insights from genpact’s vai index: feb 2013 – july 2015
TRANSCRIPT
Monitor signals in large companies, anticipate structural changes
– and provide leaders the intelligence to drive agility
(Feb 1, 2013 - July 31, 2015) www.genpact.com/home/volatility-adaptation-index
Volatility and Adaptation Index (VAI)
DESIGN ∙ TRANSFORM ∙ RUN
DESIGN • TRANSFORM • RUN 2 © 2015 Copyright Genpact. All Rights Reserved.
CONTENTS
Introduction: Genpact Volatility and Adaptation Index (VAI) 03
Why Volatility and Adaptation Index (VAI)? 03
Methodology 04
Section 1: Overall insights 06
Recurring themes for volatility and adaptation 08
Main drivers of VAI 09
Analysis of 3 months covering May’15-Jul’15
Section 2: Industry specific analysis 12
Comparison across industries 13
30 month historical trend across industries
Comparison of VAI across industries in the last 3 months
Retail banking 21
Commercial banking 22
Capital markets 23
Insurance 24
Healthcare 25
Life sciences 26
Consumer goods 27
Manufacturing 28
High tech 29
DESIGN • TRANSFORM • RUN 3 © 2015 Copyright Genpact. All Rights Reserved.
Insight into global enterprises’ environment and structural moves facilitates strategy and organizational alignment
• Unprecedented economic volatility leads global
companies to adapt, often through transformed
business operations
• Events like profit warnings, cost-cutting initiatives,
M&A, change of senior leadership signal volatility,
and adaptation measures
• Genpact Volatility and Adaptation Index (VAI) is a
directional measure based on monitoring of large
data sets across a sample of 800 companies
• It provides senior leaders with the intelligence to
inform structural decisions and facilitate
organizational alignment
Why volatility and adaptation index (VAI)?
DESIGN • TRANSFORM • RUN 4 © 2015 Copyright Genpact. All Rights Reserved.
Volatility and Adaptation Index - sample
Methodology
Heathcare
Others
High tech
Manufacturing
Life sciences
Insurance
Consumer goods
Capital markets
Retail banking
Commercial banking
9%
5% 7%
10%
11%
21%
9%
12%
7%
9%
Europe Asia-Pacific and Japan
North America
63%
16% 21%
By Industry By Geography
DESIGN • TRANSFORM • RUN 5 © 2015 Copyright Genpact. All Rights Reserved.
Volatility and Adaptation Index (VAI) - methodology
800 global
companies
with sizeable
operations
63% North
America
21% Europe
16% Asia
Pacific and
Japan
Identified
“events” that
signal current
or future
volatility
correlated to
changes in
operating
strategy-
restructuring,
change in
leadership,
regulatory etc.
Monitoring of
online media,
newswires,
publications,
financial
statements,
databases and
social media to
screen content
Analytics to
filter the news,
attribute
relevance and
salience
Volatility and
Adaptation
Index =
[% of companies
displaying
events]
X
[average number
of volatility
events per
company]
• This release covers 30 months with data updated till July 31, 2015
• Events include both macro industry-wide events such as regulations and company
level events like financial underperformance or cost cutting
• Industries - Banking, Insurance, Capital Markets, Healthcare, Life Sciences,
Manufacturing, Consumer goods, etc.
Quarterly Index Analytics Definition
Methodology
Section 1
Overall insights
DESIGN • TRANSFORM • RUN 7 © 2015 Copyright Genpact. All Rights Reserved.
Executive Summary
Financial pressure rise again amidst moderate enterprise volatility. Time for CEOs action
• Future still uncertain, and temporary stability
is a good time to prepare
• Heed agility imperative: Comparative speed of
adaptation might determine success against
competitors and has implications for
shareholders as performance is scrutinized
• Enhance ability to change enterprise-wide
direction fast: speed of strategy formation and
organizational alignment can be shortened by
• Observing practices adopted by early
movers-some monitored by VAI
• Creating a burning platform internally by
communicating those competitors’ moves
• Utilizing lean-management principles to:
Align strategy with execution; sustain the
pace of change by discovering better ways
of working and enabling people to contribute
fully; generate material impact by delivering
value efficiently to customers
• Total index inches up from moderate
levels in the last 12 months* compared to
highs of 2013; 51% companies manifest
some volatility and change
• Financial pressures increase; fewer
companies reported cost cutting and
restructuring
• Retail banking (financial conditions,
regulatory changes most widespread),
followed by capital markets have highest
VAI in last 3 months
• Largest reduction in VAI for high tech
followed by manufacturing
• Results corroborated by Genpact’s own
operational measurements e.g. Mortgage
operations in banks; Consumer goods, life
sciences’ keen interest in operations
transformation services
* May 2014 – April 2015
Insights Implications for C-suite
DESIGN • TRANSFORM • RUN 8 © 2015 Copyright Genpact. All Rights Reserved.
DESIGN • TRANSFORM • RUN 9 © 2015 Copyright Genpact. All Rights Reserved.
Overview ► Main drivers ► Last 3 months (May’15–Jul’15) vs. trailing 12 months avg.
Financial pressures, leadership changes and regulatory changes account for much of VAI in the last 3 months
Vo
latilit
y a
nd
Ad
ap
tatio
n In
de
x
Pressure on financial
condition increased in
the last 3 months
compared to trailing 12
months average
Restructuring and
cost cutting reduced
sharply in last 3 months
compared to trailing 12
months average
M&A activity reduced
in the last 3 months
compared to trailing 12
months average
ALL INDUSTRIES
May’15– Jul‘15
Ove
rall
Ind
us
try,
reg
ula
tory
or
geo
gra
ph
ic
ch
an
ge
Fin
an
cia
l
co
nd
itio
n
Re
str
uc
turi
ng
Lea
ders
hip
ch
an
ge
Ac
qu
isit
ion
or
ge
og
rap
hic
ex
pan
sio
n
Volatility events
Adaptation responses
+120%
May’15-
Jul’15
Trailing
12
months
avg.
-89%
May’15-
Jul’15
Trailing
12
months
avg.
-52%
May’15-
Jul’15
Trailing
12
months
avg.
DESIGN • TRANSFORM • RUN 10 © 2015 Copyright Genpact. All Rights Reserved.
Overview ► Main drivers ► Historical trend (Feb’13–Jul’15)
VAI up compared to trailing 12 months average; share of volatility events increases
Vo
lati
lity
an
d A
dap
tati
on
In
dex
ALL INDUSTRIES
Feb’13–Jul‘15 Adaptation responses Volatility events
Feb’13–
Apr‘13
May’13–
Jul'13
Aug’13–
Oct‘13
Nov’13–
Jan‘14
Feb’14–
Apr‘14
May’14–
Jul’14
Trailing
12 months
average
26 25 22 26 22 43 39 19 21 31 34
Financial condition
Industry, regulatory or geography changes
Acquisition or geographical expansion
Leadership change
Restructuring
Aug’14–
Oct’14
Nov’14–
Jan’15
Feb’15–
Apr’15
May’15–
Jul’15
DESIGN • TRANSFORM • RUN 11 © 2015 Copyright Genpact. All Rights Reserved.
Overview ► Main drivers ► Historical trend (Feb’13–Jul’15)
VAI up compared to trailing 12 months average; share of volatility events rises
Vo
lati
lity
an
d A
dap
tati
on
In
dex
ALL INDUSTRIES
Feb’13–Jul‘15 Adaptation responses Volatility events
Feb’13–
Apr‘13
May’13–
Jul'13
Aug’13–
Oct‘13
Nov’13–
Jan‘14
Feb’14–
Apr‘14
May’14–
Jul’14
Trailing
12 months
average
Aug’14–
Oct’14
Nov’14–
Jan’15
39
19 21
26
22
43
31
27 25
22
34
Industry, regulatory or geography changes
Financial condition
Acquisition or geographical expansion
Leadership change
Restructuring
Feb’15–
Apr’15
May’15–
Jul’15
Section 2
Industry specific analysis
DESIGN • TRANSFORM • RUN 13 © 2015 Copyright Genpact. All Rights Reserved.
Industry comparison ► Historical trends (Feb’13–Jul’15)
Sharp differences in trend across industries; volatility and adaptation picks up in capital markets and healthcare
100
80
120
60
40
20
ALL INDUSTRIES
Feb’13–Jul‘15
Vo
lati
lity
an
d A
dap
tati
on
In
dex
Feb’13–
Apr‘13
May’13–
Jul'13
Aug’13–
Oct‘13
Nov’13–
Jan‘14
Feb’14–
Apr‘14
May’14–
Jul’14
Aug’14–
Oct’14
Nov’14–
Jan’15
Capital markets
Retail banking
Commercial banking
Healthcare
Consumer goods
Manufacturing
Life sciences
Insurance
High tech
Feb’15–
Apr’15
May’15–
Jul’15
DESIGN • TRANSFORM • RUN 14 © 2015 Copyright Genpact. All Rights Reserved.
100
80
60
40
20
Insurance
Commercial banking
Retail banking
High tech
Capital markets
Manufacturing
Healthcare
Consumer goods
Life sciences
Industry comparison ► Historical trends (Feb’13–Jul’15) ► Volatility & Adaptation
Sharp differences in trend across industries; volatility and adaptation picks up
ALL INDUSTRIES
Feb’13–Jul‘15 Volatility events Adaptation responses
May’13–
Jul'13
Nov’13–
Jan‘14
May’14–
Jul’14
Nov’14–
Jan’15
May’15–
Jul’15
May’13–
Jul'13
Nov’13–
Jan‘14
May’14–
Jul’14
Nov’14–
Jan’15
May’15–
Jul’15
DESIGN • TRANSFORM • RUN 15 © 2015 Copyright Genpact. All Rights Reserved.
0
10
20
30
40
50
60
70
High tech
Capital markets
Manufacturing
Healthcare
Consumer goods
Life sciences
Insurance
Commercial banking
Retail banking
Industry comparison ► Historical trends (Feb’13–Jul’15) ► Financial conditions
Capital markets, CPG show largest spike over last 3 months as all industries show elevated financial stress
ALL INDUSTRIES
Feb’13–Jul‘15
Feb’13–
Apr‘13
May’13–
Jul'13
Aug’13–
Oct‘13
Nov’13–
Jan‘14
Feb’14–
Apr‘14
May’14–
Jul’14
Aug’14–
Oct’14
Nov’14–
Jan’15
Feb’15–
Apr’15
May’15–
Jul’15
DESIGN • TRANSFORM • RUN 16 © 2015 Copyright Genpact. All Rights Reserved.
Industry comparison ► May’15–Jul‘15
2631
2
1619
4042
60
6773
79
Ma
nu
factu
rin
g
Vo
latilit
y a
nd
Ad
ap
tatio
n In
de
x
All
Ind
ustr
ies
Tra
ilin
g 1
2
mo
nth
s a
vg
.
All
Ind
ustr
ies
Ma
y’1
5–Ju
l’15
Re
tail
ba
nkin
g
Insu
rance
Ca
pita
l m
ark
ets
He
alth
ca
re
Co
mm
erc
ial b
an
kin
g
Life
scie
nce
s
Co
nsu
me
r g
oo
ds
Hig
h te
ch
Highest levels of volatility and adaptation in retail banking, followed by capital markets
May’15-Jul'15
Retail banking showed highest volatility and adaptation
index between May’15-Jul’15 (explained by financial
conditions, regulatory and leadership changes)
DESIGN • TRANSFORM • RUN 17 © 2015 Copyright Genpact. All Rights Reserved.
Retail Banking
Industry comparison ► May’15–Jul‘15
Retail banking and capital markets show most volatility and adaptation; financial condition main trigger across industries
Life Sciences
Capital Markets
Overall
Index
Number of
events
% of
companies
impacted Main volatility themes
1. Financial condition
2. Regulatory changes
3. Leadership change
1. Financial condition
2. Regulatory changes
3. Restructuring
1. Leadership change
2. Financial condition
3. Regulatory changes
May'15-Jul'15
DESIGN • TRANSFORM • RUN 18 © 2015 Copyright Genpact. All Rights Reserved.
Industry comparison ► May’15–Jul‘15
Fewer events observed in high tech and manufacturing in the last quarter; more in banking and capital markets
% of
companies
impacted
Avg.
number of
volatility events
per company
Capital markets, Retail banking
High tech, Manufacturing
Capital markets, Life sciences
High tech, Manufacturing
Acquisition or expansion
Leadership changes, cost cutting/restructuring
Financial conditions
Vo
lati
lity
an
d A
dap
tati
on
In
de
x
% delta from last 12 months average
0
10
20
30
40
50
60
70
80
-150 -100 -50 0 50 100 150
High tech
Manufacturing Insurance
Healthcare Commercial banking
Consumer goods
Life sciences
Capital markets
Retail banking
May'15-Jul'15
DESIGN • TRANSFORM • RUN 19 © 2015 Copyright Genpact. All Rights Reserved.
More than 50% of companies reported at least one volatility or adaptation events in the last quarter
10 20 30 40 50 60 70 80 90
1.8
1.5
0.6
1.2
0.9
0.3
Manufacturing
Healthcare
High tech
Insurance
Commercial banking
Retail banking
Consumer goods
Avera
ge n
um
ber
of vola
tilit
y e
vents
per
com
pany
% of companies impacted
Overall - Last 3 months
Capital markets
Life sciences
Trailing 12 months avg.
May’15-Jul’15
Industry comparison ► May’15–Jul‘15
DESIGN • TRANSFORM • RUN 20 © 2015 Copyright Genpact. All Rights Reserved.
H L
H
# o
f ev
en
ts p
er
co
mp
an
y
% companies impacted
Industry analysis summary ► Trailing 12 months avg. (Aug’14–Jul’15)
Determinants of volatility and adaptation vary widely by industry
Retail banking Commercial banking Insurance Consumer goods Capital markets
Life sciences Manufacturing High tech
Adaptation responses
A R L Restructuring/
Cost cutting
Acquisitions or
geo expansion
Leadership
changes
Volatility events
F I Financial
pressures
Industry, regulatory or
geography changes
A
L R
I
F
A
L
R
I
F
A L
R I
F A
L R
I
F
A
L
R
I
F
A
L
R
I F A
L
R I
F
A
L
R
I
F
A
L
R
I
F
Aug’14-Jul'15
Healthcare
DESIGN • TRANSFORM • RUN 21 © 2015 Copyright Genpact. All Rights Reserved.
Industry analysis ► Retail banking ► May’15–Jul‘15
Volatility and adaptation index - Retail banking Last 3 months (May’15-Jul’15) vs. trailing 12 months avg. (Aug’14-Jul’15)
Increase in regulatory changes
30%
Trailing 12
months*
.
Last 3
months#
17%
Financial stress increases
0.50.3
Trailing 12
months*
Last 3
months#
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
34%
Trailing 12
months*
25% 0.50.3
Trailing 12
months*
Last 3
months#
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Ad
ap
tatio
n
Vo
latilit
y
Last 3 Months#
78.5
Trailing 12
months avg.*
62.0
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
Vo
latilit
y a
nd
Ad
ap
tatio
n In
de
x
*Data covering Aug 1, 2014 to July 31, 2015 #Data covering May 1, 2015 to July 31, 2015
DESIGN • TRANSFORM • RUN 22 © 2015 Copyright Genpact. All Rights Reserved.
Industry analysis ► Commercial banking ► May’15–Jul‘15
Volatility and adaptation index - Commercial banking Last 3 months (May’15-Jul’15) vs. trailing 12 months avg. (Aug’14-Jul’15)
Financial stress increases
Last 3
months#
32%
Trailing 12
months*
27%
Increase in regulatory changes
0.30.3
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Trailing 12
months*
9%
Last 3
months#
20% 0.30.1
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Ad
ap
tatio
n
Vo
latilit
y
Last 3 Months#
41.6
Trailing 12
months avg.*
46.4
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
Vo
latilit
y a
nd
Ad
ap
tatio
n In
de
x
*Data covering Aug 1, 2014 to July 31, 2015 #Data covering May 1, 2015 to July 31, 2015
DESIGN • TRANSFORM • RUN 23 © 2015 Copyright Genpact. All Rights Reserved.
