outsourcing issue #16

8/8/2019 Outsourcing Issue #16

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RM12, S$8, US$8KDN NO: PP14967/02/2010 (023611) MICA (P) 140/07/2009

PREMIER MAGAZINE ON BUSINESS AND TECHNOLOGY SERVICES INDUSTRY

I S S N 1 9 8 5 - 1 0 0 6

www.the-outsourcing.com

ISSUE #16, 2010

Bob Chua:The man

behindpulsating

Pulse



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“It’s tough trying to keep your eet on the ground, your ead above the clouds, your nose to the grindstone, your

shoulder to the wheel, your fnger on the pulse, your eyeon the ball and your ear to the ground.”

– African Provrb

t seems, Bob Chua, ounder and CEO o Pulse GroupPLC, is managing just that and more.

In our Cover Story, we train the spotlight on this shiningstar o the Malaysian outsourcing industry.

From a standing start mere fve years ago, his outft haseveloped rom a small start-up into a publicly quotedompany on London’s PLUS markets – providing onlineesearch services to an international line-up o marketesearch and media clients globally.

ere, the 36-year-old visionary shares with us hismbition to put a “Pulse” in all sorts o research, anywherend everywhere around the world.

Pulse is indeed one o the very ew Malaysianutsourcing providers that have a proven global pedigreend outlook.

esides, it is a fne business example or other localroviders to emulate in order to move up the value chain

nstead o being stuck in the “low-value and high-volume”rena – an obvious disadvantageous domain due to itsommoditised nature and the country’s inability to scalep as efciently as compared to other locations with

bigger talent pools.Chua tells us: “The push towards a more lucrative KPO

value chain is a good direction to head in, moving theation out o the lower-level commoditised outsourcing

tier where competition amongst India, China and thePhilippines is relatively ferce.”

e also sure to check out our eature: “Generatingnnovation in oshoring relationships” – where Dannyrtel and Joseph Bubman explain the current burden onroviders or continuous improvements in their operationsnd oerings.

eeting such customer’s demands is easier said thanone, they agree.

ased on a study undertook by them recently – theuo explore how cultural challenges impact innovationorts and oer best practice solutions or overcoming

them. – Sritharan Vellasamy

Managing Editor/Publisher:Sritharan Vellasamy

Consultant:Sundra Surian

editorial: [email protected]

Sub Editor:Simon VellaArt Director:Steven ChooGraphic artist:Shafe OsmanContributors:Tamyne Menon,Dorothy Llew, Mohd ArshadCoordinator: James Wee

sales: [email protected]

Vikraman Visno

Resh Nathen

contact: [email protected]

WORDlabs MEDIA (001645509-W)

27-1, Metro Centre, Jalan 3/146,Bandar Tasik Selatan,7000 Kuala Lumpur;

Phone: +603 90564770, 90580971;Fax: +603 90564771, 90580972

Editor’snote

the eam

[email protected]

R M 1 2, S $ 8,

U S $ 8

K D N N O: P P

1 4 96 7 / 0 2 / 2 0

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C H N O L O G Y

S E R V I C E S I N D

U S T R Y

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so u rc i ng.co m

I S S U E # 16, 2 0 1 0

B o b C h u a :

T h e m a n

b e h i n d

p u l s a t i n g

P u l s e



6| Outsourcing | January-February 2010

Outsourcing | news bits

The Intrnationa Tradand Industry Ministry (Miti)as bn dirctd to ook into t rasons bind tir cost of outsourcincar componnts, wic isnary 10% ir tan tatof Taiand.

Maaysian Dputy PrimMinistr Tan Sri Muyiddin Yassin said atou t

country coud b a ub andcompt wit otr countrisin manufacturin cars forxport, cost rmaind anissu tat was puttin tbraks on t automotivindustry payrs fromntrin t country.

“Tr ar tousandsof componnts in a vicand ts ar producdby vndors in our country,” tod t Maaysianprss rcnty aftr around-tab mtin wit24 captains of industry

and witnssin t sininof two mmorandums of undrstandin.

“Wn ty compar itwit vndors in Taiand,t incras is amost 10%mor. So, ty considr tisunattractiv. W nd to ook into t dtais carfuy.”

h said it was dcidddurin discussions onMonday tat Miti andt Maaysian IndustriaDvopmnt Autority(Mida) woud ook intot rasons, incudinwtr oca manufacturincompanis wr carin air pric bcaus of rawmatria, ir manamntcosts or ir saaris.

The Nortrn CorridorImpmntation Autority (NCIA)announcd t appointmnt of Datuk Redza Raq Abdul Razak asits nw cif xcutiv ffctiv fromJan 1, 2010.

In a statmnt, NCIA said tappointmnt foows t rsinationof its currnt cif xcutiv Datuk Sri Mod Annuar Zaini, wo adwrittn to Prim Ministr Datuk Sri Najib Tun Razak on Nov 25,xprssin is intntion to rsinfrom t position.

his rsination as bn duy

rcivd by NCIA and is ffctivDc 31, 2009, t statmnt said.

Rdza, wo was t manaindirctor of Cybrviw Sdn Bd,ad aso bn Cybrviw’s cif operating ofcer before beingappointed its chief executive ofcerin Juy 2004 to rstructur and rvivCybrjaya. h as bn invovd int dvopmnt of Cybrjaya sinc1997.

Rdza was prviousy witt Mutimdia DvopmntCorporation (MDeC) prior to isscondmnt to Cybrviw.

Malaysia howed t powe t the inte-nton a Pcc iCT ance (aPiCTa)awd 2009 b wkng w wth xwd.

M won the mn wd n the Com-muncton, Ceton nd Mngement to NewMed nd Entetnment, e-Govenment ndFnnc indut appcton ctegoe.

The met wn wee n the secondstudent Poject nd Tet student Poject

ctegoe.Tngo sdn Bhd w choen the wnne n the Communcton ctego, sHOCK3D!o Ceton nd Mngement to New Mednd Entetnment, Mn admnttveModenton nd Mngement PnnngUnt (MaMPU) o e-Govenment nd eBwox

Behd o Fnnc indut appcton.The sutn am shh second schoo

tem nd the Mutmed Unvet (C-bej) pcked up the met wn unde theecond tudent nd the tet tudentpoject epectve.

The eut o the competton w n-nounced t g dnne ceemon t theCown Towe Hote n Meboune on Dec 17.

MaMPU’ Deput Decto o intuctue

Deveopment, eKl, Nohn abdu d thewee excted t w one o the t pojectconceptued b Mn govenmentgenc to hve won n intenton iCT wd. ”We hope moe govenment gencew oow ut n tkng pt n uch compet-ton n the utue,” Nohn d.

Malayah a APiCtA Aard

MAlAYSIA, t inauura ostof t APICTA Awards10 yarsao, wi ost t awards aaincomin Octobr.

“It’s oin to b anauspicious vnt bcaus

it’s oin to b d on Oct10, 2010. So it’s 10, 10, 10and sinc it wi b APICTA’s10t annivrsary, it wi b 10,10, 10 and 10,” said NiranNoor, MDC’s Vic-Prsidnt,

Brandin and MarktinDivision.

“For ood masur I sarcommnd tat w opnt vnt at 10 o’cock in tmornin. how ood is tat!”

MDC o ho x v

Put braks onrisin costs of outsourcin carcomponnts

Rdza norhrCorrdor chf xcuv





KNOWlEDGE poce outoucng (KPO)nd coud computng e mong iCT/BPOtend tht efect the unque oppotunteng om the pot-eceon e, epotedthe Cente o intenton Tde Expotonnd Mon (CiTEM), n ttched genco the Phppne Deptment o Tde ndindut.

Thee tend e mong thoe expected to beunveed t the 10th e-sevce Gob soucngConeence nd Exhbton chedued on Feb8-9, 2010 t the sMX Conventon Cente nP Ct, Phppne. a peme iCT/BPOevent n southet a, e-sevce n nnutde how nd coneence ed b CiTEM thtgthe togethe the bet nd the bghtetndut move nd thought-ede unde one hgh-c venue.

The gowth o KPO uncton, whchdemnd gete bune compext uch phmceutc nd eech outouc-ng, ndctve o the ht towd hghe

vue-dded evce om the bck oceopeton tht egned dung the tun o the centu.

“Hgh vue BPO povde w be moeought te nce compne w ck thetent, domn expete nd ce to ope-te the uppot uncton,” d CheVeño, CEO o Tnpocue, compnengged n gob BPO pocuement outonnd ecpent o the e-sevce awd 2009 o

Bune Deveopment n BPO.Coud computng, on the othe hnd, h

emeged too towd povdng deveopngeconome wth odbe cce to wod-ciCT ntuctue, b owng on-demndutton v the intenet o hed, nntemount o computng eouce.

“Cot vng, educed tme to mket, ndpd etun on nveted cpt” e the theecto Wnton Dmo ttbute to coudcomputng. CEO o Gob Gtew innov-ton Exchnge (G2X), whch poneeed Opensouce technooge n Phppne, Dmo o ecpent o the e-sevce awd2009 o Bune Deveopment n sotweDeveopment.

“ate decde o e-sevce, we wnt moethn eve o iT compne to be whee theneed to be n ode to mxme the bunedvntge, n ght o the cuent mket con-dton,” d M. loude D. Medn, DeputExecutve Decto nd Oce-n-Chge o

CiTEM, ttng tht the 10th e ceebtoncoud not hve come t moe oppotunetme. “Th e’ coneence pt ddeethe mpotnce o coboton n comng upwth mte bune outon.”

For more information on e-Services 2010, log onto www.e-servicesphils.com or e-mail itservices@ citem.com.ph

FOUr new ntenton compne hvejoned the MsC M shed sevcend Outoucng (ssO) communt whch we on t w to geng up towd hghe vue economc tnomton,gned wth the nton’ decton totnom M nto hghe ncomeocet.

The ncude segte Technoog’ iT shed reouce Cente, BHP Bton’shed sevce Cente, GxosmthKne’econd gob iT cente nd snout Copo-ton o Jpn’ ohong et-up.

spekng t the MsC M shedsevce & Outoucng CEO Dogueecent, CEO o Mutmed DeveopmentCopoton (MDeC) Dtuk BdhmGhz d the ssO communt coudbe ctt to bud gob mngement

cpbte.“The ocu o MsC M now on

hgh-vue wok tht w ect cetvtnd nnovton. We wnt th von tocut co ndute, nd the shedsevce & Outoucng cn p vtoe n chevng th.”

To dte, the MsC M shedsevce nd Outoucng ecto – wth 170compne – the get contbuto to thetot job ceton n MsC M. Out o the ove 92,000 job ceted, 40% e jobceted b the ssO compne.

accodng to the 2008 MsC Mindut repot, the ecto o theget contbuto o expot, t 62.09%,whch equvent to rM3.84 bonnd genetng tot o rM6.14 bonn evenue.

MAlAYSIA accords top priority

to dvop t i tcnooysctor as part of t stratisto sustain conomic rowtmomntum and to tid ovr witstiffr oba cans, saysIntrnationa Trad and IndustryDputy Ministr Datuk MukrizMaatir.

It is aso to boost comptitivd and conomic rsiinc, said. ”Trfor, Maaysiano onr promots itsf asan invstmnt dstination forassmby-typ oprations andabour-intnsiv projcts.

“As an opn conomy,

Maaysia was affctd by tglobal economic crisis in the rsttwo quarters. This had causeda 6.2% contraction in the rstquarter and 3.9% in the secondquarter. The third quarter saw thecontraction rducd to 1.2%,” tod nws nationa ancyBrnama in an intrviw.

Mukriz said Maaysia, ikmany otr countris in t rion,was facin a dauntin task to wooFDIs and domstic invstmntsto t manufacturin and srvicsctors owin to t corporat

word’s inabiity to invst.“T corporat word’s abiityto invst as bn rducd duto titr crdit conditions, fa incompany prots and sharp declinein oba dmand,” said.

The Piippins as bn urdto buid on enis anua skisto kp its comptitiv d int oba outsourcin industry.

T country’s Socio economicPannin Scrtary AuustoSantos warnd tat Cina isimprovin its enis-spakinskis and coud disodt Piippins as on of ttop dstinations for offsoroutsourcin. “If w don’t watcout, w may b ovrtakn,”Santos said.

Santos citd a rcntintrnationa study sowinCina catcin up wit traditionaBPO powrouss ik Indiaand t Piippins. “Cina isray arin up and tacinits pop to arn ow to spak enis,” tod rportrs. “As of now, w sti av t d, butindications ar pointin to Cina’scatcin up.”

hi-tc sctor toppriority: Ministr

Maintain d,Piippins tod

-srvc 2010

ohghlghouourcg rd

MsC Malaya cou o

c raoal compa



lOgICA, an IT and businss

srvics company, aims toxpand furtr in Maaysiain sctors suc as bankin,utiitis and nry.

“W av word cassxprtis in t bankin,utiitis and nry sctorin Austraia and europ andw pan to brin loica’sindustry and businssxprtis to Maaysia,” CeO Andy grn said.

“Wit t focus of toba conomy movinastward towards t Asia-Pacic economy, we have

sn t succss our majorcints av ad in brininwork to Kuaa lumpur andw intnd to buid and drivon tat,” addd.

grn said t companywas aso tartin oi andas (O&g) companis in trion and pannd to domor work for its europanand oba accounts fromits Cntr of excnc inMaaysia.

loica Soutast Asiachief executive ofcer Fermin

Fautsc said t companyhad achieved signicantsavins in movin parts of t work it did for europancints to t east.

AIR INDIA, India’s nationaairin, as announcd pans

to outsourc som of its IT functions in t nar futur.

The Airline conrmed themov was a bid to cut costsat t carrir.

T mov is rportdypart of a widr pan to ivoff Air India’s various diffrntbusinss units.

From t binnin of tairline’s new nancial yearit will create prot centresaround its caro andin,maintnanc, rpair andovrau divisions.

Air India currnty asaround 30,500 mpoysand saary paymnt is itsscond arst cost aftr itsfu bis.

Airin pans tocut costs trououtsourcin

loica ysxpansion



iNDia w emn domnntoce n iT nd bune poceoutoucng o two decde, wheChn w tugge to mtch tucce, n uthottve tudon the t-gowng ndut bthe Wwck Bune schoo nthe UK.

iT outoucng compne uch ino, Wpo, Genpct ndTt Conutnc sevce hepedpowe the indn econom to 9%economc gowth beoe the gobnnc c tuck t e.

some o the top executve e gowng competton om Chnnd e mkng nvetment noutoucng cpbte thee.

recent, Wpo opened gobdeve cente n Chengdu, nddton to ct n shngh.The cente w oe evce o mnuctung, bnkng, nncevce nd nunce ndute.it w hve expete n Engh,Chnee nd Jpnee.

Genpct opete bune po-

ce evce cente n the Chneecte o Chngchun, Dn ndshngh.

But epot b WBs, comm-oned b Cognznt, the gobconutng nd technoog goup,pedcted tht the e o Chn’e mtue ndut w omued. “Chn w emege ntentve, though t w tugge tocheve ce n weten Euopennd Noth amecn mket,” theepot d.

in Oh, one o the epot’utho nd octe eow tWBs nd the london schoo o Economc Outoucng Unt, dind woud mntn t ed o t et 15 e t top com-pne hd etbhed gobootpnt.

“ind not powehouebecue t chep but becue t mt. Tht’ not the me wthChn,” Oh d. “We don’t eeChnee vendo emegng to bepowehoue.”

MONGOlia et to open tt mjo iT outoucng cente

wth ind’ hep.Whe the two counte e

wokng togethe n numbe o ed, iT one n whch the hvecoe coboton, the count’envo d.

Mongo n ambdo Voohov Enkhbod d n nntevew to iaNs: “We do hveBPO, but wth ind’ hep wee gong to et up mjo iT outoucng cente ve oon. Th one o the mn cobotontht Mongo nd ind h nthe iT ecto.”

One o thoe coboton, En-khbod d, w the ettng up o n ind-Mongo iT choo thee ew e bck. “about ou tove e bck n ind-MongoiT choo w etbhed n Mon-

go wth the indn govenment’hep. int the t thee w

tned b indn expet, but nowwe e on ou own,” he d.

in ode to bud the own ko tht the cn uthe deveopthe iT ecto n the count, gowng numbe o Mongonoungte e mkng w toind – epec to Bngoe – topuue hghe tude n the ed.

Wth coe to 400 iT compne,Bngoe oten ced the iT cpt o ind, hboung vecomopotn poputon.

“Mongon tudent hve ongbeen comng to ind to puuehghe tude. Th e moethn 500 tudent cme hee o tht pupoe. Whe ome went toPune nd Deh, mn hve goneto Bngoe to tud nomtontechnoog,” Enkhbod tod iaNs.

‘ida ll

rmao op’

Mogola o up itO hu

India is not a powerhouse because it is cheap but because it is smart.That’s

not the same withChina.”

– Oshri

Mongolian students have long beencomingto Indiato pursue

higher studies.This year

more

than 500 studentscame herefor that

purpose.”



January-February 2010 | Outsourcing | 11

news bits | Outsourcing

a NEW po h pedcted thtmoe compne w tt to ue iT outoucng n the comng e.

reech ced out b evce

compn PcewtehoueCoope(PwC) ked 514 outoucngpovde n 50 counte bouthow the expect the ndut topeom n the utue.

The m expect demnd o iT outoucng ke to gown n thenext 18 to 36 month, epec ne uch contct cente ndbune poce mngement,wth mn ed ncengt numbe nd nvetng nnew evce.

in ddton, the tud ug-geted thee evdence tht thepoput o ne-oucng, o

ung povde whch e bedcoe to them, ke to gow n

the utue.D Che ad, mngng

decto o PwC, d: “Gowngcompetton h tnomed the

outoucng ndut nto gobce o mket he.”lt e’ advo nd Bu-

ne/iT sevce Povde Puesuve, pubhed b EquTe,eveed tht thee-qute o iT outoucng povde hve eenthe new de ppene gow.

UK’s Nationa hat Srvics

(NhS) as bn sammd forspndin around £1 miion(US$1.6m) on outsourcin toconsutants, accordin to tExpress.

hat cifs at NhSManchester came under refrom patints and MPs for tspnd, wic wnt towardsxprts advisin tm on ow to

sav cas, as t oranisation is

facin an £18 miion (US$29.3m)dbt. NhS Mancstr rcntyntrd into a 10-mont contractwit KPMg.

laura Robrts, NhSMancstr cif xcutiv, todt Express: “It’s important tatvry opportunity to improvquality and reduce inefciency istakn.”

