Discuss, debate and exchange ideas on latest trends and opportunities in the Business Process Outsourcing (BPO) landscape. Deliberate on adding “business value” to clients, vendors, employees and various other stakeholders to enhance customer satisfaction and sustain long term partnerships.

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March 28, 2014

Embedding Procurement as Fabric of the Business

There is an increasing need for the procurement organizations to be part of the fabric of the business and understand & deliver what the internal customers need.


Of late I have been witnessing a plethora of communication from e-tailers with buying suggestions and have been amazed by the way the e-tailers follow on with suggestion displays (web ads) even when I visit other web sites. In a form, I view these as a form of dashboards which influence / help me decide on what next will I buy.

We are not far off from the day when we could be asked by the friendly guy in the store checkout counter 'And would you like to get dropped back to your home? we can arrange it" or get surprised with a message offering home delivery of the medicines prescribed by your doctor minutes ago, and on a casual visit to your neighbourhood restaurant you are greeted with a customised menu card with the choice of food matching your dietician's prescription, with a seamless link of B2C services.

The Walmarts' and the Amazons' of the world use analytics to profile customers and predict what the customer is likely to buy in the near future. There is an increasing need for the procurement organizations to be part of the fabric of the business and understand & deliver what the internal customer (business units) need.

Category play books & dashboards do bring in insights on the business spend areas, but fall short of many factors especially, linkage to the updated BU dashboard. Often we encounter a feast or famine situation on the availability of data. Either we have too much data, wondering where to focus or where to get the data itself. For this discussion let us assume we have the data and let us look at some typical dashboards used by business units:

Portfolio Dashboard:
Completed projects: RoI - projected VS actual return by project, project type
Planned projects: projected spend ($, %) by project, project type, Projected risk/return by project, project type, baseline vs. estimated budget by project

Linkage Dashboard:
The easy way to communicate a Business Unit (BU) metric is to explicitly link this to the business metrics that is important and understood across the company. The challenge here is to credibly link the org-level business objective to the BU metric. There are several ways to do this and a classic approach is the org level Balanced Scorecard.

Service Performance Dashboard:
The Service Performance dashboard is aligned towards the internal customers of the BU and is represents the service level metrics which represents the performance of the service.

For example a Business Travel desk would measure:

    • Delivery: On time booking and delivery of flight tickets
    • Quality: Tickets booked & issued with correct information and per requirement. Proactive monitoring and communication of flight cancellation, delay. Alternate arrangements.
    • Satisfaction: Average TAT to close service tickets; customer satisfaction

Performance Improvement Dashboard:
This dashboard focusses on the BU's performance improvement objectives. The all-time popular include the y-o-y cost reduction, additions and improvements to the service portfolio and improving capability / core skill index of staff.

It is imperative that Procurement Organisations embed themselves as part of the fabric of the business to deliver meaningful business outcomes and measure themselves beyond the classic theme of metrics.

March 19, 2014

Process Progression Model (PPM) - not merely just a framework mechanism

Infosys BPO Process Progression Model (PPM) is initiated with the objective of improving the client business performance and delivering the business value outcome to the client on a consistent basis.


In the modern era of outsourcing, clients' expectations are growing day by day and are not restricted only to the clauses mentioned in the MSA / SOW.  Today clients expect the service provider not only to take care of the outsourced process but also expect the value of savings delivered to them on a consistent basis and this has become an important factor to safeguard the interests of the ongoing engagement and also to win prospective deals.

Our experience as a service provider serving all sections of clients across the globe has been enormous. One of the important learnings in our continued journey was the client expectation of "transparency" in sharing the delivery performance and "demonstrating end-to-end transformation" which impacts their business performance. Today our client wants to know everything as to how & when we will deliver the outcomes against our committed agreements.  Hence it has become inevitable for us to measure and report on our performance on a periodic basis.

Reporting on the committed delivery on a periodic basis with client not only provides the opportunity to safeguard the engagement interest but also importantly win the clients confidence in our capabilities in delivering to their needs and demands.  So it becomes very important to have one "common model" which establishes the transparency in sharing the delivery performance with the client on a periodic basis along with the outcomes delivered.

Infosys BPO Process Progression Model (PPM) is initiated with the objective of improving the client business performance and delivering the business value outcome to the client on a consistent basis. PPM framework not only helps the client in providing a clear vision on the delivery performance but also provides an opportunity of involving Infosys BPO in their journey of improving the business metrics performance. PPM acts as a "one stop shop" which caters to all the needs of the client's expectation on the delivery. On the adoption of this model the client experiences the strong and everlasting commitment from Infosys BPO team in delivering the desired results, as this model brings all our various rich and experienced capabilities including benchmarking, domain capability, lean and six sigma, business platforms and point solutions, automation and robotics under one common platform called PPM.

Process Progression Model is not merely just a framework mechanism but also acts as the string to connect with our client business objective and go hand-in-hand in achieving the common goal.

March 10, 2014

Innovation and Transformation in Business Processes: Evolving Paradigms

As the scope of BPO-led transformations expand, partnering firms will need to take a holistic look at the client's business processes and deliver diverse outcomes.


In the last decade, business process transformation involved leveraging data-driven statistical techniques such as Lean, Six-sigma, and more to improve operations. Transformation was about implementing multiple incremental improvement initiatives to enhance levels of efficiency and quality.

Today, business process transformation deals with changes that align with the overall business strategy and impacts various levels within the company's operating model. Multiple factors driving this change are:

  • Customized platforms - With an aim to leverage the wealth of experience that providers garner while working on similar processes across industries, innovation in business processes will be through co-creation of tailor-made products, platforms and solutions.
  • New technologies - Emergence of new technologies - cloud, mobility, social media and Big Data analytics will drive innovation and transformation as providers offer these technologies with a layer of business process as an integrated solution. And as cloud adoption increases with tailored platforms, we will have more of 'EaaS'- Everything-as-a-Service.

These technologies are also making the middle-market (we consider companies with revenues from USD $100 Mn to $1 Bn as mid-market) an attractive segment for business process transformation.

And as providers leverage new technologies and solutions to offer customized solutions, their field of play will expand to include:

  • Front- and middle-office processes such as marketing support, market analysis, consumer behaviour analysis and social media services.
  • Onsite 'client partners' embedded in the client organization to work closely with the CXOs to jointly set the innovation and transformation agenda with appropriate upfront commitments of investments (inputs) and business value (outcomes).
  • Separate contract or statement of works (SoW) for innovation and transformation, and for 'business as usual' work.
  • 'Global Innovation & Transformation Boards' set up by the client for governance with specialist partners  as part of these  boards to ensure that the vendors are fully aligned with the client organization and are actively using their expertise to impact the client's global operating capabilities.
  • A new level of benchmarking with demand for external benchmarks for all key processes / metrics. In case external benchmarks are not available, creating client-specific internal benchmarks with a roadmap to achieve them.
  • Shared resources thought to be far-fetched until now will become a reality as companies open up to the idea when they do not need dedicated full-time resources for some of their processes.

As the scope of BPO-led transformations expand, partnering firms will need to take a holistic look at the client's business processes and deliver diverse outcomes. The scope of impact is only limited by partnering firm's capabilities and willingness to go the extra mile. 

To know more about on the evolving paradigms, download our view point.

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