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Full Description
A focused, implementation-orientated, executive-level book on outsourcing by two globally known practitioners.
Contents
ForewordOutsourcing: the sharpest tool in the box Outsourcing's albatross Why we have written this bookFrom observation to road map Power with responsibility About the authors List of abbreviationsAcknowledgementsIntroduction: Why you know how to do this What do you mean by outsourcing? Our definition Using your M&A skills to best advantage Six principles for outsourcing success Our approach in this book 1 Clear deal and strategy alignmentSeeing beyond the trigger The wider picture A secret shared In a cul-de-sac The decisiveness to move ... ... plus absolute clarity How bold do you want to be? A question of emotion Driving the deal Talking to the enemy? Internal v. external sourcing Sourcing v. business process outsourcing BPO v. business transformation outsourcing A CEO self-test for BPO 2 Mitigating riskThe surrounding stakeholder context Communicating the nuts and bolts of the deal Preparing for the exit before the start Reasons to split Detailed risk factors: into the schedulesProtecting intellectual property Managing multiple suppliers: 'best of breed' Defining the interconnects The prime contractor route Thinking the unthinkable: coping with meltdown Risk questions for suppliers Onshore or offshore: risk or economics? Not a case of all or nothing Offshore providers' onshore presence3 Clear shared valueA 'free trade' model - or protectionism? Achieving a win/win Building on trust through shared expectations and objectives The root causes of loss Staying in line Avoiding 'contract squeeze' Understanding success ... ... and not overselling it Where has that A team gone? Getting it in black and white The value of consistency Procurement v. relationship building Third-party coaching: extracting value - or destroying it? Pre-negotiation workshops Evaluating the business case through M&A principles Stress-testing the value proposition Moving forward 4 Value-based negotiationProcurement - or partnership? Creating a clear two-way view of strategy Unasked questions Lining up the goalposts Discovery: beware nasty surprises Understanding assumptions and motivations Regular project updates - as with M&A Can you work with these people? The human factor Internal SLAs: a step in the right direction Controllable, not autonomous From the customer's viewpoint Avoiding legalese Revisiting the value case ... ... even to breaking point Homeopathy or surgery? Review - and review again Alignment for a win/win 5 Moving to the new way of thinkingOpenness or secrecy? Setting the pattern of communication A coherent story The role of FAQs Change + uncertainty = pain Governance and controls: be holistic - and rigorous Documenting the start and end state Contract v. relationship Avoiding winners and losers Crystallizing the benefits The supplier's revenge Maintaining the balance of value - and pain What gets left behind? Leaving dysfunction behind Reasonable retention - not too much Defining and monitoring roles Making alignment resilient Linkage with users' interests User
