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Opis: Smarter Outsourcing - Jean-Louis Bravard, Robert Morgan, R Morgan

Outsourcing is now a central issue for companies large and small, and the market size goes on expanding. But, few executives really understand how to go about deciding what should be outsourced, how to do it, and how to manage the various stakeholders. This book fills a major gap in the middle-high-end of the market for a book that shows senior executives how to decide what to outsource and then how to do it, taking into account the human side. The book aims to ensure that more outsourcing deals are structured for long-term success, and shows that this depends on initial and ongoing executive commitment and sponsorship by both the client and the providers. The authors are both global leaders in outsourcing consulting, have set out to write a fast, well-paced read appropriate for a variety of industries. "...brings a breath of fresh air to this topic" - Professional Manager, September 2006 there hadn't been a comprehensive handbook written on the topic until this one came along a very welcome and necessary addition to any management library the authors both have a significant pedigree in the outsourcing business a highly valuable reference source for anyone It is thorough, clear and well-referenced. - Personnel Today, July 2006 "Admirably clear and execution-oriented. This book is thoroughly recommended." The Director Magazine A most comprehensive book guiding any executive or stakeholder through the complexity of outsourcing and transformation. Trevor Matthews, Chief Executive UK & Europe, Standard Life Bravard and Morgan explain persuasively, and succinctly, why any institution should consider outsourcing as a modern and effective management tool. Howard Davies, Director of the London School of Economics "Striking the right balance between internal and external resources in all the major functions of your company is an issue all managers should really focus on today. We should dedicate our skills and energy to those areas where we can really make a difference. The rest is a distraction. This book will be very useful to help you with the decision-making process." Olivier Fleurot, Managing Director, Financial Times "...provides valuable insights for executives contemplating an outsourcing strategy." Gay Haskins, Director External Affairs, London Business School We can benefit from the hard lessons learned by the trailblazers. Morgan and Bravard bring decades of practical experience to the table and provide a comprehensive view of the potential benefits, challenges and pitfalls of outsourcing Till Guldimann, Vice Chairman, Sungard This book is for the worried CEO and CFO, who are on the verge of making the final decision to outsource and pondering their first steps with trepidation. Emanuel Daniel, Editor, The Asian Banker Every once in a while a management book comes along that makes you rethink basic management tools. Smarter Outsourcing is one of those books and will sit on many CXO desks and board rooms Victor Chu, Chairman, International Chamber of Commerce (ICC) Commission on Banking and InsuranceForeword: A letter from the authors Outsourcing: the sharpest tool in the box Outsourcing's albatross Why we have written this book From observation to road map Power with responsibility About the authors List of abbreviations Acknowledgements Introduction: Why you know how to do this What do you mean by outsourcing? Our definition Using your M&A skills to best advantage Six principles for outsourcing success Our approach in this book 1 Clear deal and strategy alignment Seeing beyond the trigger The wider picture A secret shared In a cul-de-sac The decisiveness to move plus absolute clarity How bold do you want to be? A question of emotion Driving the deal Talking to the enemy? Internal v. external sourcing Sourcing v. business process outsourcing BPO v. business transformation outsourcing A CEO self-test for BPO 2 Mitigating risk The surrounding stakeholder context Communicating the nuts and bolts of the deal Preparing for the exit before the start Reasons to split Detailed risk factors: into the schedules Protecting intellectual property Managing multiple suppliers: best of breed' Defining the interconnects The prime contractor route Thinking the unthinkable: coping with meltdown Risk questions for suppliers Onshore or offshore: risk or economics? Not a case of all or nothing Offshore providers' onshore presence 3 Clear shared value A free trade' model or protectionism? Achieving a win/win Building on trust through shared expectations and objectives The root causes of loss Staying in line Avoiding contract squeeze' Understanding success and not overselling it Where has that A team gone? Getting it in black and white The value of consistency Procurement v. relationship building Third-party coaching: extracting value or destroying it? Pre-negotiation workshops Evaluating the business case through M&A principles Stress-testing the value proposition Moving forward 4 Value-based negotiation Procurement or partnership? Creating a clear two-way view of strategy Unasked questions Lining up the goalposts Discovery: beware nasty surprises Understanding assumptions and motivations Regular project updates as with M&A Can you work with these people? The human factor Internal SLAs: a step in the right direction Controllable, not autonomous From the customer's viewpoint Avoiding legalese Revisiting the value case even to breaking point Homeopathy or surgery? Review and review again Alignment for a win/win 5 Moving to the new way of thinking Openness or secrecy? Setting the pattern of communication A coherent story The role of FAQs Change + uncertainty = pain Governance and controls: be holistic and rigorous Documenting the start and end state Contract v. relationship Avoiding winners and losers Crystallizing the benefits The supplier's revenge Maintaining the balance of value and pain What gets left behind? Leaving dysfunction behind Reasonable retention not too much Defining and monitoring roles Making alignment resilient Linkage with users' interests User perception is reality Using intermediaries for early benchmarking External industrial metrics 6 Realizing the benefits Thinking ahead? Defining the role of he retained team Staying in command Ten key competencies correctly positioned Clear responsibilities in a shifting environment Building maturity aided by continuity Metrics for improvement Becoming a well-oiled machine? Benchmarking BPO: a do-it-yourself approach SLAs: meaningful outputs Towards metric-based gain sharing A hierarchy of measurement Relationship and contract management: the role of governance Service beyond KPIs: the willingness to flex A return to grace and favour' projects? Brand damage: consequential losses by another name? Ongoing access to innovation The power to escalate Managing future risks through flexibility Mutual openness for mutual benefits The role of trust brokers' Suppliers' executive: the need for maturity and vision Towards a joint approach Managing the investment markets Executive challenges for suppliers 7 Conclusion: A smarter executive tool A sourcing revolution? At the frontier Societies in competition The philosophy of sourcing The supplier of the future and the sourcing web' Creating complementary flexibility through the new generation of suppliers Making strategy cut both ways Hybris culture not bastardized culture From cost, to quality to innovation A structure for improving quality Breaking the gridlock Shared benefits from innovation A sharper tool From deal to life cycle Underwriting the responsibilities The future: strategy, sourcing and shareholder activism A global shift Investor vigilance extends from M&A to outsourcing Shoulder to shoulder 8 Are you ready to outsource? 9 Five key areas to focus on Specialist section 1: Financial engineering Specialist section 2: Legal issues Specialist section 3: Communication issues Specialist section 4: Human resource issues Specialist section 5: Taxes 10 The outsourcing experience Case study 1: Fin-Force Case study 2: GECIS Case study 3: J. Sainsbury Case study 4: Aegon/GRE Case study 5: BP Case study 6: Nextel Communications Case study 7: JP Morgan Case study 8: BT/Accenture HR outsourcing Index


