Business process services (BPS) enables organizations across industry and functional silos to more effectively lash together the collective strengths of global talent, standardized processes and the latest technology to deliver continuous business impact.
This presentation was given by James Jameson, Business Unit Executive, Business Process & Decision Management, Growth Markets, at Impact 2012 in Mumbai on the 1st of June.
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Alan McSweeney
Performance-Based Services Contracting (PBSC) is concerned with the structured of the results and measurable outcomes to be achieved rather than the manner by which the work is to be performed.
Performance-Based Services Contracting approach is about defining what the required results of a service will rather than how the contractor will perform the tasks.
Building a Business Technology Alignment: Techniques to Gaining HR Business T...HR Network marcus evans
Vana Matte, Dollar & Thrifty Automotive Group - Speaker at the marcus evans HR Technology Summit 2012, held in Las Vegas, NV, delivered her presentation on Building a Business Technology Alignment: Techniques to Gaining HR Business Team Confidence over IT
As marketers discover that production costs are consuming too much of their digital marketing budgets, they seek solutions. Deliver, which is the global digital production agency for WPP, presents the business case for digital production offshoring.
This presentation was given by James Jameson, Business Unit Executive, Business Process & Decision Management, Growth Markets, at Impact 2012 in Mumbai on the 1st of June.
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Alan McSweeney
Performance-Based Services Contracting (PBSC) is concerned with the structured of the results and measurable outcomes to be achieved rather than the manner by which the work is to be performed.
Performance-Based Services Contracting approach is about defining what the required results of a service will rather than how the contractor will perform the tasks.
Building a Business Technology Alignment: Techniques to Gaining HR Business T...HR Network marcus evans
Vana Matte, Dollar & Thrifty Automotive Group - Speaker at the marcus evans HR Technology Summit 2012, held in Las Vegas, NV, delivered her presentation on Building a Business Technology Alignment: Techniques to Gaining HR Business Team Confidence over IT
As marketers discover that production costs are consuming too much of their digital marketing budgets, they seek solutions. Deliver, which is the global digital production agency for WPP, presents the business case for digital production offshoring.
Innovative, Cloud-Based Order Management Solutions Lead to Enhanced Profitabi...Cognizant
Communication service providers should turn to order management as a service to resolve escalating order management challenges, provide a consistent customer experience across channels, improve order negotiation and configuration, offer faster time-to-launch and comply with emerging variable investment requirements.
BPM – Business Process Management - is a discipline that attracts a lot of interest. Probably even more nowadays, because of the economic turmoil... By placing business processes on centre stage, companies can gain the capabilities they need to innovate, reenergize performance and deliver the value today’s markets demand. An enterprise where BPM is really implemented as a management discipline can make agile course corrections, embeds continuous improvement methods and reduces cumulative costs across the value chain. BPM supports the pursuit of today’s strategic initiatives, including mergers, consolidation, alliances, acquisitions, outsourcing and global expansion.
BPM discovers what you do and then manages the lifecycle of improvement and optimisation, in a way that translates directly to daily operation.
In a collaboration of Capgemini Technology and Capgemini Consulting the publication “Trends in BPM” is a collection of state-of-the-art trends Capgemini’s experts see in the BPM discipline. It includes topics like Lean, Human Centric Processes, process design for agility and Business Activity Monitoring.
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
The Internet has fundamentally changed the way we do business, and it has created huge opportunities for entirely new business models, from Web portals to e-commerce. Many of these new companies have succeeded, and many have failed, but this first wave of the Internet economy has set the stage for even more innovation and success throughout all sectors of business. As exciting as the dot-com revolution was, the Internet continues to provide an even greater opportunity for more traditional businesses.
Upcoming BPM Event:
Managing Business Processes and Change
http://www.bpmasiapacific.com
Driving successful business transformation and improvement initiatives
25 - 27 October 2011
Rydges Melbourne
Brief introduction of Morgan Clark & Company, who we are, what we do. Interested to meet us? Call +31 20 737 05 37 or e-mail info@morganclark.com. You can also visit our website: morganclark.com
Business Process Empowerment: Powerful New Capabilities for Front-Office StaffFlorian Gröne
This Perspective examines business process empowerment (BPE), a customer-focused, strategically driven alternative to traditional, back-office focused business process management, with particular applicability in service industries. BPE combines process architecture with a continuous improvement culture to drive sales and otherwise improve front-office operations.
