| 01/09/12Multi-vendor Sourcing: Stop the Value LeakageA complex array of sourced services and service providers can make for added challenges in ensuring quality, reducing costs, and otherwise delivering the promised returns of the original shared services and outsourcing business cases. Learn how managed governance services can help. |
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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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| 02/02/11Has Manager Self-Service Gone Too Far?Online manager self-service (MSS) tools enable managers to approve employee timesheets, process a pay raise, approve an invoice payment, put an employee on leave, book a plane ticket for next month’s business trip, schedule a conference room, create a budget variance report…and the list goes on and on. But does this ever-escalating volume of self-service leave any time for managing the core business? |
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| 11/01/10Value Assurance - A Route to Optimising Your Outsourcing RelationshipToday, KPMG firms are advising organisations to invest their energy in tackling the issues in a troubled outsourcing arrangement, to maximise its value, rather than considering ending a contract which is not delivering to its full potential. But what’s the best approach to getting the most out of your outsourcing relationship? A benchmarking exercise and review of key performance indicators can show that the contract represents good value for money and is meeting targets, when in reality there may be significant room for improvement. |
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| 06/08/10Governance 2.0: New Management Tool Supports Achievement of IT Sourcing ObjectivesHow successful the implementation of an IT sourcing strategy will be is hugely dependent on the type and size of the governance structure being put in place. However, organisations have traditionally taken an ad hoc approach, using insufficient quantifiable data, if any at all, in creating an optimal retained organisation. EquaTerra's IT Governance 2.0 Framework has been developed by its Governance and Sourcing Management Practice. This framework allows organisations to achieve an optimal demand-supply structure far more successfully than has previously been possible. |
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10/20/09HRO Renewals: Best Practices and Lessons Learned from the FieldAn EquaSiis whitepaper sponsored by Convergys
New Human Resources outsourcing deals and renewals are better structured, more realistic and more likely to meet goals than deals of years past. Critical to HRO success is the management and governance of the ongoing effort to ensure that the intent of the deal is achieved. This paper provides an analysis of lessons learned and best practices from a series of HRO renewal efforts with the clients of Convergys, one of the early HRO market leaders. |
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| 07/02/09How to Help Optimize Complex, Multi-Provider Outsourcing ContractsWhile the economy remains in the doldrums, the drive to use outsourcing as a key business strategy to reduce costs and improve efficiencies is accelerating. As organizations add multiple providers, more complex governance relationships are the result. Gone are the simple days of having one outsourcing arrangement with a single provider. Today’s changing environment requires a comprehensive focus on governance or companies risk losing value from their outsourcing relationships. |
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04/03/09Best Practice in Governing Outsourcing Contracts: Establishing and Managing a Center of ExcellenceWhy Build an Outsourcing Center of Excellence?
For most companies outsourcing is an evolution. Maybe information technology (IT) is outsourced first and then the human resources or finance functions follow. As an organization gets comfortable with outsourcing, typically more and more discrete deals are put in place. These are managed by the different business units and divisions across multiple geographies, each with their own style and approach. Each of these groups possesses varying degrees of contract knowledge, governance, relationship management, reporting, risk management, opportunity identification and business case expertise. Often it is only when a portfolio becomes large enough to be on the radar of senior management that questions start being asked. |
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| 11/01/08After the Ink is Dry – How to Help Ensure Best Practice in an Outsourcing RelationshipWhat is required after the contract has been signed to make sure an outsourcing relationship works well and meets business objectives? This paper highlights three management processes and eight principles of good governance which if followed will help keep any company on the right track with their human resources (HR) outsourcing provider. |
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Research