Software industry body, Nasscom expects at least 70,000-80,000 engineering graduates who passed out in June 2009 and were offered jobs in their 5th and 6th semesters by TCS, Infosys and Accenture, among others, to get absorbed by March 2010. Not too long ago, there were apprehensions that the appointments of these tech grads could get deferred till 2011 in the aftermath of the global slowdown. However, the perception appears to have changed.
Speaking to the media, Nasscom Vice-President Sangeeta Gupta said, "There's some amount of pick-up in IT spending and clients have become active in the decision-making process. This augurs well for the IT industry and is likely to result in hiring by IT companies. Companies like TCS, Infosys and Accenture, among others, are expected to start honouring the offers they made. As a result, at least 70k-80k engineering graduates, who were issued offer letters, are expected to get absorbed by March 2010."
For instance, the country's biggest software firm Tata Consultancy Services (TCS) had made some 24,000 offers in 2008-09, according to its Q2 analyst call. The company had indicated that it would honour these offers this fiscal. In Q3, TCS is expected to absorb about 8,000-odd, and the balance, in the following quarter. Till Q2, the company had absorbed some 1,800 people.
Similarly, Infosys, in its Q2 earnings call, indicated that it would add 20,000 people instead of 18,000 indicated earlier. The additional 2,000 would be partly in BPO while the rest would make up laterals at Infosys Technologies.
Incidentally, Nasscom has urged member companies to recruit those who've completed their eighth semester to ensure that hiring is closer to the need of companies. For this fiscal, Nasscom has projected a mere 4-7 percent export growth. It is likely, that with IT sector showing signs of recovery, Nasscom will review the export target. "We can review the export target by end- December," she added.
McKinsey in its report titled 'Perspectives in the IT industry by 2020', has noted that with the current pace of reforms and expected constraints in talent and infrastructure supply, the exports component of the Indian IT industry is slated to reach $175 billion in revenues by 2020. The domestic component will contribute $50 billion in revenues by 2020, which is larger than the total export revenues for India now.
Agencies
Showing posts with label kpo. Show all posts
Showing posts with label kpo. Show all posts
Monday, November 2, 2009
Friday, October 30, 2009
Syntel's Q3 results outshines Wall Street expectations
Syntel's revenue for the third quarter increased one percent to $104.7 million (Rs.506 crore), compared to $103.8 million (Rs.502 crore) in the prior-year period, and increased five percent sequentially from $100.1 million (Rs.484 crore) in the second quarter of 2009.
Sequential revenue improvement was driven by its Applications Outsourcing service offering, and growth was broad-based across all verticals. During the third quarter, Applications Outsourcing accounted for 74 percent of total revenue, with Knowledge Process Outsourcing (KPO) at 18 percent, e-Business contributing six percent and Team Sourcing at two percent.
The Company's gross margin improved to 49.3 percent in the third quarter, compared to 44.3 percent in the prior-year period (500 bps increase) and 48.2 percent in the second quarter of 2009 (110 bps increase). Selling, General and Administrative (SG&A) expenses were 18.1 percent in the third quarter, compared to 19.1 percent in the prior-year period and 20.8 percent in the previous quarter.
Syntel's income from operations expanded to 31.2 percent in the third quarter as compared to 25.2 percent in the prior-year period (600 bps increase) and 27.4 percent in the second quarter of 2009 (380bps increase).
"Increasing stability in the business environment and a gradual improvement in customer confidence had a positive effect on our top line during the third quarter," said CEO and President Keshav Murugesh. "While our clients remain comfortable in moving forward with cost reduction initiatives, they are now increasingly willing to discuss longer-term business plans and strategic technology investments."
"The strong financial and operating discipline at Syntel has been evident in our financial performance during a very difficult nine month period. We expect that as demand for offshore services improves, costs of doing business in India will increase resulting in margin pressure. Syntel continues to invest in the people, infrastructure and new services necessary to drive long-term sustainable value for all of our key stakeholders."
Based on current visibility levels and an exchange rate assumption of 47.0 rupees to the dollar, the Company is updating 2009 guidance from Revenue of $395Mn (Rs.1,910 crore) to $415Mn (Rs.2,007 crore) and EPS of $2.40 to $2.50 to Revenue of $405Mn (Rs. 1,959 crore) to $408Mn (Rs.1,973 crore) and EPS of $2.60 to $2.65.
Agencies
Sequential revenue improvement was driven by its Applications Outsourcing service offering, and growth was broad-based across all verticals. During the third quarter, Applications Outsourcing accounted for 74 percent of total revenue, with Knowledge Process Outsourcing (KPO) at 18 percent, e-Business contributing six percent and Team Sourcing at two percent.
The Company's gross margin improved to 49.3 percent in the third quarter, compared to 44.3 percent in the prior-year period (500 bps increase) and 48.2 percent in the second quarter of 2009 (110 bps increase). Selling, General and Administrative (SG&A) expenses were 18.1 percent in the third quarter, compared to 19.1 percent in the prior-year period and 20.8 percent in the previous quarter.
Syntel's income from operations expanded to 31.2 percent in the third quarter as compared to 25.2 percent in the prior-year period (600 bps increase) and 27.4 percent in the second quarter of 2009 (380bps increase).
"Increasing stability in the business environment and a gradual improvement in customer confidence had a positive effect on our top line during the third quarter," said CEO and President Keshav Murugesh. "While our clients remain comfortable in moving forward with cost reduction initiatives, they are now increasingly willing to discuss longer-term business plans and strategic technology investments."
"The strong financial and operating discipline at Syntel has been evident in our financial performance during a very difficult nine month period. We expect that as demand for offshore services improves, costs of doing business in India will increase resulting in margin pressure. Syntel continues to invest in the people, infrastructure and new services necessary to drive long-term sustainable value for all of our key stakeholders."
Based on current visibility levels and an exchange rate assumption of 47.0 rupees to the dollar, the Company is updating 2009 guidance from Revenue of $395Mn (Rs.1,910 crore) to $415Mn (Rs.2,007 crore) and EPS of $2.40 to $2.50 to Revenue of $405Mn (Rs. 1,959 crore) to $408Mn (Rs.1,973 crore) and EPS of $2.60 to $2.65.
Agencies
Monday, September 14, 2009
StanChart to open KPO in Bangalore; Hire 2,000 staff
Foreign lender Standard Chartered Bank plans to hire around 2,000 employees in India in the current financial year, a top official said.
The bank currently has around 8,000 employees in the country.
The banking major has also plans to open an office of its knowledge process outsourcing network -- Scope International-- in Bangalore by October, StanChart's Chief Operating Officer, India and South Asia Sreeram Iyer told reporters here.
At present, Scope International has offices in Malaysia, China and Chennai.
It employs over 7,000 employees in its Chennai unit.
Agencies
The bank currently has around 8,000 employees in the country.
The banking major has also plans to open an office of its knowledge process outsourcing network -- Scope International-- in Bangalore by October, StanChart's Chief Operating Officer, India and South Asia Sreeram Iyer told reporters here.
At present, Scope International has offices in Malaysia, China and Chennai.
It employs over 7,000 employees in its Chennai unit.
Agencies
Wednesday, March 18, 2009
Will Infosys BPO layoff 600 contract workers?
The business process outsourcing (BPO) arm of Infosys Technologies, Infosys BPO, reportedly terminated the services of over 600 contract workers in a staff redeployment exercise in February.
According to the report -- which appeared in a business daily -- the workers, who were on multi-year contracts, included temporary workers, whose exact numbers are not clear.
Incidentally, Infosys BPO is also adding another 2,000 workers by the end of March, which will raise its headcount above the 20,000 mark from around 18,000 at present, according to the news story.
Though company spokesperson maintained that no employee on the direct rolls of Infosys BPO has been laid off. HR industry sources, however, confirmed the development. Infosys’ staffing needs contractors include Adecco PeopleOne, Mafoi and TeamLease.
The country's second-largest software company recently said that it is looking at acquisitions in the BPO and KPO spaces. “We are looking at back office functions where the companies perform very unique services with their own platform or intellectual property,” said Infosys MD S Gopalakrishnan. “There are opportunities in traditional BPOs as well and we are not restricted to KPOs.”
Captives in banking and financial services, manufacturing, and telecom are still considered hot property. “Our acquisition guidelines have not changed in this environment. We will acquire the strategic fit first and then growth,” said Gopalakrishnan, adding that the target company should typically have a revenue of about $300-500 million. Infosys is also looking at smaller acquisitions in the range of $100-200 million.
“There is always more risk attached to the integration of a larger entity. However, if something smaller or bigger comes along we will definitely look at it,” said Gopalakrishnan.
