{"id":1309,"date":"2012-11-18T21:37:00","date_gmt":"2012-11-18T21:37:00","guid":{"rendered":"http:\/\/localhost\/projects\/horsesforsources\/tiger_tales_partiii_111812\/"},"modified":"2024-09-11T10:25:21","modified_gmt":"2024-09-11T10:25:21","slug":"tiger_tales_partiii_111812","status":"publish","type":"post","link":"https:\/\/www.horsesforsources.com\/tiger_tales_partiii_111812\/","title":{"rendered":"Tiger Tales Part III\u2026 Working with the 57%"},"content":{"rendered":"<p><strong>During <a href=\"http:\/\/www.horsesforsources.com\/tiger_tales_partii_111012\" target=\"_blank\" rel=\"noopener\">Part II<\/a> of our interview with Genpact\u2019s CEO\u00a0NV \u201cTiger\u201d Tyagarajan, we talked about the shape and pace of change we expect to see in the sourcing industry:<\/strong><\/p>\n<blockquote>\n<p>It\u2019s completely dependent upon leadership and the leadership\u2019s ability to drive change. It\u2019s about the confidence they have, the risk they want to take and what they have at stake.<\/p>\n<p>NV \u201cTiger\u201d Tyagarajan, President and CEO of Genpact, October 2012<\/p>\n<\/blockquote>\n<p><strong>In Part III, we ask Tiger his views of the &#8220;57%&#8221;, the percentage of enterprise customers who feel their provider does not understand their business. \u00a0So back to the discussion&#8230;<\/strong><\/p>\n<div id=\"attachment_12200\" class=\"wp-caption alignright\"><a href=\"http:\/\/www.genpact.com\/home\/about-us\/board-of-directors\/boardofdirectorsinnerpage?name=NV%20%22Tiger%22%20Tyagarajan\"><img loading=\"lazy\" decoding=\"async\" class=\"size-full wp-image-12200\" title=\"Tiger_HfS_PartIII\" src=\"http:\/\/www.horsesforsources.com\/wp-content\/uploads\/2012\/11\/Tiger_HfS_PartIII.png\" alt=\"\" width=\"275\" height=\"275\" \/><\/a><\/p>\n<p class=\"wp-caption-text\">NV \u201cTiger\u201d Tyagarajan is President and CEO, Genpact (click for bio)<\/p>\n<\/div>\n<p style=\"text-align: justify;\"><span style=\"color: #0000ff;\"><strong>Phil Fersht (CEO, HfS Research)<\/strong>: \u00a0Tiger, we recently\u00a0published data that showed <a href=\"http:\/\/www.horsesforsources.com\/outsourcing-talent-chasm_093012\" target=\"_blank\" rel=\"noopener\">57 percent of buyers<\/a> today feel their provider and their staff don\u2019t understand their business. What we really need to understand is what percentage of buyers actually <em>care<\/em> whether they provider understands their business or not.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"color: #0000ff;\">How important is this? Do you look at a client and think, \u201cThey will be wildly profitable for us\u201d or do you <em>prefer<\/em> to think, \u201cWe can grow with them &#8211; they have a real vision for their future and they want to take us on that journey.\u201d<\/span><\/p>\n<p style=\"text-align: justify;\"><strong>NV \u201cTiger\u201d Tyagarajan (CEO, Genpact): \u00a0<\/strong>Phil, we&#8217;ve\u00a0been debating this question over the last 24 months. This question becomes incredibly important as you grow bigger. In 2005 the BPO industry was nascent. When we came out of the blocks no one knew us. Then they looked at us and saw we were different, so they decided to try us. People took the risk; we had good success and we<!-- pagebreak --> got known. But we grabbed everything that came our way because we were small.<\/p>\n<p>We learned through that process. We saw what worked in terms of growth and value creation for the client. In one of our early engagements we did help desk work for a large global corporation on consumer technology products they sold. Very quickly we realized what they really wanted was how many cents per call; how many cents per minute. That\u2019s all they cared about.<\/p>\n<p>We explained to them their value proposition should be different. They should create customer satisfaction; that is a big wow!\u00a0 The goal should be to get the customer back to buy more products. We had enough examples to show them this could create value. But they wouldn&#8217;t budge. All they cared about was \u201cfinish the call fast so we don\u2019t have to pay you much\u201d.<\/p>\n<p>Finally we said we can\u2019t work with you. We ended the relationship.<\/p>\n<p>Today we evaluate four things:<\/p>\n<ol>\n<li>Is there real leadership buy in to drive transformation?<\/li>\n<li>Does it have a connection to where the company is headed strategically? We have seen situations where the people we are dealing with are driving an agenda. They want to take all the cost out. Then we meet the senior leadership. All they are talking about is new product innovation. They don\u2019t care about cost; this is not their focus.\u00a0 At some point these disconnects between agendas that are connected to the strategy of the company cause things to fall apart. We ask them to explain their agendas and how they relate to the strategy of the company.<\/li>\n<li>What\u2019s the culture of the company to drive change? We are perfectly fine if the company is slow in changing. Fifteen years into GE\u2019s journey we are still growing. We know long-term growth and value creation is great. We are patient. The desire to get to the end and to discover a new horizon every time has to be there.<\/li>\n<li>Are you going to be a partner in this journey or are you going to flip things across the wall and say, \u201cNow you manage it and that\u2019s it.\u201d We don\u2019t believe the latter will work. Because whatever we do is dependent on input we get from the organization. If we don\u2019t have the ability to partner with the client, our ability to drive improvement and value creation is limited. Therefore, we prefer not to engage.<\/li>\n<\/ol>\n<p>But it\u2019s tough to say no to a client.<\/p>\n<p>We have a process by which the senior levels evaluate every opportunity. We want to find a way to say yes or no quickly.<\/p>\n<p>If we have done a good job for one client in an industry, others come to us. Pharma is a good example. It is reasonably risk averse. It is also highly regulated, so the companies are careful. They prefer to work with people who have done it before for people like them. They move as a flock.<\/p>\n<p>It\u2019s OK to say I am not going to play in this industry, geography or domain area. Deciding where you are going to play is one of the big choices you have to make. Once you make that choice, that drives your investment, your M&amp;A, your resources and your intellectual capital. You look for the biggest leaders, the smartest people. Companies that do this well are successful.<\/p>\n<p><strong>Stay tuned for the final installment where Tiger gives his opinion regarding the branding of &#8220;outsourcing&#8221; and BPO&#8230;<\/strong><\/p>\n<p><em>NV \u201cTiger\u201d Tyagarajan (pictured) is Chief\u00a0Executive\u00a0Officer for Genpact. \u00a0You can view his full bio by <\/em><a href=\"http:\/\/www.genpact.com\/home\/about-us\/board-of-directors\/boardofdirectorsinnerpage?name=NV%20%22Tiger%22%20Tyagarajan\"><em>clicking here<\/em><\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>During Part II of our interview with Genpact\u2019s CEO\u00a0NV \u201cTiger\u201d Tyagarajan, we talked about the shape and pace of change&#8230;<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[48,78,88,830,97],"tags":[773],"organization":[],"ppma_author":[19],"class_list":["post-1309","post","type-post","status-publish","format-standard","hentry","category-business-process-outsourcing-bpo","category-hfsresearch-com-homepage","category-outsourcing-heros","category-sourcing-change","category-talent-in-sourcing","tag-tiger-tyagarajan"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v24.1 - 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