Dissociative Identity Disorder - 970 Words

Dissociative Identity Disorder (DID), formerly known as Multiple Personality Disorder (MPD) is a severe condition in which two or more dissimilar identities, or character states, are present and alternately take control of an individual. The person experiences memory loss that is vaguely extensive to be explained as common forgetfulness. These symptoms are not taken in consideration for by seizures, substance abuse or any other medical conditions. Description of DID: Symptoms: At least three of the following symptoms must be present: (1) Callous unconcern towards the feelings of other individuals. (2) Unpleasant and relentless attitude of irresponsibility and disrespect for the social norms, rules, and obligations.†¦show more content†¦When evaluating children, it is also important to ensure that symptoms are distinguishable from imaginary play.†(American Psychiatric Association, 2000) Prevalence Co morbidity In clinical populations, the estimated prevalence of DID ranges from 0.5 to 1.0% (Maldonado, Butler, Spiegel, 2002). In the general population, estimates of prevalence are somewhat higher, ranging from 1-5% (Rubin Zorumski, 2005). Females are more likely to receive a diagnosis of DID, at a ratio of 9:1 (Lewis-Hall, 2002). This author also contends that the disproportionately high number of females diagnosed with DID dispels the notion that incestual abuse is largely responsible for the development of DID. High percentages of individuals with DID have comorbid diagnoses of Post-Traumatic Stress Disorder or Borderline Personality Disorder (Gleaves, May, Cardeà ±a, 2001). In addition, individuals diagnosed with DID commonly have a previous diagnosis of Schizophrenia. However, this most likely represents a misdiagnosis rather than comorbidity, due to the fact that both disorders involve experiencing Schneiderian symptoms (ibid.). Other possible comorbid disorders involve substance abuse, eating disorders, somatoform disorders, problems of anxiety and mood, personality disorders, psychotic disorders, and organic mental disorders (ISSD, 2005), OCD, or some combination of conversion and somatoform disorder (Kaplan Sadock,Show MoreRelatedDissociative Identity Disorder ( Dissociative Disorder )1040 Words   |  5 PagesDissociative Identity Disorder Dissociative identity disorder, formerly known as Multiple Personality Disorder, is a mental illness that is greatly misunderstood, much like many other mental illnesses. Nicholas Spanos, Professor of Psychology, hypothesized Multiple Personality Disorder as a defense against childhood trauma that creates â€Å"dissociation† or a split mental state. The trauma sustained during childhood is so substantial, that the individual creates different identities to cope with itRead MoreDissociative Identity Disorder ( Dissociative Disorder )1194 Words   |  5 PagesDissociative Identity Disorder is a disorder distinguished by the existence of two or more distinct personality states. It is also known as DID or Multiple Personality Disorder. It is very rare, with only 20,000 to 200,000 known US cases per year. Currently, there is no known cure, but treatment can sometimes help. Many believe that DID can be caused by a significant trauma and is used as a coping mechanism to help avoid bad memories. The disorders most often form in kids victim to long-term physicalRead MoreDissociative Identity Disorder2780 Words   |  12 PagesDissociative Identity Disorder Imagine waking up in a new house, town, city, even state and not knowing how you got there. Now add onto that thought of forgetting almost a year of your life because someone else, or something, has taken over your body. That is just a look into dissociative disorders in general. Dissociative Disorders are ‘extreme distortions in perception and memory† (Terwilliger 2013). Dissociative Identity Disorder (DID), or previously known as Multiple Personality Disorder, isRead MoreDissociative Identity Disorder2296 Words   |  9 Pagesdefines dissociative identity disorder (DID) as the occurrence of a minimum of two different personalities and maybe more than two. It also clarifies that the switching between the distinct personalities can be observed by the individual who is suffering from dissociative identity disorder or witnessed by others. (Barlow, 2014, P. 1). This disorder used to be known as multiple personality disorder, which is more recognized and understood to peop le without a psychology background. This disorder can beRead MoreDissociative Identity Disorder1221 Words   |  5 PagesThis research paper is about Dissociative identity disorder (DID) as known as multiple personality disorder. DID in which a person could have many different parts to their personality due to severe stress and an experience of a trauma. A person with DID when the have control over their one identity they cannot remember what they did when their other identities were in control. Most of the time people with DID have two personalities but they could have more than two which is referred as alters. ThenRead MoreDissociative Identity Disorder : Dissociative Identification Disorder1485 Words   |  6 PagesDissociative Identity Disorder Dissociative Identity Disorder is a mental disorder where an individual experiences two or more distinct personalities. When an individual is diagnosed with Dissociative Identity Disorder, one personality has dominant control of an individual. This personality controls how a person may act and how they live everyday life. A person diagnosed with this disease may or may not be aware of their alternate personalities. Each personality is contrasting of each other withRead MoreDissociative Identity Disorder2158 Words   |  9 Pagesâ€Å"Dissociative Identity Disorder† Through out the years there has been many disorders that continue to be diagnosed on people, many can be difficult to deal with. Some of these disorders can be uncontrollable and can make it harder on the patients who are trying to get better. Disorders are not sicknesses that can be cured and gone with a couple of doses of medicine, disorders are serious problems a person has to deal with usually if not for a large amount of time, it can be every day for the restRead MoreDissociative Identity Disorder1030 Words   |  5 PagesDissociative Identity Disorder Defining what is abnormal is not necessarily easy. There are many different criteria to determine what exactly is normal and what is abnormal. According to Ciccarelli and White (2012) as early as 3000 B.C.E. there have been human skulls found with holes in them. Archaeologists suspect this was caused because of the treatments they had years ago such as â€Å"trepanning†. Trepanning is done nowadays as well to remove extra fluids from the brain, as for years ago doctors didRead MoreDissociative Identity Disorder ( Dissociative Personality )1254 Words   |  6 PagesDissociative identity disorder (previously known as multiple personality disorder) is thought to be a complex mental condition that is likely brought on by numerous variables, including serious injury amid early adolescence generally compelling, repetitive physical, sexual, or psychological mistreatment. The greater part of us have encountered mild dissociation, which resemble wandering off in fantasy land or losing all sense of direction at the time while taking a shot at an undertaking. In anyRead MoreDissociative Identity Disorder1678 Words   |  7 PagesDissociation is defined as â€Å"a mental process, which produces a lack of connection in a person s thoughts, memories, feelings, actions, or sense of identity† (Grohol, 2016). The Dissociative Identity Disorder (DID) is a severe condition in which two or more separate, distinct identities or personality states are present in an individual. In other words, a person has, what seems like, actual distinct and contrasting people in their head and these â€Å"alters† are able to take control of an individual’s

Same Sex Marriage Should Be Legal - 1356 Words

Don’t we all have the right to be happy? This is a common question that is raised, when it comes to the topic of same-sex marriage. Throughout the course of history the gay community has faced many challenges, from admitting to being homosexual to fighting for their rights. However, just recently the hot topic among gays is same-sex marriage. There are many that argue that same-sex marriage is unconstitutional and that all people should be ale to live as they want. On the other side of the spectrum, people argue that it is wrong because it says so in the Bible, or that it doesn’t follow traditional values, or even that it doesn’t promote procreation. The issue of same-sex marriage should not be an issue of debate; everyone should be able†¦show more content†¦Also, â€Å"ended the federal policy of treating homosexuals as security risks and was the first president to invite gay activists to the White House.(American Decades)† Although they have fac ed many challenges, they have made slow progress over the years. Today the LGBT movement is more alive than ever, â€Å"opinion is changing in the U.S.(Obama’s Embrace†¦)† more and more people are becoming open to the idea of giving gays the right to marry, it has become legal in some states and the list is expanding. It has even become more open in politics. My candidate, Wendy Davis, is a woman who has faced several challenges, as we all have. Raised by a single mother, and being a single mother herself by the age of 19, she had to start working at a young age to help her mother out and later on to create a â€Å"better life for her young daughter.(Texas State Senator..)† This demonstrates the importance of family to her and how independent she is. She studied at Tarrant County Community College for two years and then transferred to Texas Christian University. Davis graduated first in her class with a bachelor’s degree and was accepted into Harvard Law. Once she graduated from Harvard Law with honors, she became an attorney in Fort

