Friday, May 27, 2011

Teaming up for success with legal services outsourcing - CPA Global

Jason Williams

CHIEF OF STAFF, Deutsche Bank

I moved to my current position in the legal department of Deutsche Bank six years ago. My background is in the psychology of business and have had a series of change management functions in the organization before, especially in finance and risk management divisions. As a non-lawyer, my current role is to help oversee the daily operation of the legal department and result in change management projects, including initiatives, new technology or new ways of working.

In the past three years, has added project management approach within the internal legal departments and an emphasis on business-oriented forms of work processes. The use of technology - for example, document management or contract drawing tools - has become key. The technology needs to support business processes. It's about doing more with less.

A new perspective :
The change is necessary. Already in the last two or three years, there has been a small revolution in the legal profession. The increased use of technology and implementation of an external legal process - also known as outsourcing of legal services (LSO) - are just two examples.

In my previous roles at Deutsche Bank, emphasized both the minimization of risks or costs. But in my current role, I am able to bring those two things together. It is a matter of keeping costs down while ensuring that the department is able to provide legal services properly.

Traditionally, many home computers simply turn to their favorite outside counsel when they need legal support. Now it is to apply the proper remedy for work and the risks involved - or 'smart-sourcing "as we call it.

We have two types of intelligent outsourcing solutions. We have our own captive offshore handling our trading functionality of the document, but also use LSO vendors such as World CPA in India or in other jurisdictions, when it simply is not profitable or necessary to manage the work home.

However, it would be wrong to suggest that you can just go over the work to a vendor. You need to work in collaboration with its suppliers to ensure they understand their strategy and direction of your business. The same applies to external law firms - and their internal team.

Only by understanding how people work can really drive change in the culture of a department or a business. The psychologist Kurt Lewin, proposed a theory for change: is needed to unfreeze the way you work, adapt and then freeze again. But for this to work effectively, it is also necessary to involve staff in the process. It is important not to leave people behind, they need to adapt to new working methods, otherwise, it is natural to slip back into old habits.

The approach also has to be consistent throughout the organization as a whole. I work in Europe, Middle East and Africa, including a total of 200 employees, but senior members of the legal department in other places in which Deutsche Bank operates also the introduction of these changes.

Is a global effort led by the director of global operations of the Legal Department, Rosa Battaglia. In his view, the organization needed to rethink the way it structured its remedies, for all sat together - Rose, myself and others - to review the way the legal department worked. We first saw the document drafting process was broken into its constituent parts and implement solutions, including the London Symphony Orchestra, to improve efficiency. It is not just a matter of making cost savings in the short term, but also ensuring that the legal department is prepared for the future and how the business will change. You can not only have a short-term strategy.

New processes:
As a backdrop to all this, of course, is the environment in the banking sector is currently operating. Regulatory requirements are not going to disappear, in fact, will grow over the next two, five and 10 years. Deutsche Bank has to obtain the resources, and processes in place now if we are to meet future regulatory requirements.

At the same time, the legal department of the needs of different capabilities that were perhaps necessary in the past. Today, one can not give legal advice, the lawyers also have to be managers - both internal teams and external resources as well as suppliers of LSO. Part of my role is to work with others in the department to ensure that lawyers soft skills evolve so they can assume these new responsibilities.

In a way, Deutsche Bank has benefited from a motor earlier in this field. We noticed changes in the industry and understand that by reviewing our legal services and the introduction of LSO from the beginning, then we would be able to achieve much more and much faster progress. For example, working in collaboration with suppliers LSO, we have been able to create processes to meet our specific needs.

It is important to remember that the introduction of new forms of work is not just about changing the process. You've also got to bring people with you. His department has to feel comfortable with the solutions we're proposing, because if not, adopt. However, at the same time, we must make them understand that, one way or another, the change will happen. As an organization, you can choose to change or continue to lead others. We do not claim to be followers.

Gary Nelson


Much of the justification for granting the overall responsibility for Medtronic house legal function of a lawyer was not driven by common sense. As for legal risks from a risk management perspective, for example, is very similar to the way we look at it from a legal perspective. It is natural that we try to centralize our practices and to build common databases and assets.

A similar story applies when looking at financial management. The risk management function of Medtronic has always involved a fair amount of work based on finances, budget, etc.. By necessity - for both legal costs and risks are quite high in medical technology - there has been a growing interest in the management of expenditure and cost in the legal department in recent years. In general, the Department needs to find better ways to manage and monitor budgets, so it made sense to call upon the skills already developed by the team of risk management.

On the basis of two examples, of course, is the need to incorporate project management in the organization of the judiciary as a whole. If a practice or a piece of technology works in one area, then you should also think about using it in broader terms or to address major challenges. That's why, for example, Medtronic pools all your financial information in one place, implementing common technology when it makes sense to do so throughout the organization, and coordinates all of its annual planning through a centralized function. We are now applying the same approach to the legal department as well.

However, it would be wrong to suggest that it is a relatively new practice for a corporate legal department to be headed by a chief not legal. I've been working at Medtronic for 17 years before a finance and risk management capacity, and my mixed paper to oversee risk management and legal operations are formalized almost a decade. Since then, I've overseen by an international team of legal staff of 275, including risk management and compliance staff and around 125 lawyers, covering 250 facilities throughout the Americas, Europe and East Asia.

Free management:
It is natural to assume that there may be a reluctance on the part of lawyers to work with a non-executive graduated law, but I have not found this to be the case. In fact, they are very open to it. Frankly, much of the work managed by the department of legal operations of Medtronic's not really the work that lawyers are trained to do first. In any case, part of his role as manager is to create trust and good relationships over time - this work can not be done without that atmosphere of trust.

By remaining separate legal work everyday, we are also able to focus on management issues at the big picture. Turning to the budget, for example, we pass a number of management initiatives in progress. This includes sitting with all our key partners outside lawyers to see the budgets and work plans. We are also detailed discussions on all matters of high dollar volume to really in tune with the work being done and the costs of doing so.

My department is very active in looking at the spectrum of the work done by law firms and evaluation of routine work. In e-discovery, for example, there are a lot of routine work that we think might be managed more effectively. We are currently analyzing ways to remove certain types of work out of the equation and see the lower-cost options for delivering the work without sacrificing quality. This includes the study of outsourcing opportunities in the U.S. for general legal work (legal services outsourcing or LSO).

We are also implementing more discipline around our electronic billing systems so we can have more automated ways to make exceptions or cases of legal fees that we feel to be unacceptable in today's market

Collaboration is key
I understand the suggestion that the leaders who are not lawyers legal departments are more prudent to deal with expense management and cost reduction firm, which perhaps may be too close to the work. However, do not think it's as simple as that. Medtronic process is a collaborative effort that takes place in full cooperation and transparency with our internal team and external partners.

For example, another initiative we are working very closely on this point is to determine which companies will collaborate in the future. Currently, Medtronic is hundreds of law firms, and we want to reduce that number to less than 50 so we can increase our influence. These companies selected then also have a better working knowledge of what we are, what we do and what is important to us.

