Uh, no shit.  I bet Andrew Wasser starts getting death threats from the Indian Outsourcing Regime, or a slumdog CMU student throws acid in his face.

IT Outsourcing System Is Broken, How Can Service Providers Fix It?

– Stephanie Overby, CIO

March 29, 2012 


Andrew Wasser's perch affords him a broad view of the IT outsourcing industry. Wasser serves as associate dean of the Heinz College's School of Information Systems and Management at Carnegie Mellon University (CMU), where a third of the graduate students studying applied business and information technology are refugees from the IT services industry. He has oversight over many of CMU's business projects that are commissioned by a virtual who's who of the outsourcing industry -- providers, clients and consultancies. And, as a veteran financial services CIO and director of CMU's CIO Institute, he has an intimate understanding of the outsourcing practitioner's point of view.

From his multidimensional perspective, one thing is clear: The outsourcing system is broken. Heck, if you go by the old saw that defines insanity as doing the same thing over and over again and expecting different results, it's downright crazy. The vendors say they are strategic partners, but they are in fact neither strategic nor partners. Both providers and customers say they want to create more business value and innovation, but neither is making the changes necessary to do that.

CIO.com talked to Wasser about what ails the outsourcing industry -- from talent gaps and process devotion to closed-off clients and poor communication -- and what, if anything, could turn things around.

CIO.com: You have a particular interest in the growing talent gap in the global sourcing industry. What is the state of offshore outsourcing recruiting?

Wasser: As important as what we are seeing is why we are seeing it.

My bias is in looking at the big Indian firms -- Infosys, Wipro, Cognizant, TCS -- and to some extent the Accentures, IBMs and captive centers. In the beginning when you talked to a tier-one sourcing [firm], they would tell you, "We get the best of the best." They made offers only to the top 0.5 percent at the universities. And they may still tell you that today, but the reality is quite different.

Because of increased competition and a shortage of talent, they have had to go much deeper into the pool of students and go to second and third-level schools. They are no longer getting the best and the brightest. It's no longer a coup to get an offer from Tata because everyone is getting an offer from Tata.

CIO.com: Is that just a result of needing more people? Are they still recruiting the best and brightest as well -- or is that top talent going elsewhere?

Wasser: These firms have hiring targets -- sometimes as many as 5,000 new employees. They may be getting, at best, the top quartile. I don't have a good handle on where the top decile is going. These young professionals entering the sourcing industry end up "going back to school" at Infosys or Cognizant or Tata, which all have their own academies. They take mechanical or chemical engineers and teach them how to be IT engineers, ideally with some client skills. They repackage them.

CIO.com: What's the biggest complaint you hear from outsourcing customers?

Wasser: We see continued frustration from clients that these people are really good order takers, but they are not problem solvers. They are smart -- no question -- but they are not the strategic partners they had hoped they would be.

CIO.com: Can you trace all of that dissatisfaction back to the recruiting issues at the junior level?

Wasser: I have several hypotheses. One issue is what I call the "filter effect." The sourcing firms go to the same affiliate universities and programs year after year. The HR people have a formulaic set of attributes they are looking for. Did they take discrete math or programming one and two? How were their grades? When they can check off all the boxes, they make an offer.

So they are getting students who have done exactly what they were supposed to do. They graduated from high school with good grades. They told their parents they wanted to study history or art. The parents said, "Great, but you're going to be an engineer." They have no gaps in their studies, no blemishes on their records, their extracurriculars are all in place. And when they finally graduate with a chance to do something innovative or unique, they once again do exactly what mom and dad tells them to do -- apply for a job at IBM or Infosys.

Then the firms say, "Why aren't my people innovating?" Well, you filtered out all the people who might innovate -- the guy who took time off to hike the mountains or the girl who tried to start her own t-shirt company or the student who stumbled freshman year because he was interested in guitars and girls. You hired people who are good at doing what they are told and now you wonder why they're only [a] good order taker.

CIO.com: Couldn't the providers teach them how to approach the work differently?

Wasser: I think so. But that gets to what I call the "treatment effect." Once you get into these sourcing companies, they all follow CMM-I or Six Sigma or ITIL. They put in place all these SLAs and metrics and procedures and policies. I have no problem with process frameworks. They have been great for our industry and turned what was a craft into a science. But they do not foster innovation. No one is willing to say, "Hey this might not meet the SLA or it's not ITIL, but here's a novel way to address a business need."

