GICs – Winning in                                                                                   NASSCOM GIC Conclaveth...
Changing client expectations – two polarizedworlds                                     #         Top two                  ...
Facts on GICs today…                                         Bottom                Best in                                ...
What we focus on does not seem to matter …           What we focus on           What actually matters                     ...
Priorities for GIC leaders                                                       Deliver the basics                       ...
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NASSCOM GIC Conclave - Power Keynote: Noshir Kaka (Session 2)

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NASSCOM GIC Conclave - Power Keynote: Noshir Kaka (Session 2)

  1. 1. GICs – Winning in NASSCOM GIC Conclavethe new era March 20, 2012Noshir KakaCONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission of McKinsey & Company is strictly prohibited 0
  2. 2. Changing client expectations – two polarizedworlds # Top two priorities Impact on business outcomes Cost and productivity Quality of delivery Scalability and flexibility of operations Footprint concentration risk 2008 2012 1
  3. 3. Facts on GICs today… Bottom Best in quartile Class Planned productionProductivity hours per FTE 1.5 X (Hrs per FTE per annum) Time taken to addScalability 100 FTE capacity 4X (Months) Seat utilisationUtilisation per agent 5X AccountsCost payables cost 7X (US$ per FTE per annum) Business impactRevenue attribution (revenue, Infiniteimpact margin, cash) per agent 2
  4. 4. What we focus on does not seem to matter … What we focus on What actually matters Middle BusinessSLA performance Attrition management context and strength understanding Granular Speed ofLocation Scale performance execution measurement Business contextUpfront End-to-end Entrepreneurial andinvestments ownership top leadership understanding DifferentiatedTechnology/IT Insights and Scale talentknow-how analytics proposition 3
  5. 5. Priorities for GIC leaders Deliver the basics Drive (industrialized talentManage operational engine, think smart onconcentration efficiency infrastructure)and process risk Build Manage risk high skill Improve capabilities management Establish infrastructure business and Focus on domain based strengthening top career paths and middle and onshore management rotations Contribute Own to revenue total customerExpand to new experience Adapt growthproducts/ new processes toservices/ new meet endextensions customer needs 4

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