Delivering Next Generation BPO Through

Business Process Transformation

Fusion BPO Approach -Future Ready &

Disruptively Agile . Delivering Scalable
Profitable Growth Repeatedly
BPT :Business Beyond Boundaries!
Global work & workforce Innovations
need to involve customers to build
competitive advantage – both for
customers as well service providers.

Boundaries between customers &

service providers, geographies,
nationalities, work styles & technologies
and departments in an organization
need to dissolve!
Fusion BPO: Making Boundary less
Business A Reality
Fusion Type Functions Impacted
Integrated BPO IT + Call Centre + Transaction
Processing + Analytics
Staffing Expatriate staff from 9 European
countries recruited & trained by
global clients to work @ Tecnovate
(India)
Workforce Multilingual, multicultural
workforce along with Indian staff –
all on Indian salaries
Career-Business Globally certified captive
Need educational institution for
employees & retail students
People- Transaction based and not effort
Technology based billing where Technology is
leveraged to reduce cost of billing
Benefits
End to end, domain
specialised service
fulfilment for higher
revenues & savings
Zero hiring & training
costs. Staff productive
from day 1 of joining duty
High quality, low cost
output and lower attrition
Work excellence with long
term career growth.
Securing the HR supply
chain
Value for money for both
customers as well as
Tecnovate
Unique Fusion BPO Methodology
Recruitment
• Assess staffing requirements
Training
• Recruit employees from client base in the
• Training of European staff at Client side
native country
• European’s are employed at entry level and
• Source them through advertisements
mid management positions
posted on websites and employee
• Appropriate training at appropriate levels
referrals
• India familiarization part of training
• Higher buy in due to process transparency
• Employee Contract signed for a minimum
period of a year
The
Tecnovate
Model
Delivery
Transformations
• Cross learning's in a Multi Cultural environment  Europeans provided free7secure fully furnished
• Great International work exposure accommodation with a care taker
• Enjoyable work and travel experience  Free global travel & local transport
• Cross cultural competence builds through  Subsidized meals & Health cover
ongoing team/individual support  Dedicated travel desk and a special leave
structure allowing them to explore India
 Higher value to clients, all pervasive innovations
for better quality &operational efficiencies
Fusion BPO: Best In Class Deliverables
Contact Centre
Services
Call & Response Center
Services
• Telesales
• Telemarketing
• Customer Service/
Support
• Collections
• Activations
• Product Support
• Lead Generation
/Qualification
• Loyalty Program Admin.
Email Management
• Email Support
• Email Sales
• Web Chat Support
Technical Helpdesks
BPO Services I.T. Services
Back-office
Web Production
Administrative Services
Content Creation and Entry
Data Processing
Services
Product Details Entry
eStore Front Creation
Claims Processing
eNewsletters
Underwriting
Banner Design
Online Sales Processing
Web Design Services
Online Transaction
Web Development
Processing
eCommerce Store
HRO
Development
Finance and
Booking Engine Integration
Accounting
Application Development
Supplier Reconciliation
Back office and Mid office
Bank Reconciliation
applications
(Accounts Payable,
Accounts Receivable) Technical Infrastructure
Support
Audit support
Budgeting support
Making Business Process
Transformation (BPT) deliver
• BPT deliver when they transcend people, process,
client relationships and top management

• BPT ‘fuse’ various business components seamlessly

and every participant in the ‘value chain’ benefits
consistently and contributes willingly

• BPT is viewed as competitive advantage both by the

BPO service provider as well as its client

• The momentum of BPT growth is sustained by

globally benchmarked quality systems and data
driven metrics
Meeting People Challenges

• Right people, right place, right time, right cost

• Focused domain specialization and retraining

• Effectively managing specialist employees’ career aspirations

through Travel Guru- our captive education college

• Enhancing employee commitment by having an increased

employee-customer interaction right from recruitment stage

• Overcoming geographic/ cultural barriers though innovative HR

practices and best in class technology tools

• People Incentives on delivering more revenues and not just saving

costs
 Inhouse BPO Training & Skills Center

• Supply Chain Management

• Domain Specific Career
Growth
• Greater Employee
Commitment as they pay for
their education
• Making Education a Profit
Center
• Roped in major colleges in
Delhi Univ. for spreading
Travel+BPO education
• Potential Client retraining
opportunity
Leveraging Global Diversity For Better Bottom-line &
Happy People

Global MNCs worldwide success-sustaining Initiatives

Global Culture & Work Fusion

IT, BPO & Agile Service

organizations are fueling global
workforce mobility. This is a globally
acclaimed model of successfully
leveraging cultural & professional
synergies for people as well
corporate USPs. This unique
multilingual, trans-cultural business
model is a win-win business model
to succeed in Glo-cally hyper
competitive business environment
of today & tomorrow.
Global Workforce Realities

Propelled by twin forces of capitalism

& globalization, workforce, like capital
is no longer constrained by
geography.

