Transforming Finance and Accounting through advanced operating models
|
|
- Kathleen Sharp
- 6 years ago
- Views:
Transcription
1 Transforming Finance and Accounting through advanced operating models Executives believe there is untapped potential for advanced technology, process reengineering, and new organizational structures to improve the finance function s ability to address the most strategic enterprise challenges 1
2 About the research In 2014, Genpact commissioned a research project conducted by an independent research firm. The goal was to assess the potential of new operating models across a wide spectrum of industry sectors and functions. The respondents were executives selected on the basis of their ability to make or influence materially operating models decisions, and likely range from senior to top management. More than 900 senior-level executives completed the survey. This document EMEA presents findings drawn from more than 150 respondents engaged in the finance function 25% 10% APAC 16% 84% across a range of industries. 56% of the finance 65% 84% executives surveyed are based in North America, 10,000 + predominantly with large companies with more NAMER than 10,000 employees (see Figure 1). This 56% of respondents from North America analysis complements other research and insight derived from Genpact s experience designing, n=912 from all industries transforming and operating business processes and operations. Figure 1 Sample of more than 900 senior executives of whom 17% are from the finance function REGIONS SIZE* FUNCTIONS 5,001-10,000 16% 87% of respondents are from larger companies * Company size defined by number of employees Marketing Finance 15% 17% 13% Operations 40% Procurement 15% 46% of finance respondents from banking and financial services Risk 2
3 Abstract What are the most pressing company challenges? Regulatory compliance, risk management, and cost reduction are the biggest challenges confronting senior finance executives How can functions and related operations address them? Which functions are most effective at addressing these challenges? Improvements in the Financial Planning & Analysis and Master Data Management sub-functions have the biggest overall impact Are those functions mature? Are those functions ready to transform further? Executives from banking, financial services and insurance rate their F&A functions as mature and ready for further evolution. Can new operating models of those functions help them transform? Which models can do this? Advanced organizational structures support finance transformation. Advanced organizational structures have their greatest impact on mature Finance & Accounting sub-functions. When will the transformation start? What might the impact of that transformation be? Notwithstanding the power of advanced organizational structures, where applicable, radically improved use of technology is expected to generate the largest monetary impact
4 Abstract CFOs and other senior finance executives continue to face daunting challenges even as the economic recovery inches forward. Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators demands are escalating. The finance function has the potential to help address some of these issues, but the level of maturity and preparedness varies widely across companies and industry sectors as well by subfunction. Specifically, Financial Planning and Analysis (FP&A) and master data management (MDM) emerge as two key spaces to watch. The three levers of operating model transformation technology, process re-engineering, and advanced organizational structures (shared services, business process outsourcing, and hybrids thereof) create impact differently. Using commissioned research, Genpact has examined these trends to understand how enterprises are driving transformation to achieve business impact. 4
5 Compliance and cost rated among the most important challenges for companies today Regulatory compliance, risk management, and cost reduction are the biggest worries confronting senior finance executives Regulatory compliance, risk management, and cost reduction are the most important concerns confronting senior executives across all functions. Survey respondents were asked to name the three most important challenges facing their company. The top response, cited by 56% of respondents across industries, was ensuring compliance with regulations. The challenges of reducing costs and increasing customer satisfaction ranked close behind, both with 48% (Figure 2). % of respondents from various functions stating challenge as among the Top 3 for their company Ensure compliance to regulations Increase growth and scalability Increase customer satisfaction Enable company s innovation Reduce capital and asset intensity Enable agility and adaptability Manage risk Reduce costs Finance Procurement Marketing Operations Compliance, risk and cost are key imperatives according to F&A executives CPOs share the cost and to some extent the compliance urgency COOs focus on compliance too n=912 Figure 2 5
6 Significant variation by function: Finance executives most concerned with compliance, risk and cost Executives in the finance function see a slightly different picture, with risk management (50% of respondents) ranked second to regulatory compliance (56%) but ahead of reducing costs (47%). Procurement executives, however, are most concerned about cost reduction (65%) far ahead of any other challenge, while marketing executives placed growth and scalability first at 59% (Figure 3). Importance of the challenge (% of respondents in specific functions across industries stating that the challenge is among the Top 3 for their company) Ensure compliance to regulations Marketing Increase customer satisfaction Procurement Finance Procurement Risk Operations Finance Marketing Risk Operations Reduce cost Risk Finance Marketing Procurement Operations Increase growth and scalability Procurement Operations Risk Finance Marketing Manage risk Marketing Procurement Operations Finance Risk Risk Finance Operations Marketing Procurement Enable company s innovation Risk Operations Finance Procurement Marketing Enable agility and adaptability Marketing Procurement Operations Risk Finance Reduce capital and asset intensity Figure 3 n=912 6
7 Financial sector most concerned about compliance and risk management but results vary across industries The most important business challenges also vary substantially across industries with banking executives strongly focused on compliance and risk management (72% and 70%, respectively), as among their top three concerns. In contrast, cost reduction (64%) is the dominant concern in the consumer products sector, while 65% of high-tech/software executives worry most about increasing growth and scalability (Figure 4). Importance of the challenge (% of respondents in specific industries stating that the challenge is among the Top 3 for their company) High Tech Capital Markets Healthcare Banking Insurance Life Sciences CPG Manufacturing Ensure compliance to regulations Increase growth and scalability Manage risk Reduce cost Enable agility and adaptability Increase customer satisfaction Enable company s innovation No such thing as overall imperative High tech most focused on innovation, growth, agility Life sciences respondents focused on regulation, customer satisfaction, and to some extent cost and innovation Reduce capital and asset intensity n=912 Figure 4 7
8 Large enterprises worry more about compliance and risk while smaller enterprise focus on scalability Large companies with more than 10,000 employees assign different priorities to business challenges than smaller firms with 5,000 to 10,000 employees. Regulatory compliance and risk management are most important for larger enterprises while smaller firms are more likely to say that innovation as well as growth and stability are among their top three challenges (Figure 5). Importance of the challenge (% of respondents across industries stating that the challenge is among the Top 3 for their company) 10,000+ employees 5,001-10,000 employees Ensure compliance to regulations Increase customer satisfaction Manage risk Reduce cost Increase growth and scalability Gap between smaller and larger companies is limited Main exception of the growth challenge which is most acute in smaller firms Enable company s innovation Enable agility and adaptability Reduce capital and asset intensity n=912 Figure 5 8
