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Global Outsourcing Key Considerations – Part 2

In our previous blog post on global outsourcing we looked at some key issues such as strategic fit for the business, selection locations and keeping the clients in the loop. In this second blog in the series we move the process on and look at the critical challenges of partner selection and management buy-in. In the work we have done on major global outsourcing projects, these are phases which have the potential to go badly wrong.

Partner Selection in Global Outsourcing

The reasons for deciding to outsource work can be many and varied. Often the move is driven by cost concerns, but this is not always the case. Many organisations, for example, find that they need to outsource to a secondary location to find scalable talent or to be near to a key client.

Whatever the reason for the transition, you will need to select an outsource partner (unless you decide to open a captive operation) and the future success of your entire organisation could then be heavily dependent on how that partner performs. Therefore, selecting the right partner is a very critical process.
What do you need to consider when going through the selection process?

Keith Warburton

Keith Warburton, Global Business Culture CEO

The Importance of Leadership and Organisation “Buy-in” to the Outsourcing/Offshoring Process

When embarking on a transformational programme such as this, all companies are confronted with many organisational elements which need more attention than usual – managing change, staffing, project management and execution, learning how to manage virtual teams, communication –and each of these elements have to have total focus from the leadership team for the project or projects to be successful. In light of this it is evident that the most critical factor for any successful offshoring/outsourcing programme is the buy-in of the Senior Leadership team and the subsequent total involvement of all levels of the organisation. Even those business teams not directly involved in the process under transfer will have a role to play to ensure a timely, high quality and cost-effective outcome.

This ‘buy-in’ is critical for several reasons:

The success or failure of transformational programmes is nearly always down to the level of business leadership engagement and how that is seen and felt within the organisation. Having your teams feel comfortable about the upcoming and ongoing changes is essential. Your messaging needs to be well thought through and consistent and everybody within the organisation needs to be aware of what is being communicated both internally and to the client base.

We would love to talk to you about the importance of Leadership and Organisational Buy-in as key enablers to a successful outsourcing and/or offshoring programme – please get in touch if you would like an initial discussion.

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