Application Support Services: 12 fee drivers you must normalize to ensure a like-to-like comparison in benchmarking application support pricing
As enterprise bot adoption increases, although bot design and structured onboarding are important, organizations can only reap the full value if the bot environment works holistically. For this to happen, the vision, assurance, governance, security, and scalability need to evolve.
In today’s digital world, automation and user experience have become critical for enterprises. Bots – which drive operational efficiency and facilitate consumer engagement – are central to the strategy of any forward-looking enterprise. However, as these bots proliferate, enterprises face significant challenges.
The pyramid has three distinct layers that define the governance structure of the CoE; each layer has a unique set of responsibilities, and clarity around roles and responsibilities is essential to identifying the right talent for the CoE
Buyer expectations are changing – they want service providers to shoulder more of the responsibility for governance management
As the occurrence of hybrid sourcing deals rises, so too does the complexity of those deals, creating pressure points for both enterprises and service providers
The first visual that probably comes to a buyer or service provider’s mind when they think of governance is the 3 tier governance pyramid that had been around for many years. The structure of this pyramid, as well as the nature and number of the meetings/forums conducted around it between provider and buyer stakeholders have remained more or less consistent. While over the years some modifications have been made to the structure, many ideas have been more ”lip service” than reality, and most are yet to be institutionalized.
However, as business gets to have a greater say in the transformational agenda of the IT landscape, Everest Group is witnessing some prominent changes in the governance structure when governance is being delivered as a managed services. These enhancements include:
While the above are the most prominent changes happening to outsourcing governance models today, Everest Group foresees many more significant changes at individual layers of the 3 tier governance model, with tighter controls and higher business involvement becoming part of the routine.
In an industry that has changed dramatically over the past decade – expanding beyond a handful of countries, Global Business Services (GBS) pulling together services across an organization under a single umbrella, “as-a-service” delivery models, autonomics and service delivery automation, etc. – one would expect to be hard-pressed to find a component that hasn’t kept pace.
However, one key enabler of effective ongoing client/provider governance has changed little, if at all.
Across the layers of governance, there are multiple monthly and quarterly reports that provide the basis for regular review meetings. But a comparison of governance reports generated over the past year with another set (across different relationships) from close to 10 years ago revealed no major discernible difference in the messaging, format, structure, or – to an extent – the content of the reports. The profound impact of digital and user experience-driven visualization appears to have eluded them altogether!
Some of the issues that were evident in the majority of the cases included:
All this equates to a lot of time and effort utilized in going through data, with some important subjective discussions being lost or pushed to subsequent follow-up sessions. This can cause a high risk of misalignment in objectives and a potential trust deficit. The situation is aggravated if there are new stakeholders inducted into the governance structure who may interpret similar data in different ways!
As a principle, any document intended for circulation to a group of stakeholders should be clear in its objective and explanatory enough for an uninformed reader to understand. It needs to foster honest, engaging discussions, and must be modular enough to avoid re-work in bringing together reports for consolidation.
Some easy to implement practices to consider include:
Some of the most conservative companies have had to modernize the structure and layout of even their Annual Reports to keep them relevant and more aligned to changing communication needs. The global sourcing industry should take the cue and look to infuse some change into the very documents that form the basis of their ongoing relationship health assessment!