Sutherland gets ‘aggressive’ and ‘creative’ with Business Process as a Service (BPaaS)

Sutherland Editorial

Business Process as a Service (BPaaS) marks the convergence of Process Transformation, SaaS and Cloud concepts. Though no longer the new kid on the block, there’s few things better than BPaaS when it comes to streamlining processes and maximizing returns.

BPaaS offers three main advantages to businesses:

Using a cloud-based business performance management software minimizes upfront investments in IT infrastructure resulting in a capital expenditure to operating expenditure benefit, transforming a cash-intensive capital expense into a more convenient operating expense.

BPaaS is highly scalable and it can accommodate rapid growth while cutting down transition time to market. BPaaS offers a flexible delivery structure, which creates a high degree of scalability to accommodate rapid growth. It reduces time-to-market, as the transition time spent acquiring and deploying assets and processes is slashed to mere months and weeks.

BPaaS lowers total cost of ownership and allows businesses to capitalize on economies of scale. Cost is a key challenge for SMBs. Net-net, BPaaS not only lowers total cost of ownership, but it also allows buyers to take full advantage of economies of scale they lack individually. Everest Group estimates suggest a 30 to 40 percent total cost of ownership advantage in a BPaaS model for finance and accounting outsourcing as compared to an on-premise FAO solution for small- to medium-sized businesses.

Sutherland Digital President Andrew Zimmerman, who's set to speak at the 2017 Digital Convergence Conference, said the Sutherland approach to BPaaS is to deliver based on outcomes.

“We have platforms, most of them fairly proprietary, in several different areas including F&A, credit collections, various types of ticketing and order processing areas for certain industries,” Zimmerman said. “On the people side and business-model side, we try to provide service based on some kind of outcome, whether it’s transaction or revenue or deflection of human intervention. In one sense, you are buying us as a service -- you’re not buying the platform or the people, you’re buying a set of outcomes.”

And Sutherland’s perception among most clients and analysts sets it apart.

“We are perceived as a little more aggressive from a business model point of view of being willing to enter into these sorts of outcomes space, transaction-based models,” Zimmerman said. “We have had one client say at a conference with some of our competition that he believes Sutherland is the most aggressive and creative in entering as-a-service deals.”

And a more aggressive model assures good work because Sutherland is literally subject to its clients’ success.

Choosing the right provider can be tricky. Look for:

  • A Partnership Approach – Does the provider take a partner role, and involve senior stakeholders to ensure alignment? Does the vendor work to fully understand the values and culture of the business and to be flexible to the buyer’s needs? In other words, the provider should facilitate a collaborative approach that results in a strong co-created vision.
  • Expertise – The provider must have extensive expertise in a best practices approach, with deep knowledge of arcane industry regulations and compliance standards. As well, your provider must bring strong controls and quality assurance to the table.
  • Delivery Options – A quality provider will be able to offer the buyer a variety of global delivery options including onshore, offshore, and hybrid solutions customized to the buyer’s requirements.
  • Capabilities – Does the provider offer a suite of services, so that future needs are met? SMBs may get their feet wet with transactional processing, but continue to grow the relationship by extending the contract into areas of financial reporting and analysis, procurement, HR or marketing.
  • Value-Add – The right partner for you will help you focus on your core competencies while delivering on clear KPIs. A quality vendor will start with the analysis of existing workflows and processes, and design a standardized outsourcing solution aligned with business objectives. Achieving efficiencies is an ongoing process and your partner will implement a plan for continuous improvement.

Sutherland and Guardian Group to Present on How to Embrace Automation Strategically at Upcoming Digital Convergence Conference