|
List of figures and tables |
|
|
x | |
| About the authors |
|
xii | |
|
|
|
xiv | |
| Acknowledgements |
|
xv | |
| Introduction |
|
1 | (6) |
|
What business process outsourcing means |
|
|
7 | (22) |
|
|
|
7 | (1) |
|
What's the outsourcing imperative and does it work? |
|
|
8 | (4) |
|
Outsourcing: an economic imperative |
|
|
9 | (3) |
|
|
|
12 | (2) |
|
|
|
14 | (2) |
|
|
|
14 | (2) |
|
Vertical focused services |
|
|
16 | (1) |
|
|
|
16 | (3) |
|
|
|
16 | (1) |
|
|
|
17 | (2) |
|
|
|
19 | (4) |
|
|
|
19 | (1) |
|
|
|
20 | (1) |
|
|
|
21 | (1) |
|
Improvements in service level |
|
|
21 | (1) |
|
Access to large talent pool |
|
|
21 | (1) |
|
Process and product innovation |
|
|
22 | (1) |
|
Leveraging multiple time zone |
|
|
22 | (1) |
|
|
|
22 | (1) |
|
Improving the bottom line |
|
|
22 | (1) |
|
|
|
23 | (2) |
|
|
|
23 | (1) |
|
|
|
24 | (1) |
|
|
|
24 | (1) |
|
|
|
24 | (1) |
|
|
|
25 | (1) |
|
Regulatory issues concerning offshoring |
|
|
25 | (1) |
|
|
|
25 | (4) |
|
The BPO competitive landscape |
|
|
29 | (8) |
|
Various segments of the BPO market |
|
|
29 | (5) |
|
Classification by the identity of the players |
|
|
29 | (4) |
|
Classification by the nature of the activities performed by the players |
|
|
33 | (1) |
|
How the BPO market is evolving |
|
|
34 | (3) |
|
Sourcing strategy: an imperative in the connected economy |
|
|
37 | (10) |
|
Sourcing strategy: the next step after the business strategy |
|
|
38 | (2) |
|
What are the drivers of a partnership-based world? |
|
|
40 | (4) |
|
Increasing competitive thresholds due to globalization |
|
|
41 | (1) |
|
Industrialization of service value chain |
|
|
42 | (2) |
|
Various dimensions of strategic sourcing |
|
|
44 | (3) |
|
|
|
45 | (1) |
|
|
|
45 | (1) |
|
External market capability |
|
|
45 | (1) |
|
Sourcing alternatives and models |
|
|
46 | (1) |
|
|
|
46 | (1) |
|
How to develop a sourcing strategy |
|
|
47 | (41) |
|
First step: strategic gap analysis |
|
|
47 | (2) |
|
Second step: market and risk analysis |
|
|
49 | (1) |
|
Third step: market engagement alternatives |
|
|
50 | (5) |
|
|
|
52 | (1) |
|
Sourcing of capabilities or deliverables |
|
|
52 | (1) |
|
Sourcing of services or solutions |
|
|
53 | (2) |
|
Fourth step: market engagement models |
|
|
55 | (8) |
|
Proposed models for ``key activities'' |
|
|
56 | (1) |
|
Proposed models for ``potential activities'' |
|
|
57 | (1) |
|
Proposed models for ``fundamental activities'' |
|
|
58 | (2) |
|
Proposed models for ``common activities'' |
|
|
60 | (3) |
|
Fifth step: alternative scenario assessment |
|
|
63 | (2) |
|
Final step: sourcing governance |
|
|
65 | (12) |
|
|
|
77 | (11) |
|
|
|
77 | (11) |
|
Guidelines for choosing outsourcing partners |
|
|
88 | (23) |
|
Partner choices framework |
|
|
88 | (1) |
|
Defining and refining goals |
|
|
89 | (1) |
|
|
|
89 | (1) |
|
Location decision -- which country for what? |
|
|
89 | (4) |
|
Zeroing in on the partner |
|
|
93 | (1) |
|
|
|
94 | (3) |
|
Considerations - smoothing out the road blocks |
|
|
97 | (1) |
|
Key principles for win--win client relations |
|
|
97 | (2) |
|
|
|
98 | (1) |
|
|
|
98 | (1) |
|
|
|
99 | (1) |
|
|
|
99 | (9) |
|
|
|
108 | (3) |
|
What informs your decision to outsource? |
|
|
108 | (1) |
|
What do you look for in a target company? |
|
|
109 | (1) |
|
What kinds of activities have you not outsourced? |
|
|
110 | (1) |
|
Would you consider outsourcing more? What are your fears about it? |
|
|
110 | (1) |
|
|
|
111 | (7) |
|
Profit and loss perspective |
|
|
111 | (1) |
|
Balance sheet perspective |
|
|
112 | (1) |
|
Operational metrics perspective |
|
|
113 | (1) |
|
Outsourcing the finance functions |
|
|
114 | (1) |
|
The virtues and threats of virtual |
|
|
114 | (4) |
|
Sourcing investment banking research and independent stock research |
|
|
118 | (9) |
|
Regulatory changes altered the competitive landscape |
|
|
118 | (4) |
|
Equity research functions: a strong case for outsourcing |
|
|
122 | (1) |
|
Roadblocks in the way of outsourcing/offshoring research functions |
|
|
122 | (1) |
|
How are firms using the services? |
|
|
123 | (1) |
|
What operational structures? |
|
|
124 | (1) |
|
|
|
125 | (1) |
|
Learning from others' mistakes |
|
|
125 | (2) |
|
The politics of outsourcing: trends, risks and strategies |
|
|
127 | (15) |
|
The politics of offshoring |
|
|
127 | (1) |
|
Dissecting the offshore debate |
|
|
128 | (4) |
|
|
|
129 | (1) |
|
|
|
129 | (1) |
|
Security and regulatory compliance |
|
|
130 | (1) |
|
|
|
131 | (1) |
|
|
|
132 | (1) |
|
Assessing the impact so far |
|
|
133 | (4) |
|
|
|
137 | (2) |
|
Understand current and future stakeholder concerns |
|
|
137 | (1) |
|
Develop a plan for displacement management |
|
|
137 | (1) |
|
Make the case for offshoring |
|
|
138 | (1) |
|
Ensure the highest standards |
|
|
138 | (1) |
|
Align offshore plans with your CSR strategy |
|
|
139 | (1) |
|
|
|
139 | (3) |
|
The future: outsourcing, innovation and your company's and country's future growth |
|
|
142 | (33) |
|
Prosperity in the modern economy |
|
|
142 | (1) |
|
|
|
143 | (11) |
|
|
|
143 | (3) |
|
|
|
146 | (5) |
|
|
|
151 | (3) |
|
|
|
154 | (5) |
|
|
|
155 | (1) |
|
|
|
156 | (3) |
|
Sectoral change -- services |
|
|
159 | (5) |
|
|
|
159 | (2) |
|
|
|
161 | (1) |
|
|
|
162 | (2) |
|
|
|
164 | (3) |
|
|
|
164 | (2) |
|
|
|
166 | (1) |
|
Key challenges for a modern economy -- the U.K. |
|
|
167 | (5) |
|
Appendix 1: location summaries |
|
|
172 | (2) |
|
Appendix 2: the political issues |
|
|
174 | (1) |
| References |
|
175 | (2) |
| Index |
|
177 | |
Other versions by this Author