Professionals today seek the

destination of their choice, to work,
live and grow.

Cultural diversity thrives in

transnational leaders that nurture
individual competencies and manage
cultural sensitivities through a
successful mix managerial
interventions, process innovations,
collaborative work practices and
Diversity and Culture
Culture’s the distinctive life-way of people
united by a common language & governed by
rules/ models for their beliefs & behavior.
Culture is what we live everyday & what we
bring with us to our workplace.
We recognize diversity as a +ve energy &
channelizes it in a productive direction
through a mix of HR policies & people welfare
initiatives. We see Diversity as a springboard
for doing more, gaining more and spreading
happiness, peace & prosperity - globally &
locally.
Culture is root, the stem & branch, while civilization
is the branch, the leaf and the blossom. -Nelson Brooks
Components Of Our Culture

•Values, norms and artefacts

•Tastes and manners

•Attitudes and behaviours

•Knowledge and values

•History and experience

Cultural Sensitivity: Challenges
Cultural sensitivity encompasses language, living
styles, individual inclinations, work culture,
climatic adjustments, monetary disparity and
internalized needs.
People don’t tell you when its going wrong –
hence innate issues need to be uncovered
through continuous research and personal
interactions.
Training needs to be globally relevant as well
locally aligned and ideally conducted in native
lands.
Employers need to manage the entire work -
residence continuum to manage cultural
sensitivity.
Nurturing culturally competent leadership and
culturally adaptive service delivery norms
 Managing Cultural Sensitivity By The
Cultural General Approach

The Culture-General approach

believes that one should first have
an understanding and awareness
of cultural issues before specific
information is given. This is to
reduce the chance of stereotyping.
This approach is based on global
success stories.

The Culture-General approach is based on the multiculturalism

belief i.e. recognition and acknowledgement that society is
pluralistic. In addition to the dominant culture, there exists
many other cultures based around ethnicity, historical
orientation, geography, religion, gender, and class.
Understanding Primary & Secondary
Dimensions of Cultural Diversity

Primary dimensions are aspects of

ourselves that we cannot change. They
are things people know about us before we
even open our mouths, because they are
physically visible . When people feel they
are being stereotyped based on primary
dimension, they can be very sensitive
about it.

Secondary dimensions are elements we

have some power to change. People are
less sensitive about secondary dimensions.
We also have the choice of whether to
disclose this information or not; we can
conceal these characteristics.
Primary & Secondary Dimensions of Diversity

Secondary Dimensions

Work Background
Income Primary
Dimensions
Physical Geographic
Orientatio Location
Parenta
Race n Ethnicity
l Status

Gender Age
Marital
Education Status
Physical
Qualities

Work
Religious Beliefs Experience
Understanding Communication Essentials For
Managing Cultural Sensitivity

1. Recognize differences
2. Build Your Self-Awareness
3. Describe and Identify, then Interpret
4. Don’t assume your interpretation is
correct
5. Verbalize your own non-verbal signs
6. Share your experience honestly
7. Acknowledge any discomfort,
hesitation, or concern
8. Practice politically correct
communication
9. Give your time & attention when
communicating
10.Don’t evaluate or judge
Path Of Intercultural Learning

Work Motivation

Selective Adoption

Appreciation/Valuing

Acceptance/Respect
Understanding

Awareness
Multiculturism
Individual’s Path to Cultural Competency

Learning is like a journey, in that,

it is a path that we follow to
enlightenment. The path to
intercultural learning developed
by global experts, gives us a
model to cultural competency. This
outline illustrates the development
of cultural competency in every
one of us. Competency implies
having the capacity to function
effectively. It is important to see
where, we as individual, fit into
this continuum.
Workplace Cultural Competency Continuum

Even though, we may be culturally

sensitive, our work environment
may not be at the same level. This
can be attributed to the numerous
people employed and the different
ideologies they possess. Leaders
need to continually review this
continuum, in order to sensitize
workplace elements to aid every
individuals’ journey to Cultural
Competency.
Accelerating global success momentum