Quality in Customer Focused Operations of Singapore Company Ltd

Question: Describe about the Quality in Customer Focused Operations of Singapore Company Ltd. Answer: Quality in Customer Focused Operations of Singapore Company Ltd Singapore Company LTD is a food processing industry. It is categorized under snacks manufacturing companies. It also has spice production sector. The potatoes production sector produces potatoes products such as raw nuts, crisps, peas, dry fruits, crackers and fruit based snacks. On the spice section, the company produces teriyaki cashew, garlic, mocha almond, rosemary pistachio, cheddar cheese almond. The company is responsible for manufacturing and packing their products. Ones the products are ready for distributions, their sales marketing team distributes their products to local shops, supermarkets and major malls countrywide. They also have export orders that are sold to their customers overseas in America, Europe and in Africa. The company uses heavy machinery for production of their products. This fact provides a job opportunity for quality assurance team to ensure that products produced are best for human consumption and do not contain any foreign materials after packaging. Their products are popular worldwide and have been used since 1973. In this essay, we are going to study a quality assurance management system and how it works with the production team to ensure that products produced in the company are competitive enough to outshine products offered by other competitive potatoes industries manufacturing similar products. We are also going to discuss the strengths and weaknesses ITO (Input, transforming activities and output) and solutions to increase the productivity of the company. Duties and responsibilities of the Quality Assurance team The major role of the QA management team is to use their leadership skills to direct employees to follow food safety policies and to make observations to ensure daily activities runs through smoothly, Other duties that they excecute includes, team communications, resource scheduling and enforcing the use of SOP( Service of operation). The QA team at Singapore Company are responsible for receiving or rejecting raw products and fruits purchased by the finance department. They use their skills to analyze products (potatoes, spices and fruits) that are suitable for human consumption. They are also responsible for ensuring that the production department is clean. This process is done on a daily basis to ensure foreign substances do not contaminate products produced in the company. The quality management team are also responsible for taking samples of first products produced, analyze and approve them to be of recommended quality before giving the go-ahead to machine operators to manufactur e more products. The QA team also take samples of every product approved for manufacturing in the factory to the shelf life store. These products get arranged according to their batch number issued before being manufactured. This process helps to communicate with customers whenever a complaint might arise regarding a specific batch number. The team can always communicate to customers to return products of a specific batch number whenever a customer complaint is raised within the company or from the consumers. The quality assurance team plays the responsibilities of checking and confirming if good bought by a company or an industry meets food safety policies. They are also responsible for providing the management team with the test results. QAs are also expected to come up with innovations to help improve the quality of service offered by a specific company. Operational process needed to manufactured products Raw potatoes and other raw products are received by the QA department from supplies. Samples of every good received are taken to the laboratory to be analyzed. If the samples are good, the goods are accepted. If the samples are of poor quality, the QA department rejects them. Accepted goods are then taken to store for storage. In this case, we are going to study processing of crisps. Raw potatoes get washed in the bath tank conveyor where crisps production begins. At the peeler, the Quality Assurance team is expected to analyses and make sure that the potatoes are cleaned at the bath tank appropriately. Ones that process is complete, the washed potatoes get projected to the peeler conveyor. It is also the work of the quality management team to ensure that the casuals employed in the peeling area use the peeling machine appropriately to produce neatly peeled potatoes. After that, the peeled potatoes are then moved to the slicing area by an automated conveyor. On the slicing area, the QA department is expected to ensure that casuals employed in that department use the clean blades for slicing the potatoes. The slicing blades are adjustable depending on the product that is manufactured. It is the obligation of the QA department to ensure that worn out blades are replaced on a daily basis. The most appropriate size for blades has dimensions of 880x510x980 mm and 1130x660x1130 mm. This process is done to ensure that the slicing machine produces sliced potatoes chips of high quality. The sliced potatoes are then placed in clean perforated buckets to allow water to run out the product. The QA department works close with the casuals at the slicer department to ensure that they use clean perforated buckets in this stage. After that, the dry sliced potatoes are then dipped into the fryer manually by a casual stationed at the fryer. It is the obligation of the of the QA department to ensure that cooking oil used in the fryer is fresh. The QA is als o responsible for ensuring that the machine operator at the fryer used the right temperature to fry the sliced potatoes. The appropriate temperature for this process is 185- 365 degrees C. The fryer is programmed to fry the sliced potatoes for 20 minutes. After that processed, the machine automatically transports the sliced potatoes to the sorting conveyor. At the sorting conveyor, the QA team has a group of casuals assigned to sort out uncooked potatoes and brown crisp from good quality crisp. The uncooked potatoes are taken back to the fryers to be re-cooked, the brown crisp is packed separately in plastic bags and is sold to consumers as brown Crips at low cost. It is the responsibility of the quality assurance team to ensure that this process runs smoothly and for consumers to get high-quality crisps. The sorted good crisps are transported to the flavoring section by an automated machine. At the flavoring section, the QA closely monitor the flavoring process to ensure that the machine operator at the flavoring department uses the right flavor. Before that, the flavor is tested in the laboratory by the QA department to ensure that the flavor is of the best quality for human consumption. Samples of flavored crisps are taken at this point and also tested in the laboratory by the QA department. A go-ahead to continue flavoring the crisp s is then issued by the QA department for processing the crisps. One's flavoring is done, flavored crisps are then transported to packaging department using an automated conveyor. At the packaging departments, the QA team is responsible for ensuring that reels used for packing the crisps are of substantial standard. It is the obligation of the QA department to ensure that products manufactured are sealed appropriately following global rules for packaging. The weight of the packed products should weigh as per g/ kg indicated on the package sealed including compressed air in the packets. The packed products are then passed on a metal detector to ensure products dispatched to the market are safe for human consumption. It is the responsibility of the QA department to ensure that this process runs smoothly. Other than that, the QA department is also expected to ensure that appropriate bar codes are printed on the packages for future traceability of products in case customer complaints arise. Crisps/ Chips manufactured are packed using specific bar codes on day and night shift. Barcodes play a prominent role for future referencing whenever a product has a customer c omplain. This allows easy tractability of individuals who manufactured the product and also identifying products that might have an issue when one customer complaint is raised. The barcodes also have information on raw products used to manufactured product. (European snacks association 2014). The QA manager then inspects cartons as they pass through the metal detector. Cartons manufactured and have no quality issues are then dispatched to the stores for storage. At the stores, the QA team inspects to ensure that cartons are stored on pallets in the store. The logistics department then dispatches the stored products as they receive orders from customers. Quality Management as a reflection of customer expectations Customers determine if a business will be successful or not. Meeting their expectorations and needs require market research on their preferences, likes and dislikes of customers in the market. The quality Assurance team plays a prominent role to ensure that customers are satisfied with the quality of goods sold to them. The quality management team works with the management team to ensure goods produced in a factory are safe for dispatching to the market and are fit for human consumption. Good customer value is the key to running a successful business. Managing strict quality preference makes the suppliers to offer best products in the competitive market. When a company is in a position to offer the best comparative products, customer satisfaction is achieved. Customer satisfaction increases preface to buy a specific product which increases sales of products and services (Section D. 2008). According to (Wehmeier 2000), Customer expectation is to have the best quality of any product from its suppliers. The QA department is also expected to organize, prepare and interpreted information recorded when receiving and dispatching goods to enlighten the company about input and output of products manufactured. Due to all this logics, there is a need to employ Quality Assurance managers in an organization. By choosing the right quality Assurance managers professionals. The team is likely to research on customers expectations from products and services offered by a specific institution. If a company is successful in identifying and delivering the diverse customer expectation in the competitive world, products, and services sold to customers the company is likely to generate profits at a competitive level. Customer satisfaction is the act of meeting customer preference by offering high-quality products that meet their taste and preference. (Johnston and Clark 2005). Having a quality Assurance management team is beneficial in a company. This team ensures that products and services delivered to its customers are of the best quality. The quality assurance team also ensures that risks of customer complaints are reduced by monitoring every level of production and confirming that the services meets consumer requirements. Every company has a Service of operation procedure addressed to employees to use while they are on their shifts. The Sop (Service of operation) is created with the QA team to give instructions to employees on acceptable procedures to imply while working in the factory. Quality Management/ Control plays a crucial role to encourage quality consciousness and the satisfaction of customers. It also helps to reduce production cost, helps in the utilization of resources, reduce inspection cost, encourages goodwill, offers their moral for employees, supplements employee- employer relationship, enhances production techniques, offers substantia l advertisement, determine price factor of products, improves sales of products and services. Potential quality problems that might exist in a crisps production company On the receiving area, the QA are required to take samples of potatoes received to reduce instances of processing Crips using rotten potatoes. Other than that, when suppliers deliver potatoes of small size, the quality of crisps produced will be low. On the peeling conveyor, if the process is not monitored appropriately, dirty / poorly peeled potatoes might find their way to the slicing area and affect the final product of crisps. The QA department is needed to monitor that proper peeling is done and the peeled potatoes transported to the slicing section are clean and suitable for human consumption. On the fryer, possible problems that are likely to occur is the use of dirty oil that may affect the color of crisps produced. Its the work of the QA department to ensure that oil in the fryer is replaced after every shift to prevent such issues from occurring. On the sorting conveyor, the possible problem that is likely to occur is when the sorting team fails to sort out Brown and uncook ed potatoes. This factor may result to raise of customer complaints whenever customers get uncooked potatoes in the crisps they buy. On the flavoring department, an issue can occur when the machine attendant use expired flavored to process crisps. This fact may affect the quality of crisps packed to consumers. It is the responsibility of the QA department to ensure that the best flavor is used on this stage. On the packaging department, the possible problem that may occur is when the packaging machine operator prints wrong batch numbers and barcodes on the packaging reels. This factor might affect tractability when there is a customer complaint. It is the obligation of the QA team to monitor and ensure that correct batch number and barcodes are printed on the reels before packaging process begins. Conclusion The Quality Assurance/ Management team plays a prominent role in a manufacturing company. They help to ensure that activities runs smoothly in the company and also make sure that customer complaints issues are reduced. The QA ensures that there is a consistent production of products regarding the quality. We can, therefore, come to a conclusion that the QA team is the main success generator in a company. The QA department in different companies should be given up-to-date training to ensure that they are aware of possible risks that they should give attention when they are on duty. References YourArticleLibrary, (2016). 12 Importance or Benefits of Quality Control | Production Management (Online) Retrieved from https://www.yourarticlelibrary.com/production-management/12-importance-or-benefits-of-quality-control-production-management/26173/ Retrieved on 12th Dec 2016. European Snacks Association, (2016). Chip / Crisp Manufacturing Packaging (Online) Retrieved From: https://www.esasnacks.eu/crisp-manufacturing-packaging.php Retrieved Date: 12th Dem 2016. Djoko Setijono, (2008). The Development of Quality Management toward Customer Value Creation (doktorsavhandling). ISBN: 978-91-7636-592-2. Mats Johansson, (2008). Klassformering och klasskonflikt i Sdra och Norra Mrh- rader 1929 1931 (licentiatavhandling). ISBN: 978-91-7636-591-5. Birgitta E. Gustafsson, (2008). Att stta sig sjlv p spel. Om sprk och motsprk i pe-dagogisk praktik (doktorsavhandling). ISBN: 978-91-7636-589-2. Daniel Ericsson, Pernilla Nilsson, Marja Soila-Wadman (red.), (2007). Tankelyft och brkraft: Strategisk utveckling inom Polisen. ISBN: 978-91-7636-580-9. Marcela Ramrez-Pasillas, (2007). Global spaces for local entrepreneurship: Stret- ching clusters through networks and international trade fairs (doktorsavhandling). ISBN: 978-91-7636-577-9. Kotler, P. and K. Kelvin, (2006). Marketing management. 12th Edn., New Jersey: Pearson Education Inc. Medknow Publications, (2016). Quality assurance: Importance of systems and standard operating procedures (Online) Retrieved From: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3088954/ Retrieval Date: 12th Dec 2016. Blaha T, (n.a). The Importance of Quality Assurance and Food Safety in Modern Food Production Systems (Online) Retrieved From: https://agriculture.de/acms1/conf6/ws3qual.htm Retrieval Date: 12th Dec 2016. Amber C, (2013). Quality Management Team, Roles and Responsibilities (Online) Retrieved From: https://confluence.cornell.edu/display/qm/Quality+Management+Team,+Roles+and+Responsibilities Retrieval Date: 12th Dec 2016. Linton I, (2016). Duties Responsibilities of Quality Assurance Managers (Online) Retrieved From: https://work.chron.com/duties-responsibilities-quality-assurance-managers-20252.html Retrieval Date: 12th Dec 2016 Singapore Company, (2016). ENTERPRISE EUROPE NETWORK (Online) Retrieved From: https://business-russia-een.ru/en/profiles/element/17/a-singapore-snacks-manufacturer-is-looking-for-suppliers-of-raw-nuts-dried-fruits-beans-crisps-and-o/ Retrieval Date: 12th Dec 2016 Kable Intelligence Limited, (2016). Walkers Crisps Production Line, Leicester, United Kingdom (Online) Retrieved From: https://www.packaging-gateway.com/projects/walkerscrisps/ Retrieved Date: 16th12/ 2016.

