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1. Introduction to the business process management industry

1.1 Overview

   Business process management (BPM) represents a field in operations management, whose main focus is on the improvement of corporate performance, through the management and the optimization of a company\'s business processes. Thus, it might also be referred to as a \"process optimization process.\" (https://en.wikipedia.org/wiki/Business_process_management)

   The role of business process management is to make an increase on the level of efficiency and effectiveness, in a more efficient, satisfactory way than a traditional hierarchical management approach focused on functions. These processes can have a great impact at the level of costs and revenue generations of an organization.

   In terms of a policy-making approach, from the point of view of the business process management, the importance of processes is highly valued, they represent the assets of an organization and, in order for them to add value to the products and services offered to clients or customers, they must be understood so that they can be managed and developed. This approach is argued by business process management proponents to be supported through and dependent on technology, as well as people.

   For some, such as BPM Institute.org, business process management represents:

   “(…) the definition, improvement and management of a firm\'s end-to-end enterprise business processes in order to achieve three outcomes crucial to a performance-based, customer-driven firm: 1) clarity on strategic direction, 2) alignment of the firm\'s resources, and 3) increased discipline in daily operations.” (https://en.wikipedia.org/wiki/Business_process_management)

   For some others, such as The Workflow Management Coalition and BPM.com, business process management represents:

   “(…) a discipline involving any combination of modeling, automation, execution, control, measurement and optimization of business activity flows, in support of enterprise goals, spanning systems, employees, customers and partners within and beyond the enterprise boundaries.” (https://en.wikipedia.org/wiki/Business_process_management)

    Initially, the main focus of business process management was to use information technology to automatize business processes. Nowadays, it integrates processes run by people, enabling thus human interaction to become the main engine along the use of technology. For example, a chart of tasks can be created by a system of workflow management, in order to assign certain roles, or duties, to the people qualified to perform them using certain machines or automatized systems.

    Such tools of workflow management are SIPOCs, RACIs, CTQs, etc. Histograms allow users to:

• visualize functions and processes

• measure and determine the appropriate way to achieve success

• analyze and compare the various possibilities in order to determine an optimal improvement

• improve, select and implement the improvement

• control implementation and monitor the improvement in real time and update the performance information in order to keep record for future actions

1.2 Technology and applicability

   Business process management activities can be grouped into categories such as modeling, design, execution, monitoring and, of course, optimization.

   In order to automate processes, a company can develop or purchase an application that performs the specific steps of the process. But this option might involve some risks, since it is not 100% certain for such applications to perform all the steps of the process in an accurate or complete way.

   A second possibility would be to combine the use of software technology and human intervention, a more complex approach which, in my opinion, could make both ends meet, despite the possibility of the process of documentation to become more difficult.

   Bellow you can see an example of Business Process Management Service Pattern. This pattern shows how business process management tools can be used to implement business processes through the orchestration of activities between people and systems.

   According to recent studies, “the level of international standards for the task has limited business process management to the application in the IT sector, and ISO/IEC 15944 covers the operational aspects of the business.”

(https://en.wikipedia.org/wiki/Business_process_management)

   However, such standard operating procedures are still in use in corporations that have the culture of best practices, under the scope of regulating their operational process. There are also other standards to be improved in order to assist in business process management implementation (BPMN, Enterprise Architecture and Business Motivation Model).

   Nowadays, business process management represents a critical component of operational intelligence (OI) solutions, needed to deliver actionable information in real time. For example, one can send alerts or take executive decisions through real-time dashboards. Solutions discovered through the strategy of operational intelligence make use of real-time information and use pre-defined rules to take automated action. In this way, security measures, as well as exception management processes can be initiated.

