ORPP logo
Image from Google Jackets

Nine Keys to World-Class Business Process Outsourcing.

By: Contributor(s): Material type: TextTextSeries: Criminal Practice SeriesPublisher: London : Bloomsbury Publishing Plc, 2015Copyright date: ©2015Edition: 1st edDescription: 1 online resource (265 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781472918505
Subject(s): Genre/Form: Additional physical formats: Print version:: Nine Keys to World-Class Business Process OutsourcingDDC classification:
  • 658.4058
LOC classification:
  • KJE6071
Online resources:
Contents:
Cover -- HalfTitle -- Title -- Copyright -- Contents -- List of figures -- List of tables -- Professional credits -- Acknowledgements -- Foreword -- Introduction: Outsourcingas evolution -- Chapter 1 Introducing the nine keys to world-class BPO1 -- 1.1. Introduction -- 1.2. The BPO report card -- 1.3. Sourcing practices that lead to good performance -- 1.4. The nine keys to world-class performance -- 1.5. Lessons learned -- Chapter 2 . Key 1: Assign a great leadership pair -- 2.1. Introduction -- 2.2. The ten attributes of effective leadership pairs -- 2.3. Rating the leadership pair attributes -- 2.4. Case studies: How leaders transform BPO performance -- 2.5. Leadership teams - the role of middle managers -- 2.6. Conclusion -- Chapter 3 . Key 2: Focus on business and strategic benefits beyond cost efficiencies -- 3.1. Introduction -- 3.2. Outsourcing aspirations -- 3.3. Business value -- 3.4. Cost plus innovation -- 3.5. Global sourcing evolution -- 3.6. Inviting providers into the strategic tent -- 3.7. Conclusion -- Chapter 4 . Key 3: Drive strong ­transition, transformation and change management capabilities -- 4.1. Introduction -- 4.2. Transformation management capability -- 4.3. Transition management capability -- 4.4. Ongoing change management -- 4.5. Conclusion -- Chapter 5 . Key 4: Adopt a partnering approach to governance -- 5.1. Introduction -- 5.2. The partnership view -- 5.3. Partnering behaviours -- 5.4. Conclusion -- Chapter 6 . Key 5: Align the retained organization, outsourced processes and provider staff -- 6.1. Introduction -- 6.2. Structures transformed from 'pyramids' to 'diamonds' -- 6.3. Employees transformed from 'back-office' doers to 'front-office' service coordinators -- 6.4. Internal clients transformed from 'users' to 'customers'.
6.5. Provider relationships transformed from 'them' to 'us' -- 6.6. Conclusion -- Chapter 7 . Key 6: Resolve issues together and conflicts fairly -- 7.1. Introduction -- 7.2. Principles of collaborative problem-solving -- 7.3. Problems that arise in BPO relationships -- 7.4. Stories of service issues -- 7.5. Stories of relationship traumas -- 7.6. Stories of commercial conflicts -- 7.7. Conclusion -- Chapter 8 . Key 7: Use technology as enabler and accelerator of performance -- 8.1. Introduction -- 8.2. Self-service portals -- 8.3. Automation -- 8.4. Business analytics and forecasting tools -- 8.5. Workflow tools -- 8.6. Governance tools -- 8.7. Cloud delivery -- 8.8. Conclusion -- Chapter 9 . Key 8: Deploy domain expertise and business analytics -- 9.1. Introduction -- 9.2. The case of a grocery retailer -- 9.3. The case of an aircraft engine manufacturer -- 9.4. The case of reducing healthcare claim errors -- 9.5. Conclusion -- Chapter 10 . Key 9: Prioritize and incent innovation -- 10.1. Introduction -- 10.2. Definitions and examples on innovations -- 10.3. Incenting innovation -- 10.4. Delivering innovation -- 10.5. Conclusion -- Chapter 11 . Microsoft case study: Engaging a BPO provider to help create OneFinance -- 11.1. Introduction -- 11.2. Key 1: Assign a greatleadership pair -- 11.3. Key 2: Focus on business andstrategic benefits beyond cost efficiencies -- 11.4. Key 3: Drive strong transition,transformational and change managementcapabilities -- 11.5. Key 4: Adopt a partneringapproach to governance -- 11.6. Key 5: Align the retainedorganization, outsourced processesand provider staff -- 11.7. Key 6: Resolve issuestogether and conflicts fairly -- 11.8. Key 7: Use technology asenabler and accelerator of performance -- 11.9. Key 8: Deploy domain expertiseand business analytics.
11.10. Key 9: Prioritize and incentinnovation -- 11.11. Conclusion -- Chapter 12 . BP case study: Reclaiming world-class performance -- 12.1. Introduction -- 12.2. BP's history of outsourcing -- 12.3. Key 1: Assign agreat leadership pair -- 12.4. Key 2: Focus on business andstrategic benefits beyond cost efficiencies -- 12.5. Key 3: Drive strong transition,transformational and change managementcapabilities -- 12.6. Key 4: Adopt a partneringapproach to governance -- 12.7. Key 5: Align the retainedorganization, outsourced processes andprovider staff -- 12.8. Key 6: Resolve issuestogether and conflicts fairly -- 12.9. Key 7: Prioritize and incentinnovation -- 12.10. Conclusion -- Chapter 13 . EMC case study: Journey to world-class performance -- 13.1. Introduction -- 13.2. Key 1: Assign a greatleadership pair -- 13.3. Key 2: Focus on business andstrategic benefits beyond cost efficiencies -- 13.4. Key 3: Drive strong transition,transformational and change managementcapabilities -- 13.5. Key 4: Adopt a partneringapproach to governance -- 13.6. Key 5: Align the retainedorganization, outsourced processes andprovider staff -- 13.7. Key 6: Resolve issues togetherand conflicts fairly -- 13.8. Key 7: Use technology asenabler and accelerator of performance -- 13.9. Key 8: Deploy domain expertiseand business analytics -- 13.10. Key 9: Prioritize and incentinnovation -- 13.11. Conclusion -- Chapter 14 . TalkTalk case study: Transforming a vendor into a partner -- 14.1. Introduction -- 14.2. TalkTalk's history -- 14.3. Key 1: Assign a greatleadership pair -- 14.4. Key 2: Focus on business andstrategic benefits beyond cost efficiencies -- 14.5. Key 3: Drive strong transition,transformational and change managementcapabilities -- 14.6. Key 4: Adopt a partneringapproach to governance.
14.7. Key 5: Align the retainedorganization, outsourced processes andprovider staff -- 14.8. Key 6: Resolve issues togetherand conflicts fairly -- 14.9. Key 7: Deploy domain expertiseand business analytics -- 14.10. Key 8: Prioritize andincent innovation -- 14.11. Case discussion -- 14.12. Conclusion -- Appendix A Research base and method -- Appendix B Assessing leadership pair effectiveness -- Index.
Summary: Business Process Outsourcing (BPO)-the sourcing of business services through external third parties-is a global phenomenon, which generated nearly 300 billion worldwide in 2012. BPO is highly IT-enabled, and on a growth trajectory that impacts across functions of major, medium and small enterprises, including procurement, human resources, accounting and finance, sales, marketing, legal, asset management and key administrative processes. Despite this size and spread, BPO services and the ability of clients to manage their providers, are still evolving and have a mixed record. In the course of their research, the authors have found only 20% of outsourcing arrangements are world-class performers. A further 25% are 'good', 40% are 'OK' and 15% are 'poor'. This book pinpoints and describes in detail the effective practices that characterize the top global BPO performers, including Microsoft, BP, EMC and TalkTalk. The authors provide case illustrations and examples throughout of how world-class practices were generated and evolved, and how they can be applied to real life settings and problem areas.
Tags from this library: No tags from this library for this title. Log in to add tags.
Star ratings
    Average rating: 0.0 (0 votes)
No physical items for this record

