Outsourcing and Offshoring


We are dealing with a new paradigm—an interesting experience of offshoring with innovation. In fact, offshoring and outsourcing are become mainstream, and clearly effecting the way the CTO and CIO need to work

Changes Leading up to Mainstream Outsourcing- Offshoring Model

To begin, as we outlined in Current Economic Climate, we need to recognize that the '90s attempted to spoil us, and in fact created a new society of consumers, customers, companies and individuals governed by new processes, values, strategies and rules. This economic trough is a natural part of the business cycle. America just came out of a very prolonged and unusual positive business cycle building an information-technology and equities bubble as well as unnecessary levels of excess capacity. While we were lulled by the house of cards created by the technology boom, an acceleration of the "globalization" and "exportation" of our economy occurred. The most interesting aspect is that the U.S. economy has fundamentally changed.

We stated many times that Corporate America is beginning to experience a sea change in its attitude toward information technology. In increasing numbers, routine programming and business processes are being sent offshore to lower paid but highly trained workers in other parts of the world. Technology platforms are being standardized, with fewer IT workers needed to plug-and-play any number of more and more sophisticated systems. There is also a rise in on-demand computing utilities.

Indeed, Offshoring is moving mainstream. This affects IT professionals. In the long run, many IT workers in the U.S. will be retrained or leave the field for something else. Global head count migration will be significant. The move toward offshore has been aided by the telecommunications bubble of the late 1990s. So much infrastructure for high-speed Internet connections was laid, much of it never used, that the cost of achieving high-speed communication plummeted. Deloitte's study estimates that 2 million of the 13 million worldwide financial service jobs will be relocated, primarily to India and Southeast Asia. (100) A Gartner study in July looked at the U.S. computer services and software industry and estimated that one out of every ten jobs could shift to lower-cost emerging markets by the end of 2004. Gartner's report, "U.S. Offshore Outsourcing: Structural Changes, Big Impact," forecasts that 500,000 of the current 10 million U.S. technology jobs could move within the next year. "In our view, offshore outsourcing is an irreversible trend," said Diane Morello, a Gartner research vice president in the IT management sector. (97)

The forces—such as outsourcing, utility computing, autonomic computing—are changing the very nature of IT work.

In CIO Insight, Labor Pain article, a senior executive quoted

"In a lot of companies developing software is like a craft. An employee is an analyst part of the time and a developer and business process expert other parts of the time. All of this is wrapped up in single individuals. If the development function is taken away, that changes their value proposition and what their fundamental job role is. Peeling those functions out may meet with organizational resistance." (89)

Furthermore, the standard Technology paradigm that CEOs, CTOs and CIOs were accustomed to have stalled in the past years due to the slow down in the US economy, corporate reorganizations, technology shifts, globalization, terrorism, uncertain political situations, the threat of world regional instability, and lower than expected corporate profits. As stated earlier in the book, I have called this problem an "irresponsible optimism." It has to do with poor management, poor business planning and over-investing and, from the consumption side, adhering to a false sense of security based on low short-term interest. And yet, the need remains; sizable reservoirs of intellectual assets and property representing vast amounts of wasted shareholder value go untapped in various parts of the world.

The challenges from previous years, the continuing need for innovation, and a new set of world driving forces have opened the door to a new paradigm, Global Offshoring. This new paradigm allows all of us to lead an "open source" and interconnected life. Although it may be difficult to adjust in short term, it would produce better life and better work for individuals in US and emerging countries. Evidence indicates that offshoring components of the Global Offshoring Paradigm are as beneficial to the U.S. as they are to the destination countries. In my opinion, the Offshoring /Innovation Paradigm is a powerful new way to redefine the role of the Sr. Technology Leaders from the head of IT operations to executives in charge of global delivery of business services. We will discuss this more in detail in the following chapters.

Clearly areas such as innovation, transformation, and change are clear motivators and drivers to a leadership position in the US Information Technology market space. I believe that the CTO and CIO will have a say in this value chain which requires elements of our society and our EcoNet to have a significant impact and leverage. The Global Paradigm would be influenced by the way we change and transform our economy, and how it is aligned with Ecosystem Networks around the globe.

