{"id":1058,"date":"2015-03-08T06:54:00","date_gmt":"2015-03-08T06:54:00","guid":{"rendered":"http:\/\/localhost\/projects\/horsesforsources\/2015-progressive-fa-bpo-blueprint_030515\/"},"modified":"2015-03-08T06:54:00","modified_gmt":"2015-03-08T06:54:00","slug":"2015-progressive-fa-bpo-blueprint_030515","status":"publish","type":"post","link":"https:\/\/www.horsesforsources.com\/2015-progressive-fa-bpo-blueprint_030515\/","title":{"rendered":"The 2015 Progressive F&A BPO Blueprint"},"content":{"rendered":"

Almost two years to the day since we launched our first Blueprint Report<\/a>, we finally circle back to the core horizontal services function\u00a0providing\u00a0the fulcrum for BPO and shared services: \u00a0finance and accounting. \u00a0<\/strong>For our 20th Blueprint, authored by analysts Phil Fersht<\/a> and Hema Santosh<\/a>, we deliberately focused on the proven “progressive” skills, investments, domain acumen and as-a-service potential of the leading providers in finance and accounting service delivery.<\/p>\n

In order to pull together the most comprehensive view of this market, we created importance weightings for the key categories of services innovation and execution, that were based on the opinions of 1109 services buyers, advisors and provider executions in our 2014 State of Outsourcing Study<\/a>, conducted in conjunction with KPMG. \u00a0In addition, we conducted exhaustive interviews\u00a0with more than 100 F&A service buyers, many of whom are members of the HfS Sourcing Executive Council. \u00a0We didn’t rely 100% on reference clients ponied up from the service providers themselves – this is the<\/em> genuine, unvarnished view of how providers are performing today from the people experiencing their services:<\/p>\n

\"HfS-Blueprint_Finance<\/a><\/p>\n

Click to Enlarge<\/p>\n<\/div>\n

So, Phil, what’s happening in the F&A space these days? \u00a0Is the market slowing down as BPO services commodotize?<\/strong><\/span><\/p>\n

Not at all, one of the reasons why people hear about F&A “slowing down” is the diminishing role of sourcing advisors on F&A deals (only 30% of competitive F&A deals in 2013-14 were advisor-led, \u00a0and 17% of sole-sourced used a advisor). \u00a0A third of the deals were also sole-sourced, and very, very few were publicly announced. \u00a0So the lack of “noise” causes people to incorrectly assume that activity in F&A is slowing down. \u00a0In addition, we saw a lot more mid-sized businesses take the plunge for the first time, with 55% of F&A deals being signed up companies under $5Bn in revenues in 2013-14 – there have been many non-advisor-led sub-$15m engagements\u00a0that pretty much flew under the radar in the last couple of years.<\/p>\n

Net-net, total F&A BPO surpassed $25B in 2014, at a growth rate of 5%, with multi-process F&A BPO reaching $5B for the first time. Multi-process F&A BPO is expected to increase at 9% in expenditure in 2015.<\/p>\n

But isn’t offshoring slowing down? \u00a0Surely buyers are pulling back from moving F&A delivery into offshore locations?<\/span><\/strong><\/span><\/p>\n

Stories of the demise of offshoring are not only premature, but wildly inaccurate. \u00a0Our 2014 State of Outsourcing Study asked 312 major buyers of services their 2015 intentions to increase\/decreasing offshoring, and close to one in three enterprises will increase<\/em> their F&A offshore delivery for both outsourcing and (notably) shared services.<\/p>\n

\"F&A-Offshoring-2015\"<\/a><\/p>\n

Click to Enlarge<\/p>\n<\/div>\n

This is indicative of buyers using their offshore in-house centers to house more controllership \/ high risk services they do not feel ready to outsource,\u00a0but want to reduce overhead. \u00a0Additionally, the increased scope in services that experienced buyers are outsourcing, such as F&A analytics, is increasingly markedly amongst some enterprise clients.<\/p>\n

However which way you look at it, the offshore component of F&A is almost as popular as IT – and there is no slowdown in sight. \u00a0While use of robotic process automation is being piloted by several F&A buyers, we’re still years away from firms being able to make significant reductions in labor as a results. F&A is a function which has, is and will be – for a very long time to come – dependent on people<\/em> and talent. \u00a0While buyers and sellers all want to leverage better tools and tech to streamline delivery and improve digital workflows, the change is more in the nature<\/em> of work the delivery staff is doing than simply offloading them altogether. \u00a0The game today is more about working smarter<\/em> than simply cheaper..<\/p>\n

