Business Model

Build Operate Transfer
Fixed Price
Outsourcing
Professional Services & Consulting

Governance Model – Proposed for CSI

Strategic / Executive

  • Steering Committee Nominees - Client
  • Client Nominated Sr. Management functional & Procurement

Quarterly Review

  • Program Health-Check
  • Conflict Resolution
  • Strategic Direction
  • New Initiatives
  • Steering Committee Nominees - Nityo
  • Nityo Sr. Management
  • Strategic Accounts Director Nityo

Engagement/ Program

  • Client Engagement
  • Manager/Director & Other Team members

Monthly Conference

  • Business Metrics Review
  • Key Risks/Issues
  • Capacity Review
  • Audit Compliances
  • APAC Director – Talent Acquisition Country Head
  • Talent Acquisition Leads
  • Account Delivery

Operational/ Functional

  • Client Hiring Manager / Procurement

Weekly Conference

  • Resource Status Report
  • Issue Register & Resolution
  • Daily Requirement Reviews If-Required
  • Resourcing Support
    Issues.
  • In Country Talent
  • Acquisition Lead
  • Account Delivery Team

Multiple levels of contact across both organizations to
deepen the relationship & enable constructive collaboration

BAU - Governance Baseline

Nityo Governance Framework

1. Executive Governance

Managed by
  • Joint Steering
  • Committee with Nominees
  • From Client & Nityo Infotech

2. Engagement Governance

Managed by
  • Nityo technical PM, Account manager, & Client head
  • Portfolio/Product managers & Tech Leads

3. Functional Governance

Managed by
  • Tech Leads & Technical PM At both sides along with Head if required

Governance Baseline

Risk Management Framework

  • Align with business strategy & organisational risk appetite
  • Ability to assess the critical risks in sourcing
  • Develop reporting structures & procedures for risk

Control Systems

  • Internal Audit; Oversight Functions; & Business Operations
  • Checks & balances aligned with acceptable internal control model.

Performance Measurement

  • Mobilize change & improvement through executive leadership.
  • Govern to make strategy for continual service improvement.
  • Quality of candidates placed (based on feedback from Line Managers).
  • Translate the strategy to operational terms.
  • Align the organization to the strategy.
  • Scorecard Metrics
  • Move away from the “cost center" paradigm towards the “value creation" paradigm
  • Recognize Cost savings and creating value for the client.