The Cultural Impact Of 9 11 English Literature Essay free essay sample

The cultural impact of 9/11 has been likened to a autumn from grace, the loss of US artlessness as the state suffered the first onslaught on its ain dirt since the civil war. Make you hold or differ with this point of position? Critically examine a scope of cultural texts to exemplify what you see as the cultural impact of 9/11 on the US corporate mind. As the Pentagon and universe trade towers were fall ining on September 11, 2001, so was the apparently really strong American psychological science. Not merely the edifices were enduring from onslaught and devastation, but besides the unsusceptibility, artlessness and the great image of America, that the state has been constructing since the civil war being the most powerful and influential state in the universe. 9/11 has become a important historical event of twenty-first century and the ground of the turnover in the U.S civilization. The manner 9/11 impacted the American society and its wake is good represented in ONeill s fresh Netherland. We will write a custom essay sample on The Cultural Impact Of 9 11 English Literature Essay or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The consequence has been undeniably influential over the lives of the households, one of which is discussed in this work. ONeill tells the narrative of a Dutch-born Hans new wave lair Broek, whose matrimony clefts apart after the incident of 9/11 and Hans is left without the married woman and boy. The book shows the loss of the trust in American unsusceptibility when Hans s married woman Rachel thinks of London as a much safer topographic point to populate and takes their boy to England. She calls the U.S. ideologically diseased. ( Garner ) The fact that Americans were confused by the event is clearly seen in the treatment of the nature of the incident by Rachel and Hans about whether the state of affairs was the European Jews in the 30s or the last citizens of Pompeii, or whether the state of affairs was simply near-apocalyptic, like that of the cold war dwellers of New YorkaˆÂ ¦ ( Garner ) . Despite the destructive catastrophe that has significantly affected Americans psychological science the state was shortly remedied and got the hope of returning to the top of the hill. This relief is proved by Hans s action taken when he is left entirely. Broek tries to happen his alternate metropolis by fall ining the cricket squad in New York and going one of the few white work forces playing at that place. He meets Chuck, immature Trinidadian who is alive in ways Hans is non, has an American dream and hopes for constructing a universe category cricket sphere in Brooklyn. ( Garner ) Despite all the daze and desolation 9/11 brought to them, Americans still were hopeful of the hereafter and looking frontward to peace, which is shown in the Netherland. The two characters symbolize peace and a start of a new epoch as a cricket, which, harmonizing to Chuck, will be played by the two enemies after the war ends. Chuck says: With the New York Cricket Club, we could get down a whole new chapter in U.S. history. ( Garner ) . He symbolizes the hope and the aspiration that is still left to Americans to reconstruct, reconstruct and turn their state into what Reagan called The Shining City on the hill once more. Another novel that good represents the impact and alteration 9/11 brought to the American society is The Emperor s Children. The three expensively educated characters, Daniel, Julius, and Marina come together and embody the different methods by which American privilege is built up and sustained. However, their lives change along with the visual aspect of two lay waste toing forces represented by the new characters Ludovic Seeley and Bootie. Bootie who is college drop-out and merely moved to the New York City discovers that his idealised uncle Murray s vaunted genuineness is non what it seems to be, which sort of inquiries America s idealised, perfect image to the universe. Murray Thwaite is presented as the spread between existent and perceived in the novel. On the other manus, bootee represents battle over position, and becomes novel s hero and antihero at the same clip. He polarizes Thwaite household by exposing Murray in Seeley s magazine article. Even though the household is polarized George gilbert aime murphy on one side and his girl on the other, Mr. Thwaite is still worried about his girl s achievements, who is stymied by the absence of any restrictions against which to arise. Messud criticizes American civilization before 9/11. She despises publications like McSweeney s, The Onion and The New York Observer, which represent a coevals s deficiency of aesthetic way, magazines that are nt for anything, merely against everything. ( Excerpt of The Emperor s Children by Claire Messud: Our Chef Is Very Celebrated in London. ) 9/11 s devastative events go on in the terminal of the book. The revolution it brought, as Marina provinces, was brought from the people far off and non by Americans. The harm Bootie brought to the household of Thwaite is the closest to show the manner book holds the events of September 11: It was an amazing, a fearful idea: you could do something inside your caput, as immense and lay waste toing as this, and slop it out into world, make it truly go on. You could for immorality, but if for immorality, so why non for good, excessively? alteration the universe. ( Excerpt of The Emperor s Children by Claire Messud: Our Chef Is Very Celebrated in London. ORourke ) The novel unimpeachably reminds us of how wide and indurate human imaginativeness can be and that the world of it is merely unchangeable. Unlike the originative heads of humanity, the perceptual experience of the universe changed and affected non merely the characters of The Emperor s Children, but all the heads of Americans. As Susan Faludi in her book The Terror Dream concluded, Feminists were one of the first casualties of the 9/11 cultural impact on American mind. Harmonizing to her, womens rightists demand for the equal position before 9/11 softened the state for the onslaught. Now that it needed more adult male power and maleness for warfare to salvage their universe, womens rightists reduced the activities and shaped their heads with what Faludi describes as a not now, honey, we re at war outlook. Faludi states that adult females were underrepresented in media after 9/11 and even the few of them, who could do it to the platform criticized feminism. A impression of work forces as strong defenders and adult females as victims made rejoinder. ( Leddy ) Furthermore, Faludi discusses how the post-9/11 media portrayed the American leaders with such amusing exaggeration as Texas gunmans and caped superheroes. This inclination continued and became more absurd in 2004, when both President Bush and Democratic campaigner John Kerry competed to demo who the more committed huntsman was. This sort of attitude led to the outgrowth of superhero myth, the chief ground of which was the being of guiltless adult females dependant on the demand of work forces s protection. ( The ma and apple pie myth. ) Yet, 9/11 widows, known as Jersey Girls started to oppugn the errors and failures of American intelligence that turned into being the grounds connected to the annihilating event. Females like Karen Hughes, who unselfishly left her occupation at White House as presidential speechwriter and returned place to her childs, became new illustrations for the American adult females. ( The ma and apple pie myth. ) The 9/11 impact on Hollywood is described in the most provocative chapter of The Terror Dream. Faludi exposes the manner Hollywood used the existent life events that happened as the effects of September 11. She exposes the illustration of Private Jessica Lynch, who rescued from an Iraqi infirmary as: It was a narrative of a maiden in demand of deliverance. Faludi states that military deliverance was made for Hollywood. Furthermore, as BBC showed later, hospital staff had an effort to return Lynch to American forces before every bit good, merely to avoid American soldiers shots to their ambulance. The deliverance of Lynch led to a bestselling personal memoir that Lynch did nt compose, and that suggested, against Lynch s ain expostulations, that she d been raped. Faludi exhaustively traces the roots of post-9/11 myths back to the Puritans. Peoples viewed catastrophes as God s retaliation fractiousness. Faludi argues, that adult females were frequently the victims of the terror s, e.g. the Salem enchantress tests. The author looks at the frontier myth of strong work forces protecting weak adult females from Indians and southern inkinesss and provinces: Our ascendants had already fought a war on panic, a really long war. ( The ma and apple pie myth. ) In the terminal of the book, Faludi accounts the haste to get down a war against panic in Iraq and Afghanistan to the media: The media-inflamed demand for a virile victory drove our stampede to war, while the domestic assault on treasonists and moral imbeciles foreclosed any rational prewar treatment. Faludi inside informations the terrorizing effects of Americans station 9/11 phantasies: By life in a myth, we made the universe and ourselves less secure. By declining to cope with the existent failures that led to 9/11 we leave ourselves unfastened to farther onslaught. ( The ma and apple pie myth. ) As the war against panic, that harmonizing to Faludi was fought by ascendants of America for a long clip broke out once more after 9/11 with more cruel and rough ways to contend, anguish became one of them and acceptable for broader society. The Television series 24 portraying the most ghastly scenes became the most influential show that turned American s more emotionally strong and tolerable of anguish. The chief, most indestructible hero of 24 Jack Bauer battles with terrorists who threaten America s peace, by tormenting them and acquiring truth and more information about the dangers in this manner. Seasonableness and prevision of current events are one of the most singular things about this show, as it was launched several yearss after the 9/11 events. The Television series includes enhanced question techniques that Jack Bauer uses to avoid catastrophe and even though he is a good cat. On one manus, anguish still continued to be indefensible, even though Clint Eastwood introduced it as something that could be acceptable in his film Dirty Harry 30 old ages before the 9/11, and had no impact on American society. However, in post-9/11 epoch, this sort of terrible penalty became more acceptable for the U.S. 24 brought anguish to the life suites of 1000000s of people all over the universe. The fact that it became normal and acceptable for the society on expansive graduated table is really obvious as Kiefer Sutherland, playing Jack Bauer, received Emmy nomination for every season of the Television show. The non-profit organisation, Human Rights First, found out that the figure of anguish cases on premier telecasting dramatically increased after 9/11 onslaughts. The Parents Television Council criticized 24 and called it the worst wrongdoer on the telecasting and the leader in the tendency of demoing the supporters utilizing anguish. ( OMathuna ) Despite the critics, the Television show still continued demoing anguish as acceptable method of acquiring the information and avoiding catastrophe, and reached its extremum in season seven. In this season, Jack Bauer is believed, that what he does is necessary to protect guiltless lives. Bauer thinks, that in certain fortunes the jurisprudence must be broken ; this changes the image of America, as the state that ever respects the Torahs. Despite the fact, that even president being against the unethical behaviour and illegal actions, in the terminal of the season FBI agent Vossler still considers anguish as an option of penalty for one of the captured leader terrorists. This fact stated that even FBI agents, who were supposed to be more respectful towards the jurisprudence than any other citizen of the U.S. were so affected by the catastrophe of 9/11, that they started playing the same game as terrorists did and violated the jurisprudence when they had to penalize the enemies of th eir state. 24 went far beyond from being fictional play and act upon the public sentiment and authorities policies on anguish. Joel Surnow, co-creator of 24 claimed, that the Television show captured overall temper of Americans and forced them to see what the menaces to national security were like in world. He says, that adequately covering with these menaces involves utmost steps, and Jack Bauer, being a nationalist, takes these steps to contend against panic. Furthermore, the executive at Fox Television David Nevins claims that the utmost steps are sometimes necessary for the greatest good. ( OMathuna ) On the other manus, the instructors of military question raised the concerns about the show and the dean of US military academy west point and United States most experient military and FBI inquisitors asked the manufacturers to alter the manner they showed anguish, as it interfered the preparations of American soldiers, doing them go more accepting towards this immoral and illegal behaviour. It became much more hard to do military pupils believe that even though terrorists did non esteem international jurisprudence and Geneva conventions, they should non hold been moving in the same manner. However, the soldiers were claiming that anguish may do Jack Bauer some angst ; it is ever the loyal thing to make . ( OMathuna ) 24 became a portion of the existent life in US prison cantonment at Guantanamo Bay, Cuba. Lieutenant-Colonel Diane Beaver wrote that since many people were the fans of Jack Bauer, they got a batch of thoughts of terrible questions in Guantanamo. The show encouraged people to make something that went beyond what they had done earlier. ( OMathuna ) Even the Judgess at Supreme Court justify anguish in some instances. One of them is Canadian justice Antonin Scalia, who said, that even though condemnable jurisprudence was against Jack Bauer because of his workss, the jury would non convict him, because he had saved Los Angeles and the lives of 1000s of people. ( OMathuna ) The fact that American society supports utilizing anguish as the question technique is individual handedly proved by the monolithic popularity of the show within the state. It justifies utilizing tough tactics against high-ranking Al-Qaeda operations. The fact that 9/11 truly challenged American idealism and dream is clearly presented in Allison Taylor s address, who represents a character of U.S. president: When I took the curse of office I swore to myself and to the American people that this state would go on to be a force for good in this universe. We are a state founded on ideals, and those ideals are being challenged today. Now, how we respond will non merely specify this disposal, but an full coevals. And non merely Americans, but Sangalans and anyone else who looks to us for counsel and strength. I wo nt neglect them. ( OMathuna ) In 24 anguish becomes a normal, usual act, when Jack Bauer tortures his girlfriend while doubting, that she knows something about the terrorist but when he understands that his girlfriend knows nil about the felons and it was incorrect to penalize her, they kiss each other and reunite once more. Lieutenant-colonel Beaver says that justification of anguish at Guantanamo became easier after the restraints that Geneva conventions set to them were removed. He besides stated that so long as the force used could credibly hold been thought necessary in a peculiar state of affairs to accomplish a legitimate authorities aim, and it was non applied maliciously or sadistically for the really purpose of doing injury. ( OMathuna ) Therefore, in the existent post-9/11 life utilizing people as assets and forfeits in the war on panic became acceptable. Anguish denies comprehending a individual as a human being, the cardinal position of every adult male on the Earth. 9/11 has found its manner in the music every bit good. The vocalist that presents the deeper apprehension of those black events is Bruce Springsteen, whose whole album The Rise includes the vocals about 9/11. Although one of the vocals My City of Ruins was ab initio written about the devastation of Asbury Park, New Jersey, its wordss got a new apprehension after the terrorists onslaughts on September 11. Another vocal Into the Fire is about the 9/11 heroes, who sacrificed themselves for others lives. The vocal shows that despite of this sort of loss a hope can still emerge. You gave your love to see in Fieldss of ruddy and autumn brown You gave your love to me and put your immature organic structure down Up the steps, into the fire Up the steps, into the fire I need you near but love and duty called you someplace higher Somewhere up the stepss into the fire May your strength give us strength May your religion give us faith May your hope give us hope May your love give us love. ( Springsteen ) The chorus, which repeats eight times during the vocal, gives it a significance of the historical event, the nucleus points of which are self-sacrifice, bravery and the integrity of community, that are created by utilizing those personal virtuousnesss. Many of the vocals from this album remind Americans to contend immoralities by integrity. This is expressed in one of the vocals Mary s topographic point where the vocalist calls the people to fall in the local assemblage and hence closely unite. Finally, even though Sprinsteen s this album returns to the September 2011 events in less political and more concentrated love of household, friends, neighbours, and topographic point, which in the terminal are believed to play the critical function in acquiring back peace and the grace of America. Therefore, the cultural texts analyzed above shows that despite of the large Fall from the Grace America experienced and the alterations it brought, after more than a decennary from the incident American people, more careful and bulletproof, continue to construct their land the land of the free and the place for the brave and be proud of being American.

