1 Agenda Introduction Industry trends Engagement models Governance Innovation Case Study Summary & Wrap Up 2 Industry Trends 3 Evolution of Outsourcing Vendors Strategic Sourcing STRATEGIC PARTNERSHIP Programmatic Outsourcing BUSINESS PARTNER Project-based Outsourcing VENDOR Project-based Outtasking SUPPLIER 1980s 1990s early 2000s 4 2010s The offshore outsourcing trend and practice is due for a transformation. Client concerns about changing business objectives, the proliferation of “as-a-service” offerings, and demand for deep industry specialization suggest that only the most collaborative, innovative, and trusted vendors will succeed. Forrester 5 Outsourcing Trends - Gartner • The number of external IT service providers that buyers use, on average, is already too high. • Organizations continue to show a wider interest in outsourcing. • Organizations are looking for better ways to manage strategic providers. • Clients are less tolerant of finger pointing in a cost-focused market. • Alliance offerings from outsourcers are gaining traction. 6 Key Theme Engagement Models 7 Engagement Models • Time and materials (still the most common). • Portfolio-based pricing based on SLAs. • Managed Services (Volume-based). • Managed Services (Metrics-based). • Co-Innovation. • Hybrid. 8 Managed Services Enables the IT organization to focus on areas where it can add value vs. primarily monitoring Typical Split of IT Organization focus in managed services Typical Split of IT Organization focus in Staff-augmentation Areas which can provide high returns in terms of business IT Direction Setting 10% Technology visioning, Architecture direction Vendor Performance Management 15% Relationship metrics, Value monitoring and management Business Liaison 25% Business value monitoring and management 35% IT Direction Setting 20% Partner Performance Management 35% Business Liaison 10% IT Project Management alignment for time & effort invested Activities which can be competently performed by mature vendors with some IT Project Management Day-to-day monitoring of project progress 50% oversight by the Client IT Organization This allows the client IT to engage with the organization better, as an enabler of business results, going beyond the traditional role as a procurer of services 9 Vendor Consolidation Consolidation is the natural evolution of most outsourcing strategies LOB 1 LOB 2 LOB 1 LOB 3 In House In House In House • Minimal use of contractors • Local work • High cost • Lower productivity, e.g. no global delivery 80’s/90’s LOB 1 LOB 3 • Widespread use of contractors • Adoption of global delivery • Contract awards largely driven by hourly rates • Ad hoc selection of vendors • Peak benefits achieved within several years Vendor A Vendor B In -House Pre-Outsourcing LOB 2 In -House In -House LOB 3 Vendor A Vendor C In -House Arbitrary Outsourcing LOB 2 In -House In -House Logical Outsourcing 2000’s 2010’s Outsourcing adoption timeline 10 • Focus on handful of key “strategic vendors” to do vast majority of work • Adoption of new commercial models focused on results, not inputs • Contracts awarded based on work history, capabilities and synergies with existing work Key Theme Governance 11 Value of Governance Effective governance leads to both value creation and reduced cost of coordination for the Client and Sourcing Partner • An ability to adapt effectively in a rapidly-evolving high-pressured environment • Effective management of program scope • Effective management of program stakeholders • Efficient resolution of problems and addressing the “gray areas” of the contract • Ability to review and provide approval to explore new avenues for innovation and improvement • Reduced coordination costs • Less time wasted due to poorly-managed conflict 12 Governance - Root causes of Transition Failure Lack of understanding of the deal/scope by… 73% Ineffective relationship and programme governance… 58% Inadequate transition project planning and due… 40% Insufficient transition management (skills,tools,… 33% Poor personnel on-boarding/transfer process… 15% Insufficient knowledge transfer and testing (unit,… 9% 9% Missed transition deadlines 7% Transition teams not ready at cutover 4% Poor transition deliverable quality 0% 10% 20% 30% 40% 50% 60% 70% 80% Source - EquaTerra 13 Key Theme Innovation 14 Improved cost savings, customer service, revenue, and productivity, require innovation 15 16 17 Case Study 18 THANK YOU 19