GLOBAL BUSINESS SERVICES

Partnering For
Successful Execution
in Global Business
Services

Genpact

Global business services (GBS) organizations, central operating centers and shared
service centers (SSCs) are not new. But even the best efforts from CFOs to establish
such operations can still lead to unexpectedly disappointing returns. Most initiatives
often see a mere 10 percent return on investment within the first year, As many as
one-third of all such transitions fail to ever achieve anticipated cost savings. The most
successful centers operate like commercial entities that aggressively sell their services
to internal clients and drive improved business outcomes. But most organizations
never reach this best-in-class level. The following white paper shares insights on how
results can be better, faster, and more predictable.

1. Insights On Global Business Services

process expertise, proven change-management techniques,

and relevant vertical/horizontal experience.

The term global business services (GBS) has emerged to

describe the delivery of mature, high-performance, shared
services/back offices in enterprises today. Typical benefits of
GBS delivery centers, including shared services, are typically
led by 10-30 percent cost savings, as well as substantial
improvements in information delivery and analytics, better
customer service, a greater ability to support broader geofootprints, easier M&A synergies, and better cost variability .

Although the right resourcing mix varies from company

to company, leveraging partners properly increases the total
value of the GBS organization by optimizing labor arbitrage,
improving diversification (reducing risk), balancing control
and access to leading practices and technologies, and making
the most of economies of scale. Genpact believes a strong
partnership throughout the development and operation of a
GBS organization increases its strategic alignment with the

According to HfS Research, 97 percent of these mature

organizations combine internal and outsourced delivery.
However, internal and external organizations can still view

enterprise strategy, while improving cost performance by as

much as 23 percent, and operational effectiveness by at least
15 percent.

their relationship as somewhat adversarial, which can mean

that enterprises fail to leverage the expertise and value that

1.1 Strategy

outsourcing providers can bring to the table. The right provider

Virtually all successful GBS organizations are built to support

accelerates benefits and improves performance by applying

a business strategy. Ultimately, of course, the cost concerns

dominate, although many organizations implement GBS

Choose partners that are comfortable in a mixed-

strategies to support efficient global expansion and create

delivery mode - The more they view internal resources

process consistency. The success of a GBS initiative is highly

as competition, the more the relationship is likely to be

correlated to a solutions focus. The goal should never be to

unproductive. A provider relentlessly focused on expanding

build a data warehouse, for example, but to more broadly

scope is not pursuing a strategic relationship. Companies

improve management decision-making. All high-performing

GBS organizations define their metrics in terms of tangible
business outcomes and articulate their services as meaningful
contributors to the success of the business.
A significant majority of GBS organizations themselves operate
quasi-commercial entities that must deliver consistently to earn
customer trust. This is a huge - and often difficult - change for
internal organizations and an important area where the right

that have done it generally outperform companies that

only consult on GBS implementations.
Mix local and global delivery - Not all processes lend
themselves equally to global delivery. A trusted partner helps in
an honest analysis of what works remotely and what doesnt.
Mix internal and external delivery - No successful GBS
organization has an all-internal or all-external delivery model.
Run the GBS entity like a commercial entity - The

provider plays a key role. Outsourcing providers themselves

competitive and financial focus that this approach promotes

live and die by the success and profitability of the services

drives accountability and transparency, both of which are

they provide. As such, they can teach and coach the GBS

critical to change management and user acceptance.

organization on how the business services world works.

Modularity is key - With M&A activity increasingly

To make GBS initiatives successful, outsourcing providers and

common, the ability to break off a portion of a process or

clients should build strategic relationships based on shared

system is one way that GBS organizations prove their value.

business goals. These relationships are far more consultative

Un-complicating complicated splits is a huge win for a GBS

than tactical. In fact, the advice can be completely decoupled

organization. Delivering on modularity means designing

from regular service delivery, as long as the advice leverages

modular processes, systems, and contracts.

the lessons gained from delivering business services to other

enterprises. In developing a strategy, enterprises should focus
on creating an environment in which external and internal
delivery dont merely coexist. They actually thrive because the
unique contributions from each model add up to more than

Individual executive accountability - Enterprises with

designated single points of global accountability fare much
better. Process executives should have both financial and
operational responsibility.

the sum of the parts. By contrast, a tactical relationship does

Executive stakeholder engagement - Success requires

not support strategic outcomes. This level of collaboration is

a delicate balance of ownership and executiveusually

very difficult to achieve, but the benefits justify the effort.

