THE 2016 GLOBAL OUTSOURCING 100 RATINGS of TOP PROVIDERS and ADVISORS P16 - P35 Hello Chaotic, Meet Actionable

PUBLISHED BY WWW.IAOP.ORG ISSUE 24 | JULY/AUG 2016 THE MAGAZINE DRIVEN BY & FOR THE OUTSOURCING PROFESSIONAL TECH TOPIC Small Steps to Making Big Data Meaningful p12-15 HOT SPOT The Latest Down Under in Australia p38-39 FRESH FACES PULSE Fannie Mae's Agile Transformation p40-44

THE 2016 GLOBAL OUTSOURCING 100 RATINGS OF TOP PROVIDERS AND ADVISORS P16 - P35 Hello chaotic, meet actionable. You need information you can use to help you gain competitive advantage. But how do you get to the right information to make decisions about your market, customers and where to make investments? Advanced Analytics from Dell Digital Business Services empower your organization to unlock insights for better decision making and, ultimately, improved business outcomes.

Dell.com/services ISSUE 24 | JULY / AUGUST 2016

THE MAGAZINE DRIVEN BY & FOR THE OUTSOURCING PROFESSIONAL PULSE THE GLOBAL OUTSOURCING 100 ISSUE

GLOBAL Hot Spot: Australia OUTSOURCING 100 C-SUITE Location and Talent A Look at the Stellar Providers Mike Garcia: An Intrepreneur in the Offering and Advisors in our Galaxy Transforming Fannie Mae p38-39 p16-35 p40-44

SPECIAL COVERAGE

The Beat on Brexit — The Outsourcing Community's Reactions to the News...... p10-11

Tech Topic — Unleashing Big Data with Outsourcing Partners...... p12-15 CanStock Photo Inc./ Smileyjoanne CanStock left : © left :

PULSE July/August 2016 3 THE GLOBAL OUTSOURCING 100 ISSUE

INSIDE All Star Insights on the Ratings...... p20-23 See the Stars Companies Earned...... p25-31 Star Wars Favorites...... p34

REGULAR FEATURES Message from the CEO...... p5 PULSE Contributors...... p6 Taking the PULSE...... p7 New! Defynition by Jag...... p7 "O" Book Club...... p9 PULSE Professional: The Upside ...... p36-37 Joining IAOP: New Members & Benefits...... p46-47 Chapter Roundup: Spotlight on the Digital Enterprise Chapter...... p48 CanStockPhoto Inc. / 3000ad Inc. CanStockPhoto PULSE Buyers Guide...... p50-54 Spaceship: © Spaceship:

4 PULSE July/August 2016 A Message from the CEO May the Force be with You!

Disney’s 2015 release of Star Wars: The Force Awakens, Thanks too to our dedicated judging panel of independent the first of a new trilogy of Star Wars films, brought back industry experts – many who hold the Certified Outsourcing fond memories for me of the original trio of movies created Professional designation – for sharing their expertise and by George Lucas almost 40 years ago. I loved Return of the volunteering their time to evaluate all the Global Outsourcing Jedi and Yoda is by far my favorite character! 100 applications. We are very grateful!

In this issue of PULSE, we use the theme of Star Ratings for I also am thankful for and happy to announce the leadership our Global Outsourcing 100 to show how these valuable lists of the newly formed Executive Committee of IAOP’s Strategic of the World’s Outsourcing Providers and Advisors can be Advisory Board. THE GLOBAL OUTSOURCING 100 ISSUE used to guide customers in their decision-making process – which is often like a confusing galaxy with many competing Serving as chairman for 2016/18 is Megan Carlyle, Office of the forces battling. CIO, Strategic Solutions & Delivery (SSD), Fannie Mae. Working alongside Megan are vice-chairs Neil S. Hirshman, COP, Partner, All the companies who completed the voluntary and rigorous Kirkland & Ellis LLP, and John C. Maher, COP, Executive. application for the Global Outsourcing 100 truly are stand-outs. Managing Director, CBRE. IAOP’s founder, Michael Corbett, IAOP congratulates the 100 providers and 20 advisors on the serves as chairman emeritus. lists. You’ll find their names and the stars they received in each category in the charts accom- The Executive Committee will be instrumental panying our cover story. 11 companies in helping us work to create increased value for (six providers our members, widen our global reach, grow our Nearly 35 providers and more than a dozen and five advisors) certification programs and help lead IAOP and advisors have been on the Global Outsourcing this year are All the outsourcing industry into the future. I look 100 lists for five years or more, demonstrating forward to working with them in their new roles their sustained excellence. And 11 companies Stars, earning as we continue to drive superior results for our (six providers and five advisors) this year are a star in each of members and the industry. INSIDE All Stars, earning a star in each of the five the five areas areas judged: Size and Growth, Customer judged Stay tuned for more from this trio who will report References, Awards & Certifications, Programs regularly in PULSE on the State of IAOP and the for Innovation and Corporate Social Responsibility (CSR). This industry in future issues. says so much about the quality of excellence in our industry. This issue also brings you coverage of the Brexit vote Since we started the original Global Outsourcing 100 more than in Europe with reactions from some of our professional a decade ago, innovation and CSR have grown increasingly colleagues and members in Europe as well as other industry important to our buyer community and we have changed our thought leaders. All eyes will certainly be on this part of REGULAR FEATURES criteria to reflect that. Applicants for the Global Outsourcing the globe as the repercussions of the decision play out. 100 are also eligible for the IAOP/ISG GOSRIA award for For more, see our story in The Beat. corporate social responsibility that we award annually at the Outsourcing World Summit. Other timely stories of interest include Big Data as our Tech Topic and Digital Technologies in our Chapter Spotlight (areas I hope you’ll enjoy reading more from companies who that we dive deep into at EOS16), Australia in the Hot Spot and participated in the Global Outsourcing 100 about its value an interview with Michael Garcia at Fannie Mae in our View and also use the listings for your own benefit – either to bench- from the C-Suite. Also new is our Provider/Advisor Directory mark, continuously improve or market your own as an ongoing feature where you’ll find more information capabilities if you are a provider or advisor; and to make about the services provided and contacts for our members. more well-informed sourcing decisions as customers. Happy reading and I hope you are enjoying the summer! The application process for the 2017 list opens Sept. 1 and runs through Nov. 1. If you missed out this year, be sure to get involved as your competitors must certainly are.

PULSE July/August 2016 5 JULY/AUGUST 2016 ISSUE: 24

PUBLISHER IAOP Debi Hamill, CEO

EDITOR-IN-CHIEF Sandy Frinton [email protected] MANAGING EDITOR PULSE Jag Dalal, COP-GOV CONTRIBUTORS [email protected]

PULSE BLOG EDITOR Kate Tulloch-Hammond [email protected] JAG DALAL COP-GOV – Regular PULSE contributor of The Beat, “O” Book Club SENIOR MANAGING DIRECTOR, STRATEGY & PROGRAM INTEGRATION and new Defynition by Jag cartoon; Kim Maneeley Outsourcing World Summit speaker [email protected] and COP Authorized Trainer; member CREATIVE DIRECTOR of the IAOP Leadership Hall of Fame. Pamela Zarrella Likes golfing, cooking and world travels. brandingwithpam.com

EDITORIAL BOARD Jan Erik Aase, COP, Principal Consultant - ISG Robert C. D. Barclay, Vice President, Global Marketing, Genpact GUY CLAPPERTON Editor of Michael F. Corbett, Chairman, IAOP Professional Outsourcing Magazine John Hindle, Founding Partner, Knowledge Capital since 2014. A journalist for 25 years, Partners he also is the author of a best-selling Neil Hirshman, COP, Partner, Kirkland & Ellis book on Social Media. A Fellow of the Bryan Jacobs, Managing Director, Jones Lang LaSalle Professional Speaking Association, Eugene Kublanov, COP, Managing Director, KPMG he is a passionate avoider of Sarah A. Pfaff, Principal, Advisory, Ernst & Young LLP gardening, but usually fails. Renée Preston, Managing Director, Association Development, IAOP ADVERTISING VIKRAM DUVVOORI Based out of Scott Douglas [email protected], +1.845.452.0600 ext. 103 the Silicon Valley, he founded two tech start ups before joining HCL, CONTRIBUTIONS PULSE welcomes contributors! where he delivers technology and Please email: [email protected] process enabled transformation for key clients. Holds a master's degree in Computer Science and Engineering from IIT Mumbai.

IAOP 13506 Summerport Village Parkway, Suite 119 Windermere, FL 34786 REGULAR CONTRIBUTORS: +1.845.452.0600 Dr. Mary Lacity, COP, Curators’ Professor, College of Business, This publication (and any part thereof) may not be University of Missouri-St. Louis and Dr. Leslie Willcocks, COP, reproduced, transmitted or stored in any print or electronic format (including but not limited to any online service, The Outsourcing Unit, Department of Management, The London any database or any part of the internet) or in any other format in any media whatsoever, without the prior written School of Economics and Political Science. permission of the publisher. IAOP accepts no liability for the accuracy of the contents or any opinions expressed herein.

6 PULSE July/August 2016 TAKING THE FEEDBACK AND COMMENTARY FROM THE PULSE COMMUNITY What Are Technology Leaders Doing to Cut Run Costs and Fuel Innovation By Guest Blogger, Atul Vashistha, COP, CEO, Neo Group Neo recently surveyed a broad group of business leaders. About 70 percent were senior management or C-level executives. They came from a wide range PULSE of industries, some of the largest numbers from healthcare, banking and financial services. The goal was to find out what were technology leaders doing to cut run costs and fuel innovation. Most industries and business leaders are under significant pressure to reduce costs, especially run costs. Read the full blog at iaoppulseblog.blogspot.com.

TRENDING LINKEDIN TOPICS TRENDING ON CONNECTIAOP

TBM and IT Cost Transparency One Question Surveys: Technology Business Management: We are introducing a new feature on ConnectIAOP, our One Question Pop Survey. a model for managing IT – Management We will be posting these questions periodically with a goal of getting a feel for our of cost continues to be a challenge for members’ activity, experiences and industry insights. We will later share the results all CIOs, but increasingly the focus is here and on IAOP's social networks and engage in discussion about them. Our first shifting from “doing more for less” to question is now posted. Log on and participate! better managing the consumption of IT Services. By identifying the cost of I Want a Divorce: What do you do when your outsourcing marriage turns into a consumed services, IT can support the love/hate relationship? Check out this top-rated "Inside The Summit" podcast at business to make value-based decisions IAOP.org/Podcasts. and support comprehensive demand management.

