The better the question
How to set-up and migrate GCC processes during the pandemic?
Migrating processes from the US and Canada to a GCC in India posed a challenge during COVID-19.
A home improvement company, based in the US, engaged EY to set-up their offshore finance GCC and transition processes from the US and Canada to India. The current business process offshoring migration posed several challenges, including non-standard business processes and policies, data migration from multiple systems and technologies, sub-optimal organizational structure and non-standard process documentation. Despite the COVID-19 crisis, the engagement continued since other external factors rendered the migration timelines as non-negotiable. The company, therefore, needed hands-on support to strategize, plan, design, implement and transition the processes to their GCC.
The better the answer
EY provided end-to-end support for the GCC migration
Despite aggressive timelines, EY migrated processes to the GCC through application of its 4-A model.
EY helped establish the company’s finance processes at the GCC in India. It provided a full-service migration, including planning, designing, strategizing, transitioning and training of employees, and implementing automation solutions. An aggressive timeline, along with the COVID-19-led lockdown, added complexity to the task. We implemented our process migration expertise and virtual capabilities through a 4-A strategy.
The better the world works
The GCC provides future-ready performance and control standards
The migration incorporates continuous improvements and automation opportunities for better efficiency.
EY facilitated transition of more than 250 full-time equivalents (FTEs) and more than 90 processes from the US and Canada to India. Besides building a strong operating structure with key performance indicators (KPIs) and service level agreements (SLAs), the migration was characterized by the following:
As a full-service partner, EY undertook complete responsibility of not just the strategic aspects of the transition, but also the tactical – from implementing performance management frameworks to home-delivery of laptops and dongles.
