Beruflich Dokumente
Kultur Dokumente
Chris Gash
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Puneet Chandok,
Shailesh Kekre, and
Sameer Khetarpal
Evolving sophistication
better decisions.
back-office culture.
done offshore.
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Takeaways
Captive offshore centers
have grown steadily over
the last decade: they now
employ almost half a million
people. They have also
expanded the scope of
their services, requiring
staff with a high level of
business understanding
and analytical skills.
While their owners top
priority is still productivity
and cost, increasingly, they
also want their operations
centers to help improve
business outcomes. This
new complexity calls for
less focus on incremental
improvement and more on
entrepreneurial leadership.
To capture the full opportu
nity, managers must rethink
their operating models so
that they promote not only
sustained value through
efficiencies but also improve
the customer experience
and increase revenue.
Challenges to achieving
the full potential
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Exhibit 1
Network and operational complexity is rising rapidly.
Number of global in-house centers, %
Increasing footprint in India
3 or more
cities in
India
28
2 or more
countries
21
33
41
45
57
Primarily
captive
12 cities
in India
72
1 country
79
67
55
59
43
2008
2012
2008
2012
2008
2012
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business outcomes.
given incentive to have an impact on business outcomes and to change the culture
Exhibit 2 of 3
Exhibit 2
Fragmented end-to-end processes make improving efficiency
and business outcomes challenging.
Credit-card issuance process
Branch
Process flow
Online
Scanning
Offshore site 1
Offshore site 2
Outcomes
Customer
Onshore site
(10 FTEs1 )
Card production
and dispatch
Exceptions
Underwriting
(10 FTEs)
(5 FTEs)
Prescreening
Data entry
Card approval
(5 FTEs)
(20 FTEs)
(20 FTEs)
1Full-time
equivalents.
Rework flow
3 3 4 days in end-customer
turnaround time
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force effectiveness.
sales teams to help them offer more valueadded products to customers. The analytics
of the customer.
Exhibit 3 of 3
Exhibit 3
The potential value at stake is three to five times that
of labor-cost arbitrage.
Estimated value at stake for example
offshore banking center, $ million
Benefits from laborcost arbitrage
Revenue uplift
Key drivers
25
30
27
Building high-skill
capabilities
13
100
...
The authors wish to thank Hiren Chheda for his contributions to this article.
Puneet Chandok (Puneet_Chandok@McKinsey.com) is an associate principal in McKinseys Delhi office,
where Sameer Khetarpal (Sameer_Khetarpal@McKinsey.com) is a principal; Shailesh Kekre (Shailesh_Kekre@
McKinsey.com) is a principal in the Bangalore office. Copyright 2013 McKinsey & Company. All rights reserved.
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