Szczegóły: Smarter Outsourcing - Jean-Louis Bravard, Robert Morgan, R Morgan

Tytuł: Smarter Outsourcing
Autor: Jean-Louis Bravard, Robert Morgan, R Morgan
Producent: Financial Times
ISBN: 9780273705604
Rok produkcji: 2006
Ilość stron: 248
Oprawa: Miękka
Waga: 0.7 kg


Recenzje: Smarter Outsourcing - Jean-Louis Bravard, Robert Morgan, R Morgan

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Outsourcing is now a central issue for companies large and small, and the market size goes on expanding. But, few executives really understand how to go about deciding what should be outsourced, how to do it, and how to manage the various stakeholders. This book fills a major gap in the middle-high-end of the market for a book that shows senior executives how to decide what to outsource and then how to do it, taking into account the human side. The book aims to ensure that more outsourcing deals are structured for long-term success, and shows that this depends on initial and ongoing executive commitment and sponsorship by both the client and the providers. The authors are both global leaders in outsourcing consulting, have set out to write a fast, well-paced read appropriate for a variety of industries. "...brings a breath of fresh air to this topic" - Professional Manager, September 2006 there hadn't been a comprehensive handbook written on the topic until this one came along a very welcome and necessary addition to any management library the authors both have a significant pedigree in the outsourcing business a highly valuable reference source for anyone It is thorough, clear and well-referenced. - Personnel Today, July 2006 "Admirably clear and execution-oriented. This book is thoroughly recommended." The Director Magazine A most comprehensive book guiding any executive or stakeholder through the complexity of outsourcing and transformation. Trevor Matthews, Chief Executive UK & Europe, Standard Life Bravard and Morgan explain persuasively, and succinctly, why any institution should consider outsourcing as a modern and effective management tool. Howard Davies, Director of the London School of Economics "Striking the right balance between internal and external resources in all the major functions of your company is an issue all managers should really focus on today. We should dedicate our skills and energy to those areas where we can really make a difference. The rest is a distraction. This book will be very useful to help you with the decision-making process." Olivier Fleurot, Managing Director, Financial Times "...provides valuable insights for executives contemplating an outsourcing strategy." Gay Haskins, Director External Affairs, London Business School We can benefit from the hard lessons learned by the trailblazers. Morgan and Bravard bring decades of practical experience to the table and provide a comprehensive view of the potential benefits, challenges and pitfalls of outsourcing Till Guldimann, Vice Chairman, Sungard This book is for the worried CEO and CFO, who are on the verge of making the final decision to outsource and pondering their first steps with trepidation. Emanuel Daniel, Editor, The Asian Banker Every once in a while a management book comes along that makes you rethink basic management tools. Smarter Outsourcing is one of those books and will sit on many CXO desks and board rooms Victor Chu, Chairman, International Chamber of Commerce (ICC) Commission on Banking and InsuranceForeword: A letter from the authors Outsourcing: the sharpest tool in the box Outsourcing's albatross Why we have written this book From observation to road map Power with responsibility About the authors List of abbreviations Acknowledgements Introduction: Why you know how to do this What do you mean by outsourcing? Our definition Using your M&A skills to best advantage Six principles for outsourcing success Our approach in this book 1 Clear deal and strategy alignment Seeing beyond the trigger The wider picture A secret shared In a cul-de-sac The decisiveness to move plus absolute clarity How bold do you want to be? A question of emotion Driving the deal Talking to the enemy? Internal v. external sourcing Sourcing v. business process outsourcing BPO v. business transformation outsourcing A CEO self-test for BPO 2 Mitigating risk The surrounding stakeholder context Communicating the nuts and bolts of the