Pawman takes a straightforward approach to KPO with a robust, three-phased methodology
1. Assess and Identify Processes
3. Operate and Optimize
Companies need to evaluate their business processes and not only identify the right ones to outsource, but also determine the delivery model that will best support these (identified) processes. By shifting these processes offshore, you can get the dual advantages of process enhancement through optimal use of technology as well as reduced labour costs.
The first step, then, to any process outsourcing initiative is to determine the following:
• What processes can be outsourced?
• When (or in what relative order) should these processes be outsourced?
• Where can they be outsourced (for instance, can the process be moved to a remote location or should it remain in close proximity to the organization)?
• How should they be outsourced (for instance, whether through a captive unit or a vendor or any other business structure)?
• What is the maturity of the process?
• Are there legal or physical constraints to relocating the process?
• What are the organization objectives – reduce costs, upgrade technology, go paperless?
A strategic assessment of business processes, covering the above objectives, provides a solid foundation for a sourcing strategy. The results of the assessment provide the customer with a high-level outsourcing and site potential analysis, which can be used to determine which processes will be outsourced, in what order, and in what manner.
The tool rates various elements for two main factors:
• Opportunity analysis, which helps identify the processes that can be outsourced and the prioritization of outsourcing these; and
• Site analysis, which helps identify the appropriate location for the process (onsite, offsite, near shore, or offshore).
Your business’s ongoing health, customer satisfaction, and improvement all depend on a smooth transition. Pawman’s migration toolkit employs standardized methodology to ensure results.
This proven methodology covers all stages from transition planning to operations readiness, yielding a quicker, disruption-free transition.
As part of the migration, Pawman uses its proven KARP approach to measure knowledge asset acquisition and retention. KARP identifies, plans, acquires, maintains, and manages customers’ knowledge assets.
In addition to transitioning the process at this stage, SLAs and metrics are defined and agreed upon.
When transition is complete, Pawman takes over process operations. This includes:
At this time, we also begin to optimize the process through technology improvements. This may include modifications to the core applications, workflow automation, collaborative tools, and project management tools.