Dr. Alok Aggarwal
Automate your workflow with Scry AI Solutions
Get in TouchThe success in offshoring Business Process operations with respect to reducing costs and often improving quality has encouraged many firms to start offshoring their high-end knowledge work as well. Their underlying expectation is that offshoring high-end processes will result in additional cost savings and operational efficiencies, coupled with access to very good talent in the low-wage offshore countries. In this paper, we will refer to this offshoring of higher- end services as Knowledge Process Offshoring (KPO).
This paper analyzes the evolving KPO market, the opportunities it offers, the associated challenges, and the key drivers associated with the move from BPO to KPO.
According to our estimate, the KPO market is expected to grow from USD 1.2 billion in FY1 2003 to USD 16 billion in FY 2010. The sectors that are expected to ‘shine’ within the KPO industry include data search, integration and management services, financial and insurance research, biotech and pharmaceutical research and computer-aided simulation and engineering design.
In terms of challenges, this paper analyzes the impact of key parameters such as quality, precision, confidentiality and project management expertise in the KPO industry. This paper also forecasts the number of professionals that are likely to be employed by this industry and we also present some important drivers behind the movement from BPO to KPO.
Finally, this paper attempts to compare countries (such as China, India, the Philippines, Ireland, Israel and Russia) that can provide KPO services with respect to labor costs, geographic location, demographic factors and other miscellaneous factors. The paper also discusses the future outlook of the global offshoring industry.
The maturity and evolution of outsourcing strategies is leading businesses to shift towards the offshoring of high-end processes to low-wage destinations, a trend referred to as KPO. This involves offshoring of knowledge-intensive business processes that require significant domain expertise.
In comparison to BPO, KPO delivers higher value to organizations that offshore their domain-based processes, thereby enhancing BPO’s traditional cost-quality paradigm. The central theme of KPO is to create value for the client2 by providing business expertise rather than process expertise. Hence, KPO entails the shifting from simple execution of ‘standardized processes’ to carrying out processes that demand advanced analytical and technical skills as well as decisive judgment. Figure 1 provides two examples – one relating to IT services and the other relating to insurance services.
With global businesses becoming more competitive, the cycle time for introducing products and services has become smaller, and customers are more demanding with respect to the quality of services provided. This has forced enterprises to adopt systems and business models that will not only provide operational efficiency, but also add strategic value to their products and services.
KPO services can enable enterprises to reduce design-to-market lead times; manage critical hardware efficiently; provide research on markets, competition, products and services; enhance organizational effectiveness in business administration; and help in dealing with rapidly evolving business scenarios. Finally, the outsourcing solutions for high-end processes, unlike traditional BPO solutions that are commoditized fixed-price solutions, are usually customized and value based. It is often this customization that enhances the value proposition of KPO.
This section analyzes the opportunities presented by the KPO industry and also identifies some of the challenges that this emerging industry might face in the near future.
Evalueserve predicts that low-end outsourcing services will grow globally from USD 7.7 billion in FY3 2003 to USD 39.8 billion in FY 2010, which implies a Cumulative Annual Growth Rate (CAGR) of 26 percent.
In contrast, the revenue from the global KPO market was USD 1.2 billion in FY 2003 and this is expected to grow to USD 17 billion by FY 2010, which implies a CAGR of 46 percent (according to Evalueserve).
Figure 2 demonstrates the expected growth in the BPO and KPO markets over the next seven years.
The following is a list of potential high-end services for the KPO sector.
Table 1 provides the Evalueserve estimate on the market size of some of the above-mentioned high-end processes over the next seven years.
Table 1: Comparative Opportunities in the KPO Market (2003-2010)
The following are some examples of high-end KPO:
KPO presents substantial opportunities for players in the outsourcing business. However, there are some formidable challenges in the path of their development, which include the following:
KPO companies are faced with the challenge of hiring the best talent and imparting continuous training to these professionals. It is advisable for offshoring companies that venture into the KPO industry to focus on initial training and continuous development modules.
Another key challenge in the management of KPO is the identification of ‘performance criteria’. This involves setting the right expectations with the end client, as well as its professionals; continuous assessment and monitoring, constructive feedback, appropriate coaching and mentoring, and identification of the right career path for the company’s professionals.
The gradual shift from BPO to KPO in some offshore countries is expected to change the dynamics of job migration. Evalueserve predicts that more low-end jobs will migrate to emerging low-cost countries (from a percentage perspective and not as an absolute number) such as Ukraine, the Czech Republic, Belarus, Romania, China, the Philippines, and Malaysia. At the same time, KPO jobs are likely to be created in India, Russia, Ireland, Israel, and Canada. Even though some emerging countries, especially those in the Central and Eastern European Region (e.g., Ukraine and the Czech Republic), can provide KPO services, the ‘brand equity’ of these countries is quite low. Therefore, it is predicted that these emerging offshore locations will not attract KPO services, at least for the time being.
