Transformation and Consulting
Integrated Process Technology Services (IPTS)
Generating Technology Impact
Many organizations are failing to achieve the revolutionary impact or expected return on investment from their digital technology because of unsuccessful implementations as well as over-budget and delayed projects.
Solutions, however, do exist. 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. This principle leverages our Lean DigitalSM approach, which combines design-thinking principles with Lean approaches, digital technologies and analytics, and deep domain expertise.
We use our Smart Enterprise Processes (SEPSM) framework with core IT, Systems of EngagementTM, and Data-to-Action AnalyticsSM capabilities to create intelligent operations that span the key technology-implementation stages:
- Current-state assessment – a process and IT landscape review
- System health check – analysis of existing systems, including a maturity assessment against industry-wide practices and best-in-class benchmarks
- Gap analysis – reporting on gaps in existing processes and improvement opportunities with technology options to consider
- Business-case build – developing a business case along with an ROI assessment and critical business performance metrics
- Future-state process design – a description of what the business needs to be
- Technology, tools, or vendor selection support – assistance in choosing the right suite of suppliers and solutions
- Process transformation – preparation of a roadmap showing the optimal way to achieve the desired future state through process integration, re-engineering, and change management
- Return on investment assessment – defining the ROI to achieve from a technology implementation
- Requirement gathering – collecting the business requirements for the technology implementation to fulfill
- System blueprint – creating a detailed blueprint of the new system at each stage of implementation
- Data management – cleansing and enriching data for the implementation
- Trade-off assessment – understanding the trade-offs to make between cost, time, improvement opportunities, and metrics during the implementation
- System integration testing and user acceptance testing support service – developing and optimizing test cases, and verifying business functionality
- Go-live support – during transition and production
- Training and standard operating procedure (SOP) creation – producing SOPs for the new processes, technology integration, and end-user training
- Project management – managing the end-to-end implementation process, project plan, and resource allocation
- ROI validation – validating the ROI post-implementation, and assessing key metrics and performance indicators
- Change management – enabling a smooth transition
- Continuous improvement framework – ensuring that processes and technology evolve with business needs
- Knowledge management – assistance in training, development, and other knowledge-transfer initiatives
Embedding a process framework into an insurer's technology transformation achieves cost savings
A leading healthcare insurance provider initiated a technology transformation project to reduce annual administrative costs and improve competitive advantage.
The company faced challenges in introducing the new systems and platforms, as it did not perform impact assessments, lacked process expertise, and had minimal buy-in from the business. Genpact applied its Integrated Process and Technology Solutions to implement a customer relationship management tool, and eliminated unnecessary manual processes, which saved the firm $6 million in operating costs.
$20 million savings in licensing costs through effective service management and process consolidation
One of the biggest banks in Switzerland needed to overhaul its IT service management to meet regulatory requirements and internal cost-reduction demands. The company had multiple systems, a large number of complex workflows, and lacked standardization.
Genpact consolidated its tools into a single system and rationalized the number of workflows from 40,000 to 1,000 to deliver savings of $20 million in annual licensing costs in addition to $3 million in cost avoidance. Finally, Genpact re-engineered complicated processes, and introduced standards and controls by creating a sustainable process and technology framework.