Continuing the discussion on outsourcing governance, here are some more reasons why outsourcing governance is important for successful outsourcing relationships.

Saying No: Saying no is actually a more important job for the Outsourcing Governance team than saying yes. The Outsourcing Governance team needs to keep in mind that stakeholders may not always have a 360 degree vision or may not have the same motivation. Sometimes it's a simple matter of miscommunication or misunderstanding when too many people are involved in managing a project or a relationship. Whatever the case may be, governance teams must learn to say no when they are pressured by some stakeholders, or as expectations are unrealistic or demands are unreasonable. By keeping the viability of the entire project in mind, governance teams must learn to say no as often as necessary while convincing the stakeholders why they are saying no. The last thing that the governance team needs to do is say no and antagonize stakeholders which would truly jeopardize a project's success.

Supplier Relationships more important that Dry SLAs:  Yes, Service Level Agreements (SLAs) are very important. And SLA's must continuously be checked and enhanced to ensure that they meet the needs of the business. However when the governance team establishes a relationship with its suppliers that is based on trust and mutual respect, not to mention keeping in focus the shared goals of the organization, success is sure to come. Customer satisfaction cannot just be measured with SLA performance and that's why supplier relationships are more important than dry SLA's.

These and the key strategies shared in my earlier blog are important to creating a successful outsourcing relationship. If you are interested in learning how we can help you with your outsourcing governance, click here.

Syntel (Nasdaq:SYNT) is a leading global provider of integrated information technology and Knowledge Process Outsourcing (KPO) solutions spanning the entire lifecycle of business and information systems and processes. Syntel leverages dedicated Centers of Excellence, a flexible Global Delivery Model, and a strong track record of building collaborative client partnerships to create sustainable business advantage for Global 2000 organizations. Recently named one of the "50 Best Managed Global Outsourcing Vendors" by The Black Book of Outsourcing, Syntel is assessed at SEI CMMi Level 5, and is ISO 27001 and ISO 9001:2000 certified. As of June 30, 2010, Syntel employed more than 14,900 people worldwide.

Financial Highlights:

•Q2 revenue of $130.6M, up 31% from year-ago quarter and 13% percent sequentially
•Q2 Net income of $28.3M
•Q2 EPS of $0.68 per diluted share, up 11% from year-ago quarter and up 13% sequentially
•Q2 cash & short term investments of $221.5M
•Global Headcount of 14,926 as of June 30, 2010

2010 Guidance

Based on current visibility levels and an exchange rate assumption of 46.5 rupees to the dollar, the Company currently expects 2010 revenue of $510 to $522 million and EPS in the range of $2.50 to $2.60.

http://files.shareholder.com/downloads/SYNT/970256756x0x388748/ac8a3e47-4105-4abb-bf2a-cb8810f1eacb/SYNT_News_2010_7_22_Earnings.pdf

Tata Consultancy Services is an IT services, business solutions and outsourcing organization that delivers real results to global businesses, ensuring a level of certainty no other firm can match. TCS offers a consulting-led, integrated portfolio of IT and IT-enabled services delivered through its unique Global Network Delivery Model, recognized as the benchmark of excellence in software development.  A part of the Tata Group, India’s largest industrial conglomerate, TCS has over 160,000 of the world's best trained IT consultants in 42 countries. The company generated consolidated revenues of US $6.3 billion for fiscal year ended 31 March 2010 and is listed on the National Stock Exchange and Bombay Stock Exchange in India.

Financial Highlights for Quarter Ended June 30, 2010:

•Operating Profits at $487 million
•Growth 32.5% Y-o-Y and 5.1% Q-o-Q
•Profit After Tax at $403 million
•Growth of 29.3% Y-o-Y and (4.9) % Q-o-Q
•Earnings Per Share at $0.21

Business Highlights for Quarter Ended June 30, 2010:

•Gross Addition of 10,849 Employees (Net Addition of 3,271 employees)
•36 New Clients added

Key Wins:

•Development  project in the area of Supply Chain and Merchandizing  from a large Food Retailer in UK
•Multi-year global deployment and support engagement of an enterprise solution package  for a large US based manufacturing and services firm
•Strategic Partner to a large media company to help transform IT operations in a deal worth over $100M. TCS will be providing integrated Infrastructure and Applications Services to help the customer transform its IT operations into a centralized shared services delivery organization
•Implementation of a transformation program for a state utility in India in an engagement  valued over Rs 250 crore
•Multi- year contract with a Europe-based global mobile service provider to provide solutions that increase agility and responsiveness to customers
•Strategic partner for a leading global medical devices company in a multi- year, multi-million dollar deal for IT Applications and end-to-end infrastructure outsourcing.
•Strategic engineering services partner for a leading storage company in a multi-million dollar, multi-year contract for providing product quality assurance and infrastructure management services

http://www.tcs.com/news_events/press_releases/Pages/Q1-2011-Revenues-USD-1794-million-up-6.4-percent-sequentially-up-21.2-Y-o-Y.aspx
 

Most of the outsourcing contracts are in troubled waters right from the start of the contract. In spite of lengthy vendor selection, contract negotiation process, and abundant contract agreement clauses, they don’t achieve the expected business objectives both from the client and vendor side. What makes these outsourcing contracts fail? Some of the main problems facing failed relationships are:

Unclear Expectations on Client front

Client lacks a clear picture in mind as to what are the business objectives that are to be achieved through this contract. The contract outcome is measured in terms of service level agreements which are quantitative and rigid and does not consider the qualitative aspects. They leave other important parameters for measuring the real value such as business process optimization, risk mitigation, change management plan, innovation etc. In addition, processes followed for contract implementation are not clearly defined and mapped out.

Poor Cultural Fit

Cultural incompatibility between the vendor and the client is another major factor for the relationship failure. The corporate culture of both the client and the vendor might not be similar in aspects related to decision making, risk appetite, and way of communicating. One company may be risk-minded and a slow decision maker while the other can be agile and accustomed to making proactive decisions. The cultural differences are escalated to contract implementation differences due to different approaches followed by each of these companies.

Information Exchange Barrier

Vendor and the client do not proactively share necessary information with each other. Client does not disclose all relevant information to enable the vendor to accurately assess the business requirements at the start. Both parties share information reactively and not openly, proactively.  

Communication Barrier

Multiple official and unofficial communications drive any kind of work. The end result does not depend as much on the official communications than on the unofficial ones. The unofficial communications help assure that the task requirements are accurately conveyed to the concerned people. In failed outsourcing contracts, all of these unofficial relationships are given an afterthought. People don’t communicate very well and all communication flows through relatively few authorized channels. Hence rather than people constantly interacting with others who better understand the work, directions are passed down a chain of people who don’t understand them. The end result is costly mistakes. The more complicated the web of unofficial communications, the bigger the adverse impact on outsourcing will be.

Poor Working Relationship

The partners do not have a trusting working relationship where they understand each other's expectations and motivations, and can engage in good dialogue.

Deal Inflexibility

Vendor lacks flexibility and is unable to meet client's changing needs. The parties' interests were aligned at the beginning of the contract but became misaligned as the client's business environment or needs changed. Vendor is not committed to the ongoing change management effort necessary for success and wants the client to adjust the solution rather than incorporating requisite changes.

Poor Governance Structure

Governance problems are cited as the reason for failure for 80 per cent of outsourcing contracts. Most relationships fail because they lack “effective vendor governance structure” for managing the ongoing relationship and ensuring that the outsourcing efforts meet both the vendor’s and client’s goals. The reporting structures followed are ineffective with “information overload” and "frequently missed" performance items. Senior management spends most time reading reports without giving attention to items that matter most.

Poor Vendor Performance

The vendor fairs poorly against the agreed service level agreements. Certain services/solutions that the vendor initially committed didn't actually happen; or the vendor in one or more instances did not treat some of the important aspects of the contract in an honest, up-front manner.

The bottom line is

An outsourcing relationship should be built on mutually beneficial goals and with a highly effective vendor management and vendor governance structure that facilitates collaboration, visibility, and realigned interests. Otherwise, the relationship health will suffer and the relationship will ultimately fail. The partners should establish a structure for open communication and should create rules for having regular discussions about the relationship, its progress, issues faced and resolution procedures. By dealing with issues before they become problems, the likelihood of relationship success rises dramatically.

Outsourcing relationships are unpredictable. Sometimes they work and sometimes everything that looks rosy when the outsourcing relationship is starting out begins looking dull almost immediately after the contracts have been inked. So what makes a successful Outsourcing relationship?