Who’s winning the progressive game with the service buyers?<\/strong><\/span><\/p>\n

The most eye-opening shift has been the steady improvement of both HP and InfosysBPO to join the “Big 4” of Accenture, Capgemini, Genpact and IBM in the Winner’s Circle. \u00a0We also saw real momentum, in terms of innovative delivery, from TCS, Cognizant and Sutherland and steady gains from both EXL and WNS.<\/p>\n

I hope you all find the time to read our report<\/a> that profiles each of the service providers, but there have been a few standout performances worth highlighting:<\/p>\n

Accenture leads on partnerships with clients (Winner\u2019s Circle)<\/b><\/p>\n

Accenture breaks new ground with a formal joint venture with its long-standing client, Marriott, to go to market with BPO services to hospitality industry, where F&A outsourcing is a prominent offering. \u00a0The firm increased its share of the market even further to 30% with its highly successful strategy of expanding its based of large enterprise (diamond) clients. \u00a0The blending of F&A operations, infrastructure and close alignment with its shared services consulting has the firm leading the market in a time when clients need real consultative support.<\/p>\n

Capgemini\u2019s Global Enterprise Model is a world-class delivery platform for F&A services (Winner\u2019s Circle)<\/b><\/p>\n

Capgemini\u2019s flexible, platform-based GEM methodology has all the aspects of progressive delivery covered from the right mix of FTEs, location mix, competency, technology, analytics, and governance.\u00a0All key Capgemini clients attest real value from the GEM methodology. \u00a0Capgemini has now emerged as one of the global market leaders with its laser focus and dedication to its F&A business.<\/p>\n

Infosys wins big on account management attention and responsiveness (Winner\u2019s Circle)<\/b><\/p>\n

Infosys scores highly when it comes to the \u201clistening\u201d capabilities of their account management and delivery teams for clients. The firm are frequently cited as being easy to work with and highly responsive to the short- and long-term needs of clients of all sizes. \u00a0Infy has\u00a0shown a real hunger to grow their F&A business with multiple recent mid-sized deals that can be scaled in the future and a CEO who clearly sees the value of investing in his BPO business. \u00a0The recent acquisition<\/a> of automation tech firm Panaya (see link) could have major impact for clients struggling with ERP strangleholds in F&A.<\/p>\n

HP leads with F&A Process Automation Tools and strong SAP-enablement capabilities (Winner\u2019s Circle)<\/b><\/p>\n

HP has been actively been driving the benefits of deploying robotic process automation for high volume, repetitive, rules-based work, and its AutoFlow tool for workflow meets the needs for clients tired of\u00a0relying on legacy systems. \u00a0Its recent number one rating in the 2015 Robotic Premier League<\/a> is testament to HP\u2019s strong automation focus in F&A. \u00a0The recent restructuring of HP has been a positive for its F&A business, which has been better\u00a0exposed to upper management as a genuine area of growth for the firm.<\/p>\n

Smart Design and CFO focus from Genpact (Winner\u2019s Circle)<\/b><\/p>\n

Its dynamic \u2018Smart\u2019 foundation of Smart Strategy, Delivery, and Design are compelling and transformative, and Genpact’s tools have been backed by several customer F&A success stories. Moreover, Genpact is making investments in areas of F&A value to meet the needs of the CFO through its CFO Suite offering, under the leadership of Shantanu Ghosh, which could prove to become a major differentiator for the firm.<\/p>\n

IBM drives innovative partnerships with clients (Winner\u2019s Circle)<\/b><\/p>\n

IBM continues to win over ambitious clients by hosting innovation discovery jams and workshops with its clients to understand pressing needs and create required solutions. There is strong future potential with its analytics and cloud offerings in F&A BPO. \u00a0Its recent merging of GBS with GPS (BPO) delivery, could well craft a compelling proposition to the market, under the impressive leadership of Jesus Mantas, who is adopting the term \u201cconsult-to-operate services.\u201d Mantas, a transformational consultative leader, understands the value of delivering the entire lifecycle of F&A services to clients \u2013 from process design through to managed steady-state.<\/p>\n

Cognizant succeeding in moving from FTE-pricing to outcomes (High Performer)<\/b><\/p>\n

Despite a smaller footprint in F&A BPO, Cognizant\u2019s clients all cite the firm\u2019s desire to move as aggressively as possible to outcome-based delivery of F&A, which is already working very effectively. \u00a0Well positioned for the As-a-Service Economy<\/a> and clearly one of the more forward-thinking innovative service providers in business services today.<\/p>\n

