Industry media, especially over the past two years, often points out that a significantly high number of outsourcing arrangements do not deliver the promised cost savings due to “hidden” costs associated with managing the relationship. This is especially true, the reports state, in outsourcing relationships with an offshore delivery component, where administrative costs increase due [...]
New capabilities, like cloud computing, software-as-a-service, mobile device web access, and data center virtualization and consolidation, are significantly changing both the possibilities and the complexities of outsourcing IT functions. Analysts predict radical change in the shape of IT “factory” functions such as end-user support and help-desk services. However, an Information Week survey notes that almost [...]
Educates buyers on the transition phase in the life cycle of outsourcing engagements, the associated cost and complexity, and best practices and “pitfalls” to avoid in managing complex transitions for success. Click here to download the paper.
In an outsourcing arrangement, decision makers at the buyer’s organization look to maximize the value of their outsourcing investment. They therefore look for a service provider that not only has the requisite process, industry, and technology expertise but one that also can manage to uncertainties and minimize the buyer’s risks, enhance the buyer’s agility, and [...]
After buyers and service providers begin working together, they find aspects about each other and the relationship they hadn’t anticipated and planned for or issues about which they had mistaken assumptions. Outsourcing Center surveyed 64 buyers on what caused those issues and how to successfully address them.
The biggest challenge with service provider governance is designing a good program that minimizes the increased workload of already-stretched resources. Linda Tuck Chapman shares how to design and deploy a governance program that focuses on service provider performance and risk management.
Read how the parties communicate proactively, honestly, and transparently, enabling them to work collaboratively to resolve issues, take advantage of opportunities, and ensure their interests remain aligned. After 10 years together, the gray line between the two has vanished. Here’s how they communicate.
Giving up control over the outsourced process is a basic principle in how outsourcing works, but many buyers find it difficult to do this at the outset of a relationship. An Outsourcing Center study looked at the factors that cause initial discomfort and what makes a buyer feel comfortable enough to turn over control to the provider.
An Outsourcing Center study found that a lot of outsourcing buyers have relationship managers with no prior experience or training in how to manage the relationship. This article describes why this occurs and the challenges that result from this phenomenon.
You know the feelings that surround a day you’d like to forget. Stress. Anxiety. Embarrassment. Regret. Revisiting a decision. Now place all of that in the context of an outsourcing relationship on a day when something goes wrong – really wrong. A revenue-generating, ERP, or payroll system goes down. A hurricane or tsunami wipes out [...]
Download the handout from the free webinar by Everest Group on April 27, 2010.
Tough economic times often become a stimulus for companies to better manage their business and ensure that IT expenditures align with business needs and strategic growth goals. This white paper discusses the strategy of establishing a project management office (PMO) to ensure IT investments address both near- and long-term needs. In the paper, CDI IT [...]
Cost and price. It’s crucial that buyers understand both when it comes to outsourcing. What is the cost of providing business services internally? What elements comprise that cost? What is the price for comparable services from an outsourcing service provider? What cost elements affect the provider’s price? For the service levels it commits to perform, [...]
A noiseless and on-time transition is critical in maximizing the value achieved in an outsourcing initiative, but it is difficult for many outsourcing relationships to overcome the transition challenges. This case study details how T-Mobile UK achieved that objective by leveraging Infosys BPO’s proven transition methodology. The initiative involved four departments, 21 processes, 130 sub-processes, [...]
This article discuss predictions and trends in outsourcing for 2010 through 2015.
Océ Business Services has handled its share of emergencies for Verizon Wireless, including the anthrax scare after 9/11 and the ravages of Hurricane Katrina. And its improved processes have generated savings of $1.5 million rather than the projected $300,000 – exceeding expectationss by 500 percent. Read why this relationship succeeds.
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