Disertatie Copy2 [614240]

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1. Introduction to the business process management industry
1.1 Overview
Business process management (BPM) represents a field in operations management, whose main
focus is on the improvement of corporate performance, through the management and the optimization
of a company's business processes. Thus, it might also be refer red to as a "process
optimization process." (https://en.wikipedia.org/wiki/Business_process_management)
The role of business process management is to make an increase on the level of efficiency and
effectiveness, in a more efficient, satisfactory way than a traditional hierarchical management approach
focused on functions. These processes can have a great impact at the level of costs and revenue
generations of an organization.
In terms of a policy -making approach, from the point of view of the bus iness process management,
the importance of processes is highly valued, they represent the assets of an organization and, in order
for them to add value to the products and services offered to clients or customers, they must be
understood so that they can be managed and developed. This approach is argued by business process
management proponents to be supported through and dependent on technology, as well as people.
For some, such as BPM Institute.org, business process management represents:
“(…) the definition, improvement and management of a firm's end -to-end enterprise business
processes in order to achieve three outcomes crucial to a performance -based, customer -driven firm: 1)
clarity on strategic direction, 2) alignment of the firm's resources , and 3) increased discipline in daily
operations.” (https://en.wikipedia.org/wiki/Business_process_management)
For some others, such as The Workflow Management Coalition and BPM.com, business process
management represents:
“(…) a discipline invo lving any combination of modeling, automation, execution, control,
measurement and optimization of business activity flows, in support of enterprise goals, spanning
systems, employees, customers and partners within and beyond the enterprise boundaries.”
(https://en.wikipedia.org/wiki/Business_process_management)
Initially, the main focus of business process management was to use information technology to
automatize business processes. Nowadays, it integrates processes run by people, enabling thus human
interaction to become the main engine along the use of technology. For example, a chart of tasks can be
created by a system of workflow management, in order to assign certain roles, or duties, to the people
qualified to perform them using certain machines or automatized systems.
Such tools of workflow management are SIPOCs, RACIs, CTQs, etc. Histograms allow users to:
visualize functions and processes
measure and determine the appropriate way to achieve success

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analyze and compare the various possibil ities in order to determine an optimal improvement
improve, select and implement the improvement
control implementation and monitor the improvement in real time and update the performance
information in order to keep record for future actions
1.2 Technolog y and applicability
Business process management activities can be grouped into categories such as modeling, design,
execution, monitoring and, of course, optimization.
In order to automate processes, a company can develop or purchase an applicati on that performs the
specific steps of the process. But this option might involve some risks, since it is not 100% certain for
such applications to perform all the steps of the process in an accurate or complete way.
A second possibility would be to combine the use of software technology and human intervention, a
more complex approach which, in my opinion, could make both ends meet, despite the possibility of the
process of documentation to become more difficult.
Bellow you can see an example of Business Process Management Service Pattern. This pattern shows
how business process management tools can be used to implement business processes through the
orchestration of activities between people and systems.
According to recent studies, “the lev el of international standards for the task has limited business
process management to the application in the IT sector, and ISO/IEC 15944 covers the operational
aspects of the business.”
(https://en.wikipedia.org/wiki/Business_process_management)
How ever, such standard operating procedures are still in use in corporations that have the culture of
best practices, under the scope of regulating their operational process. There are also other standards to
be improved in order to assist in business process management implementation (BPMN, Enterprise
Architecture and Business Motivation Model).
Nowadays, business process management represents a critical component of operational intelligence
(OI) solutions, needed to deliver actionable information in rea l time. For example, one can send alerts or
take executive decisions through real -time dashboards. Solutions discovered through the strategy of
operational intelligence make use of real -time information and use pre -defined rules to take automated
action. I n this way, security measures, as well as exception management processes can be initiated.
In some perspectives, business process management is "the bridge between Information Technology
(IT) and Business." (https://en.wikipedia.org/wiki/Business_proc ess_management)
A business process management suite has four critical components:

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Process engine — a robust platform for modeling and executing process -based applications, including
business rules
Business analytics — enable managers to identify busin ess issues, trends, and opportunities with reports
and dashboards and react accordingly
Content management — provides a system for storing and securing electronic documents, images, and
other files
Collaboration tools — remove intra – and interdepartmental communication barriers through discussion
forums, dynamic workspaces, and message boards
Business process management also addresses many IT issues:
Managing end -to-end, customer -facing processes
Consolidating data and increasing visibility into and access to associated data and information
Increasing the flexibility and functionality of current infrastructure and data
Integrating with existing systems and leveraging service oriented architecture (SOA)
Establishing a common language for business -IT alignment
1.3 Main competitors
Since the past few years, NASSCOM has been ranking the Top BPM Companies, based on a survey
conducted annually. Through this survey, NASSCOM collects financial and other information from its
member companies and the participating companies are ranked based on the data submitted.
According to NASSCOM, most business process management companies are based in India, having
subsidiaries all over the world, as well as in Romania. The list composed by NASSCOM contains Top 10
BMP emp loyers as following:
Genpact Ltd.
Tata Consultancy Services Ltd
Wipro BPO
Infosys BPO
WNS Global Services (P) Ltd
Firstsource Solutions Ltd.
Hinduja Global Solutions Ltd
EXL

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Aegis Ltd
HCL Technologies Ltd. – Business Services
More details are available at:
http://www.nasscom.in/industry -ranking
2. Company description – Genpact Ltd.

http://www.genpact.com/
“Generating impact for sophisticated, complex enterprises
We put digital technology and analytics to work. Our experience demonstrates that advanced
business processes and operations can generate material impact. They help our clients control cost and
capital intensity, strengthen market engagement, support organizational transformation, and manage
risk and compliance. In doing so, they make our clients more competitive. It is this focus that has
enabled us to transform the business process services space in only a few years.”

Genpact is a global business process management and services corporation, having key offices in New
York City, United States. It’s listed on the “New York Stock Exchange” under the symbol G. The main
scope of the company is to provide its clients digi tal power and solutions that can generate cost
efficiency, business improvement and, in the end, to help both the company and the client to develop
their expertise: “We architect the Lean Digital Enterprise” (http://www.genpact.com/why -genpact).
Acco rding to Wikipedia (https://en.wikipedia.org/wiki/Genpact), the net revenues reported by the
company in 2015 were of US$2.46 billion, having more than 70,000 employees in 25 countries. Among
the clients Genpact has, it also owns approximately one -fifth of the Fortune Global 500.

2.1 Background
The company was originally founded in 1997 by Pramod Bhasin, with no more than 20 employees and
an aspiring vision, being a business unit within General Electric. The main goal was to improve the
process effic iency and operational effectiveness within General Electric by providing business process
services.
Through Pramod Bhasin’s initiative, Genpact managed to grow by building infrastructures in several
cities in India, as well as through the investment in people, i.e. offering opportunities to unexperienced

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young people, as well as providing trainings and employment opportunities to women. Also, Genpact
adopted the principles of Lean and Six Sigma, along General Electric.
In January 2005, Genpact be came an independent company offering their process expertise to clients
outside of General Electric. The official name became Genpact, representing their scope of Generating
Global Impact.
In August 2007, the company was listed on the NYSE under the symbol G and publicly traded. In the
period of time 2007 -2010, the company increased in popularity at an international level, having a rate of
employees of 33% wider, revenues of US$2.1 billion and adding sites in six new countries.
Also, starting 2 010, the company started moving towards the west and became a significant presence
in Europe (e.g. Romania, Poland, Czech Republic, Netherlands, Great Britain), as well as in US, later
setting the main corporate office in New York City.
In 2011, the new president and chief executive officer (CEO), NV ”Tiger” Tyagarajan, was appointed to
the Board of Directors and succeeded Pramod Bhasin, who became the non -executive vice chairman.
Tyagarajan was previously CEO in the period of time 1999 -2002, managing the business in a critical
growth phase. Thus, his experience and leading skills brought him to the anchor of the company.
In November 2012 Bain Capital became Genpact’s largest shareholder and initiated a new phase of
growth, based on the improveme nt of the relationships with the client and enlarging the domain of
expertise.
In Romania, Genpact settled the first office in Bucharest in 2005 and, two years later, followed the
office of Business Process Outsourcing (BPO) in Cluj. Genpact was the first business process
management company to enter the Romanian market. It enjoyed great popularity and in 2009 it already
had around 14000 employees, out of which 1200 were part of the office in Bucharest.
According to Wikipedia, the turnover in 20 11 in Romania was that of €52 million.
(https://ro.wikipedia.org/wiki/Genpact)
3. Company Structure
Since its foundation, Genpact has been led by a superior leadership team with “strong, active and
independent board members” (http://www.genpact.com/a bout -us/board -of-directors) and an
experienced, globally -distributed senior management team. The members bring multi -industry
experience, unique perspectives and elaborated strategies, being recognized for the contribution to the
growth phases of the compa ny.
According to the report run by www.hierarchystructure.com, Genpact exceeds the number of 65,000
employees across more than 25 countries in the whole world and it owns revenues of more than $2.1
billion, thus being one of the largest independent c ompanies providing externa services. The
management of the company is supported by a hierarchical structure: Apex level, Middle level, Lower
level.

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The Apex level represents the active, independent top level body which insures the success of the
compa ny worldwide. On this level we can find the CEO and the 9 members of the Board that take all the
decisions in the company.
The Middle level represents the mediate level between the two extremes. The managers and heads
of various departments (e.g. Mark eting, Human Resources, Sales, etc.) are part of this category and they
execute higher orders and also supervise the lower level.
The Lower level represents the base of the hierarchy, as well as the base for the functioning of the
company. This level contains ground -level workers and supervisors that, though with no power of
decision in the company, represent the core engine. The employees at the lower level deliver the
services and make it possible for the company to “generate impact” and satisfy its customers, thus
placing it among the largest multinational companies that provide services of business process
management.
3.1 Genpact Ltd.

Board of Directors
NV “Tiger” Tyagarajan – President & CEO
James C. Madden – Co-Founder & Managing Director
Cece Morken – Executive Vice President
Robert G. Scott – Chairman of Board
Hanspeter Spek – Chairman of Board
Carol Lindstrom – Vice Chairman
Alex J. Mandl – Non -executive Chairman
David Humphrey – Managing Director, Bain Capital
Amit Chandra – Managing Director, Bain Capital Advisor
Leadership Council
NV “Tiger” Tyagarajan – President & CEO
Patrick Cogny – SVP & Business Leader, Infrastructure, Manufacturing & Services
Harpreet Duggal – SVP & Business Leader, High Tech
Shantanu Ghosh – SVP, CFO Services & Consulting

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BK Kalra – SVP & Business Leader, Life Sciences & Healthcare
Arvinder “Monty” Singh – SVP & Business Leader, Capital Markets & IT Services
Rohit Tandon – SVP & Business Leader, Analytics & Research
Mohit Thurkal – SVP & Business Leader, Banki ng, Financial Services & Insurance
The Board of Directors has the responsibility to monitor the level of risk that the company might face
and the management team – the leadership council – analyses and supervises the implementation of the
initiatives to be taken. In day -to-day activities and decisions, the Board is assisted by an Audit
Committee, a Compensation Committee and a Nominating and Governance Committee.
3.2 Company Culture
In terms of company culture, Genpact can be proud about a unique heritage as both part of another
business and an independent company that built its own visions. The culture created is one based, on
first place, on customer centricity, as well as on teamwork and continuous improvement. The values on
which it was built a re those of integrity, trust and they represent the “compass to guide thoughts and
actions” (http://www.genpact.com/about -us/our -culture).
Genpact follows the proverb “Our client, our master”, turning the duty of fulfilling clients’ wishes into
a mis sion to exceed expectations and bring the process to perfection. The strong operating culture
defines the effectiveness of the process which brings high business impact to the clients. The
relationship with the client has a strategic, long -term character.
The Net Promoter Score (NPS) of the company reaches 68% and the contract renewal rate is up to
90%. The feedback received, be that positive or negative, represents the main channel towards
improvement, thus the company organizes quarterly continuous improvement sessions which are meant
to give the client the opportunity to express their opinion about the services provided. In this matter,
the Client Advisory Group which consists of top CXOs is responsible for keeping the clients satisfied,
listening t o their complaints related to the business, sharing strategies and ensuring solutions to their
problems.
With Corporate Social Responsibility (CSR) teams in 18 countries, Genpact has an impressive number
of 14,000 unique volunteers, 10,000 beneficiari es, 13,000 payroll donors, 24 client partnerships and 16
long -term NGO partnerships, all of them representing key drivers that support the area of focus. In
return for the strong level of communication and trust received, Genpact offers community outreach, by
helping people in need, education and employability, by providing trainings to unexperienced
employees, as well as a nice work environment for the employees.
Annually, the company organizes sessions for donation of blood, money and computers. It p rovides
primary education to 8,000+ disadvantaged children; it supports 2,000+ underprivileged girls, children
and youth with higher education skills in India and ensures food and clothes for those in the US.

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Also, it promotes an environmentally frie ndly attitude, by raising awareness on conservation of
paper, water, energy and recycling to build eco -bricks in Guatemala. Such values are passed to the
employees and together support organizations such as:

United Way
Defensores De La Naturaleza
Teach fo r India
Vidya & Child
Red Cross
Stop Hunger Now
Volunteers for America
Dress for Success
Toys for Tots
Local Domestic Violence Programs
American Cancer Society
The average age of the employees is 27 and one of the most important aspects is that Genpact is
willing to hire unexperienced people, especially college students, believing that training people from the
very beginning and “molding” their skills accord ing to the expectations of the company represents a
benefit for the business.
In times when all work places require a certain amount of experience, Genpact comes in for students
and for people with less educational opportunities and offers a chance t o personal development and a
stable job. At the same time, the internal structure offers high possibilities for promotion no matter the
age but the experienced achieved in the company and the involvement in daily activities.
3.3 Organization and performan ce
Genpact, as many other such multinationals from the business process management industry, is
organized into departments and each department is further split into groups which are also split into
teams. Each department has a coordinator and each gro up has team -leaders that supervise the
managers of the teams. This organizational flow is followed in all situations and no exception allows
somebody to avoid contact with one of the persons assigned as manager or team -leader in order to get
to the coordin ator. Usually, each team is involved in their own day -to-day activities; however,

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development projects often require different roles from different teams, groups or departments to work
together and share strategies in order to reach client expectation.
Organisation Chart – Genpact Ltd
Genpact has been constantly achieving solid performance in terms of turnover and development.
Over the years, more and more clients joined the business, reaching a number of 800+ clients.
Also, driven by global cli ents, revenue growth became significantly higher, from 340 in 2007 to 1,813
in 2014, and the shares reached 80% in 2014 from a rate of 41% in 2007. What is more, Genpact was
recognized for investments in technology, innovation, expansion and global deliver y and it was recently
named by the analyst firm Everest Group a “Star Performer and Leader in the 2016 PEAK Matrix™ for
Banking Business Process Outsourcing (BPO)”
(http://investors.genpact.com/phoenix.zhtml?c=209334&p=irol -newsArticle&ID=2206158).
4. Mark eting and strategy
4.1 Overall strategy
Genpact relies on the advanced technologies it owns, as well on the employees’ ability to combine
processes and analytics and to run such applications. A main focus in daily activities is to achieve
leadership p ositions in chosen vertical markets; all clients are partners and there are only win -win
situations.
The path to success that the company chose is the use of the vertical industry expertise, the
capability to design and to bring significant impact th rough a deep process understanding which helps in
delivering outcomes.
The company has set a list of goals that, no matter the role, the department, or the team, all
employees must achieve:
Define the market opportunity
Define the strategy which will bring success
Bring updates on key growth and investment initiatives
Set and discuss financial priorities
Discuss results
Receive feedback
According to recent reports run by Genpact analysts, the large global market continues to grow and
there is a g reat potential for the long -term market potential, assuming that, though the current market
reaches $350B, the true market potential can get to $1,022B in the field of Analytics and New
Technologies. Thus, the strategy on which the company focuses is to ca pture opportunities of high

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value, in order to not only maintain the current level, but also to grow market leadership. The expansion
of market leadership can be achieved by increasing the growth of the number of global clients (GC)
through concentrating i nvestments, enhancing domain expertise, generating various solutions, finally
deepening client relationships.
The strategy is mainly presented under 3 aspects:
1. Investments to be concentrated in selected industries, service lines and geographies, i. e. to create
new service lines and strengthen those existent, to increase the number and caliber of client -facing
teams, as well as the lead solutions and subject matter expert capacity, especially in Europe and Japan.
2. Deep domain expertise to be built through focused hiring, i.e. to hire experienced people for high
positions and train lower level employees in order to grow, to achieve a high level in the same company
and continue to bring significant impact. Also, people are hired according to personal skills, going
through a trial period of 3 months and being trained on a yearly basis.
3. Solutions to be delivered in a various number for the same issue and departments, i.e. one should
always have a backup solution to use in case the previous ones did no t bring the results expected, to
brainstorm on general solutions that can be applied to several fields, reducing costs and time waste.
Also, underwriting skills are prioritized through the use of a cloud -based predictive analytics engine
which creates an end -to-end underwriting system of engagement. All processes have standardized
operations across hubs, using an industry -level utility with design and technology partners; each process
uses the same templates translated to each particular language, so t hat the employees can align and
share the same type of information.

4.2 Mission
Genpact places a special emphasis on the concept of sustainability, i.e. the ability to support services
that do not cause any harm to the environment and improve the quality of life, by focusing on long -term
business viability.
The sector focus of the company is represented by:
Retail and Commercial Banking
Insurance
Life Sciences
Industrial Machinery
Consumer Packaged Goods

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Capital Markets
Healthcare
High Tech
With a strategy that aims at growth on all levels, the company manages to integr ate responsible
economic evolution with social progress, having as scope the improvement of life quality for all its
stakeholders. The practices that the company adopts have as base the relationship it builds with clients,
as well as with employees, becaus e they are the core keys that help the company not only to develop,
but to exist.
As the name itself says, Genpact’s mission is to generate impact, to deliver services of a high quality
with the utmost integrity, at the same creating a culture that su stains and promotes human rights,
respects the environment by conserving resources, as well as investing in employees, helping the to
develop alongside the company. Thus, the mission is not only to generate business impact, but also
environmental and peopl e impact.
As a global leader in the domain of business process management, another mission for Genpact is to
help clients to become more competitive on the market. It offers processes created in the Smart
Enterprise Processes (SEP) proprietary framewo rk, which limits costs and maximizes profits. The
company aims at perfection in its strategies, using the Six Sigma heritage to which it brings innovation
and improvement.
Also, having around 66,000 employees working in more than 70 delivery centers in 20+ countries, it is
not surprising that Genpact’s wish to remain the leader in managing business processes is now more
than that, it is a mission. As many other such multinationals, it focuses on creating and maintaining
strong long -term client relatio nships with companies that need to grow and request its services. The
goal for all employees is to offer great support and not only to find solutions to problems, but the actual
problems as well.
With more than 800 clients across the world, generatin g client impact is a very important mission and
one of the most important scopes. Among the clients can be found many companies that are leaders of
their industry, such as Ahold Europem AstraZeneca, Citigroup, GE, GlaxoSmithKline, Hyatt, Ironshore,
Kimberl y-Clark, Merck, National Australia Bank, Nissan, Symantec, Walgreens, Wells Fargo.
The company aims at creating long -term relationships with the clients and become more than a
service provider – an integral part of their organization. Starting with m ere business consulting and
reengineering, in time clients come back with more requests and they allow Genpact to become an
advisor in problems related to development.
In order to maintain and, at the same time, to improve the relationship with its c lients, Genpact uses
the Net Promoter Score (NPS) methodology, through which it can measure customer loyalty. The clients
offer a score for the services provided, as well as comments regarding what needs to be changed or

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improved. In this way, the company is able to adapt to the requests of the clients and improve their
satisfaction.
Some of the clients have publicly expressed their opinion and appreciation regarding the services
provided by the company and receiving such feedback represents another m ission for Genpact
employees:
“Our relationship just goes from strength to strength. There has been terrific engagement, a real close
working partnership evolving…very happy with it.” Sr. Director and GBS Europe Leader, global financial
services company.
“A strong, reliable organization with depth of capability in providing partnering services and a customer –
focused approach.” Executive General Manager, leading insurance provider, ANZ.
“We have been able to develop a strong, positive relationship with Genpa ct and this has shown itself in
the excellent business results that we are seeing.” Outsourcing Leader, U.S. multinational internet
services and products company.
4.3 Recruitment and training
Recruitment represents one of the core pieces necessary for the success of a company. Each and
every service provided is managed by an employee; even if most of the work is done by a machine or
application, it is a human that creates and maintains them.
The performance of a process is mostly dependent on the skills and experience of the employees.
Though the system or the tools used are not of a high quality, the way in which the employees manage
them, as well as their reaction in difficult situations and the attitude towards the client have a major
impact an d can change the results completely.
In Genpact, recruitment is conducted by the department of human resources, as well as by
department heads and team leaders who join the process in the final phase. Also, being a multinational
company in which fore ign languages represent one of the most important criteria for employment,
external agencies are used for the first phase of the recruitment process, i.e. language tests.
Thus, the process of recruitment is organized as follows:
Language test on the p hone followed by a writing test
First interview with the representative from human resources
Second interview with the representative from human resources and the department head
Third interview with the department head and the team leader
Recruitment is performed through various means:

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Online recruitment is the main tool used for advertising vacant positions. The company creates accounts
on official job -recruitment websites through which people can find information with regard to the r ole,
responsibilities and requirements for a job and apply for it.
Referrals represent a “win -win-win” situation for all 3 parties, since the company already has feedback
regarding the person proposed for the job, the future -employee has feedback regarding the
environment in the company and the person that made the recommendation receives financial benefits.
Job fairs are held periodically, especially after the end of university year when students are eager to use
summer to gain professional experience an d become financially independent. Such job fairs are mostly
organized in collaboration with volunteering associations in universities, but also during the official
campaigns of the town.
Genpact sets high value on vocational training and invests in em ployees’ aptitudes. After being hired,
the new employee goes through a trial period of 3 months in which he/she receives various trainings,
both for the process assigned (e.g. use of the tool) and for personal development (e.g. e -mail writing
skills).
What is more, such trainings are not available only during the probationary period. The employees
can attend language classes and other trainings during the contractual period, having sessions for
beginners, as well as for intermediate and advanced knowl edge.
5. Team -management
5.1 Team organization
In Genpact, there are various departments that provide different services, such as procurement,
accounts payable, helpdesk, etc. Though each process has a different set of roles and tasks, tools and
work around time, all of them are structured according to the same hierarchy and each workflow is
followed in any type of query.
Roles within Genpact:
Operations Lead has the responsibility to achieve goals by leading the teams, i.e. setting and assigning
tasks to Team Leaders, who will pass them to lower levels, creating a workflow and ensuring effective
management within all organizations. They are also in charge of clients who visit a department.
Team Leaders represents the mediator between the Head of Customer Support and the teams in each
department. They have the responsibility to ensure that the rules and the policy of the company are
followed by everyone.
Managers in line have the responsibility to assist and guide the teams in their daily activiti es, as well as
to provide help for employees, be that in terms of process tasks or problems of another nature, for
example harassment (coming from the team or from a client) and displeasures regarding the working
environment.

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Employees represent the large st group in the company and they have the responsibility to perform day –
to-day activities in order to deliver services and reach client expectation.
IT Support Specialists have the responsibility to offer technical support to the employees. The main
commun ication channel is the phone and, when necessary, a specialist comes on the floor in order to
deal with the issue. Most problems however are solved via phone calls in due time.
In Romania, Genpact has two branches – in Bucharest and in Cluj. Thus, each branch has its own
Support team which follows the same structure in order to promote alignment, one of the policies of
the company. There are also Support teams in India, China and Mexico that follow this policy.
5.2 Work schedule system
As prev iously mentioned, Genpact offers a vast series of services that are characterized by different
assignments and activities. Thus, there are also slight differences when it comes to working hours.
The main work schedule that applies to most of the depar tments is the one implemented in the
majority of multinational companies of this kind: one shift starting at 09:00 and ending at 18:00.
However, there are cases when a department, or only a few teams in that department, agree with the
manager in line and t he team leader to have a different work schedule. For example, some employees
may come to work at 08:30 and leave at 17:30, or they may arrive at 09:30 and leave at 18:30.
For foreign employees that work for the country they came from, the schedule m ight be adapted to
their time zone. For example, a team made up of Portuguese people will come to work at 11:00 and
leave at 20:00. Also, a team made up of German people might have the work schedule 10:00 – 19:00.
Such decisions can only be taken on agreement with the client for which the team provides the
services. Before this final step, the team first needs to receive the approval of the manager in line and
that of the team leader who will further propose it to the operations lead.
Employees can work during the weekend if the process allows it and the payment is higher than that
of a weekday. For example, those who work with an online tool and perform helpdesk activities in real
time cannot work during the weekend since the requests only come in weekdays.
What is more, recently the company agreed with the policy of Short Friday. One member from each
team in each department has the right to leave at 16:00 one Friday every month. The days are decided
between members and can change them anyt ime. Neither the manager in line, nor the team leader can
forbid a member to have a Short Friday, though in some cases he/she might be requested to switch
dates with another member, due to certain issues.
Also, in case the employee does overtime activ ities, he/she will be able to use the extra -hours at a
later date that month. In the same way, if the employee needs to leave earlier, he/she may work
overtime in order to make up for the early leaving.

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Genpact wishes to promote a flexible work schedu le system in order to create a pleasant working
environment. Though the process to achieve the approvals is not simple, this possibility exists for all
employees, no matter the team or department. The most important rule is that there should always be
at least one team member to run the process.
5.3 Communication
Communication represents one of the core elements of any institution, the key towards the success
in any field. No company or relationship can develop without very well structured communicatio n
channels and their absence can only result in chaos and failure.
In Genpact, all departments and levels are connected through a strong chain of communication.
There is no such thing as insignificant impact, so all issues are dealt with in team meetings held with the
scope of sharing, discussing certain topics and f inding the best solution, or after being guided by the
manager in line and the team leader, if necessary.
In order to achieve effective internal communication, all departments and teams in Genpact are
guided to follow a set of principles meant to crea te the ideal environment in which people can get along
well, be up -to-date with latest news and changes, develop team -spirit skills and receive help in any
situation.
Sincerity – when there is an issue concerning and affecting the team, no matter the natur e, the team
members must communicate it to the manager in line, state the issue frankly, in order to discuss it and
try to reach a resolution. Whether the problem is between the team members, or it is personal, one
should not cover for it; accumulated tens ion only results in greater conflicts.
Confidentiality – the team members should not discuss topics related to salaries in the presence of
others, with the exception of the manager in line and the team leader. Also, passwords should not be
shared among col leagues and badges should not be changed between them.
Efficiency – information should be passed to the members in due time, with the right details and to the
right persons. Also, the employees should receive accurate and complete data about their proce sses. All
intentions must be clearly stated in order to generate the desired results.
Proactivity – once the list of independent tasks is received, employees should gather the necessary
information and ask for guidance from colleagues, managers in line and /or team leaders and not wait
for reminders from them. If possible, they should do their best to fulfill the tasks before the deadline.
Time – employees should communicate the issue to the responsible person as soon as it is identified in
order to find the solution in due time.
Generally, the main communication channel is the email. But in Genpact, this might different from
case to case. For example, when it comes to problems related to employees and their contractual, hiring
issues (HR), the main communication channel remains the email but, for IT issues, the employees use

16
the phone in order to have an active discussion and find the solution faster. However, technical issues of
a high difficulty, that are not within Genpact control, require tickets to be created and sent to IBM.
Also, when it comes to helpdesk activities performed by employees for clients, there is a balance
between emails and phone calls, since some issues of a less difficult level might be solved through an
email and some th at need more time and a detailed discussion can be better dealt with during phone
calls.
All processes have a general mailbox and the employees can discuss about the certain issues, finally
deciding on the best way to solve it, as well as on the pers on assigned to do it. This can also be up to the
wish of the client, whether he/she prefers, or is able to have a phone call, or if he/she considers the
issue can be solved through emails.
To continue with, members of the same team usually prefer face -to-face interactions, setting team
huddles. There are regular meetings held with the team. Depending on the recent events, such meetings
can be held monthly or, during periods with fewer volumes, each two months.
Apart from these team huddles, there are also 1 on 1’s, meant to allow the employee to have a
confidential discussion with the manager in line about himself/herself, both in personal and professional
matters. However, issues are not discussed only during such meetings, but also on a daily ba sis during
short face -to-face discussions, whenever the employee requires help.
What is more, each account holds general meetings, the “City Hall”, on a monthly basis. All
employees must attend the meeting, no matter the level, department, or team, an d they receive the
latest news about the company, such as the new throughput, there is a new guest every time,
sometimes a client and some other times a high level employee, who shares a bit of their professional
experience in the company.
Also, ther e are awards shared for employees, such as for seniority, performance, involvement,
birthday, etc. At the end, employees receive treats and a well -deserved break.

6. Product range
Genpact specializes in the industry of business process managem ent for clients that need a new
approach on digitally -powered services, i.e. new operational systems that bring innovation and improve
efficiency.
As the name suggests, Genpact generates “impact for sophisticated, complex enterprises”
(http://www.gen pact.com/what -we-do) through a various series of services it provides.

17
6.1 Industries
Genpact has clients and partners in various domains of industry. Some of the most important
domains are listed below.
6.1.1 Banking and financial services
Financial services represent the “roots of Genpact” (http://www.genpact.com/what -we-
do/industries/banking -financial -services). Starting as a GE Capital business, the company slowly became
an independent provider of business process management and is now one of the leaders in this
industry.
Genpact provides services of efficiency in terms of operating models meant to control costs and risks
and bring them to their limits. According to Tiger Tyagarajan, in 2015, the total spends of the global
banking and finance sector for digital technologies has reached $85BN, out of which 67% is considered
to have been wasted. What Genpact intends to achieve is the avoidance of such losses.
With an estimated yearly impact of $1,500,000,000, 19,000 global banking a nd financial services
professionals, 18 global delivery centers and 2,000 risk management and analytics experts, the solution
implemented by the company in order to reduce cost is the combination of a process efficiency and IT
involvement.
Genpact fol lows the “best shore model” and the main solutions are the following:
Retail Banking
Commercial Banking
Risk Services
6.1.2 Capital marketing
Decreasing the amount of costs should not bring about a decrease on the level of company efficiency
and growth possibilities. Thus, Genpact aims at helping the client to become more competitive by
achieving high operational quality, at the same time e nsuring that the development itself is not limited
by costs reductions.
The strategy used is to offer operations that face challenges with regard to reductions at the level of
infrastructure, at the same time dealing with regulatory requirements and improving client retention:
Client lifecycle management
Capital markets platforms
Capital markets analytics
Collateral management

18
Post trade processing
Exchanges
6.1.3 Consumer Goods
The industry of consumer goods deals with pressures on margins with slow development on mature
markets; it enables significant changes in consumer preferences, thus intensifying competition. Similar
to other domains, the executives look for opportunities to reduce the costs and to enhance the
operations.
Working with more than 30 consumer goods enterprises, Genpact ensures business process
transformation, supply -chain management, finance and accounting, as well as domain -specific analytics,
by running the processes through various advanced operating models:
Trade promo tions
Order management
Master data management
6.1.4 High Tech
Companies evolve capturing new markets with investments in R&D, engineering, emerging markets,
and business model innovation. Genpact works with more than 40 leading high tech companies and
enables them to improve on the level of agility, growth opportunities and cost optimization.
The solutions used bring significant impact, combining advanced digital technologies of process –
centricity and step -change business outcomes:
Lead to cash
Service support
Finance and accounting
6.1.5 Insurance
Genpact’s insurance business process solutions aim at bringing impact in day -to-day operations and
generating a solid foundation for profitability and development. It manages to maintain customer
loyalty by offering new products and services of a high quality.
The solutions are supported by the Lean Six Sigma heritage and presuppose the optimization of
efficiency and costs, predictability of customer behavior and timely business intelligence:
Claims management
Commercial insurance underwriting

19
Personal insurance underwriting
6.1.6 Industrial manufacturing
The time under General Electric helped Genpact acquire experience in the domain of industrial
manufacturing business, working with 200 manufacturing and services organizations.
The main solutions adopted are:
Aftermarket services
Engineering valu e redesign
Industrial asset optimization
6.1.7 Life sciences
Genpact works with the top 25 global life sciences companies and provide help for pharmaceuticals
and medical devices companies to improve their operations:
Multi -channel customer experience
Contract management
Finance and accounting services
6.1.8 Healthcare provider
Genpact has more than 70 healthcare companies as partners and it provides help in terms of digital
power, combining advance process -centric digital technologies and lean pr inciples.
The main solutions include:
Revenue cycle management
Financial and accounting
Data -to-action analytics
6.1.9 Media and Entertainment
Same with other institutions, media and entertainment companies look towards reducing costs
without af fecting the quality of the services they provide. Through a combination of design -thinking,
digital technologies and Lean Digital approach, Genpact provides services and solutions to reach
balance:
Global business services
Financial and accounting

20
Data -to-action analytics
Human resources outsourcing

6.1.10 Telecommunications
The industry of telecommunication services has been going through a series of changes and it is in a
continuous process of development. With the necessity of a significant capit al investment, Genpact
offers solutions that enable companies to reach process efficiency and improve operational
performance:
Finance and accounting
HR
6.2 Business services
Covering such a vast domain of industries, Genpact offers the following services:
Finance and accounting services
Multi -channel customer services
Enterprise application services
IT managed services
Indirect source to pay services
Collections services
Aftermarket services
Direct procurement services
Enterprise risk and compliance services
Human resource services
Industrial solutions services
Master data management services
Media services
Risk management services

