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Smarter outsourcing: an executive guide to understanding, planning and exploiting successful outsourcing relationships

Author: Bravard, Jean-Louis ; Morgan, RobertPublisher: Prentice Hall, 2006. ; Financial Times, 2006.Language: EnglishDescription: 230 p. : Ill. ; 24 cm.ISBN: 0273705601Type of document: BookBibliography/Index: Includes index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD2365 .B73 2006
(Browse shelf)
900098579
Available 900098579
Total holds: 0

Includes index

Digitized

Smarter Outsourcing Smarter Outsourcing Contents Foreword: A letter from the authors / xiii Outsourcing: the sharpest tool in the box / xiii Outsourcing's albatross / xiv A question of understanding / xiv Why we have written this book / xv From observation to road map / xvi Power with responsibility I xvi About the authors / xvii List of abbreviations / xviii Acknowledgements / xviii Introduction: Why you need to do this / 1 What do you mean by outsourcing? / 1 Our definition 1 3 Using your MandA skills to best advantage / 4 Six principles for outsourcing success / 5 Our approach in this book / 6 1 Clear deal and strategy alignment / 9 Seeing beyond the trigger / 9 The wider picture / 10 A secret shared / 11 In a cul-de-sac / 12 The decisiveness to move ... 1 12 ... plus absolute clarity / 13 How bold do you want to be? / 15 A question of emotion / 19 Driving the deal / 20 Talking to the enemy? 1 21 Internal v. external sourcing / 22 Sourcing v, business process outsourcing / 25 BPO v. business transformation outsourcing 1 26 A CEO self-test for BPO I 2 9 2 Mitigating risk / 33 The surrounding stakeholder context / 33 Communicating the nuts and bolts of the deal / 36 Preparing for the exit before the start / 37 Reasons to split / 38 Detailed risk factors: into the schedules/ 38 Protecting intellectual property / 39 Managing multiple suppliers: 'best of breed' 1 40 Defining the interconnects / 41 The prime contractor route / 42 Thinking the unthinkable: coping with meltdown / 43 Risk questions for suppliers / 44 Onshore or offshore: risk or economics? / 45 Not a case of all or nothing / 45 Offshore providers' onshore presence / 46 3 Clear shared value / 49 A 'free trade' model - or protectionism? / 50 Achieving a widwin / 50 Building on trust through shared expectations and objectives / 51 The root causes of loss / 52 Staying in line / 53 Avoiding 'contract squeeze' / 54 Understanding success ... / 54 ... and not overselling it / 55 Where has that A team gone? / 56 Getting it in black and white / 57 The value of consistency / 58 Procurement v. relationship building / 58 Third-party coaching: extracting value - or destroying it? / 59 Pre-negotiation workshops / 60 Evaluating the business case through MandA principles / 61 Stress-testing the value proposition / 62 Moving forward / 62 4 Value-based negotiation ; 65 Procurement - or partnership? / 65 Creating a clear two-way view of strategy / 66 Unasked questions / 67 Lining up the goalposts / 67 Discovery: beware nasty surprises / 68 Understanding assumptions and motivations / 69 Regular project updates - as with MandA / 70 Can you work with these people? / 71 The human factor / 71 Internal SLAs: a step in the right direction / 72 Controllable, not autonomous 1 73 From the customer's viewpoint / 74 Avoiding legalese / 75 Revisiting the value case ... / 75 ... even to breaking point / 76 Homeopathy or surgery? / 77 Review - and review again / 78 Alignment for a winlwin / 78 5 Moving to the new way of thinking / 81 Openness or secrecy? / 82 Setting the pattern of communication / 82 A coherent story / 83 The role of FAQs / 84 Change + uncertainty = pain / 84 Governance and controls: be holistic - and rigorous / 85 Documenting the start and end state / 86 Contract v. relationship / 87 Avoiding winners and losers / 87 Crystallizing the benefits / 88 The supplier's revenge I 89 Maintaining the balance of value - and pain / 90 What gets left behind? 190 Leaving dysfunction behind 1 91 Reasonable retention - not too much / 93 Defining and monitoring roles 193 Making alignment resilient 1 94 Linkage with users' interests 1 94 User perception is reality / 95 Using intermediaries for early benchmarking / 96 External industrial metrics / 97 6 Realizing the benefits /' 99 Thinking ahead? / loo Defining the role of the retained team / 100 Staying in command / 101 Ten key competencies - correctly positioned 1 102 Clear responsibilities in a shifting environment / 104 Building maturity ... / 105 ... aided by continuity I 106 Metrics for improvement / 107 Becoming a well-oiled machine? 1 107 Benchmarking BPO: a do-it-yourself approach 1 108 SLAs: meaningful outputs 1 109 Towards metric-based gain sharing / 109 A hierarchy of measurement / 11 1 Relationship and contract management: the role of governance I 112 Service beyond KPIs: the willingness to flex / 11 5 A return to 'grace and favour' projects? I 115 Brand damage: consequential losses - by another name? / 116 Ongoing access to innovation / 1 1 7 The power to escalate / 118 Managing future risks through flexibility / 119 Mutual openness for mutual benefit 1 120 The role of 'trust brokers' I 121 Suppliers' executives: the need for maturity and vision 1 123 Towards a joint approach I 124 Managing the investment markets / 125 Executive challenges for suppliers 1 127 7 Conclusion: The ultimate executive tool / 131 The sourcing revolution? / 132 At the frontier 1 132 Societies in competition / 133 The philosophy of sourcing / 134 The supplier of the future .../ 135 ... and the sourcing 'web' / 136 Creating complementary flexibility ... / 137 ... through the new generation of suppliers / 138 Making strategy cut both ways / 139 Hybrid culture - not bastardized culture / 139 From cost, to quality ... / 140 ... to innovation / 141 A structure for improving quality / 142 Breaking the gridlock / 143 Shared benefits from innovation / 143 A sharper tool / 145 From deal to life cycle / 146 Underwriting the responsibilities / 146 The future: strategy, sourcing - and shareholder activism / 148 A global shift / 150 lnvestor vigilance extends from MandA to outsourcing / 15 1 Shoulder to shoulder / 152 8 9 Are you ready to outsource? i 155 Five key areas to focus on !161 Specialist section 1: Financial engineering / 161 Specialist section 2: Legal issues / 164 Specialist section 3: Communication issues 1 168 Specialist section 4: Human resource issues / 176 Specialist section 5: Tax issues 1 179 10 The outsourcing experience / 185 Case study 1: Fin-Force / 185 Case study 2: GECIS (GE Capital International Services) / 190 : Case study 3 J. Sainsbury / 193 : Case study 4 AegonIGRE / I97 Case study 5: BP 1 199 : Case study 6 Nextel Communications / 204 Case study 7 JP Morgan / 207 : R Case study 8: BTIAccenture H outsourcing / 212 Index 1 21 7

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