We believe that setting up an Outsourcing Governance can make or break an outsourcing relationship. Here's why:

Stakeholder buy-in: Stakeholder participation and involvement is very important in any outsourcing decision. A company that makes sure that each cross-section of its stakeholder audience is appropriately represented and involved generally can formulate a good outsourcing relationship. When we say stakeholders, we mean the inclusion of everyone from the actual users of the services to the executives in charge of the internal and external processes. An outsourcing governance group can go a long way in ensuring that along with participation comes reality. What we mean is that the outsourcing governance team can make sure that everyone is realistic and requirements are prioritized as well as stakeholder expectations are managed appropriately without one group feeling slighted over another. When that happens, everyone operates harmoniously with little internal or external conflict.

Stakeholder participation:  Every rule and every process may be in place but an outsourcing project may still falter if stakeholders are uninvolved or don't receive communication from the outsourcing team on a regular basis. Since information is power, keeping stakeholders happy requires that the communication channel is consistently open and effective. Regular interaction is one thing but an outsourcing governance team should ensure that stakeholders feel that their time is well spent.

Execution, execution, execution: A governance team's true test is in its ability to ensure that team members deliver what they have committed to. Note that the governance team has no actual authority on most participants in this situation and therefore the governance team has a huge responsibility to make sure that people not directly reporting to them say what they mean and mean what they say. Failure of the entire process is sure if execution doesn't happen when it was promised or by the person who promised it. Due diligence in the form of documenting every change, holding people accountable, and following up on tasks and open items becomes very important to the success of the entire outsourcing relationship as well as to the effectiveness of the governance team.

More about Outsourcing Governance and its value in next week's blog..........

Deals

Statoil Awards Accenture Five-Year Finance & Accounting Business Process Outsourcing Contract

Accenture has signed a five-year business process outsourcing (BPO) contract with Statoil, an international energy company with operations in 40 countries, to manage the company’s Accounts Payables processes.

http://newsroom.accenture.com/article_display.cfm?article_id=5026

UBS and CSC Sign New Global IT Services Contract

CSC has signed a contract with UBS for the provision of voice and data network, security and telecommunication services.

http://www.csc.com/newsroom/press_releases/49729-ubs_and_csc_sign_new_global_it_services_contract

CSC Wins $220 Million Navy IT Infrastructure Services Contract

U.S. Navy has awarded CSC a contract to provide information technology (IT) support services. Under the terms of the agreement, CSC will provide a broad range of IT support, including network operations, real-time processing, enterprise data center, system development and maintenance, and hardware and software integration.

http://www.csc.com/newsroom/press_releases/49782-csc_wins_220_million_navy_it_infrastructure_services_contract

HCL signs mega outsourcing deal with Saudi's Al Majdouie Group

HCL Technologies has signed a "mega" outsourcing agreement with Saudi Arabia's Al Majdouie Group to provide end-to-end services for a period of seven years. The scope of the deal includes developing infrastructure, implementing Oracle's e-business suite with over 70 modules and managing and running them; and commissioning and managing a data centre and disaster recovery services.

http://economictimes.indiatimes.com/infotech/ites/HCL-signs-mega-outsourcing-deal-with-Saudis-Al-Majdouie-Group/articleshow/6155221.cms

USL outsources IT functions to Accenture

Liquor major United Spirits has decided to outsource its information technology and systems functions to Accenture Services, the outsourcing unit of technology outsourcing and consulting major, Accenture.

http://economictimes.indiatimes.com/infotech/ites/USL-outsources-IT-functions-to-Accenture/articleshow/6150021.cms

Unilever picks BT for €1.2bn outsource deal, again

Consumer goods maker Unilever has extended its €1bn outsourcing contract with BT Global Services in a technology refresh deal worth an extra €173m (£144m).  The new deal will see BT provide Unilever with unified communications, messaging, supply chain, wireless technology and agile working in over 100 countries over the next four years.

http://www.computerweekly.com/Articles/2010/07/14/241971/Unilever-picks-BT-for-1.2bn-outsource-deal-again.htm

M&A, Partnerships, JV

Capgemini and Oracle leverage Strategic Alliance

Capgemini is leveraging its strategic alliance with Oracle to market and implement Oracle Revenue Management for Public.

http://www.capgemini.com/news-and-events/news/capgemini-and-oracle-leverage-strategic-alliance/

Accenture Acquires Acceria

Technology services and outsourcing company Accenture plc. announced the acquisition of Acceria, a privately-held French company. Industrial consulting firm Acceria focuses on business processes and methodologies for after-sales operations of industrial companies. Following the acquisition, Accenture will be able to penetrate into the global automotive and industrial markets, thereby enhancing its management consulting capabilities.

