| 12/08/11Maximising the Value of Shared Service Centres through Better People PracticesOrganisations which view their shared service centres as low cost providers of low value services are likely tolerating the underperformance of a valuable people resource. As centres’ capabilities continue to evolve, organisations are potentially missing an opportunity to improve services to internal and external customers through more empowered staff. |
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| 11/29/11IT Outsourcing: The Next GenerationIn today's IT environment, negotiating next-generation contracts is not about squeezing the lowest price from your service provider. It’s about improving operations, mitigating risk, keeping your options open and staying current with the IT market. Read this paper for the top five things to look for in contract renewals. |
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| 02/28/11The Value of Using External Advisors in Outsourcing TransactionsHow can a sourcing advisor specifically help you along your improvement journey? Organizations often assume an advisor is unnecessary and that they can successfully go it alone. In reality, a third-party advisor will help ensure a value-sustaining internal optimization effort or outsourced deal. These specialized consultancies assist in shaping and fine-tuning the right solution with an eye toward the desired future state. And by doing so, many help clients realize significant organizational run-rate savings. |
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| 01/20/11Global Legal Pulse Survey Results 2010EquaTerra is pleased to release the findings from the second edition of its annual Legal Pulse survey. Last year’s Legal Pulse survey focused on outsourcing trends in Europe, while this year it was expanded to incorporate the North American market. |
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| 06/23/09The Three Options When a HR Outsourcing (HRO) Contract Ends: Extend, Divide or TerminateWhen the end of a HR outsourcing (HRO) contract approaches, a decision has to be made. Do you extend the contract in its current form or do you decide to change the contract with the current service provider and either remove some processes or terminate it altogether? Whatever the decision, when a contract comes to an end it offers the opportunity to take a critical review of an outsourcing arrangement. If the decision to extend or terminate the contract is taken too hastily, opportunities may be missed, or the solution may be worse than the problem. It�s never too soon to think about the end of a contract and its consequences. |
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| 02/23/09Theory of Natural Selection: The Role of the Sourcing Advisor EvolvesAs the wave of economic downturn plagues most industries, many of our clients are facing critical situations impacting their internal services – layoffs, downsizing, divestitures, mergers or government investment/intervention. These executives are faced with dynamics not seen in recent history, and for most, not in their entire career. Companies that were satisfied with their internal cost structure, as recently as 3-6 months ago, are dealing with internal and external pressures – many faced with a survival, perhaps Darwinist mindset. External factors are driving our clients to take a closer look at their cost structure, service delivery teams, locations, asset base, and anything else they can do to improve their bottom line. Internal pressures often mean smaller teams are now faced with bigger challenges yet must show near-term results. There are many unknowns. |
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| 02/16/09The Three Options When an Outsourcing Contract Ends: Extend, Divide or TerminateWhen an outsourcing contract comes to an end, a decision has to be made. Do you extend the contract in its current form or do you decide to end the contract with the current service provider and either divide or terminate it? Whatever the decision, when a contract comes to an end it offers the opportunity to take a critical review of an outsourcing arrangement. If the decision to extend or terminate the contract is taken too hastily, possible opportunities may be missed, or the solution may be worse than the problem. Put simply, it's never too soon to think about the end of a contract and its consequences. |
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| 07/30/08Leading the Outsourcing Agenda: A Procurement OpportunityIn today's business environment, almost all organisations now consider outsourcing as a key management tool in delivering against ever more challenging business objectives. The Procurement function can have a major role to play in defining and implementing the outsourcing agenda, yet in many instances, it is not seen as a key contributor to the process. |
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| 04/01/08How to Effectively Resolve Sourcing Issues Through the Art of MediationDisputes and disagreements between buyers and services providers are an expected and natural aspect of any outsourcing effort. As the scale and scope of outsourcing efforts grow, so does the likelihood—but not the inevitability—of more frequent and greater disputes. There are a variety of options that buyers have at their disposal to address these disputes. One option that is often not fully understood or explored is the use of third-party mediation services. Buyers, as well as service providers, are advised to explore and understand their mediation options, as well as how to go about successfully undertaking a mediation effort, ideally in advance of when they may need to use this potential mechanism to address outsourcing disputes. |
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| 01/01/08Renegotiating Your Outsourcing Contracts: An Executive Point of ViewAs outsourcing agreements mature, legacy agreements may require renegotiation in order to adapt to increasing sophistication of best practices and changing circumstances of both the client and service provider. This executive briefing outlines the process, pitfalls and ideal outcomes of outsourcing contract renegotiation. |
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