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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.
August 1, 2009 |
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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.
August 1, 2009 |
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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.
August 1, 2009 |
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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.
August 1, 2009 |
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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.
August 1, 2009 |
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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.
A paint contractor could maximize his credit at a Kelly-Moore store, then purchase more products at another store the same day. The second store wouldn’t know he had exceeded his credit limit because the IT system didn’t synch up in real time…until it outsourced to Tomax.
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.
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.
Low margins and the economy put a U.S. marketing company on the ropes. It had two options: go out of business or outsource. Sending the work to the Philippines has helped it survive and thrive.
An internal audit revealed Johnson & Johnson needed better telecom management. It outsourced North America first, then took the learnings global. Here is its story.
Fletcher-Terry felt pressure from lower-cost competitors just as its manufacturing costs were going up. It knew it had to outsource, but its manufacturing volumes were low. It struck a unique deal with iSUN; it consolidated several lines to generate the volumes its outsourcer required to preserve margins and keep costs down.
April 1, 2009 |
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Mitek Systems had a great idea: the applications developer wanted to turn camera phones into scanning devices so customers could make payments and deposit checks. However, the company lacked the internal staff to develop the application which had to work on four disparate systems. Outsourcing was the answer.
April 1, 2009 |
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Even though Delta outsourced its HR, it kept recruiting in house. But when it merged with Northwest, it turned to PeopleScout, an RPO, to recruit hard-to-find talent like flight attendants with foreign languages skills and good customer service people.
March 1, 2009 |
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Outsourcing to two different suppliers is tricky but doable. But cutting your IT into six different pieces? Sounds like a guarantee for a migraine — but not for the Alliance Group. It has written an outsourcing policy that insures great benefits, including a return on investment of 20 percent.
February 1, 2009 |
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Owners of two small insurance companies knew the key to growth was finding cheaper ways to do business. The answer was outsourcing. But in 2005 there were few domestic providers serving the SMB sector since most providers focused on the big ticket buyers. They insured their growth by working with a Chinese supplier.
February 1, 2009 |
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