There is also a trend of autonomic computing, where systems auto configure and self-correct, theoretically freeing up IT workers from routine chores such as system administration. The current trends in computing have the potential to cut IT infrastructure costs as much as 50 percent, including up to one-third of the IT workforce in the developed world. (89) Autonomic computing, for its part, takes even more people out of the equation through the development of such technologies as self-healing software and hardware, root-cause discovery, and correction and IT service provisioning. According to a new study from Gartner Inc., within the next ten years we will likely see autonomics applied to general-purpose grid computing, service billing and service policy managing systems that enable companies to shift IT resources to meet their changing business needs at the lowest cost.

More common platforms have lent themselves to more modular work, pieces of which can be done by different workers—often in different parts of the globe. Managers can typically choose various combinations of full-time employees, contract workers and projects that can be sent overseas at great cost savings. IT may get more commoditized, and lower cost items will end up offshore. The focus has to remain on high end value-added offshoring functions.

Trends and Figures

This section discusses statistics and trends from various publications and analysts.

ITAA

According to a survey earlier this year by the Information Technology Association of America, a Washington, D.C. trade group, the total IT workforce in the U.S. peaked in 2000 at 10.4 million jobs, then shed more than a half million jobs before bottoming out last year at 9.9 million jobs. While some of those jobs have returned since then, the more robust rebound everyone is hoping for may never come. The survey found that managers have cut projections for adding staff this year in half. The reasons are myriad: the sluggish economy, the dot-com bust, a lingering hangover from the Y2K tech overdose and a growing sense that corporations now have alternatives to the highly skilled—but highly priced—U.S. IT worker. (89)

Companies are also moving more positions overseas, with 12 percent of IT companies and 3 percent of non-IT companies saying they have already opened up overseas operations. Large IT companies were most likely to say they've made this move-22 percent have already moved work offshore. Additionally, 15 percent of IT firms say they will, or are undecided about, moving jobs overseas in the next twelve months, while 4 percent of non-IT firms say the same. Sixty-seven percent of respondents already outsourcing IT work overseas say that jobs most likely to be moved offshore are programming or software engineering positions, followed by 37 percent moving network design, and 30 percent moving web development jobs. The ITAA annual survey placed the size of the U.S. IT workforce at 10.3 million. (89)

Forester, Meta, Jupiter, Gartner

"Outsourcing is an irreversible trend" is an opinion of Forrestor and Gartner Analyst organizations. Recent research from Forrester Research indicates that the percentage of offshore outsourcing for U.S. IT budgets took a leap from 12 percent in 2000 to 28 percent in 2003. META Group, Inc. predicted last month that offshore outsourcing overall would grow more than 20 percent annually (47)

According to Jupiter, overseas outsourcing has indeed been picking up steam for many years due in part to the array of services that can be had for substantially less cost than the equivalent here in the U.S. (47)

Forrester research shows that 70 percent of enterprises that are turning to offshore outsourcing are sending out custom application development work. Sixteen percent are sending system analysis and architecture planning offshore. Thirty-two percent are using offshore outsourcing for system administration and support. Cambridge, Mass.-based Forrester Research Inc. projects that more than 3 million U.S. white collar jobs will be lost to offshore outsourcing during the next 10 or so years -- a half million of them in IT -- accounting for almost $136 billion in annual wages [based on the 3 million jobs]. Offshore outsourcing will continue to grow at a rate of more than 20 percent annually, according to Stamford, Conn.-based Meta Group, becoming a $10 billion market within two years. Gartner Inc., also in Stamford, Conn., predicts that 40 percent of Global 2000 enterprises will embrace offshore or near-shore IT outsourcing by 2005, and that more than 80 percent of U.S. companies will seriously consider outsourcing critical IT services by 2004. (86) Some indicate that approximately 8 percent of IT work is being outsourced. After surveying IT services vendors, IDC reported that the offshore component in delivery of U.S. IT services may rise as much as 23 percent by 2007, up dramatically from 5 percent in 2003. (98)

Unfortunately, the domestic market can not fulfill the need for lower cost labor resources. The reality, and much more then a trend, is that the lower labor costs in Asia, Eastern Europe, and Russia enable services to be delivered at much lower cost than in the USA and Western Europe. I must say that combined with the falling cost of high bandwidth global telecommunications, the financial case for offshore outsourcing is hard to ignore. The statistics to back up this case are also staggering. In Europe alone, according to Gartner, there is a 40 percent increase in the European market for offshore outsourcing during the year of 2003. And, in the European financial services sector alone, Datamonitor forecasts growth of $240m in offshore outsourcing over the next 12 to 20 months. (99) In fact, Gartner expects the rest of Europe to catch up quickly and predicts that 75 percent of large to medium-sized companies across Europe will consider offshore services by 2004. (97)

