This document discusses 4 options - consultancy, implementation partnership, hybrid center, and build-operate-transfer (BOT) - for companies to leverage the expertise of outsourcing service providers (OSPs) when establishing their own captive shared services centers, in order to overcome the risks and complexity involved. It provides an overview of each option's key features and how an OSP can help at different stages from planning and setup to operations. A case study is also presented of an OSP assisting a UK retailer through a BOT arrangement to quickly establish operations while their new center was being constructed.
The document discusses various types of outsourcing including multi-process outsourcing, documentation services outsourcing, project management outsourcing, and managed services outsourcing. It outlines advantages such as reduced costs, efficiency gains, and ability to leverage expert resources for each process, as well as disadvantages like additional management overhead and loss of control. Out-tasking is defined as contracting single tasks on a project-by-project basis at agreed upon prices and timeframes.
The document discusses outsourcing, providing definitions and discussing key aspects of developing an outsourcing strategy. It identifies outsourcing as a type of business alliance and discusses determining factors for outsourcing success. The summary discusses evaluating opportunities, selecting providers, developing service level agreements, and using technology to manage outsourcing relationships.
The document discusses key lessons learned from interviews with outsourcing executives about what leads to successful versus unsuccessful outsourcing initiatives. Three critical aspects identified are: 1) Both clients and vendors need a clear understanding of service level objectives and goals; 2) It is important to have the right resources dedicated to the relationship throughout the project; 3) Using good contractual governance and proving reliable performance can help build the trust necessary for a successful long-term relationship.
This document outlines a strategic battle plan for treasury management success over 5 years. It identifies components of the plan including defining goals and barriers. It also discusses trends in cash management, relationships, and professional development. Emerging treasury tasks like accounts payable and risk management are covered. The presentation provides advice on performing a gap analysis and finding resources to address gaps in people, processes, technology, and professional development needed to meet career goals.
This document discusses the outsourcing business and whether it is right for a company. It defines outsourcing as a contractual relationship between two parties for ongoing management of infrastructure or business processes. There are different types of outsourcing like applications outsourcing and business process outsourcing. The document outlines pros and cons from the customer and vendor perspectives. Key considerations for evaluating whether outsourcing is right include whether the business can be profitable, deliver on service levels, manage risks, and fit with company strategy. Product management may also need to shift from a software to service model.
PrideOne Events | Transforming The Contingent Workforce Ecosystem Into A Comp...Allen Yesilevich
The consultant and freelance economies show no signs of slowing down. These trends create tremendous opportunities, as well as risks, for employers. Learn best practices for navigating the contingent workforce ecosystem- creating cost-savings and leveraging workforce flexibility while avoiding issues such as worker misclassification and rogue spend. Executing on this approach now requires a team effort among all stakeholders involved. @KateGoss @BryanPena @JimLanzalotto @KellyShea @NoahGold
Operational risk and risk management across multi-jurisdictions for internati...Compliance Consultant
A multi-jurisdictional banking group needed their Operational Risk Framework (designed by their parent company) to be rolled out and training given n risk reporting.
Contingent Workforce Management Benchmark ReportCXC Global A/NZ
The Contingent Workforce Management Benchmark Report was originally presented by Jenni Nelson, Principal Consultant at HCMS for the ATC's Flexible Workforce Conference in Sydney, Australia.
The document discusses various types of outsourcing including multi-process outsourcing, documentation services outsourcing, project management outsourcing, and managed services outsourcing. It outlines advantages such as reduced costs, efficiency gains, and ability to leverage expert resources for each process, as well as disadvantages like additional management overhead and loss of control. Out-tasking is defined as contracting single tasks on a project-by-project basis at agreed upon prices and timeframes.
The document discusses outsourcing, providing definitions and discussing key aspects of developing an outsourcing strategy. It identifies outsourcing as a type of business alliance and discusses determining factors for outsourcing success. The summary discusses evaluating opportunities, selecting providers, developing service level agreements, and using technology to manage outsourcing relationships.
The document discusses key lessons learned from interviews with outsourcing executives about what leads to successful versus unsuccessful outsourcing initiatives. Three critical aspects identified are: 1) Both clients and vendors need a clear understanding of service level objectives and goals; 2) It is important to have the right resources dedicated to the relationship throughout the project; 3) Using good contractual governance and proving reliable performance can help build the trust necessary for a successful long-term relationship.
This document outlines a strategic battle plan for treasury management success over 5 years. It identifies components of the plan including defining goals and barriers. It also discusses trends in cash management, relationships, and professional development. Emerging treasury tasks like accounts payable and risk management are covered. The presentation provides advice on performing a gap analysis and finding resources to address gaps in people, processes, technology, and professional development needed to meet career goals.
This document discusses the outsourcing business and whether it is right for a company. It defines outsourcing as a contractual relationship between two parties for ongoing management of infrastructure or business processes. There are different types of outsourcing like applications outsourcing and business process outsourcing. The document outlines pros and cons from the customer and vendor perspectives. Key considerations for evaluating whether outsourcing is right include whether the business can be profitable, deliver on service levels, manage risks, and fit with company strategy. Product management may also need to shift from a software to service model.
PrideOne Events | Transforming The Contingent Workforce Ecosystem Into A Comp...Allen Yesilevich
The consultant and freelance economies show no signs of slowing down. These trends create tremendous opportunities, as well as risks, for employers. Learn best practices for navigating the contingent workforce ecosystem- creating cost-savings and leveraging workforce flexibility while avoiding issues such as worker misclassification and rogue spend. Executing on this approach now requires a team effort among all stakeholders involved. @KateGoss @BryanPena @JimLanzalotto @KellyShea @NoahGold
Operational risk and risk management across multi-jurisdictions for internati...Compliance Consultant
A multi-jurisdictional banking group needed their Operational Risk Framework (designed by their parent company) to be rolled out and training given n risk reporting.
