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Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
Skelia - Managed Relocation
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Skelia - Managed Relocation

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  • 1. MANAGED RELOCATION Seamless. Savings. Now.
  • 2. “Save 1.5 M€ per year by relocating 20 external contractors” Patrik Vandewalle Bart Smets CEO Skelia CEO IT2Profit
  • 3. RELOCATION ? SAVINGS YOUR PARTNERS TRANSITION PLAN EXTENDING ABILITY TO EXECUTE YOUR ENTERPRISE
  • 4. WHAT WE DO We achieve substantial financial savings by relocating on-site resources into a nearshore collaboration model. RELOCATION TRANSITION COLLABORATION • We relocate • We manage the • We make the on- on-site transition site & off-site contractors to a process, teams effectively managed, including set-up, cooperate. nearshore service operational and centre. knowledge transfer processes.
  • 5. RELOCATION ? LOCAL TEAM REMOTE TEAM CURRENT STATE TRANSITION 2-3 months PREPARE SET-UP RELOCATE TRANSITION 2-3 months STEADY COLLABORATE STATE
  • 6. “PLUG & PLAY” NEARSHORING We recruit and set-up dedicated teams in low-cost, nearshore locations for our clients in Benelux and take care of all supporting services. Legal Recruiting & Support Selection Operational & Payroll & Technical Support Administration dedicated customer Client processes & methods team Building & Career Client organisation Facilities Development Management & Training People Retention & Motivation
  • 7. TARGET PROFILES FOR RELOCATION Project Shared Service Data input Administrative Software managers & centers processing support developers Team leaders Business & QA engineers System Database Support Functional and testers administrators administrators engineers analysts Support Technical Localization IT Auditors Translators specialists writers specialists Document Customer care Web Graphics Pre-print agents designers designers specialists Scanning
  • 8. SERVICE CENTRE – LVIV, UKRAINE Located in new, top-class business centre in Lviv, capital of Western- Ukraine. Secured Access. Flexible Space. Branded Customer Rooms. Optima Plaza 7th floor Naukova street 7B Lviv, Ukraine
  • 9. WHY ARE WE DIFFERENT ? We give you more Comfort and Control compared to traditional offshore and nearshore service providers. YOUR OWN LOW VOLUME “YES IS YES” TOP-CLASS HIGH PEOPLE DEDICATED LOW PRICES MODEL CULTURE PEOPLE RETENTION TEAM People you know Policies & Open Book People’s attitude High education individually in culture built approach and behaviour in & experience in Effective as of 1 remote location around retaining person possible remote location ICT and non- only working for and motivating without “fat” similar to yours ICT. you people YOUR OWN BELGIAN LOCAL NO CUSTOMER SHORT TRAVEL TRANSFER PROCESSES & SHAREHOLDERS CONTRACTS LOCK-IN DISTANCE POSSIBILITY TOOLS & MANAGEMENT Plug-and-Play Easy contact operating model Investors and Possibility to during your Contracts in law managers you acquire your Easy step-out in using your system you office hours and 1 month known current personally know team in own fast access by know and can trust legal entity processes & plane tools
  • 10. RELOCATION ? SAVINGS YOUR PARTNERS TRANSITION PLAN EXTENDING ABILITY TO EXECUTE YOUR ENTERPRISE
  • 11. EXPECTED SAVINGS BY RELOCATING Examples Indicative Financial Savings (*) Net Savings Yearly Savings Cumulative Savings Relocated resources ROI Year 1 Steady State 5 Years 5 < 11 months 50 K€ 350 K€ 1.300 K€ contractors 10 < 10 months 180 K€ 750 K€ 3.100 K€ contractors 20 < 9 months 450 K€ 1.500 K€ 6.500 K€ contractors 40 < 9 months 1.000 K€ 3.100 K€ 13.000 K€ contractors (*) Including planning & preparation, transition management, knowledge transfer, steady state governance, additional on-site coordination, nearshore facilities & connectivity, projected inflation.
  • 12. SIMULATION CONTRACTOR RELOCATION (1) We have simulated the cumulative indicative savings by relocating a team of 20 external contractors (including set-up, transition, knowledge transfer, on- site coordination, program governance, inflation, etc.).
  • 13. SIMULATION CONTRACTOR RELOCATION (2) By relocating a team of 20 external contractors, we estimate indicative savings reaching 6+ M€ over 5 years.
