Outsourcing Center, Kathleen Goolsby, Senior Writer
Outsourcing Center studied 42 outsourcing relationships to determine success factors based on characteristics the buyers liked about their service providers. The study revealed some significant findings around which both buyers and providers may want to shift some focus.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Adding scope to an outsourcing contract, whether it occurs before contract end or at the scheduled time for renewal, is a tactic that makes the deal more mutually beneficial over time. Outsourcing Center studied 92 relationships to identify the drivers for adding scope. The study also identified a key factor in enabling the scope-expansion decision.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Companies are facing new considerations in their decision making at different points in the life cycle of outsourcing. Pricing models, controllability of offshored work, managing outsourcing relationships, and a new source of value creation will impact decisions in 2009. But the biggest impact on decision making will come from a watershed event regarding platform BPO, which occurred in 2008. Here’s what you need to know to be ready for outsourcing decisions in these aspects.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Understanding people’s expectationss and how people think differently from culture to culture will improve the chances for success in an offshore outsourcing relationship. Here’s what you need to know about China, Ukraine, and India, as well as insights into offshore service provider selection criteria and determinants for success.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Capgemini’s study examines the trends in drivers and timing for banks undertaking core banking systems replacements. This article also discusses options for outsourcing components of these projects and choosing the replacement systems.
Outsourcing Center, Kathleen Goolsby, Senior Writer
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.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
How do you hire 1,000 human resource employees ASAP when you’re the untested new kid on the block? That was the challenge Visteon Corporation faced right before Ford spun off the automobile parts manufacturer. Manpower Business Solutions helped the newcomer fill its roster and cut its time to hire 50 percent.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Outsourcing Center’s study of 86 relationships participating in the 2007 Outsourcing Excellence Awards program revealed several significant benchmarks. A major finding: buyers felt cultural fit and a partnering relationship approach were a major key to success; they used them as supplier-selection criteria more than in the past decade of the awards relationships.
Outsourcing Center, Kathleen Goolsby, Senior Writer
We spoke with industry experts to get their insights on mitigating outsourcing risks in 2008 and also looked at how buyers and suppliers are their own worst enemies when it comes to creating risks.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Nearly everyone is talking about innovation in outsourcing. In this article, experts share their insights on the hindrances and best practices surrounding innovation objectives.
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