Flexible Strategic Framework

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Eleventh AIMS International Conference on Management December 21-24, 2013

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Flexible Strategic Framework for Managing Forces of Continuity and

Change in Service Operations: A Study of IT-ITES Sector in India

V.K. Gupta

Abhinav Gupta

[email protected]

[email protected]

IMT Ghaziabad

IT-ITES sector, contributing 60% of GDP, posesunique challenges as services are intangible, cannot be

inventoried and involves customers in delivery process. Flexibility, continuity and change have become

areasof interest for researcheron how to manage high uncertainty in the service sector. Managing IT-ITES

service operations pose great challenges. This paper focuses on study of serviceoperations of IT-ITES

industry in India and understanding how they are coping up with the forces of continuity and change. Theaim is to develop a strategic framework for managing forces of continuity and change in IT-ITES

industryand validate through primary research.

Keywords: Flexibility, Continuity and Change, Strategic Framework, IT-ITES Industry, Service Sector

1. IntroductionInformation revolution enabled by availability and penetration of cheaper computing power and Internet hasfuelled the growth of service sector and it has emerged as the biggest contributor to the economics of each

nation overtaking the manufacturing sector by a wide margin. India has a unique advantage of a large pool of

young English speaking net savy working population with high aspiration level. IT-ITES sector has grown at a

fast pace in India, making it a preferred destination for all the leading IT-ITES companies in the world. Indian

IT cities, Bangalore followed by Hyderabad and Gurgaon have become as well-known as Silicon Valley in

United States and sometime have become a case of hot political discussion in US due to their fast growth andhigh level of competitiveness. India has been following this trend and service sector including IT-ITES

contributes to over 60 percept of GDP (IBEF 2013). Designing and managing IT-ITES services pose

challenges as services are different from manufacturing in a number of ways. Few factors that differentiate the

IT-ITES services from manufacturing are - services are intangible in natureand involvement of customer inservice delivery process. In case of IT and ITES industry,production and delivery of services has to happen

simultaneously. Due to the fact that customer in involved in service delivery process, the output of IT-ITESservices is highly variable and outcome in terms of quality and consistency may be difficult to standardise. IT-

ITES sector however has evolved over time to address all these issues and developed mechanisms to address

some of these concerns. Early adoption of ISO standards, BPM and CMM methodologies have helped few

Indian companies to be amongst most successful companies in the world. There are highly successful

companys operating at International levels and many unsuccessful companies as well which has not been able

to withstand tough competition. In present highly dynamic global economic scenario, it is therefore necessary to

understand the underlying factors for successfully managing IT-ITES service operations. The aim of this paper

is to identity the factors affecting forces of continuity and change for innovation and risk management for

sustained growth of IT-ITES Industry.

Objectives1. The main objective of the study was to understand innovation and risk management in IT-ITES

industry in developing economy like India.

2. Understanding on how the different companies are actually managing their respective IT-ITES serviceoperations to provide the competitive quality, cost and delivery to the customers

3. Identify and study the factors affecting forces of continuity and change influencing management andgrowth of IT-ITES Industry.

2. Literature ReviewZhao (2008) states that India and China share certain similarities that enable them to develop advanced software

that attracts leading countries, the outsourcing partners of the two countriesChina with Japan, and India with

the USare related to disparities in their institutional systems that have an impact on their software

development. Gupta (2009) explores four interrelated strategic concepts for innovating pharmaceutical

companies - core competencies, economies of scale and scope, knowledge sharing, and learning. He states thatoutsourcing knowledge intensive activities to knowledge process organizations (KPOs) serves to reduce


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innovation process obstacles. Chadchan (2012) addresses various complex urban issues associated with the

present pattern of urban development through review of urban development of selected metropolitan cities of

India which have experienced the impacts of Liberalization, Privatization and Globalization process. Nicholson

(2006) examine the practices and controls available to vendors to limit the transaction costs due to high

uncertainty and potential opportunism, and facilitate the offshore outsourcing of a wide range of accounting

activities.Javalgi (2009) concludes that as firms in developed countries (e.g., the US) continue to face enormous

challenges to sustain competitive advantage; outsourcing to emerging markets is becoming an increasinglyimportant source of business renewal and corporate transformation.Palvia (2011) discusses the most critical

concerns for Global outsourcing of IT and IT-enabled services (ITES) such as issues dealing with workarrangements and relationships with the client, and issues related to the clients organizational readiness for

offshoring.

Moorti (2011) discusses Cognizants key operating principles e which include customer-centricity, their

unique Two-in-a-Box operating model and their emphasis on working together with clients to make their

businesses stronger and how they have contributed to the companys spectacular growth story. Shaw (2007)

taking the case of Bangalore (Karnataka) and Kolkata (West Bengal), examine state government agencies andtheir impacts on the cities growth policies.Biswas (2004) outlines factors that are required for sustained growth

of IT regions and evaluates the Hyderabad IT industry and the state governments IT policy against them.

