Rick Lucas and Drew Wright at Everest Group sounded an alarm last week about the challenges in building a robust global services management organization.
Highlighting the increasing complexity of global services delivery, they make the point that today's world demands different expertise and new capabilities. Relying upon the skillsets that have worked for the last twenty years could be, they warn, 'catastrophic'.
It's not just new leadership that we need. As I've argued elsewhere, the complexity and pace of managing global services - the challenge of service integration - demand a similar revolution in process thinking.
The tools and methods that we've used for process management for twenty years won't deliver in today's world either. They are too technical, fragmentary, ungoverned and disconnected from real business operations.
Successful global services organizations will rely on process management platforms that can:
- provide line-of-sight between a target operating model and operational realities
- enable effective collaboration, especially between IT and the business
- wrap governance, compliance and controls around the operational processes
- deliver at the front line and engage the organization in continuous improvement.
Everest makes the case for recruiting the right talent 'to execute with excellence and deliver the next generation of value from global services'. But even the best talent can't deliver sustainable excellence without a joined-up view of the business.
Optimizing service delivery across supply chains that are global, cross-business and cross-service providers, demands transparency, shared understanding and clear accountability. Cue the enterprise process management platform, the crucial enabler.
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