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MAHALINGAM, S. 2005. Tata Consultancy Services. The India Conference - Shaping the Future (Aug.). (Available at www.tcs.com/investors/pdf/TCS_Presentation.pdf. Accessed Aug.).
This is a PowerPoint presentation by the company's chief financial officer for investors. It includes information about the company's business areas, global presence, growth strategy, mission and values, and statistics on employee growth and financial status.
MALCOM, S.A., TEICH,A.H., JESSE, J.K., CAMPBELL, L.A., BABCO, E.L., AND BELL, N.E. 2005. Preparing Women and Minorities for the IT Workforce: The Role of Nontraditional Educational Pathways. American Association for the Advancement of Science and the Commission of Professionals in Science and Technology.
From the AAAS Web site. This study examines the role of nontraditional educational pathways in preparing women and underrepresented minorities for the information technology (IT) workforce. It was sparked by the finding that the nation's number one producer of bachelor's degrees in information technology and computer science (IT/CS) was not a major research university, but instead was Strayer University, a for-profit institution with many campuses in the Washington, DC metropolitan area. Not only was Strayer the top producer overall, but it also produced the largest number of women and African American graduates with baccalaureates in IT/CS.
MALONE, T. 2004. The Future of Work: How the New Order of Business Will Shape Your Organization, Your Management Style and Your Life. Harvard Business School Press, Cambridge, MA.
Book description from Harvard Business School. For more than a decade, business thinkers have theorized about how technology will change the shape of organizations. In this landmark book, renowned organizational theorist Thomas Malone, co-director of MIT's "Inventing the Organizations of the 21st Century" initiative, provides the first credible model for actually designing the company of the future. Based on 20 years of groundbreaking research, The Future of Work foresees a workplace revolution that will dramatically change organizational structures and the roles employees play in them. Technological and economic forces make "command and control" management increasingly less useful. In its place will be a more flexible "coordinate and cultivate" approach that will spawn new types of decentralized organizations-from internal markets to democracies to loose hierarchies. These future structures will reap the scale and knowledge efficiencies of large organizations while enabling the freedom, flexibility, and human values that drive smaller firms. This book explores the skills managers will need in a workplace in which the power to decide belongs to everyone. Thomas W. Malone is the Patrick J. McGovern Professor of Management at the MIT Sloan School of Management and the founder and director of the MIT Center for Coordination Science in Cambridge, Massachusetts.
MANJOORAN, P. 2004. Two Pillars of the Asian Economy. Canadian Investment Review 17, 2, R19.
Manjooran is vice president, Capital International Research, for Capital Guardian. The article provides a statistical and analytical comparison of India and China as the two main competitors of the future in offshoring. Topics include Gross Domestic Product (GDP) and GDP growth, age and size of workforce, education, cost of capital, infrastructure, political reform, and governance system.
MARCUS, A. 2004. Insights on Outsourcing. Interactions 11, 4 (July) 12-17.
Marcus describes his views based on recent experiences in India and China. The article describes the largest US employers in India, the number of IT professionals, the largest Indian offshore companies, the beginning of the shakeout in the Indian offshore industry through consolidation, the rapid growth of Bangalore, churn in the Indian call centers, software services provided by Indian firms, Indian salaries, the offshoring of creative tasks, and the use of local culture as a competitive advantage.
MARK, R. 2005. Senators Promise Brain Drain Bill. (Available at www.internetnews.com/bus-news/print.php/3521851) (July 21).
The article discusses recent interest in the US Congress to increase the number of American students training for science and engineering careers to match the expected growth in technical jobs. Political actions being considered are increased funding for cutting-edge, multi-disciplinary research and development of new manufacturing processes, and extra funding for the Technology Talent Act (which helps universities to increase the number of science, technology, engineering, and mathematics graduates). The legislation is supported by the Council on Competitiveness which has its own innovation initiatives that call for new graduate fellowships, reworking immigration law to allow foreign students studying in the United States an easier process to stay and pursue a science career in the country, and building innovation locales around the country.
