Information Technology Outsourcing

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Information Technology Outsourcing"

Transcription

1 SEPTEMBER 2010 Information Technology Value drivers and the outsourcing decision process INSIDE: Improving the Relationship Examining the Value Drivers

2 2 VALUE DRIVERS AND THE OUTSOURCING DECISION PROCESS In the last twenty years, IT outsourcing has morphed from the exception to the rule for businesses around the world. As information technology accelerates in both capacity and complexity, businesses are turning their focus to their core competencies and adopting strategies to source IT in greater numbers. As the IT outsourcing market has grown, we have not seen a corresponding growth in discipline and rigor in the process for selecting and managing the provider. As a result, the increase in demand, added IT complexity and lagging maturity in understanding and managing IT sourcing relationships have led to suboptimal pairings and unmet expectations. Through our work in IT services, we have seen that the selection and management of the outsourcing relationship is governed by six key value drivers (see sidebar). Experience has shown that an unclear understanding of the relative value and importance of these drivers results in dissatisfaction on both sides of the equation by leading to mismatched provider-consumer pairings and contracts that may actually prevent expectations from being met. AlixPartners recent survey of CIOs and IT executives confirms these observations. The survey reveals that while no respondent regrets the decision to outsource, none is completely satisfied with all aspects of the relationship with the service provider, and that several opportunities exist within the contract development and negotiation process to improve the partnership. While a lack of total satisfaction is not entirely surprising, these findings do reveal several specific ways in which the process and governance of sourcing can be improved. What value is the consumer expecting to achieve from the outsourcer? How are these Value Drivers defined? Cost: services provided at a lower overall operating cost Customer Service: a clear structure that aligns to the business, and provides support that meets agreed service levels with timely communication, resolution and follow-up on issues Innovation: bringing forward new services and capabilities to improve cost, performance, and speed while enabling new customer solutions Quality: high levels of availability, performance and security driven by common management processes / best practices, and reported using agreed metrics Relationship Management: effective governance that augments delivery capability and allows company and vendor to develop a more personal relationship and move more toward a partnership Speed: services provisioned more promptly, where order-to-operation is measured in days, not weeks (1) In June 2010, AlixPartners conducted in-depth interviews with CIOs and IT executives from 19 companies across industries, with total revenues of $84Bn USD.

3 3 HOW CAN PROVIDERS AND CONSUMERS IMPROVE SATISFACTION WITH THEIR OUTSOURCING RELATIONSHIP? First, understand the trade-offs between the value drivers relative to business goals over the expected life of the contract. Each side must clearly understand the relative value of each of the key drivers. Our experience and our survey results indicate that this is not always the case. For example, while respondents identify Quality as the most important, in practice, Cost often drives provider selection and influences contract terms. As one survey respondent noted, We pushed so hard on cost during the initial contract that we had little flexibility left and no incentive for the provider to introduce change. Similarly, despite Quality s top ranking in importance, subsequent discussions with survey respondents revealed that once the contract is signed and execution started, service delivery becomes king. Service delivery involves all of the value drivers, not just quality; clearly, all are important to both the consumer and provider throughout the life of the contract. Negotiating an outsourcing contract around these six value drivers can be challenging, given the multiple and conflicting objectives at play, but it is essential to treat value drivers as a system. While the need to consider value driver trade-offs is certainly not a ground-breaking revelation, it is often lost in the battle of the negotiations and can lead to a disappointing working relationship. Our findings and experience suggest that the outsourcing relationship is best based on agreed value drivers, evaluation measures and a clear understanding of each driver s connection to the strategies and objectives at hand. Cost should be used as a guide to achieve the right balance while still generating the overall value required. Second, approach the outsourcing process with the same care and discernment as you would when selecting a business partner. To achieve a solid working model and relationship, consumers must look for providers that can meet their specific needs, including products, service, relationship, and innovation in addition to cost. Consumers whose operations are very process-oriented, for example, will want to find a supplier with a similar culture. The outsourcing relationship is a partnership it s critical that the parties are culturally and geographically well-matched. Size also matters. Large outsourcers allocate well-qualified individuals to manage their large accounts on a fulltime basis. This typically includes an account manager and highly skilled and dedicated technical individuals. This model does not work as well for smaller contracts, as the provider-cost structure cannot carry the overhead and, often, smaller customers have no need for full-time technical staff. Work to find a provider that has the right skills, abilities and track record of success for you and who will treat your business as important to their success. As one CIO told us, I can call the CEO of my outsourcer and he will call me back. Will that ever happen with the first tier guys?

4 4 HOW CAN PROVIDERS AND CONSUMERS IMPROVE SATISFACTION WITH THEIR OUTSOURCING RELATIONSHIP? (CONTINUED) Finally, consider the speed of change, both in your business model and operations and in the technology used to support them, to ensure that your contract is written accordingly. The majority of CIOs with whom we spoke complained of a lack of provider innovation to improve customer service or reduce costs. Consumers consider innovation a critical component in achieving outsourcing objectives, yet it is rarely written into the contract in measurable terms. IT outsourcing involves dynamic, continually changing products and services, yet contracts are typically approached with a commodities-mindset that considers Cost the key driver. As a result, those who sign three- to five-year contracts often find themselves disappointed early in the contract, as the speed of business or technology change has outpaced the parameters that drove the outsourcing decision and resulting contract terms. Instead, consumers and providers should include innovation provisions in the contract. To ensure mutual benefit from innovation, both the consumer and the provider must trust that value-adding innovation will result in a benefit to both parties; sharing cost-savings with the provider incentivizes innovation and increases the likelihood of customer satisfaction. Consumers and providers should also define and agree upon a process by which new ideas can be presented and quickly assessed; idea backlog will quickly kill enthusiasm for innovation. Finally, both parties should agree upon metrics and measures to determine the value generated from innovation and to assist in value sharing. In short, cost too quickly becomes the preeminent concern during contract negotiations, and other critical drivers of success including quality, service, and innovation are given less attention than they deserve. To enable a successful, mutually beneficial relationship, both consumers and providers must carefully consider each value driver, both when selecting a partner and importantly when negotiating and drafting the terms and conditions of the partnership agreement. A Model for Successful IT IT outsourcing success is based on a few critical success factors: A sound outsourcing business strategy must be developed, understood and agreed upon. This strategy should be based on business value creation, not simply cost reduction The selected vendor must have the processes, tools and people / skills to deliver value immediately as well as have a business plan to grow and mature continually with market demands Clear service level agreements must be defined, understood and agreed upon, including metrics and measures for quality, performance and schedule A defined transition plan must be developed and put into place to move to the new business model Joint governance procedures must be put in place to ensure quality of service, adherence to local laws, regulations and policies Other actions, including a self assessment, vendor assessment, a review of governance / oversight roles and responsibilities, and maturity models can assist significantly in the IT outsourcing planning process.