As part of this process, we have sent requests for information from all the leading law firms worldwide and we are seeing a number of issues, including who bears the burden of their side and their diversity statistics. We have several markers that are very important to us. We are currently cataloging the responses of more than 100 companies, and the process from start to finish will take about five months.

However, the decision of firms to hold court and can not be managed by a head not only legal - you can not just come down with the budget. Instead, it is working with the legal team to measure, for example, the quality of work of a company or the correspondence between its working and ours.

Eleanor Whitfield

I am a lawyer by profession, but my current role as head of the legal services of Invensys plc is focused on providing services rather than legal practice. However, my legal training - previously general counsel of the working group the day to day business units of Invensys Rail - has armed me with important insights into the way legal services have traditionally been delivered to the organization, rapidly changing nature of our attorneys workload and areas where perhaps I could better help them and our business units.

In particular, this has meant cover possible "holes" in the provision of services. Invensys is a global company and it is impossible for us to have lawyers on the ground in all jurisdictions. I80 We operate in countries around the world, but only with a small team of lawyers. With this breadth of coverage, we must be agile and responsive to changing business needs and the bending of our legal services in the areas to cope with surges in demand.

When a sudden gust of work comes, the temptation is always to roll up your sleeves, stay late and treat yourself. But that can only ever be a short term solution. My attention is focused on finding long-term, more sustainable ways of dealing with such situations. My goal is to resolve the processes that work in the future, instead of burying the problem extends internal resources, waiting to meet them or to resort to external law firm support. At one point, Invensys was using more than 600 law firms and it became clear that we should be more creative in our solutions for this. It was this kind of scenario that led me to the legal services outsourcing (LSO) and CPA Global.

Why outsourcing?
LSO not only support our national team by taking work away from their desks, but also helps to deepen the strategic and commercial knowledge of the legal department. It allows them to concentrate on the big picture. It is not a question of taking the job, but the introduction of more effective processes for their lawyers. In other words, with the right people for the right skills. The internal team will no longer have to spend your time looking at the fine print, and which can be prepared on its behalf by APC Global team in India. Its function is to analyze the strategic production, which advocates more effective.

Of course, the link should be made well. To begin with, the lawyers have to learn to delegate. Delegation is an art, but, if done well, can get better quality results. The work also needs to be able to flow smoothly from the internal team with the provider of the London Symphony Orchestra and the process must be flexible, especially in cases of sudden demand.

But I also mean that LSO providers need to understand the business of his client as a whole. For example, when it comes to reviewing a contract, often the details of the obvious, but more importantly you're looking for - this clause can not be observed at the time, but could end up paying more later. You do not necessarily know that if you do not know the business. I hope the relationship we have with the World CPA team will be developed in this way. As with a legal team, not just to give you work "routine" to do, it is a challenge - that's how you develop talented attorneys. And the level of lawyers in India is exceptionally high. Most have master's degrees or doctorates. The only element that is not always business acumen. You can get that experience alone. That's the exciting part of this process.

In turn, his lawyers develop skills and experience to monitor the flow of that work. It is not a question of replacement of equals - we do not intend to replace any of our team with staff in India - this is support for them to work more effectively. How many lawyers know they do not want a better balance between work and life?

Management skills
It is often asked whether lawyers can be effective managers, but do not think that is something that is even going to be looking at I0 years from now. It is a skill that all lawyers have to develop. But you can not expect them alone - have to give them both guidance and support.

Knowledge management is also key. When a business is global and his lawyers are scattered around the world, there is a danger that different regions are reinventing the wheel each time. You should be able to capture the knowledge and experience of its team in each region so that others can learn from it too.

LSO is also capable of helping in this area, for example, helping a company to build a global database of contracts that can be accessed by all. The more sophisticated, they can harvest the data, for example, not only looking at the number of contracts, but also the trends and potential problems. That is fine for measuring the efficiency and the creation - for example, noting that contracts are stronger or weaker, by region or business area. You can then focus their training, deploy their staff or to prioritize their work properly. It is a matter to be agile and respond quickly as its business units need legal support.
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Thursday, May 26, 2011

Best IT Enabled BPO:Wipro BPO Recognized as the ‘Best IT Enabled BPO’ by Alsbridge

Recognition conferred on 15th Center Outsourcing Annual Excellence in Outsourcing and Service Providers 2011 Awards:

May 24, 2011 (Business Wire) - Wipro BPO, Business Process Outsourcing arm of Wipro Technologies, the World Information Technology Consulting and Outsourcing Business of Wipro Limited (NYSE: WIT), was awarded the "Service Provider Excellence in "Best IT BPO activation" category, at 15 the annual Outsourcing Center Outsourcing and Service Provider Excellence Awards 2011. The awards were organized by Alsbridge Inc., a global consulting firm with expertise in IT and BPO, Shared Services and Finance and benchmarking.

The recognition is a testament to the value that customers have realized the Base))) ™, Wipro BPO is the path of increasing technology to help customers solve business problems and unlock the true value outsourcing.

Wipro BPO, which offers a wide range of services through the CRM, Back Office transaction processing, industry-specific solutions to BPO and Consulting complements its commitments to customers in the process of technology-enabled layer, base) )) ™. A combination of deep expertise in IT services, Wipro, combined with his vast experience in outsourcing services. The extensive range of tools provided by the base))) ™ eliminates the need to deploy multiple point solutions and has proven to be a cost effective solution for customers with quick results. Base))) ™ is being used by 19 clients in eight countries with over 2,200 users. benefits for business customers include increasing the effectiveness of the process, improve governance and control, increasing the efficiency of processes and people, reduces risk and minimal investment technology.

"We are delighted to receive this recognition from Alsbridge. We have always believed that BPO customers looking to use their existing assets completely before moving on to new technologies. This award recognizes Wipro BPO technological excellence and the ability to associate with client organizations to meet the needs of the people, processes and technology. Base))) ™ is our way of solving customer business problems through technology. It gives us great satisfaction to see our customers gain pleased with the visibility and control they have over their own process outsourcing, "said Nithya Ramkumar, General Manager, Wipro BPO.

"Successful strategies implemented outsourcing mixed with the choice of appropriate technology allows each organization to achieve critical business objectives and improve margins," said Debra Floyd, COO of Outsourcing Center. "Innovative approaches are becoming critical for companies to gain competitive advantage and technology is taking the initiative as a lever for business processes today. These partnerships demonstrate award-winning models of success in all industries."

Outsourcing Center is a Alsbridge. Outsourcing Excellence Awards annually recognize the best in the world of subcontracting arrangements. The judges select relationships which demonstrate best practices, create and sustain a competitive advantage, provide business transformation, achieve value, and benefit both the buyer and the service provider over time. Outsourcing Center conducts the annual awards program is an online community that specializes in leadership, best practices and innovation in outsourcing.

