The tendency to take on unsuitable work
In 1995 I was asked to talk to the management of a publishing group that claimed to be interested in outsourcing all its non-core functions. Most of the senior executives were at the meeting, with the exception of the chairman. During the first few minutes it became obvious that the chairman was the main instigator of the potential outsourcing project. It was also clear that roughly half of the directors present wanted a serious investigation to take place but the others appeared to be going through the motions.
Prior to my arrival they had agreed amongst themselves that it would be very beneficial in terms of limiting disruption, if one provider could take on all these non-core functions. I pointed out ...
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