5 5 AN EXAMINATION OF THE VALUE DRIVERS BY RANK AND BY CONTRIBUTION TO THE DECISION PROCESS In our survey, respondents ranked Quality as the top value driver, with Cost and Customer Service closely behind. Speed follows, with Relationship Management and Innovation ranked least important. Yet in many cases, further discussion with respondents revealed that the importance of these drivers differed widely with their assigned rank. In each case, lessons can be applied to the contract development and negotiation process to improve the benefit from and satisfaction with the outsourcing relationship for both the consumer and the provider. OUTSOURCING VALUE DRIVERS % OF VOTES BY POSITION 120% 100% 80% 60% 40% 20% 0% 1 Votes 2 Votes 3 Votes 4 Votes 5 Votes 6 Votes Innovation Relationship Management Speed Customer Service Cost Quality Source: IT Value Drivers

6 6 1: QUALITY Value grade: 3.97 / 5.0 Quality is not binary, nor is it static. Both the provider and consumer must anticipate changes in quality requirements and proactively embrace changes to service / product delivery. Key Lessons: CONSUMER Understand and clearly communicate your quality standard. Use your standard in the provider assessment process and eliminate those that cannot, or are unable, to deliver to your standard. Establish a QA process, team and metrics / measures as part of the delivery contract. Allow for change, monitor for a need to change and make changes when needed to continue to meet or exceed the standard. Treat this component in line with the importance you have placed on it. PROVIDER Quality service and products are the most critical measure for winning and maintaining business with your customers. You must understand what your customer means when discussing quality and how they measure it. Outline this understanding in the service contract and support it by visible and proactive processes and people. Through constant measures and reporting, look for improvement in products and services to achieve the quality standard set by the customer. PERCENT OF RESPONDENTS SATISFIED WITH QUALITY OF SERVICE / PRODUCT 5% 21% Yes No Partial Source: IT Value Drivers 74%

7 7 2: COST Value grade: 3.79 / 5.0 Consumers are looking for continuous improvements in efficiency to drive lower operational costs, but many are not seeing these being brought forward, primarily due to contract requirements and constraints. Both consumers and providers are hampered by agreements that fail to encourage the provider to bring forward cost reduction ideas without penalty and to allow sharing of cost savings. Don t let the contract, which is intended to provide value, become an obstacle to achieving that goal. Key Lessons: CONSUMER To achieve and maintain a competitive cost position, the consumer must be willing to assess and change organizational behaviors to partner with providers and to create an environment where both consumer and provider benefit from cost reduction ideas. PROVIDER Because cost-sharing restrictions apply only to the incumbent and not to the challenger, providers must provide the best value for cost at contract initiation and build in cost reduction metrics with a share option. Creating this win/win for both parties safeguards the customer s business, improves customer relations and loyalty, and increases competitive barriers. PERCENT OF RESPONDENTS SATISFIED WITH COST OF SERVICE / PRODUCT PERCENT OF CONSUMERS THAT SHARE COST REDUCTION SAVINGS 21% 16% Yes, satisfied No, unsatisfied Partially satisfied 11% 5% Yes - do share No - do not share Other Source: IT Value Drivers Source: IT Value Drivers 63% 84%

8 8 3: CUSTOMER SERVICE Value grade: 3.68 / 5.0 Although respondents provided relatively high marks for Customer Service and indicated that they were less likely to make trade-offs in the service model, 84% of the respondents indicated improvement is needed. This suggests that Customer Service is an area of opportunity for providers to develop competitive advantage. Specifically, consumers cited an interest in improved service processes (quality, speed, consistency) and in improved customer relations focus (dedicated account management, improved customer facing skills, prompt communications). Survey respondents ranked Customer Service nearly as important as Cost. How service is provided and how it is perceived should be given as much attention as Cost when choosing a provider, negotiating the contract, and during regularly scheduled provider review sessions. Key Lessons: CONSUMER During the RFP process, be clear on the service model that is needed to support your business. Include specific measures and metrics aligned to the importance the service model (processes, personal relationships and communications) has to your operation and/or customer base. Clearly communicate the expected company-to-company interface encompassing both strategic and tactical needs (both in terms of executive level / escalation and operational execution). Require the provider to outline key processes and metrics, relationship diagrams and communications schedules. PROVIDER During the RFP process, pay particular attention to decision and measurement criteria relating to customer service. Align the customer-facing elements of your service model to address the unique needs of the customer and put in place agreed metrics that demonstrate adherence to process. Cultivate and maintain personal relationships both as a barometer to services issues and as a means of understanding service weaknesses that may invite competitive entry. PERCENT OF RESPONDENTS INDICATING PROVIDER SERVICE MODEL ALIGNED TO NEED 5% 11% Yes, service model aligned No, improvements suggested Other Source: IT Value Drivers 84%