Wipro BPO, Business Process Outsourcing service line Wipro Technologies, one of the largest providers of BPO services in a global delivery platform. Wipro BPO has the ability to provide delivery options on land near the coast, offshore and hybrid with operations in more than 28 centers in 11 countries. The portfolio of services includes industry-specific solutions in the customer contact center (technical and non-technical and non-speech voice), Finance and Accounting outsourcing, human resources outsourcing management, supply chain, knowledge services including data management and reporting, legal process outsourcing, and sales and marketing outsourcing.

About Wipro Technologies

Wipro Technologies, the global IT business of Wipro Limited (NYSE: WIT) is a leading information technology consulting and outsourcing, which provides solutions that enable its customers to do business better. Wipro Technologies has won business results through its industry expertise and a 360 degree view of "business through technology" - helping clients build successful businesses and adaptation. A company known worldwide for its broad portfolio of services, a professional approach to innovation and the delivery of an organization-wide commitment to sustainability, Wipro Technologies has 120,000 employees and customers in 54 countries.

For more information, please visit

Forward and Warnings

Certain statements in this release concerning our future growth prospects are forward looking statements that involve various risks and uncertainties that could cause actual results to differ materially from those expressed in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding fluctuations in our earnings, revenue and earnings, our ability to generate and manage growth, intense competition in IT services our ability to maintain our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed price, the fixed time frame contracts, client concentration, restrictions on immigration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks, our ability to successfully complete and integrate potential acquisitions, liability for damages in our contracts services, the success of companies in las to make strategic investments, withdrawal of governmental fiscal incentives, political instability, war, legal restrictions on raising capital or acquiring companies outside India, UNAuso UTHORIZED our intellectual property, and economic conditions general affect our business and industry. Additional risks that could affect our future operating results are more fully described in our filings with the United States Securities and Exchange Commission. 
These filings are available at We may, from time to time, make additional written and oral forward-looking statements, including statements contained in documents the company with the Securities and Exchange Commission and our reports to shareholders. We do not undertake to update any forward-looking statement can be made from time to time by us or on our behalf.

Wipro Technologies
Lewis, +91-7760983976
dirk.lewis @
Ulrich, +1 (732) 509-1337
kathleen.ulrich @
United Kingdom:
Kadavakolu, +44 7920205496
rahul.kadavakolu @ 
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Legal Advice:Businesses calling India for $25 legal advice

A growing number of Canadian companies are outsourcing legal services to places like India for just $ 25 per hour, according to a recent article in a publication of the Canadian Bar Association.

The obvious advantage is the cost of driving the trend, says author Patti Ryan in the latest issue of the Journal of the National CBA.

Bangalore An attorney may charge only $ 25 per hour compared with hundreds a local company can charge.

The time difference can also be an advantage. With legal teams on both sides of the Atlantic, the documents can be delivered in less than 24 hours in some cases.

In addition, India has about one million lawyers trained in the basics of English common law. Thousands more are graduating each year.

legal process outsourcing (LPO) has been present for at least a decade, but Canadian companies have been slow to catch on, especially for security reasons, Ryan writes.

Legalwise was the first dedicated to LPO opened in Canada in 2006. Today, there are a handful of suppliers with lawyers working in India, the Philippines and South Africa.

LPO revenues for 2010 were an estimated $ 640 million and forecasts of Forrester Research, could reach $ 4 billion in 2015.
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Tuesday, May 24, 2011

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Monday, May 23, 2011

BPO founders retire into back rooms:BPO founders Pramod Bhasin, Raman Roy retire into back rooms

When Pramod Bhasin stepped down as Genpact CEO and eased into a non-executive role, it was more than just a management change at one company. An entire generation of promoters, founders, and CEOs who birthed the BPO business have now quit, sold out, or have stepped back, leaving the $14.1-billion industry employing almost a million people, in the hands of a new crop of leaders.

CEOs of eight of the top ten BPO firms in 2006 have changed; five of this happened in the past three years.

Like Bhasin, Vikram Talwar of the $253-million EXL Services stepped into a non-executive role this April. Ananda Mukerji who helped start FirstSource (then known as ICICI One source) in 2001, and Neeraj Bhargava , a founding CEO of the $616-million WNS , quit last year. Amitabh Chaudhry , who was heading Infosys BPO , quit in 2009.

In their place, Keshav Murugesh has taken charge at WNS, Matt Vallance now runs Firstsource and 'Tiger' Tyagarajan will move into Bhasin's position.

The new leaders now have to change tack, shift gears and outdo their predecessors, if they want to scale the '$60 billion-revenues-by-2020' target set by Nasscom. Their approach has to be different from the earlier generation of founder CEOs.

"The earlier period saw autocratic CEOs, now collaborative CEOs are in demand. The game has shifted to teamwork," says Raman Roy, chairman and MD of Quatrro BPO and one of the earliest BPO entrepreneurs. "The first phase called for more entrepreneurial skills, this one calls for managerial skills," says Bhargava, who floated Zodius, a growth capital firm, after leaving WNS.

The earlier generation saw a great idea, chased a dream and eventually built scale. "The generation taking over now will work with the next set of drivers - consulting, domain expertise and quality," adds Sanjeev Agarwal, Managing Director, Helion Venture Partners.

Cloud-Based Tech to be tapped More
He had founded Daksh, one of India's first BPO firms in 1999.

They also have to do work that help customers make more money, rather than simply focus on winning orders. "Earlier, deals were won based on whether you could set up a centre with the infrastructure in three months," recalls Mukherji, who is now group director (business development), at Bharti. "Now, the value proposition is about what difference you can make to the client's business."

Genpact's new CEO 'Tiger' Tyagarajan sees three distinct eras in the company's life. First was the enterpreneurial phase of 1997 to 2003, when GE was doing new things almost every day, from ERP, credit card collections, and analytics. The next, hyper-growth phase came between 2004 and 2009. The third phase started in 2010 and will go on for 3-4 years. "We will see business processes being delivered as a service and we will use new, cloud-based technologies to deliver services," he adds.

First in, last out
The exodus of founder CEOs began in 2005 when Raman Roy quit Wipro BPO. Roy, who had started off as CEO of GE's India unit in 1997, had quit to start Spectramind in 2000. He sold it to Wipro in 2002. Sanjeev Agarwal, another early bird who had floated Daksh eServices in 1999 and sold it to IBM in 2004, eventually quit IBM Daksh in 2006.

Bhasin was the last of the founder CEOs to check out. He was also the first to spot the BPO opportunity.

In 1995, Bhasin sounded out the GE top management about the potential to set up a unit in India to help the American giant handle its backoffice processes. GE kicked off BPO operations in Gurgaon in 1997, and a wave of new entrepreneurs followed. By 2005, over a dozen had successfully built $100 million-plus BPO companies and had driven the industry to revenues of $6.3 billion.

The industry has changed since Bhasin's pitch 16 years ago. It started with a call centre business and companies like Spectramind (Wipro BPO now) had more than 90% voice work. Now, call centre operations account for less than 30% of the portfolio. Companies have added newer businesses like thinking of new insurance plans, chalking out go-to-market strategies, or even doing P&L accounts for global majors out of backoffices in India.

