Offshoring-enabled VALUE CREATION
|
|
- Hortense Jessica Hodges
- 6 years ago
- Views:
Transcription
1 Offshoring-enabled VALUE CREATION in the financial services industry by Chris Disher, Arie Y. Lewin, and Carine Peeters, Booz Allen Hamilton/Duke University Most financial services companies believe they are leading the way in innovative offshoring. The fact is that other industries are pursuing more sophisticated initiatives, having already recognised that offshoring is about more than taking out costs: it s about value creation over the long term and financial services firms who understand and exploit this strategic opportunity will be successful over the long term and those who don t, won t. So far, most financial services firms have focused on realising the immediate benefits of labour arbitrage in low cost countries, but these benefits are being eroded by rapid wage inflation up 26% in Bangalore over the past 12 months high employee turnover rates and the associated costs, and declining service levels. Only a few companies have recognised that they must begin creating longer term competitive advantages through greater efficiencies and fundamentally transformed business processes on a global scale. As financial services firms learn to transact business globally with greater sophistication, they will reap the competitive rewards: scale, lower costs, and quantum increases in efficiencies through re-engineered and redesigned processes particularly in the delivery of transactions. Financial services firms should also pursue residual revenues by working with outsource partners to develop best-in-classs utilities to which other companies can bolt their applications. To realise these benefits, financial services companies will need to adapt their vendor selection criteria to identify vendors who can function as critical business partners in strategic relationships. Unlike other firms, we do not expect financial services firms to create value in the near term by offshoring product development. For now, we expect financial services firms to maintain this work in-house in cities such as London and New York City, where finance rocket scientists, behavioural economists, finance modellers, game theorists, and other finance techies tend to congregate. BEYOND LABOUR ARBITRAGE Although process re-engineering can be a significant source of cost reduction and greater efficiency, the financial services industry lags behind other industries in pursuing process redesign opportunities. In fact, financial services firms are accomplishing less in this 11
2 Is your firm on track to benefit from offshoring-enabled value creation? Has your firm: Implemented process re-engineering? Developed selection criteria that will identify vendors capable of partnering in value creation? Identified criteria for safeguarding core process knowledge? Developed and disseminated a corporate-wide strategy for guiding offshoring? Implemented a global sourcing strategy? area than is commonly believed, so potential opportunities for growth and value creation are significant (Exhibit 1). To extract value from this untapped business frontier, financial services firms will need to: Re-engineer and redesign entire business processes in ways other firms cannot easily imitate to generate longer term competitive advantages beyond labour arbitrage. Devise new criteria for choosing third party providers which emphasise specific financial services domain expertise, and process redesign and re-engineering capabilities. Although most vendors talk business transformation, it s mostly just talk: their focus is on taking out cost but focusing on cost reduction alone is a losing proposition; such cost savings evaporate quickly in the face of wage inflation and rising turnover, and this inflation is likely to continue its steady climb, especially in hotspot offshore locations. Work in partnership with the third party providers to develop optimal business processes, or industry best practices, for which the co-developing firms can earn residual revenue in the form of royalties. In fact, the race is on within the financial services industry to see who will be first to develop such best practices standards. Strategic drivers of offshoring Exhibit 1 Taking out cost Competitive pressure Growth strategy Access qualified personnel Industry practice 51% 76% 71% 76% 74% 69% 69% 66% 93% 97% Improved service levels 45% 49% System redundancy Business process redesign Increased speed to market Change rules of game Access to new markets 0% 24% 43% 33% 36% 48% 31% 34% 31% 36% All Financial services 12
3 complex issues clear solutions Booz Allen is the one firm to serve its outsourcing clients with A thriving team of more than 100 professionals around the globe Deep industry and functional capabilities Strategic thinking and hands-on experience An honest broker, objective perspective Expertise covering the complete sourcing life-cycle Proven results in rapid timeframes To learn more about our Outsourcing Advisory Services, contact couto_vinay@bah.com or stroh_stefan@bah.com
