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Can Your Offshore Provider
                    Help In Business
                    Transformation?
                    Sudin Apte
                             p
                    Principal Analyst
                    Forrester Research


                    June 9, 2010




www.forrester.com                           © 2010, Forrester Research, Inc.
Sourcing & Vendor Management




                                Sudin Apte
                                Principal Analyst
                                Forrester Research
                                June 9, 2010
                    3   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                    4   Entire contents © 2010 Forrester Research, Inc. All rights reserved.
                                                                                               Source: Worth1000.com




www.forrester.com                                                                                     © 2010, Forrester Research, Inc.
Theme


                                               Offshore providers fall short of
                                                 delivering true end-to-end
                                                  business transformation.
                                            However, they can successfully
                                            deliver isolated subprocesses or
                                                   IT-focused projects.


                    5   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                        Agenda

                         • Why are companies looking at offshore for their
                           transformation projects?
                         • Types of transformation projects and capability
                           required
                         • Review of top offshore providers for transformation
                           projects
                         • Q&A




                    6   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                              © 2010, Forrester Research, Inc.
Cost cutting remains a top priority
                                             “How important are each of the following business goals to your
                                               internal IT organization when making software decisions?”

                                                                                               Very important     Important


                                                              Reduce costs                                                     60%          29%


                                        Regulatory requirements                                                        48%           28%


                                              Improve collaboration                                   22%                      37%


                                                  Increase innovation                                21%                       37%


                                                   Sustainability goals                         13%              24%


                                            Base: 1,007 North American and European enterprise software decision-makers
                         Source: Enterprise And SMB Software Survey, North America And Europe, Q4 2009
                    7   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                         To survive budget cuts, companies cut
                         waste and want to pay as they get value
                        “How important are the following software initiatives in supporting your firm's current
                                                         business goals?”
                                                                                                Very important     Important

                                        Consolidate enterprise applications                                            24%                       43%

                                         Modernize key legacy applications                                             25%                       41%

                                                      Increase collaboration techs                               16%                       42%

                                              Upgrade enterprise applications                                    16%                   38%

                                                                     Expand use of Agile                    9%                23%

                                          Increase our use of SaaS or cloud                                8%                23%

                                                     Outsource app maintenance                              9%           20%

                                                     Outsource app development                             8%          17%

                                            Base: 1,007 North American and European enterprise software decision-makers
                         Source: Enterprise And SMB Software Survey, North America And Europe, Q4 2009
                    8   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                                                                          © 2010, Forrester Research, Inc.
Cost-saving projects and reducing the
                         application portfolio are top of mind
                                               “How do you expect the following activities to change over the
                                              next 12 months as a result of the current economic conditions?”
                                                                                                Decrease    Increase
                                  Accelerate cost saving projects                                           2%                           70%

                                  Reduce the application portfolio                                          2%                       60%

                                                   Increase ROI reviews                                     3%                     55%

                    Move to subscription models (like SaaS)                                                4%     20%

                                              Defer software spending                                      6%                39%

                                     App maintenance outsourcing                                           15%      24%

                                     App development outsourcing                                           18%         26%

                                       Speed of software upgrades                                    29%          19%

                                                  Size of internal IT staff                        34%            20%

                                             Base: 1,007 North American and European enterprise software decision-makers
                         Source: Enterprise And SMB Software Survey, North America And Europe, Q4 2009
                    9    Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                         Business roles are as important as IT
                         roles in the buying process
                                            “Who is significantly involved in the decision-making process for
                                            selecting third-party IT service providers at the following stages?”




                                                                                                           Business roles     IT roles




                                             Base: 942 North American and European enterprise IT services decision-makers
                         Source: Enterprise IT Services Survey, North America And Europe, Q2 2009
                    10   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                                                                              © 2010, Forrester Research, Inc.
Theme


                                                Offshore providers fall short of
                                                  delivering true end-to-end
                                                   business transformation.
                                             However, they can successfully
                                             deliver isolated subprocesses or
                                                    IT-focused projects.


                    11   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                         Business transformation programs

                          • Focus on making firms stronger, leaner, and more
                            adaptable by making their operating models,
                            supporting business processes, and underlying
                                                  processes
                            technologies flexible, leaner, and more adaptable to
                            change.




