The document outlines a 5-step process for evaluating outsourcing opportunities: 1) Determine core vs non-core processes, 2) Evaluate non-core processes as outsourcing candidates, 3) Evaluate potential suppliers, 4) Establish goals and contract with selected supplier, 5) Manage change and monitor outsourced activities. It also discusses evaluating suppliers based on skills, experience, controls, geographic scope, price, and personnel considerations. Finally, it notes that outsourcing can benefit employees by focusing on core competencies and providing career opportunities with expert suppliers.
Webcast: The Retained Organization
The retained organization represents the specific organization structure which stays in house after a completed transformation process, Shared Services implementation and/or Outsourcing project.
Managing People and Defining the Retained Organisation1STOUTSOURCE LTD
In this presentation the people management aspects are discussed, the creation of the retained organization and how to manage them during the transition.
One in six projects is a ‘black swan’, or a project that if it goes badly it could threaten corporate financial stability. Now more than ever, companies must critically examine their project portfolio management processes for optimizing success. This strategy brief discusses how WGroup has helped numerous clients design, build, and manage the discipline of project portoflio management. Also shares the common pitfalls WGroup has seen in their experience.
Most procurement plans establish targets to be delivered over a number of years, and indeed most of the effort in the current year will not achieve maximum returns until future years Procurement. But there is still a target to deliver this year, and due to unforeseen circumstances you many need find benefits that will count towards this year’s targets.
Webcast: The Retained Organization
The retained organization represents the specific organization structure which stays in house after a completed transformation process, Shared Services implementation and/or Outsourcing project.
Managing People and Defining the Retained Organisation1STOUTSOURCE LTD
In this presentation the people management aspects are discussed, the creation of the retained organization and how to manage them during the transition.
One in six projects is a ‘black swan’, or a project that if it goes badly it could threaten corporate financial stability. Now more than ever, companies must critically examine their project portfolio management processes for optimizing success. This strategy brief discusses how WGroup has helped numerous clients design, build, and manage the discipline of project portoflio management. Also shares the common pitfalls WGroup has seen in their experience.
Most procurement plans establish targets to be delivered over a number of years, and indeed most of the effort in the current year will not achieve maximum returns until future years Procurement. But there is still a target to deliver this year, and due to unforeseen circumstances you many need find benefits that will count towards this year’s targets.
Even with the maturity of outsourcing, one of the most important yet often overlooked or minimized aspect of an outsourcing transaction continues to be the relationship management and governance model. The objective of the relationship management model is to ensure the anticipated benefits of an outsourcing relationship are realized in the most efficient manner. It must be based on the terms of the agreement and link the management processes of the two parties in order to govern the working relationship and achieve results. This article highlights the governance and relationship management model developed and implemented to support a sourcing strategy is the single most important factor in the realization of success in an outsourcing relationship. It also shares WGroup’s experience in advising on the creation and management of outsourcing relationships and governance and guiding clients in the development and implementation of sourcing strategies for existing contracts.
Service Management (ITSM) & Business Relationship Management (BRM) - Working ...John Kleist III
Peter Lijnse, Managing Partner of Instrumental BRM and BRM Institute Knowledge Management Team member discusses the connections and interfaces between Service Management (ITSM) and Business Relationship Management (BRM) including:
- The role of Service Delivery Management and the role of BRM... How they can work together to deliver and optimize "Business Value" to the organization
- The interaction and relationships between BRM and Service Management
- How to avoid "Value Leakage" in investments in service management
- The relationship between "Continual Service Improvement" (CSI) and "Value Optimization"
Key Topics:
1. The Need for Business – IT Convergence
2. The Importance of Relationship Management
3. BRM Teams vs. ITSM Teams
4. Focus Areas for Each Role
5. The path forward…
6. Sources of Value
7. Value Discovery and Creation
8. Difference between Continual Service Improvement (CSI) and Value Optimization
9. Tips for avoiding value leakage from your investment in ITSM
Excalibur Data Systems is an Instrumental BRM partner in the USA and Canada.
Developing Retained Organization to Support OutsourcingMark Peacock
A new approach to designing retained organizations to support an outsourced service delivery model. Presented at the Int'l Asso of Outsourcing Professionals' 2008 Outsourcing World Summit
The Vendor Selection Guide - How to on Assessing Vendor ViabilityProformative, Inc.
In this session, Finance and Technology leaders will learn the best practices applied by Fortune 500 and Global 2000 organizations as they identify, evaluate, and select the right solution partner from an ever-changing technology landscape now dominated by Cloud offerings. Our speaker will take you through a process leveraged by numerous companies to effectively identify those solutions that best align with corporate needs while also ensuring long term, mutually beneficial partnerships.