9 9 4: SPEED Value grade: 3.5 / 5.0 A majority of respondents reported satisfaction with speed of services. Still, consumers cited a need to increase service transparency, improve communications and problem solving actions, and improve overall process. Though respondents ranked Speed fourth overall in the value driver ranking, they indicated a willingness to make changes to increase velocity of delivery. In a multiyear contract, we expect Speed to become more important in year two and beyond as markets change, cost pressures mount and the need for new products and services are seen as enablers for increased market share and shorter ROI. Key Lessons: CONSUMER If speed is critical, only consider providers whose initial offerings meet your needs out of the box and who have demonstrable process efficiencies that compress idea-to-product delivery timelines. Consumers must also consider Speed along with Innovation; being fast with the right product is a winning combination. PROVIDER Process efficiency is critical to meet expectations and demand. If the customer s business model is dynamic (changing product / service needs), the provider must either be actively involved with key business leaders to reduce lead time for product / service development or be actively searching for and presenting complementary products / services to augment their offerings. PERCENT OF RESPONDENTS SATISFIED THAT PROVIDER HAS BEST PRACTICE TO DELIVER QUICKLY PERCENT OF RESPONDENTS SATISFIED WITH SPEED OF SERVICE 5% 42% 53% Yes, provider has best practice No, provider does not have best practice Non-applicable Source: IT Value Drivers 11% 21% Yes, satisfied with speed of service No, dissatisfied with speed of service Non-applicable Source: IT Value Drivers 68%

10 10 5: RELATIONSHIP MANAGEMENT Value grade: 3.31 / 5.0 Despite the above average value grade, nearly all the respondents were dissatisfied with the level of Relationship Management being provided. To address what appears to be a lack of partnership and understanding of business needs, respondents expressed a need to: Have more frequent and regularly scheduled meetings to discuss strategy and service improvement Improve management of overall operation (multiple service groups / teams) with a single point of contact Minimize turnover in Account Management to enable leveraging of business knowledge and relationship investment Key Lessons: CONSUMER Although Relationship Management is low on the decision value ladder, you must evaluate critical providers in the selection process as you would a business partner. This is a partnership that is meant to deliver specific value to your enterprise. Business dynamics require a broad set of skills to resolve problems and the resources to bring them quickly into play. Your ability to reach out to a specific individual who you know and who knows you and your business is essential in averting problems, or solving them quickly when they arise. PROVIDER Develop and maintain a personal relationship with key members of the customer organization. This relationship can provide an added component of the competitive barrier to entry but, more critically, it enables a broader understanding of the business enterprise and the problems it faces as well as advanced warning of emerging needs and opportunities. As IT sourcing moves more toward commodity buys, relationships will grow increasingly important in retaining existing clients. PERCENT OF RESPONDENTS SATISFIED WITH RELATIONSHIP MANAGEMENT 5% Yes, satisfies No, does not satisfy No answer Source: IT Value Drivers 95%

11 11 6: INNOVATION Value grade: 2.39 / 5.0 Though respondents ranked Innovation the lowest among the six outsourcing value drivers, they consistently noted the lack of Innovation as a constraint to achieving satisfactory results in the other five value drivers. Nearly 80% of the respondents want providers to increase the level of innovation introduced. However, they have either failed to provide incentives to encourage innovation in their contracts or they believe that the outsourcer is unable or unwilling to bring ideas forward. Consumers expect providers to present innovative ideas on a proactive basis and to expand the scope to the entire IT and business domain. Yet, they said that when Innovation is introduced, it is typically reactive, limited to the areas under the direct control of the outsourcers, and / or of minor value. To drive Innovation, specific wording must be included in the outsourcing contract and progress must be regularly monitored. Key Lessons: CONSUMER Technological change related to IT outsourcing is dynamic and accelerating. contracts, even those for short durations, are likely to outlive the useful life of the technology or service being purchased. To address this, include innovation upfront, outline specific innovation goals (e.g. number of ideas, continuous cost improvement, and continued quality improvement) and monitor them regularly. PROVIDER Innovation in the IT Sourcing domain is a fundamental requirement. Your willingness and ability to adopt new technologies and processes provides critical competitive and cost advantages and is the cost of entry to compete in this space. When approaching new clients (or existing clients during re-negotiation), bring your ability and success in innovating to the forefront. Keep in mind that if you are unwilling or unable to bring innovation into play, your competition will use this as a competitive advantage. PERCENT OF OUTSOURCERS THAT INTRODUCE INNOVATIONS INTO THE OPERATIONS 26% 26% Yes, Innovations were introduced No, Innovations were not introduced Some Innovation was introduced Source: IT Value Drivers 47%

12 12 AlixPartners conducts a broad range of surveys and research in industries around the globe. To learn more about our publications, or to contact the AlixPartners professional nearest you, please visit AlixPartners is a global firm of senior business and consulting professionals that specializes in improving corporate financial and operational performance, executing corporate turnarounds and providing litigation consulting and forensic accounting services when it really matters in urgent, high-impact situations.

KoruConcepts. The business improvement people. Driving better business results through an obsession with improving the customer experience

KoruConcepts. The business improvement people. Driving better business results through an obsession with improving the customer experience The business improvement people KoruConcepts Driving better business results through an obsession with improving the customer experience A Concept Paper from Koru Consulting Limited Issue Number 11.01

More information

The Why & How of Managed Services

The Why & How of Managed Services SOLUTIONS Cut Costs While Improving Productivity The Why & How of Managed Services What are Managed Services? CIOs all face similar challenges: cost containment, reliability of systems and keeping pace

More information

The Rocket Model: Characteristics of High Performing Teams

The Rocket Model: Characteristics of High Performing Teams Retail Brand Leadership Team November 2011 The Rocket Model: Characteristics of High Performing Teams Results 4.0 Power Morale 3.4 3.4 Context Context 3.5 3.5 Norms Buy-In 3.0 3.8 Mission Talent 3.6 3.1

More information

THE WHY & HOW OF MANAGED SERVICES

THE WHY & HOW OF MANAGED SERVICES SOLUTIONS CUT COSTS WHILE IMPROVING PRODUCTIVITY THE WHY & HOW OF MANAGED SERVICES WHAT ARE MANAGED SERVICES? CIOs all face similar challenges: cost containment, reliability of systems and keeping pace

More information

RISK ASSESSMENT TABLE Generic Project Risk Factors

RISK ASSESSMENT TABLE Generic Project Risk Factors RISK ASSESSMENT TABLE Generic Project Generic Project Project Name Prepared By Date Version Factor ID Category: Mission and Goals 1 Project Fit to Customer Organization 2 Project Fit to Provider Organization