                    12   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                               © 2010, Forrester Research, Inc.
Components of the true end-to-end
                         business transformation definition
                         • Executive commitment
                         • Covers three key components — people process,
                                                         people, process
                           and technology
                         • Ability to innovate
                         • Typically long-term
                         • Aligned with business strategy and g
                              g                        gy     goals




                    13   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                         Example of a vendor’s enterprise transformation capability:
                         Accenture’s business transformation
                         approach
                          • “High-performance research initiative”: collecting
                            and structuring information and insights on business
                                          g                     g
                            performance across industry verticals and horizontal
                            processes
                                     – Measuring inputs and outcomes, linking outcomes to
                                       metrics, building business blueprints




                    14   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                               © 2010, Forrester Research, Inc.
Example of a vendor’s enterprise transformation capability:
                         Accenture’s business transformation
                         approach (cont.)
                          • “Process excellence initiative”: building a central
                            repository of information, data, and benchmarks
                              p      y               ,     ,
                                     – Build process best practices, use metrics to build
                                       process KPIs, already more than 10,000 processes
                                       covered
                                         •“Predictability and insights at scale” (Don Rippert,
                                          CTO, Accenture)
                                     – Build and maintain centers of excellence for defined
                                       key
                                       k processes (i   (i.e., t l t management, retail
                                                               talent            t t il
                                       banking).



                    15   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                         Example of a vendor’s enterprise transformation capability:
                         Accenture’s business transformation
                         approach (cont.)
                          • Common tool set and solution architecture for
                            building software p
                                   g          packages
                                                   g
                                     – Central repository for knowledge capturing to drive
                                       reuse
                                     – Focus on key platforms (i.e., .NET, NetWeaver)
                                     – Standard tools for training and development
                          • Standard methods for engagement planning and
                            project management
                                     – Select projects based on how well they fit
                                       Accenture’s business and technology ambitions.
                                     – Leverage global delivery backbone rigorously.

                    16   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                               © 2010, Forrester Research, Inc.
Theme


                                                Offshore providers fall short of
                                                  delivering true end-to-end
                                                   business transformation.
                                             However, they can successfully
                                             deliver isolated subprocesses or
                                                    IT-focused projects.


                    17   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                         Why don’t clients think of offshore
                         providers for transformation?
                           • Historic value proposition around cost arbitrage
                           • Primary capability around technology and delivery
                             processes
                           • Limited skills on the business domain side to develop
                             an industry-leading business process
                           • No business transformation experience in the past,
                             limited business consulting capability
                           • Typical offshore teams include mostly an army of
                             juniors, and onshore teams are small.

                    18   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                               © 2010, Forrester Research, Inc.
All transformation deals are not the same

                          • Mega-size corporate/financial transformation
                                     – Focus on business re-engineering
                          • Business process transformation
                                     – Process optimization and leadership
                          • IT apps and infrastructure transformation
                                     – Cut waste and make lean.
                          • IT organization and process rationalization
                                    i ti      d           ti   li ti
                                     – Focus on efficiency and alignment



                    19   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                         Offshore providers build new capability
                         to deliver parts of transformation




                         Source: Upcoming, “A Strategic Review Of The Top Five Offshore Vendors” Forrester report
                    20   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                                                   © 2010, Forrester Research, Inc.
Indians have an appetite to grow

                                         Financials for the 12 months ended March 2010, compared with 2009




                          Source: Upcoming, “A Strategic Review Of The Top Five Offshore Vendors” Forrester report
                    21   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                         The top offshore providers made more
                         money during the recession
                         Financials for the quarter ended March 2010, compared with the same quarter in 2009




                          Source: Upcoming, “A Strategic Review Of The Top Five Offshore Vendors” Forrester report
                    22   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                                                    © 2010, Forrester Research, Inc.
How do the top five Indians’ next-gen
                         capabilities stack up?