CIO.com: Are these problems only found in the Indian or offshore-centric firms?

Wasser: No. They are all going after the same talent pool. Some firms tend to be more westernized. I would put Cognizant and Accenture and IBM in that mix. But they've all replicated the Indian delivery model, so they are experiencing the same problems.

One of the issues particular to offshore outsourcing is what I call the "texting effect." Whether you are in China or Mexico or India, the [English] speaking and listening and writing skills aren't always great to begin with. Adding to the problem is that engineers are notoriously weak communicators. And if, on top of that, the engineer doesn't understand the business drivers, they're never going to speak the real language of the client.

CIO.com: Do the customers themselves bear any responsibility for the lack of problem solving in their outsourcing engagements?

Wasser: The client holds a whole lot of responsibility. They often don't want to spend much time with the Indian guy -- they don't think he's that fun, he has an accent, and he can't talk about the Syracuse win last night -- that's a problem.

That is tied up with what I call the "context effect." The client tells the vendor what to do but not why they want it done. If I tell you, "Move this box from here to there," and you do not know the context, all you can do is what I tell you. But if you understand the bigger picture, you may realize you can discard some of what's in those boxes, some of it you can scan, and some you can leave behind. There is so much value in understanding the real meaning of what you are trying to accomplish. Context can be especially difficult to gain when a development center is in Monterrey or Chennai. But it is the client's responsibility to share that business context.

CIO.com: What can outsourcing customers and providers do to advance their relationships and foster the innovation they say they want?

Wasser: Some of it is obvious. Who is doing the hiring? How are they doing it? Where are they doing it? If it's the same old HR mindset, you will get the same old results. Why not take a look at the guy who dropped out of school or the music major?

But even more important is how are you incenting these workers? That is going to require some deprogramming on the client side. You can't focus on the strictest service-level agreements and then wonder why the provider didn't innovate. You didn't create an environment for innovation. You need to explain the why, not just the what.

CIO.com: Many of your master's and Ph.D. students came from the IT outsourcing industry to make the switch from order taker to business innovator. Are they going back into IT services?

Wasser: No. Most stay in the U.S. and go to client firms or consulting firms or technology firms.

I tell them that these talent gaps are an opportunity for them. What you want to be is one of [the] people [who] can fill that gap -- that polymath who can look at things from an entrepreneurial perspective. There will always be someone in Pune or Poland that can program more cheaply than you. But what the world needs is business technologists -- IT professionals who understand negotiation and information security and economics and architecture. We are not going to out-MBA the MBA or out-tech the computer scientist. We are filling the sweet spot in between the two. And that's what companies tell us they need.


Comments (18) -

United States James
April 2. 2012 03:54

Boy are these American managers DUMB. They've bought the India, Inc. con but it just isn't working out for them. They want cheap labor, and they just can't bring themselves to hire Americans, but they're just not getting what they want out of the scabs.

Even funnier is that they somehow think if THEY JUST KEEP DOING IT it will somehow eventually work out. 14 years and counting folks. They're even willing to wreck the US economy to try.

Note to Korporate Amerika: the definitiion of insanity is doing the same thing and expecting a different result.

Duh. What a bunch of idiots.

"We see continued frustration from clients that these people are really good order takers, but they are not problem solvers. They are smart -- no question -- but they are not the strategic partners they had hoped they would be."

In other words you hired a bunch of IQ81 retards, they didn't work, but you're still afraid to hire American IT workers because they are smarter than you are.

What a pathetic country the USA has become. Like a bunch of litle 5 year old kids.

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United States debug
April 2. 2012 04:48

the main problem collaborator American managers, who want these indians to be passive.  they want
workers who do not think just do it.

garbage in garbage out

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United States Bilbo Baggins
April 2. 2012 07:19
Bilbo Baggins

In other words you hired a bunch of IQ81 retards, they didn't work, but you're still afraid to hire American IT workers because they are smarter than you are.

That is exactly the problem, managers want CONTROL, they want obedient servants, not anyone who can thing for themselves or the balls to tell them when they say or do something stupid.  People get an MBA and think they are god.  All you have to do is look at the shit that came out of detroit in the 70's and 80's as a prime example of stupid American managers.

