It’s easy to hear a buzz word in the industry and make assumptions. However, what happens when those assumptions prove incorrect? And what happens when those assumptions are the bedrock under which a sourcing contract is being shaped, priced and a customer/service provider relationship is developed?
Ever since humans began using robots to tackle tasks, there have been naysayers predicting everything from all human jobs being written off by 2020, to complete world domination by a race of self-aware machine overlords.
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.
"There has got to be a better way!" That’s the common lament from all aspects of the healthcare industry from providers, payers, and patients alike when talking about the relationship between those three parties. It not unusual to hear complaints like, “misaligned financial incentives”, the “tyranny of the 15-minute visit”, or it’s an “unsustainable system”.
Over the last two decades I have had the opportunity to work with some of the largest (as well as mid-sized) enterprises who had outsourced their IT work to offshore based teams. The offshore teams themselves were either part of service providers who were domestic companies out of North America/Europe, or part of providers who were headquartered out of India (with largely a sales presence in North America/Europe).
Leading companies are working to extend management of the corporate risk profile to road safety. This is achieved by acknowledging key challenges, understanding the big picture and launching well-targeted strategic programs that consider local challenges and solutions. Such programs include driver management (driver selection, development and monitoring), vehicle management (including best use of new technologies) and assessing and managing route risks.
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...
Just hearing the words "dark data" can be enough for managers in the outsourcing industry to feel a little uneasy - but despite its rather menacing name there has never been a better time to tackle the phenomenon head on.