What drives the BPO world in 2016? Today the world of BPO faces many Defynition by Jag unique challenges beyond those dealt to other industries. As leaders of BPOs, we need to carefully manage the technology solutions, the BPO-specific sector requirements, as well as the administrative challenges – all with a careful eye on how each area affects the other. Read these trending discussions in IAOP’s official LinkedIn group: Outsourcing

IAOP: The Association with / Bialasiewicz Inc. Right © CanStockPhoto / rustyphil Inc. © CanStockPhoto Left: Collaboration at its Core. Offshoring

NEXT SEPTEMBER/OCTOBER ISSUE: INNOVATION! ISSUE Plus, the Caribbean in Hot Spot, Social and Mobile in our Tech Topics, and more!

[ TO CONTRIBUTE} TO THESE STORIES, suggest other stories or comment, contact: [email protected] LETTERS TO THE EDITOR / Send PULSE letters to [email protected]

PULSE July/August 2016 7 Buy? ED None. Reserved. All Rights Limited. © 2016 EYGM Build? Developing your growth strategy involves choosing the right outsourcing and advisory partners to complement your organic growth. ey.com/iaop #BetterQuestions

Embracing Technology and New Business Models for Outsourcing Success

EOS16 REGISTER BY MAY 31 TO SAVE €500!

8 PULSE July/August 2016 Harnessing the Power of Disruption

LATEST RESEARCH, REPORTS AND READS THE PULSE“ FOR OUTSOURCING BOOK CLUB OPROFESSIONALS Title: The Game Changer: How You Can Drive Revenue and Profit Growth with Innovation Authors: A.G. Lafley and Dr. Ram Charan

Overview: In this issue of PULSE, IAOP Is recognizing the world’s leading outsourcing companies. Many, if not all of them, have something in common that differentiates them from the rest of the field. It is their innovative ways of providing services to their customers and, in the process, growing their revenue and profits. This book provides many excellent examples of leading global companies who have led through innovation and by doing so, created a leadership position for themselves; just as many on our list of Global Outsourcing 100. The stories in The Game Changer about these recognized companies can potentially motivate outsourcing service providers in their journey, perhaps even inspiring some new ones to make our list next year.

Reviews: Book Topics:

“Outsourcing service providers, similar to many companies The Game Changer is divided into three sections: referenced in the book, have to be afraid of a competitor changing • Part I – Establishes the context through “Drawing the Big Picture.” the game. We have seen many a leading outsourcing service provider suffer when they have a singular strategy – once • Part II – Provides insight into how innovation can be encouraged successful but no longer competitive. Those are the companies and made a part of the fabric of the company through “Making that have lost their focus on innovation. This book provides insight Innovation Happen.” into how leaders (just as A.G. Lafley did at Procter & Gamble) can • Part III – Gives direction for the leadership on how to imbed encourage innovation and make it their key business strategy. innovation in the companies’ culture or “The Culture of Innovation.” The Game Changer is both a reference and a cook book on how to accomplish that. A must read for all service providers who believe that their market is changing and they are falling behind.” Available formats: Print and digital versions – Jag Dalal, COP-GOV, Chief Advisor, Thought Leadership, IAOP “Of all the firms on the World’s Most Innovative Companies, few Tell us what you think: are more closely associated with today’s innovation zeitgeist than ... PULSE wants to hear what you think of this book. Procter & Gamble…now famous for its open approach to innovation.” Share your review with us at [email protected] – Business Week

“Lafley brought a whole lot of creativity and rigor to P&G’s innovation process.” – Fortune Magazine

PULSE July/August 2016 9 NEWS & COMMENTARY AS The Beat / COVERED BY JAG DALAL

The June 23 decision by British voters to “Brexit” – or leave the European union – has huge potential implications for outsourcing. (Wall Street Journal: Brexit Vote Rattles Companies Across Europe, July 4, 2016). Below are some of the early reactions to the news:

Jag Dalal, COP-GOV, IAOP One of the drivers for Brexit was voter's strong feeling about European migrant labors taking jobs away from British Chief Advisor, Thought Leadership: workers. Depending on how the exit agreement is worked out between EU and UK, there may be a labor challenge One of the futurist projections I made at for certain types of skills. It has been stated that many EU a recent event identified "uncertainty" members from "lower wage" countries had come to the as worrisome for businesses. Brexit UK and may have been occupying positions in outsourcing only adds to the uncertainty companies related industries, such as manufacturing, engineering and already feel and complicates it further even technology. This is yet another element of uncertainty since it will have a "direct" impact on -- individually and professionally. the business environment - as opposed Last but not the least, some of the global companies to other political and geo-social uncertainties that may (especially banks and financial institutions) that had set up not occur. operational headquarters in the UK to service EU nations are First, until the details of Brexit are worked out, I project already discussing alternatives once Brexit is implemented. international companies with interests in the UK and Europe This will also impact where and how outsourcing decisions will be paralyzed in their decision making. A recent Wall are made going forward. Street Journal news item identified that one of the direct The bottom line is that for the next two years (as projected impacts will be reduced IT expenditures. This will impact by UK/EU leaders), we will have to see how the UK-EU company’s decision to outsource IT related projects, unless relationship evolves and what business and economic they represent some type of cost savings. Since outsourcing decisions are made that impact outsourcing business. decisions affect longer term impact on businesses, uncertainty will slow down decisions for outsourcing - at least for the UK-based companies. I also believe that as EU and UK work out further details about their economic relationships, Outsourcing European outsourcing destinations (that are part of the EU) Professional Comments: will be hampered in soliciting UK business.

Another level of uncertainty comes from resolution of various “This is going to change the nature of EU regulations that affected outsourcing and their adoption global outsourcing, which has so far by the UK. For example, the Acquired Rights Directive worked against a backdrop of a freely provided guidance for treatment of employees and assets moving workforce in Europe,” said in an outsourcing engagement. UK had adopted it (called Nigel Winter, publisher and co-founder TUPE) and now there may be discussion around how UK of Professional Outsourcing Magazine, will continue to apply that law if they are not required to do IAOP’s exclusive European Media so under EU regulations. There are other outsourcing related Affiliate. “In the shorter term at least there is an opportunity regulations, such as Privacy Act ("Safe Harbor Act") that will for outsourcers as financial nervousness in the UK will lead have to be acted upon by the UK - either by acceptance or by people to cut costs. This is ironic because driving work creating a new regulation for the UK herself. outside the UK was not the idea of the Brexit people, and cost-driven outsourcing with no other criteria doesn’t lead to the best engagements, but it’s where we are.”

10 PULSE July/August 2016 Guy Clapperton, editor of Professional Marko Kovacevic, CEO, Outsourcing Magazine, added: Trizma Group, Serbia “Financial uncertainties are unhelpful no matter what your politics might be. We can only hope that Brexit will create “The Brexit vote came as a surprise to all an even playing field in the longer term. of us and now we need to accept it and Rather than seeing this as a reduction of creatively adapt to it. We are currently rights for people from Europe, it’s worth considering that it living in times which are not always will mean the UK treating the workforce from EU countries, productive and this was a wakeup call North America, Asia and Australasia equally. We can only for many people to understand that the hope there will be benefits to accrue.” main thing we as businesses need to train ourselves is to be agile and flexible in order to adapt to new circumstances and find ways to add value. From Neo Group’s Supply Wisdom Blog In the case of outsourcing, we are in a fast moving industry with many geographical changes, so in the period ahead we can expect that many players who have their European hubs Deemed as one of the most prominent European political in Great Britain might eventually consider reallocating. This events of the decade, Brexit is considered an unfavorable will change the outsourcing demography in Europe with big situation by many and without doubt, there are many on the outsourcing markets such as Germany and Poland taking the losing side. Economic repercussions for Britain will be big lead, but we might also see new rising star markets like South with high chances of a recession. David Cameron and George Eastern Europe growing faster. Osborne have already been on the receiving end, and the whole vision of an integrated Europe is now more obscure. This is a great period in which we can learn from current It will be interesting to see how the relationship between challenges and issues which Brexit is bringing to us. the UK and the EU-27 will be organized in future. The exit Outsourcing as an industry can contribute in supporting a procedure is still unclear, mainly because something like this smooth transition with new business models and keeping hasn’t been put to test previously. It is going to take at least the business flow both in Great Britain and Europe.” two years for the UK to actually leave the EU, after its government serves the notice (activation of Article 50 of the Lisbon Treaty). What is Brexit? Geo-politically, these are some highly turbulent times for Europe. Countries with close trade relationships with the A portmanteau of the words “Britain” and “exit,” it UK will be among the most hit, take for example Ireland is the nickname for a British exit of the European Union after the June 23 referendum asking voters: and Luxembourg. The EU-27 also will have to compensate “Should the United Kingdom remain a member of for the UK’s contribution to the European budget. Investor the European Union or leave the European Union?” sentiment is also likely to remain shaky for a good amount of time post Brexit. The debate leading up to this week’s vote is playing out, however, as a broader choice over what national In the blog, Priyanka Nair, Senior Research Analyst at Neo values to prioritize. Group, identifies these three major worries for businesses: Pro-Brexit advocates have framed leaving the currency volatility, movement of people and change in European Union as necessary to protect, or perhaps business regulations. restore, the country’s identity: its culture, indepen- dence and place in the world. This argument is Amidst all these uncertainties, those who saw it coming and often expressed by opposition to immigration. did their due diligence might be heaving that big sigh of relief “Remain” supporters typically argue that staying in and those who didn’t, it may not still be too late." she wrote. the union is better for the British economy and that "While some urgent, unavoidable measures may have to be concerns about migration and other issues are not taken, there’s still time for the exit to actually happen. So this important enough to outweigh the economic time around, it is better to avoid crying over spilled milk and consequences of leaving. instead, take sustainable action." (Source: The New York Times)

PULSE July/August 2016 11 TECH TOPIC: BIG DATA

UNLEASHING VALUE FROM ALL THAT DATA with Outsourcing Partnerships

In 21st Century Enterprises, Analytics and Big Data have clearly been recognized as key assets and transformative forces.

Across industries, we have seen how Big Data and advanced analytics offer new customer experiences,new business models that allow rapid experimentation, growth driven by entry into adjacent businesses or new markets and digitalization with end-to-end solutions that take advantage of an ecosystem of partners.

By: Vikram Duvvoori, Corporate Vice President at HCL Technologies BENEFITTING FROM BIG DATA AT SCALE The investments of the past few years have led to vast amounts of rich data flowing at high velocities from traditional, as well as new and often unstructured sources, filling up corporate data warehouses and data lakes. It is no longer enough to have a few pilots or special projects given these assets. It’s imperative to drive the benefits of Big Data at full scale for enterprise wide impact. Very few enterprises have the ability to continuously harvest these data assets for actionable insights and to evolve their businesses to be truly data driven. They are severely constrained by culture, processes, technology, business expertise, data science and analytics expertise.

