On my way to Tokyo, November 2nd, for the Delphi 2005 launch, I read an article in the New York Times World Business section. The article was titled "India Taps China’s Reserve Of Technical Talent". InfoSys Technologies has a division (Infosys Technologies (Shanghai) in China to give them an additional source of "unlimited, low-cost human resources.". Infosys is one of the top four software services companies in India (I visited them last year on a Borland trip to India).
Infosys (along with Tata Consulting, and Wipro Technologies) is building development and maintenance workforce in China to keep up with the demand for software services from western companies. The workforce includes Chinese and Indian developers. So, I guess that means that some companies are outsourcing their outsourcing? How can companies like Infosys keep control of their software development regardless of where it is happening? How can companies outsourcing or offshoring work control what will be delivered?
Borland’s Software Delivery Optimization strategy allows companies to meet overall business and technical expectations while accelerating their software delivery, at reduced cost and overall risk. The challenges of modern day software development are centered around three common factors: Chasms between organizational teams, gaps between individual roles, and technical complexity and heterogeneity. These three factors impact top and bottom line business priorities, namely the ability to increase opportunities, quality and speed at reduced cost, and risk.
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