Tuesday, October 25, 2005

Meet the new India-bound NRI




Meet the new India-bound NRI

ATLANTA DIARY | Meeta Chaitanya

October 25, 2005

When Mohan Bhargava in last year's critically acclaimed Ashutosh Gowarikar film Swades comes back and stays for good in his village in India, Indians, most Indians, especially those residing overseas lauded the victory of the spirit of patriotism and its overt manifestation in this manner.

It wasn't a contribution of time, money or effort made by well-off Indians abroad to the community back home that won the day; instead it was a physical, geographical relocation in order to benefit one's country that had the thinking man do a rethink.

Does it really happen?

In its pristinely inspirational form, maybe not - but Indians returning to India, in search of better, yes better jobs and fuller lives is hardly an anomaly these days. India may still live in villages, (and that's not even a primer to the grim reality in the remotest of colonies), but it has become simultaneously, a veritable option for those wanting to revisit the urban habitat.

Even for those of us who have the advantage of annual back-to-base holidays off work, places as Delhi, Mumbai, Bangalore, Chennai, even Jaipur, Hyderabad, Pune, Chandigarh etc to name a select few, have become rapidly transforming entities that are growing as viable economic, social, residential and commercial hubs.

To cite an example of this trend of relocation that has gripped the imagination of a lot of Indians in this area alone, one needs only to look at the increase in the number of L-1 transferees voluntarily going back to their parent companies in Gurgaon, Noida, Chennai, etc. While some sort of parity in terms of salary, benefits and growth remain major concerns even as a family relocates to India, the very fact of relocation is scarcely regretted.

Even as the US makes steady efforts to increase the number of H1-B visas for technical workers and other specialised personnel from 65,000 visas annually to 95,000, the reverse trend of well-settled Indians exploring, and happily accepting similar opportunities in India has been in motion and is gradually being accepted as a looming possibility.

This movement, which is yet to be an exodus across industries, is seen primarily in the IT sector - and not without reason. With India as home to new endeavours in this industry such as the setting up of Microsoft Research India Lab, Scientia, a facility for research in computer systems and software engineering among other such instances, the IT community abroad is optimistic of options back home. MS is reportedly to increase its headcount in India manifold in the near future.

Another development that is seen as a positive thrust for opportunity is the much-touted forthcoming acquisition of the life and pension businesses of the UK-based Pearl Group by TCS. According to published reports, TCS' UK subsidiary is set to absorb most of Pearl's current employees as also focus on business process outsourcing for its insurance policies. Headcount at Intel's Bangalore facility is reportedly set to increase by year-end.

Similarly iGATE Global Solutions, another growing tech operations company operating out of its headquarters in Hyderabad is reportedly ready to double its employee strength at its development centre at Banjara Hills over the next couple of years.

Whether or not software professionals relocating to India may gain directly by such expansion, acquisitions and mergers, the indirect and voluminous growth in the sector per se is reason enough for hope. That, and the availability of an equivalent quality of living such as NRI cities, top of the line facilities and services, superlative education and employment opportunities for spouses and children, recreational avenues and products being available, even if they come at a dear cost.

The returning Indian from Atlanta may not be the Mohan Bhargava of an idyllic marquee, but the very fact that his return to India is made possible because India can give him almost all and any that he can buy abroad with the added scope for useful contribution, makes this more than an achromatic milestone.

Inductis Ready for Bigger Challenges: Moves India Delivery Center to a Larger Facility



NEW DELHI, India, Oct. 25 /PRNewswire/ -- Inductis, a US based
professional services firm offering Management Consulting and Analytics
Services to a host of Fortune 500 clients, has moved its India Delivery Center
to a larger facility within Gurgaon in keeping with its growth plans.
"I see a lot of potential in the markets we operate in, particularly in
the Analytics Services space. Our Global Delivery Model offers us a
substantial competitive advantage and the India Delivery center is an integral
part of this model. The new, larger facility will enable us to pursue our
aggressive growth plans more confidently," said Sandeep Tyagi, Founder and
Managing Principal of Inductis.
Inductis' India based subsidiary -- Inductis India (Pvt) Ltd., has grown
from a 25 people team in January 2004 to nearly 90 today. Inductis hires
people from top-tier institutes in India trains them for Analytics Services
and Management Consulting positions to work on global client projects.
Inductis anticipates a 100% growth in its workforce within next one year,
mainly attributed to its Analytics Services team expansion. Its new 20,000 sq
ft facility with a capacity of 225 workstations is expected to be fully
occupied by June 2007.
"We are committed to deliver world-class analytics solutions to our
Fortune 500 clients. We recruit at India's best campuses to build a team of
top-notch analytics professionals. It was time we added capacity to meet the
growing needs of our clients," said Lalit Wangikar, VP-India Consulting Staff,
inaugurating the new facility.
The new facility offers a combination of team-rooms along with open
work-area to offer flexibility to the operating teams of various sizes. It is
equipped with state-of-the art security features such as bio-metric access
control system enabling higher security for Inductis' server resources and
confidential client information.
Inductis is the winner of the best performance award in "predictive
accuracy" in KDD (Knowledge and Data Discovery) Cup 2004 and was a finalist in
the DM Review 2005 World Class Solution Awards in 'Data Acquisition and
Integration' category.
Inductis is a global professional services firm that helps large companies
leverage strategy, analytics and technology to make better decisions. Inductis
was founded in June 2000 by an experienced team of finance, technology,
marketing and operations professionals with years of consulting, data analysis
and outsourcing experience. We serve some of the largest (Fortune 500) and
most sophisticated companies in the world across a range of industries,
including financial services (credit cards, retail lending and asset
management), information bureau, insurance, entertainment, and travel. Our
established onshore-offshore delivery model and dedicated staff across two
continents allows significant cost-benefit and flexibility to our clients. We
focus on value creation through our two practice areas: Management Consulting
and Analytics Services.

