• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content

Loading…

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

Like this presentation? Why not share!

IT Offshoring with Intention (Pugh, Wadhera) 100406

on

  • 1,717 views

Offshorting discussion with MIT Sloan Students of Professor Jeanne Ross, Center for Information Systems Research, April 2010. Presenters were Neeraj Wadhera (Fidelity Investments) and Katrina Pugh ...

Offshorting discussion with MIT Sloan Students of Professor Jeanne Ross, Center for Information Systems Research, April 2010. Presenters were Neeraj Wadhera (Fidelity Investments) and Katrina Pugh (AlignConsulting, formerly Fidelity Investments). Emphasis was on how to effectively manage the offshoring relationshps like a virtual team.

Statistics

Views

Total Views
1,717
Views on SlideShare
1,717
Embed Views
0

Actions

Likes
0
Downloads
5
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    IT Offshoring with Intention (Pugh, Wadhera) 100406 IT Offshoring with Intention (Pugh, Wadhera) 100406 Presentation Transcript

    • “IT Offshoring with Intention” Neeraj Wadhera, Fidelity Investments Kate Pugh, AlignConsulting, Sloan SM/MBA „96 Professor Jeanne Ross, Center for Information Systems Research April 6, 2010 IT Offshoring with Intention 1
    • Agenda • Introductions • What does IT Offshoring Take, in Your View? • “IT Offshoring with Intention” Practices • Discussion (See IT Offshoring with Intention details in the Appendix) IT Offshoring with Intention 2
    • Introductions and Context Kate Pugh (SM/MBA „96) Neeraj Wadhera • Former VP, KM for • Fidelity Technology Fidelity PWI • Founding member of • Consulted in 1999 to FMR India IT (Fidelity‟s Mahindra British Telecom captive org. in India) • Offshored Finance Portal • Built and led IT delivery to Mumbai with JPMC teams (400 people) • Neeraj‟s IT client • Built and led 2nd site • Neeraj‟s KM / Change (Chennai) Mgt. provider • Intro‟d Change mgt • Consult in Strategy, KM, practices with Change Mgt consolidation of sites. IT Offshoring with Intention 3
    • Outsourcing is here to stay! • Outsourcing/offshoring is here to stay. 2006 – 246B This is one of the few global IT industry categories seeing 2007 – 297B growth in 2009, while the 2008 – 326B rest fell. 2009 – 373B (14.4% increase) 2010 (projected) - 412 (all figures in USD billion) • Out of total $1.6T 2009 Worldwide IT spend, 23% is outsourcing/ offshoring. • Outsourcing/offshoring to India alone forecast 2010 is $48B. • Of this, offshoring in India will b $7-$10B (Captive, as opposed to 3rd party) • Organizations have learned to move work offshore and save costs… *Source XMG Global, a leading ICT research and advisory firm IT Offshoring with Intention 4
    • The Challenge is to “Maximize the value” “Traditional” “Value-Maximizing” • Task-based • Greater control / • Round-the-clock reduced risk • Cost-Effective • Innovation • “Flexible Capacity” • More complex functions connected to customer/product How do you achieve it? IT Offshoring with Intention 5
    • “IT Offshoring with Intention” Practices 1. Effective Leadership 2. Effective management 3. Capability building IT Offshoring with Intention 6
    • Effective Leadership • Sharing the Big Picture • Leading as “Farming” – Tomato vs. Corn IT Offshoring with Intention 7
    • Effective management • Adopting a “Program” Lens • Infusing Meetings with “Conversation” • Leveraging Workforce Diversity – Cognitive vs. Motivational IT Offshoring with Intention 8
    • Capability building • Intentional • Teaching SMEs to Teach • Publishing and transferring knowledge IT Offshoring with Intention 9
    • We weren‟t in the McKinsey‟s study, but… McKinsey Global Offshoring and Outsourcing Dimensions “Offshoring with Intention“ Integration, Fulfilling work for Build Expertise Category Practices including visits Offshore Team Explicitly Effective 1. Sharing the Big Picture X X Leadership 2. Leading as Farming X Effective 3. Adopting a “Program” Lens X X Management 4. Infusing Meetings with X “Conversation” 5. Leveraging Workforce Diversity X X Capacity 6. Teaching SMEs to Teach X X Building 7. Publishing and transferring X knowledge Virtual teaming practices improve: • Attrition • Offshore effective rates • Onshore customer satisfaction Source: 2008-9 McKinsey Survey of Global Offshoring and Outsourcing Industry IT Offshoring with Intention 10