CEO-levelmandate. There is no single prescription for

1.2 Implementation

best-practice governance, since culture and history vary

greatly. However, the likelihood that an external provider has

According to HfS Research, two-thirds of GBS organizations

seen a similar situation, with the corresponding scars and

report a failure to invest sufficiently in training and a whopping

experiences, is high.

76 percent report not engaging stakeholders properly. Change

management itself is a missed opportunity for provider-client

1.3 Execution

collaboration. While most enterprises endure changes like

A sound strategy and a strong design and implementation

this perhaps only once or twice in a generation, outsourcing

are only the start. No results are achieved until the GBS

providers do this hundreds of times each year. Providers

organization executes. Here again, Genpact has identified

manage large and talented change-management staffs that

leading practices that require close collaboration among

have seen many organizations, with many different cultures,

internal and external delivery groups.

centralize and standardize their back offices. With 61 percent

of all enterprises admitting failure to apply proper changemanagement skills, provider expertise is often a woefully
underleveraged asset.

First, GBSs must outperform the incumbent processes by a

wide margin for business units to perceive them as even equal
to the past. Objective measures can help tell the story, but soft
metrics and subjective perceptions have an outsized impact.

Beyond the significant human challenges of implementation,

Human nature makes people more resistant to new processes,

the following best practices, when applied during the design/

methods, and services. Few organizations understand this

implementation phase, correlate positively with long-term

better than experienced outsourcing companies, which face

success:

this challenge with clients every day.

Once the GBS organization is running stably, it must relentlessly

comprises the priority processes and financial metrics. The

focus on process improvement and efficiency. Disciplines like

following is a framework for selecting the most appropriate

lean six sigma and P-CMM Level 5 can support increases in

business case for a shared services setup.

performance and tell the story of GBS success at operational

and cultural levels. These are techniques in which seasoned

low

High

Cost

outsourcing providers have vast experience, because change

Illustrative
Business case option#1
Business case option#2

is the lifeblood of their business. Providers must be able to

Effectiveness

Business case option#3

objectively demonstrate continuous improvement and progress

toward business goals.

Ease of org. change

Speed of
implementation

Contrary to popular belief, GBS models drive greater

up as quasi-commercial entities with SLAs and consequences
for nonperformance, GBS groups are far more transparent and
efficient than decentralized back offices.

Examples
of risks1

accountability into back-office processes. Provided they are set

Supplier
independence
Legal risk

Level of savings achieved or expected from shared services Respondents %

1.4 Bottom Line

Figure 1: Business case selection scorecard

For most enterprises, the shift to a GBS framework can lead to

uncomfortable change issues. The wrong strategy will derail the

The next step is organization design, based on the processes

whole initiative before it starts, as will a lack of commitment

you have identified. First, review the existing design and

from senior decision-makers. Outsourcing providers that

understand the roles/responsibilities and the control span.

have operated as shared services themselves, acquired shared

Prepare the organization structure and define the roles and

services, or led transitions to global delivery have a wealth of

responsibilities needed for seamless delivery.

expertise that many enterprises fail to leverage. The lessons

from experienced outsourcing providers are invaluable to
enterprises embarking on the GBS journey and/or looking to

1
Benchmarking

significantly enhanced performance in GBS organizations.

2. Best Practices For Global Business

Services
Building global business services (GBS), where some or all
of business processes are run externally, requires changes to
program management, people, processes, and infrastructure.
This is best achieved in two phases: first, design and build the

3
Detailed country
analysis

Evaluation
criteria

Country risk
Labor costs
Labor force
SSC experience

Location
screening
(site visits)

General city
analysis

High-level analysis Country scoring model Qualitative city

analysis

improve GBS performance. Teams that sidestep adversarial

relationships for solid client-provider collaborations drive

2
General country
analysis

Site analysis

Neutral perspective
Risk and regulation
Quality
Costs

Demographics
Completion
Education
and validation
Language
of selection
proficiency
process
Site scalability
All evaluation
Existing SCCs
criteria applied
Company-readiness Infrastructure
Minimum
requirements for SSC experience
Existing
countries
Local operations
company
locations
Labor costs
Tax exemptions/
subsidies
Office rent

Illustrative

Analysis
scope

40 countries 7

countries

2 countries
& 6 cities

Final site
selection

Figure 2: Approach used for site selection

GBS, and then enable and improve it. This document sets out a
series of key requirements and concrete steps for GBS success.
2.1 DESIGN AND BUILD
2.1.1 Program
2.1.1.1 Program planning