Some key factors that may fuel the transition from BPO to KPO are discussed in the following sections.
Buyers of offshoring services save more at the high end of the value chain, compared to the low end. Therefore, many of the current low-cost destinations will become a logical choice for companies for offshoring their high-end processes.
Developed economies such as the US, the UK, and Western European countries are already facing a shortage of highly trained and specialized professionals in some knowledge-intensive high-skill sectors, such as R&D in VLSI, engineering design, IT, financial risk management, etc. One way to mitigate this skill shortage is to source talent from low-wage developing countries, which produce highly educated scientists and professionals. This has been the practice in the US for the past several decades. The US permits emigration of engineers, scientists, and medical doctors from developing countries, such as India and China. With tighter visa regulations (in the developed countries) and cost-reduction pressures on MNCs, global offshoring of high-end services to low-wage countries to tap the existing talent pool in a cost-effective manner is a viable and lucrative option.
The evolution of present low-end destinations to the higher end of the value chain, aided by the maturity of the processes, will result in organizations moving up the value chain to provide KPO services. Commoditization of BPO services will further boost this transition and the better margins expected at the higher end of the value chain might act as a deterrent for companies in accepting low-end work. The barriers to entry in the KPO industry are also higher, and therefore, offshoring companies may not have the same competitive pressures as are there in traditional BPO.
Some current low-cost destinations may no longer remain low-cost due to increase in salaries and hence, may not be able to provide cost-arbitrage benefits to companies that want to offshore these services. For example, Indian salaries have increased at an average of 14 percent per year. If this trend continues, they are expected to increase 2.5 times the current salaries (in constant dollars) by FY 2010, thereby reducing the cost-arbitrage benefit from the present 40 to 25 percent.
The number of professionals working in the offshoring industry is expected to increase as more and more companies decide to become involved in BPO and KPO. This will further drive the trend towards the migration of low-end services to high-end services, especially as offshore service vendors (as well as the professionals working in this sector) gain substantial experience and capabilities to provide high-value services.
During 2000-2003, the US offshored 238,000 IT service jobs. Evalueserve predicts that this is likely to increase to 775,000 jobs by FY 2010. Further, by the end of March 2004, the US had offshored about 136,000 BPO (non-IT) jobs, mostly in the call centre segment. Forrester predicts that it is likely to offshore 1.314 million BPO (non-IT) jobs by FY 2010.Evalueserve estimates that the UK had offshored 35,000 IT service jobs by FY 2003, and this is expected to grow to 110,200 jobs by FY 2010. Evalueserve also estimates that 30,000 BPO (non-IT) jobs (mainly in call centers) have already been offshored by the UK by FY 2003, and 201,100 BPO (non-IT) jobs are expected to move from the UK by FY 2010.
Table 2 provides a summary of Evalueserve estimates for jobs offshored from the US and the UK by FY 2003 and FY 2010.
Ironically, the protectionist lobby and their anti-BPO drive in the US and the UK are indirectly helping the proliferation of global offshoring by providing free publicity.
In this regard, Evalueserve recently examined the free publicity that the anti-offshoring drive in the US has given India Inc., especially for its IT and non-IT export services sectors. Evalueserve estimates show that India Inc. received more than USD 89 million worth of free publicity due to the anti-offshoring drive in the US and the UK during June 1, 2002 and May 31, 2004.
Most of this free publicity stemmed from about 1,980 distinct articles, columns, and discussion documents written in newspapers and magazines in the period between June 1, 2002 and May 31, 2004. This publicity was related to:
In addition to the 1,980 or more articles, a simple Google search shows that the Internet web-logs and websites contain over 210,000 distinct references and ‘threads’ discussing these issues. Furthermore, CNN and one of its flagship programs, ‘Money line’ has been spending almost three minutes a day, five days a week, on this topic for the last six months, and it has been continuously updating the list of 350-400 companies that are offshoring to India and China.
Hence, the anti-offshoring drive has definitely increased India’s brand image because American and the British companies now feel that Indian companies are capable of almost anything, even rocket science! This is indeed an interesting contrast from the situation four years ago, when the same companies were under the impression that Indian companies can only ‘provide software coolies’ and ‘export cheap IT coders to solve the Y2K problem’. Because of this awareness, it has become easier for Indian companies to move from BPO to KPO, especially in then US and the UK.
Because of the anti-offshoring drive in the US and the UK (and to a small extent in other countries like Canada and Australia), not only India and China but also other low-wage countries including the Philippines, Russia, and Mexico, have gained in publicity. Hence, with the passage of time, this anti-offshoring movement is likely to help even these low-cost countries in improving their brand image and thereby moving up the value chain.