Offshore outsourcing has become an attractive financial option, according to Gartner. A study released by Gartner states that one out of every ten jobs at information technology companies and at companies that provide IT services will move to emerging markets. It also forecast that one out of every twenty jobs within internal IT departments will shift overseas by the end of 2004. "Offshore outsourcing is becoming a tool for improving service delivery and a source of highly qualified talent in greater numbers," Diane Morello, a research director at Gartner, said in a statement. (97)

American technology companies are increasingly shifting part of their research efforts to countries such as Russia, India, Ireland and China. They are lured there by large numbers of highly trained software and hardware engineers and by lower development costs. The Gartner study cautioned that although outsourcing may lead to lower costs, businesses must realize that it could also lead to a loss of talent, intellectual property and overall organizational performance. Gartner advised chief information officers in U.S. companies to devise well thought-out outsourcing strategies that could lead to new competencies in areas such as service management and business integration. However, it also suggested that they move some day-to-day activities overseas. (20)

Challenges in Offshoring

One of the challenges is to turn developers into business analysts and architects and vendor relations managers. Managers must navigate a successful transition to an outsourcing relationship with trust and confidence. It is important to keep productivity high. Many US businesses are at the beginning of a decade-long transition from IT developed on a company-by-company basis to a future where IT resources are shared and provided on demand as a utility. CIOs need to work with employees and other shareholders to figure out how best to apply technology to further business goals. (89)

This is a god time to discuss two emerging and yet distinct countries in an offshoring market: Russia and India.

Russia

Russia is an interesting case illustration. It had experienced four consecutive years of stable growth in its economy. With a significant R&D heritage, it is one of the world's best educational systems, and the largest pool of highly qualified software engineers and researchers. According to Ernst & Young, The Russian IT & Telecommunications sectors are experiencing an average growth of 45 percent and are expected to reach $20 billion by 2005 The country is acknowledged by major U.S and European companies, such as Boeing, Intel, Motorola, IBM, Sun Microsystems and many others running and expanding their innovative R&D centers in Russia. The true evidence of the country's success in recent years is in the recent achievement of investment grade status by independent Moody's Investment Services for the first time in Russia's history. Russia was also included in the list of the world's 10 most attractive countries for direct foreign investments.

Some indicate that Russia's Golden Age of Russian Offshore Outsourcing is coming with full speed. Most Russian offshore outsourcing companies have doubled in growth in the last two quarters. And for the first time since the IT boom in Russia, new economic stability is keeping Russian brain power back home. And among those who stay, the best and brightest of Russia's scientists and programmers are working in the field of offshore software development.

India

India is an interesting case study. It is a deep source of low-cost, high IQ, English-speaking brainpower which may soon have a more far-reaching impact on the U.S. Business week recently concluded an analysis of Indian offshoring. "India has always had brilliant, educated people," says tech-trend forecaster Paul Saffo of the Institute for the Future in Menlo Park, Calif. "Now Indians are taking the lead in colonizing cyberspace." The Indian labor card is unbeatable," says Chief Technology Officer John Parkinson, a consultant for Cap Gemini Ernst & Young, quoted in Business Week. "We don't know how to use technology to make up the difference." (54)

India is turning into a fast-growth economy, and it will be the first developing nation that used its brainpower, a driver for a global change. The country has long possessed some basics of a strong market-driven economy: private corporations, democratic government, Western accounting standards, an active stock market, widespread English use, and schools strong in computer science and math. But its bureaucracy suffocated industry with onerous controls and taxes, and the best scientific and business minds went to the U.S., where the 1.8 million Indiana expatriates rank among the most successful immigrant groups. (54)

In fact, India's emergence is fast turning into a globalization giant. By some estimates, there are more IT engineers in Bangalore (150,000) than in Silicon Valley (120,000). Meta figures at least one-third of new IT development work for big U.S. companies is done overseas, with India the biggest site. (54) A.T. Kearney Inc. predicts that 500,000 financial-services jobs will go offshore by 2008. India produces 3.1 million college graduates a year, but that's expected to double by 2010. The number of engineering colleges is slated to grow 50 percent, to nearly 1,600, in four years. So there's a growing movement to boost faculty salaries and reach more students nationwide through broadcasts. (54)

A top electrical or chemical engineering grad from Indian Institutes of Technology (IITS) earns about $10,000 a year -- roughly one-eighth of U.S. starting pay. Says Rajat Gupta, an IIT-Delhi grad and senior partner at consulting firm McKinsey & Co.: "Offshoring work will spur innovation, job creation, and dramatic increases in productivity that will be passed on to the consumer." By 2008, forecasts McKinsey, IT services and back-office work in India will swell fivefold, to a $57 billion annual export industry employing 4 million people and accounting for 7 percent of India's gross domestic. (54)

India's forte is services -- which make up 60 percent of the U.S. economy and employ two-thirds of its workers. And Indian knowledge workers are making their way up the New Economy food chain, mastering tasks requiring analysis, marketing acumen, and creativity.

