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Challenge 1

Changing Mindsets to Change the Future in Business Process Services Industry

The Business Process Services Industry presence in India has grown significantly in the past decade.

From a little less than 1 Billion USD in 2001 the industry clocked revenues over 16 Billion in 2011. The

growth was predominantly achieved in greater part by moving repetitive tasks that still require human

intervention and therefore could be moved off shore. Lately the industry has evolved considerably

and customers are looking to receive more than repetitive work they want people to also start going

beyond what is written in the SOP (Standard operating processes) and do analysis and come up with

suggestions and ideas.

In Business Process Services Organizations we find that the mid and senior level executives today have

come up through the ranks and through a years of experience where following SOPs to the tee was the

order of the day. How do we help them unlearn and react in ways that are very different by thinking

about adding value beyond providing cost driven arbitrage. Managers and leaders need to move away

from being comfortable with SLAs being green and expecting this to be an indicator of top performance.

Can organizations do this with existing knowledge pool and tapping the existing managerial talent by

following different approach to managing customer expectation? What forms of organization design

changes would be required? What would be the critical success factors for achieving this?

Challenge 2

Shared Services Complexities - Guiding Principle vs Ground Reality

Shared services is different from the model of outsourcing, which is where an external third party is paid

to provide a service that was previously internal to the buying organization, typically leading to

redundancies and re-organization. There is an on-going debate about the advantages of shared services

over outsourcing. Traditionally the development of a shared-service organization (SSO) or shared-service

centre (SSC) within an organization is an attempt to reduce costs (often attempted through economies

of scale), standardized processes (through centralization). But the ground reality is that Shared services

are more than just centralization or consolidation of similar activities in one location. Shared services

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can mean running these service activities like a business and delivering services to internal customers at

a cost, quality and timeliness that is competitive with alternatives.

The key guiding principle is to form a business model that enables your business and customers to grow

faster, be leaner, more sustainable and profitable while supporting business transformation. By

principle, the corporate functions focus on Governance and Strategy, where as business services is thetactical arm offering low cost transactional services to the business(es) through work process

optimization, operational restructuring, regionally sourced work and a flexible sourcing model through

one or more strategic locations.

However, in truth, the foundation of a global alliance between a business and a service provider is not

that simple. A strategic alignment at all levels (strategic, tactical and operational). How do we form an

alliance that would be beneficial to both the business and the services provider? What should be the

key success factors for a shared service model? What should be the ideal framework for governance

and delivery globally? How can organizations invest together for the success of a shared service

organization? What should be the key responsibilities of the business and the service provider? How

can all of this be achieved without hampering service delivery, and with the existing managerial pool?

What would be critical to achieving all of this?

Challenge 3

How can we enable social media without compromising Corporate Security. A must to have to be a

lead in the Industry

The rapid change of pace for businesses in a modern, technology-driven globalized environment is no

surprise. Social media has been a part & parcel of this change in the recent years helping change the

face of business. Whether in product marketing, consumer branding, customer relations, and/or human

resources, the benefits of have a clear and inclusive social media strategy are beyond dispute. Gen Y

which is a major constituent of todays work force grew up in the face of the digital world, rely on social

media to keep pace with both their personal and professional lives, armed with smart phones, tablets

and other modern devices that connect them seamlessly to their networks. Social media is also an

important part of education and learning mechanisms. Organizations on their part are finding new and

more effective ways of communicating, attracting and retaining their employees. The same goes with

dealing, communicating and engaging customers. In effect social media has come to have a very strong

bearing on the success of business as a whole. While companies and employees do reap the benefit of

social media we need to also think of the down side and be prepared for any unintended consequences

and damages that could result. The biggest risk that companies face on the IT front is on the social

media front. The question is how do people avoid the misuse or any pitfalls of social media and still

leverage social media for a bright future.