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Insourcing Outsourcing Panel


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Insourcing Outsourcing Panel

  1. 2. John P. Rompon Managing Principal - BPO Hewlett-Packard Company Insourcing / Outsourcing: Changing What It Means To Be A Bank Panel Discussion BAFT 2005 Conference 83 rd Annual Meeting April 18, 2005 Miami, Florida
  2. 3. With You Today <ul><li>John Rompon - Moderator </li></ul><ul><li>Managing Principal - BPO </li></ul><ul><li>Hewlett Packard Company </li></ul><ul><li>Ken Alverson </li></ul><ul><li>Managing Director </li></ul><ul><li>Alliance Solutions Group </li></ul><ul><li>ABN AMRO </li></ul><ul><li>Darin Narayana </li></ul><ul><li>Chairman </li></ul><ul><li>ANSRSource </li></ul><ul><li>Michael Busch </li></ul><ul><li>Vice President </li></ul><ul><li>Booz Allen Hamilton </li></ul>
  3. 4. Agenda <ul><li>Definitions </li></ul><ul><li>Key Trends in Financial Services Sourcing </li></ul><ul><li>Framework For Thinking About Sourcing </li></ul><ul><li>What Processes Do FS Companies Outsource </li></ul><ul><li>The Make v. Buy Decision </li></ul><ul><li>Statement of Questions for Discussion </li></ul><ul><ul><li>What Is A Bank? </li></ul></ul><ul><ul><li>The US Always (Never) Leads </li></ul></ul><ul><ul><li>To Each His Own: Different Models for Different Regions </li></ul></ul><ul><ul><li>With This ERP I Do Thee Wed: Sourcing’s Role In Consolidation </li></ul></ul><ul><li>Panel Discussion </li></ul>
  4. 5. Definitions <ul><li>Business Process Outsourcing </li></ul><ul><ul><li>The transfer of management and execution of an entire business process to an external service provider, including technology, people, and process. In engaging BPO services, clients are buying access to executed business processes and business outcomes from their BPO providers. (IDC) </li></ul></ul><ul><ul><li>The delegation of one or more IT-intensive business processes to an external provider that owns, administrates and manages the selected processes that are based on defined and measurable performance metrics. (Gartner) </li></ul></ul><ul><ul><li>The transfer of a function previously performed (or considered to be performed) in-house to an outside provider. </li></ul></ul><ul><li>Nearshore Sourcing: sourcing services from geographies within close proximity to the location in which the services are consumed or contracted. </li></ul><ul><li>Offshore Sourcing: sourcing services from geographies at a considerable distance from the location in which the services ar consumed or contracted. </li></ul><ul><li>Global sourcing: a corporate sourcing strategy that identifies and leverages those human resources and assets, regardless of geographic location, most appropriate for meeting the organization’s needs, often coming from both nearshore and offshore locations. </li></ul><ul><li>Insourcing : sourcing services internally as opposed to through a third-party BPO provider. Often provided in a a centralized shared services environment. </li></ul>
  5. 6. Overnight Success – HP’s Fifteen-Year Shared Services BPO Journey Decentralized (1990-95) Regional Consolidation (1996-99) Off-Shore Global Consolidation (2000-03) Commercialization/ Digitalization (2004-05) <ul><li>Consolidated general accounting processes into country-based shared services </li></ul><ul><li>Consolidated regional service centers into four regional centers </li></ul><ul><li>Focused on improving, standardizing processes </li></ul><ul><li>Consolidated regional centers into a global transaction processing model with centers in low-cost locations </li></ul><ul><li>Focus on taking expertise to the market </li></ul><ul><li>Focus on improving transaction processing automation and self-service </li></ul>HP achieved global shared services excellence over 15 years; and now offers customers an opportunity to leverage this learning Outsourcing experience Insourcing experience
  6. 7. HP: Global Structure With Regional Specialization Scale of Operations: 5,000+ professionals Presence: 8 Global Delivery Centers (56 Local Front-Offices, 7 Regional Business Centers – not shown) Language capabilities: Expertise in 30 languages Main Global Hub Low-Cost, Transaction Processing Center (Bangalore & Chennai) <ul><li>Activities </li></ul><ul><li>Finance & Accounting </li></ul><ul><li>Billing </li></ul><ul><li>Order & rebates management </li></ul><ul><li>Customer fulfillment </li></ul><ul><li>Employee services & payroll </li></ul><ul><li>Procurement/SCM </li></ul><ul><li>Reporting </li></ul><ul><li>Workforce </li></ul><ul><li>4,000 FTEs, HP employees </li></ul><ul><li>Attractive to employees </li></ul><ul><li>Language fluency in English, French, German, Spanish, Japanese, Chinese </li></ul>Support Centers Specialized Language Transaction Processing (Barcelona, Singapore, Guadalajara, Dalian, Wroclaw & Costa Rica) <ul><li>Workforce </li></ul><ul><li>250 FTEs Barcelona 150 FTEs Singapore 450 FTEs Guadalajara </li></ul><ul><li>75 FTEs Dalian </li></ul><ul><li>300 FTEs Costa Rica </li></ul><ul><li>Poland center in 2005 </li></ul><ul><li>Activities </li></ul><ul><li>Country-specific regulatory transactions </li></ul><ul><li>Customer support for exotic languages (e.g., Serbo-Croatian, Chinese) </li></ul><ul><li>Back-up and disaster recovery services </li></ul>Onshore Centers (Colorado Springs & Houston) <ul><li>Activities </li></ul><ul><li>Call center support (A/P) </li></ul><ul><li>Vendor refund & escalation </li></ul><ul><li>Tax reporting </li></ul><ul><li>Mail room & scanning </li></ul><ul><li>Workforce </li></ul><ul><li>70 FTEs, contract labor </li></ul><ul><li>1 year to scale </li></ul>
  7. 8. Trends <ul><li>Enforced compliance with new regulations like Basel II, Sarbanes-Oxley and International Accounting Standards (IAS/IFRS) will stretch business unit and internal IT resources to their limits. </li></ul><ul><li>Increased competition for customers among financial institutions is creating a greater focus on innovations that can enhance customer loyalty by providing a superior customer experience. BPO releases FS companies from mundane business activities to concentrate on these more sophisticated requirements. </li></ul><ul><li>The evolution of FS companies from vertically integrated companies into extended enterprises that collaborate in financial services value chains. </li></ul><ul><li>BPO providers have continued to mature and demonstrate competence in business processes management. </li></ul><ul><li>The recent economic downturn forced FSPs to compress budgets and evaluate BPO as a route to freeing internal resources to prioritize on strategic initiatives. </li></ul><ul><li>Evolution of what it means to “be a bank” </li></ul><ul><li>Banks becoming service providers </li></ul><ul><li>EMEA leading the way in terms of outsourcing and Offshoring </li></ul>
  8. 9. Key Trends By Region <ul><li>North America </li></ul><ul><li>Large players in banking, securities, and insurance </li></ul><ul><li>US-based global investment banks drive spending in multiple geographies </li></ul><ul><li>Insurance companies and their infrastructure are often fragmented due to state-level regulation </li></ul><ul><li>Highly sophisticated “early adopters” require custom development and often unbundle solution offerings; 2nd tier “fast followers” more inclined to purchase packaged solutions </li></ul><ul><li>High demand for outsourcing and off shoring due to high labor costs </li></ul><ul><li>Europe </li></ul><ul><li>Many large banking and insurance players </li></ul><ul><li>Consolidation across borders and within specific markets will create opportunities for IT consolidation </li></ul><ul><li>10 additional countries joining the EU will need to upgrade their systems to EU standards/ requirements </li></ul><ul><li>Adoption of International Accounting Standards and Basel2 will drive new systems requirements </li></ul><ul><li>Strong interest in outsourcing & off shoring in select countries </li></ul><ul><li>Asia </li></ul><ul><li>Large banking sector, but less well developed securities and insurance industries </li></ul><ul><li>Asian financial institutions are transforming their organizational structures in response to rapidly changing market dynamics </li></ul><ul><li>Many banks still run core banking applications on mainframes, but are increasingly look to Open Systems migrations </li></ul><ul><li>Strong propensity to engage outside advisors and purchase integrated solutions </li></ul><ul><li>In-bound Global FIs </li></ul>
  9. 10. Perceived Demand Is Growing
  10. 11. FS Outsourcing Is Emerging Through A Series Of Unique Deals
  11. 12. Evolving Expectations for BPO
  12. 13. Framework: Three Strategic Sourcing Questions The answer to each of these questions should be YES if your company is going to own an operation or asset Strategy Does the operation or asset directly contribute to the organization’s competitive advantage, core competency or capability? 1 Finance Does the investment in the operation or asset yield a return that is greater than the cost of invested capital? 2 Performance Is the operating performance of the operation or asset (quality of output, cost and cycle time) measurably superior to relevant industry standards? 3
  13. 14. Extending the Enterprise How much should we do ourselves and how much should we buy from others? Ronald Coase 1991 Nobel Laureate, Economics Where should we focus our resources? David Ricardo 19 th Century Economist
