Please enable JavaScript.

Coggle requires JavaScript to display documents.

MODULE 1 : Establishment and operation of GBS organisations - Coggle…

- - - - decentralized model
        
        means that each business unit has its own shared services, and they are managed independently with their own governance structure
      - centralized model
        
        means that there is one shared services center that serves all business units and is managed by a central corporate function.
      - internal shared services organization is usually structured by function, such as finance and accounting, human resources, and information technology. This is often the first step that companies take in implementing global business services, and it allows the company to retain full control of the process while realizing significant benefits.
      - shared services center organization can be decentralized, with multiple centers serving different business units, or centralized, with one center serving all business units. In a centralized model, the shared services organization operates across business units but not across functions.
      - This allows the shared services organization to leverage economies of scale and provide more efficient and cost-effective services to the business units, while still allowing each function to maintain its own unique HR needs and requirements.
    - - Outsourcing is when a company hires an external supplier to perform certain processes that were previously handled internally.
        
        This can result in cost savings and improved efficiency, as the supplier may have better expertise, technology, and resources to handle those processes.
      - captive shared service organization
        
        is when a company sets up its own internal shared service center to perform certain processes for the business. This can also result in cost savings and improved efficiency, as the company can leverage its own resources and expertise.
        
        example of a captive shared service center is when a large multinational company sets up a centralized finance and accounting department that provides accounting, financial reporting, and payroll services to its various business units across the world. The captive shared service center may have multiple locations across different countries, with staff providing services in different languages and time zones.
        The advantage of having a captive shared service center is that it allows the company to consolidate and standardize its financial processes, reduce duplication of efforts, and gain cost efficiencies. The company can also ensure that its financial processes are aligned with its overall strategy and policies, and maintain better control over its financial data and reporting.
      - hybrid model
        
        is when a company uses a combination of both outsourcing and captive shared services. They may outsource certain processes that are less critical or complex, while keeping more complex or critical processes in-house.
        
        For instance, a manufacturing company may set up a captive shared service center for its finance and accounting functions, which would handle tasks such as accounts payable, accounts receivable, payroll processing, and financial analysis. The captive center could also handle other non-core functions such as HR administration or IT support, depending on the company's needs.
    - - means that different departments or functions within a company work together in one shared organization, instead of being separated into different shared service centers
        
        For example, instead of having a separate finance team, HR team, and IT team in different locations, they would all be together in one central organization.
      - GBS stands for Global Business Services, which is an advanced type of shared service center. GBS combines multiple functions and is managed by one shared governance model. The idea is that GBS will handle important and strategic business processes, and be more of a strategic partner to the business, rather than just providing services.
        
        Being a strategic partner to the business means that the GBS organization plays a more significant role in supporting the overall strategy of the company.
        
        It is not just a service provider but a partner that helps to identify opportunities for improvement, makes recommendations on how to optimize processes, and supports decision-making. In other words, the GBS organization is more integrated with the business and works closely with other departments to achieve the company's goals.
        
        GBS organization can be either internal or external to the company. If it is internal, it means that the company sets up a separate department or division to handle various functions such as finance, HR, IT, etc. within one organization. This helps to create a more integrated approach and allows for greater cross-functional collaboration. If it is external, it means that a third-party service provider is contracted to handle these functions for the company. However, in either case, the GBS organization works closely with the business to provide strategic support and help achieve the company's goals.
      - Setting up and managing a GBS organization can be complex, but it can deliver significant benefits to the company.
    - - When a company decides to set up a shared service centre or use a BPO provider, one of the important decisions to make is where to locate these activities.
      - There are three options:
        
        Onshore:
        
        Onshore locations are typically less risky than other options because they are located within the same country as the company. This means that the company is likely to have a better understanding of local laws, regulations, and cultural norms. Additionally, communication is likely to be easier due to a lack of significant time zone differences. However, onshore locations may not offer the same level of cost benefits as other options.
        
        Nearshore:
        
        Nearshore locations are those that are located in neighbouring or nearby countries. They offer a balance between risk and cost benefits. Cultural and time differences are generally less pronounced than in offshore locations, making communication and collaboration easier. Nearshore locations can also offer cost savings compared to onshore locations.
        
        e.g: singapore
        
        Offshore:
        
        Offshore locations are typically the most cost-effective option, but they can also be the riskiest. Offshore locations are located in countries that are further away from the company's home country, which can create cultural and time zone differences that make communication and collaboration more difficult. However, cost savings can be significant, as labour and other costs in offshore locations are generally lower than in onshore or nearshore locations.
  - - - Activities that are essential to and help define the company are core processes.
        
