HfS Webinar Slides: State of Operations and Outsourcing 2018
3 likes1,601 views
The 2018 report on operations and outsourcing highlights that while outsourcing is not dead, only about 30% of current contracts are expected to remain unchanged. The emphasis is shifting from offshoring to automation and integrated service delivery, with organizations increasingly relying on external partnerships to adapt to the digital landscape. Key trends include investment in automation technologies and a pivot in the role of Global Business Services (GBS) towards more strategic, data-driven operations.
HfS Webinar Slides: State of Operations and Outsourcing 2018
- 1. Proprietary │Page 1© 2018 HfS Research Ltd. The State of Operations and Outsourcing in 2018: The pace of change just went up a gear Phil Fersht CEO and Chief Analyst HfS Research Dave Brown Partner and Lead for SSOA KPMG July 12, 2018 Richard Pierle CIO and EVP Becton Dickinson Saurabh Gupta Chief Strategy Officer HfS Research
- 2. Proprietary │Page 2© 2018 HfS Research Ltd. Today’s Panel Phil Fersht CEO and Chief Analyst HfS Research Dave Brown Global Lead, Shared Services & Outsourcing Advisory KPMG Richard Pierle CIO and EVP, Global Services and Process Excellence, Becton Dickinson Saurabh Gupta Chief Strategy Officer HfS Research
- 3. Proprietary │Page 3© 2018 HfS Research Ltd. What we’ll cover today Outsourcing is not dead, but only 30% outsourcing contracts will survive as-is The role of GBS needs to pivot from internal delivery focus to drive OneOffice The future of digital operations is already here! Expect major changes to internal roles. Build partnerships Pearls of wisdom with Richard Pierle
- 4. Proprietary │Page 4© 2018 HfS Research Ltd. Outsourcing is not dead, but only 30% outsourcing contracts will survive as-is
- 5. Proprietary │Page 5© 2018 HfS Research Ltd. Outsourcing plans vary by industry – mature industries slowing down while less penetrated industries are picking up To what extent will your company increase / reduce its reliance on outsourcing over a 3-year time horizon? (“Significantly Increase” selection only) Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing” Studies 2016 and 2018, Global 2000 Sample: 2016 Study, 454 Enterprise Buyers; 2018 Study 381 Enterprise Buyers 16% 17% 20% 19% 25% 27% 20% 10% 20% 19% 40% 31% Retail BFSI Manufacturing Healthcare & Life Sciences Software, Telecom & Hi Tech Energy & Utilities 2016 2018
- 6. Proprietary │Page 6© 2018 HfS Research Ltd. However, the focus on offshoring has diminished significantly To what extent is your use of offshoring is likely to change in the next 2 years across the following functions? (Combined outsourcing and share services results) 22% 13% 18% 20% 23% 12% 15% 19% 15% -1% -2% 5% 12% 11% 6% 1% 2% 8% 1% 3% 4% 5% 5% 5% 4% 5% 4% Finance and Accounting Human Resources Procurement IT application maintenance & development IT and Network infrastructure support Customer Service / Sales Support Supply Chain and Logistics Industry-specific Marketing 2014 2016 2018 Increase Decrease Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing” Surveys 2014, 2016 and 2018 Sample: Global 2000 Enterprise Buyers = ~400
- 7. Proprietary │Page 7© 2018 HfS Research Ltd. Only ~30% current outsourcing contracts are safe! 29% 27% 27% 17% Likely to renew with current outsourcer with similar contract (No change) Likely to renew with current outsourcer but with more outcome focus and increased automation Likely to change provider Likely to automate / insource What are your plans regarding current outsourcing / managed services agreements you have? ~70% outsourcing clients are expected to change their outsourcing relationships in some shape or form Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing, May 2018 Sample: Enterprise Operations Leads = 381
- 8. Proprietary │Page 8© 2018 HfS Research Ltd. 2018 Investment intentions: “Humans-plus-Bots” now the norm 63% 58% 54% 53% 53% 52% 50% 39% 33% 40% 10% 20% 32% 24% 20% 10% 29% 19% Telecom Insurance Retail/CPG Energy Travel (H&L) Manufacturing BFS Utilities Healthcare Significant Investment in RPA Significant Investment in Outsourcing Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing, May 2018 Sample: Enterprise Operations Leads = 381
- 9. Proprietary │Page 9© 2018 HfS Research Ltd. The role of GBS needs to pivot from internal delivery focus to drive OneOffice
- 10. Proprietary │Page 10© 2018 HfS Research Ltd. Service delivery operating models continue to get more centralized and GBS continues to gain popularity 41% 15% 7% 31% 30% 14% 19% 36% 49% 9% 17% 30% 3 years ago Today In 3 years Please indicate which of the following best describes your organization's operating model for delivering services. Decentralized operations Centralized operations Functional shared services Global business services (GBS) Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing, May 2018 Sample: Enterprise Operations Leads = 381