  14. 15. Organizational Boundaries and Efficiency <ul><li>Ronald Coase asked, “…why is there any organization?,” in other words, why do firms exist? </li></ul><ul><ul><li>Firms exist because the cost of a central authority organizing transactions internally costs less than organizing them externally in the marketplace </li></ul></ul><ul><li>Ronald Coase also asked, “Why is not all production carried on by one big firm?” </li></ul><ul><ul><li>Because, at some point the cost of organizing the next transaction internally will be greater than the cost of organizing that same transaction in the marketplace </li></ul></ul><ul><li>Thus, Ronald Coase defined the limit of the size of the firm using the concepts of transaction, or interaction, costs </li></ul>* Coase, Ronald, The Nature of the Firm, Economica , 1937
  15. 16. Production and Transaction Costs <ul><ul><li>Production costs (45% of GDP)* -- the cost of doing, or transforming inputs into outputs </li></ul></ul><ul><ul><li>Transaction (interaction) costs (55% of GDP)* -- the cost of organizing, including: </li></ul></ul><ul><ul><ul><li>Coordination costs -- searching, obtaining, coordinating and measuring </li></ul></ul></ul><ul><ul><ul><li>Motivation costs, cheating, opportunism and agency behavior amongst managers and debt holders </li></ul></ul></ul><ul><ul><li>Technology helps to reduce transaction (interaction) costs </li></ul></ul><ul><ul><ul><li>The cost of operating across firm boundaries is declining </li></ul></ul></ul><ul><ul><ul><li>As firms bulk up to compete globally, the cost of organizing factors at the margin, i.e., non-strategic factors, becomes greater than organizing those same transactions in the marketplace </li></ul></ul></ul>* Measuring the Transaction Sector of the American Economy, Long-Term Factors in American Growth , (Wallis, J. and North, D., University of Chicago, 1986
  16. 17. Organizational Boundaries and Specialization * Ricardo, David, On the Principles of Political Economy and Taxation, 1817 <ul><li>Adam Smith stated, “If a foreign country can supply us with a commodity cheaper than we ourselves can make it, better buy it of them…..” (The Theory of Absolute Advantage) </li></ul><ul><li>David Ricardo replied that it’s more than absolute advantage; it’s the comparative advantage of focusing on the commodity in which a nation has a differential advantage and relying upon trade to obtain other goods * </li></ul><ul><ul><li>Even if a nation has an absolute advantage in commodities that it acquires through trade </li></ul></ul><ul><ul><li>It’s a trade-off of opportunity costs, focusing on what you do best </li></ul></ul><ul><li>Thus, David Ricardo defined the benefits of specialization and the need to focus on core competencies </li></ul>
  17. 18. Expanding The Boundaries Of Business Sawhney, Mohanbir, Kellogg School of Management, 2001 20 th century <ul><li>Machine Bureaucracy </li></ul><ul><li>Integrated </li></ul><ul><li>Diversified </li></ul>21st century <ul><li>Networked Organization </li></ul><ul><li>Disaggregated </li></ul><ul><li>Specialized </li></ul>
  18. 19. Several Factors Determine Which Processes Are Candidates For Outsourcing <ul><li>‘ Non-core’ </li></ul><ul><li>Transactional in nature </li></ul><ul><ul><li>Rule-based </li></ul></ul><ul><ul><li>High volume and repeatable </li></ul></ul><ul><ul><li>Rigid deadlines </li></ul></ul><ul><li>Fairly standard operations (within and across industry) </li></ul><ul><li>Measurable operations - Turn-around time, accuracy, etc. </li></ul><ul><li>Specialist skills required – (e.g. knowledge of practices, laws) </li></ul><ul><li>Poor track record of internal funding/support </li></ul>F&A ‘Outsourceability’ survey ¹ Accounts Payable 85% General Ledger & Consolidation 74% Accounts Receivable 73% Fixed Assets 70% Travel Expenses 68% Credit & Collection 61% Cash Management & Treasury 56% Billing 50% Payroll 48% IT Operations 46% Source: Analyst reports, HP Analysis ¹Atkins survey - indicates % of finance executives who view sub-function as outsourceable
