Published on January 15, 2009
Leveraging Transformation & Operational Excellence in ITes IndustryASSOCHAM : Leveraging Transformation & Operational Excellence in ITes IndustryASSOCHAM K.V.Rama Mohan 20 December, 2006 The Infosys BPO Story : The Infosys BPO Story Established in 2002, rapid organic growth Focus on end-to-end outsourcing Today among Top 10 third party BPOs in India Operations in India, Czech Republic, Philippines (through a partner), China Revenues, $m Customers Employees Do it cheaper Do it better Do it differently Eliminate work Cost gains Efficiency gains Transformation gains The Infosys BPO transformation promise Transformational BPO Our focus areas - horizontals : Our focus areas - horizontals Contd. Our focus areas - verticals : Our focus areas - verticals Representative clients : Representative clients Global Commodity Manufacturer Accounts Payables Accounts Receivables General Ledger Fixed Asset Accounting Large Global Custodian (US/EU) Asset/Cash Recon, Trade Settlements, Corporate Actions, Sub-custodian fee billing, Tax reclaim, AP, Stock transfer Investment Manager (US) Employee administrative services like Defined Benefits, Defined Contributions, Health and Welfare, Payroll Global Office Services Provider Customer service and support Revenue Assurance Accounts Payables A world leader in a primary metal Inventory Purchasing Low Value Buying Expediting Blanket Purchase Order Maintenance Global Investment bank (UK) Credit Analysis Fixed Income Research Economic Analysis Industry analysis Company analysis US based Car Rental Company Accounts Payables Accounts Receivables Billing Collections Investment bank (US/UK) Stock and Cash reconciliation, reference data management, preliminary research and presentation Mortgage Bank (US) Mortgage loan underwriting, document preparation, post closing and servicing, including customer care and queries Leading Telecom Provider (UK) Directory Inquiry Services Fault Line Reporting Post-service Customer satisfaction New business acquisitions Insurance arm of a re-insurance co. Underwriting of Property, Excess, MGA lines of business, All rule based underwriting including new and renewal Global Hi-tech manufacturer Sales Order Management Sales Support HR Administration, Helpdesk Legal Administration Transforming the client's operations is the end state of our operations excellence vision : Transforming the client's operations is the end state of our operations excellence vision Do it cheaper Do it better Do it differently Eliminate Work Cost Saving Efficiency Processes Functions Products Business Transformation Global delivery model (India, Czech, Australia, Philippines, China, LatAm) Front end automation Adaptive operating model Process backboning Six sigma Benchmarking Technology augmentation Role reengineering Shop floor automation STAR Process & org restructuring Inter & Intra industry best practices Integrate technology capabilities to eliminate work STP (Straight through processing) Value added reporting / analytics Business assurance The Business Transformation Group brings in diverse skills to transform processes and products : Transformation The Business Transformation Group brings in diverse skills to transform processes and products Six Sigma Methodologies Business Process Reengineering/ STAR (Lean) Technology Data Analytics BTG TSG Consulting Quality Key Transformation Drivers … and initiatives to support them… : Key Transformation Drivers … and initiatives to support them… Performance visibility / dashboards Automated workflow and authority levels Regulatory (e.g. Sarbanes-Oxley) and contractual compliance Reduced cost of operations Leveraging committed investments Focus on converting fixed costs to variable Increased Process Efficiency through process improvement and technology augmentation User experience Predictability of operations through process compliance and standardization Analytics to support customer acquisition and retention Compliance and Control Stakeholder Satisfaction Distributed processing capability and enablement Faster product / service / locational rollout Conversion from people to process dependency Positioning for future Transformational BPO Asset Efficiency Business Transformation – How to reach there? : Business Transformation – How to reach there? A common understanding of Operations Excellence is essential to ensure its implementation : A common understanding of Operations Excellence is essential to ensure its implementation Operations Excellence is Infosys BPO’s roadmap to a differentiated client experience, by consistently exceeding service delivery metrics and measurably transforming our client’s business Key Terms Road Map: This is an ongoing journey. There is no end-state, only milestones Differentiated Experience: It has to be measured on the total experience that the client has in working with us and its impact on the client’s customers Service Delivery Metrics: Exceeding service metrics should be pegged as the minimum delivery on client expectations Measurably Transform: Doing it better than the client and measurably transforming the process should be the goal (a process is Transformed only if we can show the dollar benefit) The focus has to be on delighting our client’s customers : The focus has to be on delighting our client’s customers An experience that consistently delights our client’s customers and demonstrates our superior execution capability and transformational improvements WE WILL DO IT BETTER THAN HOW OUR CLIENTS DID IT This exercise will help us see our reflection in the mirror : This exercise will help us see our reflection in the mirror Are We: Truly client centric?? Truly people centric?? Passionate about driving excellence?? Doing all that we can possibly do to excel in things that are under this group’s control?? Slide 13: Delivering Operations Excellence Operations Excellence Management System Operations People Risk Self Assessment Framework Infrastructure Floor Management Rostering Monitoring Capacity planning Quality Management Process Control & improvement SLA Reporting Customer Portal Knowledge Management ENABLERS Process specific risks and mitigants Security Physical Data Network Disaster Recovery Business Continuity Planning Regulatory compliance Monitoring telecommunications network H/W & S/W maintenance Facilities management Employee facilities Transport Food Wellness center Perfomagic – Performance Appraisal System Serve Centrale Vendor alliances SLATE I-Lite Training System Pro-Vista Customer Portal Project allocation system Leave System Skill-based Recruitment Training & Employee development Performance Management Career Planning Performance improvement plans Process Complexity Model Governance Structure Organization wide tool to drive Ops Excellence Operations excellence is a measure of the operations performance, excellence and Customer Satisfaction : OPERATIONS PERFORMANCE (“Running the business”): Measure each process and engagement on Are processes In Control? Are they Capable? What is the Sigma level ? Score on Self Assessment Framework? OPERATIONS EXCELLENCE (“Changing the business”) Map every process on our transformational journey of - Doing it Cheaper, better, Differently and Elimination of work Measure the transformation in Dollars CSAT Score – Our Customer and their customers Operations excellence is a measure of the operations performance, excellence and Customer Satisfaction Infosys BPO’s Operations Excellence Components : Infosys BPO’s Operations Excellence Components Self Assessment Process Capability and Stability Transformational Dollar Savings CSAT Besides Methodologies (Discovery , Operations , Transition) & Certifications Risk Assessment Certifications Business Excellence The KEY GOALS : The KEY GOALS BUSINESS GOALS : Revenues and Gross Margins PEOPLE GOALS ; Attrition Internal Governance Team lead touch time with agents Team lead process certification Domain Training and Certification on skills E sat PROCESS GOALS : Process Control, Stability, Capability (Sigma scores). Self certification External governance C sat THE KEY GOALS : THE KEY GOALS TRANSFORMATION GOALS : Continuous improvements – Six Sigma initiatives Client Business knowledge and drivers Revenue productivity End customer focus Value addition to client in terms of Dollars The need for iSOP Program - Infosys perspective : The need for iSOP Program - Infosys perspective To handle Growth and Scalability related challenges To manage business unit performance and its integration with Corporate For improvement in overall effectiveness and capabilities at organisation level For learning, reuse and knowledge sharing at organisational, business unit and personal level For identifying and addressing systemic issues within all units Journey To Performance Excellence : Journey To Performance Excellence Infy+ Benchmarking : Stages of improvement : Benchmarking : Stages of improvement World Class Recognized as the best Benchmarked by others Best in Class Exceeds customer expectations,outperforms all direct competitors and has clear competitive edge Efficient Meets all internal requirements for cost margins, asset utilization,cycle-time and measures of excellence Incapable Is ineffective , inefficient and at the risk of failing. Needs major redesign Effective Satisfies all customer requirements We believe that a successful model involves… : We believe that a successful model involves… Multiple small steps to achieve a larger objective Benchmarking and understanding of Processes Multiple initiatives that include Continuous improvement and monitoring Process reengineering Technology Augmentation Participation from all stakeholders towards a commonly agreed goal along all stages of a BPO engagement Ongoing measurement and control of transformation initiatives and objectives Any initiative encounters multiple challenges and it is important to understand them : Any initiative encounters multiple challenges and it is important to understand them Client organization to support transformation Governance structure to enable the smooth implementation and monitoring of transformation initiatives Stakeholder buy in / Management Change management Every transformation results in change at some level or the other. Effective identification of the impact and change management capability is crucial Operational stability Multiple moving parts is not desirable to enable a focused approach to transformation Synergy with clients transformational initiative Ensure that the initiatives are in synch with parallel organizational initiatives Impact on upstream and downstream processes Transformation does not work in isolation, it has a significant impact on upstream and downstream processes and it is important for the stakeholders to be bought it Legal and Regulatory compliance Business case Last but not the least – the initiative has to make commercial sense Slide 23: “Good is not good where better is expected” Thomas Fuller British author WE WILL DO IT BETTER THAN OUR CLIENTS AND COMPETITORS Thank you! : Thank you!
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