Documente Academic
Documente Profesional
Documente Cultură
2 | Page
19
28
Features Review
Regulation
Outsourcing in the future retail bank
Moving up the value chain
Challenging times for the life and pensions industry
New destinations for outsourcing
Afterword
Elix-IRRs services
Appendix top deals 2012
38
Introduction
Market Context
Market Context
BPO Trends
Foreword
Executive summary
ITO Trends
Features
Introduction
64
3 | Page
Conclusion
Conclusion
4 | Page
Foreword
Stephen
Newton
Founder and
Managing Partner
of Elix-IRR
5 | Page
Executive Summary
6 | Page
2.
3.
4.
5.
7 | Page
8 | Page
Introduction
Conclusion
Features
ITO Trends
BPO Trends
Market Context
Market Context
9 | Page
RBS
Standard Chartered
HSBC
ICBC
Bank of China
Barclays
Lloyds Banking Group
0%
20%
40%
60%
80%
100%
120%
140%
160%
180%
200%
JP Morgan
Goldman Sachs
Citigroup
BNP Paribas
HSBC
RBS
Lloyds Banking Group
Barclays
0%
2%
4%
6%
8%
10%
12%
14%
Source: Published 2013 Interim Results and 2012 Annual Results, Elix-IRR analysis
10 | Page
Regulation
11 | Page
ITO
BPO
600
500
400
185
189
182
181
299
311
328
347
2009
2010
2011
2012
300
200
100
-
i. BPO / ITO
ITO
$189bn
35%
BPO
$347bn
65%
Asia Pacific
$80bn
15%
EMEA
$178bn
33%
Americas
$277bn
52%
12 | Page
13 | Page
35%
34%
65%
2009
Other
industry
spend
$354bn
66%
66%
2010
2012
2011
Figure 6. Financial services outsourcing market performance 2009-2012, and forecast 2013-2016
250
200
150
170
170
176
182
2009
2010
2011
2012
190
2013
217
207
198
100
50
0
2014
2015
2016
Figure 7. Financial services outsourcing performance 2009-2012 and forecast 2013-2016 by BPO / ITO
CAGR
2009-12 / 2012-16
200
BPO
$143bn
78%
180
ITO
$39bn
22%
3.2% / 5.2%
160
140
120
100
80
60
40
-0.2% / 1.5%
20
2012
0
2009
2010
2011
2012
2013
2014
2015
2016
CAGR
2009-12
100
Asia
Pacific
$29bn
16%
Americas
$89bn
49%
EMEA
$64bn
35%
90
1.6%
80
70
3.3%
60
50
40
30
3.5%
20
10
2012
0
2009
2010
2011
2012
14 | Page
15 | Page
Emerging markets
Economic update and impact on outsourcing
BRICs, no mortar?
16 | Page
12
FS support
functions
10
% GDP growth
TCS
IBM
Infosys
Capgemini
Wipro
2
Accenture
0
0%
20%
40%
Low Cost
60%
80%
100%
High Cost
Brazil
Russia
India
China
OECD
17 | Page
18 | Page
Introduction
Market Context
Conclusion
Features
ITO Trends
BPO Trends
19 | Page
Figure 11. Global financial services BPO market size 2009-2012, forecast 2013-2016, by domain
200
180
17
160
16
15
140
120
100
14
13
12
32
34
36
12
12
25
25
123
102
107
117
93
98
112
93
2009
2010
2011
2012
2013
2014
2015
2016
30
28
27
80
60
Insurance
40
Support services
20
Banking
operations
Figure 12. Financial services BPO average contract value and number of deals signed 2009-2012
120
100
60
80
40
60
51
56
57
20
47
40
20
Number
of deals
signed
80
2009
2010
2011
2012
20 | Page
21 | Page
Insurance
BPO
$13bn
9%
Support
services BPO
$28bn
20%
Banking BPO
$102bn
71%
Total: $143bn
70
$6bn
$13bn
Payment processing
$49bn
$34bn
Mortgage processing
Securities processing
60
50
40
30
20
10
2012
Core banking*
Total CAGR
2012-2016
4.7%
0
2009
2010
2011
2012
2013
2014
2015
2016
2015
2016
12
Total CAGR
2012-2016
7.2%
$4bn
$9bn
Life BPO
10
8
6
4
2
2012
0
2009
2010
2011
2012
2013
2014
14
$1bn
$3bn
HR outsourcing
$7bn
$10bn
F&A outsourcing
KPO
Procurement
12
$0.1bn
$8bn
2012
Customer Management
Services
Document management
Total CAGR
2012-2016
6.3%
10
8
6
4
2
0
2009
2010
2011
2012
2013
2014
2015
2016
22 | Page
Insurance
The insurance BPO market returned to growth in
2012, having declined by 3% in 2011 (see figure
11). Growth was driven in part by mega-deals in
life and pensions, the top five deals accounting for
24% of the total value of all insurance BPO deals
in 2012 (see Appendix for further details). These
deals are being driven largely by a desire to
minimise the cost of regulatory compliance and
capital increases.