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United States James
April 2. 2012 12:29

MBAs are the stupidest people on earth. People go into management or govt usually because they cant hold down a job at Wal-Mart. These people cannot even balance a budget or keep a bank afloat. And they're supposed to be the elite? HAHAHAH!!!!!!! These people are losers. When American IT workers showed the world how to do it in the 90s everyone else got soooooo jealous because that was something they couldn't do. If the competition makes you look bad, then just get rid of them altogether. That is why the moron MBAs and their delusional 3rd world slaves won't hire us: fear and jealousy!

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United States James
April 2. 2012 12:34

In Japan the managers and execs look at American managers, laugh, and call them "money-grubbing hatchet men". There is no love of beauty, excellence, of people, or of nature and greatness in corporate america but all of those things exist in abundance in Japan, Inc. US businesspeople have become the laughingstock of the world.

I remember one time I worked at a delusional startup run by Brit bankers and slumdogs and they hired me to write a Mac app for them. It took 5 months but I took my time and polished every feature to perfection one at a time. Demo time comes, the boss demos the product to the company, and the blonde bimbo marketing manager MBA looks at me and shouts "You write bug free code!". Yes, I replied, it's amazing what can happen when you love greatness more than money.

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United States Joe from NJ
April 2. 2012 15:58
Joe from NJ

Bilbo Baggins says that managers want control, and at the unit level they get that from the IT outsourcing resources.  The irony is that these partnerships lead to a dangerous loss of control at the enterprise level.  Complex projects with requirements that really cannot be communicated electronically are only part of the problem.  Data security is going right out the window, and we should not be surprised to see issues of compromised enterprise data going forward.

Mr. Wasser does not say that Indian programmers are dumb.  He states that they have training and skills, but that the one working for the major outsourcing companies are overly technocratic and are lacking in critical thinking abilities ("innovation", "problem solving").

Mr. Wasser's hypothesis can be affirmed by an IT professional who has worked with many H1-B and L1 visa programmers over the years but who has never met one who could be a business analyst, had any concept of the business they were supporting, or could have a productive dialog with an end user.

So is an answer to outsourcing for some US application developers that they should become business analysts?  Corporate America is sure to need more and more of these middlemen and women as an answer to the issues raised by this article.

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India jamesDingDong
April 3. 2012 04:57

Ahhhhhhh...We are superpower and we will rule the world and will have all american women

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Canada ezygoer
April 3. 2012 12:05

Wasser misses the point - the goal of outsourcing is to reduce cost and this is achieved by getting work done in third world countries at those wages and costs. Corporate America either has fallen for the cons of India Inc. and US outsourcing firms concepts like "Adding value" etc or is playing the game to con American workers. More the latter than the former as no one cares but the displaced American worker.

Wasser did not mention the Indian housewives in the US who have infested most parts of the US IT industry, if they can work so can any Joe in IT.

So it's a sham and the current business model a joke but pads Corp. America's balance sheet so the charade carries on and a few fraudulent practices are exposed now and then.

Can anyone guess IBM's tax savings in opening an office in India or other overseas areas ?  

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United States currypower
April 4. 2012 04:55

James, you can't win you have already lost the game. Face it, American managers love nothing more than smart Indian workers who are willing to work overtime and not bill them for it. The best thing you can do to get ahead is to come to India and work with us, when you learn the in and out of the Indian business model and workplace you won't regret it. Most of the Indians these days only think of India as the long term destination, they don't want their kids growing up in USA either.

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United States Dean
April 4. 2012 11:36

to me, it's almost funny to read articles like this - it's blatantly obvious to anyone with any talent in the IT world, that indians are hired because they are:
a) cheap
b) easy to take advantage of and manipulate
c) will put up with any crap that is thrown at them
I've never once heard anyone crow about how great and smart indians are - but I've heard alot of people talk about how cheap they, all while complaining about how stupid the also are.  Believe me, if indians were anywhere close to being good, for what they charge, I would be completely out of business. Who in their right mind would pay more for something, when you get the same thing and then some for even less ? Not even an indian would disagree with that logic(?).

Let's face it, the H1B/B1/L1 experiment is a failure, and the advent of dumping tons of third-world morons into American IT has brought the profession to it's knees. More and more at different places I've worked at, the companies are turning away from using the morons, and people openly talk about how inferior they are; everyone is coming out of the ether, finally, thank God.

The sooner everyone realizes that there are no magic moron indians, that work for peanuts and do a great job ( why would anyone work for cheap if they were good ? I wouldnt'; do the basic laws of economics still apply to IT, as they do to all other professions and industries ), then the sooner we can get out of this fucking mess we're in, get out industry, profession and the economy back on track, and start employing American citizens, remember them? the ones who've been paying in the system for decades and builing this country's infrastructure with their hard-earned tax dollars - not the dipshits that fly over here with an Oracle book and then magically get off the plane having been transformed into a "senior" DBA...

