Global Delivery System At Infosys
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Global Delivery System At Infosys as PDF for free.
More details
- Words: 1,020
- Pages: 25
INFOSYS GLOBAL DELIVERY MODEL Case Presentation
Presented By: Group 1
Confidential
1
AGENDA
Confidential
2
ABSTRACT OF THE CASE q
The case examines the global delivery model (GDM) of the leading India based software company - Infosys Technologies.
q
Infosys used GDM as a strategic outsourcing tool; using it, the company could take the work to the place where it could be best performed at lowest cost with minimum risk.
q
Using GDM, Infosys delivered the highest process and quality standards, while leveraging differences in cost, quality and skill sets of manpower in different global locations.
q
The case presents an in-depth information on the operational aspects of GDM and its benefits to Infosys.
q
It also discusses the challenges faced by the company from foreign and Indian software companies Confidential
3
KEY ISSUES q
Study and analyze the operational aspects of the Global Delivery Model of Infosys.
q
Analyze how GDM emerged as a source of competitive advantage to Infosys.
q
Understand the factors that contributed to the success of GDM.
q
Examine the challenges faced by Infosys from foreign and Indian software companies
Confidential
4
GLOBAL COMPANY, GLOBAL OUTREACH
Canada
Europe: Stockholm Brussels Amsterdam London Frankfurt Paris Zurich Japan, Australia, Hong Kong, China, Singapore, Sharjah, Mauritius
USA: Atlanta, Boston, Chicago, Dallas, Detroit, Los Angeles, New York, Fremont, Seattle Argentina India: Bangalore, Chennai, Pune Bhubaneswar, Hyderabad, Mangalore, Mohali, Mysore Delhi, Mumbai
Confidential
5
GLOBAL DELIVERY MODEL
It is based on the principle of taking work where it can be done best, makes the most economic sense with least amount of acceptable risk
Confidential
6
INFOSYS GLOBAL DELIVERY MODEL
Why GDM at Infosys? q
Business Expansions
q
Increase in Foreign Clients
q
Increase in Talent Pool
q
Need to open development center near client’s location
Confidential
7
ABOUT INFOSYS GDM q
Initially - GDM was deployed for Application development. Now – Included new services like package implementation, BPM, testing, consulting and business integration.
q
GDM divided in 3 categories: - Client location - Closer to client - Remote location Global Delivery Center – Two Types 1. Proximity Development Centers (PDC) 2. Offshore Development Center (ODC)
Confidential
8
EXPANDING GDM GDM PLUS -Strategic response to changing market conditions -Integrated delivery model -Execution Excellence -Avoiding risk of predatory pricing of competitors
INFOSYS CONSULTING - Providing IT services - Providing consultancy services
Confidential
9
MAJOR COMPONENTS
q q q q q q q q q
Knowledge capture. Daily handoffs. Quality control. Continuous improvement. Mobilizing & demobilizing of staff as required. Distribution of staff between onsite & offsite locations. Recruiting & training the right kind of people Billing for cross-border teams, and Connectivity of the locations.
Confidential
10
WORKING OF INFOSYS GDM q
Organization into modules.
q
Parallel processing of resources & activities.
q
Clear transparency between teams & modules.
q
Proactive approach before project’s beginning.
q
Comparative analysis of competencies.
q
Conduction of client meetings & preparation of status reports.
Confidential
11
ADVANTAGES q
Access to a large pool of highly talented professionals.
q
24 hr. execution capability with operations spread across different time zones.
q
Expedite large projects by simultaneously processing the project components.
q
Enhanced security through physical & operational separation of clients project.
q
Cost competitiveness across geographic regions.
q
Uninterrupted services through built –in redundancies.
q
Knowledge management system, through which solution could be re-used.
Confidential
12
DISADVANTAGES q
Complex to understand.
q
No verticalised structure.
q
Language Constraints
q
Management and communication overheads.
Confidential
13
MANAGEMENT CONTROL SYSTEM @ INFOSYS q
PROJECT Specific -Closure Reports -Daily Worksheets -Quality System Documentation -Defect Checks -People Knowledge Map - Project specific training
q
ORGANISATION Specific -Sarbens Oxley Compliance -Anti Money Laundering Practices -Implementation of Patriot act
Confidential
14
FIVE PILLARS OF MCS
Confidential
15
CONTROL PROCESSES
q
Benchmarking against international quality standards.
q
Six Sigma
q
Detailed checklist
q
Standard Guidelines & Templates
q
Business continuity & disaster recovery
q
Competency Mapping
Confidential
16
INFRASTRUCTURE q
Job allocation according to maximisation of skills at minimum cost.
q
Parallel processing for deployment of activities & resources.
q
Use of satellites & fibre optic links with facilities of alternate routing.