The next aspect is site selection. There are three key

parameters: finance, people, and business environment. When
selecting a site, ensure you understand the local financial
structure. Evaluate people skills and availability. Determine
the size of the workforce, the skills they require, the range

Build a business case that defines your criteria for success

of necessary skill sets (including language), and the potential

and priority processes. Use a scorecard based on predefined

attrition rate. Heres an example of a framework for site

criteria to scope them. There are number of key criteria,

selection.

including the feasibility of decoupling, the legal impact, and

the level of standardization required. Evaluate complexity and

2.1.1.2 Transition and change management

skill availability in order to assess risk. It is important to know

With the design phase complete, prepare a detailed project

the speed at which in-scope processes can be centralized, the

plan with key deliverables and milestones for transition.

savings opportunity, and the effort and change management

Templates should be transparent and methodologies clear so

required. Based on these choices, prepare a business case that

stakeholders can sign off with confidence that their needs will

be met. It is important to define the transition procedures and

communications for supervisory teams to manage resistance

deliverables for each stage. A plan for knowledge transfer is

and sustain change.

essential, including documentation of processes, operational

readiness, and team training and performance. When planning

2.1.1.3 Control assessment and framework

a pilot, validate site readiness, define metrics for measuring

This framework can mitigate the risks that arise during

performance, and plan for production under supervision.

transition processes. Dive deep into the processes to find

incremental risks and map these to existing controls. Identify

Anticipate

Pre-change readiness (Organization, sponsorship and culture

assessment)

Categorize

Internal and external key stakeholder analysis to ensure alignment,

acceptance, to assess communication and training requirements

Input

Tools

Interact

Vision

Execute

control gaps for the activities to be transitioned and link these

to activities upstream and downstream. Implement a riskcontrol matrix to ensure controls are not diluted. This helps
provide assurance to management, SOX auditors, and internal

The change management plan integrated with the Project plan

will details all actions to be completed by client sponsors, identified
change champions and Genpact teams

auditors.

A multi-tiered communication plan for internal and external

stakeholders will create awareness of the need, desire to support and
knowledgw required of the change

2.1.2 People
2.1.2.1 Recruitment

Training workshops on managing virtual teams and metrics for the

retained staff will improve clients employee ability to support the change

To ensure the right team for a GBS transition, you should

Coaching plan and reinforcement communications will enable

clients supervisory teams to manage resistance from internal and
external groups to sustain the change

detail job specifications and source and screen people based

on their skills. Include your preferred sourcing partnerships in

Ongoing monitoring of effectiveness of change management

initiatives is critical for measuring success

these plans. By mapping key competencies, such as the domain

Figure 3: ACTIVE - Change management framework

and necessary soft skills and defining the sourcing strategy

and setting up the interview process, you support the hiring

Ensure that you manage change as effectively as you manage

of the first FTEs and match the first upswing of demand. The

business processes. A change-management plan will drive

following figure highlights the recruitment approach used by

change at the organizational and individual levels. To ensure

you approach this scientifically, use a specific framework, such

world-class shared services centers.

as ACTIVE.

2.1.2.2 HR framework

ACTIVE helps anticipate the impact of change and categorizes

It is essential to keep employees motivated. You need to deploy

how the organization responds. Identify which tools to

a framework for employee engagement and performance

use and when, and who needs to be involved. The ACTIVE

management that is customized to the back-office and middle-

framework provides a variety of tools, techniques, and forms

office staff. You should include digital platforms for employee

to plan, document, and track every step of the project lifecycle

goal-setting, appraisal, 360-degree feedback, online notes, and

from pre-change readiness and stakeholder analysis to the

notifications. Other essential tools include a talent exchange

communication plan, training workshops, coaching plans, and

portal that empowers employees to chart their careers, locates

ongoing monitoring.

expertise, and inventories employee skills by industry domain.

