Page 31 - Banking Finance July 2017

ARTICLE

The broad areas under such a change-over
method include, among others:
Reshaping organizational cultures to emphasize on team
performance, fixation of personal accountability, customer's
importance, managers overseeing the tasks rather than su-
pervising and realigning the information system so that the
cross-functional processes work smoothly than simply sup-
port departments.

Without knowing what to concentrate on and when the
but affects the national economy by freezing the supply link executives would be unable to master the science of trans-
also, which, in turn, terribly affects the process of capital forming the business processes!
formation.
Even when the BPO is resorted to the need remains as to
Is it not the fact that the path to success is an elabo- managing the outsourced matters. Process implementation
rate one? A long journey before one comes out of the tun- road map must be developed.
nel indeed! Tasks remain unending: [a] building the credibil-
ity, deciding on what to do, identifying the competitive edge, Business processes must become more mature and the In-
locating what makes service successful; understanding what stitution must be able to deliver higher performance spa-
makes the service fail, what makes ourselves stand out [b] tially, temporally, hierarchically and functionally. Obviously,
knowing about our customers & prospects : who needs us - to achieve the same the starting point is designing [the
at the market, in order of importance, whom do we want comprehensiveness of the specifications as to how the pro-
to be our customers, whom don't we want, where are they, cess is to executed followed by the performers [people ex-
how do we get to them, when is the best time to get to ecuting the process based on skill and knowledge owner
them, what turns them on and of course what turns them [persons shouldering the responsibility for the process as well
off ? It is the goodwill ladder that is to be ascended. One as the results infrastructure [ information / M I S that sup-
only get a single chance to make a first impression & to most port the process and of course the metrics [the measures
of the demanders first impression becomes the last impres- the company uses to track the process's performance].
sion - rightly or wrongly! The fact remains the world wants
to see the results only! What good is more business if For developing high performance processes, Institutions
you don't get paid? need to offer the very supportive environments. It is that
greater competent Institutions that emerge as the victor
So, focusing on, measuring and redesigning the customer- while others struggle to keep the heads over water.
facing and internal processes improvements could be there
in areas like cost, quality, speed, profitability and other key Enterprise capabilities are the crucial factors for the ulti-
areas. mate achievement leadership [executives who support the
creation of processes] culture [values of customer focus,
Arranging for such changeover calls for more than rearrang- teamwork, personal accountability and of course the very
ing work flows which does what tasks, in what locations, willingness to change ] expertise [skills in / methodology for,
as well as in what sequence. process design] and governance [the very mechanisms for
managing complex projects and change initiatives].
So for making the new process work the need is there to
ensure that the jobs are redefined broadly backed by up- The Writer, a noted Management Economist, an Interna-
dated training system to support these jobs and at the same tional Commentator on Business and Economic Affairs and
time enabling decision making. The process and the outcome Principal, Eminent College of Management and Technology,
are to be studied for next course of action. Kolkata, can be reached at m.bibhas@gmail.com

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