As another working week draws to a close, I thought I’d take this opportunity to wave you off into your respective weekends with a couple of announcements… Those of you who are members of our LinkedIn group may already have seen some of these; those of you who aren’t are missing out! Come and join us at the increasingly archaically named ‘Outsource Magazine – Global Community’ group – knock and ye shall be received…
A lot of the talk of RPA today is about bright new names challenging the established order: plucky newcomers forcing their way past the giants of outsourcing and technology. But what do the giants themselves have to say about this? Tata Consultancy Services (TCS) is one such business, and it turns out they are not sitting around waiting for their business models to be hollowed out. Live Wires met Vijay Damle, VP and Head of Business Process Services, to get the TCS perspective.
Professor Horacio Falcão, a Senior Affiliate Professor of Decision Sciences at INSEAD, warns companies should not start – nor necessarily end – on “price” when it comes to negotiations.
Falcão has written on the concept of value for several years and his work includes the 2010 book Value Negotiation: How to Finally Get the Win-Win Right.
“We are nothing more than a bunch of pawns on this outsourcing checker board,” Jeanette said.
“I think you mean ‘chessboard’,” I said smiling at her.
“You know damn well what I mean, Dean. Hey, that rhymes,” Jeanette said, returning the smile.
“Sadly I do understand, and, from what you’ve described, I have to agree with you.”
Europe is in turmoil after Great Britain’s vote to leave the European Union. Those who now claim to know what will happen now – in outsourcing or in other areas – will make two big mistakes: First, they will show that they don’t understand what Brexit is. Brexit is, to use the words of author Nassim Nicholas Taleb, a “black swan”: an unexpected event with largely unforeseeable consequences, just like 9/11 or the Lehman Brothers bankruptcy filing. Second, they will simply be wrong.
At a recent breakfast roundtable I hosted, one of our guests was discussing the transformation her organisation is currently undergoing, moving a significant proportion of its recruitment function into a central office collocated with a number of other back-office activities.
“It’s a shared service,” she said, “and they’re calling it ‘Global Business Services’ – but we’re not really sure what that’s supposed to mean. We’re not recruiting globally.”
Business services are usually at the core of organisational endeavours, structured to build and manage a variety of workflows and dependencies in a concerted manner. The end goal for all such services is the smooth functioning of an organisation, built around some strategic goals usually manifested in revenues, growth, competitiveness and shareholder value. Over the course of more than two centuries, industrial advancements – enabled through scientific and technological innovations – have assisted with building and sustaining complex workflows, products and services.
IT reaches far and wide within organisations, particularly in the case of large enterprises, but it can be difficult to understand exactly what it does and how it is having an impact, especially when it comes to measuring return on investment. Enter Technology Business Management (TBM).
Simply, TBM provides an end-to-end view of the delivery of IT, capturing how both resource and cost are being consumed by the business. This facilitates more informed conversations around IT spend and helps demonstrate IT’s strategic value to the rest of the business.
The result of the EU referendum will undoubtedly have a profound and long-lasting impact on the entire UK population and is likely to be something that is truly generational. Whether we voted for Remain or for Leave, however, Brits now have to assess where we are and how we maintain our position in the global economy.