Target Operating Model Research

PROCESS • ANALYTICS • TECHNOLOGY 1© 2014 Copyright Genpact. All Rights Reserved.
CHALLENGES ► BY FUNCTION
% of respondents from
various functions stating
challenge as among the
'Top 3‘ for their company
Overall
Finance
Procurement
Marketing
Operations
n=912 executives from a survey conducted by LinkedIn commissioned by Genpact
Compliance and cost rated among the most important
challenges for companies today
Ensure compliance
to regulations
Increase customer
satisfaction
Reduce capital and
asset intensity
Manage
risk
Increase growth and
scalability
Enable company’s
innovation
Enable agility and
adaptability
Reduce
costs
0 10 20 30 40 50 60 70
• Compliance,
risk and cost
are key
imperatives
according to
F&A
executives
• CPOs share
the cost and to
some extent
the
compliance
urgency
• COOs focus
on compliance
too
PROCESS • ANALYTICS • TECHNOLOGY 2© 2014 Copyright Genpact. All Rights Reserved.
CHALLENGES ► BY COMPANY SIZE
Ensure compliance to regulations
Reduce cost
Increase customer satisfaction
Manage risk
Increase growth
and scalability
Enable company’s
innovation
Enable agility and adaptability
Reduce capital and asset intensity
Overall
Overall
Overall
Overall
Overall
Overall
Overall
Overall
Large enterprises worry more about compliance and risk while
those from smaller enterprises focus on scalability
10,000+ employees 5,001-10,000 employees
Importance of the challenge (% of respondents across industries stating that the challenge is
among the 'Top 3‘ for their company)
0 10 20 30 40 50 60 70 80
• Gap between
smaller and
larger
companies is
limited
• Main
exception is
the growth
challenge
which is most
acute in
smaller firms
n=912 executives from a survey conducted by LinkedIn commissioned by Genpact
PROCESS • ANALYTICS • TECHNOLOGY 3© 2014 Copyright Genpact. All Rights Reserved.
Overall
Overall
Overall
Overall
Overall
Overall
Overall
Overall
NA APAC EMEA
Ensure compliance
to regulations
Reduce cost
Increase customer satisfaction
Manage risk
Increase growth and
scalability
Enable company’s
innovation
Enable agility and adaptability
Reduce capital and asset intensity
0 10 20 30 40 50 60 70 80
• Small
variations
across
regions
• Most
variance
attributable
to industries
and size of
companies
present in
those areas
CHALLENGES ► BY REGIONS
Intensity of challenges generally consistent across geographies
Importance of the challenge (% of respondents across regions stating that the challenge is
among the 'Top 3‘ for their company)
n=912 executives from a survey conducted by LinkedIn commissioned by Genpact
PROCESS • ANALYTICS • TECHNOLOGY 4© 2014 Copyright Genpact. All Rights Reserved.
High Tech Capital Markets Healthcare Banking
Insurance Life Sciences CPG Manufacturing
Overall
Overall
Overall
Overall
Overall
Overall
Overall
Overall
CHALLENGES ► BY INDUSTRY
Ensure
compliance to
regulations
Reduce cost
Increase customer
satisfaction
Manage risk
Increase growth
and scalability
Enable company’s
innovation
Enable agility and
adaptability
Reduce capital and asset
intensity
Financial sector most concerned about compliance and risk
management, however results vary across industries
DIRECTIONALImportance of the challenge (% of respondents in specific industries stating that the
challenge is among the 'Top 3‘ for their company)
0 10 20 30 40 50 60 70 80
• Imperatives
vary across
industries
• High tech most
focused on
innovation,
growth, agility
• Life sciences
respondents
focused on
regulation,
customer
satisfaction,
and to some
extent cost and
innovation
n=912 executives from a survey conducted by LinkedIn commissioned by Genpact
PROCESS • ANALYTICS • TECHNOLOGY 5© 2014 Copyright Genpact. All Rights Reserved.
Overall
RiskMarketing Procurement
Operations Finance
RiskMarketing Procurement
Operations
Finance
Overall
Risk
Overall
Overall
Marketing
Procurement
OperationsFinance
Overall
Risk
MarketingProcurement
Operations
Finance
Overall
Risk Marketing
Procurement Operations
Finance Overall
Risk
Marketing Procurement
Operations
FinanceOverall
Risk Marketing Procurement
Operations
Finance
Risk Operations
MarketingFinance
Procurement
CHALLENGES ► BY FUNCTION
Ensure compliance to
regulations
Reduce cost
Increase customer
satisfaction
Manage risk
Increase growth and
scalability
Enable company’s
innovation
Enable agility and adaptability
Reduce capital and asset intensity
Significant variation by function: Finance executives most
concerned with compliance, risk and cost
Importance of the challenge (% of respondents in specific functions across industries stating
that the challenge is among the 'Top 3‘ for their company)
0 10 20 30 40 50 60 70 80
DIRECTIONAL
n=912 executives from a survey conducted by LinkedIn commissioned by Genpact
PROCESS • ANALYTICS • TECHNOLOGY 6© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► FUNCTION IMPACT
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
* Impact of a function on company’s challenges is defined as 𝑓 𝑥𝑖 = 𝑗
𝑛
𝑥𝑖𝑗 𝑦𝑗, where 𝑥𝑖𝑗 is the % of respondents who believe that improvement
in the function 𝑥𝑖 will have a material impact on the challenge 𝑦𝑗; 𝑦𝑗 is the % of respondents citing the challenge as among the 'Top 3'
Function Impact Index* combining stated importance of challenges and stated ability of a
function to address them
FP&A and MDM seen as important in solving the most pressing
challenges among finance functions
140
78
79
93
123
147
MDM
R2R
FP&A
Overall F&A
P2P
O2C
Impact of R2R, P2P
and O2C less
ubiquitous than
FP&A and MDM,
which explains the
difference between
scores
PROCESS • ANALYTICS • TECHNOLOGY 7© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► FUNCTION IMPACT
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
31 22 11
32 4248
13 29 17
15 2545
842
47 5487
38 55 29
56 48 4248 42
58 21 43 6358Overall F&A
23 43 37 18 17O2C
50 32 18 22 35R2R
25 53 27 9 22P2P
34 53 20 62 64FP&A
38 40 4949 27MDM
Ensurecompliance
toregulations
Reducecosts
Increasecustomer
satisfaction
Increasegrowth
andscalability
Managerisk
Enablecompany
innovation
Enableagility
andadaptability
Reducecapital
andassetintensity
FP&A and MDM helps solve challenges most, R2R is still critical for
compliance, P2P and O2C for cost, O2C for customer satisfaction
10
Magnitude of
challenge1
1 % of respondents stating it is one of the top 3 challenges in their company
%ofrespondentsstatingfunction
canhavematerialimpacton
addressingchallenge
DIRECTIONAL
PROCESS • ANALYTICS • TECHNOLOGY 8© 2014 Copyright Genpact. All Rights Reserved.
Others1
BFSIOverall
Others1 BFSI
Overall
Others1
BFSI
Overall
Others1
BFSIOverall
Others1
Overall
Overall
Others1 BFSI
BFSI
FINANCE AND ACCOUNTING ► MATURITY ► BFSI vs. OTHER INDUSTRIES1
FP&A
O2C
R2R
P2P
MDM
Overall F&A
% of respondents stating that finance function in their organization is either very mature or
mature
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
Banking and financial services more mature in FP&A, P2P and
MDM, while other industries ahead in O2C and R2R
50 55 60 65 70 75 80 85 90
1 Healthcare, life sciences, consumer
goods, high tech and manufacturing
BFSI includes banking, capital markets and insurance
DIRECTIONAL
PROCESS • ANALYTICS • TECHNOLOGY 9© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► MATURITY ► BFSI (BANKING, INSURANCE, CAPITAL MARKETS)
MDM 33 31 37
P2P 36 32 32
R2R 33 36 32
O2C 48 25 27
FP&A
32 16
32 20
Overall F&A 53
48
Somewhat mature/ImmatureVery mature Mature
n=75 finance and accounting executives from banking, capital markets and insurance
from a survey conducted by LinkedIn commissioned by Genpact
% respondents stating the maturity of the finance functions in their organizations
Financial services organizations more mature than other
industries with FP&A considered as most mature
MDM
noticeably
least mature
F&A process
DIRECTIONAL
PROCESS • ANALYTICS • TECHNOLOGY 10© 2014 Copyright Genpact. All Rights Reserved.© 2014 Copyright Genpact. All Rights Reserved.
30 46 24
FP&A 4528 27
2733 40
25
R2R
3441
44
P2P
4115MDM
O2C
Overall F&A 29 2447
MatureVery mature Somewhat mature/Immature
n=85 finance and accounting executives from CPG, life sciences, manufacturing, high tech and healthcare
from a survey conducted by LinkedIn commissioned by Genpact
MDM
noticeably
least mature
F&A process
% respondents stating the maturity of the finance functions in their organizations
Order to cash most mature for consumer goods, life
sciences, healthcare, high tech and manufacturing
FINANCE AND ACCOUNTING ► MATURITY ► CPG, LIFE SCIENCES, HIGH TECH, HEALTHCARE, MANUFACTURING
DIRECTIONAL
PROCESS • ANALYTICS • TECHNOLOGY 11© 2014 Copyright Genpact. All Rights Reserved.
BFSIOthers1 Overall
BFSIOthers1 Overall
BFSIOthers1 Overall
BFSIOthers1 Overall
BFSIOthers1
Overall
BFSI
Others1 Overall
FINANCE AND ACCOUNTING ► PREPAREDNESS ► BFSI vs. OTHER INDUSTRIES1
n=157 for finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
FP&A
O2C
R2R
P2P
MDM
Overall
F&A
% respondents stating their organization is very prepared or prepared to mature the specific
finance function
FP&A, MDM
and R2R least
ready to
transform in
manufacturing,
life sciences,
healthcare ,
CPG and high
tech
Banking and financial services most prepared to transform the
F&A function
1 Healthcare, life sciences,
consumer goods, high tech
and manufacturing.
BFSI includes banking,
capital markets and
insurance
30 60 70 80 9040 50
DIRECTIONAL
PROCESS • ANALYTICS • TECHNOLOGY 12© 2014 Copyright Genpact. All Rights Reserved.
Overall
R2R
Overall
P2P
Overall
O2C
Overall
MDM
Overall
FP&A
Overall
Overall F&A
FINANCE AND ACCOUNTING ► PREPAREDNESS ► LARGE vs. SMALL COMPANIES
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact (21
from small companies with 5,001-10,000 employees and 136 from large companies with 10,000+ employees)
Larger companies most prepared to transform F&A further
% respondents stating their organization is very prepared or prepared to mature the specific
finance function
10,000+ employees 5,001-10,000 employees
30 60 70 80 9040 50
DIRECTIONAL
