control-ES and Business Process Outsourcing

control-ES and Business Process Outsourcing (BPO)

Winning the BPO race

BPO is the fastest growing business according to Gartner, but there will be winners and losers. The winners are those who can win BPO contracts and transform the performance of the operation – the losers are those who win contracts which they cannot even deliver profitably.

What makes the difference? Their understanding at a detail level of the fundamental business process, their ability to take the workforce and get them working effectively under new masters as quickly as possible, and their ability to implement tangible, measurable improvements continuously.

Fundamental to BPO performance is an approach called Enterprise Process Management, which is enabled by a Business Process Management tool called control-ES.

Delivering a culture of continuous improvement

Enterprise Process Management (EPM) is an proven approach for delivering an end-to-end process improvement environment.

control-ES is a process portal and process repository that makes EPM possible over the web

EPM starts with capturing process and process-related information, top-down, in live workshops. Access to the information is available over the web in a collaborative environment allowing on-line discussion, based on user access rights. All changes are tracked and version controlled within a draft copy. The review, authorization and sign-off workflow is driven through email prompts with hyperlinks back to the central Process Repository. Once the changes are implemented in the master copy, then those who have subscribed are notified immediately by email. Activity Based Costing and what-if analysis allows benefits of changes to be quantified, and compares with the live performance measures which are displayed in the context of the process information.

How does EPM and control-ES deliver benefits?

Winning work & structuring the Deal

Bid qualification: Understand the scope of what you are bidding for by rapidly mapping and costing the operation at a high level before you commit resources to evaluating the bid.

Risk reduction: Bid for work that you know you can make money on, based on existing costed business models, before you waste time and money developing the proposal.

Competitive pricing: Be confident that you can structure a winning deal and still make money, by running simulations based on different business scenarios.

Differentiation: Demonstrate a better approach to delivery and raise the bar for competition. Show that you have a documented approach for delivering the contracted service levels, and that you have a sensitive approach to transferring staff.

Managing the Transition

Manage the risk: Understand the current working practices rapidly to understand the transition/change management issues. Conducted in live workshops this builds involvement and trust of the new workforce.

Drive rapid profitability: Get the new workforce working to proven best-practice processes more quickly. Reduce training time an inconsistent work practices by clearly documented processes and links top supporting applications and documentation

Delivering profitable service levels

Drive continual improvement: Enable a culture of continuous improvement where changes are driven from the whole workforce – every day at every level. With web-based collaboration and access you can include home-workers and partners.

Baseline performance: Set baselines and then model to establish the benefits of the changes before implementing. You can then drive toward measurable & demonstrable best practice

Leveraging the capability

Reuse best practice: Apply documented best practice to win new clients and rapidly deploy new operational capability or drive new clients through an existing facility with confidence that it can scale.

Innovate to create new business models and make new markets: using the baselines as a springboard to challenge existing business model and design whole new businesses.