Business Transformation Outsourcing (BTO) is an extension of BPO, a strategic partnership between the customer and the outsourcer with the advantage of sophisticated financing mechanisms. BTO involves sharing risks and gains with an outsource business partner. It is all about governing the priorities, people and processes of organizations. It merges IT and business strategy of a company while optimizing quality, performance and business availability.
Innovative, Cloud-Based Order Management Solutions Lead to Enhanced Profitabi...Cognizant
Communication service providers should turn to order management as a service to resolve escalating order management challenges, provide a consistent customer experience across channels, improve order negotiation and configuration, offer faster time-to-launch and comply with emerging variable investment requirements.
BPM – Business Process Management - is a discipline that attracts a lot of interest. Probably even more nowadays, because of the economic turmoil... By placing business processes on centre stage, companies can gain the capabilities they need to innovate, reenergize performance and deliver the value today’s markets demand. An enterprise where BPM is really implemented as a management discipline can make agile course corrections, embeds continuous improvement methods and reduces cumulative costs across the value chain. BPM supports the pursuit of today’s strategic initiatives, including mergers, consolidation, alliances, acquisitions, outsourcing and global expansion.
BPM discovers what you do and then manages the lifecycle of improvement and optimisation, in a way that translates directly to daily operation.
In a collaboration of Capgemini Technology and Capgemini Consulting the publication “Trends in BPM” is a collection of state-of-the-art trends Capgemini’s experts see in the BPM discipline. It includes topics like Lean, Human Centric Processes, process design for agility and Business Activity Monitoring.
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
The Internet has fundamentally changed the way we do business, and it has created huge opportunities for entirely new business models, from Web portals to e-commerce. Many of these new companies have succeeded, and many have failed, but this first wave of the Internet economy has set the stage for even more innovation and success throughout all sectors of business. As exciting as the dot-com revolution was, the Internet continues to provide an even greater opportunity for more traditional businesses.
Upcoming BPM Event:
Managing Business Processes and Change
http://www.bpmasiapacific.com
Driving successful business transformation and improvement initiatives
25 - 27 October 2011
Rydges Melbourne
Brief introduction of Morgan Clark & Company, who we are, what we do. Interested to meet us? Call +31 20 737 05 37 or e-mail info@morganclark.com. You can also visit our website: morganclark.com
Business Process Empowerment: Powerful New Capabilities for Front-Office StaffFlorian Gröne
This Perspective examines business process empowerment (BPE), a customer-focused, strategically driven alternative to traditional, back-office focused business process management, with particular applicability in service industries. BPE combines process architecture with a continuous improvement culture to drive sales and otherwise improve front-office operations.
Business Transformation Outsourcing (BTO) is an extension of BPO, a strategic partnership between the customer and the outsourcer with the advantage of sophisticated financing mechanisms. BTO involves sharing risks and gains with an outsource business partner. It is all about governing the priorities, people and processes of organizations. It merges IT and business strategy of a company while optimizing quality, performance and business availability.
LANSA, Business Process Integration buyers guideMarjanna Frank
Typically the most frequent and demanding changes to the business environment do not directly affect the core applications. Rather, they have to do with the ways in which those applications need to interact with each other and with the outside world. The challenge of Business Process Integration (BPI) is to open up those applications so that the enormous value contained in them can remain relevant and effective in a connected world.
Redrafting Business Models-Tomorrow’s Enterprise in ActionInfosys
This is the 5th edition of the Infosys BPO Thought Leadership Journal. The current theme of the Journal is centered around Redrafting Business Models-Tomorrow’s Enterprise in Action, allowing for candid and incisive views from global outsourcing strategists and Infosys subject matter experts on this subject.
Outsourcing in literal terms, means sourcing from outside. The term is increasingly used to refer to sub-contracting of a set of functions or processes by one firm to another, or to a group of individuals. Outsourcing is being pursued as an active business strategy in the current economic scenario, since it enables a firm to focus on core-competency areas. It also frees the firm from resource and labour intensive functions, which are now performed by trained personnel at much lower costs.
“Executives shift to survival mode” scream the headlines today. Business leaders of large and small companies alike are struggling to weather the storm that is affecting the survival of many once solid companies. If implemented properly, BPO can be a rapid, simple tool to help a company survive a downturn and then to thrive when the economic climate calms.
The time is ripe for BPO firms to explore other engagement models that can provide the clients with the efficiency gains and the BPO firms with additional opportunities to retain their gross margins levels. As a bonus effect such models may also help recover the projected reduction in revenues.
