This document provides an overview of findings from the Offshoring Research Network (ORN) project. Some key points summarized:
1) ORN surveys over 1600 companies worldwide on their offshoring strategies and finds that offshoring has reached executive levels, with 75% of large companies adopting corporate-wide offshoring strategies.
2) Offshoring of knowledge services like software development and product design is accelerating, with over 50% of new projects in these areas. However, smaller firms focus more on knowledge offshoring.
3) Location choices are expanding globally due to talent availability, with emerging regions like China, Russia, Latin America gaining importance. Nearshore locations are also growing for
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• Job market overview and recruitment strategy for graduatesuoncareers
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Research And Experimentation Tax Credits FinalBarbara_Oswalt
The research credit provides tax benefits to companies that engage in qualifying research activities. It allows companies to deduct their research expenses and take a tax credit of up to 20% of qualifying research expenses over a calculated baseline. Proper documentation of research activities and expenses is critical to claiming the credit successfully during an IRS audit. The credit is available to companies of all sizes in many industries, but it often goes unused because companies fail to understand the opportunities it provides.
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Eveline Oehrlich, Principal Analyst, Forrester Research
There are a variety of forces which are changing – complexity of the business environment, new technologies such as cloud and self-service and the workforce. What does this mean to you in IT? What are the challenges you are facing and how can you reboot your Service Management initiatives. Eveline discusses what can you do as an individual contributor, team lead or manager to gain or improve your Service Management program.
• Job market overview and recruitment strategy for graduatesuoncareers
This document provides an overview of the job market and recruitment strategies for graduates in China. It includes data on voluntary turnover rates and fulfillment challenges by industry and profession. There are also snapshots of the supply and demand of fresh graduates as well as the new landscape of preferred employers and locations. The document outlines Microsoft's staffing approach and recruitment process. It concludes with details on compensation for fresh graduates in top cities and a spotlight on returned international students.
The document discusses the Startup Launchpad (SLP) program. It provides background on SLP, including that it was founded in 2006 to groom startup CEOs in life sciences, technology, and cleantech. It aims to provide world-class curriculum, mentorship, funding access, and a global alumni network. Key highlights include that SLP now has over 480 alumni and has helped launch over 300 companies that have raised over $10 million. The program provides rich, engaging curriculum including simulations, case studies and interactive learning. It offers leadership development and connects fellows to over 300 CEOs, investors, and experts globally.
The document discusses creating innovation-based growth in France through stronger partnerships between publicly funded research and private companies. It notes that while France invests heavily in research and has notable research achievements, only 1.25% of funding connects researchers and businesses. The Pierre-Gilles de Gennes Foundation aims to facilitate these connections by providing an administrative framework and seed funding for partnerships between its affiliated research institutions and companies. The Foundation hopes to establish a culture where industrial partners share challenges with academic researchers, helping innovations to emerge and be successfully developed.
Gateway TechnoLabs is a leading global IT services company established in 1997 with over 1300 employees globally. It has development centers in India, China, and Romania serving clients in over 30 countries. The company has experienced steady growth since inception and has expanded its services to include software product engineering and global sourcing while maintaining financial stability through internally generated funds.
Research And Experimentation Tax Credits FinalBarbara_Oswalt
The research credit provides tax benefits to companies that engage in qualifying research activities. It allows companies to deduct their research expenses and take a tax credit of up to 20% of qualifying research expenses over a calculated baseline. Proper documentation of research activities and expenses is critical to claiming the credit successfully during an IRS audit. The credit is available to companies of all sizes in many industries, but it often goes unused because companies fail to understand the opportunities it provides.
Corporate Presentation- Gateway Technolabs Pvt. Ltd.
Gateway Group is an Technology Consulting and IT Services Company, One of the top 50 Microsoft Gold Partner companies, ISO 9001:2008 & 27001:2005, one of the largest private limited companies with a strong team of 1400+ Technology Consultants and Software Engineers, Global Offices in 14 countries, and Customers across 30+ countries. Gateway has primarily 5 service categories, Technology Consulting, Software Consulting, Software and Application Development, Software Testing, Cloud Computing, Managed Services and Remote Infrastructure Management services (RIM).