                         Source: Upcoming, “A Strategic Review Of The Top Five Offshore Vendors” Forrester report
                    23   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                         Examples of successful transformation
                         projects done by top Indians
                         • Business process transformation
                                    – Case study: Infosys transforms the order-to-cash
                                                                          order to cash
                                      (OTC) process of a top retailer globally
                         • IT apps and infrastructure transformation
                                    – Case study: Wipro transforms legacy applications at a
                                      top five insurance provider to eBusiness
                         • IT org and process transformation
                                    – Case study: HCL builds a next-gen partnership
                                      between IT and the business by building business-
                                      oriented service centricity

                    24   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                                                   © 2010, Forrester Research, Inc.
Case 1: Infosys transforms the order-to-
                         cash (OTC) process of a top retailer
                         globally
                          Client                          A Fortune 500 global retailer

                          Issue/focus                     Meet new competitive pressures by collaborating better with customers. The
                                                          client also wanted to transform its order-to-cash process.

                          Challenge                       The client wanted to grow revenue realization and reduce operating costs. It
                                                          also wanted to substantially increase operational benefits and margin to
                                                          improve the company's valuation.

                          Vendor                          Infosys deployed its IMPACT and VRM frameworks and methodologies.
                          approach
                                                          It leveraged its strong SAP capability and partnership, accelerators, and prebuilt
                                                          solutions.

                                                          It created a vertical-focused process repository with country-specific legal and
                                                          statutory requirements (for 45 countries).

                          Benefits                        The incremental approach resulted in higher predictability — Infosys deployed
                                                          this SAP-based solution in one region before successfully rolling it out globally.

                                                          The client realized $70 million in benefits to its operations after rollout.

                    25   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                         Case 2: Wipro transforms legacy apps at a
                         top five insurance provider to eBusiness
                          Client                          A top five insurance firm that wanted to move legacy apps to eBusiness
                          Issue/focus                     The client wanted to provide applications access to trading partners so they
                                                          could service customers better and improve satisfaction. It also wanted to
                                                          reduce the cost of operations.
                          Challenge                       Long cycle times; involvement of multiple teams in a single request/ticket;
                                                          multiple and unintegrated apps result in data loss/redundancy, manual error,
                                                          and lack of reconciliation.
                          Vendor                          Wipro deployed Web service wrappers to stitch functionality across multiple
                          approach                        applications that resulted in straight-through processing (STP).
                                                          It leveraged its strong tech capability across platforms such as WebSphere,
                                                          Jacada HostFuse, and Apache Tomcat.
                                                          It used its systems integration and software engineering skills.
                          Benefits                        Number of Web-based screens was reduced from 15 to two.
                                                          End-to-end process time was cut by 33%; data input by users was reduced
                                                          by 45%.
                                                          The client achieved real-time data and applications with ease of use.

                    26   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                                                                 © 2010, Forrester Research, Inc.
Case 3: HCL builds business-oriented
                         service centricity and business partnership
                          Client                          Dr. Pepper Snapple Group (DPS), a leading beverage company
                          Issue/focus                     DPS wanted to enable a next-generation business-IT partnership by
                                                          transforming its IT org and processes.
                          Challenge                       Improve business-value-oriented IT with greater service centricity. Lower costs
                                                          and build business alignment.
                          Vendor                          DPS signed a multiyear contract with HCL for app development, app
                          approach                        maintenance, and infrastructure support on high-end service parameters.
                                                          HCL deployed on-site dedicated service delivery managers (SDMs) and
                                                          domain experts for better coordination with DPS’s business units.
                                                          HCL's used its Enterprise Discovery Framework, Process Watch dashboard,
                                                          Prizm design tool and value Portal
                                                                       tool,           Portal.
                          Benefits                        Day-to-day problems decreased and on-time delivery improved.
                                                          Business got a single point of contact for IT across tech silos.
                                                          Centralization and offshoring drove cost savings.
                                                          Innovations reduced cycle time and increased internal customer satisfaction.


                    27   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




                         Summary

                          • Offshore providers fall short of delivering true, end-
                            to-end business transformation.
                          • But not all transformation falls in this category.
                          • Top offshore providers can successfully deliver parts
                            of business- or IT-focused work.
                          • They can bring age-old offshore benefits blended
                            with newly honed domain and consulting capability.