   In some perspectives, business process management is \"the bridge between Information Technology (IT) and Business.\" (https://en.wikipedia.org/wiki/Business_process_management)

   A business process management suite has four critical components:

• Process engine — a robust platform for modeling and executing process-based applications, including business rules

• Business analytics — enable managers to identify business issues, trends, and opportunities with reports and dashboards and react accordingly

• Content management — provides a system for storing and securing electronic documents, images, and other files

• Collaboration tools — remove intra- and interdepartmental communication barriers through discussion forums, dynamic workspaces, and message boards

• Business process management also addresses many IT issues:

• Managing end-to-end, customer-facing processes

• Consolidating data and increasing visibility into and access to associated data and information

• Increasing the flexibility and functionality of current infrastructure and data

• Integrating with existing systems and leveraging service oriented architecture (SOA)

• Establishing a common language for business-IT alignment

1.3 Main competitors

   Since the past few years, NASSCOM has been ranking the Top BPM Companies, based on a survey conducted annually. Through this survey, NASSCOM collects financial and other information from its member companies and the participating companies are ranked based on the data submitted.

   According to NASSCOM, most business process management companies are based in India, having subsidiaries all over the world, as well as in Romania. The list composed by NASSCOM contains Top 10 BMP employers as following:

1. Genpact Ltd.

2. Tata Consultancy Services Ltd

3. Wipro BPO

4. Infosys BPO

5. WNS Global Services (P) Ltd

6. Firstsource Solutions Ltd.

7. Hinduja Global Solutions Ltd

8. EXL

9. Aegis Ltd

10. HCL Technologies Ltd. - Business Services

More details are available at:

http://www.nasscom.in/industry-ranking

2. Company description - Genpact Ltd.

http://www.genpact.com/

“Generating impact for sophisticated, complex enterprises

We put digital technology and analytics to work. Our experience demonstrates that advanced business processes and operations can generate material impact. They help our clients control cost and capital intensity, strengthen market engagement, support organizational transformation, and manage risk and compliance. In doing so, they make our clients more competitive. It is this focus that has enabled us to transform the business process services space in only a few years.”

   Genpact is a global business process management and services corporation, having key offices in New York City, United States. It's listed on the “New York Stock Exchange” under the symbol G. The main scope of the company is to provide its clients digital power and solutions that can generate cost efficiency, business improvement and, in the end, to help both the company and the client to develop their expertise: “We architect the Lean Digital Enterprise” (http://www.genpact.com/why-genpact).

   According to Wikipedia (https://en.wikipedia.org/wiki/Genpact), the net revenues reported by the company in 2015 were of US$2.46 billion, having more than 70,000 employees in 25 countries. Among the clients Genpact has, it also owns approximately one-fifth of the Fortune Global 500.

2.1 Background

   The company was originally founded in 1997 by Pramod Bhasin, with no more than 20 employees and an aspiring vision, being a business unit within General Electric. The main goal was to improve the process efficiency and operational effectiveness within General Electric by providing business process services.

   Through Pramod Bhasin's initiative, Genpact managed to grow by building infrastructures in several cities in India, as well as through the investment in people, i.e. offering opportunities to unexperienced young people, as well as providing trainings and employment opportunities to women. Also, Genpact adopted the principles of Lean and Six Sigma, along General Electric.

   In January 2005, Genpact became an independent company offering their process expertise to clients outside of General Electric. The official name became Genpact, representing their scope of Generating Global Impact.  

   In August 2007, the company was listed on the NYSE under the symbol G and publicly traded. In the period of time 2007-2010, the company increased in popularity at an international level, having a rate of employees of 33% wider, revenues of US$2.1 billion and adding sites in six new countries.

   Also, starting 2010, the company started moving towards the west and became a significant presence in Europe (e.g. Romania, Poland, Czech Republic, Netherlands, Great Britain), as well as in US, later setting the main corporate office in New York City.

   In 2011, the new president and chief executive officer (CEO), NV ”Tiger” Tyagarajan, was appointed to the Board of Directors and succeeded Pramod Bhasin, who became the non-executive vice chairman. Tyagarajan was previously CEO in the period of time 1999-2002, managing the business in a critical growth phase. Thus, his experience and leading skills brought him to the anchor of the company.