Partnering to Continually Harvest Big Data Partnering for capabilities and capacities in Big Data is the most natural next step. What used to be in-house, R&D focused initiatives are increasingly becoming scaled, strategic outsourcing and partnering initiatives.

What is different about Big Data and Analytics technology, processes or business needs that requires a thoughtful ap-

proach to outsourcing? / SURZ Inc. CanStockPhoto © • Firstly, the most successful Big Data initiatives are those Outsourcing also is very that meet unexpressed but critical customer or business needs. With proper business governance, Big Data allows effective for deep exploration in the discovery of these needs and insights to drive actions a promising new area. to address these needs. Unlike traditional outsourcing, the partnership therefore has Another way to gain competitive advantage using partner to embed in its design, a strong discovery approach and a capabilities is to customize broader toolsets that partner has process to experiment and promote innovation to scalable expertise in (such as an IBM Cognitive Computing platform initiatives. For example, at a large global bank, conducting or a Google Tensor Platform) for a specific industry need data discovery workshops with cross functional teams of or specific enterprise function, such as helpdesk and service business owners, technology leaders and analytics experts management. A related approach is to use the business using masked but real data allowed business benefit context sensitive training data sets on generic machine realization at an unprecedented pace. learning or Deep Learning engines with partner support. • Secondly, Big Data initiatives often align business needs with newly discovered analytic and technological capabilities. Partnership requires business context, a demand funnel Using Data Technologies to Change the generated by discovery and prioritization workshops but also Cost Curve deep expertise in execution and value realization. For example, new breakthroughs in speech recognition, Artificial Intelligence Many of the new technologies not only offer new capabilities (AI) and Machine Learning, and robotics allow latent business but also dramatically reduce costs of collecting data, gaining needs to be quickly prioritized but only if the right expertise is insights and linking insights to assisting human actions or applied. Call center analytics can be used to analyze the voice automated and rule-based actions. of the customer and enrich customer experience through real time interventions while also reducing costs. Whether these are Data Lakes built on open source technologies, expressive new analytic tools such as Jupyter Outsourcing also is very effective for deep exploration in a and Python Packages or foundational technologies such as promising new area. For example, an insurance company that Hadoop and R, there’s an opportunity to steeply bring down wants to use visual recognition from dashboard cameras to the costs of analytics and insights. New cloud- based recognize risky behavior such as texting or distracted driving offerings also are available for not only infrastructure and might find that the capability already exists with select storage but also AI engines that support capabilities around outsourcing partners. Convolutional Neural Networks (CNN).

PULSE July/August 2016 13 CanStockPhoto Inc. / SURZ Inc. CanStockPhoto © TECH TOPIC: BIG DATA

It’s an Eco System As value chains get disrupted, no large enterprise can be an innovative and scaled player in all elements of the value chain. It’s imperative to depend on an ecosystem of partners to deliver end-to-end value.

14 PULSE July/August 2016 The automaker Ford’s joint investment with Microsoft in Governance and Engagement Models EMC/Pivotal is a recent demonstration of a corporate strategy to use Big Data and new technologies to energize a legacy Engaging with outsourced partners in Big Data can cover a range auto industry. of possibilities. While business outcomes are often the longer term measured objectives, jointly developing data talent in a New entrants such as Facebook DeepText AI, AMD and NVidia severely talent constrained area is often the norm. Developing are also powering advanced analytics offering significant cost a corporate data culture and leveraging a partner’s ability to compression. develop a data mindset among business leaders is the key. Establishing a well governed process that combines experimentation with a process to quickly exit unproductive It’s an Eco System experiments and scale prioritized successes is important in the Big Data world. These are often done through innovation As value chains get disrupted, no large enterprise can be an labs coupled with a governance process to industrialize the innovative and scaled player in all elements of the value chain. successful and prioritized outcomes of the innovation labs. It’s imperative to depend on an ecosystem of partners to deliver end-to-end value. Outsourcing is an effective way Today, we no longer need to look at startups or digital born to leverage rapidly evolving ecosystems in such specialized companies for the powerful impact of Big Data. Many large areas as payments, supply chain, experience management enterprises from industrial giant GE to even agricultural and others. A company like Apple investing in a ride sharing companies such as Monsanto are transforming themselves company illustrates the value of data gathering from rich to be Big Data driven organizations. ecosystems. Unleashing the power of Big Data and Analytics through Data aggregation and sharing is another dimension of select partnerships will be an important way that 21st Century eco system awareness. Both industry level and customer Enterprises will deliver transformative experiences with centered data aggregation or data sharing allows delivery of seamless orchestration. complete ecosystem solutions. Cloud, micro-services and micro-containers allow partnering in the ecosystem especially when facilitated by savvy outsourcing partners.

Changing the Data Culture Investments in analytic platforms, data stewardship and data scientists can unlock large business benefits but it also requires a change in the culture on how data is viewed, handled, governed and shared. Data needs to be seen as an asset that does not diminish in value with usage but actually grows in value by being fully embedded in the decision making fabric of the enterprise. While a well-designed data security architecture is a must, CanStockPhoto Inc. / Dustie Inc. CanStockPhoto the outcome is increased sharing and the enterprise wide © use of data moving away from a silo culture. Unleashing the power of Big Data and Similar to the way software organizations transformed their Analytics through select partnerships speed and Software Development Lifecycles by using Agile Coaches and Lean Experts, it’s necessary to develop a culture will be an important way that 21st of data science and analytics. Century Enterprises will deliver An ideal partner not only has such a cultural understanding transformative experiences with but is someone known for a challenger mindset. seamless orchestration. CanStockPhoto Inc. / anekoho Inc. CanStockPhoto ©

About the Author: Vikram Duvvoori is Chief Technologist and Corporate Vice President - Enterprise Transformation Services at HCL Technologies.

PULSE July/August 2016 15 16 PULSE July/August 2016 All companies included in the Global Outsourcing 100 and The World’s Best Outsourcing Advisors are stellar for completing the rigorous opt-in application that demonstrates their commitment to the industry, desire for continuous improvement and interest in benchmarking against their counterparts.

PULSE July/August 2016 17 Learn, you will ... what companies achieved stars in five critical areas that customers look for when making decisions: size and growth, customer references, awards and certifications, programs for innovation and Corporate Social Responsibility.

Judging High Points of the New Global Outsourcing 100 Lists are alphabetical, instead of ranked, making it both easier to find companies by name and placing greater emphasis on the excellence required to make the list and less on relative ranking between all of these fine companies.

Distinguishing stars makes it easier to see the areas where each company on the list excels. Companies can earn a star in each category.

CSR continues as a judging category on the advisors list and customer references continues as it's own category on both lists.

New this year is the addition of “All Stars” for companies receiving stars in all five judging categories and the “Sustained Excellence” list for companies achieving the top 100 for providers or top 20 advisors lists for five years or more.

The Global Outsourcing 100 list includes: Leaders, larger established global firms; and Rising Stars, smaller, faster growing firms with less than $50 million per year in revenue and/or fewer than 5,000 employees.

Companies are first organized by Leader or Rising Star criteria, and then evaluated based on the five judging categories. The final list is composed of the top 75 Leaders and top 25 Rising Stars. All advisors, regardless of size, are on a single list of the World's Best Outsourcing Advisors.

Judging is based on a rigorous scoring methodology that includes a review by an independent panel of IAOP customer and academic members with extensive experience in selecting outsourcing service providers and advisors for their organizations with many holding the COP designation.

IAOP Membership is not required nor is it considered in compiling the final lists.

18 PULSE July/August 2016 The 2016 Evaluation Team

Michael F. Corbett Chairman, IAOP, co-judging chair

Debi Hamill CEO, IAOP, co-judging chair

Daniel Beimborn Professor, Frankfurt School of Finance & Management

Teresa Harris COP, Global Supplier Relationship Manager, GE

William Hefley, Ph.D. CDP, COP, Clinical Professor, Naveen Jindal School of Management, University of Texas at Dallas

Mary D. Lewis Manager, Sourcing Governance & Analytics, Sprint

Brian Nicholson Professor of Information Systems, Manchester Business School

Cheryl Seely COP, Manager, Thomson Reuters

Paul Quaglia COP, CIO, Scientific Games

Scott Singer Managing Director, GBS, Rio Tinto CanStockPhoto Inc. / scanrail Inc. CanStockPhoto PULSE July/August 2016 19 © All-Star Insights How is the GO100 process valuable to your company? CanStockPhoto Inc. / croreja Inc. CanStockPhoto

From left to right: Heiner Himmelreich, © Planes: Bill Concannon, Morgan Davis and John Forrest

20 PULSE July/August 2016 “Our commitment to serving our clients extends beyond improving performance and providing valuable sourcing solutions, but also ensuring each client achieves the business goals most vital to the client team. This philosophy is embedded in our firm’s culture and the recognition is testament to our clients’ confidence in our ability to deliver value.” – Kevin Parikh, Avasant Global CEO and Senior Partner

“The GO100 process is “Engaging in this GO100 process annually provides an opportunity an important annual to identify and highlight many of the successes we have had benchmark for our throughout the year driving innovation in outsourcing as a firm and outsourcing business. IAOP’s with our clients, strengthening connections in both.” independent evaluation – Morgan Davis, Principal, Deloitte Consulting LLP) builds awareness in the outsourcing industry of the providers and advisors that deliver the best value “This is a unique on a global scale.” “The process is very valuable because it provides a neutral opportunity for JLL to - Bill Concannon, COP, perspective on how we perform participate in a completely CBRE Global Workplace compared with our competitors. transparent and objective Solutions It shows where we have strengths ranking process where and areas for development. The clients endorse their assessment is well recognized in successful outsourcing the sourcing community. Therefore, partnerships. Having we expect this independent review clients validate our to support our marketing activities inclusion in the GO100 in the space, potentially making our is not only humbling but capabilities and offerings known to confirms that the JLL new target groups. We just started experience is a winning working with IAOP and are looking formula.” forward to participating in and – John Forrest, Global contributing to its events and and Americas CEO of conferences.” Corporate Solutions at JLL – Heiner Himmelreich, Global Leader of Boston Consulting Group’s IT Sourcing Segment CanStockPhoto Inc. / perszing1982 Inc. CanStockPhoto ©

For a copy of the 2016 Fortune Custom Content special section on the Global Outsourcing 100, click here.

