This document provides a summary of key highlights from an executive report on global business process management. It discusses: 1) Global India and BPM, noting the growth of the global sourcing market to $151 billion in 2014-15 and the industry shifting from linear to non-linear growth. 2) Growth of Global In-House Centers from 750 with $11.5 billion in revenue in 2010 to 1,025 with $19.4 billion in revenue in 2015. 3) Increased adoption of shared services in Indian organizations across functions like finance, accounting, HR, IT operations, and supply chain management. 4) Classification of business process outsourcing operations and view that 56% of respondents

1. Executive Summary
Rakesh Sinha
Vice President & Business Leader
RvaluE Group

2. Research Approach

3. Key Highlights:
• Global India and BPM – Holistic View
• Global In House Centers
• Shared Services Adoption in Indian Organizations
• Outsourcing – Vendors or Strategic Partners

4. Global India and BPM – Holistic View:
• Global India signifies combining - Global Off shoring, and
Domestic (India to India & India Overseas)
• Global Sourcing Market rose to ~US$151 bn in 2014-15
with 23 to 27% GICs and 73 to 77% third party operations
• Industry shifting from a linear to a non-linear growth
model
• Global spend $2.3 Trillion. Current Off-shoring Global
Services are just 151 Bn!
• Upcoming and accepted Sourcing & Structuring models

5. Global India and BPM – Holistic View:

6. Global In House Centers:
FY10 FY15 Growth
Number of GICs 750 1,025 ~1.4X
Revenue (USD billion) 11.5 19.4 ~1.7X
Employees (’000 nos.) 425 745 ~1.7X
2010-2015 Journey - Key Indicators:
• Successfully demonstrated by 2 larger Global Corporations – Amex & GE
• Currently 1025 GICs with revenue contribution of USD 20 Bn
• Development Journey of GIC – 7 Stages, 2 Perspectives
(Business as well as Business Process)
• Move up the value chain in arbitrage to enable &
sustain value
• eSCM – One model meant for GIC
(and even domestic SSCs or BPOs)

7. Shared Services Adoption in Indian Organizations:
Pre-2001 2014 Onwards2001 2005 2006 2010 2011 2013
Kotak
Mahindra
Reliance
Vodafone
ESSAR
Ranbaxy
Rane
Group
ICICI Pru
Ericsson
India
Future Group Whirlpool
India
IT CPC
Religare
Enterprises
Adani
ADFC
Dr. Reddy’s
Hindustan
Unilever
Zee
Entertainment SRF
USL
Cipla
L&T
Trident
TVS Motors
Not Exhaustive
Note: List is indicative and shows some companies that have set up an SSC
Bharat
Petroleum Tata
Motors
Siemens
Airtel
GMR
Aircel
Cyient
VECV
Piramal

8. Shared Services Adoption in Indian Organizations:
Figure : Function wise view of SSC
93%
37%
33%
23%
20%
10%
Finance and Accounting
HR
IT Operations (for services industries)
SCM and Procurement
Customer Contact Centres
Other
• The business case for India Shared Services is not a myth but is real!
• Maturing SSC Model with F&A as primary function adopting Shared Services
• Evolving trend, CIOs championing the Business Process Transformation
• Manufacturing & Non BFSI sectors getting ready for the next BPM wave

9. Outsourcing – Vendors or Strategic Partners:
Figure : Type of Operations
Voice
operations,
53%
Data
Operations /
Paper
handling,
20%
Non-voice/
Functional
operations
(F&A, HR, IT,
SCM etc),
18%
Feet on
street, 6%
Other , 3%
• BPOs classified according to the geographical delivery footprint into four buckets - Global; National;
Regional and Local
• 56% respondents viewed BPM landscape to increase in the next 3 years
• The top 5 domains looking forward to a service partner are Media, Financial Services, Travel & Logistics,
Banking and Manufacturing. An upcoming domain is ecommerce

10. FoCapTM Framework
• Utilized to assess the extent & depth of Focus and Capability on a sample set of 8 BPO providers
• Classified as Preferred, Probable or Possible
• Framework demonstrates Business Value = Strategic Focus + Operational Capability
CAPABILITY
FOCUS
FoCapTM
Preferred
Possible

11. Thank You