        For example, a fashion company's core process might be designing and manufacturing unique clothing items.
    - - Activities that are not essential, but are highly important and potentially very damaging if not performed well, are non-core but critical processes.
        
        For example, the fashion company's logistics and supply chain management may not be core processes, but they are still critical to ensure that the company can deliver its products to customers on time.
    - - Activities that are not essential and will not seriously damage the company if performed badly are non-core and non-critical processes.
        
        For example, the fashion company's administrative tasks such as record-keeping and filing may not be critical to the company's success.
- - - - A company might outsource its customer service operations to a call center in a developing country, where labor costs are lower, to reduce operational expenses.
  - - - An accounting firm might outsource its IT support services to a third-party provider so that it can focus on its core business of providing financial services to clients.
  - - - A technology company might outsource its software development to a team of developers in a different country, who have expertise in a specific programming language or technology
  - - - A retail company might outsource its warehouse operations to a third-party logistics provider, who can quickly adjust staffing levels to match seasonal demand.
  - - - An e-commerce company might establish a customer service center in a new market, such as India or the Philippines, to support its expansion into those regions.
  - - - A financial services firm might outsource its data management and analysis to a company that specializes in big data analytics, enabling it to implement new technologies more quickly and cost-effectively.
  - - - A manufacturing company might establish a shared services organization to drive process improvement and standardization across all of its factories.
  - - - A pharmaceutical company might outsource its clinical trials to countries with lower costs and less stringent regulations, to reduce the risk of regulatory delays or lawsuits.
- - - - The tech start-up has a culture that values innovation, risk-taking, and creativity. The founders have created an organization where employees are encouraged to experiment and take calculated risks. The workforce is young, with a high percentage of millennials and Gen Z employees. The management style is flat, with a focus on collaboration and team-building. The industry is highly competitive, and the company needs to be agile and responsive to changing market conditions.
  - - - In a power culture, one person has a lot of control over the organization, and this type of culture is common in small businesses.
      - In contrast, a role culture is bureaucratic, with a high degree of job definition and demarcation.
      - A task culture focuses on the completion of work and desired outputs, often operating on a team basis with a matrix structure.
      - A person culture addresses the personal interests or needs of those who serve it, which is not typically applicable to GBS organizations.
      - In a GBS environment, performance is crucial, and resources must be allocated and reassigned as needed to achieve desired outcomes. GBS organizations often rely on economies of scale and standardization of processes, which means that some reliance on the role culture is present. However, a task culture is essential for optimizing performance and achieving desired outcomes.
  - - - When working in a professional environment, it's important to follow certain standards of behaviour. These standards include complying with relevant laws and regulations, avoiding actions that could harm the company's reputation, and treating others with courtesy.
    - - It's not enough to just follow the law; we should also act ethically. Ethical behaviour means doing what is right and fair, even if it's not required by law. For example, charging extremely high interest rates to vulnerable people may be legal for licensed moneylenders, but it's not ethical.
  - - - Passion: We are dedicated to achieving success and take pride in our work.
      - Integrity: We always try to do the right thing and are honest and open with each other.
        
        To demonstrate integrity, the employee is transparent about the mistake with any stakeholders who were affected, such as clients or customers. They apologize for any inconvenience caused and ensure that the situation is resolved in a fair and equitable manner.
      - Professionalism: We act with integrity, openness and honesty and treat our colleagues and customers with respect.
        
        To demonstrate professionalism, the employee takes responsibility for their mistake and informs their supervisor immediately. They also express a willingness to work to rectify the situation.
      - Accountability: We take personal responsibility for achieving our goals and act in the best interest of the company.
        
        To demonstrate accountability, the employee works with their supervisor to develop a plan to correct the mistake and prevent it from happening again in the future. They follow through on the plan and keep their supervisor informed of their progress.
- - - - Be honest and act with high moral standards. Ask yourself if your decisions are fair, right, and considerate of others. Don't do anything that goes against the law or ethics, and consider the interests of everyone involved, not just the company.
        
        If you find out that a colleague has been stealing from the company, it is your responsibility to report it to your supervisor or HR department.
    - - Have the necessary technical knowledge and skills to do your job well. Keep learning and staying up-to-date with new developments in your field.
        
        example could be a doctor. A doctor needs to have the technical competence to diagnose and treat various medical conditions. They also need to stay up-to-date with new medical research and treatments to provide the best possible care to their patients.
    - - Keep confidential information private. Don't share sensitive information about customers or the company with anyone who doesn't need to know.
        