    • Discussion IT Offshoring with Intention 11
    • Appendix IT Offshoring with Intention 12
    • 1. Sharing the Big Picture • Sets direction – Share the broad vision of the program (“clarity of vision”), including challenges and opportunities – Ensures that the global team has a clear understanding of team objectives (Near term and long term) • Shares the strategy for working with offshore team(s), including outsourcers – Intended value proposition • Demonstrates the significance of the specific work being done offshore – How is this work valuable to company‟s objectives • Big Picture as “professional context” – Performance compared to outsourcers (common metrics) • Result: – Shared sense of urgency – Accelerates professional development, proactivity, innovation – Enhances employee engagement IT Offshoring with Intention 13
    • 2. Leading as Farming • Tomato Farmers • Corn farmers – Hands on managing – Hands off managing – Mentoring cum – Mentoring separate from managing managing – Manager models, – Engagement in strategy acculturates – Improvisation – Task mastery – Team-member development Should correspond to topic, not geography (for both US and India managers “Leaving the comfort zones”) IT Offshoring with Intention 14
    • 3. Adopting a “Program” Lens • Visual image of related projects – interdependencies within, across operations, other functions, customer buying processes – Identify and mitigate shared risks • Broad understanding of the program / product / function – Customer objective (criticality, usage, priorites) – System objective (capacity, feature impacts, queue prioritization, standards) – Workstream shared milestones & interdependencies • Daily interactions about deliverables and cross-impacts – Example: DAT Reviews • Result: – Know impact of actions on other workstreams – Proactivity, creativity IT Offshoring with Intention 15
    • 4. Infusing Meetings with “Conversation” • Leveraging conversation/ facilitation skills – Sense-Making; Joint interpretations • Regular “pause” – Scheduled part of meetings – In person/virtual (travel needed) – Synchronous/Asynchronous – Climate for risk-taking, participation • Result – Improved understanding – Team confidence – Team belongingness – Effective networks IT Offshoring with Intention 16
    • 5. Leveraging Workforce Diversity “Collections of people with diverse perspectives and heuristics outperform collections of people who rely on homogeneous perspectives and heuristics.” Scott Page, The Difference (2007) • Cognitive Diversity • Motivational Diversity – Tech & Cust Expertise – Incentive response – Conceptual models – “Triggers” and – Networks interests – Comms/Learning – Capacity/endurance • Result: • Better sense-making , innovation (from convention into creativity) • Balance of over-exuberance with sobriety • Greater interchangeability of resources IT Offshoring with Intention 17
    • 6. Teaching SMEs to Teach • Capability building as management priority – Shadowing, mentoring – Job rotations into US by Hi-Pos – “Teaching” in SME‟s Devel. plan, responsibilities • Reflection / Storytelling, Documentation, Extrapolation, Proactivity, Domain expertise – Indian engagement leader in US • Access to SMEs • Translation (helped SMEs parse questions) • Result: – Greater capacity – Engaged and motivated SMEs IT Offshoring with Intention 18
    • 7. Publishing and Transferring Knowledge • Having KM disciplines/ consistency – Content • About the project (Go-to for information about workstreams, queues, clients) • About the team – KM Processes • Tacit knowledge processes (e.g., Communities of practice, knowledge- jams/elicitations) • Collaboration using social media • Result of easy access to knowledge – Greater efficiency (reusing knowledge), greater consistency IT Offshoring with Intention 19
    • Deep Dive: Conversation Dialogue Principles* Interact Act! 1.Voice  Ownership  Stewardship 2.Respect  Presence  Retention 3.Suspension  Sense-making  Interpretation 4.Listening  Depth/Context  Application Isaacs, William, Dialogue and the Art of Thinking Together (1999), adapted by K Pugh IT Offshoring with Intention 20
    • McKinsey on “Outsourcing” Innovation 21 Offshoring with Intention IT