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Outsourcing EUROPA - special edition of the Outsourcing Journal (German/English)
 

Outsourcing EUROPA - special edition of the Outsourcing Journal (German/English)

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Auf mehr als 90 Seiten geht diese unabhängige Sonderausgabe des Outsourcing Journals auf wichtige Aspekte der Auslagerung von IT- und Geschäftsprozessen innerhalb Europas ein. ...

Auf mehr als 90 Seiten geht diese unabhängige Sonderausgabe des Outsourcing Journals auf wichtige Aspekte der Auslagerung von IT- und Geschäftsprozessen innerhalb Europas ein.

Experten geben Einblicke in die europäische OutsourcingIndustrie und liefern Informationen zu ausgewählten Outsourcingstandorten, Lösungen, Zahlen und Fakten sowie zu rechtlichen und interkulturellen Aspekten.

Nutzer von Outsourcingleistungen in Deutschland, Österreich und der Schweiz erhalten zum ersten Mal
unabhängige Referenzen und Tipps für die Evaluierung von Outsourcing-Projekten und -Providern sowie die Transformation von IT- und Geschäftsprozessen innerhalb Europas.

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    Outsourcing EUROPA - special edition of the Outsourcing Journal (German/English) Outsourcing EUROPA - special edition of the Outsourcing Journal (German/English) Document Transcript

    • www.outsourcing-journal.org Q2/3-2012 - Deutsch / English OJ THE OUTSOURCING JOURNAL Order This the co is a previewEUROPA info@ mpl . outso ete issue fo urcing r -journ free via al.orgOutsourcing von IT-Services und Geschäftsprozessen in Europa - Ein unabhängigesInformationsangebot für Deutschland, Österreich und die Schweiz.Auf mehr als 90 Seiten Wissen, Hintergründeund Kontakte, inklusive der Themen:Outsourcing - division of labour givescompetitive edgeby Deutsche Bank ResearchStructural quality metrics in SLA’sby Jay Sappidi, CAST Research LabsService integration &management in multisourcingby ISG (TPI)Weitere Beiträge: Germany - Lucrative sourcing market; Bulgarien; Polen; Corporate &competition law in outsourcing; Rumänien; Innovation in Outsourcing; Cloud imMittelstand; Stop shouting - Marketing and Communication; Belarus; BPM & BPO,Ausschreibungsverfahren und mehr Copyright @ Deutscher Outsourcing Verband e.V. - Deutsches Outsourcing Journal Alle Rechte vorbehalten. Vervielfältigung oder Verteilung ohne vorherige Zustimmung untersagt
    • INHALT / CONTENT4 - Outsourcing - Division of labour gives 48 - Sourcing: Der Mittelstand und diecompetitive edge Cloud - Hybridmodellen gehört dieDr. Thomas Meyer, Florian Schüler, Deutsche Bank ZukunftResearch, Germany Dr. Heiner Diefenbach, TDS AG, Germany10 - Restrukturierung und Sourcing 54 - Poland – an experienced provider ofGovernance services for businessBranimir Brodnik, microfin Unternehmensberatung, Anna Zawadzka, OEX Group, PolandGermany 58 - Business- und Knowledge Process16 - Corporate and competition law Outsourcing in Polen- legal and contracting aspects of CERI International, Polandoutsourcing in RomaniaBPV Grigorescu Stefanica, Romania 62 - Incorporating Structural Quality Metrics into Outsourcing SLAs20 - Ein Schritt näher an morgen. Vom Jay Sappidi, CAST Research Labs, France, GermanyOutsourcing zur InnovationMihaela Rosca, Remus Pereni, Yonder, Rumänien 68 - BPM enabled BPO: foundations for long term success25 - Assembling the Jigsaw - Service Pietro Casella, Safira, PortugalIntegration and Management in aMultisourced IT-Operating Model 70 - Die Kluft zwischen Geschäfts-Hannah Patterson, Information Services Group prozessen und Strategie(ISG), United Kingdom Dr. Clemente Minonne, Zürcher Hochschule für Angewandte Wissenschaften, Schweiz29 - Germany - Lucrative sourcing marketand top location for shared services and 74 - Does project developmentBPO delivery proficiency matter for technology start-Josefine Dutschmann, Germany Trade & Invest up efficiency?(GTAI), Germany Mike Grebennikov, Migrate2mobile, Belarus & Fabian Oliva, Fiverun Inc., USA34 - Stop ShoutingChristopher Butler, USA 77 - Belarus’ Potential of becoming Europe’s Silicon Valley by 201540 - Bulgaria - Destination for IT-Services A market review by Viktor Bogdanov, Ciklum,in Europe UkraineIvaylo Slavov, BulPros, Bulgaria 82 - Das Ausschreibungs- und45 - Sirma Group - a global outsourcing Auswahlverfahrendeveloper with successful projects on five Sabrina Hahn, matrix technology AG, GermanycontinentsSirma, Bulgaria 86 - Organizations Corporate profiles and contacts Page 2