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United States afunb
April 4. 2012 12:33

CIO.COM took several years to figure this out?!  The slumdogs have little creativity for solutions.  Sorry.  I am going to keep this post short since I get so pissed at the subject of Indians.  

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United States James
April 4. 2012 13:05


Another delusional Indian. For someone who's lost we sure are making good headway.

Slumdogs being ejected from Korporate Amerika all over the country, no new visa increases, Bad Karma Sharma whining and complaining to the WTO. Ron Kirk going over to that shithole and telling you people to fck off.

Yeah, we've really LOST. We have just begun to win.

As for smart Indians:

Companies ruined or almost ruined by imported Indian labor

Adaptec - Indian CEO Subramanian Sundaresh fired.
AIG (signed outsourcing deal in 2007 in Europe with Accenture Indian frauds, collapsed in 2009)
AirBus (Qantas plane plunged 650 feet injuring passengers when its computer system written by India disengaged the auto-pilot).
Apple - R&D CLOSED in India in 2006.
Australia's National Australia Bank (Outsourced jobs to India in 2007, nationwide ATM and account failure in late 2010).
Bell Labs (Arun Netravalli took over, closed, turned into a shopping mall)
Boeing Dreamliner ES software (written by HCL, banned by FAA)
Bristol-Myers-Squibb (Trade Secrets and documents stolen in U.S. by Indian national guest worker)
Caymas - Startup run by Indian CEO, French director of dev, Chinese tech lead. Closed after 5 years of sucking VC out of America.
Caterpillar misses earnings a mere 4 months after outsourcing to India, Inc.
Circuit City - Outsourced all IT to Indian-run IBM and went bankrupt shortly thereafter.
ComAir crew system run by 100% Indian IT workers caused the 12/25/05 U.S. airport shutdown when they used a short int instead of a long int
Computer Associates - Former CEO Sanjay Kumar, an Indian national, sentenced to 12 years in federal prison for accounting fraud.
Deloitte - 2010 - this Indian-packed consulting company is being sued under RICO fraud charges by Marin Country, California for a failed solution.
Dell - call center (closed in India)
Delta call centers (closed in India)
Duke University - Massive scientific fraud by Indian national Dr. Anil Potti discovered in 2012.
Fannie Mae - Hired large numbers of Indians, had to be bailed out. Indian logic bomb creator found guilty and sent to prison.
Goldman Sachs - Kunil Shah, VP & Managing Director - GS had to be bailed out by US taxpayers for $550 BILLION.
GM - Was booming in 2006, signed $300 million outsourcing deal with Wipro that same year, went bankrupt 3 years later
HP - Got out of the PC hardware business in 2011 and can't compete with Apple's tablets. HP was taken over by Indians and Chinese in 2001. So much for 'Asian' talent!
HSBC ATMs (software taken over by Indians, failed in 2006)
IBM bill collecting system for Austin, TX failed in 2012 written by Indians at IBM
Intel Whitefield processor project (cancelled, Indian staff canned)
JetStar Airways computer failure brings down Christchurch airport on 9/17/11. JetStar is owned by Quantas - which is know to have outsourced to India, Inc.
Kodak: Outsourced to India in 2006, filed for bankruptcy in Jan, 2012.
Lehman (Jasjit Bhattal ruined the company. Spectramind software bought by Wipro, ruined, trashed by Indian programmers)
Medicare - Defrauded by Indian national doctor Arun Sharma & wife in the U.S.
Microsoft - Employs over 35,000 H-1Bs. Stock used to be $100. Today it's lucky to be over $25. Not to mention that Vista thing.
MIT Media Lab Asia (canceled)
MyNines - A startup founded and run by Indian national Apar Kothari went belly up after throwing millions of America's VC $ down the drain.
Nomura Securities - (In 2011 "struggling to compete on the world stage"). No wonder because Jasjit Bhattal formerly of failed Lehman ran it. See Lehman above.
PeopleSoft (Taken over by Indians in 2000, collapsed).
PepsiCo - Slides from #1 to #3 during Indian CEO Indra Nooyi' watch.
Polycom - Former senior executive Sunil Bhalla charged with insider trading.
Qantas - See AirBus above
Quark (Alukah Kamar CEO, fired, lost 60% of its customers to Adobe because Indian-written QuarkExpress 6 was a failure)
Rolls Royce (Sent aircraft engine work to India in 2006, engines delayed for Boeing 787, and failed on at least 2 Quantas planes in 2010, cost Rolls $500m).
SAP - Same as Deloitte above in 2010.
Singapore airlines (IT functions taken over in 2009 by TCS, website trashed in August, 2011)
Skype (Madhu Yarlagadda fired)
State of Indiana $867 million FAILED IBM project, IBM being sued
State of Texas failed IBM project.
Sun Micro (Taken over by Indian and Chinese workers in 2001, collapsed, had to be sold off to Oracle).
UK's NHS outsourced numerous jobs including health records to India in mid-2000 resulting in $26 billion over budget.
Union Bank of California - Cancelled Finacle project run by India's InfoSys in 2011.
United - call center (closed in India)
Victorian Order of Nurses, Canada (Payroll system screwed up by SAP/IBM in mid-2011)
Virgin Atlantic (software written in India caused cloud IT failure)
World Bank (Indian fraudsters BANNED for 3 years because they stole data).

