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HA Decade s Triple Revolution to 2005 % s:The Ever Widening Spectrum of Contemporary Professionalism$; ; u  Global Trade in Services &  { p eJ The Global Delivery Model: Direction Setters in this Wider Context - 1&K9  K ^-Maturity brings potential for commoditisation.. . Y Zo?The New Globalisation Model: Four Fundamentals to Address@# @ `0Global Services: Moving to a level playing field 1$ $ 1   Dr Richard Sykes www.dr.richard-sykes.com +44 (0)20 7917 1715 (office) +44 (0)20 7354 0848 (fax) r.j.sykes@btinternet.comZr       < 3/8l  ` ` ̙33` 333MMM` ff3333f` f` f` 3` f` f{` ff>?" dd@f?" dfd@f R" L  Q n?" dd@   @@``PR    @ ` ` p>   >  7 @8 |(  |~ | 03S"? | 6(L "`   X Click to edit Master title style!! ( | 0p,L "P p  RClick to edit Master text styles Second level Third level Fourth level Fifth level!    S   | 0 3L "{   v www.dr.richard-sykes.com Copyright 2006  Dr Richard Sykes and all rights reserved N\ G $X<g $XG $XN      G B | s *޽h? fff80___PPT10.@F &GW master_june 2002 bZh(   h0 h 3 rP؂pFpF ?X/   v* R))RR{{2 h 3 r0;pFpF ? /  x* R))RR{{| h < ?e  R h # l~qpFpF? ?? C  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S0 h 3 rqpFpF ?X   v* R))RR{{2 h 3 rqpFpF ?   x* R))RR{{H h 03iO ? ̙3380___PPT10.&q  $(     3 rF4pFpF ?X/   ^* R))RR{{  3 rPwpFpF ? /  `* R))RR{{  3 rpFpF ?X   ^* R))RR{{  3 rpFpF ?   `* R))RR{{H  03iO ? ̙3380___PPT10.&jA 7 D <   (      fL ?"  "Dr. Richard Sykes Chairman, Intellect s Outsourcing & Offshore Group Sole Partner,  Dr Richard Sykes &g( 2ggGGG g     fL ?".  F 2 Z   f L ?"  \ 6BCS Offices, Covent Garden London, 5th September 2006 P7( 2$aia A  7    fPL ?"9% {BCS Globalisation Masterclasses ( 2   r  S @L|@`     fPL ?"@  n$ Dr Richard Sykes  2     fA ?"   s j$6m[A"logo-home-320x90Intellect logoWxhK   fy~ ?" !3a  @___PPT10 V___PPT980V___PPTMac110( tnamdl Book Antiqua 2Monotype Typography, Inc.GGGGGG  GMark Kobayashi-Hillary Board Director, National Outsourcing AssociationRH( 2gGGG0gGGGgGGG H H  0޽h ? a(___PPT10e+D=' = @B + 7 4,P (   r  S K|      fϋ ?":  nThe New Globalisation Consumerisation of the ICT  offer Emergence of the Services Model Emergence of Loosely Coupled Technologies 2&  _ H  0޽h ? fff4 7  \(   r  S |xNg   L   f ?"   Calling in the New World to Redress the Balance of the Old [Canning] Four new Indian global players in the $1-2.5 bn band: revenue growth 25-40%+ p.a. (TCS, Infosys, Wipro, Satyam) Combined with relatively open global markets, involvement of the Diaspora & a determined focus on quality & technical professionalism Broad service mix: Application development & management; package implementation; systems integration; consulting; BPO; KPO; infrastructure management - and onsite/offshore blendingB0 Z2<  Zu  1    ? V  <P ?m  Source  Anthony Miller Arete Research, @ 2006 Regent ConferenceAA*  $ H  0޽h ? fff. 7  V(   r  S |T<C      fp ?"t  WThe Millennial turn has seen offshore, near shore, smart shore, blended shore develop as a norm Euro-American majors globalising into India. Top 8 have >70,000 delivery staff in India Top 6 Indian majors forecast to employ > 50,000 staff in Europe by 2008 Professional labour arbitrage! TCS, Infosys, Wipro 2005 EBIT* margins of 25-30%: Tier 2 players ~20% McKinsey (2005/6) forecast a $380bn ITO/BPO opportunity by 2010: 35% offshored, and India potentially placed to maintain its #1 position0 P2w0 P20 P2F0 P20 P2&  9 F  ,$$ ((#,, 00$44@2  x   ;   < ?m  *Source  Anthony Miller Arete Research, @ 2006 Regent Conference; McKinseysMMF  %       f`" ?" ..m  k 8 2 2 H  0޽h ? fffW  7  (   (8 `  `7t   0A ??`  t   0A ?? `    Hp= ?