HCL Corporate Presentation April 2011

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  • High Value Sales Experience for Customers High Collaboration within HCL Highest Value Creator owns Client Interface
  • Where did HCL add value? End-to-end functional outsourcing helped improve business alignment, processes control & accountability Afforded VG the time to concentrate on business issues Brought strong business & architecture skills to the table
  • Where did HCL add value? End-to-end functional outsourcing helped improve business alignment, processes control & accountability Afforded VG the time to concentrate on business issues Brought strong business & architecture skills to the table
  • HCL Corporate Presentation April 2011

    1. 1. HCL TECHNOLOGIES An Introduction
    2. 2. HCL – Growth Momentum at a global level Source: HCL Strategic Intelligence Wing, Bloomberg database as on 1st March 2011 <ul><li>There are 3240 companies in the Bloomberg database belonging to the IT Sector (Hardware, Software, and Services). </li></ul><ul><li>Of the 3240, 440 (14% of total) recorded 3-year Revenue CAGR greater than 25%. </li></ul><ul><li>Of the 440, only 10 (0.3% of total) had revenues greater than $2500 Mn. </li></ul><ul><li>Of the 10, only 5 (0.2% of total) had market cap greater than $5000 Mn. </li></ul>
    3. 3. UNDERSTANDING HCL
    4. 4. A Quick Snapshot $5.9 31 80000 BILLION COUNTRIES PEOPLE
    5. 5. Strong belief in three core values
    6. 6. In the words of our customers… Entrepreneurial Culture Broad based Services Highly Engaged People Customer Aligned 70 CIOs/ CTOs from the HCL Customer Advisory Council * Source: HCL Customer Advisory Board meeting Oct/ Nov 2010 <ul><li>Engineering DNA </li></ul><ul><li>Skin in the game </li></ul><ul><li>Most balanced portfolio </li></ul><ul><li>Globally competitive </li></ul><ul><li>Leadership commitment </li></ul><ul><li>Employees First </li></ul><ul><li>Aligned with customer’s strategy </li></ul><ul><li>Transparency </li></ul>“ It’s good to do business with HCL ”
    7. 7. In the words of analysts… * Source: Gartner Report published 3rd May 2010 [ID Number: G00200323] EFCS philosophy empowers its frontline employees to take decisions for the benefit of the customer From 2005 through 2010, HCL focused on initiatives to create value in all its client organizations and to strive for innovation while retaining its overarching theme of employees-first/customers-second philosophy. The linchpin of its EFCS philosophy, value creation fostered by customer intimacy will continue to stand center stage, with continuing and new initiatives, such as having a customer advisory council, global customer meetings and value portal
    8. 8. In the words of thought leaders… “ It is not very often we get a firsthand account from a CEO about how he transformed his organization from a slow decline to an engine of vitality and growth. … Vineet’s story shows how a company can focus on its value creators—the frontline employees—to achieve remarkable growth and profits. .…. A CEO’s practical narrative of organizational transformation. I recommend it wholeheartedly” Foreword by Late C.K Prahlad, world renowned thought leader &quot;Rumor is that Vineet Nayar has invented a whole new way of configuring and managing an enterprise. I think there's more than a grain of truth to that. I'm on the verge of the verge of declaring that Mr. Nayar could be the next Peter Drucker.”   Tom Peters, author, In Search of Excellence “ By putting employees first and leveraging the power of social technology, Nayar and his colleagues created an organization that encourages extraordinary contribution from everyone, every day. If you doubt that it’s possible to turn the pyramid upside down, or wonder whether it’s really necessary, I urge you to read this thoughtful and timely book!” Gary Hamel, author, The Future of Management Vineet Nayar’s new book describes his innovative and practical approach to kindling a fire in employees and moving the social energy of an organization forward. With the methods described in this book, Nayar enabled his Generation Y “transformers” to realize their potential faster, increased the capacity of the organization to create value for its customers, and built his company into a world leader. Ram Charan, co-author, Execution: The Discipline of Getting Things Done
    9. 9. In the words of our investors… Preferred vendor for many mission-critical and transformation projects Superior client mining against incumbents Better than others in client satisfaction No difference in pricing Top 22 Investors interacted with key Clients, Independent Directors and Employees * Source: IIFL Report on HCL Technologies, 3 rd Nov 2010 “ HCL opens a new dimension in Transparency ”
    10. 10. OUR BUSINESS
    11. 11. Diversified and De-risked portfolio Asia Europe US Manufacturing Telecom Retail and Consumer Healthcare Media and Entertainment Energy-Utilities, Public Services Financial Services Enterprise Applications Engineering and R&D Custom Applications BPO Infrastructure Services Others Vertical Mix (Revenues – Q3 FY11) Service Mix (Revenues – Q3 FY11) Geo Mix (Revenues – Q3 FY11) 27.0% 18.7% 54.3% 27.3% 10.3% 8.0% 6.6% 7.3% 5.6% 26.2% 8.7% 17.7% 32.0% 5.4% 21.4% 23.4%
    12. 12. with Broad Based Growth – all engines firing! <ul><li>Growth engines for the quarter – Infra, Custom Apps, EAS </li></ul><ul><li>Custom Apps business crosses $1Bn milestone </li></ul><ul><li>Growth engines for the quarter – Financial Services, E&U Public Sector, Manufacturing </li></ul><ul><li>Growth engines – Asia Pacific, Europe </li></ul><ul><li>Asia Pacific business cross $500 Mn milestone </li></ul>* Businesses with JFM’11 QoQ or 4-Qtr CQGR >5% marked Green <ul><li>Q3 Revenues – $915 Mn </li></ul><ul><li>LTM Revenues cross INR 15,000 Crore milestone </li></ul>QoQ Growth AMJ'10 JAS'10 OND'10 JFM'11 4-Qtr CQGR Revenues 7.7% 9.0% 7.5% 5.8% 7.5% Service Lines Enterprise Application Services 11.9% 6.3% 5.5% 6.7% 7.6% Engineering and R&D Services 10.9% 4.0% 6.3% 1.6% 5.7% Custom Applications 6.7% 15.0% 9.1% 6.7% 9.3% Infrastructure Services 8.9% 8.8% 9.5% 8.5% 8.9% BPO Services -12.5% 5.7% 2.8% 0.8% -1.1% Verticals Financial Services 5.5% 10.0% 5.2% 12.6% 8.3% Manufacturing 9.9% 8.7% 7.2% 6.3% 8.0% Telecom 1.0% 9.9% 5.8% 1.0% 4.4% Retail & CPG 17.5% 13.0% 15.5% 0.3% 11.4% Media Publishing & Entertainment 0.7% 1.9% 6.2% 2.3% 2.8% Healthcare 18.3% 11.7% 7.5% 1.2% 9.5% Energy Utilities Public Sector 6.0% 7.9% 13.2% 7.1% 8.6% Geos US 11.3% 2.8% 5.8% 0.7% 5.1% Europe -0.7% 18.2% 7.2% 7.3% 7.8% Asia Pacific 8.3% 19.8% 14.5% 21.7% 16.0%
    13. 13. HCL – Market share momentum <ul><li>HCL is the only company to expand market share – all others reduced </li></ul><ul><li>33.5 % of all new customer revenue across the industry came to HCL – demonstrating the increasing value customers see in engaging with HCL </li></ul>
    14. 14. Challenger to the Global MNCs Source : TPI Deals Database MNC Top-3 include IBM, Accenture, HP-EDS Indian Top-3 include TCS, Infosys, Wipro Deals signed by HCL over the last 2 years 2005-10 Deal Signings by IT Services Majors HCL Competition in Deals
    15. 15. And continued focus on ‘Value’ to Customers HCL Customers are Happy and Satisfied Overall experience index continues its upward trend Sample base 844 1480 1542 Source : HCL Customer Satisfaction Survey 2010 HCL Client Concentration Customer Experience Index Consequently, Increasing significance with clients Number of $10mn+, $20mn+, and $50mn+ clients have more than doubled over the last 3 years