PULSE July/August 2016 21 All-Star Insights How is the GO100 process valuable to your company? CanStockPhoto Inc. / Liveshot Inc. CanStockPhoto ©

Peter Ankerstjerne, Bhaskar Ghosh, Sean Harapko and Jyllene Miller Spaceships:

22 PULSE July/August 2016 “Accenture’s extensive industry knowledge and outsourcing capabilities uniquely positions the company to help organizations operate at a greater speed in an increasingly challenging landscape. Our presence on this list is a testament to Accenture’s success in dramatically improving clients’ productivity, decision-making, cost and operations through the use of intelligent tooling and automation.” – Bhaskar Ghosh, group chief executive, Accenture Technology Services

“The GO100 process is valuable to ISS “Being named to the Global Outsourcing 100 because it shows the marketplace how ISS is for the seventh time in eight years shows our differentiated compared to the competition differentiation in the marketplace and our unique in the outsourcing industry. Also it provides ability to provide clients with high-value services evidence that ISS has a great approach to and better business outcomes. Consistency outsourcing, which is seen as best in class and excellence are the foundation for the from the leading outsourcing industry collaborative problem solving partnerships organization, IAOP.” Concentrix forms with our global clients.” – Peter Ankerstjerne, aCOP, Head of Group – Jyllene Miller, Concentrix Senior Vice Marketing ISS World Services President, Marketing and Client Engagement

“As a customer experience provider today, having a well-rounded identity is more important than ever. Teleperformance not only continues to increase its focus on business drivers including innovation,reliability, security and growth, but also our contributions to communities worldwide through our commitment to CSR.” – Paulo César Salles Vasques, Worldwide Chief Executive Officer, Teleperformance

“EY is focused on strategic, innovative outcomes that have an immediate impact on our clients businesses. While EY has a robust Service Quality Excellence program which provides us insights to the value and delivery excellence we are driving for our individual clients, IAOP’s Global Outsourcing 100 process and ranking is the barometer for how well we are executing on our vision at a macro level. As an independent advisor, our clients value our ability to bring an unbiased approach to their most complex business issues, whether that means outsourcing, insourcing, automation or innovation. The GO 100 process looks broadly at all of the dimensions our clients expect from us as advisors from driving value and innovation to Building a Better Working World.” – Sean Harapko, North America Outsourcing Advisory Leader EY CanStockPhoto Inc. / axentevlad Inc. CanStockPhoto ©

Read more about other honors and special achievements by service providers on The 2016 Global Outsourcing 100 Sub-lists, click here.

PULSE July/August 2016 23 24 the global outsourcing 100 July/August 2016 PULSE July/August worlds best service providers

aegisglobal.com colliers.com aonhewitt.com ciklum.com cgi.com agshealth.com chinasofti.com bellintegrator.com alorica.com cienet.com cbre.com CGI CBRE Process Services Canon Business Bell Integrator Auriga Aon Hewitt Altisource Alorica Ajuba International AGS HealthPrivateLtd Aegis Limited Accenture accelya.com Accelya COMPANY Colliers International Ciklum CIeNET Technologies Chinasoft International CGS cbps.canon.com altisource.com ajubanet.net auriga.com cgsinc.com/en accenture.com

Leader

Leader Leader Leader Leader Rising Star Leader Leader Leader Leader Leader

Leader Leader

Leader Rising Star Rising Star Leader Leader

2016 GROUP

Star

Star Star SIZE & GROWTH Star Star Star Star Star Star

CUSTOMER REFERENCES Star Star Star Star AWARDS & CERTIFICATIONS Star Star Star Star Star PROGRAMS FOR INNOVATION Star CSR

COMPANY AWARDS & PROGRAMS 2016 GROUP SIZE & GROWTHCUSTOMER REFERENCESCERTIFICATIONS FOR INNOVATIONCSR

Concentrix Leader concentrix.com

Cushman & Wakefield Leader cushmanwakefield.com Datamatics Global Services Limited Leader datamatics.com

DATROSE datrose.com Rising Star

DDD digitaldividedata.com Rising Star

DHC Leader dhc.com.cn

Donlen donlen.com Leader

ELEKS eleks.com Rising Star

Elevate elevateservices.com Rising Star

Ellucian ellucian.com Leader

Emerio GlobeSoft emeriocorp.com Leader

Endava endava.com Leader

EPAM Systems epam.com Leader

EXL exlservice.com Leader

Firstsource firstsource.com Leader

Fischer fischercompany.com Leader

FPT Software Leader fpt-software.com GeBBS Healthcare Solutions Leader gebbs.com

PULSE July/August 2016 25 / scanrail Inc. CanStockPhoto © COMPANY 2016 GROUP SIZE & GROWTHCUSTOMER REFERENCESAWARDS & CERTIFICATIONSPROGRAMS FORCSR INNOVATION

Grupo ASSA Leader grupoassa.com

Grupo Prominente Rising Star grupoprominente.com

Harbinger Systems Rising Star harbinger-systems.com

HCL Technologies Limited Leader hcltech.com Hewlett Packard Enterprise Leader hpe.com Hinduja Global Solutions Limited Leader teamhgs.com

IBA Group Leader ibagroupit.com

ICL Services Leader icl-services.com

IMS Health Leader imshealth.com Indecomm Global Services Leader indecomm.net

INSIGMA Leader insigmaus.com

the global outsourcing 100 Inspur Leader inspur.com

Integreon Leader .integreon.com

Intetics Rising Star intetics.com S

iSoftStone Leader isoftstone.com

ISS Leader issworld.com

ITC Infotech Leader itcinfotech.com worlds best service providers

26 PULSE July/August 2016

COMPANY AWARDS & PROGRAMS 2016 GROUP SIZE & GROWTHCUSTOMER REFERENCESCERTIFICATIONS FOR INNOVATIONCSR

Itransition Rising Star itransition.com

JLL Leader jll.com Kelly Outsourcing and Consulting Group Leader kellyocg.com

Knoah Solutions Rising Star knoah.com

L&T Infotech Leader lntinfotech.com

LeasePlan USA Leader us.leaseplan.com

LegalBase Rising Star legalbaselaw.com

LiquidHub Leader liquidhub.com

Long View Systems Leader longviewsystems.com

Luxoft Leader luxoft.com

MAYKOR Leader maykor.com

Minacs Leader minacs.com

Mindtree mindtree.com Leader

Miratech Rising Star miratechgroup.com Newmark Grubb Knight Frank Leader ngkf.com

Nexient Rising Star nexient.com

Pactera Leader pactera.com

PULSE July/August 2016 / jsompinm Inc. CanStockPhoto 27 © COMPANY 2016 GROUP SIZE & GROWTHCUSTOMER REFERENCESAWARDS & CERTIFICATIONSPROGRAMS FORCSR INNOVATION

PromonLogicalis Rising Star br.promonlogicalis.com

Pythian Rising Star pythian.com

QuisLex Rising Star quislex.com

QX Limited Rising Star qxltd.com RR Donnelley Global Outsourcing Leader outsourcing.rrd.com

SCICOM (MSC) BERHAD Leader scicom-intl.com

ServicEngineBPO Rising Star sebpo.com

Shinetech Software Rising Star shinetechchina.com

Sigma Software Rising Star sigma.software.ca

Sitel Operating Corporation Leader sitel.com

Softjourn Rising Star softjourn.com

SoftServe Leader softserveinc.com the global outsourcing 100 SPi Global spi-global.com Leader

Stefanini Leader stefanini.com Sutherland Global Services Leader sutherlandglobal.com

Swiss Post Solutions Leader swisspostsolutions.com

SYKES Leader sykes.com worlds best service providers

28 PULSE July/August 2016

COMPANY AWARDS & PROGRAMS 2016 GROUP SIZE & GROWTHCUSTOMER REFERENCESCERTIFICATIONS FOR INNOVATIONCSR

Syntel Leader syntelinc.com Tata Communications Transformation Services Leader (TCTS) tatacommunications-ts.com TEAM International Services Rising Star teaminternational.com

Teleperformance teleperformance.com Leader

tgestiona tgestiona.com.pe Leader

The Results Companies Leader theresultscompanies.com

TIVIT tivit.com.br Leader

Towers Watson towerswatson.com Leader

Trigent Software Rising Star trigent.com Unisono Business Solutions Leader unisono.es / unisonobpo.com VADS Business Process Sdn. Bhd. Leader vads.com

Vee Technologies Rising Star veetechnologies.com

Virtusa Corporation Leader virtusa.com WNS Global Services Private Limited Leader wns.com

PULSE July/August 2016 / surpasspro Inc. CanStockPhoto 29 © 30 the global outsourcing 100 July/August 2016 PULSE July/August worlds best service advisors

quintgroup.com/ avasant.com isg-one.com dlapiper.com bcg.com paceharmon.com alsbridge.com olswang.com zinnov.com foley.com bakermckenzie.com kpmg.com Neo Group Mayer Brown KPMG Kirkland &Ellis Group, Inc.(ISG) Information Services Foley &Lardner ey.com EY Elixirr DLA Piper Deloitte Group (BCG) Boston Consulting Bird & Baker &McKenzie Avasant Alsbridge Consulting Zinnov Management Quint Wellington Redwood Shaw Pittman Pillsbury Winthrop Pace Harmon Olswang kirkland.com twobirds.com mayerbrown.com neogroup.com pillsburylaw.com elixirr.com deloitte.com/us COMPANY

SIZE & GROWTH

CUSTOMER REFERENCES

AWARDS & CERTIFICATIONS

PROGRAMS FOR INNOVATION

CSR ALL STAR COMPANY PROVIDERS 5 STARS Accenture CBRE Concentrix ISS ALL STAR JLL COMPANY Teleperformance ADVISORS 5 STARS Avasant Deloitte EY KPMG Boston Consulting Group (BCG)

To see the full lists of The 2016 Global Outsourcing 100 and The 2016 World’s Best Outsourcing Advisors, click here. CanStockPhoto Inc. / bezikus Inc. CanStockPhoto

PULSE July/August 2016 31 © All-Star Insights How did you achieve the five-star rating?

