ISO/IEC TS 30105-9:2023

TECHNICAL ISO/IEC TS
SPECIFICATION 30105-9
First edition
2023-06
Information technology — IT
Enabled Services-Business Process
Outsourcing (ITES-BPO) lifecycle
processes —
Part 9:
Guidelines on extending process
capability assessment for digital
transformation
Technologies de l'information — Processus du cycle de vie de la
délocalisation du processus d'affaires des services activés par IT —
Partie 9: Lignes directrices relatives à l'extension de l'évaluation des
capacités des processus pour la transformation numérique
Reference number
© ISO/IEC 2023
© ISO/IEC 2023
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Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Digital transformation essentials . 2
4.1 General . 2
4.2 Digital transformation essentials in ITES-BPO industry . 3
5 ITES-BPO in digital transformation .4
5.1 General . 4
5.2 Different stakeholders’ interest on digital transformation. 4
5.3 The drivers of digital transformation . 4
6 Guidance on process capability assessment for digital transformation.5
6.1 General . 5
6.2 Digital transformation and guidelines for strategic enabling processes . 5
6.3 Digital transformation and guidelines for relationship processes . 7
6.4 Digital transformation and guidelines for solutioning processes . 9
6.5 Digital transformation and guidelines for transitioning processes . 9
6.6 Digital transformation and guidelines for service delivery processes . 10
6.7 Digital transformation and guidelines for tactical enablement processes . 10
6.8 Digital transformation and guidelines in operational enablement processes . 11
Annex A (informative) Use cases — digital transformation in ITES-BPO organization .14
Annex B (informative) Use cases — digital transformation in ITES-BPO business processes .16
Bibliography .20
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Foreword
ISO (the International Organization for Standardization) and IEC (the International Electrotechnical
Commission) form the specialized system for worldwide standardization. National bodies that are
members of ISO or IEC participate in the development of International Standards through technical
committees established by the respective organization to deal with particular fields of technical
activity. ISO and IEC technical committees collaborate in fields of mutual interest. Other international
organizations, governmental and non-governmental, in liaison with ISO and IEC, also take part in the
work.
The procedures used to develop this document and those intended for its further maintenance
are described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria
needed for the different types of document should be noted. This document was drafted in
accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives or
www.iec.ch/members_experts/refdocs).
Attention is drawn to the possibility that some of the elements of this document may be the subject
of patent rights. ISO and IEC shall not be held responsible for identifying any or all such patent
rights. Details of any patent rights identified during the development of the document will be in the
Introduction and/or on the ISO list of patent declarations received (see www.iso.org/patents) or the IEC
list of patent declarations received (see https://patents.iec.ch).
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constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to
the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see
www.iso.org/iso/foreword.html. In the IEC, see www.iec.ch/understanding-standards.
This document was prepared by Joint Technical Committee ISO/IEC JTC 1, Information technology,
Subcommittee SC 40, IT service management and IT governance.
A list of all parts in the ISO/IEC 30105 series can be found on the ISO and IEC websites.
Any feedback or questions on this document should be directed to the user’s national standards
body. A complete listing of these bodies can be found at www.iso.org/members.html and
www.iec.ch/national-committees.
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Introduction
IT Enabled Services-Business Process Outsourcing (ITES-BPO) services encompass the delegation of
one or more IT enabled business processes to a service provider who uses appropriate technology
to deliver that service. Such a service provider manages, delivers, improves and administers the
outsourced business processes in accordance with predefined and measurable performance metrics.
This covers diverse business process areas such as human resource management, administration,
health care, financial management, supply chain management, travel and hospitality, media, market
research, data analytics, telecommunication, manufacturing, etc. ITES-BPO services provide business
solutions to customers across the globe and form part of the core service delivery chain for customers.
Today, people are surrounded by digitalized products and services. Organizations are faced with
changing expectations, sometimes driven by their competitive environment, and often driven by
the opportunities arising from digital technology and customer expectations. In response to this
environment, most organizations seek business transformation supported by technology.
