There is a step change – a revolution, some would say – in the way technology can be deployed to drive efficiency, improve quality, and increase business value. At the same time, organizations are now enjoying significantly better access to information, both internally and externally.
However, business processes, staff skills, and competencies have lagged as operational staff become more important in the digital transformation journey. As a result, many organizations find themselves less well equipped to deal with the digital age.
These changes have impacted all sizes of companies, but perhaps none more so than large global enterprises. This shift in people and technology is enabling large corporations to reap the benefits of working across time zones with a support model that combines the best of labor arbitrage with automation.
However, to optimize this combination, organizations must re-align the various components of their target operating model architecture, including the optimum grade mix, a re-focused competency model, and dynamic processes better aligned to the automation opportunities available.
This should be coupled with improved analytics, monitoring, and reporting to provide an uncluttered view of their operations, enabling them to make critical decisions based on realistic models and avoid expensive mistakes that arise through inaccurate data and poor analytics.