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Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
Presentatie over innovatie in outsourcing
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Presentatie over innovatie in outsourcing

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Presentatie gegeven bij IIR cursus IT en Recht. De eerste helft is van Alan Steele Nicholson, het laatste deel van mijzelf.

Presentatie gegeven bij IIR cursus IT en Recht. De eerste helft is van Alan Steele Nicholson, het laatste deel van mijzelf.

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  • Wrong metric: Cliets realise that a variety of internal and external factors could impact a business metric – not just the work of the service provider – and they are hesitant to link the dollar value of the contract to such a complex metric. Simple metrics (number of p-atents or R&D spending, don’t do the trick for outsourcing/innovation.
  • WAT IS INNOVATIE? Definitie: introductie van strategieën, business processen of technologie, welke nieuw is voor de relatie en dat bedoeld is/waarvan verwacht wordt dat het leidt tot nieuwe resultaten voor het bedrijf. Soorten: * beter opereren van de IT * beter bedrijfsproces bv. Introductie RFID, ERP * strategische: uitbreiden van producten en dienstenportfolio voor bestaande klanten of voor nieuwe markten VB: senseo
  • Slide eruit
  • HOE doe je het Level of Trust = hoe is de relatie m.a.w. Partnership => level of trust = hoog Organisations innovation: Ideal idee van ING: expertise is niet zo hoog, ING hoeft geen partnership te hebben met ATOS ze weten hoe het werkt Pro active Innovation: Philips met senseo apparaat gaat naar douwe egberts => collaborative HP
  • Wat maakt het mogelijk / best practices Best practices: enablers Als werkgroep hebben wij een 5-tal praktijk cases verzameld. In deze cases hebben we gekeken wat de gemeenschappelijke succesfactoren waren. Deze overeenkomsten zijn te categoriseren als: Enablers = Deze hebben duidelijk bijgedragen aan het eindresultaat Disablers = Deze hebben een negatief effect op het eindresultaat gehad. Vervolgens hebben we de door ons gevonden resultaten gecontroleerd door ze te vergelijken met bestaand onderzoek en te toetsen aan academische modellen. Het academisch model is van Weeks en Feeny, en raad ik zeker aan voor diegenen die… In grote lijnen komt het er op neer dat de noodzaak en vormen van Trust (te verstaan als…) en Measurement Specificity (te verstaan als…) toenemen naarmate de innovatie strategischer wordt. Door op deze manier naar de 5 cases te kijken hebben wij een zevental Enablers en Disablers voor innovatie kunnen ontdekken die alle cases in meer of mindere mate gemeen hadden. De Enablers en Disablers die we tegenkwamen waren:
  • WAT IS INNOVATIE? Definitie: introductie van strategieën, business processen of technologie, welke nieuw is voor de relatie en dat bedoeld is/waarvan verwacht wordt dat het leidt tot nieuwe resultaten voor het bedrijf. Soorten: * beter opereren van de IT * beter bedrijfsproces bv. Introductie RFID, ERP * strategische: uitbreiden van producten en dienstenportfolio voor bestaande klanten of voor nieuwe markten
  • WAT IS INNOVATIE? Definitie: introductie van strategieën, business processen of technologie, welke nieuw is voor de relatie en dat bedoeld is/waarvan verwacht wordt dat het leidt tot nieuwe resultaten voor het bedrijf. Soorten: * beter opereren van de IT * beter bedrijfsproces bv. Introductie RFID, ERP * strategische: uitbreiden van producten en dienstenportfolio voor bestaande klanten of voor nieuwe markten
  • Lessons learned
  • Lessons learned
  • Wij denken dat het op een aantal gebieden wezenlijk anders is..
  • Inleiding met uitleg van de karakteristieken van de subgroep. Dus uitleg over operational innovation, business process innovation en strategic innovation.
  • Uitleg van case aan de hand van model zoals door operational group gegeven. Dit zijn de door ons gevonden enablers
  • Lessons learned
  • Conclusie met de visie van de subgroep op hun specifieke laag
  • Transcript