Change is good
Such large-scale CEO churn across an entire industry is uncommon. But the BPO sector may hold out new lessons for India Inc. Even as the Tata group, L&T, ITC and others are wrestling with hard succession choices, some BPO firms have managed smooth transitions.

"The IT-BPO sector is showing the way for traditional industries on how best to use professional management," says K Sudarshan, managing partner India, EMA Partners, an executive search firm.

"BPO is an execution intensive industry. Fatigue sets in fast. One should not be at the helm for more than five years," says Agarwal. "All juices are taken out by then."

"It is for the leader to decide when to step down. And unlike many India Inc CEOs, BPO entrepreneurs and leaders have done a tremendous job," says the head of another leading executive search firm.

Will India Inc's ageing CEOs pay heed? 


Check How to Choose the right KPO services

One of the most important commercial uses of the Internet today is information. The network is a massive database of vast amounts of information on almost any topic under the sun. Today, when looking for some information, it is almost taken for granted to go online instead of asking someone or go to the library. On the podium of the possibilities available, shopping avenues only a possibility. Services KPO and BPO services had become the largest service industry in the 21st century. Today, our knowledge process outsourcing has become much more important source of employment and value added business.

Looking at the world as we see today, the Internet is indispensable for more than one sense. We can not think of doing the daily work, not the infinite resources it provides. Better yet, is a dynamic, living presence. It is ever changing, constantly evolving and is updated every second with new information, more relevant. This is why online business solutions have become more vital to the survival of your business in this market of stiff competition. Without a strong online presence, your brand will not be able to grow and expand quickly into foreign markets.

People often demand for BPO services are much more important than the knowledge process outsourcing. This is an unfair statement, because both are different tools for better business. International business has many specific requirements to ensure high productivity with guaranteed quality. Companies based in the United States and Europe have found that by outsourcing their work to Asian countries, may have the same work done at a fraction of the cost. Quality workmanship is so easy to find in Asia, and with exchange rates being so friendly, companies can save costs and to become more productive.
Here are some of the major online services that are required for you to do better business -


Foreign markets are easy to reach at this time free of the global economy. However, research in the new field of business is impossible in conventional sources. Polls and conventional sources campaigns are too expensive for SMEs and private companies. Your company can still come to the attention of business process outsourcing that ensures the most detailed investigations. social networking communities and enable business professionals to screen and conduct studies on market data and industry. Being much more selective than conventional platforms such as television, the results are by far much more friendly.

BPO offers telemarketing services before the Internet took over. Today, online marketing is much more powerful and more goal-oriented phones or televisions. This is why SMM, SEO, SEM and solutions have become more popular than any form of conventional advertising.
Brand Awareness

For your business to thrive, people need to know your brand and compare them to the relevant industry. Using a mixture of methods, KPO services allow your brand to reach deeper into the public. No market is remote and not the competition is very high when the Internet opens new doors of progress.
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Friday, May 20, 2011

Ammacts:About Ammacts Limited, Future Financial Services Limited

1985 under the Community Action Society (ACTS). The operations were transferred to the Mutual Aid acts Mahila Cooperative Thrift Society (AMMACTS) in 1998. FFSL took over the operations of microfinance and ACTS AMMACTS since April 2007. The Institution FFSL Ammacts existed before he took over and before activities begin Monday through Friday.

Mr. G.DASARATHA REDDY: Managing Director

Sri G. Dasaratha Reddy is a post Graduate in Economics and he has worked for 27 years in NGO field. He has started an organization identified “Action for Community Service Society” (ACTS) at V.Kota, Chittoor District in 1985 and has functioned constantly for the upliftment of the rural unfavorable by undertaking a large number of welfare programmes and water shed management schemes. He has undertaken a multitude of Government programs and implemented them thought his NGO “ACTS “.

 Mr.Dasaratha Reddy has also promoted a Mutually Aided Cooperative Society by and cr “Acts Mahila Mutually Aided Co-operative Thrift Society Limited” (AMMACTS) in the year 1998 and got it registered beneath APMACS Act 1995, Andhra Pradesh to undertake Micro Finance for the rural poor women. AMMACTS has started its operations in V.Kota region and has expanded its business to many other towns in Chittoor District by the year 2003. As Chief Executive Officer of AMMACTS, he played a vital role for the development of such a organization to the present size.

In terms of the provisions of the Act, AMMACTS cannot go any bigger its operations outside of the district in which it is registered ie Chittoor. The Promoter has therefore taken over an existing Non Banking Financial Company having RBI license to carry on the industry of micro mortgages in the month of March 2007. Sri G.Dasaratha Reddy was appointed as Managing Director of the establishment and the firm “FUTURE FINANCIAL SERVICESS LIMITED” (FFSL) began its operations from 1/4/2007.The Company at last found it convenient to monitor the micro mortgages activities from Chittoor which has better proximity to T N and Karnataka. Accordingly the Registered Office is shifted from Hyderabad to Chittoor.

Sri G.Dasaratha Reddy has vast experience in Micro Finance field. He has attended various training programmes conducted by various corporations throughout the World.


He is a Chartered Accountant and has 30 years of banking experience. He has worked in Union Bank Of India, ING Vysya Bank and retired from ING Vysya Bank in 2007. He has vast encounters in banking operations, finance and internal audit. He is presently working as a full-time Director heading Internal Audit Department from March 2008.


Mr. N.Venkataram is inducted as Independent Professional Director. He is a practicing Chartered Accountant at Hyderabad. Presently he is the Chairman of Audit Committee of the Company


He is a General Manager in SIDBI making an effort at Hyderabad. He is nominated by the SIDIBI as Nominee Director on Board of the Company.He has vast experience in Micro Finance.


 Ms. Daksha has joined as an independent director in the Company. She is a B.A., M.B.A (IIM-A) .She is in the field of development since 1998. She is presently working as Programme Head (Credit) Friends of Women’s World Banking India (FWWBI), Ahmedabad. Prior to now job she was a Production & Finance Manager in cotton textile mill in Ahmedabad. She moreover worked as Managing Director in an Intermediate Dye Stuff Manufacturing unit till 1988.

She attended various workshops and seminars on micro credit at New York by Women’s World Banking as a representative of FWWBI and training apprehended at Mauritius on Delinquency Management. She attended Micro Finance Course conducted by Economic Institute at Colorado, USA and workshops of NABARD and SIDBI from time to time. These trainings and seminars suffer given her expertise in evaluating microfinance organizations as positively as to put them on a growth path.Mrs. She is a very resourceful and committed to upliftment of rural bad women through micro credit model.


