Skip to content
COVID-19 Impact on Global Service Delivery Models [April 2020]
1.
What category best describes the type of organization in which you work?
Enterprise GBS or Shared Services
Business process outsourcing provider
Consulting
2.
What best describes your captive and / or outsourced services delivery footprint? [choose best answer option]
Our delivery model is global; we have centers in every region where shared services are delivered
Our model is focused on European locations
Our model is focused on APAC (excluding India & China)
Our model is focused on India locations
Our model is focused on China locations
Our model is focused on the Americas locations
3.
Where are you personally located?
North America
Latin and Central America
Western Europe
Eastern Europe
APAC (excluding India and China)
India
China
4.
How long do you believe your delivery operations will be impacted by COVID-19 before you return to some semblance of "pre-virus" operations? [choose best answer option]
Less than 3 months
3-6 months
6-12 months
More than 1 year
We will be impacted for the foreseeable future
5.
What is currently limiting your ability to deliver shared services? [choose
top 3
options]
Insecure networks
Lack of system bandwidth
Inadequate infrastructure / hardware
Challenges managing remote teams
Mental and physical health of employees
Availability of staff
Other (please specify)
6.
*Compared to your service capacity levels before the COVID-19 outbreak, how much of your service capacity has been lost at this stage? [choose best answer option]
We have lost no service capacity
We have lost <10% of our service capacity
We have lost 10-15% of our service capacity
We have lost 16-30% of our service capacity
We have lost >31-50% of our service capacity
We have lost >50% of our service capacity
7.
*How would you gauge the impact of the virus thus far on productivity? [choose best answer option]
We are still hitting all our SLAs on time
We have adjusted our SLAs and are meeting them
We have prioritized mission-critical work but have deferred other less critical tasks, delivering selective processes
We are missing SLAs
We have deferred transitioning new scope to our centers
Other (please specify)
8.
*Which of the following is your most significant business impact as a result of the COVID-19 outbreak? [choose best answer option]
Decline in collections
Increased cost of operations
Gap in ‘back office’ service delivery/processing capability
Supply chain disruptions
There has been no impact
Other (please specify)
9.
*What are your major BCP challenges? (please choose
top 3
options)
We did not have sufficient time to mobilize
Our infrastructure and hardware does not allow people to work from home
We cannot shift work as alternate centers are also shut down
Our staff do not have access to space conducive to work remotely
Our connectivity and security environment is not sufficiently equipped to remote work
The business does not permit off premise operations (e.g., data privacy)
Our staff are infected; we do not have sufficient human resources/manpower
Panic and general hysteria is affecting productivity/causing staff to take unnecessary measures
Other (please specify)
10.
Which of the processes listed below have been most affected by the crisis?
no change
higher volume
lower volume
n/a
F&A
no change
higher volume
lower volume
n/a
HR
no change
higher volume
lower volume
n/a
Procurement
no change
higher volume
lower volume
n/a
IT Application Maintenance / Development
no change
higher volume
lower volume
n/a
IT / Network Infrastructure Support
no change
higher volume
lower volume
n/a
Customer Service
no change
higher volume
lower volume
n/a
Supply Chain
no change
higher volume
lower volume
n/a
Logistics
no change
higher volume
lower volume
n/a
Industry-specific processes (e.g. claims processing)
no change
higher volume
lower volume
n/a
Sales
no change
higher volume
lower volume
n/a
Marketing
no change
higher volume
lower volume
n/a
Legal
no change
higher volume
lower volume
n/a
Real Estate
no change
higher volume
lower volume
n/a
Logistics
no change
higher volume
lower volume
n/a
Other (please specify)
11.
In order to maintain service levels, are you considering implementing any of the following
right now
? [choose up to 3 answer options]
Increased automation of processes
Adoption of cognitive / AI capabilities
Recalibration of service delivery model
Moving work back onshore
Renegotiating SLAs
N/A
Other (please specify)
12.
