to be provided from. This translates to brand recognition, careers, and connections to governments and universities. Partnering allows corporations access to 10 or so years of heritage in a developing economy.
“If the objective is to have one global shared services organization offering one face to all customers, then the challenge is how to make processes similar and standardize across regions,” explains Tiger. “This requires two things: first, a global process governance methodology; and second, you need to take each business unit or customer down the paths of change. That change can take two to three years. An advantage of working with a partner is to leverage a team that has done this before.”
Providers, essentially, offer corporations the benefi ts of experienced global process owners who drive the operation.
“A lot of the transfer to global services involves heavy lifting at the front end of the process,” says Tiger. “You need strong project management leadership and skills. Additionally, most processes require redesigning prior to standardization; so you need full time, skilled resources. Inhouse, this is often tacked onto an existing job spec. But you’ve got to consider: Should something as significant as re-engineering a process be a part time job?”
Labor markets of choice
As new labor markets open, and existing ones heat up, the challenge is to remain one step ahead of the curve, in terms of tapping new resources. The pressure on provider institutions, therefore, is to identify – from a cost, quality, and delivery perspective – the next “important” location before the need has arisen. Such market opportunities are always changing, says Tiger.
In 2002, GE Capital established