4 Forward-looking financial services companies that understand the evolution in offshoring from opportunistic to strategic will establish their competitive advantage and increase their odds of staying in the game. OFFSHORING TRENDS IN THE FINANCIAL SERVICES INDUSTRY Focus on taking out costs We expect that financial services companies will continue offshoring low skill jobs to reduce costs and increase efficiencies, mainly through labour cost arbitrage; so far, they report average cost savings of 35% off baseline costs. In , financial services firms responded to continuing pressure to reduce costs and maintain margins by offshoring administrative functions, IT, and call centres, which continue to account for 94% of all applications (Exhibit 2). On the basis of responses to the ORN survey, we expect such offshoring initiatives to accelerate over the next two years, with 27% of existing applications expected to expand and new implementations expected to grow by 43%. Other industries, however, have already begun to move beyond labour arbitrage because of the looming shortage of qualified workers in the US and the EU. These firms are looking offshore for the talent they need to foster innovation, increase productivity, create value, and achieve growth. Across all industries and functions, more jobs have been created offshore than have been eliminated in the US (average ratio of 2.5 to 1). But most financial services companies have focused on replacing high cost workers with lower cost workers (average ratio of approximately 1 to 1) and have overlooked the opportunities for growing scale through offshoring. Functions offshored Exhibit 2 Adminstrative 24% 41% IT Contact centres Product development 6% 15% 21% 23% 30% 32% Procurement Other 0% 0% 2% 6% Whole sample Financial services companies 14
5 KEY OFFSHORING RISKS Regulatory compliance The highly regulated nature of the industry leads financial services firms to be more concerned than other firms about many offshoring risks (Exhibit 3). More specifically, they are more concerned about data security, the quality of offshored services, and the loss of control over business processes. Surprisingly, they are less concerned than firms in other industries about the risks associated with high employee turnover at offshore locations. Infrastructure and political instability Financial services companies are also less sensitive than other firms to the risks associated with inadequate infrastructure and political instability. This lower sensitivity reflects a preference for nearshore locations where these risks are lower. For instance, 21% of implementations are located in Canada compared to 6% for the total sample. In fact, nearshoring allows financial services firms to mitigate the risks of political instability and helps them align their needs with the necessary language skills and available expertise (Exhibit 4). BEYOND NEARSHORING: MITIGATING RISKS However, nearshoring strategies alone cannot address four significant offshoring challenges: 1. Growing turbulence at offshoring hotspots, such as employee turnover, increased training costs, and wage inflation. To address these problems, firms should consider second tier cities, where the competition for talent is less acute. 2. Third shift performance issues. Some firms have addressed persistent performance inconsistencies Perceived risks of offshoring Exhibit 3 Data security Service quality Loss of control Corporate culture buy-in Client acceptance Weakening morale Cultural fit IP loss Disaster recovery Opertional efficiency Employee turnover Infrastructure instability Political backlash Political instability 53% 68% 59% 67% 47% 62% 55% 61% 52% 56% 43% 56% 58% 44% 41% 44% 41% 39% 38% 38% 49% 24% 36% 24% 33% 21% 29% Whole sample 76% Financial services companies 15
6 Criteria for selecting offshore locations Exhibit 4 Language Expertise Political stability Best provider Infrastructure Collocation Government incentives 6% 11% 31% 19% 25% 26% 21% 29% 17% 38% 51% 73% 67% 71% Whole sample Financial services companies 16 during third shifts by using follow the sun strategies that eliminate grave yard shifts. These strategies allow workers in different locations to work during the day, which improves service and helps companies retain qualified workers. 3. Major catastrophes. Firms must create system and infrastructure redundancies and contingency plans: if one centre shuts down because of a power failure or because a provider fails to meet SLAs, or if one centre experiences peaks in demand the work can be seamlessly shifted elsewhere. 4. Loss of process knowledge. Firms must make strategic decisions about what core process knowledge should be retained in-house regardless of the scope of the outsourced functions, which can range from independent sets of well-defined tasks to entire processes. Field research also suggests that employees responsible for implementation voice their concerns about this risk, but are often marginalised as non-team players. A few firms are devising global sourcing strategies to address these risks, and the risks associated with specific offshoring locations and functions, such as language requirements for customer-facing activities. In the case of language, French financial services firms will probably favour countries like Morocco and Tunisia, while German companies are more likely to go to the Czech Republic and Hungary. The critical point is that for financial services firms to move toward more effective global sourcing models, they must create more nuanced risk mitigation and location strategies that evolve as their needs change. GETTING READY FOR THE FUTURE Only a few financial services firms are actively implementing Generation 3 offshoring strategies; most
