EBEX Transformational Journey

Transformational Journey of EBEX

A Vision is expected to give direction and motivate the stakeholders in an organization. Increased operational pressures however, reduce the manager’s ability to balance operational needs with the strategic push that is necessary to move in the direction of the Vision. The demanding and shifting business environment add to the complexity of tasks. Old ways may no longer work. While change isn’t easy but it is inevitable.  Executives who continually review and challenge the status-quo and innovate are best set up to thrive and grow.

EBEX – Our Reasons for existence:

EBEX (Essel Business Excellence Centre) was started with an endeavor to incorporate Service Excellence by ensuring the following:

  1. Remove non-core but necessary activities (that are required in any business enterprise) that would take the mind-space of managers in the group companies and group them together as an entity that provides these shared services.
  2. Create COEs (center of excellences) for these processes where these functional skills can be centrally nurtured.
  3. Group these processes together to enable economies of scale (and thus reduce per transaction costs).
  4. Make consolidated group data available in real-time to handle Business decisions more effectively.
  5. Economies of scale would also make these processes to be amenable to automation/robotization
  6. Provide growth opportunities to the personnel.
  7. Generate insightful metrics from these processes and thus enable process improvements through tools like six-sigma etc.
  8. Make Cost centers more efficient by having clients who monitor their costs/efficiencies or service levels

Essel Business Excellence (EBEX) , a shared services division of Essel group, was thus conceptualized to transform business process into centralized system. EBEX, is an internal business venture which focuses on “ONE WORLD” policy is intended to act as the nerve center for the group.

Started with a team of hand-picked seasoned professionals from within the group, EBEX today is 300+ strong and is growing every day.

Our services are led by experts in their respective domains, possessing rich experience across different industry verticals. EBEX is currently serving 30+ different entities for 14 different processes.

These processes are:

  1. Finance & Accounting
    1. Procure to Pay
    2. Order to Cash
    3. Record to Report
    4. Revenue Assurance
  2. Human Resources
    1. Talent Acquisition
    2. Payroll Management
    3. Performance Management
    4. Hire to Retire
  3. Sourcing & Procurement
    1. Source to Contract
    2. Category Management
    3. Spend Analytics
    4. Contract and Vendor Management
  4. SAP Services
    1. RICEF Developments
    2. SAP Support
    3. Master Data Management
    4. MIS & Audit
    5. End to End Implementation
  5. Travel Desk Services
  6. Business Services
    1. Process Consultancy
    2. Business Tools
    3. Analytics & Forecasts
  7. Legal Processes
  8. Technology & Automation
    1. Infrastructure Support
    2. Application Development
    3. Documents Management
    4. Process Automation

We take pride in enabling organizations to be future ready with continually improved business performance, agility, scalability and cost-effectiveness through process re-engineering, technology enabled innovations, standardization & consolidation.

Challenges in Hand:

  1. How to ensure that core competencies and talent that has been nurtured and matured in group companies, is shared across the Essel group rather than be in isolated silos / operate in silos.
  2. How can Systems & Processes that are duplicated across the group companies and follow their own standards and processes be made to embrace best practices that some of them may have developed or adopt global best practices.
  3. How can real time data be shared across the organizations where data integrity and security is retained while ensuring effective and timely business decisions are made easily.
  4. How to attract, retain and motivate personnel in this mixed milieu at EBEX.



Automation is the key : Automation has the human back to do intellect task by freeing up more time and spend strategizing with the company’s leadership finding, securing top talent and working with employees. Burdening your talented employees with trivial tasks may be far more costly than you think leading to shear wastage of Talent. When it comes to these employees, you should automate and outsource trivial tasks. Having talented employees perform these activities undermines their ingenuity and creativity, as it crowds their mental capacity or bandwidth. That’s a new argument which comes from the psychology of scarcity. To control this wastage of talent, automation is mandatory.

Automating your employee evaluation process also allows you to identify and address critical skill gaps and talent requirements at an organizational level. Reporting capabilities let you easily review competency ratings, performance ratings for goals and overall ratings for an individual, a group or the entire organization. This way, you can proactively identify trends, areas of strength and potential organizational weaknesses, and put the right learning and development programs in place to address them effectively.

