CIO-Reinvented Blog - By Prashanth Rai

Enterprise Cloud Adoption

I was thinking of something appropriate to write for my first blog back, so I thought I will start with something that has been top of mind for some time now. "how will enterprises adopt cloud computing? " . And I am sure there is no simple or there isn't one correct answer to it.But I figured there are a set of factors that impact the choices / path that an enterprise ends up taking. So what are these factors? Below is an initial list of things that I could think of, I am sure there are many more, please add.

1. Maturity of IT department in the enterprise - Architecture,Structure,Process etc
2. The management's view of the IT department / CIO's place in the Management team / Political will/clout of the IT Department
3. Current state of investment in inhouse IT Resources/ infrastructure & investment payback period
4. IT Resources,Utilization levels / monitoring
5. Understanding of core / context IT systems - Standardization of systems / processes
6. IT Internal Staff Numbers/ Volume / Types of activities / roles they play
7. Existing Outsourcing / Offshoring operations/Contracts
8. Pressure to reduce cost / need to avoid capital expenditures
9. Willingness of the Management team to be innovators

These factors in varying degree's impact the decisions organizations take in adopting the "Cloud" or not. So I was wondering what could be a typical road map that organizations will adopt as they move towards the cloud, so below is a graphic with the first stab at it. In this approach I haven't factored in the private cloud option, that I will cover later.

This is only indicative, different organizations are probably going to adopt it very differently or some leading vendors will help them leapfrog further up the value chain. Please share your thoughts on this.

Tags: cloud - cloud+computing - enterprise - aws+amazon

Prashanth Rai

(Cross posted at the bti.typepad.com)

Daily Reading - 1st Jan 2009

When your laptop is a pain in the neck

If you use a laptop for hours at a stretch, you’re setting yourself up for muscle problems that can make your entire upper body hurt. Simple ways to make a laptop more ergonomic

Supporters of Satyam launch website,blame media for Satyam crisis

In a damage control initiative, the supporters hosted a dedicated website here on Thursday, which has received good number of messages across the world. With a tag line of "Satyameva Jayate", the website solicits public support

25 Years of Mac: From Boxy Beige to Silver Sleek

It's the 25th anniversary of the Apple Macintosh, but Steve Jobs' eyes are dry. At the company headquarters in Silicon Valley, where he was presenting a set of new laptops to the press last October, I mentioned the birthday to him. Jobs recoiled at any suggestion of nostalgia. "I don't think about that," he said. "When I got back here in 1997, I was looking for more room, and I found an archive of old Macs and other stuff. I said, 'Get it away!' and I shipped all that shit off to Stanford. If you look backward in this business, you'll be crushed. You have to look forward."

Web 2.0 Summit Presentation and Talk

An important part of our future is being invented out in the world. And it is from that world that I want to share stories about two companies I am involved in. Between them, they cover the two most important screens of our interactive lives - the computer and the mobile. The two companies are Novatium and NetCore.

Prashanth Rai

Weekend Reading

A Software Secretary That Takes Charge

The concept of a software personal assistant has long captured the imagination of a generation of science fiction writers and computer scientists. Oliver G. Selfridge, the artificial-intelligence pioneer who died this month, is credited with coining the term “intelligent agent,” as well as the idea of a computer software “demon” — a simple software program that could monitor its environment and make appropriate responses when changes occur.

Forget Whims — Use Statistical Analysis to Buy Presents

Spotfire, a division of the software maker Tibco, has used its statistics expertise to come up with a tool for sorting potential presents. With the Spotfire Holiday Gift Finder, you can churn through thousands of products, including apparel, electronics, jewelry and tools. The software lets people narrow down their choices based on price and reviews and then points to the appropriate spot on Amazon.com where the product can be purchased.

WebNotes Offers a Virtual Highlighter for Web Research

I see WebNotes as the online equivalent of that highlighter and sticky note solution but updated for the way we work on the web, with the bonus functionality of being able to organize, search, find, and aggregate all of those notes together in one place.

Clearing The Cache - OneNote

Like many of us, I spend quite a lot of time on the web and come across a staggering number of interesting things. In Clearing The Cache I pull out some of my favorites and share them with you here.