7 are still in Generation 1. However, the rapidly evolving competitive playing field makes it increasingly critical that financial services companies embrace Generation 3 offshoring and fully leverage the potential for growing global scale and creating value (Exhibit 5). To move to Generation 3 offshoring and achieve the greatest transformational business impact, financial services firms must: Formulate and disseminate corporate-wide offshoring strategies which serve to guide, encourage, and reward individual business units for experimenting with more strategic offshoring initiatives Such strategies should: Make fundamental re-engineering a reality. Most financial services firms settle for lift and drop and for refining existing processes, which is like rearranging the deck chairs on the Titanic. According to a survey of alumni of Duke University s Fuqua School of Business, only 1% of the more than 400 respondents say their corporations have a corporate-wide offshoring strategy despite its essential importance. Ensure critical process knowledge is retained. In the rush to offshore, some financial services firms have lost crucial process knowledge and have become dependent on third party service providers. Again, the key is making strategic choices about what core process knowledge must be kept in the retained organisation, even if the function itself is outsourced. Take full advantage of offshoring s benefits from labour arbitrages and scale to process re-engineering and innovation (Exhibit 6): Effective corporate strategies will emphasise different elements at different times given different objectives. Towards offshoring-enabled value creation Exhibit 5 Gen. 1 Opportunistic Gen. 2 Informed Gen. 3 Strategic Relative strategic value to companies Efficiency Value Labour arbitrage Effectiveness Value: Scale Specialisation Optimisation and standardisation of processes Learning from vendors Scope of functions outsourced/offshored Value creation Value: New functionalities New methodologies and techniques New service offerings Global sourcing 17
8 Elements of corporate offshoring strategy Exhibit 6 Transformational impact Value creation Process reengineering Global sourcing Scale Labour arbitrage 18 Clearly, over the next few years, firms will continue to seek the benefits of labour cost arbitrage; however, as these opportunities decline, firms must experiment with more value-creating offshoring activities that will fundamentally transform their businesses. Build a global labour strategy Financial services firms should: Identify vendors that can deliver more than cost savings and align these vendors with their business objectives. Although most vendors are still best at taking out costs, some leading-edge vendors are beginning to see opportunities to undertake process re-engineering projects. And as financial services companies start creating strategies focused on re-engineering, more vendors can be expected to develop value creation capabilities, which should create more opportunities for firms and vendors to work together to develop new business models. Develop more refined capabilities for managing a global workforce. Firms must begin investing in the creativity and talent needed to take advantage of strategic offshoring. This effort includes creating new managerial positions and providing training in areas such as cross-cultural effectiveness. Develop more nuanced strategies for selecting the right offshoring locations for redesigning and re-engineering processes based on the availability of qualified personnel; the skills needed, such as language skills, process knowledge, and customer orientation; and the expected evolution of the supply and demand for talent. This effort also includes locating in second tier cities to minimise difficulties at offshoring hotspots; developing follow-the-sun strategies to increase performance consistency and provide better in-region support; and mitigating catastrophe risks by creating redundancies.
9 The Duke University CIBER-Booz Allen Hamilton Survey on Offshoring Summer 2004 Launch Offshoring Research Network Summer 2006 Third Duke CIBER-BAH annual survey. Target Executives and functional managers. Administrative and technical offshore implementations. Demographics Average revenue: US$21bn. Average market cap: US$30bn. Scope Extended to European companies in 2006 (UK, Germany, Netherlands, Spain, Denmark, Belgium). Analyses Within and across countries, industries, functions, offshore locations, service delivery models, and over time. Info They must bridge, or even abandon, the traditional vertical silos typical of most financial services organisations. If financial services firms fail to reorganise, they will continue to be hindered by obsolete business models and inadequate internal processes which limit innovation and restrict the horizontal exchange of ideas and knowledge. What remains to be seen is which firms will rise to the challenge of reinvention, and marshal the imagination and vision needed to embrace strategic offshoring and meet the daunting task of managing change. Chris Disher Arie Y. Lewin Carine Peeters In other words, financial services firms must move beyond Generation 1 opportunistic offshoring to more strategic Generation 3 initiatives based on process re-engineering to achieve scale at lower cost. To do that, firms must develop global sourcing strategies, build strategic partnerships with vendors, and learn to source, train, coordinate, and retain talent anywhere in the world. Making this move to Generation 3 offshoring will require that financial services firms reinvent themselves. Chris Disher is Vice President at Booz Allen Hamilton Chicago, IL. Arie Y. Lewin is a Professor and Carine Peeters is a Research Associate at Duke University in Durham, NC. For further information, please telephone +1 (312) (Chris Disher) +1 (919) (Arie Lewin) or disher_chris@bah.com ayl3@duke.edu 19