  • 14. RELOCATION ? SAVINGS YOUR PARTNERS ABILITY TO EXECUTE EXTENDING TRANSITION PLAN YOUR ENTERPRISE
  • 15. YOUR PARTNERS www.IT2profit.com • Organisational Performance • Sourcing Strategy IT2PROFIT • Transition Management SERVICES IN SKELIA IT2PROFIT SCOPE Off-Site Services √ SKELIA Relocation co-manage √ • Managed nearshore On-site √ operations Coordination CLIENT • Remote collaboration Governance - √ co-manage Transition Governance – √ www.skelia.com co-manage Steady State
  • 16. SKELIA CORE BUSINESS Find, Attract, Retain and Develop top-class professionals Make those professionals at low Rates matching the effectively Collaborate at distance specific Profile and Skills with On-Site teams. required by our customers. Legal Recruiting & Support Selection Operational & Payroll & Technical Administration Support Skelia Client processes & methods dedicated team Building & Career Client organisation Facilities Development Management & Training People Retention & Motivation
  • 17. SKELIA 100+ years of combined expertise in managing international companies, complex programs and investments. EXECUTIVE DIRECTORS NON-EXECUTIVE DIRECTORS JAN DE SCHEPPER PATRIK VANDEWALLE - CEO • Belgian nationality (1958) • Belgian nationality (1964) • CEO of Telindus NV (until 2008) • Masters degree in Engineering & Computer Sciences, University • Board memberships including Inventive Designers, ADM and Leuven (1987) Nascom • Executive and Board positions in large international companies • Mergers, acquisitions and divestments JAN PICAVET KOEN ANSEEUW - CFO • Belgian nationality (1950) • Belgian nationality (1962) • Board memberships including Netfund Europe, HR Technologies , • Masters degree in Computer Sciences, University Ghent (1986) Unified Post • Executive and Board positions in software & consultancy companies • Set-up and investment in international businesses • Set-up and investment in international businesses OLIVIER ISTACE - COO • Belgian nationality (1970) • Masters degree in Computer Sciences, University Namur (1993) • Positions in software, consultancy & financial companies • 10 years experience with Ukrainian culture & collaboration
  • 18. IT2PROFIT Driving change through CORE BUSINESS experience. Organisation Business CIO Performance Development Services Improvement Productivity Improvement Service Catalogue Definition IT Strategy Service Improvement Go-to-market Strategy Sourcing Strategy Operational Capability Design Operational Capability Design Security Strategy Restructuring, Reorganisation Proposal Management Operational Capability Design and Optimisation Organisation and People Sales Training CIO office Assessment Outsourcing & Offshoring Governance and Project Management Office Transition Management Procurement, Vendor Selection and Contract Negotiation
  • 19. IT2PROFIT 60+ years of combined expertise in business transformation and optimization, program and change management. EXECUTIVE DIRECTORS NON-EXECUTIVE DIRECTORS DIRK MUYLEMANS BART SMETS - CEO • Belgian nationality (1958) • Belgian nationality (1968) • Applied Economics, Antwerp • Industrial Engineer, Mechelen (1990) • Executive positions in international companies • Executive positions in international companies • Management structures, Program management, Procurement & • IT & Sourcing strategy, Business optimization, Outsourcing, Vendor negotiation, executive coaching & mentoring Performance Management JOHAN VAN DELM • Belgian nationality (1965) • Masters in Commercial and Business Economics, Leuven (1988) • Executive positions in international companies • Business transformation & optimization, Program Management WIM VERMEERSCH • Belgian nationality (1967) • Masters degree in Law, Leuven (1990) • MBA – Vlerick, Madrid, Nantes (1992) • Executive positions in international companies • Business optimization & restructuring, Governance, BP Design
  • 20. IT2PROFIT SOME REFERENCES
  • 21. RELOCATION ? SAVINGS YOUR PARTNERS TRANSITION PLAN EXTENDING ABILITY TO EXECUTE YOUR ENTERPRISE
  • 22. TRANSITION PROGRAM We propose a gradual transition of On-site contractors to the Off-Site Skelia operating model. We phase per Client Team and identify groups of 5-10 resources (per month) for which the Skelia model is applicable. Team Transition Transition Operational (Steady State) Planning A Team Transition Transition Operational (Steady State) B Planning Team Transition Transition Operational (Steady State) C Planning Team Leader Client (member of Client Team Leaders Skelia Team) Skelia Team Client processes & methods A Team Team B SKELIA CLIENT