This section attempts to analyze key offshore destinations that are likely to emerge as the hubs of the BPO and KPO sectors. A comparative assessment of key low-wage destinations, with respect to some critical parameters, is provided in Table 3.
Table 3: Comparison of Key Low-wage Offshore BPO/KPO Locations
The above-mentioned destinations offer both IT and non-IT BPO services. Among them, India offers the widest range of IT and non-IT BPO services; the Philippines currently offers mainly BPO services; and Israel and Russia offer niche services especially in the IT offshoring domain. The maximum benefits of offshoring are currently being realized in the Philippines and India. Moreover, China and India are geographically best located to provide 24×7 support although the Philippines is a close contender in this aspect. From the perspective of cultural compatibility and with respect to proficiency in written and spoken English, Canada, Ireland and the Philippines seem to score over other countries.
Investment and labor policies have been made ‘offshoring friendly’ by most governments in these countries. Countries such as India, Russia, and Israel have the requisite talent pool to move up the value chain and provide KPO services.
The major impediments faced by offshore destinations taken up in this study are their small talent pools (e.g., the Philippines, Ireland and Israel) and non-English speaking population (e.g., China and Russia).
Globalization of services is in its nascent stage. In fact, even in the IT services sector, only 1.9 percent of the total jobs are being carried out in low-wage countries. By FY 2010, we expect the following scenario:
With the proliferation of global offshoring and distributed delivery models, the emergence of a strictly onshore services workforce (as part of Tertiary-A) and a global information and services workforce (as part of Tertiary-B) is expected, as depicted in Figure 3.
Emerging KPO Sourcing Models – InnoCentive: A Case Study on Research and Development
Global sourcing is constantly evolving, as industries are exploring new avenues to increase the scope of their operations and become globally competitive. With increasing R&D costs, US firms are finding it difficult to train their employees to carry out research. Therefore, these firms are increasingly on the lookout to tap the available talent pool. This has led to the emergence of a new R&D model that is being called ‘open innovation’.
Large corporations are reducing their internal spending on R&D and are increasingly tapping external resources to solve their problems. A case in point is InnoCentive, an independent venture launched by Eli Lilly and Co., which enables firms to tap into the global scientific community. Figure 4 illustrates the sourcing model used by InnoCentive to leverage the globally distributed scientific talent pool.
InnoCentive is an interface between corporations beset by unsolved R&D problems and the global scientific community. The scientific community assists corporations to solve their problems by submitting solutions via the Internet. InnoCentive already has over 30,000 scientists from more than 125 countries around the world. Table 4 provides the geographic split of the scientific talent pool that is registered with Innocentive:
Large chemical companies such as Proctor and Gamble (P&G), Dow Chemical Co. and BASF regularly post their problems by using the services offered by InnoCentive, and are realizing quick and cost-effective solutions to their problems. These companies usually pay between USD 5,000 and USD 100,000 per problem, in return for the Intellectual Property provided by the external scientists in solving their problems.
According to a study conducted by the Technology Review magazine of the Massachusetts Institute of Technology, most leading companies in struggling industries, including aerospace, computers, semiconductors, and telecommunications have trimmed their R&D budgets over the last few years. However, the pace of innovation has not really slowed down because many of these companies are now offshoring their R&D work to captive centers or third parties located in low-wage countries.
Blog Written by
CEO, Chief Data Scientist at Scry AI
Author of the book The Fourth Industrial Revolution
and 100 Years of AI (1950-2050)
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The Website from which you are linking, or on which you make certain content accessible, must comply in all respects with the Submission Standards set out in these Terms of Service.
You agree to cooperate with us in causing any unauthorized framing or linking immediately to stop.
We reserve the right to withdraw linking permission without notice.
We may disable all or any social media features and any links at any time without notice in our discretion.
You understand and agree that your use of the website, its content, and any goods, digital products, services, information or items found or attained through the website is at your own risk. The website, its content, and any goods, services, digital products, information or items found or attained through the website are provided on an "as is" and "as available" basis, without any warranties or conditions of any kind, either express or implied including, but not limited to, the implied warranties of merchantability, fitness for a particular purpose, or non-infringement. The foregoing does not affect any warranties that cannot be excluded or limited under applicable law.
You acknowledge and agree that company or its respective directors, officers, employees, agents, service providers, contractors, licensors, licensees, suppliers, or successors make no warranty, representation, or endorsement with respect to the completeness, security, reliability, suitability, accuracy, currency, or availability of the website or its contents or that any goods, services, digital products, information or items found or attained through the website will be accurate, reliable, error-free, or uninterrupted, that defects will be corrected, that our website or the server that makes it available or content are free of viruses or other harmful components or destructive code.
