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Last year, the Philippines reportedly passed India to become the world leader in voice-based services, while increasing its share in non-voice, complex services. India was acknowledged to be the major global supplier of non-voice and IT services. The Philippines can rival India in non-voice services, but not IT. However, China can, and is increasingly determined to do so. At the same time, the IT-BPO market is very large and is expected to grow to $270 billion by 2016. Two questions arise. Why compete, when the pie is so large? But should these leading IT-BPO centers specialize to reflect internal skill sets as well as to own specific knowledge domains?

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The world is innovating again. Recent years have seen a resurgence in the rapid development of new technologies, services, and processes that are fundamentally reshaping industries. From the perspectives of service providers, Global In-house Centers executives, clients, and analysts, how is rapid and dramatic innovation reshaping the IT-BPO industry? How can the industry prepare for intense pressure to change and adapt to a looming and profoundly different future?

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The number one reason customers outsource initially is to reduce cost. But what if there is no more cost to cut? Research shows that customers want high productivity levels and greater probability of getting value for their money. These two end results can be achieved through business innovation. In the current IT-BPO and Global In-house Centers environment, social media, cloud computing, software on demand/SaaS, virtual assistants are just a few of the innovations clients expect from their services providers. In fact, buyers are not content with innovation for innovation’s sake. The expectation is for services providers to lead and manage meaningful, impactful innovation for them. How can providers and buyers work together in identifying meaningful innovation? How can providers and buyers align expectations for innovate best practices? What is the future of innovation in IT-BPO and Global In-house Centers?

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To tactically expand the pool of IT-BPO knowledge workers in the Philippines, the IT-BPO Roadmap 2011-2016 recommended that an internal marketing initiative be undertaken with the purpose of "selling" the industry to parents, students, and other influential people as well as to knowledge workers and executives in other industries. Offering quality, short-term training for new hires is also important. Strategically, educational reform and strengthening of infrastructure is critical to provide higher quality education and relevance to the IT-BPO and Global In-house Centers industry. In the past year, how have these initiatives fared? Why? And what comes next?

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The IT-BPO Road Map 2011-2016 identified four priority areas for industry growth: Talent, Marketing & Branding, Ecosystem, and the Role of Government. Since its launch at last year’s conference, what progress has the industry and the Philippines made in addressing these priorities? What has worked and what has not worked? What does this mean for the industry? Do the priorities need to be revised given developments in the past year? How are global assessments done? How deep do they go? How truthful are they? How is benchmarking done? What do analysts do after they have done the roadmap, in terms of engaging with clients? How do clients influence the results of the roadmap?

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The Philippines has emerged as a global leader in IT-BPO and Global In-house Centers, and the industry will continue to grow rapidly in the medium term, and probably much longer. As it does, the value of services will increase. Because the Philippines has long been an exporter of semiconductors and electronics, and produces a large number of engineers every year, is it reasonable to suggest that the country’s success in providing voice and non-voice, complex services could be replicated in hardware and firmware design? If so, what needs to happen?

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