PROCESS • ANALYTICS • TECHNOLOGY 13© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► OVERALL ABILITY TO IMPACT ► BFSI (BANKING, INSURANCE, CAPITAL MARKETS)
Somewhat mature or Immature
Very mature or mature
Somewhat prepared or not prepared
Fully prepared or prepared
Overall F&A
O2C
R2R
P2P
FP&A
MDM
58 58 58
5
8
55
45
41
53
61
33
22
61
57
24
32
24
29
26
34
50
31
53
59
52
61
48
50
28
5
8
1
3
66
10
14
66
15
53 44 32
9
13
17
Ensure
compliance
toregulations
Managerisk
Increase
customer
satisfaction
Reducecosts
Increasegrowth
andscalability
Maturityof
process
In BFSI, MDM comparatively less mature; plans seem to
be in place to transform further if needed
n=72 for F&A executives from capital markets, banking and insurance
from a survey conducted by LinkedIn commissioned by Genpact
Magnitude of
challenge1
1 % of respondents stating it is one of the top 3 challenges in their company
%ofrespondentsstatingfunction
canhavematerialimpacton
addressingchallenge
Prepared
% of respondents assessing
maturity and preparedness
DIRECTIONAL
PROCESS • ANALYTICS • TECHNOLOGY 14© 2014 Copyright Genpact. All Rights Reserved.
45
50
55
60
65
70
75
80
85
45 50 55 60 65 70 75 80 85
%ofcompaniesstatedasverypreparedor
preparedtomatureinspecifiedfunctions
MDM
FP&A
P2P
R2R
O2C
FINANCE AND ACCOUNTING ► OVERALL ABILITY TO IMPACT ► BFSI (BANKING, INSURANCE, CAPITAL MARKETS)
Size of the bubble indicates the impact of the
sub-function on the company’s challenges as
a % of overall finance impact
MDM comparatively less mature; plans seem to be in place
to transform further if needed
% of companies stated as very mature
or mature in the specified functions
Reduce cost
Manage risk
Increase growth and scalability
Reduce Costs
Increase Customer Satisfaction
Ensure compliance to regulation
Reduce Costs
Increase Customer Satisfaction
Ensure compliance to regulation
Manage risk
Ensure compliance to risk
Increase growth and scalability
Ensure compliance to regulations
Reduce costs
Increase customer satisfaction
Size of the circle indicates importance of
challenge and size of the slice indicates impact
of improving the function on the challenge
n= 72 finance and accounting executives from commercial and retail banking, insurance and capital markets
from a survey conducted by LinkedIn commissioned by Genpact
DIRECTIONAL
PROCESS • ANALYTICS • TECHNOLOGY 15© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► OVERALL ABILITY TO IMPACT
Very mature or mature
Somewhat mature or immature
Fully prepared or prepared
Somewhat prepared or not prepared
Maturityof
process
Preparedto
mature
56 48 48 42 42
58 21 43 6458Overall F&A
23 43 37 18 17O2C
50 32 18 22 35R2R
25 53 27 9 22P2P
34 53 20 62 64FP&A
38 40 4949 27
MDM
Ensure
compliance
toregulations
Reducecosts
Increasecustomer
satisfaction
Increasegrowth
andscalability
Managerisk
MDM is important and has comparatively lower maturity and
preparedness to evolve
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
Magnitude of
challenge1
% of respondents assessing
maturity and preparedness
1 % of respondents stating it is one of the top 3 challenges in their company
%ofrespondentsstatingfunction
canhavematerialimpacton
addressingchallenge
DIRECTIONAL
PROCESS • ANALYTICS • TECHNOLOGY 16© 2014 Copyright Genpact. All Rights Reserved.
45
50
55
60
65
70
75
80
85
45 50 55 60 65 70 75 80 85
MDM
%ofcompaniesstatedasverypreparedor
preparedtomatureinspecifiedfunctions
FP&A
P2P
R2R
O2C
Size of the bubble indicates the impact of the
sub-function on the company’s challenges as
a% of overall finance impact
MDM is important but least mature yet many aren’t ready to evolve it
further in life sciences, healthcare, manufacturing, CPG and high-tech
% of companies stated as very mature
or mature in the specified functions
Reduce cost
Ensure compliance to regulation
Increase growth and scalability
Reduce Costs
Ensure compliance to regulation
Enable agility and adaptation
Ensure compliance to regulation
Reduce costs
Increase growth and scalability
Increase growth and scalability
Reduce costs
Reduce cost
Increase customer satisfaction
Ensure compliance to regulation
Completeness the slice indicates impact of
improving the function on the challenge
n= 85 finance and accounting executives from healthcare, life sciences, consumer goods, high
tech and manufacturing from a survey conducted by LinkedIn commissioned by Genpact
FINANCE AND ACCOUNTING ► MATURITY ► CPG, LIFE SCIENCES, HIGH TECH, HEALTHCARE, MANUFACTURING
DIRECTIONAL
PROCESS • ANALYTICS • TECHNOLOGY 17© 2014 Copyright Genpact. All Rights Reserved.© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► OPERATING MODEL INITIATIVES ► BFSI (BANKING, INSURANCE, CAPITAL MARKETS)
n= 72 finance and accounting executives from commercial and retail banking, insurance and capital
markets from a survey conducted by LinkedIn commissioned by Genpact
25R2R
21P2P 21
39 5835Overall F&A
Business
process
re-engineering
Radically
improved
use of
technology
42
25 39
• Technology
quite important
in FP&A and
MDM
• More BFSI
executives see
advanced
organizational
structures as
helpful for
MDM
25 60MDM 46 118
128
17O2C 21 40 64
33FP&A 4640 127
82
68
Impact Index*
Advanced organizational structures most frequently
applicable among operating model initiatives
% of respondents stating the initiative can have a
material impact on the function
* Function Impact Index combining stated importance of challenges
and stated ability of a function to address them
BPO or SSC or
hybrid1
DIRECTIONAL
1 BPO – Business Process Outsourcing,
SSC – Shared Services Center
PROCESS • ANALYTICS • TECHNOLOGY 18© 2014 Copyright Genpact. All Rights Reserved.
At least one third of the companies have not initiated
the transformation of their operating model
Not Considered
Planned after 12 months
Planned in next 12 months
Currently in Progress
SSC,BPO or hybrid1
15
13
15
58
BPR
28
5
13
54
Tech
23
7
11
59
16
9
11
64
32
8
10
50
15
15
67
15
13
11
62
15
10
15
60
18
5
13
64
13
5
11
72
18
8
11
16
63
19
8
57
18
10
7
65
24
14
14
48
21
12
13
54
O2C R2R
P2P FP&A MDM
FINANCE AND ACCOUNTING ► OPERATING MODEL INITIATIVES ► PROGRESS
n=157 for finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
% of respondents; Width of the column indicates the % of respondents stating that the operating model
initiative will have a material impact on the function.
DIRECTIONAL
1 BPO – Business Process
Outsourcing,
SSC – Shared Services
Center
PROCESS • ANALYTICS • TECHNOLOGY 19© 2014 Copyright Genpact. All Rights Reserved.© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► OPERATING MODEL INITIATIVES ► MATURE vs. IMMATURE
Overall F&A
P2P
O2C
R2R
FP&A
MDM
Business process
re-engineering
Radically improved
use of technology
Many believe advanced organizational models can have
impact; more so for mature F&A functions
634038
494138
603326
302318
493028
352727
512926
392527
453742
314343
523043
483451
• Organizations
with mature
F&A functions
are more likely
to believe
advanced
organizational
structures can
have a
material
impact on all
sub-functions
• Technology
and BPR
perception is
instead not
dependent on
maturity of
process
Mature
Not mature
n=157 finance and accounting executives; Mature=119, Not mature=38
from a survey conducted by LinkedIn commissioned by Genpact
% of respondents stating the initiative can have a
material impact on the function
BPO or SSC or
hybrid1
DIRECTIONAL
1 BPO – Business Process Outsourcing, SSC – Shared Services Center
PROCESS • ANALYTICS • TECHNOLOGY 20© 2014 Copyright Genpact. All Rights Reserved.© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► PREPAREDNESS ► BY MATURITY
Already mature functions also more prepared to evolve
%respondentsstatingthepreparednessoftheir
organizationtomatureafinancefunction
Mature
32 68
43 57
36 64
44 56
43 57
46 54Overall F&A 88
R2R 69 31
P2P 73 27
O2C 72 28
MDM 77 23
FP&A 77 23
12
Somewhat prepared/Not prepared
Prepared
Not mature
Respondents rating their company’s functions as
n=157 finance and accounting executives from a survey conducted by LinkedIn
commissioned by Genpact Mature=119, Not mature=38
DIRECTIONAL
PROCESS • ANALYTICS • TECHNOLOGY 21© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► OPERATING MODEL IMPACT
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
BFSI
BFSI
Overall
Overall
Overall
Others1
Others1
Others1
BFSI
Technology
BPR
Organizational models (SSC,
BPO or hybrid)
• Advanced
organizational
models seen
as more
frequently
deployable but
having less
standalone
impact
• Impact in
financial
services
consistently
seen as higher
than in other
industries
Improved use of technology, when applicable, is seen as
providing largest monetary impact - especially in BFSI
1Healthcare, life sciences, consumer goods, high tech and manufacturing
60 360120 180 240 300
Companies with 10,000+ employees
Annual $ impact is the weighted average of the total estimated positive business impact of all operating
model initiatives in million US$ per annum including reduction of cost, capital required, improvement of
cash and revenue growth
BFSI includes banking, capital markets and insurance
DIRECTIONAL
PROCESS • ANALYTICS • TECHNOLOGY 22© 2014 Copyright Genpact. All Rights Reserved.
BPR SSC, BPO, Hybrid
$ 158m
$ 82m $ 83m
Tech
$ 110m
SSC, BPO, Hybrid
$ 178m
BPR
$ 295m
TechBPRTech SSC, BPO, Hybrid1
$ 268m
$ 155m
$ 103m
FINANCE AND ACCOUNTING ► OPERATING MODEL IMPACT ► BY MATURITY
Annual $ impact is the impact of operating model initiatives in US$ per annum including
reduction of cost, capital required, improvement of cash and revenue growth
Mature organizations expect more impact than less mature
ones from technology and BPR
• Advanced
organizational
models seen
as more
frequently
deployable but
having less
standalone
impact
• Impact in
mature
organizations
consistently
higher than in
the rest
OVERALL MATURE IMMATURE
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact;
Mature=119, Not mature=38
Average $ impact, bar width proportional to percent of respondents stating that the
initiative will have a material impact
Average
$ impact
DIRECTIONAL
1 BPO – Business Process Outsourcing, SSC – Shared Services Center
1 de 22

