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PDF: 2962 pages, 5.2 MB - Bay Area Council Economic Institute

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Global Reach<br />

Nayar accepted the position of HCL Technologies president in<br />

April 2005, on the condition he could run the firm his way—as an<br />

entrepreneurial, cutting-edge company. As part of a new strategic<br />

direction, the firm:<br />

<br />

<br />

<br />

<br />

<br />

reorganized around five business lines: Tech and<br />

manufacturing, life sciences and healthcare, media and<br />

entertainment, retail and telecommunications, and<br />

financial services;<br />

moved up the value chain, turning down individual projects<br />

of less than $1 million and actively pursuing large<br />

multi-year, multi-service partnerships, through a new<br />

Multi-Service Delivery (MSD) unit made up of HCL’s<br />

200 best engineers;<br />

shifted more broadly from “volume” business—mainly<br />

project work billed on a time and materials basis—to<br />

royalty and outcome-based revenue sharing “value”<br />

arrangements offering a steady revenue stream over<br />

time;<br />

abandoned highly competitive, increasingly low-margin<br />

business segments in favor of relatively untapped,<br />

uncontested markets referred to within the company as<br />

“blue oceans”; and<br />

adopted an “employee-first” approach internally, aimed<br />

at improving the customer interface by engaging and<br />

supporting employees through expanded internal communication,<br />

team building and career incentives.<br />

HCL’s first large deal was with a <strong>Bay</strong> <strong>Area</strong> firm: a five-year, $50<br />

million contract with Autodesk, under which Autodesk outsourced<br />

its applications and data center infrastructure—storage and data<br />

management, software configuration, technical support, and database<br />

administration—to HCL. Earlier, HCL had signed a 2003<br />

multi-year co-sourcing agreement with AMD to manage and maintain<br />

AMD’s IT infrastructure and applications.<br />

A $330 million co-sourcing deal with leading European consumer<br />

electronics retailer DSG International followed in January 2006.<br />

Creative pricing was key: HCL offered full visibility into its unit pricing<br />

structure and included cost reduction and productivity guarantees.<br />

Later that year, HCL signed long-term IT consulting, applications<br />

development, and infrastructure management agreements with<br />

152

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