http://www.zacks.com/stock/news/36874/Accenture+Acquires+Acceria

Hewitt Associates and Aon Consulting to merge

Hewitt Associates is to merge with Aon Consulting to be known as Aon Hewitt. Following the close of the transaction, Aon intends to integrate Hewitt with its existing consulting and outsourcing operations (Aon Consulting) and operate the segment globally under the newly created Aon Hewitt brand.

http://www.hrmagazine.co.uk/news/1015547/Hewitt-Associates-Aon-Consulting-merge/

News & Events

Mahindra Satyam launches Offshore Development Center for BASF IT Services in Chennai

Mahindra Satyam (NYSE:SAY), a leading global consulting and IT services provider, has launched an Offshore Development Centre (ODC) for BASF IT Services at one of its offices in Chennai.

http://www.mahindrasatyam.com/media/pr1July10.asp

TCS, Wipro, Infosys in race for IRDA IT project

IT giants including TCS, Infosys and Wipro have been shortlisted by insurance regulator IRDA for technical bidding to implement its enterprise resource planning (ERP) system. Besides TCS, Infosys and Wipro, three other firms including Intelligroup, Mahindra Satyam and Deloitte have also been selected for the technical bidding.

http://economictimes.indiatimes.com/infotech/ites/TCS-Wipro-Infosys-in-race-for-IRDA-IT-project/articleshow/6167451.cms

Infy closes BPO in Bangkok

The business process outsourcing (BPO) arm of India’s second-largest information technology services company, Infosys, has shut its centre in Bangkok, which it had acquired from Philips. The centre was primarily handling the back-office works of Philips globally. As a result, the company has moved about 40 of the 175-odd staff at the centre to China.

http://www.business-standard.com/india/news/infy-closes-bpo-in-bangkok/401587/

Award

CSC Receives 2009 Peruvian Company of the Year Award

CSC has been awarded the prestigious 2009 Peruvian Company of the Year Award for Services and Enterprise Management. The award is Peru’s highest honor in these areas, recognizing companies operating in Peru for their previous year’s achievements.

http://www.csc.com/newsroom/press_releases/49733-csc_receives_2009_peruvian_company_of_the_year_award

Analyst/Reports

Global Sourcing 2.0 - Evolving Global Delivery Imperatives for Outsourcing Service Providers

This Everest report analyzes the global delivery trends and imperatives in outsourcing and discusses their implications for buyers and service providers.

http://bitURL.net/z55

FAO Supplier Profile Compendium - Comprehensive Look at 21 Established FAO Providers

The FAO supplier profile compendium provides accurate, comprehensive, and fact-based snapshots of 21 suppliers in the multi-process FAO market.

http://bitURL.net/yd9

Sourcing's Unique Role In The New Technology Adoption Process

For Sourcing & Vendor Management Professionals. By defining their distinct value in the emerging technology adoption process, SVM teams can increase their value to the business.

http://www.forrester.com/rb/Research/sourcings_unique_role_in_new_technology_adoption/q/id/56905/t/2?src=Alert%20RSS_CustomFeed&cm_mmc=Research_Alert-_-email-_-07_08_10-_-56905

Infosys (NASDAQ: INFY) defines, designs and delivers IT-enabled business solutions that help Global 2000 companies win in a Flat World. These solutions focus on providing strategic differentiation and operational superiority to clients.  Infosys is part of the NASDAQ-100 Index and The Global Dow.

Highlights - Consolidated results for the quarter ended June 30, 2010

Revenues were $ 1,358 million for the quarter ended June 30, 2010; QoQ growth was 4.8%; YoY growth was 21.0%

• Net income after tax* was $ 326 million for the quarter ended June 30, 2010; QoQ decline was 6.6%; YoY growth was 4.2%

• Earnings per American Depositary Share (ADS)** was 0.57 for the quarter ended June 30,2010; QoQ decline was 6.6%; YoY growth of 3.6%

• 38 clients were added during the quarter by Infosys and its subsidiaries

• Gross addition of 8,859 employees (net addition of 1,026) for the quarter by Infosys and its subsidiaries

• 1,14,822 employees as on June 30, 2010 for Infosys and its subsidiaries

* Excluding the income from sale of our investment in OnMobile Systems, Inc. of US $ 11 mn in Q4 FY10, QoQ decline was 3.6%

