As the two major IT FNs in Asia, and the geographical proximity, China's and India's IT will undoubtedly be contrasted to each other. Through this comparison, we can not only immerse in the evaluation of the strengths and weaknesses, more importantly, we have to reflecting back, and think: what do we learn from India's IT in the end?
India's IT Outsourcing Concept
In the talk between author and one India's IT customer, the word he often mentioned is "India's outsourcing language." He said: "In India, both the market value of the two largest IT enterprises - information systems technology company (Infosys Technologies), and Tata Consultancy Services Limited (Tata Consultancy Services), or unknown Indian IT SMEs, the training of their Senior Engineers focuses on outsourcing language, which is very harsh. "
At first, it sounds very uncomfortable, as one of China's IT people, I really unwilling to bow to China competitors in Asia. But after careful thinking, putting the competition aside, the only idea we have in this area should learn to India. Many people feel that language learning in India has a favorable situation than China, so that Indians have stronger capacity to learn the language than China. But to this point, I beg to differ. Apart from the fact that China has a temporary 56 environment of this nation is in the Tang and Song Dynasties period, the Chinese people and foreigners were free communicated. In the language of the application, the Chinese language has been recognized by the world, and China is the most common nation of learning English. The key factor is there are problems in the Chinese thinking way; the idea is the stumbling block.
To prove his point of view, the Indian customer gives an example to the author: In a Japanese company, and their cooperation in the development of the project, one of his colleagues called H, showed the "F-team" of the team, their work location in Japan is in a modest office. More than 60 engineers came from Bangalore, India; they work for the Japanese industrial control systems manufacturer Yokogawa. Prior to them, H has surveyed Japan's working methods and style in Japan. He concluded: "Japanese methods of work is unique, the Japanese are not very good at exchanges and foreigners." In order to properly solve this problem, H requirements each team must speak Japanese. Therefore, the organization is divided into two classes of 60 individuals of Japanese reinforcement learning classes. Probably two month's time later, each engineer can basically communicate with Japanese colleagues. Of course, the essential enterprise supports is necessary. Eventually, the IT projects which is expected to last a year and a half of, completed with less than a year. This is not the only strengthening cooperation between enterprises of the two; it is the development of overseas enterprises in India has laid a solid foundation.
Here, we can not help but admire the Indian IT enterprises! It is from the IT outsourcing concept: all enterprises make their own efforts to learn, to train! Here, I think it is worth mentioning is the "off-shore" software development. The examples mentioned above are one of the cases. Pure "offshore" is defined as a product development in India outside the headquarters of the enterprises in the R & D work, or through the company's own research and development centers, or through outsourcing contracts to carry out. It is estimated that pure "off-shore" software development in India annually produce about 500 million US dollars in total revenue, and this figure is 25 per cent per year growth rate. These not only brought benefits to India, India is creating the largest IT outsourcing competitiveness.
India's concept of personnel training
"In India, human resources is the core of enterprise IT business strategy, if you ask any one enterprise executives if they are free to participate in the management of human resources, for example, new recruitment, psychological consulting engineers to ensure that no one will be refused." The deepest impression gave me is that the customer said," because all the Indian IT people know that the design of outstanding engineering talent is the most important enterprise. "
In the author's opinion, India is prior to China is not just India's low-cost carriers, but also they started to attract and train qualified personnel earlier than China. Of course, China has recognized this problem and has taken the necessary measures, and the relevant countries have also introduced a policy of supporting high-level skills training of personnel, China will continue to emerge in various vocational and technical institutions is in this environment and should be transported hygiene. Here, we will talk about how Indian IT companies to do so.
Indian IT companies attract domestic and overseas professionals with generous salaries; relied on their keen sense of smell, catching up with the industry frontier science and technology, adapt to emerging markets product development. Some industry experts believe that India can use Western technology, the development of the emerging market for low-income people needs new products, play an important role, which is high-cost and low-cost countries across the divide on the other hand. Formal adoption of this chain of causal effect is to build India's IT industry to create the brilliant achievements. For example, the world's largest microprocessor manufacturer Intel Corporation (Intel) has recently released a low-cost computer design, will be produced by the leading India Electronics Group Huipuluo (Wipro) and HCL Information Systems, Inc. (HCL Infosystems). Again, the Indian industrial conglomerate Tata Group (Tata) is committed to developing low-cost high-tech "economy cars" for the Indian middle class consumption power, its retail price would be less than 10,000 US dollars. The cars will be linked to a number of breakthrough technologies: Body in a low-cost plastic composite material, use the adhesive components for combination, and use innovative gear and the engine. Tata Group Chairman latanoprost? Tata (Ratan Tata) said that the car can be put into operation before 2010; the number of factories in India may be located outside the region.
Endless examples like this, the core of its key attraction is not just India's IT enterprises have a keen sense of smell, more importantly, India has a huge market and a high level of technical resources, India takes advantage in the development of new and innovative low-cost products. This is what we should be thinking and learning!
Indian IT enterprise management
On this issue, among the domestic IT executives, may be many people had this experience: they had spent a lot of money to attend this or that kind of management trainings, after returning to the company, so some of the key staff, or all employees called up for their training, trying to learn his own brain child of an ancient indoctrination to them. Another possibility is that their learning things mechanically copying the companies get used for a lot of awkward, but it is often counterproductive. Restrictions in this way are bigger and stronger domestic IT SMEs bottlenecks. Get rid of the bottleneck of this method is that enterprises should learn how to learn other people's management thinking, and not just the acts operation.
From this point of view, the Indian IT enterprise management learning was stronger than the Chinese. Previously mentioned information systems technology company (Infosys Technologies), the reference to General Electric Company (General Electric) system, the establishment of a mandatory ranking system, the poor performance of the staff will be asked to leave. Exclude these people; the staff turnover rate was 12.2%. The company's staff turnover rate in five years has doubled in the 2006-2007 year, reached 13.7 per cent. Because of the high turnover rate, now at the same time the IT industry is lack of IT engineers, the majority of such enterprises are in awe of the staff turnover rate and discouraged. However, there are still many enterprises carrot, for example, the new talent is not only generous pay, can be more valuable to participate in Bangalore, India's IT training camp, which lasted 18 weeks of training, it will be unable to provide the many enterprises. Such apply live in India there are many examples, of which IT is the key to enterprise management thinking.
Another point is the enterprises management of "people-oriented." In China, we often say: "Business is a big stage; the staff is the protagonist of the stage." Such people-centered thinking in India's IT enterprises plays the head.
Finally, between the authors and the Indian customer talks, there is another point is worth mentioning also, the Indian IT project development management.
