Maciej Piwowarczyk is a business leader with 20+ years of experience. He has worked with some reputed organizations like HP, Accenture, CBRE and Discovery where he led GBS globally – transforming it heavily. Today he is acting as an Independent GBS Advisor and Career Coach.
Founder & CEO of HighRadius, a fintech enterprise SaaS leader that provides Autonomous Software for Order to Cash, Treasury & Record to Report. Sashi’s leadership has secured the trust of 800+ clients across 92+ countries, with 250+ Fortune 1000 clients including GE, PepsiCo, Bayer, P&G, Unilever, J&J, and UBER.
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Dead-or-Alive Question #1: In 10 years, do you think BPOs for outsourcing will be dead or alive?
BPOs would be dead in their current form and need to transform.
Ten years down the line, BPOs would become client technology enablers and a partner.
BPOs should have operations integrated with the delivery system.
The future model should help deliver value.
They need to scrape out the back-office tasks, focus on shaping the talent pool available and drop the politics involved in the workflow.
In the long run, it should try to become agile and customer-centric.
Both the sides, BPO and the Buyers, need a significant step up to achieve the desired goal.
Dead-or-Alive Question #2: In 10 years, will large, centralized service centers be dead or alive? Especially given the Covid effect of Work From Anywhere?
The operations from home were the need of the hour, but optimal output could not be derived.
In my view, the Hybrid Model is the optimal solution for maintaining an excellent work-life balance.
A place to collaborate is essential for meeting operational efficiency and fostering innovation.
What does the Hybrid Model look like-
Three days of work from home.
Two days of work from the office.
But currently, even the hybrid models are broken, which can be elaborated because of 2 reasons:
Offices in the current form cannot provide the environment for true collaboration.
Even when people are at the office, they spend time replying to emails or joining meetings that undermine the purpose of innovation, brainstorming, and having face-to-face interactions when present at the office.
Although the large service centers won’t be there in the future, the essence of their presence would continue to create impact while collaborating globally.
Dead-or-Alive Question #3: In the next ten years, do you think RPA in the current form ‘AS IS screen flow automation’ will be dead or alive?
From earlier days of dealing with India, I am impressed with the work ethics, attitude, diversified culture, and remarkable ability to adapt to the situation.
India is a great inspiration for work and has a huge potential in terms of scale, talent, and experience.
The world in ten years will be 75% + led by Technology, and it will be very much about the outcome, solution mindset, quick learning & adaptability skills.
I do not doubt that India Talent can and will evolve to maintain its position as a critical destination – smaller with scale but making a more significant impact than today.
Cost is, Cost was, and Cost will be a major factor in growing our business.
We can see it now in a post covid world which puts many companies in a very cost-pressure environment.
Thus, Indian leaders must fix it to be alive in 10 years.
Dead-or-Alive Question #6: Would GBS be dead or alive as an organization?
Technology adoption has failed in the last decade.
GBS should be imagined as a tech-enabled service that should balance the outcome of true technology and the organization’s operating model.
50% of the operations in an organization should be working on the model of mass-led automation, and GBS leaders have a new role.
They are true technology experts and can lead centers of excellence, innovation centers that can act as collaboration spaces for data scientists and engineers.
GBS leaders can act as an extension of function and charismatic enablers connecting dots in the process and the shadow of an expert compared to taking the front seat.
In the future, we should focus more on improvising technology to make it customer-friendly and spend less time on people and stakeholder management, which is the case currently.
Maciej Piwowarczyk’s advice to you and thoughts on what’s happening in Ukrains: You’re in Poland and probably seeing what’s happening in Ukraine. So, what do you leaders think globally?
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