9 Intensity of challenges generally consistent across geographies In contrast to the variability seen across job function, industry, and company size, the top business challenges are relatively consistent across geographies. For example, the proportion of executives who included compliance with regulations among their top three concerns varied only from 55% in North America to 58% in EMEA and APAC. Risk management was somewhat more variable, ranging from 35% in EMEA to 44% in North America (Figure 6). Importance of the challenge (% of respondents across regions stating that the challenge is among the Top 3 for their company) NA APAC EMEA Ensure compliance to regulations Increase customer satisfaction Reduce cost Small variations across regions Manage risk Increase growth and scalability Most variance attributable to industries and size of companies present in those areas Enable company s innovation Enable agility and adaptability Reduce capital and asset intensity n=912 Figure 6 9
10 FP&A and MDM seen as important in solving the most pressing challenges Improvements in the FP&A and MDM subfunctions have the biggest overall impact in addressing these business challenges To identify the best opportunities, executives were asked which sub-functions could impact each of the executives top three challenges. Function impact indexes were then calculated to reflect the combined importance of a business challenge with the relative impact that a finance sub-function can have on the challenge. This analysis identified Financial Planning and Analysis (FP&A) and finance master data management (MDM) as having the greatest overall impact (Figure 7). Function Impact Index* combining stated importance of challenges and stated ability of a function to address them Financial Planning & Analysis 147 Finance MDM Record-to-Report Impact of R2R, P2P and O2C less ubiquitous than FP&A and MDM Procure-to-Pay Order-to-Cash F&A However, these functions have significant impact on specific key imperatives * Impact of a function on company s challenges is defined as =, where is the % of respondents who believe that improvement in the function will have a material impact on the challenge ; is the % of respondents citing the challenge as among the 'Top 3' n=157 finance and accounting executives Figure 7 10
11 FP&A and MDM helps solve challenges most, R2R is still critical for compliance, P2P and O2C for cost, O2C for customer satisfaction In the case of managing risk, FP&A (64%) and MDM (49%) were far more frequently cited as having material impact than any of the other finance sub-functions. For regulatory compliance, MDM was virtually tied with record to report for highest impact, followed by FP&A. Similarly, FP&A and procure to pay have the biggest impact on reducing costs (Figure 8). Magnitude of challenge 1 Ensure compliance to regulations Reduce costs Increase customer satisfaction Increase growth and scalability Manage risk Enable company innovation Enable agility and adaptability Reduce capital and asset intensity F&A % of respondents stating function can have material impact on addressing challenge O2C R2R P2P FP&A MDM % of respondents stating it is one of the top 3 challenges in their company n=157 finance and accounting executives Figure 8 11
12 Executives from banking, financial services and insurance rate their F&A functions as mature and prepared to further evolve The ability to deliver potential improvements in each finance sub-function depends in part on the existing level of maturity but also on the preparedness of companies to further evolve each function. Looking first at overall maturity, executives in the banking, financial services, and insurance (BFSI) sector are more likely than their counterparts in other industries to rate their overall Finance and Accounting function as mature or very mature. They also reported higher maturity levels for the FP&A, procure to pay, and MDM sub-functions. This contrasts with other industries in which order to cash and record to report are considered mature more often (Figure 9). 12
13 Banking and financial services more mature in FP&A, P2P and MDM, while other industries ahead in O2C and R2R % of respondents stating that finance function in their organization is either very mature or mature F&A Others 1 Others 1 BFSI FP&A BFSI BFSI Others 1 O2C BFSI Others 1 R2R Others 1 BFSI MDM Others 1 BFSI P2P 1 Healthcare, life sciences, consumer goods, high tech and manufacturing n=157 finance and accounting executives Figure 9 13
14 Financial services organizations more mature than other industries with FP&A considered as most mature A closer look at the impact of each sub-function revealed that the BFSI sector stands out for especially high maturity of the FP&A function, which was rated very mature by 48% of the executives and mature by another 32% for a total of 80% (Figure 10). % respondents stating the maturity of the finance functions in their organizations Very mature Mature Somewhat mature/immature F&A FP&A O2C R2R P2P MDM n=75 finance and accounting executives from banking, capital markets and insurance Figure 10 14
15 Order to cash most mature for consumer goods, life sciences, high tech and healthcare In contrast, more executives in consumer goods, life sciences, high-tech, and healthcare rate order to cash as very mature or mature (77%), ahead of FP&A at 73% (Figure 11). Notably, a significant percentage of respondents from both types of firms rated MDM the other function with a high impact on key business challenges at the bottom of the maturity ratings. % respondents stating the maturity of the finance functions in their organizations Very mature Mature Somewhat mature/immature F&A O2C FP&A R2R P2P MDM n=85 finance and accounting executives from CPG, life sciences, manufacturing, high tech and healthcare Figure 11 15
16 Banking and financial services most prepared to transform the F&A function When it comes to preparedness for further evolving finance sub-functions, again the BFSI sector stands out with the highest proportion of respondents. Financial services executives said they are more prepared than their counterparts in other industries to evolve the overall F&A function and every sub-function (Figure 12). % respondents stating their organization is very prepared or prepared to mature the specific finance function F&A Others 1 BFSI O2C Others 1 BFSI FP&A Others 1 R2R Others 1 BFSI BFSI FP&A, MDM and R2R least ready to transform in manufacturing, life sciences and high tech P2P Others 1 BFSI MDM Others 1 BFSI 1 Healthcare, life sciences, consumer goods, high tech and manufacturing. BFSI includes banking, capital markets and insurance n=157 for finance and accounting executives Figure 12 16
17 Large companies have more mature F&A across the board and especially in FP&A Across all industries, larger companies are more prepared than smaller firms to mature their finance functions. This applies to the overall F&A function and to all sub-functions, especially FP&A and MDM (Figure 13). % of respondents stating that finance function in their organization is either very mature or mature ,000+ employees 5,001 10,000 - employees F&A R2R O2C FP&A MDM is the least mature function The difference between large and smaller organizations is statistically insignificant P2P MDM n= 157 finance and accounting executives Figure 13 17