Recomendados

Target Operating Model Definition por
Target Operating Model DefinitionTarget Operating Model Definition
Target Operating Model Definitionstuart1403
50.4K visualizações10 slides
Target operating model definition por
Target operating model definitionTarget operating model definition
Target operating model definitionStuart Robb
7.7K visualizações13 slides
Operational Model Design por
Operational Model DesignOperational Model Design
Operational Model DesignFlexera
7.2K visualizações5 slides
Target Operating Model Strategy Management Governance Organization Leadership... por
Target Operating Model Strategy Management Governance Organization Leadership...Target Operating Model Strategy Management Governance Organization Leadership...
Target Operating Model Strategy Management Governance Organization Leadership...SlideTeam
339 visualizações12 slides
International Target Operating Model Design por
International Target Operating Model DesignInternational Target Operating Model Design
International Target Operating Model DesignChris Oddy
15K visualizações16 slides

Mais conteúdo relacionado

Mais procurados

Cfo as Economic Guardian por
Cfo as Economic GuardianCfo as Economic Guardian
Cfo as Economic Guardianaccenture
62.3K visualizações20 slides
Optimize the IT Operating Model por
Optimize the IT Operating ModelOptimize the IT Operating Model
Optimize the IT Operating ModelInfo-Tech Research Group
2.9K visualizações12 slides
Define an EA Operating Model por
Define an EA Operating ModelDefine an EA Operating Model
Define an EA Operating ModelInfo-Tech Research Group
4.5K visualizações12 slides
Revenue Assurance Industry Update - Webinar by Dr. Gadi Solotorevsky, cVidya'... por
Revenue Assurance Industry Update - Webinar by Dr. Gadi Solotorevsky, cVidya'...Revenue Assurance Industry Update - Webinar by Dr. Gadi Solotorevsky, cVidya'...
Revenue Assurance Industry Update - Webinar by Dr. Gadi Solotorevsky, cVidya'...cVidya Networks
4.1K visualizações30 slides
Managed IT Services Pricing Models And Strategies Powerpoint Presentation Slides por
Managed IT Services Pricing Models And Strategies Powerpoint Presentation SlidesManaged IT Services Pricing Models And Strategies Powerpoint Presentation Slides
Managed IT Services Pricing Models And Strategies Powerpoint Presentation SlidesSlideTeam
382 visualizações40 slides
Define an IT Strategy and Roadmap por
Define an IT Strategy and RoadmapDefine an IT Strategy and Roadmap
Define an IT Strategy and RoadmapAndrew Byers
18.3K visualizações24 slides

Mais procurados(20)