As the company continues to focus on geographically non-English speaking countries such as France, Germany and Japan, it is not averse to acquisitions in other locations. “These are not mutually exclusive with the services offered by the company. If there is an opportunity to acquire a consulting company in the US, we will look at it,” Gopalakrishnan said.
Indiatimes
According to the report -- which appeared in a business daily -- the workers, who were on multi-year contracts, included temporary workers, whose exact numbers are not clear.
Incidentally, Infosys BPO is also adding another 2,000 workers by the end of March, which will raise its headcount above the 20,000 mark from around 18,000 at present, according to the news story.
Though company spokesperson maintained that no employee on the direct rolls of Infosys BPO has been laid off. HR industry sources, however, confirmed the development. Infosys’ staffing needs contractors include Adecco PeopleOne, Mafoi and TeamLease.
The country's second-largest software company recently said that it is looking at acquisitions in the BPO and KPO spaces. “We are looking at back office functions where the companies perform very unique services with their own platform or intellectual property,” said Infosys MD S Gopalakrishnan. “There are opportunities in traditional BPOs as well and we are not restricted to KPOs.”
Captives in banking and financial services, manufacturing, and telecom are still considered hot property. “Our acquisition guidelines have not changed in this environment. We will acquire the strategic fit first and then growth,” said Gopalakrishnan, adding that the target company should typically have a revenue of about $300-500 million. Infosys is also looking at smaller acquisitions in the range of $100-200 million.
“There is always more risk attached to the integration of a larger entity. However, if something smaller or bigger comes along we will definitely look at it,” said Gopalakrishnan.
As the company continues to focus on geographically non-English speaking countries such as France, Germany and Japan, it is not averse to acquisitions in other locations. “These are not mutually exclusive with the services offered by the company. If there is an opportunity to acquire a consulting company in the US, we will look at it,” Gopalakrishnan said.
Indiatimes
Friday, February 20, 2009
No impact on KPOs due to global downturn
Knowledge Processing Outsourcing (KPO), over which India's holds the sway with a potential $12 billion market by 2010, is expected to grow despite global recession and the country could maintain its leadership in the KPO sector with stable government policies.
"India has competitive people costs which is sustainable at least for the next seven to ten years. There is an established ITeS (Information Technology Enabled Services) sector with good management, plus a reasonable sized talent-pool of human expertise in many areas. All this coupled with fairly stable government policies could help India in its quest to maintain leadership in the KPO sector by a wide margin," Chandu Nair, President and Director of Scope e-Knowledge Center, a leading KPO company, said.
According to an earlier estimate of National Association of Software and Service companies (NASSCOM), the apex business association, the KPO sector is expected to be worth $17 bn by 2010 of which $12 bn would be outsourced to India.
“Despite the recession in the US and UK/Europe, Nasscom still feels that IT/BPO sector would grow in the FY 2008-09. There has been an impact on certain companies, especially those with clients predominantly in certain sectors -- financial services -or high exposure to clients which have gone bankrupt,” he said.
Seeking to differentiate KPO and BPO, Nair said BPO is essentially process or rules based while KPO is more expertise or judgment based. Asked about the competition, he said India's key competitors in the KPO domain are Russia, China, Ireland, Israel, Philippines among others. The competition for India could vary depending on the nature of work.
"For instance for certain kinds of foreign language oriented services, locations in Eastern Europe or South America are favoured. Russia and Israel have scientific talent pool to provide certain specialist KPO services. The major challenge for them as also for say, the Philippines, Ireland is that the talent pool is much smaller while for China and Russia, non-English speaking population is relatively small."
About the scenario five-ten years hence, he said the KPO sector has the potential to grow faster and bigger and create more jobs.
“There is certainly a challenge in terms of availability of certain skill sets and basic employability of fresh graduates which hits small and medium sized companies,” he said.
Nasscom has embarked on some initiatives with respect to improving the skills and is working closely with the government, he said.
Agencies
"India has competitive people costs which is sustainable at least for the next seven to ten years. There is an established ITeS (Information Technology Enabled Services) sector with good management, plus a reasonable sized talent-pool of human expertise in many areas. All this coupled with fairly stable government policies could help India in its quest to maintain leadership in the KPO sector by a wide margin," Chandu Nair, President and Director of Scope e-Knowledge Center, a leading KPO company, said.
According to an earlier estimate of National Association of Software and Service companies (NASSCOM), the apex business association, the KPO sector is expected to be worth $17 bn by 2010 of which $12 bn would be outsourced to India.
“Despite the recession in the US and UK/Europe, Nasscom still feels that IT/BPO sector would grow in the FY 2008-09. There has been an impact on certain companies, especially those with clients predominantly in certain sectors -- financial services -or high exposure to clients which have gone bankrupt,” he said.
Seeking to differentiate KPO and BPO, Nair said BPO is essentially process or rules based while KPO is more expertise or judgment based. Asked about the competition, he said India's key competitors in the KPO domain are Russia, China, Ireland, Israel, Philippines among others. The competition for India could vary depending on the nature of work.
"For instance for certain kinds of foreign language oriented services, locations in Eastern Europe or South America are favoured. Russia and Israel have scientific talent pool to provide certain specialist KPO services. The major challenge for them as also for say, the Philippines, Ireland is that the talent pool is much smaller while for China and Russia, non-English speaking population is relatively small."
About the scenario five-ten years hence, he said the KPO sector has the potential to grow faster and bigger and create more jobs.
“There is certainly a challenge in terms of availability of certain skill sets and basic employability of fresh graduates which hits small and medium sized companies,” he said.
Nasscom has embarked on some initiatives with respect to improving the skills and is working closely with the government, he said.
Agencies
Thursday, December 25, 2008
MphasiS asks 1,300-1,500 employees to relocate or quit
IT services firm MphasiS has asked all 1,300-1,500 employees at its Noida office to either move to a low-cost location or quit.
Most of the employees have quit or are in the process of quitting the firm. Only a few have decided to shift to another centre, informed four former employees who quit recently.
MphasiS, majority-owned by EDS that was acquired by HP this year, offers outsourcing services in financial services, healthcare, communications, transportation, consumer & retail industries and has over 28,000 people on its rolls. It set up the Noida centre in 2005 for BPO operations and has over 1,000 BPO employees, besides some IT employees.
The four former MphasiS employees ET spoke to said the company had told the BPO employees about three months ago to decide between quitting or relocating to other MphasiS centres such as Indore and Vadodara. All employees were given time till December-end to decide and were not given any reason behind the move.
A company spokeswoman said that MphasiS continues to work out of the Noida centre. “We continue to shape our operations as per our client needs, and have recently set up a new centre in Vadodara.
MphasiS is known for its sensitive HR policies and the interests of its employees are a priority,” she said. The spokeswoman did not comment on the decision to relocate people.
Besides giving the option to relocate, MphasiS had invited rival firms such as HCL, ExlService Holdings and Tech Mahindra to recruit from among its employees.
One of the four ex-employees, who bagged a job with one of these firms, said most BPO employees at the Noida centre had managed to find another job.
However, those in the IT services business were not so lucky. One former IT employee at Noida said the company informed the team about a month ago that they need to find another job. “They also said that if we quit early, we will get our retention bonus, which was due later, with our November salary,” he said, adding he is yet to find another job.
Earlier this month, MphasiS opened a 400-seat BPO centre in Vadodara. The company had said it plans to increase the number of seats to 800 seats and employ 2,500 people within a year.
Source: Agencies
Most of the employees have quit or are in the process of quitting the firm. Only a few have decided to shift to another centre, informed four former employees who quit recently.
MphasiS, majority-owned by EDS that was acquired by HP this year, offers outsourcing services in financial services, healthcare, communications, transportation, consumer & retail industries and has over 28,000 people on its rolls. It set up the Noida centre in 2005 for BPO operations and has over 1,000 BPO employees, besides some IT employees.
The four former MphasiS employees ET spoke to said the company had told the BPO employees about three months ago to decide between quitting or relocating to other MphasiS centres such as Indore and Vadodara. All employees were given time till December-end to decide and were not given any reason behind the move.
A company spokeswoman said that MphasiS continues to work out of the Noida centre. “We continue to shape our operations as per our client needs, and have recently set up a new centre in Vadodara.
MphasiS is known for its sensitive HR policies and the interests of its employees are a priority,” she said. The spokeswoman did not comment on the decision to relocate people.
Besides giving the option to relocate, MphasiS had invited rival firms such as HCL, ExlService Holdings and Tech Mahindra to recruit from among its employees.
One of the four ex-employees, who bagged a job with one of these firms, said most BPO employees at the Noida centre had managed to find another job.