Similar to Business Process Services: Redefining Business Process Outsourcing (20)
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is evolving into a strategy that reaches across technology companies. We offer guidance on the rise of experience and its role in business modernization, with details on how orgnizations can build the ecosystem to support it.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
According to our research, manufacturers are well ahead of other industries in their IoT deployments but need to marshal the investment required to meet today’s intensified demands for business resilience.
The Work Ahead in Higher Education: Repaving the Road for the Employees of To...Cognizant
Higher-ed institutions expect pandemic-driven disruption to continue, especially as hyperconnectivity, analytics and AI drive personalized education models over the lifetime of the learner, according to our recent research.
Engineering the Next-Gen Digital Claims Organisation for Australian General I...Cognizant
In recent years, insurers have invested in technology platforms and process improvements to improve
claims outcomes. Leaders will build on this foundation across the claims landscape, spanning experience,
operations, customer service and the overall supply chain with market-differentiating capabilities to
achieve sustainable results.
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
Green Rush: The Economic Imperative for SustainabilityCognizant
Green business is good business, according to our recent research, whether for companies monetizing tech tools used for sustainability or for those that see the impact of these initiatives on business goals.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
The Work Ahead in Utilities: Powering a Sustainable Future with DigitalCognizant
Utilities are starting to adopt digital technologies to eliminate slow processes, elevate customer experience and boost sustainability, according to our recent study.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data – the foundation of any successful AI strategy – and balancing technology spend with investments in AI skills.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
Five Priorities for Quality Engineering When Taking Banking to the CloudCognizant
As banks move to cloud-based banking platforms for lower costs and greater agility, they must seamlessly integrate technologies and workflows while ensuring security, performance and an enhanced user experience. Here are five ways cloud-focused quality assurance helps banks maximize the benefits.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...Cognizant
Intelligent automation continues to be a top driver of the future of work, according to our recent study. To reap the full advantages, businesses need to move from isolated to widespread deployment.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
Business Process Services: Redefining Business Process Outsourcing
1. Business Process
Services:
Redefining Business
Process Outsourcing
| FUTURE OF WORK
2. Executive Summary
For many years, businesses have approached business process
outsourcing (BPO) as a simple cost play. A more structured ap-
proach is now emerging that infuses key business activities
with technology levers that help organizations more precisely
manage rule-based tasks and continuously increase process
effectiveness and efficiency. This has led to new thinking on
how BPO can add significant value, or direct business impact,
beyond the bottom line.
Optimizing how knowledge workers and advanced algorithms
can be combined to automate key operational activities is a
discipline known as business process services, or BPS. In this
white paper we discuss this new paradigm, highlighting how
organizations across industry and functional silos can more
effectively lash together the collective strengths of global
talent, standardized processes and the latest technology to
deliver continuous business impact.
2 FUTURE OF WORK March 2012
3. Can Your Business Learn New Tricks?
Technology has never been more mainstream. Today, it’s not just self-proclaimed
geeks talking technology or actively using it to live their lives; even the daily media
covers the latest apps, social networking and how cloud is going to change every-
thing. More importantly, it’s now common to read about how technology is key to
both private and public sector organizations achieving their objectives. And that
includes everything from revolutionizing healthcare, to reducing manufacturers’
product development times, to retailers engaging in new ways with customers. We
now operate in a world where:
• Empowered buyers can get involved in co-creation, business funding and crowd-
sourcing — as in Kickstarter, Threadless or Amazon Mechanical Turk.
• New technologies have lowered the barriers to entry, enabling exciting new
entrants to disrupt long-established industries — as Airbnb has in the hospitality
sector.
• New business models from innovative, established competitors have given
customers new ways of buying products and services — such as pay-as-you-go
car insurance from Aviva.
• Organizational structures are changing, driven by globalization and new business
models, and enabled by a host of collaboration and mobility technologies
— just look at this paper, for an example. Experts from three continents have
contributed to it, using a variety of different technologies, including VoIP and
online collaboration spaces.
The combined effects of technology, process and cultural evolution can either pres-
ent a wealth of new opportunities — or tie your expensive IT assets into a millstone
around your business’s neck. So, in a world where everything is changing, how can
you chart a long-term course for success? Market researcher Forrester Research
uses the term “customer obsession” to describe the single-minded focus business-
es need today.
