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Leadership & Capability Development:
Skills for Implementing Effective BPM
Dayanand Allapur
VP & Head of HR,
Capgemini Business Services, Bangalore
24th Oct. 2013
2Copyright © Capgemini 2013 All Rights Reserved
Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13
Overview
 BPM industry & India’s Role
 BPO Transformation over the years
 Assessing Company Readiness for BPM
 Requirements of an Effective BPM implementation
 Challenges to be addressed before Execution
 Attract & Retain Talent in BPM
3Copyright © Capgemini 2013 All Rights Reserved
Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13
BPM Industry – Resilient, Growing & Evolving
* Source- NASSCOM
4Copyright © Capgemini 2013 All Rights Reserved
Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13
BPM Industry – Impact on India
•Set to reach USD 50 billion by
2020
•Driving the next phase of value-
driven solutions
•Viewed as trusted partners
* Source- NASSCOM
5Copyright © Capgemini 2013 All Rights Reserved
Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13
India’s Role- Five Pronged Value Proposition
•Only country that offers the depth
and breadth of offerings across
different segment of this industry
•The Nerve center/Hub for the Global
BPM Sourcing industry
•Drive the Global BPM industry; these
services will grow 2x times faster
* Source- NASSCOM
6Copyright © Capgemini 2013 All Rights Reserved
Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13
BPO Transformation Over the Years
90s 2002-5 2007-13
•Steady movement from cost, quality, and
productivity in early 2000 to ………..
…….specialization, process reengineering,
transformation and technology-enabled
platforms
7Copyright © Capgemini 2013 All Rights Reserved
Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13
Assessing Company Readiness for BPM
Strategy
Technology
People
Process
Action
Planning
5 Steps to BPM Readiness
1. Strategy : Clearly defined and articulated.
2. People: Trained and competent workforce
3. Process: Understood, documented and optimized
4. Technology: Have the right BPM technologies
5. Action Planning: Assess and identify risk factors and develop a
near‐term action plan
* Source- Prolifics
8Copyright © Capgemini 2013 All Rights Reserved
Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13
Leadership challenges in executing BPM
Challenges at the strategic level
 Lack of governance
 Lack of employee buy-in
 Lack of common mind share of BPM
 Broken link between BPM efforts and organizational strategy
Challenges at the tactical level
 Lack of Standards
 Weaknesses in process specification
 Lack of BPM education
 Lack of methodology
Challenges at the operational level
 Lack of tool support for process visualization
 Perceived gaps between process design and process execution
 Miscommunication of tool capabilities
* Source- White Paper by
Wasana Bandara, Queensland
University
9Copyright © Capgemini 2013 All Rights Reserved
Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13
Attracting & Retaining talent
 Design Talent-tailored Solution
 Recognizing that talent is people and people have ambition and drive
 Challenging and interesting environment
 Equip team to understand business better
 Create measurable goals /Celebrate milestones and achievements
 Develop Well-blended Training and Talent Pipeline
 Blend well virtual training, formal & informal training:
 Craft Balanced Promotion Strategy
 HR Involvement in Company Image & Branding
 Optimize Candidate Experience:
 Streamline HR with BPM to Sharpen Business Image:
 Cultivate the Culture of Innovation
 Culture! That one word encompasses a lot.
 Tolerance of Failures:
 Crowd sourcing for fresh ideas: Innovation Labs
* Source- Future of CIO
10Copyright © Capgemini 2013 All Rights Reserved
Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13
Leadership in BPM
Shared framework in which leaders need to be grounded….
 Well-articulated organizational mission, future vision, and guiding principles.
 Define leadership, roles, practices of leaders in a high performance organization.
 Set performance expectations , core competencies for supervisors and managers.
 Deploying technology and accelerating the adoption of innovation in the team.
key Leadership behaviors required of the Leader of a BPM ….
 Analyzing organization’s environment for important trends and changes.
 Articulating a picture of future in a way that motivates and inspires other people.
 Developing, communicating and enforcing team boundaries.