More information

Business Intelligence Project Prioritization System

Business Intelligence Project Prioritization System 1 Best Practice Guidebook Business Intelligence Project Prioritization System guidebook summary Firm: Enterprise IT Solutions, (EITS), a division of L-3 Communications Holdings, Inc. Industry: Aerospace

More information

IS YOUR IT SERVICE PROVIDER A VENDOR OR A PARTNER? by Jake Sollberger

IS YOUR IT SERVICE PROVIDER A VENDOR OR A PARTNER? by Jake Sollberger IS YOUR IT SERVICE PROVIDER A VENDOR OR A PARTNER? by Jake Sollberger What kind of relationship do you have with your IT service providers? Many organizations make the mistake of choosing an IT service

More information

Effective Supplier Relationship Management

Effective Supplier Relationship Management Northeast Supply Chain Conference Effective Supplier Relationship Management Joseph C. Black Director, Corporate Administrative Services Expense Management Solutions, Inc. Presentation Outline Importance

More information

IT Management & Governance Diagnostic Program

IT Management & Governance Diagnostic Program IT & Governance Diagnostic Program Prepared for Sample IT Company This report was prepared by Info-Tech Research Group for Sample IT Company on 2015-05-20. Data is comprised of 6 responses. IT & Governance

More information

Strategic HR Partner Assessment (SHRPA) Feedback Results

Strategic HR Partner Assessment (SHRPA) Feedback Results Strategic HR Partner Assessment (SHRPA) Feedback Results January 04 Copyright 997-04 Assessment Plus, Inc. Introduction This report is divided into four sections: Part I, The SHRPA TM Model, explains how

More information

A shift in responsibility. More parties involved Integration with other systems. 2

A shift in responsibility. More parties involved Integration with other systems. 2 EFFECTIVE SERVICE RELATIONSHIP MANAGEMENT ALSO INCLUES THE FOLLOWING ACTIVITIES: Today, organizations frequently elect to have certain services be provided by service vendors, also referred to as service

More information

OPERATIONAL RISK EXAMINATION TECHNIQUES

OPERATIONAL RISK EXAMINATION TECHNIQUES OPERATIONAL RISK EXAMINATION TECHNIQUES 1 OVERVIEW Examination Planning Oversight Policies, Procedures, and Limits Measurement, Monitoring, and MIS Internal Controls and Audit 2 Risk Assessment: Develop

More information

Assessing the Appropriate Level of Project, Program, and PMO Structure

Assessing the Appropriate Level of Project, Program, and PMO Structure PMI Virtual Library 2011 Daniel D. Magruder Assessing the Appropriate Level of Project, Program, and PMO Structure By Daniel D. Magruder, PMP Executive Summary Does your organization have in-flight projects

More information

Agile Master Data Management

Agile Master Data Management A better approach than trial and error by First San Francisco Partners 2 Common MDM initiative and benefit Customer Optimization Improve up-sell, cross-sell and customer retention Access full-customer

More information

IT Owes Much to PMOs

IT Owes Much to PMOs IT Owes Much to PMOs Doing More with Less Doing more with less is the mantra of IT organizations reuse and productivity, and nowhere recently have these principles been more effectively applied than in

More information

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing

More information

Strategic Sourcing: Reducing Cost and Supporting Diversity Goals

Strategic Sourcing: Reducing Cost and Supporting Diversity Goals Strategic Sourcing: Reducing Cost and Supporting Diversity Goals Tim Dolan, C.P.M. Manager, Strategic Sourcing and Supplier Diversity 617.421.7516 Tim_Dolan@gillette.com Karen M. Fedele, C.P.M. Manager

More information

Outsourcing in Denmark: Executive Summary

Outsourcing in Denmark: Executive Summary Outsourcing in Denmark: Executive Summary Katie Gove March 2009 Trellis Nytorv 17, 1450 København K, Danmark +45 70 20 42 83 info@trellis.dk www.trellis.dk EXECUTIVE SUMMARY: OUTSOURCING IN DENMARK...

More information

Supervisory Competency Model

Supervisory Competency Model Supervisory Competency Model INTERPERSONAL SKILLS 1. Building Positive Working Relationships 2. Building Trust 3. Communication Skills LEADERSHIP SKILLS 4. Identifying and Mobilizing Resources 5. Initiating

More information

Strategic Account Management. Segmenting for Growth in Business-to- Business Markets

Strategic Account Management. Segmenting for Growth in Business-to- Business Markets Strategic Account Management Segmenting for Growth in Business-to- Profitable growth is an elusive goal for many executives, but particularly in business-to-business (B2B) markets. Companies in these markets,

More information

IT Service Management. The Role of Service Request Management

IT Service Management. The Role of Service Request Management RL Consulting IT Service Management The Role of Service Request Management Prepared by: Rick Leopoldi June 1, 2007 Copyright 2001-2007. All rights reserved. Duplication of this document or extraction of

More information

How quality assurance reviews can strengthen the strategic value of internal auditing*

How quality assurance reviews can strengthen the strategic value of internal auditing* How quality assurance reviews can strengthen the strategic value of internal auditing* PwC Advisory Internal Audit Table of Contents Situation Pg. 02 In response to an increased focus on effective governance,

More information

building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t

building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t INTRODUCTION 1 1 THE GROWING INFLUENCE OF PROCUREMENT PROFESSIONALS 2 2 GUIDELINES FOR

More information

Establishing and Improving the PMO at Your Organization. January 15, 2014

Establishing and Improving the PMO at Your Organization. January 15, 2014 Establishing and Improving the PMO at Your Organization January 15, 2014 Today's Agenda: Key Topics Objectives for the PMO PMO Leading Practices PMO Benefits Common Challenges & Risks Improving PMO Practices

More information

#KPMG Ignite. Join the conversation

#KPMG Ignite. Join the conversation #KPMG Ignite Join the conversation Increasing value in supply chain and procurement Mary Hemmingsen Mark Woods Welcome Mary Hemmingsen Partner, Energy Advisory Leader and Global LNG Leader Mark Woods Partner,

More information

Job Description. Director of Corporate Services. Staff: Head of Customer Services, Head of Libraries plus staff group of c.