    • 1. Innovation in an Outsourcing RelationshipSeminar ICT Contracten voor JuristenIIR LegalAlan Steele Nicholsona.steele@mitopics.nlWalter van Holstw.van.holst@mitopics.nl30 august 2012Onafhankelijk IT-advies vanuit de combinatie van technische, bedrijfskundige en juridische expertise
    • 2. Independent IT consultancythrough technical, business and legal expertiseStrategy ContractingFeasibility studies Contracts and SLAsIT policy NegotiationChange management Dispute resolutionProcurement Assessment(Out)sourcing AuditsEuropean public sector procurement ValuationsContract management Expert reportsRenewal AndProgramme of requirements Second opinionsIT and partner selection Project managementImplementation management Workshops
    • 3. Innovation in an Outsourcing Relationship 3Agenda Introduction PON’s Innovation Workgroup Lessons Learned PON’s Standard Outsourcing Contract Discussion
    • 4. Can innovation happen after the ink is dry?Platform Outsourcing Nederland‘Creating innovation by outsourcing and alignment’8 December 2010Alan Steele Nicholsona.steele@mitopics.nl
    • 5. Where does it go wrong?Creating innovation by outsourcing and alignment 5It’s human nature. People like watching thevendor grovel and getting them to come down inprice. The client deal team comes back andeveryone congratulates them on how theykicked the vendor’s butt. But in the end, you getwhat you pay for.– Ben Trowbridge, CEOAlsbridge plc“”
    • 6.  Pick up where PON left off in 2010 Review previous studies; build on them: Academics and practitioners Gather/circulate actual cases Link up with groups abroad Prepare a seminar & whitepaperTask of PON Innovation Workgroup
    • 7. Innovation withinoutsourcing relationships- the theory -
    • 8. AddedvaluetothebusinessLow HighLowHighImprove thebusinessImprove thebusinessOptimize ITOptimize ITImpact on and risk for the organizationInnovate thebusinessInnovate thebusinessOptimize IT operations and servicesOptimize IS development & changeOptimize systems and IT architectureOptimize/cut IT costImprove customer service/convenienceImprove business processes (speed,time to market, reliability, flexibility)Improve/cut business costImprove market approachCreate new businessNew products/servicesNew customer groupsNew business modelsNew marketsRadicalinnovationIncrementalinnovationWhat is the level of innovation?Spoor & Silvius (Presentation, 2010)
    • 9. TimeMaturity levelCost StageEconomic BenefitsTransaction costContractsPrincipal – AgentFirm BoundariesCost StageEconomic BenefitsTransaction costContractsPrincipal – AgentFirm BoundariesResource StageAccess to resourcesInnovationStrategic ResourcesCore CompetencesSkills & CapabilitiesResource StageAccess to resourcesInnovationStrategic ResourcesCore CompetencesSkills & CapabilitiesPartnership StageAllianceEconomic ExchangesRelational NormsSocial ExchangesStakeholdersPartnership StageAllianceEconomic ExchangesRelational NormsSocial ExchangesStakeholdersGottschalk & Solli-Seather (journal 2006)Gottschalk & Solli-Seather (journal 2006)Improve thebusinessImprove thebusinessInnovate thebusinessInnovate thebusinessOptimize ITOptimize IT
    • 10. Source of innovation in an outsourcingReactiveInnovationOrganisations’s InnovationProactiveInnovationCollaborativeInnovationLevel of domain expertiseVan der Linden (IEEE Conference, 2011)
    • 11. What are the enablers/disablers?Weeks & FeenyWeeks & Feeny (scientific paper, 2008)(scientific paper, 2008)
    • 12. Impact of cultural dimensions
    • 13. Conclusion Think about at what level you want to boost innovation Think about your maturity level of outsourcing andinnovation Think about where innovation within organisation cancome from Think about what and who the enablers/disablers are Think about the impact of different cultures on innovation
    • 14. - efficiency, efficiency, efficiency -Operational Innovation
    • 15. AddedvaluetothebusinessLow HighLowHighImprove thebusinessImprove thebusinessOptimize ITOptimize ITImpact on and risk for the organizationInnovate thebusinessInnovate thebusinessOptimize IT operations and servicesOptimize IS development & changeOptimize systems and IT architectureOptimize/cut IT costImprove customer service/convenienceImprove business processes (speed,time to market, reliability, flexibility)Improve/cut business costImprove market approachCreate new businessNew products/servicesNew customer groupsNew business modelsNew marketsRadicalinnovationIncrementalinnovationWhat is the level of innovation?Spoor & Silvius (Presentation, 2010Spoor & Silvius (Presentation, 2010)
    • 16. Do’s Describe architectural framework/ limitations Establish incentives for innovation Sufficient know-how available in client organisation Match needs with supplier Implement standard approaches Focus on requirements: ‘What’ do parties want (not ‘how’) Enable process improvements E2E (chain) Formal lessons learned sessions at end of contracts
    • 17. Don’ts Dictate or limit the solution Enforce own standards Focus on rates only Not pay enough attention to innovation within contract Ignore the win/win Make it supplier’s problem
    • 18. Observations Most innovation organized in selection phase, notcontract phase Technology roadmaps support operationalinnovation Challenge for ongoing relationships: Moreefficiency means often less money for supplier
    • 19. - doing the game differently -Business Process innovation
