By Filipe Pacheco
Genpact is definitely a global leader when it comes to business process and technology management. But, in Brazil, the company`s strategy is to learn with the Brazilians how to be successful in the local market and the intentions are to start to follow a growing path from now on. “We are a global company with local presence. In Brazil, we knew it was necessary to come up with a Brazilian team that understands the local market very well,” said Affonso Nina, Genpact`s new Brazil`s country manager. “And, with that process, we had to have in mind the word adaptation”.
New Survey Claims US Clients Prefer Farshore to Nearshore
April 10th, 2012By Robert L. Scheier
A recent study out of Duke University shows that American companies still prefer India, China and the Philippines to the Latin American Nearshore for IT infrastructure and application development and maintenance (ADM). The percentage of finance and accounting work done in Latin America rose from 10 percent in 2009 to 16 percent in 2011, with application development and maintenance (ADM) work rising from seven to 12 percent in the same period, according to the International Offshoring Research Network Project at Duke’s Fuqua School of Business.
Introducing BPO Outcomes: Delivering an Edge to the Deal-Making Dialogue
December 14th, 2011
Our latest online brand – BPO Outcomes – is up and running and starting to expose some of the more spicier topics underneath the covers of the BPO sector. Chief Editor Dan Berthiaume is setting out, in his scrappy Boston-bred style, to challenge conventional thought and get to bottom – time and again – of what really matters and that of course would be real results and profitable outcomes from your BPO deals. “A lot of publications claim to offer “expert opinions,” but BPO Outcomes has genuinely put together a roster of highly experienced and proven experts,” says Berthiaume.
The Allure of Having Services Near as Shared Services Undergoes Major Shifts
October 25th, 2011By Stan Lepeak, KPMG
Over the past couple of years there has been an uptick and rebound in buyers’ interest in the use and expansion of shared services operations to support various back-office functions and processes in areas such as IT, Finance & Accounting (F&A), HR, and procurement. While historically some have viewed shared services as a precursor to outsourcing, there are a range of scenarios and situations in which buyers see shared services as complementary or preferable to the use of outsourcing.
Getting the Most out of Distributed Teams Onshore or Offshore
March 9th, 2010By Ilya Bogorad
If you are looking to outsource or change processes in a multisite organization, you will face a typical organizational design challenge: how do I structure and locate teams to maximize their collective performance. In this article, I will share some of the most salient points which must be considered. This is a result of our work with our most successful clients.
Let’s talk about this concept – repeated ad nauseum by managers and HR staff all over the world like a sacred mantra — the concept of a team.
Everyone talks about teams and the team building. Inordinate amounts of money are spent on retreats, exercises and training which provide no lasting value. Rare is a job posting that does not include a requirement for a candidate to be a “team player”, which is just gratuitous in this context. Who would say that they are not one?