- 11. Proprietary │Page 11© 2018 HfS Research Ltd. Cost reduction continues to be mission critical. But it is not the only C-level mandate for GBS How critical are the following C-Suite directives/objectives to your operations strategy? Mission critical (Top 3) 37% 38% 48% Align front, middle, back-office to improve customer experience Adopt automation and robotics to reduce reliance on labor Drive down operating costs Automation and organizational alignment – gateway to cost reduction Increasingly important (Top 3) 44% 49% 50% Create real-time data that supports predictive decisions Adopt ML and cogntiive technologies to create value Create a more touchless virtual operation AI and Smart analytics to drive touchless operations Emerging (Top 3) 31% 31% Enabling hyper- personalization of products to customer requirements Foster and entrepreneurial culture to drive more value Beyond operations – Entrepreneurial culture and hyper-personalization Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing, May 2018 Sample: Enterprise Operations Leads = 381
- 12. Proprietary │Page 12© 2018 HfS Research Ltd. The current pace of change is phenomenal. And it is only going to increase 27% 22% 31% 26% 32% 43% 8% 7% 2% 2% In 2 years Now Existential Change Significant Change Some Change Little Change No Change How much has your operations / operating model changed to reflect the increasingly digital world? And how much do think it will change in the next 2 years? Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing, May 2018 Sample: Enterprise Operations Leads = 381
- 13. Proprietary │Page 13© 2018 HfS Research Ltd. GBS is on the cusp of another major leap… Shared services 1990’s 2000’s Since 2010 Multi-sourcing Integrated GBS — Internal delivery of core services; predominantly regional models — Outsourcing/multiregional outsourcing with select global providers — Focus on transactional activities — Emergence of right shoring; near-shore becoming key element of delivery models — Vendors delivering niche services — Introduction of multi-vendor deals — Emergence of CoE solutions — Integrated service delivery models — Lower value activities typically outsourced; increasing focus on analytical, judgment, and expert services Digital tools Automation Digital Labor x Data & Analytics Cognitive computing Cloud — Services delivered virtually — “As-a-Service” for front, back and middle office integration — Big Data drives predictive analytics — Complex, value-add services that leverage technology — People, process and technology aligned to deliver Customer Experience 2020 & Beyond Digital enabled GBS
- 14. Proprietary │Page 14© 2018 HfS Research Ltd. GBS is increasingly seen as a platform for services and hub for automation efforts 26% 35% 31% 43% 39% 40% 36% 26% 47% 34% 42% 41% GBS is composed of a discrete set of services with no single governance structure GBS as an organization has its own ability to absorb and codify new services without the input of functional areas GBS governance extends across the entire value chain from front office to back office services GBS is a platform of services (e.g. process delivery, data and analytics, service delivery) that are delivered in an integrated way with a single governance structure GBS takes a lead role in integrating knowledge and data in managing end user customer interactions GBS takes a lead role in integrating and coordinating intelligent automation efforts in support of business functions and corporate initiatives Totally agree Agree For GBS to remain relevant, it has to take the role of integrating automation, data, across the entire value chain How much do you agree or disagree with the following statements about Global Business Services (GBS)? Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing, May 2018 Sample: Enterprise Operations Leads = 381
- 15. Proprietary │Page 15© 2018 HfS Research Ltd. The role of GBS needs to pivot from internal delivery focus to drive OneOffice
- 16. Proprietary │Page 16© 2018 HfS Research Ltd. The future of digital operations is already here
- 17. Proprietary │Page 17© 2018 HfS Research Ltd. Defining Future Business OperationsThe future of operations
- 18. Proprietary │Page 18© 2018 HfS Research Ltd. RPA, Cloud, and IoT lead current investment focus. AI, Smart analytics, and blockchain are emerging How much investment/focus is your organization making in the following in the next year to help you achieve your goals? Significant investment / focus areas (Top 3) 42% 44% 53% IoT Cloud RPA Emerging investment / focus areas (Top 3) 40% 41% 48% Blockchain Smart analytics AI/ML/Cognitive Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing, May 2018 Sample: Enterprise Operations Leads = 381
- 19. Proprietary │Page 19© 2018 HfS Research Ltd. RPA delivers but is not a magic wand. It is not as easy or fast to implement as advertised Ability to process structured data Process coverage Certification programs Integration with legacy IT Speed to market Dashboards and analytics Effort required for product configuration Processing unstructured data AI capabilities ImprovingCustomerExperience(CX) Poor Fair Good Excellent Best performing assessment dimensions Worst performing assessment dimensions Source: HfS RPA CX study, June 2018 Sample: 350+ actual users of 10 leading RPA products HfS benchmarked 10 leading RPA products across 40+ different CX dimensions through interviews with 350+ actual users of RPA
- 20. Proprietary │Page 20© 2018 HfS Research Ltd. While RPA adoption is further ahead currently, crunch time for adoption of AI and smart analytics data is the next 1 to 2 years 18% 18% 26% 63% 64% 56% Adopting cognitive technologies and Machine Learning (AI) Create real-time data that supports predictive decisions (smart analytics) Adopting process automation and robotics (RPA) Already implemented Within 2 years In what timeframe do you expect to achieve YOUR C-Suite directives for the following? The Triple-A Trifecta (Automation, Analytics, and AI) emerging as the holy grail of service delivery Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing, May 2018 Sample: Enterprise Operations Leads = 381