    • EDITORIALShared Services, Business-Process- & IT-Outsourcing in EuropaEine Sonderausgabe des Outsourcing Journals mit Fachbeiträgenführender Organsationen, Unternehmen und BranchenexpertenDer Markt land, Österreich und der unabhängige Referenzen Schweiz, erleben wir gleichzeitig und Tipps für die EvaluierungIn Deutschland, Österreich einen wachsenden Bedarf an von Outsourcing-Projektenund der Schweiz blicken wir Fachwissen, Informationen zu und -Providern sowie dieheute auf einen Markt für Outsourcing-Standorten sowie Transformation von IT- undOutsourcingleistungen von an Kontakten zu qualifizierten Geschäftsprozessen innerhalbca. 22 Mrd. EUR mit einem Anbietern. Europas.potenziellen Wachstum von ca. 7Mrd. EUR bis 2015. (Lünendonck, Diese AusgabeEnde 2010). Auf mehr als 90 Seiten geht dieseZu der Frage welchen Stellenwert unabhängige Sonderausgabe Stephan FrickeIT-Sourcing im Unternehmen des Outsourcing Journalseinnimmt geben in einer auf wichtige Aspekte der Herausgeber desaktuellen Studie (DACH) der Auslagerung von IT- und OutsourcingZHAW Zürich 56% der Befragten Geschäftsprozessen innerhalb Journals undan, dass bestimmte Leistungen Europas ein. Vorstand sowieausgelagert und weitere 14% Vorsitzendergeben an, dass IT-Dienste Experten geben Einblicke in des Beirates desweitgehend ausgelagert seien. die europäische Outsourcing- Deutschen Outsourcing Industrie und liefern Informatio- Verbandes e.V.Im Pan-European IT Outsourcing nen zu ausgewählten Outsour-Intelligence Report 2011, cingstandorten, Lösungen,durchgeführt von IT Sourcing Zahlen und Fakten sowie zuEurope, geben mehr als 35% der rechtlichen und interkulturellenBefragten in Deutschland an, Aspekten.Nearshore bzw. mehr als 20%Onshore auslagern zu wollen. Nutzer von Outsourcing- leistungen in Deutschland,Mit diesem Trend der Österreich und der SchweizAuslagerung von IT- und erhalten zum ersten MalGeschäftsprozessen in Deutsch- Page 3
    • RESEARCHOutsourcing - Division of labour givescompetitive edgeA briefing by Deutsche Bank Research, Dr. Thomas Meyerand Florian SchülerDivision of labour and specialisation are rightly regarded in economic research as the cornerstones ofproductivity and prosperity. In keeping with this idea, European firms reduced their degree of verticalintegration by about 1.5 percentage points between 2003 and 2007.Recent research has, however, found a supposedly negative correlation between the degree of divisionof labour (in the form of outsourcing, for example) and productivity at the company level, meaning thatmore outsourcing allegedly hurt productivity. This would fundamentally contradict standard manage-ment practices. In our opinion, this supposed contradiction is based on a misleading interpretation ofempirical findings which overlooks important effects.Performing a dynamic analysis reverses the picture: a vertical integration that was 1 percentage pointlower in 2003 is statistically associated with 5-10 percentage points higher earnings growth (cumulative)in the following four years. Disintegrated production thus delivers a competitive edge. The decisive factor,of course, is the optimum degree of vertical integration for each individual company, which can be derivedfor example from the firm’s level of specialisation, the sector in which it operates, its market position andmanagement capacities.Outsourcing and offshoring are With outsourcing it is also a mat-highly discussed management ter of the right degree, strikingpractices since the dawn of the the right balance between spe-new millennium. This form of di- cialisation benefits on the onevision of labour promises hand and transaction costs onmajor efficiency benefits be- the other. The maximum pos-cause companies can concen- sible degree of outsourcing istrate on their core competen- usually not efficient.cies and get help with theirweaknesses from suppliers and Nevertheless, companies havebusiness partners. in recent years evidently be- come both more inclined andEconomic research has accord- more able to specialise andingly been largely positive in its divide work: export ratios areassessment of the trend towards rising and the degree of verticaloutsourcing and offshoring. This integration is falling.view is supported by extensive technological progress has facili-literature stretching back to the The outsourcing wave in the tated various new forms of divi-founding fathers Adam Smith service sector has played a sion of labour. This also(1776) and David Ricardo (1817). major part in this ; after all, applies to manufacturing firms Page 4