Industry analysis ► Capital markets ► May’15–Jul‘15
Volatility and adaptation index - Capital markets Last 3 months (May’15-Jul’15) vs. trailing 12 months avg. (Aug’14-Jul’15)
Decrease in leadership churn
Last 3
months#
11%
Trailing 12
months*
20%
Financial stress increases
0.10.4
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
63%
Trailing 12
months*
34% 0.9
0.5
Last 3
months#
Trailing 12
months*
% companies
impacted Avg. no. of volatility
events reported per
quarter per company
Ad
ap
tatio
n
Vo
latilit
y
Last 3 Months#
72.6
Trailing 12
months avg.*
51.1
Acquisition or Geographical Expansion
Financial Condition
Industry, Regulatory or Geography Changes
Leadership Change
Restructuring
Vo
latilit
y a
nd
Ad
ap
tatio
n In
de
x
*Data covering Aug 1, 2014 to July 31, 2015 #Data covering May 1, 2015 to July 31, 2015
DESIGN • TRANSFORM • RUN 24 © 2015 Copyright Genpact. All Rights Reserved.
Industry analysis ► Insurance ► May’15–Jul‘15
Volatility and adaptation index – Insurance Last 3 months (May’15-Jul’15) vs. trailing 12 months avg. (Aug’14-Jul’15)
Increase in financial stress
Last 3
months#
28%
Trailing 12
months*
11%
M&A activity slows down
0.40.1
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
4%
Trailing 12
months*
7% 0.0
0.1
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Ad
ap
tatio
n
Vo
latilit
y
Last 3 Months#
19.2
Trailing 12
months avg.*
9.4
Acquisition or Geographical Expansion
Leadership Change
Restructuring
Industry, Regulatory or Geography Changes
Financial Condition
Vo
latilit
y a
nd
Ad
ap
tatio
n In
de
x
*Data covering Aug 1, 2014 to July 31, 2015 #Data covering May 1, 2015 to July 31, 2015
DESIGN • TRANSFORM • RUN 25 © 2015 Copyright Genpact. All Rights Reserved.
Industry analysis ► Healthcare ► May’15–Jul‘15
Volatility and adaptation index - Healthcare Last 3 months (May’15-Jul’15) vs. trailing 12 months avg. (Aug’14-Jul’15)
Increase in financial stress
Last 3
months#
19%
Trailing 12
months*
9%
Increase in regulatory changes
0.20.1
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
18%
Trailing 12
months*
8% 0.3
0.1
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Ad
ap
tatio
n
Vo
latilit
y
Last 3 Months#
39.8
Trailing 12
months avg.*
23.7
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
Vo
latilit
y a
nd
Ad
ap
tatio
n In
de
x
*Data covering Aug 1, 2014 to July 31, 2015 #Data covering May 1, 2015 to July 31, 2015
DESIGN • TRANSFORM • RUN 26 © 2015 Copyright Genpact. All Rights Reserved.
Industry analysis ► Life sciences ► May’15–Jul‘15
Volatility and adaptation index - Life sciences Last 3 months (May’15-Jul’15) vs. trailing 12 months avg. (Aug’14-Jul’15)
M&A activity drops
Last 3
months#
8%
Trailing 12
months*
24%
Increase in leadership churn
0.10.1
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
51%
Trailing 12
months*
25% 0.8
0.4
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Ad
ap
tatio
n
Vo
latilit
y
Last 3 Months#
67.4
Trailing 12
months avg.*
48.5
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
Vo
latilit
y a
nd
Ad
ap
tatio
n In
de
x
*Data covering Aug 1, 2014 to July 31, 2015 #Data covering May 1, 2015 to July 31, 2015
DESIGN • TRANSFORM • RUN 27 © 2015 Copyright Genpact. All Rights Reserved.