        If you work for a healthcare provider, you can't share patient information with anyone who is not authorized to access it.
    - - Be professional and avoid behaviors that could harm the reputation of the company. Don't speak badly about the company or your colleagues in public.
        
        f you have a problem with a colleague, talk to them directly in private not public and try to resolve the issue in a professional manner.
    - - Be objective and make decisions based on facts, not personal biases or emotions. Consider what's best for the company and all stakeholders involved.
        
        If you are a manager and need to decide who to promote, don't let personal friendships or grudges influence your decision-making. Base your decision on the employees' qualifications and performance.
  - - - Professionals belong to professional associations that provide recognition for the professional and help to protect the public. They also have codes of conduct or ethics that they must follow, and disciplinary procedures for those who break the rules.
        
        Doctors must be licensed to practice medicine, and are usually members of professional associations such as the American Medical Association.
    - - Successful professions achieve high status, public prestige, and financial rewards for their members. Professionals have work autonomy, which means they have control over their performance at work through the skills they possess.
        
        Lawyers often earn high salaries and have a lot of control over their work, choosing which cases to take on and how to approach them.
    - - Professionals have extensive theoretical knowledge and skills, and the ability to apply these in practice. They have usually completed a lot of education and training, passed exams, and continue to learn and develop their skills over time.
        
        Doctors and lawyers spend many years in school and must pass difficult exams before they can practice their profession.
- - - - In the past, people used to work for one company for their entire career, but today it's common for people to change jobs and employers many times during their working life. This means that individuals need to take responsibility for their own career development.
      - It's important to remember that career goals may change over time, and individuals may need to revise their plans accordingly.
    - - Am I happy doing this job for the rest of my career?
      - Where do I see myself in one, two, five, ten, or twenty years?
      - Am I willing to make sacrifices in my work-life balance to achieve my career goals?
      - Do I have a contingency plan in case things don't go as planned?
    - - is someone who worked in a bank and set themselves six objectives each year to achieve their career goals. They started as a training manager, but wanted to progress to senior management. They applied for and got a job as a company secretary, even though it wasn't what they wanted to do, because they knew it would give them visibility with senior people. This led to them becoming head of human resources and then a general manager. When the CEO retired, they were asked to replace him and did the job successfully for five years before retiring.
    - - How can I get the most out of my current job to fulfill my career needs while doing the best for the organization?
      - If I know where I want to go, how can I develop my technical knowledge and skills while benefiting from my experience?
    - - personal development plan (PDP)
        
        is a tool that helps you plan your career and personal growth. It's a document that you should update regularly and review frequently.
      - It involves answering four important questions:
        
        Where am I now?
        
        This is about understanding your strengths and weaknesses. You need to know what you're good at and what you're not so good at.
        
        For example, you might be good at math but struggle with writing. Knowing this will help you set realistic goals for yourself.
        
        Where do I want to be?
        
        This is about setting goals for yourself. You should try to make your goals specific, measurable, achievable, relevant, and time-bound (SMART).
        
        For example, you might set a goal to become a manager in your company within the next three years.
        
        How do I get there?
        
        This is about creating a plan of action to achieve your goals. You need to identify the knowledge and skills you need to develop and figure out how you will acquire them.
        
        For example, you might attend training programs or take courses to develop your management skills.
        
        How am I progressing?
        
        This is about regularly reviewing your plan and assessing your progress. You should be prepared to make changes to your plan if necessary.
        
        For example, if you realize that you don't enjoy management, you might change your goal to become a specialist in your field instead.
  - - - A learning organisation is one that recognises both successes and negative outcomes as opportunities to learn and improve.
        
        It encourages experimentation and learning from all experiences, not just those encountered at work. It also facilitates the acquisition and dissemination of knowledge through various means.
      - As an individual, it's important to take responsibility for personal development. This can include things like formal qualifications, courses, conferences, and seminars. This helps individuals progress and improve their skills and knowledge, which can lead to opportunities for promotion and career advancement.
  - - - one-to-one training, on the job
        
        when a more experienced person teaches someone else how to do a specific task or process.
        
        For example, a chef might teach a new cook how to prepare a certain dish.
      - courses
        
        when a group of people attend a class or workshop led by a trainer. They can learn from the trainer and from each other.
        
        For example, a company might send its employees to a leadership course to improve their management skills.
      - personal training initiatives
        
        are when individuals take it upon themselves to learn something without the help of their employer.
        
        For example, someone might learn a new language in their free time to prepare for a job that requires language skills.
      - academic or professional education
        
        is when someone studies for a qualification, such as a degree or certification. This demonstrates that they have achieved a certain level of knowledge and competence in a specific area.
        
