The target for TCS these last few years has been to reach $10 bn by 2010; much like the $80 bn in exports has become the goal for the Indian IT services sector. And the two are clearly not exactly mutually exclusive.

FY 07 helped the companys 10-by-10 journey. Not just in terms of great financial performance, but also in delivering on the strategic objectives it had decided on at the onset of the year: to transform itself from an India-centric vendor into a global company. It has always considered IBM as a benchmark. In FY 07, it moved a few notches closer to emulating the IT worlds Big B: adaptability to different local markets, aggregating units around the world, developing an effective arbitrage framework, putting systems in place to deal with global clients, and assimilating multi-cultural ethos were identified as the parameters. The global network delivery model turned out to be the elixir. The company managed nearly 9,000 non-Indians across the world, from 66 nationalities in 47 countries.

Again, like IBM, the company progressed on an integrated full-services play that captured the entire value chain of IT, with banks being the focus domain. The $140 mn deal with Bank of Pichincha in Ecuador is an ideal exampleit depended on FNS Sydney and India centers for product customization, Santiago for BPO and Uruguay for custom development. Not only did it improve TCS global pedigree as a one-stop service provider, it helped the company move away from ADM (only 42%) and towards high-end BPO and consulting (Rs 120 crore in revenue with around 35 customers). DQ

Page(s)   1