A good cultural fit is one of the most important hallmarks between a successful and unsuccessful outsourcing relationship. Cultural fit assessment is far less structured than defined processes that help you quantitatively evaluate the service provider’s solution, capabilities and pricing. To decide whether your company and the service provider will have a comfortable cultural fit, [...]
Outsourcing Center’s 2009 Outsourcing Excellence Awards program studied the characteristics that buyers in the study used to identify/determine the success of their deals. Do they define “success” as attainment of the mutually agreed-upon objectives by the end of the contractual term? Do they define it as only achievement of actual requirements? Do they include in [...]
LEAN, green, and savings now are the mantras of IT buyers today, according to Richard Penn. Even IT pricing is experiencing a metamorphosis. Here’s what buyers and suppliers need to know in today’s brave new ITO world.
The U.S. economic problems have impacted outsourcing in several ways, as has the increased focus on innovation and R&D in outsourcing arrangements. Both are affecting the initial stages of outsourcing decisions. Here’s a look at these trends and how they may affect your company.
Currently, a growing number of enterprises expect service providers to use service management tools, especially those aligned to ITIL v3 best practices in managing services as a business. This article discusses the trends around uses and benefits of such tools, their differences in value and approach, and how the tools enhance even the soft relationship skills in an outsourcing arrangement.
The importance of IT within BPO is substantial, but often difficult to articulate in RFPs. BPO RFP documents should include sections with explicit, IT-related requirements. In this document, SAP has compiled best practice examples on how the related requirements can be made explicit.
In this issue of Insights by Trigent, we evaluate various processes employed in establishing an outsourced development function, examine some common misconceptions, and make recommendations for reaching a successful outcome.
When Geographic Data Technology wanted to enter a new market, it turned to outsourcing to obtain the necessary resources. Its highly collaborative relationship with RMSI changed the buyer’s business processes so it could compete in the new market. The result: outcomes far greater than they imagined.
Although trust grows over time and successful outsourcing alliances evolve to become even more beneficial for both parties, the true foundation for success lies in the hands of buyers when they begin seeking a services provider. That spot in time when a buyer determines its objectives (the outcomes it wants to pay a provider to produce) and then matches its provider selection criteria to those aims is crucial to outsourcing success. Microsoft definitely demonstrated how to do it when it selected VMC Consulting for testing and other IT support services for the Xbox® video game system from Microsoft.
Although it’s best to retain outside counsel with outsourcing expertise, Attorney Stacy Schultz of O’Melveny & Myers explains the unique issues that buyers’ corporate in-house lawyers need to know before becoming involved in constructing an outsourcing contract.
Unlike most auctions, both buyers and service provicers in an IT outsourcing transaction pay if the winning service provider offered an irrational price to get the deal. Stephen Dunn offers tips to buyers on how to avoid the winner’s curse.
In today’s hospitals, technology is of utmost importance to reducing costs, streamlining functions and providing the best patient care. Some hospitals have learned that outsourcing can make an enormous strategic impact and be a differentiator in competitive advantage.
How to create an ‘us’ without destroying the ‘me’ in an outsourcing relationship.
How can you minimize risks when selecting a fairly new company as your supplier? Here’s what BP and Bank of America did when they outsourcing their HR to Exult.
Buyers are often in a hurry to outsource so they can implement their competitive strategies. But cutting short the supplier selection process can result in a failed outsourcing relationship. Here’s how to do it right.
Ask anyone how long it takes to negotiate an outsourcing deal, and the answer will likely be the same: much too long. In fact, some would say, the outsourcing will take at least as long to negotiate as you have time available to negotiate, and probably longer.
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