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THINKING DIFFERENTLY - Ussco.com

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esources are routinely underutilized — and all theexpensive hardware and high-priced talent sits idlebecause there’s not enough work to keep them operating.With IT functions outsourced to a partner, the peopleand resources of a <strong>com</strong>pany are freed from noncorebusiness activities, and can devote their time,attention and skills to serving the customer.Meanwhile, the outsourced functions are being implementedby an organization in which IT is its corebusiness . . . that has the focus, knowledge, experience,hardware, infrastructure and people to do thejob more efficiently . . . and that must make theinvestments in hardware, infrastructure and trainingto stay on the cutting edge of technology, servethe needs of all of its clients and remain <strong>com</strong>petitivein the marketplace.There are myriad other benefits that can be gainedfrom outsourcing, depending on the function. Businessesthat outsource HR, for instance, may be ableto offer a wider range of 401k options and insuranceplans while reducing plan costs, thanks to the largerpool of employees the provider represents. Additionally, non-corebusiness activities that tend to be moved to the back burner whenevertime and attention are required elsewhere actually get done ina timely manner when outsourced.WHAT TO OUTSOURCEWhile virtually any function can be outsourced, that doesn’t meanit should be. According to Jeanne Ross of the Center for InformationResearch at MIT, the best candidates for outsourcing arebusiness activities that are “extractable — easy-to-define, removableor considered non-core activities.”If you’re an office products dealer who defines your business as asales and service organization, you’ll probably want to resist outsourcingany activity that involves personal customer contact,such as your outside sales efforts and inbound customer call center.Such functions as accounts receivables and delivery could beconsidered based on the impact outsourcing would have on theservice proposition and brand values of the individual dealership.Also, consider the amount of resources you have tied up in anyactivity, whether the capital and human resources you have allocatedto a function are fully utilized — and the ongoing futureexpenditures that must be made to keep the activity in house.HOW TO OUTSOURCEThe success of nearly every outsourcing venture is determined earlyon in the process — in the decision of which functions to outsource,in the selection of the right vendor and in the terms of the contract.Experts agree that outsourcing is not an opportunity to export aproblem business function. You must have all of your ducks in arow to be able to hand off responsibility to a vendor.There are a number of criteria that are important when choosinga vendor — among the top ones identified by the OutsourcingInstitute’s survey are: <strong>com</strong>mitment to quality; price; references/reputation; scope of resources; and cultural fit.One often overlooked element of a successful client-vendor relationshipis outsourcing governance. “At its most basic level, outsourcinggovernance is managing the relationship with the outsourcingservice provider and the outsourcing initiative,” saysStan Lepeak, managing director of research at EquaTerra, anoutsourcing advisory and consulting firm. That means managingservice levels and the terms of the contract, says Lepeak. “However,it’s more important to look at the effort from the standpointof making sure the business goals of the outsourcing effort areachieved.” It is a long-term holistic approach that provides flexibilityto adapt to a changing environment, not just the termsof a contract.If you’re considering a major outsourcing initiative, keep in mindthat there are a lot of <strong>com</strong>plexities involved that are unique toyour individual needs and circumstances. And, that it would beprudent to bring in the expertise of a couple of more traditionaloutsourcers — a business consultant and your legal counsel.15www.ussco.<strong>com</strong> | OFFICELINE

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