> "It's a downgrading of services and a slap in the face for the customers," said Ho I'd express my sympathy - but these statements tend to be incorrect and sa

> "It's a downgrading of services and a slap in the face for the customers," said Ho I'd express my sympathy - but these statements tend to be incorrect and said out of frustration. Infact, there is a higher probability for improvement in service and customer experience - provided it is maintenance work and the control point decisions are not outsourced. However, if customer-experience depends on cultural experience - the story could be different. And in this case HCL is a reputed organization (not too different from the likes of TCS, Infosys) > as a way to save $30 million over five years. Doesn't happen and/or highly unlikely to occur. What happens is: They start saving initially. After some time their costs start rising, but they are still saving. In parallel, the company (to whom they outsourced) starts cross-selling. This new expense doesn't affect the savings figure - afterall they are spending on "something new". Well this "something new" costs higher. Slowly - outsourcers start outsourcing decision making (and sometimes managers get themselves fired). And then the tables turn over. Later the outsourcer is so much dependent that its hard and costly to take jobs back in, because it requires a business-system overhaul. And the company would make sure (by resolving some pain points) that you are not firing them and keep tolerating them. Nothing specific to India here, it happens with Indian consulting cos and with US-based consulting cos. The only difference is that the latter provides slightly better quality at a 50-80% higher cost.