18 In BFSI companies, MDM comparatively less mature; plans seem to be in place to transform further if needed These relative levels of maturity and preparedness among different finance sub-functions point to areas with high potential for immediate improvement. In the BFSI sector, although FP&A leads in maturity, MDM has the biggest potential because it is relatively immature and companies are well-prepared to make it evolve (Figure 14). % of companies stated as very prepared or prepared to mature in specified functions Size of the bubble proportional to impact of function on many strategic challenges MDM R2R P2P O2C FP&A % of companies stated as very mature or mature in the specified functions Size of the circle indicates importance of challenge and size of the slice indicates impact of improving the function on the challenge Manage risk Ensure compliance to regulations Reduce cost Ensure compliance to regulations Manage risk Reduce cost Reduce costs Increase customer satisfaction Manage risk Manage risk Ensure compliance to regulations Reduce cost Manage risk Ensure compliance to regulations Increase customer satisfaction n= 72 finance and accounting executives from commercial and retail banking, insurance and capital markets Figure 14 18
19 As noted earlier, improvements in MDM are also expected to have a strong impact on key business challenges, especially managing risk and ensuring compliance (Figure 15). % of respondents assessing maturity and preparedness Magnitude of challenge 1 Ensure compliance to regulations Manage risk Increase customer satisfaction Reduce costs Increase growth and scalability Maturity of process Preparedness to mature F&A O2C % of respondents stating function can have material impact on addressing challenge R2R P2P FP&A MDM Very mature or mature Somewhat mature or Immature Fully prepared or prepared Somewhat prepared or not prepared 1 % of respondents stating it is one of the top 3 challenges in their company n=72 for F&A executives from capital markets, banking and insurance Figure 15 19
20 MDM is important but least mature yet many aren t ready to evolve it further in life sciences, healthcare, manufacturing, CPG and high-tech The situation is similar in life sciences, manufacturing, consumer products, and high-tech industries. The current level of maturity and the preparedness to further evolve are highest for order to cash (Figure 16). % of companies stated as very prepared or prepared to mature in specified functions Size of the bubble proportional to impact of function on many strategic challenges MDM P2P FP&A R2R O2C % of companies stated as very mature or mature in the specified functions Size of the circle indicates importance of challenge and size of the slice indicates impact of improving the function on the challenge Reduce cost Ensure compliance to regulation Enable agility and adaptation Reduce cost Increase customer satisfaction Ensure compliance to regulation Increase growth and scalability Reduce costs Reduce cost Ensure compliance to regulation Enable agility and adaptation Ensure compliance to regulation Reduce costs Increase growth and scalability n= 85 finance and accounting executives from healthcare, life sciences, consumer goods, high-tech and manufacturing Figure 16 20
21 FP&A and MDM are both less mature and well-prepared to evolve, while also having a large impact on key business challenges (Figure 17). Magnitude of challenge 1 Reduce costs Ensure compliance to regulations Increase growth and scalability Increase customer satisfaction 4558 Enable company innovation 44 % of respondents assessing maturity and preparedness Maturity of process Preparedness to mature F&A % of respondents stating function can have material impact on addressing challenge O2C R2R P2P FP&A MDM Very mature or mature Somewhat mature or Immature Fully prepared or prepared Somewhat prepared or not prepared 1 % of respondents stating it is one of the top 3 challenges in their company n=85 finance and accounting executives from CPG, life sciences, high tech, manufacturing and healthcare Figure 17 21
22 Advanced organizational structures most frequently applicable among operating model initiatives Advanced organizational structures support finance transformation Financial executives gave advanced organizational structures the highest ratings for impact on the overall Finance and Accounting function. Advanced organizational structures include business process outsourcing (BPO) and shared service centers (SSC) as well as hybrid models that combine the two. About 59% of financial executives agreed that these structures can have material impact on the function. This impact is greater than for other operating model initiatives for F&A transformation, including business process re-engineering (40%) and radically improved use of technology (38%). Advanced organizational structures are also believed to have particularly strong benefits for FP&A and MDM, the functions that have the highest impact indexes. This shows the ability of advanced organizational structures to impact the most important business challenges (Figure 18). % of respondents stating the initiative can have a material impact on the function Radically improved use of technology Business process re -engineering BPO or SSC or hybrid Impact Index* F&A O2C R2R P2P FP&A MDM Technology quite important in FP&A and MDM More BFSI see advanced organizational structures as helpful for MDM *Function Impact Index combining stated importance of challenges and stated ability of a function to address them n=157 finance and accounting executives Figure 18 22
23 At least one third of the companies have not initiated the transformation of their operating model Senior financial executives have made substantial progress in implementing advanced organizational structures (SSC, BPO, or hybrid) for the FP&A function. About 83% said that such implementations are either in progress or will start within 12 months. This progress is more advanced than the 76% reported for implementation of radically improved use of technology and 74% for business process re-engineering. There is still considerable opportunity for further improvements in MDM, in which only 73% of the executives have advanced organizational structure initiatives in progress or planned, compared with 77% for improved technology and 75% for business process re-engineering. Record to report is another area with significant untapped potential (Figure 19). % of respondents; Width of the column indicates the % of respondents who believe that the operating model initiative will have a material impact on the function. O2C R2R Currently in Progress Planned in next 12 months Planned after 12 months Not Considered Tech BPR SSC, BPO or hybrid Tech BPR SSC, BPO or hybrid P2P FP&A MDM Tech BPR SSC, BPO or hybrid Tech BPR SSC, BPO or hybrid Tech BPR SSC, BPO or hybrid n=157 for finance and accounting executives Figure 19 23
24 Many organizations believe advanced operating models can have impact; more so for mature F&A functions Advanced organizational structures have their greatest impact in mature F&A subfunctions The potential of advanced organizational structures to support finance function transformation is particularly promising for F&A sub-functions that are already mature. For every sub-function, the proportion of financial executives who rated advanced structures as having material impact was significantly higher among organizations with mature functions (Figure 20). This contrasts with radically improved use of technology and business process re-engineering where there was little difference in impact among firms with mature and immature sub-functions. % of respondents stating the initiative can have a material impact on the function Radically improved use of technology Business process re-engineering BPO or SSC or hybrid F&A O2C R2R P2P Mature Not mature Organizations with mature F&A functions are more likely to believe advanced organizational structures can have a material impact on all sub-functions FP&A MDM Technology and BPR perception is instead not dependent on maturity of process n=157 finance and accounting executives; Mature=119, Not mature=33 Figure 20 24