** Excluding the income from sale of our investment in OnMobile Systems, Inc. of US $ 11 mn in Q4 FY10, QoQ decline was 3.4%

Business Outlook

The company’s outlook (consolidated) for the quarter ending September 30, 2010 and for the fiscal year ending March 31, 2011, under International Financial Reporting Standards (IFRS), is as follows:

Outlook under IFRS#

Quarter ending September 30, 2010

• Consolidated revenues are expected to be in the range of $ 1,413 million to $ 1,427 million;YoY growth of 22.4% to 23.7%

• Consolidated earnings per American Depositary Share are expected to be in the range of $ 0.59 to $ 0.60; YoY growth of 5.4% to 7.1%

Fiscal year ending March 31, 2011##

• Consolidated revenues are expected to be in the range of $ 5.72 billion to $ 5.81 billion; YoY growth of 19.0% to 21.0%

• Consolidated earnings per American Depositary Share are expected to be in the range of$ 2.42 to $ 2.52;YoY growth of 5.2% to 9.6%

# Exchange rates considered for major global currencies: AUD / USD – 0.86; GBP / USD – 1.50; Euro / USD – 1.23

## Excluding the income from sale of our investment in OnMobile Systems, Inc. of US $ 11 mn in fiscal 2010, the EPS growth is expected to be in the range of 6.1% to 10.5%

http://www.infosys.com/investors/reports-filings/quar terly-results/2010-2011/Q1/Documents/IFRS-USD-press-release.pdf

A most misunderstood word is perhaps the word Outsourcing. As soon as someone mentions outsourcing, people think of low-cost labor in another country. Outsourcing is not a new phenomenon. We've outsourced forever by sending work to smaller alliance firms or partners with whom we've had an agreement of referrals or taking on work that is overflow work. All outsourcing means is working with another team to get the work done.

Outsourcing can be done for several reasons:

• to leverage a skill set that may not be readily available in-house
• to add a new revenue stream for related products or services to the company's core competencies
• to send smaller projects or overflow that make no sense being handled in-house
• to get a less expensive resource who can work on a contract basis or short-term basis to help on a project by project basis
• and so on...
  

Then there's offshoring which is different than offshoring. You can outsource in your own city without the need to offshore. Offshoring allows companies to leverage even lower-cost resources, a more readily available infrastructure, and streamline processes by sending non-core functions to someone who can handle it better, cheaper, faster.

Most people think that the only value of offshoring and outsourcing is the lower cost labor involved. That's not true although that may be one dimension and it may even be the primary reason for the decision to outsource.

Companies who do better by tying the offshoring decision to not just cost reduction but also process improvement and leveraging economies of scale.

And in all these transactions, level-setting expectations of what the outsourced or offshore partner is promising versus what the client thinks he or she is getting is perhaps the most important dimension.

An outsourced consultancy like ours can help with the entire process of determining what to outsource, whether to outsource and offshore, what kinds of skills will be necessary in your offshore and outsourced partner, and managing the entire offshore and outsource delivery process. Contact us today to learn more about our services and how we can help you as you venture down the path of outsourcing and offshoring.

Deals

Accenture Awarded Internal Revenue Service Contract to Design, Implement and Operate the Return Preparer Registration Program
The U.S. Internal Revenue Service (IRS) has awarded Accenture a five-year contract to design, implement and operate the Return Preparer Registration (RPR) program.
http://newsroom.accenture.com/article_display.cfm?article_id=5016

Zensar Technologies selected by activision publishing
Zensar Technologies has been selected by Activision Publishing, Inc. as a service delivery partner for their global application development and support services.
http://www.zensar.com/zensar-media/press-releases/611-zensar-technologies-selected-by-activision-publishing

MindTree awarded the first IT deal from Aadhaar
MindTree Limited has secured the application development and maintenance services contract of the Nandan Nilekani-headed Unique Identification (UID) project, renamed as ‘Aadhaar’.
http://www.mindtree.com/newsandevents/mindtree-awarded-the-first-it-deal-from-aadhaar/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+mindt+%28News+and+Events%29

CSC Wins $25 Million Task Order From United States Citizenship and Immigration Services for Record Digitization
U.S. Citizenship and Immigration Services (USCIS) has awarded CSC a task order to conduct scanning, indexing and file management operations at a records digitization facility.
http://www.csc.com/newsroom/press_releases/48786-csc_wins_25_million_task_order_from_united_states_citizenship_and_immigration_services_for_record_digitization

