1 | TCS: Global, Not Offshore

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