However, those in the IT services business were not so lucky. One former IT employee at Noida said the company informed the team about a month ago that they need to find another job. “They also said that if we quit early, we will get our retention bonus, which was due later, with our November salary,” he said, adding he is yet to find another job.
Earlier this month, MphasiS opened a 400-seat BPO centre in Vadodara. The company had said it plans to increase the number of seats to 800 seats and employ 2,500 people within a year.
Source: Agencies
Despite meltdown: No job loses in BPO sector!
Software and BPO industry body Nasscom on Wednesday said the business process outsourcing sector is not in the danger of losing jobs due to the ongoing economic downturn rather a net hirer in the current fiscal.
In a statement here Nasscom said, "Media reports suggest that the Indian BPO industry will see 2.5 lakh job losses by the first quarter of 2009, in the wake of downturn in the US and other developed economies. Nasscom’s research and interaction with its member companies is not in support of this statement. Our detailed industry performance and forecast for FY09 will be released in the next fortnight. However, on employment the industry will continue to be a net hirer in FY09 as a direct corollary of industry growth and fears of large scale job losses at an industry level are unfounded."
The industry body's comment comes in the wake BPO Industry Association President Samir Chopra stating that "severe job loss is expected because of recession. We are going to request for a fiscal package from the Government but if that doesn't happen, then there be huge amount of losses in terms of manpower. I think a quarter of a million jobs will go."
The $11-billion BPO sector employs about seven lakh people.
Source: Agencies
In a statement here Nasscom said, "Media reports suggest that the Indian BPO industry will see 2.5 lakh job losses by the first quarter of 2009, in the wake of downturn in the US and other developed economies. Nasscom’s research and interaction with its member companies is not in support of this statement. Our detailed industry performance and forecast for FY09 will be released in the next fortnight. However, on employment the industry will continue to be a net hirer in FY09 as a direct corollary of industry growth and fears of large scale job losses at an industry level are unfounded."
The industry body's comment comes in the wake BPO Industry Association President Samir Chopra stating that "severe job loss is expected because of recession. We are going to request for a fiscal package from the Government but if that doesn't happen, then there be huge amount of losses in terms of manpower. I think a quarter of a million jobs will go."
The $11-billion BPO sector employs about seven lakh people.
Source: Agencies
Saturday, November 29, 2008
Terror strikes; Is outsourcing safe?
Terror times; Is outsourcing safe?
large global firm runs its trading desk out of Mumbai. Bookings for a leading airline are happening out of another office in a neighbouring city, while the telecom infrastructure of an overseas operator is being remotely monitored from another location in the country.
A terror attack on any of these sites can have significant implications for corporations in the US and other parts of the developed world as India emerges as the world’s back-office.
For instance, if a trade is not squared off on time, the firm will have to carry higher liabilities. Wednesday’s attack raises questions about the vulnerability of these locations to terror threats and the preparedness of firms and authorities to tackle them.
The issue assumes importance as nearly seven out of every 10 outsourced processes come to India, according to industry estimates. While 6-7 years ago, business process outsourcing (BPO) mostly involved basic data entry, a number of mission critical processes such as airline bookings and investment research are now taking place out of offices in Mumbai, Pune and Bangalore.
In its strategic review, Nasscom, the apex industry body, notes, “Indian BPO has undergone significant transformation since its inception over a decade ago... The past few years have seen the scope of these services expand progressively to include more complex processes involving rule-based decision making and research requiring informed judgment and domain knowledge,” the apex industry body notes.
Indian firms also manage infrastructure worth over $3-4 billion remotely for clients. Damage to these locations can bring down desktops and servers, besides crippling entire sections of organisations outside India. “After 9/11, there is a greater appreciation of the risk arising from a terror attack,” admits KPMG executive director Akhilesh Tuteja.
“But the level of preparedness even for mission critical operations is below average,” he adds. The redundancy plan usually involves a backup and mutiple service providers to ensure connectivity. But process capability and an ability to swiftly execute the process at another centre are not a reality in most cases.
“Disaster recovery plans are like an insurance you may never use. There is now an awareness about the need to have them, but the decisions are usually postponed because this is not an investment that will result in growth. Firms usually make investments for growth,” says PriceWaterhouseCoopers managing consultant Nikhil Donde.
Companies are saving costs amid the slowdown, as every bit can eat into margins. Multinational parents are managing a majority of the mission critical operations by way of captives. Ideally, 70% of the process should be offshored and 30% retained at the onsite location to minimise the risks, according to Mr Tuteja. But again there is a trade-off on costs, with real benefits kicking in only when the process is completly offshored.
In client contracts with third-party firms, it is not uncommon to find clauses related to business process continuity (BCP). However, these clauses rarely go into specifics and are usually interpreted in terms of having a multi-locational presence, back-up capability and multiple connectivity providers. Rarely do they consider whether the alternate locations will have people with the necessary skills. And this is really the biggest threat in a terror attack, when people at one location can be killed, say the experts.
Source: Economic Times
large global firm runs its trading desk out of Mumbai. Bookings for a leading airline are happening out of another office in a neighbouring city, while the telecom infrastructure of an overseas operator is being remotely monitored from another location in the country.
A terror attack on any of these sites can have significant implications for corporations in the US and other parts of the developed world as India emerges as the world’s back-office.
For instance, if a trade is not squared off on time, the firm will have to carry higher liabilities. Wednesday’s attack raises questions about the vulnerability of these locations to terror threats and the preparedness of firms and authorities to tackle them.
The issue assumes importance as nearly seven out of every 10 outsourced processes come to India, according to industry estimates. While 6-7 years ago, business process outsourcing (BPO) mostly involved basic data entry, a number of mission critical processes such as airline bookings and investment research are now taking place out of offices in Mumbai, Pune and Bangalore.
In its strategic review, Nasscom, the apex industry body, notes, “Indian BPO has undergone significant transformation since its inception over a decade ago... The past few years have seen the scope of these services expand progressively to include more complex processes involving rule-based decision making and research requiring informed judgment and domain knowledge,” the apex industry body notes.
Indian firms also manage infrastructure worth over $3-4 billion remotely for clients. Damage to these locations can bring down desktops and servers, besides crippling entire sections of organisations outside India. “After 9/11, there is a greater appreciation of the risk arising from a terror attack,” admits KPMG executive director Akhilesh Tuteja.
“But the level of preparedness even for mission critical operations is below average,” he adds. The redundancy plan usually involves a backup and mutiple service providers to ensure connectivity. But process capability and an ability to swiftly execute the process at another centre are not a reality in most cases.
“Disaster recovery plans are like an insurance you may never use. There is now an awareness about the need to have them, but the decisions are usually postponed because this is not an investment that will result in growth. Firms usually make investments for growth,” says PriceWaterhouseCoopers managing consultant Nikhil Donde.
Companies are saving costs amid the slowdown, as every bit can eat into margins. Multinational parents are managing a majority of the mission critical operations by way of captives. Ideally, 70% of the process should be offshored and 30% retained at the onsite location to minimise the risks, according to Mr Tuteja. But again there is a trade-off on costs, with real benefits kicking in only when the process is completly offshored.
In client contracts with third-party firms, it is not uncommon to find clauses related to business process continuity (BCP). However, these clauses rarely go into specifics and are usually interpreted in terms of having a multi-locational presence, back-up capability and multiple connectivity providers. Rarely do they consider whether the alternate locations will have people with the necessary skills. And this is really the biggest threat in a terror attack, when people at one location can be killed, say the experts.
Source: Economic Times
Wednesday, November 19, 2008
Zenith forays into BPO space; Goes ahead with expansion
Despite the global recession and the massive layoffs, Zenith software, a leading software company and part of the $120 million Zenith Group, having recently forayed into the KPO space is going ahead with its expansion plans. The Bangalore-based company is expanding its office into a new campus that can house that can accommodate 500-600 per shift.
In an interview with Manu Sharma of CIOL Bureau, Sampath Kumar, CEO of Zenith Software talks about the new business foray and its recruitment drive in India. Excerpts.
CIOL: What has been the impact of recession on Zenith Software?
Sampath Kumar: The US recession has not affected us so far. The only problem is that the US companies want to push the dates. No one wants to decide immediately but business has not affected us in any way. But they are keen on outsourcing the work to India. It is a ‘wait n watch’ situation to gauge its impact in 2009.
CIOL: What has been your recent expansion plans?
SK: Since we are foraying into the information technology enabled services (ITES) in a big way, we are expanding our office by moving into a new campus of 25,000 sqft of built-in space located in Koramangala. The building will comprise of four floors and can accommodate 400-500 employees per shift and we can be further expanded to accommodate 1,500-2000 if necessary.
