Case study: Business process outsourcing: A case study of Satyam Computers

  • Authors:

  • Kayhan Atesci;Akshay Bhagwatwar;Trupti Deo;Kevin C. Desouza;Peter Baloh

  • Affiliations:

  • Institute for Innovation in Information Management, The Information School, University of Washington, 330D Mary Gates Hall, 352840 Seattle, WA 98195-2840, USA;Institute for Innovation in Information Management, The Information School, University of Washington, 330D Mary Gates Hall, 352840 Seattle, WA 98195-2840, USA;Institute for Innovation in Information Management, The Information School, University of Washington, 330D Mary Gates Hall, 352840 Seattle, WA 98195-2840, USA;Institute for Innovation in Information Management, The Information School, University of Washington, 330D Mary Gates Hall, 352840 Seattle, WA 98195-2840, USA;Faculty of Economics University of Ljubljana, Kardeljeva ploscad 17, Ljubljana, Slovenia

  • Venue:
  • International Journal of Information Management: The Journal for Information Professionals
  • Year:
  • 2010

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Abstract

The prominence of business process outsourcing (BPO) continues to intensify in today's hyper-competitive marketplace. Engaging in BPO can help an organization focus on its core competencies, while gaining specialized knowledge, skills, and processes in auxiliary spaces. The literature is laden with evidence that engaging in a BPO will help organizations secure financial, operational, and even strategic advantages. While there is little doubt that organizations can attain these benefits, few BPO arrangements work out as planned. Managing risks in BPO arrangements is paramount. In this case analysis, we describe a significant failure through chronological description of scandals that took place at one of India's largest outsourcing vendors, Satyam Computer Services. In describing the study, we draw attention to the fact that organizations need to (1) improve their sensing capabilities and keep abreast of strategic transformations at their outsourcing vendors, (2) be able to plan for and execute contingency plans, and (3) balance the risks and rewards of BPOs in terms of knowledge and capabilities dependencies.