Are some “independent” analysts the worst offenders of pay-to-play?

Having spent more than a decade in traditional analyst houses before starting a boutique research firm over four years ago, I’ve genuinely seen both sides of the coin when it comes to “pay-to-play” shenanigans with analysts.

We’ve heard all the accusations of vendors “buying” their positioning in quadrants, waves and marketscapes for years, and I’ll leave it to your own judgement what actually transpires there.  In anycase, I think most knowledgeable people just use those things as guides when they make decisions.. and do not always take them as gospel.  Am sure we get the some sniping when we run our Blueprints, even though analyst opinion only accounts for 10% of the scoring.

However, one practice I seem to be exposed to every bloody day is the blatant opinionating from a host of “independent” analysts/bloggers/pundits/consultants /influencers/journalists who all make a living from the dirty vendor marketing dollar.

Essentially, these “independents” make money using three tactics:

Tactic 1) Pay for Praise:  

The oldest model for the dollar-eager “independent”.  Simply go to vendor conferences, tweet sweet-nothings to noone in-particular (just so their marketing team notices) and write up some favorable pitch for their products/services. Then license it to them for ten grand and Bob’s yer uncle. Do one of those a month and you can eke out a meager living for not using a helluva lot of Read More »

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BPO will continue to fail miserably… without a mindset to embrace change, develop talent and tech-enable processes

Our new “Technology in BPO” study will soon reveal (stay tuned) that this industry is on the brink of a significant, radical overhaul to its very core value proposition.  Quite simply, when we look at the current performance of BPO engagements today, the results are more than depressing, but the encouraging news is that half of today’s clients are not expecting to settle for this status quo:

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Where BPO is performing well (green). The positive news for the BPO industry is that providers are proving effective at delivering the principal two table-stakes of BPO:  (1) delivering the standard basic operations, and (2) meeting the pre-agreed contractual cost reduction targets for clients on more that six out of every ten engagements.

Where BPO performance is average (amber).  Encouragingly, half of BPO buyers are pleased with the efforts their providers’ leaders are making collaborating well with their own leadership, a recent trend we have observed where senior provider executives are getting more hands-on with their clients, as opposed to disappearing from sight the moment the contract ink is dry.  This is positive news for buyers which need to discuss how evolve their BPO value beyond very basic service provision and gain senior buy-in.  In addition, it is reassuring that more than half of buyers are pleased with the specific industry process knowledge their providers are bringing to the table – an area that has proved much more disappointing in past studies.

Where BPO is struggling (red).  The areas in the red box give serious cause for concern regarding the potential of the vast majority of today’s BPO engagements.  When you consider that many of the leading BPO providers today are significant IT services firms, it is staggering that over half of buyers Read More »

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Three make Winner’s Circle for Multi-tower HR Outsourcing: NGA, Aon Hewitt and ADP

When God invented broad-scale multi-process outsourcing for the back office in the 1990′s, a big chunk of the Global 2000 leapt up screaming “Please take our HR! Please fix it – Oh and save us 20% off the bottom-line while you’re at it”.

Lo and behold, by 2006, more than 300 major enterprises had already outsourced a proper bundle of core HR process to providers brave enough to take it all on – and try to make a profit in the process. Typically, these deals were payroll, benefits admin and a plethora of HR administrivia… all lumped together within an HR call center, with an employee portal veneer as a band-aid attempting to mask whatever assortment of manual non-standard processes, custom made spaghetti-code and dysfunctional on-premise technologies that came with the package.

In short, how can you outsource a people, process and technology nightmare and expect someone to replicate it and run it for less?  Not only that, when the function being outsourced screams for the hills to resist this corporate colonoscopy with a stubbornness not seen since Custer’s Last Stand, it’s gonna go south… and fast.

Hence, it was hardly a surprise when Hewitt (pre-Aon) got skewered by its purchase of Exult, while Convergys almost died of HR-poisoning before offloading its HRO beast business to NGA.  And we bet you’ve all long forgotten the aborted attempts of benefits specialists Fidelity and Mercer, which got the hell out of Dodge at the first sight of a “ring-fenced contract”.  Meanwhile, the likes of perennial outsourcers HP (EDS), Accenture, IBM and Xerox (ACS) quickly got queasy with that they saw, opting to hang around on the off-chance something tasty came along, without sinking vast wads of cash into a function that was simply horrible to outsource.