   In November 2012 Bain Capital became Genpact's largest shareholder and initiated a new phase of growth, based on the improvement of the relationships with the client and enlarging the domain of expertise.

   In Romania, Genpact settled the first office in Bucharest in 2005 and, two years later, followed the office of Business Process Outsourcing (BPO) in Cluj. Genpact was the first business process management company to enter the Romanian market. It enjoyed great popularity and in 2009 it already had around 14000 employees, out of which 1200 were part of the office in Bucharest.  

   According to Wikipedia, the turnover in 2011 in Romania was that of €52 million. (https://ro.wikipedia.org/wiki/Genpact)

3. Company Structure

   Since its foundation, Genpact has been led by a superior leadership team with “strong, active and independent board members” (http://www.genpact.com/about-us/board-of-directors) and an experienced, globally-distributed senior management team. The members bring multi-industry experience, unique perspectives and elaborated strategies, being recognized for the contribution to the growth phases of the company.

   According to the report run by www.hierarchystructure.com, Genpact exceeds the number of 65,000 employees across more than 25 countries in the whole world and it owns revenues of more than $2.1 billion, thus being one of the largest independent companies providing externa services. The management of the company is supported by a hierarchical structure: Apex level, Middle level, Lower level.

   The Apex level represents the active, independent top level body which insures the success of the company worldwide. On this level we can find the CEO and the 9 members of the Board that take all the decisions in the company.

   The Middle level represents the mediate level between the two extremes. The managers and heads of various departments (e.g. Marketing, Human Resources, Sales, etc.) are part of this category and they execute higher orders and also supervise the lower level.

   The Lower level represents the base of the hierarchy, as well as the base for the functioning of the company. This level contains ground-level workers and supervisors that, though with no power of decision in the company, represent the core engine. The employees at the lower level deliver the services and make it possible for the company to “generate impact” and satisfy its customers, thus placing it among the largest multinational companies that provide services of business process management.  

3.1 Genpact Ltd.

Board of Directors

• NV “Tiger” Tyagarajan - President & CEO

• James C. Madden - Co-Founder & Managing Director

• Cece Morken - Executive Vice President

• Robert G. Scott - Chairman of Board

• Hanspeter Spek - Chairman of Board

• Carol Lindstrom - Vice Chairman

• Alex J. Mandl - Non-executive Chairman

• David Humphrey - Managing Director, Bain Capital

• Amit Chandra - Managing Director, Bain Capital Advisor

Leadership Council

• NV “Tiger” Tyagarajan - President & CEO

• Patrick Cogny - SVP & Business Leader, Infrastructure, Manufacturing & Services

• Harpreet Duggal - SVP & Business Leader, High Tech

• Shantanu Ghosh - SVP, CFO Services & Consulting

• BK Kalra - SVP & Business Leader, Life Sciences & Healthcare

• Arvinder “Monty” Singh - SVP & Business Leader, Capital Markets & IT Services

• Rohit Tandon - SVP & Business Leader, Analytics & Research

• Mohit Thurkal - SVP & Business Leader, Banking, Financial Services & Insurance

   The Board of Directors has the responsibility to monitor the level of risk that the company might face and the management team - the leadership council - analyses and supervises the implementation of the initiatives to be taken. In day-to-day activities and decisions, the Board is assisted by an Audit Committee, a Compensation Committee and a Nominating and Governance Committee.

3.2 Company Culture

   In terms of company culture, Genpact can be proud about a unique heritage as both part of another business and an independent company that built its own visions. The culture created is one based, on first place, on customer centricity, as well as on teamwork and continuous improvement. The values on which it was built are those of integrity, trust and they represent the “compass to guide thoughts and actions” (http://www.genpact.com/about-us/our-culture).

   Genpact follows the proverb “Our client, our master”, turning the duty of fulfilling clients' wishes into a mission to exceed expectations and bring the process to perfection. The strong operating culture defines the effectiveness of the process which brings high business impact to the clients. The relationship with the client has a strategic, long-term character.

