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<p>Slide 1</p> <p>GOVERNANCE BEST PRACTICES OF WORLD-CLASS GLOBAL BUSINESS SERVICES (GBS) ORGANIZATIONS </p> <p>Joel Roques, Managing Director Europe, Middle-East &amp; Africa and Asia - Advisory Services </p> <p>New Delhi, GIC Conclave March - 20th-21st March, 2012 </p> <p>Statement of Confidentiality and Usage Restrictions </p> <p>This document contains trade secrets and other information that is company sensitive, proprietary, and confidential, the </p> <p>disclosure of which would provide a competitive advantage to others. As a result, the reproduction, copying, or </p> <p>redistribution of this document or the contents contained herein, in whole or in part, for any purpose is strictly prohibited </p> <p>without the prior written consent of The Hackett Group. </p> <p>Copyright 2012 The Hackett Group, Inc. All rights reserved. World-Class Defined and Enabled. </p> <p>Contents Part 1 Governance Introductions </p> <p>Trends in Global Business Services (GBS) </p> <p>The Importance of effective GBS </p> <p>Governance </p> <p>A World-class GBS Governance Model </p> <p>Part 2 Service Management </p> <p>GBS Evolution </p> <p>The Importance of effective GBS Service </p> <p>Management </p> <p>A World-class GBS Service Management </p> <p>Model </p> <p>Contents </p> <p>Introductions </p> <p>Trends in Global Business </p> <p>Services (GBS) </p> <p>The Importance of effective GBS </p> <p>Governance </p> <p>A World-class GBS Governance </p> <p>Model </p> <p>NASSCOM GIC Conclave | 5 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>Speakers </p> <p>Joel Roques </p> <p>Managing Director Europe, Middle-East &amp; </p> <p>Africa and Asia Advisory Services </p> <p>Martijn Geerling </p> <p>Director Practice Leader Global Business Services (GBS) Advisory Services, </p> <p>Europe, Middle-East &amp; Africa and Asia </p> <p>NASSCOM GIC Conclave | 6 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>The Hackett Group: intellectual capital and implementation expertise accelerating time to sustainable benefits We are the global leader in operations improvement </p> <p>strategies, proven best practices-based implementation, </p> <p>and SG&amp;A agility </p> <p> We address both efficiency and effectiveness improvements to enable strategic business objectives </p> <p> Our insights are fact based, from over 5,000 benchmark studies and consulting engagements </p> <p> Our Best Practices Intelligence Center is a significant differentiator and enabler. It contains: </p> <p> 20,000+ performance metrics updated annually </p> <p> 1,500+ best practices across 95 business processes </p> <p> 1,000+ best practice-based process maps, requirements and configuration guides </p> <p> 1,000+ case studies, implementation examples and research </p> <p> We deliver results through a global team of senior practitioners using a consistent methodology and best </p> <p>practice-based toolset </p> <p>Hackett Value Grid </p> <p>Hackett defines and enables sustainable World-Class performance </p> <p>NASSCOM GIC Conclave | 7 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>97% of the Dow Jones </p> <p>Industrials </p> <p>80% of the </p> <p>Fortune 100 </p> <p>88% of the Dow Jones </p> <p>Global Titans </p> <p>We know how the best do it, </p> <p>where they do it, and the benefit of doing it. </p> <p>Contents </p> <p>Introductions </p> <p>Trends in Global Business </p> <p>Services (GBS) </p> <p>The Importance of effective GBS </p> <p>Governance </p> <p>A World-class GBS Governance </p> <p>Model </p> <p>Trends in Global </p> <p>Business Services </p> <p>(GBS) </p> <p> Indias current position and outlook for the </p> <p>domestic market </p> <p>The global trends </p> <p>NASSCOM GIC Conclave | 10 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>Today, approximately 4,500 captive and BPO centers exist globally </p> <p>Southeast Asia </p> <p>East Europe </p> <p>Captive BPO </p> <p>&gt;1,000 </p> <p>500-1,000 </p> <p>400-500 </p> <p>300-400 </p> <p>200-300 </p> <p>100-200 </p> <p>60% </p> <p>Customer service and productivity improvements over 10% </p> <p>Source: The Hackett Group, 2012 </p> <p>A World-class GBS </p> <p>Service Management </p> <p>Framework </p> <p>Key components of a World-class GBS Service </p> <p>Management Framework </p> <p>Challenges for a global Service Management </p> <p>model </p> <p>NASSCOM GIC Conclave | 44 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>Managing