CIOL: What is Recruitment Process Outsourcing (RPO), why has Zenith forayed into this space?
SK: Zenith has signed up with NovusSTS (pioneers in the newly defined recruitment process optimization business) for providing RPO services. RPO is a form of Business Process Outsourcing (BPO) where an employer outsources or transfers all or part of its recruitment activities to an external service provider.
CIOL: What are the work involved in RPO and its benefits?
SK: RPO involves the outsourcing of all or just part of recruitment functions and process. RPO providers manage the entire recruiting/hiring process from job profiling through the on boarding of the new hire, including staff, technology, method and reporting. A properly managed RPO will improve a company's time to hire, increase the quality of the candidate pool, provide verifiable metrics, reduce cost and improve governmental compliance. The RPO service provider is the source for in-scope recruitment activity.
CIOL: What is the future of RPO industry in India?
SK: Since only about 20-25 companies are into this pace in India, we see a bright future. Our policy is not to target the big players but instead found a partner for the delivery.
CIOL: What is Zenith role in the LPO industry?
SK: Zenith has been in this sector for the last three months and has entered into a joint venture with a law firm based in US. We have started with the training process and have about 10 employees, who are corporate lawyers and LPO professionals involved in document reviews, immigration services and contract drafting.
CIOL: Explain the travel software developed by Zenith?
SK: The company has developed a travel software similar to IBS. It is a total integrated software for the tour operators operating across the country. This is the first product by Zenith and was earlier exhibited in Mumbai in a travel expo called – Travel Eye. The product is likely to hit the market by 2009. In respect to the pricing of the software, we have planned to price it between Rs 5-10 lakh, depending on the module, we will customize it as per your requirements. The product was developed over the last two years and about 10 software engineers were involved in the product.
CIOL: What are the other software developed by Zenith?
SK: Following our success with the travel software, we are also developed a software for a retail company in Australia. Similarly also developed a automobile product for the Norwegian market expected to be rolled out in 2009.
For the insurance sector, we have signed up with a UK-based company for the development and support of large US insurance firms. This is for the life insurance products and we will handle the customisation, maintenance and the enhancement of the product. Similarly, we have also signed up with a Swiss company for non-life insurance. We have completed the prototype of the product using Java and the product will be out by end of 2009.
CIOL: What has been the attrition in your organization?
SK: The attrition in our company is only 8-10 percent much lesser than the industry standards of 25-30 percent in BPO industry. Presently we have a 50:50 mix of developers and ITES (BPO) employees. I feel ITES will outdo IT and already we have employed 35 members in the last one-month and will hire another 25-30 in the next few months.
CIOL: When has Zenith forayed into the Scandinavian market?
SK: Zenith has forayed into the Scandinavian market through a partnership with Norway-based Software Offshoring Consulting (SOC). SOC is part of the Norwegian Data-Invest Group that has been providing progressive and market oriented solutions and services. This partnership will expand Zenith Software Ltd’s (ZSL) footprint in the European market.
ZSL and SOC have been working together on joint product development for the automotive industry. This product will also be maintained by ZSL for all the clients across the globe. This relationship has now matured into partnership wherein ZSL-SOC would jointly market and provide offshore development services. This is an exciting phase in ZSL’s growth plans. With SOC’s strengths we will be able grow in the Nordic.
CIOL: How do you see the future of Zenith Software shaping up?
SK: With our foray into BPO/KPO space and from the present turnover of $6 million, we had anticipated a jump of $10-12 million by 2009. But do the present industry scenario we may now expect only a 50 percent growth from the initial target of 75 percent. The only problem we are facing is that things are not happening and projects are getting delayed. The trend is not only in the US market but also in UK and European markets as well. ”US is creating a ripple affect on other countries.”
By 2012, Zenith expects the company to have 2000 plus employees with major revenues from UK, European countries and a 10 percent decline from the US markets. The company will strongly look at analytics, insurance, claim processing, medical billing and market research in the future. We are in talks with insurance and healthcare industries.
CIOL: Any IPO plans in the pipeline?
SK: We have seen a good growth so far which has been totally debts free. We see inorganic growth growing faster than organic growth. We plan to roll out an Initial Public Offering (IPO) when the company reaches a turnover of about $50 million and with over 3000 employees.
CIOL: What are your plans for expansion into Tier II cities?
SK: The company is also targeting at Tier II cities like Mysore, Mangalore. But we find a number of problems like poor resource stain, poor infrastructure is another major problem. In fact, we initially looked at a SEZ in Salem, but later withdrew the idea.
In an interview with Manu Sharma of CIOL Bureau, Sampath Kumar, CEO of Zenith Software talks about the new business foray and its recruitment drive in India. Excerpts.
CIOL: What has been the impact of recession on Zenith Software?
Sampath Kumar: The US recession has not affected us so far. The only problem is that the US companies want to push the dates. No one wants to decide immediately but business has not affected us in any way. But they are keen on outsourcing the work to India. It is a ‘wait n watch’ situation to gauge its impact in 2009.
CIOL: What has been your recent expansion plans?
SK: Since we are foraying into the information technology enabled services (ITES) in a big way, we are expanding our office by moving into a new campus of 25,000 sqft of built-in space located in Koramangala. The building will comprise of four floors and can accommodate 400-500 employees per shift and we can be further expanded to accommodate 1,500-2000 if necessary.
CIOL: What is Recruitment Process Outsourcing (RPO), why has Zenith forayed into this space?
SK: Zenith has signed up with NovusSTS (pioneers in the newly defined recruitment process optimization business) for providing RPO services. RPO is a form of Business Process Outsourcing (BPO) where an employer outsources or transfers all or part of its recruitment activities to an external service provider.
CIOL: What are the work involved in RPO and its benefits?
SK: RPO involves the outsourcing of all or just part of recruitment functions and process. RPO providers manage the entire recruiting/hiring process from job profiling through the on boarding of the new hire, including staff, technology, method and reporting. A properly managed RPO will improve a company's time to hire, increase the quality of the candidate pool, provide verifiable metrics, reduce cost and improve governmental compliance. The RPO service provider is the source for in-scope recruitment activity.
CIOL: What is the future of RPO industry in India?
SK: Since only about 20-25 companies are into this pace in India, we see a bright future. Our policy is not to target the big players but instead found a partner for the delivery.
CIOL: What is Zenith role in the LPO industry?
SK: Zenith has been in this sector for the last three months and has entered into a joint venture with a law firm based in US. We have started with the training process and have about 10 employees, who are corporate lawyers and LPO professionals involved in document reviews, immigration services and contract drafting.
CIOL: Explain the travel software developed by Zenith?
SK: The company has developed a travel software similar to IBS. It is a total integrated software for the tour operators operating across the country. This is the first product by Zenith and was earlier exhibited in Mumbai in a travel expo called – Travel Eye. The product is likely to hit the market by 2009. In respect to the pricing of the software, we have planned to price it between Rs 5-10 lakh, depending on the module, we will customize it as per your requirements. The product was developed over the last two years and about 10 software engineers were involved in the product.
CIOL: What are the other software developed by Zenith?
SK: Following our success with the travel software, we are also developed a software for a retail company in Australia. Similarly also developed a automobile product for the Norwegian market expected to be rolled out in 2009.
For the insurance sector, we have signed up with a UK-based company for the development and support of large US insurance firms. This is for the life insurance products and we will handle the customisation, maintenance and the enhancement of the product. Similarly, we have also signed up with a Swiss company for non-life insurance. We have completed the prototype of the product using Java and the product will be out by end of 2009.
CIOL: What has been the attrition in your organization?
SK: The attrition in our company is only 8-10 percent much lesser than the industry standards of 25-30 percent in BPO industry. Presently we have a 50:50 mix of developers and ITES (BPO) employees. I feel ITES will outdo IT and already we have employed 35 members in the last one-month and will hire another 25-30 in the next few months.
CIOL: When has Zenith forayed into the Scandinavian market?
SK: Zenith has forayed into the Scandinavian market through a partnership with Norway-based Software Offshoring Consulting (SOC). SOC is part of the Norwegian Data-Invest Group that has been providing progressive and market oriented solutions and services. This partnership will expand Zenith Software Ltd’s (ZSL) footprint in the European market.
ZSL and SOC have been working together on joint product development for the automotive industry. This product will also be maintained by ZSL for all the clients across the globe. This relationship has now matured into partnership wherein ZSL-SOC would jointly market and provide offshore development services. This is an exciting phase in ZSL’s growth plans. With SOC’s strengths we will be able grow in the Nordic.
CIOL: How do you see the future of Zenith Software shaping up?