* Source- NASSCOM
11Copyright © Capgemini 2013 All Rights Reserved
Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13
Thank You

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Leadership & Capability Development: Skills for Implementing Effective BPM

  • 1. Leadership & Capability Development: Skills for Implementing Effective BPM Dayanand Allapur VP & Head of HR, Capgemini Business Services, Bangalore 24th Oct. 2013
  • 2. 2Copyright © Capgemini 2013 All Rights Reserved Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13 Overview  BPM industry & India’s Role  BPO Transformation over the years  Assessing Company Readiness for BPM  Requirements of an Effective BPM implementation  Challenges to be addressed before Execution  Attract & Retain Talent in BPM
  • 3. 3Copyright © Capgemini 2013 All Rights Reserved Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13 BPM Industry – Resilient, Growing & Evolving * Source- NASSCOM
  • 4. 4Copyright © Capgemini 2013 All Rights Reserved Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13 BPM Industry – Impact on India •Set to reach USD 50 billion by 2020 •Driving the next phase of value- driven solutions •Viewed as trusted partners * Source- NASSCOM
  • 5. 5Copyright © Capgemini 2013 All Rights Reserved Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13 India’s Role- Five Pronged Value Proposition •Only country that offers the depth and breadth of offerings across different segment of this industry •The Nerve center/Hub for the Global BPM Sourcing industry •Drive the Global BPM industry; these services will grow 2x times faster * Source- NASSCOM
  • 6. 6Copyright © Capgemini 2013 All Rights Reserved Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13 BPO Transformation Over the Years 90s 2002-5 2007-13 •Steady movement from cost, quality, and productivity in early 2000 to ……….. …….specialization, process reengineering, transformation and technology-enabled platforms
  • 7. 7Copyright © Capgemini 2013 All Rights Reserved Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13 Assessing Company Readiness for BPM Strategy Technology People Process Action Planning 5 Steps to BPM Readiness 1. Strategy : Clearly defined and articulated. 2. People: Trained and competent workforce 3. Process: Understood, documented and optimized 4. Technology: Have the right BPM technologies 5. Action Planning: Assess and identify risk factors and develop a near‐term action plan * Source- Prolifics
  • 8. 8Copyright © Capgemini 2013 All Rights Reserved Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13 Leadership challenges in executing BPM Challenges at the strategic level  Lack of governance  Lack of employee buy-in  Lack of common mind share of BPM  Broken link between BPM efforts and organizational strategy Challenges at the tactical level  Lack of Standards  Weaknesses in process specification  Lack of BPM education  Lack of methodology Challenges at the operational level  Lack of tool support for process visualization  Perceived gaps between process design and process execution  Miscommunication of tool capabilities * Source- White Paper by Wasana Bandara, Queensland University
  • 9. 9Copyright © Capgemini 2013 All Rights Reserved Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13 Attracting & Retaining talent  Design Talent-tailored Solution  Recognizing that talent is people and people have ambition and drive  Challenging and interesting environment  Equip team to understand business better  Create measurable goals /Celebrate milestones and achievements  Develop Well-blended Training and Talent Pipeline  Blend well virtual training, formal & informal training:  Craft Balanced Promotion Strategy  HR Involvement in Company Image & Branding  Optimize Candidate Experience:  Streamline HR with BPM to Sharpen Business Image:  Cultivate the Culture of Innovation  Culture! That one word encompasses a lot.  Tolerance of Failures:  Crowd sourcing for fresh ideas: Innovation Labs * Source- Future of CIO
  • 10. 10Copyright © Capgemini 2013 All Rights Reserved Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13 Leadership in BPM Shared framework in which leaders need to be grounded….  Well-articulated organizational mission, future vision, and guiding principles.  Define leadership, roles, practices of leaders in a high performance organization.  Set performance expectations , core competencies for supervisors and managers.  Deploying technology and accelerating the adoption of innovation in the team. key Leadership behaviors required of the Leader of a BPM ….  Analyzing organization’s environment for important trends and changes.  Articulating a picture of future in a way that motivates and inspires other people.  Developing, communicating and enforcing team boundaries. * Source- NASSCOM
  • 11. 11Copyright © Capgemini 2013 All Rights Reserved Campus to Corporate_PrepareForSuccess_DayanandAllapur_Caprgemini_22May13 Thank You