  • 23. PROJECT PLAN TRANSITION PLANNING Phasing per Team (cycles of 1 month) TRANSITION PLANNING 4 weeks 1 2 3 4 Team Transition Contract Transition Planning Transition Management A Signature kick-off Team Transition B Planning Establish Transition Plan Client Validate Team Transition Identifify potential resources for C Planning relocation (5-10) based on workshop, interviews with Client Team Leader(s) Establish & pre-validate Job Client pre- Profile descriptions for Identified validate resources SOME ADVANTAGES Define Client specific nearshore Client pre- Infrastructure & Facilities validate Manageable scope requirements Allows continuous improvement within Client pre- Define Client specific Client specific context and requirements Collaborative requirements validate Approach can be tuned per ClientTeam Client pre- Define retained Organisation validate
  • 24. PROJECT PLAN Transition Operational Tea mA Tea Transition Operational TRANSITION mB Tea Transition mC TRANSITION 17 weeks 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 Overall Transition Management Governance Establish Client Client Assessment Criteria Validate Acceptance knowledge transfer Validate Nearshore Nearshore Resource Recruitment Resource Knowledge Transfer to Nearshore Team (1 - 3 months) Operational Activity resouces Take-in s Live test-out Procure & set-up Nearshore nearshore infrastructure and facilities infrastructure Live test-out and tune nearshore Set-Up specific collaboration tools and collaboration processes with Client and processes ESP Transition to Retained Organisation (phase-out On-Site or Off-Site capacity)
  • 25. PROJECT PLAN ORGANISATION & ROLES Steering Committee Quarterly Meeting Program Coordination Skelia Skelia Monthly COO CEO Meeting Client Skelia / IT2Profit Scaling Factor Project/Transition Project/Transition Skelia Ukraine Manager Manager (On-Site) MD Number Resources per Nearshore Officer Skelia Skelia Ukraine Client or IT2Profit Client HR Mgr 25-30 Nearshore Officer Manager Skelia Ukraine Facilities Mgr Skelia Client Team Leader Team Leader (member of Client Skelia Team) Client Team Client processes & methods SKELIA CLIENT (Off-Site) (On-Site)
  • 26. STEADY STATE Governance Board Client or IT2Profit Nearshore Officer Skelia Client Mgr Client Team Leaders Skelia Team Client processes & methods Skelia Client processes & methods Team Client Team Leaders Skelia Client processes & methods Team Leader Team (member of Client SKELIA CLIENT Skelia Team) (Off-Site) (On-Site)
  • 27. RELOCATION ? SAVINGS YOUR PARTNERS TRANSITION PLAN EXTENDING ABILITY TO EXECUTE YOUR ENTERPRISE
  • 28. KEY QUESTIONS • Can we ATTRACT to the right resources ? 1 • Can we SCALE-UP quickly enough ? 2 • Can we secure CULTURAL MATCH ? 3 • What is our suggested OPERATING MODEL ? 4 • Can we TRANSITION seamlessly ? 5
  • 29. ACCESS TO RIGHT RESOURCES ? TOP LOCATION Lviv is university city with top-ranked institutions. L’viv L’viv National L’viv Polytechnic University Commercial University Academy • Computer sciences • Applied mathematics • International Relations • Computer sciences • Mechanics • Applied mathematics • Economics • Electronics • Computer technologies, • Finance • Economics automation and metrology • Law • Economics • Foreign languages • Management
  • 30. ACCESS TO RIGHT RESOURCES ? TOP LOCATION 2006 Global Skills Report Examples of companies with R&D This report combines data on the or Innovation Centres in Ukraine. employment skill levels of individuals from over 200 countries (ICT certifications) Rank Rank 2006 2005 1 US 1 2 India 2 3 Russia 3 4 Ukraine 5 5 Romania 4 6 UK 7 7 Canada 6 8 Belarus 11 9 Philippines 9 10 Bulgaria 8
  • 31. ACCESS TO RIGHT RESOURCES ? TOP LOCATION Gobal Outsourcing Report 2005 “Ukraine is considered a country with one of the Future Outsourcing Index (FOI), which highest levels of education in Eastern Europe. assesses the long-term (10 years) competitiveness There are more students per 10,000 people in Ukraine of the top 30 future outsourcing destinations than in Japan or the U.K.” Future Opportunity Future Opportunity Index Index 1 China 16 Thailand “Ukraine has approximately 1% of the world’s 2 India 17 Vietnam population, but 6% of the world’s physicists, 3 US 18 Moldova chemists, mathematicians, biologists, computer programmers and other highly 4 Brazil 19 Mexico trained professionals.” 5 Russia 20 Poland 6 Ukraine 21 Bulgaria 7 Romania 22 Israel “The country provided many top computer 8 Belarus 23 Pakistan programmers to the former Soviet Union’s space and 9 Philippines 24 Kazachstan military efforts, and much of that expertise has spilled over to the country’s private sector.” 10 Canada 25 Albania 11 Ireland 26 Hungary 12 Malaysia 27 Czech Republic “Ukraine has the potential to unleash even more 13 Armenia 28 Latvia capacity to become a vibrant player in the global 14 Chile 29 Singapore economy due to a large, highly educated labor force.” 15 South Africa 30 Costa Rica