Sri M.Ernest Paul is going through vast experience in Micro Finance. He has joined Share Micro Fin Company as a Unit Officer and has developed to a great leader and amplified his capabilities by involving himself in different activities of the parent company. He has worked for 5 ages in the company and he has joined in other businesses to increment Micro Finance in Rural Andhra Pradesh. He has promoted one Micro Fin Organization by name “Sadhana Micro fin society” at Kurnool in 2002 and rendering quality microfinance services to the people. He aims to back new entities in the field of Micro Finance and has set up a training institute at Kurnool. He is in the board of Advisory Committee of AMMACTS. He has joined as a Director in FFSL.


 Dr.V.Poornachandra Reddy is inducted as a director who has Doctorate in Economics and has rich experience in Micro Finance.

 He has over 24 years of experience in NGO management, micro financing institutions, and had worked extensively in promotion of micro finance with SHG concept with foreign best practices and systems. He is also associated with an international association i.e. CC, USA provided an mission of National Micro Finance Coordinator for its considerable scale micro financing program spread in 15 states. He attended training programs at most places National as well as International. He was author and publisher of several books and training modules and discussion papers. Most of his effort in this direction was on micro financing and its tethered fields.


Smt. G.Kalavathi has joined as a woman organizer in a reputed NGO “Grama Seva Samithi” and started her career in development field. She has understood the intricacies of rural Indian family technique and has strong belief that only providing the improvement of rural women’s banking status, our villages can grow. She is a stable promoter of women leadership and has attended several training seminars in women development in thrift and credit. She strongly believes that with woman’s financial independence, they can protect their rights and command contemplation in the family.

She is married to Sri Dasaratha Reddy who also is in NGO field and she emphasizes her husband in all his efforts for the cause of rural poor. She is instrumental in begun a separate Co-Operative labeled “AMMACTS” for pursuing microfinance program only for women and she is Vice Chairman in the board of AMMACTS. She actively participates in all programs of AMMACTS and also is a member in Suprabhath Mahila Group made by AMMACTS at V.Kota. She is appointed as a director in Future Financial Servicess Ltd. She is contributing her services to the Company amongst her valuable suggestions on time to time. She represents AMMACTS society in the Board of FFSL to safeguard the interest of members of the parent society.


Sri G.Kartheek is a B.Tech graduate and has joined the industry of Micro Finance in 2003. He has taken part in the growth of the society AMMACTS and in its expansion to various places. He has undergone one year training in Micro Finance utility in “Sadhana Micro fin Society “at Kurnool. Sri G.Kartheek has attended several training programs in the field of Micro finance. He has attended a seminar taken out at Bangladesh and has studied the Grameen perfect of lending for fifteen days. He also has attended a 40 days process on Micro Finance possessed at IIM, Bangalore a premium institution of Management in the entire country. He is one of the employees of the Company at the time of take over and now is appointed as a Director of Future Financial Servicess Ltd., He is contributing his services to the firm as and when required.
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Growing LPO market:TCS keen to join the growing LPO market

The country's leading IT services, consulting and business solutions, Tata Consultancy Services plans to explore the Sub-Process Outsourcing (LPO) market. The company has already begun Infact LPO services on a smaller scale with very few customers.

TCS is hoping to compete with business rivals Infosys and Wipro, which already has a market share of billions LPO. TCS has also begun recruiting, both in India and the United Kingdom, for this practice.

"(The legal process outsourcing segment) seems an interesting ... we are looking at him," said TCS CEO and Managing Director, Mr. N. Chandrasekaran, Indian.

TCS has been active in providing technology solutions for law firms worldwide. Earlier this year, the Law Society of England and Wales selected TCS's flagship legal management solution as part of a systems development project.

India is the outsourcing market for the U.S. and the UK The Indian LPO space is controlled exclusively by service providers such as LPO Pangea3, CPA Global Unitedlex, Integreon and Evalueserve. These LPOS are considered large (with a staff of lawyers from more than 500). There are other niche companies such as Cobra and SDD, with counts of about 100.

Pangea 3, which was recently acquired by Thomson Reuters, is on a hiring spree and plans to double its count by hiring about 700 people this year to meet increased demand for services. Most of the hires will be in Mumbai and Noida centers.

Some of these LPOS have been growing at more than 100 percent in recent years mainly due to charge a fraction of the $ 150 to 350 per peak hour by counsel in major markets like the U.S. and the United Kingdom.

According to a NASSCOM market intelligence report, the LPO segment is expected to touch 15 billion U.S. dollars in 2015.

Apart from the LPO service providers, large companies began LPO services include a few years ago in Bangalore-based Infosys and Wipro. Wipro and Infosys have been actively seeking opportunities in the LPO space for years now.

Infosys LPO commitments representing 60 percent of the total knowledge services business, with over 500 professionals and Rs. 70 million rupees ($ 15 million) in annual revenue. Most work is done in Pune (some 400 professionals), followed by Lima (80 to 100 employees) and Gurgaon (about 20 professionals). The company also expects to begin service delivery LPO Manila, Philippines, in late 2011, according to media reports.

In June last year, the BPO arm of Wipro partnered with Microsoft Corporation to provide global legal process outsourcing Microsoft Intellectual Property (IP) portfolio.

TCS business back-office, which includes initiatives LPO, generated revenues of Rs. 10.157 million rupees (2.1 million) for the quarter ended March 31, according to Hindu.

It seems that the LPO sector will continue to grow, to actual change in market demand. There are still very few foreign suppliers of legal services that offer specialized high-end legal. Once this trend pace specialized high-end legal outsourcing gains more, a greater amount and variety of legal work will be outsourced.
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Check Kanimozhi latest news, kanimozhi arrested, kanimozhi raja affair

kanimozhi, kanimozhi arrested, ndtv latest news, kanimozhi arrest, kanimozhi raja affair:

2G trial-Kanimozhi denied bail :

The plea on bail of Kalaignar TV Director Sharad Kumar was also rejected.

Kanimozhi is a share holder in Kalaignar TV, which is supposedly one of the beneficiaries of the scam money 2G.

Both can be sent to Tihar Jail.

The judge said that "bail plea dismissed." She now faces immediate arrest and imprisonment.

The court on May 14 postponed the bail hearing of the daughter of former Tamil Nadu Chief Minister M Karunanidhi until 20 May.

The Central Bureau of Investigation (CBI) has chargesheeted Kanimozhi as co-conspirator in the fraud and bribery for allegedly accepting Rs 214 million rupees in the scandal of the 2G spectrum allocation that saw his party colleague and former Minister of Telecommunications go to Tihar Jail.

A similar fate awaits him if the court rejected his bail.

The DMK largely lost the elections in Tamil Nadu this month.

The CBI has opposed holding Kanimozhi bail that was "active brain" behind the scam, along with former Telecommunications Minister A Raja.

UU Lalit said fiscal CBI CBI Special Judge OP Saini who was well aware of the money laundering Kalaignar family-run television.

Kanimozhi has been named by the CBI as a co-conspirator in the scheme of allocation of 2G spectrum in the second chargesheet filed before Special Judge OP Saini.

But eminent lawyer Ram Jethmalani had appeared for the daughter of M Karunanidhi and called for his release on bail, playing cards of "woman."

