Outsource Issue 22 - (Page 108)

THE BACK END LETTERS & EMAILS Letters to the Editor This issue our correspondents look at multisourcing, consultancy’s value, the role of the IT director, and SME definitions. Why not have your say, too? DEAR EDITOR, DEAR EDITOR, Whilst I must agree that for businesses to successfully adopt a multi-sourcing model creative supplier management is the key, taking a view of the bigger picture would beg the question “is senior management allowing IT to dictate to the business?” Indeed, multi-sourcing agreements are a viable option for many businesses, but effective adoption of this model requires clear strategic direction and strong management from the enduser business. When considering any outsourcing contracts – either single or multi-source – senior management must make certain that IT is a servant of the business and should be used to achieve business goals, not complicate them. Questions such as “Where is the business going?” and “What are we trying to achieve?” will help drive decisions around outsourcing agreements, and bring IT delivery in line with business strategy. And if a multi-sourcing agreement model is the best option for the business, management must be realistic when selecting the appropriate providers. Matching the size of your businesses is vital, as the relationship must be valuable to the outsource provider, not just a number. Successful IT delivery and service levels centre on relationships, so people are very important. Also, ensuring that you have the internal IT expertise to manage multi-source agreements will ensure that IT delivery remains set on a clear strategic path. An alternative option is to employ a ‘prime outsource provider’ to act as your single point of contact, managing the various providers in the best interests of your business. When considering multi-source agreements, Operating Level Agreements (OLAs) and clear dispute procedures must be a given. The real task in hand is aligning your chosen outsourcing model around your business requirements and strategy, and putting your business in the driving seat of IT. Yours faithfully, Richard Barker CEO Management consultancy often comes under fire for being ineffective and a business sham, but should all consultancy services be regarded as such? Can consultancy really deliver tangible value to an organisation, or is this just another area where companies should cut back? Time and time again large consultancy firms have approached a project by merely applying standard models which prove ineffective for the end-user client, and do not deliver what it needs. And this lack of results comes with significant financial investment from the client. So it is no wonder that many are questioning the effectiveness, and even validity, of consultancy. It is, however, worrying that all consultancy services are being tarred with the same brush here. True consultancy is about interpreting and advising on business processes, and encouraging a business to ‘think lean’ in these times of austerity. A business can realise real savings and business improvement if it is willing to challenge its norm. But this requires a real commitment to change. Results can only be achieved if the business itself has a clear understanding of where it wants to be, and sets objectives at the outset. True measurement of the success of consultancy can only be achieved if these objectives are in place, and checkpoints must be agreed along the way to make sure the project is on track. Consultancy can help businesses reap benefits, and deliver the advice and tools to bring about change, but only if that business is bold and decides what it wants to achieve, challenging the consultant to deliver to its terms. Yours faithfully, Joanna Sedley-Burke Sovereign Business Integration Consendre mod eugait alit luptati sisisisit augait num iusti facidunt ipsumsan el eraestrud exerat ad onulla cor ing eumsandre ex elit The earliest documented mail service is attributed to the ancient Persians, in the 6th century BC. atetue tet ulla feu feum niamconEm ea commodiam ad tem dolortio Utat lum quisim et, quissi.Volobore m iurero dolobore. 108 ●● ●● www.outsourcemagazine.co.uk  http://www.outsourcemagazine.co.uk

Table of Contents for the Digital Edition of Outsource Issue 22

Outsource Issue 22
Table of Contents
Shutting the Door?
Q&A: Deborah Kops
Colombia
LPO
Editorial Board Roundtable
Head-to-Head
HR Trends
Long Live AMS!
The Provider Perspective
Platforms Make Sense in the Cloud!
NOA Pathway
Case Study: King’s College Hospital
Egypt
Silver Lining
Roundtable Write-Up
Case Study: Nokia & Hyphen
Alan Leaman
Leah Cooper
Kay Formanek
Paul Awcock
News & Comment
The Legal View
NOA Roundup
Online Roundup
Letter to the CEO
Letters to the Editor
Sourcebites
Inside Source
The Last Word

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