    • RESEARCHthat outsource services such as tion technology, the lowering ment (the reason for the currentIT management, bookkeeping or of tariffs (e.g. via GATT/WTO or account surplus): they rose fromcall centres to other companies. bilateral trade agreements), bet- 25% of GDP in 1980 to 35% in ter infrastructure (e.g. container 2009.Trend towards division of shipping), as well as the increas- ing integration of the former The increasingly integratedlabour and specialisation Warsaw Pact countries and the global economy corresponds to aspiring emerging markets in the growing division of labour at theThe trend towards division of global economy. company level in Germany: be-labour and specialisation is eas- tween 1999 and 2008 the degreeily illustrated by looking at the Companies in Germany have not of vertical integration (measuredgrowing volume of trade flows. ignored this trend. The figures in terms of value added relativeThe world has grown closer to- clearly show how the German to sales) fell for example by 22%gether economically over the economy has stepped up export in mechanical engineering, bylast 50 years (see chart 1). The ex- activity: up until the early 1980s 12% in the auto industry and byport ratio had doubled from 12% the German export ratio was 8% in the chemicals industry (seeof global output in 1960 to over only minimally higher than the chart 2). More recent figures are24% in 2009. average of other rich countries, less meaningful as they are dis- of late it has been almost twice torted by the financial and eco-If there had not been a financial as high (41% of GDP). nomic crisis.and economic crisis the figurewould probably be as much as The interesting thing is that this An ever smaller share of value30% – an increase of 2 ½ times. decoupling evidently did not added is generated in-house –This is perhaps less dramatic commence until after the actual upstream and downstream com-than the globalisation debate economic miracle. Only reunifi- panies are becoming more im-would suggest occasionally; af- cation was able to briefly slow portant in the production chain.ter all, numerous changes in the the surge in exports. German Overall, German companies oc-global economy have strength- imports have not quite managed cupy a mid-table position in theened trade relations: advances to keep pace with this develop- European rankings (see chart 3).in communication and informa- Page 5
    • RESEARCHA low value-added ratio is ul- parison we always use wage-ad- cance for economic policy andtimately also an indicator of a justed labour productivity since management consultancy. Thedisintegrated production chain. a key factor for a company is that findings of the Fraunhofer Insti-In light of the trend described potentially higher productivity tute are ultimately interpreted byabove the question arises as to is not eaten up by higher wages. the public as making a case forwhether the degree of vertical Chart 4 illustrates this relation- more in-house manufacturingintegration has a systematic im- ship using the example of me- and insourcing (“outsourcing is apact on corporate performance chanical engineering in Europe. load of rubbish”).metrics, that is whether the de- It would represent a clear contra-gree of division of labour has a diction to the prevailing view to Right calculation, wrong interpre-measurably positive or negative date. tation?influence on productivity, re-turns or profits. This analysis comes to a similar In a first step, our own analysis conclusion as previously reached does indeed serve to back up by Broedner et al. (2009) and Lay this conclusion (which we found et al. (2009). The scientists at the surprising) with a new data set. Fraunhofer Institute analysed However, this correlation could a random sample of nearly 500 be distorted by other factors, German manufacturing firms in which would alter the interpreta- 2003 to identify “instruments for tion of the results. boosting productivity” This also . The level of vertical integration included testing the influence of and labour productivity are in- the outsourcing ratio, which they fluenced by many factors that define as the difference between are not directly related to out- the degree of vertical integration sourcing decisions. Profits play a level and 100%: hence, the lower pivotal role in this