Cover -- HalfTitle -- Title -- Copyright -- Contents -- List of figures -- List of tables -- Professional credits -- Acknowledgements -- Foreword -- Introduction: Outsourcingas evolution -- Chapter 1 Introducing the nine keys to world-class BPO1 -- 1.1. Introduction -- 1.2. The BPO report card -- 1.3. Sourcing practices that lead to good performance -- 1.4. The nine keys to world-class performance -- 1.5. Lessons learned -- Chapter 2 . Key 1: Assign a great leadership pair -- 2.1. Introduction -- 2.2. The ten attributes of effective leadership pairs -- 2.3. Rating the leadership pair attributes -- 2.4. Case studies: How leaders transform BPO performance -- 2.5. Leadership teams - the role of middle managers -- 2.6. Conclusion -- Chapter 3 . Key 2: Focus on business and strategic benefits beyond cost efficiencies -- 3.1. Introduction -- 3.2. Outsourcing aspirations -- 3.3. Business value -- 3.4. Cost plus innovation -- 3.5. Global sourcing evolution -- 3.6. Inviting providers into the strategic tent -- 3.7. Conclusion -- Chapter 4 . Key 3: Drive strong ­transition, transformation and change management capabilities -- 4.1. Introduction -- 4.2. Transformation management capability -- 4.3. Transition management capability -- 4.4. Ongoing change management -- 4.5. Conclusion -- Chapter 5 . Key 4: Adopt a partnering approach to governance -- 5.1. Introduction -- 5.2. The partnership view -- 5.3. Partnering behaviours -- 5.4. Conclusion -- Chapter 6 . Key 5: Align the retained organization, outsourced processes and provider staff -- 6.1. Introduction -- 6.2. Structures transformed from 'pyramids' to 'diamonds' -- 6.3. Employees transformed from 'back-office' doers to 'front-office' service coordinators -- 6.4. Internal clients transformed from 'users' to 'customers'.