AVAYA, a businss communicationssystms, company announcd tsuccessful completion of its acquisitionof Nort entrpris Soutions (NeS).

T addition of NeS furtr nancs Avaya’s stratic position in providinbusinss communications soutions andsrvics for ntrpris customrs. Tacquisition gives the company addedsca, rsourcs and xprtis to divra portfoio of soutions and srvics

around t ob.“T

comption of this acquisition

rprsntsanotrmajor stp in

Avaya’s voution and rowt in tcommunications industry,” said KvinJ. Knndy, prsidnt and CeO, Avaya. “Avaya and Nort entrprisSoutions sar a common vision fort futur of businss communications.By combinin our compmntarytcnooy portfoios, dp industryspecic domain expertise, salescanns and customr bass, tnew Avaya will redene businesscommunications and p customrs to

rduc costs, simpify oprations andincras tir businss aiity.” As a result of the acquisition, Avaya

will benet from an expanded partnercosystm, a broadr portfoio, annancd customr bas, and aratr abiity to compt obay. Tcompany aso wi xtnd rationsipswit systm intrators and srvicprovidrs wo srv t ntrprismarkt.

Approximaty 6,000 NeS mpoysav joind Avaya, incudin 25 topmanars. Jo hackny, prviousyprsidnt, Nort entrpris Soutions, joins t Avaya excutiv Committ

as snior vic prsidnt and prsidnt, Avaya govrnmnt Soutions and Data.

SONY Corporation wi outsourc a partof t uman rsourcs and accountinopration srvics of Sony and crtain of its subsidiaris in Japan (coctivy, Sonygroup in Japan) to IBM Japan.

In connction wit tis, Sony, IBM Japanand Manpowr Japan Co., ltd ar oin tost up a joint vntur cad human Capita Associats Co., ltd.

T joint vntur wi b formd byspittin a part of t uman rsourcssrvic oprations from Sony humanCapita Corporation, wic currnty

undrtaks uman rsourcs srvic,businss trav and insuranc oprationsmainy for Sony group in Japan.

IBM Japan wi od a 60% stak int joint vntur, witManpowr Japan andSony ac controin a20% stak.

Sony says it is undrtakin stpson a oba sca to xcut structuratransformation to achieve protabilityimprovmnt and optimis businssprocsss. Sony mad t dcision to

outsourc a part of its businss procsssas a part of ts initiativs. And troutis partnrsip wit IBM Japan, Sonyintends to further improve the efciency

of its oprations andaccrat its transformationinitiativs.

IBM Japan wi provid itsuman rsourcs and accountin oprationsrvics to Sony group in Japan usin tnw joint vntur as its bas in Japan andIBM goba Divry Cntr in Daian, Cinaas its bas outsid Japan.

soy look o bg blu

Avaya comptsacquisition of Nortelentrpris Soutions

Furhr grohfor it ouourcg

Growing competition has transformed theoutsourcing industry

into a global race for market share.”

NHS under re for outsourcing spend




Outsourcing | InsIghts

The irsT tm i cam aco Knowl-dg Poc Outoucng (KPO) waoon at t Y2K. intally oda a oluton o mpovng clntpoc t quckly gw to bcoman ana o nnovatv tnknguppot.

intally i wa a bt tunnd totnk tat an oganaton wo adjut t y on a clnt’ applcatonong could pobly o man-ngul uggton. utmo, owcould outouc wo ad tuggldwt udmntay mplmntatonnow b capabl to b an nnovatonoutlt?

rluctantly i lad my ta-ton and caully condd tatpobly a mpatal xamna-ton mgt pobl lp to bng nwl nto old way o dong bun.Lngng owv wa t dplo-abl and otn aggd lvl o qualtydlvd up t advnt o 01/01/00.T l tan tlla pomancad quton wt nnovatvtnkng and poc optmatoncould uccully b od andpomotd.

Wat w av com to al,om to aly omatv ya,

tat uccul KPO ngagmntld on matu knowldg dvlop-mnt (on t pat o uppl andbuy) and a omd bond n t n-gagmnt latonp. Compantat av attmptd KPO wtoutt undamntal apct avxpncd v and damagngdappontmnt.

KPO, aldd a t 3d gna-ton n outouc voluton, a nown a ugnc o ntt. Wluld by t tngtnng o buy/uppl laton t a alo bnt ult o a ducd ac andnnovaton outlt. T tong

latonp and galvand mu-tual commtmnt av vd a aoundaton o ctv KPO.

Unlk vc bad outoucngactvt lk iTO o BPO, KPO com-mand a dcv tut latonp.Wtout tut and ddcatd commt-mnt KPO man nctv andxtmly ky o global oucngbuy. in to aly KPO yauppl w otn luctant too mpovmnt uggton nct would ult n a ducton nopatng vnu.

Today makng gt uggtonnot only ut cytall t -latonp btwn buy/upplbut t a bcom commonplaco bnt ang lmnt to bcontand n opatng contact. o mla aon uppl av otn

KPO i all abouiovaio

supplier aveofe refraied fromofering innovationice i a beeviewed a i isomething outsideof e cope of ecoraced ervice.




InsIghts | Outsourcing

and om ong nnovatonnc t a bn vwd tat t omtng outd o t cop o t contactd vc. Buy wouldcontntly u to accpt nnova-ton attmpt a t appad a auppl dvn ncoacmnt on topatng contact. innovaton andpoc mpovmnt mpotantto buy n od to duc cotand povd backnd cncy.Wn bnt ang mploydt compnat outouc o t good wok wll nulatng tmom ultng vnu du to wokducton. evyon appa to wn

wn oluton a povdd andmutual condaton appopatappld.

T owv k aocatdwt KPO. Dcon mad aboutducton n ot may fct wllopatonally but at t am tmt may duc contuctv tnk-ng and ntoduc a compomn contol tat lt uncckd canndang t clnt’ opaton. inod to duc t al azad com-mandng govnanc by t clnt/buy ntal. T qualcatono t ovgt mut b at t g-

t lvl pobl bot n tm o autoty and xpnc. Lk tKPO povd wo utl t bt-o-t-bt om t opaton,t clnt mut utl t bt o ta ouc to mtgat k and tonu ound KPO dlvy. Addton-ally, all KPO ult qu n dptxamnaton dung ntm dlvyand wn pntd n nal om.Bcau t dpt o contnt can bgncant ongong ntacton vwd a ntal.

KPO mo tan jut pocdvlopmnt, mpovmnt andnnovaton – t can alo nvolv

a vaty o unboundd puutangng om gnal ndutalac to uvy and analytcpojct. T oon o nttutonalac tablmnt a caudcompan to al tat ty an nd o t vtal uppotngvc. rac and latd ca-nal cnc a ncay n od to nvnt bun o pomoton o long-tm oganc gowt. howv t abandonmnt o t plla o tudy a not wtout cot and at atm wn t conomy contnu tofound, t KPO opton a bcomncang attactv.

A all povd ady to tak ont callng and t oppotuntpntd by KPO? T anw undoubtdly NO. Mot outoucan’t ady to tak on t dlvy o

KPO vc. T nablt maylct wak/waknd vablty,nadquat dlvy capablt o bot. Only compan wo avad long tandng tack cod,ubtantal tablty and ntllctualdpt wtn t ank would bcondd tong noug to takon t callng o KPO.

T man tat KPO wll bod by outouc wt a longtack cod and om matu ma-

kt gon lk inda. howv tz o county and company wllav lttl ct to wo o KPO latd vc. KPO notabout z, t about knowldg,xpnc and tut. T gatnw o naton tat don’t av zn numb but a wll ducatd,xpncd and known o t ntllctual ablt.

Wt t count may blocatd n eatn euop (uc a

ByJerry E.Dura

KPO i owiouchallengesa i relaeto becomingeabliedand rmlycreating aervice wicoiuedgrowthpoeial.

“KPO is not about size, it is about knowledge,experience and trust. This is great news for nations that don’t have size in numbers but are well educated,experienced and known for their intellectual abilities.”





rua o t Czc rpublc) o acompan locatd na unvtn Canada o Autala, t pobl-ty o bcomng a global KPO play t. som av pdctd tatacadmc ac communtn t UK, sout Aca, sngapo,iland and ial may now mgto bcom t nxt inda n t KPOana. Dpt t buy ocu ontong labou abtag KPO, wt tg pcng, man o ntt.T xbt (right) ow w KPOt n t outouc ood can.

T conomc not only fctt cot aocatd wt kll lvlo KPO poonal but alo tat a dvn n lag pat bylow dmand volum and g pot magn potntal. T povdaddton uppot o al obva-ton latv to t clam tat KPOcontnu to povd a ouc o ottng vnu ducton a adct ult o poc cncympovmnt.

BUYERs BEWAREhowv, on mut alway valuatt tngt o t latonpagant t motvaton o t vcpovd. suppl wo pz monyov latonp may nnclyo KPO vc. Otn t amly an xtnon o pnt

wok aound any ac wok tocontol undng and outcom.

rac and nnovaton donwt bun ntt n mnd. Tman tat many o t tadtonalpojct contol mcanm wll butld. T may nclud tmboxng, pog concl anddynamc wok plan would b gn-at al-tm nomaton tat can bactd upon ponvly.

T allow bot t buy anduppl to undtand t acdynamc tat a takng plac and

t told on pog. At tam tm w wll abl to maut valu to cot commtmnt -latonp mad tu a. Ungt nomaton buy can makmmdat nomd dcon aboutcaptald and unk cot latv tot potntal valu poducd by tKPO ngagmnt.

Wat knd o tng can KPOo byond poc mpovmntand ndutal ac? som o tnttng and mgng typ o KPO ngagmnt nvolv:• ProcessAnalysis/Improvement• InvestmentResearch• BusinessResearch• TechnicalResearch• Animation&Design• CreativeEngineering(extension

o pcptv iTO)

ong, but wn labld a KPOt allow t uppl to commanda g pc. Pcng and vcdntaton mut man und ongong cutny.

how can on contol cot wlncouagng nnovaton tat at potntal to poduc a alabloutcom o bun oppotunty?T ot anw tat unlk BPOo iTO, KPO wll nv bcom acommodty buy. howv, a a buy (o uppl) w mut plac am-

Laeeimaesuggest thatthe globalKPO marke iabou Us$17billio (2010),wi e Idiashare reectinga signicantporio a Us$12billio.

Knowledge Based

Decision Support

Industry Specific Services

Transaction Based

Multi-channel Contact Centre

Voice Based (Outbound)

Voice Based (Inbound)

STRATEGIC

TACTICAL

Low Volume Low L o w

M a r g i n s

H i g h





• PharmaceuticalsandBiotechnol-ogy

• MedicalServices• WritingandContentDevelop-

mnt

• MarketResearch• Data&Financialanalytics• IntellectualProperty(IP)Re-

ac• LegalProcessServices• NetworkManagement• KnowledgeTechnologies• Training&Consultancy

Bot buy and uppl otnav a dcult tm tyng to un-dtand wat conttut a KPOngagmnt. T lack o a omddnton povd t potntal o poducng nfatd at o vcold a KPO wn n act ty mayb t low cot iTO o BPO latdvc. i w attmpt to dn KPOa non-commodty nnovaton,pactcd by klld and xpncpoonal, and don n a gn/ aon t may lp to contolovll.

Ung t mpl dnton wcan paat nnovaton vcom xtnon to xtng o-ng.

so w do KPO go om and ow tong t ugnc?W a ng ntn ntt nopatonal KPO uoundng bu-

n ntllgnc (Bi) and ntpouc plannng (erP) actvt.T two cto nvolv ct-

cal dcon-makng, opatonalcultualaton and polcy ttng. it mo tan ollowng pcondtonn t aa, t nvolv a ntmatdundtandng o oganatonalbavou and boad tnd acondutal dcpln.

howv, ntt n’t bunand can only b vwd a t ttp towad t potntal utandmgnc o a makt ong. KPO not wtout callng a t latto bcomng tabld and mly

catng a vc wt contnudgowt potntal.

Wl almot all outouc vctyp av ad gncant utandgowt, KPO a bn vd andomwat gv dung t p-nt conomc pod. A llutatdKPO gowt condably low tan n ot outoucng vcaa. Wl v pnt nttxt t adopton at contnuto fct a dg o taton. Algt amount o KPO oon aoccud o mga KPO dal wlmall commtmnt av owngncant ducton n KPO dun lag pat to cunt conomccondton. T quton wll tbound?

it alway a gu wn t comto ow bg a makt wll bcom.

Otn pojcton a om vnutmaton and t can b kwd

by t lack o pc qualcatono wat pnt a KPO vnutam.

Latt tmat uggt tat tglobal KPO makt about Us$17 bl-lon (2010) wt inda a fctnga gncant poton at Us$12 bllon.Wat w know t KPO, dungt lat 6 ya, a gown. Wt caud by a clacaton o vc(to tmulat makt ntt) o tult o tu nnovaton bad wokntt man tong. Wat lctan wt t dmand canb utand and wat mgt b nxtn t tng o vnt tat uoundKPO ong.

Wll t b a contnud dom-nanc o indan povd n KPO o wll a nw inda mg lw?

Only tm wll tll wt KPO

wll man a nc o bcom autand vc. On mut xpct

tat t wll b ntt, wt motvatd by bun do a a placmnt o n-novaton lot.

KPO volvngand a addtonalcompan mak uo t vc xpcttat mo cang wlloccu.

Jerry Durant serves as Chair-man Emeritus (founder) for The International Institutefor Outsource Management,a trade organisation dedicated to the assessment, development,and guidance of outsource service providers in the ITO, BPO, Call Centre and KPO domain areas.

Expected Growth in Global BPO and KPO Markets (2003-2010)

Size (US$ billion)CAGR (KPO) = 45 %

CAGR (BPO) = 26%

FY 2003 FY 2010

60

50

40

30

20

10

0

BPO KPO

Source: Evalueserve Analysis

Enterprises(US$3b or more revenue)

Midmarket Organisations(US$750m to US$3b revenue)

Application outsourcing

IT infrastructure outsourcing

Finance and accounting outsourcing

Human resources outsourcing

Procurement outsourcing

Industry-specific outsourcing

Call centre outsourcing

KPO/analytics

100% 100%

Will start outsourcing Likely to increase Likely to decrease No change

9% 41% 10% 39%

7% 37% 7% 49%

17% 36% 5% 42%

12% 22% 5% 61%

5% 20% 5% 71%

5% 20% 7% 68%

5% 22% 7% 66%

10% 15% 7% 68%

8% 41% 18% 33%

3% 41% 18% 38%

9% 23% 14% 55%

9% 9% 23% 59%

2% 18% 18% 61%

3% 18% 18% 61%

3% 23% 18% 56%

5% 18% 23% 55%

Below ... Ulikeervice-baedoutsourcingaciviie likeItO or BPO,

KPO commada deciive rurelaioip.




Outsourcing | Cover Story




Cover Story | Outsourcing

ByS vs

In the busiss world, idas ara a dim a doz. I dos’ mamuc o av a ida ulss youav gus ad kow-ow o ura brig spark io ralisic goals.Jus ask Bob Cua, oudr adCeO o railblazig Puls Group Plc,ad will ll you a a succssulrprur mus av r i blly ad visio i mid.

Wi wa sard as a simplbusiss pla scribbld o a apkiovr a w driks, Puls Group asgrow laps ad bouds i mrv yars rom a small sar-up o a

ladig Rsarc Procss Ousourcig(RPO) compay oday, srvicig mark rsarc idusry globally.

Bsids is opraios ub iKuala Lumpur – Puls, a publiclyquod compay o Lodo’s PLUSmarks, currly opras rgioalocs i nw York, Lodo, Sydy,nw Dli ad Sigapor.

the brandPuls is idd a cacy am or arsarc ou w’v go o admi.Cua xplais: “t am ‘Puls’is a ral simpl dscripio owards

wa w do, wa w sad or, adwa w op o aciv – basicallyi’s our DnA. As w dal wii mark rsarc spr, ‘puls’o o’s commuiy, arg audicor brad is rally wa brad ow-

rs ar skig o udrsad ad

capialis o.“Our brad am ad bradpromis is a crucial ass o our grow ad succss, ad c iis ky a w coiu o sura i piomiss vryig aboubrigig smar ad ci rsarcsoluios o our clis. Our gradscm is o pu a ‘Puls’ i all sors o rsarc, aywr ad vrywraroud world.”

Bor s up o Puls Groupi 2005 as a small sar-up – Cuacu is workig wi likso nils ad tnS aroud glob,iovaig ad acclraig ir

ors o lvragig cology odlivr smarr, asr ad mor cosci rsarc o is clis.

havig graduad rom busissscool quippd wi bo a col-ogy ad busiss major, was aprim arg o suc rsarc giaswo wr ampig o mak sso ir ad lvrag wcologis.

Ar svral yars o workigaroud world wi bs adbrigs o idusry, oicda gra opporuiy a prsdisl basd o Asia’s asciaio,adopio ad cosumpio o ir.

h addd: “Bsids, si o-wards w daa collcio mas wasmovig away rom covioal‘ac o ac’ or ‘lpo’ mods.

Also, I saw a big opporuiy or my

idas as clis wr drivig agciso xprim wi mor progrssivmas o gagig wi asvolvig cosumr.”

Potential & growthCua ormd Puls i May o 2005as a sar-up, ad broug i publico Lodo’s PLUS mark 33 moslar.

Obviously, w you grow ais rapid pac, o o biggscallgs is “maagig grow”.h said: “W wr always cosciouso ow as w wr movig, adow muc w could pus i o

dg wiou pars o our busisssarig o vibra, ad poiallydroppig o. Forualy, w wras aggrssiv as w wr prud,ad maagd o sp o brakswvr somig was o brik o implodig.

“I as b a xilaraigjoury so ar, ad I suspc willcoiu o b, movig io xpas o our grow.”

Wa maks Puls ick? “Wll,I ik i’s a variy o acors aav mad us dir,” rspodsCua, wo was oourd wi prsigious ers & Youg emrg-ig erprur o Yar Awardi 2008. “O o i is irs movr advaag – abiliy o idiyad mov io ass growigrgio, w ors wr ocusd

b Cu: t pus Pus

Our brand name and brand promise is

a crucial asset to our growth and success.”




Outsourcing | Cover Story

o primarily US ad europamarks.

“Scodly, w ar abl o lvrago cology, a srog brad, adypr grow modl, allowig uso scal vry quickly. tirdly, is

popl acor – w sur aracigad irig A-playrs, wo av allcoribud o our sigica growo our orgaisaio globally.

