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Enterprise leaders who want greater value from outsourcing must focus on talent.
Outsourcing clients want—and deserve—seamless, noiseless delivery, and they want providers work hard to achieve it. But, if silent running becomes an end in itself, it may mask deeper problems in an outsourcing engagement and stifle innovation.
A report by HfS Research asks, “Is Good Enough Really Good Enough? The Great Talent Paradox in Outsourcing.” It takes an in-depth look at outsourcing buyers’ top priorities, and their opinions of both the talent available from their service providers and the quality of outsourcing management in their own organizations.
The results make for sobering reading. Among the disturbing findings:
Less than half of enterprise outsourcing managers say they’re satisfied with their career prospects.
Less than one-third say they’re getting the industry knowledge and analytics skills they need to drive business outcomes for their organizations.
Learn how to break free from this downward spiral by reading about how buyers’ experience and investments have produced insightful and invaluable lessons for capturing the greatest business value from outsourcing.
Our research concluded that most outsourcing engagements are gravity-bound:
On a positive note, one-third of the 282 major enterprises studied for this report are seeing value from their outsourcing engagements and are heading for new worlds.
This group, dubbed the “Strategic Outsourcing” group, is comprised of buyers whose experience and investments have produced insightful and invaluable lessons on how to escape gravity and capture the greatest business value from outsourcing.
Your enterprise can learn valuable lessons from the successful “Strategic Outsourcing” group on how to maximize the value of outsourcing engagements by taking a few, critical steps.
Before selecting a service provider:
After selecting a service provider:
Manage governance organizations like business functions, rather than like cost centers.
Establish shared stretch goals that encourage the deployment of skills on a regularly reviewed basis.
Manage the service provider’s talent as an extension of your enterprise.
Always consider the service provider as a partner, and be prepared to leverage the provider’s capabilities to create business value. Keep in mind that you must also consider how best to manage and develop your own talent in an ongoing and continually evolving relationship.
February 17, 2014
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