HfS Network

Monthly Archives: Dec 2007

Will the HR function have a seat at the corporate table in 2008?

December 29, 2007 | Phil Fersht

Mark Stelzner, author of organizational-development blog Inflexion Point (and did that gravelly voice-over for Southwest Airlines) sees 2008 as a make or break year for the role of Human Resources:

"Like Toby on NBC’s The Office, HR continues to have a bad name in the eyes of business units, managers and employees.  Often viewed as either enforcers, legal risk mitigators or transactors, the human resources department is not the first place business leaders turn to for advice and guidance in meeting strategic goals and objectives.  They are generally perceived to lack basic business acumen (root cause analysis, business case skills, comparative analytics, etc.) despite years of trying to shift internal and external perception.  I believe this is a make-or-break year for HR.  If consistent, demonstrable examples of strategic value add do not break the glass ceiling in 2008, we will see the continued absorption of HR responsibilities into legal, finance, IT and outsourced service providers, effectively resurrecting the “personnel department” of old."

The HR function has been under increasing scrutiny in recent years, typified by the now-infamous 2005 Fast Company article "Why We Hate HR", by Keith Hammonds.  Stelzner does hit upon a very important point that HR strategy is becoming a core competency that is needed by managers in all corporate departments.  Any successful business manager today should have a solid grounding in HR skills when managing talent, in addition to a degree of understanding of finance to allocate and determine budget for his/her area, and some understanding on the IT needs of his/her function.  Hence, "HR strategy" is not something that is silo-ed into a single HR department, but is pervasive across an organization's management.  The HR department should be the driver and facilitator of sound HR practice across the management team, and ensure these HR practices are aligned with their organizations' strategic goals.  By demonstrating this alignment between solid HR and business performance (i.e. linking customer metrics with employee performance), HR will regain it's "seat at the table" when corporate decisions are made.  Moreover, with many businesses undergoing complex change with outsourcing, globalization and this predicted economic downturn, the role of HR has never been so important as it is today (I outlined the role HR needs to play in a company's outsourcing environment in this article for the IAOP earlier this year).

Southworst '

'    ......not yet free to have a seat at the table


Posted in: HR OutsourcingHR Strategy



Is India adapting to the Night Shift?

December 28, 2007 | Phil Fersht

A new report released by the Associated Press is highlighting the issues of outsourcing jobs on Indian workers' health.  While the report lacks any hard evidence and focuses on a handful of individual cases, data released by the Indian Council for Research on International Economic Relations estimated the cost of these increased health issues, namely sleep disorders, heart disease and depression, could amount to $200bn for the Indian economy over the next 10 years "if corrective action is not taken quickly".

As we discussed here on HFS a few weeks' ago, the business case for organizations outsourcing certain services to locations closer to home (or even at home?) is becoming increasingly appealing - especially for those services that require a high degreee of interaction between the organization and its outsourced workers (for example software development).  For those services where the offshore workers need to be operating at the same hours as US companies, for example customer support / help-desk services, the Indian workers must adapt to working swing-shifts and unsocial hours.  My concern here is that Indian culture is very family and social-centric, and these types of jobs are becoming increasingly less desirable for many workers who go into these jobs initially to enjoy the increased compensation on offer, but are quickly realizing the trade-off with their lifestyle, health and family / social issues.  As long as outsourcing providers are servicing US businesses from India that require a large degree of worker overlap, they are going to be faced with increasing issues of attrition and rising wages to keep workers in these jobs.  This is the chief reason why the Latin America region is on the cusp of a major upswing of taking on outsourced jobs that benefit from the time overlap.  At the same time, it increases the appeal of UK and European-centric services being run out of India, where the time differences are far less oppressive on the offshore workers. 

These health and social issues are very symptomatic of a developing economy like India - and my only surprise is the speed at which they are happening.  I believe these issues will only be magnified when work is outsourced from US businesses to China, where the time differentials are even more brutal, and the language issues much tougher.  That is one of the principal reasons why China is (and will continue to be) far more successful at taking on services such as engineering and manufacturing, where these worker interaction issues between offshore staff and Western organizations and their customers are less crucial. 

Indiainc_2   '


Is India growing up too quickly?