A successful service delivery can deliver value both for the service provider and the customers. ITES-
BPO customers expect the service provider to have the digital capabilities to support the customers'
business transformation goals. ITES-BPO organizations are also faced with increased competition from
innovative service providers who use digital technology to provide innovative solutions to customer
needs. Managing the dynamic relationship between the service provider and the customers is key for
ITES-BPO organizations embracing the challenge that has arisen from digital transformation. ITES-
BPO organizations with a strong innovative competence are beginning to think in terms of a “proactive
customer experience”: designing customer engagements aligned with personal preferences, based on
a service user’s interactions. To meet the challenges of this environment, an ITES-BPO provider also
requires a programme of digital transformation that ensures it has the digital tools and capabilities
needed to support its customers' transformational strategies.
Digital transformation of ITES-BPO involves reviewing, renewing or substituting the processes involved
in delivering outsourced business processes by an ITES-BPO provider. The overall objective is to
improve the services given to the customers and, when appropriate, offer new services. In many cases,
this will be achieved by using evolving technologies, such as AI (artificial intelligence), IoT (Internet
of Things), and cloud computing. The ability to utilize such technology for digital transformation is
enabled by higher levels of process capability and maturity. This document outlines the improvements
in BPO practices required to achieve such improvements when seeking digital transformation for ITES-
BPO.
The transformation of businesses has significant risk, that needs to be managed, for both the ITES-BPO
service provider and customer organizations seeking to use outsourcing of business processes as part
of their business transformation.
This document provides guidelines for a roadmap that an ITES-BPO organization can adopt to establish
and improve their digital capabilities. It is aligned to the requirements defined in the ISO/IEC 30105
series, enabling them to deliver more added value to their service users. It outlines seven essentials
(4.2) of digital transformation that ITES-BPO organizations should consider.
— Developing a digital strategy and strategic objectives.
— Establishing effective governance and management of the transformation processes.
— Involving and engaging customers during the digital transformation process.
— Establishing the organizational culture and structuring for digital transformation.
— Transforming operations in a digital way.
— Reinforcing the transforming technology infrastructure.
— Establishing an effective partnership ecosystem, in order to achieve the goal of sustainable business
development in the digital era.
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In addition, this document gives guidance for ITES-BPO organizations to implement the organization’s
digital transformation.
— It specifies the essentials of digital transformation that ITES-BPO organizations should take into
consideration during the implementation process.
— It describes the key drivers to enhance the digital transformation capabilities of ITES-BPO
organizations.
— It provides guidance to support digital transformation and maturity based on the process reference
model and process assessment model defined in ISO/IEC 30105-1 and ISO/IEC 30105-2, outlining
the outcomes for a digitally transformed ITES-BPO organization’s processes and the corresponding
base practices to achieve such outcomes along with the inputs and outputs.
Annex A and Annex B provide informative use cases.
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TECHNICAL SPECIFICATION ISO/IEC TS 30105-9:2023(E)
Information technology — IT Enabled Services-Business
Process Outsourcing (ITES-BPO) lifecycle processes —
Part 9:
Guidelines on extending process capability assessment for
digital transformation
1 Scope
This document specifies the essentials of digital transformations and illustrates the key drivers for
enhancing the digital transformation capabilities of the organization, while taking account of different
stakeholders’ interests. It describes elements that ITES-BPO organizations can include specifically
for digital transformation when implementing the lifecycle processes in the ISO/IEC 30105 series,
and which can assist the organization in achieving their desired process capability levels, hereafter
"maturity levels", as defined by the stakeholders. It provides guidance on process capability assessment
for digital transformation for ITES-BPO organizations. Additionally, this document:
— covers IT enabled business processes that are outsourced;
— is not intended to address the maturity and capability of the IT processes that support ITES-BPO, but
identifies the IT capabilities needed to support the achievement of specific ITES-BPO capabilities;
— is applicable to the service provider, not to the customer;
— is applicable to all lifecycle processes of ITES-BPO;
— provides guidelines to supplement the ISO/IEC 30105-2 process assessment model, enabling
assessment of process capability of ITES-BPO organizations undergoing digital transformation.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
big data
extensive datasets – primarily in the data characteristics of volume, variety, velocity and variability –
that require a scalable technology for efficient storage, manipulation, management, and analysis
Note 1 to entry: Big data are commonly used in many different ways, for example as the name of the scalable
technology used to handle big data extensive datasets.
