Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.

1. PROCESS • ANALYTICS • TECHNOLOGY 1© 2014 Copyright Genpact. All Rights Reserved.
CHALLENGES ► BY FUNCTION
% of respondents from
various functions stating
challenge as among the
'Top 3‘ for their company
Overall
Finance
Procurement
Marketing
Operations
n=912 executives from a survey conducted by LinkedIn commissioned by Genpact
Compliance and cost rated among the most important
challenges for companies today
Ensure compliance
to regulations
Increase customer
satisfaction
Reduce capital and
asset intensity
Manage
risk
Increase growth and
scalability
Enable company’s
innovation
Enable agility and
adaptability
Reduce
costs
0 10 20 30 40 50 60 70
• Compliance,
risk and cost
are key
imperatives
according to
F&A
executives
• CPOs share
the cost and to
some extent
the
compliance
urgency
• COOs focus
on compliance
too

2. PROCESS • ANALYTICS • TECHNOLOGY 2© 2014 Copyright Genpact. All Rights Reserved.
CHALLENGES ► BY COMPANY SIZE
Ensure compliance to regulations
Reduce cost
Increase customer satisfaction
Manage risk
Increase growth
and scalability
Enable company’s
innovation
Enable agility and adaptability
Reduce capital and asset intensity
Overall
Overall
Overall
Overall
Overall
Overall
Overall
Overall
Large enterprises worry more about compliance and risk while
those from smaller enterprises focus on scalability
10,000+ employees 5,001-10,000 employees
Importance of the challenge (% of respondents across industries stating that the challenge is
among the 'Top 3‘ for their company)
0 10 20 30 40 50 60 70 80
• Gap between
smaller and
larger
companies is
limited
• Main
exception is
the growth
challenge
which is most
acute in
smaller firms
n=912 executives from a survey conducted by LinkedIn commissioned by Genpact

3. PROCESS • ANALYTICS • TECHNOLOGY 3© 2014 Copyright Genpact. All Rights Reserved.
Overall
Overall
Overall
Overall
Overall
Overall
Overall
Overall
NA APAC EMEA
Ensure compliance
to regulations
Reduce cost
Increase customer satisfaction
Manage risk
Increase growth and
scalability
Enable company’s
innovation
Enable agility and adaptability
Reduce capital and asset intensity
0 10 20 30 40 50 60 70 80
• Small
variations
across
regions
• Most
variance
attributable
to industries
and size of
companies
present in
those areas
CHALLENGES ► BY REGIONS
Intensity of challenges generally consistent across geographies
Importance of the challenge (% of respondents across regions stating that the challenge is
among the 'Top 3‘ for their company)
n=912 executives from a survey conducted by LinkedIn commissioned by Genpact

4. PROCESS • ANALYTICS • TECHNOLOGY 4© 2014 Copyright Genpact. All Rights Reserved.
High Tech Capital Markets Healthcare Banking
Insurance Life Sciences CPG Manufacturing
Overall
Overall
Overall
Overall
Overall
Overall
Overall
Overall
CHALLENGES ► BY INDUSTRY
Ensure
compliance to
regulations
Reduce cost
Increase customer
satisfaction
Manage risk
Increase growth
and scalability
Enable company’s
innovation
Enable agility and
adaptability
Reduce capital and asset
intensity
Financial sector most concerned about compliance and risk
management, however results vary across industries
DIRECTIONALImportance of the challenge (% of respondents in specific industries stating that the
challenge is among the 'Top 3‘ for their company)
0 10 20 30 40 50 60 70 80
• Imperatives
vary across
industries
• High tech most
focused on
innovation,
growth, agility
• Life sciences
respondents
focused on
regulation,
customer
satisfaction,
and to some
extent cost and
innovation
n=912 executives from a survey conducted by LinkedIn commissioned by Genpact

5. PROCESS • ANALYTICS • TECHNOLOGY 5© 2014 Copyright Genpact. All Rights Reserved.
Overall
RiskMarketing Procurement
Operations Finance
RiskMarketing Procurement
Operations
Finance
Overall
Risk
Overall
Overall
Marketing
Procurement
OperationsFinance
Overall
Risk
MarketingProcurement
Operations
Finance
Overall
Risk Marketing
Procurement Operations
Finance Overall
Risk
Marketing Procurement
Operations
FinanceOverall
Risk Marketing Procurement
Operations
Finance
Risk Operations
MarketingFinance
Procurement
CHALLENGES ► BY FUNCTION
Ensure compliance to
regulations
Reduce cost
Increase customer
satisfaction
Manage risk
Increase growth and
scalability
Enable company’s
innovation
Enable agility and adaptability
Reduce capital and asset intensity
Significant variation by function: Finance executives most
concerned with compliance, risk and cost
Importance of the challenge (% of respondents in specific functions across industries stating
that the challenge is among the 'Top 3‘ for their company)
0 10 20 30 40 50 60 70 80
DIRECTIONAL
n=912 executives from a survey conducted by LinkedIn commissioned by Genpact