respect since the level of vertical integration, profits make up a portion of val- the higher the outsourcing ra- ue added. tio. Contrary to their own hy- pothesis, the authors also found The average degree of vertical in- that less vertical integration is tegration among European firmsIs outsourcing “a load of accompanied by lower produc- in 2003 was about 30%, whilerubbish”? tivity. In other words: the higher the average gross operating rate the outsourcing ratio, the more (i.e. operating surplus relative toOne obvious approach is to set inefficiently that companies pro- sales) was around 11% (both un-the degree of vertical integration duce. According to the authors, weighted). Variations in the grossagainst productivity. Such a com- the specialisation benefits must operating ratio alone account forparison across different sectors be outweighed by the growth in some 20-30% of the differencesand countries does in fact reveal transaction costs. in degree of vertical integrationa systematic correlation, howev- (see chart 5). The probability iser, it is the opposite of what we The important thing is that this thus very high that the correla-expected. The greater the degree view is not based on erroneous tion between vertical integrationof vertical integration in the sec- individual entrepreneurial deci- and productivity is decisively in-tor (meaning more in-house pro- sions – mistakes are made again fluenced by other factors.duction, less division of labour), and again – but on a systematicthe higher labour productivity negative correlation between di- The opposite effect applies toappears to be (see also model 1 vision of labour and productivity. inputs: if prices rise for inputs,in table 6 below). For this com- This would have major signifi- the degree of vertical integra- Page 6
    • RESEARCHtion falls – all other things being manufacturers often operate in static model with gross operat-equal. This is definitely a relevant lucrative niche markets in which ing ratio as an explanatory varia-factor; after all, material costs as correspondingly high margins ble. It serves as a direct indicatora share of gross production value are to be earned. The observable of market position.in the German manufacturing outcome at these manufacturerssector rose by 5.8 percentage would thus be high productivity Thirdly, we use a two-stage sta-points (to 48%) between 2003 (on account of the margins) com- tistical estimation method thatand 2007. The rise in steel prices bined with a high degree of verti- helps to isolate the observationcould, for example, partly explain cal integration (on account of the of the influence of other endog-why specifically the share of specialisation). This correlation enous variables (IV method).value added in engineering has would not, however, be the result The instrument used is the num-fallen sharply. of the outsourcing decision, but ber of people worldwide that of the market positioning. The speak the respective language. management recommendation This instrument is based on the derived from this observation premise that language has no would thus be completely differ- direct influence on productivity ent. (an English-speaking worker is just as productive as a German- Dynamic instead of speaking worker ceteris paribus). However, offshoring is made a static analysis lot easier if the local language is spoken worldwide (English, We use three different empirical for example), since this enables approaches to isolate the influ- straightforward communication ence of vertical integration on with foreign suppliers. We were productivity and other metrics. able to identify clear evidence All models are based on a sample of this effect specifically for the at sector level (15 manufacturing IT outsourcing field. Of course, sectors) in 25 European coun-Market positioning also plays an only a fraction of outsourcing is tries.important role. It could influence international in nature. This frac-both productivity and degree tion is, however, sufficient as a First, we construct a model thatof vertical integration. After all, statistical instrument. uses dynamic instead of staticwith outsourcing the objective is performance metrics. This reduc-not to achieve an absolute figure Table 6 provides a summary of es static distortions such as dif-but to determine the optimum the results – as well as a simple ferences in market position. Theoutsourcing ratio for each indi- statistical analysis (model 1) as