    16. 16. Positioned as ‘ the CIO’s best friend’ * Source : Gartner Report published 19 th Jan 2011 [ID Number: G00209906] Clients increasingly focus on the business benefits from their vendor relationships, rather than efforts-based procurement HCL will not strive to compete in business consultancy services. It will focus on making the CIO successful in driving that technology-led business transformation by being its most trusted technology partner From client satisfaction to client happiness — HCL continues to improve client satisfaction. This also encapsulates greater intimacy with its customers through its customer advisory council (CAC) that continues to lay out the roadmap for the overall transformation process
    17. 17. Positioned as ‘ the CIO’s best friend’ Virginia Guthrie, CIO and SVP, IT, Dr Pepper Snapple Group, since 2006 “ It is important that I have a very strong business role in the organization. Outsourcing much of our IT development work to HCL affords me the time to focus on business issues.“ Chuck Ciali, CIO, Business Process and Information Technology, Teradyne “ My top concerns are cost, complexity and employee engagement. We selected HCL ISD on the basis of its breadth of experience with global customers in the hi-tech manufacturing industry, its partnership approach and the transparency in its engagement models.” Jeff Carlson, Senior Vice President and CIO of AIG “ Like most organizations during the downturn, we had to figure out how to do more with less. HCL was instrumental in integrating the “black box” e-Signature component into the environment, making it a Web service to be accessed by other applications, and helping with production monitoring.” Sujat Sukthankar, CTO, EndoPharma “ Flexible, scalable, cost-effective, and very agile R&D team is my focus. “We are relying on our R&D partners to create value for the organization, and they play a key role in driving our technology and R&D strategy. We believe that close collaboration with our R&D partners will drive results, and we have shown that successfully in a relatively short amount of time.”
    18. 18. THE ROAD AHEAD
    19. 19. 5 Mega Trends 1 2 3 4 5 Clients looking at output not Input <ul><li>From procurement-led to business benefit- led buy </li></ul><ul><li>From best efforts to Integrated solution buy </li></ul><ul><li>From relationships to value </li></ul>Transformation is in the interface of multiple technologies Technology will lead strategy to increase business competitiveness (Digital, Pro-activity, High volume, new consumer etc.) Complexity is increasing <ul><li>Application skill landscape will change (Cloud, BI, SOA, Lean, Virtualization, Enterprise solutions) </li></ul><ul><li>Pyramid models will become obsolete </li></ul>From global delivery to global business <ul><li>Social responsiveness </li></ul><ul><li>Emerging markets </li></ul><ul><li>Protectionism </li></ul>Innovation moves to the Edge <ul><li>Mobile Phones vs. PCs </li></ul><ul><li>Social networking technologies dominating </li></ul>
    20. 20. 6 Areas of Departure Strategic Account Management Business Aligned Services From Satisfaction to Happiness From Global to Local Creating The Talent Advantage Backing The Reincarnate CIO
    21. 21. Strategic Account Management Value-Aligned Account Management 1 EAS INFRA ETS Merck ERS Viacom – $50 Mn EAS INFRA DB EAS ETS RDA – $350 Mn INFRA HEALTHCARE PUBLISHING RETAIL M&E ETS B SERV ERS FINANCIAL SERVICES
    22. 22. Business Aligned Services 10%-30% Total IT Savings 2005 2008 2010 Total IT Outsourcing Business-aligned IT Business Transaction <ul><li>Started with AMD in 2005 </li></ul><ul><li>Ended with $3.6bn in deals in the last 2 years </li></ul><ul><li>68% of total wins against Global MNCs </li></ul><ul><li>Top 20 accounts growth at 37% YoY (FY10), Company growth 24.1% </li></ul><ul><li>Won 35+ transformational deals in FY10 </li></ul><ul><li>$100mn deal (logistics major) </li></ul><ul><li>$50mn deal (FS major) </li></ul>Business Cost Savings Utility-based Business Advantage 2
    23. 23. From Satisfaction to Happiness 3 Strategic Account Management Transformation Board Business Aligned Services Intimacy (CAC, GCM, Value Portal) HAPPINESS Delivery Assurance Risk Management
    24. 24. From Global to Local 4 CANADA Sunnyvale Irvine Mexico City Dallas Utah Los Angeles Houston Chicago Columbia Stamford Chicago CARY, NORTH CAROLINA Toronto Fairfax New Jersey SAO LEOPOLDO, BRAZIL Sao Paolo SOUTH AFRICA KRAKOW, POLAND FINLAND SWEDEN ITALY SWITZERLAND FRANCE NETHERLANDS GERMANY U.K. London Belfast INDIA JAPAN SHANGHAI, CHINA HONGKONG Perth Melbourne Sydney Brisbane Wellington Auckland SINGAPORE MALAYSIA Dubai Israel INDIA PUERTO RICO CZECH REPUBLIC Belgium SAUDI ARABIA Beijing, China Table Stakes Diverse Different <ul><li>8600 Employees Rebadged </li></ul><ul><li>>$50Mn deal in SA, China, LATAM, Continental Europe </li></ul><ul><li>24% Women </li></ul><ul><li>96 Nationalities </li></ul><ul><li>80% Senior Managers hired outside India are local </li></ul><ul><li>Locals Population </li></ul><ul><ul><li>36% US </li></ul></ul><ul><ul><li>51% Continental Europe </li></ul></ul><ul><ul><li>74% Europe (including UK and Ireland) </li></ul></ul><ul><ul><li>90% Brazil, China </li></ul></ul><ul><li>10 GDCs (outside India) + Helsinki </li></ul><ul><li>12,000 Employees </li></ul>
    25. 25. Creating the Talent Advantage During the last two quarters (AMJ’10 and JAS’10) HCL revenue market share Lateral talent share Total gross hires Total net hires 14% 28% 23K+ 12K+ Objective CUSTOMER HAPPINESS VALUE ZONE Employees First culture Innovation and Value rewarded Employees First councils Focus on laterals 5
    26. 26. Backing the Reincarnate CIO User Business 6 High transaction user-experience through Engineering-out-of-the-Box Domain-led through Micro-verticalization Technology-led through ETS EBI (Ecosystem and Business Incubation) vision for Utility IT Applications Data Infrastructure Apps Data Infra
    27. 27. In Summary Customer Satisfaction Employee Satisfaction Growth Innovation Delivered Business Aligned Services Strategic Account Management From Global to Local From Satisfaction to Happiness Backing The Reincarnate CIO Creating The Talent Advantage
    28. 28. Work in Progress Innovation, Innovation and Innovation Gen-Y and Gender-Equality in the Talent Pool Social Consciousness in Buying - New Influencers Emergence of the Emerging Dominance of Technology in Business Transformation
    29. 29. HCL will move from “ Good to do business with” to “ Great to do business with”
    30. 30. OUR VALUE PROPOSITIONS
    31. 31. IT INFRASTRUCTURE MANAGEMENT
    32. 32. Keeping pace with emerging trends of Infrastructure Outsourcing Service Management | Governance | Domain Tools | Reporting and Knowledge Management I nfrastructure S ervices End User Computing Data center Transformation Network & Security Services Leveraged Services Infrastructure Utility Cloud Computing Offerings Green Computing Existing Services New Services Integrated Operation Management