So, what’s happened to multi-process HRO in today’s slightly-smarter BPO world?  Who survived the early HRO ordeal to develop solutions that are profitable and functioning?  And how have the Indian providers fared, with their own flavor of operational discipline?

So without further ado, let’s ask HfS’ lead analyst for HR and talent research and report author, Christa Degnan Manning, what in the world is happening in the HRO universe after conducting the most comprehensive study of multi-process HR providers and buyers to-date…

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Christa – before we even get into the details of this Blueprint Report, the first thing that jumps out is the fact that the provider performance is a tad “mediocre”. What’s going on here?

It’s simple really – the employee experience still sucks! Given the significant dynamics of the changing global workforce and workplace, HfS has seen an opportunity to revisit this space and to Read More »

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Automation: it’s about solving business problems, stupid!

We’re very shortly going to reveal the incredible findings (and they really are) of our new Technology in BPO study, and one of the key areas that jumps out at us is the rising importance of automation as a core value-driver for BPO clients.  

As organizations seek to “cross the chasm” from a legacy labor arbitrage / staff augmentation model of business service delivery to a technology-enabled service experience that isn’t completely dependent on adding extra bodies to scale a service, the most immediate measure is to map out simple process workflows that humans are doing, and develop them in a software program using a process automation tool (and yes, I am trying to avoid using the term “robot” for now…).

Suddenly BPO clients discover, for example, that as sales of a particular product increase, they can scale their order management capability by replicating many of the human tasks processing those orders, as opposed to simply throwing more bodies at the problem.  Many service providers will not be happy as this may well hurt their model of earning money through the supply of additional labor, but smart clients are already wisening up to the fact they need to get out of the FTE game.  So, we asked HfS’ Charles Sutherland to share his views on what is really happening with process automation and why is shouldn’t be confused with technology automation theories of yesteryear…

We’ve seen it all before: IT suites, BPM Suites, customer service management tools etc. so how is this any different?

I came across a blog on automation by Somok Roy at ISG entitled “Lets Be Clear: Automation Is Not New Technology“.   I couldn’t be more in agreement with the title, and its premise that the term “automation” is imprecise and a source of confusion.   In fact, the blog is a case study in how automation can be misunderstood when approached as a lesson in IT history and not as a means to solve a set of current business problems.

So in the spirit of collegiality, I thought it would be useful to share some perspectives on why process automation is more than a surge of breathless marketing and less than the arrival of an entirely new outsourcing paradigm, but still a solution to many business problems.   That’s why it is resonating with every enterprise client and every service provider we talk to today – and why two current market surveys we have in the field capture interest in automation as a solution to current business problems that is second only to analytics:

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My take is that all these other forms of automation have certainly played a role in how IT and business processes are delivered inside clients and in service providers, but in many cases those tools are too hard to implement, over-engineered, too costly and – more often than not – fail to live up to Read More »

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Five make Winner’s Circle for Insurance BPO: Accenture, Genpact, EXL, IBM and TCS

The insurance BPO market will hit $5 billion this year, growing at a 5% clip and has proven to be one of the select verticals truly embracing technology enabled BPO capability to support operations.  The insurance market has become incredibly competitive in recent years, with the differentiation across insurers moving to customer service and brand perception, once price points are relatively similar across the reputable firms.

In short, these insurance firms need to invest every cent they can in their advertising intensity and customer facing capability to keep ahead in this market.  And with advertising costs becoming so immense for the firms operating on wafer thin margins for many insurance products, they have no choice but to find cost efficiencies from elsewhere in the organization to pay for it all, if they are really going to save you 15% or more in a 15 minute phone call…

For the large insurers, many could go out of business if it wasn’t for the savings and efficiencies generated by maturing BPO delivery models.  So let’s take a look at the industry’s first meaningful analysis of the innovation and execution capabilities of all the leading service providers:

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HfS has evaluated the innovation and execution capabilities of service providers catering to life and annuities (L&A) and property and casualty (P&C) insurers, brokers, reinsurers and others (excluding healthcare).  We asked Research Director leading the blueprint initiative, Reetika Joshi, to elaborate further on the results of the exhaustive study.

Reetika, what are the key challenges facing insurers today?

The key challenges global insurers in our study face are regulatory compliance, member retention, reducing total cost to service, integration efforts for aggressive acquisitions, multi-line agency management, profitable growth in new markets (esp. for L&A), pricing pressure (esp. for P&C) and most importantly, risk management. Our conversations with these insurers and their service Read More »

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And finally… it’s the year of the Horse!