Cfo as Economic Guardian por accenture
Cfo as Economic GuardianCfo as Economic Guardian
Cfo as Economic Guardian
accenture62.3K visualizações
Revenue Assurance Industry Update - Webinar by Dr. Gadi Solotorevsky, cVidya'... por cVidya Networks
Revenue Assurance Industry Update - Webinar by Dr. Gadi Solotorevsky, cVidya'...Revenue Assurance Industry Update - Webinar by Dr. Gadi Solotorevsky, cVidya'...
Revenue Assurance Industry Update - Webinar by Dr. Gadi Solotorevsky, cVidya'...
cVidya Networks4.1K visualizações
Managed IT Services Pricing Models And Strategies Powerpoint Presentation Slides por SlideTeam
Managed IT Services Pricing Models And Strategies Powerpoint Presentation SlidesManaged IT Services Pricing Models And Strategies Powerpoint Presentation Slides
Managed IT Services Pricing Models And Strategies Powerpoint Presentation Slides
SlideTeam382 visualizações
Define an IT Strategy and Roadmap por Andrew Byers
Define an IT Strategy and RoadmapDefine an IT Strategy and Roadmap
Define an IT Strategy and Roadmap
Andrew Byers18.3K visualizações
Stepping-stones of enterprise-architecture: Process and practice in the real... por Tetradian Consulting
Stepping-stones of enterprise-architecture: Process and practice in the real...Stepping-stones of enterprise-architecture: Process and practice in the real...
Stepping-stones of enterprise-architecture: Process and practice in the real...
Tetradian Consulting9.8K visualizações
Capability Maps - The Next Generation por Intersection Group
Capability Maps - The Next GenerationCapability Maps - The Next Generation
Capability Maps - The Next Generation
Intersection Group1.6K visualizações
An Introduction into the design of business using business architecture por Craig Martin
An Introduction into the design of business using business architectureAn Introduction into the design of business using business architecture
An Introduction into the design of business using business architecture
Craig Martin51.4K visualizações
The Bill for IT: IT Service Costing, Showback, & Chargebacks with PCMCS por Joseph Alaimo Jr
The Bill for IT:  IT Service Costing, Showback, & Chargebacks with PCMCSThe Bill for IT:  IT Service Costing, Showback, & Chargebacks with PCMCS
The Bill for IT: IT Service Costing, Showback, & Chargebacks with PCMCS
Joseph Alaimo Jr2.3K visualizações
Presentation: Enterprise Architecture design In 3 Minutes or so por Adrian Grigoriu
Presentation: Enterprise Architecture design In 3 Minutes or soPresentation: Enterprise Architecture design In 3 Minutes or so
Presentation: Enterprise Architecture design In 3 Minutes or so
Adrian Grigoriu5.1K visualizações
Managed it services por Gss America
Managed it servicesManaged it services
Managed it services
Gss America1.6K visualizações
Telecommunication Business Process - eTOM Flows por Robert Bratulic
Telecommunication Business Process - eTOM FlowsTelecommunication Business Process - eTOM Flows
Telecommunication Business Process - eTOM Flows
Robert Bratulic58.2K visualizações
IT4IT and DevOps Tools Landscape (2020). por Rob Akershoek
IT4IT and DevOps Tools Landscape (2020).IT4IT and DevOps Tools Landscape (2020).
IT4IT and DevOps Tools Landscape (2020).
Rob Akershoek4.9K visualizações
A Framework for Digital Business Transformation por Cognizant
A Framework for Digital Business TransformationA Framework for Digital Business Transformation
A Framework for Digital Business Transformation
Cognizant5.7K visualizações
Open Digital Framework from TMFORUM por Maganathin Veeraragaloo
Open Digital Framework from TMFORUMOpen Digital Framework from TMFORUM
Open Digital Framework from TMFORUM
Maganathin Veeraragaloo2.3K visualizações
Reskill with Workday por Workday, Inc.
Reskill with WorkdayReskill with Workday
Reskill with Workday
Workday, Inc.388 visualizações
IT Operating Model - Fundamental por Eryk Budi Pratama
IT Operating Model - FundamentalIT Operating Model - Fundamental
IT Operating Model - Fundamental
Eryk Budi Pratama5.7K visualizações
Revenue Operations: Now is the Time por LeanData
Revenue Operations: Now is the TimeRevenue Operations: Now is the Time
Revenue Operations: Now is the Time
LeanData1K visualizações

Similar a Target Operating Model Research

MDM is important but least mature yet many aren’t ready to evolve it further ... por
MDM is important but least mature yet many aren’t ready to evolve it further ...MDM is important but least mature yet many aren’t ready to evolve it further ...
MDM is important but least mature yet many aren’t ready to evolve it further ...Genpact Ltd
282 visualizações1 slide
Compliance and cost rated among the most important challenges for companies t... por
Compliance and cost rated among the most important challenges for companies t...Compliance and cost rated among the most important challenges for companies t...
Compliance and cost rated among the most important challenges for companies t...Genpact Ltd
624 visualizações1 slide
Financial sector most concerned about compliance and risk management, however... por
Financial sector most concerned about compliance and risk management, however...Financial sector most concerned about compliance and risk management, however...
Financial sector most concerned about compliance and risk management, however...Genpact Ltd
602 visualizações1 slide
MDM comparatively less mature; plans seem to be in place to transform further... por
MDM comparatively less mature; plans seem to be in place to transform further...MDM comparatively less mature; plans seem to be in place to transform further...
MDM comparatively less mature; plans seem to be in place to transform further...Genpact Ltd
254 visualizações1 slide
Advanced Operating Models Research Insights: Life Sciences Commercial Operations por
Advanced Operating Models Research Insights: Life Sciences Commercial OperationsAdvanced Operating Models Research Insights: Life Sciences Commercial Operations
Advanced Operating Models Research Insights: Life Sciences Commercial OperationsGenpact Ltd
6.9K visualizações24 slides
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Singapore) por
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Singapore)SolarWinds IT Trends Report 2015: Business at the Speed of IT (Singapore)
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Singapore)SolarWinds
929 visualizações20 slides

Similar a Target Operating Model Research(20)

MDM is important but least mature yet many aren’t ready to evolve it further ... por Genpact Ltd
MDM is important but least mature yet many aren’t ready to evolve it further ...MDM is important but least mature yet many aren’t ready to evolve it further ...
MDM is important but least mature yet many aren’t ready to evolve it further ...
Genpact Ltd282 visualizações
Compliance and cost rated among the most important challenges for companies t... por Genpact Ltd
Compliance and cost rated among the most important challenges for companies t...Compliance and cost rated among the most important challenges for companies t...
Compliance and cost rated among the most important challenges for companies t...
Genpact Ltd624 visualizações
Financial sector most concerned about compliance and risk management, however... por Genpact Ltd
Financial sector most concerned about compliance and risk management, however...Financial sector most concerned about compliance and risk management, however...
Financial sector most concerned about compliance and risk management, however...
Genpact Ltd602 visualizações
MDM comparatively less mature; plans seem to be in place to transform further... por Genpact Ltd
MDM comparatively less mature; plans seem to be in place to transform further...MDM comparatively less mature; plans seem to be in place to transform further...
MDM comparatively less mature; plans seem to be in place to transform further...
Genpact Ltd254 visualizações
Advanced Operating Models Research Insights: Life Sciences Commercial Operations por Genpact Ltd
Advanced Operating Models Research Insights: Life Sciences Commercial OperationsAdvanced Operating Models Research Insights: Life Sciences Commercial Operations
Advanced Operating Models Research Insights: Life Sciences Commercial Operations
Genpact Ltd6.9K visualizações
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Singapore) por SolarWinds
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Singapore)SolarWinds IT Trends Report 2015: Business at the Speed of IT (Singapore)
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Singapore)
SolarWinds929 visualizações
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Germany) por SolarWinds
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Germany)SolarWinds IT Trends Report 2015: Business at the Speed of IT (Germany)
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Germany)
SolarWinds818 visualizações
In BFSI, MDM comparatively less mature; plans seem to be in place to transfor... por Genpact Ltd
In BFSI, MDM comparatively less mature; plans seem to be in place to transfor...In BFSI, MDM comparatively less mature; plans seem to be in place to transfor...
In BFSI, MDM comparatively less mature; plans seem to be in place to transfor...
Genpact Ltd344 visualizações
SolarWinds IT Trends Report 2015: Business at the Speed of IT (North America) por SolarWinds
SolarWinds IT Trends Report 2015: Business at the Speed of IT (North America)SolarWinds IT Trends Report 2015: Business at the Speed of IT (North America)
SolarWinds IT Trends Report 2015: Business at the Speed of IT (North America)
SolarWinds2.5K visualizações
Advanced Operating Model Research Insights: Healthcare Operations por Genpact Ltd
Advanced Operating Model Research Insights: Healthcare OperationsAdvanced Operating Model Research Insights: Healthcare Operations
Advanced Operating Model Research Insights: Healthcare Operations
Genpact Ltd8.9K visualizações
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Brazil) por SolarWinds
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Brazil)SolarWinds IT Trends Report 2015: Business at the Speed of IT (Brazil)
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Brazil)
SolarWinds694 visualizações
Advanced Operating Models Research Insights: Marketing por Genpact Ltd
Advanced Operating Models  Research Insights: MarketingAdvanced Operating Models  Research Insights: Marketing
Advanced Operating Models Research Insights: Marketing
Genpact Ltd4.6K visualizações
FP&A and MDM helps solve challenges most, R2R is still critical for complianc... por Genpact Ltd
FP&A and MDM helps solve challenges most, R2R is still critical for complianc...FP&A and MDM helps solve challenges most, R2R is still critical for complianc...
FP&A and MDM helps solve challenges most, R2R is still critical for complianc...
Genpact Ltd1K visualizações
SolarWinds IT Trends Report 2015: Business at the Speed of IT (United Kingdom) por SolarWinds
SolarWinds IT Trends Report 2015: Business at the Speed of IT (United Kingdom)SolarWinds IT Trends Report 2015: Business at the Speed of IT (United Kingdom)
SolarWinds IT Trends Report 2015: Business at the Speed of IT (United Kingdom)
SolarWinds505 visualizações
Significant variation by function: Finance executives most concerned with com... por Genpact Ltd
Significant variation by function: Finance executives most concerned with com...Significant variation by function: Finance executives most concerned with com...
Significant variation by function: Finance executives most concerned with com...
Genpact Ltd517 visualizações
Advanced Operating Models Research Insights: Life Sciences RnD por Genpact Ltd
Advanced Operating Models Research Insights: Life Sciences RnDAdvanced Operating Models Research Insights: Life Sciences RnD
Advanced Operating Models Research Insights: Life Sciences RnD
Genpact Ltd8.8K visualizações
Shared Service Centers: Risks & Rewards in the Time of Coronavirus por Cognizant
Shared Service Centers: Risks & Rewards in the Time of CoronavirusShared Service Centers: Risks & Rewards in the Time of Coronavirus
Shared Service Centers: Risks & Rewards in the Time of Coronavirus
Cognizant274 visualizações
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Australia) por SolarWinds
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Australia)SolarWinds IT Trends Report 2015: Business at the Speed of IT (Australia)
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Australia)
SolarWinds809 visualizações
Compuware Marketing- Annual Report por Kaleidico
Compuware Marketing- Annual ReportCompuware Marketing- Annual Report
Compuware Marketing- Annual Report
Kaleidico1.4K visualizações
The State of Business por techweb08
The State of BusinessThe State of Business
The State of Business
techweb08485 visualizações

