The Digital Workplace
Developing An Empowered And Productive Remote Workforce Through The Digital Workplace
A Global Shared Service Perspective
By:
Ramesh KR
VP-Shared Service. BPO Operations

Today’s workforce is becoming increasingly more mobile and global...
They want,and need the ability to work from anywhere
The whole is greater than the sum of its parts”
Aristotle

Productivity Lessons & Evolving Priorities
That Have Endured ThroughtheAges

culture of work is changing, productivity now ‘quantum’

we are making progress with digital transformation

But Internal Structure Remains A Barrier For Large firms

Physical
distance
Large &complex
organizations
Lack of e2e integrated
intelligent technology
support
Collaboration and Knowledge Sharing
Challenges & Barriers
Dispersed workforce
No common ways of
working
Different cultures &
languages
BCP – Location
Centric
Privacy
Culture
Governance, Risk & Compliance
(GRC)
Customer Experience

People work in silos, causing sub optimization and
ineffectiveness
Triedto
collaborate

Employees and Executives cite lack
of collaboration or ineffective
communication for workplace
failures.
Knowledge workers spend an
average of 14% of their
workweek in communicating and
collaborating internally.
According to a McKinsey Global Institute study, nearly
80% of senior executives describe collaboration as
crucial for growth.
Yet only 25% of those same executives see their
organization as collaborating as effectively as they
should be.
User-focused organizations outperformed the tech-
focused companies, achieving 23% higher revenue- per-
employeeagainst their industry peers.
31% of baby boomers, 40% of gen x and 49% of
millennials support social tools for collaboration.
33% of employees said a lack of open, honest
communication has the most negative impact on
employee morale.
85% of executives see complexity, in one form or the
other, as the main barrier to seizing business
opportunities and being successful in an ever
changing world.
Few collaboration statistics…….

What’s WrongWith TheCurrent Digital Work Environment?
5TopDigitalWorkplaceChallenges

Senior
Executive Buy-
in
Driving
Adoption
Measuring
and
Adjusting
Most of all, it’s an….
organizational & leadership problem
Moving to
Cloud
Dealing with
Legacy
Application

The Digital Workplace

Platforms, Ecosystems, Relationships Are The New Power

"That is what strategy is all about. It’s about a point of view about the future and
then making decisions based on that. The worst thing you can do is not have a
point of view, and not make decisions.”
Alan R. Mulally,
Former President & CEOFord Motor Company
Around the world, we see that customers who are farthest along in their digital
transformation are better equipped to manage a crisis like the COVID-19
pandemic. Companies lagging behind are realizing that they now have a
burning platform. Accelerating digital transformation has become a business
imperative.”
“During the next three years……….about $7 trillion will be spent on digital
transformation……”
Bill McDermott,
CEO ServiceNow & Former CEO of SAP SE
……in the recent earning call – May 2020……..

Efficiency
FOCUS
(How our own and collective time and capacityis used)
EXPERIENCE + INSIGTS + SPEED
Effectiveness
Empathy& Empowered
Lean, smart and agile
working together
Improved quality and
happier customers
What it allcomes down to….
empathy & empowering people to work smarter together

Automatically assign SLAs,
configure workflows, define
approval process, set task
dependencies and facilitate
complete request
fulfillment. [INSIGHTS]
Showcase the right services
to the customers based on
their service plans,
contracts, roles and
relevance. [EXPERIENCE]
Improve IT visibility Optimize service delivery
Enable the stage-wise approval
process, and trigger approval
notifications automatically
when a service request is
raised.
[SPEED]
TheDigital Workplace hasthe answer…
Boost productivity
with automation
workflows

How To Get There

Technology with
strategic
alignment and
partnership with
the IT function
Embracing digital is an opportunity for
accelerated performance with a new way
of thinking. This can’t be achieved without
widespread adoption and openness to
change. Most GBS organizations
successfully driving enterprise-wide digital
transformation are the ones that have
defined digital enablement as a critical
element of their vision.
.
Leading GBS organizations are able to
employ technology to enhance customer
experience and provide real-time
insights with speed on a consistent
basis. These GBS organizations need to
have strategic alignment and
partnership with the IT function to
jointly determine viability of various
technology solutions and weigh risks
and benefits.
Vision & Strategy
& Embracing
Digital
Transformation
Journey.
How to make it happen? – Leadership as a catalyst