I could post the whole list here but I don't want to crash any servers.

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United States James
April 5. 2012 06:49


What you fail to understand is that the banker powers that be, AND India, Inc. WANT to see the US destroyed. That is why they continue to employ loser Indiots. There is no better way to destroy a nation that to flood it with delusiona IQ81 idiots by the millions.

The bankers, pols, and other elites lost their prestige in 1998 to the IT world and they are pissed. Since they can't produce anything anyone wants, and since no one pays attention to them anymore, they want to destroy us. THAT is why this is happening. One can just see little Georgey Scwharzt (er, I mean George Soros) and his Bilderberger buddies sitting around a table furious and screaming "HOW DARE THEY!". As if these moneychanger leeches has some special value to something.

In fact, they are so pissed even Soros admitted "I want to destroy the US". This after the US took him in as a refuge from the Nazis in WW2. What an ingrate! Anyway they bankers are going broke because of the wealth we generate and that is why they are pissed off at us. The Indians are just the tool they use to do it.

Problem is for the elites and India, Inc: no one in corporate America is believes this propaganda anymore since it's all over the net that Indiots failed to perform as promised. In the end, the people who are really greedy will want Americans back since we produce great products that sell and the slumdogs don't. Tide is already turning.

Too bad for India, Inc. they could have stayed here and had a nice revenue stream but they blew it and now they are being ejected. HAHAA!!!!

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Canada ezygoer
April 5. 2012 14:10

Outsourcing is a low cost delivery model - this inbred prick Wasser does not get it at all or is running the same con as the outsourcers. It only pads Corp. America's balance sheet and helps US Multinationals and others to evade taxes.

Indians are not brilliant or great as a whole - just produce a large number of low cost grunts in the existing visa regimes - H,L,J and any others. Some earn American wages - those who come as students and manage green cards. A minority start businesses. Embraced by Corp. America to lower costs and are told about how they can enable Corp. America to walk on water but get taken for a ride sometimes as listed by James.

The biggest outsourcer now is an American firm - IBM. Have accumulated it's stock since the 40's and sold now in the 200's when I heard how they planned to build a better planet by reducing N.American/European headcount to 25K and overseas (India and other Asian/Latin American countries) to 150K+. Saved billions in pension/healthcare/taxes - this is what outsourcing is all about and not the crap this prick Wasser is talking about !!

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United States unemployed in Detroit
April 7. 2012 05:00
unemployed in Detroit

Was poor quality from India's Tata behind crash of Navy F/A-18 jet?


Emergency crews had extinguished fires and were searching for victims at a cluster of apartments in Virginia Beach, Va., Friday after a Navy F/A-18 jet crashed into the complex, destroying two buildings and damaging several others, authorities and witnesses said.

According to Boeing, the agreement's intent is to "develop new supply sources throughout the Indian manufacturing and engineering communities for both commercial and defense applications." Boeing stated outright that it plans to outsource work on the Navy's F/A 18 Super Hornet to its Indian joint venture.

CHICAGO, Feb. 14, 2008 -- The Boeing Company [NYSE: BA] and Tata Industries Limited of India have agreed on a plan to form a joint-venture company that will initially include more than US$500 million of defense-related aerospace component work in India for export to Boeing and its international customers.