This document discusses factors to consider when making offshoring decisions. Offshoring can lower costs but companies must evaluate their unique needs, such as worker skills, connectivity, and business environment. When many companies move to one location, it can overheat the labor market and strain infrastructure. The right offshoring decision requires assessing costs, skills availability, business environment, market potential, risks, and infrastructure quality. Companies should not just follow others but make choices based on their own business needs.
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2. It finds that offshoring has reached the executive suite level in many companies and is no longer just an IT strategy.
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Frost And Sullivan Keynote: November 2008
1. The Future of Offshore Outsourcing:
g
Trends and Implications
Findings from
The International Offshoring Research Network (ORN) Project
Presented by Jeff W. Russell
Duke Center for International Business Education and Research,
The Fuqua School of Business
Authored by Arie Y. Lewin
Duke University The Fuqua School of Business
University,
This presentation may not be reproduced, cited, or distributed without the express written consent of the author.
2. Agenda
ORN Main Findings
Introduction ORN
Offshoring Reaches Executive Suite
Changing dynamics of outsource-offshoring
Globalization of service delivery & global race for talent
Future trends/plans
Discussion of Current Issues
Implications of financial crisis
2
3. Offshoring Research Network: History and Scope
Initiated in 2004 at Duke University CIBER, Fuqua School of
Business
Multi year survey
• Tracks adoption of offshoring over time by launch year.
• Tracks adoption of offshoring strategies, on corporate & function
level
• Includes over 1600 companies that do, do not, or are considering.
• Covers all industries (e.g. financial services) all functions, (e.g. IT) all
locations (e g Latin America) and all delivery models (e g captive
(e.g. America), (e.g. captive,
hybrid)
• Complemented by annual ORN Service Provider Survey (since
2007), focused surveys and p
) y participants workshops
p p
• In-depth analyses, reports, case studies and Academic
publications
3
4. Offshoring Research Network: Sponsors and Affiliates
The Conference Board is Lead Collaborator for ORN U.S. Buy-side Survey
(since 2007)
PricewaterhouseCoopers is Lead Founder of ORN Best Practices Institute
and sponsor of ORN EU Survey (2008)
Past ORN Sponsors
p
Booz Allen Hamilton (2006)
Archstone Consulting LLP (2004 and 2005)
Affiliates:
Information Technology Association of America
International Association of Outsourcing Professionals
g
Thirteen CIBERs
Council for Entrepreneurial Development
Enterprise S ft
Et i Software R
Roundtable
dt bl
4
5. ORN Buy-side survey demographics
U.S. survey
EU survey
Source: Duke University/Archstone Consulting Offshoring Research Network 2005 Survey and Duke University/Booz Allen
y g g y y
Hamilton Offshoring Research Network 2006 Survey and
Duke University/The Conference Board Offshoring Research Network 2007/8 Survey
5
7. Since 2005 dramatic growth in companies adopting strategies
for guiding offshoring decisions at BU and function level
Percent implementing offshoring strategies before 2005 vs. by end of 2007
75% are large companies
Corporate-wide
R&D
Product Design
IT
Engineering
Software Development
Marketing & Sales
Call Center
Finance & Accounting
Human Resources
Before 2005 By 2007
Procurement
0% 10% 20% 30% 40% 50% 60%
Source: Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
7
8. Companies experience significantly higher achieved savings
following implementation of corporate wide offshoring strategy
Before Implementing Offshoring Strategy After Implementing Offshoring Strategy
Administrative services Administrative services
Call centers Call centers
IT IT
Software development Software development
Product d l
P d t developmentt Product development
Marketing & sales Marketing & sales
Procurement Procurement
0 10 20 30 40 50 0 10 20 30 40 50 60 70
Savings Expected Savings Achieved Savings Expected Savings Achieved
Source: Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
8
10. Offshoring of knowledge-intensive services is accelerating.
In 2007 over 50% of new offshoring-outsourcing projects involved software
development and 30% product development.
