Outsourcing Excellence Award — Most Collaborative: Barclaycard US and Firstsource “We are getting results that exceed our plan. By the end of the first year, performance of our former employees who are now on the Firstsource team was at or above what it was when we initiated the transition.” Brian Duffy, head of service and [...]
Change sometimes brings unintended consequences. When outsourcing relationships several years ago took on the characteristic of delivering services from one or more offshore locations, an unintended consequence was “talent wars” and attrition. Unmanaged attrition among a provider’s ranks leads to unsatisfactory service delivery and higher costs. How can the parties manage this dilemma? Should they [...]
Organizations that turn to outsourcing to achieve their business objectives first develop a business case that includes such components as cost savings and avoidance objectives, business value benefits, and risk assessment of potential negative impacts. But what happens when the initial business case stops working because of unanticipated impacts? Both a Deloitte Consulting study and [...]
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.
Attrition rates at Indian BPOs are an important criterion when determining offshore location. What is the rate in India? Why is it so high? And what can employers do about it? A new HayGroup study of 39,000 Indian jobs answers those questions.
Understanding people’s expectationss and how people think differently from culture to culture will improve the chances for success in an offshore outsourcing relationship. Here’s what you need to know about China, Ukraine, and India, as well as insights into offshore service provider selection criteria and determinants for success.
Offshore activities are nothing new for Europe. But what’s new is nearshoring is now starting to be internal to the EU, especially in Eastern Europe. Read why this is happening, what kinds of work are best for this region, and which suppliers are currently dominating the landscape.
A medical manufacturing firm wasn’t getting the big orders because it couldn’t produce them at a competitive price. It decided to set up a captive. But where? It had three requirements: workers with medical manufacturing skills, a short plane ride from its Florida base, and solid infrastructure. Nicaragua fit the bill.
Virgin Atlantic, a long-haul airline, is known for thinking outside the box to enhance the in-flight experience. Less known is the way Virgin has applied similar innovation to its behind-the-scenes operations. Offshoring to WNS allowed the airline to consider business streams it had not previously imagined. And the cost differential allowed it to add more people to its call center to provide better service.
The worldwide mortgage markets have seen significant change even before today’s credit crunch. Cheltenham & Gloucester (C&G), the mortgage arm of the Lloyds TSB Group, had to change its fundamental business model to compete. Outsourcing and offshoring gave the mortgage operations the remodel it needed.
Cost is only one reason to outsource to Vietnam. Other advantages are a low attrition rate, a cultural penchant for perfection, and a strong work ethic. That’s why Verint continues to increase its work with CSC Vietnam.
In a true outsourcing partnership, each player contributes to the well-being of the relationship. But sometimes the buyer goes the extra mile to take care of the supplier. Read how Ping Identity worked with Luxoft’s engineers to create the best possible outcomes.
Overhead Door Corporation’s Genie call center gets 55,000 plaintive calls a month. The manufacturer outsourced its call center operations unsuccessfully to two different U.S. suppliers. So it decided to bring the call center function in-house and hired Veritude to populate it…which it did 30 days early because the incumbent supplier abruptly decided to close its doors. Here’s the story.
The Netherlands is experiencing a shortage of IT engineers, so ISM eCompany, an Internet solution provider, had to find alternatives to hiring locally. The company looked at 20 countries and came up with India, China, and Ukraine as the top three locations to set up a captive operation. Ukraine turned out to be the best option. Here’s why.
Outsourcing Center studied the risk-mitigation efforts of 40 offshore outsourcing relationships participating in the 2007 Outsourcing Excellence Awards program. This paper discusses the best practice strategies customers put in place to ensure greater return on investment by mitigating risks in the areas of transition, workforce attrition, communications, and cultural gaps.
We spoke with industry experts to get their insights on mitigating outsourcing risks in 2008 and also looked at how buyers and suppliers are their own worst enemies when it comes to creating risks.
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