Global Capability Center Services
Entry into India market by a Retail giant
A major Middle-Eastern retail chain was keen to enter the Indian market and set up its own business entity and operations. Our team of consultants were engaged at the very outset to design their full IT and BPO organizations for the India market from scratch. This included location identification, logistics, infrastructure and network, software license procurement and team identification. A dedicated team of recruiters and HR personnel worked directly with the client Head of HR to define and recruit the talent needed to run the India operations. A senior VP of Delivery was seconded to the client to operate as the dedicated CIO reporting directly to the client COO and CEO.
After 2 years of achieving steady-state operations, a mix-and-match approach was taken in consensus with the client. The BPO call-center and Infrastructure services were outsourced to the provider while the application ownership was retained by the client as a core business-enabling function. The entire team recruited for the applications portfolio were rebadged and hired directly by the client while a formal Offshore Delivery Centre was created for the other services. The CIO continued for another year before being replaced by a client appointee
Helping a media giant set up their offshore Capability Center
A reputed Media and Entertainment provider from South Africa was interested in setting up independent operations in India. While they realized that the legal entity set up would require time, they were eager to capitalize on the cost arbitrage and talent availability that offshoring offered. Over an intense Top Management Workshop, we proposed a hybrid Build Operate Transfer model where after the agreed-upon duration, the client would have full freedom to rebadge the talent and operate independently or continue with the outsourced engagement.
In this case, the client needed support only for their market facing and internal applications. A dedicated recruitment team from the supplier identified talent locally and the client managers were directly responsible for all screening and hiring decisions, especially for critical and senior roles. The hiring was done on the supplier paper with explicit mention of being “transferred” to the client roles after a stipulated period time.
As it turned out, the client eventually decided not to set up a legal entity in India and the entire setup was rolled up under an offshoring agreement.