Hebrew Syllabus

Hebrew Syllabus IBMYP LEVEL: Level 4 and 5Mrs. Orit cohen2014s of such activities include but are not limited to the following definitions:A. CheatingUsing or attempting to use unauthorized assistance, material, or study aids in examinations or other academic work or preventing, or attempting to prevent, another from using authorized assistance, material, or study aids. Example: using a cheat sheet in a quiz or exam, altering a graded exam and resubmitting it for a better grade, etc.B. PlagiarismUsing the ideas, data, or language of another without specific or proper acknowledgment. Example: copying another person's paper, article, or computer work and submitting it for an assignment, cloning someone else's ideas without attribution, failing to use quotation marks where appropriate, etc.C. FabricationSubmitting contrived or altered information in any academic exercise. Example: making up data for an experiment, fudging data, citing nonexistent articles, contriving sources, etc.D. Multiple Submission sMultiple submissions: submitting, without prior permission, any work submitted to fulfill another academic requirement.E. Misrepresentation of academic recordsMisrepresentation of academic records: misrepresenting or tampering with or attempting to tamper with any portion of a student's transcripts or academic record, either before or after coming to Scheck Hillel Community Day School. Example: forging a change of grade slip, tampering with computer records, falsifying academic information on one's resume, etc.F. Facilitating Academic DishonestyKnowingly helping or attempting to help another violate any provision of the Code. Example: working together on a take: gaining or providing unauthorized access to examination materials, obstructing or interfering with another student's efforts in an academic exercise, lying about a need for an extension for an exam or paper, continuing to write even when time is up during an exam, destroying or keeping library materials for one's own use., etc.* If a student is unsure whether his action(s) constitute a violation of the Code of Academic Integrity, then it is that student's responsibility to consult with the instructor to clarify any ambiguities.Citation: Penn: Academic Integrity at Penn. (n.d.). Penn: University of Pennsylvania. Retrieved June 25, 2013, fromupenn.edu/academicintegrity/ai_codeofacademicintegrity.htmlTurnitin.com:This site is used by ALL INSTRUCTORS at Hillel for turning in end of unit essays, projects, etc. In addition, a teacher reserves the right to submit ANY student work to the service at their discretion, and check other sites to authenticate student work.Technology policy:Each student has signed and acknowledged the appropriate use policy for technology, and will be held to the standards identified in this document.Acknowledgement:I understand the contents of this syllabus, and will abide by the conditions set forth herein.Student signature: Parent/guardian signature:______________________________ ____ __________________________________Date: ___________________________Appendix AScheck Hillel Community SchoolJewish Holiday Test, Quiz, HW andAthletic Games and Practices Policy 2014/15In an attempt to provide clarity with regards to our Test/Quiz/HW and Athletic Practice/Game policies both before and immediately after Jewish holidays please see this document with all the details, dates and policies per Jewish holiday over the course of the year.Please review this detailed list carefully and let me know if you have any questions or concerns.If you would like an explanation as to what each of these holidays are all about I would be happy to sit with you and learn.Rosh Hashana:Wed. Sept. 24 - day before Rosh Hashana/No Classes - HW may be given that day that is due for Mon. Sept. 29. No athletic practices or gamesThurs.-Fri. Sept. 25/26 - Rosh Hashana - No Classes - No HW can be done on these daysTzom Gedalia:Sun. Sept. 28 - No athletic practices or gamesYom Kippur:Fri. Oct. 3 - da y before Yom Kippur - No Classes - HW may be given that day that is due for Mon. Oct. 6Sat. Oct. 4 - Yom Kippur - No ClassesSukkot/Simchat Torah:Wed. Oct. 8 - day before Sukkot - No Classes - No HW can be given that day that is due for Mon. Oct. 13Thurs-Fri. Oct. 9/10 - First Days of Sukkot - No ClassesMon.-Tues. Oct. 13/14 - Chol HaMoed Sukkot - No tests or quizzes. Homework can be given if it is absolutely necessary but no HW should be given those days that are due for Mon. Oct. 20. Yes to athletic practices and gamesWed. Oct. 15 - Day before Shemini Atzeret - No Classes - No HW should be given that day that is due for Mon. Oct. 20. No athletic practices and gamesThurs.-Fri. Oct. 16/17 - Shemini Atzeret/Simchat Torah - No ClassesChanukah:Tues. Dec. 16 - Eve of Chanukah - No HW should be given that is due during the week of Chanukah. You can give tests and quizzes on this dayWed. - Wed. Dec. 17 - 24 - Chanukah - No tests, quizzes or HW. Yes to athletic practices and gamesTaanit Est her:Wed. Mar. 4 - Fast of Esther - No tests or quizzes should be given. No athletic practices or gamesPurim:Thurs./Fri. Mar. 5/6 - Purim/Shushan Purim - No tests or quizzes should be given. No athletic practices or gamesPesach:Wed. April 1 - day before Passover - No HW, assignments or projects should be given that day that are due for Mon. April 13Thurs. April 2 - Sun. April 12 - Passover - No classesYoms:Wed. April 15 - Yom HaShoah (Holocaust Remembrance Day) - No athletic practices or games. You can give tests, quizzes and HWWed. April 22 - Yom HaZikaron (Israel Memorial Day) - No HW should be given that day that is due on Thurs. April 23. You can give tests, quizzes and HW. No athletic practices or gamesThurs. April 23 - Yom HaAtzmaut (Israel Independence Day) - No test, quizzes or HW. No athletic practices or gamesShavuot:Fri. May 22 - No HW should be given that day that is due for Tues. May 26

Choosing Your TEEN-BASED Essays - Free Essays, Term Papers

Choosing Your TEEN-BASED Essays - Free Essays, Term Papers Choosing Your TEEN-BASED Business WORKSHEET Exploring your business possibilities Instructions: In the table provided below, select three businesses that appeal to you. Rank your selections in order of your interest level in starting and running that type of business. Use a ranking of 1, 2, or 3, where 1 is your favorite and 3 is your least favorite. Type the rankings in the column labeled "Rank." Note: You are not limited to selecting only from the list of suggested businesses. If you are interested in starting businesses not listed, type them in the spaces labeled "Other." Business Option Rank Landscaping Mobile Car Wash/Car Detailing Bicycle Repair Child Care Pet Grooming Pet Care (sitting/walking) Arts Crafts 1 Pet Treats Gutter Cleaning Service CD Replication Food Preparation/Cooking General Cleaning Service Desktop Publishing PC Tutoring Academic Tutoring House Painting Freelance Writer Artist 2 Photographer 3 Music Instructor Hairstyling Other: Other: Other: 2.Assessing Your Skills Instructions: Based on the three businesses you are considering starting, list the skills that you believe are required to successfully operate each type of business in the table provided below. In the first column, key the type of business, in the second column, key the skills required to operate the business, in the third column, key an "X" next to the skills you believe you already possess. Choice #1 Skills Required Possess? Arts and Crafts. Speaking - Talking to others to convey information effectively. Yes Coordination - Adjusting actions in relation to others' actions. Yes Management of Material Resources - Obtaining and seeing to the appropriate use of equipment, facilities, and materials needed to do certain work Not Really Critical Thinking - Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems. Yes Writing - Communicating effectively in writing as appropriate for the needs of the audience. Yes Design - Knowledge of design techniques, tools, and principles involved in production of precision technical plans, blueprints, drawings, and models. Yes Choice #2 Skills Required Possess? Artist Perspective: What is it : The art of representing three-dimensional objects on a two-dimensional surface. Yes Proportions: The comparative relation of size between all the object in your scene. 50-50 Anatomy: Draw things that look believable ,humans, animals, plants but also vehicles, etc. Yes Composition: The placement or arrangement of the visual elements.Serve the artwork to the viewer eyes in a pleasing or expressive way. Yes Lighting: Lightness or darkness expressed with values of colors. Yes Choice #3 Skills Required Possess? Photographer Be creative, with a good eye for a picture. Yes Be reliable and able to meet deadlines. Yes Be motivated and determined. Yes Have excellent technical and photographic skills Yes Have computer skills, especially with computer programs such as Photoshop. 50-50 Have good communication skills. A little bit 3.Required Equipment Instructions: In the table provided below, list the equipment that is required to successfully operate each of the three businesses that you are considering starting. In the first column, key the type of business, in the second column, key the equipment required to operate the business, and in the third column, key an "X" next to the equipment you already own or have access to. Choice #1 Equipment Required Own? Choice #2 Equipment Required Own? Choice #3 Equipment Required Own? 4.SELECTING A BUSINESS PROFITABILITY Of your three potential businesses, which one do you believe would be most profitable and why? Type your response in the space provided below. 5.SELECTING BUSINESS TO START Based on your analysis of your interests, skills, equipment, and profit potential, which business have you chosen to start? Explain why you have chosen this particular business. Type your response in the space provided below.

How does the U.S. Economy affect the global economy Essay

How does the U.S. Economy affect the global economy - Essay Example The United states directly buys goods from other countries. The countries that offer their low -priced goods to the American consumers include China, India, European nations, Southern American states. Many United States companies like McDonalds, Unilever, Kentucky Fried Chicken and 7 eleven 24 hours have set up their branches in many major cities around the world.In 2006, "The mighty United States stock market is defying gravity. The unbelievable element is that the Dow Jones Industrial Average--the Americans' main share-price index--is roaring, against a slew of evidence that beyond Wall Street, America's broader economy is in very serious trouble. The Dow has in past days hit a new high, touching 11,720, a level not seen since January 2000, when shares surged off the back of post-millennium hubris and the dotcom boom"(Halligan, 2006, p. 14). This caused many stockbrokers in the United States and other stock exchanges around the world that the United States economy looked ghastly. T his is of course apologies to Al Gore in his inconvenient truth theory. The United States economy had grown by only a lowly 2.6 percent for the second quarter of 2006. This is lower than the 5.6 percent figure from the first quarter of 2006. Evidently, the United States economy is the world's largest economy. For, the United States is the biggest buyer and importer country in the world. Thus, any economic situation in the United States will definitely affect the economies of other countries in the world. The slump in the United States economy has been brought about by the slow down in consumer spending. Another major reason is that the United States housing market had finally cracked open. The house prices were two percent lower than the prior year, 2005. This resulted to the first fall in the value of United States properties starting in 1996. The Americans had borrowed large sums of money to pay for their new homes. This spending spree in the United States had brought the country' s growth and creation of millions of housing related jobs. In response, there was an increase in imported goods from Asia and Europe. Thus, the other countries were able to benefit from the increase in the United States economy. However, the robust housing economy ended sadly. There was a glut in house sales. The stocks of unsold houses was sixty percent higher than the unsold houses of the prior year, 2005. Thus, the people cut down on their spending habits because their income was tied to paying the high debts brought about by the buying of houses. A halt in the buying spree resulted to a low store sales. A slow store sales caused the retrenchment of some of its employees. One reason for the economic downturn in the United States is that the rising cost of oil has been aggravated by the rising inflation problem here (Halligan, 2006, p. 14). In 2006, the world inflationary pressure were increasing, One of the factors creating this world economic debacle is the rising oil prices. However, the impact of rising oil prices on inflation and output is currently muted as compared to prior inflationary periods in the United States and the world. This global imbalance where the global growth rate had hastened to 5.1 percent in 2006 and slowing back in 2007 to the tune of 4.7 percent has caused global imbalances that stayed pegged with the U.S. dollar foreign currency exchange rate falling at another thirty percent has cut into half the U.S current account deficits. However, the U.S. economy had only grown by three percent a year in 2006 an last year, 2007. The current economic slowdown in the United States is caused by increasing inflationary pressures. On the other side of the world, the Japanese economy has been self sustaining and its gross domestic product had risen

Patient Protection and Affordable Care Act Term Paper

Patient Protection and Affordable Care Act - Term Paper Example Finally, the essay will look into the application and implantation of reforms to a healthcare institution. There are eight major elements of the Act as outlined by The Patient Protection and Affordable Care Act (2010). The first has to do with expanding access to health insurance coverage to most citizens. This is supported by the second element, which entails the provision of financial help to low-income individuals and families. With the second element, there is an automatic expansion of health insurance coverage to citizens. The third element provides for new competitive marketplaces for entities to acquire health insurance, while at the same time ensuring consumer protection in private health insurance. The fifth element looks into closing gaps in the Medicare program that have been costly. The sixth element allows for provision of preventative care, devoid of co-pays or deductibles. This is supported by the seventh element, which promotes movement towards payment systems that reward excellent care for the patient, coupled with positive outcomes, as opposed to rewarding the volume of care. Elements six and seven promote intensive care for the patient, over extensive care. Preventative care is a large component of quality care; it takes up minimal resources in comparison to care aimed at curing the ailment. The last element promotes more transparency and reporting among healthcare practitioners. This element encompasses all the rest because for the PPACA to take full effect there is need to ensure that all practitioners are playing their role towards ensuring such effectiveness. One of the key changes to operations in the hospital is the evolution of healthcare delivery systems from a mid-level care kind of delivery model to a more virtual care kind (National Council on Alcoholism and Drug Dependence, 2014). This is