  19. 20. HP Methodology: Outsourcing Decisions Outsource process to local vendor Leave process in-place Move process to shared services center Outsource process to low-cost country <ul><li>Importance </li></ul><ul><li>of ownership </li></ul><ul><li>Driver of competitive advantage </li></ul><ul><li>Extent of risk if process fails </li></ul><ul><li>Relative competence </li></ul><ul><li>BU-specific knowledge </li></ul><ul><li>Remote serviceability </li></ul><ul><li>Physical presence required? </li></ul><ul><li>Process interdependencies? </li></ul><ul><li>Local knowledge required? </li></ul><ul><li>Regulatory issues? </li></ul>High Low Low High Destination model for outsourcingh Time frame and action steps Hold/prepare for o/s if synergies with other processes Prepare plan to increase feasibility Act now! Act, but at 2 nd priority High Low <ul><li>Readiness for outsourcing </li></ul><ul><li>Current documentation, training support, duration of training </li></ul><ul><li>Is the process followed or are there parallel shadow processes </li></ul><ul><li>IT issues </li></ul><ul><li>Vendor capabilities </li></ul><ul><li>Benefits of </li></ul><ul><li>outsourcing </li></ul><ul><li>Focus on core </li></ul><ul><li>Low fixed cost </li></ul><ul><li>Quality </li></ul><ul><li>Lower cost </li></ul><ul><li>Revenue impact </li></ul>Low High 1 2
  20. 21. <ul><li>Pressure to reduce costs and improve profitability </li></ul><ul><li>Pressure from “the Street” to improve ability to forecast earnings </li></ul><ul><li>Increased business control requirements due to Sarbanes-Oxley Act </li></ul><ul><li>Strong M&A activity resulting in redundant back office capabilities </li></ul><ul><li>Inefficiencies associated with legacy systems and processes </li></ul><ul><li>High technology costs </li></ul><ul><li>Rapidly growing outsourcing market </li></ul>Market Forces <ul><li>Pressure to focus on the core business </li></ul><ul><li>Requirement to focus support functions on strategic activities </li></ul><ul><li>Need for ability to rapidly scale operations </li></ul><ul><li>Industry consolidations </li></ul><ul><li>Pressure on margins </li></ul><ul><li>Pressure to exceed industry profitability and growth benchmarks </li></ul><ul><li>Need to eliminate geographic constraints </li></ul>Competitive Forces IT HR Procurement Finance Back Office Functions Market Forces Are Driving Companies To Evaluate Their “Back-office” Functions
  21. 22. Insourced Shared Services And BPO Have Emerged As The Structures Of Choice Source: Business Process Outsourcing and the Human Capital Management Opportunity – JP Morgan, HP Analysis “ Make” In-Sourcing/ Shared Services <ul><li>Strategic and transactional functions performed internally </li></ul><ul><li>Cost savings and service level improvements driven through: </li></ul><ul><ul><li>Shared Services </li></ul></ul><ul><ul><li>Wage arbitrage </li></ul></ul><ul><ul><li>Centralizing departments </li></ul></ul><ul><ul><li>Technology improvements </li></ul></ul><ul><ul><li>Implementing best practices and process improvements </li></ul></ul><ul><ul><li>Standardizing processes and policies </li></ul></ul>“ Buy” Business Process Outsourcing <ul><li>Management of non-core activities transferred to BPO provider </li></ul><ul><li>Cost savings set in contract terms </li></ul><ul><li>Responsibility for “core” and strategic functions retained internally </li></ul><ul><li>BPO provider responsible for management and execution of specific processes and functions </li></ul><ul><li>Service levels set through formal service level agreements </li></ul><ul><li>BPO provider leverages global low cost delivery infrastructure </li></ul>In Source/Shared Services Outsource
  22. 23. BPO And Insourcing: Risk and Reward Business Focus Risk Operating Model <ul><li>Market-based pricing contractually set </li></ul><ul><li>Capital investments and improvements absorbed as cost of doing business </li></ul><ul><li>Scale advantages achieved by leveraging multi-client operations </li></ul><ul><li>Full focus on the “core business” of BPO processing </li></ul><ul><li>Continuous investment in process enabling technology and best practices </li></ul><ul><li>Focus on meeting Service Level Agreement metrics measuring quality and cost </li></ul><ul><li>Large providers operate a global delivery network with established disaster recovery infrastructure </li></ul><ul><li>Extensive experience in migrating process and operating offshore locations </li></ul><ul><li>Performance guaranteed through formal Service Level Agreements </li></ul>BPO In-Source - SSC <ul><li>Pricing to BU’s often set at corporate level and/or allocated </li></ul><ul><li>Capital investments and improvements directly effect company profitability and must be approved at corporate level </li></ul><ul><li>Scale limited to company volume </li></ul><ul><li>SSC activities are considered “back-office” and not the “core business” </li></ul><ul><li>Profits returned to the BU’s rather than reinvested in the Shared Service Center </li></ul><ul><li>Focus on cost reduction </li></ul><ul><li>Often lack of expertise in process migration and offshore operations </li></ul><ul><li>Disaster recovery infrastructure must be established or run risk of extended down time and potential data loss </li></ul><ul><li>Savings subject to achieving projected efficiency gains and labor arbitrage </li></ul>
