Effective communication is crucial to success in outsourcing, but it seldom happens automatically between two different corporate cultures. This is the story of how Sears and Hewitt Associates established change management techniques to ensure proactive communication, as well as an innovative program for continual process improvement.
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.
Global trade operations have increased dramatically in complexity, necessitating knowledge and technical expertise beyond the capabilities of most companies. Here’s what one of the world’s leading companies did to achieve its objectives in this mission-critical function.
These days, many governments are changing their former approach to outsourcing, resulting in higher-value outcomes. Read about the foundational aspects and successful accomplishments of one such government outsourcing partnership.
A story of following important, fundamental steps in outsourcing to create business opportunities and a climate for change.
Outsourcing’s outcomes reflect both parties’ commitment and shared visions. Those are are enabled by a personalized communication approach that extends well beyond the executive level and beyond the contract.
Technology seems to change at mach speed. Companies often don’t have the time or the capital to train their workers to keep up. Outsourcing allows them to plug into qualified specialists when the demand arises.
What makes an outsourcing relationship work? A perfectly executed contract is NOT the answer. An outsourcing arrangement is a long-term relationship whose expectationss and attitudes must be realistic. Here’s how to do it right.
Results from Morgan Stanley’s strategic use of outsourcing its HR processes in order to facilitate the massive challenges of a merger with Dean Witter Discover Company turned out be even better than the firm expected. This is the story of the cooperative environment the buyer and service provider fostered, which made it possible to meet their timelines and goals.
Public Service Enterprise Group, Inc. (PSEG) is a holding company in the electric and gas business with several affiliate companies in generation and distribution services in 12 countries and in 12 states in the US. Dealing at times with regulation, deregulation and increased competition, this is a company that must set and achieve its goals. One prime target for improvement in the early 1990s focused on human resources.