Deloitte Research, Gartner, Booz Allen, and other consultants find that companies shifting work to India have cut costs by 40 percent to 60 percent. Indian IT market is a $240 billion IT-services industry. Indian players are Infosys, Tata, and Wipro, and Cognizant. (98, 100) A study by McKinsey Global Institute, which believes offshore outsourcing is good, also notes that only 36 percent of Americans displaced in the previous two decades found jobs at the same or higher pay. The incomes of a quarter of them dropped 30 percent or more. (63) Goldman, Sachs & Co. thinks India will be able to sustain 7.5 percent annual growth after 2005. So India is destined to have the world's largest population of workers and consumers. (41) India presents an opportunity for the U.S. which could accelerate productivity and innovation.

Offshoring Maturing

No question, offshoring is taking off like a mainstream business. Many businesses have turned to offshoring as a way to boost profits. Another major issue that seems to be on everyone's mind, especially decision makers such as CIOs and technology executives, is how to stay competitive and obtain reliable up-to-date information and knowledge on emerging markets, and subsequently establish innovation centers and IT outsourcing areas around the world where costs are significantly less than in the US, like Russia. All of these global players, at least most, are aggressively looking to grow their offshore outsourcing.

As we have noticed, we are increasingly facing a completely different world—a world based on the concept of virtuality, trust, values, and globalization. The world of information technology is a perfect example of the progress that we are making as geographic locations evaporate, and working locations have a tendency to be flexible, adaptable and virtual. And finally, the communication bandwidth has increased with infrastructure cost around the world being lowered.

Of course, the next generation of offshore development and outsourcing services will be based on adoption, results and significant processes. It also has to do with major cultural elements and shifts. In fact, offshoring is pushing the world beyond the information economy, and towards global knowledge based economy. In this case, knowledge is being shared and collaborated across the world, and it is becoming specialized into many segments and domains. The core components of Information Technology and Communications are necessary engines to facilitate the push into the new era of Collaborative and Knowledge based economy.

The most forceful driver behind the shifts in IT staffing is the so-called "offshoring" of IT work, which appeals to major corporations and financial companies. A Gartner report forecasts that by next year more than 80 percent of U.S. executive boardrooms will have discussed offshore outsourcing, and more than 40 percent of these enterprises will have finished a pilot, or will be outsourcing IT services either offshore or "near shore"—somewhere on the North American continent.(97) Even companies that choose to outsource IT functions domestically with one of the growing technology service powerhouses—among them IBM Corp. and EDS Corp.—end up augmenting the offshoring trend. Many of these service companies operate subsidiaries overseas to provide lower-cost alternatives to applications development or maintenance services, or farm the work out to the growing number of emerging tech markets around the globe. (100) A recent research report by Deloitte Consulting estimated that the financial-services industry will send $356 billion in expenses offshore within the next five years. According to the report, this will translate into an annual cost savings of $138 billion for the world's top 100 financial-services companies by 2008—an average of $1.4 billion each. "It's not only some of the big players—GE Capital and American Express Co. and Citibank. Virtually every financial institution is now engaged in figuring out how to reduce fixed costs by going offshore," said Chris Gentle, a Deloitte director of research and author of the report. (89)

Some critics have challenged the legitimacy of the offshore outsourcing due to protectionism and job migration to emerging and newly developed countries. Actually blaming the current job-market conditions on the structural element of outsourcing job operations and singling out India, Russia, and China isn't entirely fair. The reality is that offshore outsourcing is a component of a new global paradigm, and it is a lot more complex then simply moving entities and resources in various parts of the world. It already takes advantage of the high skill labor and enormous innovation in the developing and emerging countries. This phenomenon started a while ago with the growth of the developing markets, and the linkages of value chains around the global economies. In fact, many companies in the U.S. have outsourced their labor forces for the past 20 years.

