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NASSCOM BPM Summit 2013 – Future of BPM 2014 and beyond – Gaurav Gupta, Deloitte

Transcript

18 September, 2013
Gurgaon
Future of BPM: 2014 and beyond
Indian BPM Industry expected to grow at ~13%
CAGR, and will be a ~$50 bn industry by 2020
2
Indian BPM Industry
(in USD billion)
Source: Deloitte Analysis, NASSCOM, Gartner, FT 500 Rankings, Datamonitor, Economic Intelligence Unit
17.8
42.3
3.0
7.4
2013E 2020E
India BPM Exports
Domestic BPM Market
49.7
20.8
Note: 1. Knowledge Services mainly includes Data Analytics, Market, Business, Social media research, Data Management & Reporting, Legal process services; 2. CIS – Customer Interaction Services
• India will be the ‘Nerve Center’/ hub of Global BPM Sourcing
industry – developing best practices; other emerging
destinations will work around India
• India to drive the global BPM industry through leadership in
Analytics and other knowledge based services1; these services
to grow ~2x times faster than other traditional horizontal
services
• Contribution of CIS2 offshore services to reduce; however shift
to multichannel integrated services will result in opportunities
• Emerging verticals (Healthcare and Retail) to grow ~1.5x times
faster than mature verticals
(BFSI, Telecom, Manufacturing), driven by changing regulations
and adoption of newer services
• Domestic market expected to increase ~2.4x, driven by
increased maturity of Indian buyers and providers using the
market as a testing ground for new-age service offerings
3
Evolution of ‘Process as Science’: Focus shifting
from pure Horizontal to Vertical to ‘Specialization’
• Customer expectations to vary from – one with ‘Unmet’
needs to the other with ‘Unknown’ needs
• Change in definition of ‘Core’ / ‘Non-Core’ processes
• Best-process and technology to virtualize work and make
it location-agnostic; business outcomes to be ‘in focus’
• Social media, Enterprise mobility and other new
technologies driving demand for specialized services
• Journey from ‘Horizontal’ to ‘Vertical’ to ‘Specialization’
require BPM firms to make stringent, informed and
calculated ‘Strategic investment choices’
‘Paradigm Shift’ required for Growth and Survival of BPM firms
Horizontal
Verticalization
‘Horizontal’ to ‘Vertical’ to
‘Specialization’ …
Source: Deloitte Analysis, Primary Interviews
‘Paradigm
Shift’
4
‘Germination of new Service offerings’ for high value
‘unknown’ opportunities, however challenges persist
• Significant automation of today’s generic BPM processes
and emergence of a new set of ‘generic processes’
• Cognitive Business technology, Cloud
services, Enterprise mobility, Platform based delivery to
create unseen opportunities
• Analytics embedded service offerings to play an
important role in meeting ‘Unknown’ and ‘Unmet’ needs
• Significant investment in Tools, Technology and Talent
(3Ts) required to build appropriate solutions and
effectively communicate the value proposition
• However, shortage of data scientists and their ability to
integrate with the current ecosystem pose challenges
‘Transition’ to ‘Germination’ of services with minimal presence of a ‘Baseline’
Source: Deloitte Analysis, Primary Interviews
Cognitive Business
technology
C
IT-BPM
InterplayI
K
Knowledge
Services
D
Data
Analytics
BPaaS
B
A Automation
‘Transition’ to
‘Germination’
5
Need for Specialization and new Service offerings
will necessitate complex Operating models
• Emergence of ‘Transformational outsourcing models’ with
significant shift from ‘Standalone & traditional processes’
to more ‘Integrated – technology optimized services’
• Ascent of new delivery models – Globalized to
‘Glocalised’
• Shift in pricing models – from ‘One price fits all’ to a ‘Many
price equips variety’
• Non-linearity in Hiring – Focus on ‘Skilling’ rather than
‘Scaling’ and integration of global talent
• Current operating models need to evolve further to
nurture and sustain Innovation
Flexible and continuously evolving Operating models required
Source: Deloitte Analysis, Primary Interviews
Pricing
Talent
Service
Delivery
Model
Service
Offerings
Operating
Model
Changing
Operating Models
6
BPM 2020: What are the Challenges?
• How capable are BPM firms today to meet the changing
customer expectations? Where do you see the ‘Big Gap’?
• How will the future operating models be different from today
for various players (e.g. integrated vs. pure-play, globalized
vs. glocalized)?
• Are the BPM firms adept at handling faster technology
changes effectively and to their advantage (e.g.
BPaaS, Automation)?
• How is the BPM industry going to address the ‘missing’ links
in the eco-system such as specialized talent, enabling
infrastructure, constricting regulations etc.?
Some Questions for the Panel to ponder about …
Thank You

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