And after all these years of horsing with sourcing, it’s finally OUR YEAR!  Yes – this is the year of the horse, where HfS is going to achieve all of its wildest ambitions :)

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Riveting webcast warning: The 2014 Outlook for the Extended Enterprise

Just when you thought it was safe to turn on your PC… then HfS’ webcast roller-coaster returns for another hour of undiluted words and data…

Renewed economic growth, the onset of the digital enterprise, a rebounding outsourcing market and the rise of process robots.  That’s what we’re having to contend with in 2014, so we’ve dredged up a plethora of experts to help us understand how this will impact business and IT services dynamics, operations frameworks and investment behavior across the world – and what this all means to the impact on talent and the extended enterprise.

REGISTER NOW!Join our glittering all-star cast on February 6th at 11am EST (4pm BST)  for a complimentary, free and decidedly cost-absent webinar:

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How to categorize your absurd colleagues

Have you ever tried to dissect the assortment of (sometimes absurd) characters in your professional life with whom you have to invest so much of your time?  Well now you don’t have to, because here they all are in their naked glory…

The haters. There are people out there who will always despise and resent you, no matter how hard you try.  Just ignore them… if you can. They’re jealous.

The skin-crawlers. There are people you will just despise, no matter how hard you try to like Read More »

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Innovation starts at the… cube farm

Big data, outcome-pricing, “transformation”, process transmogrification, value thresholding… all big words indicating big ambitions, but they’ll mean squat if your only real strategy is to keep cramming more and more bodies into the same space to drive down costs.

Non-linear growth and outcome-based services in full swing

It may work for United Airlines, but with BPO, all you’ll end up with is the bottom of the barrel choice of talent and more “chop shop” comments from Chuckie Schumer.  And, once you’ve run out of floor space and your company is too cheap to rent more, your only choice will be to hire robots, which aren’t programmed to complain about working conditions or undertake industrial action. Unless, of course, they become self-aware and send a re-conditioned Arnold Schwarzenegger on a mission to Nasscom.

So, without further ado, we asked HfS’ own cube-farm specialist Charles Sutherland, to take a look at what the delivery floor of the future may just look like…

Getting Beyond The “Lights On” Standard for Delivery Center Floors

There can be few places more soul-sapping over time than the standard, traditional shared services or BPO delivery floor made up of endless rows of nearly identical cubicles with a few dated Read More »

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Getting good at GBS governance: Why heroes don’t scale

Mike Beals is Vice President, Governance Research and Strategy, HfS Research (click for bio)

The implications of evolving to a GBS model are significant for all affected enterprises, but possibly none more so than those responsible for service delivery governance, as described in our Six Maturity Leaps.

This governance group has the challenge of managing an increasingly complex environment, with aspirations much loftier than in the past to achieve the right maturity levels to run GBS effectively.  So, if you have aspirations to make some of these leaps and want to find out how to develop the skills needed, without hiring in a crack team of black belts, you could do worse than read our latest report (click here to download your complimentary copy), authored my HfS’ VP for Governance Research, Mike Beals, aptly entitled “Heroes Don’t Scale”.

In the meantime, we caught up with Mike to discuss the context of the new report and how governance is evolving with the onset of the GBS framework for the back office that promotes control, efficiency, quality and visibility of end-to-end-processes…

Mike, what are the key trends you are seeing in outsourcing governance as we move into 2014?

We’ve seen quite a lot of advancement in the capability and maturity of governance organizations over the past 10 years and I think we’ve hit a tipping point relative to understanding the need for good governance. I believe that as organizations move toward a hybrid model, or a global business services environment, that they will increase their investment and awareness of governance even further. The companies that have not done so, will advance past the point that they are managing Read More »

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East meets West in a cloudy love-match

Big mega-mergers in IT services are fast-becoming a thing of the past.  Noone wants to blow billions on services firms when you’re bound to have a horrible clash of cultures, management teams, legacy unwanted business lines that can’t be killed off, not to mention the impact on the clients and the risk of losing half your decent executives. So why not revisit that age-old practice of partnering?  Why not play the field and experiment with your future possibilities as opposed to tying the knot too quickly and regretting it later? (Thank god my wife doesn’t read this…)

It’s about having the right mix of offshore scale and onshore domain knowledge… all nicely packaged in a suite of privately cloudy data centers that can be priced competitively for clients. So Read More »

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2014 shared services and outsourcing outlook Part II: Why GBS will not be bullsh*t

Ready for your next provider meeting?

