Outsourcing The Next Frontier In Editorial Workflow Shivaji Sengupta
Outsourcing - The next frontier in Editorial Workflow
Shivaji Sengupta – Vice President – Business Solutions
WoodWing Publishing Conference 2007 Barcelona, Spain
Who is HOV Services?
• We Process over 10,000,000 Business
Transactions a Month
• 70+ Processing Centers Globally.
• Headquartered in Troy, MI
• Service over 50% of the Fortune® 100
• Employ 12,000+ People
• Regional Delivery with Global Footprint
• Strong Platform with 4000 Customer Base
• 20+ Years Experience
• Six Sigma, ISO 9001, CMM Level 4 Certified
• Redundant Configuration / Quick Scalability
HOVS ranked in the top 25 of the Global
Outsourcing 100 List published in
FORTUNE® magazine by the International
Association of Outsourcing Professionals and
was recently named to the Global Services 100
distinguishing HOVS as one of the world’s most
innovative outsourcing service providers.
Mexico India China
Workflow in the 1970s Workflow in the 2010s
Type text, edit and send to Copy text from manuscript,
typesetter paste into layout and style
Shoot photos, develop film, Select digital photos
select from contacts, make Publish in Workflow
glossies PDF proof for approval
Read and correct proofs. Repeat. Create PDF/X for printer from
Repeat again InDesign and eMail
Design layout in pencil and
submit for approval
Stand by the Blackberry all night
Paste text on boards. Make
photostats of photos to size
Retouch and scale photos
Rt hd l ht
Send boards to photoengraver
Stand by press all night
Editorial Workflow Eco System
Enterprise Wide Content Management System
Editorial Workflow System
•Purchase / Finance
Purchase Finance Performance Access Control
M Management and Rights
System Extranet System Management
Maintenance and Help Desk for
Editorial Workflow Eco System.
d to a o o co Syste
Biggest hidden costs in the application space:
• Maintenance of existing platforms.
• Development of new features / bug fixes
• Functional and Technical Help Desk for Users.
Costs hidden away in:
• Temp Programmers for set up who
tend to stay long term.
• Onsite Contractors / Consultants for
Help Desk needs.
• Maintenance left up to in-house
technology groups / depts.
• Backlog of Development due to
unavailability of in-house resources.
Typical Help Desk Scenario
Level I Customer Support
Application Application Application Application Application
1 2 3 4 5
Business Business Business Business Business
Group Group Group Group Group
Help Help Help Help Help
Desk Desk Desk Desk Desk
IT Infrastructure – Hosting Connectivity Servers etc
Hosting, Connectivity, etc.
Some of the Challenges Involved
• Staffing multiple teams of function and technical
f lk t maintain multiple systems in departments
iti lti l t id t t
like IT, HR, MIS, Editorial, Fulfillment, Systems etc.
• Una ailabilit of skilled resources .
Unavailability reso rces
• Due to this Integration is virtually impossible and
usually comes down to being a blame game when
something goes wrong.
• Absence of a common strategic and Tactical plan is
handle integration and roll outs.
• Lack of technical and functional documentation.
Seamless, Integrated & Effective
Tech Custo e Suppo t
ec Customer Support
Business Business Business
Groupp Groupp Groupp
Level I, II Business Application ‘s / Portal ‘s
eMail and Web
Application Help Desk for Bug
Support Fixes, Change Requests
IT Infrastructure – Hosting,
C Servers etc.
Integrated Support for Eco System
between the various
Knowledge Exchange /
leading to higher uptime.
Central Repository of
Technical and Functional
WoodWing and its Eco
Finally one customer
support & tech group
th t can talk to various
t lk t i
business groups to
One team means one
develop one strategy
strategy and One Fix.
to ensure satisfied
No more indi id al
Components of Help Desk
•Functional Help: When Users
need to know feature sets and
how to navigate them.
•Technical Help: When a set up of
the application or modules of it are
•Development: When new
changes are requested for by the
g q y
•Maintenance: Include regular
activities like database
maintenance and troubleshooting
The Support Model
Incoming Support Calls
for Workflow Eco-System
WoodWing and other
Level 3 Co- Highly Productive
Level 1 - Diagnostic
Application coordinating Internal and
Development Team Engineering Level External User
Level 2 - Advanced
Improved Individual Needs
Product / Service
Business outcomes for customers
are the basis for services.
“People d ’t b quarter-inch
“P l don’t buy tih
drills. They buy quarter-inch
- Theodore Levitt
Top 4 Drivers for Outsourcing
Take on Short-Term Trials Before Making Long-
Look for ‘Thinking Out of the Box partners to
drive Knowledge Process Outsourcing.
Look for Pre-configured Solutions to Enable
Speed and Agility.
Global Delivery is the Way Forward.
Things to Avoid
Avoid any design that is known to introduce inefficiencies. Also avoid any
unnecessary step or steps that are likely to have a negative impact on
y p p y g p
• Sorting. In a “sorting” model, calls
are routed to groups of specialists.
• Gatekeeper. A “gatekeeper” model
forces customers to go through some
intermediary group before they speak
it di bf th k
with an individual who may solve
• Callback. W li i
C llb k We live in a world of instant
ld f i t t
gratification, and supporting
customers in “callback” mode is no
• One size fits all. Customers have
different needs and expectations.
Certain models and processes have been proven, over time, to deliver good
results. Industry studies have found that support centers providing world-
class service have a number of common traits.
• Define the level of service that In the service and support world,
your contact-handling process is
contact handling the triage process must include
intended to deliver, and then defined escalation paths and
design a model that will achieve thresholds that ensure customers
j will receive the appropriate level of
• Skills-based routing (SBR) is a
technique that essentially • “Call Center” approach - Think
matches customer needs to agent about your service/ support
skills. operation as a “call/contact
center,” as opposed to a “technical
• Triage support methodology
resource center.” A typical call or
determines the urgency and
contact center manager believes
complexity of each incident so
that the key to running a smooth
that treatment decisions can be
operation is efficient call-flow and
Application Support Phases
Alignment Decision Center
Service Service Level
Help & Change Management
Service/Help Desk Business Intelligence
Incident M t
I id t Mgt
Creating Valued Partnerships
retaining talent and
by addressing core
l ti td
“Ideas won’t keep. Something must be done about them. When the idea is
new its custodians have fervour, live for it and if need be, die for it.”
fervour be it
The HOV Services’ Global BPO Advantage
• Business Process Knowledge
• End-to-End Solutions
End to End
• High Quality Skills &
• Commitment to Quality &
• Common Technology
Platforms with Load
Ob i d
M il t @l Call: 1
C ll +1 248 835 0939