Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

The 2018 Deloitte Global Outsourcing Survey Presentation

30,891 views

Published on

Disruptive outsourcing leaps to the front. Our 2018 survey of more than 500 executives from leading organizations indicates that disruptive outsourcing solutions—led by cloud and automation—are fundamentally transforming traditional outsourcing. https://deloi.tt/2x7zxb8

Published in: Business
  • Tired of being scammed? Take advantage of a program that, actually makes you money! ♥♥♥ http://ishbv.com/ezpayjobs/pdf
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

The 2018 Deloitte Global Outsourcing Survey Presentation

  1. 1. Traditional outsourcing is dead. Long live disruptive outsourcing The Deloitte Global Outsourcing Survey 2018
  2. 2. 2018 Global Outsourcing Survey—External Report 2 IntroductionIntroduction Survey Overview • Deloitte conducts the biennial global outsourcing survey to understand the state of the outsourcing market and to identify trends • This year, we focused on understanding the impact of disruptive solutions such as Cloud and RPA on the outsourcing landscape Survey Approach • We surveyed leaders and senior executives from organizations across multiple industry sectors and geographies • We analyzed the responses and normalized biases in the survey data • We then drew insights garnered over many years of experience working with our clients on both outsourcing and emerging technologies 521 Executives from leading organizations Respondent Highlights 86% Respondents belong to organizations with more than $1B in annual revenue 25 Sectors across 6 industries
  3. 3. 2018 Global Outsourcing Survey—External Report 3 Organizations’ annual revenue and employee population size 86% of respondents are from organizations with greater than $1B in annual revenues 95% of respondents are from organizations with over 1000 employees Organizations’ total employee population 18% 20% 21% 36% 5% 100,000 and above 25,000 to less than 100,000 10,000 to less than 25,000 1,000 to less than10,000 Fewer than 1,000 Organizations’ annual revenue (in USD) 14% 23% 22% 18% 23% More than 25 billion 15-25 billion 5-15 billion 1-5 billion Less than 1 billion
  4. 4. 2018 Global Outsourcing Survey—External Report 4 Organizations’ geographic distribution and industry sector US, UK, and India were the top countries accounting for 76% of responses Organizations’ geographic distribution Primary industry sector of therespondents’ organization 3% 6% 7% 12% 18% 25% 29% 3% 5% 13% 22% 41%United States United Kingdom India Australia Canada France Spain Switzerland Germany Mexico 2% 2% 2% 1% 1% Technology, Media & Telecommunications Financial Services Consumer Energy, Resources & Industrials Government & Public Services Life sciences & Health Care Others Technology, Media and Telecommunication, Financial Services, and Consumer were the top represented sectors
  5. 5. 2018 Global Outsourcing Survey—External Report 5 Key Findings The era of traditional outsourcing is coming to an end; there is a quantum shift towards adoption of disruptive solutions such as cloud and RPA to enable competitive advantage Organizations are motivating service providers to innovate rather than just improving the back office functions A majority of respondents are adopting cloud with the objective of increasing innovation and speed to market, and improving performance A majority of respondents have adopted, or are planning to adopt, RPA. Their key objectives are to improve performance, increase speed to market, and reduce errors The most common challenges with adopting disruptive solutions are data migration, security requirements, application optimization, organizational resistance, highly fragmented processes, and regulatory compliance
  6. 6. 2018 Global Outsourcing Survey—External Report 6 Current and future outsourcing levels IT continues to be the function most commonly outsourced. A majority of the respondents plan to maintain their current outsourcing levels or increase them in the future Percentage of respondents planning to maintain or increase their level ofoutsourcing IT Finance Procurement 74% 87% 92% 52% 88% 39% 89% 43% 92% 56% Planning to maintain or increase level of outsourcingCurrently outsourcing Tax HR
  7. 7. 2018 Global Outsourcing Survey—External Report 7 Changes to outsourcing strategy Change service provider Change outsourcing solution Change both provider andsolution Percentage of respondents planning to change outsourcing strategy 17% 19% 18% 15% 10% 21%IT Tax HR Finance Procurement 22% 9% 10% 25% 9% 25% 21% 11% 31% While the majority of respondents will maintain or increase their current level of outsourcing, most are also planning to change their service providers or solutions
  8. 8. 2018 Global Outsourcing Survey—External Report 8 Motivating service providers to innovate Organizations are proactively motivating their service providers to innovate by moving additional services to them, adding innovation terms into their contract, and by rewarding compensation as they innovate. These three proactive levers saw a 2x increase between 2016 and 2018 How does your organization motivate service providers to innovate? Proactive organizations motivate service providers to innovate by: 21% 71% 8% Increasing outsourcing provider compensation as they innovate Making innovation a key component of the contract Moving additional services to the outsourcing provider as they innovate Proactive Via messaging Wishful thinking