If I had a dollar for every person who enlightened me with the news that Global Business Services (GBS) is BS, I could purchase about three hours of offshore help desk support.

However, while several folks make valid arguments why GBS may be a pipe-dream for their own organizations (or some of their clients’ organizations), I believe they are missing the big picture.

GBS is about laying the foundations to achieve much more value than the modest benefits of labor arbitrage and process standardization

The crux of the matter is that when it comes to achieving business outcomes, enterprises need to focus on the “what”, but can’t do that until they have some capability with the “how”.  Many of the GBS cynics are stuck in a world where they will forever be trying to master the “how” and settling for achieving the modest benefits of some labor arbitrage savings and process standardization.

In my view, GBS is only BS if you can’t make the Six Maturity Leaps we discussed during Part I, where ambitious enterprises must lay the groundwork to shift from siloed, immature shared services Read More »

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Industry analysts: a new world order is already coming

As we embark on our fifth year in operation at HfS, I’ve been reflecting on where the research analyst industry is going.

I’ve always passionately believed research thrives on innovation and disruption of the enterprise status quo, which means you need two factors to be an effective analyst organization:

  • Data. Trends from the buyers of services and solutions that tell us where they are with their current strategies, how they aspire to evolve,  what they need to help them evolve – and what catalysts will drive the evolution.
  • People. Individual analysts who can read into the data points, who surround themselves by the buyers, sellers and expert advisors, to share an informed judgement on where things are heading and what the industry stakeholders needs to do to survive and thrive.

When it comes to research, big just isn’t so beautiful anymore 

What we’ve proven (so far), at HfS, is that you don’t need hundreds of millions in revenue and hundreds of employees to provide that.  When you have a platform to present your research to your Read More »

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2014 shared services and outsourcing outlook Part I: It’s time for enterprises to stop being really good at irrelevant stuff

Are you feeling relephant?

One of the great discussion topics coming out of the recent Blueprint 3.0 sessions in New York was centered on how enterprise operations can progress beyond the “ordinary” and avoid fading into  the netherworld of corporate insignificance. Or, as one member profoundly stated, “We really need to stop being really good at irrelevant stuff”.  So let’s take a look at how they can start to do just that…

It’s all about shifting the whole foci of operations from yesterday’s fragmented immaturity to tomorrow’s mature model

Let’s examine the six maturity leaps we identified during our recent GBS study of major enterprises with KPMG:

  1. Location leap: from high-cost to low-cost locales;  Do we really need to process those insurance claims in New Jersey?
  2. Standardization leap: from independent standards tied to BUs and geos to enterprise-wide standard solutions;  Why do we have 14 instances of ERP, when we can rollout multi-tenant cloud solutions and kill the dysfunction and poor data integration?
  3. Process Orientation leap: from siloed processes within BUs to business-wide process alignment across geographies and broad functions;  Why do we need 153 different ways to pay suppliers and process invoices?
  4. Commercial Orientation leap: from operating like a cost center to being measured as a business service center;  Why wouldn’t we want to have centralized operations servicing our enterprise with the skill, scale and efficiency of a professional services firm, than some back office cube-farm which constantly gets beaten up for cost and quality, which the BUs barely use in any case?
  5. Pace of Change leap: from low-impact change to a genuine willingness to impact people and invest in long-term strategies;  Rolling out a “Big Data” roadmap takes enterprises 5-10 years – how can you be serious about a strategic roadmap when every action is reactive and short-term in nature?
  6. Service Portfolio leap: from being merely transactional to delivering both transactional skills and analytical services at scale.  Transactional process are ultimately automated, or outsourced (or both) – especially if these are delivered inefficiently, which means operations teams need to deliver business value and analysis if they want to thrive in today’s business environment.
As the GBS study detailed, most enterprises still have a long way to go when it comes to achieving “maturity” across these six leaps, especially when it comes to adopting a more commercial orientation:

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The Bottom-line: In 2014, ambitious operations leaders must begin achieve a certain degree of maturity across their operations before they can really address achieving their desired outcomes

Our research has clearly shown that enterprises can’t achieve anything near their desired levels of cost-reduction, analytics quality or innovation, if their operations and processes are fragmented and poorly aligned with the corporate goals of the business. Outsourcing and shared services can provide levers to access expertise (often at lower cost) and standard ways of managing process flows.  However, it is the job of the governance organization to take oversight control of end-to-end processes and work with their BU leaders to map out a long-term roadmap to get better access to data and achieve consistent, ongoing cost efficiencies.

