Outsourcing Center
It’s very possible for buyers to form highly successful relationships with a new provider after experiencing a failed relationship. But there are pitfalls. What are the best practices that ensure success in these situations the second time around? Here are some industry experts’ insights.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
Vanguard had hit a red light: it had to declare Chapter 11 bankruptcy. The light changed to green when investors purchased its assets out of bankruptcy and outsourced its IT and IT-related business processes to Perot Systems, who cut its IT budget in half. Today Vanguard is driving in high gear and making money.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
The insurer’s sluggish processes and aging technology made it nearly impossible to introduce new products quickly. And its expense-to-premium ratio was 65 percent when the industry norm was closer to 20 percent. Outsourcing included a transformation. The result: In the last 18 months, Channel Life took on 450,000 new policies, four times the number of policies it had.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
When Business Engine offshored an ADM project, 80 percent of the code didn’t meet its expections. Here’s what it did to drastically reduce the error rate.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Concluding our five-part series on what causes outsourcing arrangements to fail, we look at the picture from the opposite corner–the keys to success–with advice from 68 buyers and providers that achieved even more value outcomes and higher ROI than they anticipated at the outset.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Some operating models clash with outsourcing’s ability to achieve objectives. Here’s a different approach, a more holistic model focused on organizational culture and behaviors. CSC is using it and experiencing notable successes!
Outsourcing Center, Kathleen Goolsby, Senior Writer
In our study of what makes outsourcing relationships fail, we found executives on both sides of the fence whose corporate scenarios cause them to appear to be taking advantage of each other. This article examines outsourcing’s con games and what the parties need to do to win.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Outsourcing Center has been studying the risks and causes of outsourcing failures. This article presents some of the findings from the Center’s 2004 survey on Leading Causes of Outsourcing Failures. This is the first in a series of five articles and several downloadable research papers on the topic of failure.
Outsourcing Center, Kathleen Goolsby, Senior Writer
This winning relationship broke our awards scoring records and is undoubtedly one of the world’s most outstanding examples of outsourcing at its best. Owens & Minor outsourced its IT to Perot Systems, and O&M now commands the leading position in its marketplace. But that’s not all. The level of openness and honesty between these two companies is rare in outsourcing. So is their risk-reward structure — and the outcomes they’ve achieved together.
Outsourcing Center, Kathleen Goolsby, Senior Writer
The city of Minneapolis knew that outsourcing its IT functions and assets to Unisys would enable them to focus on value-added services for internal users and external customers, but there were huge obstacles in front of an outsourcing initiative. So they first researched both successful and failed outsourcing deals to determine what they needed to do upfront to ensure their success.
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