premise here is that the marketvidual company: the more spe- a reference point. The coeffi- position does not change funda-cific the production, the lower cients of degree of vertical in- mentally in a short space of time.the optimum outsourcing ratio tegration (2003) are negative in The dependent variables are theas a rule. Specific production is all the other models (2-10). This changes in productivity, returnoften associated with specialised means that the greater the ver- on sales and profit between 2003products. It would therefore be tical integration, the poorer the and 2007. The dynamic approachnormal to expect that for exam- performance metrics the sectors also takes better account of theple a manufacturer of highly spe- achieve. None of these estimates fact that outsourcing decisionscialised products would tend to is perfect, but they all point in a can only pay off over time.have a larger share of in-house similar direction. The only excep-production than other firms. At tion is the model in the first col- Secondly, we supplement thethe same time such specialist umn which replicates the simple Page 7
    • RESEARCHstatic approach described above. for the majority of companies – to sectors where profits declined.The augmented models thus could arouse suspicions that it Models (7) and (8) factor in notgenerate more differentiated is a fair-weather effect: that out- only the level of vertical integra-outcomes than the static analy- sourcing only helps when the tion in 2003, but also the changesis. economy is booming. Compara- in vertical integration between ble results can, however, also be 2003 and 2007. This ensures thatFor example, model (6) shows achieved if the sample is limited the relationship is not based sole-that statistically speaking for ly on the adjustment following aeach additional percentage potential shock in some sectors.point of vertical integration in Although the effect is weaker in2003 earnings growth was 7 per- models (7) and (8) it retains itscentage points lower (cumula- direction and statistical signifi-tive for 2003-2007). This is obvi- cance. The positive correlationously an economically relevant between the change in degree offigure. The reaction is particular- vertical integration and earningsly sensitive in the glass industry; growth in model (7) does notfor plastics makers the degree of contradict the message. Rather,vertical integration has less of an it reflects the fact already showninfluence (see chart 7). in chart 5 that earnings are part of added value. Rising profitsNot a fair-weather effect thus also boost added value, all other things being equal.The generally positive businesstrend between 2003 and 2007 Overall, the results are robust– profits and productivity rose when set against numerous dif- Page 8
    • RESEARCHferent specifications. The two- the potential profits from spe- Gunter; Steffen Kinkel & Angela Jägerstage estimations (IV, models 4 cialisation. However, this is not (2009). Stellhebel für mehr Produktivität: Benchmarking identifiziert Potenzialeand 10) back up the findings and necessarily the right interpreta- zur Steigerung der Produktivität. Mit-result in higher coefficients. tion in our opinion as the static teilungen aus der ISI-Erhebung zur Mod- relationship is biased by other ernisierung der Produktion. Number 48. factors. 2 Auer, Josef and Oliver Rakau (2011).Smart outsourcing deliv- Commodity boom: More than just risk for German industry. Current Issues.ers a competitive edge No hard-and-fast rules September 20, 2011. Deutsche Bank Re- search. Frankfurt am Main.Outsourcing on the increase Our dynamic analysis shows the 3 See Meyer, Thomas, 2007. India’s spe- opposite: sectors which make cialisation in IT exports: OffshoringThe trend points towards falling can’t defy gravity. Research Notes 27. stronger use of division of labour Deutsche Bank Research. Frankfurt amvertical integration levels: of the in the production process tend Main.375 sectors analysed here 241 to boast better performancereduced their vertical integration metrics. This also applies to staticbetween 2003 and 2007 while observation in cases where dif-only 93 increased it (there is no ferent market positions are takendata for the other cases). Overall, into account. The basic idea ofthe levels of vertical integration division of labour and speciali-throughout Europe have fallen Authors: sation thus still appears to haveby an average of around 1.5 per- Thomas