Contingent Workforce Management Benchmark ReportCXC Global A/NZ
The Contingent Workforce Management Benchmark Report was originally presented by Jenni Nelson, Principal Consultant at HCMS for the ATC's Flexible Workforce Conference in Sydney, Australia.
The document summarizes surveys from the Outsourcing Institute on the top reasons for outsourcing, factors in vendor selection, and factors for successful outsourcing. The top three reasons for outsourcing were to reduce costs, improve focus on core business, and gain access to world-class capabilities. The top three vendor selection factors were commitment to quality, price, and references/reputation. The top three factors for successful outsourcing were understanding goals and objectives, having a strategic vision and plan, and selecting the right vendor.
The document discusses outsourcing governance. It begins with an overview of governance trends related to functions, benefits, and vendor management. It then discusses how to get stakeholders engaged and where the value add of governance lies. The document provides examples of governance processes and a case study of how governance was implemented for a telemarketing outsourcing project. The case study describes the process used, from issuing a request for proposal to site visits and oral presentations with finalist vendors.
Dr. Elijah Ezendu is an award-winning business expert and certified management consultant with expertise in areas such as interim management, strategy, transformation, and business development. The document discusses IT service development and provides information on typical IT services, the service capability maturity model (CMM), and making the transition to solutions. It outlines five levels of the CMM for organizations providing IT services and describes services such as applications outsourcing, testing, and security. Global trends in outsourcing and Nigeria's potential as an outsourcing hub for West Africa are also mentioned.
The aftermath of the share class haggle in UK retail investments, post RDRDavid Taylor
As the Retail Distribution Review took effect in the UK in 2013, many expected distributors of investment products to win the haggle with product providers.
This didn't happen. But the aftermath leaves as many questions unanswered by the industry. This presentation paints some scenarios and explores the implications for action
It's important to management accountants to display how professionals can work across cross-functional teams at businesses to transform operations throughout the organization, here are the points that IMA suggests as competencies for CMAs to have.
Riskpro is an Indian risk management consulting firm with offices in New Delhi, Mumbai, and Bangalore. It provides risk consulting and advisory services to insurance companies. The document discusses Riskpro's network presence across multiple Indian cities and differentiates itself from larger consulting firms by offering high quality services at more affordable rates. It provides a wide range of risk management services including Basel II/III advisory, corporate risk assessment, information security services, and operational risk reviews. Riskpro also offers insurance risk advisory, claims management, and training services to help clients effectively manage various insurance-related risks.
Moving Your Contingent Workforce Program from Tactical to StrategicPeopleFluent
Contingent labor is an important and rapidly-growing segment of the modern workforce. The PeopleFluent® Vendor Management System (VMS) manages all non-employee labor and services procurement, providing you with true visibility into cost, compliance, risk, and efficiency. The vendor management system is a critical component of PeopleFluent's total talent solution.
The document discusses the concept of "RightSourcing", which is transferring business functions like IT and operations to domestic contractors instead of offshore to reduce costs while avoiding risks associated with offshoring; it describes Enterprise Iron's model of RightSourcing business processes like retirement services operations to facilities in the US using a blended team approach of lower-cost local staff managed by subject matter experts to optimize costs and productivity. The document provides an overview of Enterprise Iron's RightSourcing facilities, management model, transition process, potential retirement services functions that could be RightSourced, and contact information.
1. HR outsourcing, through a professional employer organization (PEO), can provide considerable cost savings and productivity gains by taking over HR tasks like benefits administration, payroll processing, and compliance.
2. A PEO acts as a co-employer by contractually sharing employer responsibilities with the client company. This allows the client to focus on its core business while the PEO handles employee-related functions.
3. Insperity is an HR outsourcing provider that has over 25 years of experience offering comprehensive HR and performance solutions to help businesses grow and become more profitable.
The document discusses outsourcing, including its definition, history, and various perspectives. Outsourcing is defined as contracting out business processes to external organizations. It became popular in the late 20th century as companies increasingly outsourced abroad for lower costs. While outsourcing can provide cost savings and flexibility, it also faces criticisms around job losses in the outsourcing country and effects on workers. The document explores various views on outsourcing from different standpoints.
RiskPro India Ventures (P) Limited provides risk consulting and advisory services to insurance companies. It has offices in major Indian cities like New Delhi, Mumbai, and Bangalore. RiskPro consists of experienced professionals with expertise in various industries. It aims to provide integrated risk management solutions and be the preferred provider of governance, risk, and compliance services to mid-large sized corporate and financial institutions in India. RiskPro offers affordable services of a similar high-quality to those provided by large consulting firms. It focuses on risk management and has over 200 years of cumulative experience across its team. RiskPro provides a variety of risk advisory services including Basel II/III advisory, corporate risk assessment, information security services, and operational risk reviews.
The document provides tips for going global and managing a global workforce. It discusses 10 tips, including (1) consolidating global payroll strategically, (2) monitoring broad rollouts and initiatives, and (3) preparing for increased employee mobility. Global workforce visibility, talent management, and emerging technologies are also high priorities that are impacting how companies manage their global workforce. Reskilling HR and the workforce for new technologies is emphasized.
