High Performance BPO: The Value Multiplier Effect
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The 2015 Accenture High Performance BPO report reveals that 1 in 5 companies successfully leverage outsourcing as a value multiplier rather than merely a process substitute. High-performing BPO engagements focus on technology access, talent investment, and the strategic use of analytics to identify trends and optimize operations. As BPO evolves towards insights and business outcomes, the integration of advanced technologies and skilled talent is essential for companies to enhance value and maintain competitive advantage.
High Performance BPO: The Value Multiplier Effect
- 1. High Performance BPO and the Value Multiplier Effect November 2015 1
- 2. High Performance BPO and the Value Multiplier Effect According to the 2015 Accenture High Performance BPO Report, about 1 in 5 companies have found the secret to extracting the most benefits from their outsourcing engagements. Those experiencing transformational value share a common mindset that sees BPO as a value multiplier rather than a process substitute. What critical success factors rose to the top? The secrets of BPO high performers 2 Technology Talent
- 3. High Performance BPO and the Value Multiplier Effect Digital Technology is changing the way companies… Work, serve customers, drive innovation, manage operations, support the workforce, and more. Enterprises are under pressure to: • Be agile and flexible with their global operating model • Innovate faster and take new capabilities to market • Reduce costs by moving on-premise technology to the cloud 69% of high performers said gaining access to technology in a BPO relationship was important; only 27% of typical performers agreed. 3
- 4. High Performance BPO and the Value Multiplier Effect To realize the value from BPO, companies need to invest in Talent Our research confirms that focusing on talent is a distinguishing feature of high- performance BPO High performers say that the BPO relationship enabled the augmentation of the talent pool Access to industry and process expertise is an important priority for high performers 4
- 5. High Performance BPO and the Value Multiplier Effect Human involvement is needed in the new Pyramid of Work Technology advancements such as automation and analytics are changing the balance between talent and technology in top- performing BPO relationships. Deliver industry insights and expertise Identify trends and opportunities Automate repetitive transaction processing 5
- 6. High Performance BPO and the Value Multiplier Effect The Pyramid of Work Transforming transaction processing and automation The lowest layer represents repeatable, task-based transactions. Here, automation technologies can transform this type of work by: Increasing Speed Standardization ProductivityAccuracy 6
- 7. High Performance BPO and the Value Multiplier Effect The Pyramid of Work The critical spectrum of analytics The middle layer represents analytics capabilities. High performers use data and information from the services of a BPO engagement to identify trends and opportunities that can predict and capture business benefits. of high performers affirm the importance of analytics Similarly, 65 percent consider the analytics provided by the service provider as an important component of the BPO relationship. 65%75% 7
- 8. High Performance BPO and the Value Multiplier Effect The Pyramid of Work Tapping into Talent’s insights and expertise The top layer represents the industry insights and expertise from a company’s talent. New technologies and innovations are changing the kind of skills that providers need to deliver the greatest value to clients. Buyers and providers must focus on developing talent that can: Analyze and interpret the data and analytics Apply industry and functional knowledge to deliver actionable insights and outcomes 8
- 9. High Performance BPO and the Value Multiplier Effect High-performing BPO companies work with providers to multiply value In high-performance BPO relationships, the company and its service provider work together to multiply the potential business value of the relationship. 67% of high performers include business benefits beyond cost in making their BPO business case 65% of typical performers consider low cost of service in top 3 sources of value 65% of high performance BPO relationships consider competitive advantage to be an important priority business case 23% Compared to just 23 percent of typical performers 9
- 10. High Performance BPO and the Value Multiplier Effect How can you create value from BPO? BPO is in the midst of a dramatic and rapid evolution—from a commodity and transaction-based focus to one centered on insights and business outcomes. The right blend of technology and talent will separate the winners from the also-rans in the rapidly changing arena of BPO. To learn more, please visit www.accenture.com/bpo. 10