21

7. Case study – Genpact Employees Plat form ‘We -are-Genpact’
Genpact values all employees and aims at offering not only a pleasant working environment, trainings
and opportunities for personal development, but also a way through which employees can entertain
themselves when taking a break from their busy schedule.
Since everyone deals with daily activities that might generate stress, there comes a moment when
the efficiency of employees decreases, they cannot focus on their tasks and the processes register losses
at various levels. Su ch situations must be avoided in all companies, because, as mentioned in previous
chapters, the employees are the core engine of each and every institution, no matter the field, size or
popularity.
At Genpact, there are several “Fun at Work” activitie s organized for employees on a weekly or
monthly basis by the HR team, such as, for example, “Red T -Shirts Day”, “Movies Day” or “Costumes
Day”. These activities have the scope of offering the employees time for relaxing and having fun, as well
as developi ng their creative and team spirit skills. Each account encourages everyone to take part to the
games and the managers have the authority to allow the employees to put their work duties aside; no
employee will be held responsible if a client’s request is no t finalized during these activities.
There are also tasty surprises offered on a monthly basis, such as “Pizza Day” and “Cookies Day”,
when the company reminds the employees of the gratitude it has for them and offers them some of the
best and most de licious snacks. To this they add nonalcoholic drinks and wellbeing, turning a regular
lunchbreak into a dynamic feast.
Although all managers encourage people to take part to these activities, put aside their stressful tasks
and enjoy a couple of hour s of fun, there is a good number of employees who cannot take part to these
activities, due to the fact that they might be already caught up in a difficult situation when the activities
begin, there might be an emergency for which the client needs help, or some of them might simply not
be that social and might not enjoy such activities, choosing to keep working, thus accumulating stress.
Also, for old employees, who have gone through the same situations many times, these activities
might not seem fun or unique anymore, so they tend to avoid them or get even more stressed because
of the routine.
Fortunately, Genpact came with a new idea that could satisfy both the vintage employees, in search
for something new, and those who enjoy their own company , as well as the rest of employees who
already enjoy current activities; it should also be mentioned that the old activities are still held regularly.

22
Since everyone enjoys socializing networks, the innovative idea Genpact came with is that of creatin g
a platform for employees, where they can socialize, discuss various topics, promote different activities,
raise questions, etc. But this is not everything. The main purpose of the platform is indeed that of
socializing and helping employees getting to kn ow each other better, but there are plenty of activities
through which employees can have fun:
1) Share Current Mood
After creating the account and uploading a profile picture (optional), the employees are able to share
their mood daily. The scale is representing by funny emoticons and has five levels:
I need a vacation
Not in the mood
I’ve had better days
Me happy
Awesome!
2) Friends
Similarly to any other socializing platform, the option of adding new friends could not miss from here
either. People can add their colleagues, as well as members of other accounts, and they can send
messages in order to get to know each other and requ esting for help. There are situations in which
someone might need of adding new friends could not miss from here either. People can add their
colleagues, as well as members of other accounts, and they can send messages in order to get to know
each other an d requesting for help.
3) News Feed
The world changes around us every minute and a company represents a small world for its employees
and they need to keep step with latest news. In the “News Feed” area, the HR team and the managerial
teams post offic ial news about the company, such as new job offers, information about security
measures, new policies implemented and even internal competitions.
For example, it happens for someone not to feel comfortable with the current job, or wishing to learn
a new process. One click on the “News Feed” page would help them have a look at the newest job
applications. Also, there are lots of contests organized for the employees that encourage them to
explore their creative and competitive. What is more, there is al so news about charity activities to which
employees can take part, such as blood, money and clothes donations.
4) Talk Your World
This is the most active and entertaining area of the platform. Here, the employees can see all the
topics opened by thei r colleagues, as well as to open others themselves. This option poses no limits to

23
the employees and allows them to post as many topics as they want, as well as any type of subjects, be
they related or unrelated to work, as long as they respect the terms a nd agreements regarding
licentious language.
There are posts regarding recommendations for movies, restaurants, weather, directions, etc. One
can post even a simple “Have a nice day!”, to which the rest of employees can answer, give thumbs up,
thumbs down, they can post emoticons and subscribe to the post to receive updates about future
comments.
Also, people can ask for help through such posts, which, in my opinion, it is the best and most
important option of this platform. For example, if someo ne needs to make an Excel report, or a
PowerPoint presentation, but his or her teammates lack the skills, this person can ask for help through a
post: “Can anyone help me with an Excel report?”; simple as that.
For short, this area is the core engine of the entire platform, with most of activities and fun.

5) Groups
The employees can create up to 10 different groups in which they can include an unlimited number of
people. Through these groups they can settle meetings, be them related to work or for fun, discuss
certain topics related to their team, plan various activities, etc.
These groups can help the employees build stronger relationships within or outside their teams, they
can get to know each other better, find things they have in comm on, share latest news or maybe some
jokes and funny stories to brighten up the mood. One nice example would be that of creating groups
with the scope of discussing about birthday gifts for one of the teammates.
6) Points
From this point of view, the Genpact platform is innovative and even more entertaining. Each activity
is awarded a particular number of points and, day by day, the employees can accumulate up to
hundreds, even thousands of points. For example, one comment at a topic receives 3 points , while one
thump up/thumb down receives one point.
The downside of this aspect is the fact that, though the number of activities that an employee can do
every day is unlimited, things are not the same for these points. Each category has a daily limi t, i.e. one
can, for example, receive points only for 3 comments and adding 10 friends to the personal list.
On the other side, this impediment is actually a very good strategy to keep working time and fun time
in balance. Through this limitation, th e employees will not forget about or ignore their duties, but they
will also have a time allocated for a relaxing experience, which they decide when to use; sharing an