Build Up…
Confront Hedgehog
Level 5 First Who the Brutal Culture of Technology
Leadership Then What Concept Discipline Accelerators
Facts
Disciplined People Disciplined Disciplined Action
Thought
Professional & People Success-Abilities
Professional Will
Creates superb results, a clear
catalyst in the transition from
good to great.
Demonstrates an unwavering
resolve to do whatever must be
done to produce the best long-
term results, no matter how
difficult.
Sets the standard of building an
enduring great company; will
settle for nothing less.
Looks in the mirror, not out the
window, to apportion
responsibility for poor results,
never blaming other people,
external factors, or bad luck.
Personal Humility
Demonstrates a compelling
modesty, shunning public
adulation; never boastful.
Acts with quiet, calm
determination; relies principally
on inspired standards, not
inspiring charisma, to motivate.
Channels ambition into the
company, not the self; sets up
successors for even greater
success in the next generation.
Looks out the window, not in the
mirror, to apportion credit for
the success of the company—to
other people, external factors,
and good luck.
Different levels of success - expertise

Executive leadership

Level 5 Builds enduring greatness thorough a paradoxical blend of

personal humility and professional will.

Effective Leader
Level 4 Catalyzes commitment to an vigorous pursuit of a clear and
compelling vision, stimulating higher performance
standards.

Competent Manager
Level 3 Organizes people and resources toward the effective and
efficient pursuit of predetermined objectives.

Contributing Team Member

Level 2 Contributes individual capabilities to the achievement of
group objectives and works effectively with other in a
group setting.
Highly Capable Individual
Level 1 Makes productive contributions through talent, knowledge,
skills and good work habits.
 Success-evolution an ongoing function

Leaders who employ a paradoxical mix of personal

humility and professional will…
 Set up successors for even greater success.
 Display Compelling modesty, are self-effacing and
understated.
 Are fanatically driven to produce sustainable
results.
 Are more of a plow horse than show horse.
 Attribute success to factors other than themselves.
 Look in the mirror and take full responsibility for
poor decisions.
Most people have the potential to evolve into Level 5
Success-process explained
Preparing for Success-journey

 Leaders begin the

transformation by first getting the
right people on the bus (also right
trainers & helpful mentors ).

 “Who” questions come before

“what” decisions - before vision,
strategy, organization structure,
and tactics.

 Great vision with great people is

proven success-mantra.
 Leadership success-secrets

 Leaders are rigorous, not relentless in people decisions.

 Three practical disciplines for being rigorous:
 When in doubt, don’t hire – Keep Looking
 When you know you need to make a people
decision, act
 Put your best people on your best opportunities,
not your biggest problems
 Management teams debate vigorously to find best
answers, yet unify behind decisions.
 “Right” person has more to do with character traits and
innate capabilities than with knowledge, background,
or skills.
Faith to prevail Courage to succeed

The Stockdale Paradox

Retain faith that you will Confront the most brutal

prevail in the end, AND at the facts of your current
regardless of the same time reality, whatever they
difficulties. might be.
Success - a long term marathon

Every good-to-great company faced significant adversity

along the way to greatness, of one sort of another—In
every case, the management team responded with a
powerful psychological duality. On the one hand, they
stoically accepted the brutal facts of reality. On the other
hand, they maintained an unwavering faith in the
endgame, and a commitment to prevail as a great
company despite the brutal facts. The world calls this
duality as the Stockdale Paradox.
By the people, of the people, for the people

 Setting off on the path to greatness required

confronting the brutal facts of current reality.
 We created a culture wherein people had a
tremendous opportunity to be heard and, ultimately,
for the truth to be heard.
 Four basic practices we followed:
 Lead with questions, not answers
 Engaged with dialogue and debate, not coercion
 Conducted autopsies, without blame
 Built red flag mechanisms where information could
not be ignored
Our Success-path learning
Driving factors of the Hedgehog concept
Collaborative decisions, Participative Actions
 Sustaining Success-focus

 Getting disciplined people who engage in disciplined

thought and who then take disciplined action,
fanatically consistent with three circles
 People who “rinse their cottage cheese”
 Not about a tyrant who disciplines
 Involves a duality
 Requires people who adhere to a consistent system.
 Gives people freedom and responsibility within
framework of that system.
 “Stop doing” lists are more important than “to do” lists.
 “Anything that does not fit with our Hedgehog Concept,
we will not do.”
Global growth and people realities

