Tag Archives: Outsourcing

RPA Doesn’t Begin with FTE-Based Assumptions (Part One of Two)

Bill Huber Blog

Bill Huber, Managing Director – 

Alsbridge Managing Director Bill Huber recently interviewed Sean Tinney, Global Head of Innovation and Transformation at Sutherland Global Services, to discuss the current state of the Robotic Process Automation (RPA) market and to examine where the technology is headed.

Bill Huber: Tell me about your background and current responsibilities.

Sean Tinney: I have been in the BPO space for 13 years. My career began with a focus on O2C, transitioned into management, then account responsibilities. My current role is running innovation and transformation from a delivery perspective at Sutherland Global Services. I work with the Platform Development team — beginning at the pilot phase, determining what works best as a point solution and what the appropriate scale should be. Our focus is bringing innovation and scalability to our customer solutions.

BH: What does RPA mean to you?

ST: That’s the million dollar question. There are multiple definitions out there. To me, RPA is another way to have a virtual workforce handling transaction-based or decision-based transactions. The software itself is not a substitute for front end automation but it is software that automates process exceptions. It thrives when subjectivity is driven out of a process and improves the use of rules-based decisions, keeping quality and efficiency up, and driving errors out of a process. It can be a substantial differentiator or value-added service if you are fundamentally committed to changing the process.

RPA is designed around automating process exceptions that are a result of not having automation up front. It quantifies all of the various secession points. We believe that it will move up the cognition scale. You are seeing a degree of it now, in terms of fuzzy logic and historical trends. True cognitive robotics is a ways away, as there are so many different variables, both in horizontal process and all of the vertical variants of the same.

The next level of integrating analytics into the process will enable the software to make better educated guesses. That will be a major step toward improved cognitive processes.

BH: What are the advantages of using a provider for RPA work?

ST: It goes back to the sensitivity of the process, and the software. It requires hands on maintenance. Anything occurring upstream affects the coding of the robots, requiring a dedicated team to stay on top of it. It requires a whole new level of change management and necessitates an ingrained transformation organization that can be cost prohibitive or impractical for a client organization. Working with a provider, an organization can leverage the economies of scale, the process expertise, as well as the collective learning of a BPO organization. They get faster deployments that are more cost effective, with more impactful implementation when using a provider. The provider knows the vertical, the horizontal and the technology.

BH: How is contracting different for an RPA solution vs. a normal BPO solution?

ST: There is significantly more flexibility with an RPA solution. An RPA solution does not even begin with an FTE based assumption, but rather goes immediately to a transaction-based model. It opens up outcome based pricing opportunities because there is a new level of detail in process documentation and transformation, it provides a comprehensive view and thorough understanding of upstream and downstream processes. For example, when you apply an RPA enabled solution to a traditional manual order processing process it provides a better understanding of how it impacts billing, cash applications, DSOs, etc. This enables gainshare, with a more lucrative revenue stream because of the benefit of reducing bad debt or improving working capital. As we see RPA mature and become more adapted, there will be changes to contracting, with the FTE model slowly dying out. There will be a natural shift toward analysts and advisors. RPA will erode the traditional size and scale of resources involved in BPO. This will be an evolutionary process as the market will have to shift.   Some analyst firms base rankings on the number of contracts and people. I believe that this will become less and less important. For a company like Sutherland, it plays into our sweet spot. We have flexible commercial terms and have always leveraged technology and platforms.   RPA will be an opportunity to further differentiate ourselves.

This is nothing different than what Sutherland has been doing for nearly 30 years, RPA just reflects a continuation.

BH: What Are the Barriers to Client Acceptance?

ST: Some clients are innovators and some are more cautious. Clients are reading about new and emerging technologies. There is a natural concern about anything that could impact our client’s customers. We have two different approaches that we take. The first is proof of concepts – a small selection of sub processes or an individual segment of accounts. We will demonstrate what is possible and develop a transformation roadmap to roll into larger scale. The other approach is a traditional lift and shift, with transformation after we have control. Sutherland builds a transformation roadmap after we have control of the process.

What Makes Healthcare Different? (Part Two of Two)

Bill Huber Blog

Bill Huber, Managing Director – 

What Makes Healthcare Different? (Part Two of Two)

The dramatic changes transforming the Healthcare industry are having a dramatic impact on outsourcing service providers, as payers and providers increasingly focus on new delivery models and the integration of disruptive technologies. I recently spoke with HCL’s Healthcare head, Gurmeet Chahal on the concept of “Patient Centricity” in today’s environment.  Our conversation continues below, as Gurmeet discusses what makes Healthcare different.