In terms of maintaining / transforming your SSO / GBS performance through automation technology, do you have the budget you need to spend right now?
we have the budget and we are already investing in accelerating automation
we have the budget, but we have not yet made the decision to invest in automation
we don't have the budget, but we recognize we need to invest in automation
we recognize we need to invest in automation, but won't have the budget for at least 3 months
we recognize we need to invest in automation, but won't have the budget for at least 6 months
we don't have the budget, but investing in automation is not in the plans right now
Other (please specify)
13.
How might your talent sourcing strategy evolve in the post COVID-19 environment? [choose best answer option]
Bring more work inhouse to control knowledge supply chain
Increase use of outsourcing to provide more flexibility and access to talent
Leverage wage arbitrage via offshore locations
Increase use of gig workers / agile teams
No change
Other (please specify)
14.
How do you expect your location strategy to evolve as a result of COVID-19? [choose best answer option]
Not at all / no change
Leveraging new locations onshore
Continuing to bet on traditional offshore locations
Leveraging an increasingly "virtual" model where location becomes less important
Other (please specify)
15.
How are you managing continuous improvement (CI) / process excellence while most staff are WFH? (choose best answer option)
All CI is stopped
Incremental CI initiatives are continuing at the local level
Incremental CI initiatives are continuing at global level
We are continuing to implement a few targeted value creation projects
We are continuing with all initiatives as normal
Other (please specify)
16.
If you work with a BPO, how have they performed thus far? [choose best answer option]
They have stepped up to the plate and exceeded all expectations
They have maintained normal service levels
Service has fallen, but into an acceptable range
They are renegotiating SLAs and terms
They are missing targets causing challenges for our business
N/A (we do not work with a BPO)
Other (please specify)
17.
What are you doing
today
to adapt your service delivery model to the current business environment? [choose
top 3
options]
Reduce SSO / GBS workforce
Increase SSO / GBS workforce
Move work between centers / deploying fallover plan
Implement automation solutions
Implement pay cuts
Implement furloughs and mandatory leave
Increase services scope
Decrease services scope
Shift work back to the business
Increase outsourcing
No change
Other (please specify)
18.
*What impact do you believe COVID-19 will have on your company’s future global service delivery operations? [choose best answer option]
No long-term impact; we will deal with the current challenges and then revert to business as usual
We will retain our model but move some work back on- or nearshore (i.e., shift away from reliance on offshore locations)
We will aggressively adopt Future of Work concepts
We will increase our outsourcing activity
We will decrease our outsourcing activity
We will move to a virtual SSO/GBS model
We will rethink what is transactional work, and what should remain with the business
We will accelerate our automation initiatives to reduce our dependency on physical locations / humans
We will comprehensively redesign every aspect of our global service delivery model
Other (please specify)
19.
What impact will COVID-19 have on GBS/SSO's value proposition? [choose up to 3 answer options]
No change
GBS / SSO as a business services model will become more important
GBS / SSO models will retrench and certain work will move back to the business / be centralized
GBS / SSO models will become increasingly digitized
GBS / SSO will be relegated to transactional operations
GBS / SSO will aggressively move up the value chain
20.
What is the major focus of any planning for “reentry?” [Please check the statement that most closely applies]
We are more focused on current challenges and expect to tackle reentry issues when we have more clarity on the business
We are already planning for reentry with a focus on BCP planning
We are already planning for reentry with a focus on the health and welfare of our workforce, developing medical guidelines, social distancing limitations and shift planning
We believe that reentry planning is an opportunity to rethink our delivery model, and believe that every aspect of our operations must be evaluated.
Other (please specify)
21.
Would you be interested in a demo of SSON Analytics on comparative location data including talent availability, #of SSCs/BPOs, cost of center operations and salary data, along with benchmarking and our global health index?
Yes
No
if yes, please add your business email address below
Current Progress,
0 of 21 answered