GICs...Leadership in Digital Era (Healthcare)
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Transcript of GICs...Leadership in Digital Era (Healthcare)
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GICs…….
Leadership in Digital Era
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NASSCOM … Enabling transformation…
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Skill & Workforce Development
Digital Eco system
Research & Thought Leadership
Enterprise ConnectsPolicy Advocacy
Global Partnerships &
Affiliation
Strategic Direction Capacity Development Market Access
• Technical resource pool
• Enabled the Eco System
• Industry capacity
• New Knowledge roles
• Entrepreneurial Eco system
• Innovation - Digital natives
Enable
Digital Hub
• 25 year young, “not for profit” trade body and chamber of commerce to build
the collective industry capacity for IT & BPM from India
• Enabled successful establishment of IT Industry
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MARKET: Most attractive BUSINESS INFRASTRUCTURE-
Excellence in delivery
INNOVATOR- Taking the lead in
driving growth for customersSKILLS – Digital hub
>150
billion
Mid-income households-
among the biggest globally
>75 %Population with <35 years
of age
13thLargest consumer market
~8-10XEntry level wages-lesser
compared to source countries
~640Number of GDCs, in >78
countries
>16,000Diverse supplier landscape,
>7,000 digital-centric
~1.5
Lakh
Digitally skilled people
employed in India
5.8
million
Talent composition, 2X
growth in 5 years
~1
millionTechnical output- engineers
annually
>450Firms focusing on emerging
technologies; IoT, Big
Data/analytics
>3,100Start-ups innovating for
futuristic technology areas
Patents filed:out-of-the-box
solutions aiding client business
India: A matchless business partner
LEADING GLOBAL
SOURCING NATION
55 per cent Global sourcing share
>1,500
Source: NASSCOM
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1990-20001980-1990
2000-2010
Indian IT-BPM industry- Always evolved to stay ahead of competition
Share in
services exports
2010 onwards
Value addition
Revenue1
(USD billion)
Employees1
(million)
No. of firms1
GDP share1
Low-end support
& development
T&M pricing
Standardisation,
productivity improvement
Non-critical functions
Project-based
Fixed cost, T&M
End-to-end services
Strategic partner; non-linear
growth
Pay-as-you-use
Higher End Services
Digital transformation
Domain specific services
SMAC, innovation
Outcome based
1 >8 ~78 ~146
0.06 0.34 2.3 3.5
~1% 1.8% 6.1% 9.5%
<5% 10.5% 26% >38%
<1,000 ~2,000 10,000-12,000 >16,000
Share in global
sourcing1 - - 47% 55%
Cost arbitrage Collaboration Value additionBusiness
outcomes
Tipping pointY2K
Global delivery
modelSMAC
Source: NASSCOM1 Data given for FY1991, FY2000, FY2010, FY2015
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Key Challenges
• Globally changing knowledge roles
• Enhancing the employability
• Managing the Aspirations
• Skilling for new leadership changes
COMPOSITION
100% = ~5.35 million
(2014-15E)
Post Graduates
3 yr Engg Diploma/
MCA
4 yr Engg Degree
Science Graduates
Commerce Graduates
Arts + Other
Graduates
Other Graduates
Note: ** NASSCOM estimates based on past trends in annual enrollments / intake and outturn
Source: NASSCOM
Addressing Talent Crunch
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Key Enablement
• PM Skills Mission ; 17 Sector Skill Council
• NASSCOM –SSC for IT/ITES
• Delinking Employment & Education; Skilling
for Employment, NOS
• Expand to tier 2 locations
• Specialist and Digital leadership program
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Internet of
Things
Big Data &
Analytics
Augmented
Reality
Cloud
Computing
Hardware
Wearable Tech, Home
Automation and Fleet
Management
3D Printing, Payment
Solutions and Automation
Big Data and Social
Media Analytics
BD&A, ERM, Comm./
Collaboration and
Productivity Solutions
Marketing & Advertising,
Healthcare and
Visualization Solutions
30+
30+350+35+ 800+
EduTech
Technology Platform,
Educational Content, Skills
Development and
190+
AdTech
Mobile Advertising,
Marketing Analytics and Ad
Campaign Management
100+
HealthTech