The framework helps you formalize, standardize, and replicate

change management processes. A multi-tiered communication

Platforms such as these increase employee motivation and

reduce attrition.

plan should include workshops on managing virtual teams and

When building a successful GBS, talent management and

metrics for the retained staff to improve their ability to support

retention are vital. Use an early-warning system to highlight

the change. There should also be coaching and reinforcement

potential attrition based on predefined indicator scores. By

Workforce
Planning

Recruitment

On boarding
& Integration

Talent
Mgmt &
Retention

Key performance Measures:

On time hiring
Success rate of new hires
Cost per hire
Candidate experience score

Right person @ right time

Figure 4: Recruitment approach

Employee
Care &
Support

Talent
Development

Separation

choosing talent for optimal organizational effectiveness, you

management system helps define the critical metrics for the

ensure effective succession planning and talent availability,

processes that extend beyond SLAs, helping you to provide

enabling you to focus on retention and integration. By offering

clear operations management. Smart enterprise Processes (SEP)

joint career planning, you help plan role changes with minimal

is Genpacts proprietary methodology that helps in process

disruption and offer alternative career paths. That, in turn,

optimization.

helps ensure that your GBS sources nearly 80 percent of its

new hires from the internal talent pool.

To drive tangible business impact after processes have

stabilized, you need a process-improvement road-map. The
following figure illustrates the improvement roadmap for an

A Create Competency Map

Identify the skills/knowledge
required
Task analysis and agent profile
Map trainable/non-trainable
competencies
Identify & map competencies for
new hire
Hiring the right talent based on
detailed job description

Capture Knowledge
Document procedures for all work
types
Document step by step process for
all work types
Document experimental learning
Document tactic knowledge use as
knowledge bank/FAQ list
On the job training
Buddy sessions

Create Learning Path

overtime reporting process.

Analysis of training needs

Industry specific and domain
based orientation
Define easiest/most difficult
to learn
Detailed systematic training
plan created with customers
involvement
Design buddy programs
On-the-job training for
specialized skill set
D Transfer and Sustain Knowledge
Scenario-based training/testing
Evaluation of techniques-customer
involvement in assessment strategy
SOP created for all work types
Document process controls, step by
step procedures, key input-output
information
Sign-off by SAB process owners

Key Observations About

Managing Business Processes

Smart Enterprise Processes

(SEPSM) A New Science

Core enterprise-level processes cut

across functional silos
Typical focus is on process
efciency vs. effectiveness
Driving effectiveness delivers 35x
benets over driving efciency
Companies lack benchmarks to
know how good they could be
Technology is often not the
answer 5070% of benets
from process and insights

Highly scientic, holistic, and

granular framework that takes an
enterprise-wide view of processes
Proprietary IP based on analysis of
200 million+ transactions across
3,000+ managed processes
Maps client performance at every
step of a process and measures
against best-in-class standards
Offers solutions including process,
analytics reengineering, and
focused IT based on achieving
business impact

SEPSM is a unique proprietary methodology that can deliver 200 - 500 percent of
the impact on improved cash ow, margins, revenue growth, or other metrics

Figure 6: SEP overview

Figure 5: Key activities in training and development

2.1.2.3 Learning and development

SEP lever

Once the right people are in place, you need to ensure they

Order
management

have the right skills. Your training plans should bridge the
gap between existing and required skills. To capture these,
create competency maps that identify the skills and knowledge
necessary for particular jobs. Define the training paths
contextual, technical, procedural, or compliant and then build
a knowledge base with domain-specific training and document

SubProcesses Key Performance Measures

Key
Business
Outcomes
DSO
(no. of
days)
xx

Billing

learning paths based on the process requirements to sustain

operations. Learning paths help define the relevant processes

Key Performance Drivers

Activities

Credit
5%
and
6.9% 4.8%
rebill %

X%
X%

X%
Rebilling

Cycle
time

X%
%
accuracy X%
X%
of delivery

Accuracy
(%)

95%
88% 100%

No. of

345
5655

collector

X%
X%

%$
collected
% $ past
due

57%
Collections
90%
efficiency 5%
Collections
Past due
5.4%
% invoices
2
38
over 90
aging

Dispute
escalation
and resolution

Minimum

X
X

99.2%

40
Cycle time
to resolve 60
10
dispute

Median

% AR
resolved
under
dispute

1%

43%
100%

Max

to handouts and on-the-job training. To sustain knowledge

transfer, build standard operating procedures for all work types.
2.1.3 Business Process
2.1.3.1 Operational excellence framework

Practices
Workflow to
monitor rebill
request and
standardize
billing inputs

X%

87%
% touched
/ total and 63% 100%
past due

and contextual training with time-lines. You will need to

prepare document procedures and work types from simulations

X%
X%

contacts/
Establish transactions
140
contact
made per

procedures for all work types and on-the-job training.