25 Already mature functions also more prepared to evolve This is consistent with other survey findings demonstrating that already mature functions are also more prepared to evolve, enhancing potential for transformation (Figure 21). Respondents rating their company s functions as Mature Not mature % respondents stating the preparedness of their organization to mature a finance function F&A 88 FP&A MDM O2C P2P R2R Prepared 12 Somewhat prepared/not prepared n=157 finance and accounting executives; Mature=119, Not mature=38 Figure 21 25
26 Notwithstanding the power of advanced organizational structures, where applicable, radically improved use of technology is expected to generate the largest monetary impact Genpact research has found that advanced organizational structures such as SSC or BPO are being deployed more frequently than other approaches for improving finance processes. SSC or BPO or a combination of the two organization structures can also exert material impact on key business challenges, according to the majority of the finance executives. However, the research has shown that there are important variations among mature and immature finance organizations, as well as across industries, job functions, company size, and the applicability of radical improvements in technology when applicable improved use of technology can provide the biggest monetary impact, especially in the BFSI sector (Figure 22). 26
27 Improved use of technology, when applicable, is seen as providing largest monetary impact - especially in BFSI Annual $ impact is the weighted average of the total estimated positive business impact of all operating model initiatives in US$ per annum including reduction of cost, capital required, improvement of cash and revenue growth Others 1 10,000+ employees average Others 1 10,000+ employees average Technology BFSI Others 1 BFSI 10,000+ employees average BPR Advanced organizational structures (SSC, BPO or hybrid) BFSI Advanced organizational structures seen as more frequently deployable but having less standalone impact Impact in financial services consistently seen as higher than in other industries 1 Healthcare, life sciences, consumer goods, high tech and manufacturing n=157 finance executives Figure 22 27
28 Mature organizations expect more impact than less mature ones from technology and BPR Moreover, the monetary impact is higher for mature organizations across all operating models, especially for improved use of technology (Figure 23). Average $ impact, bar width proportional to percent of respondents stating that the initiative will have a material impact Average $ impact OVERALL MATURE IMMATURE $ 295m $ 268m Tech $ 155m BPR $ 103m SSC, BPO, Hybrid 1 Tech $ 178m BPR $ 110m SSC, BPO, Hybrid 1 $ 158m Tech $ 82m $ 83m BPR SSC, BPO, Hybrid 1 Advanced organizational structures seen as more frequently deployable but having less standalone impact Impact in mature organizations consistently higher than in the rest Annual $ impact is the impact of operating model initiatives in US$ per annum including reduction of cost, capital required, improvement of cash and revenue growth n=157 (Mature=119, Not mature=38) finance and accounting executives 1 BPO Business Process Outsourcing, SSC Shared Services Figure 23 28
29 In conclusion CFOs and other senior finance executives believe that the finance function plays a strategic role in addressing the daunting challenges that are still prominent in times of slow economic recovery, continued uncertainty, and heightened regulatory demands. This research examined how those challenges can be tackled by three levers of operating model transformation: technology, process re-engineering, and advanced organizational structures. The related transformation of operations is an untapped strategic lever for the CFO as well as the CEO. However, it is sometimes seen as a formidable undertaking. Few understand the IT + analytics + process operations nexus sufficiently. Technological excesses of the past (such as ERP or data warehouses) are well documented. Some technologies are unproven, some uses of analytics are unclear, and older technologies are rigid and expensive to evolve. Finally, it is frequently a struggle to scale deep analytics throughout the enterprise. Our experience of advanced operating models, accumulated over 15 years, clearly indicates that there are agile and practical ways to transform. The key is to design, transform, and run the processes that power advanced operating models so that they closely align with measurable business goals, thereby avoiding saddling the company with unnecessary and often unmanageable complexity. This approach focuses more rigorously on the sources of impact and deliberately disregards any practice that does not yield material outcomes. It also takes a more objective and holistic look at technology, analytics and organizational practices. It leverages now-mature system of engagement technologies that complement system of record technologies. It treats analytics (the arc of data-to-insight-to-action) as a process and determines how to embed insight at scale into the fabric of other enterprise processes; it does not take the typical approach of viewing analytics as a task and a set of technologies. Finally, it harnesses the process and organizational levers available from established disciplines, such as re-engineering, shared services, outsourcing, and global delivery. We think that there is a smarter way to transform operating models and address the most complex strategic challenges. This is a way for CFOs to make their enterprises more intelligent and generate material impact. 29
30 Genpact Research Institute The Genpact Research Institute is a specialized think tank harnessing the collective intelligence of Genpact as the leading business process service provider worldwide - its ecosystem of clients and partners, and thousands of process operations experts. Its mission is to advance the art of the possible in our clients journey of business transformation and adoption of advanced operating models. About Genpact Genpact Limited (NYSE: G) is a global leader in designing, transforming and running business processes and operations, including those that are complex and industry-specific. Our mission is to help clients become more competitive by making their enterprises more intelligent through becoming more adaptive, innovative, globally effective and connected to their own clients. Genpact stands for Generating Impact visible in tighter cost management as well as better management of risk, regulations and growth for hundreds of long-term clients including more than 100 of the Fortune Global 500. Our approach is distinctive we offer an unbiased, agile combination of smarter processes, crystallized in our Smart Enterprise Processes (SEP SM ) proprietary framework, along with analytics and technology, which limits upfront investments and enhances future adaptability. We have global critical mass over 65,000 employees in 25 countries with key management and corporate offices in New York City while remaining flexible and collaborative, and a management team that drives client partnerships personally. Our history is unique behind our single-minded passion for process and operational excellence is the Lean and Six Sigma heritage of a former General Electric division that has served GE businesses for more than 16 years. For more information, contact, cfo.services@genpact.com, and visit, Follow us on Twitter, Facebook and LinkedIn Copyright Genpact. All Rights Reserved. 30
Transforming procurement operations through advanced operating models
EXECUTIVE SUMMARY Transforming procurement operations through advanced operating models Procurement executives believe there is untapped potential for advanced operating models to address the top enterprise
More informationAccelerating the pace and impact of digital transformation
RESEARCH REPORT Accelerating the pace and impact of digital transformation How the consumer goods and retail organizations view the digital agenda A Harvard Business Review Analytic Services study in association
More informationHow can regulatory affairs drive greater value for the patient and for the business?
