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(Revised from original 2005 version)
Tata Consultancy Services
As CEO of Tata Consultancy Services (TCS), S. "Ram" Ramadorai had grown the company into an emerging IT services powerhouse, with marquee clients such as General Electric, offices in 32 countries, and revenues of nearly $2 billion dollars. Now, he was about to steer TCS through an initial public offering--the largest ever by a private Indian company. Despite his excitement, Ramadorai knew that in some ways the timing of the IPO was not ideal. TCS had profited tremendously from corporate America's willingness to outsource IT and business process functions to overseas providers. But outsourcing had recently come under attack, with some politicians and labor leaders denouncing it as a threat to American jobs and America's economic dominance. In addition, TCS was facing rising labor costs in India and competition from emerging IT industries in East Asia, South America, and elsewhere. How would Ramadorai address these issues to ease investors' concerns on the eve of the IPO?
Keywords: Initial Public Offering;
Job Cuts and Outsourcing;
Deshpande, Rohit, and Seth Schulman. "Tata Consultancy Services." Harvard Business School Case 505-058, November 2009. (Revised from original January 2005 version.)