CLIENT EXPERIENCE

A global Financial Services company leverages TCS expertise to reduce cost of Production Support Services and create Shared Services model for Production Support
Customer

Strategic outsourcing helps an organization create shared services for production support with an Onsite Oshore model thereby providing considerable cost savings. TCS client, a global nancial services company, wanted to reduce its total IT spent on production support. The production support

A global Financial Services company

Industry

Wholesale Banking

was provided from Amsterdam for the countries in Central Eastern Europe and from Singapore for the countries in Asia Pacic. The applications running in both Europe and Asia were

Oering Production Support for Wholesale Banking applications

similar but on dierent versions. With a wealth of experience partnering the world's leading banks and nancial institutions, TCS was engaged as a strategic partner to create a single services team to provide production support from Singapore and India with an oshore leverage of 70%.

CLIENT EXPERIENCE

TCS client is a global nancial services company providing banking, investments, retirement services as well as life insurance. With more than 85 million customers in Europe, the United States, Canada, Latin America, Asia and Australia, the company serves a broad customer base comprising individuals, families, small businesses, large corporations, institutions and governments. The company is 18th largest among top 20 largest European Financial Institutions. Truly global, the company employs more than 110,000 sta worldwide.

4. Adoption of a Global Governance model and regional execution for tracking and control. 5. Leveraging best practices across teams to improve overall quality of service delivery. TCS Solution The production support services were provided from Amsterdam for the countries in Central Eastern Europe and from Singapore for the countries in Asia Pacic. The applications running in both Europe and Asia were same but on dierent versions. In the rst phase, the objective was to move support from Amsterdam to Singapore. In order to achieve this, a feasibility analysis was carried out for using Singapore as a work location. This involved a check on the required infrastructure, access rights, connectivity and support window. This was closely followed by a Lift and Shift approach to move the CEE support team from ING Amsterdam to ING Singapore. In the second phase, the objective was to create a single support team for APAC and European branches. As part of this, a gap analysis of applications tasks and services were performed. In order to bridge the gap, activities such as knowledge sharing sessions, alignment of tasks and responsibilities, preparation of a new shift roaster to support extended business hours (starting from 0800am until 0300 am), were performed. In the third phase, the objective was to achieve 70% oshore leverage. As part of this, one of the senior team members moved oshore for setup, testing connectivity and making necessary infrastructure arrangements. A governance model dening roles and responsibilities, reporting structure and support hours was prepared and 6 more members from the onsite team moved oshore. TCS provided a fully equipped Hot DR site as part of the BCP DR requirement.

Business Situation The Banks objective was to follow a One relationship approach having a single dedicated production support team. The One relationship approach was expected to provide good transparency, better relationship, good forecasting and preparedness on their global initiatives. The other factors that drove this initiative were: 1. Centralization and standardization of production support services for branches spread across geographies to increase productivity, eciency and eectiveness. 2. Establishment of a cost eective and productivity improvement solution. 3. Creation of a bigger pool of highly skilled globalresources who had an understanding of the needs of the regional business. This was expected to reduce the banks dependency on individuals and thereby result in eective resource management.

CLIENT EXPERIENCE

As with any major initiative the exercise was fraught with challenges. Some of the challenges faced during execution were: 1. Access rights to dierent applications and regions. This called for an access right agreement between ING Europe and ING Singapore. 2. 3. 4. 5. 6. 7. 24*7 support with 18 hours of onsite support. Late night working hours in Singapore in order to support CEE branches. Dierent monitoring tools for system and performance management. Knowledge gap between Asia and Europe supported applications. Approval from Europe regulatory authorities to access production data from outside EU region. Requirement of BCP and DR site at oshore.

Benets The TCS team supporting the CEE branches by working late nights, seamless transition of operations and by meeting the service delivery KPIs, made the movement from Amsterdam to Singapore a huge success. Both the teams worked eciently to induct and educate each other, thereby closing all knowledge gaps. The entire exercise has resulted in a lot of tangible and intangible benets to the bank namely, 1. Sharing and implementation of best practices between the two regions 2. The team was able to take on support for more applications thereby enabling the bank sta to focus on project work 3. Greater exibility in resource management as there was now a larger pool to support Asia and Europe 4. An annual cost saving of 30% to the bank.

CLIENT EXPERIENCE

"The Global Service Delivery model we engaged in with TCS started with a simple move of an application support team from Amsterdam to Singapore. The model evolved over time and we have now integrated the teams fully and work with an onshore/oshore model that has resulted in substantial cost savings. The Global Service Delivery model proved to be very ecient which has been acknowledged by ING senior management in Singapore and Amsterdam. With the experience we gained we are now looking at other areas where we can replicate this process, achieving even more benets." - Marc Groot Rouwen Vice President and Head of Back Oce Application Services

About Tata Consultancy Services 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 rm can match. TCS oers a consulting-led, integrated portfolio of IT and IT-enabled services delivered through its unique Global Network Delivery ModelTM recognized as the benchmark of excellence in software development. A part of the Tata Group, Indias 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 scal year ended 31 March 2010 and is listed on the National Stock Exchange and Bombay Stock Exchange in India. For more information, visit us at www.tcs.com

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