Posted in: Captives and Shared Services StrategiesHR StrategyIT Outsourcing / IT Services



The 2008 Presidential Election and Outsourcing

December 25, 2007 | Phil Fersht

Am going to start following the main candidates for the 2008 Presidential Election closely to dissect what (if anything) they plan to do to promote / restrict outsourcing services if they get elected.  While they all need to be seen to be openly "protecting" US jobs, they also need to protect the motives of business leaders, many of whom have a vested interested in outsourcing and fund the campaigns of the hopeful candidates.  In the meantime, I thought it would be interesting to have a "reverse poll" and get your take on who you would LEAST like to see in the Whitehouse next year (as we're so spoiled for choice, you can select your two most unlikeable candidates).  Vote on the scrollbar to the left. 

Let's keep this conversation rolling...

Posted in: Business Process Outsourcing (BPO)



Outsourcing Predictions for 2008... in a nutshell

December 24, 2007 | Phil Fersht

2008_in_a_nutshell Let's not beat around the bush...here's what happening next year:

1) Offshoring panic will continue, but will force providers to innovate. Concerns over the appreciating rupee, weakening dollar, wage inflation and employee attrition will continue to have a powerful impact on the global outsourcing industry.  As highlighted here earlier this year, the onus on the leading outsourcing providers is to focus on building constant ongoing efficiency and dynamic working environments for their staff, price their engagements on business services as opposed to offshore staff wages, and expand their delivery centers into other low-cost global locales like Latin America, Philippines and South East Asia to minimize the risk from their offshore delivery models.

2) The standardization of technology platforms within Business Process Outsourcing (BPO) engagements will take center stage.  You have to take your hat off to SAP for recognizing the significant opportunity BPO is providing for the leading ERP vendors.  They invested significantly in implementing programs for the BPO service providers to deliver outsourced services on their platform three years' ago, recognizing that the future success of BPO lies in standardizing processes across business functions and global regions.  And how else can you do that without having common processes underpinned by standardized technology platforms?  Oracle has also followed suit more recently, as it too has realized it must compete for business with firms looking to moved towards an outsourced end-state.  To put it quite simply, when you are moving processes into the hands of a third party, or offshore, it is much easier to train staff to manage these process for you if they are well documented and are underpinned by software that staff can be quickly trained to use.  It is much easier to find staff who are, for example, familiar with running reports from Oracle financials, or SAP R/3, which significantly lowers the risk of staff attrition, and also allows for outsourcing providers to hire fresh graduates and train them on standard tools and processes, many of which they already gained experience with during college, or in their previous employment.

3) Intense competition among the IT Outsourcing vendors will drive the uptake of Remote Infrastructure Management (RIM).   Up until this year, the growth of RIM - the management of a company's databases, desktops, servers, networks, security and applications from a remote location - has been timid.  However, with the majority of IT infrastructure now manageable from a remote location, it is making less sense for firms to engage in outsourcing engagements where the vendors supply all the kit.  Of course, vendors can command higher fees if they are also supplying the hardware and applications, but they are also footing the bill for asset depreciation and renewal.  With so many vendors competing for a piece of the ITO pie, RIM provides an aggressive entry point for the ambitious offshore providers, for example Satyam, HCL, Patni and Cognizant, to compete with the traditional incumbent ITO vendors.  These companies will be prepared to bid for much smaller contracts to gain a foothold in the market and build operational scale (remember the 90's when the US IT services giants unwittingly let Wipro, Infosys and TCS jump into the IT services game...).  What's more, enterprises can explore RIM solutions on a piecemeal basis and do not have to go for a "big-bang" approach;  outsourcing solutions have often proved more successful where firms can try out one or two processes to begin with.

4) Adoption of Business Process Outsourcing will continue to grow, but at a slower - more cautious pace.  The early wave of Human Resources Outsourcing (HRO) deals was centered on multiple processes across multiple geographies being bundled in a single contract, where the HRO provider delivered multi-lingual services and often multiple technology platforms.  2007 pretty much signaled the end of an era, with the J&J / Convergys HRO engagement being the only end-to-end HRO global mega-deal of note.  However, we did see a plethora of smaller-scope engagements which covered payroll, benefits administration and HR-IT areas.  Expect these to continue in 2008 as providers refine their delivery models and include more offshore services to support HR processes, but the day of the large, global, complex HRO engagement is very much fading.

Finance & Accounting Outsourcing (FAO) has enjoyed unprecedented growth over the last three years as firms take advantage of low-cost offshore services.  However, 2008 will see a slowdown in the 30%+ growth spurt as the leading providers ingest a lot of the recent business they have taken on, and look to build efficiencies in their delivery models that take advantage of better technology, more standardized processes, and incorporate new locations - namely Latin America.  Expect more modest growth in 2008, in the region of 10%.