“Las bu o las, our cosciouspus or rprurial culur i workplac is o o our srgs.A culur o iovaio, qualiy,urgcy, opporuiy, ad igriyrvrbras rougou our orgai-saio.”

t global mark rsarc sg-m is wor a saggrig US$32billio (2008), wi 14% o pirprsd by Asia Pacic alo.I rvu rom or orms o ou-

sourcig suc as KPO ad osorigis cosidrd, w may b lookig a avalu o US$10 billio i is rgio.Idd, a ug mark or compaislik Puls o capialis o.

I rms o gograpy, ou-’s curr clis ar qually spliamogs US, eU ad Asia-Pacicrgios. From a vrical sadpoi,Puls Group srvics or rsarcprocss ousourcig providrs, mdiaagcis, as wll as global markrsarc agcis. t irm alsopowrs rsarc gagms or a larg proporio o Foru 500

compais globally.

CloSer to homeCua is vry proud o ac aPuls Group is o o slc wMalaysia compais wo ar mak-ig wavs a global lvl.

h said: “W’r proud o avbuil irs Malaysia rsarcsrvics compay, wic is owruly a iraioal brad. Wsudid various opios w wsard busiss, ad Malaysiawi our MSC Malaysia bs, aswll as al pool ad busisssrucur a w could lvrag o

rprsd a srog busiss casor ivsig ad adquarrigour busiss r.

“O a mor sls ad parioico, our oudrs ar all Malaysia,ad w l a i was xrmly im-pora o ivs i our ow coury,dvlop is al, coribu backi as may ways possibl, ad ovually build a global Malaysiabrad. I’m csaic a w maagdo aciv all o abov ad ocagai pu Malaysia o map.”

Wil aio as somproblms wi scalabiliy o ablow-valu-ig-volum jobs, KPObusiss, suc as Puls Group,sms o b idal busiss modlo mula. Sragly, r smso b dar o qualiy local KPOcompais.

Cua agrs o is poi, sayig:“I bliv is is somwa ru.Malaysia’s iiial objciv wiiMSC Malaysia SSO (sard srvicsousourcig) or xampl was oarac FDI by aracig larg

MnCs o coury, o ivs iglobal osorig ubs ad ccraig jobs ad kowldg rasr ad ors.

“Wil is as b somwasuccssul, i as o cssarilyboosd local iovaio, or DDI(domsic dirc ivsm) as mucas w’d likd. t pus owards amor lucraiv KPO valu-cai is agood dircio o ad i, movig usou o lowr-lvl commodiisdousourcig ir wr compiioamogs Idia, Cia ad Pilip-pis is rlaivly rc.

“t mov owards mor spcial-

isd KPO xpris, owvr, will pua urr srai o al, maily ispcialy skills as opposd o volum.tis is idd a mai callg, ado a may ak a wil o addrsssould w o coos a w spcicaras wr w ik w ca prormwll, ad corr is ic quickly.”

I is obvious a qualiy o alcoms rom qualiy o ducaiosysm. Cua srogly blivs ao sar big compiiv o a globalplayig ild, coury dso av a eglis mdium irso all, coupld wi a srog pus

owards cical lds o scicad mas.h said a rprurial cosys-

m a ururs al also lpso dvlop a culur o iovaioad craiviy, bo vry alyigrdis owards dvlopig askilld workorc, as wll sudsa poially dvlop ladig dgcology, pas, ad poially x wav o Googls ad Fac-books. Cua addd: “Couris likCia, Idia, Sigapor ad orsall av vry solid ducaio sysmsproducig o jus qualiy, buquaiy o kowldg workrs a

ar makig m cologypowrouss o omorrow.”

nolss, uassumig Sa-baa sill blivs a couryas a vry srog valu proposiio o world, bo i rms o gograpiclocaio, cos ad cology adva-ags. h said: “t MSC Malaysiaiiiaiv ad govrm pus asalso coiud o sparad a igr lvl o succss, aloug r is silla lo o b do.

“Malaysia SSO compais arsill rlaivly small, uspcialisd,ad ukow. I w ca succssullymov up valu-cai owardsKPO, grow solid brads, scalablcompais, capabl CeOs, ad asady fow o igly skilld alpool, I do’ s ay raso wy wwo’ b abl o succd.”




Cover Story | Outsourcing

Outsourcing magazine: How has the current economy impacted the Pulse business?Bob Chua: 2009 was indeed a very tough year for both theadvertising and research industries alike (both highly co-related). The larger players suffered the most, consolidating andrestructuring under the heavy weight of their high cost structure,and inability to maneuver through the rough patches as quicklyas the smaller guys.

Since most of our clients, and their end-clients were facing arough time, it was no surprise that our business was eventuallyaffected. The automotive and nancial sector verticals werehit badly, while our European and US business had a slightimpact. On the bright side however, Asia grew signicantly, andour aggressive client acquisition initiatives paid off in a big way.Clients realise the strong value of online research, and the manycost and time efciencies that go with it.

We recently announced our nancial results that coincidedwith the worst of the recessions, and were happy to announcehealthy growth.

Any heroes in business you look up to? I admire all of our local entrepreneurs who have successfullybuilt global Malaysian brands and great companies, such as Tony Fernandes, Robert Kuok, Jimmy Choo, Francis Yeoh andothers.

“Having said that, I have always been inspired by my owngrandfather … a very successful entrepreneur in his day, andsomeone that has been instrumental to my own success. A realhero in my books!

Due to the nature of your global business, we reckon that

you spend lots of time traveling. How do you balance your family life with the corporate one? There’s no doubt that running a global business is indeedchallenging, and now that we’re a public company in the UK,makes it all the more interesting. I have always however beenvery balanced, grounded, and pragmatic about keeping ahealthy and balanced lifestyle. I prioritise time very carefully,allowing me to ‘hyperfocus’ on my business, as well as myfamily, friends, and personal interests. It’s extremely important todo all of them well, and I always strive to do the best as a CEO,entrepreneur, husband and father.

We understand that you are an avid tennis player – whatlessons have you learned on the court that can beapplied to business?I play quite a lot of sports in fact – tennis, golf, sailing and

others. And I also love more strategic games such as chess – allof which contribute towards my characteristics in business.

Similar to tennis, I think succeeding in business is all aboutcontrol and mental strength – knowing when to push hard,focusing on your opponent’s weaknesses, and having strongdetermination and stamina to end up a winner.

Golf is more a perfectionist and focused game, aiming for avery challenging end-result, with tremendous obstacles alongthe way. Picking the best clubs and managing the course is notdissimilar to leveraging the best minds in your organisation, andunderstanding your business landscape well, without takingunnecessary risks.

The sailing elements are about pushing myself to extremes,and driving oneself to both mental and physical limits. It isimportant to be fearless at times, and to have a strong belief inyourself and your abilities.

Lastly, chess is more of a strategic game, calculating all of the probabilities and possibilities of your opponents next moves,while simulating winning outcomes. All in all, it is important to begentlemanly, competitive, have good sportsmanship, and playthe game well.

tk s:Ceo Spks




Outsourcing | AnAlysis

Review th statmnts by th lad-rshp tams at to comparabllarg MNC organsatons. i your sta had to dcd hch organsa-ton to ork or hr ould thynst th nxt yars o thr carr?

leadehp vewat Cmpa A:“A big company such as ours is based on certain established systems, policies

Ceatga egaged

wceand procedures. If we train all our staff on process improvement concepts and they start questioning the way work is done then we will have chaos reigningeverywhere. Employees will tear downthe fabric of our organisation and wewill cease to exist.”

leadehp vewat Cmpa B:“The job of our employees is to improve the process of providing quality

products and services to our customers.Team supervisors have to spend 90%of their time reviewing the processes and improving it on an ongoing basis and only 10% of their time performingthe job and vice versa for the teammembers.

“We get concerned when the staff stops reporting problems in their work area. It can only mean two things.One is, either our process has reached a higher level of process maturity and

Bad for the boat … Degagedstaf are like thehdde pat a cebeg thatwill eventually thegaatlike the Titanic.

By Aditya Bhalla




AnAlysis | Outsourcing

it is time to raise the performancebenchmarks, or the other is people arehiding problems from management.”

exprncd managrs ouldha ncountrd th abo stat-mnts n on orm or th othr nthr prossonal ltm and ouldnot b surprsd to dscor hch o

th to organsatons ll ha morngagd sta consumd by th allsrng passon to dlr supror customr src.

Th rcnt conomc slodon(surprsngly not all Country manag-rs agr th th us o rcssonto dscrb thr conomy) hasprodd organsatons th ytanothr opportunty to r andupdat many xstng practcs tomrg strongr onc th rsurgnchappns.

On o th practcs rlats tokpng mploys motonallyngagd th th organsaton andthr ork. Dsngagd sta ar lkth hddn part o an cbrg thatll ntually snk th organsatonlk th Titanic . it s not a quston o “hthr” but by “hn”.

THE siGnsit s not too dfcult to spot th sgnsand symptoms o a dsngagdorkorc.

1. Management by objectivesa. Managmnt rs pror-manc by numbrs rportd ondashboards.

b. As a cultur, t s not consdrdmportant to r th mans usdto ach th numbrs as long asth numbrs ar mt.c. it s also not uncommon to fndsnor managmnt lackng thhands-on prspct o ho orkgts don at th sta ll.

2. Extreme phobia o ailure a. Dsngagd sta ar undr x-trm prssur to mt prormancnormsb. Popl crng at th mnton o th ord “problm” to dscrb anystuatonc. Gn th managmnt’s lack o nsght nto th opratonal aspct,balancd scorcard targts ar st tonsur that no on als or alursar attrbutd to actors byond

rasonabl control.d. Snor managmnt s rustratdto fnd all dashboard numbrs mt-ng or xcdng targts and ytbusnss not grong at th dsrdpac or customrs stll unhappyth th company.

3. Disconnected silos and tur

warsa. Th crat nrgs o sta arspnt fghtng or a bggr shar o th xstng p (budgts) rathr than xpandng th sz o th p(rnu).

4. Creating waste to fght wastea. Snc managmnt lacks thnsghts on th opratonal aspctsthy nd up undr-lragng thr rsourcs.b. On common scnaro s thcraton o spcalsd tams/dpartmnts or n outsourcdcompans ngagd n ork thatshould not xst n th frst plac.c. For xampl fnancal spcal-sts prormng manual rconcla-ton o fnancal transacton rrorsas a rgular actty rathr than

Mindset beforeToolset … Staf must developtgeskills tosystematicallythink throughthe problemsathe tha

mechanicallyapplying tools hghe decomplexity.

Creating anengaged

workforcewill require a sustained and

integrated effort in multiple

dimensions.




EnGAGED WorkforCETo THE forECratng an ngagd orkorc llrqur a sustand and ntgratdort n multpl dmnsons (refer image, right).

1. Strategic Growth Frameworka. Ths part o th trad s hrmost o th nrgs ar currntlyspnt by managmnt.b. what nds ocus s algnng thothr to dmnsons to th stratgcgroth objcts.

2. Operational Excellence Frameworka. Ths part o th trad also hasrasonabl ocus rom manag-mnt.b. Som gltchs that nd to brond out ar

. Mndst bor Toolst: Sta to dlop strongr sklls to systmatcally thnk through th problmsrathr than mchancally applyngtools o hghr ordr complxty.

gs o r a – s ra g c groand opratonal xcllnc.

ConClusionThos ho al to larn rom hstory

ar condmnd to rpat t. whlconomsts ar tryng to dscor thmssd lssons rom th past cyclcalconomc slodons t s also anopportunty or snor managmntto r and updat th currntpractcs.

Tappng nto th undrlyngpotntal o human rsourcs s onxctng journy atng to happn.Th quston s ll gt t rghtths tm?

Aditya Bhalla is Practice Manager withQAI Innovation Practice consultingclients on product and process design.He is also the President of TRIZ As-sociation of Asia and member of ASQ, Altshuller Institute USA. He can becontacted at [email protected]

. Mans Mor important Thanth Rsults: Rng th procsso arrng at th mprod pror-manc to nsur sustanablty o rsults.

3. HR Maturity Frameworka. Currntly ths sms to b thakst part o th trad and notully ntgratd th th othr todmnsons.b. Dfnng th ramork or bor-rong practcs rom stablshdramorks lk PCMM (PoplCapablty Maturty Modl) llhlp crat th strong oundaton

The ecetcmclowdown

ha pvdedgaat

wth et athepportunity

t evewand updatemany existingpactce

t emegege ce

the resurgencehappens.

Outsourcing | AnAlysis



ByDrAlanG.Downe

January‐February2010|Outsourcing|23

UPPERISCOPE|Outsourcing

ECONOMIC recovery. The phrasesounds pretty darn nice, doesn’tit? And after the horrible year thatjust ended, there’s probably not anoutsourcing person around whohasn’t included it as an item on their New Year’s wish-list.

Well, folks, there is a ray of hopeon the horizon. Some early signals

are flickering to suggest that thecurrent downturn – the longesteconomic crisis in the United Statessince the Great Depression and atwo-year monkey on the backs of global markets – may finally bedrawing to a fragile close.

At this point, we seem to haveavoided the feared collapse of globalfinancial systems and, in the lastquarter of 2009, most major econo-mies moved from contraction toexpansion for the first time in over ayear. December job growth statisticsfrom the US have been encourag-

ing. There have been optimisticstatements, in advance of London’supcoming IBDG European IT Direc-tors Annual Strategy Meeting, thatinfotech sectors are limping back tonormalcy. And the InternationalAssociation of Outsourcing Profes-sionals (IAOP) just predicted that aflurry of delayed outsourcing dealsis expected to get the green light andstart moving quickly through sourc-ing and RFP stages early in 2010.

A high dose of caution is still inorder, though. As promisingly as weall want to interpret these indica-tors, the economy remains shaky.

According to Dr. Heidi Shierholzof the Economic Policy Institute inWashington DC there is “finallysome healing in the labour market,as indicated by both the increasein hours and mostly steady payrollemployment”.

He said: “Unemployment, how-ever, is expected to continue on anupward trend until we start addingjobs, in a healthy way, which willlikely not happen until next springor summer.”

Burton Crapps is Managing Di-rector of the Atlanta-based PurlieuSolutions Group and has spent his

last 20 years working in just aboutevery global software services andBPO niche there is. He agrees with Dr.Shierholz: “From a global viewpoint,indeed, Q4/2009 has been fragile in

recovery at best, and non-existentin many global and market sec-tors. The news from the US of 10%employment simply does not reflectthe reality of the situation, where infact more than 20% of the workforceare without work, or are working for subsistence-level compensation and

simply not recovering.”And even if, or when, the effectsof an improved economic forecastbegin to impact on outsourcingbusiness, players will find a lot haschanged. Continuing economic un-certainty will motivate client firms

Anewyearrayofhope

to demand shorter term contracts,currency exchange protection andthe flexibility to dissolve relation-ships quickly.

Watch for lots of merger activ-ity as Outsource Service Providers(OSPs) try to ramp up for larger scaleprojects and a move up the valuechain. Belt-tightening pressures over

the last two years have undoubtedlydamaged relationships betweenOSPs and even their best clients,so current-year re-negotiations willhave to be done tenderly, with anincreased focus on rebuilding priori-ties for collaboration and value.

This last trend, according toCrapps, is not necessarily a badthing. More than ever before, hepredicts, companies will be on thelook-out for “partners that can pro-vide extra value, innovative servicesthat are outside the traditional, andcompanies with visionary leader-

ship”.He added: “2010 and beyondwill force all of us to re-think theleadership of companies, and breakout of the traditional thinking thatled to our current situation. I believethat companies must link with BPO

Crapps…‘Itwillbeimportantin2010tofindpartnersthatprovideextravalueandinnovativeservices.’

continuedonpg27




Outsourcing | Feature

ByalVshish

ServiceS globalsaton s a jou-ny and not just a dstnaton; tqus managmnt o th ntlyl – om th knowldg phas(undstandng th tu ssglobalsaton oppotunty) to thplannng phas (dlopng a s-s globalsaton oadmap) andon to th soung and managmntphass.

Th thd st o sussul glob-alss s: Adopt a lyl appoah.Sussul globalss undstandthat ths qus managmnt o th nt lyl and du dlgnom th st stp o undstand-ng wh ss globalsaton tswthn th busnss to managngosho suppl latonshps.

Many ss globalsaton nta-ts al du to lak o undstandngo ss globalsaton, pkngwong posss and th dop-o o osght on a suppl s sltdand th poss s tansd o-sho. in alty, th soung stp s

only th thd n a ual ou-stpposs that nols knowldg,plannng, soung and managng.

in od to sussully ngag thlyl poss, an ogansatonmust:1. Sha a bl that plannng andlyl managmnt s mpotantto long-tm suss. 2. Bl that a goous poss,modls, and data should ddson-makng.3. Dlop a long-tm oadmapand gonan podus to nsuadhn to th plan.

Th st phas o th ssglobalsaton lyl s knowldg.An ogansaton must undstandwhy t s globalsng ss; und-stand th dnt supply makts;undstand th dnt ssglobalsaton modls (thd-paty,apt nt, BOT, jont ntu);and undstand th sks assoatdwth ss globalsaton. it’s bnsad bo that gnoan s not ajustabl xus and that knowldgs pow. in ss globalsaton,thos adags a law.

Th knd o knowldg an o-gansaton may gan n ths phaso th ss globalsaton lylonns suppl loatons gn-ally: What a th ompttadantags o ah loaton? What

adopinglifcyclppocho globlision

jony This is the third in a seriesof excerpts from the newlypublished book by Atul Vashistha– ‘Globalisation Wisdom: The SevenSecrets of Great Globalisers.’

Which way? …How ognisionsmng isk cndmin hsccss o fil of hi nggmns.




Feature | Outsourcing

a th nts o xl-ln? What a thsks? Soung to indas no long th aoss-th-boad bst dson.Th Phlppns, o xampl, may b thoptmal loaton o allnt opatons, whlrussa may b optmalo hgh-ll atuaalanalyss.

An t undstand-ng o suppl loatons wllnol knowldg o xog-nous atos, atalyst atosand busnss nonmnts. Howogansatons manag sk andtmn th suss o alu o th ngagmnts.

Fo xampl, St Bandowzak,om Lnoo ciO, says that thlyl appoah s patulalympotant n that ompany bauso th mpotan o dung sk.“W’ adoptd th lyl ap-

poah baus w’ tyng toadally du ou sk. W ous alot on statgy, on bng n th ghtmakts o us, and thn makngsu that th’s good gonanto mnms sk.”

