Our client, a Fortune 500 digital document product and services company, sought no less than to reimagine the company for the 21st century. They concluded that there was no better partner than HCLTech to help them achieve this.

The client faced several challenges that increased operational costs and inhibited growth. Their global operations were fragmented, with inconsistent processes across geographies. Their RD&E and product development fixed costs were too high, and their offshore centers had limited scalability and agility. In addition, their legacy systems’ workflows were redundant and manual, lacking integrated digital tools to drive innovation and efficiency.

The client sought a transformation that would drive $1B in growth through innovation and market expansion. In the process, they sought to achieve $100 million in cost savings through operational efficiencies. Ultimately, they sought to establish a smarter, more connected enterprise that would support evolving business models.

HCLTech became the client’s BPO partner. Over the course of 13 years, we rebadged 6,000 of the client’s procurement, O2C, supply chain and service delivery employees, including 3,000+ FTEs in BPO services and 1,200+ engineers supporting RD&E. We transitioned work to eight distinct, non-overlapping delivery centers in India, Guatemala, the Philippines and multiple countries in Europe, including Romania and Poland. HCLTech took over four of the client’s offshore centers, integrating them into our global operations.

We also established a 100,000-square-foot lab and 30 Scrum rooms dedicated to agile product development.

In addition, we automated key processes such as invoice processing and reconciliation, supplier onboarding, compliance workflows, bug tracking and resolution pipelines and RD&E documentation and version control.

To enable process efficiencies, we established Lean Six Sigma practices and agile delivery frameworks, and we developed digital toolkits for collaboration and reporting.

We also implemented risk/reward financial models. For instance, to ensure predictable cost savings, shared accountability and measurable outcomes such as faster time to market, reduced backlog and higher ROI for innovation investments, contracts were structured around output-based pricing and performance-linked incentives.

The transformation was comprehensive and measurable:

HCLTech’s global cost model enabled the client to reinvest in technology innovation, laying the foundation for future growth and agility.