30+
Search, ERM, Records
Management
Start-up landscape driving innovation
Start-ups created every year> 800
Funding since 2010$2.3+ Bn
Active VCs/PEs in 201470+
Incubators/ Accelerators80+
Start-ups in India> 3,100
Source: Zinnov, NASSCOM
NASSCOM 10,000 Start-ups enabling and catalysing ecosystem
62+ Active Angels in 2014550+
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Start-ups: DNA
NurtureDiscover Accelerate
Spread
Awareness
Promote
Whitespaces
Bring
Entrepreneurship
in Mainstream
Events and
Workshops
Virtual Learning
Mentorship
Incubation/
Angel Funding
Industry
Connections
Corporate
Acceleration
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GIC world
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GICs in India: An overview
>1,000
USD
>19bn
745k
59%
14%
Number of GICs in India
GIC revenue
Number of employees
Share of ER&D/SPD GICs (largest segment)
GICs with >1,000 employees
Note: ER&D/SPD = Engineering and Research & Development/Software Products
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GIC landscape in India
GICs by Headquarter location, FY2015
68%
24%
4%
3%
1% North America
Europe
Japan
APAC
RoW
Number of GICs by category, FY2015
35%
24%
14%
10%
11%
6% Bengaluru
Mumbai/Pune
NCR
Chennai
Hyderabad
Tier II/III
Headcount range of GICs, FY2015Location wise split, FY2015
3%6%
59%31%
IT
BPM
ER&D/SPD
Hybrids
57%21%
8%
14%
<200
200-500
500-1,000
>1,000
Note: 100% = 1,026 nos.
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Set-up
Ramp-up
Value Addition
Breakthrough
Innovation
Prove the concept1. Key
Focus
Cost Arbitrage &
Mature Delivery
Business Impact &
Thought leadership
Competitive
advantage for the
Enterprise
2. Value
Delivered
• Anchor function teams
• Multiple pilots / transitions
• Defined processes
• Predictable delivery
• Process efficiency
• Capacity augmentation
• Process efficiency
• Enhanced client
experience
• Revenue augmentation
• Global products & service
lines
• IP creation
3. Ops Model • Often shared services• High vertical integration • Matrix organization
• New delivery models
• Integral part of a global
network
• GIC another location
• Efficiency utilization,
Quality, Attrition
GICs are at different stages of a Innovation
Cost ArbitrageAccess to talent
Deep integration & Domain Expertise
Access to local markets & Co-
location
7. Advantages
4. People • Rely on expats;
Experiment with
different people profiles
6. Metrics• Savings, Time-to-
transition
• Development of local
leaders
5. Stakeholders • Function Heads for pilot
services;1-2 senior
leaders as ‘Champions’
• Global function heads
• Select business heads
• CEO/Management/Board
• Senior business leaders
• Clients• Regional / Global
function heads
• Subject matter experts
• Global leadership teams
• Client experience
• # global leaders
• Business focussed
leaders
• No. of new products
• No. of patents filed
Phase 1 Phase 2 Phase 3 Phase 4
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2010 to 2015: The GIC journey
Silo-ed functioning
India: An offshoring option
Limited Functions
Operations Excellence
Cost Arbitrage
Integrated with global
teams
India: An imperative
Expanded Functions
COE for Digital Innovation
Cost + Business Value
2010 2015
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Developing GIC into CoE
Run as a start up & Leverage Start up Eco System
Enabling Digital Leadership
Contribute to NPS
GICs Focussed on
Enabling Digital Charter for the Global Enterprises
Enabling new knowledge roles
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Healthcare GICs…
Typical Work in COE
1. Technology Support
• IT Operations; Applications Development & Deployment
• Transformation of IT from Systems of Records to Systems of Change
• Digital enablement
2. Back Office and KPO/ Analytics
• Unified customer experience management
• Efficacy/ Analytics
• Regulatory Reporting
• Claims Payment system, health records management
3. R&D
• Platform for Digital healthcare
• Reverse Engineering
4. Leverage external innovation eco system
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Some Healthcare GICs…
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Thanks
2015