CoolPeople is an international provider of IT resources and related sourcing services helping our clients to access new talent, optimize resource utilization, (de)mobilize project teams and balance resource gaps.
Zinnov helped a large network infrastructure company improve its IT outsourcing strategy in the following ways:
Zinnov audited the client's existing vendors and identified only two that had the necessary capabilities, consolidated relationships down to just those two vendors. Zinnov also renegotiated contracts to better protect the client and implemented a new governance model to improve oversight of vendor relationships. This helped improve cost efficiency, productivity, and transfer more ownership to the capable vendors.
The document discusses outsourcing, including what it is, key areas that are commonly outsourced, and drivers for organizations to outsource. It notes that outsourcing involves using external resources to perform activities traditionally handled internally in order to improve services, reduce costs, and access skills not available in-house. Common areas for outsourcing include IT, call centers, finance/accounting, and manufacturing. Key drivers are cited as lack of resources, costs savings, quality improvements, and access to expertise. The document also outlines some issues in outsourcing like dependency on contracts, quality differences, and loss of control. It provides strategies for managing outsourcing relationships successfully and describes various models used in outsourcing engagements
SAP Investment Management Systems - 15 Indications that you need an UpgradingIQX Business Solutions
This Slideshare lists 15 common business issues faced by managers that are drivers for an upgrade of your SAP Capital Investment (CAPEX) system. The effective allocation of limited financial resources is one of the most important responsibilities of management. Yet many executives complain that this vitally important business process is not well supported by their current IT systems.
Firstly, the annual budgeting process is painful. Managers are faced with funding requests from all directions and are consistently: classifying, fairly evaluating, and prioritizing these investment proposals. This is a stressful and often manually intensive process, invariably involving the exchange of multiple versions of spreadsheets. Through a series of stakeholder meetings and board presentations, the budget is finally approved.
This annual budget is then the responsibility of management to steward responsibly. This is where the second challenge arises: nothing ever goes exactly to plan. During the year, actual capital expenditure requests must be linked and reconciled against this approved CAPEX budget. This process is further complicated by trying to compare and prioritize competing initiatives that deliver value, all within the hard CAPEX budget constraint and in accordance with delegation of authority and procurement policies.
Thirdly, once initiatives are approved, the process of ensuring execution to budget and realization of purported benefits typically relies heavily on inefficient and high-risk manual processes.
The Common Challenges of Common Practices Tips for Effectively Moving to a Sh...eprentise
Moving to a shared services model reduces costs and optimizes performance, but taking the right steps is necessary for a successful outcome. Explore the initiatives and challenges of a common chart of accounts and calendar for companies moving toward enterprise-wide shared service center operations. This paper will focus on how standardizing the data streamlines business processes, eliminates silos and facilitates the new functionality of Oracle® E-Business Suite Release 12.
View the original Blog post: http://www.eprentise.com/blog/reorganization/the-common-challenges-of-common-practices-tips-for-effectively-moving-to-a-shared-services-center/
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Global banks to sign up the largest buy-side firms to their client clearing offerings. Typically, such offerings focus on the needs of complex global clients, facilitating access to multiple CCPs, and spanning numerous jurisdictions.
The document provides guidance on managing large-scale property disposal programs. It identifies 8 key areas to address: 1) engagement and transition, 2) disposal process, 3) technology and data, 4) reporting, 5) provisioning, 6) estate management, 7) use of agents, and 8) disposal strategies. Clear governance and roles, robust data, customized reporting, coordination between functions, and diligent agent management are emphasized as critical to success. The disposal process diagram outlines the workflow from initial engagement to contract completion.
Outsourcing isn’t a new idea in its “early adopter” phase. It has been part of the business landscape for over 40 years. Nor is outsourcing a panacea or silver bullet for the challenges of business information technology. In order to make the best decision to outsource all or part of your IT operations you must consider the comparative business value of the outsourcing option versus alternative strategies.
It can be challenging to evaluate mainframe outsourcing- in part because of misleading advertising, confusing claims, and uncertainty around results. The financial analysis, while complex, can be the easiest component in the decision-making process. More challenging are the practical issues. Outsourcing Jobs vs Hiring American IT Professionals go to www.esgjrconsultinginc.com to learn more.
2014Q1-0127_USAW_CONF_Weitz_When Outsourcing Stops Making SenseCytel
The document discusses when outsourcing stops making sense based on a case study of EMD Serono outsourcing biostatistics and programming work to Cytel. While outsourcing can provide cost savings and access to specialized skills, outsourcing for cost alone is risky. The case study shows how EMD Serono and Cytel worked together to thoughtfully plan and adaptively implement the outsourcing arrangement to ensure quality delivery and flexibility. Through close monitoring and adjustments, the outsourcing achieved cost savings without compromising quality or flexibility.
The document summarizes surveys from the Outsourcing Institute on the top reasons for outsourcing, factors in vendor selection, and factors for successful outsourcing. The top three reasons for outsourcing were to reduce costs, improve focus on core business, and gain access to world-class capabilities. The top three vendor selection factors were commitment to quality, price, and references/reputation. The top three factors for successful outsourcing were understanding goals and objectives, having a strategic vision and plan, and selecting the right vendor.
The document discusses outsourcing governance. It begins with an overview of governance trends related to functions, benefits, and vendor management. It then discusses how to get stakeholders engaged and where the value add of governance lies. The document provides examples of governance processes and a case study of how governance was implemented for a telemarketing outsourcing project. The case study describes the process used, from issuing a request for proposal to site visits and oral presentations with finalist vendors.
