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


June 5, 2014

Infosys Process Progression Model is addressing clients' expectations on Transformation

PPM's strength lies in defining the transformation roadmap aligned with client's core long-term business strategy and providing detailed levers for its realization.

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May 16, 2014

If outcomes matter the most, who owns the process won't matter as much

Infosys Process Progression Model focuses on creating value, irrespective of scope.

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April 8, 2014

PPM - Assisting LatAm Clients Meet Transformational Objectives

The PPM framework comes at a very good moment, especially for markets like Latin America where clients are looking for partners who can help them to innovate, transform and automate.

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April 2, 2014

PPM is Enabling Infosys to Move from Being an 'Executer' to a 'Transformer'!

PPM is a framework which is very comprehensive and at the same time very simple. It allows us to move across three levels using a very practitioner led and structured approach.

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September 30, 2013

Driving global process transformation: Removing roadblocks

For an organization to work like a well-oiled machine, each function should dovetail into the next one. However, in practice, one function sees another through the tinted glass of local interests.

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May 9, 2013

LPO 2.0

LPOs that flourished in the early days, succeeded because their sales and service teams were supported by US or UK trained lawyers who added their domain expertise and experience to building the client relationships. While the fundamentals of relationship-building remain consistent, in this next phase of LPO, termed LPO 2.0 by industry leaders, the primary driver for sales is shifting to delivering on-demand expertise effectively, to produce high-quality work product and process improvements.

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April 25, 2013

Sourcing: Don't make it a zero sum game

Zero Sum Game as one of the key components of Game Theory (study of strategic decision making) can be defined as "A situation in which one participant's gains result only from another participant's equivalent losses".
Some might argue that in commoditized categories i.e. non-differentiated offerings, especially 'pure products' it is the way to go, where price is only driving factor. But is it?

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January 28, 2013

Master Data Management (MDM) - A Painkiller or a Growth Tonic?

If Big data outcome is the fruit, Master data management and data quality are the roots. I explain it through the effort focus / value pyramid.

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December 27, 2011

Using Your Peripheral Vision

Recently I was driving my car on a long distance trip and I noticed how I was using my peripheral vision more than I usually do during my daily routine. I was constantly scanning not just the road ahead of me but also everything on both sides of the road, and making some calculated changes to my driving style to be prepared for anything. This is mandatory in Indian driving conditions because there are some well-known "hazards" that will keep popping up in front of you. These could be stray dogs, domestic cattle, local cyclists, school children, or the most dangerous one "The daring teenager on bike".
Coming back to peripheral vision, the idea is to maintain the focus on the road but at the same time train your mind to "look out", so that it becomes a habit that flows naturally. And then it struck me, mature BPO buyers are no longer focusing only on their "Tunnel Vision" which is labor arbitrage. Like the car trip, the prime objective still remains going from point A to point B -- which is reducing the cost of operations -- but they are also asking the service providers to use their "peripheral vision"  to lookout and avoid potential hazards for the business, and to be flexible enough to change the driving style, if required.
And just like in driving a car, for it to be effective, the use of peripheral vision has to become a habit. A service provider should continuously look for Continuous Improvements Opportunities, advise the partner firm on potential areas of growth, and create such confidence with the customer that he is even willing to let you drive his Porsche on busy Indian roads.

May 16, 2011

Outsourcing for Cost vs. Value - An Analogy

This analogy is not mine and it came up during an internal conversation. All the same, I thought of sharing it as it is very relevant for many outsourcing discussions.

Often, outsourcing decisions are taken with the focused intention of saving costs. Other objectives do exist, but are less debated. Of course, saving costs is important and has tangible benefits. But outsourcing discussions should go beyond. Many decision makers know this but ignore acting on it as it is not immediately clear how it all adds up.

The situation is very similar to a weight watching program. While there is an obvious temptation to lose weight quickly, unless you sign up for a sustained lifestyle change, the results often disappear or lead to more damages in the long run. Signing up for a lifestyle change calls for more discipline and patience. And more importantly, you need a tougher and more committed coach. Further, it also means that you have to do much of the hard work. But this is the approach that is more likely to succeed in the  longer term, both in terms of getting in shape and staying that way. It is little wonder that few weight watching programs are successful and many move from one fad to another in their quest for better health.

So, outsourcing for saving costs or for convenience, can help shed some weight in the near term, but outsourcing for value calls for a more long term vision. It also calls for a tougher and more committed coach/partner. I would be glad to hear experiences to the contrary.

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