It is already viewed as a viable and economical approach to a wide range of Information and Technology based initiatives. There is also a major reliance and trust factor that has been overcome in which companies in the US are forming mature and long lasting links with Research and Development and Information Technology groups and companies in emerging and developing countries.

The timing for offshore outsourcing could not be better. In today's complex world where cost cutting has been taking charge, it has really enhanced and contributed to the value and success for offshore outsourcing plans. Some may even venture to say that offshore outsourcing has become a mainstream way of doing business. We are seeing some incredible success stories in offshore outsourcing due to a selection of quality vendors, the degree of trust and openness factor, acceptance of virtual organizations, collaborative teamwork, and value driven success and motivation. We also must recognize that the driving forces in the IT outsourcing are speed to market and quality, not just cost of services. A new wave of outsourcing is allowing companies to quickly acquire reliable IT to deploy specialized services and ramp down easily when those services are no longer needed. Moreover, it's enabling corporate transformations, so companies may have more agile and responsive business models. Big pools of cheaper, high-quality offshore talent have made it easier to strike a cost-efficient balance between the desired skill level, exemplified by the skill sets that salaried in-house workers have; and the flexibility of contractors, who can be retained on an as-needed basis.

Risk Management

There are many risks in outsourcing situations. There are serious challenges abound, and they spell potential obstacles to companies focusing on the offshore course.

Security. Companies are outsourcing software development to cheap labor overseas, where there is little or no way to ascertain the security risks posed by offshore workers. One risk is the potential loss of intellectual property and business-process secrets. Offshore outsourcers can copy and sell that knowledge or repackage it and present it to a competitor.

Business continuity and political situations. Terrorist networks exist in the Middle East and Southeast Asia, which are also home to superb IT talent. Companies that exclusively outsource to a third party in a single country are at greater risk that their operations could be disrupted. A political situation, such as armed conflict between Pakistan and India, could shut down offshore operations.

Controlling customers' fears. It can be difficult to convince customers that their data will be secure with a company thousands of miles away, in a country with a different language and culture, run by a government whose regulations and concepts of intellectual property ownership may be alien to those in the U.S.

It is suggested that CIO minimize risks in the following ways:

  • Work with large vendors that have multiple regional centers worldwide.

  • Break up key pieces of the work being sent offshore, so no one can easily re-assemble those pieces; this process is analogous to encryption.

  • If you're big enough, open your own dedicated offshore center staffed with local talent provided by an outsourcing partner. These employees can be managed under the same umbrella as U.S. employees.

  • Have detailed business continuity procedures spelled out in contracts, and be aware of a country's intellectual property laws. (35)

What does it mean for the US IT market?

Some people say that the U.S. IT employment picture won't brighten even with the return of a growing employment marketplace. The proponents of this view argue that the growth of offshore outsourcing will remove any new employment demand in the IT sector from the U.S. to other countries such as India. The logic is simple: Application programs can be written anywhere since they're not geographically dependent, and the cost of development (labor) is much cheaper overseas.

However, the argument is wrong. T o begin with, the IT employees of India, Russia and other nations can't all be assigned to serve U.S. needs. Europe and Asia have growing business sectors of their own and will be consuming much of the available talent. It's not just U.S. demand that will grow; inevitable worldwide growth will create intense, escalating worldwide competition for the available talent.

Throughout U.S. history, the U.S. workforce has managed to move up to better-paying, higher-quality jobs. That could well happen again. Engineers could work closely with customers, manage research teams, and creatively improve business processes. Displaced technicians who lack such skills will need retraining; those entering school will need broader educations.

One reason IT employment hasn't picked up steam is that, since the end of the 1990s, there hasn't been significant technology advances spurring industry acquisitions of new systems, hardware or software. Those technology advances will occur, and industry will invest. U.S. demand will go up, and offshore outsourcing won't satisfy that demand.

Security is another important factor. Many systems, both those of corporations and government, won't be outsourced offshore because of security concerns. Companies and government alike will be keenly aware of the need to protect and keep safe critical software data as well as hardware and chip advances.

Then there are the demographics issues that we addressed earlier. There are 76 million baby boomers. Generation Xers, born between 1965 and 1978, number about 46 million, so there's a population shortfall of 30 million in the coming generational transition. (101). Clearly, as baby boomers continue to age, the supply-and-demand situation will turn more dramatically in favor of the American worker. Also, in the U.S., the number of people choosing computer science careers has been rather steadily declining. Offshore outsourcing may be a necessity to simply attempt to cope with demand. In IT, the natural evolution is to marry the technical with the administrative, necessitating the acquisition of business acumen as well as technical skills. Real growth in the field will happen in areas like data management, systems architecture and the merger of IT technical skills with business management skills. These positions aren't likely to be outsourced offshore.