How can regulatory affairs drive greater value for the patient and for the business? Exploring the key considerations How do you combat the rising costs of regulatory affairs? What s the best operating
More informationTime to rethink existing operating models for support functions in the life sciences industry
GLOBAL BUSINESS SERVICES Time to rethink existing operating models for support functions in the life sciences industry Genpact Pharmaceutical industry profits and revenue growth are under sustained pressure,
More informationArchitecting the Lean Digital SM enterprise for Insurance
Headline: Generating Impact Architecting the Lean Digital SM enterprise for Insurance Reimagine business processes by extending digital s power all the way through to the middle and back office where it
More informationArchitecting the Lean Digital SM enterprise for Consumer Goods and Retail
Headline: Generating Impact Architecting the Lean Digital SM enterprise for Consumer Goods and Retail Reimagine business processes by extending digital s power all the way through to the middle and back
More informationThe Value- Driven CFO. kpmg.com
The Value- Driven CFO kpmg.com 2 Leading the Way in a Data-Driven Enterprise Several years of global uncertainty have made even the toughest executives flinch, and that s certainly true for chief financial
More informationThe Accenture 2011 High Performance Finance Study. Redefining High Performance in the Insurance Finance Function
The Accenture 2011 High Performance Finance Study Redefining High Performance in the Insurance Finance Function Contents Introduction Introduction 03 Delivering greater value to the enterprise 09 Dealing
More informationTechnology evolution. Managing the risk in four key areas
Technology evolution Managing the risk in four key areas The message is widespread: the concept of as-a-service is real and has the potential to unleash the power of processing, increased capacity, cost
More informationWHITE PAPER. Annual IIoT Maturity Survey. Adoption of IIoT in Manufacturing, Oil and Gas, and Transportation
WHITE PAPER 2017 Adoption of IIoT in Manufacturing, Oil and Gas, and Transportation 1 Executive Summary A survey of senior-level, experienced Industrial Internet of Things (IIoT) decision-makers and influencers
More information2017 Arvato At a Glance
Arvato At a Glance 2017 Dear readers, dear friends of Arvato, Arvato is an international service provider. About 70,000 employees in more than 40 countries design and implement innovative solutions for
More informationGet ahead of technology trends Enabling the symphonic enterprise with SAP solutions
Get ahead of technology trends Enabling the symphonic enterprise with SAP solutions Get ahead of technology trends Prelude to success The vision for tomorrow s enterprise is one in which a multitude of
More informationRaise the Bar TRANSFORM YOUR FINANCE FUNCTION
Raise the Bar TRANSFORM YOUR FINANCE FUNCTION Get EFaaS TM for Enterprise Cost Reduction [ 1 ] A significant amount of costs in Financial Institutions are locked up in Operations and Back-Office functions.
More informationContact Center Outsourcing Annual Report 2017 Disruption is Here: The End of Contact Centers as We Know Them
Contact Center Outsourcing Annual Report 2017 Disruption is Here: The End of Contact Centers as We Know Them Contact Center Outsourcing (CCO) Annual Report August 2017: Preview Deck Our research offerings
More informationThe Future Of Agencies
A Forrester Consulting Thought Leadership Spotlight Commissioned By Adobe January 2017 The Future Of Agencies A Spotlight On Customer Experience Table Of Contents 1 2 4 7 8 Executive Summary Marketers
More informationProgressive Value Generation. Application Management. Siemens IT Solutions and Services
Progressive Value Generation Application Management Siemens IT Solutions and Services s Answering the Challenge With the significant investment your business makes in evaluating and implementing just the
More informationRobotic Process Automation in Insurance. An ACORD/Capgemini Perspective
Robotic Process Automation in Insurance An ACORD/Capgemini Perspective A New Era in Insurance Insurers have been accustomed to the current market realities of relatively low premium growth, rising loss
More informationAn Effective Convergence of Analytics and Geography
An Effective Convergence of Analytics and Geography Gain Competitive Advantage Using Smarter Analytics Tony Boobier BEng CEng FICE FCILA FCIM MICPS Insurance Leader IBM Business Analytics EMEA Agenda 1
More informationAnalytics: Laying the Foundation for Supply Chain Digital Transformation
November 2017 Analytics: Laying the Foundation for Supply Chain Digital Transformation By Sanjiv Mahajan, Sandip Saha and Alfonso Macias As supply chain leaders set objectives and strategies for 2018 and
More informationFinding Hidden Value through Workforce Optimization Solutions. Enabling evidence-based decision-making
Finding Hidden Value through Workforce Optimization Solutions Enabling evidence-based decision-making Police services today face escalating demands for efficiency and effectiveness from citizens and governments
More informationTHE PROMISE SERVICE IT S HERE AND NOW
THE PROMISE OF AS-A- SERVICE IT S HERE AND NOW THE PROMISE OF AS-A-SERVICE: IT S HERE AND NOW In 2015, when Accenture and HfS surveyed executives about the maturity of an as-a-service delivery model for
More informationBusiness Process Services: A Value-Based Approach to Process Improvement and Delivery
WHITE PAPER Business Process Services: A Value-Based Approach to Process Improvement and Delivery In this white paper, we examine how your business can be improved through business process services. Business
More informationStrategic Business Continuity Management
Strategic Business Continuity Management Steven J. Ross Deloitte & Touche New York Prospering in the Secure Economy Leading organizations must confront the new realities of today s uncertain economy The
More informationTHE DATA WAREHOUSE EVOLVED: A FOUNDATION FOR ANALYTICAL EXCELLENCE
THE DATA WAREHOUSE EVOLVED: A FOUNDATION FOR ANALYTICAL EXCELLENCE May 2017 Author: Michael Lock Vice President & Principal Analyst, Analytics & Business Intelligence Report Highlights p2 p3 p6 p8 More
More informationAgile Master Data Management
A better approach than trial and error by First San Francisco Partners 2 Common MDM initiative and benefit Customer Optimization Improve up-sell, cross-sell and customer retention Access full-customer
More informationINTELLIGENT DIGITAL AUTOMATION PLATFORM
A I INTELLIGENT DIGITAL AUTOMATION PLATFORM Gaining competitive advantage through digital transformation of your business processes Sponsored by 1 Introduction Today, every business faces the threat of
More informationThe Current and Future State of Digital Supply Chain Transformation
The Current and Future State of Digital Supply Chain Transformation A cross-industry study with 337 executives in over 20 countries reveals expectations on digital transformation. Table of Contents Executive
More informationHOW FINANCE CAN TRANSFORM THE BUSINESS BY HARNESSING ROBOTIC POWER
HOW FINANCE CAN TRANSFORM THE BUSINESS BY HARNESSING Looking Beyond Cost Savings to Bring Value to the Business 2 I HOW FINANCE CAN TRANSFORM THE BUSINESS BY HARNESSING INTRODUCTION: LEVERAGING ROBOTICS
More informationAccenture and Salesforce. Delivering enterprise cloud solutions that help accelerate business value and enable high performance
Accenture and Salesforce Delivering enterprise cloud solutions that help accelerate business value and enable high performance 1 Businesses and governments around the world are increasingly adopting and
More informationWhite Paper Describing the BI journey
Describing the BI journey The DXC Technology Business Intelligence (BI) Maturity Model Table of contents A winning formula for BI success Stage 1: Running the business Stage 2: Measuring and monitoring