p p p
Cumulative Percent of Companies Offshoring Function
60%
50%
Admin
40% CC
IT
30% M&S
* PD
Proc
20%
Soft
10%
0%
* Product Development (PD) includes engineering, R&D, and product design
** Administrative services include finance & accounting, human resources and legal services
Source: Duke University/Archstone Consulting Offshoring Research Network 2005 U.S. Survey and
Duke University/Booz Allen Hamilton Offshoring Research Network 2006 U.S. Survey and
Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
10
11. Knowledge-intensive services include…
Product Development Software Development
Engineering: Product design: Application development
Software architecture & design
Database design
Engineering support Prototype design
Embedded systems Product design
development Systems design
y g
Testing Application development
Re-engineering Support services
Simulating
Knowledge Process
CAD drawing
Outsourcing (KPO)
g( )
Drafting & modeling
Performance analysis
Research & Development: Industry & company analysis
Market analysis
Credit analysis
Code development Data mining
Development of new technologies Equity analysis
Research on new materials and Forecasting
processes Risk management analysis
Financial planning
11
12. U.S. companies have dramatically expanded offshore sourcing
of administrative, and product and software development functions
ons
ber
mplementatio
Percentage of total numb
of offshore im
o
f
P
Year in which offshore project was implemented
Source: Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
12
13. But it’s the smaller firms that focus on offshoring
knowledge intensive
knowledge-intensive services.
Distribution of Functional Implementations by Company Size
Software
f
Development
Product
Development
p
Procurement
Marketing &
Sales
Small
IT
Midsize
Call Centers
Administrative
Large
L
Services
0 20 40
Source: Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
13
14. Number of providers offering IT services continues to grow.
Percentage of Providers Offering Categories of Services(1)
80%
viders in the
e
IT (i l di
(including software development)
ft d l t)
survey offering classes of services
Product design, engineering, R&D
Call Center
60% Administrative Services (F&A, HR)
Percentage of service prov
o
Procurement
KPO
Marketing & Sales
40%
20%
s
0%
1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006
Year in which services were offered
(1) Source: Duke University Offshoring Research Network 2007 Service Provider Survey and Booz Allen Hamilton analysis
14
15. Providers report that traditional ITO(1) and BPO(2) services are already
commoditized and will become even more commoditized
Extent of Commoditization of Services – Today vs. Expected within 18-36 Months
100%
ion in Next 18- Months
Call Centers
75% Finance and
-36
Accounting
Information
Technology
Human
50%
Resources
Procurement
Engineering
g g
Marketing
Commoditizati
& Sales Product
25% Design
Legal
Services
KPO
Research &
C
0% Development
0% 25% 50% 75% 100%
Commoditization today
Percentage of providers rating dimensions as high/very high
(1) Information Technology Outsourcing
(2) Business Process Outsourcing
Source: Duke University Offshoring Research Network 2007 Service Provider Survey.
15
16. Longer-term relationships seem to be the norm
Rate of Renewal of Deals by Service Offering
Finance & Accounting
Marketing & Sales
Call Center
Knowledge/Analytical
Services
Human
Resources
Legal Services
Information Knowledge
Technology intensive-service
Procurement deals tend to be
project / task
Engineering based vs.
outsourcing of
t i f
Product Design
large ITO/BPO
deals
Research & Development
0% 20% 40% 60% 80% 100%
Percentage of deals renewed at expiration of the first contract
Source: Duke University Offshoring Research Network 2007 Service Provider Survey and Booz Allen Hamilton analysis.
