BPO Future Forward – 8 Best Practices For a Global Process Transformation
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BPO Future Forward – 8 Best Practices For a Global Process Transformation

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Functional processes in today’s enterprises are highly complex and more interconnected than ever, with multiple global units at the helm of different processes. Now more than ever, organizations ...

Functional processes in today’s enterprises are highly complex and more interconnected than ever, with multiple global units at the helm of different processes. Now more than ever, organizations need a global, end-to-end approach for process transformation – with best practices that catalyze the change

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BPO Future Forward – 8 Best Practices For a Global Process Transformation Document Transcript

  • 1. 1. CREATE GLOBAL PROCESS OWNERS (GPOs) 2. BREAK DOWN FUNCTIONAL SILOS 3. END-TO-END PERFORMANCE MANAGEMENT Functional processes in today’s enterprises are highly complex and more interconnected than ever, with multiple global units at the helm of different processes. Now more than ever, organizations need a global, end-to-end approach for process transformation – with best practices that catalyze the change. 8 best practices for a global process transformation Network with industry leaders at InfosysBPO.com/community InfosysBPO.com/BPOFutureForward Follow us @infosys_bpo #BPOstrategy GPOs will drive policy measures for group-on-group consolidation, while serving as a single point of contact (SPOC) for internal business unit heads 4. BENCHMARKWITH THE GLOBAL BEST IN CLASS 6. REAL-TIME PERFORMANCE DASHBOARDS 5. AUTOMATE PROCESSES 8. ENGAGE THE RIGHT PEOPLE Enterprises must see how processes impact the organization’s entirety rather than by functions, using broad metrics such as supply chain costs, efficiency, and service levels – rather than functional metrics To make any change in the end-to-end process, budget holders (CXOs) of different functions like finance and procurement should work closely with each other and the GPOs Enterprises need a framework to measure functional performance, and benchmark against the global best for that particular function as well as industry peers A single view of all components in a process transformation can act as a powerful motivator for all functions to strive toward common organizational goals Stakeholders affected by the change must agree with and understand the need for change, and also have a chance to decide how the change will be managed Technology-led solutions that capture enterprise-wise business processes can eliminate bottlenecks and improve efficiency during and after transformation 7. MAKE CHANGE MANAGEMENT REPEATABLE The new actions for process stakeholders across regions and functions should be demonstrated in a packaged, process-driven manner 1 2 3 n THE STRATEGY COLLECTION