More informationHOW MANUFACTURING FIRMS CAN USE BPM TO OPTIMIZE OPERATIONAL PERFORMANCE
>> White Paper August 2016 HOW MANUFACTURING FIRMS CAN USE BPM TO OPTIMIZE OPERATIONAL PERFORMANCE Brian Reale In today's competitive manufacturing environment, it takes more than incremental improvement
More informationEmbracing SaaS: A Blueprint for IT Success
Embracing SaaS: A Blueprint for IT Success 2 Embracing SaaS: A Blueprint for IT Success Introduction THIS EBOOK OUTLINES COMPELLING APPROACHES for CIOs to establish and lead a defined software-as-a-service
More informationFuture Readiness of GIC Talent Models
Future Readiness of GIC Talent Models Global Sourcing (GS) Market Report October 2016 Preview Deck Our research offerings for global services Market Vista Global services tracking across functions, sourcing
More informationVENDOR PROFILE. TCS UK Profile IDC OPINION
VENDOR PROFILE TCS UK Profile IDC OPINION IDC sees TCS UK as a strong and healthy services provider with strong human and intellectual assets, commitment to customer satisfaction, and a mature business
More informationWelcome to the postmodern era for public sector ERP
Welcome to the postmodern era for public sector ERP Time to update your public sector enterprise resource planning (ERP)? Consider a postmodern strategy to address your unique requirements. Welcome to
More informationSEIZE COMPETITIVE ADVANTAGE WITH NEXT-GEN BUSINESS INTELLIGENCE ANALYTICS
SEIZE COMPETITIVE ADVANTAGE WITH NEXT-GEN BUSINESS INTELLIGENCE ANALYTICS CRACKING THE CODE TO AGILE INTELLIGENCE Today s business jostle for competitive leadership in a dynamic and crowded space. They
More informationFour faces of the CFO
Four faces of the CFO CFOs play four critical roles Catalyst Catalyze behaviors across the organization to execute strategic and financial objectives while at the same time creating a risk intelligent
More informationTransforming the Finance and Accounting Function A REPORT
www.niit-tech.com Transforming the Finance and Accounting Function CONTENTS Abstract 3 Journey to Becoming World Class Optimize and Standardize Finance Function Talent Management Reliable Data and Analytics
More informationCapgemini BPO Portfolio
Capgemini BPO Capgemini Overview TRANSFORMATION Capgemini BPO Portfolio SECTOR FOCUS CPG, Retail & Distribution Utilities Media and Entertainment Manufacturing Financial Services Finance & Accounting Supply
More informationWhy Low Risk Innovation Is Costly
Why Low Risk Innovation Is Costly Overcoming the Perils of Renovation and Invention By Wouter Koetzier and Adi Alon Innovation is not working out the way many companies expected. Despite increasing commitment,
More informationShared Services in the Financial Services Industry: An Operating Model to Reach Strategic Goals
Shared Services in the Financial Services Industry: An Operating Model to Reach Strategic Goals Financial institutions have sought to enhance back- and middle office operations to deliver sustainable cost
More informationIBM Institute for Business Value. Brazil Point of View IBM Corporation
IBM Institute for Business Value Brazil Point of View Introduction The 2010 IBM CFO Study is the fourth edition since 2003 and builds upon our primary research from 2005 and 2008 CFO Studies 2003 2005
More informationEnabling a Globally Integrated Enterprise With BPO
Enabling a Globally Integrated Enterprise With BPO Susan E. Watson, Vice President IBM Enterprise Process Simplification March 2, 2012 1 Simpler, more responsive internal processes will allow IBM to better
More informationThe future for cloud-based supply chain management solutions
The future for cloud-based supply chain management solutions A global survey of attitudes and future plans for the adoption of supply chain management solutions in the cloud Survey conducted by IDG Connect
More informationORACLE SUPPLY CHAIN MANAGEMENT PRACTICE
ORACLE SUPPLY CHAIN MANAGEMENT PRACTICE Today s enterprises need to be in a state of constant preparedness to address new challenges arising in the fast-changing global economic environment. Infosys Oracle
More informationPart 3 - Beyond hire: The long-term impact of talent acquisition on an organization.
The Talent Forecast Part 3 - Beyond hire: The long-term impact of talent acquisition on an organization. A global study to uncover what today's talent acquisition leaders can tell us about tomorrow's workplace.
More informationDLT AnalyticsStack. Powering big data, analytics and data science strategies for government agencies
DLT Stack Powering big data, analytics and data science strategies for government agencies Now, government agencies can have a scalable reference model for success with Big Data, Advanced and Data Science
More informationGlobal Manufacturing Industry Landscape
Global Manufacturing Industry Landscape Tim Hanley, Deloitte Global Leader, Consumer & Industrial Products Industry group 2017 Manufacturing Forum. 17 October 2017. Perdue University What we will cover
More informationINDUSTRY OUTLOOK OCTOBER Rethinking ERP for a More Agile World
INDUSTRY OUTLOOK OCTOBER 2012 Rethinking ERP for a More Agile World In a world where agility is essential, IT must respond quickly to business needs rather than being constrained by a single application
More informationWHITE PAPER. Next-Gen Procurement Combining Digital with Design Thinking. Abstract
WHITE PAPER Next-Gen Procurement Combining Digital with Design Thinking Abstract The digital renaissance is extensively reshaping businesses today. Going digital is crucial for procurement as it evolves
More informationRethinking Your Business Model with Cloud Mark Tomlinson
Rethinking Your Business Model with Cloud Mark Tomlinson CTO Cloud Computing, IBM UK & Ireland The digital revolution Pacesetter characteristics Reinvention with cloud Partnering for success Start today
More informationHfS Blueprint Guide: Industry 4.0 Services
HfS Blueprint Guide: Industry 4.0 Services 1 HfS Blueprint Guide: Industry 4.0 Services April 2017 Author: Pareekh Jain, Research Senior VP, Engineering Services; and Tanmoy Mondal, Knowledge Analyst,
More informationBusiness Resilience: Proactive measures for forward-looking enterprises
IBM Global Services Business Resilience: Proactive measures for forward-looking enterprises protect deflect predict adapt Working with IBM, you can develop and implement a flexible business resilience
More informationPractical Fundamentals for Master Data Management
Practical Fundamentals for Master Data Management How to build an effective master data capability as the cornerstone of an enterprise data management program WHITE PAPER SAS White Paper Table of Contents
More informationDIGITAL TRANSFORMATION (DX)
An IDC InfoBrief THE PROMISE OF DIGITAL TRANSFORMATION (DX) IN ASIAPACIFIC S LEADING INSTITUTIONS IDC PREDICTION: BY 2018 1/3 OF THE TOP 20 MARKET SHARE LEADERS IN VARIOUS INDUSTRIES WORLDWIDE WILL BE
More informationBusiness Process Transformation to Deliver World Class Outcomes
Business Process Outsourcing the way we do it Business Process Transformation to Deliver World Class Outcomes Driving transformation across business units, across borders, and across disciplines requires
More informationService Contract Analytics: A Roadmap for OEMs
ANALYTICS Service Contract Analytics: A Roadmap for OEMs Genpact The pressure to offer generous warranties and support has been severely eroding Original Equipment Manufacturer (OEM) profits generated
More informationIntegrated BPO Services for BFSI Industry
Integrated BPO Services for BFSI Industry Common service offerings across BFSI Segment Global BFSI institutions have become extremely interconnected and interdependent- conditions which are driving these
More informationThe Smart SOA approach: Innovate, accelerate, differentiate To support your business objectives. Smart SOA: The experienced approach.
