Monthly Archives: May 2009

Innovation: creativity within financial constraints is the key

May 31, 2009 | Phil Fersht

Michael-EisnerSo with all the talk about falling conference attendances, it's clear that people are still game for good events, but are simply being more selective about which ones they choose to attend this year.  After the success of the recent Shared Services & Outsourcing Network show in Budapest, I had the good fortune to be at AMR Research's Supply Chain Conference in Scottsdale AZ this week, which attracted 650 senior-level supply chain, finance, operations and IT executives, many of whom wanted to talk about sourcing issues.   

The one opportunity I did have to escape the analyst meeting room was to see former Disney CEO Micheal Eisner's keynote speech (pictured), where he talked about creativity under financial constraints being the key to success today

In order to demonstrate this, he played us the now infamous "sword" scene from Raiders of the Lost Ark:

According to Michael Eisner, Harrison Ford was having a few stomach issues on that day of filming and kept rushing back to the hotel, and with the sun setting, the crew were concerned that they would have to wait until the following day to complete the scene.  With production costs running at $100K a day (not chump-change in those days), Harrison just got out his gun and shot the guy... now that's innovation ;)

Always happy to hear any more examples of creativity that saved the day...

Posted in: Outsourcing EventsOutsourcing Heros



The Kraft of Outsourcing: Learnings from Lee Coulter (Part III)

May 28, 2009 | Phil Fersht

Lee CoulterAnd finally… the last tranche of our three-part interview with Kraft’s Lee Coulter. Here’s Lee’s take on attributes service providers need to demonstrate, and some advice for budding sourcing executives today…

PF: Lee, when evaluating outsourcing service providers today, what attributes should companies look for? What should they try to avoid?

LC: That is a really big question and not one I am sure I can answer in less than ten pages. Every engagement is different, and the basic dimensions of suitability are: service scope, service quality, service cost, cultural match, the leadership teams, partnership capability, and risk. Assuming that you have providers capable of doing the job and meeting the objectives, then it is about the team and the commitment to true partnership (a topic for another day). These two things lead to a measure I use… confidence. So you would score the providers

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Posted in: Business Process Outsourcing (BPO)Buyers' Sourcing Best PracticesCaptives and Shared Services Strategies



Talent Management vs. HRO – it’s not an “either or” proposition

May 26, 2009 | Phil Fersht

If you've ever ventured into the brave world of HR Outsourcing (and you need to be brave...) the chances are you'll hear the views of Ceridian's Keith Strodtman.  Keith Strodtman

Keith has been a constant at the global $1.6 billion HR services and store-card solutions giant for many years now, and when he's not coaching his twin girls' fastpitch softball team (that's "rounders" for any Brits on here), he's been running Ceridian's global HRO practice.  He is also widely recognized as HRO's smoothest man, with a constant smile, never a raised word, and never a hair out of place.

Keith has some excellent views on how companies can use third-party managed services to take on their administrative work and focus their HR executives on what they should be doing:  helping develop their organizations' talent.  Over you Keith...

I’m not sure about you, but I don’t get why some analysts and bloggers advocate that companies have to choose between outsourcing HR/ payroll/ benefits administration and managing talent. It’s beyond me why those two things are mutually exclusive. For an organization that wants to manage costs and retain top talent – outsourcing administration allows it to focus on their people and the business at hand, rather than paper pushing. If I may be so bold, I think the combination presents an opportunity for HR to finally get that “seat at the table”.

Studies have shown that pre-HRO, companies spent 75 percent of their resources on transactions and operations and 25 percent on strategy and management. That means resources spent on administration and processing rather than attracting great people, skills development, and performance management.

When HRO comes into play, the numbers reverse to spending only 15 percent on transactions/operations and 85 percent on strategy and management. That’s more than three times the resource allocation on the most critical parts of your business. With those numbers – talent management is getting a huge boost from outsourcing.

So let’s look at the impact:

• Resources focused on key business areas.

• Employees more satisfied doing bottom-line impact work instead of administration.

• Retention improving as as result.

• And your HR department? Well, they can now focus on talent management and add value to the business.

Worried about the costs of doing both? Apply the cost savings from HRO administration to areas that will improve organizational performance. By implementing programs for personal and professional development, succession planning, recognition programs and even ancillary benefits, it furthers the appeal of your organization now and in the future.

