What We Do
Transformation and Consulting
Generating Business Process Transformation Impact
Genpact’s Transformation and Consulting services are uniquely positioned to understand global businesses end to end. Genpact executes both discrete process transitions and holistic enterprise transformation in ways that traditional consultants cannot.
We architect the Lean DigitalSM enterprise by combining design-thinking principles with Lean approaches, digital technologies and analytics, and deep domain expertise. We reimagine organizations beyond the front, middle, and back office to deliver end-to-end digital solutions that generate business impact.
Working closely with clients and our change management experts, we use a comprehensive change management framework that is customized to meet individual client needs. Our framework is supported by a broad set of tools and accelerators that address clients' specific circumstances, rather than applying a one-size-fits-all methodology.
Disciplined analysis of collection data and subsequent application of best practices can vastly improve process effectiveness and cash flow. But before these steps can be taken, something else must happen.
Managing multiple contracts with varied spend can be time and cost-intensive. With growth, and an increase in suppliers, the need for contract compliance—from the creation of agreements, to requisitioning and generating purchase orders, through to invoicing and payments—increases.
Global Business Services
Genpact enables clients to deliver significant business outcomes by designing, transforming, and running global business services, operating centers, and shared services.
Integrated Process Tech Services (IPTS)
By integrating process optimization into technology programs from the outset, enterprises gain organizational buy-in, are better able to manage change and technology customization, and can stay focused on the business impact.
Lean Six Sigma
Lean and Six Sigma principles enable organizations to improve their business processes and shorten cycle times by weeding out wasteful practices throughout their operations. While technology adoption can streamline processes, it can also be a challenge to align initiatives to key business outcomes.
A broken or poorly managed fulfillment process stream translates into a slower closing of business, and ultimately, much weaker positive cash flows. That is why we focus on understanding where order-accuracy or timeliness is being compromised.
Order to Cash (OTC)
Because the order-to-cash process stream is long and complex and comprises multiple functional disciplines (from booking an order with a customer, to a sales representative entering it, to physical or digital fulfillment, to distribution, invoicing and collections), the Genpact Reengineering team has made it one of its most significant areas of expertise.
Procure to Pay
As we manage accounts payable for Fortune 500 companies, Genpact has a deep understanding of procure to pay (P2P) processes. Genpact leverages best-in-class benchmarking to identify weaknesses in the P2P process and identify improvement opportunities.
Record to Report
With years of experience providing Record-to-Report (R2R) services to clients worldwide, Genpact’s R2R reengineering efforts capitalize on a hard-won understanding of best practices to enhance controllership, reduce compliance risks, ensure accurate and efficient recordings of General Accounting transactions, ensure timely and accurate management/statutory reporting, and more.
Transforming order management to deliver 10x impact
A global consumer products company had poor visibility into its order management data and struggled to maximize the benefits from its already best-in-class supply chain. Genpact reimagined the end-to-end order management process, and deployed digital technologies to analyze supply chain data from multiple sources. As a result the company gained complete visibility into its orders, cut order management transactional activities by 90%, and enhanced supply chain performance. The initiative has the potential to generate $100 million in bottom-line impact every year.