                    28   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                                                            © 2010, Forrester Research, Inc.
The next 90 days
                                             • Explore how can you leverage providers’ new
                                               capability like intellectual property solutions to get
                                               incremental value in your coming projects
                                             • Add quickly new criteria in your Q2 vendor score-card
                                               to capture new offshore value proposition
                                             • If negotiating for transformation work, rope in a
                                               offshore provider to get costs down. Mere presence of
                                               Indian supplier will get on-shore provider’s costs down
                                               quickly.
                                               quickly




                    29   Entire contents © 2010 Forrester Research, Inc. All rights reserved.
                                           2009




                                 Longer term

                                             • Set the right goals for your transformation
                                               projects delivered from offshore. Focus on a
                                               subset at a time and go up incrementally.
                                             • Invest in vendor education, especially on
                                               business processes
                                             • Invest in internal change management and new
                                               collaboration and workflow tools to manage
                                               complex and globally distributed projects




                    30   Entire contents © 2010 Forrester Research, Inc. All rights reserved.
                                           2009




www.forrester.com                                                                                  © 2010, Forrester Research, Inc.
Thank you

                          Sudin Apte
                          +91 (20) 4014 7728
                          sapte@forrester.com
                          www.forrester.com




                    31   Entire contents © 2010 Forrester Research, Inc. All rights reserved.




www.forrester.com                                                                               © 2010, Forrester Research, Inc.

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Can Your Offshore Provider Help In Business Transformation?

