The CEO nicknamed it the “Year of Transformation.” The $2B business process outsourcer (BPO) had recently spun out from its global parent. Now a private equity-backed firm, its mandate was to change from slow growth service provider into an innovative growth leader.
The biggest move involved repositioning the company from being known for efficient transaction processing to a becoming a provider of high-value, data-driven advisory services. This required dramatically changing the company’s delivery model in a way that enabled more investment in innovative solutions while improving both the quality and cost effectiveness of its legacy delivery system.
The company had spent the prior two decades building its own proprietary processing operation in India. Senior leaders came to the realization that they could no longer invest in both this operation and rebalance capabilities toward advisory services. They decided to transfer the historical operation to a leading technology outsourcer who could make required investments in AI/robotics and people to service the client’s global customers.
The CEO knew this would be a monumental change for his company. Clients had confidence in his company’s India operation, so the CEO was concerned that the change could cause disruption in key customer relationships as they worried about service level agreements, information security, and the potential loss of crucial talent.
People issues lurked as well. Key India staff members who had crucial domain expertise may reconsider their future with their new employer. North American staff and leaders would now have to work with their former colleagues in India in a vendor/client relationship where they served different stakeholders. Talent across the company would see this as a major indicator of the company’s repositioning and may start to wonder about their future with the firm.
Even within the CEO’s own team, several leaders expressed reservations about the change. But he knew this move gave the company its best chance of becoming the fast-growth competitor he envisioned. He resolved to move forward.
Given the scope of this change, our client’s CEO and senior team asked Noonday to help enroll a critical mass of its top 100 leaders in the process of leading their people through this complex change.
The goal: implement this important change with minimal loss of clients while retaining key Indian and North American employees within a four-month timeframe.