Job Description. Director of Corporate Services. Staff: Head of Customer Services, Head of Libraries plus staff group of c. Job Description Job Title: Reports to: Assistant Director Customer Services Director of Corporate Services Staff: Head of Customer Services, Head of Libraries plus staff group of c. 200+ Budget: 11 million

More information

Five Levels of Project Portfolio Management

Five Levels of Project Portfolio Management Five Levels of Project Portfolio Management Figure 49 summarizes five levels of project portfolio management maturity [1]. Each level represents the adoption of an increasingly comprehensive and effective

More information

Digital Transformation In The Age Of The Customer: A Spotlight On B2B

Digital Transformation In The Age Of The Customer: A Spotlight On B2B A Custom Thought Leadership Spotlight Commissioned By Accenture Interactive October 2015 Digital Transformation In The Age Of The Customer: A Spotlight On B2B RESULTS FOCUSING ON B2B FROM THE THOUGHT LEADERSHIP

More information

Supplier Relationship Management. ISM Philadelphia, Inc. September 12, 2013

Supplier Relationship Management. ISM Philadelphia, Inc. September 12, 2013 Supplier Relationship ISM Philadelphia, Inc. September 12, 2013 Why does Supplier matter Increased outsourcing of strategic services More complex relationships Consolidation of suppliers to leverage spend

More information

Continuous Learning & Development

Continuous Learning & Development Examples of Behavior Statements- Professional Role What does "below", "meets" and "exceeds" expectations really mean? PROFESSIONAL ROLE: Supports OU s strategic objectives, as an individual contributor,

More information

Master Data Management Defining & Measuring MDM Maturity, A Continuous Improvement Approach

Master Data Management Defining & Measuring MDM Maturity, A Continuous Improvement Approach Master Data Management Defining & Measuring MDM Maturity, A Continuous Improvement Approach DEFINE IMPROVE MEASURE Presentation by Mark Allen 1 About the Author Mark Allen has over 25 years of data management

More information

Closing the Business Analysis Skills Gap

Closing the Business Analysis Skills Gap RG Perspective Closing the Business Analysis Skills Gap Finding the immediate solution and preparing for the long term As the Business Analysis bar is raised, skilled BAS become harder to find. Susan Martin

More information

P2P Strategy. It s Not Just about the Transaction. July 2015

P2P Strategy. It s Not Just about the Transaction. July 2015 P2P Strategy It s Not Just about the Transaction July 2015 P2P Strategy: It s Not Just about the Transaction INTRODUCTION Many global organizations have experienced significant challenges when combining

More information

Project Portfolio Management (PPM) Services

Project Portfolio Management (PPM) Services Project Portfolio (PPM) Services Research Report 1 Project Portfolio (PPM) Services Research Report Thought Leadership Series: The Case for Workforce Mobility By Andy Jordan, PMP, ProjectsAtWork Research

More information

A MATTER MANAGEMENT/e-BILLING BUYING GUIDE

A MATTER MANAGEMENT/e-BILLING BUYING GUIDE A MATTER MANAGEMENT/e-BILLING BUYING GUIDE Finding the perfect, scalable solution for the corporate legal department TABLE OF CONTENTS Introduction...3 What Is Matter Management?...5 Managing the Legal

More information

2014 State of Inbound Marketing

2014 State of Inbound Marketing Accelerate Search Results 01 State of Inbound Marketing Elements of Success Nowspeed Marketing Survey Results Elements of Success In order to be successful with Inbound Marketing, you need to master 5

More information

Application Outsourcing: The management challenge

Application Outsourcing: The management challenge White Paper Application Outsourcing: The management challenge Embedding software quality management for mutual benefit Many large organizations that rely on mainframe applications outsource the management

More information

Strategic PMOs Play A Vital Role In Driving Business Outcomes A Part Of PMI s Thought Leadership Series

Strategic PMOs Play A Vital Role In Driving Business Outcomes A Part Of PMI s Thought Leadership Series A Forrester Consulting Thought Leadership Paper Commissioned By Project Management Institute (PMI) November 2013 Strategic PMOs Play A Vital Role In Driving Business Outcomes A Part Of PMI s Thought Leadership

More information

GLOBAL OUTSOURCING COST MODELS

GLOBAL OUTSOURCING COST MODELS GLOBAL OUTSOURCING COST MODELS Clients and Outsourcing companies may use several engagement models both for delivery of the outsourced work and thereby arrive at the costing for the model. Choosing of

More information

HR Outsourcing: The operational phase

HR Outsourcing: The operational phase HR Outsourcing: The operational phase A presentation to HROA EMEA by Brad McCaw, Senior Consultant, Towers Watson Agenda Towers Watson research around Outsourcing Sourcing consideration Our client experience

More information

How to achieve excellent enterprise risk management Why risk assessments fail

How to achieve excellent enterprise risk management Why risk assessments fail How to achieve excellent enterprise risk management Why risk assessments fail Overview Risk assessments are a common tool for understanding business issues and potential consequences from uncertainties.

More information

MINNEAPOLIS PARK AND RECREATION BOARD invites applications for the position of: Business Solutions Architect (Project Manager)

MINNEAPOLIS PARK AND RECREATION BOARD invites applications for the position of: Business Solutions Architect (Project Manager) MINNEAPOLIS PARK AND RECREATION BOARD invites applications for the position of: Business Solutions Architect (Project Manager) SALARY: $62,004.80 - $79,268.80 Annually OPENING DATE: 04/29/13 CLOSING DATE:

More information

IBM Business Consulting Services. CRM done right. deeper. An IBM Institute for Business Value executive brief. ibm.com/bcs

IBM Business Consulting Services. CRM done right. deeper. An IBM Institute for Business Value executive brief. ibm.com/bcs IBM Business Consulting Services CRM done right deeper An IBM Institute for Business Value executive brief ibm.com/bcs The IBM Institute for Business Value develops fact-based strategic insights for senior