MARKLUND, G. 2004. The Swedish National Innovation System 1970-2003. VINNOVA Analysis, VA 2004:2. Stockholm, Sweden.
From the introduction: The purpose of this study is to contribute to improved understanding of factors determining the long-term competitiveness of the Swedish economy. Innovation and the rate of economic success of innovation are the most important determinants of long-term productivity which, in turn, determines long-term value added and economic growth. Therefore, this study aims at identifying, characterizing, and valuing general and particular strengths and weaknesses in connection to innovation and economic growth in Sweden. In relation to this analysis, policy challenges for future Swedish innovation, value added and economic growth are discussed. Knowledge-intensive industrial and economic activities are particularly important for the future competitiveness of national economies. Therefore, the analysis of the Swedish national innovation system will primarily focus on strengths, weaknesses, and policy challenges in relation to knowledge-intensive innovation and knowledge-based economic growth.
MARKOFF, J. 2003. Uneasiness About Security As Government Buys Software. The New York Times (July 7).
The article focuses on an employee of Platinum Software who claims to have been fired for whistle-blowing about security risks that US federal agencies would have if they buy the company's software because Platinum had not taken adequate measures to insulate its US government customers from Platinum's operations in China. The company claimed the employee had been fired for not meeting sales quotas. The article raised two security risks 1) confidential information about US government agencies being shared with foreigners, and 2) viruses being added to software sold to US companies by the employees in the company's foreign operations.
MARSON, I. 2005. China's Linux Market Grows. ZDNet UK (March 15). (Available at news.zdnet.co.uk/software/linuxunix/0,39020390,39191343,00.htm).
This article summarized a report from IDC titled, "China Linux 2005-2009 Forecast and Analysis". The report stated that Linux sales in China sharply increased in 2004 with Linux licenses and maintenance reaching 9.3 million (a 20% increase from 2003) and 1.835 million units (a 3.6% increase from 2003) of the system shipping in 2004.
MASHELKAR, R. A. 2005. India's R&D: Reaching for the Top. Science 307, 4 (March) 1415-1417.
This essay by the president of the Indian Science Congress describes the growing opportunities for scientific research and technological development in India and the importance this has to the Indian nation. He applies Lotka's Law, an inverse square law of scientific productivity, to argue that the flight of Indian scientists to developed nations has been more harmful than the Indian government has believed. He then describes the improved environment for research in India today.
MATLACK, C., KRIPILANI, M., FAIRLAMB, D., REED, S., EDMONDSON, G. AND REINHARDT, A. 2004. Job Exports: Europe's Turn. Business Week Online (April 19).
The report is on the prospect of loss of white-collar jobs in Western Europe because of offshoring to India, Eastern Europe, China, Africa, and Latin America. The article reports on the beginnings of attention to this issue from politicians and labor activists in Western Europe, and it discusses the benefits and pitfalls of offshoring.
MCCARTER, P.M. 2005. US Government Agency's Approval of Unauthorized Visas Cuts US Jobs. Press Release. IEEE-USA (March 18).
This press release reports that the US immigration service (USCIS), not for the first time, has approved more visas under the H1-B program than authorized by Congress. This year 75,000 have been approved, while the cap was 65,000. Congress led by Senator Grassley (R-IA) is taking USCIS to task.
MCCARTHY, J. 2004. Near-Term Growth of Offshoring Accelerating. Forrester (May).
Forrester has not revised its long-term projection on jobs lost to outsourcing (by 2015), but it has increased the short-term projection because of greater visibility about the advantages of offshoring, broader services offered by offshore vendors, the establishment of captive offshore centers by user companies, and onshore IT technology and service vendors setting up offshore operations. These trends are based on interviews with more than 100 user companies and a survey of 1800 business leaders. The article projects jobs that will be lost in each of the next five years and in 2015 in various job categories (management, business, computer, architecture, life sciences, legal, art and design, sales, and office). Forrester predicts that offshoring will remain a highly political topic.
