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Description To truly understand the significance of disruptive innovation, it is better to understand the relationship between invention and innovation. Invention, whose mom is necessity, is actually the bigger brother of innovation. Invention is creating something for the first time, while innovation is improving upon it. Inventions may all be revolutionary, but can only rarely…

Process Edge, February 2016 Issue; A Journal of Shared Services Forum Cover Story: PROCESS TO PERFORMANCE, The Effective Enterprise Driving Operational Innovation and Change Across the Organization to Realize Business Results from Business Processes Editorial Board: Sanjay Gupta, Rakesh Sinha, Pallavi Jayaswal http://sharedservicesforum.in  

In the last 2 decades, India has become one of the preferred destinations for business process services for the world. These services have come to be most commonly known as Business Process Outsourcing (BPO) or Shared Services (SSC) and now, these services collectively come under the umbrella of Business Process Management (BPM). In order to…

Description Today, the Industry is on a ‘Transformational Highway’ where the need for the hour is both, new strategies and new thinking. The SSF Journal’s claim to fame is that it will provide that “reliable and robust” platform which will innovate industry leaders, thinkers and practitioners to create and disseminate knowledge for excellence in BPM…

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Continuing with its objective to seamlessly disseminate knowledge, Shared Services Forum released two publications on the 7th Global Shared Services Conclave 2017
7th GSS Conclave 2017 – CXO Interaction on the Imperatives for Reshaping the Transformation Strategy

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Shared Services Foundation

SHARED SERVICES OPERATIONS – The journey of Dr Reddy’s Labratories SCALE-UP || TRANSFORM || SUSTAIN

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ONGC embarked upon realignment of its multi-faceted business activities through the powerful medium of IT. The IT mission was realigned ‘To develop an integrated, flexible and standardized Information Technology architecture to position ONGC towards fundamental competitive advantage’.

Key initiatives taken during BPM Implementation/ Automation: FileNet enabled, progressive payment life cycle reduction from 90 days to 53 days further reduced to 17 days in Jun’13 with >85% payment on time through VPOT (Vendor Payment on Time) program. Fully automated in-house tool was developed for revenue reporting by integration of the billing systems with the ERP Oracle R12.

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