This document discusses rebooting business process strategy to outcompete. It highlights that today's excellence will be tomorrow's mediocrity due to a changing world. Differentiators for sustainability include business performance focus, a strategic BPM vision, digital agenda linkage to BPM, making process delivery decisions, and moving up the relationship value chain. A process maturity model is presented that defines six key parameters to assess processes: documentation, risk management, metrics, stability, automation, and management control.

1. REBOOTING
BUSINESS PROCESS STRATEGY
TO OUTCOMPETE

2. Research Approach

3. Key Highlights:
• Changing World: Today’s Excellence is Tomorrow’s Mediocrity
• Differentiators for Sustainability
• Process Maturity Model

4. Changing World: Today’s Excellence is Tomorrow’s Mediocrity :
• The New Search for Excellence
o The 7S framework - 2S as hardware and 5S as software
• AIDE to VUCA
• The AND Paradigm – Jim Collins
o Organizations paradoxically learn to be both
Stable (resilient, reliable and efficient) and
Dynamic (fast, nimble and adaptive)
• Cultural Connect
• Ensuring a culture of agility
• Frequent cross-functional, cross-unit dialogue and collaboration
• Flexibility
• “It is easiest to think outside the box, when you are from outside the
box”.
• Outsiders often come up with the best innovations – and mostly
disruptive in nature

5. Differentiators for Sustainability
#1 Business
Performance
Focus
#2 Strategic
Vision on BPM
#3 Digital
Agenda
linkage with
BPM Strategy
#4 ‘Make or Buy’ for
Services
#5 Moving up the
Relationship Value
Chain
#6 Define & Monitor
Customer
Experience
#7 Embrace Robotics #8 Labour Reskilling
For Organizations
starting their journey
For Global In-House
Centers

6. Business Performance Focus
Business Process Strategy and Execution should be driven by Business Requirements
Some Examples:
•Reconciliation to write-back
•Arrest Revenue Leakage
•Footfalls to Customer Acquisition
•Calls to Conversion metrics
•ERP Utilization  effectiveness and
simplicity towards

7. Strategic Vision of BPM
6S for Success

8. Organizational
Connect
Enterprise Partner
Business Partner
Service partner
Service Provider
Leader’s
Role
Trusted Advisor
Collaborative
leadership
Relationship
ownership
Service focus
Moving Up the Relationship Value Chain

9. What? •Just like in Manufacturing.
Assembly Component Strategy
should be used
•Low value chain process with
high volume can be considered
to be outsourced or
subcontracted as Managed
Captive with the overall
ownership completely with GIC
•Provides opportunity to move
up the value delivery chain
How?
•Determine Process value chain
•Assess process maturity
•Assess decoupling possibility
•Review handoff complexities
•Retain only high value elements
Make or Buy for Service Delivery
Mid Size global Corporations (upto US$ 5Bn) need to
explore and benefit by Managed Captive Model to
enable lower scale/ size and effective Change Management.

10. Process Maturity Model:
• The Process Maturity Model (PMM) developed at SSF primarily
focuses on the Business Services industry
• Being a wide industry encompassing a range of processes, the
model focuses on the six primary parameters common to all
services

11. Process Maturity Model:
PARAMETERS DEFINED
Process
Documentation
Process flows, SIPOC / COPIS, Responsibility
Matrix, Desk Instructions defined and
standardised; Step-by-step instructions to ideally
execute the process.
Risk Management
& Process Control
Identify and address potential process risks
including exceptions, failures and outages
handling
Process Metrics
Measurable and visible numerical values of
process performance available on real time and
historical basis. Linkages with the Business Metrics
Stability
Process robustness to reduce variability in output
and outcome
Automation
Use of control systems, bolt-on tools for operating
processes with minimal human intervention
Management
Control &
Leadership
Managing the process through structured
operations/ strategic governance - team
meetings, reviews, visuals, assigning tasks and
inviting comments/ suggestions
BENEFITS
Process
Improvement
Automatic affinity to continuously improve performance to
reach optimum levels of efficiency
Performance
Measurement
/ Baselining
Helps the organization trace a direct linkage between the
process and the company goals
Benchmarking
Comparison between different processes of the same
organization or between organisations
Consistency
Desired results achieved each time they are repeated or
reproduced
Customer
Experience
Great performance needs to mean great customer
satisfaction - ultimate acid-test of service
Risk Profiling
Assessing the extent of exposure and readiness with
mitigation strategies
Cost Saves
Eliminating waste, enhancing productivity by counter
balancing relative benefits of tightening controls
Employee
Engagement
Engaged employees with visibility on how their efforts
impact the ultimate business goals tend to do well for
themselves and the company

12. Thank You!