoring are here to stay A mature industry Easier to outsource non-core services Economic Times projects $1bn worth of outsourcing contracts to India in 2010 TPI Outsourcing Index: Surge in demand for IT outsourcing Q TCV= 12.4bn, up 135% from previous Q, and 60% increase year on year Mergers and acquisitions will drive more outsourcing Decisions to outsource will need to be made quicker, and more aggressively executed Divide and Rule Multi-sourcing/Smart Sourcing shorter contracts, more suppliers, streamlined

15 Recap There are many labels for outsourcing but the fundamental concept is the same Like any project success depends on effective management of the project including due diligence, IT governance, risk management There are various destinations for offshoring which one fits best will depend on objectives and supplier s expertise abilities and cultural fit As the financial services industry continues to evolve, so the outsourcing industry will evolve. Institutions are less likely to put all eggs in one basket as more look to spread risk. increase returns and gain strategic/competitive advantage Key Messages for Danish FSIs Globalisation is creating a level playing and driving new business models Outsourcing is evolving and continues to transform business; reverse outsourcing market opportunity The impact of cloud computing should not be underestimated. Adopt, Adapt, Innovate, Enhance and Outsource Excellence = Opportunity, not just in home market The early bird catches the worm

16 The Changing Face of Outsourcing Presented by Parveen Chodha HENRY Fellow April 29, 2010