The economic reforms and liberalization measures kick started the sea change in the way India as a country shaped itself to become the world’s largest democracy and one of the rising economic giants in the world stage over the last 20+ years.
Offerings of world class services in the field of IT and IT Enabled Services have also marked the success story of the country in this same period. The resultant economic growths truly made India emerge as the ‘Global India’ and this term is here to stay!
Supply chain management in indian automotive industry complexities, challeng...ijmvsc
The Indian automotive industry, comprising vehicle and component manufacturers, has grown steadily
since the economic liberalization of the early 1990’s. The arrival of major global auto companies has
galvanised the domestic sector into adopting Supply Chain best practices. This has enhanced
competitiveness leading to a quantum growth in exports. However, the Indian automotive industry has to
operate in an unique environment further posing challenges to the already complex automobile supply
chain. Therefore, a need is felt to continually study supply chain practices in this sector from a
contemporary, practitioner’s viewpoint in order to identify key factors of differentiation which would
ultimately provide competitive advantage. This paper seeks to understand the present status, complexities
and challenges facing the Indian automobile sector. It examines trends such as visibility and innovation,
collaboration and supply networks and evolving leadership roles impacting supply chain effectiveness.
Strategies for overcoming challenges are presented as also a framework for further study and analysis.
Supply chain management in indian automotive industry complexities, challeng...ijmvsc
The Indian automotive industry, comprising vehicle and component manufacturers, has grown steadily
since the economic liberalization of the early 1990’s. The arrival of major global auto companies has
galvanised the domestic sector into adopting Supply Chain best practices. This has enhanced
competitiveness leading to a quantum growth in exports. However, the Indian automotive industry has to
operate in an unique environment further posing challenges to the already complex automobile supply
chain. Therefore, a need is felt to continually study supply chain practices in this sector from a
contemporary, practitioner’s viewpoint in order to identify key factors of differentiation which would
ultimately provide competitive advantage. This paper seeks to understand the present status, complexities
and challenges facing the Indian automobile sector. It examines trends such as visibility and innovation,
collaboration and supply networks and evolving leadership roles impacting supply chain effectiveness.
Strategies for overcoming challenges are presented as also a framework for further study and analysis.
A PANORAMIC VIEW ON THE CORPORATE SOCIAL RESPONSIBILTY INITIATIVES BY TECH MA...VARUN KESAVAN
Tech Mahindra Foundation is the corporate social responsibility arm of Tech Mahindra Limited, a Mahindra Group Company. The Foundation set up in 2007, as a Section 25 Company (referred to as a Section 8 Company in the Companies Act, 2013), has been working tirelessly in the areas of education, employability and disability, with a keen focus on corporate volunteering. It operates across twelve locations in India.
BPM & Shared Services Landscape in Global IndiaSSFIndia1
In the last 2 decades, India has become one of the preferred destinations for business process services for the world. These services have come to be most commonly known as Business Process Outsourcing (BPO) or Shared Services (SSC) and now, these services collectively come under the umbrella of Business Process Management (BPM).
In order to reap the benefits of BPM, recently Indian companies have also started to set up their own captive centers or outsourced to independent third party providers. Shared Services Forum (SSF) describes this evolution as ‘Global India’, combining both global and Indian organizations.
BPM & Shared Services Landscape in Global IndiaSSFIndia1
In the last 2 decades, India has become one of the preferred destinations for business process services for the world. These services have come to be most commonly known as Business Process Outsourcing (BPO) or Shared Services (SSC) and now, these services collectively come under the umbrella of Business Process Management (BPM).
In order to reap the benefits of BPM, recently Indian companies have also started to set up their own captive centers or outsourced to independent third party providers. Shared Services Forum (SSF) describes this evolution as ‘Global India’, combining both global and Indian organizations.
