Wednesday, November 17, 2010 | 1:30 p.m. CST; 2:30 p.m. EST; 7:30 p.m. GMT This Webinar has ended. Click here to download the deck. Ready to increase operational efficiency, reduce cost and risk, and increase profitability? Join us for this educational Webinar to learn how to successfully develop an outcome-based unified global delivery network that [...]
Industry media, especially over the past two years, often points out that a significantly high number of outsourcing arrangements do not deliver the promised cost savings due to “hidden” costs associated with managing the relationship. This is especially true, the reports state, in outsourcing relationships with an offshore delivery component, where administrative costs increase due [...]
Examination of the current value proposition, ways of advancing the value proposition, and key considerations to realize the full value of RPO to effectively meet the business needs of tomorrow. Click here to download the paper.
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.
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.
Standardization, in-house centralization and outsourcing: A portfolio approach.
Internal Shared Services vs.. BPO – which is best, and how to maximize their impact?
ABB Inc., a technology manufacturer, grew by acquisitions. In 1995 ABB wanted to create a single culture with centralized processes and policies. It decided the best way to do this was outsource. Its first step: centralizing its 401(k) plan. Today, 13 years later, ABB has outsourced many of its HR processes to its original supplier: Fidelity HR Services.
Sound familiar? Penske’s customer service operations were in four US cities. They were expensive and didn’t offer consistent service levels. What’s the best way to consolidate cost effectively? Outsource the back office to India.
Gaining access to world-class IT infrastructure and processes can transform business operations, but the London Stock Exchange learned that strategic management of the outsourcing relationship can achieve higher value in competitive advantage goals.
The story of how to change it can’t be done to dream come true using outsourcing.
After a merger, British Aerospace was using 21 different HR systems. Creating a joint venture with a service provider led to the creation of a Web-based peopleportal, a service it can also sell to other companies.
Total integration after mergers/acquisitions is difficult to achieve…but IBM knows how to do it, no matter how complex it appears to be.
ELearning is more than applying technology to the learning process. If done effectively, it changes several business processes, and outsourcing is the best catalyst for those changes.
Companies work with their suppliers to aggressively reduce costs.
National Dry Cleaning acquired 13 companies using 12 accounting systems. Outsourcing the back-office reduced that number to one.
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