When Electrolux realized an urgency of a real change to increase its service levels, HCL ISD helped the organization to make a smooth transition within an aggressive timeline and with zero disruption in services to end users. Read Electrolux’s success story to know more.

1. SPECIAL ADVERTISING SECTION
SPECIAL ADVERTISING SECTION
Winner Best Transition Management— Finalist
Electrolux
(Continued from winner Purdue Pharma)
HCL ISD leveraged Purdue standard operat-
ing procedures and best practices documents
Electrolux Makes a
to assist with the knowledge transfer and in Smooth Transition
creating the Purdue “runbooks”. Project lead-
ers used Microsoft Office tools including Office Electrolux AB, a global
Communicator, which provided a means of leader in household
communication between the HCL ISD onsite, appliances and appli-
offshore, and Purdue teams. ances for professional
use, transitioned from
On Time and On Budget its previous service pro-
Despite the number of technical areas involved vider for IT operations
(FROM LEFT) Brian Gillooly, InformationWeek; to HCL Technologies
in the transition, an aggressive timeline, and CRD Prasad, HCL
the onboarding of 22 HCL ISD employees, the Infrastructure Services
transition went smoothly with virtually no impact Division (HCL ISD) when it was no longer satisfied with the
on the business. It was completed on time and performance of the previous vendor and realized that a real
within the planned budget. change would be needed to increase service levels.
One of the keys to success is that HCL ISD After a strict RFP process, Electrolux selected HCL ISD
took a methodical approach to transitioning to be its new IT operations service provider for Brazil and the
services from Purdue. Based on the complex- rest of Latin America. One of the reasons for the selection
ity of the environment, HCL ISD sized project was the positive experience Electrolux had with HCL ISD for
teams accordingly to fully understand Purdue’s a similar outsourcing engagement in the Asia-Pacific region
infrastructure and technical landscape. and the potential synergies of having two regions managed
Knowledge transfer in some areas took by the same provider.
longer than in others, and in some cases the A key challenge for both HCL ISD and Electrolux was
companies brought in additional resources as that this would be the first time that Electrolux Brazil would
needed to ensure that the appropriate techni- be outsourcing on this scale to a non-Brazilian company. In
cal skills were available to transition the more addition, the project had to be completed within an aggres-
complex areas. HCL ISD provided two onsite sive timeline (three months), with challenges including a fairly
transition managers who helped resolve the new geography for HCL, unprecedented language challenges
day-to-day issues as well as the longer-team and complicated labor laws.
issues. Having these managers onsite was key Despite these hurdles, Electrolux and HCL managed
to the success of the transition. to complete the transition on time and with zero disruption
After a successful transition, Purdue is in services to end users. Among the major reasons for the
experiencing the business benefits of utilizing successful transition was a strong sense of partnership and
HCL ISD’s managed services. Purdue’s internal good communication between Electrolux and HCL ISD dur-
resources have focused on architecting solu- ing the entire process. “One of the key requirements during
tions, generating technology innovation and the transition was to ensure absolute minimal or no user
supporting business projects, while the HCL disturbance,” says Laurent de Haas, chief technology officer
ISD team has effectively monitored and provided at Electrolux. “HCL, together with my team in Brazil, made
support of the infrastructure. that happen.”
8 ValueHonors Awards www.valuehonors.com