The Snowball Effect: Characteristics of Outstanding Outsourcing Relationships | White Paper
How does your organization’s outsourcing strategy match with the primary success factors in the world’s most outstanding outsourcing relationships for 2001?
Tag: "align interests"
February 1, 2002 | 0 comments | Read More
Colombian Risk | Article
BP’s motivations for outsourcing were classic, and Getronics has surpassed those needs. Even so, the highly effective risk/reward pricing scheme is a powerful influence on the remarkable success of this relationship.
February 1, 2002 | 0 comments | Read More
Aligning Interests: Measuring Outsourcing Success By Business Results | Article
Aligning interests is essential in today’s uncertain economy. Outsourcing relationships come under stress from multiple pressures. The business changes over time and suddenly has different needs than the business that signed the original outsourcing agreement. Or, business conditions change, rendering the initial outsourcing contract unworkable. Companies change complexion through mergers, acquisitions and divestitures, putting pressure on the operative outsourcing agreement.
April 1, 2001 | 0 comments | Read More
Incentives Create Clear Sailing | Article
GoCargo.com is an on-line exchange for ocean freight. The site works like most B2B exchanges; shippers post their ocean freight shipments on the site…
July 1, 2000 | 0 comments | Read More
Banking On Outsourcing Alliances | Article
Networks are the new life form in Europe on the outsourcing front. Companies, seeking to capitalize on the competencies of other organizations, are working together to help both bottom lines. Trust is the cement of this relationship, according to Dr. Han van der Zee, director of the Nolan Norton Institute in De Meern, the Netherlands. The Institute is the research facility of KPMG Peat Marwick…
June 1, 2000 | 0 comments | Read More
Overcoming the Inherent Gridlock in Outsourcing | Article
If you look at most traditional outsourcing contracts, says Ben Trowbridge of Ernst & Young, there are a number of built-in conflicts of interest in how they are priced and how they are structured. Trowbridge, who is responsible for the Services Market within Ernst & Young’s Operate Practice, says that equal sharing is not always possible in a typical outsourcing relationship.
December 1, 1999 | 0 comments | Read More
Even Successful Teams Break Up | Article
Typically in an outsourcing deal, the parties develop a baseline of where they believe the business will go, and they structure the transaction on that basis. The problem is that the baseline inevitably will be wrong at some point in a long-term relationship. The baseline assumptions are early assumptions, and it is impossible to know [...]
August 1, 1999 | 0 comments | Read More
The Long and the Short of it All | Article
The industry is abuzz about the need to make outsourcing deals more flexible. All parties agree that flexibility is desirable if it can be achieved fairly. But there is a variance in opinions among buyers, suppliers, legal analysts and consultants as to how to accomplish it. Can flexibility be built into a contract? How can [...]
March 1, 1999 | 0 comments | Read More
