Account Growth Services
Going beyond IT through Business Process mapping and SME creation
A mid-tier service provider was providing excellent support-maintenance services across a large swathe of applications for a Fortune 500 company. However their own success had led them to be branded as support specialists and business growth had stagnated. An internal consulting assignment was commissioned and after rigorous analysis of support metrics, finances and resource bands, a decision was taken to restructure the team around Subject Matter Expertise.
As part of this exercise, an ambitious project was done to map the entire business process of the client across all functions and map the same to the technology layer. It was made mandatory for all engineers to understand this mapping and it also become part of the induction process for new joinees. With the knowledge of the business process, the support team was able to proactively recommend process improvements to the actual business stakeholders with a strong flavor of automation. This was well-appreciated by the business community and led to the creation of a new Business Operations support group. Key analysts from the application support team became the core of the business support team and a robust internal talent supply chain fell in place.
Reporting Factory for UN Agency
The core function of this United Nations agency was to collect, analyze and report atomic and nuclear power generation data along with regulatory and compliance metrics. This agency continues to be the official sanctioned watchdog of nuclear energy across the world and the data is handles is critical and sensitive. Being a funded organization without its own revenue stream, the CIO was under tremendous pressure to reduce operating costs without any compromise on quality, productivity or security.
As part of an approved proactive consulting exercise, we took stock of all reports that the agency handled and based on the sensitivity of the reports, they were bucketed into segments after factoring in the levels of manual touchpoints. The Reporting Factory model as shown below was an acclaimed success and other UN agencies also adopted the same soon.
Srategic Consolidation with 30-30-40
One of the Silicon Valley giants of the Networking sector had undertaken a bold journey to transform their Services business in line with their journey to an “as a Service” software enterprise. This was a direct sponsorship of the CEO and the entire team comprising employees and supplier resources was built at onsite. Once in production there was a need to optimize costs but there was strong resistance from mid-level leaders to reduce teams and concern from the business community about impact to customer experience.
A bold 30-30-40 local vendor consolidation approach was proposed. In this plan, 30% of top talent across suppliers were to be rebadged and consolidated under a single offshore provider but retained at onsite, another 30% of roles were kept onsite but replaced with lower-cost resources from the supplier and the final 40% roles were offshored. This provided significant cost savings from day 1 with zero disruption to business continuity and customer experience. This model became a template for further consolidation of local non-preferred supplier headcount.
