‘Who Moved My Cheese –Capturing Value in Next Generation BPM” Panel DiscussionModerator: Bill Huber, AlsbridgePanelists: R...
© 2014 Alsbridge Proprietary & Confidential
2
The Alsbridge Difference
Pragmatic focus on expense reduction, not gener...
© 2014 Alsbridge Proprietary & Confidential
3
Introduction
The global BPM industry is fast shifting from a cost-based ...
© 2014 Alsbridge Proprietary & Confidential
4
Examples of Value Based Capabilities Sourcing
Source to Pay BPO
•The va...
© 2014 Alsbridge Proprietary & Confidential
5
Characteristics of Value-Based Capability Sourcing
The client acquires a...
Bill HuberManaging DirectorBill.Huber@alsbridge.com +1 (704) 806-3910
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NASSCOM BPM Summit 2014 : Panel Discussion Who Moved My Cheese : - Bill Huber, MD, Alsbridge

Presentation by Bill Huber, MD, Alsbridge in NASSCOM BPM Summit 2014
Published on: Mar 5, 2016
Published in: Business      
Source: www.slideshare.net


Transcripts - NASSCOM BPM Summit 2014 : Panel Discussion Who Moved My Cheese : - Bill Huber, MD, Alsbridge

  • 1. ‘Who Moved My Cheese –Capturing Value in Next Generation BPM” Panel DiscussionModerator: Bill Huber, AlsbridgePanelists: Rajeev Jain, HP & Charles Koskovich, Convergys NASSCOM -September 17, 2014
  • 2. © 2014 Alsbridge Proprietary & Confidential 2 The Alsbridge Difference Pragmatic focus on expense reduction, not general management consulting Independent—Alsbridge does not offer operation of services we source “No divorce” track record for all agreements we have advised upon Data-driven decisions using the industry’s most complete database Engagements address over $5 billion in annual market spend Chosen to World’s Best Outsourcing Advisors list by IAOP for past five years More than 200 professionals with an average of 20 years industry experience The Right People Largest Provider Data Integrated ServicesPLANTransformationSourcingStrategyEXECUTEChange ManagementSelection & NegotiationGOVERNVendor ManagementIT Asset ManagementASSESSBenchmarksOpportunity AssessmentsCOST REDUCTIONRISK MITIGATIONBUSINESS ENABLEMENT
  • 3. © 2014 Alsbridge Proprietary & Confidential 3 Introduction The global BPM industry is fast shifting from a cost-based proposition to a value-based proposition. Next generation models such as Business Process as a Service (BPaaS), cloud, analytics, and robotics are challenging the established paradigms of sourcing. The value proposition is generally related more to a benefit to the client OTHER THAN reducing the cost of delivery. As a result, existing BPM buyers are moving up the value chain and increasingly seek to realign their BPM relationship to their next generation imperatives and new world realties.
  • 4. © 2014 Alsbridge Proprietary & Confidential 4 Examples of Value Based Capabilities Sourcing Source to Pay BPO •The value is derived from reducing third party spend through strategic sourcing, innovation in category management, and improved compliance tracking through workflow controls on transactional buying and analytics derived from accounts payable. Inventory management and back-end product support •Much of the value is derived through more effective controls and analysis, resulting in a reduction in necessary inventory levels, and better capture of product failure mode data, and more timely feedback to the manufacturing and product design process. Risk management •Improved tracking and analysis of key risk points results in better and more timely risk data, a mitigation of overall risk, reducing the frequency of costly incidents, loss of business and other costs of regulatory compliance. Marketing Data •Value is derived from more timely capture of marketing effectiveness data, enabling more timely adjustments to marketing and product strategies to improve revenue.
  • 5. © 2014 Alsbridge Proprietary & Confidential 5 Characteristics of Value-Based Capability Sourcing The client acquires a new or enhanced capability through sourcing The cost of sourced services may be more than the client is currently spending The sourced service relies heavily on a combination of analytics and automation with a basic transactional service, often in a BPaaSmodel. There is an expectation of increasing automation over the life of the contract The process controls associated with BPM enable a significantly higher quality of data capture, which helps to drive improved analytics, producing actionable insights to management The benefits of the BPM may occur upstream or downstream from the in-scope process. These benefits can be top-line or bottom-line. Realization of the value may be dependent upon the client acting upon the information and insights resulting from the BPM to achieve the value A more holistic governance approach is required to realize the benefits, as vendor management is not sufficient to drive necessary actions within the Client organization.
  • 6. Bill HuberManaging DirectorBill.Huber@alsbridge.com +1 (704) 806-3910

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