Speaker: Bruce Jackson, President and COO, Iconixx
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Managing Change | Session: 4
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/2KexP_irteE or watch the video at end of the slide
The webinar covers the major business benefits management principles, practices and techniques that enable organisations to optimise the return from their investments in programmes and projects.
The Objectives Of This Webinar Are To Explain How To:
1. Relate the business case to business benefits
2. Differentiate between business KPIs vs Project KPIs
3. Establish a benefits management chart
4. Plan and prepare for organisational readiness
5. Plan to perform project transition and handover
6. Measure the realisation of business benefits
Business Benefits Realisation is about ensuring that programmes and projects deliver the forecasted benefits identified in a business case or project charter document. Obtaining an acceptable return on investment is critical, but many organisations struggle to demonstrate that their programmes and projects deliver the required business benefits.
Often there is confusion over what benefits are required, who should track them and how and what the effective measures should be. The explicit role of a project manager is to deliver the project to ensure the scope, schedule and budget components are satisfied. However the intrapreneurial and business-minded project manager is the one who is acutely aware of the business aspect of programmes and projects and truly understands the rationale driving their organisation’s investment strategy. This project manager provides true value.
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods
RPO made simple omvat een serie publicaties welke dieper ingaan op het proces van Recruitment Outsourcing.
In deel 3 gaan we in op de voordelen van deze manier van recruitment. Zoals het hoort, is het grootste voordeel de mogelijkheid om u in contact te brengen met het toptalent. Maar u zal ook een aantal andere voordelen ervaren, waaronder verbeteringen in de kosten, risico's, en tijd die kwijt bent aan inhuur.
Outsourcing isn’t a new idea in its “early adopter” phase. It has been part of the business landscape for over 40 years. Nor is outsourcing a panacea or silver bullet for the challenges of business information technology. In order to make the best decision to outsource all or part of your IT operations you must consider the comparative business value of the outsourcing option versus alternative strategies.
It can be challenging to evaluate mainframe outsourcing- in part because of misleading advertising, confusing claims, and uncertainty around results. The financial analysis, while complex, can be the easiest component in the decision-making process. More challenging are the practical issues. Outsourcing Jobs vs Hiring American IT Professionals go to www.esgjrconsultinginc.com to learn more.
Outsourcing has become a major global trend in the last decade as businesses of all sizes look for opportunities to reduce costs and improve operational performance by using cost effective labor and resources in whatever part of the World they are located. The expanding reach of the Internet and growth of online collaboration tools mean that outsourcing is easier and more effective than ever before.
Contents of presentation
Outsourcing
Four Stages Process Make or Buy Decision
Five competitive force driving organizations to outsource HR activities
Rationales for outsourcing
Positive and negative outcomes of outsourcing
Conclusion
Even with the maturity of outsourcing, one of the most important yet often overlooked or minimized aspect of an outsourcing transaction continues to be the relationship management and governance model. The objective of the relationship management model is to ensure the anticipated benefits of an outsourcing relationship are realized in the most efficient manner. It must be based on the terms of the agreement and link the management processes of the two parties in order to govern the working relationship and achieve results. This article highlights the governance and relationship management model developed and implemented to support a sourcing strategy is the single most important factor in the realization of success in an outsourcing relationship. It also shares WGroup’s experience in advising on the creation and management of outsourcing relationships and governance and guiding clients in the development and implementation of sourcing strategies for existing contracts.
Service Management (ITSM) & Business Relationship Management (BRM) - Working ...John Kleist III
Peter Lijnse, Managing Partner of Instrumental BRM and BRM Institute Knowledge Management Team member discusses the connections and interfaces between Service Management (ITSM) and Business Relationship Management (BRM) including:
- The role of Service Delivery Management and the role of BRM... How they can work together to deliver and optimize "Business Value" to the organization
- The interaction and relationships between BRM and Service Management
- How to avoid "Value Leakage" in investments in service management
- The relationship between "Continual Service Improvement" (CSI) and "Value Optimization"
Key Topics:
1. The Need for Business – IT Convergence
2. The Importance of Relationship Management
3. BRM Teams vs. ITSM Teams
4. Focus Areas for Each Role
5. The path forward…
6. Sources of Value
7. Value Discovery and Creation
8. Difference between Continual Service Improvement (CSI) and Value Optimization
9. Tips for avoiding value leakage from your investment in ITSM
Excalibur Data Systems is an Instrumental BRM partner in the USA and Canada.
Developing Retained Organization to Support OutsourcingMark Peacock
A new approach to designing retained organizations to support an outsourced service delivery model. Presented at the Int'l Asso of Outsourcing Professionals' 2008 Outsourcing World Summit
The Vendor Selection Guide - How to on Assessing Vendor ViabilityProformative, Inc.
