Standard & Poor's is a leading provider of financial market intelligence and credit ratings. It has 11,000 employees operating across North America, Europe, Asia, India, Australia, Latin America, Africa and the Middle East. The company generates $2.6 billion in annual revenue through credit ratings, risk management services, equity research, indices, and business intelligence platforms. It aims to connect its application integration hubs in major financial centers worldwide through an agile approach that emphasizes continuous improvement.
Standard & Poor's is a leading provider of financial market intelligence and credit ratings. It has 11,000 employees operating across North America, Europe, Asia, India, Australia, Latin America, Africa and the Middle East. The company generates $2.6 billion in annual revenue through credit ratings, risk management services, equity research, indices, and business intelligence platforms. It aims to connect its application integration hubs in major financial centers worldwide through an agile approach that emphasizes continuous improvement.
The document appears to contain a string of characters and symbols without coherent structure or content, making it difficult to derive any meaningful summary. It does not provide clear information or key points that can be condensed into a traditional summary format.
The document discusses several key legal issues related to cloud computing:
1) Determining who is responsible for data protection compliance as the roles of data controller and processor can be ambiguous in cloud environments.
2) Security requirements for cloud providers and whether customers can fully delegate security obligations. Certifications like ISO 27001 are discussed.
3) Cross-border data transfer issues and ensuring personal data stays within adequate jurisdictions according to the EU Data Protection Directive. Transfers to third countries require mechanisms like Safe Harbor, model contracts, or self-assessments.
This document discusses how agile software development can go wrong if not implemented properly. It provides an example of a project between an offshore vendor in India and a UK customer that failed due to a lack of understanding of agile methods. Key issues included using a standard development contract with fixed dates and prices instead of a flexible agreement, and limited experience with agile practices by both parties. Potential solutions involve using multi-stage, target cost or target schedule contracts; creative pricing models; and effective governance to formalize regular scope and schedule changes. The conclusion emphasizes that the contract must be dynamic to guide a collaborative relationship rather than just state obligations.
This document discusses contractual issues in software development projects using agile versus waterfall methodologies. It compares the two approaches and outlines eight key features of an agile contract, including treating it as a contract for services rather than goods, using a framework agreement with time-boxed iterations, focusing on capacity over specific features, requiring customer involvement, and including metrics for productivity and quality.
The document discusses different approaches to software development contracts. It argues that traditional fixed-price contracts often lead to wasted effort from overly optimistic bids or excessive scope definition. Time and materials contracts put the customer at risk without proper controls. The document advocates for lean, progressive contracts that start with time and materials to establish trust, then move to fixed-price stages with continually negotiable scope beyond each stage. This allows risk to be borne appropriately and the relationship, rather than excessive controls, to limit opportunism for faster and better results.
This document discusses emerging trends in information and communications technology (ICT) and their implications for the legal framework in Europe. It identifies 11 key ICT trends, such as ubiquitous computing, cloud computing, digital natives, user-generated content, and the convergence of online and offline activities. For each trend, challenges for the current European legal system are described. The document also outlines recommendations to update EU legislation to address these challenges and keep European law "future proof" in the face of rapid technological change.
The document discusses issues around user generated content on social networking sites. It addresses questions of who owns the copyright to user created content, how sites generate revenue from user content, and who should be liable for any copyright infringement by users. It provides examples from sites like Flickr, SoundCloud and Facebook. It also summarizes a report on legal issues surrounding The Pirate Bay in Sweden, including a 2009 court ruling finding them guilty of contributory copyright infringement.
This document discusses how Nokia manages content diversity as it transitions from a technology company to a solutions company providing media and content. It outlines challenges in managing diverse content, including differing business practices and unclear legislation between countries. It then provides examples of tools Nokia uses to manage diversity, such as balancing risk and opportunity with app distribution, developing new business models for music, and maintaining an agile and efficient legal team.
The document discusses the Finnish pay-TV market, including:
1) URHOtv entered the Finnish pay-TV market in 2010 and has partnerships with multiple cable and IPTV providers.
2) The pay-TV penetration in Finland is low at 30%, providing opportunities for growth.
3) URHOtv owns the TV rights to broadcast Finnish ice hockey league games, one of the most valuable sports properties in Finland.
This document discusses the evolution of ISP liability and cooperation on copyright issues. It outlines the development of safe harbors for ISPs in the DMCA and EU that protect them from liability if they meet certain conditions. New forms of infringement like P2P have challenged this framework. The document proposes a graduated response approach where ISPs send warnings to subscribers engaged in repeat infringement and can eventually suspend accounts as a deterrent. It discusses country-level laws incorporating this and debates around related issues. The conclusion is that proportionate solutions are needed that steer users to legal options without widespread litigation.
The document summarizes Carlsberg's process of renegotiating and partly retendering its European IT outsourcing agreement. Key points include:
- Carlsberg was not realizing the expected benefits from outsourcing and faced quality issues, triggering a renegotiation.
- The process involved benchmarking, two phases of price negotiations, expanding the scope to include acquisitions, and considering multi-sourcing.
- The new agreement extended the term, expanded scope to the Business Standardization Program, and provided more transparency and better defined pricing to the benefit of both parties. Carlsberg obtained better prices.
This document summarizes key legal considerations regarding the transfer of employees during secondary outsourcing. It discusses the Acquired Rights Directive and criteria for determining if a transfer of business has occurred, resulting in the transfer of employees and their rights. It also examines how changing an organization's structure or dividing resources between entities may avoid this. The document concludes with suggestions for contractual clauses to facilitate cooperation and information exchange between original and new service providers during a change.
This document summarizes a presentation on managing risks when offshoring services, including experiences from India. The key points discussed include:
- Offshoring provides benefits like lower costs, access to skilled talent, and time zone advantages, but also poses operational, strategic, and compliance risks.
- Common risks include miscommunication due to language/cultural barriers, public resistance, security/data integrity issues, and wage inflation reducing cost benefits.
- Risks can be managed through measures like joint knowledge sharing, well-defined risk matrices, transition management, and monitoring offshored activities.
- India is a favored offshore destination for its skilled English-speaking workforce and quality standards, though economic downturn
This document discusses managing the risks associated with replacing suppliers. It addresses several key themes: transitioning services smoothly from the incumbent to the new supplier; transforming services to improve them over time; properly managing the exiting supplier's departure; conducting due diligence to understand the existing environment; and carefully transferring things like subcontracts, licenses, employees, and systems. The document emphasizes that replacing a supplier requires thorough planning and coordination to minimize disruptions and ensure a successful transition.
1) The document summarizes a presentation on benchmarking and exit clauses in IT outsourcing contracts.
2) Benchmarking involves comparing performance metrics like quality, time and cost to industry best practices in order to drive continuous improvement. Exit clauses aim to manage risks when terminating outsourcing services or transitioning to a new supplier.
3) Key elements of benchmarking and exit clauses include scope, participants, process, price adjustments, personnel issues, knowledge transfer, assistance periods and dispute resolution
1. The presentation discusses key trends in the IT outsourcing market in 2010, including the rise of cloud computing and its impact on service providers and customers.
2. Cloud computing enables new balances of service quality, flexibility and price, while also cannibalizing traditional revenue sources.
3. This is leading providers to protect margins by investing in new offerings and delivery models, and leading customers to manage risk and take advantage of industrialized services.
The document discusses navigating privacy law across borders in an increasingly digital world. It notes that privacy laws have become more fragmented with advanced technology, increased data storage, and high profile data breaches. Navigating multiple jurisdictions requires understanding local laws, managing local advisors, and preparing questionnaires to ensure consistent legal advice across borders. Overall navigating privacy will only become more challenging as data and technology continue converging.
The document discusses the convergence of technologies and platforms from legal and regulatory perspectives. It notes that as telecommunications, broadcasting, IT, print media, and user-generated content continue to converge on integrated platforms, regulations have struggled to keep pace. Additionally, different content types like voice, text, images, music and video are now delivered across multiple platforms, complicating the regulatory landscape. The document concludes by advocating for a flexible, risk-based approach to navigating this changing regulatory environment.
This document summarizes a presentation on competing while collaborating (coopetition) through proprietary and open solutions. It discusses closed innovation versus open innovation models and the role of intellectual property in each. It also covers competition law considerations regarding proprietary and open innovation, standardization, and the new EU draft horizontal guidelines. The presentation concludes that most business models are hybrids and that standardization requires safeguards to prevent bottlenecks while enabling true interoperability through industry cooperation.
This document summarizes two current EU policy developments regarding standardization: 1) The EU is modernizing its ICT standardization policy to recognize both formal and informal standard-setting organizations (SSOs) and establish criteria for recognized standards. 2) The EU is updating its competition law guidelines on cooperation in standard-setting to provide a safe harbor approach and address issues like patent disclosure and FRAND commitments to prevent hold-up problems. The document discusses ensuring openness, balance and transparency in standardization, as well as availability of standards on reasonable and non-discriminatory (RAND) or royalty-free (RF) terms.
This document discusses convergence in the telecommunications industry from multiple perspectives. It defines various types of convergence including fixed mobile convergence, mobile to mobile convergence, and business and private life convergence. It explains that both carriers and customers need convergence, with customers wanting seamless access across all devices. Realizing convergence presents significant technical, business and legal challenges for carriers related to IT systems, services, and regulation. The key is developing customer-centric solutions rather than focusing only on technologies.