“KPMG is fully committed to investing in its advisors and clients. Initiatives such as our $140 million investment in seven cross-firm functional Centers of Excellence (COEs); regional delivery hubs; global delivery tools and methods; our next-generation Source collaboration platform; our Technology Innovation Centers; our Ignition Centers; and our Innovation Factory enable us to tap the best minds, capabilities, methodologies and experiences worldwide to deliver sustainable, transformational change to our clients.” -- Dave Brown, Global Lead, Shared Services and Outsourcing Advisory, KPMG

“Accenture’s inclusion on the Global Outsourcing 100 for eleven consecutive years is a true testament to our ability to provide market leading business processes as-a- Service to our clients that deliver business outcomes including greater efficiency and productivity, revenue growth and cost reduction,” said Debbie Polishook, chief operating officer of Accenture Operations. “The ‘Sustained Excellence’ and ‘All Star Company’ distinctions we received this year is recognition of the expertise of our professionals, our drive to continually innovate to deliver process excellence, and our ability to apply automation and analytics technologies that improve decision making, creating client value.” – Debbie Polishook, Chief Operating Officer of Accenture Operations CanStockPhoto Inc. / 3000ad Inc. CanStockPhoto Spaceship: © Spaceship:

32 PULSE July/August 2016 “Referencing the Global Outsourcing 100 is a source of pride for Concentrix. It enables us to instantly communicate our credibility in the industry and our capabilities relative to our peers. Being named an All-Star is an acknowledgement of our fanatical commitment to our clients and their customers. Through innovation, design thinking and exceptional customer service our staff members add value to our clients’ businesses by providing the best customer experience.” – Miller of Concentrix

“I believe what really makes the difference is our stellar team and exceptional network of colleagues and experts who have deep experience in a wide variety of topics and industries. There is a lot of diversity not only in the sourcing team but also throughout BCG. Part of what makes our culture unique is that everybody is not only hard working and passionate to make the changes happen at our clients but also extremely dedicated to thinking about the next step, about further increasing the value we can bring to our clients. And that dedication is reflected in our ranking in areas such as innovation and corporate social responsibility. Last but not least, a lot of people pitched in to make our first application a success. Like all things at BCG, it was a team effort.” – Himmelreich of BCG

“Our success is built upon the strength of our client relationships and the pride we take in serving their needs and delivering great outcomes. Developing long-term partnerships with our clients demands a culture of service excellence and innovation – both important elements in the scoring process.” – Concannon, CBRE

“Our achievement of stars in all five areas is particularly pleasing as it recognizes the depth, breadth and client impact that we have been able to make across the globe. We believe that this is, in part, due to us treating our client relationships as long term investments in their success, helping them to build lasting capabilities at the core of their business and viewing outsourcing as part of the ever changing service delivery landscape rather than just a transaction.” - Davis, Deloitte

“Each of the five areas of IAOP’s criteria represents either our inherent strengths or major focus areas for the firm. We addressed the value we bring in each area and this was confirmed by client feedback and empirical data from within JLL and other organizations. At the end of the day, it is our people, processes, platform and technology that make JLL the first choice for our clients and how we have made this achievement possible.” - Forrest, JLL

“ISS has a strong history and legacy in outsourcing – going more than a 100 years back. So achieving five stars is much about focusing on the right strategic challenges. This year, ISS particularly set itself apart in the CSR category, scoring 8 out of 8 compared to an average score among companies of 3.79. We will keep striving to stay in the global lead of the outsourcing industry by delivering excellent service to our customers and maintaining our high levels of engagement among employees.” – Ankerstjerne, ISS

“In the last five years, EY has focused on building a robust, highly skilled and innovative Outsourcing Advisory and Management practice to effectively support our client needs which aligns with our overarching global purpose and vision of Building a Better Working World. To achieve our global vision we are focused on: Delivering Exceptional Client Service; Values and Quality; Building Highest Performing Teams; and Strengthening Global, Empowering Local. We are passionate about our purpose and vision and feel the relentless focus on this vision has helped us achieve our 5-star ranking for our Outsourcing Advisory and Management practice.” – Harapko, EY

PULSE July/August 2016 33 All-Star Insights How does your company use the GO100 to validate your company’s expertise?

“Every day our professionals “IAOP is one of the few create exceptional outcomes external groups who evaluate for our clients, and our and rank outsourcing advisors continued industry leading in a consistent and holistic rating from IAOP underscores way. While we are passionate the depth of our commitment about our ability, expertise to delivering high-quality, and track record of providing integrated real estate value to our clients we recog- outsourcing solutions. nize that our prospective Clients and potential clients who haven’t worked customers appreciate having with EY in this space appreciate merit-based accolade by “Being named a Global the opportunity to understand which to gauge performance.” Outsourcing 100 company our capabilities and thought – CBRE’s Concannon by the IAOP solidifies our leadership from an objective brand as market leaders in third party. We believe outsourcing advisory services IAOP’s Global Outsourcing and reinforces our role with 100 list is a resource for our clients as trusted advisors companies to evaluate the “The ranking represents for outsourcing strategy, leaders in outsourcing negotiation and transition.” advisory. We are proud that objective evidence that our we have been rated as one of clients need when choosing – Deloitte’s Davis the top advisors for five years a strategic business part- running, and the investments nership. They are seeking and innovation we are driving service providers that not only into our methods, solutions achieve success but are on the and practice resulted in us leading edge of a business that being one of the few focusses on people, processes companies who have received and systems. JLL’s inclusion in a 5-star rating in 2016.” the GO100 shows our clients that partnering with our firm – EY’s Harapko is a valuable long-term investment.” – JLL’s Forrest CanStockPhoto Inc. / 3000ad Inc. CanStockPhoto

Spaceship: © Spaceship: 34 PULSE July/August 2016 Star Wars Favorites PULSE asked our All-Star leaders to name their favorite character.

“My favorite Star Wars character is definitely Luke Skywalker. He’s constantly in a battle between good and the dark side. In certain circumstances, it feels like we’re in a similar battle when providing advice to our clients on sourcing options. There are times when we need to guide clients away from the dark side.” – Brown, KPMG

“This is the first year that “My favorite character is Chewbacca because we’ve participated in the as a kid I always loved the groaning noise he ranking, and we are naturally delighted with the excellent made!” – Forrest, JLL ratings we received. We believe that engaging in the “Because I’ve been such a strong proponent Global Outsourcing 100 of outsourcing and the process efficiencies it process will help support creates, I’m tempted to say that notorious our marketing activities and intergalactic bounty hunter Boba Fett is my start further discussions with favorite. But my favorite character is really current and potential clients. Chewbacca because he’s widely recognized We are especially curious for his loyalty and strength.” – Concannon, CBRE to explore the feedback regarding areas that are not “Yoda. Not the tallest he is, but the force prominently part of our sales strong is in him. Green he is. And the wisest activities, such as corporate social responsibility and “Our customers ask for teacher of all.” – Himmelreich, BCG certification.” evidence and receiving five stars on the GO100 list “Han Solo, because he’s the coolest. And like – BCG’s Himmelreich shows that ISS is in the global all successful outsourcers, he knows where to lead among outsourcers. go to get things done – at the right price and in That helps us to win new time to save the universe! (or at least keep his business but it also assures clients happy.)” – Davis, Deloitte our existing customers that they have already chosen “I am a big fan of the Star Wars trilogy and “Concentrix is proud to the right partner.” I actually like all the movies. But my favorite include the Global – ISS’ Ankerstjerne Outsourcing 100 logo on must be the first (or actually the fourth) original our website and all our movie from 1977, which was one of the first sales collateral. Making the movies I remember watching in the cinema list is a credit to our staff and with my Dad. I was only 9 years at the time.” their tenacious pursuit of – Ankerstjerne, ISS excellence. They understand the importance of supporting “I’m partial to Return of the Jedi and have our clients in all their had the opportunity over the last year to enjoy business endeavors and watching my eight-year-old daughter become delivering outstanding a big fan. Everything in our house is Star Wars results to their customers these days.” – Harapko, EY during every interaction.” – Concentrix’s Miller EDITOR’S NOTE: I’m personally a big Princess Leia fan! What little girl didn’t love her signature braided hair buns? PULSE July/August 2016 35 CAREER HIGHS FROM UPSIDE OUR COPS Read about what’s up PULSE with COPs below. PROFESSIONAL THE

In this new Rick Ostrander, COP-GOV, an advisor with JDalal Associates, has served column as a mentor in the IAOP mentorship program. An IAOP authorized trainer, he encourages all participants in the Master Classes he teaches to become certified we’ll feature and is encouraged by the high interest he continues to sees. job promotions, achievements “In addition to helping me with my professional work advising clients, being certified and able to instruct the COP Master Class has been tremendously and other rewarding,” he says. “Nothing is more rewarding than hearing of the positive notables from impact that attending a COP course that I instructed has had in the professional the industry’s career of an attendee!” Certified Outsourcing Professionals. Darshan P. Kaur, COP, Senior Director, ADM, Global Sourcing Office, Equifax Inc. says the biggest value- add of To contribute, the COP certification process has been the familiarization with email us at the industry standards and best practices. [email protected] “The OPBOK framework gives you a holistic view of outsourcing so even if your job focus may be in a specific area (contracting, negotiations, governance, etc.), you still have a 360 view of the outsourcing cycle and that helps you do the best for the specific part of the cycle that you are involved in,” she says. Kaur also has gotten great value from the COP network of colleagues and friends, and recommends attending the Master Classes in person. “I learned a lot from the experience of the other members of my class and I have been able to incorporate some of those learnings into my job,” she says.

“Our class was such a wonderful and diverse group from different industry verticals and some of us are still in touch and very active with IAOP. I look forward to seeing some my classmates and instructors at the Outsourcing World Summit every year. You can form professional relationships that will go beyond the boundary of the week you spend together in class.”

She also sees COPs as being in-demand. Recently, her organization created a new position to the team and included “COP preferred” in the job description.

36 PULSE July/August 2016 CONGRATULATIONS TO OUR NEWEST COPS: R Uma Viswanathan, COP R Rick Page, COP Technology Category Manager, Abbott Program Management Consultant, TROOPS Consulting Inc. R Mike H. McKinney, COP Senior Director, Equifax

Sijmen Vrolijk , COP Impact First Consultant, Quint Group, has gained value in his career and for his organization from accessing contacts and peers who are part of the COP global network. These contacts have led to him attending research workshops and conducting international research. His advice for those interested in pursuing certification: “Ensure you truly understand the topics and content of the COP masterclass and map it to your personal experience over the years. It will increase the value of your certification as it increases your understanding of the COP standards.”

Eus Pontenagel, COP-GOV, Director of Consulting, Quint Wellington Redwood and an IAOP certified trainer, said he sees outsourcing professionals increasingly seeking certification to gain an international exchange of experiences and understanding of a model of standards that works across the sourcing lifecycle, independent of advisors or providers.

“Companies are looking more for standards and recognized models for cooperation throughout the world – not only to work together with other companies but also as guidance for intercompany virtual teams,” he said. “Further recognition of professionalism is being sought and the COP certification is one of the only models available.”

According to Pontenagel, participants in his classes bond over the three to four days of training with many maintaining the relationships through LinkedIn or closer contacts. Guest speakers that break the tension and share their own experiences on a personal level are particularly well received. Students are looking for interaction and exchange rather than ‘teachers,’ he says.