BH For you as a service provider, what is different about healthcare from other areas?

GC: We have a very strong domain-led technology which is consistent across all of our verticals. In healthcare, we believe that we are unique in the degree to which we work across the entire healthcare ecosystem. This gives us the capability to be front and center. An example is how we are leveraging our strong medical device expertise to create next generation solutions that benefit patient, payer, provider & the device manufacturer.

BH: How are regulatory changes driving increased use of service providers?

GC: The Healthcare industry is among the most regulated. New regulations do have impact on IT services consumption. As an example ICD10 had driven growth in IT services, and is expected to have an ongoing impact in areas like RCM going forward based on the complexity of codes. All of the quality, compliance and regulatory mandates require payers/providers to upgrade their existing IT infrastructure and in some cases to build entirely new capabilities.

BH: As applicable to your services, what are common priorities for both payers and providers?

GC: We believe that new business models are emerging that encourage the payers and providers to improve collaboration. The first is based on the need to drive distinctive customer experience management. This is what will differentiate both in the long run and drive patient retention levels
Secondly, to run effective care management, claims information is insufficient. The payers need to integrate clinical data, lab data, etc. This means that they need a flexible, agile and external focused operating model.
Lastly, both payers and providers have a string need to reduce cost while improving care quality, and to accomplish this while investing in new capabilities such as analytics, social, mobility and so on.

BH: What are the things that HCL is doing to address these priorities?

GC: HCL’s approach is twofold. First, we leverage our strong technology and process capabilities, and secondly, we are investing in frameworks and accelerators where we are leveraging domain experts. For example, we have come up with a solution that we call Member Experience Management. This allows our customers to build a multichannel engagement and communication strategy. It provides a framework the gives a single view of the customer and drives the customer experience. It includes a view of workflow, CRM, infrastructure, next generation CTI Similarly, we have a solution called population care management, which allows providers to engage and drive the medical protocols that they have designed for a population pool

BH: You offer services across infrastructure, applications and business services. Is there a natural evolution among these services when you are engaged with a healthcare client?

GC: It’s very rare that we see a customer take a big bang approach of bundling the whole thing. A lot of times, we get engaged in a business solution kind of discussion. For example, in a successful population health management program, you will need a specialized application, underlying infrastructure and analytical and business services. In these cases, it’s an integrated solution with all three layers. If you look at the conventional towers of ITO. There was a lot of application development work that was happening given the exchange readiness rush. Currently there is a surge in developing front end transformation and analytics capabilities. There is a recognition that a lot of cost can be saved by outsourcing basic infrastructure and in back office functions like claims processing. While there is need and desire to move on all tracks, depending on customers’ readiness there may be a phased approach.

BH: What are unique service levels for HCl associated with healthcare? Are any of these outcome-based? 

GC: We have a number of outcome-based examples. One of the solutions that we have is a combination of applications and BPO in fraud, waste and abuse. The contract is linked to recovery through the process. Another example is revenue cycle management where a focusing on improving customer satisfaction year over year.

BH: Final thoughts?

GC: There is so much change happening in health care, but I believe that this is a great opportunity for healthcare to transform itself. There is a lot of change, but this is the opportunity to gain from this change. It is very rare to see any industry witnessing so much change at one time. On a recent airplane ride, I sat next to a retired IT executive. When I explained what I was working on, he said, “I’m really jealous. Your industry is going through so much. Through technology, you can make such an impact on the lives of humans. I wish that I had that opportunity.” That has stuck with me. We should be grateful for this opportunity, and it’s time to make that impact and gain from this change.

Will RPA Swing the Innovation Pendulum Back to Providers?

Perpetual Motion

Jeff Augustin, Managing Director –

My colleague Mike Slavin recently made some provocative statements to CIO magazine, saying, in effect, that outsourcers were, for a number of reasons, doing a poor job at delivering innovation to clients. Further, Mike opined that many client organizations are reacting to their disillusion by seizing the reins and taking functions related to innovation back in-house.

Pretty harsh words – but the fact is I agree that Mike’s comments accurately reflect today’s reality. That said, I believe a longer-term perspective puts things in a different light. While insourcing may indeed be a viable innovation strategy today, in my opinion that will change, and in the relatively near future. And the main driver for that change will be autonomics and Robotic Process Automation (RPA).