Actually David Poole from Capgemini did an excellent job explaining the benefits of outsourcing in this column in March. I couldn’t agree more with his “truths” – especially that “outsourcing is a bold strategy for growth.” Incorporating HRO into an organization means you are poised for growth because this economy reality will not be the economic reality one, five or even 10 years from now.

So with all due respect to my friends in the talent management business, it’s never really been an either/or proposition between HRO and talent management. It’s just a matter of looking at the pieces and deciding where HR should spend its time to add the most value to the business.

Keith Strodtman (pictured) is Senior Vice President and General Manager of Ceridian's HR Outsourcing business. With over fifteen years experience in the Business Process Outsourcing, HR services, product management, and finance, including involvement in the pioneering days of HR Outsourcing, Keith is well versed in the benefits of HRO. Prior to joining Ceridian, he was a Director in the Global BPO practice at PricewaterhouseCoopers (now part of IBM), responsible for the HR BPO service offering and for implementing large-scale HRO outsourcing engagements.

Posted in: Business Process Outsourcing (BPO)Buyers' Sourcing Best PracticesHR Outsourcing



Why the lay-off culture is far more damaging than offshoring

May 25, 2009 | Phil Fersht

Ever since President Obama proposed to change the IRS tax code that regulates how US corporations declare income from international activities, I've been thinking about other measures governments can take to slow the recession and help businesses become less myopic with how they navigate these rough waters. 

Reading between the lines, he appears to be targeting a revenue grab, while making political overtones against companies which use offshore resources.  However, he's simply penalizing firms from being more productive with their exports.  Sure, there are issues with tax fraud from havens such as Bermuda or the Caymens, but this is primarily an issue with individuals, not large enterprises. 

Why penalize a US conglomerate for manufacturing diapers in Brazil for the

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Posted in: Business Process Outsourcing (BPO)Buyers' Sourcing Best PracticesIT Outsourcing / IT Services



Going green with sourcing...

May 22, 2009 | Phil Fersht

Dr Stephen Stokes Folks - if you happen to be drifting around New York City on 3rd June, swing by the Philippine Cultural Center to hear some interesting discussions, including my friend and colleage Dr Stephen Stokes (pictured), author of the infamous piece "The Green Transformation of Indian Outsourcing: Heading for the Clouds, But Doing So on a Low-Cost and Carbon Budget".   

The event entitled "Global Sourcing After the Meltdown: In Search of Sustainability" is being organized by my good friends Christine Bullen and Wanda Lopuch at the Global Sorcing Council.  For more information click here.  You can also contact Wanda directly here.

Talk tracks for the day are as follows:

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Posted in: IT Outsourcing / IT ServicesOutsourcing EventsOutsourcing Heros



How to get two whales in a mini...

May 22, 2009 | Phil Fersht

Mini When I got a call from the Shared Services & Outsourcing Network crew back last Fall (Autumn) to run a session at their European Shared Services Week in Budapest this month, my immediate response was "how the expletives are you going to convince operations executives under severe cost restrictions to show up at a 3-day boonie in Budapest in the midst of the worst recession since Harold got clipped by an arrow in Hastings in 1066?"

One of my favorite jokes (and I do have a rather strange sense of humor), is "How can you get two whales into a Mini"... and the punchline is "Along the M4 Motorway and across the Severn Bridge".   If you don't understand this joke, click here.  I am going to add to that one:

"How do you get 400 senior operations executives, 200 of whom lead shared services operations, to show up in Budapest in the middle of the worst recession in post-biblical times?"

Yes, they managed to defy gravity, common sense and many other undefiable factors

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Posted in: Buyers' Sourcing Best PracticesFinance & Accounting BPOHR Outsourcing



The Kraft of Outsourcing: Learnings from Lee Coulter (Part II)

May 20, 2009 | Phil Fersht

Lee Coulter During  Part I of Lee's interview, he talked about the development of the global sourcing industry and how companies were now approaching sourcing strategy in today's economic climate.  In more Blackberry-smashing style, Lee goes on to discuss his theory of "innovation" within outsourcing relationships, and delivers some tips on how operations leaders can improve the performance of their service providers (without resorting to baseball-bats, water-boarding or enforced transition workshops at Epcott).

PF: Lee, what is your theory of "innovation" within outsourcing relationships, and are we really seeing it in today’s engagements?

LC: I have a pretty simple theory of innovation. We aren’t seeing it today because most of the clients today didn’t buy it. Somehow we believed that

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Posted in: Business Process Outsourcing (BPO)Buyers' Sourcing Best PracticesCaptives and Shared Services Strategies



Happy 2nd birthday Horses for Sources...