More information

MARKETING: THE NEXT GROWTH AREA FOR OUTSOURCING IN HIGH TECHNOLOGY COMPANIES

MARKETING: THE NEXT GROWTH AREA FOR OUTSOURCING IN HIGH TECHNOLOGY COMPANIES MARKETING: THE NEXT GROWTH AREA FOR OUTSOURCING IN HIGH TECHNOLOGY COMPANIES Created by: Stage 4 Solutions, Inc. Tel: (408) 868-9739 Web site: www.stage4solutions.com August 2006 Copyright 2006 Stage 4

More information

How Cisco IT Improved Strategic Vendor Management

How Cisco IT Improved Strategic Vendor Management How Cisco IT Improved Strategic Strategic sourcing for vendor management results in flexibility, simplicity, and reduced costs. Cisco IT Case Study / Business Management / : This case study describes the

More information

Domain 1 The Process of Auditing Information Systems

Domain 1 The Process of Auditing Information Systems Certified Information Systems Auditor (CISA ) Certification Course Description Our 5-day ISACA Certified Information Systems Auditor (CISA) training course equips information professionals with the knowledge

More information

Pillsbury Global Sourcing BETTER DESIGN. BETTER DECISIONS. BETTER RESULTS. Pillsbury Winthrop Shaw Pittman LLP

Pillsbury Global Sourcing BETTER DESIGN. BETTER DECISIONS. BETTER RESULTS. Pillsbury Winthrop Shaw Pittman LLP Pillsbury Global Sourcing BETTER DESIGN. BETTER DECISIONS. BETTER RESULTS. Pillsbury Winthrop Shaw Pittman LLP 2 Better Design. Better Decisions. Better Results. Creating value isn t easy. Creating value

More information

Key Accounts How to Maximize Opportunities and Minimize Disappointments

Key Accounts How to Maximize Opportunities and Minimize Disappointments Key s How to Maximize Opportunities and Minimize Disappointments Key Key accounts represent a larger and larger share of the market and are becoming more demanding Many companies create some form of a

More information

B2B Customer Satisfaction Research

B2B Customer Satisfaction Research Circle Research White Paper B2B Customer Satisfaction B2B Customer Satisfaction Research IN SUMMARY This paper on B2B customer satisfaction research: Identifies why customer satisfaction matters Provides

More information

How to stay competitive in a converging healthcare system kpmg.com

How to stay competitive in a converging healthcare system kpmg.com Managing risk in a transforming healthcare organization How to stay competitive in a converging healthcare system kpmg.com 2 Healthcare Risk Management Managing the risk of healthcare transformation Healthcare

More information

Managing Your Organization s Talent

Managing Your Organization s Talent Survey Results Managing Your Organization s Talent TABLE OF CONTENTS SURVEY OVERVIEW 3 KEY FINDINGS 3 DETAILED ANALYSIS 4 ABOUT THE STUDY 14 ABOUT CONVERGYS 16 ABOUT TRAINING INDUSTRY, INC. 16 ABOUT THE

More information

EFQM Levels of Excellence

EFQM Levels of Excellence EFQM Levels of Excellence Committed to Excellence A Guide for Applicants 2007 EFQM It is the EFQM s intent to encourage the widespread use of this material within companies and organisations. However,

More information

Project Management Office Charter

Project Management Office Charter Old Dominion University Office of Computing and Communication Services Project Management Office Charter Version: 1.0 Last Update: February 18, 2010 Created By: Anthony Fox, PMP OCCS Project Management

More information

SCHEDULE K - GOVERNANCE

SCHEDULE K - GOVERNANCE SCHEDULE K - GOVERNANCE 1. PURPOSE AND GUIDING PRINCIPLES 1.1 Purpose This Schedule K sets forth the governance channel, processes and procedures for the effective implementation and management, both strategically

More information

Global Strategic Sourcing Services

Global Strategic Sourcing Services where experience counts Global Strategic Sourcing Services Capabilities Overview Prepared For: Our Current and Future Valued Clients Our Strategic Sourcing Capabilities Sourcing Strategy Deciding whether

More information

SAMPLE REQUEST FOR PROPOSAL (RFP) FOR MENTORING PRODUCTS/SERVICES

SAMPLE REQUEST FOR PROPOSAL (RFP) FOR MENTORING PRODUCTS/SERVICES SAMPLE REQUEST FOR PROPOSAL (RFP) FOR MENTORING PRODUCTS/SERVICES (1) Overview: (This part is where you, the client, provide a summary of the vision you have and the specific products/services you are

More information

Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review

Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review October 2013 The purpose of this document is to share lessons learned to support agencies to better identify

More information

The multisourcing approach to IT consolidation

The multisourcing approach to IT consolidation Experience the commitment WHITE PAPER The multisourcing approach to IT consolidation The proven commercial practice of multisourcing services integration can help state and local governments achieve IT

More information

Critical Aspects of Governance in Outsourcing: Insights from Industry *

Critical Aspects of Governance in Outsourcing: Insights from Industry * Critical Aspects of Governance in Outsourcing: Insights from Industry * Markus Biehl 1, Kaustuv Halder 2, Michael Hart 3 Toronto, Ontario September 2011 ABSTRACT. In the past decade, with an increased

More information

Vendor Management. Minimizing Value Leakage. Deloitte Consulting LLP. November 19, 2013

Vendor Management. Minimizing Value Leakage. Deloitte Consulting LLP. November 19, 2013 Vendor Management Minimizing Value Leakage Deloitte Consulting LLP November 19, 2013 Vendor Management is a rapidly emerging business practice in the outsourcing industry Define sourcing strategy Assess

More information

MULTI VENDOR OUTSOURCING:

MULTI VENDOR OUTSOURCING: www.niit-tech.com MULTI VENDOR OUTSOURCING: PUTTING THE BEST FOOT FORWARD Bhaskar Chavali EVP and Chief Delivery Officer NIIT Technologies NIIT Technologies White Paper CONTENTS Introduction 3 Factors

More information

Prepared by David Willson, OCIO in consultation with Marc Buchalter, Procurement Please send comments to David Willson at dwillson@berkeley.

