The Fragmentation Rule – Revolutionizing Human Capital Management

In today’s fast-paced business world, optimizing human capital is crucial. As the Founder of Collaborative Patient Care Group (CPCG), I’ve developed a unique approach called the Fragmentation Rule. This method goes beyond traditional outsourcing and offshoring, offering a more detailed analysis of roles and tasks.

The core concept of the Fragmentation Rule is best understood through an analogy. Imagine looking at a mechanical CAD drawing of a machine as a complete unit. Now, picture that same machine in an exploded view, where every small piece is visible. Envision that we can see 20 small pieces of this machine (fragments). Now imagine if we can build those small fragments across the globe as well as locally, depending on the intricacy of each piece.

This is how we approach positions in an organization – breaking them down into their smallest components.

Deconstructing Roles: The Fragmentation Process

Our process involves several key steps:

1. Breaking Down the Position: We use a proprietary method to dissect the position into fragments, identifying and tagging each small task based on its nature, not the person performing it.
2. Time Allocation: We determine the percentage of time spent on each fragment.
3. Market Value Assessment: We apply global market dollar values to each fragment. If we spend more than the market value on a fragment, it’s tagged as a revenue burn and marked for offshoring.
4. Optimization: After offshoring identified fragments, we increase time spent on high-value tasks, add more complex and appropriate tasks to the onshore resource, and help the position evolve to add more value to the organization.

Challenging the “Switching Hats Syndrome”

This approach contrasts with the “Switching Hats Syndrome” prevalent in American business culture. This syndrome, born out of labor shortages, created an environment of “a little bit of this and a little bit of that,” resulting in jacks of all trades but masters of none. The uneven balance of needed and unneeded deliverables often leads to average overall performance.

On the other hand, offshore businesses, particularly in regions with abundant human capital like Pakistan, thrive on specialization. The hierarchical nature of these cultures allows CPCG to carve out unique functions, train resources in confined tasks, and organize them into efficient departments.

Every culture is unique, and employees from different cultures exhibit their cultural flavor in their work deliverables. CPCG’s highly scientific approach embraces these cultural differences. We purposefully want employees to exhibit their culture and influence their job deliverables accordingly.

By leveraging these cultural differences, we create a powerful synergy. The Fragmentation Rule allows us to tap into the strengths of both environments. We harness the specialized skills and efficiency of offshore teams for repetitive tasks, while empowering onshore employees to focus on complex, high-value work that requires local knowledge and expertise. This combination not only improves overall productivity but also enhances job satisfaction on both sides. Onshore employees find their roles more engaging and impactful, while offshore team members take pride in their specialized skills and contributions to the larger organizational goals.

Enhancing Efficiency Through Global Collaboration

The best functions for offshoring are those that are repetitive and monotonous. By removing these tasks from onshore employees, we free them to focus on their true, specialized functions. This is how the collaboration between onshore and offshore teams starts producing results.

This is where CPCG’s cutting-edge ideology plays a crucial role. Initially, and for a brief time, the inclusion of CPCG’s offshore human capital may seem like an added expense. Indeed, it is an added cost and can be considered a cost center. However, once this strategy plays its course, the local onshore resource starts working on specialized functions.

Results:

• The onshore resource starts yielding a higher ROI than before.
• CPCG resources begin to reduce operational expenses with a return of 3x or higher.

Implementing the Fragmentation Rule isn’t without challenges. It requires a significant mindset shift, especially for onshore teams accustomed to multitasking. We had to train one party to stop performing certain tasks while training the other to take them on. This process requires strong communication and constant coaching.

The beauty of this approach lies in its scalability and adaptability. As we fragment roles and redistribute tasks, we create a more fluid, responsive organization. Onshore teams become more specialized and strategic, while offshore teams develop deep expertise in specific functions. This symbiotic relationship allows businesses to pivot quickly, scale efficiently, and respond to market changes with agility. The result is a leaner, more competitive organization that can punch above its weight in the global marketplace.

Evolving Roles Across the Organization

When onboarding a new client, we offer to scrutinize every position, from entry-level to C-suite. This is an ongoing analysis, regardless of whether the client is only focusing on trying offshoring in one department or more. CPCG performs its independent analysis, so when the client is ready to discuss the next position to be thrown into the “Fragmentation Machine,” we are prepared as well.

It may seem audacious, but even a CEO’s position can be optimized. If a chief executive spends hours sorting emails, delegating simple functions, working on administrative tasks, that’s a prime candidate for fragmentation and offshoring. This approach transcends mere task redistribution. We’re fundamentally reimagining work processes. By dissecting roles to their core components and tapping into global talent, we uncover potential previously buried under routine tasks.

Let’s be clear: our goal isn’t to replace your local team. We aim to empower them. Stripping away mundane, repetitive tasks frees your onshore staff to focus on their strengths – the high-value, strategic work that propels your business forward.

Ultimately, the Fragmentation Rule drives evolution. It equips businesses to adapt and thrive in a global marketplace. We ensure every task, regardless of size, is handled by someone who can execute it efficiently and effectively. This is how we’re reshaping the future of work, one fragment at a time.

Saleem Shah is the Founder of Collaborative Patient Care Group (CPCG), a visionary organization that empowers businesses to optimize their operations and achieve global competitiveness through strategic offshoring and workforce evolution. With a background as a pharmacist turned entrepreneur, Saleem brings a unique perspective and unwavering commitment to transforming human capital management. His innovative ‘Fragmentation Rule’ approach has helped countless businesses unlock their full potential by leveraging the power of global talent while simultaneously elevating their onshore workforce.