Except where such exclusions are prohibited by law, in no event shall the company nor its respective directors, officers, employees, agents, service providers, contractors, licensors, licensees, suppliers, or successors be liable under these terms of service to you or any third-party for any consequential, indirect, incidental, exemplary, special, or punitive damages whatsoever, including any damages for business interruption, loss of use, data, revenue or profit, cost of capital, loss of business opportunity, loss of goodwill, whether arising out of breach of contract, tort (including negligence), any other theory of liability, or otherwise, regardless of whether such damages were foreseeable and whether or not the company was advised of the possibility of such damages.
To the maximum extent permitted by applicable law, you agree to defend, indemnify, and hold harmless Company, its parent, subsidiaries, affiliates, and their respective directors, officers, employees, agents, service providers, contractors, licensors, suppliers, successors, and assigns from and against any claims, liabilities, damages, judgments, awards, losses, costs, expenses, or fees (including reasonable attorneys' fees) arising out of or relating to your breach of these Terms of Service or your use of the Website including, but not limited to, third-party sites and content, any use of the Website's content and services other than as expressly authorized in these Terms of Service or any use of any goods, digital products and information purchased from this Website.
At Company’s sole discretion, it may require you to submit any disputes arising from these Terms of Service or use of the Website, including disputes arising from or concerning their interpretation, violation, invalidity, non-performance, or termination, to final and binding arbitration under the Rules of Arbitration of the American Arbitration Association applying Ontario law. (If multiple jurisdictions, under applicable laws).
Any cause of action or claim you may have arising out of or relating to these terms of use or the website must be commenced within 1 year(s) after the cause of action accrues; otherwise, such cause of action or claim is permanently barred.
Your provision of personal information through the Website is governed by our privacy policy located at the "Privacy Policy".
The Website and these Terms of Service will be governed by and construed in accordance with the laws of the Province of Ontario and any applicable federal laws applicable therein, without giving effect to any choice or conflict of law provision, principle, or rule and notwithstanding your domicile, residence, or physical location. Any action or proceeding arising out of or relating to this Website and/or under these Terms of Service will be instituted in the courts of the Province of Ontario, and each party irrevocably submits to the exclusive jurisdiction of such courts in any such action or proceeding. You waive any and all objections to the exercise of jurisdiction over you by such courts and to the venue of such courts.
If you are a citizen of any European Union country or Switzerland, Norway or Iceland, the governing law and forum shall be the laws and courts of your usual place of residence.
The parties agree that the United Nations Convention on Contracts for the International Sale of Goods will not govern these Terms of Service or the rights and obligations of the parties under these Terms of Service.
If any provision of these Terms of Service is illegal or unenforceable under applicable law, the remainder of the provision will be amended to achieve as closely as possible the effect of the original term and all other provisions of these Terms of Service will continue in full force and effect.
These Terms of Service constitute the entire and only Terms of Service between the parties in relation to its subject matter and replaces and extinguishes all prior or simultaneous Terms of Services, undertakings, arrangements, understandings or statements of any nature made by the parties or any of them whether oral or written (and, if written, whether or not in draft form) with respect to such subject matter. Each of the parties acknowledges that they are not relying on any statements, warranties or representations given or made by any of them in relation to the subject matter of these Terms of Service, save those expressly set out in these Terms of Service, and that they shall have no rights or remedies with respect to such subject matter otherwise than under these Terms of Service save to the extent that they arise out of the fraud or fraudulent misrepresentation of another party. No variation of these Terms of Service shall be effective unless it is in writing and signed by or on behalf of Company.
No failure to exercise, and no delay in exercising, on the part of either party, any right or any power hereunder shall operate as a waiver thereof, nor shall any single or partial exercise of any right or power hereunder preclude further exercise of that or any other right hereunder.
We may provide any notice to you under these Terms of Service by: (i) sending a message to the email address you provide to us and consent to us using; or (ii) by posting to the Website. Notices sent by email will be effective when we send the email and notices we provide by posting will be effective upon posting. It is your responsibility to keep your email address current.
To give us notice under these Terms of Service, you must contact us as follows: (i) by personal delivery, overnight courier or registered or certified mail to Scry Analytics Inc. 2635 North 1st Street, Suite 200 San Jose, CA 95134, USA. We may update the address for notices to us by posting a notice on this Website. Notices provided by personal delivery will be effective immediately once personally received by an authorized representative of Company. Notices provided by overnight courier or registered or certified mail will be effective once received and where confirmation has been provided to evidence the receipt of the notice.
To request a copy for your information, unsubscribe from our email list, request for your data to be deleted, or ask a question about your data privacy, we've made the process simple: