Seven Strategic Imperatives for Transitioning to a Shared Services Model
|
|
- Gertrude Stanley
- 8 years ago
- Views:
Transcription
1 A Point of View Seven Strategic Imperatives for Transitioning to a Shared Services Model Abstract Given today s tough business climate, organizations are adopting a shared services model to realize cost savings, increase efficiency and agility, and ensure better sharing of technology and resources. However, a great deal of time, effort, and resources are required to transition to a shared services model. Over the last two decades, transitions have become increasingly complex and involve multiple geographies, business units, and towers, thereby requiring a more holistic and collaborative approach. Understanding the nuances of global transitions with respect to people, processes, technology, and governance can promote greater efficiencies and better performance. Traditionally, enterprises adopt a lift-and-shift model in their transition programs. This paper outlines seven strategic imperatives that are likely to shape the future of the shared services model. The paper also provides a proven approach for delivering seamless and first-time successful transition programs. Enterprises with footprints across multiple geographies can adopt the outlined approach to conduct transition programs with improved governance and efficiencies. The Evolution of Transition Management and Its Rising Complexity During the last two decades, organizations of all sizes have set up shared services centers to provide harmonized services to the enterprise. As a function, transition management in shared services has evolved from delivering project management to driving domain consulting led program management. Transition teams, focused on services such as finance and accounting (F&A) and supply chain management, are further strengthened by domain specific teams that enhance transition solutions and service delivery. In addition, readily available transition management toolkits help organizations reduce the transition time and optimize resource utilization. Figure 1 outlines the evolution of transition management over the last two decades. Complexity of transitions Simple data/voice task with minimal interface Single chain of command as stakeholders Focus on a simple process without many technology disruptions Primary a lift and shift approach Growth of multiple delivery centers requiring additional coordination Implementation of IT creating a host of automated application Improved technology infrastructure increasing reliablity Disparate processes and system across various BUs/countries Multiple stakeholders across client organizations leading to delays in sign-offs Key solution aspects often overlooked due to cost/time pressures Standardization driven through knowledge Transfer (KT) Expectation of operational performance from Day One Effective transition and process controlsaggressive timelines, costs pressures, and increased complexity Stability in operational performance achieved in 6 months or more No standardized transition process 1995 Year 2015 Figure 1: The evolution of transition management
2 Transition management has become more complex due to the increasing size of programs spread across multiple countries, business units, and delivery centers. Transitions spanning multiple geographies require organizations to deal with different languages, cultures, regulations, and local business practices. There have also been major shifts in traditional service delivery with the introduction of the hub-and-spoke model, which requires special focus on change management. Parallel implementation of platforms, case management solutions, and point solutions such as workflows during process transitions add to the growing complexity. The nature of engagement has also changed with respect to technology, people, process, and governance in the following ways: Technology Technology is advancing at a rapid pace to keep up with changing customer preferences. IT has become more customer-centric due to technologies such as cloud services, Big Data, and social media. As the role of technology as an enabler becomes even more critical, the transition process is being redrawn, leading to additional complexity. Transitions are also no longer a 'lift and shift' activity; instead, they follow a model of 'transform and transition. People Organizations need to form long-term partnerships and ensure cultural alignment, irrespective of the location. There has been a shift from traditional transitions, such as from one process location to another, to multiple shared service centers. The pace has also become more aggressive. This involves significant challenges in managing people dynamics due to multiple geographies and cultures involved. Process Process complexity has increased multifold as organizations increase their focus on optimizing core, value-adding processes in addition to transactional processes. While many processes are automated, capturing process variations and ensuring standardization is a significant challenge during global transitions. Governance In multi-geo and multi-process transitions, the governance becomes extremely complex because of divergent stakeholder agendas. Hence, a robust governance framework is essential. Top questions organizations have during the transition life-cycle Organizations involved in multiple, large-scale transition programs across geographies are likely to have one or more of the following concerns or questions during the course of their transition life cycle: How do we visualize strategic intent in the form of a solution blueprint and ensure that it is delivered through the engagement? How do we achieve the expected levels of standardization across countries and business units while managing change? How do we sequence a large, multi-country or multi-tower transition? In case of a longer transition life-cycle, multiple vendors, or shared service centers, how do we manage supplier relationships to achieve greater ROI right from the beginning? Much of our process knowledge lies with Subject Matter Experts (SMEs). How will our SMEs transfer their knowledge to the transition team? How can we identify risks and ensure timely mitigation so the transition stays on schedule? How will shared center services manage the transition across different geographies while ensuring that the end-customer experience is consistent across similar service requests? Driving Robust Transition Management The answers to the above questions must be aligned with the organization's strategic imperatives. The following sections outline a few strategic imperatives that can be translated into executable solutions. Visualize the broader picture during blueprinting Organizations must create a well-defined blueprint that defines the criteria for success of current and future transitions as well as for steady- 2
3 state operations. At the same time, effective governance ensures better management of the transition program within a defined framework. Additionally, the solution design should accord due importance to change management. The program management team must be empowered to analyze the impact of the change and align resources with the business need. Effective solutions are the backbone of any transition program. Below are some key considerations for making a robust transition plan: Joint transition planning workshop with key stakeholders to develop a vision and a long-term outlook Use of an appropriate transition methodology based on the nature of the project, processes, and technologies; for instance, a transition that does not involve significant redefinition of processes is easier to execute Integration of expected transition efforts and timelines with the analysis of dependencies from each stream, to arrive at accurate go-live dates through bottom-up estimation techniques Improvisation techniques such as conducting a quick pilot and translating the learnings into major phases of the transition Accuracy in staffing, such as ensuring the appropriate number of transition, program, and project managers Integrate planning and identify risks in advance Organizations need to delve deeper into transition requirements to identify risks and dependencies such as SME availability, travel and logistics timelines, business seasonality, holidays, regulations, and geopolitics. Transitions typically involve multiple stakeholders and various streams such as process and quality, technology infrastructure, enabling tools, and facilities and resource management each with individual project plans. The program manager should therefore be able to integrate these plans and track execution in real time. In most organizations, strategic projects that improve business performance may be being executed at the same time as the business process transitions. These projects have common stakeholders and utilize common resources. During the planning stage, it is important to integrate the timeline of the shared services transition with other ongoing projects to avoid resource scarcity. Plans for IT hardware and applications, hiring, knowledge transfer, ramp-up, business continuity, and operations team restructuring must be integrated with the transition plan. Transition managers must also take inputs and ensure buy-in from all stakeholders in terms of timelines, deliverables, and resource commitments. Sequence the phases of the transition program for on-time transitions Organizations must consider the expected benefits, process heterogeneity, organizational change, regulatory compliance requirements, governance complexity, and organizational risk to arrive at the right sequence for the proposed transition. To effectively sequence the transition program, the parameters below need to be considered. Country-wise: Organizations can prioritize transition of processes by country and carry forward lessons learned in one country to the others. IT landscape-led: If different ERP systems are being used in different countries, processes, or business units, it will be prudent to analyze the IT landscape to decide whether to harmonize it first and then transition the business process, or vice versa. Tower-wise: In some cases, it is beneficial to create a shared service for each tower (country, process, function, business unit). For instance, for a process spanning multiple countries, the organization must always start by defining a target operating model that delineates the to-be process. Then, they should onboard key stakeholders in those countries onto the desired process. Process-led: Standardized processes can be transitioned earlier to help realize benefits faster. People-oriented: Change management processes during the transition need to be planned carefully to ensure effective communication with all relevant stakeholders for the success of the transition program. Use a robust governance mechanism and change management measures during and after transition A robust governance mechanism is essential in business process transition and service delivery. However, in case of large, complex programs, transition and delivery co-exist due to the longer timelines. In this scenario, it is important to leverage learnings from earlier transitions. The governance mechanism should include the project organizational structure, communication plan, and escalation matrix to help transition program managers integrate their efforts better and guide the team to achieve objectives. 3
4 The shared services engagement is usually driven by a joint collaborative team to resolve challenges at the operational, transition, and steering committee levels. A long-term focus on building relationships between shared services and operations teams is therefore an important criterion for success. Program managers should create trust within the team by being transparent about project-related activities and deliverables. They must engage in discussions with the business operations team on deployment of resources and the best approach for collaboration. Organizations must align their change management plan with the transition plan to strengthen the partnership between shared services and business operations in the long run. It is also important to understand the organization's history, culture, and infrastructure to better prepare for the impact of change. Transition program managers should align the executives of both shared services and business operations with a broader vision and objectives. Furthermore, they should look out for resistance to the program and address it proactively. Reduce the learning curve with effective knowledge transfer Effective knowledge transfer (KT) is fundamental to the success of any shared services transformation program. Knowledge that has been captured over long periods of time from disparate processes or systems needs sophisticated models of retention and enhancement to reduce the learning curve. Furthermore, hands-on training and face-to-face meetings help in effectively transferring and retaining tacit knowledge. Today, the enterprise knowledge base relevant to transitions extends beyond areas such as F&A, supply chain management, and human resources management to include industry domains such as life sciences, manufacturing, and retail. Service providers should therefore be ready with the right domain experts, documented knowledge assets for better standardization, and the right technology platforms to support the transition. A domain-specific transition framework saves the time required for transitions within that domain. For instance, healthcare organizations can use process maps for medical writing or pharma co-vigilance as part of the transition framework. In the retail domain, tools specific to data analytics processes can be used for statistical analysis of the transition. Domain training manuals and programs can also be included in the transition framework before the KT phase starts. Monitor and track transition in real time to mitigate risks In today's hyper-connected world, the ability of organizations to identify and mitigate risks has increased manifold. Digitization leads to data transparency, which in turn increases visibility into the system. This allows the transition manager to identify risks early on. Digitization also reduces the gap between data and decisions by creating a seamless knowledge flow and enabling transition managers to manage risks on a real-time basis. Advancements in technology also improve collaboration, which helps avoid risks proactively. Risk management is essential for the success of transition projects, and can be enhanced with two methods. First, standard project management risks should be mitigated with built-in controls in the project plans. Second, transition performance should be monitored online on a real-time basis to pre-empt challenges and gain greater control Automating activities across the transition life-cycle enables a common platform for deliverables, stakeholder reporting, communication, and transition performance monitoring. This helps systematize risk management, as well as identify, assess, and track important risks in the normal course of transitions. A digitized dashboard that captures key transition parameters supports performance monitoring and reporting, and brings in greater transparency across the transition lifecycle. Furthermore, publishing key performance indicators to all stakeholders regularly helps manage issues effectively. Ensure consistent service standards and disciplined execution Shared services should follow global service standards across processes, functions, and locations. Such standards codify the solution, transition, delivery, quality, and risk frameworks as well as templates that must be used while managing transition programs. Near-shore transition and delivery teams must be fully engaged in solution design and transition to ensure that they share their inputs and work as a cohesive unit. Transition program management teams across the globe must be on the same page with respect to competence, processes, and technology tools. Rigorous compliance with the transition methodology is also critical for disciplined execution. For instance, if staffing numbers are not validated after the initial estimates are generated, the organization runs the risk of either understaffing or overstaffing. Rewarding team 4
5 members for the right behavior also helps ensure successful transition. Managing Transition with Minimal Disruption Managing the transition to a shared services model is a complex and demanding task that, unless handled right, can have an adverse impact on business operations. Transition professionals bring in dedicated expertise, scalable project management capabilities, and industry best practices to ensure smooth and seamless transition. A proven transition approach along with a structured set of tools, methodologies, and domain experience helps minimize costly business disruptions. To ensure a successful outcome and maximize the quality of transition deliverables, it is critical to plan proactively and adopt a phased approach. 5
6 About the Authors Mahesh Petkar Mahesh Petkar leads a team of transition managers for the travel and transportation, retail, and consumer packaged goods industries in the Business Process Services (BPS) unit of Tata Consultancy Services (TCS). He has over 16 years of experience in manufacturing, business consulting, IT, and BPS. Petkar has led multiple global programs involving IT and BPS transitions across the US, Europe, and the Asia-Pacific region. Kuldeep Pandita Kuldeep Pandita is a domain transition leader for manufacturing in TCS' BPS unit, with 14 years of experience in transitions and service delivery. He has managed transitions for Fortune 100 companies in various industries, including banking, media, metals and mining, specialty chemicals, and professional services. 6
7 About TCS' Business Process Services Unit Enterprises seek to drive business growth and agility through innovation in an increasingly regulated, competitive, and global market. TCS helps clients achieve these goals by managing and executing their business operations effectively and efficiently. TCS' Business Process Services (BPS) include core industry-specific processes, analytics and insights, and enterprise services such as finance and accounting, HR, and supply chain management. TCS creates value TM through its FORE simplification and transformation methodology, backed by its deep domain expertise, TM extensive technology experience, and TRAPEZE suite of solution accelerators and governance enablers. TCS complements its experience and expertise with innovative delivery models such as using robotic automation and providing Business Processes as a Service (BPaaS). TCS' BPS unit has been positioned in the leaders' quadrant for various service lines by many leading analyst firms. With over four decades of global experience and a delivery footprint spanning six continents, TCS is one of the largest BPS providers today. Contact For more information about TCS' Business Process Services Unit, visit: bps.connect@tcs.com About Tata Consultancy Services Ltd (TCS) Tata Consultancy Services is an IT services, consulting and business solutions organization that delivers real results to global business, ensuring a level of certainty no other firm can match. TCS offers a consulting-led, integrated portfolio of IT and IT-enabled infrastructure, engineering TM and assurance services. This is delivered through its unique Global Network Delivery Model, recognized as the benchmark of excellence in software development. A part of the Tata Group, India s largest industrial conglomerate, TCS has a global footprint and is listed on the National Stock Exchange and Bombay Stock Exchange in India. For more information, visit us at IT Services Business Solutions Consulting All content / information present here is the exclusive property of Tata Consultancy Services Limited (TCS). The content / information contained here is correct at the time of publishing. No material from here may be copied, modified, reproduced, republished, uploaded, transmitted, posted or distributed in any form without prior written permission from TCS. Unauthorized use of the content / information appearing here may violate copyright, trademark and other applicable laws, and could result in criminal or civil penalties. Copyright 2015 Tata Consultancy Services Limited TCS Design Services I M I 11 I 15
Next Generation Electric Utilities Gear up Using Cloud Based Services
A Point of View Next Generation Electric Utilities Gear up Using Cloud Based Services Abstract Globally, liberalization of the electricity sector has driven a paradigm shift in the ownership structure,
More informationBusiness Process Services. White Paper. Improving Efficiency in Business Process Services through User Interface Re-engineering
Business Process Services White Paper Improving Efficiency in Business Process Services through User Interface Re-engineering About the Authors Mahesh Kshirsagar Mahesh has a vast experience of about 24
More informationBusiness Process Services. White Paper. Optimizing Extended Warranty Processes by Embracing Analytics
Business Process Services White Paper Optimizing Extended Warranty Processes by Embracing Analytics About the Author Dr. Anuj Prakash Anuj Prakash is a part of the TCS Analytics and Insights Practice,
More informationBusiness Process Services. White Paper. Configurable, Automated Workflows: Transforming Process Effectiveness for Business Excellence
Business Process Services White Paper Configurable, Automated Workflows: Transforming Process Effectiveness for Business Excellence About the Authors Ohm Kumar Ohm Kumar is a Business Analyst with the
More informationBusiness Process Services. White Paper. Mitigating Trade Fraud: The Case for Detecting Group Level Fraudulent Activity
Business Process Services White Paper Mitigating Trade Fraud: The Case for Detecting Group Level Fraudulent Activity About the Author Narasimha Murty M V Narasimha Murty holds a Master's degree in Mathematics
More informationLinking Transformational Initiatives to Desired Business Outcomes: Leveraging a Business-Metrics Driven Framework
Business Process Services White Paper Linking Transformational Initiatives to Desired Business Outcomes: Leveraging a Business-Metrics Driven Framework About the Author Venkatesh Kuppuswamy Venkatesh Kuppuswamy
More informationBusiness Process Services. White Paper. Effective Credit Risk Assessment Strengthening the Financial Spreading with Technology Enablers
Business Process Services White Paper Effective Credit Risk Assessment Strengthening the Financial Spreading with Technology Enablers About the Author Vijay Muppavarapu Vijay is a subject matter expert
More informationBusiness Process Services. White Paper. Predictive Analytics in HR: A Primer
Business Process Services White Paper Predictive Analytics in HR: A Primer About the Authors Tuhin Subhra Dey Tuhin is a member of the Analytics and Insights team at Tata Consultancy Services (TCS), where
More informationBusiness Process Services. White Paper. Business Intelligence in Finance & Accounting: Foundation for an Agile Enterprise
Business Process Services White Paper Business Intelligence in Finance & Accounting: Foundation for an Agile Enterprise About the Author Balaji Venkat Chellam Iyer Balaji has over 18 years of experience
More informationBusiness Process Services. White Paper. Improving Agility in Accounts Receivables with Statistical Prediction and Modeling
Business Process Services White Paper Improving Agility in Accounts Receivables with Statistical Prediction and Modeling About the Authors R Rengesh Siva Rengesh Siva has over 14 years of experience in
More informationRobotic Process Automation: Reenergizing the Directory Publishing Industry
A Point of View Robotic Process Automation: Reenergizing the Directory Publishing Industry Abstract Evolving digital marketing avenues including video, SEM/SEO, mobile, and social media are fast replacing
More informationBusiness Process Services. White Paper. Improving Regulatory Compliance in the Mortgage Industry
Business Process Services White Paper Improving Regulatory Compliance in the Mortgage Industry About the Author Lovette Patrick D'Souza Lovette Patrick D'Souza has over 10 years of experience in Banking
More informationBusiness Process Services. White Paper. Personalizing E-Commerce: Improving Interactivity to Increase Revenues
Business Process Services White Paper Personalizing E-Commerce: Improving Interactivity to Increase Revenues About the Author Subramaniam MV Subramaniam is a Delivery Manager at Tata Consultancy Services
More informationBusiness Process Services. White Paper. Automating Email Management: Managing Workflow Effectively
Business Process Services White Paper Automating Email Management: Managing Workflow Effectively About the Authors Deva Latha S. Assistant Consultant Deva Latha has over nine years of experience in Business
More informationBusiness Process Services. White Paper. Social Media Influence: Looking Beyond Activities and Followers
Business Process Services White Paper Social Media Influence: Looking Beyond Activities and Followers About the Author Vandita Bansal Vandita Bansal is a subject matter expert in Analytics and Insights
More informationBusiness Process Services. White Paper. Five Principles to Consider when Consolidating your Finance and Accounting Function
Business Process Services White Paper Five Principles to Consider when Consolidating your Finance and Accounting Function About the Authors Vikas Golchha, Associate Vice President, TCS Vikas is part of
More informationBusiness Process Services. White Paper. Strengthening Business Operations with the Digital Five Forces
Business Process Services White Paper Strengthening Business Operations with the Digital Five Forces About the Author Mahesh Kshirsagar Mahesh Kshirsagar heads Technology Transformation in the Business
More informationLead the Retail Revolution.
Lead the Retail Revolution. The retail industry is at the center of a dramatic shift in the way consumers shop and interact with their retailers. After hundreds of years of customers going to the store,
More informationBusiness Process Services. White Paper. Providing Customer Service the Social Way
Business Process Services White Paper Providing Customer Service the Social Way About the Author Awani Sarogi Awani is a subject matter expert in digital media, developing digital media solutions and offerings
More informationBusiness Process Services. White Paper. Improving Operational Efficiencies through Pattern-Based Analysis
Business Process Services White Paper Improving Operational Efficiencies through Pattern-Based Analysis About the Author Mahesh Kshirsagar Mahesh has more than 24 years of experience in various technologies
More informationBusiness Process Services. White Paper. Leveraging the Internet of Things and Analytics for Smart Energy Management
Business Process Services White Paper Leveraging the Internet of Things and Analytics for Smart Energy Management About the Author Akhil Bhardwaj Akhil Bhardwaj is a Senior Manager in the Analytics and
More informationBusiness Process Transformation A Pulse Check
White Paper Business Process Transformation A Pulse Check Over the last decade or two, two trends have been noticeable across all businesses. The move towards consolidation of office-based operations,
More informationBridging the IT Business Gap The Role of an Enterprise Architect
Whitepaper Bridging the IT Business Gap The Role of an Enterprise Architect Today s enterprises understand the value that Information Technology (IT) can bring to their business. IT supports day-to-day
More informationDigital Enterprise Unit. White Paper. Reimagining the Future of Field Service Management with Digital Technologies
Digital Enterprise Unit White Paper Reimagining the Future of Field Service Management with Digital Technologies About the Author Rahul Trisal Rahul is a senior Digital Strategy Consultant with TCS' Digital
More informationBusiness Process Services. White Paper. Automating Complex Processes with a Business Rules Engine
Business Process Services White Paper Automating Complex Processes with a Business Rules Engine About the Author Dipti Fondekar Dipti is a Consultant within the Transformation team at Tata Consultancy
More informationRetail. White Paper. Driving Strategic Sourcing Effectively with Supply Market Intelligence
Retail White Paper Driving Strategic Sourcing Effectively with Supply Market Intelligence About the Author Devaraj Chithur Devaraj is part of the Supply Chain group within Tata Consultancy Services (TCS)
More informationOver 18,400 branches. 21,843 ATMs. 261 million accounts. Enabling State Bank of India to create the world s largest homogenous banking network
Wealth Management Volatility and uncertainty in the markets have given rise to a new class of customers who are extremely cautious and demand absolute transparency from their advisors. They now expect
More informationBusiness Process Services. White Paper. Price Elasticity using Distributed Computing for Big Data
Business Process Services White Paper Price Elasticity using Distributed Computing for Big Data About the Authors Rajesh Kavadiki Rajesh is part of the Analytics and Insights team at Tata Consultancy Services
More informationTransportation Solutions Built on Oracle Transportation Management. Enterprise Solutions
Transportation Solutions Built on Oracle Transportation Management Enterprise Solutions Optimizing transportation operations and ensuring improved customer service Today s complex and challenging business
More informationBusiness Process Services. White Paper. Effective Vendor Management: Improving Supply Chain Efficiencies, Reducing Risk
Business Process Services White Paper Effective Vendor Management: Improving Supply Chain Efficiencies, Reducing Risk About the Author Devaraj Chithur Devaraj Chithur is a subject matter expert on supply
More informationTCS Supply Chain Center of Excellence
TCS Supply Chain Center of Excellence Delivering Supply Chain Performance in Complex Dynamic Markets Supply Chain Management Supply Chain Management (SCM) has evolved and the focus has now shifted from
More informationBusiness Process Services. White Paper. Redesigning Retail Operations: A Digitally Connected Supply Chain for Accelerated Performance
Business Process Services White Paper Redesigning Retail Operations: A Digitally Connected Supply Chain for Accelerated Performance About the Author Swecha Rikhy Swecha Rikhy is a part of the Retail domain
More informationThe four windows of organizational change in training for ERP transformation
White Paper The four windows of organizational change in training for ERP transformation Managing users apprehension to change has always been a challenge for large scale ERP implementations. Moving the
More informationEnter an insurance solution, TCS BaNCS from Tata Consultancy Services.
Insurance The financial crisis of 2008 and the subsequent recovery process, though tepid, has altered the insurance industry landscape significantly. Today, the focus is on enhancing efficiencies and controlling
More informationion IT-as-a-Service Solution
ion IT-as-a-Service Solution "The ion Manufacturing Solution enabled us to control our business more meaningfully, including our field operations. Through the Field Force module, we have updated information
More informationBusiness Process Services. White Paper. Transforming the Mortgage Lending Process through Social Media
Business Process Services White Paper Transforming the Mortgage Lending Process through Social Media About the Author Ramani Balakrishnan Ramani Balakrishnan is a domain consultant in the Transformation
More informationDriving Airline Revenues and Profitability by Delivering Great Customer Experiences
A Point of View Driving Airline Revenues and Profitability by Delivering Great Customer Experiences Two New Studies Point to the Direction Airlines are Taking with Their Customer Experience (CX) Initiatives.
More informationBusiness Process Services. White Paper. Achieving Business Excellence: Utilities Embracing Analytics for Effective Decision Making
Business Process Services White Paper Achieving Business Excellence: Utilities Embracing Analytics for Effective Decision Making About the Author Swaminathan Subramanian Swaminathan has over 17 years of
More informationBPM Perspectives Positioning and Fitment drivers
BPM Perspectives Positioning and Fitment drivers BPM is a commonly used and much hyped acronym. It popularly stands for Business Process Management but now it achieves much more than just that. Especially
More informationDigital Enterprise. White Paper. Multi-Channel Strategies that Deliver Results with the Right Marketing Attribution Model
Digital Enterprise White Paper Multi-Channel Strategies that Deliver Results with the Right Marketing Model About the Authors Vishal Machewad Head Marketing Services Practice Vishal Machewad has over 13
More informationRedefining Agile to Realize Continuous Business Value
A Point of View Redefining Agile to Realize Continuous Business Value Abstract As enterprises look to move the needle on their business in an intensely competitive market, they expect superior performance
More informationLife Sciences. White Paper. Integrated Digital Marketing: The Key To Understanding Your Customer
Life Sciences White Paper Integrated Digital Marketing: The Key To Understanding Your Customer About the Authors Raghunandan H Head, Life Sciences Sales & Marketing Center of Excellence Raghunandan (Raghu)
More informationSonata Managed Application Lifecycle Services
Sonata Managed Application Lifecycle Services Leveraging IT to Deliver Growth-Centric Business Transformation Make IT an Enabler of Your Business with the Right Partner In today s complex and ever-changing
More informationImplement Business Process Management to realize Cost Savings and High Return on Investments
Implement Business Process Management to realize Cost Savings and High Return on Investments Business Process Management (BPM) was unheard of just a few years ago, but it has burst onto the global scene
More informationBusiness Partner of. Hardware + Network + Software + Services
Business Partner of Hardware + Network + Software + Services About RDS Business Services RDS Business Services do services like Web Services, Software Services, Software Testing, Contract Staffing, Placement
More informationSEVEN WAYS THAT BUSINESS PROCESS MANAGEMENT CAN IMPROVE YOUR ERP IMPLEMENTATION SPECIAL REPORT SERIES ERP IN 2014 AND BEYOND
SEVEN WAYS THAT BUSINESS PROCESS MANAGEMENT CAN IMPROVE YOUR ERP IMPLEMENTATION SPECIAL REPORT SERIES ERP IN 2014 AND BEYOND CONTENTS INTRODUCTION 3 EFFECTIVELY MANAGE THE SCOPE OF YOUR IMPLEMENTATION
More informationWilhelmenia Ravenell IT Manager Eli Lilly and Company
Wilhelmenia Ravenell IT Manager Eli Lilly and Company Agenda Introductions The Service Management Framework Keys of a successful Service management transformation Why transform? ROI and the customer experience
More informationTapping the benefits of business analytics and optimization
IBM Sales and Distribution Chemicals and Petroleum White Paper Tapping the benefits of business analytics and optimization A rich source of intelligence for the chemicals and petroleum industries 2 Tapping
More informationion Human Capital Management Solution
ion Human Capital Solution For organizations spread across multiple sites, Human Resource processes such as recruitment, deputation, and employee appraisal are complex. HR departments are increasingly
More informationTalent & Organization. Change Management. Driving successful change and creating a more agile organization
Talent & Organization Change Management Driving successful change and creating a more agile organization 2 Organizations in both the private and public sectors face unprecedented challenges in today s
More informationDodd Frank Act and the Consumer Affect on Banks
A Point of View Dodd Frank Act: Partner your way to Compliance With the passage of the Dodd Frank Act, banks and financial institutions are grappling with a highly restrictive environment and burgeoning
More informationBusiness Process Services. White Paper. Four Effective Ways to Optimize the Credit Card Dispute Resolution Process
Business Process Services White Paper Four Effective Ways to Optimize the Credit Card Dispute Resolution Process About the Author Balamurugan Soundararajan Balamurugan Soundararajan is a domain consultant
More informationDigital Enterprise. White Paper. Capturing the Voice of the Employee: Enterprise Social Media Monitoring and Analytics
Digital Enterprise White Paper Capturing the Voice of the Employee: Enterprise Social Media Monitoring and Analytics About the Authors Praveen Mishra Praveen Mishra is a Business Development Lead with
More informationion Customer Relationship Management (CRM) Solution
ion Customer Relationship Management (CRM) Solution How do you command the loyalty of your customers in a competitive market? How do you achieve an increase in sales? To help you answer these questions,
More informationKYCS - Integrating KYC with Social Identity: The Future-Ready Marketing Approach
A Point of View KYCS - Integrating KYC with Identity: The Future-Ready Marketing Approach Abstract media has empowered us to voice and share our opinion on things that impact our lives. It has reshaped
More informationBridging the Gap: Emerging Client Reporting Trends in the Asset Management Industry
A Point of View Bridging the Gap: Emerging Client Reporting Trends in the Asset Management Industry Abstract Asset managers worldwide have stepped up efforts to retain and grow existing accounts, as customer
More informationEnterprise-wide Anti-money Laundering and KYC Initiatives A point of view
Enterprise-wide Anti-money Laundering and KYC Initiatives A point of view Introduction Every financial institution is charged with the responsibility of developing policies and procedures to combat money
More informationAt the Heart of Connected Manufacturing
www.niit-tech.com At the Heart of Connected Manufacturing Transforming Manufacturing Operations to Drive Agility and Profitability The success of the new manufacturing network hinges on the agility of
More informationA pay-as-you-use model About TCS ion Integrated solutions Personalized solutions www.tcsion.com Automatic upgrades Increased agility
ion Payroll Solution As organizations strive to improve employee morale, job satisfaction, and productivity, it becomes imperative to regularize the payroll cycles, in order to keep employees motivated.
More informationDriving Airline Revenues and Profitability by Delivering Great Customer Experiences
A Point of View Driving Airline Revenues and Profitability by Delivering Great Customer Experiences Two New Studies Point to the Direction Airlines are Taking with Their Customer Experience (CX) Initiatives.
More informationBusiness Process Services. White Paper. Managing Customer Experience: Strategies for Success
Business Process Services White Paper Managing Customer Experience: Strategies for Success About the Author Ashwin Fernandes, Assistant Manager, TCS Ashwin is a practice consultant in the Innovation and
More informationOmni-Channel Banking Customer Experience: Forget What You Thought You Knew about Channels
A Point of View Omni-Channel Banking Customer Experience: Forget What You Thought You Knew about Channels In social media, customers discuss their experience across ALL your interaction channels, which
More informationBanking & Financial Services. White Paper. Automated Advice Delivery Platforms: Simplifying the Investment Management Game
Banking & Financial Services White Paper Automated Advice Delivery Platforms: Simplifying the Investment Management Game About the Authors Srinivasa Kumar Yerchuru Srinivasa Kumar Yerchuru heads the Capital
More informationPowering Cutting Edge Research in Life Sciences with High Performance Computing
A Point of View Powering Cutting Edge Research in Life Sciences with High Performance Computing High performance computing (HPC) is the foundation of pioneering research in life sciences. HPC plays a vital
More informationSuccess Factors for Global Alignment and Targeting Platform. Pranav Lele
Success Factors for Global Alignment and Targeting Platform Pranav Lele Success Factors for Global Alignment and Targeting Platform Pranav Lele Increasing complexity and the globalization of pharma business
More informationBusiness Process Services. White Paper. Enhancing Customer Experience in the Mortgage Market
Business Process Services White Paper Enhancing Customer Experience in the Mortgage Market About the Author Ramani Balakrishnan Ramani Balakrishnan is a domain consultant in the Transformation Solutions
More informationThe new A and B of the Finance Function: Analytics and Big Data
White Paper The new A and B of the Finance Function: Analytics and Big Data - Evolution of the finance function from bean counter to business partner There s no escaping the fact that finance, and the
More informationOverview. Société Générale
Payments Ever-changing market dynamics, customer expectations, rapidly evolving regulatory measures, ageing technology, consolidation in corporate treasury, advent of electronic instruments, increased
More informationOur Business Knowledge, Your Winning Edge. Consulting & Thought Partnership
Our Business Knowledge, Your Winning Edge. Consulting & Thought Partnership To be the preferred partner delivering exceptional value to customers, driving improved business outcomes and reducing total
More informationBusiness Service Management Links IT Services to Business Goals
WHITE PAPER: BUSINESS SERVICE MANAGEMENT Business Service Management Links IT Services to Business Goals JANUARY 2008 Sarah Meyer CA SOLUTIONS MARKETING Table of Contents Executive Summary SECTION 1 2
More informationEliminating Barriers for the Next-Generation of Manufacturing MAKE COMPLEXITY AN OPPORTUNITY WITH GREATER COLLABORATION
Eliminating Barriers for the Next-Generation of Manufacturing MAKE COMPLEXITY AN OPPORTUNITY WITH GREATER COLLABORATION The economic downturn has heightened the pressure on manufacturing enterprises to
More informationTimely and Efficient Default Servicing: Best Practices for Successful Foreclosure
A Point of View Timely and Efficient Default Servicing: Best Practices for Successful Foreclosure Abstract The mortgage industry underwent significant changes due to widespread bankruptcy and foreclosures
More informationAccenture CAS: Solution Implementation Making change happen
Accenture CAS: Solution Implementation Making change happen Rooted in a strong culture of client service and success, our smart, committed and experienced professionals collaborate as global teams to create
More informationAn Enterprise Resource Planning Solution (ERP) for Mining Companies Driving Operational Excellence and Sustainable Growth
SAP for Mining Solutions An Enterprise Resource Planning Solution (ERP) for Mining Companies Driving Operational Excellence and Sustainable Growth 2013 SAP AG or an SAP affi iate company. All rights reserved.
More informationBackward Scheduling An effective way of scheduling Warehouse activities
Backward Scheduling An effective way of scheduling Warehouse activities Traditionally, scheduling algorithms were used in capital intensive production processes where there was a need to optimize the production
More informationSimplify your admission process - The ion Way
Simplify your admission process - The ion Way Coordination from TCS employees has helped us lot in implementation of all modules of the ERP. It was helpful to have a person that managed to implement our
More informationBring Your Own Device (BYOD) A point of view
Bring Your Own Device (BYOD) A point of view BYOD - Consumer driven IT Today, consumers possess powerful devices for their personal needs. Often, the computing power and features of the devices bought
More informationHiTech. White Paper. A Next Generation Search System for Today's Digital Enterprises
HiTech White Paper A Next Generation Search System for Today's Digital Enterprises About the Author Ajay Parashar Ajay Parashar is a Solution Architect with the HiTech business unit at Tata Consultancy
More informationContents. Evolving Trends in Core Banking Transformation (CBT) Challenges Faced in Core Banking Transformation (CBT)
Contents Preface From the Editor s Desk Evolving Trends in Core Banking Transformation (CBT) 01. Customer Expectations and Next Generation Banking 05 02. Survival Driving Core Banking Transformation (CBT)
More informationStriking the balance between risk and reward
Experience the commitment Striking the balance between risk and reward in payments modernization Staying competitive in financial services requires meeting everincreasing customer expectations for digital
More informationPlanning, Building, and Commissioning Assets
Solution in Detail Oil and Gas Executive Summary Contact Us Planning, Building, and Commissioning Assets 2013 2014 SAP SE or an SAP affiliate company. Effective Management of Asset Development Managed
More informationProcess Harmonization to address High Cost of Compliance : Insights from Implementation. Keerthana Mainkar & Jude Fernadez
Process Harmonization to address High Cost of Compliance : Insights from Implementation Keerthana Mainkar & Jude Fernadez 16 th September 2010 Topics to be covered Introduction Compliance as a driver Process
More informationAvanade Point of View. Getting it right with a project and portfolio management solution
Avanade Point of View Getting it right with a project and portfolio management solution Better control, higher value Orchestrating a portfolio of projects, and the resources for execution, challenges leaders
More informationIT Infrastructure Services. White Paper. Cyber Risk Mitigation for Smart Cities
IT Infrastructure Services White Paper Cyber Risk Mitigation for Smart Cities About the Author Abhik Chaudhuri Abhik Chaudhuri is a Domain Consultant with the Information Technology Infrastructure Services
More informationCybernetics Approach to Sales Incentive Compensation Management
Cybernetics Approach to Sales Incentive Compensation Management Sales Incentive Compensation Management (ICM) is increasingly becoming the key decisive and motivating factor in influencing sales force
More informationBEST PRACTICES RESEARCH
2013 Frost & Sullivan 1 We Accelerate Growth Entrepreneurial Company of the Year Award Pharmaceutical Knowledge Process Outsourcing North America, 2013 Frost & Sullivan s Global Research Platform Frost
More informationHow can Identity and Access Management help me to improve compliance and drive business performance?
SOLUTION BRIEF: IDENTITY AND ACCESS MANAGEMENT (IAM) How can Identity and Access Management help me to improve compliance and drive business performance? CA Identity and Access Management automates the
More informationProject, Program & Portfolio Management Help Leading Firms Deliver Value
in collaboration with Project, Program & Portfolio Help Leading Firms Deliver Value Managing Effectively & Efficiently Through an Enterprise PMO Program & Portfolio : Aligning IT Capabilities with Business
More informationYour asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified.
Asset management Your asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified. Data is about more than numbers. It tells
More informationBusiness Process Services. White Paper. Five Critical Metrics that Enhance Credit Card Fraud Detection
Business Process Services White Paper Five Critical Metrics that Enhance Credit Card Fraud Detection About the Author Tuhin Lawrence Bhura Tuhin Lawrence Bhura is a consultant in the fraud and Anti Money
More informationTalent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits
Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,
More informationTalent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits
Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,
More informationBusiness Process Services. White Paper. Holistic Enterprise Compliance: Adapting to Evolving Regulations in the Mortgage Industry
Business Process Services White Paper Holistic Enterprise Compliance: Adapting to Evolving Regulations in the Mortgage Industry About the Author Ramani Balakrishnan Ramani Balakrishnan is a Domain Consultant
More informationInnovations in Pharma Sales Operations
Innovations in Pharma Sales Operations Sales Ops Importance in Pharma Pharmaceutical organizations are going through fundamental restructuring. They are facing changing regulations, intense cost pressure,
More informationGO DEEPER. Transform business with IT DEPTH MAKES A DIFFERENCE
GO DEEPER Transform business with IT TECHNOLOGY SERVICES DEPTH MAKES A DIFFERENCE Today, it is leadership going deeper with IT that ensures impact on business. We, at Sonata, complement this by bringing
More informationGE Intelligent Platforms. solutions for dairy manufacturing
GE Intelligent Platforms solutions for dairy manufacturing Optimize your dairy operations Combining extensive knowledge of the dairy industry and processes with the latest innovative technologies, we have
More informationAgile Master Data Management A Better Approach than Trial and Error
Agile Master Data Management A Better Approach than Trial and Error A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary Market leading corporations are
More informationI D C M a r k e t S c a p e : W o r l d w i d e F i n a n c i a l S e r v i c e s C o n s u l t i n g 2 0 1 2 V e n d o r A n a l y s i s
Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com C O M P E T I T I V E A N A L Y S I S I D C M a r k e t S c a p e : W o r l d w i d e F i n a n c
More informationKPMG Advisory. Microsoft Dynamics CRM. Advisory, Design & Delivery Services. A KPMG Service for G-Cloud V. April 2014
KPMG Advisory Microsoft Dynamics CRM Advisory, Design & Delivery Services A KPMG Service for G-Cloud V April 2014 Table of Contents Service Definition Summary (What s the challenge?)... 3 Service Definition
More informationBUSINESS INTELLIGENCE COMPETENCY CENTER (BICC) HELPING ORGANIZATIONS EFFECTIVELY MANAGE ENTERPRISE DATA
BUSINESS INTELLIGENCE COMPETENCY CENTER (BICC) HELPING ORGANIZATIONS EFFECTIVELY MANAGE ENTERPRISE DATA Executive Summary Companies continue to remain challenged in deriving meaningful insights from the
More information