Global Business Services isn’t just about managing a few provider contracts and beating up on poorly performing shared service centers – it’s about re-aligning the enter operations function (the old “COO’s office”) to support the business with a commercial orientation.  A GBS operation needs to operate like a consultative service provider that can deliver ongoing expertise, processing capability and analytical services in a scalable fashion.  GBS executives needs to pull together both the internal and external resources to make this happen.  Smart service providers will (and some already are) positioning themselves as partners to support their clients’ GBS strategies, while smart sourcing advisors know they need to address the broader GBS transformation needs of their clients, or face being relegated to supporting contract procurement.

Stay tuned for Part II of our 2014 outlook, we will analyze the performance of enterprises against their desired business outcomes, based on their maturity levels.

Readers can also access our complimentary new report, “The Global Business Services Industry Study“,  produced in conjunction with KPMG LLP, where we interviewed 416 enterprises across a cross section of regions and industries about their GBS activities, priorities, drivers, constraints, and plans.  

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Naomi Bloom: HRO needs to focus on business analyst services, not call center/manual processing

Naomi Bloom discusses the new breed of SaaS-savvy HRO providers

My little rant last week (click here) about HRO and SaaS seemed to ruffle a few feathers.  It’s clear, without the benefit of significant labor arbitrage, the advent of serious SaaS solutions is going to (and already is in some quarters) bulldoze the entire way enterprises access business services.  None more so than HRO, which has been so reliant on onshore processing centers to deliver low-value administrative work for clients – especially those suffering dysfunctional / non-existent technology.   I wanted to share a contribution to the discussion from matriarch of HR technology, Naomi Bloom, who expands on these points and provides a couple of excellent example of where the HR Cloud revolution is already well under way….

Phil, this is a great topic with lots of threads worthy of comment, but I’ll focus on just two.

First, not only does the new breed of SaaS provide a better foundation for delivering a wide range of HR capabilities directly to the real customers, from manager and members of the workforce to applicants and vendors of contingent workers, but the best of the new SaaS offerings automate HRM so much more fully that the amount of manual work, the amount of HRO needed, is reduced substantially. Except in the heavily regulated areas, like benefits and payroll, great SaaS should eat a lot of HRO providers for lunch. Call centers? We shouldn’t need them at anywhere near the level that exists today for many large organizations. HRO-provided self-service? Gone! But that doesn’t mean that there isn’t work to do with SaaS; it’s just very different work, which takes me to my second point.

Second, with near continuous attention to turning on entirely new functionality as frequent releases deliver it or business conditions warrant its use in an already present release or even when changes in business require reconfiguration/changes to existing functionality, customers need clever business analysts with deep business and product knowledge to ensure that such work gets done well and quickly. But these are still scarce KSAOCs in our world, especially as regards understanding the growing number of models-based, metadata-driven products which old think analysts struggle to understand. What’s needed to support customers here is a very new style of HRO, which is much more business analyst services than call center/manual processing services.

One example, OneSource Virtual, is such a new style HRO provider focused entirely on Workday’s customer base for whom they provide not only a wide range of initial and ongoing implementation services but also a variety of ongoing back office payroll and benefits administration outsourcing services. Another strong example is Ultimate Software, which  just bought one of its partners, which provided similar services focused entirely on Ultipro’s customer base, to offer some of these same services in-house. These are just examples as you and I know that there are many such offerings in various stages from planning to real.

It will be fascinating to see if the larger SIs and/or HRO providers will be able to craft just the right mix of quality and cost-effectiveness to be successful in delivering much smaller, less labor-intensive and more tool-based implementation and post-implementation HR services.

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HR in the Cloud: It won’t kill HRO, but it may kill what’s left of dysfunctional HR…

How much longer will we be staring into the HR abyss?

My attention was momentarily side-tracked by an interesting blog penned by HR blogger-cum-consultant Andy Spence bearing the dramatic title  ”Will HR in the Cloud kill HR Outsourcing“.   Oh yay – I like titles like that…

Andy raises some interesting points and cites some good examples and other analyst data sources, namely:

  • HR Buyers are cautious, ‘letting the dust settle’ on SaaS providers as they review their current HR Operating Models and future needs.
  • The rise and rise of Workday has actually breathed life into the HRO market – NGA HR, IBM and AON Hewitt are implementing or have HRO contracts using Workday software.
  • HRO Buyers want both SaaS and services together, however are not willing to lose portal, chat, contact centre solutions that have been developed over last 10 years.  Expect HRO providers to develop solutions in this space.
  • There is a 15-20% HRO penetration level for orgs with >10,000 employees and there has been more new buyers in last 8 months than previous 2 or 3 years

