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The issue of how liability is addressed in an outsourcing agreement is very real. The ultimate goal of any outsourcing arrangement is mutual satisfaction. The outsourcing entity hopes to acquire a higher level of performance in a particular aspect of its business that was not attainable in the past and be cost effective while doing so. The outsourcer leverages its expertise and economies of scale in the hopes of meeting the client’s expectationss and making a profit in the process. But it doesn’t always work out that way.
What’s Idaho Power Services’ formula for success? Outsourcing.
November 1, 2000 |
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When asked how the cost of outsourcing transactions can be reduced, Dennis McGuire, president of Technology Partners International, says that the most problematic area occurs before the contract is signed. The largest source of costs, he explains, lies within the process of negotiating the contract…
March 1, 2000 |
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The process of choosing a viable vendor from the thousands on the market can be chaotic. And for companies that aren’t faced with outsourcing issues every day, a lack of knowledge on the protocol for selecting and integrating an outsourcer can lead to problems…
For those who have negotiated multiple outsourcing deals over the years, there is no question that there are indeed common problems and challenges faced in almost all outsourcing deals.
November 1, 1998 |
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Although the things your mother never told you about outsourcing may be numerous, they generally fall into two main categories, the procurement process and relationship management.
November 1, 1998 |
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As in any professional or personal relationship, the best way to keep things on a positive note is communication. And since first impressions last, it’s crucial that business process outsourcing (BPO) relationships get off on the right foot, according to Claude Hartridge, Partner and leader of the BPO Transaction Development Group in Europe for PricewaterhouseCoopers.
September 1, 1998 |
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The past decade has seen a move toward outsourcing as a way to decrease operating costs. The outcome has not been a record of unblemished success, but unanticipated results have played a role in reshaping outsourcing, according to Ellen Quinn, vice president of administration, Yankee Energy.
Partnership: More Than a Fancy Phrase. One of the most telling changes in future outsourcing will be the reshaping of relationships as companies continue to move away from cost reduction as the single key driver.
February 1, 1998 |
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The benefits of outsourcing traditionally have been described in financial terms. With progress, however, cost reduction benefits have become ‘table stakes’ as even more significant advantages are realized from outsourcing partnerships. Leading organizations have discovered that in addition to cost benefits, outsourcing presents an opportunity to improve the level of service.
November 1, 1997 |
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There’s a high rate of dissatisfaction among customers with IT outsourcing agreements, according to recent surveys by Deloitte & Touche, Coopers & Lybrand, and others. However, that dissatisfaction appears to signal the industry’s growing pains rather than its demise. The outsourcing market has continued to grow, enjoying a 15 percent to 20 percent annual growth rate for several years.
October 1, 1997 |
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A recent Coopers and Lybrand survey of 428 high-growth companies revealed some disquieting news. Over half of the companies surveyed were dissatisfied with the overall results of their outsourcing agreements. Things, they said, just didn’t get better.