24
opinion now, helping a client later, then going back to the platform will help the emplo yees get rid of
the routine and have some time for themselves.
7) Genpact Mall
In terms of fun, competition and interest towards this platform, the “Genpact Mall” area is the most
favorite of them all and, for many employees, a very important reason t o accumulate as many points as
possible.
Unlike common socializing websites, Genpact Platform offers the employee the chance to choose
prizes from a list of various products offered by the company in the exchange of points. Starting with
small number s, such as 35 points, up to great figures, such as 35000 points, the list contains all sorts of
prizes, for example backpacks, bags, agendas, chargers, phones, laptops, bicycles and the list goes on.
Since its implementation in October 2016, the plat form enjoyed great popularity among all
employees. The company found an intelligent way to combine fun and work, offering the employees
freedom but, at the same time, making sure the whole activity is under control.
Through this investment, Genpact p romotes its interest in everyone’s wellbeing. Employees who
prefer a less physically active tasks can enjoy the time spent on the platform, select what to read, what
to write and to whom to talk. As for those that are active and dynamic, the platform not o nly offers
them a chance to be competitive and have fun, but also a new way to find out about new activities,
contests, and plan them with their groups of friends.
The prizes came as a bonus about which everyone was happy and excited. Not only does it give a
second reason to join the platform and “buy” what you want, it also stimulates certain skills, though
some employees might not even realize it. Someone who wishes to obtain a prize must go through a set
of tasks in order to obtain points for them. In this way, the employees get to socialize, learn about new
processes, and get in touch with people authorized in certain fields and, in the end, developing their
own abilities.
In my opinion, the implementation of this platform was, and still is, a very inspired idea that enjoys
great popularity. Especially in the first weeks, this was subject was discussed everyone and I could hear
the question “Did you see t he news on the platform?” everywhere. The scope was reached in less than a
month from all points of view and it still does not fail to entertain everyone. I log in everyday and I can
confirm that it does help releasing stress and relaxing. Also, the prizes are of a decent quality and the
employees receive them in at most 2 days since their acquisition.
All in all, Genpact platform is a great implementation which should exist in more such companies,
since it has only good impact on employees and their efficiency.
9. Conclusion
The purpose of this paper was to describe the structures, policies and values that guide all actions
taken by and for the company, its clients, as well as its employees, to observe the influence of the

25
platform “We -are-Genpa ct” on the quality of employees’ overall work satisfaction as a ‘Fun at Work’
activity, and to analyze the vocabulary used while working in this environment.
First of all, taking into account the facts mentioned in the first part of the essay and the examples
provided by official sources from Genpact’s website, we can draw the conclusion that the company
emphasizes the importance of customer centricity, teamwork and continuous improvement. As one of
their employees, I can confirm that their values, tho se of integrity, trust, and client satisfaction are
closely followed in order to bring impact to the business – the highest scope of the company.
In my opinion, a company with clear policies, structure and workflow is able to set high goals and has
great chances to obtain the results they wish for, but, as a subjective employee, it is this very mindset of
costumer centricity that might cause detriment to the employees. In certain moments, the action
decided to be taken might be successful for the clie nt, but it might also bring the loss of those
employees who did not receive credit for their action or, in the worst case scenario, of those whose
interests were not taken into account in order to satisfy the business.
Secondly, the platform was a re al success in points of employees’ satisfaction, as many of us were
able to detach for a few minutes when we felt too much pressure and earn various prizes. The platform
reached its goals: the opinions were shared in a controlled online space, we were able to ask for help
and to receive it from their colleagues in due time, we had access to latest news and, our favorite part,
we received gifts for the points collected through all these actions.
Due to recent budget changes, the platform was closed for an undetermined period of time, with the
promise to be reopened with new items and activities. All in all, it was a good project through which
employees felt appreciated.
Thirdly, in order to organize the glossary of most frequent words used in the c ompany, I interviewed
colleagues from different teams, working for different processes and combined their examples with
those used by me and my teammates for our process and I observed that, among the 100 words
described, nouns are the most predominant one s:
65 nouns
24 noun phrases
8 verbs
2 adjectives
1 verb phrase
Also, though the difference between English, a Germanic language, and Romanian, a Latin language,
is clear, the list contains a significant number of words that are used in both languages . Most of these
words also have a Romanian correspondence, but, due to the influence of English in the domain of
business affairs, as well as to the fact that Genpact works with foreign clients, employees feel more

26
comfortable using English words instead o f their Romanian counterparts, such as: accounting, backup,
bid, buyer, data privacy, follow up, guideline, item, meeting, order, outsourcing, pending, quotation,
reject, request, requester, supplier, task, team leader, template, tender, training, user, us ername and
vendor.
On the other hand, Romanian has also borrowed a significant number of terms from English without
offering a translation for them, thus employees use them as such, for example: bonus, citrix, E -mail,
feedback, lean, manager, town -hall meeting, website and workaround. Also, there are words for which
we use English acronyms, such as AP (accounts Payable), AR (Accounts Receivable), HR (human
resources), CA (current assets), FA (fixed assets), IT (information technology) and TAT (turnaro und time).
To continue with, another interesting point underlined by this list is the fact that several terms are
similar in both languages, which proves the influence of globalization and the impact of using English
worldwide: department – departamen t, download – downloada, escalate – escala, information –
informație, innovation – inovație, interview – interviu, motivation – motivație, offer – ofertă, optimization
– optimizare, performance – performanța, platform – platformă, process – process, report – raport, reset –
reseta, solution – soliție, upload – uploada.
Also, by having a look at the etymology of words I noticed that most of the words come from Old
English and Latin, which clarifies the resemblance between some English and Romanian words , both
having strong Latin influence on language.
To end with, Genpact is a developing multinational company that generates significant revenue
growth every year and aims at providing the best business management services on the market, putting
a str ong accent on client satisfaction and on the quality of services. Serving approximately one -fifth of
the Fortune Global 500, Genpact is a good place to start a career in this domain, because it focuses on
the personal development of employees, ensuring tra inings and guiding for all processes, as well as
because, working with various clients in the whole world, employees can earn experience by dealing
with different cultures and approaches.

27

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