Confidential
17
MANAGEMENT q
Setting up of BOK.
q
People knowledge map.
q
Values & policies. -quality manuals -quality & productivity charters.
Confidential
18
REWARDS q
Variable component in salary -50% for top management -30% for middle management -10% for junior level staff
q
Role based structure.
q
High Compensation
Confidential
19
INTEGRATION & COORDINATION q
Seamless communication
q
Closure reports
q
Daily worksheets
q
Quality system documentation
q
Body of Knowledge
Confidential
20
CHALLENGES q
Heavily dependent on US based companies.
q
Growing competition from other countries i.e. Phillipines, China
q
Low Cost & high- value added custom built solutions from competitors.
q
To effectively implement verticalised structure as adapted by Wipro technologies.
q
Predatory Pricing Confidential
21
RECOMMENDATIONS q
Demonstrate consistent performance and profitability.
q
Creating customer & employee value through building deep relationships and loyalty.
q
Act as an end-to-end business transformation player with appropriate brand awareness and positioning
q
Leveraging the global delivery model with sustained excellence in execution through appropriate management control system.
q
Manpower to be talented, best-in-class people with a multicultural, strong performance ethics.
q
Focus on other geographic areas for business.
Confidential
22
ASPIRATION TO ACTION… IN CHALLENGING TIMES Controlled Business Environme nt
Existing Business Environment
Strengthen Value Business and Defend Volume Business
Capabilities and Talent
Confidential
23
The Emerging Infosys
Confidential
Fix Op era tio nal Ser vic e Pro ble ms
Be nc hm ark ing , Qu alit y sta nd ard s
M iti g at in g Ri s k
Upgr ade and Refo cus Skills Regu larly Acce ss to High Talen t Reso urce Need s
Si x Si g m a, IS O 90 00
Increa Improv se e Flexibi Service lity / /Agility Quality
High Skill ed Man pow er T ran sfer to Vari abl e Cos t Str uct ure
C apt ure, Gua rant ee and Acc eler ate Sav ing s
Manage Cost
LEARNINGS FROM INFOSYS GDM
24
Thank You
Confidential
25
Presented By: Group 1
Confidential
1
AGENDA
Confidential
2
ABSTRACT OF THE CASE q
The case examines the global delivery model (GDM) of the leading India based software company - Infosys Technologies.
q
Infosys used GDM as a strategic outsourcing tool; using it, the company could take the work to the place where it could be best performed at lowest cost with minimum risk.
q
Using GDM, Infosys delivered the highest process and quality standards, while leveraging differences in cost, quality and skill sets of manpower in different global locations.
q
The case presents an in-depth information on the operational aspects of GDM and its benefits to Infosys.
q
It also discusses the challenges faced by the company from foreign and Indian software companies Confidential
3
KEY ISSUES q
Study and analyze the operational aspects of the Global Delivery Model of Infosys.
q
Analyze how GDM emerged as a source of competitive advantage to Infosys.
q
Understand the factors that contributed to the success of GDM.
q
Examine the challenges faced by Infosys from foreign and Indian software companies
Confidential
4
GLOBAL COMPANY, GLOBAL OUTREACH
Canada
Europe: Stockholm Brussels Amsterdam London Frankfurt Paris Zurich Japan, Australia, Hong Kong, China, Singapore, Sharjah, Mauritius
USA: Atlanta, Boston, Chicago, Dallas, Detroit, Los Angeles, New York, Fremont, Seattle Argentina India: Bangalore, Chennai, Pune Bhubaneswar, Hyderabad, Mangalore, Mohali, Mysore Delhi, Mumbai
Confidential
5
GLOBAL DELIVERY MODEL
It is based on the principle of taking work where it can be done best, makes the most economic sense with least amount of acceptable risk
Confidential
6
INFOSYS GLOBAL DELIVERY MODEL
Why GDM at Infosys? q
Business Expansions
q
Increase in Foreign Clients
q
Increase in Talent Pool
q
Need to open development center near client’s location
Confidential
7
ABOUT INFOSYS GDM q
Initially - GDM was deployed for Application development. Now – Included new services like package implementation, BPM, testing, consulting and business integration.
q
GDM divided in 3 categories: - Client location - Closer to client - Remote location Global Delivery Center – Two Types 1. Proximity Development Centers (PDC) 2. Offshore Development Center (ODC)
Confidential
8
EXPANDING GDM GDM PLUS -Strategic response to changing market conditions -Integrated delivery model -Execution Excellence -Avoiding risk of predatory pricing of competitors
INFOSYS CONSULTING - Providing IT services - Providing consultancy services
Confidential
9
MAJOR COMPONENTS
q q q q q q q q q
Knowledge capture. Daily handoffs. Quality control. Continuous improvement. Mobilizing & demobilizing of staff as required. Distribution of staff between onsite & offsite locations. Recruiting & training the right kind of people Billing for cross-border teams, and Connectivity of the locations.