MCCARTNEY, L. 2003. A Shore Thing? CFO IT (March).
To limit exposure to crisis, some companies are choosing multiple outsource vendors in different parts of the world. In choosing the country of an outsource vendor, factors to consider include political stability, depth and availability of technical talent, cultural fit, and status of the country's currency compared to the US dollar. Technological capabilities cannot change overnight, but currency relationships can. Major challenges likely to be encountered by a company in outsourcing include managing communications, managing project timeline or budget, integrating with internal applications and processes, managing change requests and scope of work, negotiating contract terms, understanding the differences among services providers, understanding and quantifying benefits, and getting buy-in from management. Some of the advantages of outsourcing to Canada are skills in the workforce similar to those in the United States, a legal system similar to the United States, travel time is minimal, time zones are the same, and Canada is often price-competitive with other countries in offshoring (so long as the Canadian dollar remains low against the US dollar).
MCCUE, A. 2005. Indian Call Center Staff in $350,000 Citibank Theft. TBR News (April 11). (Available at www.tbrnews.org/Archives/a1528.htm).
Three staff employees at Mphasis were arrested for allegedly stealing $350,000 from Citibank's US accounts. Nine other gang members were also arrested. "The former Mphasis staff used their positions dealing with Citibank's customers to trick four of them into giving out the PIN numbers to their accounts, allowing the staff to transfer funds into the bank accounts of other gang members."
MCEACHERN, C. 2005. Technology on the Back Burner? VARBusiness (Aug. 5).
This brief article discusses the fact that President Bush did not reappoint the old members or appoint new members to the Presidential Information Technology Advisory Committee when it expired in June 2005. Speculation is presented that the administration did not like some of the strong language about the shortcomings in the administration's policies and funding for research.
MCGEE, M.K. 2004. Behind the Numbers IT Workers' Morale Mired in a Slump. Information Week (June 21) 86.
According to the Meta Group's 2004 IT Staffing and Compensation Guide, almost three-quarters of the 650 IT executives surveyed claimed that IT worker morale is now an issue. The most common response is employee recognition (45%) such as write-ups in the company magazine. Only 2% are lightening the load by hiring more staff and only 4% are giving bonuses to improve morale.
MCKINSEY & CO. 2003. India Information Technology/Business Process Offshoring Case Summary. (Available at: www.mckinsey.com/knowledge/mgi/newhorizons/reports/IT_BPO.asp).
From the Web site. For India, with its English speaking, educated, and technically proficient workforce, offshoring is growing at 30 percent per year and is projected to grow to more than US$ 200 billion by 2008. Despite widespread concerns that offshoring eliminates jobs at home, in reality the revenue saved through offshoring is being reinvested at home.
As the largest global supplier of offshore IT, India accounts for roughly a quarter of the global market for IT talent. India has added hundreds of thousands of high tech jobs though, relative to the economy overall, the impact to date has been small. Because many of the IT facilities tapped for offshoring already existed, FDI impact has been on increasing employment and bringing higher value-added functions to India.
Facilities and infrastructure for BPO, unlike IT, have been created entirely through FDI. The Indian government offers lucrative incentives to attract MNCs but without significant positive effect since MNCs are already committed to establishing BPO functions in India. Government funds lost through tax incentives would be better used to improve the country's infrastructure. Lack of reliable power, for example, poses a major threat to BPO growth. Offshoring of IT and BPO has been a boon for India, and the sector is expected to grow in the years ahead. Numerous new jobs have been created, and higher value-added functions have been brought to India. As international companies enter India, increased competition is beginning to drive sector productivity.
MCKINSEY GLOBAL INSTITUTE. 2005. The Emerging Global Labor Market (June).
From the Web site. The background for the report examines the current debate on offshoring and the context for MGI's latest research effort, defines terms used in the report, explains the report's scope, and introduces the questions covered by the research. The report finds that the number of service jobs offshored will remain modest compared to total employment in service activities in developed economies over the medium term. The gap between the current degree and the potential level is largely explained by internal barriers, most notably operational issues, management attitude to offshoring, and structural issues. External regulatory barriers play a small role overall. The potential for global resourcing varies depending on the industry. Part I covers demand, Part II supply, and Part III matches supply and demand and shows that supply of IT workers in low-wage countries outstrips demand but that engineering has a close match between supply and demand.