But an ogansaton dos notha to mbak on th knowldg-ganng poss alon (ndd, anogansaton td t would spndyas tyng to gt to th managphas o th lyl). instad,sussul globalss nlst stab-lshd, xpnd, knowldgablthd-paty adsos to hlp duatthm about supply loatons and

suppls, osho modls and thsks assoatd wth pooly planndglobalsaton ntats.

Th sond phas o th ssglobalsaton lyl s plannng– dlopng a ss globalsatonoadmap. An ogansaton mustdtmn t s ady o ssglobalsaton thn dtmn thposs t plans to globals s adyo globalsaton. Th ogansatonmust also dtmn whn ah po-ss wll go global and undstand,atulat and aount o th totalost o oshong.

Th goal o th plannng phass to answ th qustons: Why wllth ogansaton globals? Shouldt globals? What wll t globals?Whn wll t globals? in answngthos qustons, an ogansaton

ats a blupnt o ts ssglobalsaton statgy. Th ky tasksnold n aomplshng thosgoals a:• Assessingtheglobalreadiness

o unt posss wthn thpotolo

• Conductinga base-casecostanalyss

• Deningoutsourcingandglo-balsaton objts

• Conductingastrategicevalua-ton o oshong optons

• Identifyingcandidatesuppliersand loatons

• Deningatimeframe

Fst, th ompany must analysts ss globalsaton matuty.ron K at Appld Matals x-plans: “Th lyl s on aousaxs. On axs s basd on th dao globalsng th smpl untonsst, th mo omplx ons nxt,t. Anoth axs s dong thngsthat w know how to do – n thspatula as, iT, st. BPO mghtb as to do, but w don’t knowhow to do that as an ogansaton,so w a gttng th nxt. Whatoms st, what oms nxt sbasd on matuty o th posss,

matuty o th ogansaton andsponsoshp n th ogansaton.”

Somtms n whn anogansaton s ady o ssglobalsaton, ts posss a not.Th thd stp n th plannng phas– a potolo assssmnt and analyss– nols dtmnng th adnsso th posss an ogansatonwants to osho.

Whn ddng a patula

poss s sutabl o globalsaton,an ogansaton must onsd ou atos: sal, doman knowldg,matuty and omplxty.

rollng out globalsaton nta-ts n was s tal, aodngto ron K, Goup vP and ciO o Appld Matals. “Th aousomponnts that ha th potntalo globalsaton a at aynglls o matuty and thy takayng lls o tm n od toput nto pla. in som aas t taksmo tm, o xampl, to onnth lag ogansaton to globals,”h xplans.

Bandowzak, adds that t’s nota on-shot dal. “it’s not just onwa. O on wa o was. Assoon as you’ don wth th stwa, you stat all o agan.”

Takea pick …an efective

ndsndingof spplilocionswill involve

knowldgof xognosfcos,clys fcosnd bsinssenvironments.

It’s been said before that ignorance is not a justifableexcuse and that knowledge

is power. In services globalisation,those adages are law.”





Th thd phas o th ssglobalsaton lyl s soung.An ogansaton must dd thss globalsaton modl thatwll wok bst gn ts ssglobalsaton matuty, th matu-ty o ts pospt suppls andth matuty o th poss t sglobalsng. Th ogansaton mustonsd th mplatons o soungto thd-paty s pods aswll as th mplatons o buldnga apt nt.

Th goals o th soung phasa also to slt a ndo and ngo-tat a ontat that sps uls o

ngagmnt. Th ky tasks noldn aomplshng th sou phasgoals a:• Creatingrequirementsdocu-

mnts• Conductingasolutioningprocess

wth pospt suppls• Enablingsupplierstobetter

undstand th lnts busnss• Reviewingandevaluatingeach

suppl’s soluton and poposal• Conductingduediligenceand

suppotng s du dl-gn

• Negotiatingacontractwiththeght tms and ondtons

Fo sussul globalss, thsoung phas s not just aboutsltng a suppl. “Fo Fdex, t’sabout lxbl global soung

– how you ntgat fxbl apatyom th supply-sd o th oshoopatons nto you ogansaton,”says Fdex’s ciO, rob cat.

Th outh phas o th ssglobalsaton lyl s manag-mnt. Ths s a phas that s ap-plabl to not just post-ontat butplays a ol n statgy and soungtoo. Whl ah lyl stag stal, most ss globalsatonngagmnts al not baus thyw mpoply soud o planndbut baus thy w mpoplymanagd.

Th goals o th managmnt

phas nlud:1) podng ongong ontat

gonan;2) podng ongong pogamm

managmnt;3) nsung that poman s n

ln wth qualty xptatons;and

4) alsng th statgy and po-jtd bnts. Th ky tasksnold n aomplshng thosgoals a:

a) Dtmnng th pomanmpat o th tanston

b) Dnng and mplmntngposss o ssu and sk man-agmnt

) etng tanstond) Managng poman, la-

tonshps, ontats, sousand nans

3) condutng a halth hk

Sussul globalss also alsthat th knowldg, plan, managand sou phass o th lyla not dst, on-o pojts.As K xplans: “On mpotantaspt o th lyl appoah toglobalsaton s th da that tho omptny o today s thontxtual atty o tomoow.

“So w’ onstantly aluatngou ntnal ogansaton and dd-ng o tm what s stll o, what sstll alu-addd, what stll podsa omptt dntaton and -

ous ou sous on that and mothos thngs that ha old andmatud nto ontxtual attsto ou managd ss patns.And w know that’s a ontnual,olng poss, and you ha toha a modl that ognss thatand aommodats o t.”

Atul Vashistha is Chairman of Neo Advisory (formerly neoIT), a leadingmanagement consultancy since 1999,focused on independent, objective and actionable advice to enterprises that seek to transform their organisations by capitalising on services globalisation.His latest venture is BestOutsourcing- Jobs.com, an online job portal focused on outsourcing careers. He can bereached at [email protected].

Decide wisely … Somimseven when an

ognisionis dy foservices

globlision,is pocsss no.

Anorganisation must understand

the risks associated with services globalisationtoo.”




Up periscope | Outsourcing

parters that are able t see adsusta beyd the rdary adlead t ew arket areas.”

Ad, at, there’s a rp BPo

rs that’s pstg tsel t dexatly that. Brazla-based cPmBraxs s e the. The result a 2007 erger betwee cPm adBraxs, tw Brazl’s largest iT serves paes, t has averageda 25% aual grwth rate se theerger, ad has leaprgged t33rd plae the FTeh 100 rak-g tehlgy serve leaders the aal vertal ad 28th plae iAoP’s Glbal outsurg 100.

nt bad perrae r rees-sary tes. its Q4/2009 take-ver Des, a bg ver ad shaker the Brazla eterprse perr-

ae vat ad busesstellgee spheres, s ly bud tstregthe cPm Braxs’s apaty ter ull-serve e-stp shppgr BPo ad iTo serves.

Sttek ad Qual are twmexa paes that bear wathg, the rer applat-related serves, iT rastruture adstware prduts, ad the latter tat etre utsurg.

Bth have fw stly uder theradar thrugh the dsal etes, quetly buldg a preseeprarly Suth ad cetralAera. They’re w psed t

expad a teratal let basethat has already luded heavy-weghts lke ctbak, HSBc, HP,BmW ad Gm.

Ather ht rprate prspet

r the early-revery perd s A-ex Glbal Serves. Headquartered celebrat, Flrda – just utsdeorlad – wth a grwg tprt

Sutheast Asa, the mddle Eastad bth nrth ad Suth Aera.Ths ew-er s trgug tly beause ts wde rage tra-dtal utsure serve ergsbut als beause ts vatveapprah t tet aageetas a well-ruded prvs r eahdvdual let. They have reetlyladed se huge glbal paesut the gate, ad are expeted take a ajr splash the arketthrughut Q1-Q2/2010.

nte aythg abut theseoSPs? All ur are aggressvelyarketg ther plaeet ew

earshre lats the sutherlyAeras, axsg gegraphadvatages plaes lke mterrey(mex), Bues Ares (Argeta),Hereda (csta Ra), Sã Paul adR de Jaer (Brazl) … eve celebrat, Flrda.

Ths, at, sgals a gegraphsht abut whh ay bserv-ers were already wud up evebere the ey wet r a slde.Destats--he durg thepst-reess revery are -tug t sht away r 1990shtspts ida. it ly akessese. Durg a perd ragleuertaty, paes are relkely t wat t keep utsuredperats a lttle lser t he.

ida gats Tata csultayServes (TcS), isys ad Wpr

realsed ths awhle ag ad havet ly establshed theselves eergg utsurg lats Lat Aera ad Easter Eurpe,

but have ephassed hrg lalst plsh ther age eesreelg r jb lsses.

“i d at beleve that ay USrs are lkg t Suth Aerar utsurg as ppsed t ida,”sad Burt crapps. “Regrettably,we all realse that the qualty the ida BPo serves arket hasdeled reet years, ad thee dwtur has alerteday US paes t lk r al-teratves. new players lke Qualad Aex ay d that a uhredler USA arket s ready tebrae a earshrg del.”

He added: “i beleve that evethese paes hwever, ustus prvdg addtal advatve BPo serves t be able tga the larger arket-share as thepull-bak utsurg the pastsx t e ths has had re td wth value tha lat.”

mre fexble busess dels,a greater us vat, up-ad-g tredsetters ad reshutsurg destats – eve a evret ragle revery,2010 uld be a pretty extgrde.

Dr Alan G. Downe is a Senior Lecturer at Malaysia’s Universiti Teknologi PET-RONAS. He specialises in BPO and call centre strategy and operations.

Joining hands …Wath f lt f

merger activity asOutsource Service

Providers try toramp up for largerscale projects and amove up the valuehan.

from pg23





ByDr Wedell Joe

Global cmpetitin the psttw decdes hs stimuted mnycmpnies wrdwide t redesignnd reengineer intern prcesses,utsurce ck-ce unctins, ndcrete inces nd ther cper-tive retinships.

When intern tsks re sw ndunrespnsive, rms usuy turn treengineering; when the chengeis t reduce csts, utsurcing isthe typic respnse, nd whenwrd-css skis nd innvtinre required, cmpnies rm -inces nd ther crtiveretinships.

a three strtegies re intended

t cmpement existing cpiities,cmpenste r shrtges skisnd cpiities, nd increse cm-petiveness in the g mrketpce.but success is dicut, s inces,utsurcing nd reengineeringerts require trnsrmtineders wh cn nvigte the shrk-ed wters intern pitics ndmtivte pepe t emrce ndimpement chnge.

This rtice riefy discusses threerues thum t guide the decisinsnd ctins eders respnsie r mnging rgnistin chnge.

The rst is t put erts t under-

stnd the rgnistin nd pepeinvved. This seems s vius thtit shud e cmmn sense, yet it isten vited. Successu chngeegins with dignsing the reprems nd nt just the symptms.but in reity mst rgnistins dnt ike t e dignsed.

Nt ny des mjr chngeprgrmme hve high visiiity ndther chrcteristics gd trgett sht t, vrius stkehder grups tend t vid eing ssci-ted with new chnge inititive.

It is therere imprtnt r mngement t cntinuusy ightres with intern stkehders, r s sn s the chnge ert turnsits ck, ther rces wi push thergnistin ck twrd the sttusqu.

Cutur dierences re mg-niied y thse nt menty r emtiny cmmitted t the newwys ding usiness. Yet, evenpry cnceived experiments cnsucceed when pepe t evestke wnership nd dierent stke-hder grups re rught tgether t supprt ne nther. oppnents chnge re ten witing in the

wings t strike when the chngeeder is est expecting it.

Therere, the secnd rue is tsty ive. Stying ive des ntmen tht mngers vid tking stnd r ssuming sme risks r thtthe chnge eders remin ndindierent t the egitimte cncerns pepe. Hwever, it des cutintht risks shud e tken s prt

Rule of umbfor leadi cae





u strtegy nd set rgnistings tht re pprpritey timed,trgeted nd understd. Risks tkenin inrmed circumstnces usuykeep everyne ive.

besides, the mngers must styin tuch with the resns why thechnges re necessry. Eectivechnge eders ten nd pprtuni-ties in diemms, nd they usuygreet surdity with ughter, ntridicue. They hep everyne seethrugh ens tht shws cerywhy chnge is in the rgnistin’sest interests.

The third rue is t vid ghtinguphi ttes. In its rdest sense,this rue cs r pprches thtre prticiptive rther thn ut-

crtic nd pen rther thn csed,nd it emphsizes sutins thtuid upn trditin strengths ndvues. This rue presents numer crry impictins tht cudect the chices mngementmkes. These crries incude:(1) uiding resurces nd nurturing

ies;(2) viding ny ctin ne tht

cud e ccmpished mrecertiny nd esiy y tem;

(3) never rguing wht cn’t eiry wn;

(4) mking the critic vue deci-sins ere ppnents mkethem;

(5) keeping n eye n ptentidestructive rces; nd

(6) remining especiy ert r thecnstructive rces ptentiies.

Finy, ecuse pepe hve ninnte cpcity r resentment ndresistnce, s we s r jy ndsupprt, mngement must hepeveryne mintin sense direc-tin nd ptimism ut the uture.T give jy, ne must ee jy.

Dr Wendell Jones is a Professor of Man-agement and a former senior executiveat Compaq, NASDAQ, and McDonnell Douglas. He is recognised as a leadingoutsourcing practitioner, advisor and thought leader. He is the co-author of “Outsourcing Information Technology Systems & Services” – recognised as one of the best outsourcing references.The book was recently released in aChinese edition.

purpseu set gs tht repprpritey timed, trgeted ndsupprted y key stkehders.

Stying ive is s mre thnmere surviv. It s mens thtmngers vid eing trpped inthe hidden gends ther pepe.It mens ging with the fw, ndwhen necessry, swimming ginstthe tide. It mens knwing theexpecttins nd needs the em-pyees, custmers nd thers ndttempting t see the present nduture thrugh the enses thesevrius stkehder grups.

This rue s cunses the chm-pins chnge ginst se-scricen eh cuse tht cudecme their st. Therere, risksshud e tken s prt purpse-

Be wary … oppoe of cae areofe waii

i e wio rike wee caeleader i leaexpeci i.

Tread carefully … A caeleader muavoid beirapped ie iddeaeda of oer people.Culuraldiferencesare magniedby oe omeally oremoioallycommiedo e ewway of doibuie.

Effective change leaders oftenfnd opportunities in dilemmas, and they usually greet absurdity with laughter, not ridicule.





ByShi P

Benjamin Franklin sd, “B cv

to ; socb to y; wth w; d to o; y too.” myb B Fdd os how soc d woudopt th 21st ctuy. Th tt whch soc d hs vovdd spd ts ch hs t v-yo, ght o uttocops, ducto sttuts tod cbts d th coo, oog to vg th ostout o t.

Tc to Fcboo d Twtt th st o y hs upd by200% d 1500% spctvy. Tspt o soc twog wbstshs so csd ov th pst oy by 67%. Soc d s tc wh dt w (o cud) o s xchgd ogstcosus. Ths s dct (d

) dbc bout poduct,svc, dvdu, copy, ds-tto, tc.

ImPact on buSIneSSeSWhy hs soc d bco bg zy d how dos t hpcosus s w s cops?as cosus, w hv tdcyto s ou ds d y o opos d pcs bopuchsg poduct/svc. Wthth dvt o soc d, cosu-s ow hv pto wth hugudc bs to cv dbcd opos. Soc d ot oyos pto o cosus tocv d gv dbc but t soows cops to tct wthth cosus.

Fo FmCG cops dtco optos to ts dutoob cops – vyowts to ow “Wht do cosus

‘Siisi’wih shwt?” accodg to sch byns, t spt o soc t-wog wbsts out o th tot t

spt o th tt hs csdo 6% august 2008 to 17% august 2009. ( see graphic )

Cops oud th wod csg th spd o odvtsg od to ch out to wd udc shot spo t.

leveragIng on SocIalmedIamt sch dusty hs sosd th pott o soc d.rsch though soc d hpst sch cops dth sch thodoogy bsd oth gogphy tht thy tcg.Fo xp, sch though soctwog wbsts w cv hugptus o gogphs ltac Bz, agt, d

Points to ponder … Why hs

si i ifzy hws i hpsss w spis?




Feature | Outsourcing

184%1 % 128% 98% 93% 89% 75% 56% 55%

Y-o-Y percent growth on social networking site Y-o-Y percent growth on all sites

-8% -26%-11% 8% 30%-29% -10% 13% -1% 8% -47% -12%

INDUSTRY

p e r c e n t c

h a n g e

364%

812%

178%139%

40%

E n t e r

t a i n m

e n t

T r a v e l

B 2 B

A u t o m o t i v e

H e a l t h

R e t a i l g

o o d s

a n d s

e r v i c e

s

H a r d w a

r e & E l e

c t r o n i c s

C o n s u m

e r G o o d s

T e l e c

o m m u

n i c a t i o n

s

P u b l i

c s e r v

i c e s

F i n a n c i a l S

e r v i c e

s

S o f t w

a r e

W e b

m e d i a

Ch wh ub o o uss(soc twog wbst uss) o.

Futh, t sch dustyhs vovd o th tdto (su-vys, tvws, p dscussos)to out-o-th-box (soc d,cosu tcg toos) schtchqus. Th US$32.5 bodusty hs s tpoy bp ts o vus; howv thdusty s oog t ovtvsch tchqus d opto

ods to cout cssoy ps-sus. Gob t sch gtscudg aC ns, TnS, Syovt oog to dopt ovto th sch tchqus d od tchoogy d toos.

rsch cops hv to-ducd toos d tchoogy tht costty tcg, vutg dotog cots o soctwo wbsts. Ths toos (.g.ns’s BUZZmeTriCS) ot oyoto wbsts but so cowth custosb dshbod dsch toos tht ctt coc-to o dt d st th dt

o yss d dcso-g.accodg to Su m, CeO,

Ug Soutos, “Wth th s th ub o uss o soc dwbsts, s cops tcgdbcs d cosu pcshv ushood ov th pst twoys. lg mr gcs w sowto ct, but ddssd th scoby cqug ths s tcgcops.”

mt sch cops usgtchoogy tg w dtfotg ov th wb d dvgctob sghts tht hpgcts to gt do, -tupdts d cosu spossbout th poduct/svcs.

S cops (wth 10-15poys) tcg soc dwbsts hv so gow ov th

pst o y. rsch gcsow hv ddctd poysgg d tcg soc -d wbsts. nw ob pos Couty mg, Dcto o O md, itctv accoutDcto, egg md mg hv b toducd.

next Stage

Th utty o soc d bus-ss s ot td to u o st o guds. Cops usg soc d s pt o th twog d tg p.