Meyer and something going for it. There are,centage points. It would be very Florian Schüler however, no hard-and-fast rules.astonishing if a management +49 69 910-46830 Maximum outsourcing does notpractice were to be so widely de- thomas-d.meyer@db.com necessarily result in the optimumployed even if it systematically degree of vertical integration.destroyed productivity. Editor The production depth must suit Antje Stobbe the corporate strategy, sectorStatic analyses, however, show a Technical Assistant and market position.positive correlation between the Sabine Kaiserlevel of vertical integration andproductivity. This observation 1 Broedner, Peter; Steffen Kinkel and Deutsche Bank Researchprompts some people to call for Gunter Lay (2009). Productivity effects Frankfurt am Main of outsourcing: New evidence on the Germanya revision of current outsourcing strategic importance of vertical inte-practices because transaction Internet: www.dbresearch.com gration decisions. International Journalcosts or other problems appear of Operations & Production Manage- E-mail: marketing.dbr@db.comto be systematically higher than ment. Vol 29. No 2. pp. 127-150 and Lay, Fax: +49 69 910-31877 Editors message We like to thank all authors, companies and partners who contributed to this edition. If you would like to contribute to one of our next publications, please get in touch with us: info@outsourcing-journal.org Page 9
    • MANAGEMENTRestrukturierung und SourcingGovernanceVon Branimir Brodnik, microfin Unternehmensberatung GmbH,Frankfurt am MainDas Rennen im Wertschöpfungsmanagement geht in die nächste Runde. Viele Unternehmen haben inden vergangenen Jahren erste Erfahrungen mit der Auslagerung von IT-Dienstleistungen an externe Pro-vider gesammelt. Auf Grundlage der Erkenntnisse, die sie dabei gewonnen haben, werden die Modelleder Zusammenarbeit zwischen Kunde und Provider nun überdacht und der Zuschnitt der auszulagerndenLeistungen neu strukturiert. Dabei ist für eine erfolgreiche Neuausrichtung eine funktionierende Govern-ance unabdingbar.Compliance und die ihr zuge- und IT-Governance. Dies gilthörige Governance werden insbesondere dann, wenn dasdurch Gesetze, Richtlinien und Outsourcing dazu dient, ope-Standards vorgegeben. Das Ziel rationelle Risiken zu optimierenist dabei immer eine größere oder aber RestrukturierungenTransparenz und Kontrolle in der einzuleiten. Was bedeutet inUnternehmensführung – erst diesem Zusammenhang aberwenn diese gegeben ist, lässt sich Transparenz der Steuerung?kontrolliert restrukturieren. Auch Transparenz und Beherrsch-wer IT-Leistungen auslagert, barkeit fundieren zum einen aufdarf dabei keinen Zentimeter einer anforderungsgerechtenseiner Unternehmensführung Aufbau- und Ablauforganisationund -kontrolle aufgeben. Im Ge- – den Gremien bzw. Prozessen –genteil: Die Sourcing Govern- und zum anderen auf defi-ance dient der Steuerung der nierten, objektivierbaren Leis- der Service-Erbringung. DaZusammenarbeit zwischen dem tungen und deren Qualitäten – man Dritte außerhalb des ei-auslagernden Unternehmen und den Verträgen. genen Unternehmens jedochdem beauftragten IT-Provider in nicht disziplinarisch über dieder Sourcing-Beziehung. Spielregeln im Umgang unternehmenseigene Aufbau- Organisation steuern kann, mussDenn Corporate Governance mit externen Dienstleis- man Spielregeln und GremienRegeln, die für das gesamte Un- tern festlegen der Zusammenarbeit einrichten.ternehmen gelten, sollten natür-lich ebenso in der IT allgemein Wenn Leistungen an einen Dabei liegt der primäre Fokusund schließlich auch in der Steu- externen Provider vergeben darauf, die bedarfsgerechte Leis-erung von Sourcing-Beziehun- werden, verändern sich die An- tungserbringung zu steuern.gen angewandt werden. Sour- forderungen an die handelnden Dies entbindet eine IT jedochcing Governance steht als das Personen und Strukturen sehr nicht von ihrer internen Verant-logisch letzte Glied in der Kette stark – fort von der operativen wortung den Fachbereichen ge-von New Corporate Governance Ausführung hin zur Steuerung genüber – und davon, die interne Page 10