Mais de Genpact Ltd

Turn insurance sector digital disruption into a tangible opportunity por
Turn insurance sector digital disruption into a tangible opportunityTurn insurance sector digital disruption into a tangible opportunity
Turn insurance sector digital disruption into a tangible opportunityGenpact Ltd
963 visualizações22 slides
Turn manufacturing sector digital disruption into a tangible opportunity por
Turn manufacturing sector digital disruption into a tangible opportunityTurn manufacturing sector digital disruption into a tangible opportunity
Turn manufacturing sector digital disruption into a tangible opportunityGenpact Ltd
440 visualizações22 slides
Turn life sciences industry digital disruption into a tangible opportunity por
Turn life sciences industry digital disruption into a tangible opportunityTurn life sciences industry digital disruption into a tangible opportunity
Turn life sciences industry digital disruption into a tangible opportunityGenpact Ltd
354 visualizações22 slides
Turn high tech industry digital disruption into a tangible opportunity por
Turn high tech industry digital disruption into a tangible opportunityTurn high tech industry digital disruption into a tangible opportunity
Turn high tech industry digital disruption into a tangible opportunityGenpact Ltd
235 visualizações21 slides
Turn healthcare sector digital disruption into a tangible opportunity por
Turn healthcare sector digital disruption into a tangible opportunityTurn healthcare sector digital disruption into a tangible opportunity
Turn healthcare sector digital disruption into a tangible opportunityGenpact Ltd
198 visualizações22 slides
Turn consumer goods industry digital disruption into a tangible opportunity por
Turn consumer goods industry digital disruption into a tangible opportunity Turn consumer goods industry digital disruption into a tangible opportunity
Turn consumer goods industry digital disruption into a tangible opportunity Genpact Ltd
216 visualizações22 slides

Mais de Genpact Ltd(20)

Turn insurance sector digital disruption into a tangible opportunity por Genpact Ltd
Turn insurance sector digital disruption into a tangible opportunityTurn insurance sector digital disruption into a tangible opportunity
Turn insurance sector digital disruption into a tangible opportunity
Genpact Ltd963 visualizações
Turn manufacturing sector digital disruption into a tangible opportunity por Genpact Ltd
Turn manufacturing sector digital disruption into a tangible opportunityTurn manufacturing sector digital disruption into a tangible opportunity
Turn manufacturing sector digital disruption into a tangible opportunity
Genpact Ltd440 visualizações
Turn life sciences industry digital disruption into a tangible opportunity por Genpact Ltd
Turn life sciences industry digital disruption into a tangible opportunityTurn life sciences industry digital disruption into a tangible opportunity
Turn life sciences industry digital disruption into a tangible opportunity
Genpact Ltd354 visualizações
Turn high tech industry digital disruption into a tangible opportunity por Genpact Ltd
Turn high tech industry digital disruption into a tangible opportunityTurn high tech industry digital disruption into a tangible opportunity
Turn high tech industry digital disruption into a tangible opportunity
Genpact Ltd235 visualizações
Turn healthcare sector digital disruption into a tangible opportunity por Genpact Ltd
Turn healthcare sector digital disruption into a tangible opportunityTurn healthcare sector digital disruption into a tangible opportunity
Turn healthcare sector digital disruption into a tangible opportunity
Genpact Ltd198 visualizações
Turn consumer goods industry digital disruption into a tangible opportunity por Genpact Ltd
Turn consumer goods industry digital disruption into a tangible opportunity Turn consumer goods industry digital disruption into a tangible opportunity
Turn consumer goods industry digital disruption into a tangible opportunity
Genpact Ltd216 visualizações
Turn BFS sector digital disruption into a tangible opportunity por Genpact Ltd
Turn BFS sector digital disruption into a tangible opportunityTurn BFS sector digital disruption into a tangible opportunity
Turn BFS sector digital disruption into a tangible opportunity
Genpact Ltd204 visualizações
Volatility and Adaptation Index 2015 Report por Genpact Ltd
Volatility and Adaptation Index 2015 ReportVolatility and Adaptation Index 2015 Report
Volatility and Adaptation Index 2015 Report
Genpact Ltd1.2K visualizações
Commercial Banking and Capital Markets record the maximum increase in Volatil... por Genpact Ltd
Commercial Banking and Capital Markets record the maximum increase in Volatil...Commercial Banking and Capital Markets record the maximum increase in Volatil...
Commercial Banking and Capital Markets record the maximum increase in Volatil...
Genpact Ltd647 visualizações
Sharpest rise in Volatility and Adaptation events in Life Sciences and Consum... por Genpact Ltd
Sharpest rise in Volatility and Adaptation events in Life Sciences and Consum...Sharpest rise in Volatility and Adaptation events in Life Sciences and Consum...
Sharpest rise in Volatility and Adaptation events in Life Sciences and Consum...
Genpact Ltd334 visualizações
Highest levels of Volatility and Adaptation in Retail Banking in 2015 por Genpact Ltd
Highest levels of Volatility and Adaptation in Retail Banking in 2015Highest levels of Volatility and Adaptation in Retail Banking in 2015
Highest levels of Volatility and Adaptation in Retail Banking in 2015
Genpact Ltd765 visualizações
Intelligent operations driven by analytics - Drive customer engagement to imp... por Genpact Ltd
Intelligent operations driven by analytics - Drive customer engagement to imp...Intelligent operations driven by analytics - Drive customer engagement to imp...
Intelligent operations driven by analytics - Drive customer engagement to imp...
Genpact Ltd1.9K visualizações
Is your omni-channel customer experience seamless? por Genpact Ltd
Is your omni-channel customer experience seamless?Is your omni-channel customer experience seamless?
Is your omni-channel customer experience seamless?
Genpact Ltd2.4K visualizações
Customer experience management - Mapping customer experience across touch-points por Genpact Ltd
Customer experience management - Mapping customer experience across touch-pointsCustomer experience management - Mapping customer experience across touch-points
Customer experience management - Mapping customer experience across touch-points
Genpact Ltd1.5K visualizações
How can analytics transform the multi-channel customer experience? por Genpact Ltd
How can analytics transform the multi-channel customer experience?How can analytics transform the multi-channel customer experience?
How can analytics transform the multi-channel customer experience?
Genpact Ltd2.1K visualizações
How to reimagine the customer experience with digital por Genpact Ltd
How to reimagine the customer experience with digitalHow to reimagine the customer experience with digital
How to reimagine the customer experience with digital
Genpact Ltd2K visualizações
Uncover customer service challenges in the digital age por Genpact Ltd
Uncover customer service challenges in the digital ageUncover customer service challenges in the digital age
Uncover customer service challenges in the digital age
Genpact Ltd1.4K visualizações
Cut cost while boosting customer loyalty por Genpact Ltd
Cut cost while boosting customer loyaltyCut cost while boosting customer loyalty
Cut cost while boosting customer loyalty
Genpact Ltd1.3K visualizações
Empowering intelligent customer operations through Lean Digital por Genpact Ltd
Empowering intelligent customer operations through Lean DigitalEmpowering intelligent customer operations through Lean Digital
Empowering intelligent customer operations through Lean Digital
Genpact Ltd3K visualizações
Genpact – Key Policies and Practices por Genpact Ltd
Genpact – Key Policies and PracticesGenpact – Key Policies and Practices
Genpact – Key Policies and Practices
Genpact Ltd26.9K visualizações