• Zappos used Twitter as its cus-to svc pto ddtoto pho couctod .

• Walmart constantly implementsptos o ts poduct vws

• “My Starbucks Idea” programmetoducd by Stbucs cou-gs ts custos to subtth ds o w poducts dsvcs.

• Best Buy uses a private sociald two o t co-uctos wth ts poys totc poy stscto d

shg o ovtv ds.Fo t sch copy,

tcg soc twog wbstshs bco tg pt o thsch p. it gvs schcopy cooss udc totc d costty cv d-bc d sghts bout poductsd svcs.

Sys Su m, “Tdto

sch tchqus t sgqustos to tgt udc.Whs sch though socd s bout dwg cs/sghts o vous cosu covstos/tctos tgpc th dgt wod t g.”

Gog owd, soc ds st to bco covtos o sch. Wh t woudot b substtut to tdtosch tchqus, t y outgowo cps so o th tdtosch tchqus. at th d o th dy, you d to b wh you custos !

Suheil Patel is an analyst at ValueNotes,a leading research provider focused onthe outsourcing industry.

Exhibit: Online advertising spend

S: nissh

rshhhsi ihps kshpisdefne their

shhys h

phyh hy ki.

“Companies around theworld are increasingtheir spend on online advertising in order to

reach out to a wider audience in a short span of time.”




Outsourcing | study

Symantec cor rl rlsdh digs o is 2008 S o hD cr ror. th sodul sud oud h d rgrs r ugh bw woofiig gols – or ddigusr xios d highr lvlso ror, rduig ossri h rir objiv or hd r.

th ror lso oud h dr sg ris robli,srvrs d sorg oiu o budruilisd d dissr rovrls r ou o d. Fill, hrsods idid h whilh r ursuig gr d riiiivs, h r doig so rir-il bsd o os bs.

“this rsrh oirs whw r sig i h ld,” sid RobSodrbr, sior vi rsid o S’s Sorg d avilbilimg Grou. “aio

hs urd o iiiivs h willdriv idi os rduio,rhr h logr r ROI drivrogrs. Sorg hs b rir ous o hs iii-ivs s h dd or ioius o ris, dsi ooihllgs.”

O hos survd, 75% rordusr xios r risig grdu-ll or ridl. Furhror, 60%o h rsods sw igh srvi lvls ddd b horgizio o b or diul or uh or diul o . Ol10% sw srvi lvls o b sir

o .nohlss, wh skd o

idi hir k objivs or h

EquatErra hs pblished is nnlItO Sevice Povide Pefomnce ndSisfcion Sdy’, eveling lis of hebes (nd wos) pefoming osocingsevice povides ove he ps 12 monhss voed fo by some of he op uK ognisions.

the sdy lso eveled he ongoingdifcult economic climate is driving growthin osocing, s compnies look odo moe wih less. I’s end Eeexpecs o conine ino 2010, s uK ognisions look o bild on he cion

of economic ecovey. Siing he op of he lis fo 2009 ccoding o he csomesisfcion svey e Cpgemini (79%),Cognizn (79%) nd Compcene (78%). accoding o he esls, ll hee shed wopicl is: “a song desie o delive vey focsed pofolio of sevices nd,in picl, sccessflly developing ninenl cle which empowes hei sff o pocively engge wih cliens o developinnovive solions”.

Boom of he ble ws eseved fo HP/ EDS (59%), Veizon Bsiness (58%) nd

CSC (51%), hogh Ee dded cliensisfcion ose coss he bod fo llpefomnce indicos.

the sdy lso eveled h Eopen It osocing sevice povides impoved heisisfcion scoes gee levels hnmos Indin-bsed sevice povides.

Twelve months ago, the top ve rated

sevice povides fo csome sisfcioninclded fo Indin nd only one Eopenpovide. In his ye’s svey, fo of he opve rated providers are European, while justone is Indin.

to ddrss h sg issu o-is r lig o ousourigd riig. nrl hl (45%)ousour riril o giv dr s or i o ous o

ohr sks. th o hr ldigIt uios h busisss r ou-sourig ilud busiss oiui(46%), bkus (43%) d sorgg (39%). triig is ss srgi b 68% o h rso-ds, wih 78% xig riigbudgs o ris or s os ovr h x wo rs.

cois i 2008 rordh hir d r srvrs wrorig jus 53% o i.D r sorg uilisio wsv lowr 50%. no surrisiglS oud furr o iviid irsig uilisio iboh rs.

th jor srvr-rld iii-ivs ilud srvr osolidio(80%) d srvr virulisio(77%). For sorg h ldig ii-iivs wr sorg virulisio(76%), oiuous d roio(71%) d sorg rsour g- (71%).

D r g oi-us o ror roo or irovi h r o dissr rovr. I, jus 35% ror hir dissr rovr l is bov vrg,whil 27% s i ds work d

9% ror hir l is iorl or udoud. cois sill dh hu rror is h biggs uso uld dowi, big hulri 25% o h i. Hrdwr/sowr ilur d owr ougsollow losl bhid.

coiuig h rd rs sodi 2007, h d r’s ous o“big gr” ws driv b osissus i 2008 wih soil rsosi-bili o h ris. th sud skdois wh rig GrD cr ws ior o hir workl. Rduig lrii o-suio ws iod b 54%,

ollowd b rduig oolig oss(51%) d ss o rsosibilio h oui (42%).

Challengingime

for aa cenre

It oorcing aifacion reache recor level in uK

r, rduig oss ws b r hos rqul iod gol. I, rduig oss ws iodb or ois h h xwo objivs obid (irov-ig srvi lvls d irovigrsosivss).

th k iiiivs d rsr ursuig o “do or wih lss”ilud uoio o roui sks(iod b 42% o rsods),ross-riig s (40%) d rdu-ig d r olxi (35%).

aordig o h sud, sgris ruil issu wih 36%rorig h h r udrsdwhil ol 4% rord bigovrsd. Furhror, 43% sdig qulid lis is bigor hug robl.

R e s p o n d e n t s

i n d i c a t e d t h a t

w h i l e t h e y a r e

pu r su i n g g r e e n

d a t a c e n t r e

i n i t i a t i v e s , t h e y a r e

d o i n g s o p r i m a r i l y

b a s e d o n c o s t

b e n e f t s .




study | Outsourcing

cOmpanIeS will rur o usigousourig o rur iov-io d rovid fxibili i 2010,vrsus sil svig o, buglobl ooi uri willoiu o i h idusr,ordig o r-d rdiiosb h Iriol assoiio o Ousourig prossiols (IaOp).

“coig o r o rdousrssur, h ousourig idusr isxd o r h x dd

wih osiiv sigs o rboudig,”sid IaOp hir mihl corb.“as ois rovr ro hsough ooi is, ousourigwill bl h o rg s ldrsi h w globl oo.”

Hr r h o 10 rds o whor i 2010 ordig o IaOp:

1. Delayed deals get the greenlightth ooi dowur ovr hs 12 o 18 ohs u ousourig dls o hold. co-is r ow orgig hd wihrwd od i h sbili

d growh o ooi rks.

2. Desperately seeking valueth rdous riig rssur oousourig dls rgoid i2008-09 will ld so oiso rlis h d riig ushv dgd rlioshis dh busiss vlu h ousourigbrigs. providrs d usorswill r-goi ors orollborivl o rgi ioviod fxibili, d h olvlu.

3. Flexibility to get out of con-tractsWih uril sill surroudigh oo, ois will hsio k log-r oiswih ousourig srvi rovidrsbus o h r o h ukow.

tHE common pcice in he gmen indsyof osocing podcion nd disibionhogh, “slow bo” chnnels my cee“gross inefciencies” that cause rms to missout on signicant prots, according to newesech.

Snfod Gde School of Bsinesssggess h while his ppoch seemso mke economic sense i my clly bedmging fo compnies.

The researchers say fashion rms are bestoff when hey combine highly fshionble,endy podc designs wih sho podcionnd disibion led imes – in mny csespodcing goods close o home. By geing

goods o shoppes when hey e in demnd,nd no podcing lefove nneeded invenoyh will be dmped ono sle ck, eilese moe likely o ge csomes o by elyat full retail price. The prot margin increasende his combined scenio is exponenil.

“using he moe diionl osocingmodels eies long podcion led imes– genelly six o nine monhs – hndicppingsccess becse podces my miss endso chnges in consme ses. By imingpodcion o ke plce few weeks befoehe selling seson he hn hlf ye omore, a rm can capitalise on more accurateesimes of demnd,” he epo ses.

“th looig ooi uriwill ld usors o sk shorr r ors, ifio idxig,urr xhg roio dvolu bd rli,” sid JgdishDll, IaOp’s gig diror o hough ldrshi.

4. Uncertainty leads to consoli-dationGlobl ooi uri, ur-r fuuios d ohr rk

ors will ourg irsiglvls o rgrs d quisiios o globl bsis, riulrl ogsrvi rovidrs.

“this osolidio o ousourigrovidrs will driv highr vlusrvis d oiu o u rssuro ohr lrs o b or srgii hir origs,” sid Dll.

5. Outsourcing hiring returnex o s growh i w grdu- hirig i rgig ousourigloios s wll s wg irsso igh o 10% i Idi d ohr asi pi loios, whil

norh ari d Wsr eurowill s uh sllr riss.

6. New outsourcing destinationsemergeRisig gogrhis i crl dSouh ari will k rk shrw ro rdiiol ousourigloios, suh s chi.

7. New destinations differenti-ate themselvesas w dsiios rg, hoiio og ousourigrovidrs will isi, ldig rso h world – riulrl h BRIc(Brzil, Russi, Idi d chi)ios – o diri hslvshrough rossiol riiiod riig d duio ro-grs.

8. Tooling up with technologycois will irsigl kus o dvd g r-is, ools d hologis – suh sousourig rlioshi g- d loud ouig – o ro-vid irovd vlu d oriolfxibili d ror.

9. Social responsibilityOusourig ris will oiuo b id b irsd vi-rol wrss d soilrsosibili. th idusr will blld o o s u is rol s ldr i oror soil rsosibiliglobll.

“cois will d o dvlo

w ioviv hologis o d-livr h susibl rodus hosurs w d lso look orbrodl h i o hir ou-sourig ios o globl bsis,”sid Juli Sos, hir o IaOp’sglobl hu il hr.

10. Political shiftsIrsd govr rguliosd h rsulig d or oli- will ousourig i hoig r.

“Globl busisss will boirsigl wr o h wrgulios d sk o sblish

br rlioshis wih k oiioldrs,” Sos sid.

Outsourcing not a good t for garment industry

outsourcing trends for this year

Ascompanies

recover from thesetougheconomictimes,outsourcingwill enablethem toemerge as

leaders inthe new

global economy.”




Outsourcing | study

Bydann Ee and Je Bbman

In addItIon whever elsemy rive cmpy’s ecisi usurce, mgeme erlylwys expecs, ems, b-is sme er-erm cs svigs.I my cses, hse svigs reme vilble immeiely he cusmer vi ivice rmhe prvier r less h wh hecmpy use py eliver heservices ierlly.

Bu s he reliship geshrugh is rsii phse sbilises, cusmers begi skheir prviers, “Wh hve yue r me lely?” “Whereis my ivi ciu-us imprveme?” Eve wheusurcig is’ “suppse” bebu ivi, ms cusmersexpec i — re issisiewhe hey ’ ge i.

Meeig he cusmer’s emsr ciuus imprveme is esy. the prvier, he hkr he iiil svigs, hs eliver he sme service r less, cver is w sles mrkeig css, sill er mr-gi. Eve wih beer echlgy lwer lbur css, his cbe uig chl-lege.

I shul be surprise he hgig imprve-

mes i quliy service e il merilise, resul irusre issisiecusmers .I shrereliships,clies p r v i e r s

hey e cmmuice irecly,bu h heir prvier cmmuices

iirecly, perhps viig expliciiscussi ivi expecisr er beig hel ccuble r ye her civiy.

Fr exmple, cusmers whseprviers eliver services rm Ii,63% escribe heir w rgisiss cmmuicig irecly, while ly29% escribe heir prvier h wy(see Figure 1). Iirec cmmuicic serve s sigic brrier i imes, r isce, h prviersre reluc prpse ew ies,resulig i misse ppruiies.

oe res prviers my bereluc shre ies is h hey

perceive heir clie s pe herig hem. a “-ivee-here”skepicism ies rm he versesprer relucce chgecerily reuces he prvier’s ice-ive brisrm ew ies.

Kur Khrs, VP BusiessPrcess Mgeme LiberyMuul Isurce, sys h his ype rgisil iue verselyimpce prcessig bck-ce services el erlier ihis creer. “Whe ur prvier iIi h ies h require us chge ierlly, he rgisileecy ws rejec hem wihuserius csieri,” he si. “aer ew ies were sh w wihusli cmmuici bck r-lie resurces s why, here wslile iceive r he prvier

Geneang nnan

n ffng eanmus grpple ly wih hesemilir chlleges h ge i hewy geerig ivi, buls wih he bscle h hures pricips i Vge Prers’ew suy, “Managing OshoringRelationships: Governance in Global Deals”, ieie s he ms sigi-c chllege wrkig wih verses prer: culurl iereces.83% survey respes sicusmer-prvier iereces ishre els hve les smeimpc misse ivi.

Speciclly, culurl chllegesrele irecess cmmuic-i, mbiguiy, cmmimes, elig wih cfic re believe bysurvey respes hve he mssigiic impc geerigivi. this ricle explres hw

culurl chl-leges impcivi e-rs ers

bes prcicesluis r vercmig

hem.

dirEctNEsso he resp-

es wh siculurl ierecesimpc ivi,mre h hl (57%)ls e h irec-

ess cmmuicipses chllege i

heir reliship.I geerl, cus-

mers believe

*Note: This chart represents only customers who ofshore to India and

who said cultural diferences impact generating innovation

0%

20%

40%

60%

80%

n=41

� Customers describing their

own organization


provider in India

% of customers who described a preference for direct communication

Meeng eme’

eman fnnmemen n ea. tee, n ek f ena ang,a eee ame eef e, e wn aean makeng, an ean a magn.Een w beeeng an

we ab, anbe a anngaenge.

Figure 1




study | Outsourcing

cme up wih mre ies.”

AMBiGuityo he respes wh si cul-url iereces impc ivi,erly hl (47%) ls e hmbiguiy pses chllege i heir reliship. a mbiguus ei-i ivi ypiclly les misligme ver wh ivimes. des ivi reer ly lrge, brek-hrugh ies h hveever bee e bere? or es i i-clue he pi bes prcices?des ivi iclue he my

smll, icremel imprvemes prvier migh iruce, r rehse jus pr wh i mes prvie mge service?

Wihu shre, cler view wh cus s ivi, hecusmer prvier re likely isgree bu wheher hwmuch i is ccurrig. Mislig-me ru ivi expec-is migh expli i pr why80% cusmers h shre Ii believe heir prvier greeseve whe sure i c eliver,bu ly 25% prviers i Iiescribe hemselves h wy (see

Figure 2).th is, mbiguus eii

ivi my simuleuslyresul i he prvier believig iis eliverig ciuus imprve-me he cusmer eelig isivi expecis re beig me.

iNNovAtioN chAllENGEsoppruiies ive i shr-ig reliships re ls whe hepries eecively mgehe chlleges escribe bve.a h lck ivi hsrel csequeces r he cusmers’busiess cses he prviers’mrgis. Whe respes cm-plie lck ivi, heyls repre hey experiece hellwig csequeces:

*Note: This chart represents only respondents in India ofshore deals who

said cultural diferences impact generating innovation

0%

20%

40%

60%

80%

100%

n=41


provider in India

� Providers in India describing

their own organization

% of respondents who described a tendency

to agree even when not sure they can deliver

% annual contract value impacted by cultural challenges:Impact of cultural differences on generating innovation isinsignicant or fairly insignicant (1 or 2 on 5-point scale)

% annual contract value impacted by cultural challenges:Impact of cultural differences on generating innovation is

at least fairly signicant (4 or 5 on 5-point scale)

% impact on annual contract value

� 10% or less

� More than 10%49%51%

23%

77%

rg ...one eane mabe ean ae ea a eeee eme an en eang em.

When our provider in India had ideasthat required us to change internally, theorganisational tendency wasto reject themwithout seriousconsideration.

Figure 2

Figure 3




Outsourcing | study

• Opportunities to add greater vlue re ls

• Time is wasted on conict andrevisiig ecisis

• End users complain about lack imprvemes i service qul-

iy• Costs increase; savings targets

re me• Critical deadlines are missed• Staff morale wanes

the exe which culureimpcs ivi ls ecshe pries’ biliy chieve hevlue se u i he crc. Wheivi is relively isigi-c chllege, 51% respesrepr h he percege impc ul crc vlue is mreh 10% (see Figure 3). Bu wheculure mkes ivi relively

icul, 77% respes syhe percege ul crcvlue ske is greer h 10%, 44% sy h he vlue skeis greer h 20%.

BEst prActicEsCultural challenges are formidablebrriers ivi, bu cusmers prviers c vercme hemby pig sme bes prcices.a reliship luch is perecppruiy r bh sies iscusswh “ivi” mes whwill be require ech pry

chieve i.the pries shul irs ligru eii ivir he reliship, isiguish-ig ciuus imprveme rmbrekhrugh ivi hexes bey crcul erms.

they shul he eermiehw ciuus imprveme willbe rcke wh prcess heywill use pursue brekhrughivi. the gree pl r geerig ivi shul becmmuice ll skehlers ihe reliship s h hey kwwh is require hem.

vAluE discovEryCustomers and providers shouldrecgise h ivi requirescllbri. there re ly smy higs h prvier c ,by isel i susible wy, eliver svigs cusmer, hse higs re prbbly jus eugh. My cusmers prviers re herere cllbr-ig i vlue iscvery sessis chieve brekhrugh ivii heir reliships.