Procurement Outsourcing (PO) will continue to be adopted at a slow, but steady pace, and will be increasingly bundled onto existing FAO engagements as many of the more experienced adopters seek to add more indirect spend management processes into their outsourced portfolio.  Like HRO, the offshore vendors are learning how to service these processes more effectively, and expect this to be a driver for more adoption next year.

5) An economic downturn will accelerate some outsourcing adoption.  As we so colorfully debated here, each outsourcing inflection point has been driven by urgent financial needs of companies to curtail expenditure on general and administrative functions.  The waves of ITO deals in the early '90s, HRO and ITO deals after 9/11, were primarily driven by the need for buyers to experience a "quick fix" with their costs, combined with ambitious provider pricing designed to have immediate financial benefit to clients.  The more recent wave of FAO deals has been driven by manufacturing, automotive and consumer businesses under serious competitive pressures.  However, the relative economic comfort of recent years has allowed many enterprises to take more time over their sourcing decisions, and adopt a more "start-small" exploratory approach to understand what works for them.  When you look at the anatomy of outsourcing expenditure over the last couple of years, we have seen a surge in smaller contracts that do not make the media radar.  Outsourcing is a complex business, so why should a company enter into huge multiple-process outsourcing engagements, when it can afford to take it's time a move out select functions on an incremental basis.  However, as we stare hard at the prospect of an economic downturn in 2008, will we see companies step up their urgency to cut costs?  Is the maturing provider landscape ready to take on a new wave of more complex services?  I believe it is. 

2008_predictions '

One of the toughest years to predict?

Posted in: Finance & Accounting BPOHR OutsourcingIT Outsourcing / IT Services



Globalization of labor and outsourcing will dominate Human Capital strategy in 2008

December 22, 2007 | Phil Fersht

Worldatworklogo An interesting study conducted by WorldatWork, one of the leading HR executive organizations for F500 companies, has cited firms' abilities to deploy a global strategy towards its workforce, the advancement of technology and the increase in outsourcing as having core implication for workforces in 2008. 

"Organizations will look for ways to pull jobs apart to find pieces to outsource. Thought must be given to the motivation of workers assigned pieces of the work."

No great surprises here, but hearing the "O" issue becoming so prevalently and openly debated by one of the most reputable HR bodies is a step forward.  The majority of other leading HR bodies are still sweeping the importance of outsourcing under the carpet, so it's a significant mind-shift to see it reaching the top of the HR agenda.  I discussed here the crucial role HR strategy must take on when companies go through the outsourcing process (earlier this year).

Posted in: HR OutsourcingHR Strategy



Outsourcing innovation at Burger King

December 18, 2007 | Phil Fersht

Burger King is certainly stepping up its customer retention initatives, as typified with this creative new campaign highlighted by the Human Capitalist.  Not only is the fast food giant driving customer loyalty, but it also is leveraging the latest sourcing models to drive down costs and improve the customer experience....

Posted in: Absolutely Meaningless Comedy



New faces of Finance and Accounting Outsourcing

December 17, 2007 | Phil Fersht

It's been quite a year in the world of FAO, with a current of deal activity, new entrants into the industry and a lot of new faces to drive the business and address the market (some of whom we highlighted back in May).  I wanted to mention a few characters who are making some waves:

Henry N. Schweppe III is adding fizz to IBM's F&A Managed Business Process Services.  Henry is a keen golfer, and is so good they gave him Roman numerals after his name like this guy. '

Henry_1204_0018_2 '

Schweppe III



Accenture has accepted the cultural divide across the pond and put Tony Chambliss in charge of the Americas and Jean Pierre Bokobza, Europe.  When I learn more about these guys, I will embarrass them further.

Cap Gemini is still refusing to admit there are any such cultural issues and has flown Brit David Poole in from the UK to get some traction with Uncle Sam.  David likes burgers and cold windy weather - so Chicago it is for him.....  David uses the title "Deputy CEO" for Cap's BPO business, so I guess he's being positioned as some sort of Sheriff.  Not to be outdone, David Kaminski has also joined Cap's US business to drive their F&A solutions, previously leading Microsoft's global financial services business line.

