Transformation Framework

We at RvaluE have been working with organizations across various domains to adopt Shared Services as an effective strategy, redesigning the way the processes are carried on downstream and upstream, and transform the end to end processes & staff/ corporate functions to enable the Business.

With over 2 decades of global and India Business Service experience, we bring in the required hands-on expertise for you to Realize Business Value. We have evolved a proprietary approach to adopt ‘SEE’ Framework – Shape, Execute, Excel - with ‘Transformation Centricity right from the strategy creation’.

The Framework initiates with shaping the strategy to design and transition people, process, and technology, stabilize and excel operations to achieve excellence in processes leading to Operational, Service & Business Excellence.

We have implemented ‘SEE’ as a modular framework more as ’Toll Gates’ within the overall structure, with a clear end to end execution and transformation to achieve the desired outcomes.In recent times, having gained significant experience, we have gone one step further to carry out a ‘due diligence’ and commit to deliver on the business case by contracting to ‘operate and transform’ as an integrated services to realize or co-create value!

As the pioneers of the SSC strategy and operations, we have transformedStaff functions to become Line functions, thereby reaping the benefits of making SSC accountable for service levels and enabling business performance including:

  • Reduce Costs of Staff Functions by 20-25%
  • Improve On Time Service Delivery to Customers
  • Harmonize and standardize business processes
  • Uniform policy compliance; Significantly Increase Flexibility & Controls
  • Leverage Technology Optimally across Business
  • Empower decision makers through Metrics, MIS and Dashboards

Benefits are more when SSC is strategically implemented to ‘Transform the Functions & Processes, to become an extension of the Business’

Shape: the strategy and direction

During this stage, the RvaluE Team will establish the need for Shared Services for one or more corporate / staff functions and the directionalalignment required to progressively transform the functions and processes.

Setting up of a Captive ‘Shared Services Center (SSC) to service common needs across different business units, locations, systems and processes has been used globally as a successful business transformation strategy. The core principles of SSC i.e. ‘economies of scale’, ‘efficiencies of consolidation’, ‘service orientation’, ‘end to end process focus’ and ‘hub & spoke’ can be applied to diverse staff functions.

With the help of the Sponsor and the senior leadership team of the Company, the elements of the strategy focused are to:

  • Assess one or more corporate/ staff functions (like F&A, HR, Procurement, Customer Lifecycle Management, IT),
  • interactions with Business / Functional Leaders to gain perspectives / insights to overall business and strategic objectives on Business Process Management
  • process, sub process for each function that can be brought under one umbrella,
  • head count and levels in each location function, and the consolidation potential
  • technology landscape and requirement of tools, issues, metrics, opportunities
  • choice of operating model based on the strategy, size, scale, number of locations, structure, systems etc., and
  • understand the change management requirements.

The information collation, interactions and analysis of the above elementsenable to create a strategic blue print with an executable roadmap and applicable business case to gain sponsorship and stakeholder buy-in, to receive necessary approval for execution.

The typical business case provides an IRR of 20% to 30% over 5 to 7 years, pay back of 2 to 3 years and value delivery potential equal to cost of the centre!

Execute: the design and ‘set up’

Execution Excellence is key for this stage. Based on the strategic blueprint, through a structured program and change management, the Design & Transition of 5 key elements – People, Process, Technology, Site & Infrastructure and Services - is planned and executed.

The key activities are as under:

  • Design and transition processes of identified functions from across locations,
  • create a flat org design with people and leadership having the right skill, right mix and right span of control to achieve desired efficiencies and cost saves
  • Enable and implement document flow, mailroom, and work flow automation
  • set up space and infrastructure for the Shared Services
  • ensure knowledge transfer to the team for effective processing, well supported by training on process, metrics and service orientation,
  • plan and ensure Change Enablement with right sponsorship and communication and
  • TransitionChecklist to Go live with dry run and wet run

Post Go live, the Shared Services Centre (SSC) works in a structured manner to stabilize the operations over a period of 3 to 6 months depending on the nature of processes and the consolidation reach. The services are baselined, Service Level Agreements are in place with a robust performance reporting and governance.

With this, the SSC is operational, delivers services to customers and achieves cost save in line with the business case in the first year. It can be 15 to 20% in the first year for onshore (India to India) centres to 40 to 50% for offshore centres.

Excel: in process and partnership

Process, Partnership and Business Excellence is achieved in this stage. The focus is to:

  • Report and improve service levels through reliable metrics,
  • Achieve process efficiencies by streamlining processes, and embedding controls
  • Enhance capabilities and expertise of the team to excel in service/customer delivery
  • Ensure New Age automation to reduce manual effort and improve productivity
  • Build partnership with stakeholders to engage and enhance customer experience
  • Work closely with customers to participate in upstream/ downstream projects, and
  • Deliver value to all key stakeholders.