Prime Minister of India, Narendra Modi has listed a 17-point plan to
transform India. This 17-point agenda is people-oriented and has envisaged, among other things, expressways, labour reforms, health care, dministrative reforms and foreign policy. The agenda was finalised at the PMO level and forwarded to the ministers. They had to reply with a detailed action plan with strict instructions to maintain focus on delivery and implementation. Further, PM Modi has also enumerated his expected outcomes from each of the agenda points (countrywide travel within 24 hrs, long distance call rates = local call rates)
PM Modi did not impose an opinion on the process to be followed to achieve these results. He created a shared vision, set minimum acceptable erformance standards, sustainable and measurable process and robust governance mechanism to enhance stakeholder value, the stakeholders here being the people of the country. He was aware that the processes and metrics are the ones which will translate his 17 point strategic agenda into execution.
In the corporate world too, the Chief Executive of each organisation has, or should have, but one agenda – improving long term shareholder and customer value. He will need to put in place a structure and governance with those key processes that drive the outcomes.
As soon as the processes become tangible with a visible link to the outcome metric, it becomes important to the CEO (the PM in this case). By extension, therefore, any improvement (efficiency) in the process which has an impact on the outcome (effectiveness) should clearly be on the CEO’s radar. He has to also ensure that the processes being followed are sustainable and robust enough to take care of variations. The execution of the processes itself can however, be delegated.
Professionalism and awareness towards operational excellence too is creeping in slowly both within the corporate world as within PM Modi’s team. That needs to be heralded in a lot faster – in fact crashed through the door, if necessary. Transformational activities require collaborative, cross functional thinking. Organisations and methodologies have developed which specialise in the various aspects of business. Whether it is a question of setting up global benchmarks or using specialised services, the corporate world will do well to seek out the best there is to offer and learn from the ones who have executed transformational strategies and have immensely benefitted from them.
Global India has already begun to make its mark felt in the world. Whether it is contributing to the ‘Make In India’ by setting up Global Inhouse Centres, forming some of the world’s largest outsourcing professional firms, or creating cutting edge technologies, Global India has set upon a journey towards transformational growth. To think transformation is half the battle won. Much researched and practiced methodologies are available – from capability models to innovative pricing mechanisms! Newer and newer thinking is required to be able to sustain, grow and innovate at break neck speed. It’s now time to move to the next level. Global India has a great opportunity to be where Japan was in the 60s to the 80s – by a stern commitment towards process performance driven culture.
We at SSF are dedicated to making our contribution towards the cause by establish winning BPM practices, facilitating adoption, building a strong network of thought leaders and disseminating ideas that work.
Table of Contents
COVER STORY
Process to Performance
THE EFFECTIVE ENTERPRISE
Changing the Game to Achieve Excellence
SHARED SERVICE BECOMING A STRATEGIC ASSET
Power Of Process Discipline: The ‘Sine Qua Non’ For Business!
5TH BPM & SHARED SERVICES CONCLAVE: A SNAPSHOT
Organizational Capability For Expansion & Excellence
SETTING BENCHMARK IN BUSINESS PROCESS SERVICES
BPM & Shared Services Landscape In Global India
RESEARCH & SURVEY REPORT – INSIGHTS 2015
Spreading Awareness & Encouraging Adoption
SHARED SERVICES FORUM PUBLICATIONS
Banking On Credentials: Entrepreneurship To Excellence
AN INCREDIBLE JOURNEY OF 20 YEARS
Pricing Of Transactions And Staff Functions
NEED, OPPORTUNITY & APPLICATION
Shared Services Forum
THE JOURNEY SO FAR