  23. 24. Benefits And Risks Of “Make” v “Buy” “ Make” <ul><li>Benefits: </li></ul><ul><li>Reduce costs and improve service levels </li></ul><ul><li>Low risk of intellectual capital loss </li></ul><ul><li>High level of control </li></ul><ul><li>Cost savings retained in-house </li></ul><ul><li>Improved visibility into corporate and business unit performance </li></ul><ul><li>Risks: </li></ul><ul><li>Large investment required to establish infrastructure, technology and personnel </li></ul><ul><li>3-5 year time to market/steady state </li></ul><ul><li>Operational complexities of support functions distract from core activities </li></ul><ul><li>High systems/technology maintenance costs </li></ul><ul><li>Scale advantages limited by company volume </li></ul><ul><li>Benefits: </li></ul><ul><li>Guaranteed and significant cost reductions </li></ul><ul><li>Guaranteed performance, based on SLAs </li></ul><ul><li>Low up-front investment </li></ul><ul><li>Quick time to market: 1-3 years </li></ul><ul><li>Focus on core competencies </li></ul><ul><li>Increased access to innovative technology without major capital investment </li></ul><ul><li>Maintain flexibility in tighter labor markets </li></ul><ul><li>Obtain greater measurement/reporting capabilities </li></ul><ul><li>Increased scale advantages from multi-client </li></ul><ul><li>Risks: </li></ul><ul><li>Higher risk of loss of intellectual capital </li></ul><ul><li>Costs savings shared with vendor </li></ul><ul><li>Level of control dependent on vendors’ capabilities and governance model </li></ul>“ Buy”
  24. 25. Build v. Buy Decision ? Insource Outsource Non core– low value add – not key to long-term success Poor track record of internal funding/support No need/desire to control Market capability and maturity Low risk/uncertainty Core – high value add - key to long-term Success High risk/uncertainty High levels of control required Strong track record of internal funding/support Strong capability Pressures to Insource/Outsource
  25. 26. Why Providers Are Targeting The FSI Market <ul><li>Transaction oriented </li></ul><ul><li>Large addressable market </li></ul><ul><li>Technology intensive </li></ul><ul><li>Embraced outsourcing and globalization </li></ul><ul><li>Cost driven and thin-margined - products often differentiated on price </li></ul><ul><li>Consolidating </li></ul><ul><li>Early adopter of IT outsourcing </li></ul><ul><li>Major consumers of hardware and implementation / systems integration services </li></ul>Source: Datamonitor 21% growth over period 33% growth over period Infrastructure outsourcing Application outsourcing Application outsourcing growth from 2003 to 2006 Business process outsourcing BPO growth from 2003 to 2006 The financial services outsourcing market will grow by $2.5bn from 2003 to reach $13bn by 2006 Infrastructure outsourcing growth from 2003 to 2006 28% growth over period
  26. 27. What Is Being Outsourced In FS?
  27. 28. What Can Be Outsourced In FSI?
  28. 29. Threshold Question: Can It Go Offshore?
  29. 30. FS Outsourcing Competitors Focus Provider Type More Balanced Offering Across Multiple Verticals Banks NonBanks Heavily Focused on FSI
  30. 31. What Is A Bank? <ul><li>A number of banks, such as Mellon, Barclays, ABN AMRO and HSBC, have positioned themselves as providers of outsourcing services, and in so doing have challenged conventional notions of what a bank is and what it should do.  How will the trends of Insourcing and outsourcing impact the evolving notion of what it means to be a bank? </li></ul>
  31. 32. The U.S. Always (Never) Leads <ul><li>Just as the fathers of outsourcing – economists Adam Smith and David Ricardo – were not Americans, many of the leading initiatives in bank Insourcing and outsourcing are coming from non-American banks.  Does the US still drive thought leadership in this area?  Did it ever? </li></ul>
  32. 33. To Each His Own: Different Models for Different Regions <ul><li>In spite of continuing consolidation, banking still follows the old axiom that “all politics are local.”  The regional differences in regulation, labor laws and custom have often lead to various regions adopting different Insourcing and outsourcing models.  How do these models differ and can we expect them to become more alike or more dissimilar? </li></ul>
  33. 34. With This ERP I Do Thee Wed: Sourcing’s Role In Consolidation <ul><li>As banks continue to consolidate, how they deliver back-officer operations has become a material consideration in picking partners.  What impact do operating environments have on bank consolidation and what can a bank do in this area to increase or decrease its prospects for consolidation? </li></ul>