Analyst & Advisor Forum Intelligent Enterprise ... - Genpact

DESIGN • TRANSFORM • RUN 1 © 2014 Copyright Genpact. All Rights Reserved.

Analyst & Advisor

Forum

Intelligent Enterprise

Operations: 2014 &

Beyond

October 13, 2014


Disclaimer

The content of this presentation is confidential and proprietary to Genpact. The

recipient(s) and any person(s) viewing it acknowledge that the information

contained herein may constitute trade secrets, or be deemed commercially

valuable and/or price-sensitive. As such, Genpact expects that this information will

not be disclosed or shared outside of a closed group of individuals identified in

advance. Further, such individuals may not commercially exploit or use this

information for the benefit of themselves or any third parties or otherwise than as

agreed with Genpact.

DESIGN ∙ TRANSFORM ∙ RUN

Ahmed Mazhari – SVP & Business Leader, Global Sales & Client Relations, Genpact

Intelligent Enterprise Operations: 2014 & Beyond Welcome Address & Company Update


We help leaders of

some of the largest

enterprises…

What we do

business-critical

operations including

the very complex

and industry-specific

design, transform

and run…

Our impact

We help clients become

more competitive: more

efficient and effective…

…by enabling better

management of costs,

risks, regulations,

and supporting growth

The results: US$22B*

of impact for 800

global clients

Combination of technology

and analytics

with operational expertise

and process rigor

inherited from GE

How we do it

Resulting unbiased and

agile solutions limit upfront

costs and enhance

adaptability

Right critical mass: large

company, but flexible

solutions; top management

directly involved with clients

Who We Are: a reminder


Where we have come from: a unique evolution to a leading global player in the industry today

1997

Began as a GE

business unit

2005

Spun off from GE

2012

Bain Capital

Investment

2014

Launched Four-

Pillar Growth

Strategy

2007

NYSE listing

the symbol

'G'

Launched

SEPSM

2010

2011

Capital

Markets

Acquisition


• Small and incremental projects

• Engage solely for execution

• Modest focus on the role of

data and analytics

• Improve business processes

We continue to adapt: re-aligning priorities in line with changing client demands

• Global transformational agendas

• Design, transform, and run

• Must connect technology, process,

and data to build insights

• Industry and domain knowledge

critical

FROM TO


We are investing strategically: to capture high-value opportunities to maintain and grow market leadership

Strong foundation of operating excellence and world-class client service

Enhance

Domain Expertise

Further

Differentiate

Solutions

Deepen Client

Relationships

Concentrate

Investments

Accelerate Global Client Growth Expand Market Leadership


• Integrate 1,500 fragmented point solutions to ~40 key service

lines Service Line

Prioritisation

Differentiated

Core Offerings

Integrated

Solutions

Value-Add

Partnerships

• Build capabilities in industry-specific operations to move closer

to the client's core

• Integrate capabilities across process consulting, next

generation technology & analytics

• Leverage partnerships and alliances to strengthen solutions

1/3 of total investments directed to R&D spend on capability building in key areas

Solving Client Problems: enhancing and differentiating services and solutions


Our road ahead: a unique position at a unique point in the market

We play in a large global underpenetrated market that continues

to grow

We have a strong, highly reference-able set of relationships with

global blue-chip clients

We partner with our clients in some very unique engagements

We create a virtuous cycle to drive transformation and outcomes

Our clients’ needs are changing rapidly

Thank You


[email protected]

mailto:[email protected]


Pascal Visée – Board advisor on Business Operations, Technology and Finance Transformation

The Globally Effective Enterprise An Industry expert’s view


Content

Brief personal intro

Multinationals and their support operations

The evolution of GBS

The opportunity for Genpact


My CV in 16 images

Born NL1961 MSc, LLM, CA

Supervisory

board

Military service

Fin Dir Finland SVP Finance

North East Asia Fin Dir Germany SVP Finance Europe Group

Treasurer Chief ES (GBS)

Officer

Supervisory

council

Supervisory

board

Independent Advisor on

Business Ops & Technnology

Supervisory

board

Supervisory

board

… and other

C companies


What trends have we been seeing in support operations * ?

* My perspective:- administrative support activity in MNC’s

Off-shoring & near-shoring

of single function ops

Outsourcing

In-house

‘Hybrid’ models

Cross-functional i.e.

Global Business Services


The importance of Operations management

Conclusions Bain Study 2011 under World’s Top CEO’s:

But even then the world’s top CEO’s see

two major obstacles

Sharp differentiation is the

prime source of

competitive advantage

(Lack of) Speed or

The need to adapt

faster then ever

Too much internal

complexity or

the need for simple yet

effective business

models & processes


In a world undergoing multiple

parallel technological revolutions…..

