ICT, strategiat ja kv. työnjako eurooppalainen näkökulma. Professori Mikko Ruohonen

Koko: px

Aloita esitys sivulta:

Download "ICT, strategiat ja kv. työnjako eurooppalainen näkökulma. Professori Mikko Ruohonen"

Ada Nurminen
7 vuotta sitten
Katselukertoja:

1 ICT, strategiat ja kv. työnjako eurooppalainen näkökulma Professori University of Tampere, SIS CIRCMI- Research on Information, Customer & Innovation Management CIRCMI

2 QPR 2012 CIRCMI

9 KPMG >2013 asiakastyytyväisyys Pohjoismaissa 1. TCS 80% -> 86% 2. Cognizant 80% 3. HCL 77% -> 80% 4. Volvo IT 77% -> 80% 5. Mahindra Satyam 75% 6. Infosys 72% 7. Atea 69% ->59% 8. KMD 69% 9. Accenture 68% ->71% 10. HP 68% ->61% 11. Fujitsu 68% ->61% 12. Wipro 65% 13. CSC 65% ->60% 14. Capgemini 65% ->67% 15. Logica 65% 16. Atos 65% ->38% 17. Tieto 64% ->66% 18. IBM 60% _>59% 19. Evry 60%_>53% 20. Unisys 58% Prosenttiluku ilmaisee tyytyväisten asiakkaiden osuutta kokonaismäärästä. Noteeraamisen edellytyksenä oli ainakin Center kahdeksan for Research sellaisen on asiakasyrityksen Information, vastaus, joiden kanssa ittoimittajalla oli vuodessa Customer, vähintään and miljoonan Innovation dollarin Management arvoinen sopimus. KPMG 2013 Nordic Service Provider Performance and Satisfaction Study CIRCMI

10 Industry Week CIRCMI

11 Tietoviikko 4.11 CIRCMI

12 More complex strategies Relatively Unstable dynamism Emphases on Deliberate Strategy And Strategic Programming Relatively Stable (algorithmic) Emphases on Emergent Strategy And Organizational Learning (heuristic) CIRCMI Relatively Simple complexity Relatively Complex

13 Evolution of ICT potential Management mantras Knowledge mgmt crossindustry Core processes Network mgmt knowledge portals systems Competitiveness network/web systems logistics Matrix management systems customer Mass production systems management basic IT reporting Focus and applications of ICT Co-created economy Learning industries supply chain communities 2015

14 Orchestration business Customers,suppliers, partners Knowledge networks Co-creation SC communities CIRCMI

16 European view to offshoring India Brazil/rest of LatAm East Europe CIRCMI Africa China, Philippines, Vietnam

17 Evolution of global sourcing Global or international sourcing constantly evolves Started from basic/simple manufacturing processes such as textiles and toys industry, Then bringing the more advanced manufacturing and support functions (ICT services such as call centers) Now for more complex, high-end processes (R&D and engineering, knowledge process outsourcing) Evolution from offshore outsourcing (offshoring) of information technology (ITO) & business processes (BPO) and further knowledge process outsourcing Rationale: Global phenomenon and extensively providing business advantage, also for Europe (Lacity & Willcocks 2001, 2008, Saxena & Bharadwaj 2007, 2008) CIRCMI

20 GS100 corporate customers CIRCMI

21 lkoistussopimusten keskikoko on pienentynyt CIRCMI

24 European context of outsourcing Why Finland or Nordic countries? Northern European countries have good ICT network readiness and due to that are competitive in a global scale (Dutta 2008) International Sourcing 2008 from northern Europe found similarities across Finland, Denmark, Norway & Netherlands Companies having sourced internationally Denmark i.e. 19 % of all enterprises with 50 or more employees Finland 16 % Norway and the Netherlands 14 % Both core (manufacturing) and support (ICT services) functions Most commonly sourced support function is ICT services, sourced by % of the enterprises having sourced Mainly service enterprises source ICT function abroad CIRCMI

26 Case Intia Intia johtaa edelleen vertailuja muihin kuitenkin tarvitaan Muut BRIC-maat seuraavat (Kiina, Venäjä, Brasilia) Myös nearshore-markkinat merkittäviä Yhdistelmä-soosaus? Arviointi ja mittaaminen haasteellista CIRCMI

28 2009 CIRCMI

29 (2009, ei TCS) (2009) (2009) (2009) (2009) CIRCMI

30 Vertailua Intia 2010 luvuista puuttuu TCS (Tata Consultancy Services) joka mukana 2009) USAn jyrkkä kasvu perustuu offshoretoimijoiden nearshoring aktiivisuuteen Kasvua Kiinassa, mutta ei UK:hon tullut soppareita/väkeä Latinomaat tasaisessa nousussa CIRCMI

34 Back to onshoring? CIRCMI

35 Nasscom view Nasscom & McKinsey predicted (Indian IT Strategy 1999) that India will reach 50 B$ exports by 2008 and reach 60 B$ exports by target was not done(40 B$), 2010 target slightly behind (59 B$ predicted) due to financial crisis Nasscom & McKinsey new vision 2020 CIRCMI

37 Strategisia bisnes-malleja Asiakas perustaa oman (captive) keskuksen Client Own center Asiakas hankkii palvelut esim intialaiselta Top 10 palvelutoimittajalta (Wipro, Tata, Satayam) Client India Ltd Asiakas hankkii palvelut ns lähempää, esim eurooppalaiselta toimijalta, joka ulkoistaa esim Intiaan Client Broker India Ltd Ulkoistusta voi ketjuttaa CIRCMI Client India Ltd China Ltd

39 NeoIT (2008) Global Services Insight Research Reports October, 5(6),

Samankaltaiset tiedostot

Tekes the Finnish Funding Agency for Technology and Innovation. Copyright Tekes

Tekes the Finnish Funding Agency for Technology and Innovation DM 607668 03-2011 Expertise and networks for innovations Tekes services Funding for innovative R&D and business Networking Finnish and global