Measuring the value of an outsourcing company for your own service requirements can be a surprisingly disorienting task to complete. But beyond its complexity, it also involves a lot of responsibility. Your decision is likely to affect your organisation’s strength and efficiency for the upcoming months, if not years.
Outsourcers fear the coming Robot Revolution. Specifically, they are concerned that robots and artificial intelligence (AI) will wipe out traditional outsourcing. The reality is that the technologies behind the Robot Revolution will create the greatest outsourcing opportunity of all time…cloud services.
Yesterday’s sci-fi flicks and fantasy films like Star Wars depicted the future with robots, virtual realities and self-driven cars.
Today’s outsourcers and shared services operations are expected to deliver not just cost savings, but also innovation, agility, quality and growth. At the same time the bar has been raised when it comes to expectations with customers having lower tolerance for mistakes, delays or poor service. In fact, Gartner rates customer experience at the top of CEOs’ priorities for 2017. It is the ability for organisations to respond and adapt quickly to both customer requests and changing market circumstances that can provide that key point of differentiation.
More and more companies are using strategic sourcing platforms as a fulcrum for digital transformation within the department (and the enterprise as a whole, but that’s another story for another day). How?
Almost every week in the last few months someone has asked me about the general mood on the streets of Bangalore. What are the IT professionals in the Silicon Valley of East making of the changes in the industry? How is the senior management of offshore headquartered service providers preparing for the future? While there are several versions of the predicted future, everyone agrees that this is a watershed moment in the evolution of the IT outsourcing and offshoring industry.
Recently, supply chain professionals have recognized that better data collection and increased computing power can track sourcing, scheduling and routing better and faster than any human. Applying big data to thorny supply chain problems is still an emerging art as companies adapt their internal processes to rely on algorithms rather than rules of thumb. Here’s what you need to know to understand how big data is changing the supply chain and improving efficiency.
By Richard Shea, Managing Director EMEA Search at Korn Ferry Futurestep
Wherever you look and whoever you talk to, we’re all being told the same thing – we’re facing a major talent shortage. This isn’t helped by an ever-increasing skills gap meaning, from an employer point-of-view, the graduate market is as competitive as it has ever been.
Herbert Simon explored the intersection of philosophy, science, politics, economics and a range of other fields and called into question the traditional idea that “economic man” acts rationally. Simon, who was a long-time professor at Carnegie Mellon University, received the Nobel Prize in Economics in 1978. Simon’s diverse research ranged across the fields of cognitive psychology, cognitive science, computer science, economics, management, philosophy of science, sociology, and political science; he helped lay the foundation for behavioral economists around the world. He died in 2001.
From customer-facing artificial intelligence systems, to cloud-based applications that have created the digital gig economy, or mobile-based banking systems that facilitate fast payments, in recent years a number of industry sectors have been challenged by the development of digital and data-based technologies by start–ups. These technologies promise to transform every organisation's relationship with its customers and introduce unprecedented levels of efficiency within its business.