10
Offshoring Reaches the C-Suite
Trusted Insights for Business Worldwide 7 8 orn survey report Offshoring Reaches the C-Suite In collaboration with Duke University Offshoring Research Network 7 8 ORN Survey Report Offshoring Reaches the
More informationIT OUTSOURCING AND SHARED SERVICES TRENDS
IT OUTSOURCING AND SHARED SERVICES TRENDS BY SUDEEP NAIR IBS RESEARCH THOUGHT LEADER NEW YORK CHICAGO LONDON DUBAI MUMBAI WWW.IBSINTELLIGENCE.COM TECHNOLOGY OUTSOURCING AND SHARED SERVICES ARE LIKELY TO
More informationHarnessing the Power of Distributed Agile Teams: A Service-Level Orientated Approach
Harnessing the Power of Distributed Agile Teams: A Service-Level Orientated Approach Alan Ettlin Dr. sc. EPFL, Dipl. Inf.-Ing. ETHZ Senior Consultant Agenda Introduction The temptation of outsourcing and
More informationSummary Findings: Corporate Clients Future Plans Study. Prof. Arie Y. Lewin Dr. Keren Caspin-Wagner Jeff Russell Zhuo Chen
Summary Findings: Corporate Clients Future Plans Study Prof. Arie Y. Lewin Dr. Keren Caspin-Wagner Jeff Russell Zhuo Chen February, 2014 Duke ORN History and Scope Academic Research Informed by and Informing
More informationImpact of Offshore Services on BPO Adoption ~~~
Impact of Offshore Services on BPO Adoption ~~~ Custom Assessment September 2006 Premium Members: About is the NOA s market analysis partner and provides buy-side and sell-side organizations with deeper
More informationWHITE PAPER. The four big waves of contact center technology: From Insourcing Technology to Transformational Customer Experience.
WHITE PAPER The four big waves of contact center technology: From Insourcing Technology to Transformational Customer Experience www.servion.com Abstract Contact Centers (CC) are one of the most critical
More informationAfrica: The Next Frontier for Outsourcing. Can the African Lions Take on the Asian Tigers?
Africa: The Next Frontier for Outsourcing Can the African Lions Take on the Asian Tigers? African Lions Global Players in Outsourcing Africa is, and will, remain one of the World s Fastest-Growing Regions
More informationPRIORITY 1: Access to the best talent and skills
UK architecture is a global success story worth over 4 billion a year. Architects from around the world come here to study, work and develop new skills and contacts, helping British firms design ground-breaking
More informationEurope's Digital Progress Report (EDPR) 2017 Country Profile Lithuania
Europe's Digital Progress Report (EDPR) 2017 Country Profile Europe's Digital Progress Report (EDPR) tracks the progress made by Member States in terms of their digitisation, combining quantitative evidence
More informationMeasuring the socio- economical returns of e- Government: lessons from egep
Measuring the socio- economical returns of e- Government: lessons from egep First LOG-IN Africa Methodology Workshop, 8 10 June 2006, Tangier Morocco Dr. Andrea Gumina, PhD Project Leader, egov@luiss -
More informationGlobal Sourcing Market Update: October, 2007 Preview Deck Topic: Bank of the Future The Emerging Operating Model
Global Sourcing Market Update: October, 2007 Preview Deck Topic: Bank of the Future The Emerging Operating Model Copyright 2007, Everest Global, Inc. Industry trends are transforming the operating models
More informationAWARDS. for Best Practice in Outsourcing. National Outsourcing Association PARK PLAZA RIVERBANK HOTEL, LONDON THURSDAY 25TH OCTOBER 2012 ENTRY PACK
National Outsourcing Association PARK PLAZA RIVERBANK HOTEL, LONDON THURSDAY 25TH OCTOBER 2012 ENTRY PACK National Outsourcing Association PARK PLAZA RIVERBANK HOTEL, LONDON THURSDAY 25TH OCTOBER 2012
More informationExecutive Summary. Introduction
Executive Summary Introduction A new window of opportunity is opening now for India. Even as Indian vendors continue to move from strength to strength as providers of Information Technology Outsourcing
More informationEXECUTIVE SUMMARY. Global value chains and globalisation. International sourcing
EXECUTIVE SUMMARY 7 EXECUTIVE SUMMARY Global value chains and globalisation The pace and scale of today s globalisation is without precedent and is associated with the rapid emergence of global value chains
More informationVanguard Programme: Acute Care Collaboration Value Proposition
Vanguard Programme: Acute Care Collaboration Value Proposition 2015-16 November 2015 Version: 1 30 November 2015 ACC Vanguard: Moorfields Eye Hospital Value Proposition 1 Contents Section Page Section
More informationWHITE PAPER. The Shift to Value-Based Care: 9 Steps to Readiness.