6.5. Provider relationships transformed from 'them' to 'us' -- 6.6. Conclusion -- Chapter 7 . Key 6: Resolve issues together and conflicts fairly -- 7.1. Introduction -- 7.2. Principles of collaborative problem-solving -- 7.3. Problems that arise in BPO relationships -- 7.4. Stories of service issues -- 7.5. Stories of relationship traumas -- 7.6. Stories of commercial conflicts -- 7.7. Conclusion -- Chapter 8 . Key 7: Use technology as enabler and accelerator of performance -- 8.1. Introduction -- 8.2. Self-service portals -- 8.3. Automation -- 8.4. Business analytics and forecasting tools -- 8.5. Workflow tools -- 8.6. Governance tools -- 8.7. Cloud delivery -- 8.8. Conclusion -- Chapter 9 . Key 8: Deploy domain expertise and business analytics -- 9.1. Introduction -- 9.2. The case of a grocery retailer -- 9.3. The case of an aircraft engine manufacturer -- 9.4. The case of reducing healthcare claim errors -- 9.5. Conclusion -- Chapter 10 . Key 9: Prioritize and incent innovation -- 10.1. Introduction -- 10.2. Definitions and examples on innovations -- 10.3. Incenting innovation -- 10.4. Delivering innovation -- 10.5. Conclusion -- Chapter 11 . Microsoft case study: Engaging a BPO provider to help create OneFinance -- 11.1. Introduction -- 11.2. Key 1: Assign a greatleadership pair -- 11.3. Key 2: Focus on business andstrategic benefits beyond cost efficiencies -- 11.4. Key 3: Drive strong transition,transformational and change managementcapabilities -- 11.5. Key 4: Adopt a partneringapproach to governance -- 11.6. Key 5: Align the retainedorganization, outsourced processesand provider staff -- 11.7. Key 6: Resolve issuestogether and conflicts fairly -- 11.8. Key 7: Use technology asenabler and accelerator of performance -- 11.9. Key 8: Deploy domain expertiseand business analytics.

11.10. Key 9: Prioritize and incentinnovation -- 11.11. Conclusion -- Chapter 12 . BP case study: Reclaiming world-class performance -- 12.1. Introduction -- 12.2. BP's history of outsourcing -- 12.3. Key 1: Assign agreat leadership pair -- 12.4. Key 2: Focus on business andstrategic benefits beyond cost efficiencies -- 12.5. Key 3: Drive strong transition,transformational and change managementcapabilities -- 12.6. Key 4: Adopt a partneringapproach to governance -- 12.7. Key 5: Align the retainedorganization, outsourced processes andprovider staff -- 12.8. Key 6: Resolve issuestogether and conflicts fairly -- 12.9. Key 7: Prioritize and incentinnovation -- 12.10. Conclusion -- Chapter 13 . EMC case study: Journey to world-class performance -- 13.1. Introduction -- 13.2. Key 1: Assign a greatleadership pair -- 13.3. Key 2: Focus on business andstrategic benefits beyond cost efficiencies -- 13.4. Key 3: Drive strong transition,transformational and change managementcapabilities -- 13.5. Key 4: Adopt a partneringapproach to governance -- 13.6. Key 5: Align the retainedorganization, outsourced processes andprovider staff -- 13.7. Key 6: Resolve issues togetherand conflicts fairly -- 13.8. Key 7: Use technology asenabler and accelerator of performance -- 13.9. Key 8: Deploy domain expertiseand business analytics -- 13.10. Key 9: Prioritize and incentinnovation -- 13.11. Conclusion -- Chapter 14 . TalkTalk case study: Transforming a vendor into a partner -- 14.1. Introduction -- 14.2. TalkTalk's history -- 14.3. Key 1: Assign a greatleadership pair -- 14.4. Key 2: Focus on business andstrategic benefits beyond cost efficiencies -- 14.5. Key 3: Drive strong transition,transformational and change managementcapabilities -- 14.6. Key 4: Adopt a partneringapproach to governance.

14.7. Key 5: Align the retainedorganization, outsourced processes andprovider staff -- 14.8. Key 6: Resolve issues togetherand conflicts fairly -- 14.9. Key 7: Deploy domain expertiseand business analytics -- 14.10. Key 8: Prioritize andincent innovation -- 14.11. Case discussion -- 14.12. Conclusion -- Appendix A Research base and method -- Appendix B Assessing leadership pair effectiveness -- Index.

Business Process Outsourcing (BPO)-the sourcing of business services through external third parties-is a global phenomenon, which generated nearly 300 billion worldwide in 2012. BPO is highly IT-enabled, and on a growth trajectory that impacts across functions of major, medium and small enterprises, including procurement, human resources, accounting and finance, sales, marketing, legal, asset management and key administrative processes. Despite this size and spread, BPO services and the ability of clients to manage their providers, are still evolving and have a mixed record. In the course of their research, the authors have found only 20% of outsourcing arrangements are world-class performers. A further 25% are 'good', 40% are 'OK' and 15% are 'poor'. This book pinpoints and describes in detail the effective practices that characterize the top global BPO performers, including Microsoft, BP, EMC and TalkTalk. The authors provide case illustrations and examples throughout of how world-class practices were generated and evolved, and how they can be applied to real life settings and problem areas.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.

There are no comments on this title.

to post a comment.

© 2024 Resource Centre. All rights reserved.