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[SOURCE: ISO/IEC 20546:2019, 3.1.2, modified — "primarily in the characteristics of volume, variety,
velocity, and/or variability" has been changed to "primarily in the data characteristics of volume,
variety, velocity and variability".]
3.2
cloud computing
paradigm for enabling network access to a scalable and elastic pool of shareable physical or virtual
resources with self-service provisioning and administration on-demand
Note 1 to entry: Examples of resources include servers, operating systems, networks, software, applications, and
storage equipment.
[SOURCE: ISO/IEC 20546:2019, 3.1.3]
3.3
digital ecosystem
distributed, adaptive, open socio-technical system with properties of self-organization, scalability and
sustainability inspired from natural ecosystems
[SOURCE: ISO/TS 18101-1:2019]
3.4
digital transformation
process of profound and radical change through digital technologies (including big data, blockchain,
cloud computing, internet of things, artificial intelligence, analytics, cognitive solutions, etc.) that
orients an organization in a new direction and takes it to an entirely different level of effectiveness,
which is based on analytics of data
3.5
ecosystem
infrastructure and services based on a network of organizations and stakeholders
Note 1 to entry: Organizations can include public bodies.
Note 2 to entry: Stakeholders can include customers, suppliers and partners.
[SOURCE: ISO/IEC TS 27570:2021, modified — Note 2 to entry has been added.]
3.6
robotic process automation
RPA
use of software to perform repetitive, high-volume, rule-based business processes or tasks, emulating
human actions
4 Digital transformation essentials
4.1 General
The certainty of digital influence is expected to intensify across all industries. Data explosion, digital
disruption and customer experience are the key drivers for digital transformation.
— Data explosion: there has been an explosion in the type and range of data available. The ability
to make data-driven and predictive decisions has become the top driver impacting businesses.
However, while significant amounts of data are derived from an ITES-BPO organization's daily
operations, this is often overlooked, unstructured and inaccessible. This has created opportunities
for ITES-BPO organizations to improve the quality and speed of their business decisions.
— Digital disruption: ITES-BPO organizations face competitive disruption from new entrants and
concern about this drives the investments in digital technology. However, digital disruption should
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not be viewed as a threat. The opportunities which arise from digital transformation outweigh the
threat for a high percentage of ITES-BPO organizations.
— Customer experience: recognizing that a service user's experience with technology can significantly
impact customer retention, ITES-BPO organizations are seeking to provide solutions that will
enable seamless service user engagement across all an organization's functions, such as human
resources, finance or supply chain. The need for a comprehensive service user engagement strategy
has emerged as the top digital technology investment driver.
4.2 Digital transformation essentials in ITES-BPO industry
To adapt to such digital influence and drivers as described in 4.1, ITES-BPO organizations should
investigate and define the implementation path for achieving digital transformation. The following
seven key essentials should be considered.
— Developing a digital strategy and strategic objectives: embedded within the overall business
strategy, ITES-BPO organizations should identify how technology will be used to transform the
business model to increase the organizational competitive advantage. External market environment
and competitive capability analysis should be conducted on an ITES-BPO organization’s digital
capabilities in order to serve as the basis for developing a sustainable digital strategy.
— Establishing effective governance and management of the transformation processes: to assure
the success of digital transformation of ITES-BPO organizations, ensure the objectives of digital
transformation remain valid, risks, problems and opportunities are identified.
— Involving and engaging customers during the digital transformation process: engagement during
planning should consider customer requirements and dependencies. User-centred design enables
collaboration with customers and service users to deliver solutions and services that most
effectively meet their needs. It addresses the user experience in order to deliver value to users
and consequently to the business itself. An agreed approach to change management should ensure
all changes from digital transformation are assessed, approved and implemented in a controlled
manner. A planned approach to communications and customer relations management should ensure
that customers and service users are kept aware of any changes that impact them. This should also
include mechanisms to ensure that reviews and feedback from ITES-BPO organization's customers
and service users regarding digital transformation initiatives are collected and analysed for further
improvements upon digital initiatives.
— Establishing the organizational culture and structuring for digital transformation: ITES-BPO
organizations should define and develop the culture and structure needed to support innovation.