Outsourcing in Property and Casualty (P&C)
processing suffered in 2011 but returned to 4%
growth in 2012, and the market is forecast to pick
up from 2013 to CAGR 5% between 2013-2016
(see figure 15).
Life insurance BPO has performed well since
2009, growing with 6.0% CAGR over the 4 years,
and is also forecasting strong growth at 9.8%
CAGR through 2013-16 (see figure 15). Across
the market we are seeing insurers increasingly
look to service providers to remove complexity
from their businesses, allowing them to focus on
their core business and prospects for growth in
emerging markets.
Life and pensions firms are waking up to the
costly burden of policy administration, particularly
of closed books. This is a key driver behind
outsourcing, as the largest deal this year shows.
Diligenta, a subsidiary of TCS, will administer 3.2
million Friends Life policies in the UK using the
TYSCS BaNCS system. The contract is worth
1.37bn ($2.2bn) over 15 years.
23 | Page
Support services
The mainstay of BPO in many industries, support
services BPO remains a small fraction of the
market in financial services but continues to grow
at a significantly higher rate: 5% last year, and
with a CAGR of 4.2% between 2009-2012 (see
figure 11).
Growth is being driven largely by an increase in
three key areas: Customer Management Services
(CMS), document management and HR
outsourcing which collectively comprise 86% of
support services BPO. These are forecast to
continue to drive growth up to 2016.
24 | Page
Cognizant
Regional / other
3%
Serco
12%
Citibank
30%
10%
Multitower
global
36%
TSYS
BNY Mellon
10%
Industry
specific
61%
Quindell
6%
10%
7%
7%
8%
HP
Others
Buyer
Vendor
Value
Duration (years)
Description
Citigroup
HCL
Technologies
$220m
5 years
(new contract)
UniCredit
HP
$150m
15 years
(new contract)
Bank of
America
T-Systems
$120m
6 years
(new contract)
Payment processing
Bank of
Queensland
HP
$108m
2 years
(extension)
Fulfilment, customer
management, front-office BPO
SunTrust
First Data
$90m
3 years
(renewal)
Merchant processing
Buyer
Vendor
Value
Duration (years)
Description
Friends Life
Diligenta
$2.2bn
15 years
(new contract)
ING
Cognizant
$330m
7 years
(renewal)
Insurance BPO
Aegon
Serco
$263m
10 years
(new contract)
Large UK
Insurance
Intermediary
Quindell
$190m
3 years
(new contract)
Lincoln
Financial Group
Capita
$168m
15 years
(extension)
25 | Page
Figure 17. Financial services BPO market size 2009-2012, forecast 2013-2016, by region
200
CAGR
2009-12 / 2012-16
180
25
160
140
120
6% / 7%
23
22
16
100
20
19
18
17
54
51
49
57
60
64
45
47
73
76
79
87
68
70
83
69
2009
2010
2011
2012
2013
2014
2015
2016
5% / 6%
80
60
Asia Pacific
40
EMEA
2% / 4%
20
Americas
0
i. Americas
120
60
100
50
80
40
60
30
40
20
20
74
43
35
10
21
2012
60
100
50
80
40
60
40
30
97
88
20
79
46
20
10
2010
2011
2012
120
60
100
50
80
40
60
30
40
20
20
-
32
13
2009
10
21
20
2011
2012
Number
of deals
signed
2011
120
2009
2010
Number
of deals
signed
2009
ii. EMEA
Number
of deals
signed
Figure 18. Financial services BPO average contract value and number of deals signed 2009-2012, by region
0
2010
26 | Page
Market
size
Average
contract
size
CAGR
2009-2012
$72.9bn
$51.1bn
$19.2bn
$21m
$97m
$20m
2%
5%
6%
27 | Page
28 | Page
Introduction
Market Context
BPO Trends
Conclusion
Features
ITO Trends
29 | Page
Figure 19. Global financial services ITO market size 2009-2012, forecast 2013-2016, by domain
50
45
40
35
7.2
31.6
31.3
31.6
32.0
32.3
32.8
33.4
34.1
2009
2010
2011
2012
2013
2014
2015
2016
30
25
20
15
Application
management
7.5
7.3
7.4
7.6
7.2
7.6
7.9
10
Infrastructure
outsourcing
5
0
Figure 20. Financial services ITO average contract value and number of deals signed 2009-2012
140
120
100
80
147
