Académique Documents
Professionnel Documents
Culture Documents
Tomorrow
HCL Today
Vertical Presence
Business Package Emerging Consumer & Telecom Service
Process Implementation Verticals Retail Provider
IT Outsourcing R&D & 8%
20% 10%
Infra Tech
14% 17% Services
Mgmt
12% 24% 26%
36%
Financial
33% Services Hitech/
Manufacturing
53%
Custom Application
I am HCL
• am value centric and not volume centric
• believe in ‘Employee First’ as they are the ones who provide value
I
to my customers
• believe in listening
• have a value based multi-service approach that combine emerging
services like IT Infrastructure management, BPO, R&D Services
and package implementation with deep domain expertise in
focused micro verticals
• follow a flexible and transparent business model. My pricing
depends on the value I deliver to my customer
• believe in trust, transparency and flexibility
• believe that my relationship would sustain purely based on the
value I deliver to my customers
• am the most hungry team in the IT landscape today
Quick Facts
Industries we serve
Geographies we
have presence in
2005
-3-
The Change
We saw an inflection
point towards value
centricity.
From
Effort and
Input Focus
To
Output /
Outcome
Focus
From
Discrete
Services
To
Integrated
Services
Inflection Point
on Large Deal
– TPI report of Dec ’06
validates HCL’s strategy of April ‘05
*
Source: TPI Index, Jan 10, 2007
-5-
The Opportunity
Service Provider Diversity
Based on Industrywide Market Share,
the Industry Was More Competitive in 2006
Service Provider Market Share: Top 100 Commercial Contracts Our large deal strategy
is based on Value
Centricity.
*
Source: TPI Index, Jan 10, 2007
-6-
Three Phase Approach to HCL
Transformation
2005
First phase of the HCL Transformation is a 24 month
plan with 76 initiatives cutting across employees,
customers, operations and new business ideas driving
business growth.
Phase 1
Second phase is a selective partnership approach
to augment domain depth, capability and service
Phase 2 innovation to enhance customer value and
accelerate growth in 18 to 48 months.
2010
Phase 3
-7-
Facets of HCL Transformation
Employee Experience
Customer Experience
Employee first, customer
second Output driven strategic
Result driven rather than effort relationship rather than effort
driven culture driven
Inverted organization structure 2006 Total outsourcing focus (TCO)
Building trust and transparency
2005
Business Differentiators
Operating Excellence
Create uncontested market
Drive efficiency at gross margin spaces in services propositions
level (MSD and Service Innovation)
Improve the quality of SG&A Business outcome based pricing
spend and risk sharing
Build scalability
-8-
How is HCL different?
Focus on creating
transformational value
through Integrated Services
Employee First, customer
second philosophy
Blue ocean thinking to create
uncontested market spaces
Collaboration
Evolution of Offshore IT Services Industry
IT Infrastructure
t
en
Management
em
s
ce
ag
r vi
an
M
Se
n
Acceptable
What
io
ed
at
& Proven on
ic PO
rat
ti
Next?
pl
Service ia B
Ap
ed
eg
Quality m
Int
Re
ng
ADM
lti
K
Y2
u
BPO, Infra,
ns
Co
Consulting
Timeline
< 1998 - 2000 2000 - 2002 2002 - 2005 2005 & Beyond
HCL Solution:
• JV with Client divested in favour of HCL with transferred staff
• A truly integrated service offering – Technology, Operations & Infrastructure
• Service includes high end processing in areas of credit default swaps and financial modeling
• Over 3000+ HCL staff serving the client
• Domain focused recruitment strategy
• Focused training through Talent Transformation Programs
• Robust and well tested transition methodologies to reduce transition risk and increase ‘time to
market’
• Robust Governance Model to manage the large engagement
Transformational Value Creation
– Case Study 1
From < 500 to 3000+
Value Beyond Cost Savings
Human Capital Growth
3500 3100
From $ 19 mn to $ 100+ mn in 4
2800
years
Numbers
2100 1867
almost 80/20 Offshore-Onsite
1400 1040 today
486 691
700
0
CY 2001 CY 2002 FY 2003 FY 2004 FY 2005
$19mn
$19mnininCY01
CY01 to $103mn
to $103mn in in
FY FY’05
‘05
Revenue
Revenue Growth
Growth 103
Value to the Bank goes beyond
100 Cost Arbitrage
Revenue in $mn
Revenue in $ mn
80 73
Quality & Process Improvements
60 Greater Quantum of Work Delivered
38 with Same number of FTE
40 28
19 Replicated in other parts of the Bank
20
0
CY 2001 CY 2002 FY 2003 FY 2004 FY 2005
Transformational Value Creation
– Case Study 1
Key benefits
Benchmark
Client
17
How is HCL different?
programtoprovideauniqueanddifferentiatedexperiencetoitsemployees.
1 3
Providing employees with a Driving an inverted
unique environment organization structure
Smart Service Desk 360 Degree Feedback
iGen
Directions
2 4
Encouraging a value Creating transparency and
driven culture accountability
20
How is HCL different?
• HCL President Vineet Nayar has expressed the most cohesive and articulate
vision that we have seen so far from an IT services vendor about how his
company will adapt to the on-demand future.
• Backing up all of this is an enlightened approach toward management and HR
policies. Without going into too much detail, HCL has established a well
thought-out and comprehensive set of programs to empower employees.
“
…though it has not received the hype of a salesforce.com or Google,
we believe HCL may very well be one of the contenders to lead the IT
services world of the very near future.
”
How is HCL different?
HCLhaswon5ofthelargest6largemulti-million, multi-
serviceITengagementsinthelastoneyear, includingthe
largesteverwonbyanIndianServiceProvider.
HCL of tomorrow
Our Aspirations
HCL stands for trust, transparency and flexibility
Think BIG
Talk to me