“The fun of being different” - HCL Technologies · 2015-02-06 · Ireland) • 90% Brazil,...
Transcript of “The fun of being different” - HCL Technologies · 2015-02-06 · Ireland) • 90% Brazil,...
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“The fun of being different”Vineet NayarA proud HCLite
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20102005
Alternative to Big-4 due to dissatisfaction with integrated dealsInsatiable desire to optimize and reduce costPay for performanceNeed for transformational gains
Trust through Transparency
Value Centricity
Employees First
Innovation in “what and how” of Service Offerings
Client CIO needs
HCL response
Wake up call in 2005
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Customer Satisfaction Index up by per cent
Bn new Transformational Deals Won
Revenues grown by per cent YoY during CY09
per cent incremental Market Share Gain
HCL Performance during the last 2 years
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• Engineering DNA• Skin in the game
• Most balanced portfolio
• Globally competitive • Leadership
commitment• Employees First
• Aligned with customer’s strategy
• TransparencyEntrepreneurial Culture
Broad based Services
Highly Engaged People
Customer Aligned
“It’s good to do business with HCL”
HCL Strengths (As defined by our Customers*)
* Source: HCL Brand Workshop conducted with HCL CAC members Oct/ Nov 20104
70 CIOs/ CTOs form the HCL Customer Advisory Council
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Top 22 Investors interacted with key Clients, Independent Directors and Employees
“HCL opens a new dimension in Transparency”
HCL Strengths (As discovered by our Investors*)
* Source: IIFL Report on HCL Technologies, 3rd Nov 2010
Preferred vendor for many mission-critical and transformation projects
Superior client mining against incumbents
No difference in pricing
Better than others in client satisfaction
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What got us here, won’t take us there...
// LOOKING AHEAD
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Clients looking at output not Input
Transformation is in the interface of multiple technologies
Complexity is increasing
From global delivery to global business
User experience of IT
From procurement-led to business benefit-led buyFrom best efforts to Integrated solution buyFrom relationships to value
Technology will lead strategy to increase business competitiveness. (Digital presence, Pro-activity, High volume consumer etc.)
Application skill landscape will change (Cloud ,BI, SOA, Lean, Virtualization, Enterprise solutions)Pyramid models will become obsolete
5 Mega Trends
Social responsivenessEmerging markets Protectionism
Mobile Phones vs. PCsSocial networking technologies dominating
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What got us here, won’t take us there...
// INVESTING AHEAD
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6 Areas of Departure
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Value Aligned Sales
Business Aligned Services
From Satisfaction to Happiness
From Global to Local
Creating the Talent advantage
Backing the Reincarnate CIO
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Value Aligned Sales1
HEA
LTH
CA
RE EAS
INFRA
ETS
Merck – $500 Mn
M&
E
ERS
Viacom – $50 Mn
EAS
INFRA
EFH/ Oncor – $110 Mn
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EAS
ETSPUB
LISH
ING
RDA – $350 Mn
RET
AIL
INFRA
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10%-30%Total IT Savings
Business Aligned Services2
2005
2008
2010
Total IT Outsourcing
Business-aligned IT
Business Transaction
• Started with AMD in 2005• Ended with $3.6bn in deals in the last 2
years• 68% of total wins against Global MNCs
• Top 20 accounts growth at 37% YoY (FY10), Company growth 24.1%
• Won 35+ transformational deals in FY10
• $100mn deal (logistics major)• $50mn deal (FS major)
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Business Cost
Savings
Utility-based
Business Advantage
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3 From Satisfaction to Happiness
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Value-aligned Interface
Transformation Board
Business Benefit-aligned
Services
Intimacy (CAC, GCM, Value portal)
HAPPINESS
Delivery assurance
Risk Management
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CANADA
Sunnyvale
Irvine
Mexico City
Dallas
Utah
Los Angeles
Houston
Chicago
Columbia
StamfordChicago
CARY, NORTH CAROLINA
Toronto
FairfaxNew Jersey
SAO LEOPOLDO, BRAZIL
Sao PaoloSOUTH AFRICA
KRAKOW,POLAND
FINLANDSWEDEN
ITALY
SWITZERLANDFRANCE
NETHERLANDS
GERMANY
U.K.
LondonBelfast
INDIA
JAPAN
SHANGHAI, CHINAHONGKONG
Perth
Melbourne
Sydney
Brisbane
Wellington
Auckland
SINGAPORE
MALAYSIA
Dubai
Israel
INDIA
PUERTO RICO
CZECH REPUBLICBelgium
SAUDI ARABIA
Beijing, China
4 From Global to Local
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Locals Population• 36% US• 51% Continental Europe• 74% Europe (including UK and
Ireland)• 90% Brazil, China
Locals Population• 36% US• 51% Continental Europe• 74% Europe (including UK and
Ireland)• 90% Brazil, China
• 10 GDCs (outside India) + Helsinki
• 12,000 Employees
• 10 GDCs (outside India) + Helsinki
• 12,000 Employees
• 8600 Employees Rebadged• >$50Mn deal in SA, China,
LATAM, Continental Europe
• 8600 Employees Rebadged• >$50Mn deal in SA, China,
LATAM, Continental Europe
Table Stakes
Interesting
Different
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During the last two quarters (AMJ’10 and JAS’10)
Creating the Talent Advantage5
HCL revenue market share Lateral talent share
Total gross hires Total net hires
14% 28%23K+ 12K+
ObjectiveCUSTOMER HAPPINESS
VALUE ZONE
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Employees First cultureEmployees First culture
Innovation and Value rewardedInnovation and Value rewarded
Employees First councilsEmployees First councils
Focus on lateralsFocus on laterals
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Backing the Reincarnate CIO6
Applications
Data
InfrastructureApps
Data
Infra
UserHigh transaction user-experience through
Engineering-out-of-the-Box
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EBI (Ecosystem and Business Incubation)
vision for Utility IT
Domain-led through Micro-verticalization
Technology-led through ETSBusiness
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In Summary
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Customer Satisfaction
Employee Satisfaction
Growth
Innovation Delivered
Business Aligned Services
Value Aligned Sales
From Global to Local
From Satisfaction to Happiness
Backing the Reincarnate CIO
Creating the Talent Advantage
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Work in Progress
Innovation, Innovation and Innovation
Gen-Y and Gender-Equality in Talent Pool
Social Consciousness in Buying-New Influencers
Emergence of Emerging
Dominance of Technology in Business Transformation
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HCL will try very hard to move from “Good to do business with” to“Great to do business with”
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