Tono-Bungay by H.G. Wells Essay Example for Free

Tono-Bungay by H.G. Wells Essay Tono-Bungay narrates the story of George Ponderevo and how his childhood was developed at the Bladesover House and in other places that he went to after his experience at the said house. Chapter 1 showed his relationship with his mother and gave the readers a glimpse of his personality and what the thought of England and London. He also related how his mother went through her job and how she brought up the narrator as he was growing up. Chapter 2 then showed the narrator’s experience at the Bladesover House, particularly his cousin Nicodemus. George Ponderevo gave a critique of religion by depicting his cousin Nicodemus and his wife as a superstitious lot and how Nicodemus lost his spine and how he could not stand up to his wife.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   After George’s experience at Bladesover House, his mother brought him to Wimblehurst where he became an apprentice to his uncle. During this time, his worldview developed by his stay at Bladesover House was being changed thanks to his uncle. In the end, however, George became disappointed with his uncle. He saw his uncle as somebody with big promises but with no capability in fulfilling them. The adventures of George continued as he became a student in London. He also witnessed the rise of Tono-Bungay and its money making schemes. As he went through school, he also learns about social norms and the difficulties of relating with the aristocracy. The narrator presents a criticism of the social norms and the lifestyles of the people in London. Yet, as he goes through his education, he also realizes how out of place he was and he thought of ways to improve his lot even with the repeated calls of people that he failed. Work Cited Well, H. G. Tono Bungay. New York: Kessinger Publishing, 2003.

