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Transition process




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Transition process

Transition process

Successful F&A outsourcing depends on a smooth and seamless transition of business processes. Our business migration and process transformation plans are guided by experience gained from transitioning numerous complex finance & accounts and payroll processes over more than a decade. Our detailed and effective transition methodology allows us to transfer your in-house processes to our environment without any disruption to your business.

QX proposes two solutions for transferring the data required to begin the transition process:


Working in the client’s environment
QX works on the client’s system in the client’s network environment by using remote desktop login with restricted access to the files and folders. This solution ensures that the data remains in one secure place throughout the process.
Working in the QX
environment
QX makes the necessary arrangements to create a secure network environment for our client at our Skipton office. We set up secure servers on which the QX staff will remotely login to access necessary information.
Our transition management solution is categorised in five sections, from the identification phase to the monitoring & review phase.





1
Identification
 
During the identification stage QX’s team of experts work with the client to:
Determine the volume and nature of the business processes outsourced.
High level documention of the processes and systems that are currently in use.
Assess the impact of any integration plans.
Analyse client corporate culture.
Our transition manager or transition team can visit your site or communicate via phone, teleconference and chat to understand your business model and requirements.
Work closely with your team and define the processes you want to outsource and outline your expectations.
 
 
 
2
Agree Target Operating Model
 
Working in conjunction with your organisation, the data gathered during the identification stage is used to determine an appropriate Day 1 operating model. Key actions in developing the model include:
Agree to appropriate Day 1 process-scope.
Clearly define the boundaries between QX and the client’s operational business units.
Ensure that where necessary new processes are developed by QX and the client.
Agree on the timelines for reporting business critical KPIs.


 
 
 


3
Planning
 
Based on your inputs, we create a detailed migration roadmap and plan, which includes the timeline, clarity in process aspects, and resource deployment and allocation.
As per project requirements, we also create detailed plans on technology and infrastructure for a smooth and effective transition.
Software transition, whether from current to next version of the same software or from one software type to another with additional functionalities, can be agreed upon, with clarity on objectives and roadmap to achieve them.
 
 
 
4
Transition implementation
 
The approach we follow for implementing process transformation depends on the size and complexity of the project. Based on these factors, we may (i) adhere to existing processes and deliver as per agreed upon SLAs or, (ii) take over the processes and explore the scope for process redesign and transformation.
We may also use a combination of all above approaches for different processes under the same project, if required.
Transition period depends on nature of process and size of the project. Generally, it varies from one to twelve weeks.
Each process is well documented and any changes and revisions to agreed process are updated accordingly.
We track the status of implementation and perform any course corrections that are required to make the processes more efficient.
Along with information exchange on process knowhow, the project team is educated regarding software functionality, features and output.
We establish standardisation for various processes, which can be implemented at the very beginning of the transition. This is followed by identifying further scope for improvements which is implemented during later stages. This leads to consistent improvements in efficiency and output for the ongoing process cycle.


 
 
 


5
Monitoring and review
 
All process aspects are reviewed from the viewpoint of accurate delivery of tasks assigned to each process owner.
We ensure improved accuracy by placing additional control checks, implementing obvious automation, and making quick fixes to existing process and changes to internal control methods. .
Overall project governance efficiency in terms of quality and accuracy is achieved through regular reporting via operational dashboards, and through constant monitoring.
 
 




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