Research & Insight

Research & Insight

cultural fit

Assessing Cultural Fit during the RFP Process – "No-Divorce" Outsourcing

Linda Tuck Chapman, President, ONTALA Performance Solutions Ltd.

A good cultural fit is one of the most important hallmarks between a successful and unsuccessful outsourcing relationship. Cultural fit assessment during the RFP process is far less structured than defined processes that help you quantitatively evaluate the service provider’s solution, capabilities and pricing. To decide whether your company and the service provider will have …

Eight Biggest Areas of Risk for Buyers of Outsourcing Services

Outsourcing Center, Kathleen Goolsby, Senior Writer

New delivery models, new pricing models, service providers’ new marketing strategies, moving up the value chain to intellectual arbitrage, new technologies, real-time customer interaction, globalization, and new standards and regulations – these factors set the stage for risks for buyers of outsourcing services in the next two to five years. (Read Forces of Change Shaping …

Hot Spots for Growth in Outsourcing

Outsourcing Center, Kathleen Goolsby, Senior Writer

Which industries will experience growth in outsourcing in the next few years, and what risks will buyers of those services face? Are there business processes or functions that will begin turning to outsourcing in the next two to five years? What value opportunities and risks will they bring? In what geographic regions will companies begin …

When an Outsourcing Service Provider’s Lack of Domain Knowledge is a Good Thing

Outsourcing Center, Kathleen Goolsby, Senior Writer

How important to the value proposition for an outsourcing initiative is the service provider’s domain knowledge specific to the buyer’s industry? Many buyers report that the provider’s expertise in a particular business process ranks higher in importance than industry expertise when selecting a service provider. But there are situations where industry knowledge is crucial, especially …

How Process Rigor Helped Sun Microsystems Innovate

Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer

During the transition CSC had to move 55 percent of Sun’s application development offshore, hire 450 employees in India during a national boom, and build two data centers in 60 days. Sun Microsystems expected CSC to produce immediate productivity gains with 42 fewer people, maintain service to 35,000 Sun employees, and support 600 applications. Here’s why it worked.

Impact of Service Provider Selection Criteria on Transition/Migration Challenges

Outsourcing Center, Kathleen Goolsby, Senior Writer

Our study of the relationships nominated for Outsourcing Excellence Awards in 2008 reveals important findings regarding the impact of service provider selection criteria on the ease and challenges during the transition phase or IT implementation. The study clearly reveals some buyers’ strategies cause the opposite of the intended outcome.

Dealing with Cultural Nuances in Offshore Outsourcing Relationships

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.

Cost Savings, SLAs, and Supplier Selection Criteria Benchmarks from 2007 Outsourcing Excellence Awards

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.

OMFN Knew It Selected the Right Supplier When Perot Systems Expertly Handled a Deluge of Volume During Migration

Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer

Old Mutual had earned the unhappy moniker: the worst in the industry. It outsourced to become competitive. During the first two migrations, events conspired to triple volume. Read how the two partners learned to work together under the crushing volumes.

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