This includes innovation objectives, the mechanism for funding, oversight of innovation activities
and a work environment that fosters innovation. Innovative talent is the centre of ITES-BPO
organizations which are established for digital transformation.
— Transforming operations in a digital way: creating new or modifying existing operational processes
and tasks in ITES-BPO organizations, using digital technologies to achieve business efficiency and
effectiveness, and to develop new products or services.
— Reinforcing the transforming technology infrastructure: in developing the digital transformation
strategy, consideration should be given to the technology trends. This includes a data-driven
backbone, applied intelligence and cloud computing. This should be subject to periodic review.
Data are poised to become the real lifeblood and currency for ITES-BPO organizations. Those that
can master the data volume, velocity and variability will be best-positioned for success. Data-
driven decision-making leverages data insights and predictions to inform and validate decisions to
optimize performance and achievement of business goals.
Automation, analytics and AI are at the intersection of ITES-BPO business and process
transformation in terms of applied intelligence. Expanding over time, other emerging change agents
such as block chains and Internet of Things (IoT) will become mature and will be intersected with
these three.
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Cloud computing is the enabler and foundation tying together all the ingredients of intelligent
operations. It facilitates better integration of diverse data and can scale up and down as needed.
Cloud-computing-based solutions are helping integrate insights across industry and cloud-based
application platforms bring even more power to help companies move toward an as-a-service
environment.
— Establish a partnership ecosystem: partner or supplier relationships should be established to
strengthen the digital capabilities of ITES-BPO organizations. Such arrangements can bring
complementary skillsets and more diverse data that drive innovation and foster continuous
evolution, instead of one-time project-focused improvements.
5 ITES-BPO in digital transformation
5.1 General
Disruptive and transformative factors across value chains and outsourcing ecosystems require
the business process outsourcing industry to adapt. The focus in the industry is shifting from a cost
reduction proposition to a broader value proposition. During such changing business drivers, the
interests from different stakeholders should be considered and the dynamics of marketplace drivers in
ITES-BPO should be outlined. This serves as the basis for ITES-BPO organizations to improve the digital
maturity level.
5.2 Different stakeholders’ interest on digital transformation
At all levels of an ITES-BPO organization, customers and service users are key stakeholders for the
process lifecycle. They have different interests and perspectives that should be considered for digital
transformation.
— Customer: improved effectiveness in new product and service development; enhanced customer
relationships leading to service user’s retention, advocacy and growth; business platform’s
operations better support the organization’s strategy. Customers fund the service development
and operations. Therefore, as a result of any process update, including digital transformation, they
want a more effective (greater value), more efficient (fewer service user actions) and reduced cost
service.
— ITES-BPO organization: optimized processes to reduce cost; established value-based relationships;
adopted technologies, responsive and adapted processes to respond to changing customer
requirements; strengthened capability to find new opportunities.
— Service users: product or service designed in line with identified potential needs; optimized and
seamless interaction process to improve the sales conversion rate; creating customized experiences
at each touchpoint of a service user’s experience journey; ease of use and availability of the service.
5.3 The drivers of digital transformation
The BPO industry will continue to thrive and show an upward trend, which will be driven by cost
optimization, competitive advantages and disruptive technologies. The three accumulative drivers
shape the path for an ITES-BPO organization to augment its competitiveness in the industry.
— Cost optimization: traditionally, the practice of ITES-BPO has long been adopted by organizations to
achieve cost reduction through labour arbitrage and retain focus on core competencies. Customers
and vendors cite a focus on core business functions and cost reduction, respectively, as the primary
benefits behind outsourcing spending decisions.
— Competitive advantages: in recent years, an achievement of a multitude of strategic objectives has
been highly expected from the marketplace beyond just cost. While cost remains a key driver, the
ability for organizations to keep up and stay relevant in the modern age of disruption has become
equally critical.
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— Disruptive technologies: technologies are changing at an accelerated speed. The advent and adoption
of new disruptive technologies are now enabling organizations to formulate disruptive BPO
solutions to achieve both core cost reduction and new strategic imperatives. Organizations across
the industry are recognizing the importance of technology as a means to achieving these benefits.
Moreover, a higher percentage of Shared Service Centres and Global Business Service Centres are
considering adopting disruptive solutions to drive performance, improve time to marketplace, and
increase product and service innovation.