Forrester notes: “Empowered customers are disrupting every industry; competitive
barriers like manufacturing strength, distribution power, and information mastery
can’t save you. In this age of the customer, the only sustainable competitive advan-
tage is knowledge of and engagement with customers. The successful companies
will be customer-obsessed.” 1
Achieving a customer-centered business model requires a new mindset and a new
approach to BPO. That’s what this paper is about.
REDEFINING BUSINESS PROCESS OUTSOURCING 3
4. Standing Still is Not an Option
To be customer-obsessed, you must focus investment, time and energy on activities
that are key to customer goals and re-examine anything that does not help deliver
value. Be radical, and the changes could surprise and delight both you and your
customer.
• If you’re a retailer, do you need to own the invoice processing that is key for
supplier management?
• If you’re an airline, is your ticketing operation really a differentiator?
• If you’re a manufacturer, do you have to own warranty management?
If the answer is no, why not outsource the entire process, end to end?
This is not the way most providers, or customers, approach outsourcing. BPO is
traditionally associated with simple, discrete, task-based processes and systems
— and with short-term cost-reduction efforts. As a result, core BPO often fails to
align with the business and its long-term objectives. Once a BPO provider delivers
promised process efficiency, it is not capable of delivering long-term improvements
or supporting step-changes in how the business as a whole operates. And perhaps
of more concern, service providers that only work on short-term, tactical, cost-
reduction-focused projects have little ability or opportunity to collaborate with you
in sharing risk and reward for the future.
We’re not happy about this, and neither should you be. That’s why we’re working to
change BPO.
“Now is the time to think about investing to in-
crease the quality of the processes and services
that drive customer loyalty and revenues, as well
as cutting costs. That can involve handing over
control of non-core processes to outsourcers; not
just improving process efficiency and effective-
ness, thus cutting costs, but also allowing the en-
terprise to focus on what it does best.”
IDC
4 FUTURE OF WORK March 2012
5. From Business Process Outsourcing
to Business Process Services
Often when companies think about business process outsourcing, they are really
thinking about a tactical process change. Perhaps it’s an outsourcer moving routine
work offshore, taking over system management or leveraging economies of scale
in procurement. These “better, faster, cheaper” projects have their place in keeping
the business trim — but they are not transformative initiatives that help businesses
thrive in times of change. It’s time for a wider definition.
That’s why we talk about business process services, or BPS. BPS marries the pro-
cess and technology with the people who run them. It covers everything from sim-
ple task-based processes (like payment processing or document management), all
the way up to the knowledge-intensive, industry-specific processes that traditional
BPO doesn’t usually touch. It covers any mix of people, processes and technology —
not just the technology systems that carry out the processes.
BPS has three key service models, as illustrated in Figure 1.
The Three Service Models of BPS
Core Value Ideal Commercial
Service Model Technology Examples
Proposition Processes Models
Arbitrage, global Labor intensive Thin layer for Often Accounts payable
Core BPO delivery, process work on core workflow “input-based.” work on customer
(vs. traditional efficiencies, systems. management and ERP system.
BPO) economies of scale. operations control.
Integrated Dynamic Collaboration Business CDM integrating
Managed process work and knowledge platforms linked output- or Oracle Clinical
Process technology plat- processes. to systems of consumption-based. with process and
Services forms. record. collaboration
utilities.
Significant More routine Smart platforms Transaction or P2P on Oracle;
Business technology-based work allowing significantly “by-the-click.” order management
Process as modernization automation. increase as-a-service;
a Service and automation. automation; medical claims on a
less process partner platform.
actor work.
Figure 1
REDEFINING BUSINESS PROCESS OUTSOURCING 5
6. Theory is all well and good, but we understand that you want to know how our
approach to BPS translates into hard business results. With BPS, the initial cost
savings are dramatic, but the benefits go beyond the usual techniques of offshore
labor and technology automation, to the introduction of better skills and industry
knowledge, new technology and re-engineered processes. On the other hand, core
BPO may stop at initial cost savings, without any investment in wholesale changes
to the way things are done. In an accounting engagement, for example, BPS can
focus not just on continuous improvement, but also generating value through work-
ing capital management, reducing days sales outstanding (DSO) and identifying
possible fraud scenarios, among other high priorities.
>> Case Study:
A Total View of Order Management For a Global
Telecom Provider
When a global telecom provider engaged with us to improve its order manage-
ment workflow, we took a holistic BPS approach that integrated process consult-
ing skills, a technology ecosystem and business process transformation to help
the client better focus on its customers and produce significant business results.
