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Seamless nearshoring Itera’s Way Seamless Nearshoring Page 1  , 1/5/2011
Vice President Global Outsourcing at Itera Vice President, “IT Ukraine” Association Scientific-Methodological Commission on Software Engineering, Ministry of Education and Science of Ukraine Co-founder of SoftServe, one of the largest software house in Eastern Europe with1200+ personnel Seamless Nearshoring Page 2 Igor Mendzebrovski, VP Global Outsourcing  , 1/5/2011
Premium Nordic IT provider with nearshoring capability Seamless Nearshoring 3 Seamless Nearshoring: Vision 1/5/2011
Seamless Nearshoring Page 4  , 1/5/2011 Itera’s Hybrid Model
Seamless Nearshoring Page 5  , 1/5/2011 Sourcing for Value vs. Sourcing for Volume Net realized savings ranging from 10% to 40%
Seamless Nearshoring 6 1/5/2011 The “Value” Parameters will give better business flexibility Ukraine Less pool, less spread India Large pool, large spread
Seamless Nearshoring Page 7  , 1/5/2011 Client Engagement Options
Seamless Nearshoring Page 8  , 1/5/2011 Delivery Framework
Focused on life tested practices Seamless Nearshoring Page 9 Quality of Seamless Nearshoring Mandatory project practices are tailored to meet client’s needs  , 1/5/2011
Seamless Nearshoring 10 1/5/2011 Three ways to add business value to IT organization
Local team is extended with nearshore one focused on development and support in a knowledge intensive development environment Unified project framework is established, that facilitates knowledge sharing and collaboration between geographically distributed teams Easy to scale up or down Minimum impact to efficient delivery and timeline due to possible rotation We call it “Hybrid Approach”, it is optimizedfor resource balancing for up- & down-scaling due to the organizational set-up with roles distributed more or less evenly (incl. knowledge sharing) across the shores (more like “staff augmentation” approach) Seamless Nearshoring 11 1/5/2011 Goal #1: Maximizing sourcing flexibility Product 1 Product  2 Product m Product n Hybrid (Local / Nearshore) team BA and AD AM and Support
Dedicated nearshore team takes on existing or new product Business and competitive analysis R&D planning and executing Next generation technologies and methodologies Hi-level knowledge sharing (incl. product strategy, road map) is involved Product innovation approach is optimized for faster time-to-market within  agile management / communicationenvironment for relatively localized or stand-alone products or systems Seamless Nearshoring 12 1/5/2011 Goal #2: Drive innovation and R&D Product 1 Product  2 Product m Product n Local team Nearshore team BA and consulting R&D and support
Nearshore team backs up local R&D by delivering hours intensive services like: refactoring, technology improvements, extensive QA, etc., – freeing more hours to frontline workers and client intensive developments and services. Competitive advantage is gained through: Strong focus on clients and markets “Pure” R&D front office attracts talents More hours to invest into robust, bug-free products Roles distribution in horizontal functional split is optimized for focused teams and efficient services / product delivery Seamless Nearshoring 13 1/5/2011 Goal #3: Increase customer focus Product 1 Product  2 Product m Product n Local team BA, R&D, consulting Nearshore team AM, fixing, tuning, etc.
Management Overhead - Caused by more complex, distributed Project Environment Communication Overhead - Caused by Distance, Time and Cultural differences Business Domain and Regulations Expertise - Caused by lack of necessary expertise in Outsourcing Environment Seamless Nearshoring 14 1/5/2011 Best Practices to Answer Outsourcing Challenges
Seamless Nearshoring Page 15  , 1/5/2011 Collaboration Approach
Seamless Nearshoring 16 1/5/2011 4 steps to outsourcing partnership include
Seamless Nearshoring Page 17 Geographical and cultural proximity 2.5 hours  , 1/5/2011
20+ years global outsourcing player Seamless Nearshoring 18 Ukraine Nearshoring Destination 1/5/2011
Seamless Nearshoring 19 1/5/2011 Geographical and cultural proximity
Seamless Nearshoring 20 1/5/2011 Our Nearshoring Facilities Co-located with Microsoft Ukraine in Kiev Appealing workspace Attracts talented people
Nearshore Development Center (NDC) structure combines Production and G&A Production is services or business lines: Engineering, Operations, QA etc. G&A secures governance, legal, financial and etc. services for ODC Seamless Nearshoring 21 1/5/2011 Itera Ukraine Organizational Structure
Sourcing for Value, not for VolumeMaximizing efficiency instead of capacity only Flexibility of a Hybrid ModelCombine on- / near-shore resources for your best result Best Offshoring PracticesLearn from other’s offshoring outsourcing lessons Do More For LessRemove budget strains & optimize your costs Seamless Nearshoring 22 1/5/2011 Summing Up
Seamless Nearshoring 23 1/5/2011 Looking forward to work with you! We heartily invite you to visit Ukraine

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Seamless nearshoring - Itera's way