16
18. Clients are becoming more concerned about availability
And expertise of talent when choosing offshore locations
Location factors for software and product development
Talent pool available
Low cost of labor
High level of expertise
Low costs (besides labor costs)
Matches language requirements
Location of the best service provider
Cultural proximity
Quality of infrastructure
Geographical proximity
0% 10% 20% 30% 40% 50% 60% 70% 80%
Early experiments (<2002) Recent projects (2005-2007)
Percentage of responses rating location factor as “important” or “very important”
19. Client are concerned with rising wage inflation & employee
turnover offshore. Providers face same challenges
Comparison of perceived risks (important and very important) US2007 and US2006 surveys
Data
D t security
it
Lack of acceptance from internal clients
Lack of acceptance from customers
Loss of managerial control
+9%
High employee turnover
Lack of intellectual property protection
Loss of internal capabilities / process knowledge
Cultural differences
+17%
Wage inflation
Incompatibility between IT systems
0% 10% 20% 30% 40% 50% 60%
US2006 US2007
19
20. Small providers more adept in accessing talent in emerging locations,
such as China, Russia, Latin America and the Middle East
India
China
United States
Other Asia
W estern Europe
Latin America
Small
Mexico
Large
Eastern Europe
Canada
Russia
Middle East
0% 20% 40% 60% 80% 100%
Percentage of providers offering product development services from these locations
Source: Duke University Offshoring Research Network 2007 Service Provider Survey
20
21. Spanish companies have better access to high
skilled talent in Latin America
Location choice factors for IT, software and product development implementations
in Latin America and Mexico
Talent
T l t pool available
l il bl
Geographical proximity
Cultural proximity
Location of the best service provider
Political stability in host country
Other
Low costs (besides labor costs)
Avoiding hot spots
Access to local market
Matches language requirements
Low cost of labor
Quality of infrastructure
Government incentives
US
High level of expertise
Supporting existing customers locally Spain
Collocating with existing manufacturing plant offshore
Collocating with existing BP facility offshore
0% 20% 40% 60% 80% 100%
Percentage of responses stating factor is “important” or “very important”
21
23. Companies with no offshoring experience initially
prefer third-party service delivery models
third party
Considering
US
S
Offshoring
UK
Considering
Offshoring
pain
Considering
g
Sp
Offshoring
NL
Considering
N
Offshoring
0% 10% 20% 30% 40% 50% 60% 70% 80%
23
24. Following adoption of offshoring strategy companies increasingly favor
captive “own and control” organizational forms.
Preference for Service
Source: Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
24
25. Near shore locations seem to be gaining in importance
for software and product development
Emerging preference for locating software and
Latin
L ti NPD projects near shore. Canada may be
America
benefiting from availability of talent. Direct
6%
consequence of Canadian immigration
policies regardless of high costs? Nine time
zone barrier?
India
China
18% 35%
Canada
18%
Mexico
23%
Number of new implementations
Source: Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
25
27. New offshoring investments in India are shifting from IT to
administrative functions, and from outsource to captive
, p
delivery model
28. Total offshoring of product and software development in
India are expanding, but share of India is declining
Distribution of locations for product development implementations in different time periods
60%
rcentage of to number of implementations
India
I di
50%
China
Eastern Europe
40% India's
Western Europe
share:
o
50% Russia
30%
Philippines
India's
Other Asia
share:
20%
otal
Mexico
55%
India's
Canada
share:
68% Australia
10%
Middle East
Latin America
0%
Per
Pre-2002 2002-2004 2005-2007
Time period in which implementation was made
Source: Duke University/Archstone Consulting Offshoring Research Network 2005 U.S. Survey and Duke University/Booz
Allen Hamilton Offshoring Research Network 2006 U S Survey and
U.S.
Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
28
29. The Case of Call Centers: Location choice varies greatly
depending on the country of the buy-side company
p g y y py
100%
90%
80%
India
70% Latin America
Western Europe
60%
Philippines
50% Mexico
Other Asia
40%
Canada
Eastern Europe
30%
Other
20%
10%
0%
US NL Spain UK
Percentage of Call Center implementations in particular locations
Source: Duke University/The Conference Board Offshoring Research Network 2005/67/8 Survey
29
30. US shortage of S&E talent with advanced degrees not just an
H1B visa policy outcome
250,000 $12
H1B Cap
S&E Graduates
GDP (in trillions) $10
200,000
$8
150,000
$6
100,000
$4
50,000
$2
0 $0
1990 1992 1994 1996 1998 2000 2002 2004 2006
Data on Master and PhD degrees in sciences and engineering come from the US National Science Foundation.
Data for H1B visa quota come from the US Citizenship and Immigration Services.
30
31. Brazil and Argentina specialize in software, IT, and product
development, Central America in Call Center & BPO
Central Distribution of
America Functions offshored
to L ti A
t Latin America by U.S. and
i b US d
European companies
Product & Software
Development
Mexico
Information
Technology
Brazil Call Centers
Other
South America Administrative
Services
Other (e.g.