60
40
94
110
99
20
0
2009
2010
2011
100
90
80
70
60
50
40
30
20
10
0
Number
of deals
signed
160
2012
30 | Page
Source: Gartner, Forecast Overview: Public Cloud Services, Worldwide, 2001-2016, 4Q12 Update
31 | Page
Infrastructure
outsourcing
30
$7bn
19%
$32bn
81%
Application
management
25
20
15
10
Total: $39bn
5
0
2009
2010
2011
2012
2013
2014
2015
2016
Figure 22. Financial services ITO average contract value and number of deals signed by domain 2009-2012
Number
of deals
signed
400
60
350
50
300
40
250
200
20
208
100
50
129
2010
2011
2012
60
Average contract value ($m)
10
40
35
50
30
40
25
30
20
52
20
15
10
10
20
22
22
2009
2010
2011
Number
of deals
signed
101
2009
ii. Application
management
30
366
150
i. Infrastructure
outsourcing
2012
32 | Page
Sources: Gartner, Forecast Overview: Public Cloud Services, Worldwide, 2001-2016, 4Q12 Update
Everest Group, Everest Cloud Connect Enterprise Cloud Adoption Survey 2012-2016
33 | Page
CAGR
2009-12 / 2012-16
45
40
35
Asia Pacific
-0.5%
10
10
10
14
13
13
13
-1%
16
16
16
16
1%
2009
2010
2011
2012
30
25
20
15
10
EMEA
5
Americas
0
i. Americas
200
180
160
140
120
100
80
60
40
20
0
60
50
40
30
158
52
2012
40
35
30
25
194
150
20
149
15
67
10
5
0
2010
2011
2012
60
50
40
30
145
168
20
95
10
41
Number
of deals
signed
200
180
160
140
120
100
80
60
40
20
0
2011
45
2009
2010
Number
of deals
signed
200
180
160
140
120
100
80
60
40
20
0
10
38
0
2009
ii. EMEA
69
20
Number
of deals
signed
Figure 24. Financial services ITO average contract value and number of deals signed by region 2009-2012
0
2009
2010
2011
2012
34 | Page
Market
size
$16bn
$13bn
$10bn
Average
contract
size
$158m
$67m
$95m
1%
-1%
-0.5%
CAGR
2009-2012
35 | Page
Regional /
Other
9%
Industry
Specific
2%
CSC
3%
3%
23%
4%
CGI
4%
T-Systems
5%
IBM
HCL Technologies
6%
Multitower
Global
89%
Atos
21%
HP
EVRY
10%
Steria
14%
The rest
Others
Buyer
Vendor
Value
Duration
Description
Caixa
CPM Braxis
Capgemini
$1.3bn
10 years
(new contract)
Multi-scope IT outsourcing
Large German
Bank
Atos
$450m
5 years
(renewal)
Multi-scope infrastructure
management
National Bank
of Canada
CGI
$350m
5 years
(renewal)
Postbank
Atos
$260m
7 years
(new contract)
Multi-scope infrastructure
management
UBS
HCL
Technologies
$250m
5 years
(new contract)
Application outsourcing
Buyer
Vendor
Value
Duration
Description
Allianz
HP
$490m
5 years
(new contract)
Infrastructure management
Old Mutual
T-Systems
$350m
7 years
(extension)
Multi-scope IT outsourcing
Blue Cross
Blue Shield of
North Carolina
Fujitsu
$250m
5 years
(new contract)
Multi-scope infrastructure
management
Blue Shield of
California
HP
$220m
5 years
(renewal)
Multi-scope IT outsourcing
John Hancock
CGI
$142m
7 years
(renewal)
Infrastructure outsourcing
36 | Page
37 | Page
38 | Page
Introduction
Market Context
BPO Trends
ITO Trends
Conclusion
Features
Features Review
39 | Page
1. Regulation
Our first feature examines the structural impact of forthcoming
regulation on outsourced support arrangements
40 | Page
Introduction
Market Context
BPO Trends
ITO Trends
Features Review
Conclusion
Features
1. Regulation
41 | Page
42 | Page
Theme
Global
regulation
provides
leading
players with a
singular focus
Strengthening
client
validation
measures
Capital
adequacy and
liquidity
Credit
mitigation
Detail
Clearly the greater regulatory burden on financial services institutions is driving firms to find innovative
ways of cutting costs whilst increasing or preserving service quality. While outsourcing is clearly continuing
to drive efficiencies for financial services institutions, the increasing scope and depth of regulation is also
compelling buyers to implement improved governance and control frameworks around outsourcing
arrangements.
43 | Page
Introduction
Market Context
BPO Trends
ITO Trends
Features Review
Conclusion
Features
44 | Page
46 | Page
Future
Quality of Service
Past
Customer
Expectation
Expectation gap
Bank channel
service levels
Time
47 | Page
2.
3.
4.
48 | Page
49 | Page
Introduction
Market Context
BPO Trends
ITO Trends
Features Review
Conclusion
Features
50 | Page
2.
60
50
46
44
47
2009
2010
2011
49
51
2012
2013
53
56
59
40
30
20
10
3.
0
2014
2015
2016
51 | Page
However, the market is being shaken up by nonbanks who, through technological innovation
partnerships, find themselves able to provide the
kind of services that the market is demanding.
In response to service providers like Accenture
and Broadridge moving into securities processing
(see figure 26), large transaction banks are also
developing their offerings. The dynamics of the
market for securities processing will shift with the
entry of these new competitors, and transaction
banks will be forced to act more like professional
services firms. As a result this will increasingly
lead to transaction banks focusing on efficiency,
standardisation and technology rather than their
historic emphasis on product-specific expertise
and relationships.
52 | Page
Self Clearing
BPO exc.
technology
IB / TB
Operations
consolidation
Account Operator
Services
Securities Post-Trade
Outsourcing Spectrum
In-house
Traditional
Settlement &
Custody
BPO incl.
technology
Fully
outsourced
Model A/B
Clearing
53 | Page
Introduction
Market Context
BPO Trends
ITO Trends
Conclusion
Features
Features Review
54 | Page
Challenging times
In the Life and Pensions industry
A challenging environment
External forces
1. Regulation
Internal
Tightening
regulation
Inappropriate
operating models
More demanding
customers
Information
breakthrough
Decreasing margins
Decreasing margins
As the factors described combine, the industry as
a whole finds itself squeezed at both ends. With
capital requirements being further challenged by
regulators and an increasingly tough market, both
in terms of customer demands and industry
competition, large firms in the industry are
beginning to look again to outsourcing. A key
driver is the desire to remove the costly
administration burden of aging closed book
policies in addition to unlocking capital. On the
following page we begin to describe how these
factors manifest themselves in the context of
historical trends in the life and pensions BPO
industry.
55 | Page
$2.2bn
New contract
Undisclosed
20 years
New contract
15 years
56 | Page
Introduction
Market Context
BPO Trends
ITO Trends
Features Review
Conclusion
Features
57 | Page
India
Sri Lanka
132
81
182
112
105 days
103 days
18.2%
16.9%
Enforcing contracts
(rank of ease)
184
133
44%
26%
62.8%
91.2%
20,740,000
232,300
10%
6.5 %
Literacy
University Education
(people currently in tertiary education)
Junior BPO resource salary as % of US salary
Source: Doing Business Rankings, UNESCO, CIA Factbook, SourcingLine Top Outsourcing Destinations
58 | Page
Opportunities
Sri Lanka offers significant labour savings
compared to India and ranks well for ease of
doing business. The island also has strengths in a
number of more specialised services that
outsourcing providers are well placed to deliver.
For example, there is a wide finance and
accounting outsourcing capability due to a readily
available supply of chartered accountants trained
on the same accounting standards used in the
UK, in addition to strong analytics capabilities.
