Business Case

For Cerebro – Case Study Competition as

part of Delphique 2020

Industry (in India): BPO, BPS, KPO, ITeS

 BusinessCaseforCEREBRO –CaseStudy
Competition aspart ofDelphique2020
Context
De-globalization of economies
and the COVID19 pandemic
has thrown unprecedented
challenges in the recent times
for the global economy, in
general. This is true
particularly for India based
BPO, KPO, BPS and ITeS
companies that operate as
Global Capability Centers
(GCC) and/or Global In-house
Centers (GIC).
Background
In recent years and specifically in 2020, the global
BPO/KPO/BPS/ITeS industry has seen strategic shifts away from
the pure-play low cost outsourcing models in two key ways:
1. As this industry has grown, organizations have started looking
inwards for control over data localization, increased
automation, and reverse shoring. Trade-tariff wars are all
pointing to de-globalization, being a real possibility.
2. The global pandemic of 2020 has added a new dimension to the
industry and seriously challenged the established operating
models for all global organizations. Most global organizations
reacted to this change in the immediate term. But there is a need
to respond at a strategic level to these challenges for the medium
and long term.
Problem Statement
These developments have challenged existing operating models –
especially in offshore markets such as India – and necessitated the
requirement for operations in countries like India to re-define and
reinvent the ways of doing business. While doing this, the
organizations need to keep in mind various business, compliance
(government, regulatory & legal) and human capital needs that
have been the proponent of growth and success for the
BPO/BPS/KPO/ITeS industry during the last 2 decades. (Links to som e
recent developm ents in India’s legal/regulatory framework are provided in ‘recommended
reading m aterials’)
The key parameters to any proposed paradigm would address
‘how to’:
 Overcome the threat posed by de-globalization and keep their
growth story intact
 Retain their traditional advant age like cost, quality, and
reliability of customer service
 Tackle the new threats like data privacy/security, infrastructure
deficiencies posed by increased virtual workforce mobilization
 Build an employee base that is loyal and connected with the
organization and is aligned to the overall values of the company
 Strengthen the work environment and culture towards creating
‘good places to work’ for the new millennial workforce.
 Support effective hiring and retention of workforce
 BusinessCaseforCEREBRO –CaseStudy
Competition aspart ofDelphique2020

Recommended Reading Key Considerations

Materials
1. The industry operates within strict guidelines from local
Industry Insights governments – state and central.
 https://www.imf.org/e n/Publicati
ons/W EO/Issues/2020/04/14/weo- 2. At the same time, the organizations are also answerable to
april-2020
various international laws on data protection, personal
 https://nasscom.in/knowledge-
ce ntre /facts-figures information privacy, cyber security and document protection
 https://nasscom.in/knowledge- among others.
ce nte r/publications/technology-
se ctor-in-india-2020-te chade-
strate gic-revie w 3. Furthermore, service providers are also required to comply
 https://nasscom.in/knowledge- with specific norms set forward by the clients they service with
ce nte r/publications/quarterly-
industry-re vie w-august-2020 respect to additional safety and security protocols to the extent
of requiring highly secure ‘white rooms’.
De ve lopments in Regulatory Framework
 https://e conomictimes.indiatimes. 4. The approach should ensure that there is no drop in the quality
com/ne ws/economy/policy/labou
r-re forms-inte nd-to-put-india - of work and does not impact the overall customer satisfaction
among-top-10-nations-in-ease-of-
doing-
busine ss/articleshow/78257939.c
ms?from=mdr The Ask
 https://the print.in/opinion/modi- In order to continue to stay competitive and attractive for global
govts-labour-re form-was-long- outsourcing, organizations need to reinvent themselves and their
awaited-but-it-alone-cant-change-
face -of-industry/515695/
business model.
 https://www.livemint.com/indust
ry/infote ch/ce ntre-eases- The ask therefore is to ideate, develop and propose a feasible strategic
compliance-norms-for-bpo-
industry-11604593395729.html
solution that can be a possible ‘new-normal’ business operating
 https://www.orfonline.org/re sear model for a 24*7 BPO/BPS/KPO/ITeS industry in India. Such a
ch/re gulatory-change s-in-india- solution should touch upon each of the problem areas and suggest a
in-the -time -of-covid19-67604/
‘how to’ longer term strategic approach for dealing with them. .
Being Good Places to Work

 https://www.entrepreneur.com/ar
ticle /249174
 https://www.forbes.com/sites/rac
he lmontanez/2019/12/10/the -best-
companies-for-corporate-culture -
in-2019/?sh=372bbde 16dc3
 https://www.greatplacetowork.in
/gre at/100-be st-companies.php