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| Acknowledgments | |
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| About the Authors | |
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| Introduction | |
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| Outsourcing and Offshoring | |
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| Introducing the Authors | |
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| What You'll Find in This Book | |
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| Globalization of Services: What, Why, and When | |
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| Three "Safe" Industries Meet Offshoring | |
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| Equity Research | |
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| Legal Research | |
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| Clinical Trials and Drug Development | |
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| Four Industries in India-and Elsewhere | |
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| Industry Case-in-Point #1: IT/ITES | |
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| Industry Case-in-Pont #2: Medical Transcription | |
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| Industry Case-in-Point #3: Teleradiology | |
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| Industry Case-in-Point #4: Medical Tourism | |
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| Economics 101: Why Trade and Invest? | |
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| Why Managers Need to Understand-and Embrace-Offshoring | |
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| Summing Up: The Compelling Case for the Services Shift | |
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| The Economics and Drivers of Offshoring | |
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| Putting on the Economist's Hat | |
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| The Value Chain: The Firm as a Sequence of Linked Activities | |
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| Thinking through Transaction Cost Economics | |
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| Outsourcing and Offshoring: Digging Deeper | |
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| Outsourcing: Moving Across Firm Boundaries | |
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| Business Importance | |
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| Process Characteristics | |
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| Offshoring: Moving Across Geographical Boundaries | |
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| The Key Drivers of Services Globalization | |
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| Driver #2: The Digitization of Business Processes | |
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| Driver #3: The Low Cost and High Speed of Computing and Telecom | |
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| Driver #4: Growing Capabilities Around the Globe | |
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| Driver #5: The Rise of a Global Business Culture | |
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| The Five Drivers: Powerful, and Here to Stay | |
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| Making It Real | |
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| Three Distinct Sets of Goals | |
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| Goal #1: Efficiency | |
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| Goal #2: Enhancement | |
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| Goal #3: Transformation | |
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| Tasks Versus Processes | |
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| Example: The Procure-to-Pay Process | |
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| Putting Theory into Action: An Eight-Step Process | |
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| Identify the Tasks | |
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| Map the Process(es) | |
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| Decode the Relevant Technology and Infrastructure | |
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| Identify and Mitigate Risks | |
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| Select a Vendor | |
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| Select a Geography | |
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| Migrate Your Operations | |
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| Integrate Your Operations | |
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| Summary: Making It Real | |
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| Appendixes for Chapter 3 | |
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| Locating a Task on the Process Decomposition Compass | |
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| Assessing the Feasibility, Value, and Risk of Potential Outsourcing Efforts | |
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| Assessing the "Offshoreability" of Potential Tasks and Processes | |
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| What's Typically Covered in an SLA? | |
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| The Supply Side | |
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| The Dimensions of the Supply Side | |
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| Partners in Perspective: A Quick History of Offshoring | |
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| Indian Software Gets an Onshore Foothold (1973-1988) | |
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| Early Experiments in the United States and Ireland (1981-1990) | |
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| India-Based Software Exports (1990-1995) | |
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| Growth of Business Process Offshoring (1995-2002) | |
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| Geographic Expansion and Acquisition (2003-2006) | |
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| Global Talent-Seeking (2007 to the Present) | |
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| Understanding the Vendor Landscape | |
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| Captives of Multinationals | |
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| Offshore IT Vendors | |
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| Multinational Outsourcing Firms | |
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| Offshore BPO-Specific Firms | |
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| Navigating the Offshoring Shoals | |
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| Geographic Spread in a Dynamic Landscape | |
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| Shifting Skill Sets | |
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| What Do Managers Do? | |
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| Contrasting the Old with the New | |
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| What This Means for Your Company | |
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| New Skill Sets: Analytical | |
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| New Skill Sets: Negotiation and Soft Skills | |
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| New Organizational Challenges | |
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| Other Issues and Needs | |
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| A Case-in-Point: Penske Truck Leasing | |
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| Change in a Changing World | |
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| The Services Shift: Policy Implications | |
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| A Developing-Economy Perspective | |
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| The Potential Benefits | |
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| The Challenges | |
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| Policy Measures | |
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| A Developed-Economy Perspective | |
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| Economic Benefits and Newer Possibilities | |
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| Increasing Productivity | |
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| A Bridge Across the Emerging Demographic Deficit? | |
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| The Challenges | |
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| Policy Measures for the Short and Long Term | |
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| For the Long Term | |
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| Policy in Perspective | |
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| Looking Ahead | |
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| Global Sourcing Will Continue to Grow-Rapidly | |
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| The Key Word Will Be "Global" | |
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| Global Services Sources Will Keep Moving "Up the Food Chain" | |
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| Talent Will Become More Important Than Cost | |
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| Scale Will Decline Dramatically | |
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| Global Sourcing Will Become Increasingly Personal | |
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| We Will See More Two-Way Travel | |
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| The Services Shift: A Tough Game You May Have to Play | |
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| The Sourcing Landscape Is Becoming More Complex | |
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| A Game You May Have to Play | |
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| Appendixes for Chapter 4 | |
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| Country Attractiveness | |
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| Country Notes | |
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| Country Profiles | |
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| Philipines | |
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| Egypt | |
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| Romania | |
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| China | |
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| Russia | |
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| South Africa | |
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| Poland | |
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| Brazil | |
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| Chile | |
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| Vietnam | |
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| India | |
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| Index | |