supply &amp; demand successfully is pivotal for a World-class GBS </p> <p>Supply Legal </p> <p>GBS Infrastructure </p> <p> Assets </p> <p>Demand </p> <p> Service Strategy Service Design Service Transition </p> <p> Service Operation Continual Service Improvement </p> <p>GBS Service Management Taxonomy </p> <p>Experts Consulting Projects Transactions </p> <p>Glo</p> <p>ba</p> <p>l P</p> <p>roc</p> <p>es</p> <p>s O</p> <p>wn</p> <p>ers</p> <p> / B</p> <p>Us</p> <p> / F</p> <p>un</p> <p>cti</p> <p>on</p> <p>s </p> <p>Bu</p> <p>sin</p> <p>es</p> <p>s R</p> <p>ela</p> <p>tio</p> <p>ns</p> <p>hip</p> <p> Ma</p> <p>na</p> <p>ge</p> <p>rs </p> <p> Call / Self Service / Email / Chat </p> <p>BUs BUs Func. Func. </p> <p>NASSCOM GIC Conclave | 45 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>Service Catalogue Management connects Supply and Demand Management </p> <p>Demand </p> <p>Management </p> <p>Service </p> <p>Catalogue </p> <p>Management </p> <p>Supply </p> <p>Management </p> <p>Customer </p> <p>1 </p> <p>Customer </p> <p>2 </p> <p>Customer </p> <p>3 </p> <p>Service A </p> <p>Service B </p> <p>Service C </p> <p>Process 1 </p> <p>Process 2 </p> <p>Process 3 </p> <p>A customer perceives the service not the </p> <p>process </p> <p>NASSCOM GIC Conclave | 46 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>Through demand planning the GBS can understand, plan and influence customer demand </p> <p>Demand </p> <p>Quantity </p> <p>Determine client </p> <p>demand </p> <p>Translate </p> <p>demand to </p> <p>services portfolio </p> <p>Develop capacity </p> <p>plan </p> <p>Develop service </p> <p>delivery plan Develop service </p> <p>pricing </p> <p>Manage plan-actual </p> <p>deviations </p> <p>Customer GBS </p> <p>Supply </p> <p>Price </p> <p>NASSCOM GIC Conclave | 47 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>Getting it wrong, a GBS is either resource constrained or over-staffed </p> <p>Supply </p> <p>Demand </p> <p>Price </p> <p>Quantity </p> <p>Determine client </p> <p>demand </p> <p>Translate </p> <p>demand to </p> <p>services portfolio </p> <p>Develop capacity </p> <p>plan </p> <p>Develop service </p> <p>delivery plan Develop service </p> <p>pricing </p> <p>Manage plan-actual </p> <p>deviations </p> <p>Customer GBS </p> <p>Resource </p> <p>constrained overstaffed </p> <p>Demand &gt; Supply Demand &lt; Supply </p> <p>NASSCOM GIC Conclave | 48 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>Top Performers are significantly better at forecasting service demand than Peers </p> <p>13% </p> <p>33% 22% </p> <p>33% </p> <p>9% 9% </p> <p>11% </p> <p>2% 4% </p> <p>42% 22% </p> <p>Peer Top Peformer </p> <p>+/- 5% +/- 10% </p> <p>+/- 15% +/- 20% </p> <p>+/- 25% More than +/- 25% </p> <p>We do not measure this variance </p> <p>2.6x </p> <p>Source: The Hackett Group, 2012 </p> <p>Level of accuracy in forecasting service demand </p> <p>NASSCOM GIC Conclave | 49 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>GBS Financial management aims to align company and GBS objectives </p> <p>1 </p> <p>Annual GBS plan </p> <p>&amp; budget </p> <p>Demand </p> <p>planning </p> <p>2 </p> <p>Demand &amp; Financial </p> <p>Forecasting </p> <p>3 </p> <p>Perfor-</p> <p>mance </p> <p>Measure</p> <p>ment </p> <p>4 </p> <p>5 </p> <p>NASSCOM GIC Conclave | 50 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>Top Performers have implemented positions which support execution of key GBS service management capabilities </p> <p>22% </p> <p>56% </p> <p>67% </p> <p>67% </p> <p>78% </p> <p>78% </p> <p>100% </p> <p>23% </p> <p>40% </p> <p>42% </p> <p>60% </p> <p>36% </p> <p>30% </p> <p>66% </p> <p>GBS Sourcing Manager </p> <p>GBS Service Manager </p> <p>GBS Strategy Manager </p> <p>GBS HR Manager </p> <p>GBS IT Manager </p> <p>GBS Business Relationship Manager </p> <p>GBS Financial Manager </p> <p>Peer Top Performer </p> <p>Q: Which positions have you implemented? </p> <p>NASSCOM GIC Conclave | 51 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>Capability Maturity Levels explained </p> <p>GBS Service Management capability maturity levels, increasing capabilities lead to outperformance </p> <p>Lagging </p> <p>Significantly lagging </p> <p>in performance </p> <p>Leading </p> <p>Setting new boundaries </p> <p>of excellence </p> <p>Achieving </p> <p>Performing at </p> <p>Peer/ industry Levels </p> <p>Exceeding </p> <p>Exceeding Peer/ </p> <p>industry Performance </p> <p>Pushing the outer </p> <p>boundaries of effectiveness </p> <p>Increasing focus on </p> <p>value Delivered </p> <p>NASSCOM GIC Conclave | 52 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>&gt; 2 years 2-5 years 6-8 years 9-11 years &gt; 12 years </p> <p>Service Management is a key enabler to develop an advanced GBS model </p> <p>Lagging </p> <p>Achieving </p> <p>Leading </p> <p>Exceeding 9 </p> <p>Years it takes </p> <p>World-class GBS </p> <p>to achieve </p> <p>advanced GBS </p> <p>Service </p> <p>management </p> <p>capabilities </p> <p>Overall Source: The Hackett Group, 2012 </p> <p>GBS Service Management maturity </p> <p>NASSCOM GIC Conclave | 53 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>Changing a shared services model to a GBS model requires change to all aspects of the service delivery model </p> <p>Governance </p> <p>for how </p> <p>decisions are </p> <p>made; </p> <p>organizational </p> <p>entities, </p> <p>structure and </p> <p>reporting lines </p> <p> Decision making </p> <p>effectiveness </p> <p> Top management </p> <p>participation </p> <p> Responsible, accountable, </p> <p>consulted, </p> <p>informed </p> <p>(RACI) </p> <p>Skills needed </p> <p>to deliver and </p> <p>successfully </p> <p>transform and </p> <p>execute </p> <p>services </p> <p> Skills in business </p> <p>functions and </p> <p>business </p> <p>operations </p> <p> Formal training and </p> <p>skill </p> <p>development </p> <p>opportunities </p> <p> Retention of top </p> <p>performers </p> <p>Architecture of </p> <p>the technology </p> <p>platforms </p> <p>required to </p> <p>support service </p> <p>delivery </p> <p> Automation Online self-</p> <p>service </p> <p>access </p> <p> IT and systems </p> <p>integration </p> <p>Data </p> <p>standards, </p> <p>report design, </p> <p>score cards, </p> <p>KPIs, master </p> <p>data elements, </p> <p>and </p> <p>repositories of </p> <p>unstructured </p> <p>information </p> <p> Decision making </p> <p>frameworks </p> <p> Single version of the </p> <p>truth </p> <p> Global master data </p> <p>standards </p> <p>Specification of </p> <p>which and </p> <p>processes are </p> <p>to take place </p> <p>where </p> <p> Transactional COEs </p> <p> Knowledge COEs </p> <p> Work done at BU level </p> <p>How and </p> <p>where </p> <p>processes and </p> <p>sub processes </p> <p>are sourced </p> <p> In-house Vs. outsource </p> <p> Onshore Vs. offshore </p> <p>Processes, exception-handling </p> <p>rules, mappings, etc., </p> <p>associated with functional roles </p> <p>and responsibilities </p> <p> BU-level standards Enterprise-wide standards </p> <p>SERVICE </p> <p>DELIVERY </p> <p>MODEL </p> <p>INFORMATION </p> <p>SERVICE </p> <p>PLACEMENT </p> <p>PROCESS </p> <p>SOURCING </p> <p>PROCESS </p> <p>DESIGN </p> <p>ENABLING </p> <p>TECHNOLOGY </p> <p> SKILLS &amp; </p> <p>TALENT </p> <p>GOVERNANCE </p> <p>&amp; </p> <p>ORGANIZATION </p> <p>NASSCOM GIC Conclave | 54 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. </p> <p>Challenges for a global Service Management model </p> <p>Silo-ed vs. boundary-less service delivery </p> <p>Center-led vs. GBS-led standardization </p> <p>Process vs. Value-centric mindset </p> <p>QUESTIONS? </p> <p>The Hackett Group </p> <p>Corporate Headquarters </p> <p>1001 Brickell Bay Drive </p> <p>30th Floor </p> <p>Miami, Florida 33131 </p> <p>TEL: +1 305 375 8005 </p> <p>London </p> <p>Martin House </p> <p>5 Martin Lane </p> <p>London EC4R 0DP </p> <p>TEL: +44 207 398 9100 </p> <p>Hyderabad </p> <p>8-2-120/112/88&amp;89 </p> <p>1st Floor, Aparna Crest </p> <p>Road #2, Banjara Hills </p> <p>Hyderabad 500034 </p> <p>TEL: +91 40 66544000 </p> <p>Melbourne </p> <p>Suite 122B &amp; 122C, Level 1 </p> <p>530 Little Collins Street </p> <p>Melbourne </p> <p>Vic 3000 </p> <p>TEL: +61 3 99097657 </p> <p>FAX: +61 3 99097788 </p> <p>EXECUTIVE ADVISORY PROGRAM </p> <p>On-Demand Access to World-Class Performance Metrics and Best Practice Advice </p> <p>Associate Names: </p> <p>Joel Roques </p> <p>Managing Director Advisory Services, Europe Africa &amp; Middle-East (EMEA) and Asia </p> <p>Phone: +44 207 398 9067 </p> <p>Mobile: +44 771 469 7179 </p> <p>jroques@thehackettgroup.com </p> <p>Martijn Geerling </p> <p>Director Practice leader, Global Business Services (GBS) program, Europe Africa &amp; Middle-</p> <p>East (EMEA) and Asia </p> <p>Phone: +44 207 398 9100 </p> <p>Mobile: +44 78 2519 0927 </p> <p>mgeerling@thehackettgroup.com </p>