The Smart SOA approach: Innovate, accelerate, differentiate To support your business objectives Smart SOA: The experienced approach. The world is changing fast Today s business landscape is more dynamic
More informationPolicy Administration Transformation
Financial Services the way we do it Policy Administration Transformation Helping insurers capture dramatic improvements in time-to-market, product or price leadership and operational excellence The insurance
More informationKseniia Jones Senior Manager Global Risk Advisory Deloitte UK
Inside magazine - Edition 2018 You and I were The rise of managed services Hugo Morris Partner Managed Risk Services Deloitte UK Mark Whitehead Director UK Risk Advisory Deloitte UK Kseniia Jones Senior
More informationTHE STATE OF IT TRANSFORMATION
THE STATE OF IT TRANSFORMATION An Analysis by Dell EMC and VMware Dell EMC and VMware are helping IT organizations transform to business-focused service providers. The State of IT Transformation is an
More informationFP&A EMPOWERMENT: BENCHMARKS, CHALLENGES & OPPORTUNITIES
FP&A EMPOWERMENT: BENCHMARKS, CHALLENGES & OPPORTUNITIES 7 Insights Defining the Evolution of FP&A Powered by: Table of Contents Summary... 3 Research Overview... 4 Insight 1: Companies are Immature Relative
More informationTech deficit. June 2014
Tech deficit June 2014 Executive Summary Breaking into new markets, meeting customer requirements and increasing profitability are key objectives for all companies. Efficient and adaptable technology is
More informationTHE ONE-TWO PUNCH OF SOURCING VALUE: SAVING MONEY & IMPROVING PROCESS QUALITY
The One-Two Punch of Sourcing Value: Saving Money & Improving Process Quality 1 THE ONE-TWO PUNCH OF SOURCING VALUE: SAVING MONEY & IMPROVING PROCESS QUALITY Genpact and Symantec Have Achieved a Real Value-
More informationThe Paradox of FAO Adoption in SMBs
2012 AN EVEREST GROUP REPORT The Paradox of FAO Adoption in SMBs BPaaS Emerging as the Answer Saurabh Gupta, Vice President, BPO Research Copyright 2012, Everest Global, Inc. All rights reserved. r e s
More informationAccenture Architecture Services. DevOps: Delivering at the speed of today s business
Accenture Architecture Services DevOps: Delivering at the speed of today s business What is DevOps? IT delivery supporting the new pace of business Over the last 10 years, the nature of IT delivery has
More informationGlobal Enterprise Model (GEM) for Utilities
Business Process Outsourcing the way we do it Global Enterprise Model (GEM) for Utilities Transforming business processes to drive greater efficiencies, reduce operational costs and improve the customer
More information2018 Big Data Trends: Liberate, Integrate & Trust
2018 Big Data Trends: Liberate, Integrate & Trust Executive Summary Syncsort conducted its fourth annual survey of IT professionals working with Big Data to get a real-world perspective on the opportunities
More informationThe Next Generation of Customer Analytics Using Analytics to Optimize Customer-Related Activities and Processes
The Next Generation of Customer Analytics Using Analytics to Optimize Customer-Related Activities and Processes Research Report Executive Summary Copyright Ventana Research 2013 Do Not Redistribute Without
More informationSAS ANALYTICS AND OPEN SOURCE
GUIDEBOOK SAS ANALYTICS AND OPEN SOURCE April 2014 2014 Nucleus Research, Inc. Reproduction in whole or in part without written permission is prohibited. THE BOTTOM LINE Many organizations balance open
More informationCIO Priorities: Striking the Right Balance Between Growth and Efficiency
Cognizant 20-20 Insights CIO Priorities: Striking the Right Balance Between Growth and Efficiency As a slowdown looms, Indian financial firms CIOs are turning to technology to rein in costs without hampering
More informationService Strategy Maturity: A Model for Business Performance
Service Strategy Maturity: A Model for Business Performance A White Paper Written by Fifth Quadrant Commissioned by IBM June 2011 Contact Details Name: Registered office address: Fifth Quadrant Pty Ltd
More informationMessaging Apps and Chatbots for Brand Marketing
Messaging Apps and Chatbots for Brand Marketing 2017 LIVEWORLD MARKETING SURVEY WHITEPAPER 1 Messaging Apps and Chatbots for Brand Marketing The case for branded conversations via messaging app is strong
More informationState of Sustainable Business Survey 2014
State of Sustainable Business Survey 2014 October 2014 The sixth annual study explores the views of corporate sustainability practitioners About BSR BSR is a global nonprofit organization that works with
More informationAccenture CAS: integrated sales platform Power at your fingertips
Accenture CAS: integrated sales platform Power at your fingertips Understanding the market It is a tough market out there: margins are tightening, competition is increasing and the retail landscape is
More informationBusiness. Update. Transformation. Eric Hammes Senior Vice President Business Transformation and IT. December 12, 2017
Business Transformation Update Eric Hammes Senior Vice President Business Transformation and IT December 12, 2017 1 Agenda Enhancing the customer experience Delivering sustainable productivity Positioned
More informationBreaking the Bottlenecks in Your SDLC
Breaking the Bottlenecks in Your SDLC The value of upfront business-it alignment As organizations urgently navigate Agile transformation, there is a new air of uncertainty towards the methodologies that
More informationBack to School for Business Services how to get it right?