   The Net Promoter Score (NPS) of the company reaches 68% and the contract renewal rate is up to 90%. The feedback received, be that positive or negative, represents the main channel towards improvement, thus the company organizes quarterly continuous improvement sessions which are meant to give the client the opportunity to express their opinion about the services provided. In this matter, the Client Advisory Group which consists of top CXOs is responsible for keeping the clients satisfied, listening to their complaints related to the business, sharing strategies and ensuring solutions to their problems.

   With Corporate Social Responsibility (CSR) teams in 18 countries, Genpact has an impressive number of 14,000 unique volunteers, 10,000 beneficiaries, 13,000 payroll donors, 24 client partnerships and 16 long-term NGO partnerships, all of them representing key drivers that support the area of focus. In return for the strong level of communication and trust received, Genpact offers community outreach, by helping people in need, education and employability, by providing trainings to unexperienced employees, as well as a nice work environment for the employees.

   Annually, the company organizes sessions for donation of blood, money and computers. It provides primary education to 8,000+ disadvantaged children; it supports 2,000+ underprivileged girls, children and youth with higher education skills in India and ensures food and clothes for those in the US.

   Also, it promotes an environmentally friendly attitude, by raising awareness on conservation of paper, water, energy and recycling to build eco-bricks in Guatemala. Such values are passed to the employees and together support organizations such as:

• United Way

• Defensores De La Naturaleza

• Teach for India

• Vidya & Child

• Red Cross

• Stop Hunger Now

• Volunteers for America

• Dress for Success

• Toys for Tots

• Local Domestic Violence Programs

• American Cancer Society

   The average age of the employees is 27 and one of the most important aspects is that Genpact is willing to hire unexperienced people, especially college students, believing that training people from the very beginning and “molding” their skills according to the expectations of the company represents a benefit for the business.

   In times when all work places require a certain amount of experience, Genpact comes in for students and for people with less educational opportunities and offers a chance to personal development and a stable job. At the same time, the internal structure offers high possibilities for promotion no matter the age but the experienced achieved in the company and the involvement in daily activities.

3.3 Organization and performance

   Genpact, as many other such multinationals from the business process management industry, is organized into departments and each department is further split into groups which are also split into teams. Each department has a coordinator and each group has team-leaders that supervise the managers of the teams. This organizational flow is followed in all situations and no exception allows somebody to avoid contact with one of the persons assigned as manager or team-leader in order to get to the coordinator. Usually, each team is involved in their own day-to-day activities; however, development projects often require different roles from different teams, groups or departments to work together and share strategies in order to reach client expectation.

Organisation Chart - Genpact Ltd

   Genpact has been constantly achieving solid performance in terms of turnover and development. Over the years, more and more clients joined the business, reaching a number of 800+ clients.

   Also, driven by global clients, revenue growth became significantly higher, from 340 in 2007 to 1,813 in 2014, and the shares reached 80% in 2014 from a rate of 41% in 2007. What is more, Genpact was recognized for investments in technology, innovation, expansion and global delivery and it was recently named by the analyst firm Everest Group a “Star Performer and Leader in the 2016 PEAK Matrix™ for Banking Business Process Outsourcing (BPO)” (http://investors.genpact.com/phoenix.zhtml?c=209334&p=irol-newsArticle&ID=2206158).

4. Marketing and strategy

4.1 Overall strategy

   Genpact relies on the advanced technologies it owns, as well on the employees' ability to combine processes and analytics and to run such applications. A main focus in daily activities is to achieve leadership positions in chosen vertical markets; all clients are partners and there are only win-win situations.

   The path to success that the company chose is the use of the vertical industry expertise, the capability to design and to bring significant impact through a deep process understanding which helps in delivering outcomes.