Prepared by David Willson, OCIO in consultation with Marc Buchalter, Procurement Please send comments to David Willson at dwillson@berkeley. Technology RFX Customer Guide Introduction This guide is intended for those that have identified a need to solicit bids from suppliers but may unclear on the different types of documents, the roles various

More information

UCR Core Competency Model Behavioral Indicators

UCR Core Competency Model Behavioral Indicators UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational

More information

BPM 2015: Business Process Management Trends & Observations

BPM 2015: Business Process Management Trends & Observations BPM 2015: Business Process Management Trends & Observations 1 I BPM 2015: Business Process Management Trends & Observations BPM 2015: Business Process Management Trends & Observations Executive Summary

More information

Want to Change the Game with Contact Center Vendors? Select Them Differently. The Accenture Vendor Management Framework

Want to Change the Game with Contact Center Vendors? Select Them Differently. The Accenture Vendor Management Framework Want to Change the Game with Contact Center Vendors? Select Them Differently. The Accenture Vendor Management Framework In today s marketplace, companies in a wide range of industries rely on outsourcing

More information

Workforce Strategy 2015-2020

Workforce Strategy 2015-2020 Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customer

More information

Meter to Cash Outsourcing

Meter to Cash Outsourcing Accenture Utilities Podcast Series Meter to Cash Outsourcing An interview on opportunities to unlock the value through outsourcing with Saurabh Gupta, vice president BPO research, Everest Group, and Chris

More information

Trading Partner Practices January February March 2008

Trading Partner Practices January February March 2008 Perfecting Retailer-Supplier Execution Journal of Trading Partner Practices January February March 2008 What is SRM and Why Does it Matter to the Retail Industry? Reprinted with permisson Journal of Trading

More information

Achieving Faster Time to Market and Lowering Costs. Accenture Product Lifecycle Management in Aerospace and Defense Survey 2014

Achieving Faster Time to Market and Lowering Costs. Accenture Product Lifecycle Management in Aerospace and Defense Survey 2014 Achieving Faster Time to Market and Lowering Costs Accenture Product Lifecycle Management in Aerospace and Defense Survey 2014 Executive Summary Aerospace and defense companies want more from their investments

More information

How to Conduct a Balanced Scorecard Review to Create Strategic Alignment

How to Conduct a Balanced Scorecard Review to Create Strategic Alignment Article Reprint No. B0011E How to Conduct a Balanced Review to Create Strategic Alignment by Bob Paladino HARVARD BUSINESS SCHOOL PUBLISHING Balanced Report Subscriptions Balanced Report Subscription Service

More information

ERP Challenges and Opportunities in Government

ERP Challenges and Opportunities in Government ERP Challenges and Opportunities in Government www.frost.com 1 Table of Contents Executive Summary... 3 Introduction... 4 Survey Methodology... 4 A Word About Frost & Sullivan... 5 ERP Systems in Government:

More information

Outsourcing. Definitions. Outsourcing Strategy. Potential Advantages of an Outsourced Service. Procurement Process

Outsourcing. Definitions. Outsourcing Strategy. Potential Advantages of an Outsourced Service. Procurement Process CIPS takes the view that the outsourcing of services to specialist providers can often lead to better quality of services and increased value for money. Purchasing and supply management professionals should

More information

Business Relationship: it takes two to tango!

Business Relationship: it takes two to tango! Business Relationship: it takes two to tango! Presented by Svetlana Sidenko MsC (Admin) PMP, ITIL Expert, CGEIT ITSM, ISO 20000 Management Consultant TIPA Lead Assessor, COBIT 5, ISO 27002 PRINCE2 Practitioner,

More information

At the Heart of Business Transformation

At the Heart of Business Transformation At the Heart of Business Transformation The Art of Multi-Vendor Outsourcing Getting it Right with Governance, Collaboration, and Metrics Bhaskar Chavali EVP and Chief Delivery Officer, NIIT Technologies

More information

Sponsor-CRO Collaboration Study. Executive Summary

Sponsor-CRO Collaboration Study. Executive Summary Sponsor-CRO Collaboration Study Executive Summary 2013 About Vantage Partners Vantage Partners, LLC is a global strategy and management consulting firm that specializes in helping companies achieve breakthrough

More information

IT Governance. What is it and how to audit it. 21 April 2009

IT Governance. What is it and how to audit it. 21 April 2009 What is it and how to audit it 21 April 2009 Agenda Can you define What are the key objectives of How should be structured Roles and responsibilities Key challenges and barriers Auditing Scope Test procedures

More information

Measuring ROI of Agile Transformation

Measuring ROI of Agile Transformation Measuring ROI of Agile Transformation Title of the Paper: Measuring Return on Investment (ROI) of Agile Transformation Theme: Strategic & Innovative Practices Portfolio, Programs & Project (PPP) Management

More information

DHS IT Successes. Rationalizing Our IT Infrastructure

DHS IT Successes. Rationalizing Our IT Infrastructure TESTIMONY OF Richard A. Spires Chief Information Officer U.S. Department of Homeland Security Before the House Committee on Oversight and Government Reform February 27, 2013 Chairman Issa, Ranking Member

More information

2009 NASCIO Recognition Award Nomination State of Georgia

2009 NASCIO Recognition Award Nomination State of Georgia 2009 NASCIO Recognition Award Nomination State of Georgia Nomination Category: IT Project and Portfolio Management Title of Nomination: IT Project Governance: Delivering on the Promise Nomination Submitted

More information

Agile Development: Demystified

Agile Development: Demystified Agile Development: Demystified by Scott Warner Sprint, Agile, Scrum - words we normally associate with sports. Agile Methodology is 1 very much [like ] a sport with a highly-structured, rules-based engagement

More information

Practical Approaches to Achieving Sustainable IT Governance

Practical Approaches to Achieving Sustainable IT Governance Practical Approaches to Achieving Sustainable IT Governance Beyond Mandates: Getting to Sustainable IT Governance Best Practices Agenda IT Governance Definition IT Governance Principles IT Governance Decisions

More information

POPULATION HEALTH COLLABORATIVES. 2015 Agenda Based on Evolving Trends

POPULATION HEALTH COLLABORATIVES. 2015 Agenda Based on Evolving Trends POPULATION HEALTH COLLABORATIVES 2015 Agenda Based on Evolving Trends ABOUT THE ACADEMY HURON INSTITUTE Innovation and time to market define success for today s Top-100 healthcare organizations. To accelerate

