Transformation & 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, and over-budget and delayed projects.
Solutions, however, exist. By integrating process optimization into technology programs from the outset, our clients gain organizational buy-in, manage change and technology customization, and stay focused on the business impact. That principle is at the core of our Lean DigitalSM approach and we apply it to every operating model design and transformation that harnesses technology and analytics.
We combine 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 – process and IT landscape review
- System health check – analysis of your 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 a list of tool and technology options to consider
- Business case build – walking you through the proposed business case along with an ROI assessment and critical business performance
- Future state process design – a description of what your 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 the technology implementation
- Requirement gathering – collecting the business requirements for the technology implementation to fulfill
- System blueprint – creation of a detailed blueprint of the new system at each stage of implementation
- Data management – cleansing and enriching data during the implementation
- Trade-off assessment – understanding the trade-offs to make between cost, time, improvement opportunities, and metrics during the implementation
- System integration testing (SIT) and user acceptance testing (UAT) support service – developing and optimizing test cases, and verifying business functionality
- Go-live support – during the production and go-live transition
- Training and standard operating procedure (SOP) creation – producing SOPs for the new processes, technology integration, and end-user training
- Project management – managing the front-to-back implementation process, project plan, and resource allocation
- ROI validation – validating your ROI post-implementation, and assessing key metrics and performance indicators
- Change management – enabling a smooth transition
- Continuous improvement framework – ensuring that your 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 creates major cost-avoidance savings
A leading healthcare insurance provider with revenues of more than $6 billion initiated a significant technology transformation 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 the implementation of a customer relationship management tool within sales and marketing, 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 transparency requirements and internal cost-reduction demands. The company had multiple systems, a large number of complex workflows, and no standardization.
Genpact consolidated its tools into a single system to deliver: $20 million savings in annual licensing costs; A dramatic reduction in workflows from 40,000 to 1,000 needed to be migrated to the new system; $3 million in cost avoidance by adopting Genpact's Integrated Process and Technology Solutions over a typical IT implementation.
In addition, Genpact re-engineered the most complicated processes, and introduced standards and controls by creating a sustainable process and technology framework.