Jensen (2013) states that service provider firms from emerging markets, India in particular, are now offering

BOT outsourcing contracts in which the client firms are allotted call options, i.e. the right, but not the obligation,

to transfer pre-specified assets from the service provider.Demirbag (2012) examines the demographicantecedents of job abandonment among call centre employees in India using a large firm level data. Swami(2011) states that the promoters of the company has one of the highest percentages of employee ownership in

any BPO company in the world, and has helped Motif build long term relationships with its employees, who in

turn have cherished this gesture and built long term client relationships. Vathsala (2009) concludes that there

are differences in competency requirements for KPO and BPO services. Further, demographic variables,

namely, age, the level of education, and total years of industry experience shape competency requirements.

Kanwar (2009) examines the impact of work life balance and burnout on job satisfaction in the context of the

Information Technology (IT) and IT Enabled Services (ITES) industries. Raina (2012) concludes that close

interaction with geographically spread audience and the periodic interventions could be the factors impacting

the Communication Competency of the managers.

Lampel (2008) states that successful offshoring must begin with an understanding of the market and

competitive pressures that encourage offshoring, and then build on recognition of how these pressures can be

addressed using or modifying the offshoring options currently practiced. Hung ( 2009) discusses the extensivediffusion of new technologies in the IT industry, including technical knowledge and human resource

development, industrial cluster, market information and management skills, research and development, financial

resources, domestic and international markets, and the interaction between these factors and the government.

Agarwal (2012) throws light on the strategies and initiatives being taken in the industry to meet the challenges

and opportunities going forward.Lahiri (2009) shows that resources and capabilities of BPO companies relate toperformance in varying measures and partnership quality has partial-mediating and moderating effects on these

relationships.Ravi (2011) studies the outsourcing practices in the banking sector in India. According to him, the

impacts of perceived benefits, perceived roadblocks, and perceived criticality on the attitudes towards

outsourcing were found to be strong and statistically significant. Henley (2007) argues that successful Indian IT

and ITES companies will pursue higher value-added activities through acquisition of related European- and

North American-based companies in order to achieve greater credibility with major customers. Report (2011)

states that the availability of employable talent is the single most important determinant for the growth of the IT

services and ITES industries in the long term.According to Lahri (2011) analysis of qualitative and quantitative data collected from the top executives of

Indian ITES industry suggest that perceptual evaluation of (i) three intangible firm assets (employee,

organization, and management-related), and (ii) recent firm performance positively impact relationship quality.

Narayanan (2011) analyze the antecedents of process integration and its impact on BPO performance. The

antecedents we examine are task complexity, task security, end customer orientation of the client and IT

capability of the BPO. Jensen (2009) concludes that both Danish and Indian firms use the input from their

offshoring partnership to upgrade their organizations and business processes.

Currie (2008) finds that KPOs working in Financial Services face many challenges including gaining the

confidence of potential clients about outsourcing knowledge-intensive work, and finding effective solutions tomitigate outsourcing risk. Kohli (2013) seeks to assess the likelihood and impact of earn out offers on the

acquiring company wealth gains in cross border acquisitions in India.Atesci (2010) describe a significant failure

through chronological description of scandals that took place at one of Indias largest outsourcing vendors,

Satyam Computer Services. Lahiri (2011) proposes an integrated framework where various institutional andorganizational factors that coevolve to enable engagement of clients and providers in offshore outsourcing. This


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study is based on information obtained by interviewing 46 executives of 31 firms of the Indian business process

outsourcing industry. Luo (2011) brings out a sustained and systematic pattern of strategic management issues at

the national-level. He explicate that a unique bundle of national-level institutional, competitive and socio-

cultural conditions function together with a repertoire of distinctive capabilities or weaknesses for most firms,

incubating certain national-level patterns of corporate-, business-, and international-level strategies adopted by

most firms within the nation. Lahiri (2012) concluded that the analysis of data collected from a sample of 105

Indian service providers suggest that rent generation from firm-specific, idiosyncratic resources is positivelymoderated by the level of management capability possessed by such firms.

Ramachandran (2004) concludes that the Indian BPO firms have to consistently prove their capabilities todeliver and create near indispensable situation for the parent to survive without them. Ashish (2012) analyses

the impact of Lean Six Sigma and a firms quality management capabilities in developing its organisational

learning capability (OLC), especially in the business process outsourcing (BPO) environment of a developing

country. Kevan (2009) finds that success in offshore BPO is based on a combination of cost savings, technical

service quality and strategic issues in India and is specific to business context and will change over time. Gunta

(2007) catalogues the types of outsourcing decision possibilities and the way they would be impacted, thusproviding a useful conceptual handle to practitioners. Singh (2009) suggests that companies doing business in

India should capture all the issues in a detailed risk matrix and find solutions to all eventualities that can be

envisaged today and going forward. Mittal (2009) states that Government, Industry and Nasscom have to work

together as India has the opportunity to emerge as one of the top three global IT Innovation hubs driven by

opportunities arising in new areas of climate change, clinical research and mobile applications.The above literature is based on strategies for IT-ITES sector on either continuity or change basis and

therefore addresses options on eitheror basis. A detailed study is needed to develop strategies for managing

forces of continuity and change in a more comprehensive manner.

