Our ancestors in India always told us that it was a sin to cross the oceans (and many in India do not cross oceans even today). There was something about globalisation that they just did not like and I have not been able to figure out what it is.
Danny Ertel is co-founder and Partner at Vantage Partners, a global consultancy firm that's exerted a fair degree of influence over the evolution of the sourcing space as we know it - not least thanks to the thought leadership of 'Professor Danny'... In October we got together with the Professor at the SIG Summit Fall 2016 in California: if you're looking for a summation of the space in 2016, you could do worse...
Peter Dickinson is a partner at international law firm Mayer Brown and co-leads their global Technology Transactions practice; he's also a hugely respected thought leader and a regular contributor to Outsource, offering insight on a broad range of legal and technological issues. A perfect fit, in other words, for our Life Lessons series: take it away, Peter...
I was thinking of what I could say about the outsourcing market at the end of 2016. My initial thoughts were about how I feel that the term itself is dying out. Companies are much more likely to be exploring partnerships today.
Alejandro - Alex - Camino is the CMO of Mexico-based IT provider Softtek, and a prominent and increasingly influential thought leader in the Western Hemisphere's nearshore sector (including playing a key role in the development and growth of theLatAm Alliance).
The IT and tech sectors have long suffered from an epidemic of high turnover rates, shared by businesses that are great at acquiring, but terrible at retaining, these professionals. Prior research has found that factors such as low job satisfaction, poor organisational commitment and an abundance of alternative jobs on offer globally have contributed to an above-average rate of the movement of talent within these spheres.
A couple of months back, we published our Top Ten Outsourcing Acronyms – a piece that had been a long time brewing, after we’d initially put out a call for entries the previous year. Well, as seems frequently to be the case with this series, that publication prompted a flood of new submissions, and we’re delighted to be able now to unveil a hilarious – if somewhat potty-mouthed – sequel.
In this day and age, there is no organisation that does not require outsourcing governance as a part of its operations. It could be critical or a support function, but outsource they all do.
What is intended to be a seamless transition of work and, in some case, part responsibility, in fact, becomes fraught with challenges. What should’ve been an easing of the load for the outsourcing organisation becomes a point of stress and could even lead to lower productivity because of duplication of effort or lack of harmony.
Regular readers will know that each month I publish a column waxing lyrical about that month’s Outsource Talks webinar (typically a passionate, exuberant piece written from the heart, as I genuinely greatly enjoy hosting these “talkshow”-type events and, along with the audience, tend to learn a great deal from my invariably superlative panellists) and will probably have noticed the absence in November of such a column.