- 21. Proprietary │Page 21© 2018 HfS Research Ltd. IoT use cases are sprouting across most industries in an effort to digitize their businesses Manufacturing Energy & Utilities Healthcare Travel & Aerospace Hi-tech Media & Telecoms Retail & CPG Insurance Public Sector Financial Services Logistics (inc. Transport) Hospitality Heatmap of enterprise IoT adoption by industry Security & Compliance Service Platforms Asset & Connectivity Monitoring Smart Factory Asset Enablement & Optimisation Smart Wearables Smart Grid Smart City Smart Car Smart Retail Supply Chain Health Monitoring Smart Home Marketing Human Resources Approx. 20 other use cases Heatmap of enterprise IoT adoption by use-cases Some ProjectsLowMediumHigh
- 22. Proprietary │Page 22© 2018 HfS Research Ltd. Blockchain is starting to transition from “tourism” to “realism” 1. Strategic advisory 2. Prototype development 3. Production build 4. System Integration 5%- 10% 50%- 60% 30%- 40% Identifying blockchain-based use cases, creating business cases, or selecting a platform About 35%-40% of engagements are at the PoC stage while 15%-20% of engagements have progressed to pilots Pilots are starting to progress to production even though almost all engagements at this stage are parallel or shadow production environments There are negligible blockchain solutions that have been completely integrated with clients’ existing process and systems landscape Relative stages of enterprise blockchain adoption Source: HfS Research, 2017 Sample: 200+ enterprise blockchain engagements Expected to increase substantially in 2018
- 23. Proprietary │Page 23© 2018 HfS Research Ltd. Expect major changes to internal roles. Build partnerships
- 24. Proprietary │Page 24© 2018 HfS Research Ltd. Over half of the enterprises are bracing for major changes in internal roles In terms of the number of transactional internal roles within the following process areas, what proportion do you expect to be significantly impacted by automation in the next 2 years? ( Average Across Functions) Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing 2018, March, 2018 Sample: Enterprise Buyers = 381
- 25. Proprietary │Page 25© 2018 HfS Research Ltd. While the priority is to “retain and retrain”, on average only 57% impacted staff will be retained and retrained. What happens to the 43% balance… What is your overall priority for the staff that are affected by automation, which of the following most closely reflects your likely retain and retrain policy? 6% 1% 3% 13% 28% 30% 8% 10% Don't know we haven't decided No or minimum retraining 10% retain and retrain 25% retain and retrain 50% retain and retrain 75% retain and retrain 90% retain and retrain Retain and retrain all 57% Average retain & retrain intention Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing, May 2018 Sample: Enterprise Operations Leads = 381
- 26. Proprietary │Page 26© 2018 HfS Research Ltd. …most enterprises don’t have a clue Source: HfS Research FORA Summit, New York, March 2018 Sample: 112 enterprise operations leaders
- 27. Proprietary │Page 27© 2018 HfS Research Ltd. A majority of enterprises will rely on external partnerships to help them meet their aggressive goals 16% 18% 18% 20% 21% 23% 24% 16% 16% 13% 14% 17% 15% 12% 36% 34% 35% 37% 34% 34% 39% 27% 27% 32% 25% 26% 26% 23% 5% 5% 2% 4% 2% 3% 2% Adopting in cognitive technologies and machine learning to drive more value from skilled labor Adopting in process automation and robotics to reduce reliance on lo Enabling the hyper personalization/customization of products to customers' requirements Create real-time data that supports predictive, not reactive decisions Creating a more touchless virtual operation minimizing physical interactions Fostering an entrepreneurial culture that drives more business value Aligning middle/back office operations to improve customer experiences All in house 75/25 50/50 25/75 All external How much will be able to do internally verses relying on external partners to achieve your C-level directives? Source: HfS Research in Conjunction with KPMG, "State of Operations and Outsourcing” Studies 2016 and 2018, Global 2000 Sample: 2016 Study, 454 Enterprise Buyers; 2018 Study 381 Enterprise Buyers
- 28. Proprietary │Page 28© 2018 HfS Research Ltd. Q. What are your greatest challenges holding back your journey to achieve the Digital OneOffice Framework? Making the Leap to Digital OneOffice: IT Lacks Talent, Business Lacks Mindset… 12% 10% 23% 29% 21% 0% 23% 25% 6% 35% 8% 8% 6% 13% 6% 6% We’re held hostage by legacy technology Lack of talent internally Legacy thinking / lack of a “digital mindset” from IT Legacy thinking / lack of a “digital mindset” from biz functions We’re held hostage by legacy technology Lack of talent internally Legacy thinking / lack of a “digital mindset” from IT Legacy thinking / lack of a “digital mindset” from biz functions Rank 1 Rank 2 IT C-Suite Business C-Suite Source: HfS Research 2018 Sample: C-Level Enterprise Executives = 100
- 29. Proprietary │Page 29© 2018 HfS Research Ltd. Pearls of Wisdom… with Richard Pierle
- 30. Proprietary │Page 30© 2018 HfS Research Ltd.