In the first phase of the agreement, Boeing would potentially issue contracts for work packages to the joint-venture company involving defense-related component manufacturing on Boeing's F/A-18 Super Hornet for the U.S. Navy and Royal Australian Air Force, CH-47 Chinook and/or P-8 Maritime Patrol Aircraft. A research and development center for advanced manufacturing technologies is also contemplated.

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United States snowwhite
April 7. 2012 06:48

Fraudulent Resumes

I was in US for a year, during the peak of the recession, trying my hand at getting an SAP consulting job, with many years of genuine experience. The situation I found there was shocking. The Indian consulting companies had changed the game so much, that fraudulent resumes were the norm, rather than the exception. The route for most was -

1. Get a student visa to any of the US universities
2. Somehow complete your course.
3. Cook up a resume in a technology of your choice and join an Indian sweat shop, sharing acco with similar people.
4. Get some basic training(getting neither head nor tail of the subject)
4. Get someone else to do the interview for you, if you are not confident enough.
5. If you are lucky enough and land up a job, try not to lose it by appearing dumb.
6. Get your work done through expert backups in US or from Offshore(there are specific sompanies operating in an Indian town, exclusively for this).
7. If you get fired, no problem, start all over again. These people have no shame, but they have thick skin.
8. If you are unable to crack a job in your chosen technology, something is wrong with your choice. Change technology, resume and start all over again.

The second route is to get an H1B via fraudulent means(Again, there are enough fake companies in certain parts of India which provide fake experience and educational certificate) and then follow up from step 3.

If all the steps fail, work in a gas station on an hourly rate, but do not let it be known in India, lest it affect your chances of getting a huge dowry when you get married.

Now to the second part - The Indian sweat shops.

Middle men(Indian small-time consulting shops) are fulcrums in the con game that has been running for years. They are ready to hire anyone and everyone and use low rates as the bait to get these fake consultants onto the market. This strategy must have worked, because so many of them have mushroomed. But what it actually creates is a food chain, where the consultant ends up as the 5th or 6th link in the chain and very little energy(read money) gets passed to him, inspite of him doing all the work. Even if the End client pays 120-150$ /hr for the consultant, the consultant may end up receiving just 60$ - 70$(in the best case) or lesser. Even guys with genuine experience are consumed by this system. Since people without experience bloats up their experience/resume, they are willing to work for lesser rates and some managers jump at the opportunity of hiring a 10 year guy at x$/hr rather than a 6 year exp guy(who may actually be better at doing the job) at 120%x. I have to be completely honest and say that I had been pressured into changing my resume, in spite of having genuine experience. That probably hurt me more than I thought and I have regretted it ever since.

However, I think the hiring managers have become wise to this practice of fraudulent resumes(as the original post shows) and now people mostly insist on face/face interviews. Skype is also a good idea - wonder why no-one suggested it when I was there. All this throws Indians in bad light and now even the good guys are probably viewed with suspicion, but then their work will prove their mettle. I hope the recent tightening of visa norms etc will lead to a cleansing of this system and there will come a time, when Indian resumes are not viewed with suspicion.

What the marketing people do(they have pressures to land up a job for consultants sitting on bench) is to put pressure on you to bloat up your resume and also present your resume for positions that are not really suitable at all. Their strategy is to fire indiscriminately, you are bound to hit at some point of time.

I was disappointed with the whole scenario, so I decided to give up my dream of being in US and turned back. Got a proper job in a couple of weeks after my return to India. Been happy ever since.

Disclaimer :- I speak only about Indian companies as those are only ones I had first hand experience of. Maybe there are other(people/countries) who are not entirely above board, but I do not know about them.

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Canada ezygoer
April 7. 2012 11:41

snowwhite has highlighted all the "value adding" and "innovation" that goes on in the current outsourcing regime as practiced today. It's in stark contrast to the out sourcers claims with the most hilarious phenomenon being the Indian "dowry" bride also working as an IT consultant in the US. It's just a con game to make money and as long as it pads Corp. America's balance sheet nobody cares other than the displaced American worker or good folks like the Wedels struggling to make a living and get by in today's economy !

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India iNeedWhite baby
April 7. 2012 18:49
iNeedWhite baby

Indians Opting for Artificial Insemination for WHITE babies , There is a huge Demand for WHITE MANS sperms in India

Indian women ,many Upper class, and middle class Women are willing to Pay over $25000 for Sperm of Europeans


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