______IAOP and its COP network would like to wish Pam O’Dell, Director, Corporate & Professional Development , our best wishes on her retirement and thanks for her exemplary work over the years for the Certified Outsourcing Professional and Global Outsourcing 100 programs. ______

PULSE July/August 2016 37 AUSTRALIA Freelance Work on the Rise

Location: Located in Oceania, the continent HOT itself is made up of more than 8,000 islands, located between the Indian Ocean and the South Pacific Ocean. It is slightly smaller than the 48 contiguous U.S. states.. Population and Language: 24 million-plus people; Seventy-six percent of the population speak English, SPOT with very small percentages speaking Mandarin, Italian, Arabic, Greek, Cantonese, Vietnamese and other languages. CanStockPhoto Inc. / Dylanbz Inc. CanStockPhoto ©

LOCATION AND TALENT MAKE OUTSOURCING A NORM DOWN UNDER

With IAOP’s upcoming re-launch of its Australia chapter, “Our guidance is that a labor pool of its size plus the PULSE turned to industry professionals to learn more literacy rates of 99 percent tend to show a promising about what’s up in the outsourcing industry down under. aptitude for the country,” Sellers stated from Neo Group’s Sharing their insights with us are: Dr. Sara Cullen, Supply Wisdom data. “Skills are sometimes supplemented Managing Director, The Cullen Group, Fellow, The by Australian firms where talent is working as well as University of Melbourne; and William Sellers, Partner resources from the government to help keep knowledge & Senior Vice President, Neo Group. training current. For instance, The ASQA, (Australian Skills Quality How has outsourcing and Authority) promotes quality training globalization changed in your region so that students, employers and since you started in the industry? industry have confidence in Australia's According to Cullen, Australia is quite training sector.” close, geographically, to countries with low-cost, well-educated workers in Cullen states that education is India and South East Asia. Offshoring Australia's second largest export and outsourcing in the region are (after mining). “We are currently considered normal, everyday business. experiencing a surplus of graduates,” he said. “For example, we produce “In my research over the years at the 12,000 new lawyers per year, adding University of Melbourne, consistently MELBOURNE 20 percent to the existing pool each 95 percent or more of large Australian year. Post-graduation, full-time organizations outsource IT in varying employment rate has been steadily degrees,” said Cullen. falling since 2011, despite starting salaries being lower How is the available talent, resources and education? today than a decade ago. The resultant glut means employers have a wealth of choice.” Australia offers a great amount of talent, resources and education. The Australian Bureau of Statistics has recently How is the industry promoted and marketed in shared that the Australian unemployment rate was flat Australia? in April 2016, at 5.7 percent, which ended up beating the Sellers states that outsourcing is not typically promoted in market expectations. Australia within government organizations. “It is not that

38 PULSE July/August March/April 20162014 outsourced to drive down costs. It awarded $1.2billionin Minister announced ITingovernment was to be government (to alarge extent). In1997, theFinance According outsourcingbegan withthe to Cullen, social services? as ITfor departmentsofhealthservices, publicsafety, Is there agreat dealofgovernment outsourcing, such and offshoring. increased outsourcing the otherbeing manufacturing industry was oneeffect, recently.just the of Thedemise percent higher thannormal,until 44 which keptboom, the Australian dollar effects while it experienced amining 2009,of Australia avoided the mostof added that during theglobal recession rate relative to theU.S. dollar. She outsourcing inAustralia istheexchange significant external factors affecting statesCullen thatthemost one of inyouroutsourcing industry region? What external factors impactthe Authority (APRA).” is regulated bytheAustralian Regulation Prudential healthcare companies,servicessector andthefinancial services, outsourcing withthefinancial insuranceof and ment agencies. asignificant There to be amount stillseems is notamandate, withinthegovern seen butithasbeen - Australia andnotinothercountries,” said Sellers. “This withintheregion want outsourcingtotypically happen of nottothey choose outsource, butgovernmental guidelines COUNTRY,” SELLERSSTATED FROM NEOGROUP’S SUPPLY WISDOM DATA. RATES OF99PERCENT TENDS TO SHOW APROMISING APTITUDEFOR THE “OUR GUIDANCE IS THAT ALABORPOOLOFITSSIZEPLUS THE LITERACY

AUCKLAND Partner &SeniorVice President, NeoGroup. Fellow, TheUniversityof Melbourne;andWilliamSellers, onshore team.” workflow systems, treating ofthe offshore the folks aspart demand totrends? capitalizeonlocal industry How are service providers responding to shiftsin to Australia, kicking theindustry. off EDS, andIBM (at that time)brought thebigthree—CSC, — was terminated four years later, butduring itstime, it to theproviders. departments theassociated of Thepolicy contracts andtransferred theITworkforce 40percent of from: Stories byKateTulloch-Hammond, IAOP, withcontributions Dr. SaraCullen,ManagingDirector, TheCullen Group, video conferencing andcloud-based skills. Teams onlinereal-time use save costs butto expand andaccess Odesk),” isnotto “This said Cullen. that theU.S. of for Upwork (formerly Australian market isalmostdouble the capita spend, per “In terms of growtha major market inAustralia. technicalboth andnon-technical, is freelanceThe outsourcing of work, withsmall to mediumenterprises. off but onlyrecently hasthepractice taken globalized workforce for many years, companies have taken advantage a of According Australia’s to Cullen, largest July/August 2016 PULSE July/August

Background: © Can Stock Photo Inc. / Smileyjoanne Melbourne: © Can Stock Photo Inc. / robynmac Auckland: © Can Stock Photo Inc. / lucidwaters Fannie Mae was recently ranked among the 2016 InformationWeek Elite 100 as one of the most innovative and imaginative companies using business technology.

40 PULSE July/August 2016 VIEW FROM THE C-SUITE Leading an Agile Transformation at Fannie Mae

Joining the Washington, D.C.-based financial services institution about two and a half years ago to bring in new ideas as an intrepreneur, Michael Garcia operates a strategic network of partners with industry expertise to provide value-add services to Fannie Mae’s technology portfolios.

INTERVIEW BY SANDY FRINTON

PULSE July/August 2016 41 ULSE talked with Garcia, Vice President of market systems to a third party. It was a very involved Development Services, about using Agile frameworks effort changing lots of internal systems along the way, and Psuch as Scrum and Kanban to complete complex projects, we were successful at doing it. technology trends in software development, how working In other areas, we use Equator for property management; with outsourcing providers helps deliver innovation, platforms such as Salesforce (online CRM software) for why he never counts the hours he sleeps and his latest some of our products; Amazon; and we work with CGI, techno-thriller reads. IBM and Accenture for managed services.

P: Tell me about Fannie Mae. P: Does outsourcing help you capture Fannie Mae is an organization that has multiple business more innovation? lines. These include our capital markets, single-family, Yes, one of the advantages of working with these partners and multifamily businesses. Each area has a unique mission is often times they provide opportunities to meet industry and goals to support our singular luminaries on different technologies company vision, “to be America’s or can take you on site visits to places most valued housing partner.” We that have implemented alternative provide access to reliable, afford- We need approaches. able mortgage financing in all markets at all times, buying loans that capabilities In this field, you have to do your best banks and other lenders originate that enable us at predicting future outcomes - the so they can fund new loans. This probabilities that you are going to gives more people the opportunity to go fast and get be successful down a certain path. to buy, refinance, or rent homes. Working with partners like these is ideas to market great because they know you and P: What is your role? quickly, but also what you’re trying to accomplish and they can find analogs for you. My role is to provide the organiza- to manage things tion with capabilities and processes P: Tell me about the around software development. I that are on a work across the entire organization relationships with your to make sure we are adding longer time providers. capabilities that help us achieve horizon. Recently we went through a an Agile organization. Today we transformation where we converted have 140 Agile teams throughout a managed service that improved the organization with 43 additional teams planned, mostly incredibly. Over the years, we worked very closely with the Scrum but also Kanban. provider at a remote site and the team was fantastic. It was great because they learned so much working on our project We also have a large legacy technology footprint so we that they ended up all pretty much having a next assignment really do have some of those systems of record that need right away. We’re going to set up next contracts and close to be handled carefully. We need capabilities that enable old ones. But you want it to close where everyone walks us to go fast and get ideas to market quickly, but also to away feeling like a winner. manage things that are on a longer time horizon. P: What technology trends are P: How does Fannie Mae use you seeing? outsourcing/shared services? Who are First, the focus on lean practices or Agile to deliver some of the providers you work with? your technology is a huge trend that we have embraced We were recognized in the 2016 InformationWeek Elite at Fannie Mae. 100 (#62) for using Black Knight Financial Services, Black- Another salient trend is that of microservices using cloud Rock and Aladdin systems. We went from our own capital native design. As you’ve been building something in a

42 PULSE July/August 2016 INTERVIEW: MICHAEL GARCIA

very monolithic way for many years, AT A GLANCE: one of the things that sets you apart Mike Garcia from your competitors is if you can decouple your systems and make them very resilient. But that practice RESPONSIBILITIES: Reporting to the Senior has been getting better Vice President – Application Development and better over the last five years and Management, he is responsible for with these strategies. You have to be development and testing technologies, execution of services related to testing, realistic. You can’t change your project management, SDLC, release architecture right way. But you management, and adoption of both Agile can take lessons from that and be and DevOps practices and capabilities. He inspired and come up with a solution leads a significant portfolio of projects and that works for you. initiatives responsible for developing innovative new ways of working at Fannie Mae. Another big technology trend is containerization. Beyond just cloud, EXPERIENCE: Has a diverse background working with Internet firms such as AOL people are finding generic cloud and RealNetworks to providing services to stalwarts such as FAA, Verizon, doesn’t meet a lot of needs. But GEICO and others. While running the global I&O department for RealNet- containerization allows you to create works, he was responsible for launching carrier-grade products with high a quasi-customized build that you SLAs meanwhile balancing the equally complicated task of spinning out can scale as if you were using a major segments of technology into new businesses. He has been the generic cloud provider. That’s technology leader in two start-ups and has run his own consulting firm, Edge Source LLC successfully since 2009. While at AOL, Garcia made major extremely powerful. When you stay contributions to host, client and infrastructure technologies and authored focused on the business value you’re software solutions responsible for reducing significant costs to the organization. trying to create, you can come up EDUCATION: Holds a bachelors in Economics from Strayer University- with the right solutions. Maryland and an MBA from Georgetown University - The McDonough School of Business P: Can you share an PERSONAL: Married and has a seven-year-old daughter and four-year-old son example of how use of a technology trend benefitted your consumers? Yes, the way we used to work with our various lender organizations in our Fannie Mae multifamily business was far more manual than it needed to be and the ABOUT: Fannie Mae provides reliable, affordable mortgage financing in all systems were disjointed. It took a markets at all times, buying loans that banks and other lenders originate so they long time to take all the requirements can fund new loans. This gives more people the opportunity to buy, refinance, to build a system of the future. We or rent homes. had a lot of discussion going back FINANCIALS: Fannie Mae is a probably two years ago on whether $3 trillion financial services we would do a custom build or use institution that owns or guarantees approximately 30 percent Salesforce. We chose Salesforce and of U.S. residential mortgages. went with a minimum viable product approach and delivered value to the HISTORY: Founded in 1938 during the Great Depression as part of marketplace at least a year earlier. the New Deal. A government- Since then, we’ve been releasing sponsored enterprise (GSE), it has updates quarterly. It’s really changed been publicly traded since 1968. the game for our multifamily business.