We consolidated the client’s vendors and delivery centers, reducing inefficiencies
and overlaps in staffing along the way. By changing facilities, personnel, processes
and underlying technology, we delivered 30% cost savings — amounting to tens of
millions over three years. We also transformed the order management process to
automate 200,000 order exceptions per quarter to reduce handling time by 49%
and order cancellation rates to less than 3%, thus improving efficiency and order
completion rates — which translated directly into increased revenue.
6 FUTURE OF WORK March 2012
7. Raising the Bar from Tactical BPO to Strategic BPO
To get the big-picture view of how complex processes can be improved through a
holistic view of people, process and technology, you need to engage with a BPS
provider at a strategic level. Of course, to understand how your enterprise works as
a whole, and how processes operate from start to finish, the services provider has
to appreciate not just process theory and your business strategy, but also the indus-
try in which you operate. Our industry-specific focus enables us to draw extensive
domain knowledge, consulting expertise and functional expertise to understand the
full context of your processes. We bring people from across the organization to
ensure the right caliber of staff is involved on any given engagement (see Figure 2).
Our goal is to align BPS with your business goals, anticipate your long-term needs
and become a trusted guide and participant that complements your in-house skills.
And we’re willing to put our money where value is by engaging with you in ways
that suit your business. When we take responsibility for an entire process, not just
individual systems or stages, it gives us the ability to offer new, business-outcome-
based metrics for those processes. Instead of measuring a billing system’s uptime,
the headcount of the order processing team or even the cost of processing an order,
for example, we can start to measure order completion rates, on-time delivery and
billing accuracy — measures that matter to the customer-obsessed business. We will
even share risk and reward with you by building these metrics into our contracts.
We also recognize that innovation and advantage can often come from looking out-
side your industry, while your less observant competitors bury their heads in the
sand. So if you’re a retail bank, we’ll help you investigate what you can learn from,
say, how supermarkets keep customers loyal. If you run sports facilities, we’ll help
you incorporate techniques that airlines use for optimizing capacity planning. If
you’re in manufacturing, your warranty claims systems probably have a lot in com-
mon with insurance claims processing.
Process Services Tailored to Your Industry
A one-size-fits-all BPO solution won’t necessarily do the job. Our
BPS services fit your needs because they draw on experience in
delivering highly specialized services for industries.
Gift Card and Lease Property
Retail
Accounting
Banking and Capital Markets
Financial Services
Manufacturing Order Management
Media and Royalty Management
Entertainment
Clinical Operations and Drug
Life Science
Safety
Figure 2
REDEFINING BUSINESS PROCESS OUTSOURCING 7
8. Cognizant Transforms Jewson’s Accounts
Payable Process At a Strategic Level
If you’re looking for an example of how we engage with customers, look no further
than Jewson, part of Saint-Gobain and one of the world’s most recognized con-
struction industry companies. Over three years, we transformed Jewson’s accounts
payable processes, using a range of our approaches in concert: labor arbitrage,
implementation of new technology systems (such as call management tools, OCR
systems and data entry tools) and complete process realignment.
“We were impressed with Cognizant’s consulting-led approach, global engagement
model and a strong commitment to innovation and collaborative working. We are
most satisfied by Cognizant’s ability to view the business through our eyes. In Cog-
nizant, we have found a partner with the right capabilities to liaise with business
stakeholders across 18 representative brands and 900 branches to harmonize our
business processes.” (Finance Director, Saint-Gobain Jewson)
The benefits in terms of business outcomes were impressive:
• 68% reduction in per-invoice cost.
• Doubling of invoice processing capacity.
• Improved resolution rate for supplier queries from 65% to 85%.
• Eliminated backlog of 90,000 invoices.
• Invoice processing cycle time reduced from five days to just one.
This was only possible through:
• A holistic understanding of the relationship between people, processes and
technology systems in delivering a process like accounts payable, and the ability
to transform them all in concert. IT has to be considered in a wider context.
• A strategic relationship with Jewson that viewed its accounts payable process as
a whole and understood the business measures that mattered — not just simple
IT or operational measures such as system uptime or software licensing costs.
• A long-term commitment to ongoing improvement. We cut Jewson’s per-invoice
cost by 40% in year one and halved its invoice backlog in year two.
8 FUTURE OF WORK March 2012
9. Get the Innovation You Need
We’ve discussed how a business must engage with BPS at a strategic level to get
the necessary perspective on how it operates in its industry, as well as to obtain
the end-to-end process control it needs to offer truly business-centric metrics.