Dr. Elijah Ezendu is an award-winning business expert and certified management consultant with expertise in areas such as interim management, strategy, transformation, and business development. The document discusses IT service development and provides information on typical IT services, the service capability maturity model (CMM), and making the transition to solutions. It outlines five levels of the CMM for organizations providing IT services and describes services such as applications outsourcing, testing, and security. Global trends in outsourcing and Nigeria's potential as an outsourcing hub for West Africa are also mentioned.
The aftermath of the share class haggle in UK retail investments, post RDRDavid Taylor
As the Retail Distribution Review took effect in the UK in 2013, many expected distributors of investment products to win the haggle with product providers.
This didn't happen. But the aftermath leaves as many questions unanswered by the industry. This presentation paints some scenarios and explores the implications for action
It's important to management accountants to display how professionals can work across cross-functional teams at businesses to transform operations throughout the organization, here are the points that IMA suggests as competencies for CMAs to have.
Riskpro is an Indian risk management consulting firm with offices in New Delhi, Mumbai, and Bangalore. It provides risk consulting and advisory services to insurance companies. The document discusses Riskpro's network presence across multiple Indian cities and differentiates itself from larger consulting firms by offering high quality services at more affordable rates. It provides a wide range of risk management services including Basel II/III advisory, corporate risk assessment, information security services, and operational risk reviews. Riskpro also offers insurance risk advisory, claims management, and training services to help clients effectively manage various insurance-related risks.
Moving Your Contingent Workforce Program from Tactical to StrategicPeopleFluent
Contingent labor is an important and rapidly-growing segment of the modern workforce. The PeopleFluent® Vendor Management System (VMS) manages all non-employee labor and services procurement, providing you with true visibility into cost, compliance, risk, and efficiency. The vendor management system is a critical component of PeopleFluent's total talent solution.
The document discusses the concept of "RightSourcing", which is transferring business functions like IT and operations to domestic contractors instead of offshore to reduce costs while avoiding risks associated with offshoring; it describes Enterprise Iron's model of RightSourcing business processes like retirement services operations to facilities in the US using a blended team approach of lower-cost local staff managed by subject matter experts to optimize costs and productivity. The document provides an overview of Enterprise Iron's RightSourcing facilities, management model, transition process, potential retirement services functions that could be RightSourced, and contact information.
1. HR outsourcing, through a professional employer organization (PEO), can provide considerable cost savings and productivity gains by taking over HR tasks like benefits administration, payroll processing, and compliance.
2. A PEO acts as a co-employer by contractually sharing employer responsibilities with the client company. This allows the client to focus on its core business while the PEO handles employee-related functions.
3. Insperity is an HR outsourcing provider that has over 25 years of experience offering comprehensive HR and performance solutions to help businesses grow and become more profitable.
The document discusses outsourcing, including its definition, history, and various perspectives. Outsourcing is defined as contracting out business processes to external organizations. It became popular in the late 20th century as companies increasingly outsourced abroad for lower costs. While outsourcing can provide cost savings and flexibility, it also faces criticisms around job losses in the outsourcing country and effects on workers. The document explores various views on outsourcing from different standpoints.
RiskPro India Ventures (P) Limited provides risk consulting and advisory services to insurance companies. It has offices in major Indian cities like New Delhi, Mumbai, and Bangalore. RiskPro consists of experienced professionals with expertise in various industries. It aims to provide integrated risk management solutions and be the preferred provider of governance, risk, and compliance services to mid-large sized corporate and financial institutions in India. RiskPro offers affordable services of a similar high-quality to those provided by large consulting firms. It focuses on risk management and has over 200 years of cumulative experience across its team. RiskPro provides a variety of risk advisory services including Basel II/III advisory, corporate risk assessment, information security services, and operational risk reviews.
The document provides tips for going global and managing a global workforce. It discusses 10 tips, including (1) consolidating global payroll strategically, (2) monitoring broad rollouts and initiatives, and (3) preparing for increased employee mobility. Global workforce visibility, talent management, and emerging technologies are also high priorities that are impacting how companies manage their global workforce. Reskilling HR and the workforce for new technologies is emphasized.
CoolPeople is an international provider of IT resources and related sourcing services helping our clients to access new talent, optimize resource utilization, (de)mobilize project teams and balance resource gaps.
Zinnov helped a large network infrastructure company improve its IT outsourcing strategy in the following ways:
Zinnov audited the client's existing vendors and identified only two that had the necessary capabilities, consolidated relationships down to just those two vendors. Zinnov also renegotiated contracts to better protect the client and implemented a new governance model to improve oversight of vendor relationships. This helped improve cost efficiency, productivity, and transfer more ownership to the capable vendors.
The document discusses outsourcing, including what it is, key areas that are commonly outsourced, and drivers for organizations to outsource. It notes that outsourcing involves using external resources to perform activities traditionally handled internally in order to improve services, reduce costs, and access skills not available in-house. Common areas for outsourcing include IT, call centers, finance/accounting, and manufacturing. Key drivers are cited as lack of resources, costs savings, quality improvements, and access to expertise. The document also outlines some issues in outsourcing like dependency on contracts, quality differences, and loss of control. It provides strategies for managing outsourcing relationships successfully and describes various models used in outsourcing engagements
SAP Investment Management Systems - 15 Indications that you need an UpgradingIQX Business Solutions
This Slideshare lists 15 common business issues faced by managers that are drivers for an upgrade of your SAP Capital Investment (CAPEX) system. The effective allocation of limited financial resources is one of the most important responsibilities of management. Yet many executives complain that this vitally important business process is not well supported by their current IT systems.