There also are growing new areas requiring IT skills like bioinformatics and nanotechnology. These embryonic growth fields will blossom and create new and strong areas of demand. The world won't turn out enough qualified people to satisfy its technological employment demands. New industries will appear. The generational U.S. population decline will have an effect. The American technology worker will prosper. (56)

According to Mckinsey, Offshoring will allow US to capture economic value through multiple channels:

  • Reduced costs - savings from reduced costs means more savings, which can be passed to consumers or to investors to reinvest.

  • New revenues - Offshoring creates demand in destination countries for U.S. products, especially for high tech items.

  • Repatriated earnings - Several providers serving the U.S. market are incorporated in America, which means they repatriate their earnings back into the U.S.

  • Redeployed labor - U.S. workers who lose their jobs to offshoring will take up other valued added jobs, which will in turn generate additional value for the economy. (63)

What does it mean for CIO?

Offshoring has the potential to redefine the CIO role from head of IT operations to executive in charge of global delivery of business services.

That understanding of how technology can help the business is even more crucial for CIOs and IT managers. As we discussed, IT outsourcing market is driven by speed to market and quality, not just cost of services. It is also enabling corporate transformations so companies may have more agile and responsive business models.

The truth is that successful IT executives obsess about how they can contribute to company growth, profitability and strategic direction. In many cases, they've been constrained by bloated, often ill-equipped IT workforces, which have now been pared down. Big pools of cheaper, high-quality offshore talent have made it easier to develop cost-efficient balance between the desired skill level, with variety of skill sets in-house; and the flexibility of contractors, who can be brought in on an as-needed basis.

As a result of offshoring changes, CIOs are now focusing more energy on hiring experienced project managers and business/IT liaisons, and redirecting their employees to critical roles such as leadership, architecture, business analysis, business enhancement and vendor management. (56)

New Paradigm

The new global innovation /offshoring paradigm is based on the selection of appropriate and strategic technologies, skills, and resources for offshoring and commercialization; the coordination of those individual initiatives into a strategic plan and portfolio for development and innovation; the location of specific global technology ecosystems with the strongest potential and lowest cost structure to move the technologies forward; and the funding of these initiatives through nontraditional and global sources. This model is in step with and complements the concept of globalization. It recognizes how tightly coupled the world's economy is today and fuels additional markets, opportunities and funding sources. For instance, developers in Russia have the opportunity to market their products and services to European and US companies. Unique technologies in South America or Central Asia could be leveraged in the biotechnology incubator of a large multinational company. Specialty software concepts could be modeled, developed and tested in emerging markets, etc.

The paradigm that was just outlined holds the promise of moving technology implementation and research and development to offshore, as well as commercialization of untapped assets, forward by leveraging advantages that are only possible through a worldview. The driving forces for this new paradigm include:

  • Availability of low cost, high quality sources in Information Technology and R&D and the specialization of various regions in specific technologies and skills (programming, bioresearch, etc.)

  • There is increased activity with open source community development (Linux, for example), which propels additional growth in emerging technologies.

  • Local development organizations and governments around the world are stimulating Information Technology and funding economic commercialization projects to start the growth of new industries in their countries. This provides additional and unique sources of funding from international/regional funding sources and regional economic development centers.

  • Investment by the global organizations and multinationals designed to expand and grow and business incubation in various regions of the world.

  • Technology Parks have begun to specialize in particular types of companies, technologies and industries.

  • Information Technology companies are beginning to spring up in terms of area strength or weakness and/or regional growth.

  • Recent years have seen tremendous growth in the number of Information Technology Companies and Technology Parks outside the US, including Russia/CIS.

We are living in a new world, and need to effectively leverage skills, resources and technology in a way that increases the value. This paradigm will help to create win-win solutions and ensure that everyone in the US benefits from a more competitive and healthier global economy.




The CTO Handbook. The Indispensable Technology Leadership Resource for Chief Technology Officers
The CTO Handbook/Job Manual: A Wealth of Reference Material and Thought Leadership on What Every Manager Needs to Know to Lead Their Technology Team
ISBN: 1587623676
EAN: 2147483647
Year: 2003
Pages: 213

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