In this session, Finance and Technology leaders will learn the best practices applied by Fortune 500 and Global 2000 organizations as they identify, evaluate, and select the right solution partner from an ever-changing technology landscape now dominated by Cloud offerings. Our speaker will take you through a process leveraged by numerous companies to effectively identify those solutions that best align with corporate needs while also ensuring long term, mutually beneficial partnerships.
Speaker: Bruce Jackson, President and COO, Iconixx
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Managing Change | Session: 4
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/2KexP_irteE or watch the video at end of the slide
The webinar covers the major business benefits management principles, practices and techniques that enable organisations to optimise the return from their investments in programmes and projects.
The Objectives Of This Webinar Are To Explain How To:
1. Relate the business case to business benefits
2. Differentiate between business KPIs vs Project KPIs
3. Establish a benefits management chart
4. Plan and prepare for organisational readiness
5. Plan to perform project transition and handover
6. Measure the realisation of business benefits
Business Benefits Realisation is about ensuring that programmes and projects deliver the forecasted benefits identified in a business case or project charter document. Obtaining an acceptable return on investment is critical, but many organisations struggle to demonstrate that their programmes and projects deliver the required business benefits.
Often there is confusion over what benefits are required, who should track them and how and what the effective measures should be. The explicit role of a project manager is to deliver the project to ensure the scope, schedule and budget components are satisfied. However the intrapreneurial and business-minded project manager is the one who is acutely aware of the business aspect of programmes and projects and truly understands the rationale driving their organisation’s investment strategy. This project manager provides true value.
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods
RPO made simple omvat een serie publicaties welke dieper ingaan op het proces van Recruitment Outsourcing.
In deel 3 gaan we in op de voordelen van deze manier van recruitment. Zoals het hoort, is het grootste voordeel de mogelijkheid om u in contact te brengen met het toptalent. Maar u zal ook een aantal andere voordelen ervaren, waaronder verbeteringen in de kosten, risico's, en tijd die kwijt bent aan inhuur.
Outsourcing isn’t a new idea in its “early adopter” phase. It has been part of the business landscape for over 40 years. Nor is outsourcing a panacea or silver bullet for the challenges of business information technology. In order to make the best decision to outsource all or part of your IT operations you must consider the comparative business value of the outsourcing option versus alternative strategies.
It can be challenging to evaluate mainframe outsourcing- in part because of misleading advertising, confusing claims, and uncertainty around results. The financial analysis, while complex, can be the easiest component in the decision-making process. More challenging are the practical issues. Outsourcing Jobs vs Hiring American IT Professionals go to www.esgjrconsultinginc.com to learn more.
Outsourcing has become a major global trend in the last decade as businesses of all sizes look for opportunities to reduce costs and improve operational performance by using cost effective labor and resources in whatever part of the World they are located. The expanding reach of the Internet and growth of online collaboration tools mean that outsourcing is easier and more effective than ever before.
Contents of presentation
Outsourcing
Four Stages Process Make or Buy Decision
Five competitive force driving organizations to outsource HR activities
Rationales for outsourcing
Positive and negative outcomes of outsourcing
Conclusion
In an era of fast-paced technology, business owners, leaders and HR professionals continuously look for ways to increase their efficiency and productivity while minimising business expenses with the goal of driving business growth. One of the most commonly used strategies to drive this goal is Outsourcing.
Many organisations are opting to outsource some of their less strategic tasks to ensure they focus on core business functions.
Indeed, global organisations like Apple and Google outsource some of their technical functions and/or staffing needs. This has helped them maximise their productivity.
The benefits of Outsourcing far outweigh its disadvantages, and as countless organisations opt to outsource their work, the resources saved are put into business development and further expansion purposes.
Therefore, if you are a business owner or decision-maker in your organisation, and looking for solutions to boost your business results & reduce operation costs, then you need to understand the concept of Outsourcing.
In this slide deck, you’ll learn;
• A robust 7-stage Outsourcing process that ensures positive business outcomes
• A first-hand understanding of how the process works
• Key reasons why you should consider Outsourcing immediately
• How to partner with Africa’s number 1 Outsourcing service providers.
Unlocking Value - Embrace Governance, Risk, and Compliance PracticesKelly Services
As more and more direct business effort must be expended toward relationships with customers, as companies feel comfortable with the reach of technology and their need to manage more amounts of highly specific data, and as more companies struggle to satisfy the career and lifestyle priorities of workers, they have warmed to the idea of outsourcing mission-critical functions.
For market leaders who are obsessed with building more company value, outsourcing has actually become a key business strategy.
