Outsourcing Center, Kathleen Goolsby, Senior Writer
This article examines three outsourcing relationships and presents the nuts and bolts that enable collaboration. The three relationships share their keys for successful collaboration from the aspects of service provider selection criteria, aligning interests for the long term, and effective communication.
Outsourcing Center, Bruce McCracken, Business Writer
Web 2.0 created a dilemma for Intronis, a provider of online data back-up systems. Its customers needed the software to back up their burgeoning data faster. Its proprietary software was increasingly unable to accommodate their needs and it didn’t have specs for a fix. Outsourcing to Exigen saved the day.
Outsourcing Center, Bruce McCracken, Business Writer
Changes in technology and the business landscape and new government regulations forced Equity Insurance Group to implement strategic changes to remain competitive. Offshoring to WNS was so successful the parties added gain-sharing in the second contract.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
Lynda Gratton at the London Business School has studied teams for the last five years. She explains how to encourage hot spots, a business environment where ideas and excitement ignite teams, who then solve problems and innovate.
Outsourcing Center, Kathleen Goolsby, Senior Writer
A new, more strategic outsourcing model is necessary for speeding time to market yet also limiting the development cost of new products. It requires a different kind of thinking, communicating, and strategizing. Here’s how to leverage this new model for competitive advantage.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
No one wants to wait three months to be paid. The Department of Surgery outsourced its bill collection, which cut day in accounts receivable from 94 to 50. But the change wasn’t easy; the two partners had to change how the surgeons operated (their back office.)
Outsourcing Center, Kathleen Goolsby, Senior Writer
Many companies don’t achieve the anticipated outcomes in their outsourcing initiatives because they don’t take the right steps up front. Here’s how the fifth-largest homebuilder in the United States built an outstanding outsourcing relationship that produced the outcomes the client wanted.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Managing the North American marketing-related print collateral needs of Unilever’s 400 brands in more than 100 countries is an enormous task. Outsourcing printing needs is not the same as outsourcing procurement, especially where it may impact creativity in marketing. Unilever turned to a managed-services provider with a collaborative approach. The results have been stellar.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Jefferson Regional Medical Center only a few years ago was in the red and in danger of losing its independence by having to merge with another health system just to survive. Today it is recognized nationwide for its excellence in delivering outstanding patient care while reducing the cost of healthcare. Here’s a roadmap of how it accomplished the turnaround.
Outsourcing Center, Kathleen Goolsby, Senior Writer
In the midst of nationwide high levels of customer dissatisfaction with their utilities companies, one company has a goal to be the best service provider in the US by 2007. They’re well on the way, having exceeded their internal targets for 2003. This is the story of how they did it–by using an outsourced solution to improve employee performance.
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