PULSE July/August 2016 43 INTERVIEW: MICHAEL GARCIA

P: How have your past roles in technology, easy to follow the path everyone else is. It’s really hard consulting and being an entrepreneur to constantly be the one who is always questioning and helped in your current role and how is challenging for change. it different? The other advice given to me some years ago was: ‘don’t I’ve been with Fannie Mae for about two and a half years. I count the hours you sleep.’ This has helped me so much in started in October 2013. My past roles were a concern for work and in life. Shortly after that I had kids and I might me when I came to Fannie Mae. This is a large monoline have only gotten three hours of sleep, but I was still func- business. I’m used to doing spinoffs and startups. But what tioning. I realized once I stopped counting the hours I slept, surprised me when I came to talk to Fannie Mae is they I stopped feeling sorry for myself. All that matters is that were actually looking for someone you’re present and you’re doing what who could be an intrepreneur instead you need to do to the best of your of what they were used to. I found a You learn you abilities and you love what you’re do- lot of appeal in that. ing. I never look at the clock before I go to bed and I don’t Being an entrepreneur and consul- can’t be a fatalist. do the math when I wake up. tant, you learn a lot of great skills to You have to be adaptable. You learn you can’t be P: Who are your role models? a fatalist. You have to have a growth have a growth There are two classes of role models mindset and you have to own your mindset and for me. One is the genius decisions. That actually works entrepreneur (Elon Musk, Ben really well in an organization like you have to own Franklin, Albert Einstein) and the this where you don’t want to fall into your decisions. other is the philosopher (Lao Tzu: inertia. You need to be a stop gap to Father of Taoism and Chuang Tzu). move the force in a different direction The philosophers really speak to me. I rely on their wisdom and you want to be that force. that has been passed down for a lot of my own decisions and how I lead my teams. We talk about Agile leadership now P: How do you build a team culture but these guys were talking about it 2500 years ago. at Fannie? Every Friday, I have stand-up meetings. I call it my P: What are your favorite books to read? “Scrum of Scrums.” All the different areas of my team Lao Tzu’s Tao Te Ching: A Book About the Way and the (representing close to 700 people) come out to this big Power of the Way is a must. I love sci-fi stuff by Neal Kanban board and we go through all the areas doing a Stephenson and science books like Thinking, Fast and stand up in 30 minutes. It’s astounding to me because it’s Slow by Daniel Kahneman. The best author out there such a humongous organization. now for techno thrillers is Daniel Suarez. And there’s no better biographer than Walter Isaacson. P: What's the best advice you've received? When I started here, I was told ‘don’t go native.’ I think P: What foods do you like to eat at that’s really good advice. You have to ask yourself if you home and on the road? are still being true to yourself and still providing value to At home, my wife makes great Mexican food. When I’m on the organization by not just going with the flow. It’s really the road I love flaky white fish. I love Copper River Pacific Salmon. And my favorite dessert is crème brûlée. 44 PULSE July/August 2016

IAOP is pleased to have these new and renewing corporate and professional WELCOME members join our association’s diverse and highly collaborative community NEW MEMBERS of professionals:

Abbvie, Accelerated Outsourcing, Accenture, ACE Insurance Ltd, Alsbridge, Apria Healthcare, Ascension Ministry Service Center, Boeing, BP, BRG, Bristol-Myers Squibb, Bupa UK, Capgemini, CBRE, CGI, Chain IQ, Chubb, Codan AS, Colliers, Compassion International, Covidien, Delhaize, Dell Services, Deloitte, DiMuro Ginsberg, Duke Energy, Enghouse Interactive, Ernst & Young, Everest Group, Filippetti spa, FIS, Fischer, Gatestone & Co. International Inc., Genpact, Global BPO Solutions, Here, HGS, HP, IBM, InterContinental Hotels Group, ISG, ISS Management A/S, Jenner & Block LLP, LiveDezign Consulting, Maykor, McKesson, Metrolink Outsourcing Services, Microsoft, Mitre, Otsuka Pharmaceuticals, PPA GmbH, PT, JAC Business Center, PwC, RadiusPoint, Reserve Bank of Australia, Rural Sourcing, SirionLabs, Suerte Academy, The University of Nottingham, Trizma, University of Liverpool, Walgreens, WNS, Wolters Kluwer, Xchanging and Zendesk.

For information on IAOP membership, click here or email [email protected]

46 PULSE July/August 2016

MEMBER BENEFITS & SERVICES

JOIN WITH THE INDUSTRY MEMBER SERVICES within outsourcing. Access to any and LEADERS Many of these services are included all chapter meetings is included in Membership in IAOP provides access as part of IAOP’s Professional or IAOP membership. to an extensive array of services, and Corporate Membership, with •Conferences & Events – IAOP hosts just as importantly distinguishes discounts available for use beyond the world’s best-known and most organizations and professionals as the level provided. Some services highly-respected executive confer- leaders in the field of outsourcing. are also available individually at ences on the topic of outsourcing, non-member rates. These include: •Customer Corporate Membership including The Outsourcing World – Organizations that are currently •PULSE Magazine – Available bi-monthly Summit.® Become a member and outsourcing or are considering one online, our e-zine features in-depth attend at a discount. or more outsourcing initiatives coverage of the industry, issues, trends, •Outsourcing Professional Certification should become Customer Corporate geographies and vertical sectors and Frameworks (OPCF) – IAOP’s trainings Members of IAOP. This membership functions; thought leadership and and certifications are the industry’s provides organization-wide access to case studies, probing Q&As, C-level de facto. Whether you are interested the association’s research, training, interviews and profiles; as well in getting educated through the COP certification, and networking Master Class or becoming a Certified programs - all designed to help Special Professional Outsourcing Professional (COP), there companies achieve better business [ Membership Offer is a path that suits your needs. results through outsourcing. Members receive substantial discounts. Readers of PULSE can receive 10 Provider/Advisor Corporate • percent off of standard membership •Global Supply Risk Monitor (now Membership – Outsourcing service rate of $345. Go to: www.IAOP.org/ Supply Wisdom) – A unique Web-based providers and advisory firms should PMregistration and enter offer code product that enables clients to monitor, join IAOP as Provider/Advisor IAOP-PM-0412. predict and manage the various risks Corporate Members. This member- in their services supply chain across ship provides the same organization- as exclusive and insider coverage of countries, cities and suppliers, in wide access to IAOP’s research, IAOP events, programs, awards, real-time. Corporate Members receive training, certification, and networking research, training and certifications and one free monitoring service. programs as Customer Corporate surveys. Members get a free subscription, Membership, but also includes Outsourcing Professional Body advertising discounts as well as the • member-only sponsorship of Knowledge (OPBOK) – A cohesive opportunity to submit content. opportunities that serve the and comprehensive outline of the marketing and business development •IAOP’s Knowledge Center, Firmbuilder.com commonly accepted practices and needs of these companies. – IAOP’s online repository houses skills required to ensure outsourcing more than 1,000 articles, including success. IAOP members receive Professional Membership – • chapter meeting presentations, a 25 percent discount on the Professional Membership is available conference proceedings, industry Outsourcing Professionals’ Guide to individuals either as part of their whitepapers, research articles and to Corporate Responsibility eBOOK. company’s corporate membership or more. Members have full access. on an individual basis. This member- •ConnectIAOP – An online members- ship serves the needs of practitioners •Global Chapter Network – Through only community that lets like-minded working in the field of outsourcing its active and expansive chapter professionals collaborate. Exclusive whether as customers, providers, or network, IAOP members can share access helps members build and grow advisors. In addition, it provides these their expertise and find knowledge their networks; learn and share best professionals with direct, personal on best practices for specific industry practices; and identify current and access to association services. segments, topics and geographic areas upcoming trends.

PULSE July/August 2016 47 CHAPTER SPOTLIGHT ON THE: ROUND UP DIGITAL ENTERPRISE CHAPTER

Adopting a digital strategy is no longer an option; it is a "survive or die" requirement. The Digital Enterprise Chapter is composed of companies that understand the importance of embracing the disruption and revolutionizing customer engagement.

Who’s Involved The Digital Enterprise Chapter is co-chaired by Avasant, HCL, Ernst & Young, KPMG, Syntel, Accenture, ITSqc LLC, Infosys and Genpact.

Why get involved? The Digital Enterprise Chapter provides a UPCOMING EVENTS: collaborative environment for IAOP’s membership communities (i.e. customers, providers, advisors, Wondering what the “Digital Transformation Trends” are? academics and government agencies) to explore, develop and share insights, best practices and REGISTER NOW FOR THIS WEBINAR ON JULY 26 AT 11 A.M. global market developments concerning the (https://www.iaop.org/content/ impact of digital technologies on the contemporary 23/162/4296/). enterprise and the Global Business Services Representatives from Avasant, HCL industry (GBS). The shift in industry focus from and more will explore trending labor arbitrage to technology arbitrage in the issues. Participants will come delivery of GBS to the enterprise will be disruptive away learning why becoming a for business and society worldwide. This chapter Digital IT Organization is essential provides thought leadership and forums to share to remaining relevant; how to leverage digital opportunities insights and proven approaches to crossing the across different industries; and digital divide and succeeding in the digitally the “rules” governing this new enabled enterprise of the future. frame and how to succeed in it.

Upcoming in Chapters: Florida meets Digital! Stay tuned August and September – Programs are for the details of the first joint being planned by these chapters: New York, workshop between the Florida and Chicago and joint meetings between Texas/ the Digital Enterprise Chapters. Financial Services, Florida/Digital and Sales CanStockPhoto Inc. / Vjom / Inc. CanStockPhoto & Marketing/RPA. ©

DID YOU KNOW? CERTIFIED OUTSOURCING PROFESSIONALS (COPS) EARN ONE CONTINUING EDUCATION HOUR TOWARDS COP RECERTIFICATION FOR EACH CHAPTER MEETING THEY ATTEND.