    • MANAGEMENTAkzeptanz der Dienstleister zu Elemente des Vertragsmanage- nities. Durch überlappende Wirk-sichern. Insbesondere bei der ments zu ergänzen. Analog einer bereiche zwischen der strate-Auswahl der Dienstleister ist der IT-Governance wird eine Sour- gischen, taktischen und opera-Cultural Fit zu berücksichtigen. cing Governance in der Regel in tiven Ebene kann ein Unterneh-In einem Multiprovider-Umfeld – drei Ebenen unterteilt. men es verhindern, von einemoder bei einem Provider-Wechsel Dienstleister ausgespielt zu– hat Sourcing Governance die Strategische Ebene – werden.Harmonisierung bzw. Anglei- (vgl. Grafik 1, S.12: Wirkbereichechung in Richtung aller Dienst- Alignment zur Unterneh- einer Sourcing Governance).leister zu gestalten. mensstrategie Dabei kommt es insbesondere Auf der strategischen Ebene darauf an, wie die DienstleisterTransparenz und Steue- ist ein wichtiges Kernelement gesteuert werden. In der Vergan-rungsmöglichkeit durch des Wertschöpfungsmanage- genheit wurde in Ermangelungobjektive Leistungs- ments und damit einer Sourcing geeigneter Governance-Struk- Governance die Ausformulie- turen und wegen eines ein-definition rung einer Sourcing Strategie dimensionalen Verständnisses – eingebettet in die Gesamtun- der Zusammenarbeit allzu oftVoraussetzung für eine durch ternehmens- und IT-Strategie. primär sanktionsorientiert ge-Kennzahlen gestützte Steuerung Sind die Business-IT-Alignment- steuert, während heute der er-eines IT-Dienstleisters – Kernele- Diskussionen abgeschlossen, ist folgsversprechendere, koopera-ment einer IT-Governance – ist die Ausrichtung über die Prio- tive Ansatz überwiegt.die objektive Vereinbarung der risierung im IT-Projektportfoliozu erbringenden Serviceleis- zu operationalisieren. Die Maxime „Kooperation statttungen und die Definition vonZielqualitäten für den Betrieb: in Konfrontation“ wird als Provi-Form von Outsourcingverträgen Taktische Ebene - Sicher- der-Management-Stil immer be-und den damit verbundenen stellung des Business liebter und führt immer häufigerService Level Agreements. Jede zu erfolgreichen IT-Outsourcing- Case und der Compliance Beziehungen, in denen beideLeistung, die zuvor innerhalb desUnternehmens erbracht wurde, Partner aktiv die Kongruenz ihrer Die taktische Ebene einer Sour- Interessenslagen abstimmen.die intern gelebte Praxis, ist zu cing Governance überbrückt dasformalisieren, in Verträgen fest- Spannungsfeld zwischen Preiszuhalten und in Form eines Ver- und Leistungen und deren Be- Operative Ebene -tragsmanagements kontinuier- schreibung in der Außenwirkung. IT-Kundenbetreuunglich zu adjustieren. Unabdingbar sind dabei ein Benchmarking zur Prüfung der Auf der operativen Ebene ist derEin effizient und koordiniert Marktkonformität und ein Com- Support der IT-Kunden sicher-aufgestelltes Anforderungs- pliance Alignment Audit zur zustellen. Idealtpyisch wird aufmanagement hilft, mögliche Regelausrichtung an Gesetzes- operativer Ebene ein Krisen- undKostenüberschreitungen und vorgaben. Dies bedeutet, in der Problem-Management sowie einLeistungsverfehlungen zu ver- Praxis kontinuierlich die gesetzli- Anforderungsmanagement inhindern und für jedes Leistungs- chen, regulatorischen und sicher- Form von Fachbereichsbetreu-bündel ein geeignetes Preis- heitsrelevanten Anforderungen ungen geleistet.modell zu entwickeln. Die reine zu prüfen. Aus dieser MotivationIT-Governance ist also ebenso heraus und aus dem Drang nach Auf operativer Ebene sorgt dasum nach außen wirkende Ele- einer Industrialisierung der IT Prozessmanagement für einemente des Provider-Manage- im Sourcing-Umfeld bilden sich kontinuierliche Verbesserungments wie um formalisierte derzeit entsprechende Commu- der Ablauforganisation, die Si-Page 11
    • MANAGEMENTcherstellung der Leistungs- lenverteilung auf Kunden- und sind hierbei klare Aufgabenüberwachung und für die IT-Se- Dienstleisterseite in Form von und Ziele zuzuordnen, deren Er-curity. Gremien institutionalisiert reichung durch entsprechende werden. Steuerungswerkzeuge nachge- halten wird.Institutionalisierung in Dies hat im Zusammenhang mitGremien dem Umfang der internen Re- (Vgl. Grafik 2 : Steuerungsmecha- tained Organization zu erfolgen nismen in einer Sourcing Bezie-In Ausschreibungs- bzw. Tran- und sollte die neuen Skillprofile hung)sitionsprojekten muss die Rol- berücksichtigen. Den Gremien Grafik 1Rahmenbedingungen zur unmittelbar auf die Gestal- Skalierung der Sourcing Govern- tungsmöglichkeiten einer Sour- ance. Ebenso beeinflussen dieGestaltung einer Sourcing cing Governance aus. Shoring-Konzepte unmittelbarGovernance die Ausgestaltung der Sour- So bestimmt die Wahl einer cing Governance. Aus einer aktivDie Determinanten einer Sour- Multi-, Dual- oder Single-Pro- gelebten Outsourcing Govern-cing-Strategie wirken sich vider-Strategie unmittelbar die ance resultieren für Unterneh- Page 12