Bere ryig gure u hw rsrm service elivery r cree ew erigs, he prieshik brly geher bu hesurces vlue vilble brisrm geher ieiyspecic ppruiies. Such sessis

Table 1

Bm-Lie Svigs tp-Lie Vlue operig Eciecies

Elimination of redundant assets and

processes through centralisation or

shared-service approaches

Joint (re-)design of processes for more

efcient service delivery

Reduction in headcount through more

efcient processes and/or moves to

self-service or greater reliance on

technology

Reduction in capital expenditures by

shifting them to, or sharing them with,

providers

Faster development cycles; faster time

to market

Access to new insights about customers

and marketplace

Increased market share and margin

through quality improvement

New product/service development

Joint marketing

Access to, or penetration of, newmarkets

Balance of trade arrangements with

providers as customers and /or channels

Improved value-chain forecasting and

response

Improved quality and speed of deci-

sion-making

Reduced time and effort in scope man-

agement

Enhanced service quality, responsive-

ness, and exibility

Reduction in errors and conicts

Streamlined management of order ful-

lment, rebates, etc.

Reduced time spent on provider selec-

tion and contract negotiation

cme ane egne annaneqe

aban.




study | Outsourcing

Effort

V a l u e

High

Low

High

Low

Highest returnWorth further

exploration

Not worth doingDepends onother priorities

Interconnect: alignresource/forecast and structure

way of working together

Provide VIP-level networkquality for areas withimportant customers

Reduce batteryback-up on

low-revenue sites

Leverage frominstalled base to

develop new services

Expand partnershipto competition

Automate &standardize KPI

reporting

Schedule innovation

forums and meetings

Createtransparency onbusiness drivers

Provide bonusesfor idea

generation

Promote open mindto new ideas

Build solidtooling

ConsolidateWLAs

re ms eecive whe hey iclueiiviuls wh uers hecusmer’s prvier’s busiessbjecives sregy, c escribehe curre se elivery, chelp hik usie he bx bu uure se h beer mees busi-ess pririies.

the pries shul csier p-

pruiies i cegries epicei Table 1 cus ly sigic meium- r lg-ermppruiies, bu ls quick wish c be relise rpily builmmeum buy-i rm keyskehlers.

“We’re ig vlue egieerigwrkshps where we ke ime u si r week every hree mhs,”sys US cusmer h shrescsruci prjecs (esig,permiig, prcureme & prjecmgeme). “t ge svigs, yurelly ee ge peple geher and incent them to do it; savings in a

suggesi bx simply es’ wrk.the vlue egieerig hs xe l higs.”

a sysemic pprch evlu-ig ies is impr preve-ivee-here syrme, whichmy iscurge he cusmer rmsupprig sluis r pprchesviewe s cmig rm usie isrgisi. Seprig bri-srmig rm evlui helpsmiige his risk becuse he priesre ble ssess he brisrmeies wihu ersig r criicisighe rgisi r iiviul whprpse hem.

t esure ecisis re me he meris, he pries shulcsier mppig heir iiil se ivi ppruiies simple vlue/er mrix (see Figure

4) bere eciig which es pursue.

“We rmlise mechism r pprvig rejecig ies, swell s prcess r cmmuicighse ecisis he r lie,”Khrs si.

“this pprch ly e-curge ur prvier submiies bu ls eble hem evelp beer ies ver ime shey iscvere why ceri ies

were pprve.”

Danny Ertel is a ounding partner o Vantage Partners, while JosephBubman is a consultant at the global management consulting frm. A spin-o o the Harvard Negotiation Project,Vantage Partners helps customers and providers enter into, manage, and (when necessary) remediate workingrelationships.

caaenge aefmabebae nnan, bme an

e aneme emb angme beae.

Without a shared, clear view of what counts as innovation, the customer and provider are likely todisagree about whether and how much of it is occurring.

Figure 4




Outsourcing | management

Mentoring h wkplac sculy a cmmplac la-shp bw a s xcuv ada yu pssal. Hw ahs lashps dvlpd? Whaa h uls? th am pla? thpssbl ccs s? Hwp ad hs ca h yu pssal b wh h/sh kwsha h xcuv s a d hbss? Hw s m dm cuch cusl? i’lly asw all hs ad m,bu fs …

Madl Sch was my fsm. Sh cam my l wh

i was a p-. Madl was acmpay my mh’s bua “ca wma” – whch as-lad hs days a umadwma wh had wk a lv.Madl was a bauul, aculaad vba dhad (i am adhad) ad lvd h l ully,v huh sh was umad.

Sh k m ud h w adauh m hw dss s ha mysxualy was subl ad i lkdcsvav ad pssal aall ms. Sh auh m sm h cks my mh wuld’ dall m. Madl auh m hw

By Dr arLyDiod

morii

h workplc

avl as a wma wh-u a ma ak ca h. Sh cuadm a b s-auas a a wha wma al wuldly a hbuhdc shps. Madl km Wash D.C. a lwkd ad am h h hs

How open and honest can the younger professional be when

he/she knowsthat theexecutive is a friend of the boss?”




management | Outsourcing

i lad was hw d msvc bakas bd.

Sh was wdul. th lyway pssbl -pay h allh psv a sh pad m

as a m was m m yu wm u. i’v sp asfca p my adul ld jus ha.

Bu, wha’s a m? i my mdh ms mpa lms b a d m clud hah s lashp bwh m ad h m hawuld mak h m hav avsd s h ucm hsuss mad (xcp cus,ca!) thus, a m ca b acls amly mmb, , i blvshuld b sm wh whmyu wk – v hy a a vyd pa h cmpay. i’s small a small wld. (Bu, i kw happs ad i wll addss hw hadl la hs acl.)

As i w hs, i am mdd a - aum i hadyas a wh h mal halhsa Cala’s Hspals h Cmally Mally Ds-ubd – clud chld-mlss.i hs days cvc pasw suppsd b hapy bhablad. Hwv, h hapswh whm hy wkd was alsh ps wh valuad hm

pal. Csquly, h cvc/pa was’ cld b hs abu dsub huhswh h haps/valua adh vall sul was ha hapydd’ wk. i bd hm caa cfdal lashp bwcvc/pa ad haps ad ass a spaa psychls ddpd valuas.

tus s a ky cmp sm’s wllss p upad sha h huhs.

i hk h sam h applswh ass a m-mlashp h wkplac. Hw

much ca h m ally ll ask h m? Ca h shahs cc ha h s’ wkas cvly as h culd? tha hally hks h s a bad f hjb h’s ? Wuld’ h b aadha smhw hs wuld shadwh h xcuv up hs cha cmmad?

L m sha wh yu a llabu w m lashpsi’v had wh cls. F pupss cdaly i’v chadh ams ad dsusd h cmpas.

Da cam m as a maa a la cmpay. Sh was bh,ambus, bu su hw dvlp h pssal ma,m pacpa, ad dcs-mak a way ha wuld lad

pms. W wkd h w hus a a m vy h wk v w yas. Du ha mDa wuld basm sasad accs wh m ad h

w’d ca a pla ha sh wuldla mplm. W alkd abumaa h bss, maa hswh pd h, ad dalwh sm jalusy ad amsym c-wks.

Sh was pmd m Maa Dc ad m Dc Vc-Psd du u m h.

H cmpay was sld ala aal clma.W sp may ssss alkabu h ccs abu a vyd syl maam. thsclma, ulk h Amcasyl, dd’ allw h Amcamaas hav vsbly dcs-mak auhy. Da,al wh sm h ps bcamdsuld ad vually l hwly-md cmpay. Sh w ud h w cmpay ads w a vy succssul Ceo. Sh sllcsuls wh m ccasally.

Sam was a Dc hs cm-pay wh h fs cam s m.Alhuh vy bh, h was a quad smwha sl-ac mawh add h backud. Hwad my hlp wh w pmayaas wh w fs m. th fs

was hs cc ha h dd’ havh spc h huh h shuldhav m hs dc-ps. thscd was ha h huh h hadb passd v pm Vc-Psd m ha ccas.

Sam lvd hs cmpay adh acual wk h was d adwad slv hs pblmsah ha lk wk lswh.W wkd h, aa whus vy h wk, hspsa syl ad pssalma. i v mad suss hm abu h clhs h w

wk. H cam u hs shllad bcam m assv, maacv, ad m vsbl.

idd, a p h w hs Psd ad sad, “i hk ’sm i bcam a Vc-Psd. Wllyu appv hs m s i ca d

w busss cads.” Hs Psdchuckld ad sd h m.

La, Sam dcdd d smxsv cmmuy svc wkad dbad whh lav hs jb

ad dv hmsl h sachh wad d, say ad dbh. W sp sval sssslk a h ps ad cs adh vually dcdd kp hcmmuy svc as a sd-l,whl cu wk ull m hs ps cmpay. i spkwh hm h h day ad h’s sllhapply d bh.

ths xampls a bh wkplac lad ds. i als m- sm yu wm wh asv w pssally – bua sll cll. M abu hmphaps ah acl.

S wha d i hk h ulsshuld b? Wha s h am pla a ally sld m la-shp?• First and foremost, the mentor

ad m shuld l cm-abl wh ach h.

• Second, trust becomes critical.th m shuld l ha h sh ca sha ayh advyh wh h m whu a psal.

Rih ... thor is rsourc of iforiodsusios –o soo

ddisuccss. I’s hxpric,kowld,d svvy of h orh h sks.

Trust is a key component

of someone’swillingnessto openup and share their thoughts.”




Outsourcing | management

• This often means that the mentor shuld b a mmb hsam asa.

• However, I know it’s being done

l’s b fms, s h amy udls:

• A written contract provided byHuma rsucs (Hr) habds h m cmplcfdaly.

• A clear distance between mentor ad m’s dpams. thm shuld v b ayps hav a wkplacd h svcs h m- – v as a alcusm ach h.

• The mentee should not share whoh m s wh hs hasa.

• All conversations between them ad m shuld bs.

• Respect for the knowledge, matu-y, xpc ad savvy h

m by h m s cucalas wll.

nw, l m alk abu uls

h ad. H i’d lk ca acla cmpas bw h l cach ad ha m. i acach lashp, h cachhas cla als ha h sh wshsh ps b cachd achv.ou mdl wkplac cachcms m sps. i sps hcach ss h als ad cuash ps b cachd achvhs als. tha shuld b hlashp bw m adm.

i h m lashp, s h m wh ss h als.H sh has a cc qusad was sm hlp fu usay, accs, c. th m s asuc ma ad sus-s – sm dmad suc-css. i’s h xpc, kwld,

ad savvy h m ha hm sks.

th am pla chas mm m dpd h ds

h m ad h m shuldb xbl uh cha whh cha ds, whl a hsam m kp h had h ma ssus h .

i my pssal p, m-s d b pply ad.thy a b achs, as,cachs, pa-subsus. thya b sucs ad h cvsa- shuld b pmaly udd byh m. ths swch cl s xcdly dfcul xcu-vs mak.

Dr ArLyne Diamond is an Organi-sational Development and HumanResource Consultant with over 30 years experience. She can be contacted at [email protected]

abov ... Ispors hcoch ssh ols d

coursh prsobi cochdo chivhos ols.th shouldo b hrlioshipbwor d. Ih orirlioship, iis h who ss hols.

Respect for the knowledge, maturity,experience and savvy of the mentor by the mentee is crucial.



Outsourcing | Special Feature: BaSiS Bay

Virtualisation, emgy, echqe ece hgh bed he pcpe dvdg phyc ece (HW) peg yem (sW) c c mee dme ece he ece.

sgcy, cmpe ppece he bece pmg he fexby, gy d peed he Ved eve, ge d ewk mxmeececy by heg he pwe m che evvg ce. , cmp e cedce he c wehp beyd cqd pe c.

a edg it eech m dce 18% evewkd 2009 Ved eve; h he expeced gw 28% h ye d ech mh by 2012.

ceqece wdeped dp V ccep d echgy, V e geg me phced d mg key gede Cd Cmpg.

sme he key V echgc ccepe:

Full-Virtualisation technique echqe ed pvde ce kd v mch ev me,mey, e h cmpee m hedeyg hdwe. i ch evme, ywe cpbe exec he w hdwe cbe he v mche*. sce h cmpeem deyg hdwe, de eqey ce m he hdwe he opeg

yem Ve ce pveged c.Para-Virtualisation technique: echqe h

pee we ece v mche h m b dec h he deyg hd-we. PV eqe he ge pegy em be expcy ped he P-appcPgm iece (aPi)*.

Hardware-assisted technique: th pm V ppch h ebe ece V g hep m hdwe cpbe,pmy m he h pce. Hdwe-ed V wecey (2006) dded x8 pce (ie Vt aMD-V)*.

loud ComputingCd cmpg pdgm cmpg whch dymcycbe d e Ved ece e pvded evce ve he ee .e., cmpg ece, cdg , eed m emehghy cded D Cee, depced he bve-meeddgm, geey wed d peed by hd-py pvde.

Ge Gp dee cd cmpg ce yh pe, fexbe, pedeged d dded, Ved, dhghy med, we ece d ebe.

the wd “e Ved ece” wd eed be cm-peheded hgh pce. avby hgh-peed ee,gc v V hve heped ph cdcmpg ge hegh.

sme cd-cmpg eg empy he y cmpg mde(ch we, eeccy ec.,) whee he b bcp-bed mde. sch ccep wd eed cde cc eqe cee demd d “Ved ece” e expeced hve he fexby ccmmde ch eqe.

th, he ccep V he gc echgcccep cd chece. me exmpe Cd Cmpgcde Gge, mz, Fcebk, sece.cm d he.

Cd Cmpg cde s ( ce---sevce), Ps(Pm---sevce), s (swe---sevce) d (Ws (Web---sevce). amg hee, e dee he w key gc em:

ice---sevce: is de wh he devey cmpece (geey Ved seve evme) evce.

he h pchg , we, D Cee pce ewkeqpme, ce ed by he ece y cedev ce. he evce ypcy bed y cmpg b d

Virtualisation ...

a step to Cloud Computing

m ece cmed (dheee he c) w ypcy efeche eve cvy.

swe---sev ce: ss mde we depyme wheeby pvde cee ppc cme e evce demd. ss we ved myh he ppc he w webeve dwd he ppc he cme devce, dbg e

e e he -demd ccexp e;

echnological prospectshe dve Cd cmpg h

he ehced he ppec V- echge. e Cd

Cmpg evce, mpeme V echge e j ep he eq – he he hece pec mey, eed b D Cee ch B

y’ fghp “Gee D Cee”,d ewk cecvy, ecy

ce, bede he by e Cd v pecm ch

, Pve d Pbc cd, e gc mpce.

Source: wikipedia

Cloud Computing Architecture & Virtualisation– A Sample





Outsourcing | happenings

IBM MalaysIa sdn Bhd h intro-dcd it’ tt bin drivn ndworkod cntric “cod compting”oring in Mi.

Cod compting i gnrtrm or nthing tht invovdivring hotd rvic in th IT ctor throgh th intrnt.

“Th nw prodct r dignd

to improv giit, rdc cot ndnhnc th r xprinc,” thgnr mngr o IBM Mior Gob Tchnoog srvic,Robrt l W.T id.

H ddd th prodct, thCod Proct Bd nd Mngdsrvic, Cod Divrd srvicnd Cod Ptorm Componnt,r wid ccptd in othr contri ch Chin nd a-tri.

according to l, th min drivr o th cod tiition i th t-commniction nd inrtrctr

torg gmnt.H id in Mi, th com-

pn w ti ngotiting withom big orgnition or mor d in thi bin.

”W r o divriing thdirction o th cod comptingprodct into privt nd pbic,in Mi.

“Th cod hv provnbnt, ch rdction in IT bor cot b 50%, 75% cpittiition improvmnt nd icncot rdction,” l ddd.

FujITsu nnoncd th nch injpn o it Workpc lCM srvic,

which vrg cod-bd pt-orm to provid tot otorcingpport ovr th icc o ctomr ICT qipmnt, incding proncomptr, printr, mtinctioncopir nd on-it dprtmntrvr.

Workpc lCM srvic i d-ignd to kp pc with th divrwork t nd mtivndor ICT nvironmnt t ctomr oc.Th otorcing rvic i vibor month nd covr tk invovd in th ICT qipmnticc, rnging rom pnningnd cqiition to dpomnt,d-to-d oprtion, qipmntrtirmnt, nd dipo.

Prvio on vib or PC mngmnt, th nw rvicxtnd otorcing to printr,

mtinction copir, rvr, ndothr ICT qipmnt, whi o

dding wid rng o nw oght-tr oring, incding critmr nd mobi cc.

In ddition, th prvio ot-orcing rvic or PC h bnxpndd into Dktop---srvic(Ds) to divr hot o binppiction to PC t ctomr itvi th Intrnt.

It id th nw it o rvicwi hp ctomr rdc oprtingcot nd dminitrtiv workodwhi providing nd r with fxib working nvironmnt.

In Novmbr, Fit nd torgnd dt mngmnt compnNtapp nnoncd pn to xpndthir prtnrhip to provid mortight intgrtd nd tomtdtorg nd dt mngmntotion.

TalenT2, Asia Pacic’s largest HR

Outsourcing company has recentlycompleted the acquisition of ZapperServices, a leading Asian Payrollservices business.

The acquisition was fundedthrough a combination of debt, 60%,and equity 40%.

Singapore based Zapper has over20 years of experience with almost1000 clients, from SMEs to MNCs,across the region.

The Group provides outsourcedpayroll and HR administrationservices to 14 countries, includingChina, Hong Kong, Japan, Malaysia,Philippines, Singapore, Thailand

and Vietnam. The rm employs over100 staff, with processing centres inPhilippines, Singapore and Malaysia.

John Rawlinson, CEO, Talent2,said: “Our dealings with the Zapperteam during the completion and duediligence process, has reafrmedour belief that Zapper is a qualitybusiness, and an excellent t with Talent2’s strategy. The acquisitionconsolidates our position as theleading provider of Human ResourceOutsourcing Solutions across all of Asia Pacic.”

THE Asian-Oceanian ComputingIndustry Organisation (ASOCIO) isstarting the new decade with greenin mind. Fresh from its 27th General Assembly held in Melbourne, Australia recently, the regionalIT grouping has incorporatedenvironmental preservation as one of its top priorities.

Themed Preserving Earth in the IT

World, ASOCIO’s Green IT agendawill dene initiatives geared towardspromoting environment-friendlypractices among its members whichrepresents 21 countries across theregion.

“We are starting a new decade.In every new beginning, we analysethe past and present to identifyissues that need to be solved inorder to realise a better future,” saysnewly-appointed ASOCIO presidentLooi Kien Leong.

He adds that broad-basedworld’s sentiments towardsenvironmental issues havebeen highlighted at the recentCopenhagen Summit and ASOCIOwould also like to play its part byadvocating Green IT in the Asia-Oceania region.

