Earlier this year, Outsource editor Jamie Liddell chaired an advisor roundtable hosted by Capgemini, during which key themes emerged which were subsequently explored further by several of the roundtable guests in our recent two-part article 'A Dizz
Vast forests of digital trees have been sacrificed to the topic of sourcing. While the incessant stream of white papers, articles, blogs, tweets and posts we’re bombarded with are certainly helpful, don’t they all start sounding the same after a while?
Organisations that enter business process outsourcing (BPO) transactions inevitably experience challenges with BPO providers – often resulting from unmet expectations, difficult transitions and erratic steady state delivery. While it is reasonable to expect the value promised by a provider to be delivered quickly and consistently, walking a mile in a BPO provider’s shoes can help buyers understand the typical challenges BPO providers face when taking over execution of business processes from their clients.
Just when multi-supplier (also known as SIAM) contracting is starting to get under control, DevOps emerges. This article looks at the interaction of the two for the design of retained and sourced IT operations. The implications for service contracts are profound and largely un-tested.
We’ve just published the latest ISG Index, which includes – for the first time – a view on the growing As-a-Service market. Whilst combined second-quarter ACV in the Europe, Middle East and Africa (EMEA) market fell by 18% year-on-year to €2.2 billion, the new data reveals record growth of the As-A-Service segment, contrasting the sluggish activity in traditional sourcing.
The summer sun blazed down upon London today, a raging nuclear inferno of staggering power – yet it was as a mere birthday-cake candle when set alongside the brilliance of the panellists on this afternoon’s Outsource Talks… Yes, today saw the fifth episode of our webinar talkshow, and if my introduction might be considered just a fractionhyperbolic we were nevertheless treated to a feast of outsourcing opinion and insight, wit and wisdom – and a few chuckles – which made for a fantastic hour’s listening and, overall, a very worthy addition
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 transition period of bringing a new provider into an environment is critical to the success of an outsourcing initiative. An effective transition sets the stage for a long-term partnership, while a poorly managed one can damage the relationship beyond repair.
Another rainy trip up north, I thought to myself, turning on the windshield wipers. A recent phone call from Anne, the head of global purchasing, requesting my participation in reviewing some ideas to build stronger partnerships with their inside-outsourcing service providers (IOSPs), was the reason for the trip. Over my forty years as an IOSP, I’d become very cynical and prejudicial towards purchasing departments. As an IOSP to the auto industry, I’d witnessed countless purchasing initiatives resulting in bankrupting IOSPs due to a complete lack of foresight.