ISG: Chapter 9 – Vodafone case study Bharath Brahmachary
9-13. Vodafone underwent a phenomenal growth by operating local companies and provi providi ding ng its its produc products ts and and servi service ces s to loca locall mark market ets s whic which h cont contri ribu bute ted d for for the the dece decent ntra raliliza zati tion on of the the organ organiz izat atio ion. n. Also lso most most of the the subsi subsidi diari aries es opera operate ted d as individual companies with their own business processes instead of common practices which made it hard for the management to operate as a single global firm. !ata sharing amongst the individual operating companies also turned out to be arduous as they lacked the technology stack needed to handle it.
9-1". Vodafone lacked the resources and the e#pertise in managing such a comple# pro$ect on its own. %hey spent a year in defining the scope of the pro$ect identifying and desi design gnin ing g new busi busine ness ss proce process sses es.. %hey %hey had had to mana manage ge the the custo custome merr and and nonnoncustomer facing processes efficiently in order to carry out the transformation smoothly. %he transformation involved many phases of roll-out which showcased the incremental development. %remendous amount of testing &upport from special teams was needed to make sure the transition had very less impact on the e#isting system customers and the employees. 'ater Vodafone prioritized the change of its information systems and started creating centralized shared services based on &A( )*( in different countries based on the size of the company comple#ity and willingness to change. +any challenges like locati location on specifi specific c legal legal re,uir re,uireme ements nts variety variety of legacy legacy systems systems used used differ different ent of busi busine ness ss proc proces esse ses s at each each loca locati tion on alon along g with with the the empl employ oyee ee resi resist stan ance ce for for impl implem emen enti ting ng new new syst system ems s and and proce process sses es furt further her cont contrib ribut uted ed for for delay delayin ing g the the transformation. Accenture had to deal with the individual organization differently in order to assist Vodafone with the change management efficiently and they had to take time in learning how to e#ecute their processes effectively against the local companies. nspite of all the care taken by Vodafone in rolling out the changes it had to deal with the local economic trends of specific countries to check if they are ready to embrace the change.
ISG: Chapter 9 – Vodafone case study Bharath Brahmachary
9-1. Vodafone/s business process transformation and )*( have increased the business efficiency lowered the %0 and generated annual savings of 219 million. %he organization structure around the whole world was a unified one and helped create a consistent work environment altogether. %he shared service model developed during the transition produced many non-,uantifiable benefits also leading to profitability over the years. )stablishment of 0entralized (rocurement &ystem benefited suppliers and also purchase-to-pay process automated the process of invoice approval. %he suppliers had to deal with a single purchaser instead of many as the system helped them to plan their sales to Vodafone. %he use of mobile apps has provides ease of access to the &A( systems for employees not engaging with the system directly thereby making more the employees interact with the system implicitly and bringing about better return on investment. %he reimbursement system has been automated for approvals upon uploading a photograph of their receipts through their cell phones and in turn reducing the file travel e#penses. %he system also aims at automating the leaves finance with the development of mobility portal.