….most MNC’s front- and back-office operations

are surprisingly backward

The general quality of (support-) operations


>

>

• Lack of benchmarks for cost & service

• Lack of standardisation

• High clerical staff numbers

• No / poor definitions of operational KPI’s

• No end-to-end process view, but functional

bias

What applies for the back-office…

…does also apply for the front office

A significant opportunity exists

Significant opportunity for radical

simplification, resulting in lower costs

& higher service


Gen Mgmt

Marketing

Sales HR

R & D Comms Finance

Supply Chain ICT/IM

Procurement

Legal

Facility Mgmt

Operations often split up in line with organisational matrixes

Corporate departments

Regions and/ or Divisions

Business units

Factories


Gen Mgmt

Marketing

Sales HR

R & D Comms Finance

Supply Chain ICT/IM

Procurement

Legal

Facility Mgmt

Within the matrix every function has its ‘operation’

Functional Strategy, Leadership, Change Mgmt & ‘Technical’ Expertise

Functional Operations, i.e. Finance Operations, Sales Operations etc


Need to adopt ‘end-to-end’ process management

E.g. Supply Chain

>

>

E.g. Order-to-Cash All processes geared towards

business outcomes in particular

customer satisfaction

Physical

Process:

Administrative

Process:

Buying

Logistics

Production

Warehousing

Distribution

Order – Sales Function

Fulfillment - Logistics

Invoice - Finance

Cash receipt - Finance


Gen Mgmt

Marketing

Sales HR

R & D Comms Finance

Supply Chain ICT/IM

Procurement

Legal

Facility Mgmt

But ‘Operations’ are best managed by process not function

Functional Operations, i.e. Finance Operations, Sales Operations etc mostly managed by Function

Operations best managed by process, i.e. geared towards business

outcomes e.g. customer satisfaction


Combining scale with global AND local relevance

>

Local relevance

Global relevance

No/Failed solution

Very high

complexity

Simple solution *

Costs = Value

Low complexity

Simplistic solution

Low cost

High complexity

Complex solution

High costs

High complexity

* Technology enabled!


The Globally Effective Enterprise :

Operating excellence through Integrated Business Operations

>

>

Operational Excellence

Differentiating

Strategy Winning

company

Winning …. …by radically simplifying ….and creating significant

operating leverage


Still not convinced on the need

to implement Integrated Business Operations ?

>

>

Ask the customer Imagine the average company

in 10-15 years time

They often give MNC’s low scores on daily

operations;

And they don’t want to pay for complexity !

It is not ‘if’ but ‘when’;

It’s all about sequencing


The law of the handicap of a head start;

MNC’s will need to act NOW!

>

>

Started first. Started later,

but won the race?


Gen Mgmt

Marketing

Sales HR

R & D Comms Finance

Supply Chain ICT/IM

Procurement

Legal

Facility Mgmt

The evolution of Global Business Services:

From ‘by Function’ to G.B.S. to Integrated Business Operations

Phase 0 – Managed by Function

Phase 3 – Integrated Business Operations (IBO) – Chief GBS or Operations Officer

reporting to CEO

Phase 2 – GBS reports to CEO or CFO

Phase 1 –

Report to

CFO


The time is right

>

>

Technology is at

an inflection point

Skilled – low cost

labour pools

have matured

The partners exist

that can support

MNC’s on their

journey e.g.


Genpact is well positioned to serve this growing GBS-market

GE invented GBS.

It’s succes became

…..Genpact

‘Business Ops’ are

Genpact’s core

Genpact has

• the scale

• the customer base

• the experience

• the people

Thank You


[email protected]



Sanjay Srivastava – SVP, Enterprise Technology Services, Genpact

Technology for Intelligent Operations Strong process capability & portfolio of technology

solutions generate strategic impact


Chapter 3

Technology will catalyse the

next wave of transformational

impact in the BPM industry.

Scale & Arbitrage

Process Excellence


Domain Affinity examples:

ERP/Core platform optimisation

Quality services

Process Centricity examples:

End User Computing

Automation & Digitisation

Genpact’s technology strategy is founded on our core

competencies:


Systems of

Engagement

Business Process

IT Infrastructure

Introducing: Systems of Engagement

Leverages existing IT infrastructure with a

thin, agile, engagement layer for end to end

process management


Cloud/SaaS, Mobility, Big

Data, Social, Visualisation

Advanced Technologies

Deep understanding of

Process and Domain

Greater business

agility

Increased business

efficiency Better governance

& compliance

Built on


Genpact

System of Engagement

for F&A E

ffic

iency

Effectiveness

Govern

ance

Process

Lifecycle Rapid

Automation

AR Management

Suite (Order to

Cash)

Controllership

Suite (Record to

Report)

Enterprise Supplier

Management (Procure

to Pay)

Enterprise

Performance

Analytics

Unified

Collaboration


Sample Results (F&A)

Balance sheet 10%-20% reduction in working capital

Operating income up to 40% cycle-time compression

AR portfolio/FTE increase up to 60%

operational cost reduce 25% - 45%

20% call volume down

Enterprise risk & governance up to 100% automation

objective SLA monitoring

built-in, named-user audit trail


Genpact’s Systems of

Engagement map into

our BPM Service Lines

and deliver a simplified,

standardised, and

transformative,

operational models

Industrial Manufacturing Consumer Goods Retail Life Sciences

Healthcare

Insurance

Banking & Financial Services

Finance & Accounting


Genpact delivers a unique combination of advanced technology and process capabilities that drive intelligent operations for clients and enable disruptive business models