Cloud computing is, and has been by far, the most transformative to date among all new disruptive
technologies observed in the BPO industry. Most notably, business process as a service (BPaaS)
enabled BPO is emerging in traditional BPO services, demonstrating an aggressive growth trend
that parallels the growth of the BPO marketplace.
Robotic process automation (RPA) is a widely adopted emerging technology across the BPO
industry, alongside cloud computing, which involves automating actions taken based on decision
data available.
AI is a nascent driver in the BPO industry, which includes but is not limited to cognitive computing,
machine learning, computer vision, deep learning and natural language processing. Such
technologies have the potential to improve productivity, ease decision making and interactions,
and enable a new field of innovative services.
Block chains, IoT and other nascent technologies should be taken into consideration. For instance,
digital twins based on IoT, machine learning combined with big data and AI can provide live reports
containing key performance indicators.
6 Guidance on process capability assessment for digital transformation
6.1 General
Digital transformation has been significantly impacting the way ITES-BPO organizations operate
their business. Therefore, improving the digital maturity of the organization is a fundamental path to
sustaining its business and seeing it prosper in a highly competitive and dynamic environment. In order
to address such augmented digital dynamics, the following subclauses provide guidance on leveraging
the ISO/IEC 30105-2 process assessment model to support the assessment of process capability for
digital transformation. This includes the outcomes, which are either additional, different or both, for
a digitally transformed or transforming organization, and the corresponding base practices to achieve
such outcomes, along with the inputs and outputs. In the meantime, the processes relating to digital
transformation are listed according to the ISO/IEC 30105-1 process reference model.
6.2 Digital transformation and guidelines for strategic enabling processes
SEN1: Strategic planning and direction setting
For a digitally transformed ITES-BPO organization, its digital vision and strategy should be outlined,
and the role digital vision and strategy is intending to play in the digital ecosystem, within the ITES-
BPO organization, should be articulated.
An ITES-BPO organization can implement the following practices, with supporting guidance, to achieve
the above outcomes.
— Define the purpose of achieving digital transformations in order to clearly outline a credible digital
vision and strategy, and articulate the role digital transformations are intending to play in the
digital ecosystem within the ITES-BPO organization. This can be achieved by:
— communicating internally and externally in order that all stakeholders are able to clearly
articulate strategy and roles;
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— aligning the digital vision and strategy with its business vision and objectives, and conveying a
distinctive, valuable promise to the stakeholders.
— Pursue new value in order to have a realistic view of the business potential of existing products and
services. The organization should plan to shift, where necessary, to new products and services to
pursue new value. This can be achieved by:
— being fully aware of the value of shifting towards a platform or service business model and being
able to demonstrate their desire to adopt best practices associated with such an approach;
— developing a well-defined roadmap to cover both business aspirations and technology adoption;
— tracking new trends and considering them for evolution of both business and technology
strategy or architecture.
— Integrate operations designed for digitally transformed services to embed digital capabilities into
the organization's digital strategy. This can be achieved by:
— making connections with legacy-based (non-cloud computing system) operations through open
access via application programming interfaces (APIs), encouraging all areas of the organization
to implement digital initiatives by partnering with, and building on, existing non-digital
capabilities. In this way, legacy systems can be fully engaged in the digital transformation and
can progressively evolve to become digital;
— having a digital vision and strategy aligned with the overall organization in every department
and business unit, making digital strategy an integral part of all areas of the business;
— monitoring, updating and reporting on the progress of the digital transformation programme
to the stakeholders;
— defining acceptance criteria for each programme phase. This can be articulated as key
performance indicators (KPIs), included in a service level agreement on behalf of the key
stakeholders.
— Establish leadership skills for digital transformations to encourage and demonstrate the
characteristics and behaviours of digital leadership driving digital adoption, including evidence-
based decision-making, promotion and adoption of leadership concentrating the needs of all
stakeholders, and engaged employee relationship. This can be achieved by:
— encouraging evidence-based (data) decision-making, within a continuous learning environment,
in which quantitative results can be stored and readily available for future reference;
— promoting leadership that puts the needs of the employees, the ITES-BPO organization’s
customers and the service users first. The leaders help to articulate purpose and ingenuity,
resulting in engaged employees, ITES-BPO organization customers and service users;
— having leaders as change agents within the organization. A digital mind-set should be adopted
by leaders including associated process and technology adoption.