Outsourcing: Not Immune to the Downturn, But Holding Up

The value of the outsourcing deals signed in the third quarter of 2008—when the downturn was apparent, but before things got really bad—was the lowest of any quarter in six years, according to TPI

Indian-based companies are preparing for a slowdown in growth. Infosys, one of India’s largest outsourcing companies, says that it has frozen recruitment for all but a few specific jobs. Nasscom, a trade association for Indian-based outsourcing companies, said recently that the rate at which its members would hire new employees would slow for the first time, as would salary increases. (The new numbers would still be the envy of most industries: New hires will dip from 280,000 last year to 200,000 this year; salaries will be up between 7.5% and 9%, down from 13% growth last year, according to Nasscom.)

Fifty-four percent of businesses have cut staff or instituted a hiring freeze, according to a Hackett Group survey of 200 multinational corporations. However, these same businesses report that the percentage of tech jobs that are outsourced will grow from 15.4% in 2008 to 25.1% in 2010.

Instead of long contracts for sophisticated services, businesses are signing shorter deals for simpler projects—a small call center dedicated to one product instead of a 100-person shop that services multiple products

Tags: weekend+reading - onenote - gtd - outsourcing - offshoring - analytics

Prashanth Rai

Indian Recession

Interesting article in the NYTimes about IT Services companies in India:

Indian technology companies are too focused on increasing the efficiency of their systems, not improving their clients’ own industry-specific processes, according to Navi Radjou, an analyst with Forrester Research. “They are having trouble tailoring a technical application to a particular business need,” he said.

Tags: it+services - indian - forrester - nytimes

Prashanth

Saturday Morning Browsing

Tech Spending:

Every quarter since 2001, ChangeWave Research has asked about 2,000 businesses about their tech-spending plans. The survey released Friday, which was conducted in early November, found that 45% of businesses say they’ll decrease tech spending—or spend nothing at all—next quarter. That’s up from 29% who said they would decrease spending last quarter. It’s also a new record for the survey, topping the 37% who said they would decrease spending in September 2001. Just 10% of businesses said that they would increase tech spending next quarter, a record low for the survey.

More bad news: Thirty-nine percent of businesses say they’ve spent less than they originally planned so far this quarter. And 48% say they don’t think tech spending will begin to pick up again until after the third quarter of 2009.

IT Job cuts:

The number of job cuts in the tech sector this year already surpasses the total for all of 2007 and 2006, according to Challenger, Gray & Christmas. Projected over the full year, cuts are on pace to reach their highest level since 2003. (One silver lining: We aren’t close to approaching 2001 levels, when the tech sector shed 695,581 jobs.)

But wait, there’s more. Two-thirds of job cuts—about 89,000—have taken place since July. So the trend isn’t good. And there are plenty of signs that the economic slump is just starting to hit the tech sector in earnest. Intel, for example, cut its revenue forecast for the current quarter by about 10% this week.

Software 0% Financing:

Microsoft Thursday said that new customers for its Dynamics customer management and accounting software can qualify for 0% financing. The announcement follows a similar one in late October from SAP, which offered 0% financing to qualified small and medium-size businesses that buy its software.

If free money in the middle of a credit crisis sounds too good to be true, that’s because it probably is. Only qualified customers will get 0% financing and, as a Microsoft spokeswoman tells us, “the guidelines are pretty stringent.” In other words, this is just a hook to get people to consider buying software at a time when they might otherwise delay purchases. Coincidentally (or not), Microsoft’s Dynamics group is holding a big conference next week.

Hope:

International Business Machines chairman and chief executive Samuel J. Palmisano, making a rare public appearance, said that he anticipates the current financial crisis will be “a short term issue.” He declined to say how short.

Approach to difficult times @ Mindtree - Indian IT Services:

The first time ever the Indian IT industry tasted a downturn was in 2001. That is when 9/11 sealed the doubt over whether the dot.com and telecom busts as well as a recession were all real. At that time, at MindTree, we were a less than 500 people. We did two things immediately: the internal board took a 25% salary cut and everyone else took a 10% cut. Those steps were not enough. So, we seriously considered asking the “bottom 5%”, formally assessed as “non-performers”, to be let go. That was when we had a lesson in people caring. The middle-management team walked in to Chairman Ashok Soota’s room and said they were willing to volunteer an additional 2.5% reduction in salary so that the bottom 5% could be retained until the market rebounded. Their logic was simple: do not let go of poor performers at a time when jobs are difficult to come by in any case. We listened to them and we all survived.