6. PROCESS • ANALYTICS • TECHNOLOGY 6© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► FUNCTION IMPACT
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
* Impact of a function on company’s challenges is defined as 𝑓 𝑥𝑖 = 𝑗
𝑛
𝑥𝑖𝑗 𝑦𝑗, where 𝑥𝑖𝑗 is the % of respondents who believe that improvement
in the function 𝑥𝑖 will have a material impact on the challenge 𝑦𝑗; 𝑦𝑗 is the % of respondents citing the challenge as among the 'Top 3'
Function Impact Index* combining stated importance of challenges and stated ability of a
function to address them
FP&A and MDM seen as important in solving the most pressing
challenges among finance functions
140
78
79
93
123
147
MDM
R2R
FP&A
Overall F&A
P2P
O2C
Impact of R2R, P2P
and O2C less
ubiquitous than
FP&A and MDM,
which explains the
difference between
scores

7. PROCESS • ANALYTICS • TECHNOLOGY 7© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► FUNCTION IMPACT
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
31 22 11
32 4248
13 29 17
15 2545
842
47 5487
38 55 29
56 48 4248 42
58 21 43 6358Overall F&A
23 43 37 18 17O2C
50 32 18 22 35R2R
25 53 27 9 22P2P
34 53 20 62 64FP&A
38 40 4949 27MDM
Ensurecompliance
toregulations
Reducecosts
Increasecustomer
satisfaction
Increasegrowth
andscalability
Managerisk
Enablecompany
innovation
Enableagility
andadaptability
Reducecapital
andassetintensity
FP&A and MDM helps solve challenges most, R2R is still critical for
compliance, P2P and O2C for cost, O2C for customer satisfaction
10
Magnitude of
challenge1
1 % of respondents stating it is one of the top 3 challenges in their company
%ofrespondentsstatingfunction
canhavematerialimpacton
addressingchallenge
DIRECTIONAL

8. PROCESS • ANALYTICS • TECHNOLOGY 8© 2014 Copyright Genpact. All Rights Reserved.
Others1
BFSIOverall
Others1 BFSI
Overall
Others1
BFSI
Overall
Others1
BFSIOverall
Others1
Overall
Overall
Others1 BFSI
BFSI
FINANCE AND ACCOUNTING ► MATURITY ► BFSI vs. OTHER INDUSTRIES1
FP&A
O2C
R2R
P2P
MDM
Overall F&A
% of respondents stating that finance function in their organization is either very mature or
mature
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
Banking and financial services more mature in FP&A, P2P and
MDM, while other industries ahead in O2C and R2R
50 55 60 65 70 75 80 85 90
1 Healthcare, life sciences, consumer
goods, high tech and manufacturing
BFSI includes banking, capital markets and insurance
DIRECTIONAL

9. PROCESS • ANALYTICS • TECHNOLOGY 9© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► MATURITY ► BFSI (BANKING, INSURANCE, CAPITAL MARKETS)
MDM 33 31 37
P2P 36 32 32
R2R 33 36 32
O2C 48 25 27
FP&A
32 16
32 20
Overall F&A 53
48
Somewhat mature/ImmatureVery mature Mature
n=75 finance and accounting executives from banking, capital markets and insurance
from a survey conducted by LinkedIn commissioned by Genpact
% respondents stating the maturity of the finance functions in their organizations
Financial services organizations more mature than other
industries with FP&A considered as most mature
MDM
noticeably
least mature
F&A process
DIRECTIONAL