Specifically, every transaction engagement I’m involved in today has an element of RPA, cognitive computing or autonomics. I’m also seeing all the major providers developing impressive – and certainly innovative – proprietary RPA solutions to compete with off-the-shelf offerings from Arago, BluePrism and IPsoft. As RPA continues to gain traction and as these solutions are implemented, disruption of existing service delivery models will intensify, as processes are decomposed and reconstructed to incorporate new digital capabilities, as well as new roles and skill-sets for human workers. Putting that puzzle together is going to require innovation that few enterprises are going to have in-house.

Consider too the business plans of many of the providers, which call for significant sustained growth, but supported by very limited growth in staffing. Clearly RPA has to drive that model, and clearly the commitment to invest and build the knowledge is there.

In this context, while we may be seeing a pause in innovative energy from the service provider community, I suspect it’s the pause that happens before a pendulum swings back full-speed the other way.

For more information on this and related topics, you can download a recording of last week’s “Sourcing Savants” webinar. Sponsored by Horses for Sources and moderated by CEO Phil Fersht, the panel discussion included experts from leading advisory firms who discussed a wide range of issues facing the industry.

Service Integration: Own it or Outsource it? (A Perspective from London)

Outsource In-House Signboards

Chris Lawn, Director

Service Integration and Management (SIAM) refers to the framework or service wrap that converts a bunch of discrete technology-based “towers” from various suppliers into a set of seamless, business user-oriented, end-to-end services.

Getting SIAM right is imperative in today’s increasingly multi-sourced world. While bringing together a disparate team of specialized providers can certainly yield benefits, successfully orchestrating multiple services from multiple vendors presents a daunting challenge.

One key consideration is how SIAM services – that is, the specific function of managing the multi-vendor service delivery environment – are best delivered.

The two logical extremes for SIAM delivery can be characterized as “provide it in house” on the one hand, and, on the other, to “outsource it.”

Which approach is better? I moderated a debate on this question at a recent event at the Ritz in London, in conjunction with Alsbridge’s expansion in the European market. To summarize:

The case for in-house multi-supplier governance: Customers are best qualified to understand business requirements and direct this understanding to encourage appropriate competition and innovation from providers. Further, customers benefit from building and retaining critical skills and competencies and keeping them in-house. And, since multi-source new governance models are just a natural development of the roles of the existing procurement and contract management teams, it makes sense to retain that function. Ultimately, if the contracts for the various providers on the team include clauses to mandate cooperation, end-to-end services and joint innovation, then the client only needs to add a management layer to ensure that the suppliers deliver on the their obligations.

The case for third-party multi-supplier governance: Managing a multi-vendor environment is highly complex and specialized work that requires a team with skills and experience that many customers can’t attract and retain. Specifically, third-party suppliers will have already invested in the tools and the offshore back office capabilities necessary to implement cost-effective and reliable governance. Also, given the potentially contentious nature of inter-supplier relations, the governance team must be able to navigate the operational and commercial sensitivities surrounding IP sharing, knowledge transfer and joint ownership of end-to-end SLAs. Finally, an objective and independent third party can play a critical intermediary role to encourage collaboration and mediate when client/supplier conflicts occur.

So, on the face of things, both approaches appear to have merit. So which is better? The answer – as anyone who has ever worked with consultants can guess – is that It Depends….

Specifically, it depends on the nature of the multi-sourced model, and on the maturity level and existing organizational structure of the client organization.

For example, at the London event, executives from large organizations with significant outsourcing experience said they tend to focus on an in-house approach to managing SIAM, since their scale and expertise equip them to field the required numbers of staff with specialized skills. That said, outsourcing part of the SIAM function is frequently a consideration: over half of these executives said they were contemplating the use of a strategic partner to support their SIAM environment, but were unlikely to fully outsource this function.

In contrast, several attendees representing smaller companies from the retail and logistics sectors had either not yet considered SIAM opportunities, or had experienced serious problems during implementation. The consensus here was that specialist advice is needed to support SIAM implementation, and that a SIAM outsourcing partner should be considered by smaller or less mature companies taking their first foray into outsourcing.

In a nutshell, then, there’s no single answer to the question of how best to manage SIAM. But given the prevalence of multi-vendor operating models, it’s increasingly imperative that the question be asked.

Alsbridge Managing Director Bill Huber to Moderate, Speak and Teach at NASSCOM BPM Strategy Summit Sept. 16-17

Managing Director Bill Huber of Alsbridge, Inc., an award-winning benchmarking, sourcing and transformation advisory firm, will serve as a moderator, panelist and instructor on topics about next generation Business Process Management (BPM) at the NASSCOM BPM Strategy Summit, Sept. 16-17, in Bangalore, India. Themed “Making hyper-growth a sustainable business reality,” this year marks NASSCOM’s 16th edition of the conference.

