Springhill Medical Center hired Eclipsys to overhaul its IT. Medication errors fell 80 percent and infection rates fell by two-thirds. ER customer satisfaction soared from 11 to 92 percent. System availability went from 56 to 99.999 percent. And the new electronic medical records helped the Alabama hospital weather Hurricane Katrina.
This relationship captured the best in show award because it demonstrated excellence in partnering while revamping the city’s IT infrastructure, including installing a city-wide Wi-Fi network. This new infrastructure played a crucial role in the city’s swift response to the I-35 bridge collapse and the success of the Republican National Convention when the entire nation was watching.
When Catapult entered the scene, the GSA had 39 vendors, 12 versions of its e-mail client, and 15 help desks. Each of the 11 regional offices provided its own IT infrastructure services with differing data security standards. Today, GSA has one IT contract and a consolidated infrastructure. Plus, outsourcing has saved American taxpayers $15 million a year.
During the transition CSC had to move 55 percent of Sun’s application development offshore, hire 450 employees in India during a national boom, and build two data centers in 60 days. Sun Microsystems expected CSC to produce immediate productivity gains with 42 fewer people, maintain service to 35,000 Sun employees, and support 600 applications. Here’s why it worked.
South West Water provides water and sewage to 1.6 million customers in the U.K. During the transition, South West Water was adamant that anything other than business as usual was completely unacceptable — even though Accenture was implementing new processes and shipping work across the globe. The result: Complaints about billing are down by 20 percent.
Prudential Financial realized it had to run HR like a business when it prepared to go public. Whenever there is a business challenge, the two partners use a technique they learned from transition: select one executive from each company to craft a solution together. And Prudential helps Hewitt learn how its new products will work in the real world.
Buyers often experience situations that fail to fulfill their expectationss. These can lead to frustration, costly renegotiations, or even failure. A study of 36 buyers reveals areas of disappointment and how to address them.
Before outsourcing, the medical center sent printing off site, relinquishing control. Then it outsourced to Xerox Corporation. As a result, there’s more money for better patient care, and the hospital is more competitive.
In the current hyper-competitive marketplace, it’s hard for companies to describe what makes their business different from their competitors. According to Karthik Nagendra, thought leadership marketing is one way. He describes how companies are using this new branding tool.
Four managerial concerns arise during a recession, which significantly impact the buyer and provider. A Stanford academic shares mitigation techniques.
Every penny counts. CA restructured 30 offices worldwide in just 90 days. The savings went to the bottom line when the company reported its year-end results to Wall Street.
Download the handout from the free webinar by Patni Computer Systems Ltd on June 30, 2009.
Explore the levers and choices surrounding a global service desk and its impact on cost.
What are the real risks in offshoring both ITO and BPO work? Professor Ravi Aron, John Hopkins University, says understanding those risks helps buyers set up procedures to make their offshore engagements more successful.
LEAN, green, and savings now are the mantras of IT buyers today, according to Richard Penn. Even IT pricing is experiencing a metamorphosis. Here’s what buyers and suppliers need to know in today’s brave new ITO world.
USA Technologies had been sending its development work to China. This time it added India to the mix. The result: it cut time to market in half and enjoyed savings of 40 percent.
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