30 Apr 2010
Despite a a UK IT services market decline of four per cent last year, when inflation is considered, the seven Indian companies in the market saw combined growth of five per cent.
During a webinar looking at key trends within the UK IT market, hosted by analysts TechmarketView and PAC, Techmarketview’s Managing Partner Anthony Miller argued that will enormous cuts to take place in the public sector, and a new openness to offshoring services, the Indian’s share of the systems integration market will continue to rise.
The Indian players, including TCS, Infosys, Cognizant, Wipro, HCL and Mahindra Satyam provided services worth a combined £2.4bn in 2009.
All are expecting good growth for 2010 including forecasts from Cognizant of 20 per cent growth with Infosys predicting growth of between 16 and 18 per cent.
Other non-Indian companies in the market, excepting IBM and Capital have flat forecasts for 2010, with those that make least use of outsourcing or offshoring likely to fare worst throughout 2010.
Public sector trends
The public sector was a relative safe-haven for UK IT professionals last year with growth for IT suppliers ATOS and Logica as a result of government deals. However, the general election has stalled decision making, with only one quarter of the money spent on deals made in the first quarter 2010 by comparison with that of 2009.
Miller explained that further deals might not be struck for some time: “How quickly the new government will begin signing deals with the IT suppliers after the election will depend on whether they want to engage with third parties (IT suppliers) to help them scale down head counts, or whether they will make these decisions before they engage with external suppliers.”
Additionally, Miller argued that the government is increasingly open to new ideas from the continent around citizen data management and improving customer services, which is good news for traditional suppliers to continental governments.
CIO trends
The webinar also looked at key trends for CIOs, these include increased pressure to get value for money. This will see CIO’s industrialising service delivery by using lower skilled and less labour as labour is replaced by technology. They will also look offshore for more services and move towards output-based pricing of IT services.
Miller said: “Output based pricing can be very tough for suppliers who must put a lot of work into understanding an organisation before it can even pitch.”
CIOs will also be looking to respond rapidly to business needs, and many will look to do so by adopting cloud computing.
However, Miller argued that “cloud computing” is often not what it seems.
“Cloud computing is often just the repackaging of existing services from suppliers, one of the problems is that there is not industry definition of what it actually is – in many cases a public cloud is just the provision of virtualisation with a few additional services,” he said.
CIOs will also be looking to have more control over the business. This tends to take the form of IT transformation projects, which require partnership or significant consultation with specialists, and there aren’t many of these according to Miller. However he says: “Watch out for the Indian players in this field, they embarked on several transformation programmes in the retail and manufacturing sectors last year and are likely to move into the public sector following a partnership deal with Cardiff council in November last year.”
Finally, CIOs will be looking to ensure that a business has the correct security governance, risk management and compliance as security threats increase and new standards such as the PCI-DSS credit card standard are enforced.
Computing and others have been reporting that British IT jobs will be outsourced to India since the nineties.
In the software development industry it just hasn't, and will not happen to any great extent, because it just doesn't work. The problem is caused by users not knowing how they want a system to operate until they are given a prototype. The prototype is then refined in an iterative fashion until the user has the system they actually require.
This type of iterative development isn't possible when there are geographical and temporal boundaries getting in the way.
Government IT projects fail for similar reasons, except with government projects a consultancy will provide a top heavy user requirements analysis, produce a specification, then build the system without referring back to the customer to check acceptability.
Posted by: Philip Stott 11 Jun 2010
Our direct experience of offshoring is that communication paths become more complex, root cause analysis of problems is often not carried through and incidents take longer to resolve with substantially more people involved and no clear path of authority/responsibility.
Continuity of staff is often missing and repeat incidents with the same underlying cause are more frequent. The situation is obviously worse where a company has offshored to more than one agency.
We strongly believe that experience and expertise have a considerable value.
Sometimes the simple calculations used to justify offshoring, or changing offshoring partners, seems to miss this fact.
Posted by: Dave Edwards 13 May 2010
Indian companies has matures over providing quality outsourcing services in SME segments. Companies like ours sizes 100-200 service people has increased and rendering service now since 10+ years.
Participating in Trade Show and fairs aboard is becoming common practice for procuring direct business besides getting it through google.
We at Radixweb have 40% revenue from UK based clients.
http://www.rndinfo.com
Posted by: Dharmesh Acharya 04 May 2010
Sorry - but its time for the UK to support the UK and the U.S. to support the U.S. - Off shoring can increase security risk and it puts the engineers and analysts on the street - this is the bottom line - who buys the "stuff" if all of the jobs are off-shored? Enough is quite enough.
Posted by: Cindy 04 May 2010
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