  • 1. Seamless nearshoring Itera’s Way Seamless Nearshoring Page 1 , 1/5/2011
  • 2. Vice President Global Outsourcing at Itera Vice President, “IT Ukraine” Association Scientific-Methodological Commission on Software Engineering, Ministry of Education and Science of Ukraine Co-founder of SoftServe, one of the largest software house in Eastern Europe with1200+ personnel Seamless Nearshoring Page 2 Igor Mendzebrovski, VP Global Outsourcing , 1/5/2011
  • 3. Premium Nordic IT provider with nearshoring capability Seamless Nearshoring 3 Seamless Nearshoring: Vision 1/5/2011
  • 4. Seamless Nearshoring Page 4 , 1/5/2011 Itera’s Hybrid Model
  • 5. Seamless Nearshoring Page 5 , 1/5/2011 Sourcing for Value vs. Sourcing for Volume Net realized savings ranging from 10% to 40%
  • 6. Seamless Nearshoring 6 1/5/2011 The “Value” Parameters will give better business flexibility Ukraine Less pool, less spread India Large pool, large spread
  • 7. Seamless Nearshoring Page 7 , 1/5/2011 Client Engagement Options
  • 8. Seamless Nearshoring Page 8 , 1/5/2011 Delivery Framework
  • 9. Focused on life tested practices Seamless Nearshoring Page 9 Quality of Seamless Nearshoring Mandatory project practices are tailored to meet client’s needs , 1/5/2011
  • 10. Seamless Nearshoring 10 1/5/2011 Three ways to add business value to IT organization
  • 11. Local team is extended with nearshore one focused on development and support in a knowledge intensive development environment Unified project framework is established, that facilitates knowledge sharing and collaboration between geographically distributed teams Easy to scale up or down Minimum impact to efficient delivery and timeline due to possible rotation We call it “Hybrid Approach”, it is optimizedfor resource balancing for up- & down-scaling due to the organizational set-up with roles distributed more or less evenly (incl. knowledge sharing) across the shores (more like “staff augmentation” approach) Seamless Nearshoring 11 1/5/2011 Goal #1: Maximizing sourcing flexibility Product 1 Product 2 Product m Product n Hybrid (Local / Nearshore) team BA and AD AM and Support
  • 12. Dedicated nearshore team takes on existing or new product Business and competitive analysis R&D planning and executing Next generation technologies and methodologies Hi-level knowledge sharing (incl. product strategy, road map) is involved Product innovation approach is optimized for faster time-to-market within agile management / communicationenvironment for relatively localized or stand-alone products or systems Seamless Nearshoring 12 1/5/2011 Goal #2: Drive innovation and R&D Product 1 Product 2 Product m Product n Local team Nearshore team BA and consulting R&D and support
  • 13. Nearshore team backs up local R&D by delivering hours intensive services like: refactoring, technology improvements, extensive QA, etc., – freeing more hours to frontline workers and client intensive developments and services. Competitive advantage is gained through: Strong focus on clients and markets “Pure” R&D front office attracts talents More hours to invest into robust, bug-free products Roles distribution in horizontal functional split is optimized for focused teams and efficient services / product delivery Seamless Nearshoring 13 1/5/2011 Goal #3: Increase customer focus Product 1 Product 2 Product m Product n Local team BA, R&D, consulting Nearshore team AM, fixing, tuning, etc.
  • 14. Management Overhead - Caused by more complex, distributed Project Environment Communication Overhead - Caused by Distance, Time and Cultural differences Business Domain and Regulations Expertise - Caused by lack of necessary expertise in Outsourcing Environment Seamless Nearshoring 14 1/5/2011 Best Practices to Answer Outsourcing Challenges
  • 15. Seamless Nearshoring Page 15 , 1/5/2011 Collaboration Approach
  • 16. Seamless Nearshoring 16 1/5/2011 4 steps to outsourcing partnership include
  • 17. Seamless Nearshoring Page 17 Geographical and cultural proximity 2.5 hours , 1/5/2011
  • 18. 20+ years global outsourcing player Seamless Nearshoring 18 Ukraine Nearshoring Destination 1/5/2011
  • 19. Seamless Nearshoring 19 1/5/2011 Geographical and cultural proximity
  • 20. Seamless Nearshoring 20 1/5/2011 Our Nearshoring Facilities Co-located with Microsoft Ukraine in Kiev Appealing workspace Attracts talented people
  • 21. Nearshore Development Center (NDC) structure combines Production and G&A Production is services or business lines: Engineering, Operations, QA etc. G&A secures governance, legal, financial and etc. services for ODC Seamless Nearshoring 21 1/5/2011 Itera Ukraine Organizational Structure
  • 22. Sourcing for Value, not for VolumeMaximizing efficiency instead of capacity only Flexibility of a Hybrid ModelCombine on- / near-shore resources for your best result Best Offshoring PracticesLearn from other’s offshoring outsourcing lessons Do More For LessRemove budget strains & optimize your costs Seamless Nearshoring 22 1/5/2011 Summing Up
  • 23. Seamless Nearshoring 23 1/5/2011 Looking forward to work with you! We heartily invite you to visit Ukraine