  • Learning & Development tools linked performance management tools also help you to align your workforce by linking employee goals and job accountabilities to organizational objectives; build organizational bench strength by developing key competencies and job skills; deliver higher quality, more accurate and more consistent employee evaluations and better identify and address skills development and learning needs.
  • Effectively aligning employee goals with organizational goals – also tends to increase employee engagement and drive higher performance. It does this by giving employees a clear context for their work and an understanding of their impact on the organization.
  • By listing job skills and their definitions in a centralized library – you can ensure that all your talent management processes, from creating job requisitions, to writing job descriptions, evaluating employee performance, creating learning and development materials, and grooming employees for advancement and succession, use the same set of competencies and work in concert to cultivate them in your employees.


A new model should be formed for the group to Drive efficiency through Process standardization & IT Integration / Build Scalable organization as well as strengthen control

  • Create a Program Office for the standardization initiative and appoint a strong and effective Program Office leader who has organizational standing and credentials that can be used to coordinate and assemble the team. The team should be made up of a lead for each functional area. One thing that many organizations forget to do is include a representative from IT who is responsible for your systems. If the company is going to achieve company-wide change, it needs to have IT engaged so it can be successful when pursuing the system changes that will need to happen. Finally, assign a Project Manager who has a good grasp of fundamentals and can lead the activities of the team and keep the project within scope. Next, have the team- meet to establish the tasks for the project and be sure that your team is aligned with the goals of your stakeholders.

Your approach should include:

  1. Identify core business processes that are currently being supported through automation.
  2. Be sure to make notes about how these transactions are processed and how many different systems are touched during processing
  3. Document each process and note how each process is currently performed at each company location
  4. Note if the systems being used for the process, by location, are maintained locally or from a central organization within your company
  5. Using the results of tasks 1 & 3, create a matrix of those processes by location
  6. Next, compare and document intersections of similarity/differences between the locations
  7. Be sure to identify differences by location that are required by local/regional regulatory legislation and union contracts


The goal is to identify that could be standardized across your entire organization, ultimately becoming company-wide standard global processes. After you have finished your standard assessment, take a view of the same matrix, but at the system level. If the systems used are not consistent company-wide, you need to determine how to select one system to process these transactions, standardize on that system, and begin a systems standardization and integration project that allow consistency in processing these transactions. Trying to maintain standards across disparate systems is next to impossible and will negate any benefits achieved from the standardization project.

Once you complete the Process/Systems Standardization projects, you should expect to be able to deliver enterprise wide standardization of critical activities in measurable and cost effective ways. The results can produce cost savings, efficiencies, and more productive services staff that allow you to deliver:

  • Consistent global processes that contribute to more predictable services;
  • A single, global, system of record to support benefits, compensation and payroll;
  • Enterprise-wide best practices;
  • More engaged and satisfied employees;
  • Greater efficiency and reduced costs.
  • Continuous skill & competency development within the organization.
  • Reduced attrition rates.
  • Organizational transformation from a Training organization to a Learning organization.


EBEX Transformational Journey

EBEX strives to give a delightful experience to clients with every process, first time and every time, at each point of contact. Setting high benchmarks and challenging our own set standards by improving further is the modus operandi at the code of every EBEXite.

EBEX strives to empower partner businesses by offering solutions to overcome their operational challenges while adapting to robust & sustainable processes, innovative solutions & cutting-edge technologies. While we respect the confidentiality, our state of art IT infrastructure ensures data security.

EBEX started its journey by absorbing the internal group talent, with the objective to retain legacy knowledge. Most of the employees are multi-skilled, “Jack of all, But Master of None”. EBEX focused their core strengths, allowing them to continuously improve and specialize in the same. For ex – Invoice posting in 1 year has achieved 50% more transactional efficiency through the process of automation and skill development. EBEX aspires to transform legal processes, talent acquisition, etc.

  • EBEX has helped in reducing per transaction cost due to substitution through automation.
  • It lead to an increase in productivity due to easier and consistent data availability, improved working procedures, and better communication with other departments and related organizations.
  • EBEX has helped in reducing Cycle time for the processes.
  • It is also responsible for improved decision making and planning due to centralized database and built in data reporting.
  • EBEX supports business growth in transaction volume and services and standardization of processes across entities and geographies.

The journey of EBEX continues to scale higher with one belief :

“EBEX as an organisation need to develop a culture that supports learning. A culture of learning where employees at all levels continuously seek, share, and apply new knowledge and skills to improve their own performance as well as that of the organization thereby truly becoming a  21st-century organizations”


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