The government of Sri Lanka appears to have
recognised that they do not offer the scale
advantage of countries such as India and the
Philippines, and as such is targeting key areas for
growth in outsourcing, mainly centered around
capabilities in IT including software development,
training and IT enabled services. They also have a
young but emerging KPO industry, driven by firms
such as HSBC and WNS who have established a
local presence. The government is currently
offering significant tax and duty incentives,
including tax holidays of 4-12 years, which are
likely to contribute further to the growth of
outsourcing providers on the island.
Challenges
Infrastructure in Sri Lanka is often expensive and
of low quality. Although property prices can be
lower than in India, telephone charges are
significantly higher and electricity tariffs charged to
businesses are inflated to subsidise the general
population. High speed broadband internet access
also remains limited.
Additionally, the smaller population means large
companies will be unable to achieve savings from
scale. This is exacerbated by continued low rates
of tertiary education (~10%-12%) and the lack of
English speakers (~10%), particularly outside
Colombo.
Examples
Several multi-nationals already have centres in Sri
Lanka, including HSBC, who expanded their
network of group service centres into Colombo in
2004, and WNS who use Sri Lanka as a base
from which to deliver voice and multilingual voice
support. There are also several established local
providers such as BPO firm Hellocorp.
59 | Page
In focus: Colombia
Brazil
Colombia
130
45
Construction Permits
(rank of ease)
131
27
165 days
57 days
40.8%
18.2%
Enforcing contracts
(rank of ease)
116
154
16%
76%
90.4%
93.6%
6,929,000
1,849,000
Getting Electricity
(average time for connection)
Labour Tax
(%)
Literacy %
University Education (currently in tertiary
education)
Source: Doing Business Rankings, UNESCO, CIA Factbook, SourcingLine Top Outsourcing Destinations
60 | Page
Opportunities
Despite its reputation for drug-fuelled conflict,
Colombia has made significant steps to stability in
recent years. The capital Bogot has reduced its
homicide rate by nearly 80% in the last ten years
to become one of the safest urban areas in Latin
America. Resuming in November 2012, peace
talks between FARC rebels and the government
promise to allow Colombia to fulfil its economic
potential. However, the government will have to
proactively challenge the worlds perception of
Colombia and further encourage foreign
investment.
The stabilisation of the political landscape is
improving business in Colombia, ranking 45th
worldwide in the World Banks Doing Business
rankings in 2013. Colombia has a well-enforced
regulatory environment, particularly in financial
services and also scored particularly highly for
protecting investors, placing 1st in Latin America
and 6th worldwide. For example, legal stability
contracts are in place to protect investors. The
government also offers generous tax incentives to
encourage foreign investment, such as free trade
zones.
Challenges
A challenge faced by Colombia in developing its
reputation in outsourcing is the low percentage of
English speakers. The government has
implemented initiatives aiming to address this,
such as the National Programme for Bilingualism
2004-2019, however the success of these
programmes has been questioned. Nonetheless,
there is a strong opportunity for Colombia to
provide contact centre services for Spanish
speakers from the US, Europe and the rest of
Latin America.
Compared to other South American markets
Colombia is less well developed, with fewer highly
skilled workers. The Colombian outsourcing and
offshoring market, as yet, has failed to attract the
same high value BPO or ITO activities that Brazil
or other South American countries provide, and
the majority of current operators are providing call
centre services.
Examples
There are a number of companies that operate in
Colombia, for example CitiGroup, Siemens, Tata,
Hewlett Packard (who run a BPO centre in
Medellin which handles group back office) and
Kimberly Clark (who operate their Global
Innovation Centre from the country).
Colombia has secured loans from the InterAmerican Development Bank to develop their
outsourcing and offshoring sector. The
government has also set up free trade zones for
BPO facilities to further incentivise the industry.
61 | Page
62 | Page
Introduction
Market Context
BPO Trends
ITO Trends
Features
Conclusion
Conclusion
63 | Page
Afterword
At the beginning of our report we asked What
next for the financial services support model? The
answer is both complex and uncertain.
It is clear that service providers continue to drive
substantial cost efficiencies in both ITO and BPO
for the financial services industry, and as such we
can expect to see a continued stream of highvalue deals being agreed between the largest
financial services institutions and multi-tower
outsourcing firms. We believe that as the market
matures we will see a new wave of deals coming
through, as firms regroup following the financial
crisis and can focus on tackling the cost burden of
legacy systems and support processes. As a
result we expect to see outsourcing moving
deeper into core banking processes.