  • 1. Can Your Offshore Provider Help In Business Transformation? Sudin Apte p Principal Analyst Forrester Research June 9, 2010 www.forrester.com © 2010, Forrester Research, Inc.
  • 2. Sourcing & Vendor Management Sudin Apte Principal Analyst Forrester Research June 9, 2010 3 Entire contents © 2010 Forrester Research, Inc. All rights reserved. 4 Entire contents © 2010 Forrester Research, Inc. All rights reserved. Source: Worth1000.com www.forrester.com © 2010, Forrester Research, Inc.
  • 3. Theme Offshore providers fall short of delivering true end-to-end business transformation. However, they can successfully deliver isolated subprocesses or IT-focused projects. 5 Entire contents © 2010 Forrester Research, Inc. All rights reserved. Agenda • Why are companies looking at offshore for their transformation projects? • Types of transformation projects and capability required • Review of top offshore providers for transformation projects • Q&A 6 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.
  • 4. Cost cutting remains a top priority “How important are each of the following business goals to your internal IT organization when making software decisions?” Very important Important Reduce costs 60% 29% Regulatory requirements 48% 28% Improve collaboration 22% 37% Increase innovation 21% 37% Sustainability goals 13% 24% Base: 1,007 North American and European enterprise software decision-makers Source: Enterprise And SMB Software Survey, North America And Europe, Q4 2009 7 Entire contents © 2010 Forrester Research, Inc. All rights reserved. To survive budget cuts, companies cut waste and want to pay as they get value “How important are the following software initiatives in supporting your firm's current business goals?” Very important Important Consolidate enterprise applications 24% 43% Modernize key legacy applications 25% 41% Increase collaboration techs 16% 42% Upgrade enterprise applications 16% 38% Expand use of Agile 9% 23% Increase our use of SaaS or cloud 8% 23% Outsource app maintenance 9% 20% Outsource app development 8% 17% Base: 1,007 North American and European enterprise software decision-makers Source: Enterprise And SMB Software Survey, North America And Europe, Q4 2009 8 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.
  • 5. Cost-saving projects and reducing the application portfolio are top of mind “How do you expect the following activities to change over the next 12 months as a result of the current economic conditions?” Decrease Increase Accelerate cost saving projects 2% 70% Reduce the application portfolio 2% 60% Increase ROI reviews 3% 55% Move to subscription models (like SaaS) 4% 20% Defer software spending 6% 39% App maintenance outsourcing 15% 24% App development outsourcing 18% 26% Speed of software upgrades 29% 19% Size of internal IT staff 34% 20% Base: 1,007 North American and European enterprise software decision-makers Source: Enterprise And SMB Software Survey, North America And Europe, Q4 2009 9 Entire contents © 2010 Forrester Research, Inc. All rights reserved. Business roles are as important as IT roles in the buying process “Who is significantly involved in the decision-making process for selecting third-party IT service providers at the following stages?” Business roles IT roles Base: 942 North American and European enterprise IT services decision-makers Source: Enterprise IT Services Survey, North America And Europe, Q2 2009 10 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.
  • 6. Theme Offshore providers fall short of delivering true end-to-end business transformation. However, they can successfully deliver isolated subprocesses or IT-focused projects. 11 Entire contents © 2010 Forrester Research, Inc. All rights reserved. Business transformation programs • Focus on making firms stronger, leaner, and more adaptable by making their operating models, supporting business processes, and underlying processes technologies flexible, leaner, and more adaptable to change. 12 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.
  • 7. Components of the true end-to-end business transformation definition • Executive commitment • Covers three key components — people process, people, process and technology • Ability to innovate • Typically long-term • Aligned with business strategy and g g gy goals 13 Entire contents © 2010 Forrester Research, Inc. All rights reserved. Example of a vendor’s enterprise transformation capability: Accenture’s business transformation approach • “High-performance research initiative”: collecting and structuring information and insights on business g g performance across industry verticals and horizontal processes – Measuring inputs and outcomes, linking outcomes to metrics, building business blueprints 14 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.
  • 8. Example of a vendor’s enterprise transformation capability: Accenture’s business transformation approach (cont.) • “Process excellence initiative”: building a central repository of information, data, and benchmarks p y , , – Build process best practices, use metrics to build process KPIs, already more than 10,000 processes covered •“Predictability and insights at scale” (Don Rippert, CTO, Accenture) – Build and maintain centers of excellence for defined key k processes (i (i.e., t l t management, retail talent t t il banking). 15 Entire contents © 2010 Forrester Research, Inc. All rights reserved. Example of a vendor’s enterprise transformation capability: Accenture’s business transformation approach (cont.) • Common tool set and solution architecture for building software p g packages g – Central repository for knowledge capturing to drive reuse – Focus on key platforms (i.e., .NET, NetWeaver) – Standard tools for training and development • Standard methods for engagement planning and project management – Select projects based on how well they fit Accenture’s business and technology ambitions. – Leverage global delivery backbone rigorously. 16 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.
  • 9. Theme Offshore providers fall short of delivering true end-to-end business transformation. However, they can successfully deliver isolated subprocesses or IT-focused projects. 17 Entire contents © 2010 Forrester Research, Inc. All rights reserved. Why don’t clients think of offshore providers for transformation? • Historic value proposition around cost arbitrage • Primary capability around technology and delivery processes • Limited skills on the business domain side to develop an industry-leading business process • No business transformation experience in the past, limited business consulting capability • Typical offshore teams include mostly an army of juniors, and onshore teams are small. 18 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.