SK: With our foray into BPO/KPO space and from the present turnover of $6 million, we had anticipated a jump of $10-12 million by 2009. But do the present industry scenario we may now expect only a 50 percent growth from the initial target of 75 percent. The only problem we are facing is that things are not happening and projects are getting delayed. The trend is not only in the US market but also in UK and European markets as well. ”US is creating a ripple affect on other countries.”
By 2012, Zenith expects the company to have 2000 plus employees with major revenues from UK, European countries and a 10 percent decline from the US markets. The company will strongly look at analytics, insurance, claim processing, medical billing and market research in the future. We are in talks with insurance and healthcare industries.
CIOL: Any IPO plans in the pipeline?
SK: We have seen a good growth so far which has been totally debts free. We see inorganic growth growing faster than organic growth. We plan to roll out an Initial Public Offering (IPO) when the company reaches a turnover of about $50 million and with over 3000 employees.
CIOL: What are your plans for expansion into Tier II cities?
SK: The company is also targeting at Tier II cities like Mysore, Mangalore. But we find a number of problems like poor resource stain, poor infrastructure is another major problem. In fact, we initially looked at a SEZ in Salem, but later withdrew the idea.
Friday, October 17, 2008
Embrace the right technologies
Putting your neck out, betting and embracing the right technologies to create a differentiator is one of the major challenges that R. Muralidharan, Chief Information Officer (CIO) of Syntel India is facing. In a interview with Manu Sharma of CIOL Bureau, he shares his views of his achievements as a CIO and also on what he wishes to hear from vendors during the next fiscal. Excerpts:
CIOL: What are the major challenges faced by a CIO?
R. Muralidharan: The major challenges faced by the CIO today revolves around
* Reduction in total cost of ownership of running IT
* Ensuring that IT is always driving business value and consistently being perceived as a business enabler.
* Putting his neck out, betting and embracing the right technologies to create a differentiator.
CIOL: Does your organization link IT budget with the company's performance/growth? If yes please elaborate?
RM: Yes. Syntel does link IT budget with the company's performance /growth. The total IT spend is typically pegged as a percentage of revenue.
CIOL: Can you cite any specific areas where IT has come up as an accomplishment in your stint as a CIO?
RM: There have been quite a few major areas of focus for IT over the last two years in my stint as the CIO of Syntel. There have been significant achievements across not just implementation of technologies but the entire aspect of effective deployment of people, process and technology all aimed towards the goal of being valued as a true business enabler. The areas of significant achievements cuts across all areas of infrastructure such as network, storage, systems/servers, security, telecom all supporting critical internal business applications and connectivity needed for providing services to its global customers. Apart from focus on investments in technologies, there has been a significant focus on processes and people competency development all aligned to delivering value to customers.
CIOL: Going forward, what are the challenges which you foresee?
RM: The challenges of the future envisaged revolves around more and more Green IT initiatives thus enabling significant environmental benefits apart from providing a lower cost of ownership for running IT in the organization. The other challenge revolves around betting on the right technologies for the future which will deliver the maximum benefit to the organization.
CIOL: How far have you come as regards adopting 'Green IT technologies'?
RM: Green IT initiative is a moving target and Syntel is investing significantly on ensuring the all the campuses being built to support the growth is enabled using Green It technologies. On a parallel front, there is a large effort on driving investments in terms of time and processes to ensure that Green IT initiatives are inculcated across the organization thus focusing on reducing carbon foot print.
CIOL: What will be the IT budget for the new fiscal year/ What is the growth rate over last year?
RM: Syntel has been consistently growing at around 25-30 percent and hence the IT budget has also been growing to meet these needs of the growth. Apart from the growth of the operating budget, there is also significant amount of investment being done in investing on cutting edge technologies in its campuses.
CIOL: Name the top 5 items that you expect to spent on this fiscal year?
RM: The top five areas of spend is expected to be in the areas of:
* Build out of campuses to support growth
* Business productivity applications
* Security and Compliance
* Network Optimization
* Virtualization
CIOL: Do you feel the amount allocated for IT is sufficient if yes why? If not why not? How much should you be spending?
RM: IT being typically treated as a cost center, it is extremely important that any investment made in IT should be measured by evaluating as to how it has lowered the total cost of ownership to business. As an IT company that is growing, it is not possible to lower the absolute amount of investment. Hence the yardstick for measurement is to primarily focus on reducing the unit cost of providing IT services to the employees of the organization. We have been able to successfully demonstrate this across all domains. The business value delivered in terms of contribution to the bottom line has been apt so far.
CIOL: How big is the IT staff in your organization?
RM: The total IT organization size globally inclusive of outsourced staff is around 160. This team supports the various business entities within the group engaged in the business of IT services and KPO.
CIOL: As a global company how are you networked all the centres?
RM: All the global delivery and sales offices are networked using multiple technologies such as ATM, MPLS, Frame Relay and IPsec VPN's over the Internet cloud. The core network is built over Nortel Passport WAN switches that support data, voice over IP and video traffic. This backbone enables us to seamlessly integrate into our customer networks securely while at the same time providing scalability and high availability to meet varied requirements at an optimum cost.
CIOL: Is it difficult to gets adequate funds for IT implementations?
RM: The biggest challenge for CIO's for getting funds for new IT implementations is to continuously work on reducing operating expenses as a percentage of the total budget for keeping lights ON and meet business expectations of IT availability. It is always a moving target as every CIO would like to get the maximum funds diverted for new implementations.
CIOL: What part of IT implementations plays a more prominent role? Software or hardware or networking? Why?
RM: IT needs to be viewed as a tool and not the end. Hence no individual component whether it is hardware, software or networking is individually more or less important. What business gets in a highly mobile environment in today's context is a function of achievements across all these domains to enhance the user experience level.
CIOL: The success or failure of an IT deployment should be attributed to whom, the CIO or the vendor, or is it a collaborative accountability?
RM: Though any CIO would like to always have a joint accountability or would like to blame it on the vendor to cover up for failure, I firmly believe that it is always the CIO's accountability for the success or failure of an IT deployment. One can't have a situation where the CIO is complemented for success but the stick is on a collaborative accountability or put on the vendor. The CIO is in the best situation to know what fits his business the most and also the prerogative to choose the vendor and partner most suited to be successful for his business environment.
CIOL: What percentage do you outsource a portion of your IT project?RM: To a large extent possible, Syntel works in developing and implementing core technology components internally. What is typically outsourced for BAU support is low end hardware support activities. For any IT project under implementation, Syntel works very closely with its vendor partners to ensure that an optimum solution is implemented while ensuring that internal skills are developed. This helps us leverage our experience in these domains to deliver value and thought leadership to our clients while delivering IT and infrastructure services. CIOL: Has the nature and pattern of IT adoption become more sophisticated? If yes, to what extent?RM: IT has become an integrated tool as every aspect of business relies on IT. To this extent the dependency on IT by the various stakeholders and users has become very high. Some of the complexities or sophistication arises out of the diversified business needs and this coupled with the plethora of vendors providing various technology options. The sophistication of diverse user requirements is translated into sophistication in the need for integration of various technologies to deliver business value to the end user and business. This is making the task more and more difficult for the IT organization in terms of timely delivery of integrated solutions matching the pace of the need by the business.
CIOL: Are some enterprises under the myth that modernization processes such as automation and IT deployment can take place only in large enterprises? Elaborate.
RM: Yes. Today IT is all-prevalent and an enabler for growth. Investment in the right technologies for small and medium enterprises will help them be well prepared for scale up and growth. CIOL: As a CIO what would you wish to hear from vendors during the next fiscal?RM: One of the biggest challenges hearing from vendors is always the gap between what then can deliver vis-Ã -vis what they actually deliver. Secondly, there are a lot of exciting technologies in the areas of virtualization, unified communication etc. which is going to key investment areas. Key areas that I would like to hear from vendors is factual information of what they can deliver which will really help in reduce the time spent on POC's and implementing thus enabling a faster return on investment and maximizing business benefit.
CIOL: With so many vendors pushing their products, how are you able to distinguish what really works in your organization?
RM: We have a very elaborate and rigorous evaluation methodology when it comes to embracing any new technology and product. One of the key aspects of product selection focuses on relevance and adaptability to our work environment and we have been able to do a decent job so far.
CIOL: So many IT products fail after being implemented Why?
RM: There a lot of elements that needs to be addressed for a successful IT implementation. Beyond just simply what the product can do which can be addressed using a one time good evaluation process, there are areas of continuous investments in the right processes and people competency development that needs to be done to sustain the implementation and also keep upgrading it on a periodic basis to meet the changing business requirements as well as technological advancements. These are bigger challenges than the product itself and this also has a longer lifespan. These are areas where most failures occur. Or put differently, this is where competing organizations adopting similar products and technologies also differentiate themselves.
