Outsourcing Center, Kathleen Goolsby, Senior Writer
From the moment of his 1999 signature approving two-thirds of the proposed HIPAA regulations, President Clinton tossed the healthcare industry a hot potato. So now the industry is forced to start changing the way it was doing business.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
Outsourcing means never having to buy the stuff yourself. Or even know what to buy.\x0d\x0aOne of the major benefits of outsourcing is the vendor makes sizable capital investment in assets that buyers need but do not want to purchase. Making the wrong decision can be very costly. So is the job of keeping up in a changing world.
Outsourcing Center, Kathleen Goolsby, Senior Writer
The rumormongers and journalists who quickly pen sensational bad-news headlines would have you believe that Exchanges and B2B Marketplaces (last year’s newest Internet darlings) all failed and died practically overnight. They pronounce judgments on why it happened: the hype made businesses adapt the model before it was proven; many companies were not willing or able yet to handle the internal processes that go with the technology of such an extended, networked enterprise; buyers didn’t venture beyond their already established list of suppliers, and even that the procurement folks didn’t coordinate with the planning/administrative folks in many companies.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
When Brasilia, Brazil’s capital, was built, one of the city architects suggested planting grass everywhere instead of paving sidewalks. People could walk wherever they wanted. Where natural paths emerged, the concrete would follow.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Even a Fortune 500 company can fail. All it takes is a decision to invest dollars, time and people in the latest and greatest technological wonder. Sure, an Internet-driven world demands that executives quickly take advantage of innovations that technology promises will give them a competitive edge. But they can reap the benefits without incurring the risks or investment.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
PinkElephant is a Dutch ASP headquartered at Zoetermeer. The ASP is a PinkRoccade nv company, one of the most successful traditional IT outsourcing vendors in Holland. And that’s exactly how the ASP market is developing in Europe. The quick starting, independent American startup is the slow moving elephant in Europe, according to Leon Fock, business unit director. PinkRoccade nv was formed in 1950 as the Mechanical Administration, which was part of the central government of the Netherlands. Every 20 years the IT outsourcing vendor has reinvented itself. In the 1970s the department morphed into the Government Computer Center. In 1990 the department became a public limited liability company as part of a privatization move.
Chris Pryer, Business Writer
For government agencies across the United States, the ability to deliver services to their citizenry is being sorely taxed (no pun intended). Budgets are being strained beyond limit. Quality — and quantity — of services is deteriorating. And the varieties of the prevailing political climate can wreak havoc on long-range planning and consistent and coordinated operational systems. Add to this the fact that many government agencies’ entire existing infrastructure for delivering services is suffering from such maladies as outdated technology, a stagnant work force and the typical bureaucratic red tape that is government’s calling card, and you have a recipe for guaranteed underachievement.
Outsourcing Center, Kathleen Goolsby, Senior Writer
People are doing wireless today without having thought about it first, and now they have some real problems, states John Stehman, principal analyst with the Robert Frances Group. They can’t even support all the devices they have out there. They have five to seven different devices and the help desk doesn’t even know what some of them are. Wireless technologies are still experimental, and Thomas Tunstall, Ph.D. with KPMG Consulting, believes it’s difficult to know which applications will catch on and which providers will be successful. Wireless technology is changing, coverage is changing, and providers and pricing are changing. Users are trying to decide if applications will have value. To enter this world requires a strategy built on flexibility and minimizing risk; both are best accomplished by outsourcing.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Wireless scares people, says Adam Braunstein, senior research analyst with the Robert Frances Group. The concept that you can get anything anywhere is easy to understand and sounds great, and what company wouldn’t want to give those capabilities to its staff and customers where appropriate? The problem is that the application is extremely difficult. There are several warring technologies out there, Braunstein explains, and the wireless carriers are having huge difficulties. Financial institutions and the healthcare industry are the early adopters of wireless technology. It’s also an ideal solution for a mobile sales force, traveling executives, field technicians, logistics and other processes. The media has touted the enormous benefits for companies to adopt this technology as an extension of access to the Internet while, at the same time, making a lot of noise about the immaturity of the technology and its failures in addressing business applications and user needs.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Difficult business problems require solutions that are based on sound reasonings. The Internet and new economy have so drastically changed the way business is done that today’s top execs must focus on how to change their companies. Change is necessary as technology and markets evolve, despite whether a company is competing successfully or losing market share. Long-range plans keep getting shorter and shorter, and the need for risk management in such an environment is increasingly recognized as a competency. Most organizations now are a hybrid of some internal departments or divisions and some alliances with outsourcers for various business processes. Why do so many chief executive officers (CEOs) and chief information officers (CIOs) turn to outsourcing as a strategy to achieve their business objectives? Upon what reasoning do they base these decisions? Adam Braunstein, senior research analyst with the Robert Frances Group, whose clients are the top echelon of Fortune…
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