Genpact–Otis Steering Committee – 5 May 20XX Program Notes

Program Context and Meeting Overview

  • Second joint Genpact–Otis Steering Committee session (first was 5 Feb 20XX, today 5 May 20XX)
  • Purpose of meeting
    • Provide transparent program update: transition progress, blueprinting, go-lives
    • Discuss broader transformation (digital, process, operating model)
    • Leverage leadership time to surface innovation examples & best practices
  • Consistent core attendance; new participant introduced
    • Anurag Malavia – new Global Relationship Lead dedicated to Otis (reports to Ken)
  • Opening logistics
    • Carrie moderating; Ken hosts; BK, Christina, Abby, Chris, Irina, Devakar deliver remarks
    • Reminder slide with pictures: APAC mega-workshop in Bangalore (cross-functional, cross-company) + various go-live celebrations to stress people-centric culture

Strategic Priorities & Leadership Commentary

  • BK (Genpact executive)
    • Pleased with collaboration; progress since Feb
    • However, “not ahead of the curve on digital yet” – more work required
    • Requests sharper focus on “hire-to-retire” employee experience
    • Emphasises active listening, candour, vendor-payment vigilance during AP transition
  • Ken (Otis GBS lead)
    • Transitional & operational work now run in parallel – need right resourcing balance
    • Top-down culture of partnership established; challenge is replicating globally & consistently
  • Christina (Otis CFO)
    • 3 corporate realities: China slowdown, US tariff climate, simultaneous enterprise-wide transformation
    • Priorities
    1. “NO NOISE” – maintain service stability while major entities transition
    2. Avoid unwarranted delays – some entities lag due to engagement or DT readiness
    3. Protect & refine business case; mitigate leakage (esp. China)
  • Abby (Otis HR)
    • Expects Genpact to ‘raise the bar’ on continuous improvement & standardisation
    • Reiterates need for seamless hire-to-retire journey
  • Chris (Supply Chain / DT)
    • Performance largely solid; when individual issues arise Genpact reacts quickly
    • Wants weak links fixed fast to prevent negative feedback loops
  • Irina (Programme Director)
    • Cautions against “premature victory” – stickiness & aligned execution needed through the full pace
  • Analogy used: Accenture knowledge-transfer described as “looking through the door into a dark room” – clarity will come only once sessions start

Talent Transfer & Workforce Management

  • 564564 colleagues absorbed via in-scope talent transfer ( + 66 more pending in Brazil & China )
  • ESAT survey returns ~90%90\% satisfaction; specific Malaysia actions underway
  • Hiring: 9797 positions opened, 77 remain unfilled
  • Leadership investments
    • Added senior tower leads in regions to contain fatigue & ensure smooth ops
    • Lean culture coaching launched – frontline managers + service-delivery leaders trained; gNOME online learning deployed

Work-Transfer & Blueprinting Status

  • Overall scope: 330330+ legal entities / 760760 total; currently 30–35%30–35\% of work volume live (≈15%15\% of total legal-entity scope)
  • Blueprinting
    • All model countries complete; residual nations in final sign-off
    • EMEA lagging – late SME availability ➔ red status
  • Phase-1 go-lives finished (≈15%15\% volume); Phase-2 starts May; full scope targeted by Q1 next year
  • Accenture-supported regions (China, Korea, Japan)
    • Key risk: restrictive KT framework → scripted demos, single 1-hr Q&A per process, refusal to hand over digital AP portal
    • Interim plan: temporary manual AP process, later migration to Core AP & Tradeshift

Digital Transformation & Tool Deployment

  • Core finance tools
    • HighRadius (C2C): North America Go-Live dates agreed – 7 Sep7\,Sep (Collections/Disputes), 2 Nov2\,Nov (Cash App & e-Payments); global rollout schedule under review (SteerCo Wed)
    • BlackLine (R2R): global design workshop →\to Jaipur next week (in-person majority)
    • Source-to-Pay suite: global design signed-off; first set of automated P2A reports delivered (8 self-service dashboards; pipeline 330330+)
    • ServiceNow / iBot: contractual clarifications resolved; no executive escalation required
  • Infrastructure
    • Telephony gaps in EMEA – temporary mobile-phone solution until full caller-ID fix

Operational Performance by Tower (April close / Q1)