Why the successful advent of HR Cloud solutions breathes new life into the multi-process HRO corpse

Having cut my teeth on HRO in the early-mid 2000s, I became increasingly frustrated with the market because you couldn’t make the numbers work moving dysfunctional processes to a third party provider which – more often than not – didn’t have much of an integrated technology platform Read More »

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And what a week that was! Relive those Blueprint moments…

Well, that was quite the week! Thanks to all of you who made the effort be part of a great December networking escapade in the Big Apple. I can’t remember such a large group of outsourcing powerbrokers under a single roof…

Oh, and crank it up…

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Why so many cost-obsessed CEOs will fail if they ignore their supplier management capabilities

Recessions are good times for business leaders who love to focus on containing costs.  Saving money is the name of the game, and executives who achieve this for their organizations become heroes.

Struggling to manage your extended enterprise? Then click here to course correct

However, times of recovery are markedly different. The onus shifts from cost to value; from defense to attack; from conservative to bold; from tactical to strategic; from efficiency to innovation. And, with the current recovery, perhaps most significantly, the very nature of a company’s cost base is shifting from inside to outside of the organization.

For decades, enterprise executives focused on reducing costs as the key to unlocking an organization’s profitability. This often began with an emphasis on reducing expenditures around SG&A. Activities that fell under this area received derogatory descriptions such as “back-office” and “non-core.” In time, the application of these terms spread across the entire business and any function tagged as such was prime for outsourcing. As a result, many parts of the enterprise were increasingly outsourced.

At the same time, forward-looking businesses began to adopt new organizational structures that were developed to foster lean operations. Rather than build out functional areas across the value chain, companies picked a few key areas to focus on and used partners to deliver the rest. Car manufacturers stopped building components and focused on design and assembly. Hotel chains stopped owning and operating buildings and focused on building and maintaining a brand. Businesses in nearly every industry adopted models that moved significant functional elements to a third party.

Consequently, many of today’s companies look like shells of their former behemoth selves. Marketers now rely on outside agencies and analytics providers to improve their own customer insight and advertising spend, operations teams rely on outsourcing and technology to eliminate labor costs, and IT teams rely on cloud-enabled SaaS platforms instead of an army of programmers occupying the lower floors. For any area of an enterprise’s P&L, a range of suppliers are ready and willing to perform the same tasks faster, cheaper, and better. Yesterday’s pay slips have become today’s supplier invoices.

Want to learn more?  Then download our new report “Why so many cost-obsessed CEOs will fail if they ignore their supplier management capabilities”, where we hone in on the following:

  • The shell game: today’s successful enterprises are leaner versions of their former selves
  • The goal: leverage external relationships for broader business value
  • How to shift from tactical sourcing and procurement to a capable strategic team
  • The bottom line: the business models of the future require better leverage of your supply base’s assets and operational flexibility

Feel free to drop me a line with any questions on the topic,

PF

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We are HfS. Yes we are!

As we gather the largest-ever superstar assemblage of sourcing leaders in New York this week, let’s have a look back at how we got here as an industry… and how HfS has evolved from this ramshackle little outfit into such a glitzy professional high-end corporation (ahem)… oh – and crank up the volume :)

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You mean outsourcing’s not all about making big corporate profits? Meet Leila Janah…

Leila Janah is Founder and CEO of non-profit social sourcing organization, Samasource (click for bio)

One person we are very excited to be addressing the Blueprint 3.0 Sessions next week is Leila Janah, the dynamic Founder and CEO of non-profit social sourcing firm Samasource.  

Leila’s work is focused on providing training and computer-based work to women, youth, and refugees living in poverty, while providing Internet-enabled outsourcing services to paying clients. Samasource recruits workers from low-income, underserved communities across the world. We managed to catch up with Leila to learn more about her, and what we can expect to hear from her address next week…

Phil Fersht (HfS): Leila, we are very excited at HfS that you will be coming to our event and delivering our evening keynote address. Before we get into that, can you give us a little bit of information on your background?

Leila Janah (Samasource): Sure, Phil. I started Samasource 5 years ago. Before that I studied international economic development at Harvard as an undergrad and did a lot of work in the NGO world after going to Africa when I was 17 to do volunteer work. I worked with Ashoka and the Read More »

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