Jethmalani said: "She (Kanimozhi) is a law abiding citizen, a deputy and a woman. Section 437 of CrPC (Criminal Procedure Code) said that women, the elderly, children should normally be granted bail. "

Kanimozhi has been charged with section 7 and 11 of the Prevention of Corruption. .

Kanimozhi also facing Enforcement Directorate (ED) for alleged money laundering.

Erectile dysfunction Kanimozhi accused under the Prevention of Money Laundering Act (PMLA).

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Mamata banerjee house, Mamata banerjee email id, Mamata banerjee profile

Mamata banerjee house, mamata banerjee email id, mamata banerjee profile, mamata banerjee hot, mamata banerjee website:

Name:  Kum. Mamata Banerjee
Constituency from which I am elected : Kolkata Dakshin
Father's Name : Late Shri Promileswar Banerjee
Mother's Name : Smt. Gayetri Banerjee
Date of Birth : 1/5/1955
Birth Place : Kolkata (West Bengal)
Maritial Status :  Unmarried
No. of Children: NA
No.of Sons:
No.of Daughters:0
State Name : West Bengal
Party Name : All India Trinamool Congress

Permanent Address : 
30-B, Harish Chatterjee Street,Kolkata-700 026 West BengalTels. (033) 24753000 Fax. (033) 24540880
Present Address: 
C-4, M.S. Flats, B.K.S. Marg,New Delhi-110 001Tel. (011) 23722975 (R), 23381213, 23386645 (O) Fax. (011) 23319555 (R), 23387333 (O)
Email id :

Educational Qualifications: 
M.A., B.Ed., LL.B., Trained in Work Education, Educated at Calcutta University, West Bengal

Positions Held:

1/1/1970 - General-Secretary, Mahila Congress (I), West Bengal
1/1/1978 - Secretary, District Congress Committee (Indira) [D.C.C. (I)], Calcutta South
1/1/1984 - Elected to 8th Lok Sabha
1/2/1984 - General-Secretary, All India Youth Congress (I)
1/1/1985 - Member, Committee on the Welfare of Scheduled Castes and Scheduled Tribes
1/1/1987 - Member, National Council, All India Youth Congress (I)
1/2/1987 - Member, Consultative Committee, Ministry of Home Affairs
1/3/1987 - Member, Consultative Committee, Ministry of Human Resource Development
1/1/1988 - Member, Executive Committee, Congress Parliamentary Party [C.P.P. (I)]
1/1/1989 - Member, Executive Committee, Pradesh Congress Committee [P.C.C. (I)], West Bengal
1/1/1990 - President, Youth Congress, West Bengal
1/1/1991 - Re-elected to 10th Lok Sabha (2nd term)
1/2/1991 - Union Minister of State, Human Resource Development, Department of Youth Affairs and Sports; and Women and Child Development
1/1/1993 - Member, Committee on Home Affairs
1/2/1993 - Member, Consultative Committee, Ministry of Home Affairs
1/1/1996 - Member, Committee on Public Accounts
1/2/1996 - Re-elected to 11th Lok Sabha (3rd term)
1/3/1996 - Member, Committee on Home Affairs
1/4/1996 - Member, Consultative Committee, Ministry of Home Affairs
1/1/1997 - Founded All India Trinamool Congress and elected Chairperson, All India Trinamool Congress
1/1/1998 - Re-elected to 12th Lok Sabha (4th term)
1/2/1998 - Chairman, Committee on Railways
1/3/1998 - Member, General Purposes Committee
1/4/1998 - Member, Consultative Committee, Ministry of Home Affairs
1/1/1999 - Re-elected to 13th Lok Sabha (5th term)
1/2/1999 - Leader, All India Trinamool Congress Parliamentary Party, Lok Sabha
1/3/1999 - Member, General Purposes Committee
1/4/1999 - Union Cabinet Minister, Railways
1/1/2002 - Member, Consultative Committee, Ministry of Industries
1/1/2003 - Union Cabinet Minister (without any portfolio)
1/9/2004 - Union Cabinet Minister, Coal and Mines
5/14/2004 - Re-elected to 14th Lok Sabha( 6th term)
5/15/2004 - Member, Committee on Personnel, Public Grievances, Law & Justice
1/1/2006 - Member, Committee on Home Affairs
6/6/2006 - Member, Committee on Home Affairs
1/1/2009 - Re-elected to 15th Lok Sabha (7th term)
2/1/2009 - Union Cabinet Minister, Railways
3/1/2009 - Leader, All India Trinamool Congress Parliamentary Party, Lok Sabha

Social and Cultural Activities:
Connected with different social and human rights organisations to promote the welfare of poor, children and women;
providing free legal aid to the poor and working for the protection of human rights;
organised various health camps for mothers and children

Special Interests
Protecting human rights
Favourite Pastimes and Recreation
Writing books and songs; painting and music

Countries Visited
Widely travelled

Other Information
Represented the country in (i) in U.N. General Assembly; (ii) as a woman parliamentarian at World Women Round Table Conference, Russia; and (iii) World Youth Conference, Vietnam; attended the Working Women Conference of ILO and ICFTU at Kuala Lumpur; observed Dharna in 1995 for 21 days to restore Human Rights; protested against atrocities on women and lock up deaths in the country, specially in West Bengal.

Thursday, May 19, 2011

BPO/REO Agents for Important Announcement:BPO Automation

Yesterday, Nicole Ocean and I decided to launch our new Central AutoAccept Order a monthly subscription of $ 49 (use +). Comes with free support, free upgrades, and you can cancel at any time (without contract). Is available as a free trial download on our website.

At this time, all over the country, BPO volumes are way down, and agents last month have been asking us to find a way to make affordable self-acceptance so they can get enough orders to stay in business .

Last week we asked the network for feedback and ReoPro were overwhelmed with requests for an economic plan to help workers keep their volumes up. We received hundreds of emails and phone calls from agents looking for an affordable solution.

After talking with our customers and a serious, we decided on a new pricing model for network-based Central Order to make it more accessible to the agents who need it most

We have reduced the price of the Central Order a subscription fee of $ 49 per month + 5% in order of prevalence rate (about $ 2.50 an order). That's 10 times times less than the full purchase price has been offered. We have had good response from the agents in the price, and have been working overtime to ensure that it is rock solid, stable application performance without stopping.

At this time, orders are scarce, gas prices are at historic highs, and many agents are paying extra money for remote zip codes with BPO providers and Ecuador: We are waiting for the Central command allow you to accept more work close to home to deal with all these issues together.

Central order took 6 months to develop, and offers all the features, literally, that has ever been requested by an agent. Central Order Although the network is still in its infancy, has already captured and verified more than 2,000 orders, and is the best option available for increasing the rate of acceptance. Once again, a Central Order free trial is available on our website.
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Call Center Agents:British firm wants call center agents with British accent

A British telecommunications company is considering business process outsourcing (BPO) market here wants to be Filipino call center agents to speak English the way the British do, according to MalacaƱang.