Último

1_updated_Axis India Manufacturing Fund-NFO One pager.pdf por
1_updated_Axis India Manufacturing Fund-NFO One pager.pdf1_updated_Axis India Manufacturing Fund-NFO One pager.pdf
1_updated_Axis India Manufacturing Fund-NFO One pager.pdfmultigainfinancial
14 visualizações3 slides
Bajaj Four Pager.pdf por
Bajaj Four Pager.pdfBajaj Four Pager.pdf
Bajaj Four Pager.pdfmultigainfinancial
10 visualizações4 slides
01-SamcoMF DAAF_IDBIBank_page-0001.pdf por
01-SamcoMF DAAF_IDBIBank_page-0001.pdf01-SamcoMF DAAF_IDBIBank_page-0001.pdf
01-SamcoMF DAAF_IDBIBank_page-0001.pdfmultigainfinancial
7 visualizações2 slides
Indias Sparkling Future : Lab-Grown Diamonds in Focus por
Indias Sparkling Future : Lab-Grown Diamonds in FocusIndias Sparkling Future : Lab-Grown Diamonds in Focus
Indias Sparkling Future : Lab-Grown Diamonds in Focusanujadeodhar4
7 visualizações45 slides
GroupPresentation_MicroEconomics por
GroupPresentation_MicroEconomicsGroupPresentation_MicroEconomics
GroupPresentation_MicroEconomicsBethanyAline
33 visualizações27 slides
Topic 37 copy.pptx por
Topic 37 copy.pptxTopic 37 copy.pptx
Topic 37 copy.pptxsaleh176
5 visualizações9 slides

Último(20)

1_updated_Axis India Manufacturing Fund-NFO One pager.pdf por multigainfinancial
1_updated_Axis India Manufacturing Fund-NFO One pager.pdf1_updated_Axis India Manufacturing Fund-NFO One pager.pdf
1_updated_Axis India Manufacturing Fund-NFO One pager.pdf
multigainfinancial14 visualizações
Bajaj Four Pager.pdf por multigainfinancial
Bajaj Four Pager.pdfBajaj Four Pager.pdf
Bajaj Four Pager.pdf
multigainfinancial10 visualizações
01-SamcoMF DAAF_IDBIBank_page-0001.pdf por multigainfinancial
01-SamcoMF DAAF_IDBIBank_page-0001.pdf01-SamcoMF DAAF_IDBIBank_page-0001.pdf
01-SamcoMF DAAF_IDBIBank_page-0001.pdf
multigainfinancial7 visualizações
Indias Sparkling Future : Lab-Grown Diamonds in Focus por anujadeodhar4
Indias Sparkling Future : Lab-Grown Diamonds in FocusIndias Sparkling Future : Lab-Grown Diamonds in Focus
Indias Sparkling Future : Lab-Grown Diamonds in Focus
anujadeodhar47 visualizações
GroupPresentation_MicroEconomics por BethanyAline
GroupPresentation_MicroEconomicsGroupPresentation_MicroEconomics
GroupPresentation_MicroEconomics
BethanyAline33 visualizações
Topic 37 copy.pptx por saleh176
Topic 37 copy.pptxTopic 37 copy.pptx
Topic 37 copy.pptx
saleh1765 visualizações
Thailand por RoseZubler1
ThailandThailand
Thailand
RoseZubler127 visualizações
Development Economics.pptx por Nithin Kumar
Development Economics.pptxDevelopment Economics.pptx
Development Economics.pptx
Nithin Kumar9 visualizações
Macro Economics- Group Presentation for Germany por BethanyAline
Macro Economics- Group Presentation for Germany Macro Economics- Group Presentation for Germany
Macro Economics- Group Presentation for Germany
BethanyAline38 visualizações
score 10000.pdf por sadimd007
score 10000.pdfscore 10000.pdf
score 10000.pdf
sadimd0079 visualizações
Stock Market Brief Deck 1129.pdf por Michael Silva
Stock Market Brief Deck 1129.pdfStock Market Brief Deck 1129.pdf
Stock Market Brief Deck 1129.pdf
Michael Silva53 visualizações
Teaching Third Generation Islamic Economics por Asad Zaman
Teaching Third Generation Islamic EconomicsTeaching Third Generation Islamic Economics
Teaching Third Generation Islamic Economics
Asad Zaman89 visualizações
supplyfied .pdf por ValueBusiness
 supplyfied .pdf supplyfied .pdf
supplyfied .pdf
ValueBusiness21 visualizações
supplyfied .pdf por ValueBusiness
supplyfied .pdfsupplyfied .pdf
supplyfied .pdf
ValueBusiness19 visualizações
The breath of the investment grade and the unpredictability of inflation - Eu... por Antonis Zairis
The breath of the investment grade and the unpredictability of inflation - Eu...The breath of the investment grade and the unpredictability of inflation - Eu...
The breath of the investment grade and the unpredictability of inflation - Eu...
Antonis Zairis7 visualizações
Jeremy Hunt's letter to Nausicaa Delfas por Henry Tapper
Jeremy Hunt's letter to Nausicaa DelfasJeremy Hunt's letter to Nausicaa Delfas
Jeremy Hunt's letter to Nausicaa Delfas
Henry Tapper518 visualizações
QNBFS Daily Market Report November 29, 2023 por QNB Group
QNBFS Daily Market Report November 29, 2023QNBFS Daily Market Report November 29, 2023
QNBFS Daily Market Report November 29, 2023
QNB Group9 visualizações

