Commentators have long debated the extent to which ‘short-termism’ (the concentration on short-term objectives for immediate profits) in business impacts both individual organisations and the wider economy. According to recent research, however, companies deliver significantly improved results when leaders manage with long-term strategic goals in mind and resist pressure from investors to focus excessively on meeting short-term financial targets.
The ever-increasing pressures from budget cuts and higher demand for services means local authorities are continuously looking at ways of delivering their services more efficiently and cost-effectively while also seeking to ensure continued high levels of service.
Recent stories by, amongst others, the BBC detailing large, well-organised and presumably very profitable scamming organisations targeting UK TalkTalk customers have hardly helped the already-lowly reputation of offshore contact centres - but may unfortunately be only the tip of a perilous iceberg.
In today’s business climate, it is innovation levels coupled with speed to market that will determine a company’s success. This was one of the reasons why, in 2016, we saw more interest in trends around optimising business processes – from automation to the as-a-service ecosystem. Businesses are looking to make the most not just of their employed staff, but also of their technology and the pure raw data that they hold.
Congratulations! It’s been three years since you decided to outsource accounts payable. Or, accounts receivable, or customer care, or payroll, or HR, or procurement, or any one of a dozen business process functions typically outsourced, in part or in full. You’ve finally stabilised operations, established consistent market standard processes, addressed the fears from the field, started realising those projected savings, and convinced IT that it is possible to improve response time without creating a horrific security breach.
"There has got to be a better way!" That’s the common lament from all aspects of the healthcare industry from providers, payers, and patients alike when talking about the relationship between those three parties. It not unusual to hear complaints like, “misaligned financial incentives”, the “tyranny of the 15-minute visit”, or it’s an “unsustainable system”.
In a multi-partner service delivery model, transparency and visibility are essential to an effective security and supplier risk management (SRM) strategy. Yet a wide range of evidence suggests that this transparency is sorely lacking in many cases. According to a study by the independent Ponemon Institute, 73 per cent of suppliers that experience a data breach don’t notify other vendors in the supply chain, while more than a third (37 per cent) of suppliers don’t notify their customers.
Ever since the 2016 elections, America’s outsourced manufacturing has consistently been front-page news. Now news stories are shifting towards the larger world of foreign imports, rather than just outsourcing. That means new policies and taxes that will impact, well, just about everything! That means all consumer goods, cars, electronics and a lot more. But what about... cartoons? Yeah… what about the Saturday morning ghetto, Hanna-Barbera, The Simpsons, and the Cartoon Network?
As regulations and consumer pressures shift and organisations are increasingly exposed to risk – reputational and beyond – the procurement industry faces a critical juncture. This dynamic has created a business environment where sustainable procurement programs are no longer just nice to have, but an integral organisational function that is responsible for protecting and improving brand reputation, driving revenue and mitigating business risk.
Over the last two decades I have had the opportunity to work with some of the largest (as well as mid-sized) enterprises who had outsourced their IT work to offshore based teams. The offshore teams themselves were either part of service providers who were domestic companies out of North America/Europe, or part of providers who were headquartered out of India (with largely a sales presence in North America/Europe).
This year will see the BPO industry transform itself in a multitude of ways, meaning that businesses must adapt or face the prospect of falling behind their competitors. With a month of 2017 already behind us, what can we expect to come to the sector over the course of the rest of the year – and beyond - in terms of new services and advances in the technology at the heart of the industry?
By virtue of the risk adverse nature of the insurance sector, the sector has not been considered to be at the vanguard in terms of the adoption of new technologies.
Outsource got together with Raleen at last October's SIG Summit in Carlsbad, California, to hear about some of the key developments in the global labour market - and how procurement departments need to refine their approach to procuring people...
Outsource: Raleen, let’s begin with an introduction… Can you tell our readers what you do at ManpowerGroup?
Undoubtedly, digital has huge potential: to fundamentally transform the business operating model; to unlock the “impossible challenge”; to greatly accelerate change; and to intimately connect a company to its customers in real time. However, digital can also expose a company’s inner contradictions, reveal hidden pockets of poor performance, and even lead to perceived core capabilities being seen as critical weaknesses.