sábado, febrero 28, 2009

La crisis alcanza India

Saritha Rai, indú, escribe para Silicon.com, acerca del nuevo panorama del outsourcing en India, que no se presenta sencillo, acompañando la tendencia de todo Asia. Saritha pinta un panorama de despidos contínuos y cambios en las condiciones de contratación internas, así como cambios importantes en las condiciones bajo las que las empresas indias consiguen ahora un contrato:
Inside the neo-modern building of a Bangalore outsourcing company, thousands of workers go through an unusual exercize each week. As they arrive at work, they must pass a clipboard full of newspaper cuttings enumerating job losses at outsourcing companies in the city. MphasiS axes 200 in Bangalore, says one. Sun Microsystems lays off 150, Sapient cuts 300 and so on.

The company's strategy is having a curious impact on employees. As measured by company executives who do not want the firm's identity to be disclosed, workers are performing better, making less demands of the company and appearing to value their jobs more highly than before the clipboard went up.

(...) Workers are now recalibrating themselves to demonstrate higher productivity and greater loyalty to their employers. They are not taking their jobs for granted, nor are they assuming the subsidized lunches at the café or the free buses to work will last forever.
Saritha apunta sobre los cambios de estrategia comercial que se avecinan:
1. Salir de India:

Many Indian outsourcers are remodeling their businesses to prepare for the full impact of the downturn. For a long time, these firms have remained India-centric in their operations.

This will have to change, according to Siddharth Pai, managing director and partner at the outsourcing advisory TPI India. Indian outsourcing companies will have to globalize by taking on delivery capability from different cities across the world, Pai told me.

The good news is that the current recession has made global acquisitions cheaper than ever before for the cash-rich among the outsourcing firms.

2. Cambios en en el modelo y las condiciones de contratación:

Many top Indian outsourcing companies, including the Bangalore-based Infosys Technologies and Wipro, started off by executing work on hourly and day rates. Many have since moved up the value chain to project-oriented pay scales and annuity-based contracts.

Now they have been forced to take a percentage of the value of business delivered as their revenue.

The outsourcing contract between Nokia and New Delhi-based outsourcing company HCL Technologies is an example of a modern outsourcing deal.

Last month, HCL Technologies signed a five-year global help desk and desktop management outsourcing agreement with a new customer Nokia - whose vendor was previously IBM.

HCL Technologies will charge Nokia on a 'per ticket per month' or 'per device managed per month' basis. The outsourcer will deliver multicountry and multilingual (13 languages) services through its global delivery centers in China, Finland, India, Poland and the U.S.

Algo de esto lo hemos visto con la localización de algunas de estas empresas en Argentina, Brasil, México, Uruguay.
Publicado en Silicon.com, y reproducido en ZDNet.
Relacionado: (Y comentado por Saritha) NASSCOM, India Leadership Forum 2009. Presentaciones descargables.

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