Industry analysis ► Consumer Goods ► May’15–Jul‘15
Volatility and adaptation index – Consumer goods Last 3 months (May’15-Jul’15) vs. trailing 12 months avg. (Aug’14-Jul’15)
M&A activity drops
Last 3
months#
17%
Trailing 12
months*
23%
Financial stress increases
0.20.3
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
49%
Trailing 12
months*
32% 0.7
0.4
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Ad
ap
tatio
n
Vo
latilit
y
Last 3 Months#
59.7
Trailing 12
months avg.*
52.3
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
Vo
latilit
y a
nd
Ad
ap
tatio
n In
de
x
*Data covering Aug 1, 2014 to July 31, 2015 #Data covering May 1, 2015 to July 31, 2015
DESIGN • TRANSFORM • RUN 28 © 2015 Copyright Genpact. All Rights Reserved.
Industry analysis ► Manufacturing ► May’15–Jul‘15
Volatility and adaptation index - Manufacturing Last 3 months (May’15-Jul’15) vs. trailing 12 months avg. (Aug’14-Jul’15)
Restructuring/cost cutting down
Last 3
months#
0%
Trailing 12
months*
6%
Financial stress increases
0.0
0.1
Trailing 12
months*
Last 3
months#
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
15%
Trailing 12
months*
11% 0.20.1
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Ad
ap
tatio
n
Vo
latilit
y
Last 3 Months#
15.7
Trailing 12
months avg.*
16.8
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
Vo
latilit
y a
nd
Ad
ap
tatio
n In
de
x
*Data covering Aug 1, 2014 to July 31, 2015 #Data covering May 1, 2015 to July 31, 2015
DESIGN • TRANSFORM • RUN 29 © 2015 Copyright Genpact. All Rights Reserved.
Industry analysis ► High tech ► May’15–Jul‘15
Volatility and adaptation index - High tech Last 3 months (May’15-Jul’15) vs. trailing 12 months avg. (Aug’14-Jul’15)
Financial stress increases
4%
Trailing 12
months*
10%
Last 3
months#
Decrease in leadership churn
0.20.1
Trailing 12
months*
Last 3
months#
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
6%
Trailing 12
months*
0%
Last 3
months#
0.0
0.1
Trailing 12
months*
Last 3
months#
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Ad
ap
tatio
n
Vo
latilit
y
Vo
latilit
y a
nd
Ad
ap
tatio
n In
de
x 3.4
Trailing 12
months avg.*
2.2
Last 3 Months#
Restructuring
Leadership Change
Acquisition or Geographical Expansion
Financial Condition
Industry, Regulatory or Geography Changes
*Data covering Aug 1, 2014 to July 31, 2015 #Data covering May 1, 2015 to July 31, 2015
DESIGN • TRANSFORM • RUN 30 © 2015 Copyright Genpact. All Rights Reserved.
About Genpact
Genpact (NYSE: G) stands for “generating business impact.” We design, transform, and run intelligent business operations including those that are complex
and specific to a set of chosen industries. The result is advanced operating models that support growth and manage cost, risk, and compliance across a
range of functions such as finance and procurement, financial services account servicing, claims management, regulatory affairs, and industrial asset
optimization. Our Smart Enterprise Processes (SEPSM) proprietary framework helps companies reimagine how they operate by integrating effective
Systems of EngagementTM, core IT, and Data-to-Action AnalyticsSM. Our hundreds of long-term clients include more than one-fourth of the Fortune Global
500. We have grown to over 70,000 people in 25 countries with key management and a corporate office in New York City. Behind our passion for process
and operational excellence is the Lean and Six Sigma heritage of a former General Electric division that has served GE businesses for more than 16 years.
For more information, visit www.genpact.com.
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Genpact Research Institute
The Genpact Research Institute is a
specialized think tank harnessing the
collective intelligence of Genpact – as
the leading business process service
provider worldwide - its ecosystem of
clients and partners, and thousands of
process operations experts. Its
mission is to advance the “art of the
possible” in our clients’ journey of
business transformation and adoption
of advanced operating models.
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