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Rajeev Jain

Vice President, Global Operations Centers Organization, Business Transformation
HP

Rajeev is the head of GOCO with two major roles: enable 7 global sites through Site Councils, entity management and business continuity & transform these sites through Optimization, Sourcing and Robotics. In addition, he serves as a Director for the HP India legal entity.

Prior to this, he was the Region Head India for HP Global Business Services [GBS] managing a PnL of $ 100 M, leading a team of approx. 8000 talented associates, supporting HP in the area of Sales, Marketing, Supply Chain and related operations. Additionally, he was responsible to represent GBS to $ 55 Billion Business unit PPS as Global Engagement leader. 
 

Rajeev holds a degree in Mechanical Engineering from IIT (BHU), Varanasi. He has earned the repute of being an inspiring people leader, excellent business partner and thought leader with a bias for action over 27 years of career with organizations like GE (General Electric), Larsen & Toubro, Eicher group and Fidelity Investments.
 

Rajeev has built strong business acumen in arena of Financial Services, BPO, Supply Chain, Customer Service and Manufacturing domains. He has strong expertise in Business Unit P&L management, Client Management, Lean Six Sigma, Process Reengineering, Factory Management and Change Management.
 

Rajeev has the unique distinction of being a ‘Certified Quality Leader’ and a ‘Certified Master Trainer’ for Lean Six Sigma from GE. Additionally, he has the unique distinction of being the first “Executive Belt” at HP.
 

Rajeev serves on NASSCOM (National Association of Software and Service Companies) – India’s Apex Body for Software Firms, regional council for GICs, is a strategic advisor to a start-up ‘Urban Fitness’ & has a strong passion for Social Impact – with key focus on underprivileged children and women. He is working with several NGOs working in this space and is closely supporting HP’s Social Innovation programs.



CONFERENCE DAY ONE

11:20 AM Selecting & Redesigning Processes for Successful RPA Integration

  • Defining key criteria in process selection based on the level of complexity, human intervention and frequency of tasks
  • Reviewing existing processes and shortlisting the right processes to automate to achieve the greatest ROI
  • Process redesign: Defining clear and well-established rules and identifying exceptions

CONFERENCE DAY TWO

9:50 AM Defining the Most Suitable RPA Governance & Operating Model

  • Reviewing your organisation¡¦s core functional processes and competency model - who owns it?
  • Enhancing close collaboration between IT and business units to ensure both technological and business lens are taken into consideration in RPA adoption
  • Developing a common operating model governing the use of RPA
  • Continuously benchmarking and assessing your RPA operating model to determine its suitability