Effect of Globalization on IT Service Providers in Europe

Effect of Globalization on IT Service Providers in Europe Opportunities and challenges presented by Globalization: IT Service providers in Continental Europe EXECUTIVE SUMMARY Enterprises within Europe are increasingly trying to seek the advantages of global sourcing. Unlike enterprises in U.S. or U.K., continental European countries have historically been reluctant to engage with offshore providers. The reasons were far stretched, ranging from political sensitivity, labor laws, cultural compatibility and language requirements. Globalization, however, is creating new avenues that European companies can not ignore. A recent report by Gartner shows the potential IT Offshoring market to be in the range of about $ 200 to 240 Billion. The market is expected to register double digit growth for years to come. The current offshore spending by firms amounts to just $17 Billion worldwide. This clearly shows a big gap, a huge market potential which is yet to be exploited. The huge demand has also led to emergence and growth of several new players in the field of IT Outsourcing/ Offshoring services, this is leading to ever increasing competition in the marketplace. In order to cope up with this increased competition and to provide better services, these service providers are increasingly adopting Global delivery models. By selecting an advantageous and cost effective proportion of resources worldwide, Global Delivery Model boosts business performance while also lowering costs. It also helps the supplier deliver requirements that are met on-time, within budget, and with high quality; greater efficiency and responsiveness to their clients. In Europe, nearshore models still dominate the market. But these models are continuously being updated, with more and more providers setting up Offshore Development Centers in locations like India. A framework for building an optimal combination of onsite, nearshore, and offshore delivery capabilities is provided by Capgeminis Rightshore ® model. A recent Gartner report has suggested that, the current US economic slowdown is expected to lead buyers of IT services to consider increasing the percentage of their labor in offshore locations. India will remain the dominant location for IT offshore services for North American and European buyers as a result of its scale, quality of resources and strong presence of local and traditional service providers. INTRODUCTION: EUROPEAN IT MARKET The European market remains a highly complex and competitive market with a large number of providers. Mergers and acquisitions will continue but will be balanced by new market entrants Outsourcing adoption in Europe is increasing for both infrastructure and applications; the widespread lack of well defined sourcing strategies among buyers and the realities of ever-changing business requirements will generate frequent deal negotiations and renegotiations Global delivery and utility services are irreversible trends evolving at different speeds among various European countries. The European multi country, multi language/culture composition increases the evolutionary complexity of these trends Selective outsourcing with multiple providers will remain the preferred model of engagement for European buyers. Governance and end-to-end integration/management of different providers/solutions are the most challenging aspects of it ITO market maturity varies: UK is the most matured IT market in Europe. The other European markets are maturing at different speeds. An acceleration in ITO adoption is now apparent in countries such as France and Germany A focus on achieving service delivery excellence and the best value/quality balance is increasingly driving European organizations (especially those beyond the first generation deal) to consider selecting multiple providers for an outsourcing contract. For example, in the IT Telecom sector, the most common division is by service tower, with customers opting to choose different providers for their network, desktop, data center and application competencies. At the moment, however, providers tend to join forces in an opportunistic manner, as a response to customer demands. This is the cause behind the ever-changing composition of the providers teams; as a consequence, consolidating best practices to manage IT service spin offs between different providers in an effort to guarantee end-to-end service delivery excellence remains challenging. As the number of providers engaged is set to increase, this challenge is likely to intensify. It will also be driven by other market characteristics, which include a persistent tactical use of outsourcing by European customers, insufficient process maturity, and lack of clarity in the definition of roles and responsibilities. As we look at global delivery, it is fair to say that there are two major misconceptions that still exist among the European market: 1) Global delivery is often considered as a synonym of offshore, and 2) IT services delivered through global delivery capabilities are application services. In reality, in the past few years, the European market has witnessed a considerable expansion in terms of both geographical location options (in areas such as Eastern Europe or North Africa, for example) and portfolio of services offered (now including, for example, help desk and remote infrastructure management services). Global delivery and offshore, however, remain the key deal characteristics that need to be treated with extra care in many European geographies, and as a consequence, many deals remain confidential. Traditional providers investment will be directed toward enhancing existing capabilities (especially near shore in Eastern Europe) and ensuring process solidity. Offshore providers inv estment on the other side will be centered on creating front-end capabilities with a focus on specific country and vertical-oriented competencies. While these global delivery models mature and are refined/ optimized, customers satisfaction will remain a challenge. KEY TRENDS SHAPING IT OUTSOURCING MARKET IN EUROPE TRENDS CHARACTERISTICS Selective Outsourcing With Multiple Providers * Embraced by majority of European companies * Objectives: IT excellence and cost optimization * Integration and governance challenges Global Sourcing and Global Delivery Models * Near shore proximity key for European market * Expanding portfolio of outsourcing services * Key area of investment for providers and buyers IT Utility * Industrialization is accelerating * Convergence of IT utility and global delivery * Key drivers: flexibility, efficiency, optimized cost, speed Aggressive ESP Competitive Landscape * National, global and offshore ESPs converging * Mergers, acquisitions and divestitures to continue * Providers are implementing new business models * New offshore market entrants Application Outsourcing to Grow * Drivers: portfolio rationalization, legacy modernization * Global delivery will gain acceptance * Multitude of providers competing Source: Gartner The U.K., Netherlands, Sweden and Finland are examples of countries more attracted by the global delivery model. However, in the meantime, the impact of global competition has started to drive countries such as Germany and France to consider global delivery as a viable option to be considered strategically, rather than when all other options have been exhausted. Despite a slower gestation and the fact that a complete infrastructure utility (IU) offering has not yet been developed, the IU model is continuing to attract new offerings and/or new providers. In the meantime, European customers, attracted by the idea of being able to access IT services in a flexible way, remain cautious as they expect further clarity on issues such as unit definition, pricing mechanisms, integration to existing systems, and security portability In the near future, we expect that the IU for ERP platforms will remain the most common battleground for providers; other providers are expected to instead mask their IU offering behind a package that includes product and support services. The concept of software as a service (SaaS) or ready-to-use applications will continue to generate lot of interest. Expectations for a solid delivery and specific functionalities will drive providers to specialize their offerings. Finally, gains in terms of process efficiency will be seen as crucial to deliver enhanced competitiveness, flexibility, agility and cost optimization. GLOBAL TRENDS: IT OUTSOURCING and OFFSHORING MARKET IT Outsourcing market is showing an average growth of 9% p.a. IT Outsourcing Worldwide forecast (Million $) Source : Gartner Dataquest In terms of volume, North America continues to be the leader in IT outsourcing. Latin America and APAC have shown good growth Europe has fast emerged as a big IT outsourcer Global offshore spending is continuing to register double digit growth. Worldwide Offshore IT Services Spending by Importing Region (million $) Source: Gartner Dataquest, 2004 and Worldwide and U.S. Offshore IT Services 2006-2010 Forecast In terms of volume, the North America continues to be the leader in IT offshoring. Once averse to the idea of outsourcing, Europe is now steadily adopting an IT offshore model to boost the economy Global offshore spending is projected to increase to 29400 $ Million in 2010 The graph on the next page shows the potential market for various types of sourcing options. This clearly depicts that he IT and Business Process offshoring market has grown at a tremendous rate over the past 7 year and the market provides a huge potential which is yet to be exploited. IT and BPO market Source Gartner, Dataquest, Aberdeen Group, McKinsey, Evalueserve, Infosys, IDC and Nasscom strategic review 2008 Currently we are not even exploiting 10% of the potential market size ( IT services off shoring just at $17 Billion, whereas market potential is about $200-240 Billion *) According to a new research by Gartner, the market is likely to grow further after the financial slowdown, as firms will try aggressively to reduce costs and improve efficiency Different Sourcing Models In-sourcing / Shared Services: Sourcing from internal sources or from an affiliated firm in the home economy Onshore Outsourcing: Sourcing from a non-affiliated firm in the home economy Captive Offshoring: Sourcing from an affiliated firm located abroad Offshore Outsourcing: Sourcing from a non-affiliated firm located abroad REGIONAL DYNAMICS ACROSS EUROPE The following section will describe the regional ITO trends and local dynamics across different European locations. UK and IRELAND 2005: â‚ ¬17.2B 2010: â‚ ¬25.7B 2005-2010 CAGR: 8.3% ITO drivers: Improve IT quality for end users, speed/flexibility, access to technical skills, cost reduction Inhibitors: Loss of control, lack of trust, security/privacy, IP Key trends: †¢ Most mature market in Europe with wider number of mega deals (public sector) †¢ Deal sophistication, including government. Increasing interest in new pricing schemes, business enhancement and shared services †¢ More selective sourcing and global delivery †¢ Areas such as Scotland and Ireland feeling pressure of Indian and Eastern European operations †¢ Wide potential for application engagements to mature from project engagements into outsourcing based engagements Despite being the largest and most mature market in Europe, the U.K. remains also one of the fast-growing ones. Here organizations seem to have moved away from the equation of outsourcing = cost reduction. While cost remains a key component, other objectives seem more important, such as improving IT service delivery, gaining specific skills, especially for application outsourcing deals, and becoming a more flexible organization. (See Appendix F) Inhibitions remain related to a general lack of trust in the ability to join forces with the providers to manage security, control over IT operations and IP. The U.K. market is characterized by a large number of mega deals, especially in the public sector. These outsourcing deals often include initiatives that have classically been carried out through project engagements and now are increasingly being performed in the initial phases of an IT outsourcing or BPO deal. This change reflects the growing desire of customers for a tighter link between investment and results (for which the outsourcer is responsible during the duration of the contract) and the important shift in role for the internal IT department. Rather than focusing on assembling and managing all of the necessary skills and capabilities to meet a certain objective, IT organizations, in this scenario, are responsible for coordinating the objectives of the Business Unit and the internal and external providers engaged to support them. Often infrastructure outsourcing is at the core of these complex relationships. At the same time, the U.K. is also the largest market in terms of adoption of IT services delivered through a network of global delivery capabilities (which include nearshore and offshore locations). From this point of view, areas that used to be considered as low cost for outsourcing operations (Scotland and Ireland) continue to feel the pressure of Indian and Eastern European capabilities. Finally, organizations that have engaged for a long period of time in project-based application deals are planning to elevate them into more-strategic, long-term application management engagements. This will allow them to gain a longer-term commitment from the service provider and the relevant support to re-evaluate their application portfolio. NORDIC COUNTRIES 2005: â‚ ¬5.2B 2010: â‚ ¬7.6B 2005-2010 CAGR: 8.2% Drivers: Cost reduction, access to technical skills (especially in application outsourcing engagements), support in global operations, focus on core business Inhibitors: Loss of control, security/privacy, lack of trust Key trends: †¢ Nordic market generally mature. Many large deals are in second or third generation. Some likely to evolve toward multi sourcing †¢ Large corporations see global delivery as a viable option. SMBs see nearshore option more favorably †¢ Consolidation drives specialization by geography, vertical market or horizontal service †¢ Increased competition between regional and global ESPs †¢ Cultural affinity seen as crucial to guarantee deal success/longevity Each of the four country markets that compose the Nordic region has its own distinct characteristics and buying behaviors in IT services. However, if we look at the forecast growth between 2005 and 2010, we expect the region to grow at a similar speed (despite size differences) of about 8%. Denmark: Sometimes seen as the entry point for the global service providers to the Nordics. Expected growth is from â‚ ¬856 million in 2005 to â‚ ¬1.2 billion in 2010 (CAGR of 7.8%). Finland: Unique in the Nordic region as buyers focus much more on business value of an outsourcing deal rather than just cost. Expected growth is from â‚ ¬1 billion in 2005 to â‚ ¬1.45 billion in 2010 (CAGR of 7.5%) Norway: Remains the smallest outsourcing market in the region. Expected growth is from â‚ ¬1.2 billion in 2005 to â‚ ¬1.8 billion in 2010 (CAGR of 8.1%) Sweden: Largest market and very cost-competitive. Probably the Nordic country targeted most by offshore providers currently. Expected growth is from â‚ ¬2 billion in 2005 to â‚ ¬3.1 billion in 2010 (CGR of 8.7%) From a client perspective, the Nordic region market is generally mature, with many large corporations in second- or third-generation outsourcing deals. Global delivery is widely accepted as an option. Competition between regional providers and global providers is increasing; this was initiated by the inability of local providers to support the operations of key Nordic organizations around the globe. However, recent acquisitions and divestitures by both local and international providers prove that the market has still got room for further maturation and consolidation. NETHERLANDS 2005: â‚ ¬3.4B 2010:â‚ ¬5B 2005-2010 CAGR: 8% Drivers: Cost reduction above all, agility/flexibility, improving service to end users Inhibitors: Loss of IP and control, security/privacy, high cost Key trends: Market shows mixed signs of maturity (organizations accept global delivery) and immaturity (sourcing strategy is often neglected) Market split between large global corporations and wide portion of SMBs Increased competition for local/national champions Application under scrutiny for externalization The market in the Netherlands is one of the more modern IT outsourcing environments in Europe, closely following the U.K. in many trends. A focus on global delivery and the expansion of many deals into the application or business process layer points to more market maturity. This maturity is driven primarily by the relatively high proportion of large (and often multinational) enterprises headquartered in the Netherlands and competing in major markets such as financial services. But there are some contradictory characteristics that point to an immature market (cost cutting is by far the major driver, and sourcing strategy is often neglected); this, as a consequence, often inhibits the potential success of outsourcing initiatives. The market remains very challenging and competitive. This is due to the high presence of small and midsize businesses (SMBs), which traditionally tend to consider outsourcing as a threat more than an opportunity and require a higher level of customization, which tests the profitability model of service providers. Competition remains strong for national champions as global and offshore providers continue to target opportunities in the country. Increasingly, application outsourcing opportunities are emerging as organizations look at portfolio rationalization, legacy system transformation, and custom application software development initiatives and accessing application utility solutions. FRANCE 2005: â‚ ¬6.6B 2010: â‚ ¬10B CAGR: 8.4 % Drivers: Cost reduction, refocus internal IT, speed/flexibility Inhibitors: Loss of control, lack of trust, security/privacy Key trends: Beyond its reliance on staff augmentation, Frances outsourcing market shows opportunities in all facets of outsourcing: infrastructure, applications and BPO Selective outsourcing has gained acceptance, and organizations show cautious interest in global service delivery National champions remain under competitive pressure from the global and multinational providers France has long been considered behind in the outsourcing trend. Now, however, the French outsourcing market is consolidating and growing, while the long-standing reliance on staff augmentation is losing strength. The major driver that will support a CAGR of over 8% between 2005 and 2010 is the need for French organizations to reduce cost and enhance their level of competitiveness in the market by refocusing their internal IT skills on more-strategic tasks while gaining flexibility. On the other side, it is interesting to see that challenges related to HR management have lost strength, compared with the traditional fears related to loss of control and security and lack of trust. Large organizations have recently moved toward the adoption of selective outsourcing with multiple providers. This model has gained acceptance as organizations look at maximizing the balance between cost and service delivery excellence. There is also a new focus on application outsourcing. This trend is important not only because it signals an acceleration in the growth of outsourcing in France overall, but because it signals a major change in the way French organizations use different kinds of IT services. Increase in application outsourcing deals also touches on one of the major taboos of IT services in France: offshore outsourcing. As such, although offshore remains a word to be used with extra care in the French market, many organizations would consider that access to global delivery models is an appealing part of outsourcing, especially when delivered by traditional players. In this case, North Africa (Morocco, for example) is emerging as a viable near shore location. National champions, the providers that focus on a specific region or country, remain under competitive pressure from the global and multinational providers. GERMANY 2005: â‚ ¬10.6B 2010: â‚ ¬16B 2005-2010 CAGR: 8.6% Drivers: Cost reduction above all, focus on core business, refocus