   The company has set a list of goals that, no matter the role, the department, or the team, all employees must achieve:

• Define the market opportunity

• Define the strategy which will bring success

• Bring updates on key growth and investment initiatives

• Set and discuss financial priorities

• Discuss results

• Receive feedback

   According to recent reports run by Genpact analysts, the large global market continues to grow and there is a great potential for the long-term market potential, assuming that, though the current market reaches $350B, the true market potential can get to $1,022B in the field of Analytics and New Technologies. Thus, the strategy on which the company focuses is to capture opportunities of high value, in order to not only maintain the current level, but also to grow market leadership. The expansion of market leadership can be achieved by increasing the growth of the number of global clients (GC) through concentrating investments, enhancing domain expertise, generating various solutions, finally deepening client relationships.

   The strategy is mainly presented under 3 aspects:

1. Investments to be concentrated in selected industries, service lines and geographies, i.e. to create new service lines and strengthen those existent, to increase the number and caliber of client-facing teams, as well as the lead solutions and subject matter expert capacity, especially in Europe and Japan.

2. Deep domain expertise to be built through focused hiring, i.e. to hire experienced people for high positions and train lower level employees in order to grow, to achieve a high level in the same company and continue to bring significant impact. Also, people are hired according to personal skills, going through a trial period of 3 months and being trained on a yearly basis.

3. Solutions to be delivered in a various number for the same issue and departments, i.e. one should always have a backup solution to use in case the previous ones did not bring the results expected, to brainstorm on general solutions that can be applied to several fields, reducing costs and time waste.

   Also, underwriting skills are prioritized through the use of a cloud-based predictive analytics engine which creates an end-to-end underwriting system of engagement. All processes have standardized operations across hubs, using an industry-level utility with design and technology partners; each process uses the same templates translated to each particular language, so that the employees can align and share the same type of information.

4.2 Mission

   Genpact places a special emphasis on the concept of sustainability, i.e. the ability to support services that do not cause any harm to the environment and improve the quality of life, by focusing on long-term business viability.

   The sector focus of the company is represented by:

• Retail and Commercial Banking

• Insurance

• Life Sciences

• Industrial Machinery

• Consumer Packaged Goods

• Capital Markets

• Healthcare

• High Tech

   With a strategy that aims at growth on all levels, the company manages to integrate responsible economic evolution with social progress, having as scope the improvement of life quality for all its stakeholders. The practices that the company adopts have as base the relationship it builds with clients, as well as with employees, because they are the core keys that help the company not only to develop, but to exist.

   As the name itself says, Genpact's mission is to generate impact, to deliver services of a high quality with the utmost integrity, at the same creating a culture that sustains and promotes human rights, respects the environment by conserving resources, as well as investing in employees, helping the to develop alongside the company. Thus, the mission is not only to generate business impact, but also environmental and people impact.

   As a global leader in the domain of business process management, another mission for Genpact is to help clients to become more competitive on the market. It offers processes created in the Smart Enterprise Processes (SEP) proprietary framework, which limits costs and maximizes profits. The company aims at perfection in its strategies, using the Six Sigma heritage to which it brings innovation and improvement.

   Also, having around 66,000 employees working in more than 70 delivery centers in 20+ countries, it is not surprising that Genpact's wish to remain the leader in managing business processes is now more than that, it is a mission. As many other such multinationals, it focuses on creating and maintaining strong long-term client relationships with companies that need to grow and request its services. The goal for all employees is to offer great support and not only to find solutions to problems, but the actual problems as well.

   With more than 800 clients across the world, generating client impact is a very important mission and one of the most important scopes. Among the clients can be found many companies that are leaders of their industry, such as Ahold Europem AstraZeneca, Citigroup, GE, GlaxoSmithKline, Hyatt, Ironshore, Kimberly-Clark, Merck, National Australia Bank, Nissan, Symantec, Walgreens, Wells Fargo.

   The company aims at creating long-term relationships with the clients and become more than a service provider - an integral part of their organization. Starting with mere business consulting and reengineering, in time clients come back with more requests and they allow Genpact to become an advisor in problems related to development.