Target Operating Model Research

  • 1. PROCESS • ANALYTICS • TECHNOLOGY 1© 2014 Copyright Genpact. All Rights Reserved. CHALLENGES ► BY FUNCTION % of respondents from various functions stating challenge as among the 'Top 3‘ for their company Overall Finance Procurement Marketing Operations n=912 executives from a survey conducted by LinkedIn commissioned by Genpact Compliance and cost rated among the most important challenges for companies today Ensure compliance to regulations Increase customer satisfaction Reduce capital and asset intensity Manage risk Increase growth and scalability Enable company’s innovation Enable agility and adaptability Reduce costs 0 10 20 30 40 50 60 70 • Compliance, risk and cost are key imperatives according to F&A executives • CPOs share the cost and to some extent the compliance urgency • COOs focus on compliance too
  • 2. PROCESS • ANALYTICS • TECHNOLOGY 2© 2014 Copyright Genpact. All Rights Reserved. CHALLENGES ► BY COMPANY SIZE Ensure compliance to regulations Reduce cost Increase customer satisfaction Manage risk Increase growth and scalability Enable company’s innovation Enable agility and adaptability Reduce capital and asset intensity Overall Overall Overall Overall Overall Overall Overall Overall Large enterprises worry more about compliance and risk while those from smaller enterprises focus on scalability 10,000+ employees 5,001-10,000 employees Importance of the challenge (% of respondents across industries stating that the challenge is among the 'Top 3‘ for their company) 0 10 20 30 40 50 60 70 80 • Gap between smaller and larger companies is limited • Main exception is the growth challenge which is most acute in smaller firms n=912 executives from a survey conducted by LinkedIn commissioned by Genpact
  • 3. PROCESS • ANALYTICS • TECHNOLOGY 3© 2014 Copyright Genpact. All Rights Reserved. Overall Overall Overall Overall Overall Overall Overall Overall NA APAC EMEA Ensure compliance to regulations Reduce cost Increase customer satisfaction Manage risk Increase growth and scalability Enable company’s innovation Enable agility and adaptability Reduce capital and asset intensity 0 10 20 30 40 50 60 70 80 • Small variations across regions • Most variance attributable to industries and size of companies present in those areas CHALLENGES ► BY REGIONS Intensity of challenges generally consistent across geographies Importance of the challenge (% of respondents across regions stating that the challenge is among the 'Top 3‘ for their company) n=912 executives from a survey conducted by LinkedIn commissioned by Genpact
  • 4. PROCESS • ANALYTICS • TECHNOLOGY 4© 2014 Copyright Genpact. All Rights Reserved. High Tech Capital Markets Healthcare Banking Insurance Life Sciences CPG Manufacturing Overall Overall Overall Overall Overall Overall Overall Overall CHALLENGES ► BY INDUSTRY Ensure compliance to regulations Reduce cost Increase customer satisfaction Manage risk Increase growth and scalability Enable company’s innovation Enable agility and adaptability Reduce capital and asset intensity Financial sector most concerned about compliance and risk management, however results vary across industries DIRECTIONALImportance of the challenge (% of respondents in specific industries stating that the challenge is among the 'Top 3‘ for their company) 0 10 20 30 40 50 60 70 80 • Imperatives vary across industries • High tech most focused on innovation, growth, agility • Life sciences respondents focused on regulation, customer satisfaction, and to some extent cost and innovation n=912 executives from a survey conducted by LinkedIn commissioned by Genpact
  • 5. PROCESS • ANALYTICS • TECHNOLOGY 5© 2014 Copyright Genpact. All Rights Reserved. Overall RiskMarketing Procurement Operations Finance RiskMarketing Procurement Operations Finance Overall Risk Overall Overall Marketing Procurement OperationsFinance Overall Risk MarketingProcurement Operations Finance Overall Risk Marketing Procurement Operations Finance Overall Risk Marketing Procurement Operations FinanceOverall Risk Marketing Procurement Operations Finance Risk Operations MarketingFinance Procurement CHALLENGES ► BY FUNCTION Ensure compliance to regulations Reduce cost Increase customer satisfaction Manage risk Increase growth and scalability Enable company’s innovation Enable agility and adaptability Reduce capital and asset intensity Significant variation by function: Finance executives most concerned with compliance, risk and cost Importance of the challenge (% of respondents in specific functions across industries stating that the challenge is among the 'Top 3‘ for their company) 0 10 20 30 40 50 60 70 80 DIRECTIONAL n=912 executives from a survey conducted by LinkedIn commissioned by Genpact
  • 6. PROCESS • ANALYTICS • TECHNOLOGY 6© 2014 Copyright Genpact. All Rights Reserved. FINANCE AND ACCOUNTING ► FUNCTION IMPACT n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact * Impact of a function on company’s challenges is defined as 𝑓 𝑥𝑖 = 𝑗 𝑛 𝑥𝑖𝑗 𝑦𝑗, where 𝑥𝑖𝑗 is the % of respondents who believe that improvement in the function 𝑥𝑖 will have a material impact on the challenge 𝑦𝑗; 𝑦𝑗 is the % of respondents citing the challenge as among the 'Top 3' Function Impact Index* combining stated importance of challenges and stated ability of a function to address them FP&A and MDM seen as important in solving the most pressing challenges among finance functions 140 78 79 93 123 147 MDM R2R FP&A Overall F&A P2P O2C Impact of R2R, P2P and O2C less ubiquitous than FP&A and MDM, which explains the difference between scores
  • 7. PROCESS • ANALYTICS • TECHNOLOGY 7© 2014 Copyright Genpact. All Rights Reserved. FINANCE AND ACCOUNTING ► FUNCTION IMPACT n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact 31 22 11 32 4248 13 29 17 15 2545 842 47 5487 38 55 29 56 48 4248 42 58 21 43 6358Overall F&A 23 43 37 18 17O2C 50 32 18 22 35R2R 25 53 27 9 22P2P 34 53 20 62 64FP&A 38 40 4949 27MDM Ensurecompliance toregulations Reducecosts Increasecustomer satisfaction Increasegrowth andscalability Managerisk Enablecompany innovation Enableagility andadaptability Reducecapital andassetintensity FP&A and MDM helps solve challenges most, R2R is still critical for compliance, P2P and O2C for cost, O2C for customer satisfaction 10 Magnitude of challenge1 1 % of respondents stating it is one of the top 3 challenges in their company %ofrespondentsstatingfunction canhavematerialimpacton addressingchallenge DIRECTIONAL
  • 8. PROCESS • ANALYTICS • TECHNOLOGY 8© 2014 Copyright Genpact. All Rights Reserved. Others1 BFSIOverall Others1 BFSI Overall Others1 BFSI Overall Others1 BFSIOverall Others1 Overall Overall Others1 BFSI BFSI FINANCE AND ACCOUNTING ► MATURITY ► BFSI vs. OTHER INDUSTRIES1 FP&A O2C R2R P2P MDM Overall F&A % of respondents stating that finance function in their organization is either very mature or mature n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact Banking and financial services more mature in FP&A, P2P and MDM, while other industries ahead in O2C and R2R 50 55 60 65 70 75 80 85 90 1 Healthcare, life sciences, consumer goods, high tech and manufacturing BFSI includes banking, capital markets and insurance DIRECTIONAL
  • 9. PROCESS • ANALYTICS • TECHNOLOGY 9© 2014 Copyright Genpact. All Rights Reserved. FINANCE AND ACCOUNTING ► MATURITY ► BFSI (BANKING, INSURANCE, CAPITAL MARKETS) MDM 33 31 37 P2P 36 32 32 R2R 33 36 32 O2C 48 25 27 FP&A 32 16 32 20 Overall F&A 53 48 Somewhat mature/ImmatureVery mature Mature n=75 finance and accounting executives from banking, capital markets and insurance from a survey conducted by LinkedIn commissioned by Genpact % respondents stating the maturity of the finance functions in their organizations Financial services organizations more mature than other industries with FP&A considered as most mature MDM noticeably least mature F&A process DIRECTIONAL
  • 10. PROCESS • ANALYTICS • TECHNOLOGY 10© 2014 Copyright Genpact. All Rights Reserved.© 2014 Copyright Genpact. All Rights Reserved. 30 46 24 FP&A 4528 27 2733 40 25 R2R 3441 44 P2P 4115MDM O2C Overall F&A 29 2447 MatureVery mature Somewhat mature/Immature n=85 finance and accounting executives from CPG, life sciences, manufacturing, high tech and healthcare from a survey conducted by LinkedIn commissioned by Genpact MDM noticeably least mature F&A process % respondents stating the maturity of the finance functions in their organizations Order to cash most mature for consumer goods, life sciences, healthcare, high tech and manufacturing FINANCE AND ACCOUNTING ► MATURITY ► CPG, LIFE SCIENCES, HIGH TECH, HEALTHCARE, MANUFACTURING DIRECTIONAL
  • 11. PROCESS • ANALYTICS • TECHNOLOGY 11© 2014 Copyright Genpact. All Rights Reserved. BFSIOthers1 Overall BFSIOthers1 Overall BFSIOthers1 Overall BFSIOthers1 Overall BFSIOthers1 Overall BFSI Others1 Overall FINANCE AND ACCOUNTING ► PREPAREDNESS ► BFSI vs. OTHER INDUSTRIES1 n=157 for finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact FP&A O2C R2R P2P MDM Overall F&A % respondents stating their organization is very prepared or prepared to mature the specific finance function FP&A, MDM and R2R least ready to transform in manufacturing, life sciences, healthcare , CPG and high tech Banking and financial services most prepared to transform the F&A function 1 Healthcare, life sciences, consumer goods, high tech and manufacturing. BFSI includes banking, capital markets and insurance 30 60 70 80 9040 50 DIRECTIONAL
  • 12. PROCESS • ANALYTICS • TECHNOLOGY 12© 2014 Copyright Genpact. All Rights Reserved. Overall R2R Overall P2P Overall O2C Overall MDM Overall FP&A Overall Overall F&A FINANCE AND ACCOUNTING ► PREPAREDNESS ► LARGE vs. SMALL COMPANIES n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact (21 from small companies with 5,001-10,000 employees and 136 from large companies with 10,000+ employees) Larger companies most prepared to transform F&A further % respondents stating their organization is very prepared or prepared to mature the specific finance function 10,000+ employees 5,001-10,000 employees 30 60 70 80 9040 50 DIRECTIONAL
