| p>'Globalism' Sweeps The World | | | | managers to offer consulting to its clients (as it is able |
| Increasingly the world of business is coming together | | | | to view theclients' customer needs more objectively |
| totackles people/business & political issues. This | | | | closely) that help them align their competitive strategies |
| increased focus on collaborative synergies is reshaping | | | | more effectively. |
| corporate strategies and even transforming | | | | BPO vendors are then able to chargetheir its clients on |
| competition...as even competitors at times come | | | | the value they delivers rather than the usual model of |
| together to collectively grow themarkets/lobby for | | | | effort based costing. This way the clients do not have |
| concessions from governments or form business | | | | to pay for any service/personnel in-efficiencies (as is |
| interest groups. All this is the new face of globalisation | | | | the case with the usual effort based pricing practiced |
| - called 'globalism'. Just like fusion releases limitless | | | | by other BPOs, where the costing depends on the |
| energy, business fusion through the spread of | | | | number ofseats/people allocated to a process).Thus |
| globalism isreleasing unlimited opportunities for growth | | | | client engagements at BPOs consistently grow up the |
| today and tomorrow. | | | | value chain and this business fusion is a great win for |
| Outsourcing is one of the trends of this globalism as | | | | clients, great for employees, great for outsourcing |
| business come together on a shared expertise basis | | | | service providers and even greater for India as a |
| for jointly adding lasting value to their mutual | | | | trailblazing destination for BPO innovations! |
| bottom-lines. Outsourcing has also given rise to many | | | | Global Transformations |
| new ways of collaborating - like the rise of | | | | Companies who outsource are those who experience |
| collaborative marketplaces/portals on the web where | | | | higher pressure to provide global integration. According |
| outsourcing people eonverge/meet viz. service | | | | to a recent report, rising majority of companies |
| providers, service seekers, corporate, thought leaders, | | | | currently use outsourcing as a transformational vehicle. |
| CEOs, CFOs, Project Managers, Transition Experts, | | | | A key feature of adopting business process |
| freelancers,consultants, service seekers, BPO analysts | | | | transformation through a BPO model is that the |
| experts/advisors. | | | | process improvement stages can often be funded by |
| BPO & Global Fusion | | | | the savings released in the initial outsource , particularly |
| Today's consultative BPOs are a unique example of | | | | if this involves labour cost savings via a low-cost off |
| 'global fusion' where different cultures and processes | | | | shoring location. |
| 'fuse' to release an enormous energy viz.worker | | | | The outsourcing initiative is now seen to be more |
| enthusiasm and significantly higher revenues too. Many | | | | strategic. |
| BPO employ expatriate multicultural staff from | | | | The business reasons for outsourcing appear |
| different countries to deliver integrated BPO i.e. both | | | | persuasive, and the experience to date revolutionary |
| the contact center as well the IT needs of its global | | | | to say the least. Apart from technology optimization, |
| clients. | | | | the other outsourcing -improvement levers are: |
| This leads to immense gains to both service providers | | | | outsourcing economies of scale, labour arbitrage, |
| as well their workforce as people from different | | | | people-skills optimization and continuous process |
| cultures enjoy working together towards the same | | | | improvement. |
| business goal and there are immense cross learnings | | | | BPO providers with core skills in technology and |
| for everyone in terms of processinnovations and | | | | systems integration take the risk out of implementing |
| cultural bonding. | | | | automation, and their investment in IT infrastructure is |
| The other fusion is at the outsourced business | | | | an inherent benefit of BPO. Both CEOs and CFOs are |
| process level as it seamlessly integrates with client | | | | looking for ways to drivebenefits beyond cost issues |
| process & global operations. This is a process of | | | | to transform overall corporate performance, |
| continuous improvement as the outsourcing vendor is | | | | competitiveness and shareholder value. For them, BPO |
| continuously re-inventing its operational procedures | | | | is a fact of good business life. It continues to grow and |
| byintroducing innovative processes that significantly | | | | make its mark as a prime mover in cutting costs and |
| enhance revenues of its clients while saving millions | | | | generating efficiency. |
| too. Being domain focused enables outsourcing project | | | | |