Outsourcing Excellence Award — Most Collaborative: Barclaycard US and Firstsource “We are getting results that exceed our plan. By the end of the first year, performance of our former employees who are now on the Firstsource team was at or above what it was when we initiated the transition.” Brian Duffy, head of service and [...]
In studying outsourcing relationships through Outsourcing Center’s annual Outsourcing Excellence Awards program since 1996, Outsourcing Center has aggregated and analyzed the lessons learned – mistakes and successes – by hundreds of buyers of outsourcing services. These 100 lessons learned focus on issues related to each phase in the outsourcing life cycle – provider selection, contract [...]
The possible perils that can impact the success of an outsourcing relationship’s transition phase are well known. These days, most buyers are as aware as service providers of the need for a robust governance framework that facilitates the parties’ identification of challenges and working collaboratively to address them quickly. Most have also read tales of [...]
There are always unanticipated challenges in even the most well-thought-out transition. This relationship faced two major ones. First, a software vendor tried to extract $300,000 from Dell Services by forcing it to pay a licensing fee. Then, the global recession changed everything. The successful solutions were a harbinger of good things to come.
Giving up control over the outsourced process is a basic principle in how outsourcing works, but many buyers find it difficult to do this at the outset of a relationship. An Outsourcing Center study looked at the factors that cause initial discomfort and what makes a buyer feel comfortable enough to turn over control to the provider.
The city of Minneapolis knew that outsourcing its IT functions and assets to Unisys would enable them to focus on value-added services for internal users and external customers, but there were huge obstacles in front of an outsourcing initiative. So they first researched both successful and failed outsourcing deals to determine what they needed to do upfront to ensure their success.
Whether the “O” word refers to outsourcing strategies or offshoring tactics, communications surrounding corporate plans and goals require a structured approach to risk management. Underestimating the impact of employee resistance can greatly decrease ROI in an outsourcing initiative. This paper examines proactive and reactive approaches to mitigating risks and achieving employee buy-in.
National Rail Enquiries handles the telephone calls for the British rail system. Before outsourcing, it had trouble just answering the volume of calls. Now its call center has become a strategic driver for better customer service.
A large UK bank had to standardize its mail and document distribution. The outsourced savings topped $1 million.
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Outsourcing providers offer a richer and more varied career path than companies whose employees work in departments that support the core business. When EDS completes an outsourcing contract, it manages the IT department of the buyer’s firm.
Birds of a feather flock together aptly describes the beginnings of the outsourcing relationship between Commonwealth Bank of Australia and its supplier-partner, EDS Australia. Both organizations are huge, both are global, both are renowned for the top-notch services they provide for their customers, and both fly on the wings of innovation when it comes to business ventures. Commonwealth is Australia’s largest domestic financial services organization (largest domestic bank, largest funds manager, largest online stockbroker, and among the largest insurance companies). It has more than 10 million customers, more than 110,000 location points, 3000 ATMs, 120,000 point-of-sale terminals, Internet banking, online telephone banking; and its Web site handles more than 10% of the total trades on the Australian stock exchange on any given day. 1,400 Commonwealth employees transferred to EDS when the October 1997 contract was signed.
Bill Bierce is in the catbird seat when it comes to watching outsourcing agreements go south. The founder of Bierce & Kenerson, P.C., a New York law firm specializing in outsourcing and technology law, has devised a lucky list of how to raise the odds on outsourcing success…
More important than its enormous growth predicted for 2000 is the way outsourcing is changing. Entirely new perspectives on processes, strategies and relationships will be spotlighted as the industry transforms itself this year. Business process outsourcing (BPO) is predicted to be the focal point in 2000.
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…
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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