The Shift to Value-Based Care: Table of Contents Overview 1 Value Based Care Is it here to stay? 1 1. Determine your risk tolerance 2 2. Know your cost structure 3 3. Establish your care delivery network
More informationDevelopment of Erasmus+ in the second half of the programme period and the design of the subsequent programme generation ( )
Development of Erasmus+ in the second half of the programme period and the design of the subsequent programme generation (2021 2027) Position paper of the National Erasmus+ Agency for EU Higher Education
More informationEmerging Markets and Countries for Outsourcing Summary Digest
Emerging Markets and Countries for Outsourcing Summary Digest September 2010 Produced by: Elix-IRR Partners LLP Version 2.0 Elix-IRR Partners LLP, 2010 Introduction This analysis takes the form of: An
More informationIntegrated Offshore Outsourcing Solution
Integrated Offshore Outsourcing Solution Continuous improvement, productivity and innovation through consolidation of Business Process and IT outsourcing Krishnan Narayanan and Jacob Varghese Introduction
More informationCurrent Trends in Business Process Outsourcing
Current Trends in Business Process Outsourcing December 2016 in association with Silver Partner Contents Executive Summary... 3 The Research... 5 What is your biggest customer service challenge?... 8 The
More informationGuy s and St. Thomas Healthcare Alliance. Five-year strategy
Guy s and St. Thomas Healthcare Alliance Five-year strategy 2018-2023 Contents Contents... 2 Strategic context... 3 The current environment... 3 National response... 3 The Guy s and St Thomas Healthcare
More informationImpact of Outsourcing Jobs - Economies of Wealthy and Poor Nations
Growth of India and China, emerging markets threat and opportunities [youtube:http://uk.youtube.com/watch?v=yfnshahbrws auto] Need a world-class outsourcing keynote speaker for your event? Phone or e-mail
More informationAddress by Minister for Jobs Enterprise and Innovation, Richard Bruton TD Launch of the Grand Coalition for Digital Jobs Brussels 4th March, 2013
Address by Minister for Jobs Enterprise and Innovation, Richard Bruton TD Launch of the Grand Coalition for Digital Jobs Brussels 4th March, 2013 CHECK AGAINST DELIVERY Introduction Commissioner, ladies
More informationIs Now the Time to Consider Outsourcing?
Is Now the Time to Consider Outsourcing? American Financial Services Association What is Outsourcing? Outsourcing is a process in which a company delegates some of its in-house operations/processes to
More informationTopic: Global Locations Compass Mexico Comprehensive Assessment of Global Services Industry in Mexico and Implications for Services Strategy
Topic: Global Locations Compass Mexico Comprehensive Assessment of Global Services Industry in Mexico and Implications for Services Strategy Global Sourcing Market Report: December 2013 Preview Deck Our
More informationAtos Global FinTech program: A catalyst for innovation in Financial Services
Atos Global FinTech program: A catalyst for innovation in Financial Services Atos Global FinTech program: A catalyst for innovation in Financial Services Atos and FinTech: Quick facts Atos has launched
More informationOUTSOURCING IN 2010 RECENT TRENDS & KEY ISSUES FOR IRISH BUSINESSES
OUTSOURCING IN 2010 RECENT TRENDS & KEY ISSUES FOR IRISH BUSINESSES What is Outsourcing? What can be Outsourced? Why Outsource? Key Benefits Who Is Outsourcing? Recent Deals Irish Outsourcing Market 2010
More informationThree Generations of Talent:
Indeed Hiring Lab I UK Research Bulletin I December 2014 Three Generations of Talent: Who s Searching for Jobs Today 1 Indeed Table of Contents: Each Generation Brings Unique Strengths to the Labour Market...
More informationPROSPECTUS DRIVING EXCELLENCE IN OUTSOURCING TRAINING AND QUALIFICATIONS IN OUTSOURCING
PROSPECTUS DRIVING EXCELLENCE IN OUTSOURCING TRAINING AND QUALIFICATIONS IN OUTSOURCING CONTENTS Training by professionals for professionals 3 GSA qualifications 4 The Gateway online course 5 GSA Award
More informationSuccess through Offshore Outsourcing. Kartik Jayaraman Director Enterprise Relationships (Strategic Accounts)
Success through Offshore Outsourcing Kartik Jayaraman Director Enterprise Relationships (Strategic Accounts) Offshore Outsourcing Today Outsourcing Viewed as Strategic Value Target set Higher Multi-year
More informationHHS DRAFT Strategic Plan FY AcademyHealth Comments Submitted
HHS DRAFT Strategic Plan FY 2018 2022 AcademyHealth Comments Submitted 10.26.17 AcademyHealth was pleased to have an opportunity to comment on the U.S. Department of Health and Human Services (HHS) draft
More informationTrends in hospital reforms and reflections for China
Trends in hospital reforms and reflections for China Beijing, 18 February 2012 Henk Bekedam, Director Health Sector Development with input from Sarah Barber, and OECD: Michael Borowitz & Raphaëlle Bisiaux
More informationAn Exploratory Study to Determine Factors Impacting Outsourcing of Information Systems in Healthcare
An Exploratory Study to Determine Factors Impacting Outsourcing of Information Systems in Healthcare Abdul Hafeez-Baig The University of Southern Queensland Australia abdulhb@usq.edu.au Raj Gururajan The
More informationcapital markets day 2017 london. human forward.