More information

School Board of Brevard County, Florida ERP System Upgrade Review April 15, 2016

School Board of Brevard County, Florida ERP System Upgrade Review April 15, 2016 School Board of Brevard County, Florida ERP System Upgrade Review April 15, 2016 Table of Contents... 1 Overview... 2 Objectives, Scope and Reporting... 6 Detailed Observations... 7 Best Practices...14

More information

Transition-Out Services: Lay the Foundations Early in the Relationship

Transition-Out Services: Lay the Foundations Early in the Relationship January 2011 Transition-Out Services: Lay the Foundations Early in the Relationship by Peter Dean, Director, TPI CONTENTS 2. Introduction 2. Why Create a Transition-Out Plan? 3. Start Early Start Simple

More information

The rise of the networked enterprise: Web 2.0 finds its payday

The rise of the networked enterprise: Web 2.0 finds its payday 1 D EC EM B ER m c k i n s e y g l o b a l i n s t i t u t e The rise of the networked enterprise: Web 2.0 finds its payday McKinsey s new survey research finds that companies using the Web intensively

More information

The Rise of Global Business Services. A ScottMadden Perspective

The Rise of Global Business Services. A ScottMadden Perspective The Rise of Global Business Services A ScottMadden Perspective The Rise of Global Business Services GLOBAL BUSINESS SERVICES AN OVERVIEW Background Over the past 10 years, leading multi-nationals have

More information

Institute for Development and Research in Banking Technology

Institute for Development and Research in Banking Technology Institute for Development and Research in Banking Technology Keynote Address by Shri. R. Gandhi, In-Charge Director, IDRBT, at the Conference of IT Chiefs, IDRBT, Hyderabad on July 04, 2005 IT Infrastructure

More information

Chapter One PROJECT MANAGEMENT OVERVIEW

Chapter One PROJECT MANAGEMENT OVERVIEW Chapter One PROJECT MANAGEMENT OVERVIEW Project management is not a new concept. It has been practiced for hundreds, even thousands of years. Any undertaking, large or small, requires a goal, a set of

More information

Brand Architecture: Your Brand s Blueprint

Brand Architecture: Your Brand s Blueprint Gelb An Endeavor Management Company. 1011 Highway 6 South P + 281.759.3600 Suite 120 F + 281.759.3607 Houston, Texas 77077 www.gelbconsulting.com As organizations grow, branding gets complicated. New product

More information

2009 Talent Management Factbook

2009 Talent Management Factbook 2009 Talent Management Factbook Executive Summary Karen O Leonard Principal Analyst May 2009 BERSIN & ASSOCIATES RESEARCH REPORT V.2.0 2009 Talent Management Factbook: Executive Summary i The Bersin &

More information

The Principles of Selling Outsourcing Pretium Partners, Inc.

The Principles of Selling Outsourcing Pretium Partners, Inc. The Principles of Selling Outsourcing Pretium Partners, Inc. Selling outsourcing is different, perhaps more challenging, than product, service or solution sales. The past 10 years of outsourcing expansion

More information

KEYS to. Federal Workspace. JUst get Started! AGILE SUCCESS in the PERFECT. Tailor to needs. fail/learn. Manifesto. Who's the Product Owner?

KEYS to. Federal Workspace. JUst get Started! AGILE SUCCESS in the PERFECT. Tailor to needs. fail/learn. Manifesto. Who's the Product Owner? KEYS to AGILE SUCCESS in the Manifesto Who's the Product Owner? DAILY SCRUM Team Report Tailor to needs Federal Workspace fail/learn PERFECT JUst get Started! WHITEPAPER SERIES Achieving greater agility

More information

Options and Opportunities

Options and Opportunities Options and Opportunities Forging Lasting Banking Relationships with Millennials 1 www.fico.com Options and Opportunities Forging Lasting Banking Relationships with Millennials TABLE OF CONTENTS SUMMING

More information

ProcureCon EUROPE 2014 BENCHMARKING SURVEY.

ProcureCon EUROPE 2014 BENCHMARKING SURVEY. 2014 BENCHMARKING SURVEY www.procurecon.com Introductory Remarks Created by the team behind Worldwide Business Research s ProcureCon conference, Europe s only event focused on the knowledge and networking

More information

Capability Framework. Department of Natural Resources and Mines

Capability Framework. Department of Natural Resources and Mines Capability Framework Department of Natural Resources and Mines Current as at 24.10.2014 Capability Framework How we lead How we behave & work together Customer Focused Solutions Focused Teamwork & Collaboration

More information

INSERT COMPANY LOGO HERE. Product Leadership Award

INSERT COMPANY LOGO HERE. Product Leadership Award 2013 2014 INSERT COMPANY LOGO HERE 2014 2013 North North American Health SSL Certificate Data Analytics Product Leadership Award Background and Company Performance Industry Challenges Numerous social,

More information

Committee of the Whole. January 22, 2014

Committee of the Whole. January 22, 2014 Committee of the Whole January 22, 2014 Drivers for 2003 IT Outsourcing Cost savings - privatization model ($2- $3MM/year) Cost avoidance Data center lease with County expiring ($3.5MM) Disaster recovery

More information

IT OUTSOURCING MARKET: STRONG, GROWING AND WITH HIGH CUSTOMER EXPECTATIONS

IT OUTSOURCING MARKET: STRONG, GROWING AND WITH HIGH CUSTOMER EXPECTATIONS IT OUTSOURCING MARKET: STRONG, GROWING AND WITH HIGH CUSTOMER EXPECTATIONS Executive Summary Recent global market research conducted by Knowledge Systems and Research, Inc. makes it clear that the IT outsourcing

More information

10 Reasons Why Project Managers Need Project Portfolio Management (PPM)

10 Reasons Why Project Managers Need Project Portfolio Management (PPM) 10 Reasons Why Project Managers Need Project Portfolio Management (PPM) Introduction Many project managers might think they are doing just fine with spreadsheets or basic project management software and

More information