David1poole2 '

David Poole (before his first Chicago winter)



ACS has made a sharp appointment in Ron Gillette to "lead and transform its global F&A Outsourcing business".  Ron comes from Accenture, where he was a senior partner for its outsourcing business.  Ron's headshot is in black and white so assume he's 10 years' older than this...*grin*.

Ron_gillette '

Gillette... the best ACS could get



Ritesh Idnani has played a particularly active role leading Infosys BPO's market and business development, including closing their major F&A engagement with Philips earlier this year.  Ritesh is a keen racer of fast cars and loves rock music, so quite what he's doing in accounting services is beyond me....

Riteshidnani '

Idnani... accounting for life in the fast lane



Ritesh's former colleague, Devesh Nayal, is now CEO for his own offshore FAO and KPO firm, CompassBPO.  Anyone who agrees to have a briefing with me at a Dunkin' Donuts deserves a mention...

Devesh '

Devesh Nayal... Dunkin' it with the best


Cognizant has been making a move into BPO of late, and has installed Kaushik Bhaumik to lead its charge into this space.  Kaushik is based on the West Coast and comes from McKinsey.

WNS has also made investments in new senior personnel, and has brought Deborah Kops on board to lead marketing and strategy.  Deborah contributed a great piece here a couple of weeks' ago.

And finally, I wanted to give a mention to Rob Sherman, who is market-maker for Vengroff Williams and Associates, one of the FAO industry's best-kept secrets, which delivers AR BPO solutions to a plethora of F500 firms.  When not modeling, Rob likes boating and ice hockey.  Again, a great fit for accounting services... *grin*.

Sherman '

Sherman at VWA (without the Aviators)

Posted in: Finance & Accounting BPOOutsourcing Heros



Hoovering up the transactional stuff... is NCO becoming the ADP of F&A Outsourcing?

December 16, 2007 | Phil Fersht

Nco Going pretty much unnoticed last week was the acquisition of receivables management firm Outsourcing Solutions Inc by the global market leader in Collections BPO, NCO Group, to create a combined accounts receivable (AR) BPO giant with revenues of $1.5 billion, and adds nearshore service center capability in Puerto Rico, Canada and Mexico to NCO's current global delivery portfolio, which includes the USA, UK, India, Australia and the Philippines.  NCO has steadily been focusing on developing offerings in reporting, analysis and budgeting areas, and now only needs to acquire a major capability in accounts payable services to boast a pretty impressive full-service F&A offering.  What's impressive about this expanding portfolio is the multiple geographic locations being developed, and the avoidance of over-reliance on India.  The added capabilities in the Philippines and Latin America put the firm in a strong position to compete for global AR contracts, service all the necessary major languages, and jostle service delivery across several low-cost locations to accommodate multiple time zones, combat attrition issues and the appreciation of currencies such as the Rupee.  NCO boasts several high-profile clients, where it delivers outsourced AR services, often as augmented offerings to existing shared services operations.

Read More »

Posted in: Finance & Accounting BPOHR Outsourcing



Is Feedjit accurate?

December 15, 2007 | Phil Fersht

To emphasize the global nature of outsourcing, I downloaded this fancy "Feedjit" widget onto the blog the other day to show a regional map of visitors to this site (see left column).  I was excited to see visitors from places as far flung as China, Belarus, Sweden, Malaysia, Brazil and Australia, but started to get concerned when I got a hit from....er.... CANADA?

What's going on - I didn't think that Internet thing had made it up there yet?  I must complain to Feedjit about the accuracy of this tool "grin*...



Mooses for Sources next?

Posted in: Absolutely Meaningless Comedy



Annoyances at work that make you cranky...

December 12, 2007 | Phil Fersht

OK... I didn't get middle-seated today, but having had successive days of dental work, overdoses of Novocaine, followed by blood-work... then slipping on ice and spraining my ankle, I am a leetle beet cranky..... so here we go:

People who NEVER do any work, but always complain how busy they are;

People who pretend to be your best pal to get you to do them something, then you never hear from them again;

People who are constantly "selling", to the point where you have no clue who they are anymore;

Company politics...aargh (what more can I say);

Project managers;

People who hide the fact they have limited knowledge in something by gibbering a load of b******* to the point that everyone in the room switches off;

People who are constantly re-arranging a meeting, when the amount of time they spend re-arranging the damn thing, they could have just called you and had the necessary discussion (besides, how can their schedule be so packed if they are sitting in front of outlook all day);

