Some small to medium sized software providers in Latin America seek specialization in business verticals and languages while others do not. Experience can create value, but is method or know-how the principle ingredient. NSAM talked to four Nearshore software development experts to understand how providers find their niches and how important those niches really are.
By Ann All
Companies used to have only a few locations from which to choose for the delivery of their outsourced services. In the 1990s the answer to where to send such work was almost India. Now, however, it’s an entirely different story – as was evident by a spirited panel discussion at last week’s Nearshore Nexus conference. Companies must consider a number of key factors when making such a decision, including cost, context and speed.
The Argentine IT industry is showing surprising strength during the last year, despite a steady stream of downbeat news about fiscal crises and economic uncertainty. The country’s software industry registered more than 10 percent growth in 2012 and generated more than US$900 million in export revenue, according to a statement from the country’s Minister of Industry, Debora Giorgi.
By Dan Berthiaume
Agile development is an increasingly popular methodology (among nearshore providers and others) of delivering software to clients that divides work into numerous small projects which are executed simultaneously, rather than the traditional “waterfall” approach that has a large team develop software in a series of sequential steps. While agile development can provide benefits to both software companies and their clients, such as faster time to market and lower costs, it is not always easy to pull off, especially for smaller software developers and service providers.
On the ground in Santo Domingo with Intellisys CEO and Founder Chris Corcino
By James Bargent
For an ever growing body of IT evangelists, the tech revolution has the potential to drive development and reduce social inequality across the globe. But with developing countries still playing catch-up in the tech realm, the question remains: How? Finding an answer to that question has been the goal driving Coderise, a program started by a group of young social entrepreneurs and IT specialists.
Significant innovations and changes in how software is developed and deployed have created an impact on the IT outsourcing (ITO) market in the past few years. Alan D. MacCormack, MBA Class of 1949 Adjunct Professor of Business Administration at Harvard Business School and an innovation/product development specialist, recently spoke with Nearshore Americas about how the ITO marketplace is evolving in tandem with the changing software environment.
When customers like Disney Interactive speak, it’s a good idea to listen. Disney’s digital strategies stand on the vanguard of the explosive gaming industry – placing richly developed characters into increasingly elaborate digital platforms. In the words of Mihai Pohontu, vice president of game operations at Disney Interactive, his business is a combination of “engineering and artistry”, which immediately gives Nearshore software services players a unique opening. What exactly is that opening, and when does Pohontu prefer to work with Latin America partners?
Find out in our Q/A interview with Pohontu.
A recent post on the practice of “Kanban” stirred up significant interest at Nearshore Americas – so we decided to revisit the issue and look specifically at how it works for globally distributed teams. In the previous article, we touched on Kanban’s framework, in this analysis, we look at Kanban usage by a product development team at Experian (the global information and credit processing firm) and how it leads to organic cross-functional team development.
The Lean Startup concept, developed by Eric Reis, has become well entrenched in the mainstream. Heck, Eric’s even gone on to published a book about it. Though I think it’s the best and most consistent framework currently available for entrepreneurs to methodically evaluate their ventures and solidify their growth engines, what happens when you get a product into the market that customers actually want and, as a result, your business starts to grow? Does the “Lean” focus end there for your business?