  9. 9. 2018 Global Outsourcing Survey—External Report 9 Cloud adoption objectives and cost expectations What are your objectives for adoptingCloud? What were your expectations for annual operational costs by moving tothecloud? 38% 50% 35% 51% 54% 56% 63% 64% Lower cost 35% 32% 23% 6% 3% Increase in cost Decrease in cost by 0-10% Decrease in cost by 11-30% Decrease in cost by >50%Improve security and resilience Improve speed/ time to market Improve performance Rapid elasticity/ scalability Access to new technology Adopt on-demand self-service Catalyst for IT innovation Decrease in cost by 31-50% Increase in annual operating cost Decrease in annual operating cost While organizations expect some reduction in annual operating costs by moving to cloud, only two thirds are motivated to switch to cloud solely to cut costs. In fact, one third are willing to accept a cost increase if doing so will allow them to increase innovation and improve speed / time to market
  10. 10. 2018 Global Outsourcing Survey—External Report 10 Executives driving cloud adoption Cloud initiatives are frequently driven by the CIO/CTO, but they are equally driven by the rest of the C-Suite, suggesting that senior executives see cloud as a means to improve business performance rather than just a technology play Who is driving cloud initiatives for yourorganization? CIO/CTO 60% 37% 26% 20% 17% 13% 10% 9% CEO Business leadership CFO COO Existing outsourcing provider Strategic advisor CHRO
  11. 11. 2018 Global Outsourcing Survey—External Report 11 Key concerns and challenges in Cloud service contracting and implementation Key challenges to Cloud adoption are similar to traditional outsourcing, including data security, data migration, and resilience Top 5 concerns with cloud services contracting 68%Data security Performance and resilience Service provider’s compliance with laws and regulations Loss of intellectual property Ability to terminate without excessive penalties 58% 56% Data migration Security requirements Application optimization/ changes (e.g., re-platforming, refactoring) Regulatory compliance Determine what to do with existing infrastructure Top 5 challenges in implementing a cloudsolution 45% 39% 35% 34% 44% 40% 40%
  12. 12. 2018 Global Outsourcing Survey—External Report 12 RPA adoption objectives and satisfaction levels Objectives for adopting RPA are similar to the objectives for cloud adoption, and satisfaction levels are high across functions. Decreasing cost is important (cited by 44 percent of respondents) but it is not a primary driver What are your objectives for adoptingRPA? 59% 53% 52% 51% 49% 44% 42% 41% 35% 12% 62% Rapid elasticity/ scalability Mitigate potential offshoring policy changes Improve speed/ time to market Reduce errors Streamline existing processes Access to new technology/innovation RPA as catalyst for innovation Lower costs Improve performance Focus on core business Improve security and resilience To what extent is your organization satisfied with RPA? 5% 77% 81% 78% 74% 77% 73% 3% 4% 4% 6% 6% IT Finance Human Resources Legal Tax Procurement Dissatisfied Satisfied
  13. 13. 2018 Global Outsourcing Survey—External Report 13 Key concerns and challenges in RPA contracting and adoption Top 5 concerns with RPA servicescontracting Top 5 risks and challenges with RPAadoption Organizational resistance Highly fragmented processes Regulatory constraints Limitations in technology landscape and/or legacy systems Lack of management support or awareness 47% 47% 45% 42% 41% 48% 42% 39% 62%Data security Performance and resilience Vendors compliance with laws and regulations Loss of intellectual property Ability to terminate without excessive penalties 38% Key challenges to RPA adoption are similar to traditional outsourcing, including data security, performance, organizational resistance, and process fragmentation
  14. 14. 2018 Global Outsourcing Survey—External Report 14 Cyber risks and controls for outsourcing Nearly all respondents (95 percent) have cyber risk measures in place. Approximately one-third of organizations contractually enforce data risk and security protocols with their providers and conduct period evaluations and audits. Emphasis on periodic evaluations has increased from 28% in 2016 to 34% in 2018, this may be the reason why respondents are passing audits with fewer material issues 19% How is your organization addressing cyber risks when making decisions to outsource? 34% 35% Contractually enforced data risk/security protocols Expect provider to determine data risk/security protocols Has your organization’s outsourcing initiativebeen reviewed by internal/3rd party audits in the last 12 months? 14% 2% 8% 15% 61% Audit was completed and passed Organization has not had an audit in the last 12 months 5% 8% Conduct periodic evaluations Not focused on cyber risk Shared data risk/security protocols Audit was completed and material issues were identified Organization does not know/audit was not completed Audit was completed and failed