Procurement)
Argentina
31
33. Companies have aggressive plans to expand offshoring of existing
projects across all functions (58% to 80%). Plans for relocating
back onshore are minimal.
Administrative Call Information Marketing Product Software
Services Centers Technology & Sales Development Procurement Development
60 56 67 80 53 67 58
Expanding
Relocating to
another offshore
13 21 5 0 7 7 10
location
Relocating back
0 3 0 7 0 7 3
to US
Transfer to 3rd
party service
3 0 0 7 5 0 5
provider
Transfer to a
wholly owned
5 0 12 7 14 7 15
subsidiary
y
No change
28 24 18 7 25 27 21
planned
0 0 3 0 0 0 2
Other
Source: Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
33
34. Regardless of industry verticals companies have aggressive plans
for new software development projects
Percentage of companies planning new implementations
Finance and Professional Technical
Insurance Manufacturing Services Software Services
50 27 20 10 29
Finance and Accounting
21 7 40 14 14
Human Resources
14 13 40 19 14
Marketing and Sales
43 27 20 33 57
Information technology
64 27 20 14 14
Call center/help desk
p
7 27 0 19 25
Procurement
0 0 0 10 0
Legal Services
0 33 20 14 14
Engineering services
21 27 20 20 14
Research and Development
14 20 20 19 29
Product Design
36 29 40 43 29
Software development
Source: Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
34
35. Companies with extensive offshoring experience integrate
offshoring strategy as part of corporate wide global growth
strategy
Percent rating driver “important” or “very important”
Growth strategy
Other cost savings
Business process redesign
Improved service levels
78%
Part of a larger global strategy
Exploit country-specific advantages
Exploit location-specific advantages
p p g
Domestic shortage of qualified
personnel
Differentiation strategy
Access to new markets
Least Experienced Most Experienced
Source: D k U i
S Duke University/Archstone C
it /A h t Consulting Offshoring Research Network 2005 U S S
lti Off h i R hN t k U.S. Survey and
d
Duke University/Booz Allen Hamilton Offshoring Research Network 2006 U.S. Survey and
Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
35
36. Companies with offshoring strategy (75% large
companies) have aggressive plans for new IT, F&A
p ) gg p ,
and Call Center operations offshore
Percent companies planning new functional implementations (next 18 to 36 months)
Software development
42%
Information technology
Engineering services
33%
Finance and Accounting
37%
Call center/help desk
Procurement With Strategy
Research and Development Without Strategy
Product Design
Marketing and Sales
Human Resources
Legal Services
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Source: Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
36
37. Low-tech companies are targeting new offshoring projects for
IT, contact centers and finance and accounting processes
Software
development
p
Information
technology
Research and
Development
Product Design
Call center/help
desk
Low Tech
Procurement
Engineering High Tech
services
Marketing and
Sales
Human
Resources
Finance and
Accounting
Legal Services
0% 10% 20% 30% 40% 50%
38. Midsize companies are planning new offshoring projects across all
business processes and functions. Large companies are particularly
planning new call center operations.
Software development
Information technology
Call center/help desk
Finance and Accounting
Procurement
Marketing and Sales
Research and D
R h d Development
l t
Small
Engineering services
Mid
Product Design
Human R
H Resources
Large
Legal Services
0% 10% 20% 30% 40% 50% 60%
Source: Duke University/The Conference Board Offshoring Research Network 2007/8 U.S. Survey
38
39. In anticipation of limits to labor arbitrage service providers are
. planning to build capabilities in end to end business process re-engineering
Area of future expertise
Business process reengineering
Security management
Software services
SAP
Infrastructure management
CAD
Health Care/Pharmaceuticals
Insurance
Financial services
Engineering services
Testing and quality assurance
0 4 8 12
Number of providers
Source: Duke University / Booz Allen Offshoring 2007 Service Provider Survey
39
40. THANK YOU!
For more information please contact
p
The Research Team
offshoring@fuqua.duke.edu
ff h i @f dk d
919.660.3796
or visit
http://offshoring.fuqua.duke.edu
This presentation may not be reproduced, cited, or distributed without the express written consent of the author.
40