People who cancel meetings at the last minute - ALL the time;

People who accept meeting invitations and blow you off with no explanation;

People who try to make you look incompetent;

Project managers;

Former colleagues who simply "must get together for a drink" and ALWAYS take a rain check at the last minute;

People who keep changing their mind to the point that you want to throttle them;

People with ADD (I may fall into this one too....);

People who fly somewhere for an internal meeting they could just have easily have had on the phone;

People who fly 1st class for sub- 2hour trips;

People who leave their cellphones on their desks when they wander off somewhere and subject you to a very cheesy ring-tone;

People who eat some stinky microwaved meal at their desk and pollute the entire area;

People who have to run to Starbucks every hour;

People who just aren't very nice;

Sales people who take credit for anything that got sold, even though all they did was process the PO;

People who start using their Blackberry while you are talking to them;

Europeans who drop everything at 5.00pm... (I'm a Euro, so can get away with saying that...);

Project managers;

People who complain all the time, then claim that YOU complain a lot to someone else.....

OK.. that's enough!


Early morning photo....

Posted in: Absolutely Meaningless Comedy



Cost reduction is not the only medicine many companies need in these times

December 11, 2007 | Phil Fersht

The recent post "Will an economic downturn spark a new wave of outsourcing growth" provoked several differing views on how outsourcing will be impacted by a potential economic downturn:


My good friend David Sheinfeld, who wrote a great piece here back in May, has contributed some very forthright views regarding how an economic downturn will impact the BPO industry and the fact that cost reduction is not the only medicine many companies need in these times... take it away David:

So much has been made of the downturn in the economy and the credit crunch that it is hard to believe that any industry stands to gain over the short term let alone the BPO market.  But as they say with every downturn, an opportunity is created.  The traditional story line sounds something like this; the company’s outlook is bleak and its financial model is flawed. 

Read More »

Posted in: Captives and Shared Services Strategies



Build, operate ... and er... sell?

December 08, 2007 | Phil Fersht

Aviva_jpg A small handful of enterprises have pursued a strategy of "Build-Operate-Transfer" (BOT), whereby they engage a service provider to develop a captive service center (normally offshore) for them.  The service provider will utilize its experience and resources to hire the personnel, source and acquire the infrastructure, develop the center, manage the knowledge-transfer activities and get it up and running - a process which will take 2-3 years to become fully operational and running in a stable state.  The advantage of this model is that the enterprise has the future option-value to decide whether to retain the service center as its own "captive" operation, or sell off to an outsourcing provider to manage the services for them in a fully-outsourced arrangement.  The disadvantage of this is the cost of doing so... outsourcing vendors won't want to build service centers for other firms if they can't leverage those facilities to service other customers - the model isn't very scalable and doesn't help them develop their delivery resources to expand their outsourcing business.  Hence, they will only enter into these arrangements if there is a tidy pile of profit on offer for doing so.  The enterprise needs to decide whether it is worth the investment, or, alternatively, explore the trade-off of moving down the less-expensive direct outsourcing route.

However, one high-profile foray into BOT - that of Aviva, the UK-based Insurance giant, appears to be turning into a highly lucrative venture for the firm, according to a recent article in The Economic Times.  With the insurance sector poised to become a hot-bed of BPO adoption, Aviva finds itself in the lucrative position of having several top tier BPO providers vying for its service center, and thus acquire a quick-fire delivery capability to sell insurance BPO services to other customers.  Aviva, could - of course - seek to commercialize its own captive to become a BPO provider in its own right (like Genpact did when GE spun out the business, and WNS from British Airways), or alternatively, the insurance firm could choose to focus on delivering insurance as its core business, and sell of its offshore operations at a tidy profit to an outsourcing provider, as the article suggests.  Not a bad piece of business for Aviva, for being a pioneer in developing offshore delivery expertise before most of its competitors. 

Posted in: Uncategorized



Is the world really that "flat"?

December 08, 2007 | Phil Fersht

This will provoke some heavy thinking... if we could turn the population of the earth into a small community of 100 people, keeping the same proportions we have today, it would be something like this.....