  • 10. All transformation deals are not the same • Mega-size corporate/financial transformation – Focus on business re-engineering • Business process transformation – Process optimization and leadership • IT apps and infrastructure transformation – Cut waste and make lean. • IT organization and process rationalization i ti d ti li ti – Focus on efficiency and alignment 19 Entire contents © 2010 Forrester Research, Inc. All rights reserved. Offshore providers build new capability to deliver parts of transformation Source: Upcoming, “A Strategic Review Of The Top Five Offshore Vendors” Forrester report 20 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.
  • 11. Indians have an appetite to grow Financials for the 12 months ended March 2010, compared with 2009 Source: Upcoming, “A Strategic Review Of The Top Five Offshore Vendors” Forrester report 21 Entire contents © 2010 Forrester Research, Inc. All rights reserved. The top offshore providers made more money during the recession Financials for the quarter ended March 2010, compared with the same quarter in 2009 Source: Upcoming, “A Strategic Review Of The Top Five Offshore Vendors” Forrester report 22 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.
  • 12. How do the top five Indians’ next-gen capabilities stack up? Source: Upcoming, “A Strategic Review Of The Top Five Offshore Vendors” Forrester report 23 Entire contents © 2010 Forrester Research, Inc. All rights reserved. Examples of successful transformation projects done by top Indians • Business process transformation – Case study: Infosys transforms the order-to-cash order to cash (OTC) process of a top retailer globally • IT apps and infrastructure transformation – Case study: Wipro transforms legacy applications at a top five insurance provider to eBusiness • IT org and process transformation – Case study: HCL builds a next-gen partnership between IT and the business by building business- oriented service centricity 24 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.
  • 13. Case 1: Infosys transforms the order-to- cash (OTC) process of a top retailer globally Client A Fortune 500 global retailer Issue/focus Meet new competitive pressures by collaborating better with customers. The client also wanted to transform its order-to-cash process. Challenge The client wanted to grow revenue realization and reduce operating costs. It also wanted to substantially increase operational benefits and margin to improve the company's valuation. Vendor Infosys deployed its IMPACT and VRM frameworks and methodologies. approach It leveraged its strong SAP capability and partnership, accelerators, and prebuilt solutions. It created a vertical-focused process repository with country-specific legal and statutory requirements (for 45 countries). Benefits The incremental approach resulted in higher predictability — Infosys deployed this SAP-based solution in one region before successfully rolling it out globally. The client realized $70 million in benefits to its operations after rollout. 25 Entire contents © 2010 Forrester Research, Inc. All rights reserved. Case 2: Wipro transforms legacy apps at a top five insurance provider to eBusiness Client A top five insurance firm that wanted to move legacy apps to eBusiness Issue/focus The client wanted to provide applications access to trading partners so they could service customers better and improve satisfaction. It also wanted to reduce the cost of operations. Challenge Long cycle times; involvement of multiple teams in a single request/ticket; multiple and unintegrated apps result in data loss/redundancy, manual error, and lack of reconciliation. Vendor Wipro deployed Web service wrappers to stitch functionality across multiple approach applications that resulted in straight-through processing (STP). It leveraged its strong tech capability across platforms such as WebSphere, Jacada HostFuse, and Apache Tomcat. It used its systems integration and software engineering skills. Benefits Number of Web-based screens was reduced from 15 to two. End-to-end process time was cut by 33%; data input by users was reduced by 45%. The client achieved real-time data and applications with ease of use. 26 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.
  • 14. Case 3: HCL builds business-oriented service centricity and business partnership Client Dr. Pepper Snapple Group (DPS), a leading beverage company Issue/focus DPS wanted to enable a next-generation business-IT partnership by transforming its IT org and processes. Challenge Improve business-value-oriented IT with greater service centricity. Lower costs and build business alignment. Vendor DPS signed a multiyear contract with HCL for app development, app approach maintenance, and infrastructure support on high-end service parameters. HCL deployed on-site dedicated service delivery managers (SDMs) and domain experts for better coordination with DPS’s business units. HCL's used its Enterprise Discovery Framework, Process Watch dashboard, Prizm design tool and value Portal tool, Portal. Benefits Day-to-day problems decreased and on-time delivery improved. Business got a single point of contact for IT across tech silos. Centralization and offshoring drove cost savings. Innovations reduced cycle time and increased internal customer satisfaction. 27 Entire contents © 2010 Forrester Research, Inc. All rights reserved. Summary • Offshore providers fall short of delivering true, end- to-end business transformation. • But not all transformation falls in this category. • Top offshore providers can successfully deliver parts of business- or IT-focused work. • They can bring age-old offshore benefits blended with newly honed domain and consulting capability. 28 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.
  • 15. The next 90 days • Explore how can you leverage providers’ new capability like intellectual property solutions to get incremental value in your coming projects • Add quickly new criteria in your Q2 vendor score-card to capture new offshore value proposition • If negotiating for transformation work, rope in a offshore provider to get costs down. Mere presence of Indian supplier will get on-shore provider’s costs down quickly. quickly 29 Entire contents © 2010 Forrester Research, Inc. All rights reserved. 2009 Longer term • Set the right goals for your transformation projects delivered from offshore. Focus on a subset at a time and go up incrementally. • Invest in vendor education, especially on business processes • Invest in internal change management and new collaboration and workflow tools to manage complex and globally distributed projects 30 Entire contents © 2010 Forrester Research, Inc. All rights reserved. 2009 www.forrester.com © 2010, Forrester Research, Inc.
  • 16. Thank you Sudin Apte +91 (20) 4014 7728 sapte@forrester.com www.forrester.com 31 Entire contents © 2010 Forrester Research, Inc. All rights reserved. www.forrester.com © 2010, Forrester Research, Inc.