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Anyone, Anything, Anywhere

The New Yorker once ran a cartoon by Peter Steiner of two dogs, with one sitting at a computer keyboard saying to the other, “On the Internet, nobody knows you’re a dog.”

Nobody also knows you’re Uruguay.

A tiny country of three million people, wedged between Brazil and Argentina, Uruguay has come from nowhere to partner with India’s biggest technology company, Tata Consultancy Services, to create in just four years one of the largest outsourcing operations in Latin America.

Yes, when Tata’s Indian employees in Mumbai are asleep, its 650 Uruguayan engineers and programmers now pick up the work and help run the computers and backroom operations for the likes of American Express, Procter & Gamble and some major U.S. banks — all from Montevideo.

How did this happen? One of the most interesting features of this era of globalization is how any entrepreneur — with the right imagination, Internet bandwidth and a small amount of capital — can assemble a global company by matching workers and customers from anywhere to do anything for anyone. Maybe the most important rule in today’s increasingly flat world is this: Whatever can be done, will be done — because so many people now have access to the tools of innovation and connectivity.

The only question is: Will it be done by you or to you?

Gabriel Rozman decided it was going to be done by him. A retired partner from Ernst & Young who was raised in Uruguay, he hatched the idea of partnering with Tata to make Montevideo a global outsourcing hub. He did not have a single client or employee when he approached Tata. He had just two things: a gut instinct that Uruguay’s quality education system had produced plenty of good, low-cost engineers and a gut desire to do something good for Uruguay — the country that gave his Hungarian parents sanctuary from Hitler.

(…)

Another factor, added Mr. Rozman, was that multinationals that were depending on Indian firms alone to run their backrooms 24 hours a day were getting the third team for eight hours, since the best Indian engineers didn’t want to work the late-night shift — the heart of America’s day. By creating an outsourcing center in Montevideo, Tata could offer its clients its best Indian engineers during India’s day (America’s night) and its best Uruguayan engineers during America’s day (India’s night).

(…)

In outsourcing, (…) Uruguay has leapt ahead of its neighbors by being the first to understand what could be done — that in today’s world having an Indian company led by a Hungarian-Uruguayan servicing American banks with Montevidean engineers managed by Indian technologists who have learned to eat Uruguayan veggie is just the new normal.

AUTHOR

THOMAS L. FRIEDMAN

SOURCE
The New York Times