Bill Deckelman
Negotiating Effective BPO Contracts: As the trend toward business process outsourcing (BPO) grows, companies are faced with a new learning curve. They need to understand the elements of establishing a successful BPO relationship, beginning with the proper contract vehicle, which can play a critical role in fostering the chances for success.
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.
Joseph Vales, Senior Partner, Vales Consulting Group
Business Process Outsourcing (BPO) is paving the way for leading companies to compete globally and increase profitability into the new millennium.
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.
Bill Deckelman
Outsourcing’s maturation as an industry has created a substantial body of experience in ‘renegotiating’ and ‘restructuring’ outsourcing contracts. Today, these transactions — sometimes referred to as re-do — are more the rule than the exception.
Michael Useem, Professor of Management and Director Center for Leadership and Change Management, Wharton School, University of Pennsylvania
American firms continue their rapid expansion of service and product outsourcing. Companies signed major new contracts for information outsourcing alone in 1994 worth $11 billion; in 1995, $20 billion; and in 1996, $33 billion, and all signs point to vigorous growth ahead.
Robert E. Zahler
Since the late 1980’s, outsourcing vendors have relied on subcontractors to perform part of the work required in outsourcing relationships. Although customers often assumed that the functions subcontracted were non-critical services, a number of trade press articles a few years ago revealed that the outsourced functions included some that any client would view as potentially at the heart of the relationship.
Bill Martorelli
While the glamorous multi-vendor deals are the ones garnering most of the attention in outsourcing, the real growth in that area will come in the less sophisticated arrangements. That’s the opinion of Bill Martorelli, an industry analyst formerly with Giga Information Group.
Outsourcing Center
Long-term Information Technology (IT) relationships have always been fraught with challenges. Today, long term relationships patterned after those of the past don’t have a prayer for success. Why? Because the static nature of the agreements dooms them to failure.
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