Research has indicated that ‘smart’ managers look to manage only LESS THAN A THIRD of the process spectrum within their KRA. Rest of it is delegated, sub-optimally managed or more smartly ‘OUTSOURCED’. A simple illustration - a business owner of customer acquisition process in a bank (mostly the Head-Sales) does not have his eyeballs focused on the application filling activity. These non-core activities are our core-competency, which we transition empowering people and processes with a strong technology architecture.