Firstly, the annual budgeting process is painful. Managers are faced with funding requests from all directions and are consistently: classifying, fairly evaluating, and prioritizing these investment proposals. This is a stressful and often manually intensive process, invariably involving the exchange of multiple versions of spreadsheets. Through a series of stakeholder meetings and board presentations, the budget is finally approved.
This annual budget is then the responsibility of management to steward responsibly. This is where the second challenge arises: nothing ever goes exactly to plan. During the year, actual capital expenditure requests must be linked and reconciled against this approved CAPEX budget. This process is further complicated by trying to compare and prioritize competing initiatives that deliver value, all within the hard CAPEX budget constraint and in accordance with delegation of authority and procurement policies.
Thirdly, once initiatives are approved, the process of ensuring execution to budget and realization of purported benefits typically relies heavily on inefficient and high-risk manual processes.
The Common Challenges of Common Practices Tips for Effectively Moving to a Sh...eprentise
Moving to a shared services model reduces costs and optimizes performance, but taking the right steps is necessary for a successful outcome. Explore the initiatives and challenges of a common chart of accounts and calendar for companies moving toward enterprise-wide shared service center operations. This paper will focus on how standardizing the data streamlines business processes, eliminates silos and facilitates the new functionality of Oracle® E-Business Suite Release 12.
View the original Blog post: http://www.eprentise.com/blog/reorganization/the-common-challenges-of-common-practices-tips-for-effectively-moving-to-a-shared-services-center/
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Global banks to sign up the largest buy-side firms to their client clearing offerings. Typically, such offerings focus on the needs of complex global clients, facilitating access to multiple CCPs, and spanning numerous jurisdictions.
The document provides guidance on managing large-scale property disposal programs. It identifies 8 key areas to address: 1) engagement and transition, 2) disposal process, 3) technology and data, 4) reporting, 5) provisioning, 6) estate management, 7) use of agents, and 8) disposal strategies. Clear governance and roles, robust data, customized reporting, coordination between functions, and diligent agent management are emphasized as critical to success. The disposal process diagram outlines the workflow from initial engagement to contract completion.
Outsourcing isn’t a new idea in its “early adopter” phase. It has been part of the business landscape for over 40 years. Nor is outsourcing a panacea or silver bullet for the challenges of business information technology. In order to make the best decision to outsource all or part of your IT operations you must consider the comparative business value of the outsourcing option versus alternative strategies.
It can be challenging to evaluate mainframe outsourcing- in part because of misleading advertising, confusing claims, and uncertainty around results. The financial analysis, while complex, can be the easiest component in the decision-making process. More challenging are the practical issues. Outsourcing Jobs vs Hiring American IT Professionals go to www.esgjrconsultinginc.com to learn more.
2014Q1-0127_USAW_CONF_Weitz_When Outsourcing Stops Making SenseCytel
The document discusses when outsourcing stops making sense based on a case study of EMD Serono outsourcing biostatistics and programming work to Cytel. While outsourcing can provide cost savings and access to specialized skills, outsourcing for cost alone is risky. The case study shows how EMD Serono and Cytel worked together to thoughtfully plan and adaptively implement the outsourcing arrangement to ensure quality delivery and flexibility. Through close monitoring and adjustments, the outsourcing achieved cost savings without compromising quality or flexibility.
The document discusses when outsourcing stops making sense based on a case study of EMD Serono outsourcing biostatistics and programming work to Cytel. While outsourcing can provide cost savings and access to specialized skills, outsourcing for cost alone is risky. The case study shows how EMD Serono and Cytel worked together to thoughtfully plan and adaptively implement the outsourcing arrangement to ensure quality delivery and flexibility. This allowed EMD Serono to gain cost savings without compromising standards.
Financial Due Diligence via Operational Perspective | Co-Authors Steve Koinis...Tom Atwood
The document discusses the importance of including operating partners in the financial due diligence process for private equity deals. It argues that operating partners can help assess management's ability to achieve growth goals by linking operational capabilities to financial analysis and identifying opportunities to improve performance. The operating partner focuses on understanding revenue drivers, costs, and key metrics like cash flow in order to evaluate upside potential and post-acquisition integration plans.
Critical Facilities Operations Process: Explanations and illustrative examples.
For training videos, please visit https://m.youtube.com/channel/UCYw2fG4p7buyhJD0EYHahuQ
This document provides summaries of and links to several articles about outsourcing. It discusses transformational outsourcing which involves outsourcing core business activities to accelerate growth. Strategic and tactical benefits of outsourcing beyond cost savings are outlined. Guidelines for offshore outsourcing address risks, models, and delivering benefits. Banking, financial services, insurance and healthcare industries are discussed in the context of outsourcing. Softorix is introduced as a provider of outsourcing services including IT, business processes and domain expertise for these industries.
• Key things to know before moving to a global model
• Determining what processes should stay at the regional level
• Determine technologies that will support the global model
• Methods for determining the right scope of service for globalized delivery
• Identifying change management strategies
• Measuring the success
Straight Through Processing (STP) is a process that allows loan information to be entered once and then reused throughout the entire loan lifecycle, reducing redundant data entry. Key benefits of STP include compressing cycle times by allowing simultaneous processing, increasing accuracy by reducing data re-entry errors, and eliminating paper files by digitizing documents. STP requires analyzing and streamlining existing processes before implementing supporting technology to realize its full benefits.
