Outsourcing Center, Kathleen Goolsby, Senior Writer
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.
Bill Bierce
Flexibility in legal outsourcing contracts bears striking similarities to a team of professional athletes under the tutelage of a watchful coach.
Outsourcing Center, Kathleen Goolsby, Senior Writer
More and more, companies enter into outsourcing agreements as a strategy to remain competitive. But rapid technological advancements change the competition; hence, an essential element of an outsourcing agreement must be flexibility. G2R, which specializes in providing research and management consulting, assists end users and vendors in constructing effective sourcing agreements.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Industry studies reveal that most customers who become dissatisfied select another provider, rather than return the functions in-house. Stephen Fordham, Senior Director of Employee Care at Convergys Corporation.
Robert E. Zahler
Why do customers and suppliers often mutually characterize their outsourcing relationships as adversarial? The single biggest reason is a failure by both parties to distinguish between legitimate disagreement and discussion, on the one hand, and improper and harmful dispute, on the other.
Richard Lister
On January 1, 1999, eleven member countries of the European Union (EU) will adopt the Euro as their common currency. This move has complex implications for outsourcing in Europe. It will affect existing and new contracts and, more fundamentally, have an impact on the market structure.
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