As another working week draws to a close, I thought I’d take this opportunity to wave you off into your respective weekends with a couple of announcements… Those of you who are members of our LinkedIn group may already have seen some of these; those of you who aren’t are missing out! Come and join us at the increasingly archaically named ‘Outsource Magazine – Global Community’ group – knock and ye shall be received…
More and more facilities and IT organisations are outsourcing their services. They may have a lot to gain; for example, outsourcing these services can lead to leaner organisations less bogged down by technical pursuits. Unfortunately, outsourcing does not always improve efficiency, and when done badly can have a negative effect on services. The following are two examples that help explain how IT and facilities organisations handle outsourcing, and what this can mean…
Outsourcing services gone wrong
Offshore outsourcing is controversial. No news there. For over 15 years customers have been moving services offshore as part of their global souring strategy. In the early ’00s businesses couldn’t offshore quick enough. Opponents of offshoring frequently quote the loss of domestic jobs, damage to economies, poor communication and quality, while proponents insist it facilitates competition and actually makes economies more efficient. But amid the furore, there is a rise in organisations returning from offshore.
In so many ways the business world is smaller and more accessible in the modern era – a place where even tiny online companies can trade globally, where people travel for work as a matter of routine and where businesses become international by outsourcing tasks across all seven continents.
In April we celebrated Earth Day, “a movement that continues to inspire, challenge ideas, ignite passion and motivate people to action.” With the environment in mind, it seems fitting to address the realities of a paperless office, and how we can utilise automated technology to reduce waste paper.
After lunch, the group assembled back in the conference room. Most spent some time reading through the poster on the wall, looking for more clues to help them improve.
“Ready to get started,” I said, as the group grabbed their seats.
“On to people,” Tyler announced, with a tone indicating he could see the light at the end of the tunnel.
“Yes, on to the ‘People’ column in the mosaic. Just as we defined who your key customers are, we need to define the key positions and roles in your company.”
To read the first part of this article, click here.
Walking into the conference room the following week, I bumped into Jenny and Alex, two regional managers who worked for Tyler.
“Hi there, Dean,” Jenny said, smiling and walking over.
“Just looking over the big poster,” Alex said.
“You mean the mosaic, Alex,” Jenny said, correcting him.
If cooperation in client and outsourcer relationships is so highly prized, why is it so difficult to achieve?