Posted in: Business Process Outsourcing (BPO)



Nearshoring software development to Mexico

December 05, 2007 | Phil Fersht

Word on the street at the moment is that several of the leading outsourcing vendors are searching for clients who want to develop resources in Central and South America.  This is especially the case for services that require a higher degree of staff interaction and time overlap, for example software development, HR and finance processes.  I'm not unusually one for commercials, but I was sent this cute clip - for a small software development outsourcing firm called Nearsoft  - which comes up with some very compelling arguments for nearshoring software development work to Mexico for Californian businesses; namely that Mexican nearshoring costs on average 65% of the US costs, compared to 85% for Indian costs for software development services.  The principal reasons are as follows:

  • Wages rates are comparable
  • Little need to relocate staff into the US
  • No need for "bridge teams" which spend their time overlapping development work with both onshore and offshore teams
  • Productivity - for every 2 US engineers, 3 Indian engineers are needed to combat staff attrition and less experienced staff
  • Staff travel costs are far lower for nearshore
  • Staff attrition is lower in Mexico
  • IP protection is stronger under the NAFTA laws
  • Staff visas are easier and cheaper to acquire under NAFTA visas.

While many of these points make a lot of sense, Nearsoft overlooks the issue of talent availability in Mexico and other central American locales, which is my number one concern.  Moreover, the productivity issue is debatable.  But there is little doubt the LAT-AM nearshore argument is becoming more and more compelling by the day with an ever-weakening dollar and no slowdown with offshore staff attrition rates.

Posted in: IT Outsourcing / IT ServicesSourcing Locations



Will an economic downturn spark a new wave of outsourcing growth?

December 02, 2007 | Phil Fersht

Future_outsourcing_3 These are interesting times in the outsourcing world, as typified by Peter Allen's post last week, where he mentions sporadic, stuttering growth as the leading Indian providers look to gain footholds in the market, and a slowdown in the number of mega-outsourcing deals being signed with the incumbent outsourcing behemoths.  However, we have to look at the underlying drivers behind outsourcing to understand what is going on:

1) Large global enterprises are taking a gradual approach to outsourcing growth.  Most of the FORTUNE 1000 enterprises have their own offshore captives and want to optimize what they have internally before moving more processes over to a third party provider.  Whereas IT outsourcing is relatively mature, the approach of most global enterprises towards BPO is still cautious.  Bottom-line, firms are still exploring which processes are appropriate for outsourcing, versus ones they should keep inhouse. 

2) The service delivery landscape is still maturing.  Whereas moving administrative processes like payroll, accounts payable, benefits admin, loans/claims processing is now a slam-dunk, the onus is moving towards companies sending out higher-value - and higher-cost - process to third-parties that require some degree of business insight, executive contact and critical-thinking.   The financial business cases to outsource are normally very compelling when examined on a straight cost/employee basis, but the bigger issue is the capability of the outsourcing provider to take on these services, and the expertise of the buyer to execute an outsourcing transition successfully and design a retained infrastructure.  While the value proposition is there, the service provider landscape is still in the phase of proving its capability do deliver.  Remember, it took the ITO industry 20 years to get to a stage of relative maturity, and true BPO is barely a decade old.

3) The recent years of economic prosperity have eroded the urgency of many buyers.  Each outsourcing "wave" has been driven by urgent financial needs of companies to curtail expenditure on SG&A.  The waves of ITO deals in the early '90s, HRO and ITO deals after 9/11, were primarily driven by the need for buyers to experience a "quick fix" with their costs, combined with ambitious provider pricing designed to have immediate financial benefit to clients.  The more recent wave of FAO deals has been driven by manufacturing, automotive and consumer businesses under serious competitive pressures.  However, the relative economic comfort of recent years has allowed many enterprises to take more time over their sourcing decisions, and adopt a more "start-small" exploratory approach to understand what works for them.  When you look at the anatomy of outsourcing expenditure over the last couple of years, we have seen a surge in smaller contracts that do not make the media radar.  BPO is a complex business, so why should a company enter into huge multiple-process outsourcing engagements, when it can afford to take it's time a move out select functions on an incremental basis.  However, as we stare hard at the prospect of an economic downturn in 2008, will we see companies step up their urgency to cut costs?  Is the maturing provider landscape ready to take on a new wave of more complex services? 

History has so far proven that outsourcing has been aggressively driven by companies in financial distress during economic downturns.  This time, we may be about to witness the coming together of enterprise needs and service provider delivery capability.  Have your say and vote on the poll to the left sidebar.


Is the outsourcing industry primed to grow in a downturn?  Have your say and vote...

Posted in: Business Process Outsourcing (BPO)