  • 13. PROCESS • ANALYTICS • TECHNOLOGY 13© 2014 Copyright Genpact. All Rights Reserved. FINANCE AND ACCOUNTING ► OVERALL ABILITY TO IMPACT ► BFSI (BANKING, INSURANCE, CAPITAL MARKETS) Somewhat mature or Immature Very mature or mature Somewhat prepared or not prepared Fully prepared or prepared Overall F&A O2C R2R P2P FP&A MDM 58 58 58 5 8 55 45 41 53 61 33 22 61 57 24 32 24 29 26 34 50 31 53 59 52 61 48 50 28 5 8 1 3 66 10 14 66 15 53 44 32 9 13 17 Ensure compliance toregulations Managerisk Increase customer satisfaction Reducecosts Increasegrowth andscalability Maturityof process In BFSI, MDM comparatively less mature; plans seem to be in place to transform further if needed n=72 for F&A executives from capital markets, banking and insurance from a survey conducted by LinkedIn commissioned by Genpact Magnitude of challenge1 1 % of respondents stating it is one of the top 3 challenges in their company %ofrespondentsstatingfunction canhavematerialimpacton addressingchallenge Prepared % of respondents assessing maturity and preparedness DIRECTIONAL
  • 14. PROCESS • ANALYTICS • TECHNOLOGY 14© 2014 Copyright Genpact. All Rights Reserved. 45 50 55 60 65 70 75 80 85 45 50 55 60 65 70 75 80 85 %ofcompaniesstatedasverypreparedor preparedtomatureinspecifiedfunctions MDM FP&A P2P R2R O2C FINANCE AND ACCOUNTING ► OVERALL ABILITY TO IMPACT ► BFSI (BANKING, INSURANCE, CAPITAL MARKETS) Size of the bubble indicates the impact of the sub-function on the company’s challenges as a % of overall finance impact MDM comparatively less mature; plans seem to be in place to transform further if needed % of companies stated as very mature or mature in the specified functions Reduce cost Manage risk Increase growth and scalability Reduce Costs Increase Customer Satisfaction Ensure compliance to regulation Reduce Costs Increase Customer Satisfaction Ensure compliance to regulation Manage risk Ensure compliance to risk Increase growth and scalability Ensure compliance to regulations Reduce costs Increase customer satisfaction Size of the circle indicates importance of challenge and size of the slice indicates impact of improving the function on the challenge n= 72 finance and accounting executives from commercial and retail banking, insurance and capital markets from a survey conducted by LinkedIn commissioned by Genpact DIRECTIONAL
  • 15. PROCESS • ANALYTICS • TECHNOLOGY 15© 2014 Copyright Genpact. All Rights Reserved. FINANCE AND ACCOUNTING ► OVERALL ABILITY TO IMPACT Very mature or mature Somewhat mature or immature Fully prepared or prepared Somewhat prepared or not prepared Maturityof process Preparedto mature 56 48 48 42 42 58 21 43 6458Overall F&A 23 43 37 18 17O2C 50 32 18 22 35R2R 25 53 27 9 22P2P 34 53 20 62 64FP&A 38 40 4949 27 MDM Ensure compliance toregulations Reducecosts Increasecustomer satisfaction Increasegrowth andscalability Managerisk MDM is important and has comparatively lower maturity and preparedness to evolve n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact Magnitude of challenge1 % of respondents assessing maturity and preparedness 1 % of respondents stating it is one of the top 3 challenges in their company %ofrespondentsstatingfunction canhavematerialimpacton addressingchallenge DIRECTIONAL
  • 16. PROCESS • ANALYTICS • TECHNOLOGY 16© 2014 Copyright Genpact. All Rights Reserved. 45 50 55 60 65 70 75 80 85 45 50 55 60 65 70 75 80 85 MDM %ofcompaniesstatedasverypreparedor preparedtomatureinspecifiedfunctions FP&A P2P R2R O2C Size of the bubble indicates the impact of the sub-function on the company’s challenges as a% of overall finance impact MDM is important but least mature yet many aren’t ready to evolve it further in life sciences, healthcare, manufacturing, CPG and high-tech % of companies stated as very mature or mature in the specified functions Reduce cost Ensure compliance to regulation Increase growth and scalability Reduce Costs Ensure compliance to regulation Enable agility and adaptation Ensure compliance to regulation Reduce costs Increase growth and scalability Increase growth and scalability Reduce costs Reduce cost Increase customer satisfaction Ensure compliance to regulation Completeness the slice indicates impact of improving the function on the challenge n= 85 finance and accounting executives from healthcare, life sciences, consumer goods, high tech and manufacturing from a survey conducted by LinkedIn commissioned by Genpact FINANCE AND ACCOUNTING ► MATURITY ► CPG, LIFE SCIENCES, HIGH TECH, HEALTHCARE, MANUFACTURING DIRECTIONAL
  • 17. PROCESS • ANALYTICS • TECHNOLOGY 17© 2014 Copyright Genpact. All Rights Reserved.© 2014 Copyright Genpact. All Rights Reserved. FINANCE AND ACCOUNTING ► OPERATING MODEL INITIATIVES ► BFSI (BANKING, INSURANCE, CAPITAL MARKETS) n= 72 finance and accounting executives from commercial and retail banking, insurance and capital markets from a survey conducted by LinkedIn commissioned by Genpact 25R2R 21P2P 21 39 5835Overall F&A Business process re-engineering Radically improved use of technology 42 25 39 • Technology quite important in FP&A and MDM • More BFSI executives see advanced organizational structures as helpful for MDM 25 60MDM 46 118 128 17O2C 21 40 64 33FP&A 4640 127 82 68 Impact Index* Advanced organizational structures most frequently applicable among operating model initiatives % of respondents stating the initiative can have a material impact on the function * Function Impact Index combining stated importance of challenges and stated ability of a function to address them BPO or SSC or hybrid1 DIRECTIONAL 1 BPO – Business Process Outsourcing, SSC – Shared Services Center
  • 18. PROCESS • ANALYTICS • TECHNOLOGY 18© 2014 Copyright Genpact. All Rights Reserved. At least one third of the companies have not initiated the transformation of their operating model Not Considered Planned after 12 months Planned in next 12 months Currently in Progress SSC,BPO or hybrid1 15 13 15 58 BPR 28 5 13 54 Tech 23 7 11 59 16 9 11 64 32 8 10 50 15 15 67 15 13 11 62 15 10 15 60 18 5 13 64 13 5 11 72 18 8 11 16 63 19 8 57 18 10 7 65 24 14 14 48 21 12 13 54 O2C R2R P2P FP&A MDM FINANCE AND ACCOUNTING ► OPERATING MODEL INITIATIVES ► PROGRESS n=157 for finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact % of respondents; Width of the column indicates the % of respondents stating that the operating model initiative will have a material impact on the function. DIRECTIONAL 1 BPO – Business Process Outsourcing, SSC – Shared Services Center
  • 19. PROCESS • ANALYTICS • TECHNOLOGY 19© 2014 Copyright Genpact. All Rights Reserved.© 2014 Copyright Genpact. All Rights Reserved. FINANCE AND ACCOUNTING ► OPERATING MODEL INITIATIVES ► MATURE vs. IMMATURE Overall F&A P2P O2C R2R FP&A MDM Business process re-engineering Radically improved use of technology Many believe advanced organizational models can have impact; more so for mature F&A functions 634038 494138 603326 302318 493028 352727 512926 392527 453742 314343 523043 483451 • Organizations with mature F&A functions are more likely to believe advanced organizational structures can have a material impact on all sub-functions • Technology and BPR perception is instead not dependent on maturity of process Mature Not mature n=157 finance and accounting executives; Mature=119, Not mature=38 from a survey conducted by LinkedIn commissioned by Genpact % of respondents stating the initiative can have a material impact on the function BPO or SSC or hybrid1 DIRECTIONAL 1 BPO – Business Process Outsourcing, SSC – Shared Services Center
  • 20. PROCESS • ANALYTICS • TECHNOLOGY 20© 2014 Copyright Genpact. All Rights Reserved.© 2014 Copyright Genpact. All Rights Reserved. FINANCE AND ACCOUNTING ► PREPAREDNESS ► BY MATURITY Already mature functions also more prepared to evolve %respondentsstatingthepreparednessoftheir organizationtomatureafinancefunction Mature 32 68 43 57 36 64 44 56 43 57 46 54Overall F&A 88 R2R 69 31 P2P 73 27 O2C 72 28 MDM 77 23 FP&A 77 23 12 Somewhat prepared/Not prepared Prepared Not mature Respondents rating their company’s functions as n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact Mature=119, Not mature=38 DIRECTIONAL
  • 21. PROCESS • ANALYTICS • TECHNOLOGY 21© 2014 Copyright Genpact. All Rights Reserved. FINANCE AND ACCOUNTING ► OPERATING MODEL IMPACT n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact BFSI BFSI Overall Overall Overall Others1 Others1 Others1 BFSI Technology BPR Organizational models (SSC, BPO or hybrid) • Advanced organizational models seen as more frequently deployable but having less standalone impact • Impact in financial services consistently seen as higher than in other industries Improved use of technology, when applicable, is seen as providing largest monetary impact - especially in BFSI 1Healthcare, life sciences, consumer goods, high tech and manufacturing 60 360120 180 240 300 Companies with 10,000+ employees Annual $ impact is the weighted average of the total estimated positive business impact of all operating model initiatives in million US$ per annum including reduction of cost, capital required, improvement of cash and revenue growth BFSI includes banking, capital markets and insurance DIRECTIONAL
  • 22. PROCESS • ANALYTICS • TECHNOLOGY 22© 2014 Copyright Genpact. All Rights Reserved. BPR SSC, BPO, Hybrid $ 158m $ 82m $ 83m Tech $ 110m SSC, BPO, Hybrid $ 178m BPR $ 295m TechBPRTech SSC, BPO, Hybrid1 $ 268m $ 155m $ 103m FINANCE AND ACCOUNTING ► OPERATING MODEL IMPACT ► BY MATURITY Annual $ impact is the impact of operating model initiatives in US$ per annum including reduction of cost, capital required, improvement of cash and revenue growth Mature organizations expect more impact than less mature ones from technology and BPR • Advanced organizational models seen as more frequently deployable but having less standalone impact • Impact in mature organizations consistently higher than in the rest OVERALL MATURE IMMATURE n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact; Mature=119, Not mature=38 Average $ impact, bar width proportional to percent of respondents stating that the initiative will have a material impact Average $ impact DIRECTIONAL 1 BPO – Business Process Outsourcing, SSC – Shared Services Center