Reducing cost of transformation at ITES (Information Technology Enabled Services)
Global Business Process Services provider drives standardisation and reduces cost of transformation by using Open Orbit
The service provider is a global business which commenced operations in November 2001. It supports over 100 clients in 50 languages with Contact Centre solutions, Finance and Accounting, HR Operations and IT services across Banking and Financial Institutions, Healthcare, Travel and Hospitality, Telecom, Retail, Manufacturing, and Information Technology verticals. Business Process Excellence is a critical goal for the organization and has a dedicated Process Excellence team within the organization that mentors and drives improvement initiatives across various business units.
Context: a need to leverage the existing investments in Process Excellence
The providers’ business units along with their Process Excellence teams drive improvement initiatives within the business. The stakeholders were looking for innovative ways to standardize this process, reduce project duration, create corporate memory of what works and why, and improve how various businesses learn from each other and share best practises. They were also keen to fast track the learning process of newly certified project leads. They lacked adequate measurement of the efficiency of projects. Governance and tracking were manual and dependent on basic spreadsheet trackers on shared drives. There was significant variation in turnaround time and efficiency within the project leads. Project leads were spending a lot of time on nonvalue-added tasks like maintaining weekly reports.
Open Orbit provides algorithmic guidance to enable faster problem-solving, standardisation and re-use of insights
Open Orbit was initially implemented as a fixed-term pilot within the Process Excellence team. A preliminary comparison was conducted on the relevance of suggestions provided by the Mentored Thinking algorithm of Open Orbit by running simulations on past projects. An accuracy of around 90% was recorded on such simulations. The algorithm identified most of the diagnostics causes and solutions that featured in the original project, and also suggested some new areas worth investigating. The algorithm can mentor the user towards credible and practical suggestions for process improvement. With these insights, new practitioners are better equipped to interact with stakeholders and conduct brain storming sessions on the process issues; the Wiki feature on the tool was found to be very useful too.
Based on the success of this pilot, the service provider is now in the process of deploying Open Orbit as the way of diagnosing the problems in all current and future projects. At the same time and with no additional effort, it is creating a single-point repository of projects for “anytime governance” during the project and as a source of learnings for future. Project cycle time is expected to get shortened as the Define, Measure and Analyze stages get fast-tracked. The diagnostics features help in mentoring newly certified green belts who are responsible for driving the improvement initiatives.
The automated reporting and governance features are expected to reduce nonvalue added tasks for the project lead as well as the reviewer. Dependency on project leads for reports has gone down considering the reviewer can check on a real time status update directly from the tool. Open Orbit allows customizing fields and reports and therefore reports like one pager summary, project charter and weekly trackers are now automated from the tool. This results in freeing up capacity for the project team. Visual features like Diagnostic Report and Fish Bone have helped cut time spent on representing insights to stakeholders.
The result – reduced cost and time-to-value of projects; creation of reusable repository of insights across the company, improved project governance
The initial pilot conducted at service provider proved to be a success and this resulted in the decision to deploy the tool to the wider business. While it is evident that features like building corporate memory, running efficient projects and reduced cycle time were immediate benefits, the tool will eventually also improve how best practises get shared across the organisation.