A focused, implementation-orientated,
executive-level book on outsourcing by two globally known
The outsourcing market is booming, the total outsourcing market in EMA forecasts a $59 billion dollar growth between 2004 and 2007.
Fills a fills a major gap in the middle-high-end of the market - there is much need for a practical book on outsourcing.
The authors are global authorities in this space.
This book is not industry specific and will be valuable to professionals in all industries.
Very focussed: everything a busy executive needs to know and nothing more.
Logical step-by-step approach.
Table of contents
- Financial Times Prentice Hall
- Foreword: A letter from the authors
- About the authors
- List of abbreviations
- Introduction: Why you need to do this
Clear deal and strategy alignment
- Seeing beyond the trigger
- The wider picture
- A secret shared
- In a cul-de-sac?
- The decisiveness to move . . .
- . . . plus absolute clarity
- How bold do you want to be?
- A question of emotion
- Driving the deal
- Talking to the enemy?
- Internal v. external sourcing
- Technology v. business process outsourcing
- BPO v. business transformation outsourcing
- A CEO self-test for BTO
- The surrounding stakeholder context
- Communicating the nuts and bolts of the deal
- Preparing for the exit before the start
- Reasons to split
- Detailed risk factors: into the schedules
- Protecting intellectual property
- Managing multiple suppliers: ‘best of breed’
- Defining the interconnects
- The prime contractor route
- Thinking the unthinkable: coping with meltdown
- Risk questions for suppliers
- Onshore or offshore: risk or economics?
- Not a case of all or nothing
- Offshore providers’ onshore presence
Clear shared value
- A ‘free trade’ model – or protectionism?
- Achieving a win/win
- Building on trust through shared expectations and objectives
- The root causes of loss
- Staying in line
- Avoiding ‘contract squeeze’
- Understanding success . . .
- . . . and not overselling it
- Where has that ‘A’ team gone?
- Getting it in black and white
- The value of consistency
- Procurement v. relationship building
- Third-party coaching: extracting value – or destroying it?
- Pre-negotiation workshops
- Evaluating the business case through M&A principles
- Stress-testing the value proposition
- Moving forward
- Procurement – or partnership?
- Creating a clear two-way view of strategy
- Unasked questions
- Lining up the goalposts
- Discovery: beware nasty surprises
- Understanding assumptions and motivations
- Regular project updates – as with M&A
- Can you work with these people?
- The human factor
- Internal SLAs: a step in the right direction
- Controllable, not autonomous
- From the customer’s viewpoint
- Avoiding legalese
- Revisiting the value case . . .
- . . . even to breaking point
- Homeopathy or surgery?
- Review – and review again
- Alignment for a win/win
Moving to the new way of thinking
- Openness or secrecy?
- Setting the pattern of communication
- A coherent story
- The role of FAQs
- Change + uncertainty = pain
- Governance and controls: be holistic – and rigorous
- Documenting the start and end state
- Contract v. relationship
- Avoiding winners and losers
- Crystallizing the benefits
- The supplier’s revenge
- Maintaining the balance of value – and pain
- What gets left behind?
- Leaving dysfunction behind
- Reasonable retention – not too much
- Defining and monitoring roles
- Making alignment resilient
- Linkage with users’ interests
- User perception is reality
- Using intermediaries for early benchmarking
- External industrial metrics
Realizing the benefits
- Thinking ahead?
- Defining the role of the retained team
- Staying in command
- Ten key competencies – correctly positioned
- Clear responsibilities in a shifting environment
- Building maturity . . .
- . . . aided by continuity
- Metrics for improvement
- Becoming a well-oiled machine?
- Benchmarking BPO: a do-it-yourself approach
- SLAs: meaningful outputs
- Towards metric-based gain sharing
- A hierarchy of measurement
- Relationship and contract management: the role of governance
- Service beyond KPIs: the willingness to flex
- A return to ‘grace and favour’ projects?
- Brand damage: consequential losses – by another name?
- Ongoing access to innovation
- The power to escalate
- Managing future risks through flexibility
- Mutual executive openness for mutual benefit
- The role of ‘trust brokers’
- Building trusting relationships in outsourcing: a primer
- Suppliers’ executive team: the need for maturity and vision
- Towards a joint approach
- Managing the investment markets
- Executive challenges for suppliers
Conclusion: The ultimate executive tool
- The sourcing revolution?
- At the frontier
- Societies in competition
- The philosophy of sourcing
- The supplier of the future . . .
- . . . and the sourcing ‘web’
- Creating complementary flexibility . . .
- . . . through the new generation of suppliers
- Making strategy cut both ways
- Hybrid culture – not bastardized culture
- From cost, to quality . . .
- . . . to innovation
- A structure for improving quality
- Breaking the gridlock
- Shared benefits from innovation
- A sharper tool
- From deal to life cycle
- Underwriting the responsibilities
- The future: strategy, sourcing – and shareholder activism
- A global shift
- Investor vigilance extends from M&A to outsourcing
- Shoulder to shoulder
- Are you ready to outsource?
- Five key areas to focus on
- The outsourcing experience
- Title: Smarter Outsourcing: An executive guide to understanding, planning and exploiting successful outsourcing relationships
- Release date: January 2009
- Publisher(s): Pearson
- ISBN: 9780131370210
You might also like
Operations Management: An Integrated Approach, 5th Edition
The 5th edition of Operations Management continues to incorporate more of a business/qualitative focus with less …
Software Engineering at Google
Today, software engineers need to know not only how to program effectively but also how to …
ITIL® 4 Essentials: Your essential guide for the ITIL 4 Foundation exam and beyond
ITIL 4 Essentials contains everything you need to know to pass the ITIL 4 Foundation Exam …
Outsourcing Dilemma: The Search for Competitiveness, The
Outsourcing of some business functions pre-dates the technological revolution of the latter part of the 20th …