2009 should be a busy year for transformation, according to our experts. This story explains how business transformation outsourcing will impact buyers, suppliers, and the deals themselves. It also includes a formula for success in today’s business climate.
BP, one of the world’s largest companies, considers it a best practice to outsource as many non-core processes as possible. But outsourcing HR was considered a crucial component of its organizational transformation. Here’s the story of how a groundbreaking deal successfully achieved objectives.
Learn why BP believes this outsourcing relationship may be the single most successful deal it has ever done.
How to create an ‘us’ without destroying the ‘me’ in an outsourcing relationship.
How can you minimize risks when selecting a fairly new company as your supplier? Here’s what BP and Bank of America did when they outsourcing their HR to Exult.
Jane Drasites, Director, Benefits Delivery for BP Amoco, swears that the first year in an outsourcing relationship is just like a marriage. Some marriages don’t work very well. When Amoco (prior to its merger with BP) signed an agreement in 1993 for Hewitt Associates to handle its HR functions, it was positive it had found the right mate. Unfortunately, they didn’t go for some counseling before they tied the knot, and the honeymoon didn’t last long.
BPAmoco is one of the world’s leading providers of energy and petrochemicals. As the third largest integrated oil company in the world, it enjoys considerable reach and scale. BPAmoco recognized that its core skills revolve around the products that it markets to its customers. Its accounting and transaction functions are not part of that core. We can certainly get comfortable with a third-party providing that service, allowing us to focus our attention on those things that we are good at and need to be good at, suggests David Hulf, CFO of BPAmoco Oil Europe. But only an outsourcer of equal stature would be able to supply BPAmoco’s needs.
PricewaterhouseCoopers (PwC) and BP Amoco (BPA) have embarked on a significant outsourcing collaboration that has the potential of being a watershed event.
The process of choosing a viable vendor from the thousands on the market can be chaotic. And for companies that aren’t faced with outsourcing issues every day, a lack of knowledge on the protocol for selecting and integrating an outsourcer can lead to problems…
We’re paying increasing attention to non-IT or business process outsourcing (BPO) services over the coming year. The growth of BPO is an important emerging industry phenomenon that is driving tremendous value into the buyers that choose it. The British Petroleum/PricewaterhouseCoopers relationship offers a highly successful example of this phenomenon.
I live in a state of permanent dissatisfaction. I always believe there must be someone doing something better than we are. That statement by Colin Goodall, CFO for British Petroleum (BP) affiliate Sidanco and formerly CFO for BP/Europe, may explain his role as a pioneer of key business process outsourcing deals.