Talent2 completesZapper takeover

ASOCIO to focuson green ICT

iBM’ltt

Cloud offr

Fujtu lucDs rvc

These new products are designed to improve agility, reduce costs and enhance the user experience.”




happenings | Outsourcing

MulTIMeDIa Dvopmnt Corpo-rtion (MDC), th drivr o MsCMi’ Ntion ICT Inititiv,honord th chivmnt o 64MsC Mi stt compni thtttind gob tndrd crtic-tion in 2009 t th MsC Miachivmnt evnt (ae09) gcrmon nd dinnr in Dcmbr

2009.Gt o honor, Dpt Minitr o scinc, Tchnoog nd Innov-tion yB Tn Hi Fdih Hi yo nd MDC CeO Dtk BdihmGhzi prntd th 64 compniwith ttr o rcognition.

among th chivmnt o th64 compni r crtiction inth CMMI (Cpbiit MtritMod Intgrtion), th IsO 20000 (IT srvic Mngmnt), th IsO 27001(Inormtion scrit Mngmntstm), sotwr Tting, six sigm

nd Proion Dvopmnt.Th crtiiction wr

rnd throgh prticiptionin th MsC Mi Cpbi-it Dvopmnt Progrmm(CDP). Othr mong th

compni tht wro honord t

th ae09 hdnt thir

t or

on-going ki nd knowdg d-ction ndr th MsC Mi CDPProion Dvopmnt.

“2009 h bn togh r or bin. Dpit intn pr-r to contro cot, MsC Mistt compni hv contindto invt in riing thir compti-tivn throgh dopting gob

bt prctic. Tod, t th MsCMi achivmnt evnt2009 w r honoring rcordtting 64 compni or chivinggob tndrd crtiction,” idBdihm.

250 MsC Mi stt comp-ni prticiptd in 20 progrmmcondctd b th MsC MiCDP prt o “Innovt M Pro-c” inititiv. Th progrmmddrd th k r o ctomr rvic, tmtic innovtion, cotoptimition, proc improvmnt,prodct prormnc nhncmnt,nd brnd mngmnt mongothr.

Th MsC Mi CDP wtbihd to ri th v o comptitivn o MsC Mistt compni b incring

th doption o intrntion btprctic nd poici throghgob tndrd crtiction, ndto rnih itnc nd providinititiv to MsC Mi sttcompni to nhnc thir cpbi-it nd gob comptitivn.

Thi i chivd throgh 13orgnition dvopmnt pro-

grmm nd th MsC MiCDP Proion Dvopmnttht togthr ddrd th or oc r, nm proc, pop,prodct nd mngmnt.

Th MsC Mi CDP o org-ni nd hot month diog,minr, cinic nd workhoptht hp incr wrn mongth mngmnt o MinICT compni o th nd to ndbnit o riing thir intrncpbiiti o to divr prior prodct nd rvic to nd incr-ing dmnding, comptitiv ndophitictd gob mrkt.

Th bnt o prticiption inMsC Mi CDP h d com-pni tht hv comptd thprogrmm to rtrn in prito rthr crtiction. On chcompn i Pntot Misdn. Bhd., who in 2009 cc- won ight ot o 20 o thintrntion contrct it prdgint comptition rom us, uKnd Indin compni. Th con-trct gnrtd rvn o morthn RM14 miion. Pntot whonord t ae09 or chivingth IsO 20000 thi r. In prvi-o r, Pntot h workdwith MsC Mi CDP to chivcrtiiction in sotwr Ttingnd i on o on w Mincompni to hv chivd thCMMI Mtrit lv 5.

MSC Malaysia CDP’s ‘Innovate My Process’initiative helps a record setting number of MSCMalaysia Status companies achieving globalstandards certifcation in 2009.

From left …Bdlm, MDCCOO n W pd n t t rcofrc.

Fdll dlvr c dur tvt.

From left … prdmsytm excutvDrctor go K Yw,ptoft MlyCeO K. Kuumy,MDC hd of Cblty DvlomtDrtmt Dr. Krln, Mcrokok CeOKy go d isMiurc srvc

Mly CeO CrlRjdrm rtct ‘Clt srso’ durcocktl o.

64 com oourdt MsC Mlyacvmt evt



Many Br

n AppleCEO fooballer


Outsourcing | Light tAkEs

The giants o tcnology ar strug-gling to gt troug to Brits, a survyby Lwis PR as suggstd.

T casual survy too opinionsrom 1000 Britons rom across tcountry, and t rsults wr prttysocing. O t 1000 survyd, 20%did not now wo Appl CeO StvJobs was, wit 10% tining wasa Trad Union worr and 20% vnbliving was a ootballr.

Altoug mor popl nw woBill Gats was, 5% o popl blivd was itr a comdian, or vnon o t Grat Train robbrs o t 60’s. According to 5%, intrntoundr Sir Tim Brnrs-L was t

frst astronaut in spac.T survy also lood at gnraltrms usd, suc as pising andwirlss dongl. Most usrs o tintrnt undrstand wat pisingis, but som must av tan it toolitrally, as 4% blivd it was an“angling mtod usd by esimos”.Wat’s wors, a surprising 10%tougt a dongl was a sx toy,and 6% assumd a VhD (virtualard dis) was a typ o sxuallytransmittd disas.

Social ntworing only stumpd11% o tos polld, wit 72% usingFacboo rgularly. howvr, only

12% rcognisd Twittr. 12% couldnot nam a singl sit.

eb Adyri, digital PR dirctor atLwis PR, addd: “Tcnology andt Intrnt is playing an incras-ingly dominant rol in our livs, butit is still striing ow littl is nownabout som o its y fgurs, gadgtsand aspcts. Altoug many poplnw t corrct answrs, a substan-tial minority ad absolutly no ida.Tr is a digital divid in Britainbtwn tos wo undrstandt importanc o tcnology andtos wo ar itr not intrstdor rigtnd by it.

“Tis dmonstrats a nd or

vryon involvd in t industryto spa about tcnology andt bnits it brings clarly andsuccinctly, and avoid t jargon and‘g spa’ tat dtrs so manyrom dvloping an intrst.”

Accenture’s billboad adaipo advim faig tig Wood a h shaghaiHogqiao Aipo will bmovd, h Beijing Star Daily ha pod.

th global olig adoutsourcing frm decided tod i poohip dal wihWood i Dmb 2009,ayig h golf i “o logh igh paiv” fo hooig gia.

Mawhil, h New York Daily News pod ha i hla adviig ampaig, A fa a lphasurfng with the tagline” “Whoay yo a’ b big adimbl?”

th pvio ad wih hgolf howd Wood laigov o look a a golf ball ldbw om ok, pod.

th opy ad: “I’ wha yodo x ha o.”

WORkeRS at Italian Prim Ministr Silvio Brlusconi’s mdia companyMdiast stagd a protst rcntlyagainst outsourcing o t costumsand ma-up dpartmnt.

employs gatrd outsid tmain tlvision production cntrin Rom canting slogans againstBrlusconi, wo as otn boastd o t armonious industrial rlationsin is mdia mpir.

“It’s li living a nigtmar,”

Mdiast airdrssr Paolo Bambusisaid. “Atr 20 yars o wor it is animpossibl situation.”

Mdiast as said jobs and salarylvls wr not at ris.

Brlusconi oundd Milan-basdMdiast in t 1970s and controlsit today wit a 38.6% sta ld byis amily olding company. Tgroup compts primarily againstpublic broadcastr RAI and NwsCorporation’s Sy Italia.

tig Wood ado b movd fomshaghai aipo

Ouourcn of cuome– Berlucon n o oup

It’s like living a nightmare,”

– Paolo Bambusi

Technology and the Internet is playing an increasingly dominant role in our lives, but it

is still striking how little is known about some of its key gures, gadgets and aspects.”



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Turbocharge your competitiveadvantage withthe right qualifcations

• Know Us • List of

Programmes • Succeeding

in EconomicDownturn

• Snap Shots • Quick Facts

ContentS



2 | Maximising Your Potential | January-February 2010

KNOW US

In an increasingly demanding, competitive andsophisticated global market, MSC Malaysia Capabil-ity Development Programme (CDP) is designedto help local ICT organisations to maximise their

potentials by adopting global good practices andprocess improvements.

CDP introduces a systematic approach in the deliv-ery o products and services and prepares companiesinto the next phase o growth.

he programmes are aimed at enabling companiesto ocus on their core competency and hone their

competitive edge.his is in line with

the MSC Malay-sia initiativesin catalysingwealth cre-ation orthe nation.Today, thereare 13 or-ganisationaldevelopmentprogrammesoered togetherwith a new ini-tiative or proes-sional capabilitydevelopment calledCDP ProessionalDevelopment.

his initiative o-cuses on improving theskills o ICT proessionalsin Malaysia in delivering

world-class services.CDP not only assists companies and individuals

in achieving these certifcations more cost-eectively(nearly 50% cost reduction) but it also enables ad-ditional benefts rom monthly dialogues, seminars,clinics and workshops developed to gear the MSCMalaysia status companies to achieve certifcationsthat would ensure competitive advantage.

M i s s i O N

G Oa l

O b j e c T i v

e s

•

•

•

• S

t

azak

timedia Development Corporation

C Malaysia Headquarters, Persiaran APEC,00 Cyberjaya, Selangor Darul Ehsanail: [email protected]

l: 1-800-88-8338 (within Malaysia); +603 8315 3000(outside Malaysia)

Media assisTa ce:

Word Labs Media: 27-1, Metro Centre, Jalan 3/146, BandarTasik Selatan, 57000 Kuala Lumpur Tel: +603-90564770;Fax: +603-90564771, E-mail: [email protected];URL: www.wordlabs.com.my

MSC Malaysia Capability

Development Programme



anuary-February 2010 | Maximising Your Potential | 3

KNOW US

ProfessionalDevelopment» As the ICT industry continuesto grow, the demand for skilledICT professionals is increasing

even more. ICT Professionalsneed to keep abreast with emergingtechnologies to remain competitive inthe global market.» Therefore, MDeC has launched theCDP Professional Development (CDP PD)to enhance capability and skills of localICT professionals.

QMS» If the next step in your company’sbusiness goal is to advance in the globalmarket, you will probably be looking toimprove the processes and practicesin your organisation to surpass highstandards of quality.» CDP QMS will get you started in thejourney to process excellence. It providesassistance to MSC Malaysia Status firmsin implementing and adopting the ISO9001:2000 certification.

ITSM» One of the key challenges faced by ITmanagers today is to provide IT servicesthat will cross many platforms to

»

ISMS»

»

Six Sigma»

»

Software Testing»

List of ourprogrammes

»

Project Management»

»

CMMI»

»

of these companies to besuccessfully appraised with theCMMI Maturity Level Rating.

Marketing

» A sale usually does not happenthe minute you knock on the door. It

sually takes time to establish contactto close the sale. It is critical to look intoyour urgent marketing issue.» CDP Marketing is designed to meetthe needs you have. It prepares a

latform for idea generation and forrofessional development in marketing

in the ICT field for MSC MalaysiaStatus companies as well as the ICT

ndustry.

Strategy & Management» As competitive environmentchanges and becomes fierce,Business Strategy of a company

becomes the most important thingto develop.» The programme is designed toncrease the Business Strategy

capability of the MSC Malaysiacompanies as well as the general

alaysian ICT companies.

Leadership»

»

Innovation»

»

TÜV STAR*»

»

Showcase»



4 | Mxm Y P | Jy-Fby 2010

Turbo Charge Your coMPetitive advantage

Malaysia is in the midst o transorming ourselves intoa knowledge-based economyand the inormation and com-

munications technology (ICT) industry hasbeen identied as a ocus area or nationaldevelopment. The Multimedia Super Cor-ridor (MSC) Malaysia was launched in the1990s to be the key driving and guidingorce behind the growth and developmento the Malaysian ICT industry.

When the MSC Malaysia was irstlaunched, there were only around 300 ICTcompanies in Malaysia. Today there areover 3000 ICT companies in the country,many o which are earning renown in globalmarkets. MSC Malaysia is proud to be thehome o over 2000 local and multinationaltechnology companies involved in variousICT sectors such as outsourcing, sotwaredevelopment, creative multimedia, hard-

ware design, Internet-based businesses,and support services.

Through our eorts, MSC Malaysiahas created over 90,000 skilled jobs todate, and, by 2010, this number will havegrown to at least 100,000 jobs, especiallyin creative multimedia, shared servicesand outsourcing clusters. Sustaining thisgrowth and Malaysia’s uture economiccompetitiveness in the ICT sector is de-pendent upon the educational readinesso our workorce. The ICT industry isone o the most dynamic industries is theworld today and ICT proessions demandlie-long continuing education in order orproessionals to maintain the currency o their skills and knowledge.

A critical challenge acing the MalaysianICT industry is that o nding, developingand retaining skilled proessionals. Thecontinuous education o workers andproessionals is a vital component or theprosperity o a company.

In today’s inormation age, the shel lieo technology is very short, and the skillsand knowledge o the past quickly becomeout o date and no longer relevant. Aknowledge-based workorce must continu-ously strive to equip itsel with new skills

in order to meet the rapid changes and thedemands o the workplace.

To help the Malaysian ICT industryaddress this challenge, MDeC launchedthe MSC Malaysia Capability DevelopmentProgramme (CDP). CDP is an initiative toraise internal competencies among MSCMalaysia Status companies by providingthem with the awareness o and the means

o adopt global best practices and processeso ensure their continuing competitiveness

in global ICT markets. CDP does thishrough the “Get IT Certied!” Campaign

– a path to earning internationally rec-ognised organisational and proessionalcertications. CDP’s eorts provide Ma-aysian ICT proessionals with accessible

and aordable continuous education.Certications oer several benets to ICT

roessionals such as:» Establishing unequivocal credibility o expertise in a particular area,» Proving that the proessionals are com-

itted to the subject matter they study,» The process o achieving and maintain-ing certication ensures that skills andnowledge are current and aligned withhe needs o business, and» Oering advantages or career develop-

ent.

Through acilitating the developmento a highly skilled workorce, CDP directlycontributes toward helping MDeC achieveour three targets. Firstly, through raisinghe skills and knowledge o the Malaysian

workorce we make our nation even moreattractive to oreign ICT investors ashey can now nd the talent they needocally without having to pay or costly

oreign workers. Secondly, by helping ourocal ICT companies raise their internal

competencies, CDP is empowering themo drive innovation and create exceptional

ade-in-Malaysia products. And nally,by providing Malaysian proessionalswith aordable and accessible continuouseducation, CDP is helping these individualsimprove the quality o their lives.

To ICT proessionals looking or a wayo turbo-charge your careers, I urge youo explore earning globally recognised

ICT certications as a means to achievehis. Your talents are the building blocks

o Malaysia’s uture in ICT and CDP iseady to help you achieve your greatestotential.

y Datuk Badlisham Ghazali, CEO, MDeC

Adopt leading practicesand standards

“What they say”



y-Fby 2010 | Mxm Y P | 5

As Malaysia pursues our goalo becoming a global ICT hub,MSC Malaysia is very aware o he need to develop the capacity

o our country to provide the inra andino-structure to meet the demands o theglobal ICT market. MSC Malaysia Capabil-ity Development Programme (CDP) wasdeveloped as one o the key initiatives inhe Multimedia Development Corpora-ion’s (MDeC’s) eorts to encourage the

adoption o international best practices andhe development o internal competencies

among MSC Malaysia status companies.CDP launched the “Get IT Certied!”

Campaign to encourage individual capabil-ity development that ocuses on improvinghe skills and knowledge o ICT proession-

als in Malaysia.A challenge acing individuals pursuing

proessional ICT certications has been

hat o cost. Certain certications requirecandidates to sit or multiple exams thathen cause the total examination ees to

increase while other certications requirecandidate to travel overseas to approvedesting labs which causes them to incurravel and hotel charges.

CDP works with several partners to ndways to deliver accessible and aordableopportunities or ICT proessionals inMalaysia to pursue certication.

A recent agreement between MDeCand IMS Asia established the CDP-CCIELab Preparation Programme that allowsMalaysian ICT proessionals to earn theCisco Certiied Internetwork Expert(CCIE) certication at up to 83% less thanit would have previously cost.

Additionally, CDP Proessional Devel-opment (CDP PD) provides the ollowingnancial assistance to signicantly reducehe burden on Malaysian ICT proessionals

when taking up proessional certicationsas well as to encourage these proessionalso pursue multiple certications.

Through the CDP PD reimbursement

scheme, Malaysian ICT proessionalswho:» Have successully earned technology-

ased certications will receive reimburse-ent o 75% o their total exam ees up to

a maximum o RM2,500.00,» Earn non-vendor-based certicationswill receive reimbursement o 75% o heir total exam ees up to a maximum o

RM1,000.00, and/or» Complete recognised training programswill receive reimbursement o 50% o theirotal training cost up to RM1,500.00.

ICT proessionals seeking to receiveeimbursement o their exam ees rom

CDP PD must seek prior approval rom theProgramme Secretariat beore beginningheir certication programme.

MSC Malaysia Status companies thatsponsor their Malaysian employees or

roessional ICT certications will also

qualiy to receive the reimbursement.Over 100 proessional ICT certications

are available through CDP PD among themcertications rom Cisco, Microsot, Sun,IBM, EMC and many others. ICT proes-sionals who are keen to pursue certica-ions that are not listed by CDP PD may

approach the Programme Secretariat todiscuss urther on the new certications.

It is interesting to note that, rom early2009 till now, we have seen an additional

ptake o 300% in CDP PD participation.CDP also strives to oer other benets

hrough monthly dialogues, seminars, clin-ics and workshops to raise the standards andcompetitiveness o ICT industry.

Moving orward, MSC Malaysia Capabil-ity Development Programme will continueour eorts to acilitate the development o a world-class workorce o highly skilledand knowledgeable ICT proessionalsin Malaysia. We urge all Malaysian ICT

roessionals to take advantage o thisopportunity to urther themselves.

More inormation can be ound at: www.scmalaysia.my/cdp

y Ng Wan Peng, COO, MDeC

Turbo Charge Your coMPetitive advantage

We can help youget there …

“CDP also strives to o era ona ene s rou hmon a o ues sem nars,c n cs an wor s o s ora se e s an ar s ancom etitiveness of ICT n us ry.



6 | Mxm Y P | Jy-Fby 2010

always had to run lean and tight to competein global markets, Malaysian companiesare airing better than many o their or-eign rivals during the present economicdownturn. And their management is largelyaware that i their companies are to survive,or possibly even succeed, over the next ewyears then they must increase business e-ciencies, achieve prudent spending, explorenew ways to work, develop employee skills,advance products and services, rethinksales and marketing, and raise customersatisaction. The challenge everyone isacing is crossing the gap between realisingwhat’s needed and achieving it.

