Transitioning between Service Providers


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Transitioning between Service Providers

  1. 1. Transitioning between Service Providers 1 © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL
  2. 2. Agenda Why Switch? Challenges and Concerns A Typical Transition Plan The Triad of Transition Conclusion 2 © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL
  3. 3. Why Switch? Outsourcing industry is in a constant state of flux: • New player, new products/services emerge over the course of a contract • Open market can offer more value for money, better customer experience Basic Decision Criteria The New Differentiators New Business Realities 1. Basic services have become commoditized 2. Sophisticated ones becoming more relevant 3. Desire to change arises from changing technologies and business practices 3 © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL
  4. 4. Challenges and Concerns Transitions are critical since they have far reaching impact for client firms Typical Challenges Insufficient information about existing systems Lack of cooperation / knowledge sharing between incumbent and newcomer Timeline pressures from ongoing projects Lack of advance planning for knowledge transfer and training Lack of people management may lead to staffing issues and talent mismatch  Any of these problems can result in serious business disruptions  Internal resistance to change may complicate things further  Hostile transitions can cause lasting damage to the health of the engagement 4 © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL
  5. 5. Typical Transition Plan 5 © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL
  6. 6. The Triad of Transition A smooth transition requires careful planning, execution and performance measurement. Adhering to the triad can ensure a timely handover. Knowledge Management Service Management Performance Management Newcomer gets handle on existing environment Measurable KPIs must be used to gauge progress Key incumbent personnel should be retained Establish communication channels Balanced Score Card can be used to measure engagement health Templates, checklists and best practices must be used 6 Define organization structure Stabilize operations and processes © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL
  7. 7. Conclusion  Transition to a new provider can turn hostile in extreme cases  Rigorous transition procedures must be followed  Self-help tools can accelerate the process and reduce risk, e.g.:  Knowledge acquisition process template  Domain readiness template  Service Assurance Kit  Sufficient checks and balances should be in place to ensure knowledge retention and continuous improvement 7 © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL
  8. 8. For more details please visit the link below: 8 © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL
  9. 9. About Wipro Wipro Ltd. (NYSE:WIT) is a leading Information Technology, Consulting and Outsourcing company that delivers solutions to enable its clients do business better. Wipro delivers winning business outcomes through its deep industry experience and a 360 degree view of "Business through Technology"; helping clients create successful and adaptive businesses. A company recognized globally for its comprehensive portfolio of services, a practitioner's approach to delivering innovation and an organization wide commitment to sustainability; Wipro has over 140,000 employees and clients across 61 countries. For more information, please visit 9 © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL
  10. 10. Thank You ©Wipro Limited, 2014. All rights reserved. For more information visit No part of this document may be reproduced in whole or in part without the written permission of the authors. Wipro is not liable for any business outcome based on the views presented in this document. For specific implementation clients should take advise from their client engagement manager. 10 © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL