Tag Archives: US

Senior Program Manager, BPO

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The Senior Program Manager, will lead multi-disciplined teams managed by IT and Business Operations Projects Managers driving a large complex program of work.  The jobholder will be responsible for financial/budgetary controls, program-wide resource requirements and program status reporting. Working closely with the client and commercial management teams on one of key client accounts.  The jobholder will provide exemplary people management, monitoring and maintenance of governance standards and enforcing corrective action where required with consistent delivery of timely, concise, accurate and relevant communications to stakeholders from Board level to front line, internally and to client. Continue reading →

Thinking Like a Leader: Three Big Shifts

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Eric McNultyBy Eric J. McNulty

Leadership development often focuses on doing — the mastering and use of certain desirable skills and behaviors that concretely show someone to be leading. Competency-based models can provide lists of such skills, as well as attributes of their practice. But where leadership effectiveness really starts is with thinking — adopting a mental model that makes it possible to acquire those skills and demonstrate those behaviors in the first place. Mastering leadership thinking can be challenging, but it is absolutely essential. I may adopt the exact stance and handgrip of Jordan Spieth, but I’m unlikely to win the Masters — while there may be a (wide) gap in our athletic abilities, there is an even larger one in our mental capacity for the game of golf.

Leadership thinking can be learned but is difficult to teach. It is a matter of asking questions and presenting challenges that help someone discover the mental model that enables their “best leader” to emerge. It requires not just competency, but demonstrated proficiency. And proficiency only comes with practice, feedback, and analysis. Journaling and other reflective exercises are good for processing and absorbing both successes and failures. As Peter Drucker said, “Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.” Continue reading →

F&A BPO Solutions

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The BPO Outsourcing Solution Architect (SA) role is a client-facing role that interprets and translates client requirements into a solution that can be configured from a standard set of offerings. This person is the single point of contact with responsibilities that include:

 

  • Managing all Operating Group, senior client buyer and functional owner relationships for the designated solution
  • Driving the necessary sign-off of the solution with proper input from the Operating Groups on client business objectives, industry, risk assessment, budget and preferences (see service group rules/process and escalation approach for specifics)
  • Managing the sales team, Subject Matter Experts required during the sales process and the communication/ collaboration with the delivery organization(s) Continue reading →

Leadership and Brilliance Are Not the Same

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Sramana MitraBy Sramana Mitra

When “How I Lead” was suggested as a topic, I had to pause to consider how my thinking has evolved on the subject. How did I lead earlier in my career? How do I lead today? What has changed? What has remained constant? How do I synthesize what has worked particularly well?

I have founded and run four companies since 1994. In each case, I had a mission for value creation that was big, bold, important, clear, and I always made sure the mission was communicated to everyone on my team and to the external world with utmost authenticity.

When I started DAIS in 1994, my mission was to jumpstart a technology industry in Calcutta, using my MIT Computer Science background to plug my birthplace into the global startup eco-system. My team of ~50 understood that mission well. I also got the media to root for us, inspiring them with that vision. This helped us tremendously in recruiting talent at a time when “startup” and “Calcutta” were incongruous concepts. Continue reading →

The Real Difference Between Leader and Manager

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by Steve Tobak

In the 19th century, Karl Marx famously called religion “the opium of the people.” In the new millennium, the opium of the people is content. A massive amount of content is generated and consumed daily by a billion people who increasingly resemble addicts or drones in an online collective, depending on your choice of metaphor.

The only real difference between the two opiates is that, today, anyone can create his own personal brand of religion and attract a flock of followers to his blog or Facebook page. No wonder so many who’ve never actually managed an employee or run a business call themselves entrepreneurs and CEOs. They have followers, so they must be leaders. Continue reading →