    33. 33. Service Offerings I nfrastructure S ervices End User Computing Data center Services Network & Security Services Integrated Operation Management Leveraged Services Infrastructure Utility Cloud Computing Offerings Green Computing Existing Services New Services <ul><li>EUC </li></ul><ul><li>Service Desk </li></ul><ul><li>Client Application Management Service </li></ul><ul><li>Messaging & Collaboration Services </li></ul><ul><li>Client Support Services </li></ul><ul><li>Asset Management </li></ul><ul><li>Network & Security Services </li></ul><ul><li>Remote WAN/ LAN/ WLAN/ IP/ VoIP </li></ul><ul><li>Managed WAN/ LAN/ WLAN/ IP/ VoIP </li></ul><ul><li>Professional Services </li></ul><ul><li>Risk Management </li></ul><ul><li>Audit & Compliance Services </li></ul><ul><li>Consulting </li></ul><ul><li>Application Security Services </li></ul><ul><li>IOMC </li></ul><ul><li>Monitoring </li></ul><ul><li>Service Desk </li></ul><ul><li>Administration </li></ul><ul><li>Troubleshooting </li></ul><ul><li>Reporting </li></ul><ul><li>DCServices </li></ul><ul><li>Monitoring & Production Support </li></ul><ul><li>Technical Support Services </li></ul><ul><li>Database Administration Services </li></ul><ul><li>Storage & Backup Services </li></ul><ul><li>Hosting & Facility Management </li></ul><ul><li>Infrastructure Application </li></ul><ul><li>Workload Automation </li></ul><ul><li>Migration & Consolidation </li></ul>
    34. 34. Services aligned to the CIO’s future needs I nfrastructure S ervices End User Computing Data center Transformation Network & Security Services Integrated Operation Management Leveraged Services Infrastructure Utility Cloud Computing Offerings Green Computing New Services Existing Services <ul><li>Leveraged Services </li></ul><ul><li>Database shared managed service </li></ul><ul><li>Windows shared managed service </li></ul><ul><li>Unix shared managed service </li></ul><ul><li>Storage & Backup shared managed service </li></ul><ul><li>Industrialized Delivery Platform for Remote Infrastructure Management </li></ul><ul><li>Cloud Computing & IU Services </li></ul><ul><li>SAP on Demand </li></ul><ul><li>MTaaS – PaaS Platform for IT Service Management </li></ul><ul><li>Cloud Enabler </li></ul><ul><ul><li>Cloud Consulting & Assessment </li></ul></ul><ul><ul><li>Cloud Implementation & Migration </li></ul></ul><ul><ul><li>Cloud Management & Operations </li></ul></ul><ul><li>Green Computing </li></ul><ul><li>“ Green&quot; hosting facility data center in Parsippany, New Jersey </li></ul><ul><li>Serves to meet end-to-end services, cloud computing & business continuity </li></ul><ul><li>Investment of more than $15 million in technology </li></ul><ul><li>State-of-the-art consolidation, virtualization, green computing and reference architectures </li></ul>
    35. 35. Case Study: Chuck Ciali, Teradyne Inc. Organization: A $1.3 billion company with 4300 employees worldwide, head quartered in the USA. His Magnum Opus: One of his more successful strategies has been in the area of supplier management. Early on, he  created a dedicated strategic sourcing group within the IT organization . Before that, IT purchase process was fragmented across company. My top concerns are cost, complexity and employee engagement. We selected HCL ISD on the basis of its breadth of experience with global customers in the hi-tech manufacturing industry, its partnership approach and the transparency in its engagement models. This partnership will enhance Teradyne’s capabilities in global sourcing, enable reduction in costs and improve our agility as we enhance our position as a global leader in automatic test equipment. Chuck Ciali CIO, Business Process and Information Technology, Teradyne Optimized | Flexible | Centralized & Standardized | Low Risk | Value Centric | Business Aligned <ul><li>The CIO’s Vision </li></ul><ul><li>Investments are more focused on long-term cost efficiency </li></ul><ul><li>To reduce the complexity of IT environment </li></ul><ul><li>To make sure that employees are motivated & stimulated and therefore engaged and retained </li></ul><ul><li>The Outcome So Far </li></ul><ul><li>Single Point of Contact (Service Desk) for Application /Infrastructure Service Request/Calls </li></ul><ul><li>Data center hosting virtualization, and storage architecture services across the world </li></ul><ul><li>Architecture and consulting services for new technology and system design, adoption and lifecycle improvement </li></ul><ul><li>Rightsizing resources for increased business value </li></ul><ul><li>Better ROI on IT investments </li></ul><ul><li>Getting aligned to the growth strategy of Teradyne Business </li></ul>
    36. 36. FINANCIAL SERVICES
    37. 37. Industry Trends: Financial Services Regulatory Compliance and Customer Experience Management dominates CIO mindshare in Financial Services Trends Trends F inancial S ervices Regulatory Compliance Customer Experience Management Mobility Increased Automation Straight through Processing Cost Reductions and Operational Efficiency Service Management | Governance | Domain Tools | Reporting and Knowledge Management
    38. 38. Industry Offerings: Financial Services Service Management | Governance | Domain Tools | Reporting and Knowledge Management Trends Trends F inancial S ervices Regulatory Compliance Customer Experience Management Mobility Increased Automation Straight through Processing Cost Reductions and Operational Efficiency <ul><li>Dedicated CoE for Regulatory Compliance offering Advisory Services, Risk Management and Blueprinting and Implementation support </li></ul><ul><li>Team of certified and experienced technical and business Consultants and SMEs for various regulations on industry domains </li></ul><ul><li>Frameworks for regulations like Dodd-Frank, MiFID, Solvency II, SEPA, Basel II, Sox, Reg NMS </li></ul><ul><li>Device and Platform agnostic development, migration, user experience, testing and technical support </li></ul><ul><li>Dedicated Mobile Innovation Lab </li></ul><ul><li>Mobile Solutions include </li></ul><ul><ul><li>mClaims for FNOL </li></ul></ul><ul><ul><li>Mobile Credit Card Services </li></ul></ul><ul><ul><li>Mobile for Financial Advisors </li></ul></ul><ul><li>Customer On-boarding solution for Financial Services </li></ul><ul><li>FinEdge CRM for 360°view of customers </li></ul><ul><li>Business Process Transformation </li></ul><ul><li>BI Solutions and Analytics </li></ul>
    39. 39. Industry Offerings: Financial Services Service Management | Governance | Domain Tools | Reporting and Knowledge Management Trends Trends F inancial S ervices Regulatory Compliance Customer Experience Management Mobility Increased Automation Straight through Processing Cost Reductions and Operational Efficiency <ul><li>Automation and Straight through processing services across key micro-verticals </li></ul><ul><ul><li>Consumer and Commercial Lending </li></ul></ul><ul><ul><li>Claims Management </li></ul></ul><ul><ul><li>Underwriting </li></ul></ul><ul><ul><li>Commercial Lending </li></ul></ul><ul><ul><li>OTC Derivatives </li></ul></ul><ul><li>Asset Monetization Solutions </li></ul><ul><li>Platform based BPO services across micro-verticals </li></ul><ul><li>RTB Optimization Services </li></ul><ul><li>Re-engineering of legacy platforms </li></ul><ul><li>Accelerated product and package implementation services </li></ul>
    40. 40. HCL Financial Services – Taking an Integrated Financial Services Perspective of the Marketplace 5 of the top 10 Global Investment Banks 100+ Global Customers 12500+ transformers Differentiating HCL’s Financial Services Razor-sharp focus on few Micro-Verticals Driving innovation through Alternate Engagement Models Expertise in serving Integrated FS Organizations Partner Eco-system Approach for GTM and Deals pursuit 3 of the top 10 Insurers Top 5 service providers in the UK market for Life & Pensions Top 2 Retail Banks across Geo’s