CIOL: What are the major challenges faced by a CIO?
R. Muralidharan: The major challenges faced by the CIO today revolves around
* Reduction in total cost of ownership of running IT
* Ensuring that IT is always driving business value and consistently being perceived as a business enabler.
* Putting his neck out, betting and embracing the right technologies to create a differentiator.
CIOL: Does your organization link IT budget with the company's performance/growth? If yes please elaborate?
RM: Yes. Syntel does link IT budget with the company's performance /growth. The total IT spend is typically pegged as a percentage of revenue.
CIOL: Can you cite any specific areas where IT has come up as an accomplishment in your stint as a CIO?
RM: There have been quite a few major areas of focus for IT over the last two years in my stint as the CIO of Syntel. There have been significant achievements across not just implementation of technologies but the entire aspect of effective deployment of people, process and technology all aimed towards the goal of being valued as a true business enabler. The areas of significant achievements cuts across all areas of infrastructure such as network, storage, systems/servers, security, telecom all supporting critical internal business applications and connectivity needed for providing services to its global customers. Apart from focus on investments in technologies, there has been a significant focus on processes and people competency development all aligned to delivering value to customers.
CIOL: Going forward, what are the challenges which you foresee?
RM: The challenges of the future envisaged revolves around more and more Green IT initiatives thus enabling significant environmental benefits apart from providing a lower cost of ownership for running IT in the organization. The other challenge revolves around betting on the right technologies for the future which will deliver the maximum benefit to the organization.
CIOL: How far have you come as regards adopting 'Green IT technologies'?
RM: Green IT initiative is a moving target and Syntel is investing significantly on ensuring the all the campuses being built to support the growth is enabled using Green It technologies. On a parallel front, there is a large effort on driving investments in terms of time and processes to ensure that Green IT initiatives are inculcated across the organization thus focusing on reducing carbon foot print.
CIOL: What will be the IT budget for the new fiscal year/ What is the growth rate over last year?
RM: Syntel has been consistently growing at around 25-30 percent and hence the IT budget has also been growing to meet these needs of the growth. Apart from the growth of the operating budget, there is also significant amount of investment being done in investing on cutting edge technologies in its campuses.
CIOL: Name the top 5 items that you expect to spent on this fiscal year?
RM: The top five areas of spend is expected to be in the areas of:
* Build out of campuses to support growth
* Business productivity applications
* Security and Compliance
* Network Optimization
* Virtualization
CIOL: Do you feel the amount allocated for IT is sufficient if yes why? If not why not? How much should you be spending?
RM: IT being typically treated as a cost center, it is extremely important that any investment made in IT should be measured by evaluating as to how it has lowered the total cost of ownership to business. As an IT company that is growing, it is not possible to lower the absolute amount of investment. Hence the yardstick for measurement is to primarily focus on reducing the unit cost of providing IT services to the employees of the organization. We have been able to successfully demonstrate this across all domains. The business value delivered in terms of contribution to the bottom line has been apt so far.
CIOL: How big is the IT staff in your organization?
RM: The total IT organization size globally inclusive of outsourced staff is around 160. This team supports the various business entities within the group engaged in the business of IT services and KPO.
CIOL: As a global company how are you networked all the centres?
RM: All the global delivery and sales offices are networked using multiple technologies such as ATM, MPLS, Frame Relay and IPsec VPN's over the Internet cloud. The core network is built over Nortel Passport WAN switches that support data, voice over IP and video traffic. This backbone enables us to seamlessly integrate into our customer networks securely while at the same time providing scalability and high availability to meet varied requirements at an optimum cost.
CIOL: Is it difficult to gets adequate funds for IT implementations?
RM: The biggest challenge for CIO's for getting funds for new IT implementations is to continuously work on reducing operating expenses as a percentage of the total budget for keeping lights ON and meet business expectations of IT availability. It is always a moving target as every CIO would like to get the maximum funds diverted for new implementations.
CIOL: What part of IT implementations plays a more prominent role? Software or hardware or networking? Why?
RM: IT needs to be viewed as a tool and not the end. Hence no individual component whether it is hardware, software or networking is individually more or less important. What business gets in a highly mobile environment in today's context is a function of achievements across all these domains to enhance the user experience level.
CIOL: The success or failure of an IT deployment should be attributed to whom, the CIO or the vendor, or is it a collaborative accountability?
RM: Though any CIO would like to always have a joint accountability or would like to blame it on the vendor to cover up for failure, I firmly believe that it is always the CIO's accountability for the success or failure of an IT deployment. One can't have a situation where the CIO is complemented for success but the stick is on a collaborative accountability or put on the vendor. The CIO is in the best situation to know what fits his business the most and also the prerogative to choose the vendor and partner most suited to be successful for his business environment.
CIOL: What percentage do you outsource a portion of your IT project?RM: To a large extent possible, Syntel works in developing and implementing core technology components internally. What is typically outsourced for BAU support is low end hardware support activities. For any IT project under implementation, Syntel works very closely with its vendor partners to ensure that an optimum solution is implemented while ensuring that internal skills are developed. This helps us leverage our experience in these domains to deliver value and thought leadership to our clients while delivering IT and infrastructure services. CIOL: Has the nature and pattern of IT adoption become more sophisticated? If yes, to what extent?RM: IT has become an integrated tool as every aspect of business relies on IT. To this extent the dependency on IT by the various stakeholders and users has become very high. Some of the complexities or sophistication arises out of the diversified business needs and this coupled with the plethora of vendors providing various technology options. The sophistication of diverse user requirements is translated into sophistication in the need for integration of various technologies to deliver business value to the end user and business. This is making the task more and more difficult for the IT organization in terms of timely delivery of integrated solutions matching the pace of the need by the business.
CIOL: Are some enterprises under the myth that modernization processes such as automation and IT deployment can take place only in large enterprises? Elaborate.
RM: Yes. Today IT is all-prevalent and an enabler for growth. Investment in the right technologies for small and medium enterprises will help them be well prepared for scale up and growth. CIOL: As a CIO what would you wish to hear from vendors during the next fiscal?RM: One of the biggest challenges hearing from vendors is always the gap between what then can deliver vis-Ã -vis what they actually deliver. Secondly, there are a lot of exciting technologies in the areas of virtualization, unified communication etc. which is going to key investment areas. Key areas that I would like to hear from vendors is factual information of what they can deliver which will really help in reduce the time spent on POC's and implementing thus enabling a faster return on investment and maximizing business benefit.
CIOL: With so many vendors pushing their products, how are you able to distinguish what really works in your organization?
RM: We have a very elaborate and rigorous evaluation methodology when it comes to embracing any new technology and product. One of the key aspects of product selection focuses on relevance and adaptability to our work environment and we have been able to do a decent job so far.
CIOL: So many IT products fail after being implemented Why?
RM: There a lot of elements that needs to be addressed for a successful IT implementation. Beyond just simply what the product can do which can be addressed using a one time good evaluation process, there are areas of continuous investments in the right processes and people competency development that needs to be done to sustain the implementation and also keep upgrading it on a periodic basis to meet the changing business requirements as well as technological advancements. These are bigger challenges than the product itself and this also has a longer lifespan. These are areas where most failures occur. Or put differently, this is where competing organizations adopting similar products and technologies also differentiate themselves.
KPO fastest growing vertical for Syntel Inc
With a growth rate of 51 percent annually, Knowledge Processing Outsourcing (KPO) is emerging as one of the fastest growing business opportunities for specialized players. India's leading global Information Technology provider -- Syntel Inc -- with global development centers in India and US has leveraged on its domain knowledge in financial services and forayed into KPO space.
In a discussion with Manu Sharma, Associate Editor of CIOL, Keshav R. Murugesh, president & chief operating officer of Syntel India speaks on Syntel's service portfolio of consulting, IT and business process outsourcing and also how Syntel emerged as one of the largest diverse 3rd party services provider across the investment operations spectrum.
CIOL: Why and when did Syntel foray into KPO space?
KM: KPO with a growth rate of 51 percent annually, is one of the fastest growing business opportunities for specialized players like us. Today, KPO as a whole generates $3.05 billion revenue annually and directly employs around 25,000 people in India. The worldwide KPO market is expected to grow to $16.7 billion in revenues by 2010-2011. From this, India would account for $12 billion.
Syntel had a rich 23 years heritage of providing IT services to Fortune 500 financial services firms across banking and capital markets. In 2003, we completed the entire build-out of a complex performance attribution system for the investor services division of one of the top 3 global custodians. It made logical sense for Syntel to leverage its extensive domain knowledge in financial services and provide an end-to-end service portfolio to existing and new clients. We forayed into KPO in late 2003 providing middle office investment operations services to one of the top 3 global custodians.