capital markets day 2017 london. human forward. group strategy & vision jacques van den broek, CEO london capital markets day november 21 2017 agenda our new brand positioning 6 strategic roadmap 7 ABFS
More informationGlobal Business Services Outsourcing Industry
JIAODA-DUKE CHINESE AMERICAN RESEARCH CENTER ON GLOBAL OUTSOURCING Global Business Services Outsourcing Industry Professor Arie Y. Lewin 乐文睿 Duke University, Fuqua School of Business Durham North Carolina
More informationOnline Consultation on the Future of the Erasmus Mundus Programme. Summary of Results
Online Consultation on the Future of the Erasmus Mundus Programme Summary of Results This is a summary of the results of the open public online consultation which took place in the initial months of 2007
More informationOutsourcing: Building Successful Strategies
Global Banking Symposium 2006 Outsourcing: Building Successful Strategies John Hunter June 8, 2006 What is outsourcing? Model Outsourcing Private Labeling Correspondent Relationship Definition Transfers
More informationParticipant Prospectus FUTURE CITIES CRC: SMART, CONNECTED, SUSTAINABLE, RESILIENT & HEALTHY
Participant Prospectus FUTURE CITIES CRC: SMART, CONNECTED, SUSTAINABLE, RESILIENT & HEALTHY FUTURE CITIES Cooperative Research Centre Accelerating the transition to a productive, connected, sustainable,
More informationSix Key Principles for the Efficient and Sustainable Funding & Reimbursement of Medical Technologies
Six Key Principles for the Efficient and Sustainable Funding & Reimbursement of Medical Technologies Contents Executive Summary... 2 1. Transparency... 4 2. Predictability & Consistency... 4 3. Stakeholder
More informationService offshoring takes off in Europe In search of improved competitiveness
EMBARGO The contents of this summary and the related survey must not be quoted or summarized in the print, broadcast or electronic media before 14 June 2004, 14:30 São Paulo (17:30 GMT, 19:30 Geneva, 23:00
More informationThe Helsinki Manifesto We have to move fast, before it is too late.
The Helsinki Manifesto 20.11.2006 We have to move fast, before it is too late. The Conference Networked Business and Government: Something Real for the Lisbon Strategy, held in Helsinki, on 23-24 October
More informationThe Evolution of Work:
The Evolution of Work: The Changing Nature of the Global Workforce (Part 3) Freedom In line with other regions, most Europeans in our study believe people can either already work from anywhere in the world
More informationKey findings & recommendations. Brief
Brief The Sri Lanka FAO growth roundtable 2012 held on 2 August 2012 was organised by CIMA and SLASSCOM to identify constraints to the growth of FAO operations in Sri Lanka and facilitate discussion of
More informationResidential aged care funding reform
Residential aged care funding reform Professor Kathy Eagar Australian Health Services Research Institute (AHSRI) National Aged Care Alliance 23 May 2017, Melbourne Overview Methodology Key issues 5 options
More informationOffshore Outsourcing. Agenda
Offshore Outsourcing The Challenge and the Prize Lyn Elliott Dellinger 001-757-565-5152 LDellinger@pia-1.com Agenda Introduction to outsourcing The good news growth and The bad news cautions The competitive
More informationICTs, Labour Markets, Employment and Society
UNCTAD Expert Meeting In Support of the Implementation and Follow-Up of WSIS: USING ICTs TO ACHIEVE GROWTH AND DEVELOPMENT Jointly organized by UNCTAD, OECD and ILO 4-5 December 2006 ICTs, Labour Markets,
More informationGlobal Value Chains: Impacts and Implications. Aaron Sydor Office of the Chief Economist Foreign Affairs and International Trade Canada
Global Value Chains: Impacts and Implications Aaron Sydor Office of the Chief Economist Foreign Affairs and International Trade Canada Overview What is a global value chain (GVC)? How GVCs fit into economic