Identify what services the employees need to
get their jobs done and achieve their goals
My Profile
Find People&
Expertise
My Blogs My Meetings
Discussions
MyBookmarks
NewsFeed
MyApprovals
My Collaborations
Find Information
Videos
MyTime
Ideas
My Documents
MyExpenses
MyTasks

Understandthe employees theirtasks and theirworking conditions
What is the best and
fastest way to
communicate with your
colleagues
• E-mail
• Instant messaging
• Micro Blogging
• Mobile messaging
How to enable knowledge
workers to get their
jobs done efficiently
• Word processors
• Spreadsheet software
• BCM Solutions
How to ensure employees
collaborate in
work with each other
and with partners
• Team rooms
• Communities
• Wikis
• Web conferencing
Supports information
sharing and internal
Publishing
• Portals/intranet
• Blogs
• Personalized
Homepage
How to enable
employees
to access self-service
applications online
• Expense claims
• HR systems
• ERP
• CRM
How to enables
organization
to gather ideas ,inputs
and thoughts from
employees
• Ideation platform
• Polling
• Survey
• Forums
How to help locate
experts
and colleagues across
the organization
• Employee directory
• Organization chart
• Rich profile
How to enables access
of tools
away from the physical
office or workplace
• PC/laptop
• Mobile/smart phone
• Home office
• Remote scanners

Embrace Service
Design
principles
• User-centric – The service must be
experienced through the eyes of the
user
• Co-creation – All stakeholders of a
serviceshouldparticipate inthe process
• Sequencing – Visualize the service as a
sequence of interrelated activities
• Concretization – Abstract services
shouldbe visualizedasphysical artifacts
• Holistic – The entire environment in
which the service exists and is
consumed needs to be considered

Get the UXon par with commercial services
My Profile
Find People&
Expertise
My Blogs My Meetings
Discussions
MyBookmarks
NewsFeed
MyApprovals
My Collaborations
Find Information
Videos
MyTime
Ideas
My Documents
MyExpenses
MyTasks

The company and the GBS is now using an integrated platform to manage
resources and tasks that optimizes the manufacturing support operations.
This integrates activities right from the sales, field service, to bids &
proposal, order management, production scheduling to project
management and document controlling.
With a unified, shared service operations platform in place, the business
unit and the GBS are now using a top to bottom task allocation approach
to distribute tasks/projects among employees.
Together with the ERP, a CRM platform and a Project Management
solution; the GBS developed an integrated platform for the business
function (cross-functional) and GBS called “the Service Operations
Platform (SOP)”. This platform not only provided a unified solution to
GBS but also across all sub-functions within the manufacturing
operational support; through optimizing efficiency and quality, real time
project/tasks allocation and document submission etc. and also
supported the group to realize the GBS transition from a 'non-sharing'
resource management mode to a sharing mode and helps to identify the
pipelining patterns of fast matching shared projects and tasks thus
resulting faster resource allocation to projects, real time project tracking
and timely order and document release. The SOP is consisted of five
main functions or modules: GBS management, task management,
performance management, quality management, and operations
overview:
GBS digitalization practices
Digital Journey: Example

GBS
Management
Task management
Performance
Management
Quality
Management
Operations Review
•Service entity:Supportmultiple entities in one system
•Issue tracking registration:Register different typesofissues or tasks orescalations
•Issue completion process: Standardize the process ofcompleting tasks/projects
•Task pool: Consolidate the to-be-completed tasks in a pool,easy for management
•Task assignment mechanism: Tasks could be assigned from the top or task handler could grab
orders from the bottom
•Tasks control management: Support admin mode in the system, provide control of unusual
situation or error or volume spike
•Performance evaluation: Provide an instant feedback and evaluation system, quantify
performance and increase the transparency ofperformance evaluation
•Performance dashboard:Present datain different perspectives, e.g. ranks, department, period
•Provide an overview of task owner and completion status, facilitate random work check which
ensures the qualityofthe tasks
•Consolidate and present data of task completed in the GBS, achieve data visualization, provide
instant snapshot of changes and fulfil requirement of different departments within the business
unit or cross-functional unit (like finance, hr, projects, )
Benefits
Adoption of Unified SOP provides the company with advantages in collaboration, proactive decision making and integration,
lowers the entry barrier of GBS transformation, and helps Group Company with a roadmap to transform GBS through a digital
transformation journey.