    • 20. AddedvaluetothebusinessLow HighLowHighImprove thebusinessImprove thebusinessOptimize ITOptimize ITImpact on and risk for the organizationInnovate thebusinessInnovate thebusinessOptimize IT operations and servicesOptimize IS development & changeOptimize systems and IT architectureOptimize/cut IT costImprove customer service/convenienceImprove business processes (speed,time to market, reliability, flexibility)Improve/cut business costImprove market approachCreate new businessNew products/servicesNew customer groupsNew business modelsNew marketsRadicalinnovationIncrementalinnovationWhat is the level of innovation?Spoor & Silvius (Presentation, 2010Spoor & Silvius (Presentation, 2010)
    • 21. Do’s Relationship based on trust and measurement Soft skills and hard skills are always needed Co-creation is possible Innovation does not have to be part of the standardcontract Innovation governance Business / Domain knowledge
    • 22. Don’ts Deadlock: expecting the other party to start it Focus on the contract Independent actions Not focusing on orthogonal innovation Learn from other sectors Outside your own scope
    • 23. - a different game -Strategic Innovation
    • 24. AddedvaluetothebusinessLow HighLowHighImprove thebusinessImprove thebusinessOptimize ITOptimize ITImpact on and risk for the organizationInnovate thebusinessInnovate thebusinessOptimize IT operations and servicesOptimize IS development & changeOptimize systems and IT architectureOptimize/cut IT costImprove customer service/convenienceImprove business processes (speed,time to market, reliability, flexibility)Improve/cut business costImprove market approachCreate new businessNew products/servicesNew customer groupsNew business modelsNew marketsWhat is strategic innovation?
    • 25. Case study: Internet payment –Atos1. Clear ownership and executive sponsorship2. Clear responsibilities and governance3. Trust4. Transparency in objectives for both parties5. Separate agreements for Innovation6. Attention for communication7. Commitment (long term, flexibility)8. Capabilities (provider as well as customer)
    • 26. Don’ts- Stating the obvious: No clear ownership No alignment between or even within partners Not enough attention for Innovation in contract Not challenging the win/win of both parties The (consortium of) client(s) should not focuson technology requirements: leave this to theIT partner No Cultural fit
    • 27. Conclusions:• Level of outsourcing is important• Flexibility is essential: parties are in a greenfield• Strategic innovation does not originate from anoutsourcing contract• The majority of strategic innovation initiativesoriginates within the customer organization• All the disablers found were obvious• Parties underestimate strategic innovation challenges
    • 28. Contracting Approach For the contractual aspects, the contract is notthe only aspect… For certain innovation, the contract is not even themost important aspectContractContractManagementContracting life-cycleRFx Process
    • 29. Output Best practices for of innovation throughoutcontracting life-cycle: RFx-phase: checklist Contract: checklist & example clauses Contract management: checklist Best practices were similar for all types ofinnovation, except for Strategic Innovation
    • 30. RFx phase Get incentives right Pick right supplier Set (mutual) goals and expectations Set transparent business process(es) and domainknowledge Dedicate resources (people, approp. expertise, funding) Establish path towards trust Draft approp. clauses  set up contract management Process & strategic innovation: establish long-termcommitment
    • 31. Contract Define innovation required/expected Agree metrics to track success Establish dedicated governance structure: Innovation board/ managers, communication, escalation Allocate innovation funds & other required resources Contract clauses themselves: A schedule to the outsourcing contract Not a mandatory list for each contract Only provide guidance for discussions and negotiations Innovation projects  separate project agreement
    • 32. Contract management Work on building & maintaining trust, e.g.: Periodic meetings: reviewing ambitions &achievements Setting realistic timelines Ensure both parties adhere to the contract Keep ‘innovation’ metrics separate fromoperation Ensure effective knowledge retention Capture lessons learned
    • 33. Contracting Conclusions General best practices & conclusions– Build, maintain and measure trust (=ongoing process)– Define and agree what parties expect– Secure management support &(financial) resources– Innovation governance– Incentives must promote sharedrisk/reward Contractual provisions re. innovation are anenabler, not a prerequisite
    • 34. Creating innovation by outsourcing and alignment 34You want to get to thecastle, yougot to swimthemoat.“”– Elizabeth Gilbert‘Eat Pray Love’
    • 35. PON’s Standard Outsourcing Contract Brief overview of the contract Look at it from an innovation perspective Other issues
    • 36. Brief overview Background Structure Contract management issues
    • 37. Innovation perspective Service innovation Security innovation
    • 38. Service innovation Merely an expression of good intentions No clauses on the process of innovation No clauses on how to distribute the benefitsof innovation
    • 39. Security perspective Service innovation Security innovation
    • 40. Conclusions Both from a contract control and aninnovation perspective the PON standardcontract may already be outdated More of a set of building blocks than acomplete solution Outsourcing contracts are still tailor made
    • 41. Creating innovation by outsourcing and alignment 41Questions?

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