More informationDriving and Supporting Improvement in Primary Care
Driving and Supporting Improvement in Primary Care 2016 2020 www.healthcareimprovementscotland.org Healthcare Improvement Scotland 2016 First published December 2016 The publication is copyright to Healthcare
More informationSTRATEGIC PERSPECTIVE OF INFORMATION SYSTEMS OUTSOURCING
STRATEGIC PERSPECTIVE OF INFORMATION SYSTEMS OUTSOURCING CURETEANU Radu, LILE Ramona Aurel Vlaicu University Arad rcureteanu@uav.ro, ramonalile@yahoo.com Key words: Strategic alliances, Management process,
More informationTHE CASE FOR WHOLESALE OUTSOURCING
WHITE PAPER THE CASE FOR WHOLESALE OUTSOURCING BUSINESS MODEL DETAILS WHY MOST BANKS SHOULD LOOK FOR ALTERNATIVES TO IN-HOUSE LOCKBOX 2014 WAUSAU FINANCIAL SYSTEMS, INC. All Rights Reserved. All other
More informationCurrent Trends in Mental Health Services. Nick Bouras Professor Emeritus
Current Trends in Mental Health Services Nick Bouras Professor Emeritus OUTLINE The Treatment Gap The evolution of MH services Balanced care model Current policies Outcomes Treatment gap: key facts 20-30%
More informationREGIONAL UNIVERSITIES NETWORK (RUN) SUBMISSION ON INNOVATION AND SCIENCE AUSTRALIA 2030 STRATEGIC PLAN
REGIONAL UNIVERSITIES NETWORK (RUN) SUBMISSION ON INNOVATION AND SCIENCE AUSTRALIA 2030 STRATEGIC PLAN Introductory comments The 2030 Innovation and Science Strategic plan must articulate a vision which
More informationOutsourcing the IT Function
IMS9043 IT IN ORGANISATIONS the IT Function outsourcing represents a major modern trend in IT relinquishing direct control over IT provisioning >to various degrees >pitfalls/ advantages >precautions 1
More informationPwC s Accelerator Local to Global
www.pwcaccelerator.com PwC s Accelerator Local to Global Accelerate to an international level Content Foreword... 1 About you... 2 Criteria of the Acceleration Phase... 4 Our Service Offering... 5 Our
More informationTRENDS IN SUPPLY OF DOCTORS AND NURSES IN EU AND OECD COUNTRIES
TRENDS IN SUPPLY OF DOCTORS AND NURSES IN EU AND OECD COUNTRIES Gaétan Lafortune and Liliane Moreira OECD Health Division 16 November 2015, DG Sante, Brussels Expert Group Meeting on European Health Workforce
More informationOptions for models for prescribing under a nationally consistent framework
The Nursing and Midwifery Board of Australia and the Australian and New Zealand Council of Chief Nursing and Midwifery Officers consultation regarding registered nurse and midwife prescribing 22 December
More informationMaking an impact on the public's health and wellbeing in England: Emerging Approaches and Lessons
Making an impact on the public's health and wellbeing in England: Emerging Approaches and Lessons Professor Kevin Fenton Snr. Advisor, Health and Wellbeing Public Health England Director of Health and
More informationIndustry Partnerships at the University of Cincinnati: Their Role in Research, Innovation, Entrepreneurship and Commercialization
Industry Partnerships at the University of Cincinnati: Their Role in Research, Innovation, Entrepreneurship and Commercialization William S. Ball, M.D. Interim Vice-President for Research University of
More informationEmbracing the Transformation: THE OUTSOURCING INDUSTRY IN BULGARIA 2016
Embracing the Transformation: THE OUTSOURCING INDUSTRY IN BULGARIA 016 This report was commissioned by the Bulgarian Outsourcing Association (BOA) and prepared by, a consultancy delivering company profiles,
More informationAccountable Care: Clinical Integration is the Foundation
Solutions for Value-Based Care Accountable Care: Clinical Integration is the Foundation CLINICAL INTEGRATION CARE COORDINATION ACO INFORMATION TECHNOLOGY FINANCIAL MANAGEMENT The Accountable Care Organization
More informationEQuIPNational Survey Planning Tool NSQHSS and EQuIP Actions 4.