internal IT Inhibitors: Security/privacy, lack of trust, loss of control Key trends: Global economic pressures have forced many organizations to look at outsourcing as a viable option In the short term, objectives such as flexibility and agility are secondary Pressure to divest internal IT departments or internal shared service organizations remains strong Global delivery gaining ground especially toward Eastern Europe Intensifying competition between strong German players and global ones Legacy system modernization will remain a key objective The German market is â€Å"federated† in several ways: government responsibilities, industrial centers, buying centers within enterprises, and management structures in place. All of this makes doing business in Germany (and negotiating significant IT service deals) unique. Decision processes tend to be longer, require more consensus building and often entail more travel than in other parts of Europe. For a long time, the majority of German organizations have considered IT operations as a key component to maintain or enhance their level of competitiveness in the market. This has, as a consequence, slowed the outsourcing growth. In the past two years, however, economic pressures have forced many organizations to look at outsourcing tactically to cut cost. While in the short term, achieving flexibility is a secondary objective, organizations look at outsourcing as a way to refocus their internal capabilities while focusing on their core business. The traditional inhibitors around security, trust and loss of control apply. While non-German external service providers (ESPs) still find it difficult to position themselves in Germany (exceptions are IBM Germany, which established itself early on as a â€Å"German† ESP, and HP, based on its early SAP hosting business and penetration as a technology provider), German providers maintain strong domestic positions and are starting to focus on expanding their international presence (through T-Systems). In the short term, German organizations will still consider selling their own IT capabilities, while global providers will see these as viable targets to build capabilities as long as they provide financial support through a long-term outsourcing deal. Finally, beyond potential healthy growth for ERP application outsourcing initiatives (especially SAP), as many organizations look at legacy system modernization, it is likely that many projects will evolve and deploy model to include the long-term management of applications. EASTERN EUROPE 2005: â‚ ¬1.1B 2010: â‚ ¬1.6B 2005-2010 CAGR: 7.9% Drivers: Acquisitions made by large Western European organizations, increased competition, need to revamp obsolete IT environments (leap-frog) Inhibitors: Low expertise to manage OS deals, high cost of OS, loss of control Key trends: Slow internal consumption of outsourcing Key nearshore delivery hub for providers supporting operations of European organizations Local Eastern European service providers will remain target for acquisitions Long-term growth will be supported by increasing competition, acquisitions made by Western companies and the penetration of Western ESPs in the region The region has become a strong global delivery hub Recent admission to the European Union has transformed countries such as Poland, Romania and the Czech Republic into attractive locations to establish global delivery capabilities designed to deliver IT services to European or global customers. Eastern Europe has been identified as an ideal region to establish a service delivery hub by U.S.-based providers (IBM, Accenture and EDS), European ones (Atos Origin, Capgemini, T-Systems, SIS and ST) and offshore ones (Ness, TCS, Satyam, Infosys and Wipro). When necessary, providers are openly seeking acquisitions to gain scale; it is the case for SIS, which acquired ELAS, HT Computers in Slovakia, and Ibis-Sys in Serbia (February 2005). Others, like Austrian-based ST, are pursuing a strategy of becoming the provider of choice in Eastern Europe through a combination of organic development and local acquisitions. ST acquired Computacenter Austria to strengthen its product resale capabilities. Although internal consumption of outsourcing has been slow, it is expected to grow rapidly, thanks to increasing competition driven by the fact that private-sector companies and public-sector organizations are now focusing on bringing their systems into line with market standards. This is leading to some â€Å"leapfrogging† effects — the IT utility approach, for example, holds significant appeal without posing the same transition challenges as elsewhere — but because these markets are fairly immature, there is still a strong focus on products and product support services rather than more-sophisticated IT service engagements. Italy and Spain are two other major countries with an expected ITO market size of about 5 Billion $ each by the year 2010. GLOBAL DELIVERY MODEL GDM is a unique approach to outsourcing and off shoring, which offers the best of both worlds by blending onsite, onshore and offshore resources and locations. By using a far-reaching network of onsite, onshore, and offshore resources, GDM aims to cuts across geographies to access the right resources, in the right place, at the right cost. By selecting the most advantageous and cost effective proportion of resources worldwide, Global Delivery Model boosts business performance while also lowering costs. It also helps the supplier deliver requirements that are met on-time, within budget, and with high quality; greater efficiency and responsiveness to their clients. In this section we would discuss in detail, the key drivers to a successful GDM. Source: Capgemini, 2008 KEY DRIVERS OF A SUCCESSFUL GDM STRONG PROCESSES Strong processes are the backbone of a successful Global Delivery Model. There is a strong need for detailed, documented and time-tested processes for all the activities and interfaces. Strong quality and project management processes ensure delivery excellence. World class processes for knowledge management and sharing resources encourage improved learning among teams. Processes for managing talent ensure that the projects get the best and most motivated people. Strong processes for interaction and communication within team make it possible for globally distributed groups to interface and collaborate in an effective manner while delivering excellence on a continuous basis. On the other hand, processes, while strong, should leave ample space for creativity and flexibility. It is only then that the Global Delivery Model (GDM) can create far more value than the traditional sourcing models. Here is what it will translate into: Quicker, seamless transitions, and early project ownership Optimum onsite/ offshore mixes through intelligent allocation of the available resources High degree of predictability through processes, sharing and reuse A strong relationship approach to ensure continuity and business focus Sharing of best practices and tools across the enterprise Depth and quality of resources, continuously trained and retrained to suit project needs Adherence to SLA based pricing models to ensure good Return on Investment (ROI) and drive customer satisfaction PROCESS ARCHITECTURE Companies rely on processes to consistently deliver high quality solutions while executing a number of engagements from multiple locations. According to the policies adopted by a leading IT services provider: values, vision and policies should form the first level of the three-tiered process architecture. These are then implemented through process execution at the next level. These processes are defined with clear ownership and clearly defined roles and responsibilities. Quality System Documentation Quality System Documentation defines clearly all the processes that should be put into place. These documents provide the engineers and consultations with a vast repository of detailed procedures, templates, standards, guidelines and checklists. The comprehensiveness of these documents supports all tasks from higher-level information abstraction and definition to tasks such as coding and documentation. This is crucial to assure clients with the delivery of high quality and predictable IT solutions that meet their business needs. These documents should also be monitored and updated regularly. Knowledge Sharing Employees are given a forum like a website portal, to share knowledge gained from their experience at the organization. It is meant to be a central repository of the knowledge that can be tapped by peers and as sometimes external clients as well. The collection of documents on this portal is reviewed and classified into different areas: Software development life-cycle activities such as requirements specification, design, build and testing documentation. Software-related topics such as tools and quality documentation. Topics of general or operational interest such as travel or HR policies, etc. Process Assets This is a repository to facilitate sharing and giving out of engagement learning across the organization. The user has the facility to submit to the repository, retrieve from the repository and obtain information on the status of the repository. A process asset can be any information ranging from an engagement, which can be re-used by future engagements. Typically these include project plans, configuration management plans, requirements documents, standards, checklists, design documents, test plans, causal analysis reports and utilities used in the engagement, etc. Process Database The Process Database is a software engineering database to study the processes at the organization with respect to productivity and quality. More specifically, its purpose areas are as follows: To aid estimation of effort and project defects To get the productivity and quality data on different types of projects To aid in creating of a process capability baseline Process Capability Baseline (PCB) Process Capability baseline is used to specify, what the performance of the process is, i.e. what a project can expect when following the process. This estimation is done based on the past data. The performance factors of the process are Effect of Globalization on IT Service Providers in Europe Effect of Globalization on IT Service Providers in Europe Opportunities and challenges presented by Globalization: IT Service providers in Continental Europe EXECUTIVE SUMMARY Enterprises within Europe are increasingly trying to seek the advantages of global sourcing. Unlike enterprises in U.S. or U.K., continental European countries have historically been reluctant to engage with offshore providers. The reasons were far stretched, ranging from political sensitivity, labor laws, cultural compatibility and language requirements. Globalization, however, is creating new avenues that European companies can not ignore. A recent report by Gartner shows the potential IT Offshoring market to be in the range of about $ 200 to 240 Billion. The market is expected to register double digit growth for years to come. The current offshore spending by firms amounts to just $17 Billion worldwide. This clearly shows a big gap, a huge market potential which is yet to be exploited. The huge demand has also led to emergence and growth of several new players in the field of IT Outsourcing/ Offshoring services, this is leading to ever increasing competition in the marketplace. In order to cope up with this increased competition and to provide better services, these service providers are increasingly adopting Global delivery models. By selecting an advantageous and cost effective proportion of resources worldwide, Global Delivery Model boosts business performance while also lowering costs. It also helps the supplier deliver requirements that are met on-time, within budget, and with high quality; greater efficiency and responsiveness to their clients. In Europe, nearshore models still dominate the market. But these models are continuously being updated, with more and more providers setting up Offshore Development Centers in locations like India. A framework for building an optimal combination of onsite, nearshore, and offshore delivery capabilities is provided by Capgeminis Rightshore ® model. A recent Gartner report has suggested that, the current US economic slowdown is expected to lead buyers of IT services to consider increasing the percentage of their labor in offshore locations. India will remain the dominant location for IT offshore services for North American and European buyers as a result of its scale, quality of resources and strong presence of local and traditional service providers. INTRODUCTION: EUROPEAN IT MARKET The European market remains a highly complex and competitive market with a large number of providers. Mergers and acquisitions will continue but will be balanced by new market entrants Outsourcing adoption in Europe is increasing for both infrastructure and applications; the widespread lack of well defined sourcing strategies among buyers and the realities of ever-changing business requirements will generate frequent deal negotiations and renegotiations Global delivery and utility services are irreversible trends evolving at different speeds among various European countries. The European multi country, multi language/culture composition increases the evolutionary complexity of these trends Selective outsourcing with multiple providers will remain the preferred model of engagement for European buyers. Governance and end-to-end integration/management of different providers/solutions are the most challenging aspects of it ITO market maturity varies: UK is the most matured IT market in Europe. The other European markets are maturing at different speeds. An acceleration in ITO adoption is now apparent in countries such as France and Germany A focus on achieving service delivery excellence and the best value/quality balance is increasingly driving European organizations (especially those beyond the first generation deal) to consider selecting multiple providers for an outsourcing contract. For example, in the IT Telecom sector, the most common division is by service tower, with customers opting to choose different providers for their network, desktop, data center and application competencies. At the moment, however, providers tend to join forces in an opportunistic manner, as a response to customer demands. This is the cause behind the ever-changing composition of the providers teams; as a consequence, consolidating best practices to manage IT service spin offs between different providers in an effort to guarantee end-to-end service delivery excellence remains challenging. As the number of providers engaged is set to increase, this challenge is likely to intensify. It will also be driven by other market characteristics, which include a persistent tactical use of outsourcing by European customers, insufficient process maturity, and lack of clarity in the definition of roles and responsibilities. As we look at global delivery, it is fair to say that there are two major misconceptions that still exist among the European market: 1) Global delivery is often considered as a synonym of offshore, and 2) IT services delivered through global delivery capabilities are application services. In reality, in the past few years, the European market has witnessed a considerable expansion in terms of both geographical location options (in areas such as Eastern Europe or North Africa, for example) and portfolio of services offered (now including, for example, help desk and remote infrastructure management services). Global delivery and offshore, however, remain the key deal characteristics that need to be treated with extra care in many European geographies, and as a consequence, many deals remain confidential. Traditional providers investment will be directed toward enhancing existing capabilities (especially near shore in Eastern Europe) and ensuring process solidity. Offshore providers inv estment on the other side will be centered on creating front-end capabilities with a focus on specific country and vertical-oriented competencies. While these global delivery models mature and are refined/ optimized, customers satisfaction will remain a challenge. KEY TRENDS SHAPING IT OUTSOURCING MARKET IN EUROPE TRENDS CHARACTERISTICS Selective Outsourcing With Multiple Providers * Embraced by majority of European companies * Objectives: IT excellence and cost optimization * Integration and governance challenges Global Sourcing and Global Delivery Models * Near shore proximity key for European market * Expanding portfolio of outsourcing services * Key area of investment for providers and buyers IT Utility * Industrialization is accelerating * Convergence of IT utility and global delivery * Key drivers: flexibility, efficiency, optimized cost, speed Aggressive ESP Competitive Landscape * National, global and offshore ESPs converging * Mergers, acquisitions and divestitures to continue * Providers are implementing new business models * New offshore market entrants Application Outsourcing to Grow * Drivers: portfolio rationalization, legacy modernization * Global delivery will gain acceptance * Multitude of providers competing Source: Gartner The U.K., Netherlands, Sweden and Finland are examples of countries more attracted by the global delivery model. However, in the meantime, the impact of global competition has started to drive countries such as Germany and France to consider global delivery as a viable option to be considered strategically, rather than when all other options have been exhausted. Despite a slower gestation and the fact that a complete infrastructure utility (IU) offering has not yet been developed, the IU model is continuing to attract new offerings and/or new providers. In the meantime, European customers, attracted by the idea of being able to access IT services in a flexible way, remain cautious as they expect further clarity on issues such as unit definition, pricing mechanisms, integration to existing systems, and security portability In the near future, we expect that the IU for ERP platforms will remain the most common battleground for providers; other providers are expected to instead mask their IU offering behind a package that includes product and support services. The concept of software as a service (SaaS) or ready-to-use applications will continue to generate lot of interest. Expectations for a solid delivery and specific functionalities will drive providers to specialize their offerings. Finally, gains in terms of process efficiency will be seen as crucial to deliver enhanced competitiveness, flexibility, agility and cost optimization. GLOBAL TRENDS: IT OUTSOURCING and OFFSHORING MARKET IT Outsourcing market is showing an average growth of 9% p.a. IT Outsourcing Worldwide forecast (Million $) Source : Gartner Dataquest In terms of volume, North America continues to be the leader in IT outsourcing. Latin America and APAC have shown good growth Europe has fast emerged as a big IT outsourcer Global offshore spending is continuing to register double digit growth. Worldwide Offshore IT Services Spending by Importing Region (million $) Source: Gartner Dataquest, 2004 and Worldwide and U.S. Offshore IT Services 2006-2010 Forecast In terms of volume, the North America continues to be the leader in IT offshoring. Once averse to the idea of outsourcing, Europe is now steadily adopting an IT offshore model to boost the economy Global offshore spending is projected to increase to 29400 $ Million in 2010 The graph on the next page shows the potential market for various types of sourcing options. This clearly depicts that he IT and Business Process offshoring market has grown at a tremendous rate over the past 7 year and the market provides a huge potential which is yet to be exploited. IT and BPO market Source Gartner, Dataquest, Aberdeen Group, McKinsey, Evalueserve, Infosys, IDC and Nasscom strategic review 2008 Currently we are not even exploiting 10% of the potential market size ( IT services off shoring just at $17 Billion, whereas market potential is about $200-240 Billion *) According to a new research by Gartner, the market is likely to grow further after the financial slowdown, as firms will try aggressively to reduce costs and improve efficiency Different Sourcing Models In-sourcing / Shared Services: Sourcing from internal