Cap gemini business process transformation to deliver world class outcomesLoren Moss
Global enterprises face challenges in ensuring consistent best practices and execution across borders due to differences in culture, regulations, and resources. Business process transformation is often needed to maintain competitive advantages. Choosing a transformation partner with a proven methodology, best practices library, and industry experience can help drive successful transformation. The partner's methodology should assess processes, technology, locations, skills, and pricing to optimize operations and deliver world-class outcomes through a controlled implementation.
This document discusses middle office outsourcing in the investment management industry. It provides an overview of middle office functions, why outsourcing these functions has become more popular, and key considerations for asset managers evaluating middle office outsourcing. Current outsourcing models like lift outs and conversions are described. The document also outlines challenges in client onboarding for outsourcing providers and how Hexaware can help with activities like requirement analysis, conversions, and steady state support.
There are many approaches to Customer Journey Mapping, just as there are many different company cultures looking to use this valuable tool to improve their customer experience. We presented this content at the 2016 CXPA Members Insight Exchange.
Capital market firms are making decisions on which business lines, asset classes and services to keep and operate and which ones to exit. Regulatory reform and the
clearing mandate are driving the firms to consolidate their traditional exchangetraded derivatives (Futures and Options) and OTC derivatives into a single clearing
business, even while bi-lateral, uncleared derivatives will continue to co-exist with cleared products.
CEI Compliance is the UK's fastest growing risk & regulatory consultancy and provides associate opportunities to consultants and cost effective value to financial services and other regulated companies.
Similar to 4 Smart Options to Overcome the Lonely Journey to Captive Shared Services (20)
• • With the evolving role of the CFOs, businesses more than ever are now reliant on their CFOs to translate mere numbers into incisive intelligence to tap new growth opportunities
• The right insights can prime the finance function to swiftly respond to market volatility, facilitate strategic expansion, spot trends, accurately predict outcomes, and proactively drive top-line and bottom-line growth
• CFOs can also make an impact at the larger enterprise level by incorporating analytics to add value outside it core functions and help other functions
• Given the pre-dominant importance of technology and the role it plays as a Big Data enabler, it is imperative for CFOs to forge collaborative and strategic relationships with CIOs
Civil aviation authorities across the world are becoming increasingly stringent in penalizing airlines for flight delays and disruptions.
As recently as in August 2014, the Civil Aviation Administration of China (CAAC) announced a six-month crackdown on flight disruptions. Domestic airlines will receive internal warnings if their on-time flight rankings are in the bottom 20 of all airlines, or if flight delays occur more than half the time. In the case of delays or poor service that trigger serious protests by passengers, airlines risk losing all their flight slots in the current season and will lose the right to apply for flight slots in the next season.
How a Predictive Analytics-based Framework Helps Reduce Bad Debts in Utilities WNS Global Services
This document discusses how utilities can reduce bad debt write-offs through a predictive analytics-based framework. It proposes a three-pronged strategy of identifying high-risk customers, revising collections tactics for those customers, and improving customer interactions. Predictive analytics can help identify high-risk existing and new customers based on various attributes. Utilities can then prioritize collections efforts based on customer risk and debt levels. Improving customer service while following regulations can increase collections rates while maintaining satisfaction. The framework was tested for a utility client and increased debt collections by 50% within 3 months while lowering costs.
Strategies for Optimizing Baggage Handling to Increase Customer LoyaltyWNS Global Services
The document discusses the challenges airlines face with mishandled baggage and damaged customer relationships. It explores how airlines can leverage technology and outsourcing to third-party partners to more effectively track baggage and proactively manage customer service issues. The key points are that baggage issues are a major cause of customer dissatisfaction, technology can help with tracking but not relationships, and outsourcing integrated baggage and customer service solutions can significantly reduce complaints and improve efficiency.
How to Find Solutions for Strategic Concerns in HR through AnalyticsWNS Global Services
This document summarizes insights from a Twitter chat discussing how HR professionals are using analytics to address strategic concerns. Top concerns included ROI on workforce investment, quality of new hires, change management, workforce planning, and retaining talent. HR professionals are increasingly adopting descriptive, predictive, and prescriptive analytics using tools and frameworks to align workforce performance with business strategy and address talent gaps. Analytics allows showing the relationship between HR and business metrics and calculating true ROI, helping make insight-driven strategic decisions. Advancements in technology and successful examples are driving more organizations to adopt HR analytics.
This document provides an overview of the challenges facing the utilities sector in the UK. It discusses the intense political pressure over affordability and security of supply that the energy and water industries are facing. The utilities sector believes the current political climate is threatening its ability to secure necessary investment and that regulation has become more susceptible to political pressure. However, the utilities sector also recognizes opportunities to restore public trust by improving customer service, communications, and responsiveness to issues. The overview indicates the sectors will need to balance priorities of reducing carbon emissions, ensuring security of supply, and keeping prices affordable.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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4 Smart Options to Overcome the Lonely Journey to Captive Shared Services
1. 4 Smart Options to Overcome the Lonely Journey to
Captive Shared Services
2. As major companies struggle to remain
competitive in an increasingly globalized world,
the allure of back-office consolidation as a
means to reduce costs becomes ever more
compelling. Many global organizations turn to
Business Process Management (BPM), often to
Offshore Service Providers (OSP) located in
India and elsewhere, to rapidly leverage their
cost-efficiencies, world-class processes and rich
talent pools.
However, not every organization wants to
outsource. This may be for political or
philosophical reasons, or due to perceived
risks around intellectual property or customer
perceptions. For those organizations,
consolidation of back-office functions into
Captive Shared Service Centers (SSC), or
Global In-house Centers (GIC) is often the
chosen path.