“The global BPM industry is quickly shifting from a cost-based to a value-based proposition, and next generation models such as Business Process as a Service (BPaaS), cloud, analytics, and robotics are challenging the established paradigms of sourcing,” said Huber. “This summit, focused on next generation BPM models and strategies, is very timely, and I look forward to contributing to these conversations.”

Huber will moderate the panel discussion, ‘Who Moved My Cheese – Capturing Value in Next Generation BPM Relationship’ session on Sept. 17. The discussion will address next generation models that are challenging the established paradigms of sourcing. The discussion focuses on understanding this dynamic environment, changing customer expectations, and how to capture value in the next generation relationships.

Huber also will lead a master class session, ‘A business case development beyond cost savings’ on Sept. 16. The class will explore approaches to capture the value add of BPO including: improved insights from analytics, operational improvements to upstream and downstream functions, improved revenue through improved market agility, market insights and customer care, and the cost and benefits of risk management.

Additionally, Huber will serve as a panelist for a discussion on ‘De-Risking Business: Protection of Confidential Data is a Key Corporate Priority’ on Sept. 17. The session will focus on highlighting specific issues around confidentiality in the industry, discuss ways to address them in a systemic way, and unveil an Industry Code of Conduct to institutionalize it going forward.

For more information about the summit, please visit www.nasscom.in.

About Alsbridge Inc.

Alsbridge is a global management consulting firm that helps companies enable their businesses and reduce costs by optimizing their service provider relationships.  As a trusted advisor to over 40% of the Fortune 500 and FTSE 250, we work with over 200 clients a year on over $11b in spend.  Our experienced consultants leverage market insight and deep benchmarking databases to help clients align their requirements to the optimal vendor solution, apply best practices, negotiate terms at fair market prices and improve relationship governance. We help clients utilize the most cost-effective and value-added sources globally for IT infrastructure services, network carrier services, hardware and software, application support and development, business processes and cloud services.

Alsbridge CEO Chip Wagner to Speak on Panel About Sourcing Strategies at 7th Annual World BPO/ITO Forum in June

(Dallas, Texas) May 21, 2014 – Award winning benchmarking, sourcing and transformation advisory firm, Alsbridge, Inc., announces CEO Chip Wagner will speak on a panel entitled, “Five Key Risks in Developing & Executing a Smart Sourcing Strategy,” at the7th Annual World BPO/ITO Forum. This year’s annual forum, focused on “Re-Inventing Global Sourcing: Cloud, Mobile andSocial,” will be held June 2-3 in New York City.

“There is a long list of important factors always considered when developing a Smart Sourcing strategy, but we will address the five critical risks an organization must recognize and eliminate or mitigate,” said Wagner. “We also will hone in on the focus andexpertise that are absolutely essential for the organization to successfully execute a Smart Sourcing strategy. These are make-or-breakissues that every organization must know and address.”

The panel will be moderated by Beppe Urso, Executive Vice President, Global Director Client Compensation & Strategic Sourcing,Leo Burnett Worldwide. Joining Wagner as panel speakers will be John Gleason, formerly with Proctor & Gamble and Founder ofA Better View Strategic Consulting, LLC, and Andrew Wasser, Associate Dean, School of Information Systems & Management,Carnegie Mellon University.

Key learning points in the session include:

• Learn the CEO, CIO and CPO point of view on Smart Sourcing

• Understand what focus and know-how your organization needs to have/develop

• Learn from supplier/client perspective on how to build in the capability for risk mitigation

• Gain insight into how you can drive the strategic conversation within your own organization to minimize risks while SmartSourcing strategy is developed and executed

Alsbridge is a strategic alliance partner of World BPO/ITO Forum, an exclusive invitation-only event for C-suite executives andsenior decision-makers from mid to large-cap enterprise companies who are currently using BPO/ITO services or interested inevaluating global sourcing opportunities.

For more information about the 7th Annual World BPO/ITO Forum, please visit the event website at www.worldbpoforum.com

About Alsbridge Inc.