While the full impact of regulation is yet to be
articulated across the board, it is certain to
continue to place pressure on capital
requirements across the sector. This will
contribute further to the already existent pressure
on margins and drive firms to approach
outsourcing, both as a means to improve their
balance sheets and to release capital.
64 | Page
Elix-IRR
Elix-IRR is a strategic advisory firm specialising in
all forms of strategy, transformation, change, and
execution. We have grown to become a multi
award-winning company, working with
multinational clients around the world to help them
to successfully achieve their business plans and
deliver upon their market commitments. The mix
of experience, people and skills we offer is truly
unrivalled.
Contact Us
For further information regarding Elix-IRR and this
research report, please contact the following people:
Stephen Newton
Managing Partner
Email: stephen.newton@elix-irr.com
Barry Lewis
Partner
Email: barry.lewis@elix-irr.com
Graham Busby
Partner
Email: graham.busby@elix-irr.com
Anthony Potter
Partner
Email: anthony.potter@elix-irr.com
65 | Page
66 | Page
Introduction
Market Context
BPO Trends
ITO Trends
Features
Conclusion
Appendix
67 | Page
1
$220m
2
5 years
New
contract
$150m
UniCredit Business
Integrated Solutions SCpA
15 years
New
contract
Payroll, application
hosting and mgmt,
systems integration
3
$120m
6 years
New
contract
Payment processing
4
$108m
5
2 years
Fulfilment, customer
Extension management services,
front-office BPO
$90m
Renewal
Merchant processing
3 years
68 | Page
6
$75m
5 years
Renewal
Payments processing
$60m
3 years
Renewal
Securities processing
8
$50m
10 years
New
contract
Securities processing
9
$50m
10
5 years
New
contract
Payments processing
$40m
8 years
Renewal Multi-process HR
& Expansion outsourcing
69 | Page
1
$2.2bn
2
15 years
New
contract
$330m
7 years
Renewal
Insurance business
process services
3
$263m
10 years
New
contract
4
$190m
Large UK
Insurance
Intermediary
3 years
New
contract
$168m
15 years
70 | Page
6
$81m
5 years
New
contract
8
$20m
7 years
Renewal
Multi-process BPO
9
$15m
$40m
5 years
Renewal
10
5 years
Renewal
$11m
Leading APAC
insurance
company
5 years
Unknown
F&A outsourcing
71 | Page
1
$1.3bn
2
10 years
New
contract
Multi-scope IT outsourcing
$450m
Large German
Bank
5 years
Renewal
Multi-scope infrastructure
management
3
$350m
5 years
Renewal
4
$260m
5
7 years
New
contract
Multi-Scope Infrastructure
Management
$250m
New
contract
Application outsourcing
5 years
72 | Page
6
$223m
5 years
Extension
Multi-scope infrastructure
management
$200m
10 years
New
contract
Multi-scope infrastructure
outsourcing
8
$140m
3 years
9
$100m
10
US Financial
Services firm
3 years
Unknown
Infrastructure management
accounts for almost 80% of
the cost of the whole top ten
banking ITO deal cost
Application testing
Management
$100m
5 years
New
contract
Multi-scope infrastructure
management
73 | Page
1
$490m
2
5 years
New
contract
Infrastructure
management
$350m
7 years
Extension
Multi-scope IT outsourcing
3
$250m
5 years
New
contract
Multi-scope infrastructure
management
4
$220m
5
5 years
Renewal
Multi-Scope IT
Outsourcing
$142m
Renewal
Infrastructure Outsourcing
7 years
74 | Page
6
$100m
3 years
Extension
Application management
$80m
RSA Canada
6 years
Renewal
Infrastructure
management services
8
$51m
4 years
Renewal
Application management
9
$47m
10
5 years
New
contract
Network management
$46m
Local Insurance
5 years
New
contract
Multi-Scope infrastructure
management
75 | Page
About Elix-IRR:
Elix-IRR is a strategic advisory firm, offering
bespoke, differentiated advice to plan and execute
achievable transformation that creates
demonstrable business value. We provide
inspiration and drive at every step of the process,
from defining business strategy, through operating
model design and strategic sourcing, to the
alignment of major change initiatives. Our team is
comprised of senior professionals from top-tier
consulting and services firms, as well as
experienced practitioners from industry.
We provide insightful, practical and pragmatic
advice that leads to real results.
www.elix-irr.com