` hForecast GDP in $ Trillion  ,  <pB ?m  tSource  McKinsey Estimates. Courtesy of Regent Associates;; ;   6F M }7The Fundamental Market Shift - Geographic GDP 2010-205088 8 H  0޽h ? X(=^  7  2(   r  S |/      fK ?" L Calling in the Consumers World to Redress the Balance of Old Enterprise IT [With apologies to Canning] 1995 onward - new companies move to create & exploit the consumer opportunity New paradigms: The user shapes the game, sets the pace A kit sale ?(fancy mobile  phones!) but really a service sale (& whoever heard of outsourcing?) The Internet as a significant delivery vehicle Advertising as the new earnings stream`0 Z20 Z2M|Y  ~  H  0޽h ? fff 7  (   r  S p|   m   f ?"w  The Second Globalisation Software and services follow hardware Consumerisation An even more radical breaking of the industry mould Rise of Application Professionalism Rapid expansion of practice boundaries 2& 2 24 2$ 2' 2&4  $'&?   H  0޽h ? fff! 7  I(   r  S |q   v  NA1DocumentSummaryInformation8Current UserV?Bc   fO ?"[  u)Acknowledgement to CSC Leading Edge Forum* 2* * H  0޽h ? fff 7     - (   8 "   3'z/   # lc ?"" }/Computer Services and Information/Data Services0 20 0 +   # l: ?"+  yExports Imports Trade Surplus,0 F2  j   # l ?"   2003 4.3 bn 1.8 bn 2.5 bn* 2N          # l0 ?"9   B2004  1H 2.3 bn 1.1 bn 1.2 bn*" 2b       (F "n    - v    fp ?""n. zBusiness Services   Professionally Rich &  Technology Rich > 2>> '    f ?"+#  {Exports Imports Trade Surplus,0 Z2 {    f ?"` `  2003 31.7 bn 14.1 bn 17.6 bn*  2 b            f  ?"   F2004  1H 15.9 bn 7.0 bn 8.9 bn*$ 2b         6  ^  +What is the performance of the UK industry?2,%, H  0޽h ? fff" 7   J(   H   f  ?"  World trade in services (~$1.8 trillion in 2003) is only ~ 1/5th of trade in manufacturing Only 10% of services enter international trade vs. 50% in manufacturing  Top two in exports of computer services are Ireland and India: in business services are US and UK (who are both in trade surplus in services  both in trade deficit in manufacturing)[ 2 2> 0  /  d$$&   H   fp% ?"d :Courtesy of Prof. Mari Sako, SAID Business School, Oxford.; 2;*    r  S (| 4   H  0޽h ? fff 7 ]U0 (      f ?"Pg  Within the M25 is found the highest concentration of non-national professionals in the world 2_ 26 _    f5 ?"$wz  The City (Banking, Financial Services, Insurance) (2004): Trade surplus $25.3 bn; Employs > 1.0 million; Financial Services account for ~5.5.% GDP, rising to ~ 9% GDP when associated business services are included; The Creative Industries (Media, Design, Education) (2001): Revenues ~112.5 bn; Employs ~1.3 million; Exports ~10.3 bn; accounts for >5% GDP Major elaborators of ICT capabilities4 2 24 2] 2& 24cB  4T  &$$h O    '  > 4   f U ?" BAnd not only Business Services& & & " 2"" H  0޽h ? fff 7 @ =(   d   f] ?"I%  The Five Virtualisations/Architectures Virtualisation of computing power Virtualisation of business process management (BPM) Systems/Services-Oriented Architecture (SOA) Virtualisation of the network ( Over IP ) Architecture for Software as a Service/Web Services`'0 21 2 ff     @`A   fb ?" f /From the tightly coupled to the loosely coupled>0 2    0 P   fu ?"#P0 ZFoundations for the Next Decade s Revolution?". 2.f . H  0޽h ? fffm7 0 (   S   fPM ?" 'From Tightly Coupled to Loosely CoupledX( 2  f (    fM ?"7r ^Classic Outsourcing models are based on  Enterprise IT / Facilities Management model (tightly coupled) Emergent shift to the Sourcing model (loosely coupled) The Assembly of Service/Value Chains Exploitation of global networks & the Internet potentially enables global service sourcing strategies BUT Geography only one factor in an increasingly rich decision mix (fit for purpose, fit for use test) Business Assurance of Service/Value Chains a major new challenge  2&/   p.  $$  H  0޽h ? fff 7 NFP (   r  S z|V^   ,   f@ ?"  The Services Model  Technology rich/professionally rich Focus on technology productivity? Focus on application effectiveness?  Innovation & development Focus on technology productivity? Focus on application effectiveness? 