    41. 41. Case Study: Jeff Carlson, AIG Optimized | Flexible | Centralized & Standardized | Low Risk | Value Centric | Business Aligned Organization: American International Group, Inc. (AIG), holding company of SunAmerica Financial Group, USA is a world leader in insurance and financial services. His Magnum Opus: Jeff is responsible for all information technology efforts across the business. Over his 15-year history at American General Life Companies (a division of SAFG), Jeff has held a number of senior leadership positions in the information technology and operations organizations. “ Like most organizations during the downturn, we had to figure out how to do more with less HCL was instrumental in integrating the “black box” e-Signature component into the environment, making it a Web service to be accessed by other applications, and helping with production monitoring.” Jeff Carlson Senior Vice President and Chief Information Officer of SunAmerica Financial Group <ul><li>The CIO’s Vision </li></ul><ul><li>Focusing on two key drivers: the ability to automate the front end of the insurance process and the ability to accelerate the time in which we could receive a policy application </li></ul><ul><li>Critical to support a strategy in which we create more self-service opportunities for our customers </li></ul><ul><li>The Outcome So Far </li></ul><ul><li>Reduction in policy application run-around time, leading to enhanced satisfaction amongst agents as well as customers, which could translate to more business </li></ul><ul><li>Streamlined approval process, a one-step signing and automatic validation process that eliminated several manual steps </li></ul>
    42. 42. HEALTHCARE
    43. 43. Keeping pace with emerging trends in Healthcare Outsourcing H ealthcare S ervices New Services Healthcare Reform: Early Risk Assessment Clinical (Research Lab) Integration Exception Handling for PBMs Planning & Management Social Media & Mobility Quality & Reporting Service Management | Governance | Domain Tools | Reporting and Knowledge Management Existing Services Consolidation & Collaboration Core Administration Compliance
    44. 44. Services aligned to the CIO’s future needs H ealthcare S ervices Healthcare Reform: Early Risk Assessment Clinical (Research Lab) Integration Exception Handling for PBMs Planning & Management Social Media & Mobility Quality & Reporting Service Management | Governance | Domain Tools | Reporting and Knowledge Management Existing Services New Services <ul><li>Consolidation & Collaboration </li></ul><ul><li>Pharma PLM </li></ul><ul><li>Marketing Shared Services (MSS) </li></ul><ul><li>Integrated Service Delivery Model </li></ul><ul><li>Compliance </li></ul><ul><li>Office of Regulatory Affairs & Compliance </li></ul><ul><li>ACE ICDX </li></ul><ul><li>ACE HIPAA </li></ul><ul><li>Regulatory Submission </li></ul><ul><li>E-Pedigree </li></ul><ul><li>ICD 9 to 10 Transition: Migration & Testing </li></ul><ul><li>i-CRM Crosswalk Reimbursement and Mapping tool for ICD 9 to 10 transition </li></ul><ul><li>Pharmacovigilance CoE </li></ul><ul><li>Core Administration </li></ul><ul><li>Facets/ NetworX Pricer CoE </li></ul>Consolidation & Collaboration Core Administration Compliance
    45. 45. Services aligned to the CIO’s future needs H ealthcare S ervices Service Management | Governance | Domain Tools | Reporting and Knowledge Management Existing Services <ul><li>Quality & Reporting </li></ul><ul><li>ACE SmartCare – Proactive clinical decision support to enable improved quality of care delivery </li></ul><ul><li>ACE Communicator – Comprehensive quality reporting solution </li></ul>Healthcare Reform: Early Risk Assessment Clinical (Research Lab) Integration Exception Handling for PBMs Planning & Management Social Media & Mobility Quality & Reporting New Services <ul><li>Exception Handling for PBMs </li></ul><ul><li>Automate the Exception handling process for PBMs which helps meet compliance mandates and save cost </li></ul><ul><li>Healthcare Reform: Early Risk Assessment </li></ul><ul><li>Early identification of potential candidates who need to be directed to wellness programs </li></ul><ul><li>Planning & Management </li></ul><ul><li>ACE Organization Advisor </li></ul><ul><li>ACE Technology Advisor </li></ul><ul><li>Clinical Integration </li></ul><ul><li>Integrated Clinical Trial Supply Management System (i-CSM™) </li></ul><ul><li>Clinical Services </li></ul><ul><li>LabIMS </li></ul><ul><li>Social Media & Mobility </li></ul><ul><li>Multi-channel Marketing </li></ul><ul><li>Mobility Solutions </li></ul><ul><ul><li>Mobile CRM </li></ul></ul><ul><ul><li>Patient Education system </li></ul></ul><ul><ul><li>Doctor Appointment Application </li></ul></ul><ul><ul><li>Customer Engagement Application </li></ul></ul>Consolidation & Collaboration Core Administration Compliance
    46. 46. HCL provides Integrated Service Management across 85 applications resulting in over 12% YoY savings HCL manages the Integrated services global pharmaceutical company Enablers <ul><li>HCL’s partnership based co-sourcing model was extremely attractive to client’s work culture </li></ul><ul><li>Highly flexible in it’s approach & commercial model </li></ul><ul><li>Rebadging of client’s IT personal </li></ul><ul><li>Delivery governance that includes an application lead and an infrastructure lead, along with an on-site executive sponsor </li></ul><ul><li>Integrated service delivery through robust frameworks </li></ul>Customer Business Requirement <ul><li>Process non-compliance at multiple levels </li></ul><ul><li>Production Deployment and Service Management teams were working in silos providing a fractured view of operations </li></ul><ul><li>Multiple vendors / multiple SLAs and the lack of an integrated approach – all leading to end-user dissatisfaction and cost </li></ul>Results <ul><li>ITIL-based processes implemented and stream-lined across 85 applications </li></ul><ul><li>Incident reduction of up to 55% in a few applications – overall approximately 18% </li></ul><ul><li>Cost benefits associated with the economies of scale, productivity gains, and process improvement s – led to over 12% savings during the first year of implementation </li></ul><ul><li>Increased IT effectiveness and end-user satisfaction due to agility and service improvements </li></ul><ul><li>Improved Service Levels and robust Knowledge Management processes </li></ul><ul><li>Minimized overheads on increase/reduction in demand as a result of better scalability </li></ul>
    47. 47. ENTERPRISE APPLICATION SERVICES
    48. 48. Industry Trends Enterprise Application Services Change the Business (Transformation) Run the Business (Operations) Integrated Global Delivery Domain Expertise Software- & Platform-as-a-Service (SaaS, PaaS) capabilities Mobility Solutions Partnership Approach Bundling of Implementation Projects