Alsbridge is a management consulting firm that helps companies reduce costs and enable their businesses by optimizingthe way they work with their vendors. With over 200 consultants on four continents, Alsbridge has been a trusted advisor toover 40% of the Fortune 500 and currently advise over 200 clients a year on over $11b in spend. This gives us tremendousmarket insight and deep benchmarking databases that our experienced consultants use to help clients engage the optimalvendors for their situation, negotiate best practice terms at fair market prices, and improve the way they govern vendorrelationships. Alsbridge clients utilize the most cost effective and value added sources globally for IT infrastructure services,network carrier services, hardware and software, application support and development, business processes and cloud services.

EDITORS/WRITERS: Journalists interested in covering the above topic or interviewing one of our SMEs pleasecontact:

Scott Tims

Office: 214-378-7970 ext. 278

pr@alsbridge.com| www.alsbridge.com

Alsbridge spins off Outsourcing Center LLC

Alsbridge today announced that the firm will transfer ownership of Outsourcing Center LLC to Alsbridge’s founder Ben Trowbridge.

“Under our new strategy and 5-year plan, it makes sense to spin-off the Outsourcing Center media business tooperate independently from Alsbridge,” says Derek Toone, Vice President of Sales and Marketing for Alsbridge. “This move will better enable us to focus on our core management consulting services helping Global 2000 companies to cut costs, enable their businesses and mitigate risk.”

The newly independent Outsourcing Center will focus on online media and communications for the sourcing industryand provide thought provoking articles, white papers and opinions on the state and future of technology, outsourcing,global business services and telecommunications. Commenting on the transfer, Ben Trowbridge states: “The Outsourcing Center provides tremendous value to both buyers and providers in the outsourcing market. I lookforward to building the business and plan to announce additional staff positions and service offerings by the end ofQ2.”

About Alsbridge Inc.

Alsbridge is a management consulting firm that helps companies cut costs and enable their business by optimizingthe way they work with their vendors. With over 200 consultants on four continents, Alsbridge has been a trustedadvisor to over 40% of the Fortune 500 and currently advise over 200 clients a year on over $11b in spend. Thisgives them tremendous market insight and deep benchmarking databases that their experienced consultants use tohelp clients engage the optimal vendors for their situation, negotiate best practice terms at fair market prices, andimprove the way they govern vendor relationships. Alsbridge clients utilize the most cost effective and value addedsources globally for IT infrastructure services, network carrier services, hardware and software, application supportand development, business processes and cloud services. For more information visit http://www.alsbridge.com.

About Outsourcing Center

The Outsourcing Center has over 175,000 loyal subscribers to its multiple publications filled with thought provoking,relevant content from industry leaders on the state of the technology, outsourcing and telecommunications industry.Today over 94% percent of the Fortune 500 companies along with midsized and small businesses visit the site eachmonth. The Outsourcing Center also provides a number of services to include market communications, branding andfeedback on buyer perceptions and the future of managed service offerings, M&A and sourcing transformation. Formore information about the Outsourcing Center, visit www.outsourcing-center.com

EDITORS/WRITERS: Journalists interested in covering the above topic pleasecontact:

Press Contact for Alsbridge:

Eric Gilmour

Office: (214) 696-6410

Eric.Gilmour@alsbridge.com

 

Press Contact for Outsourcing Center:

Jimmy LaRose

(713) 857-5944

Jim.Larose@outsourcingcenter.com

Alsbridge Opens New Office in Toronto to Cater to Its Growing Canadian Client Base

Alsbridge is experiencing significant growth in Canada, including a large number of firms headquartered in Toronto,which we attribute to favorable market conditions and our proven ability to deliver outstanding value and results to our Canadian clients. Canadian companies, domestic and multinational, look to us to help them reduce costs, improve operations, and get more value from their vendors. To better support this growing Canadian client base, Alsbridge has opened a new office in The Exchange Tower in Toronto 

The office is led by Managing Director Robert Joslin, Country Head for Alsbridge Canada, who has more than a decade of experience advising Canadian firms with identifying and developing sourcing solutions for IT, data centers,call centers, human resources, F&A and other impact areas.

Alsbridge serves a broad roster of Canadian firms in several industry sectors, including oil and gas, financial, hightech and government. Most of our clients in Canada are tapping us for counsel and best practices on sourcing strategies, particularly for IT and business process outsourcing, as well as network sourcing and management, transformation management,benchmarking, and vendor management and governance. 

For more information about Alsbridge Canada, please visit www.alsbridge.com or call +1 (416) 842-9005.

About Alsbridge Inc.