  • 32. ACCESS TO RIGHT RESOURCES ? TOP LOCATION Stars of the future Exploring Global Frontiers Report 2009 Americas Asia-Pacific Europe KPMG identified 31 cities which are rapidly Buenos Aires Brisbane Sofia emerging as leading pretenders to the BPO Campinas Changsha Zagreb crown held by the traditional powerhouses such as Curitiba Hangzhou, Cairo Bangalore, Chennai or Shanghai. Clagary Ahmedabad, Port Louis The advantages offered by the 31 cities vary Winnipeg Jaipur Belfast considerably, even as some common themes pan out : 1. Lower cost Santiago Nagpur Gdansk 2. Size of workforce Guadalajara Penang Cluj-Napoca, 3. Quality of talent 4. Linguistic and cultural similarities Queretaro Davao City Rostov-on-Don 5. Dedicated infrastructure for IT BPO companies Boise Iloilo City Belgrade 6. Quality of life Indianapolis Ho Chi Minh City Lviv 7. Government support & incentives Tunis
  • 33. ACCESS TO RIGHT RESOURCES ? TOP LOCATION Ukrainian service centre located in multi-lingual area. Not popular, Native Easy to find Can be found but possible Portuguese French Norway English Ukrainian Sweden Spanish Persian Arabic Italian German Japanese Bulgarian Slovakian Serbian Russian Polish Hungarian Czech Croatian
  • 34. CAN WE SCALE-UP? IF RESOURCES NOT AVAILABLE REGULAR SKELIA PROCESS (RECOMMENDED) Client team leaders involved in final selection interviews of short-listed candidates. This approach has proven best profile match with Client. Client Skelia Employee Selection & On-Boarding Contract Recruitment Process Approval Activate sourcing channels and off-site screening of pre- Off-Site Regular notice period Operational selected candidates. short-list is 2 weeks (unless Profile for Possibility to deploy Client tests as selection criteria. interviews by person prefers to On-going and on-line view of selected candidates in Skelia Client for finalize current Validation Knowledge portal. final engagement at Transfer In parallel, Off-Site facilities and infrastructure is prepared selection previous employer) and set-up to be ready before boarding. (“perfect fit”) 4à6 1à2 1à2 2 weeks days days weeks 7 – 9 weeks
  • 35. CAN WE SCALE-UP? Skelia’s Service Centre is organized by dedicated client teams, not by competence centres. This structure ensure scalability, confidentiality, better knowledge sharing, collaboration and team focus. Scaling Factor MD Ukraine Number of Team Resources per HR FTE Client 25-30 Manager Skelia HR Team Dedicated Client A Client processes & methods Team Scaling Factor Client A Number of Team Resources per Tech/Fac FTE Client 25-30 Skelia Manager Technical & Facilities Dedicated Team Client processes & methods Client B Team Client B
  • 36. CULTURAL MATCH ? Culture matching is a key factor for failure or success of nearshore/offshore models. We carefully selected Western-Ukraine as region with “best cultural match” for Benelux companies and deploy proven “culture matching practices”. Company Demographic Culture Match Culture Match √ √ Belgian shareholders & executive management √ !! Location Lviv, Western-Ukraine √ Client interviews during selection process √ On-Site in-take sessions Western company culture adapted to local √ √ Ukrainian market √ Skelia as collaborative business model
  • 37. CULTURE MATCH ! • Remarkable match with Benelux attitude •Better than Kiev (= already more Russian style) & “Yes is Yes, No is No” much better than India ! •Lviv is UNESCO world Heritage Cultural heritage •Native : Ukrainian, Russian •Easy to find : English, Polish, German Multi-lingual area •Can be found : French, Italian, Czech, etc. •Proud of country and cultures Proud & •Happiness with success and achievement Respect for people •Strong respect for colleagues and people •Heritage of hard workers and family support continues to live in day-to-day attitude Hard workers
  • 38. OPERATING MODEL ? Legal Recruiting & Support Selection “Plug & Play” operating model, which easily Operational & Payroll & Technical Support Administration integrates with most operating models of Clients Skelia dedicate Client processes & methods d team and/or External Service Providers. Building & Career Facilities Development & Client organisation Management Training People Retention & Motivation Skelia Business Model Operational Advantages Operational Disadvantages Easy to set-up and integrate No coverage NL into Client’s operating model (limited FR) Already effective at low volumes No On-Site services (as of 1 resource) (except for coordination) Scalable operating model No (or limited) “spare” resource capacity in (up to 100+ resources per Client) nearshore Service Centre Use Client’s methodologies & tools Dedicated team(s) for Client (leverage knowhow, easy view efficiency) Designed for collaboration (allow iterative work) Combination of “own resources” with “external management & support”
  • 39. SEAMLESS TRANSITION ? Our Transition Process and on-going Governance is designed for a seamless experience. NO WORRY PROFESSIONAL about remote Transition logistics, legal and management HR Remote resources On-going are Governance DEDICATED TUNED to your to you needs Direct SEAMLESS We attract people ACCESS to Belgian YOU select TRANSITION Executives
  • 40. MANAGED RELOCATION Seamless. Savings. Now.

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