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Koen de Rijcke Vice President France & Benelux Business Leader, Genpact Europe Brussels, 21 May 2014
Finance transformation: Driving business impact through your finance operating model
PROCESS • ANALYTICS • TECHNOLOGY 2 © 2014 Copyright Genpact. All Rights Reserved.
• Spun off from GE in 2005 • Listed on NYSE in 2007 ('G') • 2013 revenue of 2,1 bn USD • Growing at CAGR of approx.18%
Global organization
• Banking & Financial Service • Capital Markets • Insurance • Life Sciences, Healthcare • Consumer Goods • Manufacturing and Services
• Hi-Tech
Industries served • Enterprise Processes
– Finance & Accounting – Procurement, Supply Chain – Enterprise Technology
• Core Industry Operations
Service Portfolio • Business Process Management • IIT Application and Infrastructure
Service • Process Consulting • Analytics and Research • Risk Consulting
Service Lines
62,000+ employees(2)
800+ Clients
(110+ Fortune 500)
18(1)
delivery countries
30 languages
70+ Countries
served
70 delivery centers
Genpact – Who we are
PROCESS • ANALYTICS • TECHNOLOGY 3 © 2014 Copyright Genpact. All Rights Reserved.
Key Global Business Services Trends
Trends
1. Progressive emergence of true Global Business Services (GBS) organisation • Shared Services evolve from covering one or two functions to cross-functional
scope coverage • From country/regional SSC’s to a single Global Business Services Organisation • Move to end-to-end process management
2. Sustained focus on driving process efficiency • Making Lean Six Sigma part of the operating DNA • Introduce best of breed enabling technologies • Leverage analytics and combine with innovative technologies
3. Increased focus on generating on generating value / business impact beyond operating cost reduction
4. Evolution in sourcing model • Hybrid delivery models • Sustained increased leverage of offshore locations • Reduction in transaction processing centers but increase in onshore hubs
PROCESS • ANALYTICS • TECHNOLOGY 4 © 2014 Copyright Genpact. All Rights Reserved.
Moving from one to multiple functions – Global Business Services
PURCHASING • Supplier evaluation • Strategic sourcing • Supplier negotiations
SALES OPERATIONS • Collections • Order entry • Invoicing • Contract Management
LEGAL • Counselling • Litigation • Intellectual property
protection
FINANCE • Budgeting • Financial reporting • Management reporting
Audit
ACCOUNTING • Accounts payable • Accounts receivable • General ledger • Fixed assets • External reporting • T&E processing • Cost accounting
PURCHASING • Purchase order
processing • Contract admin.
COMMUNICATIONS • Investor relations
TAX • Planning
Finance IT • Application
development • Telecommunications • Technical infra
development
TAX • Filing • Administration
TREASURY • Cash management • Payment processing
IT • Applications
maintenance • Data processing • Help desk HR RELATED
• Payroll processing • Benefit admin • Expat admin • Master data mgmt
STR
ATE
GIC
IMP
OR
TAN
CE
, CU
STO
ME
R C
ON
TAC
T
Traditional candidates
Emerging candidates
Expertise/Consultative “High Touch” Services
Routine, Front-Office Services
Expertise/Consultative “Low Touch” Services
Routine, Repetitive, Back-Office Services
Maturing candidates
COMMODITIZATION, STANDARDIZATION
ANALYTICS • Commercial Analytics • Supply Chain Analytics
PROCESS • ANALYTICS • TECHNOLOGY 5 © 2014 Copyright Genpact. All Rights Reserved.
10 critical levers for the optimum F&A operating
model
PROCESS • ANALYTICS • TECHNOLOGY 6 © 2014 Copyright Genpact. All Rights Reserved.
10 critical levers for the optimum F&A operating model
1 . Directional Strategic Alignment Governance
2. Operational Target
Process Model
Technology Information Controls Change Manage-
ment
3. Structural Target
Organization Model Global Leverage People
PROCESS • ANALYTICS • TECHNOLOGY 7 © 2014 Copyright Genpact. All Rights Reserved.
10 critical levers – the desired end stage
Governance
• Right Governance boards • Measurement Framework
Strategic alignment
• Align strategy of Finance operating model to business priorities
• Differentiate btw core and non-core
Directional
Information
• Data ownership and standards
• Data quality
Change Management
• Mechanism for change readiness, • Invest in new skills
Target Process Model
• Global processes standardization
• Global Process end to end ownership
• Optimized Controls • Control/ Risk Monitoring
Controls
Operational
Target Org. Model
• organization for to-be process performance
• Competency Framework Global
Leverage
• External insights and industry perspectives
• Optimal mix for resourcing People
• Acquire / retain skills and talent – globally and locally
Structural
Technology
• Common Financial Application Suite
• Best-in-Breed bolt-on tools
Thank You
Koen de Rijcke Vice President France & Benelux Business Leader, Genpact Europe
Mobile: +40725350225
Email: [email protected]
