Offshore BPO: Evolving Client-Vendor Relationships
Vikram Talwar, Executive Chairman

It's now half a decade since third party processes migrated offshore to India. The offshore service providers have cut their teeth through issues of technology, people and infrastructure and are now used to managing client expectations on a 24/7 basis. The clients, on their part, have come to terms with the infrastructure of India's cities and witnessed 'voice neutralization' of Indian BPO representatives. Also, while making the mandatory trip to the Taj Mahal, they have seen significant dollar savings.

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Of Numbers, Fractals, Modeling and Business Solutions
Pavan Bagai, Chief Operating Officer

After establishing its credentials as 'the back office of the world', the Indian outsourcing industry has been witnessing increased sophistication. It is now building its reputation in knowledge based services, or analytics.

Imagine unsorted data going through a black box and coming out as useful information. In knowledgeservices the black box is the mind. And there is no universal pre-defined process to reach a conclusion.

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Setting Up For Success - Getting Things In Place Before You Migrate Processes
Vikas Bhalla, Vice President and Business Leaders - Operations

Thomas White, CEO of a Fortune 500 company, and his team have at last decided to take the outsourcing route. After a year of joining the organization, Tom decided to explore outsourcing of business processes as a strategic option in reducing costs and improving time to market. Their rival organization had improved its supply chain and service delivery and as a result reduced costs and improved profitability. It was a planned 3-year turn-around of the company. Its stock price went up by 15% and had become a case study at B-schools.

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F&A Outsourcing - Maximizing Value
Lokesh Agarwal,Vice President - Finance Transformation

Globally, the Finance and Accounting (F&A) function is undergoing a transformation.

Traditionally, the F&A function was seen as the corporate scorekeeper and played a limited role in decision support and strategy formulation. In most organizations, it had been a decentralized function. Besides, automation was limited to few processes like payroll, inventory accounting, GL processing. This resulted in delayed, incomplete and inconsistent financial information. The COF (Cost of F&A function as revenue percentage) was high as well.

Imagine unsorted data going through a black box and coming out as useful information. In knowledgeservices the black box is the mind. And there is no universal pre-defined process to reach a conclusion.

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