This was one of the concerns of the executives of Convergys, the largest call center operation in the Philippines, and everything everywhere, a British provider of telecommunications largest with 28 million subscribers, which called on President Benigno Aquino III, Thursday, said presidential spokesman Edwin Lacierda.

Lacierda said the British company was "very optimistic" about the Philippines and was setting up shop here and be the hiring of workers and middle managers.

"And since this is a British BPO, there is a need for Filipinos to be trained in a British accent, we are not familiar with," said Lacierda.

For example, Filipinos use "Mrs." as a polite form of address a woman by telephone, said.

"They said they are not supposed to what in Britain because" lady "is used to treat only the Queen. We must learn the nuances, because it is a British BPO," said Lacierda.

However, "very, very optimistic. They are interested and are very open to the situation here in the Philippines," said Lacierda.

Said Mr. Aquino told business executives in the UK "why is good to invest in Argentina" and "why we're No. 1."

"We are the No. 1 destination for BPO in the world and recognize our ability. They recognize that they have the infrastructure to maintain our status as the No. 1 destination for BPO in the world," said Lacierda.

According to Undersecretary Zenaida Maglaya Commerce, Convergys is planning to expand its business in the country, while everything everywhere is working with Convergys to exploit the Philippine BPO market.

"So (everything everywhere) to explore with Convergys, and with schools on how to do the training," said Maglaya.

Maglaya said the President is committed to support the plans of the two companies that will enhance and strengthen the BPO industry here, "because the employment opportunities generated is great."
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BPO's New Privacy Laws:BPO Firms in India & China Face Challenges From New Privacy Laws

China and India are two destinations for external business processes. Recent developments in the legal and regulatory environment in both countries could make it difficult for BPO companies to operate, particularly those related to sensitive data such as contact details and personal information.
Draft Privacy Regulations require the explicit consent China Source

Privacy and intellectual property are highly valued concepts in the west, but it might not be the case elsewhere. Consider the reputation of China for reverse engineering devices (including cars) And get away with mass production of cheap imitations. This has gone so far that the Chinese are sometimes accused of espionage.

To help improve the business environment, lawmakers have been moving to the laws that better protect intellectual property and privacy. Chinese lawmakers plan to address this with the introduction of new data security standards that try to enforce stricter controls on how to manage personal data, namely:

* The organizations that handle personal data are obliged to keep confidential, and will require the owner's consent before data is shared or transferred to another party.
* Specific restrictions apply to the collection, processing, use, transfer and maintenance of personal information.
* These principles apply to personal data on computer networks, not just the data on digital storage media or on paper.
* Personal information can not be exported unless you receive specific permission of the authorities or by law.

But given the stringent requirements, the question here is whether the proposed rules might actually end up damaging the thriving outsourcing industry based on foreign contracts for survival. These proposed regulations are actually more stringent than U.S. and their EU counterparts. For example, while U.S. companies Is expected to protect personal information regardless of physical location of data, the draft regulations of China prohibit companies transfer data across borders in full without the express consent.
India: Final Privacy Regulation in place

While China's privacy regulation is still in draft form, legislators in India have adopted strict standards of privacy country, requiring several layers of approval and consent before the data can be processed in any useful and meaningful. Here are the provisions, quoted by Morrison & Foerster (PDF)

* Consent - An organization requires the written consent of each source of sensitive personal data before harvest. Not be collected unless for legitimate purposes, and a necessary function for the organization to carry out their duties.
* Right to opt out - Participants may choose at a later time, which means they have essentially withdrawn its consent.
* Disclosures of third parties - Disclosure of personal information to third parties requires the prior consent, unless required to comply with legal obligations. Also, sensitive personal data may not be published, and third parties are prohibited from disclosing further details.
* Transfer of information - Sensitive personal data may be transferred to another organization that guarantees the same level of protection of data only if necessary for the execution of the contract between the organization and information source.

In essence, these two regulatory measures mean BPO providers in China and India may have to make an extra effort (and expense) to ensure they obtain the necessary consents in place before they can even begin to accept and process data. As such, this could be a challenge for organizations that employ teams of China and India for its back-office work, which may include human resources, accounting, document management and the like.

It is a balance between security and ease of access, in which case a balance is the best way to ensure an adequate level of privacy, but not be restrictive enough to adversely affect the viability of doing business in these countries.
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Wednesday, May 18, 2011

Job offers in BPO and KPO: English fluency scheme starts fetching jobs

The Gujarat government's initiative to Gujarati fluently in English made its first test on Wednesday. A total of 143 people who had trained in the program state government SCOPE (Society for Creation of Opportunities through Proficiency in English) received job offers in the company and Knowledge Process Outsourcing (BPO and KPO) units.

SCOPE officials said 143 of the 470 participants received job offers in its recruitment drive in the first place, which is commendable, especially as participants were a graduate level (which is the most basic course includes 90 hours listening only and reading sessions, but no English spoken).

SCOPE Joint CEO, Sandeep Sharma, said: "We expected at least 1,000 people to climb, but we realized our mistake was to have carried out the recruitment drive on a weekday. It was in the day and the heat of summer has had an effect on external rotation as well. "He said these factors are taken into account when organizing the second session in June to the end.

Sharma added: "Besides, we could not communicate with all students who had gone from the 425 centers across the state have. It is also an aspect that will be seen."

Nirav Shah, Director of Operations of the Center for School Day tripada SCOPE, which was also the recruiting campaign headquarters Wednesday, said that only 82 job offers had been made by companies such as Vodafone, Reliance, Axis Bank, Airtel and IMRB International.

Prahalad Nayak Rakesh Makwana and two candidates for BPO jobs were happy with their offerings.
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InfosysBusiness:Infosys says business could be hit if US restricts visa programme

Faced with lawsuit by a former employee, Infosys Technologies has said that his business could be affected if the U.S. decides to limit the visa program as a consequence of the case.

Earlier this year, Infosys employee Jack Palmer had filed a lawsuit alleging that the company asked him to sign documents that said the workers were headed to the U.S. to have more meetings to work there.

He said this was done to "creatively" to overcome caps H1-B visa.

After his refusal to sign the documents, Palmer said he was threatened and harassed.

"In the event that the U.S. government carries out all actions that limit the B-1 visa program for business or other visa program used, this could materially and adversely affect our business and results of operations, "Infosys said in a filing with the U.S. Securities and Exchange Commission (SEC).

A U.S. Senator sent a letter to U.S. Secretary of State and Secretary of Homeland Security, asking that their respective departments to review the B-1 business visa program and investigate how it is being used by companies, including Infosys.

B-1 business visas are intended for brief use, such as advising clients, attend business conventions or negotiation of contracts.

Infosys said the legislation in some countries, including the U.S. and the United Kingdom, may limit the outsourcing of Infosys work or limit the possibility of sending employees to customer sites.

"Recently, some countries and organizations have expressed concern about a perceived association between outsourcing and job loss.