2& 2F 2 2F 2&F  F  H  0޽h ? fffH= 7 K<C<`d 0 ;(  d  d <K K s D  d B C-DEF -  @`7< d BCMDEFMM M @`g7: d 3 !: d 3 L9 d <Px [ dVolume.   d B CDEF % :   _  @ +b!!(08a@#KT^oj3w-wM}L2FhX>m|Z:7NhmZXH9#+? [w" &09eCIQ.`ren{bJ.3Mm Hrr^K9&&W"X833oyo#ea\SK!Bb;6++#@  _   : " % @`2s : d 3 oE: d 3  d <9 % t$IT Organisations & IT Services firms %% % : d 3 )g5: d 3    d <0k   sCommoditised Services.f   d BCDEF @` nt : d 3  : d 3  r  d <p/j ;  Labour intensive One-to-one4   : !d 3 k? : "d 3 k : #d 3 kg : $d 3 k : : %d 3 k _ : &d 3 k" 2 @ 'd C @ (d C 4@ )d C Ss@ *d C @ +d C @ ,d C 5@ -d C Tt@ .d C @ /d C @ 0d C  4 @ 1d C S t @ 2d C   @ 3d C   @ 4d C  4 @ 5d C S s @ 6d C   @ 7d C   @ 8d C  3 @ 9d C R t @ :d C   @ ;d C   @ d C   @ ?d C    @d xBfCgDEFfg2gfg @`[ Ad xBfCgDEF2gf @` Q : Bd 3 N : Cd 3 : Dd 3 [S : Ed 3 9 7 : Fd 3  N : Gd 3  R : Hd 3  (  Kd <!  zHigh Human/Technology Ratio .   Md <0  ^  zHigh Technology/Human Ratio .  : Nd 3 2   Sd B C-DEF -  @` 7: Td BCMDEFMM M @`g7 ]d <@7C  qTransactional Cost.  : `d 3 !: ad 3 L9 cd ޮB C>DE4F>3 > $  F  }<LwdS@d-,U"|d^J/0|]6rU7dE( ~_>tc{TYH6<3**% kH$$Hk $/A<dKZm 0Rq2Pp,Ji#Jsx/%ISb|K!1YEYk~B~u<}  !F * 1 8 > @`I : ed 3  hd BCDEF @` nt : id 3  : jd 3  r: kd 3 k? : ld 3 kg : md 3 k : : nd 3 k _ : od 3 k" 2  pd < . d   Capital intensive One-to-many4    @ qd C @ rd C 4@ sd C Ss@ td C @ ud C @ vd C 5@ wd C Tt@ xd C @ yd C @ zd C  4 @ {d C S t @ |d C   @ }d C   @ ~d C  4 @ d C S s @ d C   @ d C   @ d C  3 @ d C R t @ d C   @ d C   @ d C  4 @ d C T s @ d C   @ d C    d xBfCgDEFfg2gfg @`[ d xBfCgDEF2gf @` Q @ d C @ d C 4@ d C Ss@ d C @ d C @ d C 5@ d C Tt@ d C @ d C @ d C  4 @ d C S t @ d C   @ d C   @ d C  4 @ d C S s @ d C   @ d C   @ d C  3 @ d C R t @ d C   @ d C   @ d C  4 @ d C T s @ d C   @ d C    d xBfCgDEFfg2gfg @`[ d xBfCgDEF2gf @` Q : d 3 N : d 3 : d 3 [S : d 3 9 7 : d 3  N : d 3 2   d Bx |H7    d  f } ?"[ + u)Acknowledgement to CSC Leading Edge Forum* 2* *  d 6~ VK J The Global Delivery Model: Direction Setters in this Wider Context - 2&K9  J H d 0޽h ? 3ffff3___PPT10e+D=' = @B +\ 7 pL (  L > L  f ?"6  Best of Breed / Competitively Fit for Purpose Focus in making the technology  sweat the assets (high utilisation/reliability/flexibility): commoditised infrastructural services commoditised transactional services Vs. Focus in delivering high application specificity: Specialty end-application-aligned services Highly tuned to end-market requirements  2( 220 P2V0 P2/f  2R f  L  f ?"I F 2  L 6 VL J The Global Delivery Model: Direction Setters in this Wider Context - 3&K9  J H L 0޽h ? fff7 @T D(  T 8 e  T KeK  T   f?"e  T  ZA ?" h T  fM ?"M YZ \And ne er the twain shall (sustainably) meet! / 2/&      T 6M VB J The Global Delivery Model: Direction Setters in this Wider Context - 3&K9 K H T 0޽h ? fff 7 rj (   r  S `|B   P   f@ ?"U=  vClarity of business objectives in a genuinely global market place [what makes for sustainable edge?] Back office, infrastructure as commoditised services [from outsourcing to sourcing] Sharp end/front end requires partners with deep experience of the business [from domain knowledge to end-market intimacy] Ascendance of relationship structuring over adversarial procuremente( 2 2R>   Q  $$((,,004488<< w  @`H  0޽h ? fff/  7   ` W (     S ~0ȿ8E8E1 ?| W  ,i8 w  c pؿ0e0e |   Z   fPܿ ?"EE @___PPT10 V___PPT980V___PPTMac110( tnamdl Book Antiqua 2Monotype Typography, Inc.   6Thank You! Book to be published by the BCS in Feb 2007<7( 2  +   7   3 r@~8E8E1 ?# bX___PPT1080___PPT9h`___PPTMac11tl tnamdl Book Antiqua 2Monotype Typography, Inc.  tnamdl Book Antiqua 2Monotype Typography, Inc.  tnamdl Book Antiqua 2Monotype Typography, Inc.  OMark Kobayashi-Hillary mail@markhillary.com www.markhillary.com 07952 267 074bPZ   L    O,O-@i8 wH  0޽h ? a(0`  p (   d  c $hVZ     3 rq``h D   " H  03iO ? 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