Study of growth patterns of CSC India

Abstract

CSC India is an emerging as a strong player in the IT industry competing with the tier 1organizations in the application development and maintenance space as well as high value services such as business intelligence and analytics. CSC is also a strong player in the remote infrastructure market. CSC India s growth was prominent in the early 2000s and it grew both organically and inorganically. It started operating in a cost center setting but given the growth it displayed and the strategic importance attached to it by the parent body, the operational mode shifted towards profit center operations. It substantially increased it size through acquisitions along with the regular growth. The acquisition of Covansys in 2007 is aimed at strengthening the global delivery capabilities and also to enhance its offering strength in enterprise solutions, health care and manufacturing domains. The acquisition, though added the critical mass for CSC India, did not fully achieve its objective due to various problems including Integration issues. To achieve its vision of competing successfully with the Major players and stay in the top 10Indian IT companies, CSC India has to strengthen its global delivery model, inculcate a customer centric culture in the organization, improve its customer relationship management and above all should have a strong direct sales force to deepen its presence the existing markets and explore new opportunities in emerging opportunities. The parent organization, given the strategic value it attachés to the Indian subsidiary, should allow the child organization function as an Investment center so that the local responsiveness, authority and accountability are improved.