10. PROCESS • ANALYTICS • TECHNOLOGY 10© 2014 Copyright Genpact. All Rights Reserved.© 2014 Copyright Genpact. All Rights Reserved.
30 46 24
FP&A 4528 27
2733 40
25
R2R
3441
44
P2P
4115MDM
O2C
Overall F&A 29 2447
MatureVery mature Somewhat mature/Immature
n=85 finance and accounting executives from CPG, life sciences, manufacturing, high tech and healthcare
from a survey conducted by LinkedIn commissioned by Genpact
MDM
noticeably
least mature
F&A process
% respondents stating the maturity of the finance functions in their organizations
Order to cash most mature for consumer goods, life
sciences, healthcare, high tech and manufacturing
FINANCE AND ACCOUNTING ► MATURITY ► CPG, LIFE SCIENCES, HIGH TECH, HEALTHCARE, MANUFACTURING
DIRECTIONAL

11. PROCESS • ANALYTICS • TECHNOLOGY 11© 2014 Copyright Genpact. All Rights Reserved.
BFSIOthers1 Overall
BFSIOthers1 Overall
BFSIOthers1 Overall
BFSIOthers1 Overall
BFSIOthers1
Overall
BFSI
Others1 Overall
FINANCE AND ACCOUNTING ► PREPAREDNESS ► BFSI vs. OTHER INDUSTRIES1
n=157 for finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
FP&A
O2C
R2R
P2P
MDM
Overall
F&A
% respondents stating their organization is very prepared or prepared to mature the specific
finance function
FP&A, MDM
and R2R least
ready to
transform in
manufacturing,
life sciences,
healthcare ,
CPG and high
tech
Banking and financial services most prepared to transform the
F&A function
1 Healthcare, life sciences,
consumer goods, high tech
and manufacturing.
BFSI includes banking,
capital markets and
insurance
30 60 70 80 9040 50
DIRECTIONAL

12. PROCESS • ANALYTICS • TECHNOLOGY 12© 2014 Copyright Genpact. All Rights Reserved.
Overall
R2R
Overall
P2P
Overall
O2C
Overall
MDM
Overall
FP&A
Overall
Overall F&A
FINANCE AND ACCOUNTING ► PREPAREDNESS ► LARGE vs. SMALL COMPANIES
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact (21
from small companies with 5,001-10,000 employees and 136 from large companies with 10,000+ employees)
Larger companies most prepared to transform F&A further
% respondents stating their organization is very prepared or prepared to mature the specific
finance function
10,000+ employees 5,001-10,000 employees
30 60 70 80 9040 50
DIRECTIONAL

13. PROCESS • ANALYTICS • TECHNOLOGY 13© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► OVERALL ABILITY TO IMPACT ► BFSI (BANKING, INSURANCE, CAPITAL MARKETS)
Somewhat mature or Immature
Very mature or mature
Somewhat prepared or not prepared
Fully prepared or prepared
Overall F&A
O2C
R2R
P2P
FP&A
MDM
58 58 58
5
8
55
45
41
53
61
33
22
61
57
24
32
24
29
26
34
50
31
53
59
52
61
48
50
28
5
8
1
3
66
10
14
66
15
53 44 32
9
13
17
Ensure
compliance
toregulations
Managerisk
Increase
customer
satisfaction
Reducecosts
Increasegrowth
andscalability
Maturityof
process
In BFSI, MDM comparatively less mature; plans seem to
be in place to transform further if needed
n=72 for F&A executives from capital markets, banking and insurance
from a survey conducted by LinkedIn commissioned by Genpact
Magnitude of
challenge1
1 % of respondents stating it is one of the top 3 challenges in their company
%ofrespondentsstatingfunction
canhavematerialimpacton
addressingchallenge
Prepared
% of respondents assessing
maturity and preparedness
DIRECTIONAL

14. PROCESS • ANALYTICS • TECHNOLOGY 14© 2014 Copyright Genpact. All Rights Reserved.
45
50
55
60
65
70
75
80
85
45 50 55 60 65 70 75 80 85
%ofcompaniesstatedasverypreparedor
preparedtomatureinspecifiedfunctions
MDM
FP&A
P2P
R2R
O2C
FINANCE AND ACCOUNTING ► OVERALL ABILITY TO IMPACT ► BFSI (BANKING, INSURANCE, CAPITAL MARKETS)
Size of the bubble indicates the impact of the
sub-function on the company’s challenges as
a % of overall finance impact
MDM comparatively less mature; plans seem to be in place
to transform further if needed
% of companies stated as very mature
or mature in the specified functions
Reduce cost
Manage risk
Increase growth and scalability
Reduce Costs
Increase Customer Satisfaction
Ensure compliance to regulation
Reduce Costs
Increase Customer Satisfaction
Ensure compliance to regulation
Manage risk
Ensure compliance to risk
Increase growth and scalability
Ensure compliance to regulations
Reduce costs
Increase customer satisfaction
Size of the circle indicates importance of
challenge and size of the slice indicates impact
of improving the function on the challenge
n= 72 finance and accounting executives from commercial and retail banking, insurance and capital markets
from a survey conducted by LinkedIn commissioned by Genpact
DIRECTIONAL

