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Joann Martin, Global Director BPO at PBI
22“A good alliance is like a unicorn. Everybody hadheard of them, but few have actually seen them.”Tom Hooks Motorola
1. What are the most critical factors inselecting a vendor or a partner.2. How to set the right business expectationsto en...
Key DecisionCriteriaWeightsArchitectural -Technology15Operations 10SLAs - KPI 10Quality 10Implementation 10Risk Mitigation...
Performance CriteriaFinancialWhat does the vendors balance sheet look like compared to others?Its trends?What part of the ...
 Long term Mutual Success COMMUNICATION Flexibility Alignment◦ Culture Leading Practices in◦ Technology & Innovation◦...
 Trust and AlignmentCommunications1. What are the most critical factors in selecting avendor or a partner
Get past the dollar and cents, you are in this forthe long run.
2. ContinuedWho we are:• Organizational structure• Financials & Risk Structure• Special Programs (Green, Diversity)• Futur...
2. ContinuedAre the goals in the same playing field?Can we get there?• Costs versus Best of Breed• Costs versus Risk• Acco...
We set expectations – But here is reality2. ContinuedRealityExpectationExpectationExpectation
2. ContinuedCommunication• Proactive• Engage senior leadership early on• Ensure consistent delivery of key messages• Multi...
 Trust and AlignmentCommunications
3. How to keep control of the relationship whileproviding the partner sufficient flexibility toinnovate and improveDon’t B...
3. ContinuedGovernance and Stakeholder ManagementPerform Will take responsibility for a significant portionof the project....
3. ContinuedVendor CustomerExecutivesAccount OwnersProject LevelBuildTrustGovernance and Stakeholder ManagementVendor and ...
3. ContinuedGovernance and Stakeholder Management Relationship Management Service Request and Receipt Verification Manag...
3. Continued• Business Case Continually reviewed• Strategic responsibility kept close to the top• Multilevel organizationa...
.When things are going well, something will go wrong.When things just cannot get any worse, they will.3. Continued
 Trust and AlignmentCommunications3. How to keep control of the relationship whileproviding the partner sufficient flexib...
What is the true intended value and success?
Performance KPI MeasurementFinancialCosts in budgetEconomicTechnologyNew toolsImpact on functionalityProcessImprovement ov...
Performance KPI MeasurementKPI Service CreditKPI Service Loss4. ContinuedWin-Wins Gain Sharing?Why isn’t success that easy?
4. ContinuedDefine Success Which metrics are more relevant to your business Tangible objective Leading Indicators End ...
4. ContinuedIntended Value - Balanced Measurement Tangible Financial Costs per X Net Savings Operational Speed Volu...
4. ContinuedDefine Failure Differentiate between failure and problem/escalation driven change Lack of Success Lack of T...
 Trust and AlignmentCommunications4. How to measure success and how to handlefailure
Business Networking SessionsWorkshops, ForumsConferencesTrade ShowsCongressional Sponsored EventsPre Proposal/Pre Solicita...
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Are you really in charge global sourcing

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Transcript of "Are you really in charge global sourcing"

  1. 1. Joann Martin, Global Director BPO at PBI
  2. 2. 22“A good alliance is like a unicorn. Everybody hadheard of them, but few have actually seen them.”Tom Hooks Motorola
  3. 3. 1. What are the most critical factors inselecting a vendor or a partner.2. How to set the right business expectationsto ensure aligned engagement on bothsides.3. How to keep control of the relationshipwhile providing the partner sufficientflexibility to innovate and improve4. How to measure success and how tohandle failures.
  4. 4. Key DecisionCriteriaWeightsArchitectural -Technology15Operations 10SLAs - KPI 10Quality 10Implementation 10Risk Mitigation 10Pricing 30Value Add 5Overall 100Key Decision Criteria WeightsCosts 25Program Management/Continuous Improvement15Hiring/Training/RetentionPractices10Customer Retention 5Similar Experience 10Capability/ Technology 10Transition 15Personnel 10Overall 100
  5. 5. Performance CriteriaFinancialWhat does the vendors balance sheet look like compared to others?Its trends?What part of the vendors portfolio will we beTechnologyHas technology investment been yearly?Where are they investing?Does it match our strategy?ProcessHow do they measure quality? Is it industry standard?Do they measure outcomes? Cycle time?Does the measurement match our goals?EmployeesWhat is their attrition? Hiring practices?Do they have good talent management plans?Is there an adequate labor pool available geographically?OrganizationIs there a global account rep?Are there global barriers?Do they have structural alignment with us?1. Continued
  6. 6.  Long term Mutual Success COMMUNICATION Flexibility Alignment◦ Culture Leading Practices in◦ Technology & Innovation◦ Financial measurements◦ Risk Mitigation Multi-Vendor Handoffs and Accountability How long are you in this relationship for?1. ContinuedWhat’s Most Important Today?