Unlocking Value - Embrace Governance, Risk, and Compliance Practices
Functional allocation
1. A view on outsourcing Robert Heuermann 2001 S. Big Bend Blvd. Saint Louis, Missouri 63117 314 884 1540 main
2. Step 1: The first step in considering outsourcing arrangements is to determine the company's core processes - its distinctive competencies and customer values - and non-core processes. CORE VS. NON-CORE ACTIVITIES
3. Step 2: The second step is to evaluate non-core activities as candidates for outsourcing using a sequential self-diagnostic similar to the one below: Do we really want to produce the good or service internally for the long run? If we do, are we willing to make the back-up investments necessary to sustain a best-in-world position? If so, can we objectively evaluate inefficiencies at all levels? Can we maintain improvements? Can we maintain the operation while advancing our core business? Is it critical to defending our core business? Do we have commitment throughout the company? CORE VS. NON-CORE ACTIVITIES
4. Step 2: (cont.) If not. Can we license technology or buy know-how that will let us be the best on a continuing basis? If not, Can we buy the item as an off-the-shelf product or service from a best-in-world supplier? Is this a viable long-term option as volume and complexity grow? If not, Can we establish a joint development project with a knowledgeable supplier that ultimately will give us the capability to be best at this activity? If not, Can we enter into a long-term development or purchase agreement that gives us a secure source of supply and a proprietary interest in knowledge or other property of vital interest to the supplier and us? If not, Can we acquire and manage a best-in-world supplier to advantage? If not, can we set up a joint venture or partnership that avoids the shortcomings we see in each of the above? If so, Can we establish controls and incentives that reduce total transaction costs below those of producing internally? CORE VS. NON-CORE ACTIVITIES
5. Step 3: If the analysis points toward the outsourcing of one or more processes, the next step is to evaluate potential suppliers using a checklist like the one below: Skills base: What is the scope of the supplier's services? What are the skill and experience levels of the supplier's management team? Does the provider have administrative skills as well as operational expertise to manage our processes more effectively? Experience: What experience has the supplier had in outsourcing work that has similar duration, complexity, technical scope and geographic extent? Controls: What reporting and control mechanisms does the supplier use? What flexibility does it have in customizing reports? What happens to the data if the provider goes out of business for any reason? SUPPLIERS PROFILE
6. Step 3: (cont.) Geographic scope: Is on-site support needed? If so, does the supplier, including its own subcontractors and partners, have staff now in the places where coverage is needed? Or is the provider willing to set up and manage a location near you given sufficient volume to justify the expense (this could reduce cost savings)? Can the outsourcer handle disaster contingencies? Price: What is the cost compared to owning the process on a function-by-function basis? Be sure to look at the long term and include "fixed" cost components like facilities and management as savings. People: What arrangements or recommendations will be made for current staff? What is tone and tenor of relationship with outsourcer? Do they have your business problem in hand, offering to customize the solution to your needs or are they trying to sell you an off-the-shelf answer? SUPPLIERS PROFILE
7. Step 4: Once an outsourcing partner has been selected, the parties establish mutual goals and strategies for outsourcing that will drive the relationship. Then a contract is written and negotiated that spells out goals, benchmarks, incentives, monitoring and communication procedures, etc. CONTRACT NEGOTIATIONS
8. Step 5: The last step to starting an outsourcing arrangement is to manage change in the buyer/client company including human resource issues, transfer of assets to the supplier, and instituting procedures for monitoring of the outsourced activity. For personnel management, the question of outsourcing is a difficult one. Often driven from the top down, outsourcing is usually feared by lower level managers concerned about losing their jobs. In fact, employees can benefit from the decision to outsource. Key personnel may be retained to manage and monitor the outsourcing supplier, and for these employees, the outsourcing relationship provides a positive injection of new knowledge. HUMAN RESOURCES
9. Step 5: (cont.) Others may be hired by the supplier and continue careers in their field. But instead of working in a non-core function for their old company, they have the chance to work for a world-class company focused solely on their area of expertise, with even greater opportunity for career training, job security and advancement. In some cases, however, there is substantial outplacement. Fortunately major outsourcing providers and other consultants now have significant expertise to counsel companies through the transition. The use of outsourcing as a management tool has revolutionized business by shifting the focus from managing resources to delivering results. Outsourcing is no longer seen as merely a means of reducing and controlling costs, but as a powerful strategic weapon. According to the Outsourcing Institute, 75% of the projected increase in outsourcing expenditures represent current users expanding into new functional areas. Clearly, initial outsourcing ventures are yielding benefits; and once management embraces it, outsourcing tends to spread through an organization. HUMAN RESOURCES
10. Robert Heuermann 2001 S. Big Bend Blvd. Saint Louis, Missouri 63117 314 884 1540 main