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GOVERNANCE BEST PRACTICES OF WORLD-CLASS GLOBAL BUSINESS SERVICES (GBS) ORGANIZATIONS

Joel Roques, Managing Director Europe, Middle-East & Africa and Asia - Advisory Services

New Delhi, GIC Conclave March - 20th-21st March, 2012

Statement of Confidentiality and Usage Restrictions

This document contains trade secrets and other information that is company sensitive, proprietary, and confidential, the

disclosure of which would provide a competitive advantage to others. As a result, the reproduction, copying, or

redistribution of this document or the contents contained herein, in whole or in part, for any purpose is strictly prohibited

without the prior written consent of The Hackett Group.

Copyright 2012 The Hackett Group, Inc. All rights reserved. World-Class Defined and Enabled.

Contents Part 1 Governance Introductions

Trends in Global Business Services (GBS)

The Importance of effective GBS

Governance

A World-class GBS Governance Model

Part 2 Service Management

GBS Evolution

The Importance of effective GBS Service

Management

A World-class GBS Service Management

Model

Contents

Introductions

Trends in Global Business

Services (GBS)

The Importance of effective GBS

Governance

A World-class GBS Governance

Model

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.

Speakers

Joel Roques

Managing Director Europe, Middle-East &

Africa and Asia Advisory Services

Martijn Geerling

Director Practice Leader Global Business Services (GBS) Advisory Services,

Europe, Middle-East & Africa and Asia

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.

The Hackett Group: intellectual capital and implementation expertise accelerating time to sustainable benefits We are the global leader in operations improvement

strategies, proven best practices-based implementation,

and SG&A agility

We address both efficiency and effectiveness improvements to enable strategic business objectives

Our insights are fact based, from over 5,000 benchmark studies and consulting engagements

Our Best Practices Intelligence Center is a significant differentiator and enabler. It contains:

20,000+ performance metrics updated annually

1,500+ best practices across 95 business processes

1,000+ best practice-based process maps, requirements and configuration guides

1,000+ case studies, implementation examples and research

We deliver results through a global team of senior practitioners using a consistent methodology and best

practice-based toolset

Hackett Value Grid

Hackett defines and enables sustainable World-Class performance

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.

97% of the Dow Jones

Industrials

80% of the

Fortune 100

88% of the Dow Jones

Global Titans

We know how the best do it,

where they do it, and the benefit of doing it.

Contents

Introductions

Trends in Global Business

Services (GBS)

The Importance of effective GBS

Governance

A World-class GBS Governance

Model

Trends in Global

Business Services

(GBS)

Indias current position and outlook for the

domestic market

The global trends

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.

Today, approximately 4,500 captive and BPO centers exist globally

Southeast Asia

East Europe

Captive BPO

>1,000

500-1,000

400-500

300-400

200-300

100-200

60%

Customer service and productivity improvements over 10%

Source: The Hackett Group, 2012

A World-class GBS

Service Management

Framework

Key components of a World-class GBS Service

Management Framework

Challenges for a global Service Management

model

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.

Managing supply & demand successfully is pivotal for a World-class GBS

Supply Legal

GBS Infrastructure

Assets

Demand

Service Strategy Service Design Service Transition

Service Operation Continual Service Improvement

GBS Service Management Taxonomy

Experts Consulting Projects Transactions

Glo

ba

l P

roc

es

s O

wn

ers

/ B

Us

/ F

un

cti

on

s

Bu

sin

es

s R

ela

tio

ns

hip

Ma

na

ge

rs

Call / Self Service / Email / Chat

BUs BUs Func. Func.

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.

Service Catalogue Management connects Supply and Demand Management

Demand

Management

Service

Catalogue

Management

Supply

Management

Customer

1

Customer

2

Customer

3

Service A

Service B

Service C

Process 1

Process 2

Process 3

A customer perceives the service not the

process

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.

Through demand planning the GBS can understand, plan and influence customer demand

Demand

Quantity

Determine client

demand

Translate

demand to

services portfolio

Develop capacity

plan

Develop service

delivery plan Develop service

pricing

Manage plan-actual

deviations

Customer GBS

Supply

Price

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.

Getting it wrong, a GBS is either resource constrained or over-staffed

Supply

Demand

Price

Quantity

Determine client

demand

Translate

demand to

services portfolio

Develop capacity

plan

Develop service

delivery plan Develop service

pricing

Manage plan-actual

deviations

Customer GBS

Resource

constrained overstaffed

Demand > Supply Demand < Supply

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.

Top Performers are significantly better at forecasting service demand than Peers

13%

33% 22%

33%

9% 9%

11%

2% 4%

42% 22%

Peer Top Peformer

+/- 5% +/- 10%

+/- 15% +/- 20%

+/- 25% More than +/- 25%

We do not measure this variance

2.6x

Source: The Hackett Group, 2012

Level of accuracy in forecasting service demand

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.

GBS Financial management aims to align company and GBS objectives

1

Annual GBS plan

& budget

Demand

planning

2

Demand & Financial

Forecasting

3

Perfor-

mance

Measure

ment

4

5

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.

Top Performers have implemented positions which support execution of key GBS service management capabilities

22%

56%

67%

67%

78%

78%

100%

23%

40%

42%

60%

36%

30%

66%

GBS Sourcing Manager

GBS Service Manager

GBS Strategy Manager

GBS HR Manager

GBS IT Manager

GBS Business Relationship Manager

GBS Financial Manager

Peer Top Performer

Q: Which positions have you implemented?

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.

C