        For example, someone might study to become a certified accountant to show they have the skills and knowledge required for the job.
- - - - The company needs to consider how to attract, retain, train and motivate employees within the GBS organization. Employees within the GBS organization also need to take responsibility for their own development and success.
  - - - This includes clear service levels and operating procedures as well as good communication skills, cultural awareness, professionalism, and adaptability.
- - - - because of their natural abilities and unique experiences while growing up and working
      - Cultural differences can also play a big role in how people relate to each other in a GBS environment, as people from different nationalities and ethnicities may have different ways of doing things.
  - - - Challenges and portrays dynamism, good under pressure and relishes challenges.
    - - Seeks cooperation and harmony, likely to listen and build on ideas, not excitable, prefers compromise over conflict.
    - - Addresses difficult decisions and problems in creative and original ways.
    - - Good at networking, outgoing, enthusiastic, relishes opportunities to communicate.
    - - Strategic thinker, considers alternative actions discerningly and good judge of options.
    - - Cautious and disciplined company worker, predictable, translates concepts and ideas into practical ways forward.
    - - Good eye for detail and meticulous, sticks to deadlines and finishes tasks, diligent.
    - - Provides knowledge or skills not generally available in the team, contributes significantly but narrowly.
  - - - When dealing with customers, it's important to consider two main questions:
        
        What does the customer want? Customers have specific needs that they want the provider to meet. This could be anything from a simple answer to a complex question, to confirmation that a previous action was appropriate, or help with a problem they're facing.
        
        What can you offer the customer? As a provider, you have different things you can offer the customer. These include your technical knowledge and skills, your ability to understand and empathize with the customer, and your previous experience in dealing with similar issues.
        
        example
        
        Let's say you work for a software company that provides IT support to its customers. Your customer (in this case, an external customer) contacts you with a problem: they are having trouble installing a new software program that they purchased from your company.
        In this situation, the customer's need is for the software to be installed and working properly on their computer. Your job as the provider is to identify the customer's specific needs by asking questions and gathering information about the issue. You may need to provide them with technical knowledge and skills to help them install the software correctly, or you may need to listen empathetically to their concerns and provide reassurance that their problem will be resolved.
    - - "What's in it for me?" means that when you communicate with a customer, you need to explain how what you're saying benefits them. For example, if you're selling a product, you need to explain how that product will solve their problem or make their life better.
      - "Understanding" means that communication is about making sure that the other person understands what you're saying. Sometimes, communication can go wrong and the wrong advice is given or there is a misunderstanding. This can cause extra work to fix the mistake.
      - "Empathy" means that you need to be able to see things from the other person's point of view in order to communicate effectively. This means understanding their needs, feelings, and perspective. When you communicate with empathy, the other person feels heard and understood, which helps build a positive relationship.
      - Barriers to communication
        
        Noise: This can be physical or psychological and can interfere with understanding. It is important to try and filter out the noise to focus on what is relevant.
        
        1 more item...
        
        Jargon: Technical language can be difficult to understand, so it is important to consider who the receiver is and what they know before using jargon.
        
        1 more item...
        
        Inappropriate timing: Communication can be made at the wrong time, making it difficult to understand or respond. Timing communication carefully can help prevent this.
        
        1 more item...
        
        Over-communication: Too much information can be overwhelming and confusing. It is important to consider what the receiver needs and keep communication concise.
        
        1 more item...
        
        Under-communication: Incomplete information can prevent the receiver from moving forward. Asking questions and providing complete information can help overcome this.
        
        1 more item...
        
        Stereotyping: Preconceptions about the sender can cause the message to be dismissed. It is important to be aware of this and avoid using stereotypes.
        
        1 more item...
    - - "I keep six honest serving-men. They taught me all I knew. Their names are What and Why and When and How and Where and Who."
        -Rudyard Kipling
      - Why:
        
        You need to communicate in order to achieve a purpose, and sometimes there may be multiple purposes. It's important to consider whether the stated purpose matches the actual purpose.
      - What:
        
        Consider what information needs to be communicated, whether it's technical or simple, and whether more information than what is requested would be helpful or not.
      - How:
        
        Think about how the communication should take place, whether in person or through email, and what format (memo, report, letter) would be most appropriate.
      - When:
        
        Consider when the communication should occur, and whether it is truly urgent or not.
      - Where:
        
        Think about where the communication should take place, whether it's in an office, a neutral location like a hotel, or remotely through tools like WebEx or Lync.
      - Who:
        
        Consider who you need to communicate with, and whether that person may be representing someone else.