SEN2: Innovation management
For a digitally transformed ITES-BPO organization, its innovation scope should be defined in the
organization’s digital transformation vision and ambition, to drive digital customer relationships and
employee engagement. In addition, its ecosystem partners should be engaged in driving innovation.
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An ITES-BPO organization can implement the following practices, with supporting guidance, to achieve
the above outcomes.
— Define innovation scope clearly. This can be achieved by:
— deciding the innovation scope pursuant to the organization’s digital transformation vision and
ambition, and adjusting based on market positioning.
— Define and deploy an innovation strategy to establish a deployment strategy at organization and
process level, including innovation themes and teams, and conduct deployment. This can be achieved
by:
— developing a well-defined process for innovation supported by a digital platform and a
guaranteed budget;
— allocating appropriate resources for innovation projects;
— encouraging digital innovation at every point in service development and on-going support.
— Engage with ecosystem partners to drive innovation. This can be achieved by:
— constructing the organization’s ecosystem landscape with diverse, complementary parties to
encourage innovation. A set of clear value propositions should be worked out to help develop
ecosystem partnerships;
— creating an operating model, collaboration platforms and partnership agreements that
encourage co-innovation across its ecosystem partners, driven by a clear view of the needs of
the customers.
— Adopt new digital services to establish processes to effectively introduce and drive rapid adoption
of new digital services. This can be achieved by:
— driving digital customer intimacy and employee engagement by applying new digital services
such as social media.
6.3 Digital transformation and guidelines for relationship processes
RLS1: Customer relations management
For a digitally transformed ITES-BPO organization, its brand value should be promoted, and brand
outcomes should be tracked and analysed in order to realize a valuable customer relationship
management. Omni-channel should be planned, and cross-organizational interactions should be
monitored based on a service user’s previous interactions. Service user experience should be evaluated
and improved by using digital tools and data.
An ITES-BPO organization can implement the following practices, with supporting guidance, to achieve
the above outcomes.
— Promote brand awareness and customer visibility to articulate a well-considered, clear and
coherent brand promise, and build brand trust. Digital channels should be built up for the customer's
accessibility to services received. This can be achieved by:
— identifying potential customers for the organization’s brand and reviewing the communication
plans to promote the organization’s brand value to potential and existing customers; tracking
and analysing the brand outcomes;
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— establishing digital channels that all customer journeys can utilize, where legislation allows.
Actively measure the effort involved to drive improvements to the service user interface.
— Manage across channels to deliver services in an omni-channel environment, with user needs,
preferences, context and status seamlessly shared and utilized across channels. This can be achieved
by:
— planning the omni-channel with a service user-first lens, rather than a channel-first lens. The
service user experience is prioritized and then the channels relevant to that experience can be
employed;
— monitoring engagement rates across channels, and where appropriate, customizing all of the
interactions in one channel based on a service user’s previous interactions in other channels,
including social channels.
— Evaluate service user experience and act upon representative feedback to drive improvement. This
can be achieved by:
— analysing a combination of complaints, surveys, unstructured data, call recordings, social
sentiment, web analytics, application metrics and other data in predictive models to determine
service user satisfaction and take action accordingly;
— factoring service user experience into the design of the services and associated journeys during
iterative development.
RLS2: Supplier management
For a digitally transformed ITES-BPO organization, its supply chain should be fully integrated, with
supplier risks identified and with the service value chain established to improve customer satisfaction.
An ITES-BPO organization can implement the following practices, with supporting guidance, to achieve
the above outcomes.
— Establish transparent integrated processes in order to manage the supply chain effectively. This can
be achieved by:
— tightly integrating the organization’s supply chain with frictionless information sharing and
the agility necessary to respond rapidly as a whole to changing circumstances;
— migrating all the procurement, collaboration processes or regulations on-line for easy access.
Shared information across the supply chain can uncover meaningful insights using advanced
analytics;
— connecting all the supply nodes which can support low-latency responses to change requests.
Intelligent optimization capability should be established to enable smart decision-making and
offer end-to-end transparency.
— Design and establish an optimal value chain of suppliers to deliver maximum value to customers.
