Leveraging Transformation Operational Excellence in ITes Industry ASSOCHAM

1. Leveraging Transformation & Operational Excellence in ITes IndustryASSOCHAM K.V.Rama Mohan 20 December, 2006

2. The Infosys BPO Story Established in 2002, rapid organic growth Focus on end-to-end outsourcing Today among Top 10 third party BPOs in India Operations in India, Czech Republic, Philippines (through a partner), China This slide shows that we are growing fast but also shows that we are a 10000 employee megalith. Joining a large company is not necessarily a draw for a lot of candidates. Would suggest that you also put a bubble on top of each bar in the employees chart and indicate the no. of D, E and F band employees. That will give them a sense that the no. of decision makers are still not that high Emphasis on Infosys BPO being the fastest growing BPO. Ranked 10th by NASSCOM (2004-2005) and 7th (2005-2006) in terms of revenue. This slide shows that we are growing fast but also shows that we are a 10000 employee megalith. Joining a large company is not necessarily a draw for a lot of candidates. Would suggest that you also put a bubble on top of each bar in the employees chart and indicate the no. of D, E and F band employees. That will give them a sense that the no. of decision makers are still not that high Emphasis on Infosys BPO being the fastest growing BPO. Ranked 10th by NASSCOM (2004-2005) and 7th (2005-2006) in terms of revenue.

3. Our focus areas - horizontals

4. Our focus areas - verticals

5. Representative clients

6. Transforming the client's operations is the end state of our operations excellence vision Map tools and techniques at each stage as well - Rajiv Map tools and techniques at each stage as well - Rajiv

7. The Business Transformation Group brings in diverse skills to transform processes and products

8. Key Transformation Drivers � and initiatives to support them�

9. Business Transformation � How to reach there?

10. A common understanding of Operations Excellence is essential to ensure its implementation

11. The focus has to be on delighting our client�s customers An experience that consistently delights our client�s customers and demonstrates our superior execution capability and transformational improvements WE WILL DO IT BETTER THAN HOW OUR CLIENTS DID IT

12. This exercise will help us see our reflection in the mirror Are We: Truly client centric?? Truly people centric?? Passionate about driving excellence?? Doing all that we can possibly do to excel in things that are under this group�s control??

14. OPERATIONS PERFORMANCE (�Running the business�): Measure each process and engagement on Are processes In Control? Are they Capable? What is the Sigma level ? Score on Self Assessment Framework? OPERATIONS EXCELLENCE (�Changing the business�) Map every process on our transformational journey of - Doing it Cheaper, better, Differently and Elimination of work Measure the transformation in Dollars CSAT Score � Our Customer and their customers Operations excellence is a measure of the operations performance, excellence and Customer Satisfaction

15. Infosys BPO�s Operations Excellence Components Self Assessment Process Capability and Stability Transformational Dollar Savings CSAT Besides Methodologies (Discovery , Operations , Transition) & Certifications Risk Assessment Certifications Business Excellence

16. The KEY GOALS BUSINESS GOALS : Revenues and Gross Margins PEOPLE GOALS ; Attrition Internal Governance Team lead touch time with agents Team lead process certification Domain Training and Certification on skills E sat PROCESS GOALS : Process Control, Stability, Capability (Sigma scores). Self certification External governance C sat

17. THE KEY GOALS TRANSFORMATION GOALS : Continuous improvements � Six Sigma initiatives Client Business knowledge and drivers Revenue productivity End customer focus Value addition to client in terms of Dollars

18. The need for iSOP Program - Infosys perspective

19. Journey To Performance Excellence

20. Benchmarking : Stages of improvement

21. We believe that a successful model involves� Multiple small steps to achieve a larger objective Benchmarking and understanding of Processes Multiple initiatives that include Continuous improvement and monitoring Process reengineering Technology Augmentation Participation from all stakeholders towards a commonly agreed goal along all stages of a BPO engagement Ongoing measurement and control of transformation initiatives and objectives

22. Any initiative encounters multiple challenges and it is important to understand them Client organization to support transformation Governance structure to enable the smooth implementation and monitoring of transformation initiatives Stakeholder buy in / Management Change management Every transformation results in change at some level or the other. Effective identification of the impact and change management capability is crucial Operational stability Multiple moving parts is not desirable to enable a focused approach to transformation Synergy with clients transformational initiative Ensure that the initiatives are in synch with parallel organizational initiatives Impact on upstream and downstream processes Transformation does not work in isolation, it has a significant impact on upstream and downstream processes and it is important for the stakeholders to be bought it Legal and Regulatory compliance Business case Last but not the least � the initiative has to make commercial sense

24. Thank you!