A PANORAMIC VIEW ON THE CORPORATE SOCIAL RESPONSIBILTY INITIATIVES BY TECH MA...VARUN KESAVAN
Tech Mahindra Foundation is the corporate social responsibility arm of Tech Mahindra Limited, a Mahindra Group Company. The Foundation set up in 2007, as a Section 25 Company (referred to as a Section 8 Company in the Companies Act, 2013), has been working tirelessly in the areas of education, employability and disability, with a keen focus on corporate volunteering. It operates across twelve locations in India.
BPM & Shared Services Landscape in Global IndiaSSFIndia1
In the last 2 decades, India has become one of the preferred destinations for business process services for the world. These services have come to be most commonly known as Business Process Outsourcing (BPO) or Shared Services (SSC) and now, these services collectively come under the umbrella of Business Process Management (BPM).
In order to reap the benefits of BPM, recently Indian companies have also started to set up their own captive centers or outsourced to independent third party providers. Shared Services Forum (SSF) describes this evolution as ‘Global India’, combining both global and Indian organizations.
BPM & Shared Services Landscape in Global IndiaSSFIndia1
In the last 2 decades, India has become one of the preferred destinations for business process services for the world. These services have come to be most commonly known as Business Process Outsourcing (BPO) or Shared Services (SSC) and now, these services collectively come under the umbrella of Business Process Management (BPM).
In order to reap the benefits of BPM, recently Indian companies have also started to set up their own captive centers or outsourced to independent third party providers. Shared Services Forum (SSF) describes this evolution as ‘Global India’, combining both global and Indian organizations.
This is our first annual letter. Just as in this message, we will continue to share in a frank way what our goals are and where progress is being made and where it is not. This year we have chosen to focus, not on iSPIRT’s initiatives and activities, but on the software product industry itself. We discuss how software products will transform India at large and why the software product industry is strategic to our country. We conclude by explaining the evolutionary stages the rise of the Indian software product industry.
Enabling Indian manufacturing MSMEs for global competitivenessIET India
The COVID-19 pandemic has been a watershed moment for businesses globally. While the scenario looks gloomy all around, there are significant local and global factors that may prove to be favourable for FDI in manufacturing, especially in the Micro, Small & Medium Enterprises (MSME) sector in India.
Post the lethal impact of COVID-19, more and more manufacturing companies are looking towards India as an investment destination and as a reliable alternative to other low-cost producer countries. This will benefit the growth of established firms/sectors, providing significant new prospects for Indian MSMEs to step up and move to the next level. However, it is important to be cognisant of the fact that in order to successfully grab these opportunities, there needs to be a serious rethink of existing business models.
This paper focuses on the opportunities available, scope for improvement, and solutions to varied challenges for the MSME sector in India.
This Assignment is submitted for ICM, U.K regarding Infosys 's change in management and its future changes needed. This report may be helpful for management students because its 0% plagiarism tested.
Creating the Foundation for Digital LeapfroggingSSFIndia1
Creating the Foundation for Digital Leapfrogging
Our digital journey has involved the “classic” investment in automation technologies and selected cognitive tools to drive the digital transformation. However, we realized that without fixing our core data and processes it would be a challenge to delivery on the expected value creation.
Embracing New Normal
Imran Ali - Group Chief Information Security & Technology Officer, Compass Group (United Kingdom)
https://sharedservicesforum.in/digital-leadership-e-summit--2020/
Cyber Resilience - Contemporary once again for Managing Data Protection post-...SSFIndia1
Cyber Resilience - Contemporary once again for Managing
Data Protection post-Pandemic
Pervez Workingboxwalla - Chief Risk Officer, WNS Global Services
https://sharedservicesforum.in/digital-leadership-e-summit--2020/
Become ‘Future Relevant’ by ReShaping Transformation Strategy in today’s Digi...SSFIndia1
Shared Services Forum, India felicitated Mr Priyan Fernando, Former Executive Vice President, Global Business Services of American Express as the PIONEERING BUSINESS LEADER FOR GLOBAL SHARED SERVICES and Ms Shyama A Bijapurkar, Former Global Shared Services Head at BA Continuum, HSBC and American Express as BPM ACHIEVER IN GLOBAL INDIA, for her Stellar Contribution in the Business Services Space.
