PERFORMANCE APPRASIAL IN INFOSYS

Presented by:-
Pravej Alam

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December, 2006
Infosys BPO Limited (formerly Progeon Limited) is the
BPO (Business Process Outsourcing) subsidiary of Infosys
Technologies Ltd.
The company was started as Progeon Limited in April 2002
and is today among the top third-party BPOs in India
according to NASSCOM.
Infosys BPO closed FY 07-08 with a revenue of $ 250.3
million with 11 centers worldwide employing 16,295
employees and 44 clients.
It has its headquarters in Bangalore
The Infosys BPO Story

Transformational BPO
• Established in 2002, rapid organic growth Eliminate work
• Focus on end-to-end outsourcing
Transformation gains
• Today among Top 10 third party BPOs in Do it differently
India Operations in India, Czech Republic,
Philippines (through a partner), China
Do it better Efficiency gains

Do it cheaper Cost gains

The Infosys BPO transformation promise

28
102.2 9776
85.5 22
19 7021

43 3966

FY05 FY06 LTM FY05 FY06 Q2FY07 FY05 FY06 Q2FY07

Revenues, $m Customers Employees

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Our focus areas - horizontals
Functional (horizontal) solutions

Customer service Contact Centers for Sales, Service & Helpdesk, Customer Service for
Telecom, Manufacturing, Distribution, Financial & Service industries

Finance & Accounts Payable, Accounts Receivable, Collections & Credit

Accounting Management, Billing & Invoicing, Fixed Assets, Intercompany, General
Ledger, Finance Planning & Analysis
HR Outsourcing Recruitment & Staffing Support, Workforce Deployment, HR
Administration, Benefits Administration, HR Helpdesk
Knowledge Services Credit Analysis, Equity Analysis, Economics Research, Industry &
Company Analysis, Financial Planning & Accounting, Presentation
Support, Analytics

Order Management Quoting, Order Entry, Order Management, Expediting / Substitution,

Contract Renewals & Management, Customer Support, Logistics
Support, Returns Management

Procurement e-Business Solutions, Tactical Procurement, Strategic Procurement,

Compliance & Performance Management, Spend Analytics Contd.

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Our focus areas - verticals
Industry (vertical) solutions

Banking Retail Banking, Mortgages & Consumer Finance, Credit Cards, Cash
Management & Treasury, Trade, Credit Administration
Capital Markets Broker-Dealers, Transfer Agency, Fund Administration, Custodian
Services, Asset Management
Communication Service Assurance, Service / Order Fulfillment, Billing & Revenue
Service Providers Assurance, Data Cleansing & Validation, Content Development &
Review.
Hi Tech & Discrete Quoting & Demand Fulfillment , Material Planning & Sourcing, Master
Manufacturing Data Management, Product Data Management, Mid Office Support,
Customer Operations, Supply Chain & Logistics Support
Insurance Assurance, Life & Pensions, General, Property & Casualty, Life &
Health, Revenue cycle management, Underwriting, Billing, Denial
management, Claims adjudication, Customer service
Healthcare & Life Scheduling, Registration, Charge capture & coding, Billing, Follow up,
Sciences Customer service operations, Enrolment, Policy maintenance, Claims
administration, Customer service, Collections

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Automotive and Finance and Accounting, Analytics (FP&A), Expense Management
Aerospace Retail Services (Auto Finance, Aftermarket sales), Services (Warranty
Management, After Sales Service), Indirect procurement (T&E, Spend
Analytics), Order Management (Quote to Cash), HR services and
CRM.

Retail & CPG Store Solutions, Master Data Management, Supply Chain Solutions ,
Content Management, Analytics & Knowledge Solutions

Transportation & Customer Booking, Documentation (Bill of Lading, Delivery Order,

Services Arrival Notices), Tariff filing, Contract maintenance, Claims Handling,
Hazardous cargo approvals, Business system support/ helpdesk,
Revenue Accounting, Reservation Services, Lost Baggage Handling,
Customized procurement, Direct Marketing and Analytics.

Resources, Energy Mapping Services, Engineering Services, Expense Management,

and Utility Industry specific - Finance and Accounting, Order Management,
Knowledge Services & Analytics, HR Services, Customer Service
Delivering Operations Excellence
Organization wide
tool to drive Ops
Operations Excellence Management System Excellence

Operations People Risk Infrastructure

Self Assessment Framework

• Floor Management • Skill-based Recruitment • Process specific risks • Monitoring

• Rostering • Training & Employee and mitigants telecommunications
• Monitoring development • Security network
• Capacity planning • Performance • Physical • H/W & S/W
• Quality Management Management • Data maintenance
• Process Control & • Career Planning • Network • Facilities
improvement • Performance • Disaster Recovery management
• SLA Reporting improvement plans • Business Continuity • Employee facilities
• Customer Portal • Process Complexity Planning • Transport
• Knowledge Model • Regulatory compliance • Food
Management • Wellness center

Governance Structure
• SLATE • Perfomagic – Performance Appraisal System
• I-Lite Training System • Serve Centrale
ENABLERS
• Pro-Vista Customer Portal • Vendor alliances
• Project allocation system
• Leave System

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Operations excellence is a measure of the operations performance,
excellence and Customer Satisfaction

• 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

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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

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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

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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

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The need for iSOP Program - Infosys perspective

• To handle Growth and Scalability related challenges

• To manage business unit performance and its integration with Corporate

• For improvement in overall effectiveness and capabilities at organisation

level

• For learning, reuse and knowledge sharing at organisational, business

unit and personal level

• For identifying and addressing systemic issues within all units

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Journey To Performance Excellence

876
876––1000:
1000: World
WorldLeader
Leader

751
751––875:
875: Benchmark
BenchmarkLeader
Leader

651
651––750:
750: Industry
IndustryLeader
Leader

y+
551
551––650:
650: Emerging
EmergingIndustry
IndustryLeader
Leader

Inf
451
451––550:
550: Good
GoodPerformance
Performance

351
351––450:
450: Early
EarlyImprovements
Improvements

251
251––350:
350: Early
EarlyResults
Results

00––250:
250: Early
EarlyDevelopment
Development

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 World Class
Recognized as the best
Benchmarking : Benchmarked by others
Stages of improvement

Best in Class
Exceeds customer expectations,outperforms
all direct competitors and has clear competitive
edge

Efficient
Meets all internal requirements for cost margins,
asset utilization,cycle-time and measures of excellence

Effective
Satisfies all customer requirements

Incapable
Is ineffective , inefficient and at the risk of failing.
Needs major redesign

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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

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

Operations Excellence is Infosys BPO’s roadmap to a differentiated client

experience, by consistently exceeding service delivery metrics and
measurably transforming our client’s business

Key Terms
Road Map: This is an ongoing journey. There is no end-state, only milestones

Differentiated Experience: It has to be measured on the total experience that the client
has in working with us and its impact on the client’s customers

Service Delivery Metrics: Exceeding service metrics should be pegged as the minimum
delivery on client expectations

Measurably Transform: Doing it better than the client and measurably transforming the
process should be the goal (a process is Transformed only if we can show the dollar
benefit)

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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

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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

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 “Good is not good
where better is
expected”
Thomas Fuller
British author

WE WILL DO IT BETTER THAN OUR

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CLIENTS AND COMPETITORS