Summary:In recessionary times, customers are dearer. Genpact knew that and to provide more value to its customers, it did something unusual: It cut IT costs.Highlights:Genpact consolidated 40 internally developed applications and virtualized over 1,500 desktops.Revamping the company\u2019s entire IT infrastructure in six monthsReader ROI:VDI improved the company\u2019s seat utilization by 5 percentConsolidation reduced application footprint by 10 percentThe Organization:\u00a0It isn\u2019t surprising that Genpact is India\u2019s largest BPO service provider. A look at its operations\u2014spread across 17 countries\u2014and a workforce that\u2019s over 54,000 strong is enough. It boasts of over 600 clients including, Nissan, AstraZeneca, eBay, Hyatt, GE, Hertz, Kimberly-Clark among others. \u00a0The Rs 8,320 crore organization was on a roll. But when the waves of recession touched global shores in 2010, cutting costs assumed greater significance. \u00a0As the market situation unfolded, I realized that to ride the downturn, we would need to find ways to deliver our services more efficiently and pass on more value to our customers.Business Case:\u00a0\u00a0It was around this time that Sanjeev Prasad took charge as Global CIO of Genpact.\u00a0\u201cAs the market situation unfolded, I realized that to ride the downturn, we would need to find ways to deliver our services more efficiently and pass on more value to our customers,\u201d says Prasad.\u00a0Cutting IT costs was one way to get there. The company wanted to reduce IT costs by $10 million about (Rs 50 crore) annually, and pass some of these benefits to its customers.The Project:That isn\u2019t a negligible amount. It would take all that Prasad had to reach that target. It meant revamping the company\u2019s entire IT infrastructure in six months\u2014a deadline he set for himself. \u00a0He challenged his team to consolidate, virtualize, rationalize and optimize the company\u2019s IT infrastructure. This strategy would impact servers, databases, storage, network, desktops, bandwidth, and telecom.\u00a0Prasad and his team consolidated 40 internally developed applications and virtualized over 1,500 desktops. \u00a0Among other operations that were optimized, Prasad used logical partitioning to reduce the number of telecom PBX systems. \u00a0This brought the number down to six. \u00a0The company also introduced telecom resellers\u2014who provided better rates than principal carriers\u2014to reduce costs without impacting the quality of service.By December 2010\u2014exactly six months after it was launched\u2014the project had reached its conclusion. A remarkable feat considering Genpact\u2019s global footprint and the scope of the project.\u00a0The Benefits:\u00a0\u00a0Prasad\u2019s efforts raked in a bunch of benefits for Genpact.\u00a0VDI improved the company\u2019s seat utilization by 5 percent, directly contributing to the effective use of assets. Consolidation reduced application footprint by 10 percent, trimming support costs.The entire cost optimization exercise freed up over 130 servers, 70 databases, 15MB of international MPLS and 150MB of domestic MPLS bandwidth, 10TB of storage space and 40 PRI lines (Primary Rate Interface).\u00a0It also brought in more customers. The number of clients increased from 108 in 2010 to 177 in 2011.\u201cIn 2011, we have been able to clinch more deals with our customers. It has been a remarkable year from the customer service point of view,\u201d says Prasad.As the market situation unfolded, I realized that to ride the downturn, we would need to find ways to deliver our services more efficiently and pass on more value to our customers.