Recent EquaTerra market research finds a consensus among western business leaders that increased globalization is inevitable—and that it will generally be beneficial. Quickly and efficiently leveraging opportunities created by globalization is the best way to avoid being overwhelmed by its challenges. Learn how to compare buyer and service provider data and get insight into developing a responsive global strategy.
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For many companies, the second largest cost after people is facilities. Solutions have evolved from traditional out-tasking and outsourcing to the more recent strategy of integrating facilities management and real estate under a single service provider. But first, understand marketplace realities: provider capabilities don’t always line up with buyer expectations. Learn about the challenges of integrating these services.
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Chief financial officers (CFOs) and procurement directors want to speed up and simplify the outsourcing provider selection process, to reduce costs and gain benefits sooner. Here are key issues you should consider when fast-tracking the process of scoping and negotiating a sourcing transaction. Collaboration and interaction are key to shortening the process while still achieving your end goal. Find out more.
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The latest Pulse surveys reflect business process outsourcing (BPO) and information technology outsourcing (ITO) market activity during the first quarter of 2008 and projections for the future. If you’re considering BPO or ITO, the surveys’ results can inform you on demand and buying patterns, deal scope, sales cycles and ramp-up time, as well as outsourcing’s role in making human resources more strategic. Learn more.
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The challenges of doing business in today’s economic climate are the same for mid-market companies as they are for larger corporations. The mid-market, however, has typically addressed those challenges differently and has not employed alternative service delivery models. But more and more mid-market firms are discovering that information technology outsourcing (ITO) can have a positive impact on growth. Find out why.
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In a world with few constants, sustaining growth and outpacing competition are key concerns for just about every company, regardless of industry, geography, or size. Globalization puts pressure on companies to find the best talent and use best practices. Discover the corporate attitudes to the risks and opportunities of global competition—and how you can overcome the challenges of outsourcing your business processes.
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Although information technology service management (ITSM) is not a new discipline, many organizations have yet to adopt it as a part of their IT service improvement strategy. To be successful, businesses must start by building a custom road map. Read about how focusing on long-term, strategic objectives—including a realized return on investment (ROI)—can greatly improve your IT service delivery and support.
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In the public sector, where it’s often more about process than the business case, recompeting a current outsourcing relationship doesn’t always make the most sense for ensuring continued value. Due to the cost and time investment in the recompete process, it can often cause more problems than solutions. In many cases, outsourcing agreements simply need to be updated to meet changing business requirements. Find out how.
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In the past 10 years, business process and IT outsourcing markets have become globalized, raising some key issues for outsourcing buyers. How can you develop a service delivery model for your business that fully exploits global sourcing opportunities while supporting overall corporate strategies, goals, and principles? By developing a set of integrated capabilities and processes as part of your core competency.
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Empirical evidence demonstrates that the benefits of a distributed IT services model are considerable—yet many companies still resist the change. If IT professionals took the time to fully understand the positive impact of distributed services models on both cost and value, they’d be better equipped to fight organizational resistance and develop a road map for successful change. Find out how you can build yours today.
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A contact center is a mission-critical component of any organization’s operations—regardless of who they service. Yet stakeholders often remain dissatisfied with its performance. In the past, contact centers benefited from advances in information and technologies, yet many companies struggled to determine how they could take advantage of these benefits. Find out how embracing both old and new technologies today can work.
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For many organizations, undertaking IT and business process outsourcing involves everything from finding and assessing providers, to selecting locations, to determining which services are required. But the hardest part of outsourcing occurs after the deal is done. To help businesses ensure consistency in outsourcing governance, there are nine critical factors to keep in mind that can help guarantee its success.
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Despite rumors to the contrary, IT and business process outsourcing markets are delivering much of their promised value. But when buyers experience problems with outsourcing efforts, it’s usually the result of faulty expectations, inadequate resources, or service provider shortcomings. That’s why buyers must focus on avoiding the usual mistakes—by understanding where, how, and when (and when not) to leverage outsourcing.
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The Information Technology Infrastructure Library (ITIL) provides a common process framework for driving service quality improvements and cost reductions. That’s why organizations must ensure they clearly understand the objectives of their ITIL implementations, while implementing robust governance processes to measure and report progress—or else risk implementations that fail to live up to stakeholder expectations.
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IT plays a critical role in any business process outsourcing (BPO) effort—it’s the backbone that supports the transactional operations of outsourced business processes, as well as analysis, tracking, and quality control efforts. Given the importance of IT, organizations pursuing BPO must ensure that they take the time to adequately assess their skills and IT options—before committing to a service provider.
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The Information Technology Infrastructure Library (ITIL) has become an answer for many IT departments trying to solve their business problems. But many organizations find that their investment in ITIL has failed to yield the anticipated return on investment (ROI). So what’s the key to maximizing ITIL ROI? First, understanding that the term “ITIL-compliant” has as many meanings as there are outsourcing service providers.
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There is much discussion in the marketplace about outsourcing management and governance (OM/G). Many organizations mistakenly assume they understand the science of effective OM/G, but that’s often not the case. OM/G is a critical discipline enabling companies to achieve the intent of their outsourcing deal. In fact, without it, value leakage of 15 percent or greater is the typical result.
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Large-scale, complex outsourcing deals have produced equally complex management issues. Indeed, the leading cause of missed expectations in outsourcing is poor governance—after the deal is signed. For this reason, executives can benefit tremendously from outsourcing management tools, including third party vendors. Where and how do they work? And what is the cost in terms of time and money?
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Organizations undertaking information technology and business process outsourcing typically are very focused on "doing the deal." This involves assessing service providers, determining geographies from which to source services, developing contracts, defining service levels, and a myriad of other tasks. Yet arguably the hardest part of outsourcing occurs only after the deal is done—performing ongoing outsourcing management and governance.
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IT plays a critical role in any outsourcing effort. Organizations engaged in or pursuing business process outsourcing (BPO) must ensure that they truly understand the capabilities of their existing software environment, as well as the capabilities of candidate BPO service providers. Embedding IT requirements and capabilities from the start will thus improve the likelihood of success for any BPO endeavor.
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Given the challenges facing governmental human resources (HR) departments, HR organizations need to take a hard look at their operations, and face the realities of what works—and what doesn’t. Shared services are the largely predominant organizational structure for delivering HR, and public sector HR executives must determine what must be done to take their organizations to the next level.
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Most research shows that offshoring and outsourcing are clearly the next wave of improvement initiatives for delivery of support services, but how do you decide whether outsourcing or offshoring are right for your organization? It may be helpful to examine the lessons learned from companies who have already made the internal build versus external outsource, and onshore versus offshore decisions.
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