BPM is the art and science of managing business processes effectively
Managing and improving processes has been around since the early days of intelligent thinking. The process of continuous improvement may have begun some 500 centuries ago, when the Cro-Magnon man lived in caves, using and improving his primitive tools to make his life easy. The same concept would have been adopted by the early traders when the concepts of money and customers may have been first introduced as early as 3000 BC. The industrial revolution of the 18th century and early 19th century was clearly the pinnacle of use of industrial technology to achieve great strides in process improvements.
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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3. BPM in Global India: The Inflection Point for Competitive Advantage | 25
The economic reforms and
liberalization measures kick started
the sea change in the way India
as a country shaped itself to become the
world’s largest democracy and one of the
rising economic giants in the world stage
over the last 20+ years.
Offerings of world class services in the field of
IT and IT Enabled Services have also marked
the success story of the country in this same
period. The resultant economic growths truly
made India emerge as the ‘Global India’ and
this term is here to stay!
The term Global India signifies
a combination of two major
components - Global Off shoring,
and Domestic (India to India & India
Overseas) as depicted in figure 09
The brief details of the above categories are
as under
• Overseas Companies have either
setup their in-house captive shared
service centres or have outsourced to
companies in India. These companies
have made India the global hub for off
shoring and have brought huge value
by bringing best – in- class practices
in all aspects of BPM. The Domestic
India Organizations will stand to
benefit as long as these best in class
practices are suitably adapted for
Indian context, better termed as ‘best-
in-context’ practices.
• The success story of India becoming
a preferred location for providing
business process management
services to global organizations, and
looking to remain competitive, is
well known. Interestingly, from an
India-to-India perspective, there is
limited information available on how
well Indian companies are adopting
similar strategies, including setting up
of Shared Service Centres (SSCs).
Vast majority of Indian companies
continue to operate within the
traditional functional (distributed
locations or centralized locations)
set-up, However, many of the
progressive companies have begun to
realize the value of business process
consolidation through shared services
Figure 09:Global India from BPM standpoint
* Functional includes centralization
Shared
Services
Shared
Services
Functional*
4. 26 | BPM in Global India: The Inflection Point for Competitive Advantage
– whether captive or outsourced. The
Domestic - Functional organizations
can be in private sector, public sector
or even government departments.
• Yet another feature coming up on the
scene is the Indian companies having
vast business interests overseas, but
consolidating their staff functions in
India (including functions of their
units overseas). We call this, India
Overseas.
India’s journey as a global hub for services
goes back to the mid 1980’s when Texas
InstrumentssetupanR&DfacilityinIndia.
Interestingly, the first global shared service
centres in India were set up for providing
services in the fields of Engineering and
R&D.
Besides British Airways and Swissair
initiating shared services operations, the
mid-1990’s was the real launch of the
evolution of India as a global destination,
with two large American companies –
American Express and General Electric
setting up captives in India. American
Express is seen as the pioneer which
consolidated its back office operations for
Japan, Asia-Pacific & Australia (JAPA), by
establishing its Financial Resource Centre
in New Delhi. Soon thereafter, General
Electric set up its India captive which was a
fully owned subsidiary of GE Capital.
The success of the American Express and
GE captives encouraged several global
companies, particularly in the Banking,
Financial Services & Insurance (BFSI)
segment, to set up captives (also called
as Global In-house Captives or GICs) in
India between end-1990 to mid-2000.
The list of companies includes HSBC,
Standard Chartered Bank and Bank of
America. Subsequently, global companies
in manufacturing, IT and other domains
commenced off shoring their back office
operations. These include Daimler, Ford,
Honeywell, Dell, Du Pont, Shell, Coca
Cola, to name a few.
