Jimmy Hanson wanted to invite institutional investors to invest in his real estate management company. But he needed to revamp his accounting systems to meet their reporting needs. DTO’s real estate division solved his problem.
Facilities management for a company with multiple locations can be handled much more efficiently and cost-effectively through strategic outsourcing.
This paper discusses the reasons why companies are interested in information outsourcing (theory) and how it can be made to work for the benefits of companies and individual information developers (the practice).
Success in an outsourcing relationship must be built on the right foundation, and that happens only when the buyer clearly and objectively describes to the supplier exactly what it wants to buy. That’s what Xcel Energy did when it entered into its successful outsourcing relationship with IBM Global Services.
For government agencies across the United States, the ability to deliver services to their citizenry is being sorely taxed (no pun intended). Budgets are being strained beyond limit. Quality — and quantity — of services is deteriorating. And the varieties of the prevailing political climate can wreak havoc on long-range planning and consistent and coordinated operational systems. Add to this the fact that many government agencies’ entire existing infrastructure for delivering services is suffering from such maladies as outdated technology, a stagnant work force and the typical bureaucratic red tape that is government’s calling card, and you have a recipe for guaranteed underachievement.
Clients come to us and say, ‘Get me up and running in the global economy.’ They know they don’t have the infrastructure, processes or people to do this in-house, so they turn to outsourcing, according to Maurice Rodriguez, manager of business development for LeapSource, a Phoenix, Arizona financial services Business Process Outsourcing (BPO) supplier. The BPO provides back office processing capabilities for its clients and delivers real time financial indicators to management….
Our business is not IT, says Linda Holmes, director of Informatics Services at the Justice Department in Ottawa. Outsourcing allowed us to realign our resources so we could focus on our core competencies. We didn’t want to worry about day-to-day technology operations support…
Library rules haven’t changed much over the years, though the library’s look has. Visitors must still remain quiet and are fined for returning books late. But computers now occupy the space once held by a card catalog and periodical information is found on computer files as opposed to microfiche and a backroom filled to the hilt with hard copies of journals, magazines and newspapers. And whether for good or bad, outsourcing has become the buzzword in the library industry.
One of the objectives of many outsourcing deals is to reduce costs and in the past this often meant a reduction in IT labor expenses or layoffs, says analyst Allie Young of Dataquest…
When ABB Power Generation Ltd. decided earlier this year to outsource the operation of the client server infrastructure for their total office environment, the Switzerland-based company’s reason was clear. They wanted secure access to resources and skills.
Back in 1995, Michael A. Boyle, associate hospital director, William Beaumont Hospital, was in a quandary. The hospital had identified facilities management as an area where they wanted to reduce costs without sacrificing the quality for which the hospital system is known, but the traditional approaches had not yielded any solutions.
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