- Taking a holistic approach to managing the scope of the BPO relationship. High performers consider the entire, end-to-end business process to be in scope, including elements managed within the client’s enterprise, those run by third parties as well as related processes that may impact overall performance.
- Adopting a collaborative approach to governance. Collaborative BPO governance is much more than a set of committees or a schedule of meetings; it also comprises the attitudes toward the relationship and the behaviors that strengthen it.
- Making change management a priority. High performers execute carefully planned change programs to manage the effects of change during transition and beyond.
- Focusing on benefits beyond cost reduction. Both client and provider look for value beyond cost – cost reduction is important but is not the prime motivation.
- Targeting strategic business outcomes. High performers aim for specific strategic outcomes -- not just more efficient transactions – that can be measured, such as helping clients increase revenues.
- Leveraging domain expertise and analytics. Clients look to their providers’ deep industry knowledge and ability to analyze data to more predictably drive business outcomes.
- Aligning the retained organization with the outsourced processes. High performers place as much importance on the client’s internal transformation as they place on transforming the outsourced processes.
- Using technology as an enabler. In high-performance BPO relationships, technology is a source of innovation and advantage, not just the infrastructure of delivery.
Behaviors And Practices Must Change For Companies To Achieve Full Business Value Of Business Process Outsourcing, Accenture Study Finds
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