{"id":5117,"date":"2022-05-10T17:06:50","date_gmt":"2022-05-10T17:06:50","guid":{"rendered":"https:\/\/www.horsesforsources.com\/?p=5117"},"modified":"2022-05-10T22:15:14","modified_gmt":"2022-05-10T22:15:14","slug":"business-data-services_051022","status":"publish","type":"post","link":"https:\/\/www.horsesforsources.com\/business-data-services_051022\/","title":{"rendered":"Time for BPO to redefine itself as Business Data Services?"},"content":{"rendered":"
If there’s one industry that has struggled with its identity over the past two decades, there’s no bigger culprit than Business Process Outsourcing (BPO).\u00a0 Ten years ago India’s IT body NASSCOM* voted among its BPO council leaders to rename itself<\/a> “Business Process Management”\u00a0 (BPM) to amplify the nature of services being undertaken as “managed” by service providers as valued business partners, and not merely low-cost providers of outsourcing via cheap labor.\u00a0 However, most of the tech industry associates BPM with Business Process Management software and it’s arguable that the nomenclature only served to confuse enterprises further.<\/p>\n Data and processes are inextricably linked. The focus on value has shifted firmly to the strategic value of data and how designing processes can help you achieve the data outcomes<\/em> that create the value.\u00a0 Enterprises must re-think what should be added, eliminated, and simplified across their process workflows to source this critical data.\u00a0 In short, enterprises want to buy continuous access to data outcomes and experience<\/em> great service partnerships to achieve them.\u00a0 That is what BPO is all about why HFS has termed the phrase “Business Data Services”.<\/p>\n Despite the obvious brand identity challenge, BPM did represent the emerging era of BPO beyond cost savings (see 2010-2020 below), but after a decade, surely it’s time to revisit the very identity<\/em> of business services to address the most critical need 600 of the G2000 enterprises really want…\u00a0 data:<\/p>\n <\/a><\/p>\n Click to Enlarge<\/em><\/a><\/p>\n When we reflect on the phases through which BPO has evolved we can clearly identify three different eras:\u00a0 (1) Globalization, (2) Digital Pontification, and (3) Business Data Services:<\/p>\n <\/a><\/p>\n Click to Enlarge<\/em><\/a><\/p>\n We can date BPO back to Adam Smith’s Wealth of Nations in 1776 where he discussed the “gains from the trade that exists in dynamic, free markets. Companies and countries that overcame the barriers to trade would reap the rewards. Those that did not overcome the barriers would forever be beholden to those that did.”\u00a0 He also declared that “Wealth is created through productive labor, and that self-interest motivates people to put their resources to the best use”.\u00a0 Was he thinking about core\/non-core?\u00a0 Had he planted the very kernel of partnerships<\/a> to drive customer impact and competitive advantage?<\/p>\n However, we have to fast-forward to the 1940s when ADP started handling payroll for companies outside<\/em> of their own operations, and the ’60s when EDS developed an integrated system to process health insurance claims.\u00a0 In the ’70s and ’80s, we saw the rise of call centers first in UK and US before work was shifted to Ireland and Canada in the 1990s because of cheaper salaries and lower employment benefits.\u00a0 We also saw American Express, British Airways, and GE open ‘captive’ units in India to take full advantage of moving non-core<\/em> work out of the main enterprise to have the work executed at a much lower cost over the medium-long term.\u00a0 Basically, any processes that couldn’t be tied to an ERP rollout – and executed as such – became a target for outsourcing<\/em>.\u00a0 The advent of the Internet and real-time access to data<\/em> had made many news things possible to run a virtual business that could access talent and technology anywhere<\/em> in the world.<\/p>\n Old school BPO (pre-2010).\u00a0<\/strong> Once the ambitious Indian entrepreneurs saw how effectively these major globals could run operations out of India, upsprung hundreds of BPO delivery firms over the next decade, with India at the heart of functional data-centric work, the Philippines becoming the epicenter of voicework.\u00a0 From customer services, to finance and accounting, to HR, to procurement to insurance claims processing and payment processing… the half-trillion-dollar a year BPO business was born with offshore labor at the core, and getting the work shifted as expediently as possible the hook to the eager enterprise clients.<\/p>\n Digital ponitification (2010-2020).\u00a0<\/strong> This was the era where we cogitated and really saw the art of the possible.\u00a0 We saw the value and potential of end-to-end processes bringing employees closer to their customers aligned by common goals (OneOffice), and the blurring of the boundaries between business and technology as business executives invested in the value of SaaS and automation, helped by advancements in low-code technologies.\u00a0 In short, these BPO providers were making the shift from order-takers to partners<\/em>.\u00a0 However, there needed to be a catalyst to drive the rhetoric to reality – we knew what was possible, but there wasn’t much of a burning platform for change<\/em> during these years of economic growth.<\/p>\nThe value is in the Data.\u00a0 Processes provide the underlying execution to get at it<\/span><\/h2>\n
Smart enterprises want to buy services that provide them with specific types of data<\/em>.\u00a0 They care less about buying “effort”<\/span><\/h2>\n
A brief history of BPO… from ‘people and process’ to ‘data outcomes and experiences’<\/span><\/h2>\n