Genpact

By FY2018 (calendar year ended December 31, 2018), Genpact generated $3.0 billion in annual revenue with approximately 87,000 employees, operating large-scale business processes — finance and accounting, supply chain management, insurance claims processing — for Fortune 500 clients. Gross margin was 35.95% ($1.079 billion gross profit on $3.0 billion revenue), and GAAP operating margin was 11.6% ($348 million operating income). The company's delivery model remained highly labor-intensive, with process headcount directly tied to transaction volumes. Rising wages in India — the company's primary delivery location — created pressure on per-FTE economics. Genpact's Lean Six Sigma heritage, rooted in its origin as GE's captive BPO operation, had already optimized manual workflows extensively, leaving limited further gains from process redesign alone. The company needed a structural lever to grow revenue without proportionally increasing headcount.

Genpact deployed its "Lean Digital" framework, layering automation technology onto its established process expertise:

• Cora platform deployment: Built and scaled Cora, a proprietary AI-powered digital business platform integrating robotic process automation (RPA), machine learning, and natural language processing. Cora provided the technology layer for automation across client engagements, covering process orchestration, cognitive document processing, and predictive analytics.
• Process-level task decomposition: Before deploying automation on any client process, Genpact used process mining to decompose operations at the individual task level, classifying each step as automatable (rules-based, repetitive, structured data) or human-required (judgment calls, exception handling, unstructured data). This methodology — combining Lean process mapping with digital targeting — differentiated Genpact's approach from generic RPA deployments.
• Workforce reskilling via Genome platform: Deployed Genome, a proprietary AI-powered talent management platform that mapped skills for employees and created personalized digital learning pathways. The company reskilled a significant portion of its workforce from manual process execution toward analytics, automation management, and client advisory roles, enabling a shift in revenue mix toward higher-value digital services.
• Contract model evolution: Shifted pricing structures from FTE-based models (which penalize automation — fewer people means less revenue) toward outcome-based and transaction-based pricing, allowing Genpact to retain the economic benefit of automation rather than passing headcount reductions back as revenue declines.