Although management understandsthe need or innovation and is able andwilling to commit resources to achievethis the act is that in 2009 most companiesdon’t have the luxury o making multi-yearinvestments. They need quick wins with

ROI delivered as soon as possible. The waythey can achieve this is to be innovativeabout innovation.

Global Standard Certications are anassurance that the certied organisationhas in place policies and processes thatare based on international best practicesand that meet the certication guidelines.Achieving certication can be a signi-cant commitment o time and resources;two commodities that are presently inextremely scarce supply.

However, and this is where the in-novative twist to achieving innovationbegins, organisations achieve certicationthrough the implementation o severalsmall changes and many o these changesrequire minimal investment and yield rapidROI. It makes sense or a company that’slooking or quick wins to adopt just theseparts o a certication.

But without all the parts my companywon’t achieve certication so what’s thepoint? The points are simple:» Each part o a certication is based oninternational best practices o provenvalue. There is no guesswork whetherthese changes will help your company.They will.

» There is a tried and tested structured

ethodology to introduce the new pro-cesses and policies into your business

odel. This means that the changes canbe realised quickly, with less cost and with

inimal disruption to workfow.» There are dened metrics to measurehe results o new processes and policies

so that ROI can be quickly and accuratelydetermined.» Components o a certiication workogether so that the whole is greater thanhe sum o its parts. By adopting well

chosen processes and policies it may beossible to realise economies o scale and

synergistic benets or even greater ROI.» Adopting parts o a certication are aninvestment that can be built upon towardachieving ull certication at a later timewhen resources permit.

Every company aces its own uniquechallenges but its possible and even desir-

able to ind eective solutions rom acommon pool o knowledge. The key tonding a quick win is ocus and specicity;his is what the company will invest, this

is what the company will receive, with asittle ambiguity as possible.

Some areas management should lookat are in better cost management throughCDP Six Sigma, improvements in IT servicedelivery through CDP ITSM, enhanced

arketing capabilities through CDP Mar-eting, and great ability to transorm newnowledge and technologies into protableroducts and services or national and

global markets through CDP Innovation.The value o global standards certica-

ion is documented and well known. CDPis a keen advocate urging Malaysian com-

anies to pursue and achieve certicationas a means toward business success.

Dr Karl Ng is the Head of Capability Development Department of Multimedia Development Corporation (MDeC). His responsibilities include directing the development and implementationof capability development programmesto enhance the competitiveness of MSC

Malaysia companies.

ThoughT leadershiP

During challenging times, theknee-jerk reaction o mostcompanies is to tighten theirbelts and knuckle down to work.

That’s not a bad idea, in the short term.Cost controls and a rededicated ocusinto business undamentals can buy anorganisation that little bit o time it needsto access the situation and to develop andimplement a survival plan. Every companycomes up with its own unique survival planbut there is a single common theme sharedby all plans with any chance to succeed:innovation. No matter the times, companiescannot aord to remain stationary. Intoday’s economy innovation is imperativeor corporate survival.

Whether it’s because o lessons learneda decade ago during the Asian FinancialCrisis or because our companies have

By Dr Karl Ng

Succeeding ineconomic downturn

“What they say”



January-February 2010 | Maximising Yur Penial | 7

Snap ShotS

Takeadvantage

of CDPincentives

Visi www.mscmalaysia.my/cdp

‘How To Chge The Gme of Doig Busiessfor a profitble Growth’ (Worksho)

‘Cost Otimistio with Suly ChiMgemet’ (Tlk)‘CMMI for Services’ (Tlk)

‘Socil Medi & Serch Egie OtimistioI Mximisig Busiess Growth’ (Dilogue)

‘Six Sigm Gree Belt’ (Worksho)

‘World Clss Brekthrough ITSolutios: Iovtio’ (Dilogue)

‘Best prctices i Restructurig forGrowth’ (Worksho)

‘Eterrise Iovtio through architectureResiliece’ (IT architect Regiol Coferece 2009)



8 | Mxmng You Potntl | Jnuy-Fuy 2010

in brieF

Mltimedia Developmet Cor-poratio (MDeC) recogisedthe achievemets o 47 MSC

Malaysia Stats compaies that earedglobal stadards certifcatios i 2008.At a gala dier held i Kala Lmprearly this year, represetatives rom thecompaies received letters o recogi-tio rom Depty Miister o ScieceTechology ad Iovatio Y.B. Ta HajiFadillah bi Haji Yso ad MDeC CEODato’ Badlisham Ghazali.

I 2008, throgh the MSC MalaysiaCapability Developmet Programme(CDP), 15 MSC Malaysia Stats compaies

were awarded a CMMI Matrity Ratig; 19compaies eared certifcatio i sotwaretestig; or frms achieved the ISO 27001certiicatio, a Iormatio SecrityMaagemet Stadard; ad fve eared

ISO 9001 certifcatio, a Qality Maage-met Stadard. For more MSC MalaysiaStats compaies were hoored orsedig their persoel to ear idividalproessioal certifcatio throgh the MSCMalaysia CDP Proessioal Developmetprogramme (CDP PD).

Badlisham said: “It is ot a coici-dece that i 2007 MSC Malaysia Statscompaies that had participated i CDPprogrammes achieved export growth o 79.18%, which is more that three times the23.40% export growth o all MSC MalaysiaStats compaies or that year.”

He added: “Throgh the eorts o

CDP, a Je 2008 Sotware EgieerigIstitte report raked Malaysia 1st iSoth East Asia ad 14th i the world orthe mber o CMMI-rated compaies ior cotry.”

Flash back: Firms earnglobal standards certs

“SuCCEEDInG i the Dowtr: IovateIT!” Semiar was held at the EqatorialHotel, Peag o April 30, 2009 i cojc-

tio with the MSC Malaysia IdstryBriefg & Dialoge.

This is a series o brieigs o howcompaies ca beeft rom the facialicetives provided by MDeC.

The semiar had attracted more tha100 idividals rom 50 local ad oreigcompaies.

The adiece had the opportity to

hear rom the experts ad cosltats ithe area o iovatio, bsiess cotiitymaagemet ad sotware improvemet.

The semiar ocsed o how compaiesca beeit rom best practices drigcrret gloomy ecoomic climate.

The evet was coclded with a opeorm betwee the speakers ad attedeeswhere meros topics were discssed;ad the adiece were attracted to askcritical qestios especially i the area o iovatio.

TeaMs fom th MsC Mlyttu compn comptdn th ft comput multdmngmnt gm ogndy MsC Mly CpltyDvlopmnt Pogmm. Thgm w hld on th 15th nd 16thapl 2009 t Putjy intntonlConvnton Cnt.

“W found th gm vynttng t n y opnfo u on how to un compny n dffnt nduty. Wht w lntmy not ppld dctly wthou dly jo ut w dd ln tpo two whch cn ud n thfutu my … fo xmpl, nvto uy oth popl’ nfomton w flt tht t could cloudou judgmnt,” Mohd sfwn,Poducton Dcto, L’ CopquPoducton sdn bhd

MSC Malaysia

Management Game results: Winner: L’ Copqu Poductonsdn. bhd.

First runner up: Pudntl svc

aSecond runners up: MultmdDvlopmnt Copoton sdn. bhd.(Hot)Second runners up: aLCiM sdn bhd

AS PART o its o-goig eorts todevelop the iteral capabilities o MSC Malaysia stats compaies ad icojctio with natioal ICT Moth,MSC Malaysia Capability DevelopmetProgramme (CDP) orgaised a ITSecrity showcase at the MSC MalaysiaIovatio Cetre i Cyberjaya.

The moth-log showcase – whichbega o Jly 30, 2009 – ocsed omakig Malaysia compaies aware o the IT secrity risks they ace i today’scoected world ad the realistic adcost-eective steps that ca be take tomaage these risks.

The showcase broght spokesper-sos rom leadig MSC Malaysia statssecrity frms ad idstry cosltats

to address delegates o a rage o ITSecrity related topics. Participats alsobeefted rom etworkig opporti-ties over lch ad throgh a gidedtor o the showcase that acilitatedkowledge sharig ad iormatiodissemiatio abot crret global bestpractices, the latest methodology ademergig treds i IT Secrity.

CDP Roadshow in Penang

Les’ Copaqueproduction

victorious

IT security risksare for real

In the thick

of action ...Opn foumtwn thpkndttnd.



Jnuy-Fuy 2010 | Mxmng You Potntl | 9

up to 21 participats rom 12 MSC Malaysiacompaies have gradated rom MSCMalaysia Six Sigma Programme, which

was codcted as traiig-led cosltacy or adratio o or moths i 2009.

The Gree Belt traiig programme wascodcted i three modles with a total o seve days rom Jly to Oct, 2009. The traiigtilised a trasactioal simlatio to create aproblem ad demostrated applicatio o DMAICmethodology i solvig it. The mai objective o the traiig is to eqip all the participats withLea Six Sigma skill set to eable them to make

cotios improvemet i their ow area.The Gree Belt Programme was iitiated

early o the year i respose to the reqest o MSC Malaysia commity to assist them i thechallegig year o 2009, MDeC COO ng Wa

Peg said at the Gradatio Ceremoy held onov 25 i Ptrajaya.

Wa Peg said: “This programme has ideedhelped compaies attract ivestors ad bild clietcofdece, besides ehacig competecies.”

She added: “I sicerely hope that the partici-pats will cotie to strive or improvemets evethogh they have completed the programme.”

Codcted by CDP – the evet was oe o the20 specifc programmes orgaised throghot2009 i key areas or “qick-wis” sch as icstomer service, systematic iovatio, costoptimisatio, process improvemet, prodct

perormace ehacemet, brad maagemetad others.

Abot 250 compaies have beefted throghthese series o programmes to assist them iweatherig crret ecoomic sitatio.

MSC Malaysia jois YGL Grop ad itssta i saltig Yeap Kog Tai – a mch-respected igre i the Malaysia ICTscee. The ormer COO o YGL passedaway o April 27, this year. He was 46.

Yeap played a istrmetal role iYGL’s sccess i obtaiig a CMMI certi-fcatio, helpig the compay to go trlyglobal. With the certiicatio, YGL wasable to stadardise, improve processes adperormace to esre qality service adsoltios to its cstomers.

Hmphrey Ho, Grop Marketig Ma-ager o YGL, said: “As the oder o YGL,Yeap was a great leader. Over the years hehad istilled i his sta’s mid to persevere,lear ad be willig to accept chages.”

Yeap also paved the way or YGL toattai Iormatio Secrity MaagemetSystem (ISMS) certiicatio beore his

timely death.Ho said: “As YGL grew – data ad IP

assets had be protected i a secred zoe.Ad to esre it, there was a eed to achieveISMS ad Yeap clearly derstood adpshed or this. Today, YGL is able toicrease the cofdece level o cstomerstowards or compay.”

He added: “Yeap is trly a visioary

Tribute to a dedicated Technopreneur

leader ad has always gided ad ecor-aged s to move orward. With that, the

team is able to adapt to challeges to drivehis missio.”

Yeap was bor i Peag, Malaysiai 1963. He gradated rom uiversity o Melbore i 1985 with a doble major iAccotig ad Compter Sciece. I 1986,he bega his career with Price WaterhoseMalaysia ad was sbseqetly secoded toPrice Waterhose Astralia i 1987.

upo his retr to Malaysia, he joiedYGL Cosltig i 1993 as a Director,iitially overseeig the cosltig bsiess,ad thereater directig the Grop’s owsotware developmet ad deploymetad the settig p o YGL MltimediaResorces Sd Bhd.

At the age o 42, he was appoited asthe COO i YGL Covergece o Je 1,2005. YGL Covergece is pricipally aivestmet holdig compay havig twowholly owed sbsidiary compaies, i.e.YGL Cosltig ad YGL Mltimedia.It was icorporated to be the ivestmetholdig compay o the Grop i cojc-tio with the listig o the Grop o theMESDAQ Market.

He was very active i the sotwareidstry ad partakes i the developmet o local sotware idstry throgh idetifca-

tio o ew techologies, ew markets adgrowth areas/clsters.

He was oe o the oders o theSotware Cosortim o Peag (SCoPE),which was established i 2003.

I 2007, he represeted SCoPE to siga MOu with Mltimedia uiversity, aimsi order to ehace the idstry-academiapartership.

Yp (cnt) cv th CMMictfct fom Chmn of MDCTn s adul Hlm al (lft) nd Dto’bdlhm Ghzl, CeO of MDC n thDc 14, 2006 fl pctu.

Fact ad Fgur

AnAlyse This!

THe hgh-pofl ThGn blt tnngpogmm h ld to:

. Pdgm sytmbhd vng rM 1.3mllon y mpovngth totl olutontm fo uppotvc.

. MxtMsC sdn bhdvng rM621,000y mpovng thvg oftwdlvl’ dlvytm.

. ea Conultnga Pcfc sdnbhd (cp) vngrM145,000 yducng d tton,o nd oucov llocton of thrFP ctvt.

v. 12 ptcptngcompn ngtotl pojctd vngof rM 3.13 mllon.

MSC Malaysia companies see greatsavings through Six Sigma

One forthe album

... Thptcpnt llmlt thgdutoncmony.

in brieF



10 | Mximiing Your Poenil | Jnury-Februry 2010

Quick Facts

Gap between Fourand Six SigmaMost companies still work in a Four Sigmaenvironment that roughly produces 6210ailures per million transactions. General

Electric estimated that the gap betweenFour Sigma and Six Sigma was costing thembetween US$8-12 billion per year.

ource: Six Sigma Online

ISMS: Giving youa ‘peace o mind’Senior management is aware that it cannever have a 100% secure environment,while ISO: 27001 provides the “peace o mind” that ISMS is risk base and built oncontinuous improvement where proactiveapproach had been taken to minimise therisk o securing beachesoccurring.

ource: Ultima Risk ManagementOnline

Branding: A majorchallenge or ICT playersMarketers agreed that balance marketingeort is a major concern or ICT compa-nies, with hal o the respondents rankingbranding with increased competitionand lead management as the top threechallenges.Top 3 Challenges:1. Branding2. Fierce Competition3. Lead Management

ource: HayMarket Media, 2009, Brand-ing a major challenge to ICT industry

44%

27%

20%

10%

45

40

35

30

25

20

15

10

5

0Standardisation

of practices,processes and

terminology

Repeat businessand client

satisfaction

Greater projecttransparency

Greaterinnovation

D o y o u k n o w ?

Benefits Supported by

Reduced costs 10% decrease in overall Northrop Grummancost per maturity level

Faster Schedules 50% reduction in release Boeingturnaround time

GreaterProductivity 25-30% increase in Lockheed Martin, Harris,

productivity within 3 years Siemens

Higher Quality 50% reduction o sotware deects Lockheed Martin

Customer 55% increase in award ees Lockheed MartinSatisaction

ource: Northrop Grumman Corporation. Achieving the Promised Benefits of CMMI

immense cMMi benefts

Malaysia is way behindMalaysia’s national sotware test-ing board (MSTB) claimed thatsotware testing in the region is 30years behind the times. Common

practices need to be raised to thenext level o best practices as setby the International SotwareTesting Qualifcations Board(ISTQB).

Source: Malaysia SoftwareTesting Board (MSTB)

Sot skills criticalto long term careerStudy ound that 75% o long term careersuccess depends on sot skills and only 25%on technical knowledge.

Challenges o ISO QMScertifcationAccording to a Japanese study, ollowingfndings were actors that cause downwardspiral or QMS adoption in recent years:• Focus on certication, not quality• Certication becomes a commodity• Pressures from direct customers• Prices (auditor days and day-rates)

driven down• Difculty in recruiting competent

auditors• More supercial’ audits• Loss in condence of customers

ource: Master Builders

Weightage to Career Success

25%Technical

Skills

75%Soft Skills

Source: Stanord Research Institute and CarnegieMelon Foundation

Do not ignore quality ailuresExpertise of cost of oor quality (COPQ)

ave estimated that deective or unsatisac-ory product have cause losses about 20 to0% o company’s annual gross sales.

Source: MetricStream Inc, 2009 Whatis Your Company’s Cost of Poor Quality(CoPQ) – Tools for calculating and reducing it.

Value o projectmanagement practicesto organisationsOrganisations state that project man-

agement practices greatly assist thestandardisation o practices, processesand terminology, which helps companyactivities to unction more efciently andsmoothly.

ource: Project Management Institute, April 2009



Jauary-February 2010 | Maxmsg Your Potetal | 11

IncentIves / LinkS

The Carnegie Mellon SoftwareEngineering Institute (SEI)www.sei.cmu.edu/cmmi

International Organisation forStandardisationwww.iso.org

CyberSecurity Malaysiawww.cybersecurity.my

SIRIM www.sirim.my

BSI Management Systemswww.bsigroup.sg

TÜV Rheinland Malaysiawww.tuv.com/my

The Chartered Institute of Marketing(CIM)www.cim.co.uk

Information Systems Audit and ControlAssociation (ISACA) – Malaysia Chapterwww.isaca.org.my

IT Service Management Forum –Malaysia Chapter

www.itsmf.org.my

Outsourcing Magazinewww.the-outsourcing.com

Service Desk Institutewww.hdi-atp.com

The Chartered Institute of ManagementAccountants (CIMA)www.cimaglobal.com

Project/Open – open-source, internet-based ‘Project-ERP’www.project-open.com

PHProjekt – an open-source, internet-based groupware suitewww.phprojekt.com/index.php

DotProject – open-source, internet-basedwww.dotproject.net/index.php

ProjectWebwww.infograph.com/web-project-management.htm

Basecampwww.basecampHQ.com

Infowit Creative Managerwww.infowit.com

Project.Netwww.project.net

Business Technovisewww.biztech-i.com

Programmes Adoption Pre-Adoption Awareness

Technology based certifcation Non Vendor based certifcation

75% o total exam(s) ees leading to certifcation 75% o total exam(s) ees leading to certifcationor maximum o RM2500 per participant ; or maximum o RM1000 per participant ;whichever is lower whichever is lower

Training track Certifcation track Non Vendor based certifcation

50% o total training(s) cost or Technology based certifcation 75% o total exam(s)maximum o RM 1500 per participant; 75% o total exam(s) ees leading ees leading to certifcation orwhichever is lower to certifcation or maximum maximum o RM1000

o RM2500 per participant ; per participant ;whichever is lower whichever is lower

CDP Incentives

CDP Professional Development(Individual Incentive)

(Company Incentive)

USEFUL

LINKS

outsourcing issue #16

Documents