Success Stories

D-CapTM Implemented for a Media & Entertainment Major – Operating & Transforming the Exclusive Centre under Separate Legal Entity

  • D-Cap Implemented for a Media & Entertainment major – Operating & Transforming the Exclusive Centre under Separate Legal Entity
    • Client is one of the largest Media players in the Country (India)
    • ~160 FTEs Taken Over from inhouse captive and brought under the D-Cap Model; act as an Extension
    • Sponsorship at the Top level. 5 years Contract; Renewal of 5 years; 3 years lock-in
    • Servicing contracts with all 4 Listed Companies; Multifunction Services – P2P, O2C, R2R, Business Process, SAP
    • Mobilization Support and Remittance aligned with Payroll
    • Opportunities for similar services like HR etc.

Approach

  • Two exclusive delivery centers been set up– Noida and Mumbai – supported by few upcountry locations
  • Existing Staff of Captive given new appointments with 100% acceptance and positive Employee Experience
  • Robust multi-level Governance structure in place from Day 1
  • Zero Disruption of business throughout Transition and beyond
  • Performance Baselining, Clear Service Levels and KPI’s in place

Value Realised

  • Talent Management – Retention & Acquisition
  • Saves from Year 1 and Committed – Overall 8 to 10% Saves YoY
  • Implementation of Newgen as the DMS & Workflow Solution
  • Deployment of Digital Nervous System as the New Age AI / ML Tool for Cognitive Analytics – DSO and POT (Paid on Time)
  • Value Stream Mapping and Process Control Review conducted to identify process gaps and enhance controls
  • Value Delivery Focus & Gain Sharing Approach for Business Impact

Evaluate and Enhance Business Services, Strategy and Transformation for a Global Food & Support Services Major

  • Client – A global market leader in Food & Support Services, HQ in UK with operations in 50 countries
  • Scope was to assist client in their global transformation initiative thro offshoring /technology adoption to reduce costs/ improve efficiencies across/ geographies/ each country for F&A/ Procurement/ HR/ IT Functions. Countries starting with Australia, UAE, Japan, NZ, UK, Europe

    • Approach

    • used a structured methodology to execute – Plan, Prepare, Design and Implement
    • With Group CTO/ Country CEO/CFO, Prioritized Key Countries to Focus , starting with Australia, UAE, New Zealand, Japan & UK Shared Services , Europe
    • Assessed process maturity, Review Performance Metrics and Industry Benchmarks
    • Created Business Case for F&A, HR, Procurement and IT Processes
    • Enabled identification of Outsourcing Partner with Global Majors
    • Implemented Transition and Knowledge Transfer for offshoring
    • Program governance and Management support

    Value Realised

    • Implemented Go Live in record time of 4 months from Perth to Pune for 20 FTE Transition
    • Opportunity Assessment and Business Case for Australia , UAE, NZ, Japan contributing to cost saves of 4.Mn USD and FTE 132
    • Spin off – Outsourcing Partner for Countries and SSC for UK for 131 Mn USD with cost save of 48 Mn USD and 287 FTE
    • FTE Offshoring steadily grown from 20fTE to ¬ 700 FTE with overall saves of 70 Mn USD
    • Implementing Budgeting Process Transformation for Australia with FP&A.
    • Sourcing Office and Finance Management PMO established for Australia, UK, NZ.

Transformation & Management of F&A SSC for a Global 300 Networking & Telecommunications Major

  • Client – A multinational networking and telecommunications organization and one of the leading providers of Information and Communication Technology to service providers
  • Scope of engagement was to enable their existing SSC (60 FTE, catering to F& activities in Indian and Sri Lanka) to move up the value chain by stabilizing operations using industry experience and best practices

    • Approach

    • Managed services operations model adoption to bring in expertise and industry best practices was adopted
    • Engaged the team and stakeholders to resolve issues and improve bonding
    • Reviewed customer criticality and customer interfaces across processes
    • Improved processes including implementing Turn around time and SLAs
    • Implemented training programs to improve quality of service
    • Adopted a structured governance and control mechanism

    Value Realised

    • SSC achieved Rank 1 among the 12 centres across the globe Higher customer ratings achieved
    • SSC processes conformed to global standards except for country specific legal or business requirements
    • Migrations for remaining India locations successfully completed and processes stabilized
    • Employee motivation increased and attrition reduced

Strategic Blueprinting, Execution Road Map, Central Set up and Process Migration & augmentation for a Banking Major

  • Client – A Major Indian Bank providing Retail and Corporate Banking services
  • Scope involved transforming and augmenting process across Operations, IT Infra & Applications, Marketing & Customer Service

Approach

  • Through evaluation of HC, location and costs
  • Detailed As-Is and To – Be Process Mapping
  • Charge Out methodology from SSC to Business
  • Set up of a separate Legal Entity, Infra, End to End Tech Infra and Data Centre

Value Realised

  • New Customer Acquisition up by 30%
  • Process Stabilised within 90 days of Go-Live
  • 550+ HC across 2 Centres were setup within 6 months