Achieve the next level of Performance! Leading businesses are now using Global Business Services (GBS) to create alignment among their business units. Instead of operating numerous shared service centers and managing outsourcing vendors separately, organizations can integrate governance, locations, and business practices across the enterprise to achieve transformative performance improvements. In this way, GBS serves as a single enterprise organization or network that can drive collaboration and sharing to improve delivery efficiency, effectiveness, and business outcomes.
Work you’ll do
You along with dynamic colleagues will help organizations create a single enterprise organization or network of Shared Services and Outsourcing relationships. As a Senior Manager, you are expected to contribute to the firm’s growth and development in a variety of ways. You will be responsible for engagement management: Lead engagement planning and budgeting; mobilize and manage engagement teams; define deliverable structure and content; facilitate buy-in of proposed solutions from top management levels at the client; direct on-time, quality delivery of work products; manage engagement economics; manage engagement risk. Senior Managers manage day to day interaction with executive clients and sponsors. You will be expected to participate in Business Development, develop and maintain contact with top decision makers at key clients; organize and lead pursuit teams; participate and lead aspects of the proposal development process; contribute to the development of proposal pricing strategies. Senior Managers must contribute to Practice Development & Eminence: Develop practical solutions and methodologies; develop “thoughtware” and “point- of-view” documents; participate in public speaking events; get published in industry periodicals. We invest in our people, as a Senior Manager you will be responsible for people development, performing the role of counselor and coach; provide input and guidance into the staffing process; actively participate in staff recruitment and retention activities; provide leadership and support for delivery teams and staff in local offices.
A minimum of 10+ years consulting and/or industry experience is required
Must have subject matter expertise and project experiences in Shared Services, Outsourcing and/or Offshoring industry, or multiple back-office functional optimization
Shared Services Feasibility Assessments, Implementations, and Optimization
Ability to analyze and apply outsourcing trends
Practical experience with the full lifecycle of functional optimization, BPO and/or shared services programs
Core vs. Non-Core Assessments
Understanding of vendor landscape
Ability to interact at all levels of the client organization
Business Development and Delivery experience
Ability to work independently, manage small engagements or parts of large engagements
Strong oral and written communication skills, including presentation skills (MS Visio, MS PowerPoint)
Strong problem solving and troubleshooting skills with the ability to exercise mature judgment
Willingness to mentor junior staff
An advanced degree is preferred
If this opportunity sound like a great fit, please reach out to:
Our client is a leading global Business Process Management (BPM) company. They offer business value to 200+ global clients by combining operational excellence with deep domain expertise in key industry verticals, including Banking and Financial Services, Healthcare, Insurance, Manufacturing, Media and Entertainment, Consulting and Professional Services, Retail & Consumer Packaged Goods, Telecom and Diversified Businesses, Shipping and Logistics, Travel and Leisure and Utilities. They deliver an entire spectrum of business process management services
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Most companies will tell you they want to hire and retain “A players”, and why not? It’s hard to object to building a company around the best possible talent. But what is it about superstar talent that actually improves performance? A recent paper from the National Bureau of Economic Research examines this question by looking at academic departments, where productivity can be measured in terms of papers published and citations from other researchers. Superstars were defined as academics who ranked above the 90th percentile based on citation-weighted publications. The paper points to three different ways that superstars can improve an organization, and measures the magnitude of each in the context of academic evolutionary biology departments. The first, and most obvious, is the direct increase in output that a superstar can have. Hire someone who can get a lot of great work done quickly and your organization will by definition be producing more great work. But, perhaps surprisingly, this represents only a small fraction of the change that superstars have on output. The authors write:
On average, department-level output increases by 54% after the arrival of a star. A significant fraction of the star effect is indirect: after removing the direct contribution of the star, department level output still increases by 48%. Continue reading →