Blue Cross Blue Shield of Massachusetts Signs Five-Year Services Agreement with IBM
IBM and Blue Cross Blue Shield of Massachusetts (BCBSMA) have signed a five-year services agreement in which IBM will work with BCBSMA to transform the organization's information technology (IT) environment into a more responsive, competitive and flexible IT delivery model.
http://www-03.ibm.com/press/us/en/pressrelease/31991.wss

Accenture and Asprea Sign Seven-Year Application and Infrastructure Outsourcing Agreement
Accenture has signed a seven-year agreement with Aviva‘s property claims repair service, Asprea, to provide application and infrastructure outsourcing services for its buildings claims division in the UK.
http://newsroom.accenture.com/article_display.cfm?article_id=5024

Genpact Signs Three-Year Help Desk Services Contract with Federal-Mogul Corporation
Genpact signed a three-year contract with Federal-Mogul Corporation, a leading global automotive supplier, to provide IT help desk services and support-related solutions.
http://www.genpact.com/home/aboutgenpact/press-releases/Help-Desk-contract-with-Federal-Moghul-Corporation.aspx

M&A, Partnerships, JV

Capgemini Completes Acquisition of Strategic Systems Solutions
Capgemini, completes the acquisition of Strategic Systems Solutions (SSS), a global IT services and business process outsourcing firm (BPO) focused on the financial services industry.
http://www.capgemini.com/news-and-events/news/capgemini-completes-acquisition-of-strategic-systems-solutions/

Cognizant Acquires Paris-Based Galileo Performance, an Information Technology Testing Consultancy
Galileo helps leading companies in France optimize and extend business performance through IT system measurement, management and testing. Galileo will expand and complement Cognizant’s fast-growing global testing practice.
http://www.cognizant.com/html/news/pressreleases/2010/Galileo_IT.asp

Mahindra Satyam BPO announces Partnership with Direct Channel Holdings (Pty) Ltd.
Mahindra Satyam BPO had entered into a partnership with Direct Channel Holding Ltd., one of Africa’s leading contact centre and BPO companies.
http://www.mahindrasatyam.com/media/pr1june10.asp

News & Events

Wipro Technologies launches “Wipro Hospitality Management System (WHMS)
Unique integrated hospitality management solution to address customer solutions in the Hospitality and Leisure Markets.
http://www.wipro.com/corporate/media/newsdetail.aspx?id=1633

NIIT Technologies and Hitachi Asia unveils first phase of Cloud Computing Services
NIIT Technologies Limited and Hitachi Asia (Thailand) Co. Ltd., a leading IT services company with over 50 years of experience in Japanese market have jointly launched a high-reliability Cloud Computing Service, leveraging their respective expertise in Data Center management.
http://www.niit-tech.com/media-detail.aspx?id=183&path=7/22

Rolta acquires geo-imaging licenses from PCI Geomatics
Rolta, which offers geo-spatial and IT solutions, has acquired geo-imaging technology used in earth imaging, remote sensing and related geopositioning solutions from Canada-based PCI Geomatics Enterprises.
http://www.rolta.com/media-centre/press-280610.html

Awards

Infosys BPO Wins Two Awards at the North American Shared Services Excellence Awards
Infosys BPO, has received two awards at SSON's (Shared Services & Outsourcing Network) 2010 North American Shared Services Excellence Awards under the category 'Best New Outsourced Services Delivery.
http://www.infosys.com/newsroom/press-releases/Pages/BPO-SSON-awards.aspx

Genpact Awarded Honors for Investment in France
Genpact Limited has received a prestigious recognition from the Greater Paris Investment Agency (Paris-Ile de France Capitale Economique) for its growth and investment in France.
http://www.genpact.com/home/aboutgenpact/press-releases/Awarded-Honors-for-Investment-in-France.aspx

Intellect wins the prestigious “Early Technology Adopter” award at ACORD LOMA forum 2010
Intellect SEEC Inc. a Polaris Software Group Company, has bagged The Early Adopter Award and The Most Compelling Case Study Award, by Association for Cooperative Operations Research and Development (ACORD), a leading global nonprofit standards development organization serving the insurance industry.
http://www.polaris.co.in/media/media-release/2010-June-Early-Technology-Adopter.pdf