One of the great challenges of implementing
Global Shared Services is complexity. This
complexity shows itself in many forms:
organizational, functional, political… the list
goes on. With great complexity comes increased
risk of failure. As the 20th-century American
author Eric Hoffer wrote, “There is no loneliness
greater than the loneliness of a failure”. The
reputation and career risk faced by business
executives has never been greater.
Faced with such risk, executives assigned the
complex task of consolidating back-office
functions such as Finance, HR, Procurement or
Analytics seek trusted partners, with proven
experience to help guide them through the maze
of decisions that all such businesses are faced
with. Without the benefit of experienced
support, the organization can become paralyzed
with indecision, delaying the anticipated
benefits and potentially falling further behind
aggressive competitors, vying for market share.
Organizations that choose to outsource back-
office functions to a third-party OSP often seek
the support of their OSP to advise them on the
route to a successful outsourced service.
However, those who choose to establish their
own captive SSC / GIC often seek to hire
resources from the market, or from established
consulting firms, which can often provide skilled
and experienced staff to advise on key issues
such as new operating models, organizational
change, business adoption, site selection, tax
implications, availability of skills and so on.
What is often overlooked by executives setting
up captive centers is the depth of experience
that exists within OSPs, who may have
implemented dozens of delivery centers all over
the world for multiple clients, completing dozens
or even hundreds of successful process
transitions. This depth of experience can be
leveraged in a number of ways listed below,
depending on an organization’s appetite
to engage.
1. Consultancy
2. Implementation Partnership
3. Establishing a Hybrid Center
4. Build-Operate-Transfer (BOT)
An overview of these engagement models is
given in Figure 1.
02 wns.com
3. wns.com 03
4 Smart Options to Overcome
the Lonely Journey to Captive Shared Services
CONSULTANCY IMPLEMENTATION
PARTNERSHIP
HYBRID BOT
§
to help identify
activities to be migrated
offshore
§
OSP resources will
provide solution,
documentation and
transition support to
client
OSP consults with client §
up center
§
OSP deploys support
team of operations
leads, Process SMEs,
quality and training
managers to assist
client’s captive center in
managing SLAs, KPI
reporting and overall
Governance
§
Engagement period of
~12 months or such
period as agreed
between client and OSP
Assist client in setting §
operate infrastructure
§
Key senior management
and managerial staff,
SMEs deputed by the
client at the outsourced
location for an agreed
period
§
Creates an extended
organization with
access to talent and
best practices
§
Leverages all benefits of
outsourcing coupled
with control and
visibility of captive
center
OSP will set up and §
operate a pre-defined
agreed period before
transferring ownership
to the client
§
OSP liable to manage
end-to-end operations
for client prior to
transfer
§
OSP will provide
resources, facilities, and
will own the client
operations for the
period of the contract
§
OSP will be responsible
for all risks and
mitigation
OSP will set up and
§
stabilize operations
§
Lower risk start-up
§
Quick implementation,
go-live and stabilization
OSP expertise to §
to performance creating
greater visibility
§
Low / no Capex
requirements for the
client
§
Quick implementation
and scaling up
OSP mitigates risk related §
and financial risk
§
Fully variablized cost of
seats.
§
Low initial investment
§
Quick implementation
and scale up
OSP assumes operating
§
in captive setup best
practices
§
Full control of captive
remains with client
Leverage OSP expertise
§
investment
§
Responsibility to manage
captive and staffing /
retention without OSP's
support after transfer
§
Client assumes operating
and financial risks
Requires capital §
onus on client
§
Career growth path may
be difficult to realize
§
Cost saving may not
be large
§
Need for strong
governance
Staffing / retention §
during build and
operate phase
§
Need for strong
governance
Limited direct control
§
investment
§
Client assumes
operating and financial
risks
§
Staffing / retention
onus on client
Requires capital
Cons
Pros
Features
Figure 1 – Overview of OSP engagement models when setting up a new captive center
4. Comms. Planning Recruitment
MDM Business Change
and Adoption
Physical and Technical
Infrastructure
Knowledge Transfer
Transition Support
PLAN BUILD OPERATE
Process Documentation
Customer and
Vendor Liaison
Process Transformation
g
Stakeholder
Mana ement
Location Study
Implementation Plan
Target OperatingModel
Stakeholder Management
CLIENT
CONSULTANT
OSP
Program
Management
Benefits
Realisation
and
Tracking
In the Consultancy model, the OSP places
experienced staff with the client to assist with
the program. Some OSP staff may be flown from
offshore locations to work on the client’s site,
while others remain offshore (at lower cost),
providing support to the onshore staff.
The OSP’s staff can work alongside the client’s
incumbent consulting firm, providing
complementary services in a highly cost-effective
manner (see Figure 2)
Typical deliverables from such an engagement
are shown in Figure 3.
All of these issues will already have been faced and dealt with by any multinational OSP that has
established its own delivery operation in the target geography/ies, so they will be an excellent source
of first-hand knowledge and experience on these issues.
Consultancy
Some of the key issues faced by organizations
establishing captive centers in unfamiliar
geographies are as follows:
§
Location – picking the right sustainable site
for the center with the telecom, power and
transportation infrastructure
§
Cost – both short and longer term
§
Labor pool sustainability
§
Competition for talent
§
Economic outlook (example, inflation)
§
Tax and other economic incentives
Figure 2 - Your OSP and incumbent consulting firm can work together with you to provide a complete
and cost-efficient service, to help you build and operate your SSC / GIC.
