The World Is Flat Read online

  (While this empowerment of individuals to act globally is the most important new feature of Globalization 3.0, companies—large and small—have been newly empowered in this era as well. I discuss both in detail later in the book.)

  Needless to say, I had only the vaguest appreciation of all this as I left Nandan’s office that day in Bangalore. But as I sat contemplating these changes on the balcony of my hotel room that evening, I did know one thing: I wanted to drop everything and write a book that would enable me to understand how this flattening process happened and what its implications might be for countries, companies, and individuals. So I picked up the phone and called my wife, Ann, and told her, “I am going to write a book called The World Is Flat.” She was both amused and curious—well, maybe more amused than curious! Eventually, I was able to bring her around, and I hope I will be able to do the same with you, dear reader. Let me start by taking you back to the beginning of my journey to India, and other points east, and share with you some of the encounters that led me to conclude the world was no longer round—but flat.

  Jaithirth “Jerry” Rao was one of the first people I met in Bangalore—and I hadn’t been with him for more than a few minutes at the Leela Palace hotel before he told me that he could handle my tax returns and any other accounting needs I had—from Bangalore. No thanks, I dep. 12murred, I already have an accountant in Chicago. Jerry just smiled. He was too polite to say it—that he may already be my accountant, or rather my accountant’s accountant, thanks to the explosion in the outsourcing of tax preparation.

  “This is happening as we speak,” said Rao, a native of Mumbai, formerly Bombay, whose Indian firm, MphasiS, has a team of Indian accountants able to do outsourced accounting work from any state in America and the federal government. “We have tied up with several small and medium-sized CPA firms in America.”

  “You mean like my accountant?” I asked. “Yes, like your accountant,” said Rao with a smile. Rao’s company has pioneered a work flow software program with a standardized format that makes the outsourcing of tax returns cheap and easy. The whole process starts, Jerry explained, with an accountant in the United States scanning my last year’s tax returns, plus my W-2, W-4, 1099, bonuses, and stock statements—everything—into a computer server, which is physically located in California or Texas. “Now your accountant, if he is going to have your taxes done overseas, knows that you would prefer not to have your surname be known or your Social Security number known [to someone outside the country], so he can choose to suppress that information,” said Rao. “The accountants in India call up all the raw information directly from the server in America [using a password], and they complete your tax returns, with you remaining anonymous. All the data stays in the U.S. to comply with privacy regulations . . . We take data protection and privacy very seriously. The accountant in India can see the data on his screen, but he cannot take a download of it or print it out—our program does not allow it. The most he could do would be to try to memorize it, if he had some ill intention. The accountants are not allowed to even take a paper and pen into the room when they are working on the returns.”

  I was intrigued at just how advanced this form of service outsourcing had become. “We are doing several thousand returns,” said Rao. What’s more, “Your CPA in America need not even be in their office. They can be sitting on a beach in California and e-mail us and say, ‘Jerry, you are really good at doing New York State returns, so you do Tom’s returns. And Sonia, you and your team in Delhi do the Washington and Florida p. 13 returns.’ Sonia, by the way, is working out of her house in India, with no overhead [for the company to pay]. ‘And these others, they are really complicated, so I will do them myself.’ ”

  In 2003, some 25,000 U.S. tax returns were done in India. In 2004, the number was 100,000. In 2005, it is expected to be 400,000. In a decade, you will assume that your accountant has outsourced the basic preparation of your tax returns—if not more.

  “How did you get into this?” I asked Rao.

  “My friend Jeroen Tas, a Dutchman, and I were both working in California for Citigroup,” Rao explained. “I was his boss and we were coming back from New York one day together on a flight and I said that I was planning to quit and he said, ‘So am I.’ We both said, ‘Why don’t we start our own business?’ So in 1997-98, we put together a business plan to provide high-end Internet solutions for big companies . . . Two years ago, though, I went to a technology convention in Las Vegas and was approached by some medium-size [American] accounting firms, and they said they could not afford to set up big tax outsourcing operations to India, but the big guys could, and [the medium guys] wanted to get ahead of them. So we developed a software product called VTR—Virtual Tax Room—to enable these medium-size accounting firms to easily outsource tax returns.”

  These midsize firms “are getting a more level playing field, which they were denied before,” said Jerry. “Suddenly they can get access to the same advantages of scale that the bigger guys always had.”

  Is the message to Americans, “Mama, don’t let your kids grow up to be accountants”? I asked.

  Not really, said Rao. “What we have done is taken the grunt work. You know what is needed to prepare a tax return? Very little creative work. This is what will move overseas.”

  “What will stay in America?” I asked.

  “The accountant who wants to stay in business in America will be the one who focuses on designing creative complex strategies, like tax avoidance or tax sheltering, managing customer relationships,” he said. “He or she will say to his clients, ‘I am getting the grunt work done efficiently far away. Now let’s talk about how we manage your estate and what you are p. 14 going to do about your kids. Do you want to leave some money in your trusts?’ It means having the quality-time discussions with clients rather than running around like chickens with their heads cut off from February to April, and often filing for extensions into August, because they have not had the quality time with clients.”