While Nasscom estimates an annual billing
of US$ 69.1 Billion from Indian companies
within the IT & ITES segments to their
Figure 10: Growth of captives from 1990 to 2010 – Global Context
5. BPM in Global India: The Inflection Point for Competitive Advantage | 27
clientsoverseas,theyestimateanamountof
US$31.7 Billion as billing to the domestic
market. This does not include domestic
shared services.Figure11 provides a view
of export versus domestics BPO revenues
growth in India.
4.1 Private Sector
As a leading member of the G20 and the
World Trade Organisation, India also
punches its weight in multilateral fora
and is consulted on key global challenges
including climate change, energy security
and combating international terrorism.
India’s large and expanding consumer
market as well as its vast, young and skilled
labour force makes it amagnet for foreign
investors.Indian companies on the other
hand have emerged as key global players
and are increasing their investments
across the world.India is being courted as
a strategic partner by the United States,
the European Union and many of its
Asianneighbours.
In the last twodecades,there haves been
major strategic changes both in the
way India and Indian companies deal
with the world as well as the way Indian
companies deal within Indian borders.
Indian companies are competing with the
best in the world in terms of strategy and
management.
The list of Fortune 500 for the year 2013
now features eight Indian companies with
Indian Oil and Reliance Industries finding
a place in the top 100. One in Public
Sector and One Private Sector, Out of 8
companies in Fortune 500, 5 are Public
Sector (IOC, BP, HP, SBI & ONGC) and
3 (RIL, Tata Motors and Tata Steel) are
private. All these Public Sector or Private
Sector companies have leveraged BPM for
their identified service function.
The RvaluE survey 2012, indicates that
SSCs are gaining momentum as a strategic
option for Indian organizations to improve
service levels and process efficiencies. In
the period 2006 to 2010, the number of
SSCs set up by Indian organizations has
almost tripled compared to the prior five-
year period.
With the proliferation of India-based GICs
and BPOs servicing overseas operations,
several Indian organizations began
considering the shared services model as
Source: NASSCOM 2011, A.T. Kearney - CII white paper, 2013
Figure 11:Export versus domestic BPO revenues in India
6. 28 | BPM in Global India: The Inflection Point for Competitive Advantage
a viable strategic option for their Indian
operations as well.
Indian companies like Hindustan Unilever,
Dr. Reddy’s, Tata Motors and Ranbaxy set
up SSC’s in the mid-2000’s that managed
business processes for their business units
in India. Interestingly, all these companies
started their SSCs with F&A processes.
Simultaneously, the BFSI segment of
India also considered multiple structuring
models – SSCs, Outsourcing and Hybrid
Models(In house + Outsourcing), to
manage their back office operations.
The first phase of the Indian captive
market started in 1998 when several banks
initiated setting up shared services. For
example, HDFC set up an independent
associate company (ADFC) to manage
transactional activities.
The second phase started in 2003 and
continued till 2006, when many Indian
companies from multiple domains like
HUL, Tata Motors, Dr. Reddy’s and
Ranbaxy set up SSCs. Hindustan Unilever
is considered to be one the pioneers to set
up shared services for its India operations
in line with global best practices. The HUL
SSC was a separate legal entity (Indigo),
operating out of Bangalore and Chennai.
The third phase (from 2007 to 2010) saw
many telecom companies and other large
corporations setting up shared services.
In India the major BPM adopters are
BFSI& Telecom Sectors.
Source: RvaluE Shared Services Survey 2012
Figure 12: Evolution of Indian SSCs
7. BPM in Global India: The Inflection Point for Competitive Advantage | 29
A significant finding of theRvaluE
Survey 2012, puts at rest a matter of
great debate for Indian SSCs – do they
achieve cost saves or not?
– 69% of respondents said they were
able to achieve at least 10% cost
savings by adopting the SSC model.
– 38% were able to achieve a cost
savings level of more than 20%.
Source: RvaluESurvey 2012
Figure 14: Cost Savings due to
setting up SSC
Phil Taylor of the University of Strathclyde
Business School admits that the IT sector
is still demonstrating expansion, even
thoughtherateofgrowthhasnowdeclined
from the frantic pace of a decade ago. He
acknowledged that several countries such
as the Philippines are strongly vying for
the pie. Indian providers are extending
and deepening their back-office and
professional service offerings, undertaking
end-to-end activities of greater complexity.