48 PULSE July/August 2016

Accenture Avasant www.accenture.com www.avasant.com Services Provided: Customer Services Provided: Administrative Relationship Management, Document Services, Corporate Services, Customer Management, Financial Management, Relationship Management, Document Human Resource Management, Management, Facility Services, Financial Industry-Specific Services, Information/ Management, Human Resource Communications Technology, Marketing, Management, Industry-Specific Research & Development, Sales Services, Information/Communications Technology, Legal, Logistics, Marketing, Product Manufacturing, Real Estate and Capital Asset Management, Research Acquire BPO & Development, Sales, Transaction www.acquirebpo.com Processing, Other, Services Provided: Customer Relationship Management, Human Resource Management, Information/ Communications Technology, Blue Prism Limited Marketing, Sales, Other www.blueprism.com Services Provided: Transaction Processing, Other

Allerin Tech Pvt Ltd www.allerin.com Services Provided: Customer Canon Business Process Relationship Management, Document Services, Inc. Management, Industry-Specific www.cbps.canon.com Services, Information/Communications Services Provided: Administrative Technology, Product Manufacturing, Services, Corporate Services, Document Research & Development Management, Facility Services, Legal, Transaction Processing

Alorica www.alorica.com Capgemini Services Provided: Customer www.capgemini.com Relationship Management, Industry- Services Provided: Customer PULSE Specific Services, Sales, Other Relationship Management, Document Management, Financial Management, Human Resource Management, Industry-Specific Services, Information/ Alsbridge, Inc. Communications Technology, Logistics, www.alsbridge.com Transaction Processing, Other BUYERS Services Provided: Other

CGI Group Inc. Automation Anywhere www.cgi.com Services Provided: Information/ Services Provided: Document Communications Technology Management, Industry-Specific GUIDE Services, Information/Communications Technology, Transaction Processing

2016 Cisco Systems www.cisco.com Services Provided: Other

50 PULSE July/August 2016

Cognizant Technology Solutions Digital Divide Data Germany Trade & Invest www.cognizant.com www.digitaldividedata.com gtai.de Services Provided: Customer Services Provided: Corporate Services, Services Provided: Other Relationship Management, Document Customer Relationship Management, Management, Industry-Specific Document Management, Financial Services, Information/Communications Management, Human Resource Technology, Transaction Processing Management, Industry-Specific The Hackett Group Services, Marketing, Research & www.thehackettgroup.com Development, Transaction Processing Services Provided: Other

Colliers International www.colliers.com Services Provided: Corporate Services, DTSI Group HCL Technologies Customer Relationship Management, Services Provided: Customer www.hcltech.com Facility Services, Industry-Specific Relationship Management, Facility Services Provided: Industry-Specific Services, Information/Communications Services, Industry-Specific Services, Services, Information/Communications Technology, Logistics, Real Estate and Information/Communications Technology Technology, Research & Development Capital Asset Management, Research & Development, Sales, Transaction Processing, Other Ernst & Young LLP HGS www.ey.com www.teamhgs.com Services Provided: Customer Cooley LLP Relationship Management, Document www.cooley.com Management, Human Resource Services Provided: Legal Everest Group Management, Industry-Specific Services, www.everestgrp.com Logistics, Research & Development, Sales, Services Provided: Research Transaction Processing, Other & Development, Other Cushman & Wakefield Services Provided: Administrative Services, Corporate Services, Customer IBA Group Relationship Management, Document Fasken Martineau DuMoulin LLP www.ibagroupit.com Management, Facility Services, Financial www.fasken.com Services Provided: Document Management, Human Resource Services Provided: Legal Management, Financial Management, Management, Industry-Specific Services, Information/Communications Information/Communications Technology Technology, Legal, Logistics, Marketing, Real Estate and Capital Asset Foley & Lardner Management, Research & www.foley.com Development, Transaction Processing Services Provided: Legal IBM www.ibm.com Services Provided: Administrative Services, Customer Relationship Dell Services Genpact Management, Document Management, www.dell.com/services www.genpact.com Facility Services, Financial Management, Services Provided: Corporate Services, Services Provided: Customer Human Resource Management, Customer Relationship Management, Relationship Management, Document Industry-Specific Services, Information/ Document Management, Industry- Management, Financial Management, Communications Technology, Logistics, Specific Services, Information/ Human Resource Management, Marketing, Product Manufacturing, Real Communications Technology, Industry-Specific Services, Information/ Estate and Capital Asset Management, Transaction Processing Communications Technology, Legal, Research & Development, Sales, Research & Development, Transaction Transaction Processing Processing, Other

Deloitte Consulting , LLP www.deloitte.com/us

continued

PULSE July/August 2016 51

Infosys Technologies Ltd KellyOCG Services Provided: Customer www.kellyocg.com Relationship Management, Information/ Services Provided: Administrative Communications Technology, Sales Services, Corporate Services, Customer Relationship Management, Document Management, Facility Services, Financial Management, Human Intetics Co. Resource Management, Industry- www.intetics.com Specific Services, Logistics, Product Services Provided: Administrative Manufacturing, Research & Development, Services, Customer Relationship Transaction Processing Management, Document Management, Human Resource Management, Industry- Specific Services, Information/Communi- cations Technology, Logistics, Research Kirkland & Ellis LLP & Development, Transaction Processing www.kirkland.com Services Provided: Legal

ISG www.isg-one.com KPMG Services Provided: Corporate Services, www.kpmg.com Facility Services, Financial Management, Services Provided: Corporate Services, Human Resource Management, Other Industry-Specific Services, Information/ Communications Technology, Research & Development, Other LTS,Inc. www.lt-s.jp/en/ Services Provided: Customer ISS World Services A/S Relationship Management, Document www.issworld.com Management, Human Resource Services Provided: Facility Services Management, Marketing, Research & Development, Sales, Transaction Processing

PULSE JANUS Associates, Inc. www.JANUSAssociates.com Services Provided: Industry-Specific Luxoft Services, Information/Communications www.luxoft.com Technology, Research & Development Services Provided: Industry-Specific Services, Information/Communications Technology, Research & Development BUYERS JLL www.jll.com Services Provided: Administrative MAYKOR Services, Corporate Services, Customer www.maykor.com Relationship Management, Facility Services Provided: Customer GUIDE Services, Financial Management, Relationship Management, Document Human Resource Management, Management, Facility Services, Financial Industry-Specific Services, Information/ Management, Human Resource Communications Technology, Logistics Management, Industry-Specific 2016 Marketing, Real Estate and Capital Asset Services, Information/Communications Management, Research & Development, Technology Sales, Transaction Processing, Other

52 PULSE July/August 2016

MDeC Malaysia Pillsbury Winthrop Shaw Pittman SPi Global www.msc.com.my www.pillsburylaw.com www.spi-global.com Services Provided: Administrative Services, Corporate Services, Customer Relationship Management, Document NASO Pretium Partners, Inc. Management, Facility Services, Financial www.njfwwb.gov.cn/index.aspx www.PretiumPartners.com Management, Human Resource Services Provided: Other Services Provided: Marketing, Sales, Management, Industry-Specific Other Services, Information/Communications Technology, Marketing,Research & Development, Sales, Transaction Neo Group Processing www.neogroup.com Quint Wellington Redwood Services Provided: Administrative www.quintgroup.com Services, Corporate Services, Customer Services Provided: Corporate Ser- Relationship Management, Financial vices, Human Resource Management, Stefanini Management, Human Resource Industry-Specific Services, Information/ www.stefanini.com Management, Industry-Specific Communications Technology, Research Services Provided: Customer Services, Information/Communications & Development Relationship Management, Human Technology,Marketing, Real Estate and Resource Management, Industry- Capital Asset Management, Research & Specific Services, Information/ Development, Sales, Other Communications Technology, Sales, ReSource Pro Other Services Provided: Industry-Specific Services Nexient www.nexient.com Sutherland Global Services Services Provided: Other www.sutherlandglobal.com Rural Sourcing Inc. Services Provided: Corporate Services, www.ruralsourcing.com Customer Relationship Management, Services Provided: Information/ Document Management, Financial North Dakota Department Communications Technology Management, Human Resource of Commerce Management, Industry-Specific www.NDBusiness.com Services, Information/Communications Technology, Other, Research &

Scottish Development Development, Sales, Transaction International Processing

Olswang LLP www.sdi.co.uk www.olswang.com Services Provided: Industry-Specific

Services Provided: Legal Services, Other Syntel, Inc.

www.syntelinc.com Services Provided: Industry-Specific Services, Information/Communications Ordina Beheer & Outsourcing BV SirionLabs Technology, Transaction Processing www.ordina.nl www.sirionlabs.com

Services Provided: Information/ Services Provided: Information/ Communications Technology Communications Technology, Other

Teleperformance www.teleperformance.com

Services Provided: Administrative Pactera Technology Softtek Services, Customer Relationship International Ltd. www.softtek.com Management, Human Resource Services Provided: Information/ www.pactera.com Management, Sales, Transaction Services Provided: Communications Technology Industry-Specific Processing

Services, Information/Communications Technology, Research & Development

PULSE July/August 2016 53

The Shelby Group WNS Global Services www.theshelbygroup.com www.wns.com Services Provided: Other Services Provided: Administrative Services, Corporate Services, Customer Relationship Management, Document Management, Financial Management, Trizma Industry-Specific Services, Legal, www.trizma.com Logistics, Product Manufacturing, Real Services Provided: Customer Estate and Capital Asset Management, Relationship Management, Financial Research & Development, Sales, Management, Human Resource Transaction Processing, Other Management, Industry-Specific Services, Information/Communications Technology Xchanging www.xchanging.com Services Provided: Administrative VCA AG Services, Customer Relationship www.vca.ag Management, Document Management, Services Provided: Information/Com- Industry-Specific Services, Information munications Technology, Product Manu- /Communications Technology, Real facturing Estate and Capital Asset Management, Research & Development, Transaction Processing

Virtusa www.virtusa.com Services Provided: Customer Zendesk Relationship Management, Industry- www.zendesk.com Specific Services, Information/ Services Provided: Customer Communications Technology, Relationship Management, Information/ Transaction Processing Communications Technology

WGroup PULSE www.thinkwgroup.com Services Provided: Administrative Services, Corporate Services, Industry- Specific Services, Information/ Communications Technology, Transaction Processing, Other BUYERS

Wipro Technologies www.wipro.com Services Provided: Customer Relationship Management, Document GUIDE Management, Financial Management, Human Resource Management, Industry-Specific Services, Information/ Communications Technology, Product 2016 Manufacturing, Research & Development, Sales

54 PULSE July/August 2016 Thank you Diageo Teamwork Ethics Excellence

At JLL, we know the commercial real estate business is about more than just square feet. We are building our Diageo relationship based on the value of Teamwork, Ethics and Excellence designed to support Diageo’s most important goals.

JLL provides commercial real estate outsourcing services to Corporate Real Estate Owners and Occupiers. Our services include Integrated Facilities Management, Project Management, Transaction Management, Lease Administration and JLL Consulting services.

jll.com Consulting ▪ Finance ▪ Leasing ▪ Management ▪ Outsourcing ▪ Sales

PULSE July/August 2016 55 COMING NEXT IN

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INNOVATION ISSUE CARIBBEAN IN HOT SPOT MOBILE IN OUR TECH TOPICS & MORE http://connect.iaop.org/browse/blogs