  7. 7.  Trust and AlignmentCommunications1. What are the most critical factors in selecting avendor or a partner
  8. 8. Get past the dollar and cents, you are in this forthe long run.
  9. 9. 2. ContinuedWho we are:• Organizational structure• Financials & Risk Structure• Special Programs (Green, Diversity)• Future Goals• Financial, Value Proposition, Market Share, LocationsWhat we are looking for:• Savings• Enablers & Flexibility• Risk Mitigation• Innovation & Best of BreedIntros and Want Ads
  10. 10. 2. ContinuedAre the goals in the same playing field?Can we get there?• Costs versus Best of Breed• Costs versus Risk• Accountability• Growth and location• Short term wins versus long term success• Dedication & CONTROL
  11. 11. We set expectations – But here is reality2. ContinuedRealityExpectationExpectationExpectation
  12. 12. 2. ContinuedCommunication• Proactive• Engage senior leadership early on• Ensure consistent delivery of key messages• Multifaceted approach to communication• Live• Email• Instant Messaging• Webinar• Seminars• QBRs/Annuals• Target approach and messages to differentaudiencesCommunication
  13. 13.  Trust and AlignmentCommunications
  14. 14. 3. How to keep control of the relationship whileproviding the partner sufficient flexibility toinnovate and improveDon’t Box Yourselves in!
  15. 15. 3. ContinuedGovernance and Stakeholder ManagementPerform Will take responsibility for a significant portionof the project.Sponsor Will provide the resources and leadershipnecessary for the success of the project.Oppose Will attempt to block an action.Allow Will allow the project to proceed but may notdirectly support it.Assist Will help in some way to ensure the successof the project.InvolvementCommitment
  16. 16. 3. ContinuedVendor CustomerExecutivesAccount OwnersProject LevelBuildTrustGovernance and Stakeholder ManagementVendor and Customer mapped in alignment
  17. 17. 3. ContinuedGovernance and Stakeholder Management Relationship Management Service Request and Receipt Verification Management Performance Management Escalation Management Project Management Security, Business Continuity, Disaster Recovery Management Financial Operations Management Asset Management Contract Management Change Management Communications Management
  18. 18. 3. Continued• Business Case Continually reviewed• Strategic responsibility kept close to the top• Multilevel organizational links• Regular, goal-oriented meetings• Utilize communications technologies• Scorecard and Metrics usedCommunication
  19. 19. .When things are going well, something will go wrong.When things just cannot get any worse, they will.3. Continued
  20. 20.  Trust and AlignmentCommunications3. How to keep control of the relationship whileproviding the partner sufficient flexibility toinnovate and improve
  21. 21. What is the true intended value and success?
  22. 22. Performance KPI MeasurementFinancialCosts in budgetEconomicTechnologyNew toolsImpact on functionalityProcessImprovement over x%Full compliancyEmployees Attrition less than x%Organization Customer Satisfaction4. ContinuedSLAs and KPIs from the contract?Why isn’t success that easy?
  23. 23. Performance KPI MeasurementKPI Service CreditKPI Service Loss4. ContinuedWin-Wins Gain Sharing?Why isn’t success that easy?
  24. 24. 4. ContinuedDefine Success Which metrics are more relevant to your business Tangible objective Leading Indicators End Value or current activity Manage end to end Process Improvements Compete in the future Purpose of Metrics Recognize trends Motivate behaviors Prioritize resources Allow benchmarking Compensation Alignment Data Driven Communications
  25. 25. 4. ContinuedIntended Value - Balanced Measurement Tangible Financial Costs per X Net Savings Operational Speed Volume Reduction Defect Reduction Intangible Strategic Innovative Satisfaction Relationship Decision Making Degree of Alignment Communication
  26. 26. 4. ContinuedDefine Failure Differentiate between failure and problem/escalation driven change Lack of Success Lack of Tangibles Lack of Intangibles Lack of Communication
  27. 27.  Trust and AlignmentCommunications4. How to measure success and how to handlefailure
  28. 28. Business Networking SessionsWorkshops, ForumsConferencesTrade ShowsCongressional Sponsored EventsPre Proposal/Pre Solicitation ConferenceVendor Outreach SessionsIndustry DaySocial NetworkingHow to Learn MoreCOMMUNICATE
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