Alsbridge is a management consulting firm that helps companies reduce costs and enable their businesses byoptimizing the way they work with their vendors. With over 200 consultants on four continents, Alsbridge has been a trusted advisor to over 40% of the Fortune 500 and currently advise over 200 clients a year on over $11b in spend.This gives us tremendous market insight and deep benchmarking databases that our experienced consultants use to help clients engage the optimal vendors for their situation, negotiate best practice terms at fair market prices, and improve the way they govern vendor relationships. Alsbridge clients utilize the most cost effective and value added

sources globally for IT infrastructure services, network carrier services, hardware and software, application support and development, business processes and cloud services.

EDITORS/WRITERS: Journalists interested in covering the above topic or interviewing one of our SMEs please contact:

Eric Gilmour

Office: (214) 696-6410

eric.gilmour@alsbridge.com

www.alsbridge.com

Expanding to the Canadian Outsourcing Market? Consider These Trends and Strategic Options

The expanding variety of service offerings, delivery options and service providers in the Canadian sourcing marketplace are providing Canadian organizations with access to new strategic opportunities, and also the associated risks and responsibilities. Buyers need to understand the implications of these trends and options when developing and executing new sourcing transactions or resourcing existing arrangements.

Alsbridge will deliver an eseminar highlighting the latest trends and strategic options available to the buyers in the expanding Canadian outsourcing market on May 01, 12:00 PM to 1:00 PM ET.

Robert Joslin, Alsbridge Managing Director and Canada Country Head, and Richard Corley, Outsourcing Partner at Goodmans LLP, will share their experiences and insights on outsourcing and resourcing of services in the rapidly evolving Canadian market. The attendees will also learn about:

  • Effective use of new service offering options, such as enterprise grade cloud offerings, in outsourcing transactions
  • Optimizing the use of onshore, offshore and near shore service delivery models
  • The governance and oversight responsibilities associated with the use of multiple “best-of-breed” services providers

If you are interested in learning more about the impact these trends in the Canadian market have on your business and what are the strategic options available to you as a potential buyer, then join us on May 1st for the eSeminar.

To register, visit the eSeminar page Trends and Strategic Options in the Canadian Outsourcing Market.

Seats are limited and early registration is recommended.

Alsbridge Opens Global-In-House Captive Center in Bangalore

We are pleased to announce the setting up of its first global-in-house ‘captive’ center in Bangalore, India. The key value-add of the center includes knowledge process outsourcing (KPO) for its various business services as well as software development & support.

Alsbridge was ranked #1 outsourcing consulting firm in the world by the IAOP in 2012 based on the value delivered to their clients. Alsbridge’s outsourcing consulting practice advised on over $ 5 billion in outsourcing contract value. Alsbridge has consistently ranked in the top five over the last six years.

“Setting up our entity in Bangalore, India, is a strategic decision for Alsbridge. We are confident that we can leverage the immense talent that India offers to make our global service more competitive in the years to come. ” said Chip Wagner CEO, Alsbridge Inc.

The US-headquartered firm has already received approvals for it’s Indian subsidiary and is in the process of setting up the organization with the help of its local partner- CaptiveAide – a firm that specializes in helping multinational corporations setup and build their India entities.

“We are delighted at this news and we welcome Alsbridge to India. We commend their decision to set up a global in house center (GIC) and we are confident that they will benefit immensely from this decision”, said K S Vishvanathan Head GIC Initiatives of NASSCOM.

Alsbridge’s GIC (captive) entry adds to a long list of multinational companies that have set up their own entities in India.These entities benefit in many ways including de-risking of outsourcing, low cost innovation, direct control over results,developing global leadership talent and access to local markets.

About Alsbridge Inc.

Alsbridge is a management consulting firm that helps companies reduce costs and enable their businesses by optimizing the way they work with their vendors. With over 200 consultants on four continents, Alsbridge has been a trusted advisor to over 40% of the Fortune 500 and currently advise over 200 clients a year on over $11b in spend. This gives us tremendous market insight and deep benchmarking databases that our experienced consultants use to help clients engage the optimal vendors for their situation, negotiate best practice terms at fair market prices, and improve the way they govern vendor relationships. Alsbridge clients utilize the most cost effective and value added sources globally for IT infrastructure services,network carrier services, hardware and software, application support and development, business processes and cloud services.

About CaptiveAide:

CaptiveAide (www.captiveaide.com) is an India based firm that provides end to end advisory services to multinationalcorporations wishing to set up GICs or captives in India. CaptiveAide’s T-O-T-O methodology supports their clients in the establishment of their entity, transition and operations to transnational outcomes, in a risk-managed manner.