CIOL: What are the other businesses Syntel is presently into in India?
KM: In early 2000, Syntel's revenue was divided into staffing services and IT outsourcing services. We have remodeled our portfolio based on emerging trends and changing customer requirements. Today, we service clients across verticals via a three-pronged integrated service portfolio of consulting, IT and business process outsourcing. Our consulting services range from technology to process engineering across verticals. In KPO, Syntel is arguably the largest diverse 3rd party services provider across the investment operations spectrum. For e.g. Syntel KPO services one of the top 3 custodians across North America, UK, Europe and Asia Pacific for the entire middle and back office investment operations spectrum. We manage the entire post originations functions for a large retail brokerage firm. Similarly, we have an almost 1000 FTE KPO operation across the life insurance vertical.
Syntel provides customized IT, BPO and KPO solutions to verticals such as automotive, education, retail, finance, insurance, healthcare and life sciences. The BFSI industry overall outsources more than 20 percent (amounting to $400 billion) of its cost base to offshore services. Syntel offers value to its customers by offering services such as cash management, settlement, underwriting, claims, reinsurance etc.
CIOL: How much of business does KPO contribute to Syntel?
KM: The KPO business is the fastest growing vertical across Syntel businesses. KPO is a key revenue driver for Syntel, exiting the year 2007 at 19 percent of total revenue and posting 155 percent year-over-year growth.
CIOL: Is KPO emerging big in India like the BPO sector? If yes in what areas do you see the growth?
KM: Yes, the evolution and maturity of BPO services has given way to more knowledge intensive outsourcing services in India. The KPO industry is growing at a fast pace and the high talent base of chartered accountants, doctors, MBAs, lawyers and research analysts in India is certainly going to capture a big pie of the global KPO business. The knowledge process outsourcing industry (KPO) is likely to grow 45 percent in size by 2010 whereas the BPO industry, only 26 percent. Global KPO pie in 2010 will be around $17 billion of which $12 billion (70 percent) will be outsourced to India. Thus, India is fast emerging as a global KPO hub.
We see the fastest growth across banking and financial services, data management and legal services. Similarly HRO and pharmaceutical outsourcing shows promising growth by 2011.
CIOL: Syntel has been in the list of Global Services 100 list? How important is this achievement to the company?
KM: We are honoured that Global Services and neoIT chose Syntel as one of the world's top technology providers. Syntel is dedicated to delivering flexible solutions and innovative uses of technology to its clients that help them remain at the forefront of their industries and operate in their businesses more efficiently. It's encouraging to know that Syntel's business model has gained broad acceptance as an effective and well-proven method of providing innovation to businesses. This ranking is a testament to the great value Syntel delivers to our clients.
CIOL: Where do you see Syntel emerging by 2012?
KM: We continue to invest into the five-year plan strategy. The plan calls for Syntel to be positioned as a business partner as opposed to as a vendor. We like to position ourselves with our clients as Nimble, Flexible and Right sized as opposed to a giant unresponsive firm. Forrester recently said of us; "Small enough to listen, big enough to deliver."
Physical Infrastructure: We are developing our own campuses in Pune and Chennai. This is about 110 acres of SEZ facility. We are investing in the best-of-class technology and infrastructure. The campus strategy allows us to cater to our rapid sequential growth and meet the specific needs of our clients.
People Infrastructure: We have invested heavily in consolidating and deep rooting of all our talent initiatives, providing coverage across the entire talent life-cycle. These include a focused effort in ingraining our "growth from within" philosophy, with targeted programs to address the needs of specific talent levels in the organization. These investments continue to provide pay-offs in the form of lower than industry average employee attrition and increased client wallet-share and contract renewals.
Geographical expansion: Syntel continues to invest into the expansion of its sales infrastructure in North America and in Continental Europe. This is through front-end staff expansion and expansion in office bases. We are also looking at the EMEA (Middle East & Asia) region and the APAC region to finalize our entry strategy in these regions.
Innovation Labs: In line with our mission, Syntel has invested in Client-Focused, Collaborative Innovation Strategies and establish the R&D division, a Strategic Business Unit, to provide best-of-breed services to our customers to address their needs. Our R&D division initially plans to focus on few broad technology categories e.g. Proprietary technologies, Devices/ Embedded systems, Tools and Products, Open source and Methodologies/ Frameworks. Our R&D division will work closely with different verticals and support organizations within Syntel to foster better talent management, reduce time-to market of new offerings and services as well as support business development.
We continue to position ourselves to achieve a greater percentage of our revenues and growth through outsourcing, including BPO. We work with clients to develop and deliver business process innovations that transform their businesses or deliver higher performance levels at lower costs. Each of our BPO businesses provides function-specific or industry-specific business services to multiple clients on an outsourced basis through standard operating models. Some of our BPO businesses offer services to clients across many industries, while others offer services only to clients in a specific industry.
We have aggressive growth plans at our Indian Delivery Centre and believe this will be sufficient to cater to potential increases in the number of staff over time. Syntel currently has over 3,500 BPO employees working in different areas of capital market operations. The majority of these have been recruited specifically to service individual clients, as that is the business model we adopt for each BPO contract. We typically do not maintain a pool of unassigned generalist resources, because we find they do not meet clients' process-specific needs.
Our current plans anticipate growing our BPO capacity in India to between 10,000 and 15,000 seats within the next three to five years. This will be achieved through a multi-centre strategy, which envisages centers across at least two cities in India and more than one centre in each city, thus providing centre level and city level redundancy.
CIOL: What about your expansion plans in India?
KM: India is an important supply center for Syntel and will also be a good market for us as we introduce some of our key offerings here. Syntel Inc plans to invest $50-60 million (Rs 200-240 crore) in capacity expansion alone in India this year. This will enable the company to add around 6,000 seats. The bulk of our hiring will be in India and .we are very excited about the prospects of the country.
CIOL: Do you have plans to foray into the other sectors of KPO like legal, Medical etc?
KM: Syntel has a flexible business model that is constantly evolving. We are always looking for new avenues to invest in. The legal offshoring segment is increasingly gaining momentum.
Syntel is definitely looking to diversify its KPO portfolio and leverage its extensive experience for managing critical operations across verticals and explore emerging areas of KPO and pharma outsourcing.
The Healthcare Practice in Syntel contributes 17 percent of overall revenues and is one of the focus areas to aid our growth. Syntel's Healthcare & Life Sciences Practice team includes doctors, medical professionals, HL7 experts and DICOM specialists which help provide a comprehensive, integrated suite of IT and KPO services that help payers, providers, and pharmaceutical firms realize sustainable competitive advantages by focusing on continuous innovation and knowledge management. We continue to leverage our IT expertise in servicing huge healthcare companies to provide back office and analytical support as a full service model.
Syntel was included on the Healthcare Informatics 100, a list of the 100 leading global health care IT providers for four years in a row (2003-2006) and is already is one of the largest healthcare IT providers in the world. Syntel derives 14.5 percent of its annual revenue from healthcare projects.
CIOL: Where does Syntel stand among the KPO companies in India?
KM: As mentioned earlier, Syntel perhaps is the only 3rd party service provider to have current experience and capabilities of servicing clients across the entire investment operations spectrum. Similarly, we have the unique experience of helping a large industrial house break into a new service line of brokerage operations.
Today, we manage the entire post origination operations for the client. In the capital markets space, we have a team of almost 4000+ professionals servicing clients across low-end processes like reconciliation to the highly critical functions like performance measurement and attribution. We consider ourselves to be a highly experienced player across the securities processing and capital markets arena and capable of deploying our expertise in transaction processing, data analytics to leverage it across other domains.
CIOL: How big is the KPO industry in India today and what is the forecast for the future?
KM: India is fast emerging as a global KPO hub as globally businesses require specialized solutions, and India's engineering and technical institutes are increasingly providing highly qualified professional to address these manpower demands. The global KPO industry stands at close to $5 billion today.
A NASSCOM report estimates that with an annual growth rate of 39 percent KPO industry is expected to reach $17 billion by 2010, of which $12 billion would be outsourced to India. Also, the number of Indian KPO professionals is set to leap from 25,000 to 350,000 by 2010. Overall BPO revenues are slated to touch 40 billion by 2010.
Thursday, October 16, 2008
Indian BPO industry to reach $50 bn by 2012?
