Currently the VP of GBS at Zimmer Biomet, Rob is a business leader with 30+ years of experience in building shared services organizations. The runner-up of SSON Impact Awards has been a key leader in the development of 5 large Shared Services organizations.
CEO and Founder of HighRadius, a Fintech enterprise SaaS company which leverages AI-based Autonomous Systems to help companies automate Accounts Receivable and Treasury. Sashi’s leadership has secured the trust of 200+ Global 2000
Podcast Summary: Six Million Dollar Questions every GBS Leader wants to Know
Million Dollar Question #1:You spent a good bit of your career starting shared service and GBS organizations from the ground up. What is your opinion on outsourcing or captive centers?
They both are robust methods for transforming your function.
Based on the stakeholders and personal histories, one might have an affinity towards one of the methods.
It boils down to depending on the nature of your processes.
For example, if a process is responsible for maintaining the secret formula for Coca-Cola, you would not want to outsource it. No matter how good they are, you would want to keep that in-house.
However, historically we have found a comfortable mix at around 60-40 split, where 60% is captive, and 40% is outsourced.
10 Questions you need to ask yourself before deciding what is the best fit for your process?
These are divided into two dimensions: The ‘Who’ and the ‘Where’
We have a matrix that breaks out the options for placement into three ‘who’ options, which consists of the following decisions:
BPO or Captive Centers
Retaining with the business or the function
Processes that should and shouldn’t move into GBS
The second dimension is ‘where’ the process should be performed?
These questions are all done on a Likert Scale.
It creates a nice scatterplot that takes an end-to-end process, breaks out all the activities, and shows who and where they can best be done to maximize the value.
This methodology easily takes care of 90-95% of the decision-making process.
Million Dollar Question #3:I know you co-founded Prometheus GBS where you worked with GBS organizations to implement large-scale technologies. What has been your experience in the area of RPA and AI in GBS?
What is Prometheus? Prometheus GBS was a small company that I put together with a couple of other experts who have been doing GBS for 20-30 years, and advising some of our peers in the industry.
Rob’s introduction to RPA-
Was an early adopter back in the 90s when RPA started popping up in this space.
Made the same rookie mistakes like everyone and struggled for quite some time to figure out what was wrong.
We figured that there were two good cases for implementing RPA and sticking to those two cases would add greater value.
First Use Case- Very high volume and low complexity processes where minimal decision-making is involved, such as a straightforward transactional process.
Second Use Case- Processes that involve a lot of manual activities from the employee’s end. Eg.: recording data across hundreds of spreadsheets with an army of people doing cut-copy-paste for hours.
With RPA, you are not just making the employee experience better but also putting them into something more innovative and strategic.
The myth around RPA is thinking that building a robot would take over all the human labor saving millions overnight for your organization.