Service providers needed to act quickly and smartly as restrictions grew globally, and they

leveraged different working models to maintain service levels

bb
Industry speak
TCS shifted more than 80% of its global staff
to remote environment in a matter of weeks;  Built-in  Regulatory
before the pandemic, this figure had never business continuity constraints
been more than 40% at any point of time mechanism  Data security
Infosys Ltd. shipped over 35,000 assets to  Ability to concerns
Remote working model (Work-at-Home Agents employees' homes and set up broadband source talent from
 Limited social
(WAHA), freelancers) internet. It got 93% of its global workforce set anywhere
interaction and
up for remote working shortly after the national, employee engagement,
lockdown was called in India
IBM saw a 40% increase in traffic to Watson Assistant from February to  Improve  Higher cost
April of 2020 d efficiency savings

A leading APAC-based small finance bank saw 2.5x increase in its  Increased
chatbot (powered by a third party) usage after the lockdown was customer
Digitally-augmented delivery model (chatbots convenience
imposed
 Reduced
As many as 36% of enterprises classify more than 16% of their dependence
workforce as contingent workers. — Everest Group Key Issues  Enhanced
Survey (2019) business
L
E=3J continuity
Flexible staffing model (contingent workforce)  Increased
flexibility and
/ Intelligent Virtual Agents (IVA)) scalability
 Limitations on the extent of  Loss of process knowledge  Knowled  Concerns
automation ge leakage around employee
 Data security concerns engagement
 Up-front setup costs
 Iready 75% of the enterprises are putting significant effort into reviewing permanent workforce flexibility options. External factors. such as increasing comfort with digital offerings
increasing
perceived value of flexible work options, are further pushing the need for these models ,