Key Drivers of Business Process Transformation in U.S. Companies

Vision and policy of the government Governments in dozens of countries as varied as Costa Rica, Iran, Kenya, South-Africa, Bangladesh, Vietnam, and China are actively supporting their BPO services sector with specific policies. Every one of the other elements in the Oval model is under control by a government. Over years, national aspirations have evolved. Rather than expanding the sector, fashion in the 1980s was meant to shield it as much as possible from outside competition. State intervention's shape and contents evolved into those of a tool for supporting private sector projects. In fields like education where markets are "inefficient," government actions are most beneficial. The government's main long-term involvement for the services export sector is investing in human resources. Long-term investment in human capital will help the industry of the country to become more flexible and competitive. In BPO, competition is essentially about low cost skilled labor, not only providing inexpensive labor. Human capital investment covers programs at specialized technical colleges and vocational schools as well as science and technology initiatives at national universities.In two crucial areas, technology parks and telecommunications, the government can also create and direct national infrastructure. The Indian government woke up in 1999 realizing it had to overhaul its ineffective monopoly telecoms system. Many of the private providers were let within the company. Results were striking and in the big cities; the quality and cost of the telecommunication systems are now almost matching those of developed countries.

Under its e-Sri Lanka  development road map the government 

Of Sri Lanka started an endeavor to create a thorough national ICT development strategy. Apart from the regular national ICT elements including connectivity, legal reforms, and human resource development, the strategy includes some actions aimed for the BPO export sector. Aiming to make this industry the fifth pillar of the economy after sugar, textiles, tourism, and the financial services sector, the government of Mauritius is developing a CyberCity including IT- and BPO-service providers. BPO is now recognized by the Kenyan government as a major engine of future economic development for Kenya. BPO has been chosen among the six primary economic pillars in its strategy plan "Vision 2030." One of the top three BPO locations in Africa should soon be Kenya, fast rising. The government targets for 2012 are 7.500 direct jobs in the BPO industry, of which 5.000 are to be found in newly established BPO parks. Among Kenya's strengths are some capable local businesses, a lot of educated English speakers, and a reasonable time zone. Furthermore, mobile phones have spread over the nation and lately, new glass fiber broadband connections reach her shores. Governments can also help companies currently exporting with marketing support. Funding trade events, organizing delegations, and creating match-making initiatives—to help identify customers in important target markets—they can provide marketing support. The yearly Indiasoft conference and fair is coordinated by the Indian government agency ESC, or Electronics and Computer Software Export Promotion Council. Though historically it concentrated on ITO, the event now also pays close attention to BPO and KPO. Information Technology Industry Development Agency (ITIDA) was established by Egyptian government. It aims to help businesses with appropriate tools to boost BPO and ITO exports.

Governments from numerous developing nations are 

Also running Trade Promotion Organizations in big overseas markets. Sometimes these TPOs finance national exhibits at trade fairs, mailings, seminars, and trade missions. Human resource capital The main asset of a nation is human capital. Human capital is used to refer to the skills and knowledge of the national workforce. Nations with inadequate educational systems and weak institutions and organizations—in which their people learn to work—may have numerous workers but little human capital. Offering BPO solutions is labo.The staff consists in several different fields. Although managerial expertise is most sorely lacking at the mid-level for project managers, graduates of colleges or universities are usually somewhat plentiful. This is even a difficulty for India, which has many technically competent but significantly less experienced project managers. Proper management of BPO-projects is crucial. It should be mentioned that occasionally the hazards are more related to offshore BPO-work than to offshering ITO. Unclear standards or miscommunication cause certain projects to be delayed when offshore software development efforts. Although this can be annoying or even disruptive, often the organization does not depend on it; business goes on. BPO is distinct in this regard. An entire business process runs danger when outsourcing revenue-generating operations offshore, including contact centers. Should consumers be dissatisfied with the offshore service provider, income could be lost. One well-known example is Dell, which chose in 2003 to channel some customer service calls to helpdesks in the United States instead of its call center in Bangalore, India. Several of Dell's business clients claimed that Indian technical support staff members could not manage difficult computer problems and depended too much on written responses.

Lastly, there is linguistic capital that is your client's language

Of choice. The predominance of English language results in disadvantage for service providers in non-English speaking nations on the worldwide scene. Countries having past ties to the US or the UK, such India, Pakistan, Bangladesh, the Philippines, Kenya or Ghana, benefit in this respect. Others lose possibilities and struggle with language, such China, Indonesia, or Vietnam. For their younger people, several countries are funding language education. maller nations may find great difficulty with the supply of qualified personnel. In this sense, education ought to be reinforced. One could consider using personnel from another country, but not without challenges. For export-oriented projects, several Jamaican companies hired programmers from India, for instance, with little success; the well-qualified Indian personnel could not be kept and left after a limited period for the United States. South-Africa is depending on Surinam, who are living and working in South-Africa for a few years, as it does not have enough fluently Dutch-speaking employees. Surinam has enough Dutch-speaking employees, while its IT personnel is lacking. The necessary knowledge was lacking when a Dutch company sought to set up a software testing business. To train local staff, Indian experts had to be dispatched to Surinam. ur- and highly skilled. This is much more true for services connected to ITO and KPO. Thus, a key component of related policy is focused on the provision of sufficiently plentiful trained and educated human resources. Important organizational capital is also the ability of managers to carry out their tasks in line with staff members' capacity to run teams and companies successfully. Organizational capital is gained gradually over many years via pertinent experience. One can learn in part as well. Management and administration schools teach managerial skills, the knowledge that one gains in that regard.