"... is possible that it could be a change in existing laws or enacting new legislation restricting outsourcing or the imposition of restrictions on the deployment of, and regular wages, work visa holders in the locations customers, which could adversely affect our ability to do business in the jurisdictions in which we operate, especially with government entities, "the company said.

At March 31, 2011, about 10,100 employees (excluding employees of Infosys BPO or employees of its subsidiaries), on H-1B visas, which allow people to stay in the U.S. for up to six years.

Another 2,200 people held visas L-1 (not including Infosys BPO employees or employees of its subsidiaries), allowing employees to stay in the U.S. only temporarily.

Infosys said the uncertainty of the availability of work visas in the U.S. results different expenditures from quarter to quarter. He said, for example, that the company incurred $ 13. 3 million in visa charges in the three months ended September 30, 2010, compared to $ 7.7 million in the three months ended March 31, 2011.

List of LPO Companies in Mumbai India

List of LPO Companies in Mumbai India:

ALMT Legal
Address: Express Towers
4th Floor
Nariman Point
Mumbai -400021
Tel: 91- (0) 22 4001 0000

Bodhi Global Services
Nature of work: Litigation support, Contract review, Drafting & management, Corporate due diligence for mergers and acquisitions, Real estate, Legal & regulatory research, etc.
Address: Bodhi Global Services, 141-143 Mittal Court A, Nariman Point, Mumbai 400021 Tel: 022 404 23232

Exactus Corporation Pvt. Ltd.
Nature of work: Research, Analysis, Document review, Case headnotes, Litigation support, Translations, Knowledge management, Document Management, etc.
Address: Exactus Corporation Pvt. Ltd., 1st Floor, Raheja Plaza, LBS Marg, Opp. R City Mall, Ghatkopar(West), Mumbai 400 086, India Tel: 91-22-66505900

GRSC Infotech
Nature of work: International Trade Documentation, Structuring legal documentation, Statutory and legal database, Litigation support, etc.
Address: GRSC Infotech, 201-203, Grace Chambers, Andheri-Kurla Road, Andheri (E), Mumbai-400 093, India
Phone No : +91 22 3296 3853
Fax No : +91 22 6693

Innovar IP Consulting Group
Nature of work: Patent Search & Research, Patent Analytics, Consulting & Valuation, Patent Prosecution & Oppositions, etc.
Address: Innovar IP Consulting Group, 8th Floor, Bhukhanvala Chambers, B-28 Veera Industrial Estate,  Andheri (W), Mumbai - 400053 India. Tel. No. : +91-022-65210406 Fax : +91-022-66920605 Email :

Inrea Research Solutions Pvt Ltd.
Nature of work: Prior Art Services, Patent Analysis, Licensing support, Patent Drafting, Trademark Search.
Address: Inrea Research Solutions Pvt.Ltd.
C/o Netscribes India Pvt Ltd
Podar Center, 85 Parel Post Office Lane,
Off Dr Ambedkar Road, Parel (East),
Mumbai 400 012, Maharashtra,

Nature of work: E- Discovery & Document Review, Contract Management & Review, Due Diligence, Legal Research & drafting, etc.
Address: Integreon, 402, Building No. 4 Infinity Park General A.K. Vaidya Marg Malad East, Mumbai 400 097 Mumbai: +91 22 40065330

Inventurus Knowledge Solutions
Address: Inventurus Knowledge Solutions, The Corporate Center, 4th Floor, Nirmal Lifestyles, LBS Marg, Mulund (W), Mumbai - 400080 Ph: 022 - 30711100 Fax: 022 - 66466879 Email:

Nature of work: Document Management System, E-Discovery & Litigation Support System, Legal Research, Para Legal Services, etc.
Address: KLexServe, 17th Floor, Nirmal Building Nariman Point, Mumbai - 400 021 (India) Tel: : +91- 22 66370031, 66559701, 91- 22 66559705. Email

Nature of work: Legal Research, Doc Review, IPR Support, EDD, Litigation Support, etc.
Address: Legasis, 38 A/B, Jolly Maker Chamber II, 225 Nariman Point Mumbai - 400021 Phone: +91 22 6617 6500 Fax: +91 22 6617 6555

LEX Outsourcing
Nature of work: Legal Research, Litigation support, Contract Drafting, Legal Claim Processing, Legal Coding, P&I Claim Processing , Intellectual Property, etc.
Address: LEX Outsourcing, West of Western Suburb at Mumbai (Mindspace, Malad) and East of Central Suburb at Mumbai- Near Crompton Greaves, Kanjurmarg.

Mindcrest India Pvt. Ltd.
Nature of work: Litigation Support, Contracts Management, Compliance & Legal Research, Legal Analytics, Real Estate, etc.
Address: Mindcrest India Pvt. Ltd., 6 Peninsula Center Dr. S.S. Rao Road, Parel Mumbai 400 012, India, Phone +91 22 6625 7000, Fax +91 22 6625 7070,

Nature of work: Legal Database Systems Pvt. Ltd.Contract Drafting & Revision, Contract Management & Abstraction Services, Compliance & Risk Management, Patent & IP litigation, etc.
Address: Pangea3 Legal Database Systems Pvt. Ltd., 102-B, Ground Floor
Leela Business Park
Andheri-Kurla Road
Andheri East, Mumbai 400 059
Toll Free: +1-866-394-7414
Ph: +91-22-6191-7500/ +1-646-216-8755
eFax: +91-22-6191-7600

Tricom Information and Technology
Nature of work: Doc Review, EDD, LDD & Coding, Legal Research, etc.
AddressL Gandhi Estate Office
Tricom House, Gandhi Estate,
Safed Pool, Andheri Kurla Road,
Andheri (East),
Mumbai – 400 072.
Tel : +91 22 66907800
Fax: +91 22 66907810

WNS Global service Pvt.LTD
Nature of work: Property Law, Personal Injury Claim, Law Firm Back Office, Corporate Legal Support, Research & analytics, etc.
Address: WNS Global service Pvt.LTD, Plant 5, Gate No. 2,
Godrej & Boyce Complex,
LBS Marg, Vikhroli (West),
Mumbai – 400079
Tel : + 91 22 4047 3101
Fax: + 91 22 2518 830

List of LPO Companies in Hyderabad

Name of the Company

Acumen LPO


Hermes Networks Pvt.Ltd.

Variante Global

SQ Global

Global India Law Group


Promantra Synergy Solutions Ltd.


ITAG Business Solutions Ltd

International Legal and

Business Services Group

Artemis Legato Solutions

Kochhar Lexserve

EZENLPO Services Pvt.Ltd.


Dynamic Media Solutions Limited

Kailash Media

Legal Advantage

Version Technology Solutions


GES 2017 Hyderabad, 8th GES Registration, GES Agenda, GES venue, GES Location, Road to Ges 2017

Global Entrepreneurship Summit 2017 Hyderabad: The summit will be addressed by The Hon’ble Prime Minister of India, Shri Narendra Modi, M...