Why Saigun

Our vision

As both technology and business environments are evolving at different paces, synchronization of IT strategies and business strategies is the need of the hour as opposed to alignment. The result of a synchronized strategy formulation and implementation methodology should lead to

  • IT applications and infrastructure architected to sense, respond to and adapt to changing requirements of the clients.
  • Mechanisms to constantly monitor and alert managers along key ( external and internal ) factors influencing our client’s requirement fulfillment.
  • Governance mechanisms defined for scenario analysis and decision-making in response to the changing requirements and environments over a period of time.

We thoroughly understand the style of decision making, distributed or centralized- of our customers and effect changes accordingly before the project management begins.

Our offshore outsourcing model for offshore software development aims at cost savings upto 35% within the first 18 months with upto 35% productivity increases and 75% faster time-to-market. Robust processes, a rich portfolio of reusable frameworks, time zone advantages and seasoned project teams combine to deliver measurable business results to our offshore customers.

We build durability

Durability in a relationship comes with conscious, focused, proactive efforts to build depth in the relationship, maintain structures, and continuously enhance project delivery quality.

We set up appropriate forums for interaction. We set up appropriate reporting mechanisms. The importance of defining structured reporting mechanisms that reinforce the productivity improvements of outsourced relationships cannot be overemphasized.

We have a clear lines of reporting within our teams and have proper escalation protocols in place to expeditiously handle issues as they come up. One way we manage this is by mirroring the client management structure within our client facing team.

We maintain and enhance project delivery quality:

It is the quality of delivery that will define the cornerstone of any relationship. To achieve this, the level of quality requires us to focus on the following four factors

  • Customizing and implementing quality processes effectively and clearly demonstrating benefits for the clients.
  • Setting up systems for knowledge sharing, dissemination and management initiatives such as an on-line account portal with key snapshots of the projects.
  • Implementing account-specific training initiatives encompassing domain, technology and processes.
  • Maintaining a strategic, client specific buffer of resources that can be quickly deployed at short notice to handle unforeseen situations such as attrition or unplanned expansions.

Scope for innovation

We are nimble enough to tackle client-specific situations that have no historical remedy. We leverage Enterprise Capability Units to obtain specific expertise such as testing, quality assurance and package implementation.

Our capability to manage conflict is a key qualitative parameter to evaluate us. We have demonstrated capability in proactively handling conflicts and offer long-term benefits.

We have a structured and focused approach to sustain and grow outsourcing relationships with our clients.

  • We Make ourselves aware of decision-making frameworks used by our clients, whether it is centralized or distributed, or has components of both. Elements in either approach works well for us and we proactively try to influence the decision making process to bring in the requisite balance.
  • We continuously learn from successes in our relationships and replicate models elsewhere.
  • We manage conflicts effectively by building long term durability into the relationship and respond with innovation to specific conflict situations.

Indeed, we believe that outsourcing vendor investments in software engineering, product development, testing, and support have contributed in efficiency and productivity levels of our valued partners.