Confidential
10
WORKING OF INFOSYS GDM q
Organization into modules.
q
Parallel processing of resources & activities.
q
Clear transparency between teams & modules.
q
Proactive approach before project’s beginning.
q
Comparative analysis of competencies.
q
Conduction of client meetings & preparation of status reports.
Confidential
11
ADVANTAGES q
Access to a large pool of highly talented professionals.
q
24 hr. execution capability with operations spread across different time zones.
q
Expedite large projects by simultaneously processing the project components.
q
Enhanced security through physical & operational separation of clients project.
q
Cost competitiveness across geographic regions.
q
Uninterrupted services through built –in redundancies.
q
Knowledge management system, through which solution could be re-used.
Confidential
12
DISADVANTAGES q
Complex to understand.
q
No verticalised structure.
q
Language Constraints
q
Management and communication overheads.
Confidential
13
MANAGEMENT CONTROL SYSTEM @ INFOSYS q
PROJECT Specific -Closure Reports -Daily Worksheets -Quality System Documentation -Defect Checks -People Knowledge Map - Project specific training
q
ORGANISATION Specific -Sarbens Oxley Compliance -Anti Money Laundering Practices -Implementation of Patriot act
Confidential
14
FIVE PILLARS OF MCS
Confidential
15
CONTROL PROCESSES
q
Benchmarking against international quality standards.
q
Six Sigma
q
Detailed checklist
q
Standard Guidelines & Templates
q
Business continuity & disaster recovery
q
Competency Mapping
Confidential
16
INFRASTRUCTURE q
Job allocation according to maximisation of skills at minimum cost.
q
Parallel processing for deployment of activities & resources.
q
Use of satellites & fibre optic links with facilities of alternate routing.
Confidential
17
MANAGEMENT q
Setting up of BOK.
q
People knowledge map.
q
Values & policies. -quality manuals -quality & productivity charters.
Confidential
18
REWARDS q
Variable component in salary -50% for top management -30% for middle management -10% for junior level staff
q
Role based structure.
q
High Compensation
Confidential
19
INTEGRATION & COORDINATION q
Seamless communication
q
Closure reports
q
Daily worksheets
q
Quality system documentation
q
Body of Knowledge
Confidential
20
CHALLENGES q
Heavily dependent on US based companies.
q
Growing competition from other countries i.e. Phillipines, China
q
Low Cost & high- value added custom built solutions from competitors.
q
To effectively implement verticalised structure as adapted by Wipro technologies.
q
Predatory Pricing Confidential
21
RECOMMENDATIONS q
Demonstrate consistent performance and profitability.
q
Creating customer & employee value through building deep relationships and loyalty.
q
Act as an end-to-end business transformation player with appropriate brand awareness and positioning
q
Leveraging the global delivery model with sustained excellence in execution through appropriate management control system.
q
Manpower to be talented, best-in-class people with a multicultural, strong performance ethics.
q
Focus on other geographic areas for business.
Confidential
22
ASPIRATION TO ACTION… IN CHALLENGING TIMES Controlled Business Environme nt
Existing Business Environment
Strengthen Value Business and Defend Volume Business
Capabilities and Talent
Confidential
23
The Emerging Infosys
Confidential
Fix Op era tio nal Ser vic e Pro ble ms
Be nc hm ark ing , Qu alit y sta nd ard s
M iti g at in g Ri s k
Upgr ade and Refo cus Skills Regu larly Acce ss to High Talen t Reso urce Need s
Si x Si g m a, IS O 90 00
Increa Improv se e Flexibi Service lity / /Agility Quality
High Skill ed Man pow er T ran sfer to Vari abl e Cos t Str uct ure
C apt ure, Gua rant ee and Acc eler ate Sav ing s
Manage Cost
LEARNINGS FROM INFOSYS GDM
24
Thank You
Confidential
25
Related Documents
Global Delivery System At Infosys
June 2020 4
Exit Interview At Infosys
June 2020 8
Anesthesia Delivery System
June 2020 3
Delivery System Whitepaper
June 2020 2
Pulsatile Drug Delivery System
November 2019 30
Drug Delivery System
June 2020 9More Documents from "api-19586407"
Hydrological Cycle New.docx
December 2019 14
Controls Ata Axa
May 2020 9
Global Delivery System At Infosys
June 2020 4
Atmosphere New...docx
December 2019 19
Alibaba.com Case Analysis
June 2020 5