May 18, 2009 | Phil Fersht

The Epsom Derby 306 posts, 1445 comments, 12,000 subscribers and 30,000 RSS-feeders later, "Horses" today makes it to 2 years' old.

There's never been much of a plan, just a platform for good discussion, sharing of ideas, and open debate on tough issues for the global sourcing industry - and all with a hint of cranky sarcasm.  And we try to keep it unbiased...

Drop me a note if you have any suggestions on what you would like to see more/less of on here - your input is always welcome.  And a special thank you to all of you who come here regularly and support this site (you know who you are).

Here are some favourite posts from the last 2 years:

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Posted in: Absolutely Meaningless Comedy



Globalizing the business is the key to outsourcing today

May 17, 2009 | Phil Fersht

Globalization As we discussed last week, it's clear that many companies will continue to move into outsourced business environments, despite the recession and political pressures to keep work onshore.  While some firms find it hard to make radical decisions in a downturn, others are clearly seeing how critical it is to operate as a global business. 

If there's one thing this recession taught us, it's how integrated global economies and markets are today, how businesses need to adapt to move in and out of diverse regional markets, and how they must make rapid decisions to invest or divest global service / product lines in order to prosper.  Outsourcing doesn't provide all the immediate answers, but it does help create the vehicle for clients to become more nimble and capable at a global level.  Check out our thoughts based on new survey data over at Think Global...

Posted in: Business Process Outsourcing (BPO)IT Outsourcing / IT Services



The Kraft of Outsourcing: Learnings from Lee Coulter (Part I)

May 14, 2009 | Phil Fersht

Lee Coulter There is only one Lee Coulter.  Service providers tremble at the very sound of his name, consultants run for the hills... practitioners flock for advice.  And when he isn't performing carpentry or attempting cordon bleu, Lee has the small task of being SVP for Kraft's shared services, where he is a key leader of the firm's corporate transformation program "Organize for Growth".  He is responsible for Kraft's IT services, global finance and HR shared service centers, in addition to the firm's BPO activities.  He even once threatened to smash up my blackberry.   

On a more serious note, Lee has a practical and experienced perspective on how enterprises today should approach global sourcing, and we have enjoyed his exuberance and candor in our buyers' group meetings.  Today, we are blessed with the first part of a lengthy interview with Lee, where he is discussing how practitioners should approach global sourcing in this economic climate, how to select and engage the right service partner and how to decipher and execute innovation (yes, I said it) in a global sourcing environment...

PF: Lee, we’ve been through some major developments in the world of global sourcing over the last decade. As a senior operations leader in one of the world’s largest multinationals, what, in your opinion, has worked, and what hasn’t?

LC: Let me start by saying that the global sourcing industry has proven its most basic value proposition, and that is a huge success. There are many skeptics of

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Posted in: Business Process Outsourcing (BPO)Buyers' Sourcing Best PracticesIT Outsourcing / IT Services



Wipro and Oracle partner to blow-up the BPO delivery model

May 13, 2009 | Phil Fersht

Wipro-Oracle2Folks - I can exclusively reveal to you today that Wipro BPO and Oracle are shortly going to announce a partnership dubbed "simPlify", whereby Wipro will deliver PeopleSoft HR to both mid-market and high-end clients via a hosted utility BPO service, that will cater for 20 major countries.  They will also partner with The Hackett Group as part of the arrangement to provide performance benchmarks for HR processes.

The mid-market play is a true move towards "one-to-many", whereas the enterprise play will be a more customized approach.  Clients will need to invest

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Posted in: Business Process Outsourcing (BPO)HR OutsourcingHR Strategy



Take part in our Budapest debate next week... from your front room

May 09, 2009 | Phil Fersht

Wallstreet This Tuesday, we're holding a "World Exclusive", with a distinguished panel of Horses-readers being webstreamed live from the 9th Annual European Shared Services and Outsourcing Week in Budapest Hungary.  For those of you unable to make the conference, you will have a chance to take part in the debate via a live blog-cast streamed to a computer near you.  I do hope you can partake in the banter.