The next step is to create knowledge management and

%
on time
delivery

Proactively
send invoice
& statements
to selected
customers in
advance
Best time to
call analysis
& daily goals
for no. of
transactions
per agent
Link
incentives
of sales
team with $
collected
Workflow
tool with
clear
ownership
and
escalation
metrics
Dashboards
to provide
right
visibility and
accountability

Figure 7: Highlights of the SEP approach

2.1.3.2 Service delivery

By designing and deploying an optimal structure to enforce

Business process management is necessary to drive efficiency

governance, program management, and operational reviews,

and effectiveness in a GBS and to create greater operational

your GBS can achieve many things. You can align strategic

visibility. Deploy a methodology and levers to build an

business goals and establish clear roles and responsibilities for

operationally excellent ecosystem. Vital tools include service

decision-making, issue resolution, and service delivery. You can

delivery fundamentals with built-in escalation matrices and a

also evaluate performance, cost, and customer satisfaction

framework of common minimum practices. A business-process

while encouraging the sharing of best practices.

You need a proven methodology to define, measure, and

and downstream processes. A good methodology first extracts

report SLAs. You can use system reports or workflow tools

data, provides a preliminary analysis, and then baselines the

and reporting on performance via process dashboards. These

data through benchmarking. Then, conduct qualitative and

should collate metrics and data on current performance, define

quantitative assessments, validate the findings, and provide

metrics aligned with the business objectives (which should be

preliminary recommendations. Lastly, validate the findings

industry-wide best practices), baseline the performance for six

internally with the SMEs and make recommendations to design

months, and establish targets.

a best-in-class process.

Capture feedback and satisfaction from business units and end

2.1.4 Infrastructure

users. An automated survey management tool helps analyze

end-to-end capabilities from design to execution, analysis,

2.1.4.1 Facility readiness

recommendations, and follow-up. The tool should also offer

Check the facility for readiness at transition time. Ensure

functionality such as segmenting scores and identifying drivers

that you have IT and telecom in place, that your data center

for each segment.

environment and safety are planned, that you meet legal

2.1.3.3 Transformation services

requirements for buildings, and that your logistics and EHS are
in place.

A framework for process design identifies levers to improve

effectiveness through data and process benchmarking.

The following figure highlights the key activities that must be

Conduct diagnostics on the core process including upstream

ompleted as part of facility readiness.

Status-quo process

Technician

Current problems

Inform on a daily basis

details of conducted work
Daily gathering of all work
details

Responsible for
monitoring

Daily archiving of work

hours

Supervisor
technician

Check and approval of

monthly forms

Admin staff on
unit

Check of inputs of paper

recorded data for the HR
system 1
Check and final approval
of monthly data by the
end of the month

Head of unit

Target process

Technician

Inform on a daily basis

details of conducted work

Responsible for
monitoring

Data input is paper based and

time-consuming

Fills in a monthly paper

forms on work hours for
the whole unit

Difficult to monitor and check

daily paper forms recording workhours for numerous employees
Data duplication of work hours
in the paper forms and in the HR
System 1

Proposed changes

link to new HR system

Daily gathering of all work

details

process flow

Daily input of work hours

directly into the new HR
system

Supervisor
technician

Monthly check and

approval by supervisor
Finalization of data
captured in the new HR
system

Admin staff on
unit

Data inputted into the system by

the unit responsible for monitoring
Better monitoring of work
hour data due to the reporting
functionalities of the new HR
system
Admin staff will only have to
check if the data is inputted
correctly
Use of e-workflows to eliminate
paper rushing

Check and final approval

of monthly data by the
end of the month

Head of unit
New HR System
Note: Need to reconcile hours approved by unit head with hours declared by employee . Emphasis on checking and control

Figure 8: Process improvement roadmap

2.1.4.2 Business continuity

2.2 ENABLE AND IMPROVE

Your business continuity management process framework

The second part of your GBS strategy is to enable and improve

(BCP (abbreviation doesnt match term)) should focus on three

the design and execution you have already established.

main aspects: mitigation strategies to avoid/minimize risks;

crisis strategies to respond; and a business restoration strategy
to quickly restore operations, prevent redundancy, and enable

2.2.1 Program
2.2.1.1 Evolution of business case

IT disaster recovery. You need to build the business continuity

At this point, conduct a thorough review of the newly built

management procedures including the necessary blueprints,

GBS against your original business objectives and make

forms, and rules. Conduct business impact analyses to

actionable recommendations for the next phase. Evaluate your

determine the legal and financial impact of contingencies. This

strategic goals. Do you have the right shoring mix, process

helps identify how critical a process is and its recovery time.