    49. 49. Service Offerings Change the Business (Transformation) Run the Business (Operations) Integrated Global Delivery Domain Expertise Leveraged Services Cloud Computing Offerings Infrastructure Utility Green Computing I nfrastructure S ervices New Services <ul><li>Horizontal & Vertical Leadership </li></ul><ul><li>HCM, Business Analytics, EAM, CRM, PLM, PPM, SCM, SRM, World Class Finance, GRC, MDM </li></ul><ul><li>Utilities, Aerospace & Defense, Travel & Logistics, Public Sector, Retail, Consumer, Hi-Tech, Manufacturing, Financial Services, Energy and Life Sciences </li></ul><ul><li>Industry Recognition & Strengths </li></ul><ul><li>Leader in the Forrester Wave – SAP Implementation Partners 2009 </li></ul><ul><li>Gartner Magic Quadrant for SAP ERP Service Providers, North America </li></ul><ul><li># 1 for Benefits Led SAP Delivery </li></ul><ul><li>2009 SAP Pinnacle Award for Co-Innovation with SAP </li></ul><ul><li>Global Service Delivery </li></ul><ul><li>15 Global Delivery Centers across 13 Countries </li></ul><ul><li>UK, Poland, US, China, India, Japan, Singapore, Australia, New Zealand, Malaysia, South Africa, Brazil and Puerto Rico </li></ul><ul><li>Full Lifecycle of Services </li></ul><ul><li>Value Engineering </li></ul><ul><li>Process Consulting & Re-engineering </li></ul><ul><li>Benefits Management </li></ul><ul><li>Solution Design & Configuration </li></ul><ul><li>Implementation & Roll Outs </li></ul><ul><li>Post Go Live Support </li></ul><ul><li>Maintenance & Upgrades </li></ul><ul><li>Primed as a Change the Business (Transformation) & Run the Business (Operations) Partner with 2000+ successfully delivered ERP transformation programs </li></ul>
    50. 50. Service Offerings Enterprise Application Services Change the Business (Transformation) Run the Business (Operations) Integrated Global Delivery Domain Expertise Software- & Platform-as-a-Service (SaaS, PaaS) capabilities Mobility Solutions Partnership Approach Bundling of Implementation Projects <ul><li>Partnership Approach </li></ul><ul><li>Skin in the game – Fees at risk against the delivery of quantitative business benefits and Offer a pro-active benefits share of achieved benefits with clients </li></ul><ul><li>HCL AXON EPM team has engaged with SAP Labs in Palo Alto to jointly develop specific solutions within the Business Analytics space </li></ul><ul><li>Mobility Solutions </li></ul><ul><li>Strategic development and go-to-market partnership with Sybase - extending key capabilities of SAP solutions in industries such as utilities, travel and logistics, oil and gas and financial services </li></ul><ul><li>Setting up of a Global Enterprise Mobility Lab in Singapore </li></ul><ul><li>Project Bundling </li></ul><ul><li>Continued bundling of implementation projects with Application Management and Infrastructure deals to allow for smoother cash flow </li></ul><ul><li>Leverage off both the combined strengths of HCL AXON and HCL Technologies </li></ul>Development of EAS Product Market Sets (SAP, Oracle, Microsoft)
    51. 51. Case Study: Bringing Life to Technology The Vision &quot;We are effectively putting SAP at the heart of our business. With this implementation we expect to have better access to accurate information and to have more efficient, automated processes in place.&quot; Phil Greenwood, IT Director <ul><li>Leading the Transformation </li></ul><ul><li>Integrated Multi-Service Delivery (Applications & Infrastructure) covering 80% of customer’s IT organization </li></ul><ul><li>Application Development, Support & Maintenance </li></ul><ul><li>Application Testing, Application Migrations and Rollout, and Data Center Services </li></ul>Organization: Dixons Retail plc is one of Europe's leading specialist electrical retailing group. We trade through 1,200 stores and online stores, spanning 28 countries and employing over 40,000 people. Magnum Opus: Adopted a 5-point plan to become the masters of multi-channel retailing. Renewal and Transformation “ Our complete focus on our customers and on consistently delivering Value, Choice and Service continues. We have maintained our momentum in transforming the Group and are performing ahead of the market” John Browett, Chief Executive <ul><li>Value Delivered </li></ul><ul><li>400% increase in web orders as part of ‘Reserve & Collect’ transformational project </li></ul><ul><li>4 times increment in revenue for existing Voucher system and customer loyalty </li></ul><ul><li>$1.2 M per year additional benefits by adopting IOMC </li></ul><ul><li>25% increase in First Call Resolution (FCR) </li></ul><ul><li>30% increase in same work day Incident Resolution </li></ul><ul><li>50% reduction in High/ Critical Incidents </li></ul>
    52. 52. MANUFACTURING
    53. 53. Industry Trends: Manufacturing Shifting from mere cost optimization to Transformation enabling services Manufacturing Globalization of Value Chains Decreased costs as well as complexity Penetration into new markets and geographies Better Operations & Increased Automation Cut-throat competition and time-to-market challenges Increasingly stringent government regulations Trends Trends Service Management | Governance | Domain Tools | Reporting and Knowledge Management
    54. 54. Industry Offerings: Manufacturing Manufacturing Globalization of Value Chains Decreased costs as well as complexity Penetration into new markets and geographies Increased Automation Straight through Processing Cost Reductions and Operational Efficiency Trends Trends Service Management | Governance | Domain Tools | Reporting and Knowledge Management <ul><li>Industry specific solutions and IPs for competitive differentiation such as Asset Monetization, BAIT Manufacturing Execution Excellence etc. </li></ul><ul><li>Integrated & Multi-Service delivery across business lines </li></ul><ul><li>Global Single Instance – streamlining geographically dispersed operations </li></ul><ul><li>Addressing the entire manufacturing value chain through cored and enabling functions </li></ul><ul><ul><li>Standard Packages – SCM, CRM, ERP, PLM </li></ul></ul><ul><ul><li>Industry-specific proprietary solutions </li></ul></ul>
    55. 55. Industry Offerings: Manufacturing Manufacturing Regulatory Compliance Customer Experience Management Penetration into new markets and geographies Better Operations & Increased Automation Cut-throat competition and time-to-market challenges Increasingly stringent government regulations Trends Trends Service Management | Governance | Domain Tools | Reporting and Knowledge Management <ul><li>Enterprise Analytics Dashboard – measuring operational equipment efficiency and enabling overall equipment effectiveness </li></ul><ul><li>FraME – integrated data from ERP, MES and shop-floor systems providing a real time view </li></ul><ul><li>Visible Demand – demand driven pull-based system bringing visibility into discrete manufacturing environments </li></ul><ul><li>Warranty Management System </li></ul><ul><li>Dedicated CoE for Regulatory Compliance offering Advisory Services, Blueprinting and Implementation support </li></ul><ul><li>Team of certified and experienced technical and business Consultants and SMEs for various regulations on industry domains </li></ul><ul><li>Readily available frameworks for regulations like DFR,FDA, MDD, FAA,DO178B, DO254,BS7799 </li></ul>
    56. 56. HCL Manufacturing Services – Integrated and Multi-Service approach, to build greater efficiencies in the manufacturing space 5 of the top 10 Semiconductor equipment manufacturers 150+ Global Customers 15,000+ transformers Differentiating HCL’s Manufacturing Services 7 of the top 10 ISVs Top 3 global Industrial Mfg Companies Top 3 Aerospace OEMs in mission-critical operations 7 of the top 10 Auto companies Razor-sharp focus on few Micro-Verticals Strong Investments in Vertical IPs and Solutions 13% Market-share of all Hi-tech work done by Indian SIs Integrated and Multi-Service approach
