Connect at the core
Today's business environment is global, complex, agile, and influenced by the digital revolution, which means it is accelerating. To keep up, many multinational corporations are seeking to restructure their service delivery models and to integrate global in-house centers (GICs) in more expansive ways.
Introducing the Global In-house Center (GIC) Capability Maturity Index
Over the last few years, more than 750 multinational corporations have established Global In-house Centers (GICs) in India1 in an effort to leverage the nation’s highly skilled, low-cost talent pool to reduce cost of ownership and to serve fast-growing global and regional markets. Historically, the maturity of these GICs has evolved gradually, taking years to progress from dedicated centers set up for one or two functions to multifunction centers providing value-added services both locally and globally.
GICs are being challenged to rapidly evolve their operating models to move up the value chain. As such, they are increasingly transitioning from being pure play cost centers to becoming centers of excellence delivering innovation, quality, and strategic value.
To address these questions, and others like them, Deloitte in collaboration with the Indian School of Business (ISB), developed the GIC Capability Maturity Index (CMI).
The GIC CMI is composed of two parts, a curve that illustrates the progressive capability maturity levels for a GIC and a framework that gauges the maturity of participating GICs across the key areas of strategy, control, coordination, talent, and operational performance.
Shared Services Forum, India, felicitates Rahul Singh (President – Financial Services Division, HCL Technologies) with the PIONEERING BUSINESS ACHIEVER AwardView
Rahul Singh (President- Financial Services Division, HCL Technologies), made a presentation on GLOBAL INDIA – RIDING THE DIGITAL WAVEView
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’. To achieve this objective, Project ICE – Information Consolidation for Efficiency was born,out of the strategic vision of … Continue reading Project ICE @ Oil and Natural Gas Corporation Ltd...Read More
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 … Continue reading BPM Strategy at Airtel Centre of Excellence...Read More