Sol likes offshore options (http://theaustralian.com.au report)

Sol likes offshore options Michael Sainsbury October 26, 2005 TELSTRA is set to cut more jobs by shifting large chunks of its operations to third-party service providers as part of chief executive Sol Trujillo's company-wide restructure. The move is designed to create a "new" and "leaner" Telstra as outlined by Mr Trujillo to shareholders at the company's annual general meeting in Sydney yesterday. Financial markets are already factoring in up to 16,000 job cuts at Telstra when Mr Trujillo unveils his review next month. The Australian has learned that all technology proposals being submitted to the company's new Program Office - which is in charge of implementing Mr Trujillo's new strategy - must contain an outsource "contingency". Telstra insiders said every business case must state where an outsource quote has been sought, and the result. In addition, reasons why outsourcing is not chosen must be strong. "Clearly we will be leaner in terms of how we operate," Mr Trujillo said. "We have various combinations of people, sometimes fully employed on the Telstra payroll, as well as many contractors. "As we move forward, we will be looking at both sources of work, in terms of finding ways that we can use the cost structures of our business." Global IT services giant Accenture, which is helping Mr Trujillo with his global review, is lobbying hard to grab outsourcing work from Telstra. Mr Trujillo and his operations chief Greg Winn are also considering sending more information technology work to India. The company first sent jobs offshore last year. Mr Trujillo has also instituted a new cost-cutting regime. Business units are being asked to submit fresh cost targets with quantum savings which are being review by consultants Bain and Company. New processes for the allocation of all capital expenditure across the company were also being deployed, insiders said. Mr Trujillo yesterday also gave a first taste of the widespread overhaul of Telstra he plans to unveil next month. He said the five major themes would be market-based segmentation, a "one factory" model, increased innovation, a leaner cost structure and an improvement in decision-making times. But he warned that the decline of Telstra's fixed-line business continued to accelerate: "The biggest issue facing us today is that we have a very leaky bucket associated with our fixed-line revenues." Revenue from Telstra's fixed-line business declined 1.9 per cent in the first half of 2004-05 and then by 5 per cent in the second half. "And this decline is accelerating," he said. Telstra is also expected to announce as early as today that its New Zealand subsidiary Telstra Clear will not invest in a 3G mobile network. It had plans to spend $300 million on a network in Auckland. Sol likes offshore options - 26 October 2005 - TELSTRA is set to cut more jobs by shifting large chunks of its operations to third-party service providers as part of chief executive Sol Trujillo's company-wide restructure. The move is designed to create a "new" and "leaner" Telstra as outlined by Mr Trujillo to shareholders at the company's annual general meeting in Sydney yesterday. Financial markets are already factoring in up to 16,000 job cuts at Telstra when Mr Trujillo unveils his review next month. The Australian has learned that all technology proposals being submitted to the company's new Program Office - which is in charge of implementing Mr Trujillo's new strategy - must contain an outsource "contingency". Telstra insiders said every business case must state where an outsource quote has been sought, and the result. In addition, reasons why outsourcing is not chosen must be strong. "Clearly we will be leaner in terms of how we operate," Mr Trujillo said. "We have various combinations of people, sometimes fully employed on the Telstra payroll, as well as many contractors. "As we move forward, we will be looking at both sources of work, in terms of finding ways that we can use the cost structures of our business." Global IT services giant Accenture, which is helping Mr Trujillo with his global review, is lobbying hard to grab outsourcing work from Telstra. Mr Trujillo and his operations chief Greg Winn are also considering sending more information technology work to India. The company first sent jobs offshore last year. Mr Trujillo has also instituted a new cost-cutting regime. Business units are being asked to submit fresh cost targets with quantum savings which are being review by consultants Bain and Company. New processes for the allocation of all capital expenditure across the company were also being deployed, insiders said. Mr Trujillo yesterday also gave a first taste of the widespread overhaul of Telstra he plans to unveil next month. He said the five major themes would be market-based segmentation, a "one factory" model, increased innovation, a leaner cost structure and an improvement in decision-making times.

But he warned that the decline of Telstra's fixed-line business continued to accelerate: "The biggest issue facing us today is that we have a very leaky bucket associated with our fixed-line revenues." Revenue from Telstra's fixed-line business declined 1.9 per cent in the first half of 2004-05 and then by 5 per cent in the second half. "And this decline is accelerating," he said. Telstra is also expected to announce as early as today that its New Zealand subsidiary Telstra Clear will not invest in a 3G mobile network. It had plans to spend $300 million on a network in Auckland.

New Obstacles Dogging Outsourcing Customers


Elite has sent you a story from Computerworld.com,
and would like you to read it!
_______________________________________________________________________

Outsourcing deals in IT have long been marred by poor communications between buyers and suppliers, along with failures by customers to adequately manage the relationship and measure performance.
At the OutsourceWorld conference here last week, users and analysts said outsourcing customers are now facing new challenges, including regulatory requirements and shortages of experienced outsourcing relationship and contract managers.

Joann Martin, vice president and director of solutions marketing at Pitney Bowes Inc. in Stamford, Conn., listed compliance with foreign and domestic regulations as a significant challenge for both outsourcing customers and providers...............


NEW OBSTACLES DOGGING OUTSOURCING CUSTOMERS

Users and experts at OutsourceWorld in New York said new challenges have emerged for customers that are outsourcing parts of IT operations, in some cases forcing a premature halt to contracts.
http://www.computerworld.com/managementtopics/outsourcing/story/0,10801,105633,00.html

Click on the link or copy and paste it into your browser
to view the story forwarded to you from Computerworld.com.

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