Jan 02, 2013

January 2, 2015

January 2, 2013 - So you have made it to be the COO of a global company, and this is your first day back in your office after New Year’s eve. Your head is still spinning – and it isn’t the champaign. It has been a surprisingly disruptive two years since January 2013, and in a positive way. It was a close call but you came out on top - because you are one of the few who saw it coming, and you turned a tidal wave of volatility to your favor.

This could be your story – or the story of your boss. Either way, you better pay attention. Once more, the future isn’t what it used to be, and this time it is the turn of global operations – not someone’s garage in Silicon Valley.

Global operations will play an increasingly important role in the future of corporations’ competitiveness. They will not just simply be a cost effective foundation – they will need to accommodate the quest for new markets, be they emerging or local, as well as adjust to the ever-changing market and regulatory conditions.

Three macro areas help understand why operations are at an inflection point:

People: The right type of resources at the right time, and at the right place. Given the dramatic changes in demographics and the fast evolution of job requirements, resourcing operations is far from “business as usual”

Technology: Operations embraced ERP and workflows a long time back. But the last few years have shown the emergence of numerous other enablers such as unified communications, analytics, and social technologies, all with the potential to disrupt – or help – COOs global organizations

Process: An increasingly scientific understanding of operations’ processes has fueled the emergence of Global Business Service models. There, a shared environment and global delivery are combined with a clear understanding of the economics and metrics of such delivery models. The SSC and GBS wave started twenty years ago shows no sign of abating

In a recent webinar we explored the drivers of radically improved efficiency effectiveness in global operations: it is worth going through it. As in the title, this will play out in the next two years, no longer than that – at least for the leaders.

For those who are ready to embrace the changes, there will be a chance to succeed both as an organization and personally. The new role of the COO and head of service delivery can become increasingly strategic – but it will require the cross-functional and innovation skills of a polymath.

 We believe that the size of the prize is worth this attempt. 

About the author

Gianni Giacomelli

Gianni Giacomelli

Chief Innovation Leader

Gianni serves as Chief Innovation Leader where he drives and sponsors Genpact’s strategic initiatives aimed at sustaining clients’ transformation into digitally-enabled companies. He also co-leads the Massachusetts Institute of Technology (MIT) efforts to set up a Collective Intelligence Design Lab.