 As our company grows it can easily become more

complex and could trip over its own success – too
many new people, too many new customers, too
many new orders and too many new products.
 Our globally diversified divisions are built on a
consistent system with clear constraints, and they
give people freedom and responsibility within the
framework of its proven system. Hiring of diversity
minded and self-disciplined people who don’t need
to be managed is key to the success. They then
need to manage the system and not micro-manage
the people.
 From being good to achieving greatness

 Good-to-great divisions avoid technology fads and

bandwagons.
 Yet they often become pioneers in the application
of carefully selected technologies.
 This fits directly with our Hedgehog Concept
 Good-to-greats use technology as an accelerator
of momentum, not a creator of it.
 Technology by itself is never a root cause of either
greatness or decline.
 “Walk, observe, run & maintain speed” is an
effective approach, even during times of rapid and
radical technological change.
 Persistence, Patience & Perseverance

 Good-to-great transformations never happened in one fell swoop.

 There was no single defining action, no grand program, no one
killer innovation, no solitary lucky break, no miracle moment.
 Instead they followed a sustainable pattern of buildup,
breakthrough and success.
 Like pushing on a giant, heavy flywheel, it takes a lot of effort to
get the thing moving, but . . .
With persistent pushing,
In a consistent direction,
Over a long period of time
The flywheel builds momentum . . . Eventually hitting a point of
breakthrough.
 Our good-to-great divisions consistently overcame problems of
commitment, alignment, motivation, and change to effectively
take care of themselves.
 Alignment follows from results and momentum, not the other way
around.
Our essential do’s and don’ts

 Follow a pattern of buildup leading to

breakthrough-steps
 Confront the brutal facts
 Attain consistency
 Follow the pattern of disciplined people, thought
and action
 Harness appropriate technologies
 Make major acquisitions after breakthrough
 Spend little energy trying to motivate people
 Let results do the talking
 Maintain consistency
And the Why’s and How’s

 Skip buildup and go straight to breakthrough

 Embrace fads and management hoopla
 Demonstrate inconsistency
 Jump right into action
 React as fast as possible to technology change,
to avoid being left behind
 Make major acquisitions to create momentum
 Spend a lot of energy trying to motivate and align
people
 Sell the future
 Demonstrate inconsistency over time
Our Good to Great achievement path

Establishe Good to Sustained Built to Enduring

d Division Great Great Last Great
or Start-up Concepts Results Concept Divisions
s
Balancing Values with Change Necessities
HR’s Golden People Success Rules

 When in doubt, do not hire – Keep looking

 When you know you need to make people change –

Act

 Put your best people on your biggest opportunities,

not your biggest problems
 Purpose of compensation – Not to motivate the
right behaviors from the wrong people, but to get
and keep the right people in first place

 Right people are the most important asset

‘Work-Unity’ in Global Diversity: A Success Model
Recruitment
• Assess staffing requirements
• Recruit employees from diverse countries
purely on merit and global orientation
• Source them through job rotation,
employee referrals and external ads
• Higher buy in due to process transparency
• Customised employee induction programs
to sensitize them to global work
necessities
Diversity Success
Transformations
• Cross learning's in a Multi Cultural environment
• Great International work exposure
• Unique business models & global firsts @
Ericsson
• Enjoyable work and travel experience
• Cross cultural competence builds through
ongoing team/individual support
Training
•
Training of Global staff on emerging Diversity
issues
• Multicultural and gender diverse staff employed
at all entry level to top management positions
• Appropriate handholding and motivation
• Global footprint familiarization part of training
Ericsson’s
Model
Delivery
Globally Ericsson time tested diversity policies generate
goodwill and better revenues
 Created a new business model based on
breakthrough co-sourcing understanding with Bharti
group
 Pioneered with the same co-sourcing model to spread
nationally in other clients & states.
 Started Empower a unique student empowerment &
teaching programme targeting pan India Engg
colleges
 Exposure to latest technologies and industry experts
 Dedicated HR teams & proven experts mitigate risks
of global diversity with collaborative work tools like
intranet.
 Making diversity management a ‘wow’ experience for
THANK YOU!

Every Employer And The Host

Country Wants You Safe &
Comfortable For Higher
Productivity

Our HR has systems &

experienced staff especially
devoted to transform our
people’s multifaceted cultural
& talent abilities into win-win
work situations