15. PROCESS • ANALYTICS • TECHNOLOGY 15© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► OVERALL ABILITY TO IMPACT
Very mature or mature
Somewhat mature or immature
Fully prepared or prepared
Somewhat prepared or not prepared
Maturityof
process
Preparedto
mature
56 48 48 42 42
58 21 43 6458Overall F&A
23 43 37 18 17O2C
50 32 18 22 35R2R
25 53 27 9 22P2P
34 53 20 62 64FP&A
38 40 4949 27
MDM
Ensure
compliance
toregulations
Reducecosts
Increasecustomer
satisfaction
Increasegrowth
andscalability
Managerisk
MDM is important and has comparatively lower maturity and
preparedness to evolve
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
Magnitude of
challenge1
% of respondents assessing
maturity and preparedness
1 % of respondents stating it is one of the top 3 challenges in their company
%ofrespondentsstatingfunction
canhavematerialimpacton
addressingchallenge
DIRECTIONAL

16. PROCESS • ANALYTICS • TECHNOLOGY 16© 2014 Copyright Genpact. All Rights Reserved.
45
50
55
60
65
70
75
80
85
45 50 55 60 65 70 75 80 85
MDM
%ofcompaniesstatedasverypreparedor
preparedtomatureinspecifiedfunctions
FP&A
P2P
R2R
O2C
Size of the bubble indicates the impact of the
sub-function on the company’s challenges as
a% of overall finance impact
MDM is important but least mature yet many aren’t ready to evolve it
further in life sciences, healthcare, manufacturing, CPG and high-tech
% of companies stated as very mature
or mature in the specified functions
Reduce cost
Ensure compliance to regulation
Increase growth and scalability
Reduce Costs
Ensure compliance to regulation
Enable agility and adaptation
Ensure compliance to regulation
Reduce costs
Increase growth and scalability
Increase growth and scalability
Reduce costs
Reduce cost
Increase customer satisfaction
Ensure compliance to regulation
Completeness the slice indicates impact of
improving the function on the challenge
n= 85 finance and accounting executives from healthcare, life sciences, consumer goods, high
tech and manufacturing from a survey conducted by LinkedIn commissioned by Genpact
FINANCE AND ACCOUNTING ► MATURITY ► CPG, LIFE SCIENCES, HIGH TECH, HEALTHCARE, MANUFACTURING
DIRECTIONAL

17. PROCESS • ANALYTICS • TECHNOLOGY 17© 2014 Copyright Genpact. All Rights Reserved.© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► OPERATING MODEL INITIATIVES ► BFSI (BANKING, INSURANCE, CAPITAL MARKETS)
n= 72 finance and accounting executives from commercial and retail banking, insurance and capital
markets from a survey conducted by LinkedIn commissioned by Genpact
25R2R
21P2P 21
39 5835Overall F&A
Business
process
re-engineering
Radically
improved
use of
technology
42
25 39
• Technology
quite important
in FP&A and
MDM
• More BFSI
executives see
advanced
organizational
structures as
helpful for
MDM
25 60MDM 46 118
128
17O2C 21 40 64
33FP&A 4640 127
82
68
Impact Index*
Advanced organizational structures most frequently
applicable among operating model initiatives
% of respondents stating the initiative can have a
material impact on the function
* Function Impact Index combining stated importance of challenges
and stated ability of a function to address them
BPO or SSC or
hybrid1
DIRECTIONAL
1 BPO – Business Process Outsourcing,
SSC – Shared Services Center

18. PROCESS • ANALYTICS • TECHNOLOGY 18© 2014 Copyright Genpact. All Rights Reserved.
At least one third of the companies have not initiated
the transformation of their operating model
Not Considered
Planned after 12 months
Planned in next 12 months
Currently in Progress
SSC,BPO or hybrid1
15
13
15
58
BPR
28
5
13
54
Tech
23
7
11
59
16
9
11
64
32
8
10
50
15
15
67
15
13
11
62
15
10
15
60
18
5
13
64
13
5
11
72
18
8
11
16
63
19
8
57
18
10
7
65
24
14
14
48
21
12
13
54
O2C R2R
P2P FP&A MDM
FINANCE AND ACCOUNTING ► OPERATING MODEL INITIATIVES ► PROGRESS
n=157 for finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
% of respondents; Width of the column indicates the % of respondents stating that the operating model
initiative will have a material impact on the function.
DIRECTIONAL
1 BPO – Business Process
Outsourcing,
SSC – Shared Services
Center

