Outsourcing Center, Kathleen Goolsby, Senior Writer
Industry studies reveal that most customers who become dissatisfied select another provider, rather than return the functions in-house. Stephen Fordham, Senior Director of Employee Care at Convergys Corporation.
Outsourcing Center, Kathleen Goolsby, Senior Writer
As the outsourcing industry heads into 1999, Richard Raysman, an attorney with the New York firm of Brown Raysman Millstein Felder and Steiner LLP, expects to see not only larger transactions, but an expansion of the services being outsourced.
Outsourcing Center, Kathleen Goolsby, Senior Writer
The outsourcing industry, having matured significantly during the past ten years, faces changes in 1999 that will not only alter the focus of the outsourcing industry itself, but will also transform the companies entering into such transactions.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Outsourcing, once considered an arcane business practice, has reached the boardroom and beyond. Today top managers understand the applicability of outsourcing to their companies and recognize its value in myriad businesses. As this powerful tool sweeps across the North American business landscape and continues to expand globally, it is creating unprecedented value. And as the outsourcing phenomenon comes of age, evolving from powerful management discipline into a mature industry, its future looks brighter than ever.
Bill Deckelman
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.
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.
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.
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