  Judging from an essay in the journal Accounting Today (June 7, 2004), this does, indeed, seem to be the future. L. Gary Boomer, a CPA and CEO of Boomer Consulting in Manhattan, Kansas, wrote, “This past [tax] season produced over 100,000 [outsourced] returns and has now expanded beyond individual returns to trusts, partnerships and corporations . . . The primary reason that the industry has been able to scale up as rapidly as it has over the past three years is due to the investment that these [foreign-based] companies have made in systems, processes and training.” There are about seventy thousand accounting grads in India each year, he added, many of whom go to work for local Indian firms starting at $100 a month. With the help of high-speed communications, stringent training, and standardized forms, these young Indians can fairly rapidly be converted into basic Western accountants at a fraction of the cost. Some of the Indian accounting firms even go about marketing themselves to American firms through teleconferencing and skip the travel. Concluded Boomer, “The accounting profession is currently in transformation. Those who get caught in the past and resist change will be forced deeper into commoditization. Those who can create value through leadership, relationships and creativity will transform the industry, as well as strengthen relationships with their existing clients.”

  What you’re telling me, I said to Rao, is that no matter what your profession—doctor, lawyer, architect, accountant—if you are an American, you better be good at the touchy-feely service stuff, because anything that can be digitized can be outsourced to either the smartest or the cheapest producer, or both. Rao answered, “Everyone has to focus on what exactly is their value-add.”

  But what if I am just an average accountant? I went to a state university. I had a B+ average. Eventually I got my CPA. I work in a big accounting firm, doing a lot of standard work. I rarely meet with clients. p. 15 They keep me in the back. But it is a decent living and the firm is basically happy with me. What is going to happen to me in this system?

  “It is a good que
stion,” said Rao. “We must be honest about it. We are in the middle of a big technological change, and when you live in a society that is at the cutting edge of that change [like America], it is hard to predict. It’s easy to predict for someone living in India. In ten years we are going to be doing a lot of the stuff that is being done in America today. We can predict our future. But we are behind you. You are defining the future. America is always on the edge of the next creative wave . . . So it is difficult to look into the eyes of that accountant and say this is what is going to be. We should not trivialize that. We must deal with it and talk about it honestly . . . Any activity where we can digitize and decompose the value chain, and move the work around, will get moved around. Some people will say, ‘Yes, but you can’t serve me a steak.’ True, but I can take the reservation for your table sitting anywhere in the world, if the restaurant does not have an operator. We can say, ‘Yes, Mr. Friedman, we can give you a table by the window.’ In other words, there are parts of the whole dining-out experience that we can decompose and outsource. If you go back and read the basic economics textbooks, they will tell you: Goods are traded, but services are consumed and produced in the same place. And you cannot export a haircut. But we are coming close to exporting a haircut, the appointment part. What kind of haircut do you want? Which barber do you want? All those things can and will be done by a call center far away.”

  As we ended our conversation, I asked Rao what he is up to next. He was full of energy. He told me he’d been talking to an Israeli company that is making some big advances in compression technology to allow for easier, better transfers of CAT scans via the Internet so you can quickly get a second opinion from a doctor half a world away.

  A few weeks after I spoke with Rao, the following e-mail arrived from Bill Brody, the president of Johns Hopkins University, whom I had just interviewed for this book:

  Dear Tom, I am speaking at a Hopkins continuing education medical meeting for radiologists (I used to be a radiologist) . . . I p. 16 came upon a very fascinating situation that I thought might interest you. I have just learned that in many small and some medium-size hospitals in the US, radiologists are outsourcing reading of CAT scans to doctors in India and Australia!!! Most of this evidently occurs at night (and maybe weekends) when the radiologists do not have sufficient staffing to provide in-hospital coverage. While some radiology groups will use teleradiology to ship images from the hospital to their home (or to Vail or Cape Cod, I suppose) so that they can interpret images and provide a diagnosis 24/7, apparently the smaller hospitals are shipping CAT scan images to radiologists abroad. The advantage is that it is daytime in Australia or India when it is nighttime here—so after-hours coverage becomes more readily done by shipping the images across the globe. Since CAT (and MRI) images are already in digital format and available on a network with a standardized protocol, it is no problem to view the images anywhere in the world . . . I assume that the radiologists on the other end . . . must have trained in [the] US and acquired the appropriate licenses and credentials . . . The groups abroad that provide these after-hours readings are called “Nighthawks” by the American radiologists that employ them.

  Best,

  Bill

  Thank goodness I’m a journalist and not an accountant or a radiologist. There will be no outsourcing for me—even if some of my readers wish my column could be shipped off to North Korea. At least that’s what I thought. Then I heard about the Reuters operation in India. I didn’t have time to visit the Reuters office in Bangalore, but I was able to get hold of Tom Glocer, the CEO of Reuters, to hear what he was doing. Glocer is a pioneer in the outsourcing of elements of the news supply chain.

  With 2,300 journalists around the world, in 197 bureaus, serving a p. 17 market including investment bankers, derivatives traders, stockbrokers, newspapers, radio, television, and Internet outlets, Reuters has always had a very complex audience to satisfy. After the dot-com bust, though, when many of its customers became very cost-conscious, Reuters started asking itself, for reasons of both cost and efficiency: Where do we actually need our people to be located to feed our global news supply chain? And can we actually disaggregate the work of a journalist and keep part in London and New York and shift part to India?

  Glocer started by looking at the most basic bread-and-butter function Reuters provides, which is breaking news about company earnings and related business developments, every second of every day. “Exxon comes out with its earnings and we need to get that as fast possible up on screens around the world: ‘Exxon earned thirty-nine cents this quarter as opposed to thirty-six cents last quarter.’ The core competency there is speed and accuracy,” explained Glocer. “You don’t need a lot of analysis. We just need to get the basic news up as fast as possible. The flash should be out in seconds after the company releases, and the table [showing the recent history of quarterly earnings] a few seconds later.”

  Those sorts of earnings flashes are to the news business what vanilla is to the ice cream business—a basic commodity that actually can be made anywhere in the flat world. The real value-added knowledge work happens in the next five minutes. That is when you need a real journalist who knows how to get a comment from the company, a comment from the top two analysts in the field, and even some word from competitors to put the earnings report in perspective. “That needs a higher journalistic skill set—someone in the market with contacts, who knows who the best industry analysts are and has taken the right people to lunch,” said Glocer.

  The dot-com bust and the flattening of the world forced Glocer to rethink how Reuters delivered news—whether it could disaggregate the functions of a journalist and ship the low-value-added functions to India. His primary goal was to reduce the overall Reuters payroll, while preserving as many good journalism jobs as possible. “So the first thing we did,” said Glocer, “was hire six reporters in Bangalore as an experiment. p. 18 We said, ‘Let’s let them just do the flash headlines and the tables and whatever else we can get them to do in Bangalore.’ ”

  These new Indian hires had accounting backgrounds and were trained by Reuters, but they were paid standard local wages and vacation and health benefits. “India is an unbelievably rich place for recruiting people, not only with technical skills but also financial skills,” said Glocer. When a company puts out its earnings, one of the first things it does is hand it to the wires—Reuters, Dow Jones, and Bloomberg—for distribution. “We will get that raw data,” he said, “and then it’s a race to see how fast we can turn it around. Bangalore is one of the most wired places in the world, and although there’s a slight delay—one second or less—in getting the information over there, it turns out you can just as easily sit in Bangalore and get the electronic version of a press release and turn it into a story as you can in London or New York.”

  The difference, however, is that wages and rents in Bangalore are less than one-fifth what they are in those Western capitals.

  While economics and the flattening of the world have pushed Reuters down this path, Glocer has tried to make a virtue of necessity. “We think we can off-load commoditized reporting and get that done efficiently somewhere else in the world,” he said, and then give the conventional Reuters journalists, whom the company is able to retain, a chance to focus on doing much higher-value-added and personally fulfilling journalism and analysis. “Let’s say you were a Reuters journalist in New York. Do you reach your life’s fulfillment by turning press releases into boxes on the screen, or by doing the analysis?” asked Glocer. Obviously, it is the latter. Outsourcing news bulletins to India also allows Reuters to extend the breadth of its reporting to more small-cap companies, companies it was not cost-efficient for Reuters to follow before with higher-paid journalists in New York. But with lower-wage Indian reporters, who can be hired in large numbers for the cost of one reporter in New York, it can now do that from Bangalore. By the summer of 2004, Reuters had grown its Bangalore content operation to three hundred staff, aiming eventually for a total
of fifteen hundred. Some of those are Reuters veterans sent out to train the Indian teams, some are reporters filing earnings flashes, but most are journalists doing p. 19 slightly more specialized data analysis—number crunching—for securities offerings.

  “A lot of our clients are doing the same thing,” said Glocer. “Investment research has had to have huge amounts of cost ripped out of it, so a lot of firms are using shift work in Bangalore to do bread-and-butter company analysis.” Until recently the big Wall Street firms had conducted investment research by spending millions of dollars on star analysts and then charging part of their salaries to their stockbrokerage departments, which shared the analysis with their best customers, and part to their investment banking business, which sometimes used glowing analyses of a company to lure its banking business. In the wake of New York State Attorney General Eliot Spitzer’s investigations into Wall Street practices, following several scandals, investment banking and stockbrokerage have had to be distinctly separated—so that analysts will stop hyping companies in order to get their investment banking. But as a result, the big Wall Street investment firms have had to sharply reduce the cost of their market research, all of which has to be paid for now by their brokerage departments alone. And this created a great incentive for them to outsource some of this analytical work to places like Bangalore. In addition to being able to pay an analyst in Bangalore about $15,000 in total compensation, as opposed to $80,000 in New York or London, Reuters has found that its India employees tend to be financially literate and highly motivated as well. Reuters also recently opened a software development center in Bangkok because it turned out to be a good place to recruit developers who had been overlooked by all the Western companies vying for talent in Bangalore.