portfolio, process improvement potential, and risk review and

mitigation? Is there a potential for cost rationalization against

operational visibility. For an excellent ecosystem, you need

industry benchmarks? Map your productivity against industry

service delivery fundamentals that help managers manage their

top quartile levels to find out. Prepare a detailed roadmap for

deliverables, with an integrated escalation matrix. Common

maximizing strategic, financial, and operational value from the

minimum practices provide a framework for identifying and

GBS to determine if you are achieving your desired cost and

implementing necessary practices. You also need a system to

productivity improvements.

design the business metrics for the processes and beyond SLAs,

2.2.1.2 Controllership framework

providing clear focus for operations management.

Develop segregation of duties (SOD) rules for compliance and

Identify opportunities to drive continuous process

internal controls, initially by conducting detailed process and

improvement. This improves efficiency, turnaround time,

system walkthroughs to identify any potential SOD conflicts.

accuracy, and productivity. By doing so, you deliver business

You review process maps in conjunction with data extracted

impact increased revenue, expanded margins, improved

from the system to derive roles used in the processes. Review

working capital, and greater customer satisfaction.

these to identify conflicts in role definition and assignment and

Community-based collaboration is essential to business success.

recommend solutions such as role redesign, role assignment

Harness online communities to enhance collaboration among

correction, control monitoring, and mitigation.

internal business units and external experts. Such a network

Prepare for an external audit by reviewing audit schedules

can generate innovative insights and forge new process

and fieldwork to meet scheduled closure timelines with

improvements and analytical solutions. Identify business

minimum work. Review audit schedules according to the

process challenges, publish these challenges on the network,

auditors requirements and provide regular status updates to

collaborate with experts, and implement and track the results.

the controller/financial manager. Concentrate on improving

Use collaboration models from direct engagement with one

the business processes that support the audit process and its

top expert to informal discussions with experts and internal

overall delivery.

community discussions.

2.2.2. People

2.2.3.2 Service delivery

2.2.2.1 HR framework

Provide supervision support to your operating team. They

Use the platforms established during your design and build

phase to keep employees motivated and prevent attrition.
Use a detailed training-needs analysis to design training for
your team leaders and supervisors. You can channel feedback
from performance reviews and individual requirements into
the training design. Give your leaders and supervisors soft

should continue to focus on business goals, face internal

customers, and manage their teams. Drive individual
productivity using a variety of measures: inter-agent variation
studies; establishing, measuring, and monitoring process
metrics; preparing dashboards; and structuring process
escalations and resolution plans.

skills training and monitor the progress of enrolment and the

You need a methodology for workforce capacity planning to

effectiveness of the training.

manage the demands including cyclical peaks in volume and

2.2.3 Business Process

unforeseen spikes. An optimized capacity model simulates and

forecasts baseline volumes for seasonality trends, surges at year-

2.2.3.1 Operational excellence framework

end, and the impact of any special events such as promotional

You need a proven operational excellence framework that

activities. The model should also measure capacity shrinkages

drives process efficiency and effectiveness and creates detailed

in cases such as training, planned leaves, unscheduled

Site SelectionConceptual
Stage
Macroeconomic
Study
Site Assessment
Offshore
Competitive
Scenario
Tax Incentives
Wages
Key Advantages
& Disadvantages
Security Risk
Assessmant

Site SelectionPrimary Stage

Location & Building Evaluation
Design
Certification
Engineering Due
Dilligence

Legal & Tax

Entity Structure
Licenses &
Exemptions
Contracts

Finance
Entity Structure
Band Account
Setup
Salary Structure
Oracle Finance
Structure &
Implementation
Authorized
Signatories for
Contracts
Pricing/
Investment/
Breakeven

Infra &
Logistics
Environment Site
Assessment
EHS Clearance
Engineering Clearance
Clearances /
Certifications
Occupational
Certificate
Fire Department NOC
Electrical
Certificate
Commercial Clearance
Lift Certificate
Physical Security Setup
Electrical Load Testing