04 wns.com
5. wns.com 05
4 Smart Options to Overcome
the Lonely Journey to Captive Shared Services
In this model, the OSP deploys an experienced
support team of Operations Leads, Process
SMEs, technical experts, quality and training
managers to assist the client’s captive center in
establishing and managing SLAs, KPIs, reporting
and overall governance. This is usually done over
a fixed period such as 12 months, agreed at the
outset. As in the Consultancy Model, the OSP
can work with the client and its incumbent
consultancy to provide a complete solution in a
cost-efficient manner. Often, the OSP can bring
experience with proprietary and third-party
technology to the table, which can significantly
boost the efficiency of the new operation.
Implementation
Partnership Sometimes the political challenges that drive
organizations to create a captive center rather
than outsource to an OSP can be accommodated
while still leveraging the benefits of outsourcing
(speed to savings, rapid ramp-up, reduce /
eliminate capex). In this model, an OSP may
provide the premises, IT infrastructure and many
of the operational staff for the center, while the
client retains management control, providing all
or many of the senior management for the
center, who may be based onsite. Thus the
benefits of outsourcing can be realized, while
the organization is able to demonstrate the level
of management control and visibility demanded
by the company’s executives.
Hybrid Center
APPROACH
For New Captive Set-up
DELIVERABLES
1
2
3
Solution Design
Process
Documentation
Transition
§
§
Define AS-IS and TO-BE process
§
Define outsourced and retained
organization and activities
§
Interview with key SMEs to
evaluate process risks and
complexities
§
Create risk mitigation strategy
§
Design technology solutions -
enabling tools and connectivity
§
Define implementation effort
and timelines
§
Create detailed JDs for each
process
Scope Validation
§
document processes
§
Create process maps, flow
charts and swim-lanes
segregating onshore and
offshore activities
§
Capture client-specific policies
and procedures
§
Capture key process
performance indicators
§
Develop standard operating
procedures and key stroke level
documentation
§
Create training manuals
Liaison with key SMEs to
§
Office
§
Create project plan
§
Implement governance
structure
§
Maintain risk and issue log
§
Project manage various aspects
of the initiative
§
Infrastructure set-up
§
Connectivity, enabling
technology tools set-up and UAT
§
Hiring and process induction
§
Knowledge transfer and
accreditation
§
SoW creation and performance
agreements
§
Pilot implementation
§
Go-live and handover to
operations
Set up Project Management
Figure 3 - Typical deliverables from a consulting engagement with an OSP assisting the client with a captive setup program
6. The client, a UK-based multinational retailer
with approximately 2,000 stores in the UK,
Ireland, Hungary, Poland, and the Czech
Republic, decided that it wanted to establish an
India-based captive center to handle 154
processes encompassing Accounts Payable,
Commercial Payables, and Payroll and Benefits
for approximately 240,000 employees. With no
center ready, the client turned to WNS for help.
While the client’s center was under construction
in India, WNS quickly allocated space in its
Pune center in India to host the operation. With
300 staff needed, WNS set about hiring agents
with knowledge of UK retail industry back-office
functions, to minimize the time taken to
establish and stabilize the operation.
One of the key challenges of the engagement
was the sheer scale involved: processing Payroll
and Benefits for almost 240,000 employees,
handling over USD 40 Bn of payables annually
with an invoice reconciliation process of 20
steps covering 300 scenarios and a need to
perform knowledge transfer to ensure proficiency
in all 154 in-scope processes in a short span
of time.
Case Study
Working closely with the client at all times, the
operation was successfully established and at
the same time, multiple improvements were
introduced and business benefits realized:
§
USD 15 Mn deductions increase per annum
§
USD 6 Mn leakage reduction
§
USD 5 Mn cash recovery achieved through a
duplicate investigation project
§
Timeliness of supplier payments improved and
queries reduced from 18 percent to 7 percent
§
Exceptions reduced from 15 percent to
10 percent
§
Learning curve for new staff reduced from a
typical 36-48 weeks to 24 weeks
§
Bespoke technology introduced, which
significantly increased process validation
and accuracy
Once the construction of the new Indian SSC
was completed, the operation was transferred
under the management of the client, as per the
original agreement.
Build-Operate-Transfer for a large U.K. grocery retailer
Client Challenge
WNS Solution
Benefits Delivered
The BOT can be a rapid and effective way to
leverage the broad experience of the OSP to
create a new center, stabilize the operation and,
after a predetermined period of time, transfer
the center back to the organization for a pre-
agreed fee.
Build-Operate-Transfer (BOT)
Using this approach, the costs of setting up the
center can potentially be completely amortized
into the initial period of operation, prior to the
center being transferred back to the parent
organization from the OSP, freeing up capital for
use in other, more strategic, initiatives.
06 wns.com
7. 4 Smart Options to Overcome
the Lonely Journey to Captive Shared Services
The perilous journey to consolidating back-office
functions into a captive SSC / GIC need not be
so lonely. Risk can be mitigated by leveraging
the deep experience of an OSP to assist with the
setup and potentially with the ongoing operation
of your captive. The OSP may even be willing to
work alongside your incumbent consulting firm
to provide a highly cost-effective solution to
support you in your journey.
Conclusion
Eventually, once the center is built, stabilized
and fully operational, the OSP will be there to
support you with outsourcing, when your CFO
inevitably asks you the dreaded question:
“What’s next?”
The journey to
Captive Shared
Services need not
be a lonely one
wns.com 07