*World Exclusive* Horses For Sources - Live From Budapest

Deciphering The Business Value Of Tomorrow’s Sourcing Strategies In Today’s Economic Climate

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Posted in: Business Process Outsourcing (BPO)IT Outsourcing / IT ServicesOutsourcing Events



Exclusive: Outsourcing poised to rebound

May 08, 2009 | Phil Fersht

I wanted to share a few early snippets from our global sourcing adoption study, which we've been running over the last 2 weeks.  And thanks to Global Services Media, Vinnie Mirchandani, William Mougayar, Jason Busch and Dennis Howlett, who have all contributed in helping us reach close to 700 respondents, of which we had 127 enterprise buyers for IT, supply chain, finance, HR and other BPO services.

Go to Think Global to

Posted in: Business Process Outsourcing (BPO)Finance & Accounting BPOHR Outsourcing



Contemplating the BPO industry with Wipro's Ashutosh Vaidya

May 07, 2009 | Phil Fersht

Ashutosh VaidyaOne of the most enthusiastic leaders in the BPO industry is the man who has overseen Wipro's rapid rise in recent times:  Ashutosh Vaidya.  In-between playing squash, watching cricket and clocking up a ridiculous quantity of airmiles, Ashutosh has overseen a series of Finance & Accounting, HR and supplier management wins that have moved the service provider into the BPO industry's top tier.  I asked Ashutosh to share his views of the current state of the BPO industry and what steps need to be take to ensure the continual growth of the business in these times.

PF: Ashutosh, we’ve been through a tremendous development in the world of BPO over the last decade. What, in your opinion, has worked, and what hasn’t?

AV: Indeed the BPO world has come a very long way over the past decade. In fact, 2009 really marks the 10th anniversary of the meaningful 3rd party BPO industry emerging out of India. We have seen significant change in the market, both from buyer and supplier perspectives. Buyer requirements have evolved across the board to enhance the range of processes that they outsource and the way they structure the engagements and what they demand out of a BPO partner. Providers have evolved to keep pace with buyer interests, and in many ways have also influenced the same by creating and demonstrating capabilities which have strongly contributed to the evolution of the buyers’ thoughts. Overall, from my perspective here is what that has worked and what has not:

What has worked well:

• Seamless transition and execution of a broad spectrum of processes across various functions and industries – from simple rule based processing to complex decision/judgement based work.

• Replicating the Services Factory model into BPO services, replicating and further evolving the overall quality models; leveraging concepts like Six Sigma, Kaizan and Lean into BPO services to bring about continuous process improvements. Customers started outsourcing for cost saving but stayed on because of better quality

• Scaling up the people factory in lower cost locations like India, Philippines and establishing Global Delivery models with the inclusion of East European centres in the delivery mix.

• Raising the bar on Risk/Compliance practices – in most cases exceeding the standards in the client’s home country

• Development of a very strong support eco-system (hiring, training, transport, facilities management, etc.) to facilitate 24*7 BPO

• Redefining the concept of ‘Shared Services Centers’ by setting up world class delivery centers – greatly enhancing the concept that started with just the notion of putting people doing similar work under one roof.

What has not worked well:

• Scaling up on the domain knowledge for vertical domain processes… moving up the value chain faster

• Building transformation capabilities – in addition to the process improvement capabilities

• Platform play – it is still in the infancy

• Moving seriously into business benefits, outcome based pricing and a good model of sharing gains.

PF:We’re clearly at an inflection point in the industry as the fog lifts from this Great Recession. Do you see companies approaching BPO any differently? And which areas of BPO do you see developing in the near/long term?

AV: I believe what companies expect out of BPO engagements is going to change. The objective is no longer going to be only – “my mess for less”. Instead, it will more and more get into asking “can you solve this business problem for me”? Companies are going to view BPO not just as a means of cutting costs, but as a way for changing the operating model for the organization. A stronger need for flexibility, speed, variability of costs as well as a sharper focus on risk/reward is going to come up from the buyers.

Customers are also realizing that to achieve the transformational gains, the business, IT and the Ops have to collaborate on a regular, proactive manner. Pure play BPO is no longer going to be enough.

TCO plays could become more important – partnerships where client + providers work towards reducing the TCO of clients and trying to make it win-win for both parties. Vendors will try and increase the “stickiness” factor by executing different types of deals – ‘5/10 year outsourcing with YoY productivity and penalties for breakage / partial termination’, ‘end to end outsourcing – ITO, Operations, Infrastructure’, ‘Platform BPO plays – where the customer gets hooked on to the providers platform’ etc.

