{"id":1497,"date":"2011-06-12T16:57:00","date_gmt":"2011-06-12T16:57:00","guid":{"rendered":"http:\/\/localhost\/projects\/horsesforsources\/the-facts-about-outsourcing-part-iii_061111\/"},"modified":"2011-06-12T16:57:00","modified_gmt":"2011-06-12T16:57:00","slug":"the-facts-about-outsourcing-part-iii_061111","status":"publish","type":"post","link":"https:\/\/www.horsesforsources.com\/the-facts-about-outsourcing-part-iii_061111\/","title":{"rendered":"The undisputed facts about outsourcing, Part 3: With outsourcing demand at unprecedented levels, can new buyers get across the finish-line?"},"content":{"rendered":"
Outsourcing is a cyclical business – when economies nose-dive,\u00a0organizations\u00a0batten down the hatches and wait for the uncertainty to clear, before making decisions that are longer-term in nature and\u00a0potentially\u00a0disruptive\u00a0to the business. Recessions drive short-term\u00a0behaviors, namely immediate cost-cutting, re-orgs and layoffs. Hence, shaking up the finance, HR and procurement functions with complex, stressful outsourcing initiatives could well detract from the short-term tactical measures to ride-out the economic misery.<\/p>\n
Having come through the worst Recession since the bubonic plague, it’s little\u00a0surprise\u00a0that much of the outsourcing energy dissipated between 2008 and 2010. \u00a0Lots of low-risk application development and support work was moved to low-cost providers during this time, as it fitted the “cost-out-quickly with minimal disruption” mentality of many organizations. Consequently, many enterprises still operate their core general and administrative work much the same way they’ve been doing for the last decade or more, and most business function leaders know they have to change.<\/p>\n
Our State of Outsourcing 2011 study<\/a> of 1,335 industry stakeholders, conducted with the Outsourcing Unit at the London School of Economics and supported by our friends at SIG, points to a marked turnaround in outsourcing intentions as global economies reach a period of sustained (albeit limping) recovery. \u00a0For many organizations today, clearly the short-term counter-recessionary measures have been executed through to fruition, leaving business function leaders under \u00a0renewed pressure to seek out new operational strategies for driving out cost and improving global effectiveness.<\/p>\n Yes, it’s time to dust off those old outsourcing plans, call your hapless account rep who’s likely given up hope you’ll ever get serious about this, and request to re-examine the delights and possibilities of that promised outsourcing land. \u00a0And – oh my – are companies revitalizing their interest:<\/p>\n Let’s examine these dynamics:<\/p>\n IT Outsourcing<\/span><\/span><\/p>\n Well over half of enterprises today are outsourcing a proportion of their apps and\u00a0infrastructure, and the overwhelming majority (58%) are adding scope to their engagements. \u00a0Clearly, this is a maturing and (dare we say it) commodotizing marketplace, where buyers are getting increasingly experienced and looking to squeeze more out of their existing service provider portfolios and further reduce their onshore staff numbers. \u00a0As Part 2 illustrates<\/a>, many firms still have plenty of IT support still inhouse or in shared services. \u00a0We expect a heavy polarization by the leading service providers to soak up this high-end enterprise demand, while the less-profitable scraps in the middle market will get fed to the lower-tier providers, and those slipping top tier providers now struggling to maintain their enterprise presence.<\/p>\n Business Process Outsourcing<\/span><\/p>\n Procurement\u00a0BPO: <\/strong>Finally, Procurement\u00a0BPO is on the table, with 18% of organizations seeking their first forays into an outsourced model over the next 12 months. \u00a0Organizations are coming off the Recession knowing they have to globalize their procurement processes and leverage the indirect sourcing competences of providers to tighten-up the cash flow. Moreover, providers are aggressively pushing gainshare, risk-sharing proposals at buyers in order to develop scale and category expertise across procurement BPO functions. \u00a0Procurement BPO doesn’t bode too well with the labor arbitrate-only model – most procurement departments have already been cut to the bone – and merely lumping messy\u00a0procurement\u00a0work offshore isn’t, by itself, going to deliver benefits that are going to make this a worthwhile experience. \u00a0However, there is lots of money to be saved (or gained) when you use more effective\u00a0procurement\u00a0technology and have access to category experts. With such a large number of buyers already bedding down their F&A engagements, procurement is the natural next step for may organizations.<\/p>\n<\/p>\n