19. PROCESS • ANALYTICS • TECHNOLOGY 19© 2014 Copyright Genpact. All Rights Reserved.© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► OPERATING MODEL INITIATIVES ► MATURE vs. IMMATURE
Overall F&A
P2P
O2C
R2R
FP&A
MDM
Business process
re-engineering
Radically improved
use of technology
Many believe advanced organizational models can have
impact; more so for mature F&A functions
634038
494138
603326
302318
493028
352727
512926
392527
453742
314343
523043
483451
• Organizations
with mature
F&A functions
are more likely
to believe
advanced
organizational
structures can
have a
material
impact on all
sub-functions
• Technology
and BPR
perception is
instead not
dependent on
maturity of
process
Mature
Not mature
n=157 finance and accounting executives; Mature=119, Not mature=38
from a survey conducted by LinkedIn commissioned by Genpact
% of respondents stating the initiative can have a
material impact on the function
BPO or SSC or
hybrid1
DIRECTIONAL
1 BPO – Business Process Outsourcing, SSC – Shared Services Center

20. PROCESS • ANALYTICS • TECHNOLOGY 20© 2014 Copyright Genpact. All Rights Reserved.© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► PREPAREDNESS ► BY MATURITY
Already mature functions also more prepared to evolve
%respondentsstatingthepreparednessoftheir
organizationtomatureafinancefunction
Mature
32 68
43 57
36 64
44 56
43 57
46 54Overall F&A 88
R2R 69 31
P2P 73 27
O2C 72 28
MDM 77 23
FP&A 77 23
12
Somewhat prepared/Not prepared
Prepared
Not mature
Respondents rating their company’s functions as
n=157 finance and accounting executives from a survey conducted by LinkedIn
commissioned by Genpact Mature=119, Not mature=38
DIRECTIONAL

21. PROCESS • ANALYTICS • TECHNOLOGY 21© 2014 Copyright Genpact. All Rights Reserved.
FINANCE AND ACCOUNTING ► OPERATING MODEL IMPACT
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact
BFSI
BFSI
Overall
Overall
Overall
Others1
Others1
Others1
BFSI
Technology
BPR
Organizational models (SSC,
BPO or hybrid)
• Advanced
organizational
models seen
as more
frequently
deployable but
having less
standalone
impact
• Impact in
financial
services
consistently
seen as higher
than in other
industries
Improved use of technology, when applicable, is seen as
providing largest monetary impact - especially in BFSI
1Healthcare, life sciences, consumer goods, high tech and manufacturing
60 360120 180 240 300
Companies with 10,000+ employees
Annual $ impact is the weighted average of the total estimated positive business impact of all operating
model initiatives in million US$ per annum including reduction of cost, capital required, improvement of
cash and revenue growth
BFSI includes banking, capital markets and insurance
DIRECTIONAL

22. PROCESS • ANALYTICS • TECHNOLOGY 22© 2014 Copyright Genpact. All Rights Reserved.
BPR SSC, BPO, Hybrid
$ 158m
$ 82m $ 83m
Tech
$ 110m
SSC, BPO, Hybrid
$ 178m
BPR
$ 295m
TechBPRTech SSC, BPO, Hybrid1
$ 268m
$ 155m
$ 103m
FINANCE AND ACCOUNTING ► OPERATING MODEL IMPACT ► BY MATURITY
Annual $ impact is the impact of operating model initiatives in US$ per annum including
reduction of cost, capital required, improvement of cash and revenue growth
Mature organizations expect more impact than less mature
ones from technology and BPR
• Advanced
organizational
models seen
as more
frequently
deployable but
having less
standalone
impact
• Impact in
mature
organizations
consistently
higher than in
the rest
OVERALL MATURE IMMATURE
n=157 finance and accounting executives from a survey conducted by LinkedIn commissioned by Genpact;
Mature=119, Not mature=38
Average $ impact, bar width proportional to percent of respondents stating that the
initiative will have a material impact
Average
$ impact
DIRECTIONAL
1 BPO – Business Process Outsourcing, SSC – Shared Services Center