MEARES, C.A. AND SARGENT, J. F. JR. 2003. Education and Training for the Information Technology Workforce. Report to Congress from the Secretary of Commerce. US Department of Commerce (June).
This report is not about offshoring, but it gives a useful account of the training and education options as well as skills and knowledge sought by employers for IT work in the United States. Topics covered in the book include the following:
1. What employers want: formal education, technical skills, experience, soft skills and business skills, and putting it all together,
2. The IT education and training landscape: IT Bachelor's degrees,
IT-related minors, combined IT bachelor's/master's degree programs,
techno-MBAs, two-year IT degrees at community colleges, IT certificate programs, private and for-profit education and training institutes, vendor and vendor-neutral IT certification, boot camps and seminars, federal government IT workforce education and training initiatives, state and local IT education and training partnerships, online learning, books and CD-ROMs, churn in the labor market, keeping pace with technology and business needs, and helping graduates get jobs,
3. Role of employers and workers in meeting the demand for IT skills: employer role in IT education and training (making and buying skills, the decision to invest in incumbent IT worker training, employer support for training, employer investment in IT workforce training at the national and community levels), employee role in IT education and training (developing and maintaining a career in IT, IT workers' investment in their own training, barriers to IT workers accessing and participating in IT training), and
4. ABET criteria and Computing Curriculum 2001.
MEARS, J. 2004. Jobs at Risk. Network World (July 5) 31.
The article discusses jobs at risk and job opportunities for Americans. Jobs most at risk are those that are repetitive and commoditized such as application programming, database management, technical support, and data entry. According to Forrester Research, vendors are expanding offerings, especially in the business process outsourcing area, implementation of packaged applications, and remote monitoring and administration of infrastructure. There are new opportunities for US workers who can relate technology to business needs and have the technical knowledge to do the integration such as software architect and project manager.
MEARS, J. 2004. The Promise of Outsourcing. Network World (July 5) 28.
This is the opening article in a special edition on offshoring. The article provides numerous interesting tidbits about the reasons for outsourcing and profiles several countries that are doing offshoring work. It cites data from the Gartner Outsourcing Summit 2004 and from Forrester Research and IDC as well as economic analysis by Catherine Mann of the Institute of International Economics. Topics include jobs lost to offshoring, importance of Y2K to the rise of offshoring, the benefits of offshoring, protectionist legislation, General Electric as an offshoring leader, and profiles of offshoring industries in China, Philippines, Africa, and Mexico.
MEISTER, J.C. 1998. Corporate Universities: Lessons in Building a World-Class Work Force, 2nd Ed. McGraw-Hill, New York,NY.
From Amazon.com. With more than 10,000 copies sold in its previous edition, Corporate Universities is a welcome update with an entirely new chapter on how to launch a corporate university and the 10 building blocks for running and revitalizing a corporate university. Highlighting the best practices in corporate education and training, this revised edition contains cases and examples of innovative programs from over 30 American companies and reveals the results of author Jeanne Meister's survey report, "Corporate University Future Directions". Key findings in the survey include reliance on technology for learning; business/higher education alliances on the rise; curriculum focus on building core workplace skills; interest growth in career development centers; emergence of a chief learning officer.
MENON, P. NIIT Draws Up Strategy To Strengthen Its Presence In China. (Available at www.niit.com/ILB/India/asp/articles/NIIT-China-article-prakash-menon.rtf.
Accessed Sept.).
The article discusses the rapid growth economically of China and the importance of IT as a driver. Statistics are given for growth in the Chinese hardware and software industries. IT training in China is discussed.
MICROSOFT INC.2003. Microsoft Reports Fourth Quarter Earnings. (July 17). (Available at www.microsoft.com/msft/earnings/FY03/earn_rel_q4_03.mspx).
