mohd razif bin abd kadir : shared services and outsourcing in the malaysian financial sector address by mr mohd razif bin abd kadir, deputy governor of the central bank of malaysia, at the shared services and outsourcing in the financial sector – a joint forum by bank negara malaysia and the multimedia development corporation, kuala lumpur, 13 november 2007. * * * distinguished guests, ladies and gentlemen, it is with great pleasure that i welcome you to the inaugural forum on shared services and outsourcing ( sso ) in the financial sector. this forum is jointly organised by bank negara malaysia and the multimedia development corporation in a cooperative initiative to enhance the significance of sso in the malaysian financial sector. the organisation of this event, which focuses specially on the financial services industry and its players, is a timely bringing together of minds to discuss the issues and concerns faced by financial institutions in sso. the growing significance of the global sso market suggests to the financial industry players that the outsourcing of operations which would otherwise be performed in - house is certainly an idea worth exploring. according to a recent study by frost & sullivan, the global sso market was estimated to be worth us $ 930 billion in 2006 and is forecasted to reach a market size of us $ 1, 430 billion by end - 2009. further, the banking, financial services and insurance sectors had the largest sso spending in 2006 at an estimate of us $ 273 billion or almost a third of total sso spending. this is not surprising news, given that major global players in the industry such as hsbc, standard chartered and citibank have established sso centres on our shores. regional players such as maybank, cimb and ocbc have also outsourced certain operations here to increase their productivity levels. we are happy to have them here today to share their experiences and perspectives. it would not be presumptuous of me to say that the financial institutions in malaysia are in an enviable position where sso is concerned in view of malaysia's standing as a leading destination for the establishment of sso hubs. a. t. kearney ranked malaysia as the third most attractive outsourcing centre in their global services location index in three consecutive reports, including this year's index. the report states that malaysia was a " natural choice " for outsourcing in view of its low costs, modern infrastructure, business environment and high levels

. ladies and gentlemen, sso, at first sight, seems very much the domain of large global players – where opportunities for significant cost arbitrage involved in, say, the relocation of call centres from the uk to malaysia seem to be very compelling and obvious options. understandably, the issue of sso is tread very cautiously by the smaller and boutique players in the industry. where bottom lines are concerned, an institution's board may find little appeal in the proposition of outsourcing where the cost - savings involved may seem minimal. however, there are many rewards to be reaped by an institution's successful execution and maintenance of sso arrangements and a reduction in operating costs may only form part of the picture. the outsourcing of back office operations, say, allows institutions to accord greater focus on their core competencies and core businesses such as the execution of growth strategies or capturing market share. back office operations, important as they are, can prove distracting in managing a financial institution, where the focus should firmly be on the heart of the institution's business. outsourcing arrangements can lighten the load of such a burden and these operations can often be performed more effectively and efficiently by skilled outsourcing providers than if performed in - house. ladies and gentlemen, the essence of a successful outsourcing arrangement rests on the institution's overall strategy. in executing a successful outsourcing strategy, the various risks involved have to be recognised and mitigated. controls and effective oversight on the external parties have to be put in place to ensure that there is no over - reliance or loss of an institution's control. clarity on roles and responsibilities is paramount. outsourcing strategies which maximise rewards and minimise risks can prove invaluable to an institution in enhancing its competitiveness. therefore, a key to this is to conceptualise the outsourcing approach and early identification of the gains and pains that may arise. bank negara malaysia, in our efforts towards facilitating the development of stronger and more focussed institutions in the financial sector, will endeavour to reconsider any regulatory barriers deemed to be impeding the outsourcing arrangements of banking institutions and insurance companies in the future. our only wish is that the outsourcing arrangements should not in any way affect stability in the financial system. on that note, i wish you a productive and successful forum. thank you.