Word: worldlys
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...India's IT sector, born out of the forces of globalization, is undertaking some globalization of its own. In search of new sources of rapid growth, the country's outsourcing giants are aggressively expanding beyond their usual stomping grounds into the developing world, setting up programming centers, chasing new clients and hiring local talent from Santiago in Chile to China's far-west metropolis of Chengdu. Through geographic diversification, Indian companies hope to regain some momentum after a dismal year, at the same time becoming even tougher competitors to IBM, Accenture and other industry leaders. India's companies "clearly realize...
...More than the crisis is driving India's IT firms into the emerging world. As their multinational clients expand into developing countries, they are finding it imperative to follow. New customers are also surfacing among large firms and financial institutions from emerging countries as they seek to professionalize their operations. A study by NASSCOM and consulting firm McKinsey figured that by 2020 about a quarter of potential IT- and business-services revenues for outsourcing firms will be generated in the so-called BRIC countries: Brazil, Russia, India and China. Although the U.S. still accounts for 60% of the export revenue...
...Tapping these more dynamic economies won't be easy, however. The very different demands encountered in the developing world are forcing an overhaul of the way India's IT firms conduct business. Their goal for the past 30 years has been to woo clients outside India, but to transfer as much of the actual work as possible back home, where lower wages for highly skilled programmers allowed them to offer significant cost savings. With costs in other emerging economies equally low, India firms can't compete on price alone. Emerging markets also require that services be offered in languages other...
...adapt, Indian companies are establishing major local operations around the world, in the process hiring thousands of Brazilians, Chinese, Eastern Europeans and others. The need to train new recruits in multiple countries is a major test for Indian management, and has sparked a few cultural conflicts as well. Cesar Castelli, the São Paulo - based president of TCS in Brazil, says that the company has had difficulties squeezing more free-spirited Brazilians into an Indian corporate environment run on strict hierarchy and a devotion to internal rules. "Indians say 'Yes' and Latins say 'Why?,'" he quips...
...firms also have to work extra hard to woo business from emerging-market companies still unaccustomed to the concept of outsourcing. Unlike CEOs in the U.S., executives in the developing world prefer to manage their technology in-house. The fact that Indian companies are relative unknowns in many parts of the world hasn't helped. Castelli says that one problem marketing the TCS brand name in Latin America has been that tata in Spanish means "daddy." "Nobody knew if we were talking about our father or the company owner or what," Castelli says. "It took time to explain that Tata...