   In order to maintain and, at the same time, to improve the relationship with its clients, Genpact uses the Net Promoter Score (NPS) methodology, through which it can measure customer loyalty. The clients offer a score for the services provided, as well as comments regarding what needs to be changed or improved. In this way, the company is able to adapt to the requests of the clients and improve their satisfaction.

   Some of the clients have publicly expressed their opinion and appreciation regarding the services provided by the company and receiving such feedback represents another mission for Genpact employees:

“Our relationship just goes from strength to strength. There has been terrific engagement, a real close working partnership evolving…very happy with it.” Sr. Director and GBS Europe Leader, global financial services company.

“A strong, reliable organization with depth of capability in providing partnering services and a customer-focused approach.” Executive General Manager, leading insurance provider, ANZ.

“We have been able to develop a strong, positive relationship with Genpact and this has shown itself in the excellent business results that we are seeing.” Outsourcing Leader, U.S. multinational internet services and products company.

4.3 Recruitment and training

   Recruitment represents one of the core pieces necessary for the success of a company. Each and every service provided is managed by an employee; even if most of the work is done by a machine or application, it is a human that creates and maintains them.

   The performance of a process is mostly dependent on the skills and experience of the employees. Though the system or the tools used are not of a high quality, the way in which the employees manage them, as well as their reaction in difficult situations and the attitude towards the client have a major impact and can change the results completely.

   In Genpact, recruitment is conducted by the department of human resources, as well as by department heads and team leaders who join the process in the final phase. Also, being a multinational company in which foreign languages represent one of the most important criteria for employment, external agencies are used for the first phase of the recruitment process, i.e. language tests.

   Thus, the process of recruitment is organized as follows:

1. Language test on the phone followed by a writing test

2. First interview with the representative from human resources

3. Second interview with the representative from human resources and the department head

4. Third interview with the department head and the team leader

   Recruitment is performed through various means:

• Online recruitment is the main tool used for advertising vacant positions. The company creates accounts on official job-recruitment websites through which people can find information with regard to the role, responsibilities and requirements for a job and apply for it.

• Referrals represent a “win-win-win” situation for all 3 parties, since the company already has feedback regarding the person proposed for the job, the future-employee has feedback regarding the environment in the company and the person that made the recommendation receives financial benefits.  

• Job fairs are held periodically, especially after the end of university year when students are eager to use summer to gain professional experience and become financially independent. Such job fairs are mostly organized in collaboration with volunteering associations in universities, but also during the official campaigns of the town.

   Genpact sets high value on vocational training and invests in employees' aptitudes. After being hired, the new employee goes through a trial period of 3 months in which he/she receives various trainings, both for the process assigned (e.g. use of the tool) and for personal development (e.g. e-mail writing skills).

   What is more, such trainings are not available only during the probationary period. The employees can attend language classes and other trainings during the contractual period, having sessions for beginners, as well as for intermediate and advanced knowledge.

5. Team-management

5.1 Team organization

   In Genpact, there are various departments that provide different services, such as procurement, accounts payable, helpdesk, etc. Though each process has a different set of roles and tasks, tools and workaround time, all of them are structured according to the same hierarchy and each workflow is followed in any type of query.

   Roles within Genpact:

• Operations Lead has the responsibility to achieve goals by leading the teams, i.e. setting and assigning tasks to Team Leaders, who will pass them to lower levels, creating a workflow and ensuring effective management within all organizations. They are also in charge of clients who visit a department.

• Team Leaders represents the mediator between the Head of Customer Support and the teams in each department. They have the responsibility to ensure that the rules and the policy of the company are followed by everyone.

• Managers in line have the responsibility to assist and guide the teams in their daily activities, as well as to provide help for employees, be that in terms of process tasks or problems of another nature, for example harassment (coming from the team or from a client) and displeasures regarding the working environment.

• Employees represent the largest group in the company and they have the responsibility to perform day-to-day activities in order to deliver services and reach client expectation.

