Differentiators

In one of its articles, Business Week reports that, '...a more enlightened, strategic view of global sourcing is starting to emerge as managers get a better fix on its potential... .The new buzzword is 'Transformational Outsourcing'.”

We believe that IT driven business innovation, the emergence of new disruptive technologies and business models, and the widespread acceptance of global delivery models are some of the transformational forces at work today.

While everyone is talking transformation these days, most actually mean upgradation - i.e. business process improvements or service re-engineering, at best. True transformation is revolutionary and is directed at core processes, resulting in deep and fundamental change. It doesn't merely cut costs or streamline the way a company works - it radically alters market position by building competitive advantage.

An IDC report - 'Offshore Application Outsourcing Game' states that the combination of offshore and on demand creates one of the most compelling value propositions to help customers move closer to truly dynamic IT. HCL is uniquely positioned with this perfect blend of onshore presence and offshore economics. Building competitive advantage also demands a shift from the earlier fee-driven/ service provider model to a new age, outcome-based/ partnership model. At HCL, we call this Transformation - version 2.

In a world full of customers, I see my employees first...
...on the 'Five Fold Path to Individual Enlightenment'

At the core of our Employee First philosophy is Talent Transformation, where we recognize and enable competencies as opposed to just skilling employees in technical, business and behavioral areas. Technology is key in creating a process capable of empowering 90,000 employees at HCL!

In a world of commodity, I treasure value...
...with the 'Five Fold Path to Customer Value'

Our Value Services model adopts a 360-degree approach in embedding value in all facets of the HCL-customer relationship.

Value Culture - The most reliable way that we create customer value is through engaged, empowered and result-oriented employees. We ensure that the working culture gives them enough support, tools and training in order to create value.

Value Creation - HCL's history of leading the industry by creating and dominating uncontested market spaces has been leveraged into a service innovation model that is creating new value for customers. A large portion of our revenue comes from emerging services - services that we pioneered in the industry like Remote Infrastructure Management, and Engineering and R&D . We have captured and institutionalized the process for creating value through a unique framework, which creates that 'extra' value (beyond base delivery), called the 'Value Add Framework'. This has been successfully rolled out to select customers who are able to actually measure success while reaping quantifiable savings.

Value Engagement - HCL is flexible in that it can treat each customer uniquely by imbibing patterns and characteristics of the customer organization, industry and geography. This unique flexibility has resulted in innovative commercial models like output based pricing, and global account management programs that enable each relationship yield more business value than could be normally expected by both partners.

Value Distribution - HCL is able to distribute value across a customer's IT landscape through its well-distributed services portfolio, significant domain strengths, and locally relevant geographic distribution.

Value Delivery - In the physical world, value is judged on the basis of reliability, quality, and speed. In the services world, especially IT services, security is an added component. Value is calculated based on the business benefit delivered by the service provider. This calls for high levels of maturity and customer satisfaction, and would be difficult to achieve if the outsourcing strategy is based solely on short-term goals. HCL has geared its Service Delivery Framework, Quality Systems and Information Security to meet the maturity levels required in a value centric world.

In a world full of effort, I see outcome first...
...through outcome based commercial models

In an industry driven by effort based pricing, HCL has taken a giant leap with its outcome based commercial models and deal structuring approach. HCL works with a wide range of customers at various stages of offshore maturity, and designs customized models for them - T&M based models [for projects where accountability and collaboration is low], output based models, fixed pricing models, and risk/ reward based models where we collaborate to commit to outcomes through a gain share or joint venture model. We believe that if we share the vision, we must also share the risk.

In a world of discrete services, I focus on integration

Value is created by optimally integrating services at interface points for greater end-business impact. HCL brings unique strengths to organizations engaged in business transformation to create new competitive advantages. For such organizations, we perhaps have the most mature portfolio of services among other offshore providers across Application Services, Core Infrastructure Support, Business Process Outsourcing, as also R&D and Technology Services.

Multi-integrated solutions enable our customers achieve significant optimization at all interface points (integrated help-desk for applications and infrastructure).

In an offerings-centric world - I see customer centricity

Customer-centric value offerings establish the difference between services and services+. The difference comes from unique customer insights and value propositions backed by competencies and customer experience.

In a contract driven world - I practice trust and transparency

All relationships - be it with employees, customers, partners or stakeholders - need to be built on the foundations of trust and transparency. This is what we believe and practice every day at HCL.

No more 'business-as-usual'. I've seen the inflection point...

HCL started questioning the linearity of scale-driven business models adopted by service providers (largely in the IT applications business). This questioning led us to the belief that the market was rapidly approaching a point of inflection - i.e. a point where the volume and value proportionality was changing, opening up new opportunities for service providers who want to focus on value. Realizing this, way back in 2005 HCL embarked on a transformational journey, focusing on value centricity in customer relationships and leveraging new market opportunities while creating a unique employee experience.