A case study on financial process transformation: Infosys

Earlier, companies sought the service of outsourcing providers to take advantage of the labor arbitrage and manage those business activities where they lacked in-house expertise. As business matured and expanded, companies started looking for business partners who could transform their process so as to gain increased efficiency and competitive advantage. Infosys was one such company that understood the need of the new generation businesses and repositioned themselves as business transform partners rather than just outsourcing providers.

Below is a case study that discusses how Infosys helped a leading telecom company in UK to transform their finance operation to increase efficiency and drive better business value.

Case study:

The Client

The client was Everything Everywhere Limited is the largest telecommunication company in UK offering fixed and mobile broadband services to about 27 million customers.  The firm manages the two most popular brands, Orange and T-Mobile in the UK market.

everything everywhere logo

Business Challenge:

Everything Everywhere’s devised a business strategy to centralize all business process and operations to derive more business value and for better management control. Infosys, who are the leaders in Gartner’s Magic Quadrant report for finance and accounting services was chosen as their BPM partner for transforming the financial operations. The following operations were included in the scope of the agreement.

  1. Customer Payments and payment controls.
  2. Credit referrals
  3. Admin payables and receivables
  4. Credit control
  5. Commission
  6. Revenue Assurance
  7. Billing Integrity
  8. Billing operations
  9. Partner billing
  10. Fraud
  11. Procurement reporting
  12. Procurement fraud investigations
  13. Procurement-Master Data Management

Solution and Implementation

Infosys deployed their BPM solution using a transition methodology that included 5 stages that is preparation, planning, execution, parallel run and steady state. Each transition phase had well defined activities, deliverables, roles and responsibilities of vendor and client.

  1. They started with planning phase by identifying the key challenges that the client was facing. They conducted a detailed workshop internally to understand the current financial process of the client, identify the issues/challenges/gaps and put down an optimal solution to address the challenges along with an implementation plan.
  2. Infosys developed a partnership approach and worked as partner of client which helped them to discuss the progress of the process and issues openly.
  3. Infosys made the attempt to identify the resources within the company that could help them with knowledge transition. They identified the trainers from within the company and provided training to them to contribute to the transition process. These trainers in turn helped the other employees to adapt to the transition process.
  4. The next step was identifying the technology needs for the transition. The technology team was involved in the transition process of the finance operations.
  5. A well documented governance policy was prepared in which the roles and responsibilities of all the stakeholders were defined. Weekly review of the project was also done.
  6. An effective change management program was designed by Infosys which explained the roles and responsibilities of each stakeholder, transition expectations, transition approach and cultural aspects. They conducted workshops for the employees to understand the new roles and work efficiently.


  1. The desired business value was delivered.
  2. Consolidation of process happened in a week.
  3. On-time completion of onsite knowledge transfer and training.
  4. The employees worked efficiently in their new role.
  5. There was no fall in operational performance during transition.

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