In addition, an important development
has been the growth of the domestic BPO
market where companies are providing
services for Indian customers. This
signifies growth within the ambit of the
Indian territory.
4.2 Public Sector
KPMG, in its report on Public Sector
Enterprises, 2012 states “Despite the wave
of privatisation across India, the centre
and state owned enterprises control vast
swaths of national GDP of India. Rising
globalisation and integration of the Indian
economy with global markets has opened
up new opportunities and challenges for
the public sector. With the opening of the
Indian economy for the private players the
Central Public Sector Enterprises (CPSEs)
now have to compete on a level playing field
with the private sector by setting industry
Source: NASSCOM 2011, A.T. Kearney - CII white paper, 2013
Figure 13: BPO revenues - Split by vertical
8. 30 | BPM in Global India: The Inflection Point for Competitive Advantage
benchmarks and international standards and
evaluate their performance.”
The report also highlights some areas of
improvement “It is imperative for CPSEs
to mobilise internal resources and assets,
improve operational efficiency, invest in
innovation, improve customer service in
order to survive and sustain the negative
fall-out of various global and Indian
economic measures.”
Our studies have shown that several
progressive Public Sector organisations
have begun well on the journey of BPM.
Almost all of them are Enterprise Systems
enabled. Many have well defined strategy
on setting up shared services. Some of the
companies have already transferred several
in-house processes to their shared services
centre.
In the western world several public
enterprises at the county level have
established several such centres
consolidatingcommon processes starting
withITandthenfinance,payrollandsoon.
Some of these departments are as diverse
as Health Care, Environment, Education,
Police & Fire, and Justice.
Public sector leaders experiencing fiscal
andsocialpressuresareincreasinglyturning
to shared services to drive reforms. As their
shared services models are maturing, they
are realizing the benefits of significant cost
reductions, as well as improved processing
time, increased transparency and a new
focus on customer service.
4.3 SME Segment
Are the benefits of a shared service model
sole prerogative of large organisations?
Certainly not! Several companies within
the Small and Medium Enterprises
(SME) segment are now beginning to take
advantage of common services or ‘shared
services’ which are referred as “aggregators
of services”.
• Example of Justdial as an aggregator
at the front end who provides market
reach and penetration to thousands
of businessmen, shopkeepers, traders
and mechanics who would otherwise
be dependent only on walk-ins.
• There are similar examples of large
F&A aggregating units being run by
Chartered Accountants to provide
not only finance functions, but also
taxation, excise and compliance.
• In the last few years, independent
providers have created innovative
solutions on individual and corporate
tax filing using various IT tools.
Inallofthis,twothingsarecommon:Useof
technology and adoption of best practices.
None of these would have been possible
had the functions remained in their small
independent units. Use of technology has
created faster and more accurate results
with ease of record keeping. Further the
service providing firms have also created
robust and well established processes to
ensure standardisation and adherence to
controls & compliance.
Most of these centres are currently
operating in smaller yet urban centres.
Progressively these centres can go more
rural and support the local workforce
in those communities. These centres
can provide services to many businesses
located locally.
Pooling and sharing resources creates
greater possibilities for smaller businesses
tousemoreadvancedtechnologies,benefit
from senior professional services and gain
better control over their organizations.
Small businesses become stronger, more
accountable, more financially sound and
9. BPM in Global India: The Inflection Point for Competitive Advantage | 31
efficient, and better equipped to offer
affordable, high-quality services creating
for themselves significant competitive
advantage. Some of the business
functions that can easily be considered for
consolidation are F&A, payroll, banking,
administrative services, insurance and
purchasing.
Do you have visibility into your processes
and corporate objectives?
—All visuals used in this article are for humour purposes. The
copyright and distribution rights remains with the creators.