Case Study: A firm’s experience on adopting to the NextGen Model for managing outsourcing project Jayashree Gurumurthy Yaswanth Sampathkumar Recommendations Key Findings Implications NextGen Model Introduction
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Case Study: A firm’s experience on adopting to the NextGen Model for managing outsourcing project
Jayashree GurumurthyYaswanth Sampathkumar
Recommendations
Key Findings
Implications
NextGen Model
Introduction
What is NextGen Model ?
• Dynamic Service Delivery Model• Customer centric• Flexible• Cost effective• Bring back lost customers• Competitive Edge
Case Description
Client: State Healthcare Organization (S.H.O), (Non-Profit Health Insurance Provider)
Company: D.H.P Solutions, (Leading IT outsourcing firm in U.S.A with offshore site in India)
OnsiteBusiness Lead
Transition Lead
Offshore2 Offshore Managers
2 Technical Teams
Scenario: Analyse the impact on a company’s performance after adopting the NextGen model to manage their outsourcing projects and deriving possible recommendations to improve the model
Case Study Findings: State Health Organization
• Lack of awareness about the need for the change• Reasons quoted for adopting the NextGen Model• Replace senior members who were not properly utilized• Improve service delivery• Effective cost cutting
• Issues faced by the company due to the adoption• Team members mapped to roles mismatching with their skillset• Lack of passion and interest among the technical team• Communication gap between the offshore and onshore teams• Poor Management
Goal Findings Issues
Improved service delivery model based on“Incentive Based Pricing Models for
Outsourcing Contracts”Failed to create an awareness about the
need for this change• Lack of passion and interest• Poor Performance• Chaos among the teams
Replace highly paid senior members who were not properly utilized with fresh
graduates for Cost CuttingExisting senior members were mapped
with mismatching roles 17/21 members quit the job
To guide the team for seamless transitioning to the new model
Offshore managers failed to do their tasks and manipulated key information
to both leads and teamsCommunication Gap between Onsite
Leads and Offshore Teams
To help the sincere members in technical teams and to identify the issues
Onsite/Offshore ratio in contract with clients did not allow the business to
send leads to Offshore for monitoringBusiness leads were unsatisfied with the
Offshore team and quit as well.
Case Study Findings: State Health Organization
Recommendations
• Achieve 100% transparency
• Build an effective operating model
• Involve dedicated members to overlook the transition in offshore locations
• Ensure to collect feedback from members involved in all levels
• Consider Operability
• Ensure User Compliance
• Benchmark Standards
• Involve 3rd party
Identify existing
practices
Design New
Process
Review Update
Test & Execute
Thank You
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