3. Continuity and Change ForcesSushil (2005), Garg and Sushil (2010), Gupta (2007, 2009, 2010a, 2010b, 2011) have identified the following

factors for forces of continuity and change that need to be studied in greater details to develop a flexiblestrategic framework for managing an organisation. Sushil (2012) discuses typology of strategies is provided for

different combinations of continuity and change forces acting on an enterprise; out of which the flowing stream

strategy is further developed and presented in terms of its principles and key strategic channels. The detailed

methodology for arriving at the factors indicated below has been discussed at length in the earlier work of the

author referred to above.

Factor for continuity forces1. customer base2. infrastructure3. technology4. core competence5. supply chain and distribution network6. culture7. performance.

Factors for change force

1 Globalisation2 New opportunities3 Competition4 Customer needs5 Technology6 Mergers and acquisitions7 Government policy.

There is a need to study factors affecting forces of continuity and change in IT and ITES industry and studyimpact of underlying factors with perspective of continuity forces and change forces on strategic management

decisions and come out with a flexible strategic framework for their survival and growth in this period of highly

competitive fast evolving customer preferences and needs.

4. Research DesignResearch Methodology

This is an exploratory research which is based on primary and secondary data. In-depth interviews of the

experts from IT-ITES industry have been taken using a structured questionnaire. We have further tried tounderstand the IT-ITES business processes in leading IT-ITES companies in India. We have tried to identify


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the forces of continuity and forces of change which would affect service operations in India through the

research questions which were given to senior executives of these companies. A flexible strategic framework

has been conceptualized and developed to manage these forces.

Scope of the Study

The scope of the research is the study of IT-ITES business processes in India. For the study, a secondary

research of IT-ITES industry in India was done. The research questions to be investigated were: to identify thefactors contributing to the forces of continuity and forces of change and developing a strategic framework for

managing these forces in IT-ITES service operation, validating the research propositions stated above andapplicability of the framework to service sector as a whole.

Method of Data Collection

The data was collected from published secondary data and internet: industry databases, IT ministry and

Industry association studies and annual reports, balance sheets and published articles and interviews of CEOs,

internal newsletter of companies. Based on initial secondary study and interviews with industry experts a list ofleading IT-ITES companies was drawn. A questionnaire was designed and validated with help of the experts.

Focused discussions and in-depth interviews of executives of the selected IT-ITES companies were conducted.

A structured questionnaire, using a valid scale (Sushil et al., 2010), was used to collect primary data. A number

of telephone interviews were also conducted to obtain additional information wherever needed during the study.

Findings And Results Of SurveyIT-ITES industry have grown at a very fast pace in India and has created a nitche for itself as a preferred

destination for most of the global MNCs. English speaking ability, high commitment levels of computer literate

and highly flexible work force in India has given edge to Indian cos over their rivals in other parts of the

emerging economies like China. Pursuit of quality through well proven methodologies like Six Sigma and

Capability Maturity Model (CMM) Level 5 achieved by many Indian Cos have enabled them to compete

internationally. The study has clearly brought out the underlying factors for continuity forces and change forces.

Results of the survey conducted through personal interviews of over 100 senior executives from IT-ITES

companies using a tested structured questionnaire is given in Table I. The questionnaire included 29 items for

forces of continuity and 21 for forces of change.

These have been grouped as per factor analysis into 7 factors for forces of continuity and 7 factors for forces

of change. The average score for each factor has been given below.

Table IResults of Survey of Factors for Forces and Change of Continuity for IT-ITES IndustryFactors for Forces

of ContinuityAverage Score

1 Customer Base 2.40

2 Infrastructure 2.50

3 Technology. 1.89

4 Core competence 2.37

5 Supply Chain and Distribution network 1.00

6 Culture 2.57

7 Performance 2.96

Average Score 2.24

Factors for Forces of Change

1 Globalization 4.49

2 New Opportunities 3.86

3 Competition 3.47

4 Customer Needs 4.18

5 New Technology 4.59

6 Mergers and Acquisitions 4.14

7 Government policy 3.61

Average Score 4.05


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Continuity and change matrix

Average score for the above seven factors for continuity forces has been plotted in Continuity and change

Matrix on x axis and average score for the above seven factors for forces of change has been plotted on y axis (

Figure 1 ). The above industry falls in second quadrant signifying Strategic Renewal and Transformation (Gupta

(2011)). This industry is responding to changes in environment and is slow in maintaining continuity. For

Industry to maintain high growth rate in this highly turbulent environment, it need to focus on underlying factors

of continuity.

5

X (2.24. 4.05)

2.5

Average Score for

Underlying factors for Change forces

0 2.5 5

Average Score for underlying factors for Continuity Forces

Figure 1Continuity and Change Force Matrix for IT-ITES Industry

5. ConclusionIT-ITES industry is responding to factors for change forces very well. However, it seems to be very low onfactors for forces of continuity exposing it to high risk levels. Equal or more focus on underlying factors for

forces of continuity can help it to maintain a balance and give ability to survive and grow consistently.

6. AcknowledgementThe author would like to acknowledge guidance and support provided by Dr Sushil, Professor Strategy

Management and Dean Academics, IIT Delhi for the above work.

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