The PAGE theory: Productivity, Accountability, Governance and Efficiency:

As a shared service, our team of experts have managed, grown and transformed the business processes. We have undertaken the journey, we are appraised of the SWOT’s which businesses face for undergoing changes.

TAT’s, continuity, budgets, change management, loss of control – all these challenges prevails while transitioning any process from client to a shared service. To make it successful and add value to the overall eco system, the KPIs need to be clearly defined, and measured from time to time.

The success of any shared service process can be measured on the below KPI’s:

     1. Productivity – No. of transactions processed per FTE in the old Vs new scenario plays a major role in building the acceptability of the change. There might be more controls / improvement steps which have got added in the transitioned process, which needs to be accounted for while deriving the productivity matrix.

     2. Accountability – Adherence to defined TATs, and timely action on the concerns/ queries from your customer will help in enhancing the element of trust and comfort in the relation, but the ownership of the entire end to end process needs to be taken at the shared service. Be it Auditors, management, enforcement agencies, users or any other party – the shared service becomes the extended arm of the entity only when the entire accountability is transferred.

     3. Governance – The framework of controls and governance is absolutely non-negotiable. Periodic reviews, sharing of relevant reports, transparency in communication, as well as intermittent third party review of the processes – these are few basic elements of a robust and scalable governance structure. Addition of a dual check step in between the process flow helps in timely arresting errors, but it comes at the cost of productivity. A fine balance can be obtained with a collaborative approach between client and the shared service.

     4. Efficiency – How efficient you are? Lot of times it is confused with TAT/ SLA’s. Though TAT can be met by deploying more FTE’s, but efficiency can be achieved only by removing redundancy, developing reusable components, and process reengineering. With the changing times, the requirement of the stakeholders also changes, but it is observed in general that people tend to follow what have been given to them in legacy. “Status Quo” needs to be challenged at each and every stage – to bring in efficiencies.

About Sunil Agarwal

Sunil is a qualified CA with 14 years of varied experience across banking, IT, Manufacturing and Service Industries. He is amongst the first few handpicked professionals from within the group to initiate the idea of EBEX, a shared service delivery platform.

Sunil is associated with the group for 6 years. Prior to EBEX, he was engaged with Dish TV managing their SAP Application. In his earlier stints, Sunil has worked with ICICI bank, Wipro Infotech and Dalmia Cement at different positions and has a flare of Accounts, IT as well as Operations.

At EBEX, Sunil is not only responsible for managing SAP and allied services for mostly all entities under the Essel group, but also works on ideating and creating Business Processes for bringing efficiencies, standardizations and enabling smooth transition to digital formats of processes.


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