Tags: sap - microsoft - mindtree - ibm - jobs - tech+spending - recesssion

Prashanth Rai

Reading the IBM CEO Study Report

I was just reading the IBM CEO Study Report, It was very interesting, I suggest everybody read it. Below are some thoughts/excerpts from the same:

What will the Enterprise of the Future Look like?

1. Organizations are bombarded by change, and many are struggling to keep up.
2. CEO's view more demanding customers not as a threat, but as an opportunity to differentiate.
3. Nearly all CEO s are adapting their business models — two-thirds are implementing extensive innovations.
4. CEO s are moving aggressively toward global business designs, deeply changing capabilities and partnering more extensively.
5. Financial outperformers are making bolder plays.

Traits of the Enterprise of the Future

Hungary for Change:

CEO s are most concerned about the impact of three external forces: market factors, people skills and technology. Customer expectation shifts, competitive threats and industry consolidation continue to weigh on their minds.

These 3 were rated above many other factors including MacroEconomic Factors and Globalization - which you would think would be top factors given fears of recession, inflation etc globally.

Innovate Beyond Customer Imagination:

As one real estate CEO from India highlights, “In India, 400 million consumers will demand new housing in the next 20 years — that’s more real estate than the United States has built since the Second World War.”

the middle class is growing and becoming progressively more prosperous. Greater disposable income brings new demand for more sophisticated, higher-value
products and services.

in established economies, significant wealth accumulation among aging baby boomers and a corresponding increase in young, affluent inheritors are boosting prosperity in what some might otherwise consider flat-growth markets.

CEO s cautioned that using the same go-to-market strategies, products and services seldom works: tapping into these new geographic and demographic
segments will require a deeper understanding of these customers and a more tailored approach.

Customers now have far more sources of information, and the enterprise is no longer the definitive authority.

With the billion-user Internet, customers can broadcast expectations and share views worldwide — and publicly grade a company’s performance against them. Like-minded customers can network socially and pool their influence. And in increasing numbers of industries, customers are swapping passive roles for much deeper involvement. “Consumers” are becoming “producers,” creating entertainment and advertising content for their peers and even generating their own electricity.

The Enterprise of the Future aims beyond articulated needs and wants, creating first-ofa- kind products, services and experiences that were never asked for — but are precisely what customers desire.

1. Finds ways to make offerings relevant to new markets and increasingly prosperous consumers
2. Understands timing and network effects
3. Connects everyone to the customer
4. Uses technology to anticipate shifts faster than the competition

Globally Integrated

As the world becomes more connected and more accessible, CEO s see tremendous opportunities to expand their global reach, tapping into new sources of expertise and new markets. Traditional views of globalization — labor arbitrage and riding the wave of economic growth in China and India — are being replaced by a new focus: global integration. By this, they mean new business designs that facilitate faster and more extensive collaboration on a worldwide scale and rapid reconfiguration when new opportunities appear.

Across the entire CEO sample, more than half plan to deeply change their organizations’ capabilities, knowledge and assets. New customer expectations are driving some of these shifts. “We need to move away from an operational focus to a client interface focus,” one U.S. CEO said. “This requires new skills and a new skill mix for the corporation.”

We also found that outperformers are 20 percent more likely to partner extensively than underperformers.16 This reinforces what we discovered in our last CEO Study: extensive collaborators outperform their competitive peers.“Partnering has shifted from tactical ‘Enter a new market’ to strategic ‘Access to capabilities’,” explained one CEO from Hong Kong.

Disruptive By Nature

Most CEO s are embarking on extensive business model innovation. And outperformers are pursuing even more disruptive business model innovations than their underperforming peers.

CEO s told us they are changing their business models because it is increasingly difficult to differentiate based on products and services alone. But they also stressed another reason: they simply have more options now.

Forty-four percent of CEO s are focused solely on enterprise model innovation or are implementing it in combination with other forms of business model innovation. This trend toward enterprise model innovation is even more pronounced in emerging economies (53 percent).

Enterprise model Specializing and reconfiguring the business to deliver greater value by rethinking what is done in-house and through collaboration (as Cisco
has done by focusing on brand and design while relying on partners for manufacturing, distribution and more).

Among those pursuing revenue model innovations, nine out of ten are reconfiguring the product, service and value mix. Half are working on new pricing structures.CEO s are incorporating more services into their offering portfolios and changing one-time payment models to ones centered on recurring charges. More are starting to price based on value to the customer, rather than on cost plus. Depending on the particular needs of their respective industries, some companies are bundling to create more valuable solutions, while others are unbundling to offer customers a menu of choices.