sources or from an affiliated firm in the home economy Onshore Outsourcing: Sourcing from a non-affiliated firm in the home economy Captive Offshoring: Sourcing from an affiliated firm located abroad Offshore Outsourcing: Sourcing from a non-affiliated firm located abroad REGIONAL DYNAMICS ACROSS EUROPE The following section will describe the regional ITO trends and local dynamics across different European locations. UK and IRELAND 2005: â‚ ¬17.2B 2010: â‚ ¬25.7B 2005-2010 CAGR: 8.3% ITO drivers: Improve IT quality for end users, speed/flexibility, access to technical skills, cost reduction Inhibitors: Loss of control, lack of trust, security/privacy, IP Key trends: †¢ Most mature market in Europe with wider number of mega deals (public sector) †¢ Deal sophistication, including government. Increasing interest in new pricing schemes, business enhancement and shared services †¢ More selective sourcing and global delivery †¢ Areas such as Scotland and Ireland feeling pressure of Indian and Eastern European operations †¢ Wide potential for application engagements to mature from project engagements into outsourcing based engagements Despite being the largest and most mature market in Europe, the U.K. remains also one of the fast-growing ones. Here organizations seem to have moved away from the equation of outsourcing = cost reduction. While cost remains a key component, other objectives seem more important, such as improving IT service delivery, gaining specific skills, especially for application outsourcing deals, and becoming a more flexible organization. (See Appendix F) Inhibitions remain related to a general lack of trust in the ability to join forces with the providers to manage security, control over IT operations and IP. The U.K. market is characterized by a large number of mega deals, especially in the public sector. These outsourcing deals often include initiatives that have classically been carried out through project engagements and now are increasingly being performed in the initial phases of an IT outsourcing or BPO deal. This change reflects the growing desire of customers for a tighter link between investment and results (for which the outsourcer is responsible during the duration of the contract) and the important shift in role for the internal IT department. Rather than focusing on assembling and managing all of the necessary skills and capabilities to meet a certain objective, IT organizations, in this scenario, are responsible for coordinating the objectives of the Business Unit and the internal and external providers engaged to support them. Often infrastructure outsourcing is at the core of these complex relationships. At the same time, the U.K. is also the largest market in terms of adoption of IT services delivered through a network of global delivery capabilities (which include nearshore and offshore locations). From this point of view, areas that used to be considered as low cost for outsourcing operations (Scotland and Ireland) continue to feel the pressure of Indian and Eastern European capabilities. Finally, organizations that have engaged for a long period of time in project-based application deals are planning to elevate them into more-strategic, long-term application management engagements. This will allow them to gain a longer-term commitment from the service provider and the relevant support to re-evaluate their application portfolio. NORDIC COUNTRIES 2005: â‚ ¬5.2B 2010: â‚ ¬7.6B 2005-2010 CAGR: 8.2% Drivers: Cost reduction, access to technical skills (especially in application outsourcing engagements), support in global operations, focus on core business Inhibitors: Loss of control, security/privacy, lack of trust Key trends: †¢ Nordic market generally mature. Many large deals are in second or third generation. Some likely to evolve toward multi sourcing †¢ Large corporations see global delivery as a viable option. SMBs see nearshore option more favorably †¢ Consolidation drives specialization by geography, vertical market or horizontal service †¢ Increased competition between regional and global ESPs †¢ Cultural affinity seen as crucial to guarantee deal success/longevity Each of the four country markets that compose the Nordic region has its own distinct characteristics and buying behaviors in IT services. However, if we look at the forecast growth between 2005 and 2010, we expect the region to grow at a similar speed (despite size differences) of about 8%. Denmark: Sometimes seen as the entry point for the global service providers to the Nordics. Expected growth is from â‚ ¬856 million in 2005 to â‚ ¬1.2 billion in 2010 (CAGR of 7.8%). Finland: Unique in the Nordic region as buyers focus much more on business value of an outsourcing deal rather than just cost. Expected growth is from â‚ ¬1 billion in 2005 to â‚ ¬1.45 billion in 2010 (CAGR of 7.5%) Norway: Remains the smallest outsourcing market in the region. Expected growth is from â‚ ¬1.2 billion in 2005 to â‚ ¬1.8 billion in 2010 (CAGR of 8.1%) Sweden: Largest market and very cost-competitive. Probably the Nordic country targeted most by offshore providers currently. Expected growth is from â‚ ¬2 billion in 2005 to â‚ ¬3.1 billion in 2010 (CGR of 8.7%) From a client perspective, the Nordic region market is generally mature, with many large corporations in second- or third-generation outsourcing deals. Global delivery is widely accepted as an option. Competition between regional providers and global providers is increasing; this was initiated by the inability of local providers to support the operations of key Nordic organizations around the globe. However, recent acquisitions and divestitures by both local and international providers prove that the market has still got room for further maturation and consolidation. NETHERLANDS 2005: â‚ ¬3.4B 2010:â‚ ¬5B 2005-2010 CAGR: 8% Drivers: Cost reduction above all, agility/flexibility, improving service to end users Inhibitors: Loss of IP and control, security/privacy, high cost Key trends: Market shows mixed signs of maturity (organizations accept global delivery) and immaturity (sourcing strategy is often neglected) Market split between large global corporations and wide portion of SMBs Increased competition for local/national champions Application under scrutiny for externalization The market in the Netherlands is one of the more modern IT outsourcing environments in Europe, closely following the U.K. in many trends. A focus on global delivery and the expansion of many deals into the application or business process layer points to more market maturity. This maturity is driven primarily by the relatively high proportion of large (and often multinational) enterprises headquartered in the Netherlands and competing in major markets such as financial services. But there are some contradictory characteristics that point to an immature market (cost cutting is by far the major driver, and sourcing strategy is often neglected); this, as a consequence, often inhibits the potential success of outsourcing initiatives. The market remains very challenging and competitive. This is due to the high presence of small and midsize businesses (SMBs), which traditionally tend to consider outsourcing as a threat more than an opportunity and require a higher level of customization, which tests the profitability model of service providers. Competition remains strong for national champions as global and offshore providers continue to target opportunities in the country. Increasingly, application outsourcing opportunities are emerging as organizations look at portfolio rationalization, legacy system transformation, and custom application software development initiatives and accessing application utility solutions. FRANCE 2005: â‚ ¬6.6B 2010: â‚ ¬10B CAGR: 8.4 % Drivers: Cost reduction, refocus internal IT, speed/flexibility Inhibitors: Loss of control, lack of trust, security/privacy Key trends: Beyond its reliance on staff augmentation, Frances outsourcing market shows opportunities in all facets of outsourcing: infrastructure, applications and BPO Selective outsourcing has gained acceptance, and organizations show cautious interest in global service delivery National champions remain under competitive pressure from the global and multinational providers France has long been considered behind in the outsourcing trend. Now, however, the French outsourcing market is consolidating and growing, while the long-standing reliance on staff augmentation is losing strength. The major driver that will support a CAGR of over 8% between 2005 and 2010 is the need for French organizations to reduce cost and enhance their level of competitiveness in the market by refocusing their internal IT skills on more-strategic tasks while gaining flexibility. On the other side, it is interesting to see that challenges related to HR management have lost strength, compared with the traditional fears related to loss of control and security and lack of trust. Large organizations have recently moved toward the adoption of selective outsourcing with multiple providers. This model has gained acceptance as organizations look at maximizing the balance between cost and service delivery excellence. There is also a new focus on application outsourcing. This trend is important not only because it signals an acceleration in the growth of outsourcing in France overall, but because it signals a major change in the way French organizations use different kinds of IT services. Increase in application outsourcing deals also touches on one of the major taboos of IT services in France: offshore outsourcing. As such, although offshore remains a word to be used with extra care in the French market, many organizations would consider that access to global delivery models is an appealing part of outsourcing, especially when delivered by traditional players. In this case, North Africa (Morocco, for example) is emerging as a viable near shore location. National champions, the providers that focus on a specific region or country, remain under competitive pressure from the global and multinational providers. GERMANY 2005: â‚ ¬10.6B 2010: â‚ ¬16B 2005-2010 CAGR: 8.6% Drivers: Cost reduction above all, focus on core business, refocus internal IT Inhibitors: Security/privacy, lack of trust, loss of control Key trends: Global economic pressures have forced many organizations to look at outsourcing as a viable option In the short term, objectives such as flexibility and agility are secondary Pressure to divest internal IT departments or internal shared service organizations remains strong Global delivery gaining ground especially toward Eastern Europe Intensifying competition between strong German players and global ones Legacy system modernization will remain a key objective The German market is â€Å"federated† in several ways: government responsibilities, industrial centers, buying centers within enterprises, and management structures in place. All of this makes doing business in Germany (and negotiating significant IT service deals) unique. Decision processes tend to be longer, require more consensus building and often entail more travel than in other parts of Europe. For a long time, the majority of German organizations have considered IT operations as a key component to maintain or enhance their level of competitiveness in the market. This has, as a consequence, slowed the outsourcing growth. In the past two years, however, economic pressures have forced many organizations to look at outsourcing tactically to cut cost. While in the short term, achieving flexibility is a secondary objective, organizations look at outsourcing as a way to refocus their internal capabilities while focusing on their core business. The traditional inhibitors around security, trust and loss of control apply. While non-German external service providers (ESPs) still find it difficult to position themselves in Germany (exceptions are IBM Germany, which established itself early on as a â€Å"German† ESP, and HP, based on its early SAP hosting business and penetration as a technology provider), German providers maintain strong domestic positions and are starting to focus on expanding their international presence (through T-Systems). In the short term, German organizations will still consider selling their own IT capabilities, while global providers will see these as viable targets to build capabilities as long as they provide financial support through a long-term outsourcing deal. Finally, beyond potential healthy growth for ERP application outsourcing initiatives (especially SAP), as many organizations look at legacy system modernization, it is likely that many projects will evolve and deploy model to include the long-term management of applications. EASTERN EUROPE 2005: â‚ ¬1.1B 2010: â‚ ¬1.6B 2005-2010 CAGR: 7.9% Drivers: Acquisitions made by large Western European organizations, increased competition, need to revamp obsolete IT environments (leap-frog) Inhibitors: Low expertise to manage OS deals, high cost of OS, loss of control Key trends: Slow internal consumption of outsourcing Key nearshore delivery hub for providers supporting operations of European organizations Local Eastern European service providers will remain target for acquisitions Long-term growth will be supported by increasing competition, acquisitions made by Western companies and the penetration of Western ESPs in the region The region has become a strong global delivery hub Recent admission to the European Union has transformed countries such as Poland, Romania and the Czech Republic into attractive locations to establish global delivery capabilities designed to deliver IT services to European or global customers. Eastern Europe has been identified as an ideal region to establish a service delivery hub by U.S.-based providers (IBM, Accenture and EDS), European ones (Atos Origin, Capgemini, T-Systems, SIS and ST) and offshore ones (Ness, TCS, Satyam, Infosys and Wipro). When necessary, providers are openly seeking acquisitions to gain scale; it is the case for SIS, which acquired ELAS, HT Computers in Slovakia, and Ibis-Sys in Serbia (February 2005). Others, like Austrian-based ST, are pursuing a strategy of becoming the provider of choice in Eastern Europe through a combination of organic development and local acquisitions. ST acquired Computacenter Austria to strengthen its product resale capabilities. Although internal consumption of outsourcing has been slow, it is expected to grow rapidly, thanks to increasing competition driven by the fact that private-sector companies and public-sector organizations are now focusing on bringing their systems into line with market standards. This is leading to some â€Å"leapfrogging† effects — the IT utility approach, for example, holds significant appeal without posing the same transition challenges as elsewhere — but because these markets are fairly immature, there is still a strong focus on products and product support services rather than more-sophisticated IT service engagements. Italy and Spain are two other major countries with an expected ITO market size of about 5 Billion $ each by the year 2010. GLOBAL DELIVERY MODEL GDM is a unique approach to outsourcing and off shoring, which offers the best of both worlds by blending onsite, onshore and offshore resources and locations. By using a far-reaching network of onsite, onshore, and offshore resources, GDM aims to cuts across geographies to access the right resources, in the right place, at the right cost. By selecting the most advantageous and cost effective proportion of resources worldwide, Global Delivery Model boosts business performance while also lowering costs. It also helps the supplier deliver requirements that are met on-time, within budget, and with high quality; greater efficiency and responsiveness to their clients. In this section we would discuss in detail, the key drivers to a successful GDM. Source: Capgemini, 2008 KEY DRIVERS OF A SUCCESSFUL GDM STRONG PROCESSES Strong processes are the backbone of a successful Global Delivery Model. There is a strong need for detailed, documented and time-tested processes for all the activities and interfaces. Strong quality and project management processes ensure delivery excellence. World class processes for knowledge management and sharing resources encourage improved learning among teams. Processes for managing talent ensure that the projects get the best and most motivated people. Strong processes for interaction and communication within team make it possible for globally distributed groups to interface and collaborate in an effective manner while delivering excellence on a continuous basis. On the other hand, processes, while strong, should leave ample space for creativity and flexibility. It is only then that the Global Delivery Model (GDM) can create far more value than the traditional sourcing models. Here is what it will translate into: Quicker, seamless transitions, and early project ownership Optimum onsite/ offshore mixes through intelligent allocation of the available resources High degree of predictability through processes, sharing and reuse A strong relationship approach to ensure continuity and business focus Sharing of best practices and tools across the enterprise Depth and quality of resources, continuously trained and retrained to suit project needs Adherence to SLA based pricing models to ensure good Return on Investment (ROI) and drive customer satisfaction PROCESS ARCHITECTURE Companies rely on processes to consistently deliver high quality solutions while executing a number of engagements from multiple locations. According to the policies adopted by a leading IT services provider: values, vision and policies should form the first level of the three-tiered process architecture. These are then implemented through process execution at the next level. These processes are defined with clear ownership and clearly defined roles and responsibilities. Quality System Documentation Quality System Documentation defines clearly all the processes that should be put into place. These documents provide the engineers and consultations with a vast repository of detailed procedures, templates, standards, guidelines and checklists. The comprehensiveness of these documents supports all tasks from higher-level information abstraction and definition to tasks such as coding and documentation. This is crucial to assure clients with the delivery of high quality and predictable IT solutions that meet their business needs. These documents should also be monitored and updated regularly. Knowledge Sharing Employees are given a forum like a website portal, to share knowledge gained from their experience at the organization. It is meant to be a central repository of the knowledge that can be tapped by peers and as sometimes external clients as well. The collection of documents on this portal is reviewed and classified into different areas: Software development life-cycle activities such as requirements specification, design, build and testing documentation. Software-related topics such as tools and quality documentation. Topics of general or operational interest such as travel or HR policies, etc. Process Assets This is a repository to facilitate sharing and giving out of engagement learning across the organization. The user has the facility to submit to the repository, retrieve from the repository and obtain information on the status of the repository. A process asset can be any information ranging from an engagement, which can be re-used by future engagements. Typically these include project plans, configuration management plans, requirements documents, standards, checklists, design documents, test plans, causal analysis reports and utilities used in the engagement, etc. Process Database The Process Database is a software engineering database to study the processes at the organization with respect to productivity and quality. More specifically, its purpose areas are as follows: To aid estimation of effort and project defects To get the productivity and quality data on different types of projects To aid in creating of a process capability baseline Process Capability Baseline (PCB) Process Capability baseline is used to specify, what the performance of the process is, i.e. what a project can expect when following the process. This estimation is done based on the past data. The performance factors of the process are