Outsourcing - Part 6
What to do - and what not to do - when defining outsourcing relationships, negotiating new terms and setting KPIs and SLAs.
What to do - and what not to do - when defining outsourcing relationships, negotiating new terms and setting KPIs and SLAs.
Tony Joyner has seen it all when it comes to negotiating outsourcing contracts. Joyner is a partner at law firm Freehills, where, as a senior member of its national projects team, he advises some of Australia’s biggest companies. His mantra: Negotiate fairly, be vigilant and keep everybody happy. If only it was that easy.
Joanne Stubbs, the CIO at Bakers Delight, does not believe there is such a thing as a global outsourcing trend.
India remains the jewel in the outsourcing crown but CIOs are beginning to look to other destinations in a bid to ensure competitive pricing and service.
CIOs must revaluate their use of outsourcing and move from the role of IT manager to broker if effective resourcing is to take place, a Gartner analyst has warned.
CapGemini's announcement last week that it would invest $298 million in Brazilian IT service provider CPM Braxis attracted a lot of attention in outsourcing circles. The move will give the Paris-based company a 55 percent stake in CPM Braxis, the option to buy the company outright within three to five years of the close of the deal, and the chance to leapfrog its global competitors already entrenched in the country.
Ovum has released new figures indicating that the IT services sector has bounced back from a tough first quarter with the number of deals increasing by 14 per cent in Q2.
Most outsourcing analysts and consultants will tell you that the future of the traditional IT services industry is uncertain.
CEO of travel industry transaction processing company Amadeus, David V Jones, has outlined the company’s gradual move to the cloud and discussed why open source software will be used across all areas of the business by 2012.
You can't blame IT outsourcing customers for breathing a sigh of relief as they enter the second year of an IT services contract. The transition is over and steady state begins.
Breaking up is hard to do. And when it comes to IT outsourcing, it can be expensive and risky, too. But issues with an outsourcer--such as deteriorating service levels, lack of investment, excessive turnover, or even fraud--are potentially even more costly than the actual break-up.