This can be achieved by:
— categorizing the partnership risks concerned with supplier management into performance
risks. Analytics and modelling tools to create risk resilience should be employed;
— analysing the services’ total cost or value of ownership (TCO or TVO) for service users and
optimizing the value chain accordingly to reduce the TCO or improve the TVO;
— selecting suppliers with the same customer-centric culture who will collaborate to support the
omni-channel environment and achieve the required customer experience.
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6.4 Digital transformation and guidelines for solutioning processes
SLN1: Solution development
For a digitally transformed ITES-BPO organization, user-centred design should be leveraged as part
of the solutioning process to create highly usable and accessible products and services. The following
practice can be implemented to achieve this outcome.
— Design a user-centred solution. This can be achieved by:
— collaborating with customers and service users from the beginning and throughout the design
processes;
— focusing on putting service users at the centre of product design and development, using a
variety of research and design techniques;
— using an iterative design process with evaluation and feedback loops to evolve and improve the
solution, with service user-based decision making.
6.5 Digital transformation and guidelines for transitioning processes
TRN1: People mobilization
For a digitally transformed ITES-BPO organization, cross-functional and multi-skilled teams are
created within the organization. Non-traditional staffing resources, i.e. staffing resources with digital
expertise, are planned for digital service delivery.
An ITES-BPO organization can implement the following practices, with supporting guidance, to achieve
the above outcomes.
— Plan for team agility and provide a diversity of teams comprised of different skill-sets, functions
and geographies to respond business changes. This can be achieved by:
— creating cross-functional and multi-skilled virtual teams;
— ensuring that a virtual team can be formed swiftly to address business demand. Technological
measures such as augmented reality can be used to connect remote staff to collaborate in real-
time;
— empowering the virtual teams adequately to make decisions at appropriate level.
— Plan for an extended workforce, and plan for the readiness of non-traditional staffing resources,
including crowdsourcing and temporary and short-term resourcing solutions. This can be achieved
by:
— adopting on-demand resources management, in which the organization should treat temporary
workers similarly to permanent staff, including selection, development, motivation, assessment
and retention;
— continually improving the organization's capability for crowdsourcing, including resources and
ideas.
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TRN2: Infrastructure setup — technology
For a digitally transformed ITES-BPO organization, emerging technology should be evaluated and
appropriately applied to meet service delivery needs. An ITES-BPO organization can implement the
following practice, with supporting guidance, to achieve the above outcome.
— Create cross-functional and multi-skilled teams to fulfil such technology adoption. This can be
achieved by:
— evaluating the value of emerging technologies to the business and actively deploying some
aspects to support appropriate use cases more effectively and efficiently.
6.6 Digital transformation and guidelines for service delivery processes
SDL2: Service delivery reporting
For a digitally transformed ITES-BPO organization, business decisions are made upon quantifiable and
accurate performance data during the service delivery reporting process. Data analytic capability can
be established to communicate needs and actions to improve business performance.
An ITES-BPO organization can implement the following practices, with supporting guidance, to achieve
the above outcomes.
— Make decisions based on relevant data with resulting quantifiable improvements in operational
performance. This can be achieved by:
— methodical statistical analysis, back testing, T-testing, market simulations and A or B testing.
All management decisions are validated by quantitative measures for performance and risk.
Tactical decisions such as next best action for customer care are based on real-time data;
— driving for data accuracy, leading to actual results that should be consistently falling within the
model’s predicted range of future performance.
— Establish data analytics capability of providing access to a strong analytics (machine learning or
data science) capability, that is able to describe, predict and improve business performance. This
can be achieved by:
— adopting analytics to support automation across the organization’s business. For example,
predictive analytics can be used in the operational support systems to identify and predict
faults. It can create alerts or tickets automatically, often including root-cause information and
recommended next action.
— Utilize data visualization to communicate the concepts, ideas and facts derived from data. This can
be achieved by various approaches including the use of pictures or graphical representations to
highlight the salient points for value enhancement. This can be achieved by:
— scanning the market to determine and select the most appropriate visualization tools such as
process intelligence board for business needs. These are tailored to the needs and sophistication
of each user and role.
6.7 Digital transformation and guidelines for tactical enablement processes
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