Strategy and Business Case for Change

It’s common for organizations to struggle with making significant changes to critical business operations. When considering alternative service delivery models, you need a strong rationale and an informed strategy for change that reflects all risks and opportunities, so you can make better decisions and get successful results. TPI delivers.

We provide strategic organizational and operational designs for corporate outsourcing, offshoring/captive offshore operations, shared services and internal service optimization.

These designs include a comprehensive plan for the realignment of internally delivered functions and service-delivery management. You get insight into what the sourcing strategy for designated business support functions should be and how that strategy aligns with overall corporate directions. Developed within the framework of a detailed business case, our recommendations consider the complex spectrum of factors that drive cost and complexity.

Drawing on our deep strategic expertise, we ground our approach in the context of your short-term and longer-range goals for cost reduction, transformation of the services environment, deployment of standard business practices, total cost of ownership, and improvement in service quality, reliability and capability.

TPI helps enterprises achieve transformation in internal services delivery through standardization, consolidation and leveraging of global resource centers in ways that are sustainable over time, yield quantifiable business benefits including service quality improvements, and consider the appropriate use of third-party service alternatives.

Enterprises hire TPI because we help them make immense complex changes. Our strategy focuses on developing a clear baseline of the existing operational environment spanning the entire range of in-scope functions. We will:

  • Identify how various corporate strategies, business services and related functions are currently conceived, organized and delivered, and how this effects your current environments
  • Establish the costs, staffing, service levels, infrastructures and key performance indicators associated with each function
  • Assess your current third-party commitments, including existing sourcing agreements
  • Prepare a “go forward” profile for each function or activity group, based on your business and IT drivers, looking at a three to five year horizon or longer if appropriate
  • Compare your benchmark data to our own that we have derived from similar shared services settings and service provider offerings
  • Identify near-term alternatives to achieve cost reductions in certain transactional services that would be synergistic with a longer-term shared-services operating model
  • Clarify the current models you use for governance, policy architecture, service delivery, sourcing and service-provider management
  • Document future goals for these services based on your business vision and key drivers
  • Identify opportunities for additional optimization of costs and service quality based on industry norms and best practices, including in-house initiatives
  • Establish a market view in consideration of outsourcing each of the functions either individually or in logical groups along with costs, benefits, risks and service-provider viability
  • Develop a set of “go forward” recommendations and follow-on project initiatives, each with a business case, for your executive leadership to consider

The business world is rich with examples of failed attempts to standardize and centralize back-office functions, as costs spiral out of control and internal confidences erode. Successfully implementing change to business support operations is a lifecycle event that you must skillfully manage. Every viable alternative must be considered, framed by an informed and detailed business case. We believe this is the best way for your executives to make decisions with confidence.

For more information, contact:

strategy@tpi.net