CEO s are also using revenue model innovation as part of their geographic expansion strategies. Having the right pricing structure, they told us, is critical when entering markets like China and India where consumers have a wide range of incomes.

CEO s mentioned several reasons for not pursuing industry model innovation. But most can be summed up with: it’s tough to do. For similar reasons, industry model innovators are more focused on redefining their existing industries (73 percent) than on entering or creating entirely new ones (36 percent).

Things to do::

1. Thinks like an outsider
2. draws breakthrough ideas from other industries
3. empowers entrepreneurs
4. Experiments creatively in the market, not just the lab
5. Manages today’s business while experimenting with tomorrow’s model

Genuine Not Generous

CEO s are investing rapidly in corporate social responsibility. CEO s generally agree that customer expectations of corporate social responsibility (CSR) are increasing.While customers have always cared about societal issues, their concerns are now more frequently turning into action and influencing purchasing decisions. According to a recent CSR study, 75 percent of the companies surveyed say that the number of advocacy groups collecting and reporting CSR-related information on them has increased over the past three years.

Source: IBM

Tags: IBM - CEO+Study - CIO - Future

Questions/thoughts:

• How do you get your customers/prospects to work with you to craft out your products/service offerings?
• How are IT departments /CIO's preparing for these things? - As I don?t see any of these being possible without significant assistance from IT.
• How can IT departments/CIO's collaborate better with its customers (business users)?
• How do we leverage Social Networks to get intimate with the customers and their needs?
• Though the IT industry is one of leaders in leveraging global capability - Are they leveraging the "Capability" or only "Bodies"?
• Are IT departments and IT Services Organizations processes recalibirated for Global Integration?
• What innovation in terms of Enterprise /Revenue / Industry model has IT Department or IT Services Organizations seen?

Interesting reads of the day!

Not satisfied  - Only 47% of workers are satisfied with the speed at which their businesses’ tech departments adopt new technology.The number is from a new report by the research firm Gartner and it’s an average across the medium and large companies surveyed.On average, the tech pros said that 32% of workers in their companies thought that the IT department moved too slowly. These are the people who want to use online software, collaboration tools, iPhones and other new technologies that IT often outlaws. Gartner makes the case that some dissatisfaction is good: All but the oldest technologies are still works in progress, and if no one feels disrupted then the tech department probably isn’t pushing the envelope enough. The people Gartner suggests upsetting, however, are the people who think that the tech department is moving too quickly – about 21% of workers now, according to the IT pros surveyed

Source: 1

OBIEE On IPhone - Chris Claterbos from Vlamis has picked up on the story that one of the first official iPhone apps is a front-end for Oracle BI Enterprise Edition. The App Store hasn’t gone live over here yet, but apparently one of the first applications you can download (and for free) is a viewer application for Oracle BI Answers.According to Chris, “The new applications leverage the SOA capabilities and Oracle Business Intelligence Web Services available in Oracle Business Intelligence Enterprise Edition Pluss (OBIEE). The new apps will be available today for FREE from the Apple appstore. These applications will run on iPhone (original), iPhone 3G (available tomorrow) and iTouch using the new version 2.0 software.”

Source: 2

Consistent Innovation - There is a fascinating article in this month’s Harvard Business Review entitled Investing in the IT That Makes A Competitive Difference that discusses how “internet and enterprise IT are now accelerating competition.” As processes become more digitized within enterprise IT, they can be propagated more quickly across the organization. Companies that select the right operating model to digitize, embody the processes within enterprise IT, deploy the solution consistently throughout the enterprise, and then continuously leverage the platform for further innovation and propagation will lead their industries.

You can support your company’s competitive imperative by becoming a key agent in your company’s innovation engine. You don’t need to be a technologist, but you do need to be an expert on your business processes, data, and technology systems that run your business. To do so, make sure that you:

• Understand your company’s operating model and the processes that need to be consistent across the enterprise to drive competitive success (e.g., market to sell, lead to order, quote to cash, etc.)