  15. 15. 2018 Global Outsourcing Survey—External Report 15 Impact of Service Integration on outsourcing What value does service integration provide in managing your multi-vendor environment? 57% 51% 49% 36% 12% Better performance management Improved financial management Coordination between suppliers and in-house teams We do not use service integration 19% 31% 22% 12% 16% Less than 10% 11% to 20% 21% to 40% Greater than 40% Unknown How much of your annual cost savings canbe directly attributed to service integration? Achievement of innovation/transformation objectives A majority of organizations are using Service Integration to manage their multi-vendor environment and are able to track back a portion of their annual savings to an effective Service Integration
  16. 16. 2018 Global Outsourcing Survey—External Report 16 Impact of outsourcing on Mergers and Acquisitions (M&A) Overall, there is a significant increase in respondents using outsourcing to enhance M&A efforts — from 45% in 2016 to 68% in 2018. The most common use of outsourcing in M&A is to reduce the need for transition service agreements, increase the speed with which the acquired organizations are integrated, and to lower operating costs Has your organization used, or explored using, outsourcing to enhance M&Aopportunities? 34% 33% 27% 21% 18% 6% 31% To reduce need for transition service agreement To speed up ability to integrate new organizations To lower operating costs of the target firm to increase its value To make organizations more appealing for acquisitions Outsourcing would be an impediment to M&A activity Do not consider or associate outsourcing arrangements with M&A To improve the operating income of divestitures/ increase valuation
  17. 17. 2018 Global Outsourcing Survey—External Report 17 Lessons learned from past outsourcing experiences What will you do differently during your next outsourcinginitiative? 42% 39% 34% 30% 28% 28% 27% 23% 20% 18% Spend more time in RFPor service provider selection Increase scope ofservices Transform the process Spend more time in transition Invest in more robust service integration Sole-source the work Construct a more detailed service level agreement Use a competitive bidding process Use a third party strategic advisor Spend more time on Agile orDevOps Four of the top five responses indicate that organizations are looking to change their existing sourcing process and take a more structured approach. This is unsurprising, since adoption of disruptive solutions needs to be supported by disruptive sourcing processes, including more innovative service providers, more nimble contracts, and stronger, more advanced governance
  18. 18. 2018 Global Outsourcing Survey—External Report 18 Doug Plotkin Deloitte Consulting LLP Boston +1 617 437 3788 dplotkin@deloitte.com John Tweardy Deloitte Consulting LLP Pittsburgh +1 412 402 5418 jtweardy@deloitte.com Federico Chavarria Deloitte Consulting LLP San Jose, Costa Rica +506 2246 5319 fechavarria@deloitte.com Dave Smith Deloitte Consulting LLP Boston +1 617 437 3647 davesmith5@deloitte.com Jean White Deloitte Consulting LLP Dallas +1 214 893 7384 jwhite@deloitte.com Michael Stoler Deloitte Consulting LLP New York +1 212 618 4634 mistoler@deloitte.com Simon Tarsh Deloitte Consulting LLP New York +1 212 313 1983 starsh@deloitte.com Betty Rhiger Deloitte Inc., Canada Toronto +1 416 601 6081 brhiger@deloitte.ca Francisco Silva Deloitte Consulting Group Mexico +52 55 5080 6310 fsilva@deloittemx.com Deepak Jatwani Deloitte Consulting LLP Costa Mesa +1 424 634 1397 djatwani@deloitte.com Aditi Bansal Deloitte Consulting LLP Dallas +1 312 714 7470 abansal@deloitte.com Punit Bhatia Deloitte MCS Limited London +44 20 7007 9466 punbhatia@deloitte.co.uk Fabrizio Napolitano Deloitte Consulting AG Zurich +41 5 82796766 fnapolitano@deloitte.ch Dorthe Keilberg Deloitte Consulting BV Amsterdam +31 882 883 944 dorkeilberg@deloitte.nl Thomas Andersen Deloitte Consulting Copenhagen +45 2220 2752 thoandersen@deloitte.dk Jean-Michel Demaison Deloitte Consulting France Paris +33 1 5561 5439 JDemaison@deloitte.fr Viral Thakker Deloitte Touche Tohmatsu LLP Mumbai +91 22 6122 8530 vthakker@deloitte.com Colleen Gordon Deloitte Touche Tohmatsu Sydney +61 2 9322 7661 collgordon@deloitte.com.au Yasushi Nobukuni Deloitte Tohmatsu Consulting Co., Ltd. Tokyo +81 80 3367 2790 ynobukuni@tohmatsu.co.jp Norman Hunter Deloitte Consulting Pte Ltd South East Asia +65 6232 7146 normanhunter@deloitte.com Stanley Dai Deloitte Consulting (Shanghai) Company Limited Shanghai +86 21 6141 2222 sdai@deloitte.com.cn Lets talk. Today’s disruptive outsourcing environment is filled with opportunities to enhance innovation and market competitiveness for forward-thinking organizations. If you would like to learn more about ways these solutions could help your own organization, or to gain deeper insights into how other organizations are using them already, please contact us. We would be glad to provide you a full briefing. Americas EMEA APAC
  19. 19. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms. Copyright © 2018 Deloitte Development LLC. All rights reserved.

×