You are previewing Smarter Outsourcing: An executive guide to understanding, planning and exploiting successful outsourcing relationships.
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Smarter Outsourcing: An executive guide to understanding, planning and exploiting successful outsourcing relationships

Book Description

A focused, implementation-orientated, executive-level book on outsourcing by two globally known practitioners.

  • The outsourcing market is booming, the total outsourcing market in EMA forecasts a $59 billion dollar growth between 2004 and 2007.

  • Fills a fills a major gap in the middle-high-end of the market - there is much need for a practical book on outsourcing.

  • The authors are global authorities in this space.

  • This book is not industry specific and will be valuable to professionals in all industries.

  • Very-execution oriented.

  • Very focussed: everything a busy executive needs to know and nothing more.

  • Logical step-by-step approach.

  • Table of Contents

    1. Copyright
    2. Financial Times Prentice Hall
    3. Foreword: A letter from the authors
    4. About the authors
    5. List of abbreviations
    6. Acknowledgements
    7. Introduction: Why you need to do this
      1. What do you mean by outsourcing?
      2. Our definition
      3. Using your M&A skills to best advantage
      4. Six principles for outsourcing success
      5. Our approach in this book
    8. Clear deal and strategy alignment
      1. Seeing beyond the trigger
      2. The wider picture
      3. A secret shared
      4. In a cul-de-sac?
      5. The decisiveness to move . . .
      6. . . . plus absolute clarity
      7. How bold do you want to be?
        1. Stage four: Set you and your vendor up for success
      8. A question of emotion
      9. Driving the deal
      10. Talking to the enemy?
      11. Internal v. external sourcing
      12. Technology v. business process outsourcing
      13. BPO v. business transformation outsourcing
      14. A CEO self-test for BTO
    9. Mitigating risk
      1. The surrounding stakeholder context
      2. Communicating the nuts and bolts of the deal
      3. Preparing for the exit before the start
      4. Reasons to split
      5. Detailed risk factors: into the schedules
      6. Protecting intellectual property
      7. Managing multiple suppliers: ‘best of breed’
      8. Defining the interconnects
      9. The prime contractor route
      10. Thinking the unthinkable: coping with meltdown
      11. Risk questions for suppliers
      12. Onshore or offshore: risk or economics?
      13. Not a case of all or nothing
      14. Offshore providers’ onshore presence
    10. Clear shared value
      1. A ‘free trade’ model – or protectionism?
      2. Achieving a win/win
      3. Building on trust through shared expectations and objectives
      4. The root causes of loss
      5. Staying in line
      6. Avoiding ‘contract squeeze’
      7. Understanding success . . .
      8. . . . and not overselling it
      9. Where has that ‘A’ team gone?
      10. Getting it in black and white
      11. The value of consistency
      12. Procurement v. relationship building
      13. Third-party coaching: extracting value – or destroying it?
      14. Pre-negotiation workshops
      15. Evaluating the business case through M&A principles
      16. Stress-testing the value proposition
      17. Moving forward
    11. Value-based negotiation
      1. Procurement – or partnership?
      2. Creating a clear two-way view of strategy
      3. Unasked questions
      4. Lining up the goalposts
      5. Discovery: beware nasty surprises
      6. Understanding assumptions and motivations
      7. Regular project updates – as with M&A
      8. Can you work with these people?
      9. The human factor
      10. Internal SLAs: a step in the right direction
      11. Controllable, not autonomous
      12. From the customer’s viewpoint
      13. Avoiding legalese
      14. Revisiting the value case . . .
      15. . . . even to breaking point
      16. Homeopathy or surgery?
      17. Review – and review again
      18. Alignment for a win/win
    12. Moving to the new way of thinking
      1. Openness or secrecy?
      2. Setting the pattern of communication
      3. A coherent story
      4. The role of FAQs
      5. Change + uncertainty = pain
      6. Governance and controls: be holistic – and rigorous
      7. Documenting the start and end state
      8. Contract v. relationship
      9. Avoiding winners and losers
      10. Crystallizing the benefits
      11. The supplier’s revenge
      12. Maintaining the balance of value – and pain
      13. What gets left behind?
      14. Leaving dysfunction behind
      15. Reasonable retention – not too much
      16. Defining and monitoring roles
      17. Making alignment resilient
      18. Linkage with users’ interests
      19. User perception is reality
      20. Using intermediaries for early benchmarking
      21. External industrial metrics
    13. Realizing the benefits
      1. Thinking ahead?
      2. Defining the role of the retained team
      3. Staying in command
      4. Ten key competencies – correctly positioned
      5. Clear responsibilities in a shifting environment
      6. Building maturity . . .
      7. . . . aided by continuity
      8. Metrics for improvement
      9. Becoming a well-oiled machine?
      10. Benchmarking BPO: a do-it-yourself approach
      11. SLAs: meaningful outputs
      12. Towards metric-based gain sharing
      13. A hierarchy of measurement
      14. Relationship and contract management: the role of governance
      15. Service beyond KPIs: the willingness to flex
      16. A return to ‘grace and favour’ projects?
      17. Brand damage: consequential losses – by another name?
      18. Ongoing access to innovation
      19. The power to escalate
      20. Managing future risks through flexibility
      21. Mutual executive openness for mutual benefit
      22. The role of ‘trust brokers’
      23. Building trusting relationships in outsourcing: a primer
      24. Suppliers’ executive team: the need for maturity and vision
      25. Towards a joint approach
      26. Managing the investment markets
      27. Executive challenges for suppliers
    14. Conclusion: The ultimate executive tool
      1. The sourcing revolution?
      2. At the frontier
      3. Societies in competition
      4. The philosophy of sourcing
      5. The supplier of the future . . .
      6. . . . and the sourcing ‘web’
      7. Creating complementary flexibility . . .
      8. . . . through the new generation of suppliers
      9. Making strategy cut both ways
      10. Hybrid culture – not bastardized culture
      11. From cost, to quality . . .
      12. . . . to innovation
      13. A structure for improving quality
      14. Breaking the gridlock
      15. Shared benefits from innovation
      16. A sharper tool
      17. From deal to life cycle
      18. Underwriting the responsibilities
      19. The future: strategy, sourcing – and shareholder activism
      20. A global shift
      21. Investor vigilance extends from M&A to outsourcing
      22. Shoulder to shoulder
    15. Are you ready to outsource?
    16. Five key areas to focus on
    17. The outsourcing experience