    57. 57. Cost managed Effectively HCL has helped develop a 5-year transformation blueprint for a leading semiconductor manufacturer which includes identification of several IT initiatives across Infrastructure and Applications Transformation. HCL manages the IT Transformation for a leading semiconductor manufacture Enablers <ul><li>HCL’s partnership based co-sourcing model was extremely attractive to client’s work culture </li></ul><ul><li>Highly flexible in it’s approach & commercial model </li></ul><ul><li>Rebadging of client’s IT personal </li></ul><ul><li>Delivery governance that includes an application lead and an infrastructure lead, along with an on-site executive sponsor </li></ul><ul><li>Integrated service delivery through robust frameworks </li></ul>Customer Business Requirement <ul><li>Focus on operational efficiencies: reduce overall costs of operation while ensuring that IT continued to support a demanding business environment </li></ul><ul><li>Focus on transforming and rationalizing enterprise applications: achieve greater savings by moving from an application staff augmentation model to a true outsourced model using performance-based managed services </li></ul>Results <ul><li>Early cost savings that can fund Transformation </li></ul><ul><li>40% reduction in Application Portfolio </li></ul><ul><li>Application Re-Engineering – Quantifiable impact on Revenues </li></ul><ul><li>Reduction in Server Footprint due to server consolidation & application optimization </li></ul><ul><li>Datacenter Space Optimization </li></ul><ul><li>Reduction in cost of maintenance through better vendor management </li></ul>
    58. 58. ENGINEERING AND R&D SERVICES
    59. 59. Keeping pace with emerging trends in ERS E ngineering and R&D S ervices Global Investments Underway Complex Product Development Ecosystem Focus User Experience Focus Domain Based Services Emerging Markets New Segments New Technologies Trends Trends Service Management | Governance | Domain Tools | Reporting and Knowledge Management
    60. 60. Addressing the CTO’s needs through Engineering Out Of The Box E ngineering and R&D S ervices World Class Capabilities Complex Product Development Ecosystem Focus User Experience Focus Domain Based Services Emerging Markets New Technologies New Segments Trends Trends Service Management | Governance | Domain Tools | Reporting and Knowledge Management <ul><li>40 State-of-the-art Development centers In 6 major locations in India and 5 other locations globally </li></ul><ul><li>80 Customer Specific Labs including 10K Clean rooms for high sensitivity instruments in Semiconductors, Medical Devices </li></ul><ul><li>Software/ Hardware/ Mechanical setups with latest servers & storage components </li></ul><ul><li>Quality and process adherence </li></ul><ul><li>Engineering Excellence framework for core products </li></ul><ul><li>Product Management, Dev, Test, Performance, Release Support for ensuring end-to-end support for complex products </li></ul><ul><li>34 years of Complex Engineering Experience </li></ul><ul><li>Engineering Out Of The Box </li></ul><ul><li>Productized Solutions </li></ul><ul><ul><li>Agora </li></ul></ul><ul><ul><li>Cirrus </li></ul></ul><ul><ul><li>UECP </li></ul></ul><ul><ul><li>ITS E-Call </li></ul></ul><ul><li>Service Accelerators </li></ul><ul><li>IPs </li></ul><ul><li>Focus on Customer’s Customers; Solutions that expand the ecosystem </li></ul><ul><li>Real Time Experience </li></ul><ul><li>Role Based Experience </li></ul><ul><li>Form Factor </li></ul>
    61. 61. Keeping pace with emerging trends in ERS E ngineering and R&D S ervices Global Investments Underway Complex Product Development Ecosystem Focus User Experience Focus Domain Based Services Emerging Markets New Segments New Technologies Trends Trends Service Management | Governance | Domain Tools | Reporting and Knowledge Management <ul><li>Balanced focus on multiple domains such as Consumer, Energy, Industrial and Automation Devices, Computing, Auto, Aero </li></ul><ul><li>100+ customer specific patents over last 18 months </li></ul><ul><li>200+ Global Customers across domains </li></ul><ul><li>Localized products for different markets </li></ul><ul><li>Access to emerging market through differentiated offerings </li></ul><ul><li>Productized Solutions </li></ul><ul><li>New technologies focus: </li></ul><ul><ul><li>Cloud, Virtualization </li></ul></ul><ul><ul><li>Mobility </li></ul></ul><ul><ul><li>Social Networking </li></ul></ul><ul><ul><li>Android </li></ul></ul>
    62. 62. HCL’s Proposition for CTOs: EOTB Core Products Ecosystem Innovation User Experience Domain Based Services PDLC Services System Design Product Management, Dev, Test, Performance, Release, Support Productized Solutions Service Accelerators IPs Focus on Customer’s Customers; Solutions that expand the ecosystem Mobility Real Time Experience Form Factor Increased product adoption is based on better user experience Engineering Services Partnership Core Product + Product Ecosystem incl. Solutions + User Experience <ul><li>F 500 Software Company: Product management, Development, Test & Support for a software that receives 40 Million signature downloads within 30 min of a virus attack </li></ul><ul><li>F 500 Aerospace: 20+ subsystems development partner for new aircraft program, 40% footprint Impact, 2.5 Million hours </li></ul><ul><li>F 500 Medical Devices: Class III implantable drug delivery system that sits on the spinal cord </li></ul><ul><li>SMB Wireless Telecom OEM: $900 to $350 cost reduction of base station RF antenna for Indian market </li></ul><ul><li>Cirrus: HCL Cirrus framework for Windows Azure enable customers to adopt Microsoft cloud. ROI/TCO calculator, Enterprise library automating up to 40% of workload dev, rule based predictive and non predictive spike mgmt., automated application ops. Management </li></ul><ul><li>Agora: Agora is a cloud services platform that helps customers to move to a subscription based business model. Non-intrusive Multi-tenancy enablement; third party cloud services on boarding, self care portal, partner & reseller mgmt` </li></ul><ul><li>Multi-platform, multi-channel, multi-device User Experience Design </li></ul><ul><li>Track & Trace – Real-time consumable product information </li></ul><ul><li>Mobile SFA – Real Time sales tracking for traveling employees </li></ul><ul><li>Adaptive Learning System – an iPad based education delivery system which adapts to the student </li></ul><ul><li>Athena – Social Sentiment Analysis for business decision making and Social CRM systems </li></ul><ul><li>mGreenCoupon – Point-Coupon delivery system for instant offers </li></ul>
    63. 63. Case Study: EndoPharma Organization: Endo Pharmaceuticals Inc. (Endo) is specialty pharma company. Established in 1997, company focuses on pain management. His Magnum Opus: Convert a Pharma company into a healthcare solutions company with both drug & devices to offer complete experience for physicians and care givers. Flexible, scalable, cost-effective, and very agile R&D team is my focus Sujat Sukthankar VP & Head, Devices <ul><li>The CIO’s Vision </li></ul><ul><li>Diversify to a solutions based company entailing both devices and drugs </li></ul><ul><li>Develop/ Leverage Semi-Virtual R&D Model to leverage on device development best practices in the industry </li></ul><ul><li>Focus on Urology Market space followed by launches in other markets </li></ul>The Outcome So Far “ We are relying on our R&D partners to create value for the organization, and they play a key role in driving our technology and R&D strategy. We believe that close collaboration with our R&D partners will drive results, and we have shown that successfully in a relatively short amount of time. We also believe that a results-driven, semi-virtual model provides a scalable, agile, and cost-effective means of driving innovation forward.”