• IT Support Specialists have the responsibility to offer technical support to the employees. The main communication channel is the phone and, when necessary, a specialist comes on the floor in order to deal with the issue. Most problems however are solved via phone calls in due time.   

   In Romania, Genpact has two branches - in Bucharest and in Cluj. Thus, each branch has its own Support team which follows the same structure in order to promote alignment, one of the policies of the company. There are also Support teams in India, China and Mexico that follow this policy.

5.2 Work schedule system

   As previously mentioned, Genpact offers a vast series of services that are characterized by different assignments and activities. Thus, there are also slight differences when it comes to working hours.

   The main work schedule that applies to most of the departments is the one implemented in the majority of multinational companies of this kind: one shift starting at 09:00 and ending at 18:00. However, there are cases when a department, or only a few teams in that department, agree with the manager in line and the team leader to have a different work schedule. For example, some employees may come to work at 08:30 and leave at 17:30, or they may arrive at 09:30 and leave at 18:30.

   For foreign employees that work for the country they came from, the schedule might be adapted to their time zone. For example, a team made up of Portuguese people will come to work at 11:00 and leave at 20:00. Also, a team made up of German people might have the work schedule 10:00 - 19:00.

   Such decisions can only be taken on agreement with the client for which the team provides the services. Before this final step, the team first needs to receive the approval of the manager in line and that of the team leader who will further propose it to the operations lead.

   Employees can work during the weekend if the process allows it and the payment is higher than that of a weekday. For example, those who work with an online tool and perform helpdesk activities in real time cannot work during the weekend since the requests only come in weekdays.

   What is more, recently the company agreed with the policy of Short Friday. One member from each team in each department has the right to leave at 16:00 one Friday every month. The days are decided between members and can change them anytime. Neither the manager in line, nor the team leader can forbid a member to have a Short Friday, though in some cases he/she might be requested to switch dates with another member, due to certain issues.

   Also, in case the employee does overtime activities, he/she will be able to use the extra-hours at a later date that month. In the same way, if the employee needs to leave earlier, he/she may work overtime in order to make up for the early leaving.

   Genpact wishes to promote a flexible work schedule system in order to create a pleasant working environment. Though the process to achieve the approvals is not simple, this possibility exists for all employees, no matter the team or department. The most important rule is that there should always be at least one team member to run the process.

5.3 Communication

   Communication represents one of the core elements of any institution, the key towards the success in any field. No company or relationship can develop without very well structured communication channels and their absence can only result in chaos and failure.

   In Genpact, all departments and levels are connected through a strong chain of communication. There is no such thing as insignificant impact, so all issues are dealt with in team meetings held with the scope of sharing, discussing certain topics and finding the best solution, or after being guided by the manager in line and the team leader, if necessary.

   In order to achieve effective internal communication, all departments and teams in Genpact are guided to follow a set of principles meant to create the ideal environment in which people can get along well, be up-to-date with latest news and changes, develop team-spirit skills and receive help in any situation.

• Sincerity - when there is an issue concerning and affecting the team, no matter the nature, the team members must communicate it to the manager in line, state the issue frankly, in order to discuss it and try to reach a resolution. Whether the problem is between the team members, or it is personal, one should not cover for it; accumulated tension only results in greater conflicts.

• Confidentiality - the team members should not discuss topics related to salaries in the presence of others, with the exception of the manager in line and the team leader. Also, passwords should not be shared among colleagues and badges should not be changed between them.   

• Efficiency - information should be passed to the members in due time, with the right details and to the right persons. Also, the employees should receive accurate and complete data about their processes. All intentions must be clearly stated in order to generate the desired results.

• Proactivity - once the list of independent tasks is received, employees should gather the necessary information and ask for guidance from colleagues, managers in line and/or team leaders and not wait for reminders from them. If possible, they should do their best to fulfill the tasks before the deadline.

