?<\/span> Apparently, they convinced the outsourcing governance leader of a Fortune 100 healthcare organization to write for them. Yes, it just had to be us didn’t it? So bloody predictable…\u00a0\u00a0<\/p>\n<\/div>\nOver to you, Mr. Anthony Calabrese for a sensational debut as the “Mark Twain” of the analyst world…\u00a0\u00a0<\/p>\n
Surviving the Aftermath of a Lift and Shift Transition<\/h2>\n Well, now you\u2019ve done it.\u00a0 Instead of fixing things first, you outsourced your processes almost completely intact.\u00a0 The result?\u00a0 Your junky processes are now in the (hopefully) capable hands of your lower cost vendor and, not surprisingly, the outcomes are the same.\u00a0 While it is quite possible that you took the time to image and digitally distribute your previously paper-based processes, there\u2019s nothing remarkable about a digitized bandage hiding a poorly performing, wounded process.\u00a0 Worse yet, there are few things more restrictive than your IT organization\u2019s standard prioritization process \u2013 and one of those \u201cthings\u201d happens to be your 300-page multi-year outsourcing contract.\u00a0 What can you do you?\u00a0\u00a0<\/p>\n
You Are Not Alone \u2013 Misery Loves Company<\/span><\/strong>\u00a0\u00a0<\/p>\nThe \u201cLift and Shift\u201d outsourcing paradigm is a choice of many companies for several reasons.\u00a0 It speeds transition, so labor arbitrage savings can be quickly delivered.\u00a0 Conversely, vendors frequently recommend it because revenue can be quickly generated and the implementation risks are minimal (Remember the multi-phase pitch they gave you?).\u00a0 Some clients believe that their vendors are more capable of turning things around than internal resources.\u00a0 Lastly, a thoughtful, very small minority of companies reinvests the initial labor arbitrage savings into innovation.\u00a0\u00a0<\/p>\n
For these reasons, and many others, you are not the only person facing the task of transforming a recently outsourced function.\u00a0 In fact, the overwhelming majority of companies need to tinker with recently outsourced processes to some degree.\u00a0 Unfortunately, few have come to grips with the situation.\u00a0\u00a0<\/p>\n
Click here to read Anthony’s article in full:<\/span><\/em><\/strong><\/span><\/span><\/p>\nSurviving the Aftermath of a Lift and Shift Transition<\/span><\/a><\/em><\/strong><\/span><\/span>\u00a0\u00a0<\/span><\/p>\n\u00a0<\/span><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"Did you think it would get any easier? Did you hear about that lame\u00a0analyst firm which uses the first ever…<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[48,81,836,832],"tags":[801],"organization":[],"ppma_author":[19],"class_list":["post-1709","post","type-post","status-publish","format-standard","hentry","category-business-process-outsourcing-bpo","category-it-outsourcing-it-services","category-procurement-engineering-supply-chain-outsourcing","category-sourcing-best-practises","tag-vendor-management"],"yoast_head":"\n
Surviving the Aftermath of a Lift and Shift Transition - Horses for Sources | No Boundaries<\/title>\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n\t \n\t \n\t \n