    64. 64. Consumer Services <ul><li>Telecom </li></ul><ul><li>Retail & Consumer Products Group </li></ul><ul><li>Media & Entertainment </li></ul>
    65. 65. Trends Consumer Services <ul><ul><li>Retail </li></ul></ul><ul><ul><li>Digital real estate over Physical </li></ul></ul>Consumer Goods: Consumer Frugality & Traceability M&E: User Gen content and the Long Tail rule <ul><ul><li>Telecom: </li></ul></ul><ul><ul><li>The Digital Home gateway </li></ul></ul>Trends Trends
    66. 66. Service Offerings Consumer Services <ul><ul><li>Retail </li></ul></ul><ul><ul><li>Digital real estate over Physical </li></ul></ul>Consumer Goods: Consumer Frugality & Traceability M&E: User Gen content and the Long Tail rule <ul><ul><li>Telecom: </li></ul></ul><ul><ul><li>The Digital Home gateway </li></ul></ul>Trends Trends <ul><li>Digital Supply Chain Services (including rights, access management & royalty) </li></ul><ul><li>Web 2.0/ Social Networking </li></ul><ul><li>Micro Vertical Domain Services & Solutions – </li></ul><ul><ul><li>Publishing & BIS </li></ul></ul><ul><ul><li>New Media- Studios, Broadcasting & Music </li></ul></ul><ul><ul><li>Gaming & Hospitality </li></ul></ul><ul><li>Advanced Technologies Empowerment Services </li></ul><ul><li>Android & New platforms app development </li></ul><ul><li>Ticket Lifecycle Management Span for Services Providers </li></ul><ul><li>Unified Communications & Mobility Services </li></ul><ul><li>Engineering Cost Optimization </li></ul>
    67. 67. Service Offerings Consumer Services <ul><ul><li>Retail </li></ul></ul><ul><ul><li>Digital real estate over Physical </li></ul></ul>Consumer Goods: Consumer Frugality & Traceability M&E: User Gen content and the Long Tail rule <ul><ul><li>Telecom: </li></ul></ul><ul><ul><li>The Digital Home gateway </li></ul></ul>Trends Trends <ul><li>Integrated Multichannel Retailing Solutions </li></ul><ul><li>Customer Service & Experience Management </li></ul><ul><li>Web 2.0/ Social Networking </li></ul><ul><li>Full IT Services Co-sourcing for Retailers </li></ul><ul><li>Advanced Retail Planning, Merchandizing & SCM Solutions </li></ul><ul><li>End to End EDI transaction services for CPG </li></ul><ul><li>Direct Store Delivery As-a-Service </li></ul><ul><li>HCL’s Food Safety & Traceability Solution </li></ul><ul><li>Mobility Device Based Services & Applications for CPG Industry </li></ul><ul><li>Full lifecycle IT services for eCommerce and eBusiness </li></ul>
    68. 68. Case Study: Virginia Guthrie, DPSG The CIO’s Vision To deliver an IT entity which should coherently unify all the disparate IT systems and enable it as ‘one source of truth’ across all the businesses. <ul><li>Leading the Transformation </li></ul><ul><li>Prioritize – Virginia realized the importance of having a strong business role in the org to fulfill her vision. She decided that running helpdesks and data centers was not where DPS needed to “own” expertise </li></ul><ul><li>Implement Process Control – By implementing key metrics, systematic business processes and tracking mechanisms, Virginia increased accountability from vendors </li></ul><ul><li>An innovative 3 layered step-by-step approach towards IT consolidation – </li></ul><ul><ul><li>Foundation Layer – ERP and Handheld systems for feeding info </li></ul></ul><ul><ul><li>Information Layer – Enhanced DW/MDM/BI based decision support systems </li></ul></ul><ul><ul><li>Growth & Efficiency Layer – Maximizing business impact </li></ul></ul><ul><li>Alignment with business – Work hand-in-hand with business units to be an important enabler to “Grow Sales and Cut Costs” </li></ul>“ It is important that I have a very strong business role in the organization. Outsourcing much of our IT development work affords me the time to focus on business issues.“ The Outcome So Far “ Clearly, this is a journey, but we’re getting closer, and what I expect is that we will achieve our goal of a single source of the truth across our entire business. It makes coming into work pretty exciting for an IT team.” – Virgina Organization: Dr Pepper Snapple Group Inc. is a $ 5.5 billion soft drink company, based in America. It was spun off from Britain's Cadbury Schweppes in 2008. Her Magnum Opus: Virginia helped drive the legal and technical separation from Cadbury Schweppes P.L.C., putting in place the team and processes for DPS. Her mantra is simple – Align IT with business goals Virginia Guthrie CIO and SVP, IT, Dr Pepper Snapple Group, since 2006
    69. 69. ENTERPRISE TRANSFORMATION SERVICES
    70. 70. Industry Offerings: Enterprise Transformation Services Enterprise Transformation Services Convergence of data, content, integration and process Platform Orientation Process centric approach to Next Generation Application Development Testing to Cost of Quality (combining quality consulting with IV&V) Eventing Technology applied to business outcomes Trends Trends Content Management to Content Intelligence (bringing together unstructured and structured data) Advise to Execute |
    71. 71. Industry Offerings: Enterprise Transformation Services Enterprise Transformation Services Convergence of data, content, integration and process Platform Orientation Process centric approach to Next Generation Application Development Testing to Cost of Quality (combining quality consulting with IV&V) Eventing Technology applied to business outcomes Trends Trends Content Management to Content Intelligence (bringing together unstructured and structured data) Service Management | Governance | Domain Tools | Reporting and Knowledge Management <ul><li>Integrated portfolio of services (Advise to Execute) </li></ul><ul><li>Integration Transformation Services, Data Transformation Services and Architecture Transformation Services </li></ul><ul><li>Business Transformation & IT Transformation Services </li></ul><ul><li>IT Strategy & Change Management </li></ul><ul><li>Cutting Edge Technologies </li></ul><ul><li>Process Consulting, Business Process Management </li></ul><ul><li>Global Visibility </li></ul><ul><li>Process Re-engineering </li></ul><ul><li>Platform Modernization & Consolidation, Legacy Modernization </li></ul><ul><li>Next Generation Application platform development </li></ul>
    72. 72. Industry Offerings: Financial Services Regulatory Compliance Customer Experience Management Mobility Testing to Cost of Quality (combining quality consulting with IV&V) Eventing Technology applied to business outcomes Trends Trends Content Management to Content Intelligence (bringing together unstructured and structured data) Service Management | Governance | Domain Tools | Reporting and Knowledge Management <ul><li>Cost of Quality Driven Test Consulting </li></ul><ul><li>CoQ Driven TFIB (Test Factory in a Box) services </li></ul><ul><li>Specialized Testing, Solution Frameworks (TaaS) </li></ul><ul><li>Vertical/ Domain led testing & solution accelerators, Best Practices repository </li></ul><ul><li>Dedicated IV&VS Academy & Certified workforce </li></ul><ul><li>Strong partnerships with leading OEMs </li></ul><ul><li>Integration Transformation Services, Data Transformation Services and Architecture Transformation Services </li></ul><ul><li>Next Generation Application development </li></ul>F inancial S ervices <ul><li>End-to-end ECMP offerings </li></ul><ul><li>Multiple technology focus horizontals to complement vertical service offerings </li></ul><ul><li>Consulting, Development & Migration, Product Support, Maintenance </li></ul><ul><li>Over 250 tools & frameworks as accelerators (e.g. Customer on-boarding, Content 2.0 etc) </li></ul><ul><li>360 degree relationship with notable ECM vendors </li></ul>
