gics...leadership in digital era (healthcare)
TRANSCRIPT
GICs…….
Leadership in Digital Era
NASSCOM … Enabling transformation…
2
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
3
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
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
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
5
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
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+
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
8
GIC world
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
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.
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
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
13
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
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
14
Some Healthcare GICs…
15
Thanks
2015