  • Record-to-Report
    • Q1 close delivered on time; April closing on track
    • Identified 27 000+27\,000+ historic open-items: 16 00016\,000 bank; 1 0001\,000 payroll; 1 0001\,000 tax; 14 00014\,000 invoices (India) – SWAT teams + BlackLine to burn down
  • Source-to-Pay
    • Invoice throughput: 86 00086\,000/mo (≈37%37\% of global) with automated accruals at D-2
    • Duplicate-payment prevention now real-time ( 10%10\% of PO, 30%30\% of non-PO invoices pre-blocked )
    • Vendor-recon issue in US under root-cause fix
  • Contract-to-Cash
    • Cash application accuracy ↑97%→99%\uparrow 97\%\to 99\%; daily 100%100\% completion for existing scope
    • Collections Q1 287 M287\,M vs 267 M267\,M target; April 6%6\% shortfall – driven by LATAM disputes & branch data constraints
    • Web-billing dispute backlog cut from 25 M25\,M → 13 M13\,M; goal: ageing < 6060 days
  • Hire-to-Retire (Payroll / HR)
    • Global payrolls processed; exceptions
    • Singapore & Cambodia allowance configuration gaps
    • India mis-data; U.S. severance tax mis-rate; Canada CCQ penalty 21 K21\,K from legacy data
    • Weekly variance checks (Workday vs SNO), EDM sign-offs, APAC SWAT team stood up
  • Plan-to-Action / Analytics
    • 8 macro-economic & cost dashboards live; AI-driven narrative commentary feasibility underway

Transformation Project Portfolio

  • Ideation funnel: 337337 opportunities captured during blueprinting
  • 10 priority projects targeted for delivery within 2–32–3 months (duplicate payments, check-volume reduction, standard reconciliations, employee-experience fixes, RPA/QPA quick wins)
  • Lean Execution Tools
    • BOWLERS (monthly KPI colour dashboards) rolling out – surface red metrics ➔ project triggers
    • Daily Management boards for real-time issue tracking (e.g., invoice holds)
    • Monthly Operating Reviews: already active in APAC; template to EMEA, Americas, China next; mirrors region-tower dual governance model
    • Continuous-improvement training: value-stream mapping, MUDA waste walks, DMAIC

Risks, Issues & Mitigations

  • Accenture transition (China + KR/JP)
    • Risk: limited SME access & portal withholding ➔ flagged red; expectation to move to amber within 2 weeks else escalate (CEO-to-CEO channel proposed)
    • Change-comms package for vendors/ employees underway to avoid payment disruption; critical-vendor list + utility payments under tight watch
  • Talent-retention fatigue
    • Leadership development, mentoring, offline engagement events, ESAT monitoring
  • Language/service-placement gaps
    • Arabic/French/Turkish (EMEA), Korean/Japanese (APAC), Spanish (LATAM) – specialised resourcing strategy in flight
  • Business-case leakage
    • Ongoing validation during blueprint sign-off; China economics under special review
  • Infrastructure – Caller-ID masking risk in out-of-country calls (EMEA)
  • Backlog & Ageing
    • Weekly burn-down dashboards for billing, cash, reconciliations; cross-functional ‘tiger teams’ with Sales / Branch reps

Governance & Collaboration Framework

  • Cadence
    • Regional QBRs + global QBR with Christina (Finance) & separate HR QBRs
    • Monthly Ops Review embeds transformation status; tower-specific governance sessions include GPOs (Marcus, Eric, etc.)
    • Weekly Genpact–Otis transformation connect (Sam + Vikas)
  • Guiding principles reiterated
    • “One-team” mindset, high candour, no premature celebration, stickiness through full journey
    • Ethical focus: transparent KPI red/green, joint root-cause, win–win continuous improvement

Innovation & Best-Practice Pipeline (preview)

  • First Innovation Cycle project signed & in implementation; details to be showcased in next SteerCo
  • Examples under consideration (drawn from wider Genpact clients)
    • AI-assisted vendor-risk scoring
    • Predictive‐cash-collections ML model
    • Touchless PO-invoice match via computer vision
    • Conversational-AI Help-Desk for employee queries
  • Ken requests future sessions devote broader time on such high-impact use cases

Next Steps & Action Items

  • Accenture knowledge-transfer week-1 review ➔ decide if escalation needed; secure sandbox & production access timeline
  • Publish C2C backlog & ageing table by region/entity; weekly burn-down review with Christina
  • Finalise global HighRadius roll-out calendar after SteerCo & share with DT leadership
  • Jaipur BlackLine workshop (next week): capture R2R central-pain areas & configure controllers’ cockpit
  • Complete hiring of remaining 77 positions; monitor Malaysia ESAT action closure
  • Stand-up EMEA telephony long-term solution; retire interim mobiles
  • Launch global Controller Dashboard (Power BI) for end-to-end metrics →\to pilot in NA by next MOR
  • Confirm entity transition dates & mitigants; avoid slippage while maintaining “no noise” mandate
  • Continue business-case validation; report any leakage & compensatory levers in next committee