    73. 73. HCL Enterprise Transformation Services – Advise To Execute
    74. 74. Examples of key innovative products and solutions for our customers <ul><li>Next Generation Application built to orchestrate data from multiple backend systems, across processes into self service analytics for hospitals – from patient check in – check out </li></ul><ul><li>Creating Visibility into Manufacturing Organizations across 58 plants in 18 countries to facilitate the M&A HCL had 135 people performing multi-site analysis of the complex applications portfolio across financials, supply chain and marketing ERP and custom applications </li></ul><ul><li>HCL’s rigorous testing through CoQ and TFIB (Test Factory in a Box) approach involving structured reviews and QA process made the client product more stable, allowing it to be rolled out at 2 more sites (Asia, NY) than originally planned </li></ul><ul><li>Implementation of Voice of customer solutions, Campaign Analytics, KPI definition and Corporate performance parameters for customer experience organization and data mining for life events </li></ul><ul><li>Transformed the Voice of Customer process for enhancing customer experience and loyalty while reducing the application portfolio complexity </li></ul>leading inter-dealer money broker in the world Leading Pharma company Industry leader in Analyzing patient data 100+ customer specific patents over last 18 months Insurance Provider
    75. 75. BUSINESS SERVICES
    76. 76. The World is changing and so are we: BPO 1.0 to Business Services Ne X t Generation BPO BPO 1.0 Business Services Cost Arbitrage Model Headcount Based Discrete Process Low Impact Risk & Compliance Innovation & Improvement Output Based Constructs Integrated Global Delivery EFCS Platform Domain Orientation
    77. 77. Service Offerings Banking & Financial Services <ul><li>Retail Banking Operations </li></ul><ul><li>Credit Card Operations </li></ul><ul><li>Mortgage & Loan Origination </li></ul><ul><li>Reconciliation </li></ul><ul><li>Transfer Agency </li></ul><ul><li>Fund Administration </li></ul><ul><li>Trade/ Forex/ Cash Processing </li></ul><ul><li>Performance Attribution & Analytics </li></ul>Insurance (Life & Non Life) <ul><li>Contact Center Services </li></ul><ul><li>Agency Administration </li></ul><ul><li>Actuarial & Financials </li></ul><ul><li>Policy Administration </li></ul><ul><li>Premium Accounting </li></ul><ul><li>Pension & Annuity Services </li></ul><ul><li>Claims Management </li></ul><ul><li>Underwriting </li></ul><ul><li>Mail Room Services </li></ul><ul><li>Document Management </li></ul>FAO HRO OTHERS Account Payable Account Receivable General Ledger and Reporting Credit Management & Collections Fixed Assets & Accounting Forecast Analytics Recruitment & Staffing Workforce Automation Benefit Administration Payroll Workforce Development Compensation Indirect Spend Management Revenue Enhancement Services Return Management Forecasting Planning & Sourcing Business Intelligence/ Survey/ Mystery Shopping Telecom <ul><li>Customer Acquisition Order Management </li></ul><ul><li>Provisioning </li></ul><ul><li>Number Portability </li></ul><ul><li>Customer Services </li></ul><ul><li>Billing Management </li></ul><ul><li>Collections </li></ul><ul><li>Customer Retention </li></ul><ul><li>Technical Support </li></ul><ul><li>Convergence </li></ul><ul><li>Data Analytics </li></ul><ul><li>Retail Customer Relationship Management </li></ul><ul><li>Retail Order Management </li></ul><ul><li>Loyalty Management </li></ul><ul><li>PLCC Management </li></ul><ul><li>CPG Sales Support </li></ul><ul><li>Automotive Sales & Service Management </li></ul><ul><li>Retail Business Intelligence </li></ul><ul><li>Category Management </li></ul>Retail Healthcare Services <ul><li>Pharma </li></ul><ul><ul><li>Clinical Trial Management </li></ul></ul><ul><ul><li>Pharma co vigilance </li></ul></ul><ul><ul><li>Sales & Marketing Analytics </li></ul></ul><ul><li>Provider </li></ul><ul><ul><li>Revenue Cycle Management </li></ul></ul><ul><ul><li>Coding </li></ul></ul><ul><ul><li>Clinical Transformation </li></ul></ul><ul><li>Payer </li></ul><ul><ul><li>Membership Services </li></ul></ul><ul><ul><li>Claims Management </li></ul></ul><ul><li>Customer Information </li></ul><ul><li>Billing Management </li></ul><ul><li>Data Management </li></ul><ul><li>Collections and Debt Management </li></ul><ul><li>Smart Meter Management Services </li></ul><ul><li>Asset Management </li></ul><ul><li>Resource Management </li></ul>ERU & Public Services Media, Publishing & Entertainment <ul><li>Pre-Media Services </li></ul><ul><li>Pre-Press Services </li></ul><ul><li>Pre-Content Management </li></ul><ul><li>Newspaper-Online </li></ul><ul><li>Media Buying Services </li></ul><ul><li>I-Phone/ Digital Device Content Management </li></ul>Knowledge Process Outsourcing Customer Relationship Management
    78. 78. Case Study: HCL delivers a robust, scalable, cost effective, and integrated solution for a diversified Financial Services group Background Multi Product Origination Life Cycle Management <ul><li>Receives application forms for </li></ul><ul><ul><li>Deposits </li></ul></ul><ul><ul><li>Credit cards </li></ul></ul><ul><li>Receives financial instruments like checks </li></ul><ul><li>500+ Client Sites </li></ul><ul><li>Sends both to HCL mail room PO box </li></ul><ul><li>Segregates forms and instruments </li></ul><ul><li>Scans forms using Document Management & Workflow system created by HCL </li></ul><ul><li>Manages checks clearance </li></ul><ul><li>Receives forms, indexed and batched </li></ul><ul><li>Data-enters into workflow system </li></ul><ul><li>Does KYC checks </li></ul><ul><li>Creates customer account on the client system </li></ul><ul><li>Sends exception management requests to HCL Ireland site </li></ul><ul><li>Receives Exception management requests </li></ul><ul><li>Resolving customers issues on call </li></ul>Benefits <ul><li>Integrated Multi Country Delivery </li></ul><ul><li>Enabled Client to rapidly launch new products </li></ul><ul><ul><li>Set up in 4 months </li></ul></ul><ul><ul><li>Capacity of 5-6Mn transactions P.A. </li></ul></ul><ul><li>Value Delivered to Client (40%) </li></ul><ul><li>End Customer Satisfaction </li></ul><ul><li>Scalable End to End Solution </li></ul><ul><li>A leading Bank in Europe providing services to retail and wholesale customers in multi countries/ regions </li></ul><ul><li>Service and fulfillment of multiple products credit cards etc in high volume environment </li></ul>Customer Access Point (Client Sites) HCL – Near Shore Mail Room HCL – India Delivery Centre HCL – Northern Ireland Customer Contact
    79. 79. HOW CAN I HELP YOU?

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