WNS’ flexibility positions it well in today’s F&A market<\/strong><\/p>\n

WNS\u00a0has firmly established itself as a strong \u201cpure play\u201d alternative to some of its larger competitors, winning against the top tier on several occasions. \u00a0 The firm is\u00a0big enough to deliver and small enough to respond. Has received many positive accolades from many market clients for its hard-work and client focus. \u00a0Also developing a strong reputation for it’s F&A analytics focus.<\/p>\n

TCS\u2019s vertical focus a strong potential differentiator for \u201cAs-a-Service\u201d F&A in the future (High Performer)<\/b><\/p>\n

Continues to believe \u2013 and invest \u2013 in strengthening industry knowledge, and investing in key leaders within industry segments who provide domain intensive guidance. Proprietary TRAPEZE Tools \u2013 available both in web-based and mobile versions provide compelling governance support in F&A. \u00a0Its innovative approach to Robotic Process Automation in F&A has been lauded by some clients and impressed the HfS analyst team (see link<\/a>).<\/p>\n

EXL a strong all-round performer with a consistent transition and process improvement performance (High Performer)<\/b><\/p>\n

The no-surprise transitions and managing change strategy works well with EXL\u2019s clients. When operations are stabilized over the 12-18 month period, EXL shifts focus with its EXLerator process improvement methodology and collaborates effectively with clients for overall process optimization, target operating model, platform changes, business impact value drivers, and scope shifts. \u00a0The recent appointment of Henry Schweppe is will help EXL compete for larger, more transformative engagements.<\/p>\n

So, Phil, what is your prediction for what this market will look like in three years’ time?<\/span><\/strong><\/span><\/p>\n

F&A represents the perfect blend of “traditional” labor arbitrage and evolving “As-a-Service<\/a>” delivery. \u00a0Nowhere is more ripe for advancements in robotic process automation, analytics and outcomes models than F&A. \u00a0The winners will be those which can maintain effectively their global delivery scale, but combine it effectively with the As-a-Service ideals, where clients can “plug-in” to the service provider experience, where cloud and automation are at the core of the offerings and designed<\/em> with these in mind, as opposed to being retrofitted as an after-thought. However, people are still the key\u00a0ingredient\u00a0in F&A, and the market leaders are all differentiated not only by the scale – but the skill<\/em> – of their delivery talent.<\/p>\n

This market will continue to grow at an annual clip of 5-10% for several year to come – remember, it took the world of finance a decade just to make the jump from Lotus 1-2-3 to Excel. \u00a0It’s going to take a while to get ahead of the As-a-Service curve!<\/p>\n

HfS readers can click\u00a0<\/i><\/b>here<\/i><\/b><\/span><\/a>\u00a0to view highlights of all our recent 20 HfS Blueprint reports.<\/i><\/b><\/span><\/p>\n

HfS subscribers\u00a0click here<\/span><\/a><\/span>\u00a0to access the new HfS Blueprint Report,\u00a0\u201cHfS Blueprint Report 2015: Progressive F&A BPO Services\u201c<\/span><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

Almost two years to the day since we launched our first Blueprint Report, we finally circle back to the core…<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[48,835,63,65,78,838,86,90,91,92,831,832,97,98],"tags":[841],"ppma_author":[19],"yoast_head":"\nThe 2015 Progressive F&A BPO Blueprint - Horses for Sources | No Boundaries<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.horsesforsources.com\/2015-progressive-fa-bpo-blueprint_030515\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The 2015 Progressive F&A BPO Blueprint - Horses for Sources | No Boundaries\" \/>\n<meta property=\"og:description\" content=\"Almost two years to the day since we launched our first Blueprint Report, we finally circle back to the core...\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.horsesforsources.com\/2015-progressive-fa-bpo-blueprint_030515\/\" \/>\n<meta property=\"og:site_name\" content=\"Horses for Sources | No Boundaries\" \/>\n<meta property=\"article:published_time\" content=\"2015-03-08T06:54:00+00:00\" \/>\n<meta property=\"og:image\" content=\"http:\/\/www.horsesforsources.com\/wp-content\/uploads\/2015\/03\/HfS-Blueprint_Finance-and-Accounting-BPO_Axis.jpg\" \/>\n<meta name=\"author\" content=\"Phil Fersht\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@pfersht\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Phil Fersht\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"9 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/www.horsesforsources.com\/2015-progressive-fa-bpo-blueprint_030515\/\",\"url\":\"https:\/\/www.horsesforsources.com\/2015-progressive-fa-bpo-blueprint_030515\/\",\"name\":\"The 2015 Progressive F&A BPO Blueprint - 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