We believe that such strategic engagements can only be built on collaborative
partnerships: one where the BPS provider’s whole culture is focused on helping you
achieve. To use Forrester’s terminology, a good BPS provider is customer-obsessed
too.
And it’s only fair that providers contribute wherever they can. As a large provider,
we have the specialist skills and scale of resources that few enterprise IT depart-
ments can afford to employ internally — as well as a valuable outside-in perspective.
You have every right to expect us to put new ideas, new technologies and leading
practices into the mix, including radical ideas such as crowdsourcing for co-creation
and emerging IT trends like cloud, analytics and collaboration. For example, we’re
using cloud to enable access to the right expertise at the right time, and to build
scalability and automation into the infrastructures we deliver — as we’re doing for
Eli Lilly.
To make sure we exceed your expectations for giving back to the relationship, we
run an innovation fund that reinvests in people, process and technology — to align
with changing business needs, and support retained and transferred staff loyalty
through skills development.
“IDC’s recent European Enterprise Services Survey shows that IT
innovation is gaining importance as a key criterion when users select
a service provider; in fact, innovation moved ahead of cost in the Top
5 criteria list in 2011.”
IDC
REDEFINING BUSINESS PROCESS OUTSOURCING 9
10. Eli Lilly and Cognizant Show How BPS
Can Be Truly Innovative
We are working with Eli Lilly on a project that illustrates perfectly how BPS should
bring together people, process and the very latest technology to produce continu-
ous innovation in pursuit of customer obsession.
Under the multi-year contract, we deliver a tightly bundled range of solutions span-
ning commercial analytics, sales force planning, sales incentive compensation,
customer relationship management, business reporting, data warehousing and
state compliance reporting using a consumption-based service delivery model
called Business Process as a Service (BPaaS).
As part of the BPaaS model, we combine cloud-based IT infrastructure, our pro-
prietary software applications and other intellectual property for commercial
operations in life sciences, as well as business process outsourcing expertise to
enable Lilly to move from a high-fixed-cost, capital-intensive model to a variable,
consumption-based cost structure, resulting in greater flexibility and predictability
to meet evolving sales and marketing needs. Our solution enables a key component
of Lilly’s transformation strategy of increased collaboration in a globally networked
model that aligns people, process and technology to drive sales and marketing in-
novation.
“This expansion of our relationship with Cognizant is another step in our mission to
become the most customer-focused pharmaceutical company in the U.S. market,”
said David Ricks, President, Lilly USA upon the announcement of the deal. “By col-
laborating with the industry leader in commercial operations service delivery, we
will sharpen our own focus on understanding and exceeding our customers’ needs
— the path forward to delivering business results in our increasingly challenging
environment.”
“More mature BPO customers don’t just expect to generate sub-
stantial initial savings and then increase those savings marginally
over time. They want the BPO service provider to go the “extra mile”
by bringing continuous improvements based on domain or industry
expertise with cutting-edge IT systems and on continually stream-
lined business processes … BPO service providers have to analyse
each macro process, component sub-process, and linkage, and every
non-value-added activity; and ensure the client’s value chain is op-
timised to deliver the maximum end-to-end value … BPO shouldn’t,
therefore, be a one-time gain; it should be a never-ending story of
continual improvement.”
IDC
10 FUTURE OF WORK March 2012
11. Take the Next Step
When business practices, technology and customer needs are changing so rapidly,
your success — even survival — depends on making sure that your business is keep-
ing pace. But since business resources are limited, those companies that resolutely
focus on what their customers are demanding, and that continually innovate, are
the ones that get ahead.
Anything that doesn’t contribute to your customer obsession is a candidate to be
outsourced. To be certain of quality delivery, you need to carefully select your part-
ner. We know that an effective BPS provider:
Engages with you at a strategic level and collaborates with you over the long
term, to take on processes that can be better delivered externally.
Takes ownership of your processes, end-to-end, and understands how each pro-
cess contributes to the business in the context of your particular industry.
Invests in continual improvement of service delivery and management, through
innovative mixes of people, process and technology to deliver the service at hand.
Shows you tangible results — both with cost savings and real enhanced revenue
streams — and is happy to bet on those results with gainsharing terms in their
contracts.
This approach has produced impressive results for hundreds of our clients, some of
which we have referenced in this paper. We know it will work for you, too.
To realize the future, contact us and we’d be glad to show you how.
http://www.cognizant.com/business-process-outsourcing
REDEFINING BUSINESS PROCESS OUTSOURCING 11