Operations Rollout Enablement
Math Quotient helps multi-business organizations undertake rapid operations-rollout predictably - in geographically spread, complex environments. MQ works in partnership with clients, helping build operational components that facilitate rollouts.
PMO Management for a new Product / Geography Rollout
Math Quotient sets-up and manages the corporate Program Management office for a rapidly growing organization, ensuring a single point tracking for all work-streams, e.g. Telecom- from Network rollout to HR-recruitment, for the end to end rollout of central, plus city-wise complete organizational rollouts. MQ continually provides a neutral third-party view of actual completion status/issues/action-requirements within a program across its rollout period.
Enterprise-wide Integrated - Process Design
MQ leverages its in-depth Domain and Six Sigma capability to design an Integrated Processes' Blue-print, that supports a client organization's growth plans. A Math Quotient led 'Process - War Room' creates integrated cross-functional processes via blueprinting and pilot based rigorous testing, manages process deployment, and assists stabilization of the processes within client organization. .
End to End Service Delivery Centre Set Up
MQ facilitates setup of a new SDC – across work streams - from business model creation, new location decision, internal business process blueprinting & roll out, complete technological set up and actual operations kick off, to establishing vigorous internal performance management controls. This would start from business model preparation and development of a clear time-bound Roll out plan. The MQ Program Management Office, with its robust control mechanisms, ensures smooth roll out of plans .
End-to-End Outsourcing Management
Math Quotient partners with clients to manage their end-to-end Outsourcing Rollout.
MQ provides expertise in managing an End-To-End roll out of the outsourcing initiative of an organization - starting from the operations blue-printing, identification/scoping of ‘to-be-outsourced processes’, outsourcing/captive decision, vendor evaluation model build, RFP design, liaison with potential vendors, vendor selection, transitioning of processes, to - stabilization of processes across client-vendor organizations. Care is taken to ensure that outsourcing a part of the operations does not impact other areas of business.