We’ve experienced a significant surge in client requests for BPO services over last few quarters. There is a very serious and determined mindset in the client groups to make this happen in accelerated time frames. This is reflected by the fact that we are seeing outsourcing initiatives being driven hands-on by leadership of line functions and CFOs in several cases rather than the procurement team.

As far as areas for Outsourcing are concerned, the focus is going to be on horizontal functions which impact business metrics and results – both in current BPO relationships and new ones. E.g. how do I reduce my OTC cycle? What can I do to manage WC better? Etc. On the other side, there is keen interest in areas in the true vertical processes which are domain/ technology intensive.

The other trends would be a level of Protectionism – the way this pans out could alter the business projections and business models – e.g. larger share of local delivery centres and near shoring instead of full off shoring to low cost locations. One interesting aspect here is that the this will not keep the offshore vendors out. Unlike in the early stages where labour cost saving was the key driver of the business case, the vendors are now very capable and mature. Even though a local delivery centre may mean no saving due to labour arbitrage, there would still be significant gains from process standardization and transformation that the good vendors can offer.

PF:Do you really see this concept of “Platform BPO” taking off, or are you expecting a lot more of the classic “lift and shift” deals in the coming couple of years? Do you really believe we’re going to see a strong inter-linkage between IT and BPO service delivery in the next three years?

AV: Overall, ‘lift and shift’ deal demand continues to be larger part of outsourcing opportunities. For these cases, the degree of disruption from as-is process environment is relatively lower and clients seek to realize business case built on technology investments e.g. ERP platforms and other applications. However, we are seeing movement away from this to other models like “transform, lift and shift”, “lift and shift with accelerated transformation”, “platform BPO” and “ITO+BPO” type deals. In the last 10 deals we have done, 4 of them are the non-lift and shift areas. Hence, while “lift and shift” will continue, over the next 3 years the % of deals will increase in the favor of non-lift and shift deals.

We really believe we’re going to see a very strong inter-linkage between IT and BPO service delivery in the next 3 years due to the following reasons:

i. Most deals today have a fair amount of transformation or YoY productivity improvements baked in. While six-sigma, lean, shared service creation can give improvements for the first 12 to 18 months, over a 5 year horizon it becomes increasingly difficult to give significant benefits without a technology play. Technology change/rationalization is an extremely important aspect of transformation.

ii. By having both ITO-BPO, the deal size increases, hence making the commercials more attractive to both the client and to the vendor and therefore sharper focus from the vendor.

iii. Monetization of IT / process assets is becoming a reality with the vision of forming industry utilities – giving even more potential benefits to clients and to the providers (at-least a possibility exists)

iv. Cost of Governance – due to large deals, the costs of vendor management comes down for the clients AND the management attention they get from the provider organizations goes up.

v. Change management – often in the clients organization IT and Operations work in silos – but these silos can be more effectively broken in provider organizations…. hence conceptualizing, rolling out and sustaining change initiatives become far more possible.

The potential down side is single vendor concentration risk – but this can be mitigated in multiple ways.

PF:How do you view India’s role in the continual development of BPO, and what is your opinion of the emerging Latin countries as nearshore hubs for US-driven BPO? Do you see China playing a more influential role in delivering BPO services in future? Are there other sourcing locations you believe have a pivotal role to play?

AV: I believe that India based providers will continue to provide thought leadership and retain the pole position from a location perspective at least for the next 5 years. There is significant lead that exists today in talent pool, process maturity, leadership capabilities etc. that the Indian providers will build on and enhance their capabilities for delivering BPO services. This includes an expanding footprint in terms of the scope of services, how they are delivered and from where. The expansion of service delivery from LatAm countries is a natural progression, not just to serve US driven BPO, but also to deliver BPO services to the businesses in those geographies.

It is not only about having good BPO capabilities now – it is about domain, transformation/change and IT-Ops integrated capabilities that will be important. Though other countries are becoming interesting areas from a pure play BPO perspective, India is ahead in though leadership in domain, change, platform and IT…. hence I think India will play a ‘hub’ role. We are also seeing a host of best practices being transferred to other geographies as each of the Tier I players opens up delivery locations in other countries – so to that extent, India will influence/champion best practices globally.

The other countries/continents such as Latin America, central / eastern Europe and China/Asia will play a role for 3 reasons – language, proximity, comfort (for MNCs – a European office will be more comfortable with central European operations than India) and cross country BCM/BCP for critical operations.

Over a 5+ year horizon, non-Indian countries could become important from the perspective of diversification of people (cost inflation) and currency concentration risk ….. this needs to be monitored closely.

