How to identify and define the types of events and risks that matter to your business. Why real-time monitoring of both suppliers and locations is critical to an effective risk management program. Ways to proactively respond to risks and opportunities as they occur.

1. Optimizing Your Workforce Across
Global Delivery Centers
Hemant Puthli, Partner & SVP, Neo Group
Pankaj Dheer, Senior Director, Neo Group
October 29, 2015
NEO INSIGHTS SERIES

2. © 2015 Neo Group Inc. Proprietary
! Since 1999, we have been helping clients achieve
business objectives and address business
challenges by leveraging global services and
sourcing.
! We have a singular focus on the global services
supply chain.
! We achieve outcomes through deep IP, real-time
analytics, globally recognized experts, proven
methodologies and co-creation with our clients.
! We deliver results through three distinct and linked
solutions and services:
ABOUT NEO GROUP
Our Featured Clients include:
ADVISORY SERVICES
GOVERNANCE SOLUTIONS
SUPPLY MONITORING &
ANALYTICS
2

3. © 2015 Neo Group Inc. Proprietary
TODAY’S PARTICIPANTS3
Hemant Puthli, Neo Group Partner
& SVP, brings around 30 years of
experience in Management
Consulting and IT Services. Hemant
leads key engagements globally and
works with clients to assist them in
the development of outsourcing
strategies and governance models.
Hemant’s key areas of eminence
include sustainable business and
technology strategies.
Pankaj Dheer, Neo Group Senior
Director, has 25 years experience that
includes buy side and provider side of
IT Services. Pankaj’s recent
assignments are in media, telecom,
gaming and banking sectors. These
include health check and scalability
reviews, benefits modelling, governance
frameworks and target operating model.
He is a Six Sigma Black Belt, trained by
COPC for contact centers, possesses
advanced PMP qualification from ESI
International.

4. © 2015 Neo Group Inc. Proprietary
AGENDA4
Ø Context
Ø Influential Factors in Sourcing
Ø Introducing: The Attractiveness & Fit Analysis
Ø How It Is used
Ø Case Study
Ø Benefits

5. © 2015 Neo Group Inc. Proprietary
A company (“Client”) has one or more Global Delivery Centers
(GDCs) at one or more remote locations, from where ITO/BPO
services are currently being sourced
– A GDC could be a Global In-house Center (GIC) aka “captive”
or a sourcing vendor’s Offshore Dedicated Center (ODC)
– Either way, the GDC is situated in a low-cost sourcing
destination located in a specific geographical region, and hires
from the regional talent pool
CONTEXT5

6. © 2015 Neo Group Inc. Proprietary
It is felt that there are new areas of opportunity within Client
organization to move work to a low-cost destination
– Client needs to evaluate where the opportunities exist within
the enterprise, and also, whether existing GDCs are ideally
suited to host and deliver new work
– Client has an option to approach suppliers of global services
with a Request for Proposal (RFP), or even consider setting up
a new GIC of their own, but would like to evaluate existing
supply base first
Client needs independent and objective discovery of sourcing
opportunities across the enterprise and assessment of current
supply base to optimally meet this growing demand
CONTEXT (CONTD.)6

7. © 2015 Neo Group Inc. Proprietary
FACTORS THAT TYPICALLY INFLUENCE SOURCING STRATEGY7
To lower costs
• Send to low cost
loca0ons
• Only low end
repe00ve jobs
To improve quality
• Piecemeal, not
end to end –
onsite staff don’t
like these anyway
• Call center work,
image processing
work that is high
fa0gue
Management
direc0ve
• Driven by
corporate
• Driven by
headcount
reduc0on targets
The Why
The What
• Leveraging a structured, data-driven approach to support strategic
sourcing decisions has proven to yield greater benefits and minimize
the risk exposure to clients over time.

8. © 2015 Neo Group Inc. Proprietary
• Neo’s Attractiveness & Fit Analysis is a structured, objective,
data-driven approach to support strategic decisions
– Attractiveness is a measure of the potential benefits of moving a
given role or function, relative to the ease or difficulty of moving such
a role/process
– Fit represents the extent to which a specific GDC is suitable for
hosting a given role or function that has been identified as attractive
INTRODUCTION TO NEO METHODOLOGY8

9. © 2015 Neo Group Inc. Proprietary
• Criteria that determine Attractiveness typically include:
– Customer/Cultural Affinity
– Partner/Ecosystem Affinity
– Unique Expertise
– Costs
• Criteria that determine Fit typically include:
– Talent Availability (Scope + Scale)
– Costs
– Process Maturity
– Location Risks
INTRODUCTION TO NEO METHODOLOGY9