IT &
Telecom

HR, Hiring,
C&B

Telecom Regulatory
HR
Approvals
Statutory Requirements
Vendor Sourcing
Minimum Staffing Requirements
WAN Connectivity
HR Systems - Core HR Setup
Datacenter ( with
BG Setup
required redundancy &
Automated Time & Attendance
equipment )
System
HUB Room Setup
C&B
Infra Servers & Info
Market Intelligence
Security Apps.
C&B Structure
HRMS application
Hiring
integration
Hiring Process for all Applicable
Oracle Financials
Bands
Application Intergration Vandor Identification
Hiring Engine Setup

Figure 9: Activities essential to getting a shared services facility ready

absenteeism, and the impact of special events (e.g., illness,

gaps, building a plan to bridge these gaps, and conducting

strikes, or weather). The model should also provide measures to

process audits and recommending improvement opportunities.

meet demand by cross-training and multi-skilling your agents,

This should help you continuously track and monitor the

training your support staff, and hiring temporary staff. You

success of your practices.

need to know how to access surge resources.

Use an automated survey management tool to measure
customer satisfaction. It should provide end-to-end capability
in terms of design, execution, analysis, recommendations,
and follow up and have functional differentiators, such as
segmenting the scores and identifying drivers for each segment.
2.2.3.3 Business process IT tools and lightweight enablers

2.2.4 Infrastructure
Ensure that your facility is compliant with local laws,
regulations, and EHS specifications. Facility checklists
include asset and estate management, building and services
management, and statutory compliance with environment,
health, and safety regulations.
Your business continuity management framework will

Deploy specific IT tools for process optimization. One might be

review and test the relevant procedures and create employee

an e-invoicing solution to eliminate paper invoices and manual

awareness. Conduct quarterly cold tests to check IT readiness

data entry and optimally capture discount opportunities. You

of your BCM site and an annual hot test to perform real

might also need a workflow suite for real-time work tracking

business transactions from the site.

and allocation of activities across finance functions. Another

possibility is a Web-based technology to automate the invoice
to collect business process (unclear) using self-service. This
reduces time, labor hours, and money spent on the entire
order-to-cash process.
Possible bolt-ons include a reconciliation tool for escalations
and resolution; a close tracker to monitor the progress of
different activities during close; a productivity tool with realtime dashboards and reports for transaction performance and
capacity utilization; a duplicate audit tool to identify duplicate
payments before payment runs, and a tool to detect errors.
These identify opportunities to digitize, automate, and improve
process performance through IT intervention.

Conclusion
Executives want mature industry experience to build and run
global business services that drive cost reduction, process
improvement, and customer satisfaction.
The most successful centers operate like virtual commercial
entities that aggressively market their services to internal clients
and drive business outcomes but most of them struggle with
this. At Genpact, we help design, build, enable, and improve
global business services such as specialized site selection,
transition, learning, operational excellence and re-engineering,
SEPSM, IT, collaboration platforms, and expansion strategy. We
can provide support without owning your day-to-day FTEs who

2.2.3.4 Transformation services

work on the business process.

You will need an enterprise-wide view that cuts across functions

While driving efficiency, we enable these global business

and processes to establish qualitative links among your business

services to push business outcomes irrespective of current

outcomes and process gaps. A good framework should help

process scope and embed a commercial culture. Genpact is not

drive effectiveness in your business processes and identify

metrics and KPIs linked to business outcomes. You want to see
quantitative modeling combined with practitioner experience.

a consulting firm. We apply science to process and leverage our

immense intellectual property around global business services
and shared services for the benefit of companies engaged in

You drive GBS efficiency and effectiveness by focusing on

building, optimizing, and supporting their own operations. This

common minimum practices. Compare existing processes with

creates, we believe, a perfect foundation to enable our very

the minimum practices, highlighting any design or delivery

cost-effective specialized support services.

About Genpact

For more information, Contact:

Genpact Limited (NYSE: G), a global leader in business process management and technology services,
leverages the power of smarter processes, smarter analytics and smarter technology to help its clients
drive intelligence across the enterprise. Genpacts Smart Enterprise Processes (SEPSM) framework, its
unique science of process combined with deep domain expertise in multiple industry verticals, leads to
superior business outcomes. Genpacts Smart Decision Services deliver valuable business insights to its
clients through targeted analytics, reengineering expertise, and advanced risk management. Making
technology more intelligent by embedding it with process and data insights, Genpact also offers a wide
variety of technology solutions for better business outcomes.

gbs.solutions@genpact.com

For more information, visit www.genpact.com. Follow Genpact on Twitter, Facebook and LinkedIn.
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