China could play a more influential role in the future – not necessarily in 3 years – but in 5 to 10 years due to the talent availability and education focus of the govt. For the next 3 years it will primarily service Japan, Korea and the growing local need from MNCs operating in China.

We also believe that several locations including new emerging countries like Egypt will play a role – in a Hub and Spoke strategy – there would/could be several spokes.

PF:And finally, how do you see the service provider landscape playing out in this market? Has this recession come at a good or a bad time for the leading Indian-headquartered providers?

AV: Obviously the service providers have been impacted significantly in the downturn. I believe that the jolt which the industry has received due to the recession can be looked as timely! The industry has seen a phenomenal growth rate over the past few years and most of the providers have not really experienced a difficult and tough environment that we face today. In my view, this jolt is well timed as it provides significant learnings to the India based providers to cope with this environment and learn from it when they are still relatively small in comparison to global peers. This will hold them in good stead the next time the business cycle goes south and they are much larger in size!

Due to the rapid growth, the industry had picked up some negative characteristics over time. Attrition, wage inflation along with a strengthening rupee was starting to be a concern. This recession has given us breathing space to start focusing on our core processes as an organization (e.g. training quality improvement) and building new capabilities (such as platform BPO, IT-Ops integration)

From employee perspective in India, The other aspect which I think is going to be beneficial overall is expectation management. We were getting to a situation where 23 year olds were managing teams (15+) of younger 20/21 year olds! …. And if a promotion did not happen every year, then these same young folks would switch jobs . The current scenario will act as a good wakeup call and will be which is going to be good for the future of our people and the industry.

Valuations have become very attractive, while the ability to invest has also been eroded. As the market improves, we could be seeing some consolidation as smaller niche players may get acquired by the larger ones as they look to expand footprint and build wider capabilities. Some small /medium players will also exit as they will run out of cash. The big 3/5 in India and the big 3/5 non-India behemoths like IBM/Accenture will get bigger due to economies of scale and wide variety of offerings which they will bring together to add incremental value to customers. Having said this, there will be niche providers focusing on specific domains who will also do well if they have differentiated products and good management.

For Wipro, our sustained focus and early decisions on delivering services out of most economical delivery locations has proven to be an asset in a challenging economic environment.

PF: Thanks for your time, we really appreciate it Ashutosh.

Ashutosh Vaidya (pictured) is Sr. Vice President & Head - Wipro BPO Solutions. Industry veteran of over 23 years, Ashutosh is the Head for Wipro BPO Solutions. In this role he reports to the Joint CEO for Wipro’s IT business. His rich experience in the IT industry includes leadership roles in a variety of businesses including Products, Solutions and Services for Global markets. He has spent over 13 years at Wipro and has handled multiple responsibilities in diverse businesses.

Posted in: Business Process Outsourcing (BPO)Finance & Accounting BPOHR Outsourcing



Phil Fersht on service provider rankings: make the experts accountable, not faceless brands

May 03, 2009 | Phil Fersht

Vinnie Mirchandani has his latest take on the constant controversy of third-party researchers, consultants and associations compiling rankings of service providers.  This time the IAOP's Global Services 100 is being questioned. 

We've also had some banter about the Black Book of Outsourcing on this site, which made such a noise with its constant rankings of service providers, that Datamonitor decided to buy them to hop on this bandwagon.  And we've never even got to discussing the Global Services 100, or several other rankings that come out periodically.  Ben Johnson 1988Moreover, some "analyst" firms make a living ranking service providers, while barely bothering to talk to their customers, and selling white papers to the winners so they can flout their success (you all know who you are).

Personally, as an analyst and advisor, I find these lists useful - I sometimes find out about some provider I didn't know a lot about, and they draw attention to who's doing well at the

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Posted in: Confusing Outsourcing Information



Time to scratch that 7-year HRO itch

May 02, 2009 | Phil Fersht


So it's coming again this week... the 7th annual HRO schmooze-fest in New York's plush mid-town Hilton.  Yes, I've been to every bloody one and I swear this will be the last :) 

This time I am assured there will be:

  • No rubber chicken

  • No dodgy awards

  • Lots of buyers

In fact, with the industry enjoying something of a revival, this should prove to be an interesting experience, with focus on the core elements of HR operations:  payroll, benefits, recruiting, talent management and HR

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Posted in: Business Process Outsourcing (BPO)HR OutsourcingOutsourcing Events