• Time - employees should communicate the issue to the responsible person as soon as it is identified in order to find the solution in due time.

   Generally, the main communication channel is the email. But in Genpact, this might different from case to case. For example, when it comes to problems related to employees and their contractual, hiring issues (HR), the main communication channel remains the email but, for IT issues, the employees use the phone in order to have an active discussion and find the solution faster. However, technical issues of a high difficulty, that are not within Genpact control, require tickets to be created and sent to IBM.

   Also, when it comes to helpdesk activities performed by employees for clients, there is a balance between emails and phone calls, since some issues of a less difficult level might be solved through an email and some that need more time and a detailed discussion can be better dealt with during phone calls.

   All processes have a general mailbox and the employees can discuss about the certain issues, finally deciding on the best way to solve it, as well as on the person assigned to do it. This can also be up to the wish of the client, whether he/she prefers, or is able to have a phone call, or if he/she considers the issue can be solved through emails.

   To continue with, members of the same team usually prefer face-to-face interactions, setting team huddles. There are regular meetings held with the team. Depending on the recent events, such meetings can be held monthly or, during periods with fewer volumes, each two months.

   Apart from these team huddles, there are also 1 on 1's, meant to allow the employee to have a confidential discussion with the manager in line about himself/herself, both in personal and professional matters. However, issues are not discussed only during such meetings, but also on a daily basis during short face-to-face discussions, whenever the employee requires help.

   What is more, each account holds general meetings, the “City Hall”, on a monthly basis. All employees must attend the meeting, no matter the level, department, or team, and they receive the latest news about the company, such as the new throughput, there is a new guest every time, sometimes a client and some other times a high level employee, who shares a bit of their professional experience in the company.

   Also, there are awards shared for employees, such as for seniority, performance, involvement, birthday, etc. At the end, employees receive treats and a well-deserved break.

6. Product range   

   Genpact specializes in the industry of business process management for clients that need a new approach on digitally-powered services, i.e. new operational systems that bring innovation and improve efficiency.

   As the name suggests, Genpact generates “impact for sophisticated, complex enterprises” (http://www.genpact.com/what-we-do) through a various series of services it provides.

6.1 Industries

   Genpact has clients and partners in various domains of industry. Some of the most important domains are listed below.

6.1.1 Banking and financial services

    Financial services represent the “roots of Genpact” (http://www.genpact.com/what-we-do/industries/banking-financial-services). Starting as a GE Capital business, the company slowly became an independent provider of business process management and is now one of the leaders in this industry.

   Genpact provides services of efficiency in terms of operating models meant to control costs and risks and bring them to their limits. According to Tiger Tyagarajan, in 2015, the total spends of the global banking and finance sector for digital technologies has reached $85BN, out of which 67% is considered to have been wasted. What Genpact intends to achieve is the avoidance of such losses.

    With an estimated yearly impact of $1,500,000,000, 19,000 global banking and financial services professionals, 18 global delivery centers and 2,000 risk management and analytics experts, the solution implemented by the company in order to reduce cost is the combination of a process efficiency and IT involvement.

   Genpact follows the “best shore model” and the main solutions are the following:

• Retail Banking

• Commercial Banking

• Risk Services

6.1.2 Capital marketing

   Decreasing the amount of costs should not bring about a decrease on the level of company efficiency and growth possibilities. Thus, Genpact aims at helping the client to become more competitive by achieving high operational quality, at the same time ensuring that the development itself is not limited by costs reductions.

   The strategy used is to offer operations that face challenges with regard to reductions at the level of infrastructure, at the same time dealing with regulatory requirements and improving client retention:

• Client lifecycle management

• Capital markets platforms

• Capital markets analytics

• Collateral management

• Post trade processing

• Exchanges

6.1.3 Consumer Goods

   The industry of consumer goods deals with pressures on margins with slow development on mature markets; it enables significant changes in consumer preferences, thus intensifying competition. Similar to other domains, the executives look for opportunities to reduce the costs and to enhance the operations.

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