A joint study conducted by National Association of Software and Service Companies (Nasscom) and the Everest Group, a global strategy consulting firm reveals that the $11 billion Indian BPO industry in its current momentum is poised to touch $30 billion by 2012. However, with accelerated growth to capture the addressable spend in the international and domestic market could take the industry to $50 billion by 2012. Som Mittal, president of Nasscom spoke to Manu Sharma of CIOL Bureau on how the Indian BPO industry is shaping up.
CIOL: What was this study all about?
Som Mittal: The Nasscon-Everest India BPO study began in August 2007 to provide a comprehensive fact-based view of capabilities of sector, opportunities and growth imperatives for Indian BPO industry and its stakeholders. We found that the Indian BPO sector has evolved tremendously since its inception, not only in its size but also in terms of maturity - service lines, service delivery capability and footprint.
CIOL: Does India's BPO have the potential to touch the $50 billion mark?
SM: I strongly feel that the aspired target for the BPO industry is very much achievable however stakeholders will need to act on a number of initiatives to accelerate growth individually as well as collectively.
CIOL: What are the steps needed by the industry/government to achieve the $50 billion mark?
SM: The study highlights an eight point action themes for the Indian BPO industry to realize its potential and accelerate its growth. We will share the study with the industry and also the various governments. Some of the themes include: Protect India's cost advantage to ensure buyer interest; Create BPO hubs to drive this industry deeper within India; Increase employment and access untapped talent pools by creating greater linkages between the current education system and the needs of the BPO industry and Facilitating the development of BPO-specific education models.
CIOL: How will the BPO growth impacted the Indian economy?
SM: The five-fold growth in the Indian BPO market will bring huge payoffs to India's economy and employment. It contributes about 2.5 percent to India's GDP from export earnings and provides employment to over 2 million people that is expected to grow by 2-3 times. Besides growth in tier 2 and tier 3 cities and towns will see a six-fold growth in the number of delivery centers.
CIOL: In terms of employment where does it stand today?
SM: This US$ 11 billion industry today employs more that 700,000 people across 25 countries and accounts for approximately 40 percent of the global BPO offshore market thereby creating huge job opportunities and impacting the economy.
CIOL: Has the industry been able to penetrate into smaller towns across India?
SM: The industry has today expanded to tier 2 and tier 3 cities and towns and delivers services from over 30 cities with in India. In addition, the industry has acquiring global services delivery footprint with operations in over 75 cities across 25 countries.
CIOL: How has the BPO industry growth over the years?
SM: India has emerged as the destination of choice for offshore delivery of business processes. Today the BPO industry has touched $11 billion and growing annually at 35 percent over the past last five years. Earlier the IT industry involved only the engineers and technical people but now the fresh graduates are entering this industry.
CIOL: What are the areas of potential growth in this industry?
SM: About 30 percent of the opportunity will be in the under-penetrated industries such as telecom, retail, media and energy and so it is needless to say that the traditionally large areas such as banking, insurance, financial services and manufacturing will offer large opportunities as well. Today North America continues to be the largest BPO market for India. However, untapped opportunities in UK, Continental Europe and Asia-Pacific will offer larger outsourced opportunities as well.
CIOL: What is the Future of BPO industry in India?
SM: Our figures indicate that the global BPO industry is estimated at about $250-$280 billion. But presently only less than 4-5 percent of the industry is actually tapped. But we see a huge potential in the future in terms of growth and also employment in India.
CIOL: What was this study all about?
Som Mittal: The Nasscon-Everest India BPO study began in August 2007 to provide a comprehensive fact-based view of capabilities of sector, opportunities and growth imperatives for Indian BPO industry and its stakeholders. We found that the Indian BPO sector has evolved tremendously since its inception, not only in its size but also in terms of maturity - service lines, service delivery capability and footprint.
CIOL: Does India's BPO have the potential to touch the $50 billion mark?
SM: I strongly feel that the aspired target for the BPO industry is very much achievable however stakeholders will need to act on a number of initiatives to accelerate growth individually as well as collectively.
CIOL: What are the steps needed by the industry/government to achieve the $50 billion mark?
SM: The study highlights an eight point action themes for the Indian BPO industry to realize its potential and accelerate its growth. We will share the study with the industry and also the various governments. Some of the themes include: Protect India's cost advantage to ensure buyer interest; Create BPO hubs to drive this industry deeper within India; Increase employment and access untapped talent pools by creating greater linkages between the current education system and the needs of the BPO industry and Facilitating the development of BPO-specific education models.
CIOL: How will the BPO growth impacted the Indian economy?
SM: The five-fold growth in the Indian BPO market will bring huge payoffs to India's economy and employment. It contributes about 2.5 percent to India's GDP from export earnings and provides employment to over 2 million people that is expected to grow by 2-3 times. Besides growth in tier 2 and tier 3 cities and towns will see a six-fold growth in the number of delivery centers.
CIOL: In terms of employment where does it stand today?
SM: This US$ 11 billion industry today employs more that 700,000 people across 25 countries and accounts for approximately 40 percent of the global BPO offshore market thereby creating huge job opportunities and impacting the economy.
CIOL: Has the industry been able to penetrate into smaller towns across India?
SM: The industry has today expanded to tier 2 and tier 3 cities and towns and delivers services from over 30 cities with in India. In addition, the industry has acquiring global services delivery footprint with operations in over 75 cities across 25 countries.
CIOL: How has the BPO industry growth over the years?
SM: India has emerged as the destination of choice for offshore delivery of business processes. Today the BPO industry has touched $11 billion and growing annually at 35 percent over the past last five years. Earlier the IT industry involved only the engineers and technical people but now the fresh graduates are entering this industry.
CIOL: What are the areas of potential growth in this industry?
SM: About 30 percent of the opportunity will be in the under-penetrated industries such as telecom, retail, media and energy and so it is needless to say that the traditionally large areas such as banking, insurance, financial services and manufacturing will offer large opportunities as well. Today North America continues to be the largest BPO market for India. However, untapped opportunities in UK, Continental Europe and Asia-Pacific will offer larger outsourced opportunities as well.
CIOL: What is the Future of BPO industry in India?
SM: Our figures indicate that the global BPO industry is estimated at about $250-$280 billion. But presently only less than 4-5 percent of the industry is actually tapped. But we see a huge potential in the future in terms of growth and also employment in India.
Opt for better technology to stay agile
Syntel has joined hands with Relativity Technologies for the modernizeation workbench platform to deliver enhanced system transparency and business efficiency.
Syntel Inc., a global information technology services and Knowledge Process Outsourcing (KPO) company, has selected Relativity Technologies' Modernization Workbench platform to support its rapidly growing application maintenance and migration practices.
Market pressures demand that companies stay agile in the face of an increasingly competitive global economy, but many core application portfolios are inflexible and inefficient, which hampers an organization's ability to adapt. A successful modernization effort requires first gathering a great deal of intelligence on the application portfolio.
A recent report by Forrester noted that "emerging application management disciplines such as application portfolio management (APM), application dependency mapping (ADM), and other portfolio disciplines are changing the way CIOs think about applications under maintenance and all work done in IT." The report continued, stating that "…increasingly, corporate management is tapping information to help distinguish the applications that should be kept and modernized from those that must be replaced and retired."
In order to help its customers make these difficult decisions, Syntel has integrated Relativity Technologies' Modernization Workbench into its Application Maintenance and Migration Centers of Excellence.
The Modernization Workbench is a market-leading suite of applications that analyzes a diverse array of legacy mainframe, mid-range and distributed applications and captures application data and business rules in a centralized repository. It generates rich technical and business intelligence about clients' application portfolios, which can be used to gain an insight into how well an organization's systems align with their business goals, enhancing Syntel's ability to deliver efficiency to clients' core business processes.
Syntel has successfully migrated the core operations of numerous Fortune 500 companies to more efficient architectures, and the Modernization Workbench promises to accelerate future initiatives by discovering, isolating, and reusingmission-critical business processes within a service-oriented architecture.
"We believe enterprises today understand that a legacy modernization strategy is crucial for maximizing the value of their investment. Application modernization can significantly reduce the total cost of ownership and align IT investments with business imperatives," said Keshav Murugesh, Syntel President and COO.
"After an intense, ROI-focused evaluation, we decided to standardize our migration framework on the Modernization Workbench. Syntel is pleased to partner with Relativity Technologies, and we look forward to expanding our deployment of this technology," said Murugesh.
"Syntel's adoption of the Modernization Workbench is a major validation of our technology," said Steve Maysonave, Chairman, President, and CEO of Relativity Technologies. "Our combined solution amounts to business intelligence for application portfolios, and enables outsourcers and clients to collaboratively address core business challenges. The result is an application warehouse that improves IT governance, efficiency and alignment with strategic goals like agility, security, and regulatory compliance."
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