This gives Microsoft's public quarterly earning statement, including some information about global operations.
MICROSOFT RESEARCH TECH FAIR 2005. Panel Discussion. Library of Congress, Washington, DC. (April 27).
This is the transcript of a panel discussion held by the Library of Congress in connection with the Microsoft Research Tech Fair 2005. The moderator was James Fallows (The Atlantic Monthly). Panelists were Phillip Bond (Under Secretary for Technology, US Department of Commerce), Rep. David Dreier (R-CA), Senator Patrick Leahy (D-VT), Bill Gates and Rick Rashid (Microsoft), and Shirley Tilghman (President, Princeton University). The topic was the state of innovation in the United States today. Topics included educational investment, dwindling interest in science and engineering, loss of relative economic position for the nation, foreign students, failing K-12 system, visa issues for students and scientists, federal investment in research and development and in particular the under-investment in the physical sciences, the value of globalization, H1-B visas, R&D advances in China and India, DARPA not funding risk-taking research, long-term as well as short-term investment, creating an innovation climate in the United States, and bringing more women into the sciences and engineering.
MOHAN, D. 2005. Brand IIT: The People Behind the Image. The Hindu (Aug. 27).
This news article gives a profile of graduates of the prestigious Indian Institutes of Technology. The article points out that the focus is more on graduate than undergraduate education. Information is given about the continuing education and careers of their graduates and the number that go on to work in India. Mention is given to the need to improve the research environments at these schools.
MONTGOMERY, G.2004. Techies on Tenterhooks. Dispatch (Aug.). (Available at apcmag.com).
This is an opinion piece reacting negatively to the Policy on Offshoring presented by the Australian Computer Society (ACS). The policy is described as a "how-to guide for offshoring, the ACS policy presents a set of guidelines, checklists, templates and re-skilling schemes designed to show government and business that gutting the local industry in favor of cheap overseas labor isn't really so bad." The president of ACS told Dispatch that he will turn ACS into a "policy making machine", which the authors of this article feel "sells out the members of the society, panders to the Federal government, and indicates a right-wing agenda."
MOORE, S. AND MARTORELLI, W. 2004. Midyear 2004 Update: North American Offshore Outsourcing. Forrester (July 14).
From Forrester. US companies continue to move ahead - quietly - with their outsourcing plans for the second half of 2004. Key drivers are continuing cost pressures at home, the great opportunities for cost savings by offshoring software maintenance, increased recognition of the value of offshoring to quality of work and time to market mitigated risks through improved project management and relationship management capabilities, maturation of BPO suppliers, and greater opportunities to offshore through the firm's incumbent providers. Because service-providing companies such as IBM and Accenture are increasing their global presence, the leading service outsourced is custom application development. In many cases, companies are cutting back on local contractors through offshoring, not cutting internal staff; or they are asking their suppliers to use an offshoring component to reduce costs. Software vendors are accelerating offshoring of R&D. India remains the primary destination for offshoring, to develop alternate labor supplies in other low-wage countries. Profit margins for Indiana companies are being threatened by competition. This is likely to lead to market competition. US protectionist legislation is likely to have little impact, except for the L-1 visa reform. Canada and Mexico continue as good near-shore alternatives, and China remains the principle long-term threat to India.
Forrester recommends keeping up with the trends in the marketplace, look for value not just price, don't be fooled by creative pricing, pay attention to vendor retention policies, lower risk through centralized governance practices, keep up with laws and regulations, avoid China for now, and consider nearshore outsourcing.
MUKUNDAN, K. 2005. Faculty Crunch May Hit ITs Hard. The Times of India Online edition (April 17).
This brief article discusses the difficulty the Indian institutes of management and institutes of technology are having in attracting qualified people for their faculties. Problems include rigorous hiring standards, including rigid rules on years of experience; low salaries compared to industry; small number of students going on to advanced degrees, meaning that the pool of candidates with doctorates is small; and the lack of funding for faculty research.
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