10. © 2015 Neo Group Inc. Proprietary
DECISION QUADRANTS
Review other
GDC op0ons
Move to given
GDC
Evaluate later
Low
Low
Hi
Hi
Fit (given GDC)
A4rac7veness
Do nothing
• Roles with low
affinity for being
in the US are
“Attractive” to
move out to a
low-cost
destination
(pitcher)
• Attractiveness
scored basis
detailed
interview
feedback
• Fit represents the extent to which a specific GDC is suitable
for hosting a given role or function identified as attractive
• Fit scoring basis offshore market knowledge/research
10

11. © 2015 Neo Group Inc. Proprietary
QUICKPOLL #1
QUICKPOLL
What method do you follow to discover new opportunities
and positions that can be sent to your GDCs?
Poll Results:
Opinion of GDC leaders 0%
Check with other companies 25%
Internal data-driven approach 50%
Hire Consultants 25%
Prior experience of onsite Managers 0%

12. © 2015 Neo Group Inc. Proprietary
QUICKPOLL #2
QUICKPOLL
What are your decision criteria for process selection to
offshore functions to your GDCs?
Poll Results:
Check with other companies 0%
Q&A sessions and interviews with onsite management 50%
Corporate directive 25%
Specific methodology 25%
Market research 0%

13. © 2015 Neo Group Inc. Proprietary
CASE STUDY: GAMING COMPANY
A gaming company gained a GDC in Bangalore, India, thanks to a previous acquisition, and
needed to evaluate which processes might be sourced from offshore and whether existing
offshore resources were appropriate to manage those tasks.
In addition, could the offshore center in Bangalore handle future growth if the company started
using it more extensively now?

14. © 2015 Neo Group Inc. Proprietary
14
GAMING INDUSTRY VALUE CHAIN
Support
Research Strategize
Pre-produc0on
Produc0on
Post-produc0on

15. © 2015 Neo Group Inc. Proprietary
• Roles categorized as:
– BS: Business/Strategy
– CD: Creative/Development
– ET: Engineering/Technology
– OS: Operations/Support
• Roles may be “Attractive” to pitch from US and “Fit” to catch
elsewhere
– Roles with low affinity for being in the US are “Attractive” to move out
to a low-cost destination (pitcher)
– Roles that are easy to hire/train and retain (offshore) are “Fit” to be
located in the offshore facility (catcher)
• Roles scored for “Attractiveness” and “Fit” on a scale of 1 to 5
– Attractiveness scored basis interview feedback
– Fit scored basis offshore market knowledge/research
NEO METHODOLOGY15

16. © 2015 Neo Group Inc. Proprietary
PARAMETERS & SCORING16

17. © 2015 Neo Group Inc. Proprietary
ROLES DISTRIBUTION USING NEO METHODOLOGY17
1.00
2.00
3.00
4.00
5.00
1.00 2.00 3.00 4.00 5.00
Attractiveness
Fit
Attractiveness vs Fit
Low High
LowHigh

18. © 2015 Neo Group Inc. Proprietary
BENEFITS OF A STRUCTURED APPROACH18
When taking decisions on globalization to
GDCs, using a structured approach yields
the following benefits:
• Realistic assessment of globalization
aspirations
• A location agnostic methodology to be used in
future initiatives as well
• A blue print for project planning
• Effective onshore/offshore operating model
• Validation of globalization benefits case

19. © 2015 Neo Group Inc. Proprietary
• Feasibility of moving a function or a role from a high-
cost location to a GDC in a low-cost location is
determined by two factors: Attractiveness and Fit
– Attractiveness represents the “push” factor at the
source (where the work is presently being done)
– Fit represents the “pull” factor at the destination (where
the work could potentially move to)
• Parameters that characterize Attractiveness and Fit
may vary, but broadly range across: economics, talent
availability and ease of acquisition and retention
KEY TAKE-AWAY’S19

20. © 2015 Neo Group Inc. Proprietary
THANK YOU20
NEO GROUP GLOBAL
HEADQUARTERS
340 S. Lemon Ave., #3252
Walnut, CA 91789, USA
ASIA-PACIFIC HEADQUARTERS
No.13, B-2, 1st floor, C Block
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AMSTERDAM, NETHERLANDS
ATLANTA, USA
AUSTIN, USA
BOGOTA, COLOMBIA
LONDON, UK
NEW YORK, USA
SAO PAOLO, BRAZIL
SILICON VALLEY, USA
SYDNEY, AUSTRALIA
HEMANT PUTHLI
Partner & SVP
hemant@neogroup.com
PANKAJ DHEER
Senior Director
pankaj.dheer@neogroup.com
www.NeoGroup.com
www.SupplyWisdom.com
info@neogroup.com