Deep

Experience “fingers on keyboard”

Process heritage

Domain expertise

Genpact SEP

Closed analytics loop

Advanced

Technologies Cloud/SaaS

Mobility

Big data analytics

Social

Advanced visualisation

Robotic automation

Thank You


[email protected]



Peter Griffin – Vice President Client Relations, Genpact-Pharmalink

Genpact-Pharmalink Addressing Ongoing & Complex Challenges in Regulatory Affairs


Regulatory Affairs encompasses all interaction between Life Sciences companies & each individual regulatory

authority

Example: Annual Licence Management: Market Segment Data:

Single Drug

Lifecycle

Management

File &

Renew Annual

License

Update for

M&A

Formulary

& Mfg

Changes

Update

For Safety

Data

New

Approved

Drugs

For Every Drug…In Every Country

$3Bn Market Size

$300M 10% Provider Spend

Growth Rate 10%


Regulatory Affairs is at an early stage of the BPO evolution curve with plenty of long-term opportunities expected

Labour Intense & Complex Domain

Expensive & Growing 10%

Conservative; Little Innovation

Technology Challenges

Current State of Regulatory Function Client Need it Creates

Process Excellence

Cost Efficiency

Transformation Opportunities

IT Enablement Opportunities


Bringing together domain, technology & process excellence to

address the growing Regulatory Affairs market need

Technology Opportunities to Tech Enable Regulatory Information Management

Process Moving From Individual Country Offices to a Regional Hub & Spoke Model

Country Office Current Model

Country A

Country D

Country B

Country E

Country C

Country F

Country Office Current Model

Regional

Hub Country F

Country E

Country D

Country C

Country B

Country A

Thank You


[email protected]



Monty Singh – SVP & Business Leader, Capital Markets and IT Services, Genpact

Yasmeen Jaffer – Global Head of Business Development for KYC Services, Markit-Genpact

David Deane – MD, Group Head of Client & Data Services, Deutsche Bank

Markit-Genpact & Deutsche Bank KYC Services: Helping banks benefit from high quality data in

order to streamline client onboarding


Client Onboarding has its own challenges

Inefficient onboarding processes

Escalating operational onboarding costs

Changing regulations and increased enforcement

Inconsistent data and process standards

Several banks have paid HUGE fines to the regulators because of internal weaknesses


PLATFORM

PARTNER

Industry recognised

data service

capability

OPERATING

PARTNER

Industry recognised

process operations

capability

DESIGN

PARTNERS

Agreed upon policy

and standards;

data and IP

accelerators

CENTRAL

KYC

SERVICE

STANDARDISED

PROCESS

• Due diligence

• Screening

• Counterparty

• Annual refresh

GLOBAL COVERAGE

• Entity types

• Entity domiciles

PURPOSE-BUILT

PLATFORM

• Process & analysis

of single, golden entity

data source

• Public, permission

based model

COST

EFFICIENCY

• Reusable data

& documents

• ‘Profile once,

use many

times’

A Market Leading Partnership: Collaborating towards a common cause


Contract & Subscription Management

Registration & User

Entitlements

Initial Contact

Relationship Management

Entity On-boarding

Entity Enrichment

Services

Legal Hierarchy

Representation

Document Collection

Document Enrichment

Services

Sanctions Check

Adverse Media

PEP Checks

Risk Rating

Enhanced Due Diligence

QA Certification

Compliance & Sales

Approvals

Annual

Reviews

Event based Updates & Reviews

Reports & Analytics

Member Bank Setup

& Configuration

End-Client (BS)

Outreach

Entity Data Management

Document Management

Screening Validation & Certification

Maintenance

Governance & Change Management

Regulatory Changes Impact

Knowledge Management / Continous Service Improvement

Integration & Implementation Services

Member

Bank

KYC Services

Member Bank / KYC

Services

Client touch-point

Service overview: Combining Complimentary Technology Solutions


KYC Services: Current Status Update

• Over 200 people staffed globally

• 148 KYC Analysts trained and

certified to an ACAMS

standard

• 740 entity profiles currently

rolling through the KYC

end-to-end

process

• Approx. 325 entities in account

opening stage – outreach team

working directly with end clients

• 400 entities in review status, nearing process completion

• Approx. 210 attributes collected per profile from approved sources

• Target completion of approx. 5,000 fully validated entity profiles by year end 2014


Deutsche Bank: A design partner & early adopter’s view

Why How

Design Delivery & Potential

Thank You


[email protected]

[email protected]





Ahmed Mazhari – SVP & Business Leader, Global Sales & Client Relations, Genpact

Intelligent Enterprise Operations: 2014 & Beyond Closing Remarks

Analyst & Advisor Forum Intelligent Enterprise ... - Genpact

Documents

Transcript of Analyst & Advisor Forum Intelligent Enterprise ... - Genpact