    • MANAGEMENTmen gleich drei zentrale Vorteile: werden, die stetige Kontrolle von erfolgen die operative Zusam-die Geschäftsanforderungen Prozessen und Compliance- menarbeit und mögliche An-können auch in Zusammenar- Richtlinien führt zu mehr Quali- passungen gesteuert und nichtbeit mit externen Partnern tät und damit zur Risikomini- eskalationsgetrieben.schneller und besser bedient mierung und schließlich Grafik 2 Der Autor: Branimir Brodnik ist Gründer und geschäftsführender Gesell- schafter der microfin Unternehmensberatung GmbH, die sich seit 2002 erfolgreich am Markt positioniert hat. Der Diplom-Informatiker, der im Nebenfach Medizin studierte, weist eine über 20-jährige Berufserfahrung in den Bereichen Financial Services und Consulting auf. Seine Kompetenzen liegen vor allem in den Themen IT-Sourcing, IT-Kos- tenoptimierung sowie Projektmanagement. Als zertifizierter Projekt-manager und Management Coach beriet Branimir Brodnik in den letzten Jahren nicht nur zahlreiche Un-ternehmen und Manager, sondern gab sein Wissen und seine Erfahrung auch in vielfältigen Veröffent-lichungen weiter. Kontakt: Tel: +49 (0) 6172-17763 0 - E-Mail: info@microfin.de - Web: www.microfin.dePage 13
    • Advert micron Unternehmensberatung:Wir gestalten Vorsprung! micron Unternehmensberatung GmbH Kaiser-Friedrich-Promenade 59a 61348 Bad Homburg T: +49 (6172) 17763 0 E: info@micron.de www.micron.de Page 14
    • NETWORKDeutscher Outsourcing Verband e.V.The German Austrian Swiss OutsourcingAssociation r.s.Independent knowledge and business network for the DACH-regionand Europe - An introductionOutsourcing This is a limited preview.The German Austrian Swiss Association(GASOA) is the leading organi- It is available for free online as well as in regular PDF/print editions. find information about service providers, destinations, solu- tions and more. You can order thezation fostering the marketdevelopment for business-and IT-services in the DACH- Open Network Knowledge-Partnership full 95 pages issuecountries. With its initiativesthe association supports di-rectly service buyers and pro- The association maintains and grows a regional and interna- tional community of outsour- The association offers know- ledge carrieres such as uni- versities, consultants, provid-markets. for free via:viders active on the DACH- icng professionals using open network groups on Xing and LinkedIn ers and other organizations to share their knowledge and best practices as knowledge-The Outsourcing Journal partnters. info@outsourcing-journal.org EUBIS - EuropeanAs the leading news and in- Business- & IT-Services In return the Knowledge Part-formation service about BPO, nership includes unique publi-ITO & SSC the journal provides Eubis is a free and independ- cation, presentation and com-insights in the business- & IT- ent corporate and knowledge munication opportunities.service industry, solutions You directory. Global service pro- & will receive your electronic issueorganizations. The Journal is viders present 48 hours infor- www.outsourcing-verband.org within corporateindependent and focusing on mation and expertise - entirely www.outsourcing-journal.orgnon-commercialinformation. free of charge. Service buyers www.eubis.org Members - corporates and professionals from (excerpt): T- Systems International, Hewlett Packard, Infosys, Cognizant, Un- isys Outsourcing, Tata Consultancy Services, Deloitte, North- gate Arinso, Oracle, SAP, Wiener Städtische, ZHAW Zürich, Swiss IT bridge, Safira, BulPros, BUW, Siemens AG und mehr www.outsourcing-verband.orgPage 15
    • IMPRINT Publisher Deutscher Outsourcing Verband e.V. (German Austrian Swiss Outsourcing Association r.s.), and Outsourcing Journal Editorial office Stephan Fricke office@outsourcing-verband.org Concept, realization & design OutCome – PR & Communications in Outsourcing info@outsourcing-marketing.org www.outsourcing-marketing.org Advertisement contact info@outsourcing-journal.org Im Auftrag des Deutschen Outsourcing Verbandes e.V. Lumumbastr 14 39126 Magdeburg office@outsourcing-verband.org www.outsourcing-verband.org Copyright information Deutscher Outsourcing Verband, e.V. (DOV), Outsourcing Journal Copying, republishing or use of any contents is prohibited. All Rights Reserved. 2012
    • The Outsourcing Journalindependent - informative - relevant German / English Online Edition: www.outsourcing-journal.org Order for free: info@outsourcing-journal.org