• Commit to relying on your enterprise systems to get what you need (rather than demanding customizations or building stand alone systems)

• Know the configuration options inherent in the enterprise systems that can be leveraged for experimentation (e.g., report writers, data extract, process scripts, screen “painters”, table driven logic)

• Champion experimentation with full transparency and discipline regarding success measurements

Alternatively, IT needs to foster the capability of “consistent innovation” by:

• Working with the business to identify the operating model and the implications regarding process, data and technology

• Ensuring that “tight but loose” decision rights are rigorously defined to ensure consistency but prescribe where innovation can occur within the defined boundaries

• Architecting and delivering technology that ensures consistency AND promotes innovation and change. It’s relatively easy to build systems to perform tasks in a prescribed manner by people in static roles. But it’s much more difficult to design and deliver systems that are configurable in terms of inputs, process, and outputs and where the authority to access and make modifications are encoded in logic that ensures compliance to enterprise decision rights (e.g., a system that allows vendors to be hired at the local level and held to common quality standards may need to support a mix of national and local vendors and market based quality measures at some time in the future.)

Source: 3

Fortune 500, Indian Industry - India is seen as an emerging economy having registered impressive growth rates for over a decade. The services sector has been doing very well and manufacturing has not performed poorly. What must come as a sobering thought to a nation of a billion people is that the latest Fortune 500 list has just 7 Indian companies. Of these, five are state owned – four in the petroleum sector that is showing high revenues thanks to oil being on the boil and one bank. Only two companies are in the private sector – Reliance Industries and Tata Steel.

Source: 4

Cloud Computings Impact on BI/DWH - How will the Cloud Computing change BI and Data Warehousing?  In theory, it should be much easier to get a system up an running.  This is the same reason why the data warehouse appliance is so compelling.  Give me a box, let me plug it in and load my data, and off I go to do the work I really need to do.  The idea of Cloud Computing is even easier.  This is the CPU power/storage that I need, where do I load my data, and off I go to do the work I really need to do.

Source: 5

Tags: saas - india - IT - innovation - future

Prashanth Rai

Interesting reads of the day!

Interesting articles or items read today:

A Recent Goldman Sachs report sees growth in IT spending dropping from 7% last year to 5% this year...and near steady rock bottom levels at the end of the year.  That says declining budget GROWTH (vs. declining budgets). Major spending areas?  Cost cutting, vitalization, server consolidation, application integration, and data center consolidation….sounds like a theme going. Once these Y2K like efforts are done…watch out.

Source: 1

Your Next outsourcing destination Ghana - Ambassadors from 41 countries recently toured California. Among the reasons: to learn how the U.S. high-tech sector operates and to make a pitch for their home countries as sources of tech talent.

Source: 2

Tech Hiring still on the rise - In June, the number of information-technology pros employed in the U.S. reached 3,907,800–an all-time high, according to the National Association of Computer Consultant Businesses, an industry group for tech-consulting companies. Each month, the NACCB scours through Bureau of Labor Statistics data to find IT-related jobs. In June, the number of these jobs only increased by 1,700, but that was enough to set a new record. For the year, U.S. businesses have added almost 90,000 IT pros, which is a lot, considering that the U.S. has lost 438,000 jobs over the same period. The gains are a reminder that while growth in IT spending may be slower than in past years many research firms have revised downward their forecasts for corporate tech spending recently the sector is still growing.

Source: 3

Technology Diffusion - How long are technology adoption lags? Can cross-country differences in technology adoption lags account for a significant fraction of cross-country GDP disparities? Diego Comin of Harvard Business School and Bart Hobijn of the Federal Reserve Bank of New York develop a new benchmark to understand the diffusion process of individual technologies and the consequences that this has for aggregate growth. This benchmark provides a rationale for the evolution of diffusion measures that include how many units of technology each adopter has adopted in addition to the traditional extensive margin. The model is estimated to obtain measures of adoption lags for 15 technologies in 166 countries. Key concepts include:

• Adoption lags are large. On average, countries have adopted technologies 47 years after their invention.
• There is substantial variation across technologies and countries. 
• Over the past two centuries, newer technologies have been adopted faster than old ones. 
• The remarkable development records of Japan between 1870 and 1970 and of the so-called East Asian Tigers in the second half of the 20th century all coincided with a catch-up in the range of technologies used with respect to industrialized countries. 
• Adoption lags account for at least 25 percent of cross-country per capita income differences.