deal Preparing for the exit before the start Reasons to split Detailed risk factors: into the schedules Protecting intellectual property Managing multiple suppliers: best of breed' Defining the interconnects The prime contractor route Thinking the unthinkable: coping with meltdown Risk questions for suppliers Onshore or offshore: risk or economics? Not a case of all or nothing Offshore providers' onshore presence 3 Clear shared value A free trade' model or protectionism? Achieving a win/win Building on trust through shared expectations and objectives The root causes of loss Staying in line Avoiding contract squeeze' Understanding success and not overselling it Where has that A team gone? Getting it in black and white The value of consistency Procurement v. relationship building Third-party coaching: extracting value or destroying it? Pre-negotiation workshops Evaluating the business case through M&A principles Stress-testing the value proposition Moving forward 4 Value-based negotiation Procurement or partnership? Creating a clear two-way view of strategy Unasked questions Lining up the goalposts Discovery: beware nasty surprises Understanding assumptions and motivations Regular project updates as with M&A Can you work with these people? The human factor Internal SLAs: a step in the right direction Controllable, not autonomous From the customer's viewpoint Avoiding legalese Revisiting the value case even to breaking point Homeopathy or surgery? Review and review again Alignment for a win/win 5 Moving to the new way of thinking Openness or secrecy? Setting the pattern of communication A coherent story The role of FAQs Change + uncertainty = pain Governance and controls: be holistic and rigorous Documenting the start and end state Contract v. relationship Avoiding winners and losers Crystallizing the benefits The supplier's revenge Maintaining the balance of value and pain What gets left behind? Leaving dysfunction behind Reasonable retention not too much Defining and monitoring roles Making alignment resilient Linkage with users' interests User perception is reality Using intermediaries for early benchmarking External industrial metrics 6 Realizing the benefits Thinking ahead? Defining the role of he retained team Staying in command Ten key competencies correctly positioned Clear responsibilities in a shifting environment Building maturity aided by continuity Metrics for improvement Becoming a well-oiled machine? Benchmarking BPO: a do-it-yourself approach SLAs: meaningful outputs Towards metric-based gain sharing A hierarchy of measurement Relationship and contract management: the role of governance Service beyond KPIs: the willingness to flex A return to grace and favour' projects? Brand damage: consequential losses by another name? Ongoing access to innovation The power to escalate Managing future risks through flexibility Mutual openness for mutual benefits The role of trust brokers' Suppliers' executive: the need for maturity and vision Towards a joint approach Managing the investment markets Executive challenges for suppliers 7 Conclusion: A smarter executive tool A sourcing revolution? At the frontier Societies in competition The philosophy of sourcing The supplier of the future and the sourcing web' Creating complementary flexibility through the new generation of suppliers Making strategy cut both ways Hybris culture not bastardized culture From cost, to quality to innovation A structure for improving quality Breaking the gridlock Shared benefits from innovation A sharper tool From deal to life cycle Underwriting the responsibilities The future: strategy, sourcing and shareholder activism A global shift Investor vigilance extends from M&A to outsourcing Shoulder to shoulder 8 Are you ready to outsource? 9 Five key areas to focus on Specialist section 1: Financial engineering Specialist section 2: Legal issues Specialist section 3: Communication issues Specialist section 4: Human resource issues Specialist section 5: Taxes 10 The outsourcing experience Case study 1: Fin-Force Case study 2: GECIS Case study 3: J. Sainsbury Case study 4: Aegon/GRE Case study 5: BP Case study 6: Nextel Communications Case study 7: JP Morgan Case study 8: BT/Accenture HR outsourcing Index

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Cena 278,25 PLN
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