Back to School for Business Services how to get it right? CORE conference November 8, 2016 1 Shared Services and Outsourcing Advisory WHO WE ARE KPMG s Shared Services and Outsourcing Advisory practice
More informationDIGITAL OUTLOOK CONSUMER PACKAGED GOODS INDUSTRY
www.infosys.com INTRODUCTION These are tough times for the Consumer Packaged Goods (CPG) industry. Consumer populations in mature markets such as North America and Western Europe are falling, or staying
More informationperspective Googlization and Amazonization of Procurement Essential building blocks for increasing user and spend adoption
perspective Googlization and Amazonization of Procurement Essential building blocks for increasing user and spend adoption Introduction Making an informed choice on sourcing and procuring best quality
More informationGLOBAL LEADER IN UNIFIED PROCUREMENT SOLUTIONS STRATEGY SERVICES SOFTWARE
UNIFIED PROCUREMENT SOLUTIONS STRATEGY SERVICES SOFTWARE If we know one thing, it's that procurement should have an impact on the enterprise far beyond the sum of its parts. A unified procurement solution
More informationARC EXECUTIVE PERSPECTIVE
ARC EXECUTIVE PERSPECTIVE JANUARY 12, 2017 L&T Infotech s IIoT Strategy Designed to Help Improve Clients Operating Performance By Ralph Rio Introduction Rohit Kedia, Chief Business Officer, Manufacturing
More informationSatisfy customers. Grow their loyalty.
Satisfy customers. Grow their loyalty. In many industries, markets and businesses, contact center efficiency and surprisingly customer satisfaction don t directly drive customer loyalty. Customer loyalty
More informationNext-gen enterprise content management (ECM), the digital backbone of the enterprise PERSPECTIVE
Next-gen enterprise content (ECM), the digital backbone of the enterprise PERSPECTIVE The enterprise content (ECM) journey so far From innovation in the 1990s with client server commuting and file-based
More informationONESOURCE VIRTUAL DEDICATED EXCLUSIVELY TO WORKDAY. Application Management Services Payroll Services
ONESOURCE VIRTUAL DEDICATED EXCLUSIVELY TO WORKDAY Application Management Services Payroll Services Global Consulting Deployment Finance and Accounting Outsourcing 1 DEDICATED TO AND DELIVERED 100 % WITHIN
More informationStakes Rise for IT: The IT Transformation Journey. Commissioned by Datalink, a division of Insight.
Stakes Rise for IT: The IT Transformation Journey Commissioned by Datalink, a division of Insight. 2017 Methodology and Objectives The purpose of this survey was to understand the decision-making process
More informationWHITE PAPER. Guiding principles and dimensions of testing transformation
Guiding principles and dimensions of testing transformation Defining testing transformation Simply put, testing transformation is the process of defining a set of processes and methodologies to accomplish
More informationMOVING TO THE CLOUD WITH CONFIDENCE A step-by-step guide to managing all stages of cloud migration
MOVING TO THE CLOUD WITH CONFIDENCE A step-by-step guide to managing all stages of cloud migration Moving applications to the cloud doesn t require rental trucks or appliance dollies but there is heavy
More informationL approccio Accenture alla migrazione SAP S/4HANA. SAP Forum Fieramilanocity 20 ottobre 2016
L approccio Accenture alla migrazione SAP S/4HANA SAP Forum Fieramilanocity 20 ottobre 2016 Ismaele Bassani Managing Director Accenture Technology SAP Platform Lead Italy, Central Europe & Greece ismaele.bassani@accenture.com
More informationDigital leadership in the Public Sector
Leaders 2020: The next-generation executive Digital leadership in the Public Sector Digital transformation promises great things for the Public Sector and the constituents it serves, from lower costs and
More informationThe Five Ws of User Experience Management. Workforce Efficiency and Adoption Starts with Data
The Five Ws of User Experience Management Workforce Efficiency and Adoption Starts with Data By Knoa Software - 2015 Contents Introduction Who? Your users What? Real-time analytics Where? Across your entire
More informationSourcing RPA. Making the next generation of automation work for you. Copyright 2015 Aecus Ltd. All rights reserved.
Sourcing RPA Making the next generation of automation work for you Copyright 2015 Aecus Ltd. All rights reserved. Copyright 2015 Aecus Ltd. All rights reserved. 1 Service / Lifecycle Expertise and data
More informationAn Oracle Thought Leadership White Paper October Management Excellence Framework: Investigate to Invest
An Oracle Thought Leadership White Paper October 2009 Management Excellence Framework: Investigate to Invest Introduction Management Excellence Framework... 3 Investigate to Invest... 5 Step by Step...
More informationWhy Organizations Struggle to Adopt Agile
ORGANIZATIONAL READINESS: Why Organizations Struggle to Adopt Agile Mike Thompson and Mark Masuelli ISG WHITE PAPER 2017 Information Services Group, Inc. All Rights Reserved INTRODUCTION When The Manifesto
More informationInventory performance today: Why is it declining?
www.pwc.com Inventory performance today: Why is it declining? November 2015 Inventory performance today: Why is it declining? Inventory is often considered by manufacturers to be the most valuable category
More informationIT Outsourcing (ITO) in the Healthcare Provider Industry Annual Report 2015: Building a Coherent Value Proposition
IT Outsourcing (ITO) in the Healthcare Provider Industry Annual Report 2015: Building a Coherent Value Proposition Healthcare & Life Sciences IT Annual Report: January 2016 Preview Deck EGR-2016-12-PD-1674
More informationAt the Heart of Connected Manufacturing
www.niit-tech.com At the Heart of Connected Manufacturing Transforming Manufacturing Operations to Drive Agility and Profitability The success of the new manufacturing network hinges on the agility of
More informationINFOSYS PROCUREMENT AND PLANNING PRACTICE
INFOSYS PROCUREMENT AND PLANNING PRACTICE Need for best-of-breed and procurement solutions in today s era In today s cut-throat competition, organizations are increasingly realizing the relevance of lean
More informationConnecting the Dots with Digitization
Conduent Commercial Business Services Communications Solutions Connecting the Dots with Digitization Plot your path and make the migration from paper to digital. 2 Digital transformation is a continuum.
More information