IDS SCHEER looks to augment BPM in India

IDS SCHEER looks to augment BPM in India

IDS SCHEER's BPM clearly defines the ROI

Saturday, December 15, 2007

Do you think that the Indian markets need more awareness to embrace newer versions of technology?

I think it is a challenge to get into the senior management. Our challenge is to educate them as everything trickle down from the top. One has to understand that BPM is about measuring the efficiency and making the change. It is the most important operation.

How do you typically judge the infrastructural facilities that an organization presents to you?

We don’t look at that. The reason being it does not have a lot of impact. We look more into a business need and question whether there is a way of growing that. Is there a pool of human resources that would support our business? The human resources are the most integral part to grow our business.

Moving forward, what would the chief drivers of BPM market in India?

There are two broad aspects to this. One is the economy. In India, most of the market is looking at a growth of 60 per cent year-on-year in the SMB (Small & Medium Business) segment and over 100 per cent in large companies. If you are a reasonable company, you can invest. And you have to understand that if you don’t support, you would fail.

So the first aspect is the pure growth plans for market India. Secondly, many of the companies are looking for international avenues for growing due to the advent of globalization. Now, globalization means looking around the world to grow. They also need to think in terms of infrastructure in countries outside India and globalization is also doing the reverse where companies are coming to India to take advantage and that’s what is fueling BPM in India.

State instances where your work helped your client to witness a noticeable difference in its handling an issue?

One example, which I often quote, is that of a large insurance company which shall remain nameless. This company typically took three to four weeks to process a plan, which was a lot. Through the business process analysis we looked at it and brought down this time to just three days. Again, initially the process was costing about $150 and we got it down to about $35. Now, what it did was that it brought down the turnaround time to just about 4 days, increased retention rates, the cost of new customer acquisition came down dramatically and led to significant increase of market revenue.

How strategic is India in IDS SCHEER’s radar?

I would say very strategic. In 2007, we have put a lot of focus on BRIC (Brazil, Russia, China, India) countries and India is strategic for two reasons. One — it is such a growing economy and going to be the fifth largest economy in the world soon and the market size is huge. Secondly, we want to build the center of excellence in India.

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