Source: 4 

India IT Export to Middle East - India’s IT exports to the Middle East are expected to cross $1.30 billion in 2008, an increase of 30% compared to $1 billion last year, Electronics and Computer Software Export Promotion Council of India (ESC) said. According to ESC, an autonomous body under the Indian Ministry of Communications and IT, Indian IT exports are growing at more than 30% annually and are expected to cross $50 billion this year and touch $100 billion by 2012. “IT exports from India to the Middle East, particularly to the UAE, have increased substantially in recent years. We see huge potential for further growth as ESC is devising new strategies to expand its market-share in the region,” ESC regional director for the Middle East and UAE Kamal Vachani said.

Source: 5

Tags: Outsourcing - offshoring - India - technology - hiring - IT - Ghana

Prashanth

Clash of the Mindsets, I dont think its limited only to R&D

At the Harvard Publication Discussion leader site Navi Radjou (Forrester Analyst) covered the topic of how with a growing number of companies setting up R&D (own / contracted) facilities in India. There is a clash between their India R&D Engineers and engineers from the rest of the world.

Navi makes some interesting observations on the reasons for the clash, but first I think its important to understand that this isn't restricted to the ambit of R&D all areas where the organizational network is at work and there needs to be collaboration between multiple group of people to work together not only as customer/vendor.This is true even when companies have development centers across the world including India, If a development center needs to work with the India center they face similar challenges.

These two opposite approaches clash when they are asked to collaborate on a R&D project. Why? Because Indian and Western engineers completely differ in their:

1) Reasoning. Unlike Western engineers, who reason with a predicate logic (a statement is either true (1) or false (0)), Indian engineers solve problems using a fuzzy logic (the degree of truth of a statement can range anywhere between 0 and 1). Both reasoning styles have their own merit. In the exploratory stage of product development, Indian engineers’ creativity and flexibility help solve ambiguous technical problems with imprecise data. But Western engineers’ quest for predictability brings stability to the development process later as it gets closer to commercialization. One Indian exec who manages a multinational R&D team joked he felt like a diplomat as he must constantly broker peace between uncertainty-loathing Western engineers and ambiguity-loving Indian scientists!

2) Problem-solving. Given their average age (mid-20s), Indian engineers belong to the Generation Y, or the Millennials, who learn through hands-on experiments (think video-games) and peer-to-peer interactions (instant messaging anyone?). When solving a problem, these grown-up “kids” harness the multiplicative power of social networking tools to experiment with multiple solutions simultaneously, and select the optimal one based on peer input. You can call this problem-solving approach “Collaborative Darwinism.” By contrast, Western engineers, many in their 30s/40s/50s, theoretically weigh the pros and cons of every single solution before even trying it, and feel too proud to ask for help when stuck solving a problem. It’s the “ostrich-style” problem-solving.

3) Market expectations. It’s hard for Western engineers living in rich economies with advanced infrastructure to design products for use by customers in developing economies with poor roads and unreliable electrical and water supply. But that’s second nature for Indian engineers in Bangalore, with its ever-congested roads and frequent power cuts. As a US tech multinational’s exec eloquently puts it: “Western engineers’ product ideas are shaped by laws of abundance whereas Eastern engineers’ inventions are motivated by the rules of scarcity. Our Silicon Valley engineers don’t even know what “low-cost” product means. And they would have never conceived, let alone marketed, a telecom router with embedded back-up power-supply, as our India team did, to cope with India’s constant power shortage.” Necessity is indeed the mother of invention.

Tags: India - r&d - offshore - outsource - innovation.

Prashanth Rai

India Not attractive as an offshore location

Steve Hamm has a post up based on his interview with Peter Vaihansky, vice-president of marketing and business development of Luxsoft.

Attrition rates and salary inflation made India and China unattractive. "There were things special to our company culture that the Indian reality doesn't support," Vaihansky told me. "We have very stable teams. People aren't mobile in Russia. Most stay in one city their whole lives. And people aren't as keen to jump ship when they see a slightly higher salary, as they are in Pune and Bangalore." Attrition is typically between 15 and 20% in India, compared to less than 10% in Russia. Luxoft found that salary costs were about 15% cheaper in Vietnam than in India and China. And they were about 40% cheaper than Moscow's rates.

Its quite a statement on the value of India as an Offshoring Paradise. But will things change based on the current scenario in India, hiring but for a few key skills has come to standstill almost. Its very interesting times for both people and companies in the Indian IT Services segment.

Source:1

Tags: India - offshore - outsource - Luxsoft - outsource

Prashanth Rai