Standard 1: Governance for safety and Quality and Standard 2: Partnering with Consumers Section 1 Governance, Policies, Business decision making, Organisational / Strategic planning, Consumer involvement
More informationTHE NEW IMPERATIVE: WHY HEALTHCARE ORGANIZATIONS ARE SEEKING TRANSFORMATIONAL CHANGE AND HOW THEY CAN ACHIEVE IT
Today s challenges are not incremental, but transformational; across the country, many CEOs and executives in healthcare see the need not merely to improve traditional ways of doing business, but to map
More informationIntroduction & background. 1 - About you. Case Id: b2c1b7a1-2df be39-c2d51c11d387. Consultation document
Case Id: b2c1b7a1-2df4-4035-be39-c2d51c11d387 A strong European policy to support Small and Medium-sized enterprises (SMEs) and entrepreneurs 2015-2020 Public consultation on the Small Business Act (SBA)
More informationNational Outsourcing Association
National Outsourcing Association for Best Practice in Outsourcing Park Plaza Riverbank Hotel, London Thursday 24th October 2013 Entry Pack National Outsourcing Association for Best Practice in Outsourcing
More informationImpactful Virtual Health in a Value-Based World. Healthcare Perspective
Impactful Virtual Health in a Value-Based World Healthcare Perspective VIRTUAL HEALTH NOT ONLY ALLOWS PROVIDERS TO CONNECT WITH PATIENTS OUTSIDE OF THE TRADITIONAL CLINIC OR HOSPITAL LOCATIONS, BUT ALSO
More informationQ Manpower. Employment Outlook Survey Global. A Manpower Research Report
Manpower Q3 211 Employment Outlook Survey Global A Manpower Research Report Manpower Employment Outlook Survey Global Contents Q3/11 Global Employment Outlook 1 International Comparisons Americas International
More informationMake or buy decisions
Article review Make or buy decisions Group 9 Lassi Laurila Eliel Soisalon-Soininen Lars Vilén Valtteri Vulkko Agenda Article topics on make or buy decisions can be divided under two broader themes Transaction
More informationERC Grant Schemes. Horizon 2020 European Union funding for Research & Innovation
ERC Grant Schemes Horizon 2020 European Union funding for Research & Innovation The ERC funding strategy The European Research Council (ERC) is the first pan- European funding body designed to support
More informationAssociation of Consulting Engineering Companies of PEI
Association of Consulting Engineering Companies of PEI The Contribution to Prince Edward Island s Economy June 2016 Prepared by: THE CONTRIBUTION TO Contents 1.0 Overview and Methodology... 1 2.0 PEI Consulting
More informationSubmission to the Review of Research Policy and Funding Arrangements for Higher Education
Submission to the Review of Research Policy and Funding Arrangements for Higher Education September 2015 This work is licensed under a Creative Commons Attribution 4.0 International Licence. Further inquiries
More informationAUSTRALIAN NURSING FEDERATION 2013 FEDERAL ELECTION SURVEY
AUSTRALIAN NURSING FEDERATION 2013 FEDERAL ELECTION SURVEY 1. Industrial Relations The Australian Greens have consistently advocated for greater industrial protections for nurses. The Greens secured amendments
More informationRisky Business: Organizational Effectiveness at Managing Risk of Outsourced Projects
Risky Business: Organizational Effectiveness at Managing Risk of Outsourced Projects The following are among the highlights of a global survey conducted among more than 600 project, program, department,
More informationEVERGREEN IV: STRATEGIC NEEDS
United States Coast Guard Headquarters Office of Strategic Analysis 9/1/ UNITED STATES COAST GUARD Emerging Policy Staff Evergreen Foresight Program The Program The Coast Guard Evergreen Program provides
More informationTHE SOCIAL CARE WALES (SPECIFICATION OF SOCIAL CARE WORKERS) (REGISTRATION) (AMENDMENT) REGULATIONS 2018
THE SOCIAL CARE WALES (SPECIFICATION OF SOCIAL CARE WORKERS) (REGISTRATION) (AMENDMENT) REGULATIONS 2018 This Explanatory Memorandum has been prepared by the Health and Social Services Department and is
More informationAIIA Federal Budget paper: Impact on the ICT Industry
11 May 2018 AIIA 2018-19 Federal Budget paper: Impact on the ICT Industry Introduction On 8 May 2018, Treasurer Scott Morrison delivered his third Commonwealth Budget, and the last one before the Federal
More informationSinan Tumer. Finance and Regulations for Innovation and Economic Growth. Head of International Research Policy SAP Research
Finance and Regulations for Innovation and Economic Growth SYSTEMATIC THOUGHT LEADERSHIP FOR INNOVATIVE BUSINESS Sinan Tumer Head of International Research Policy SAP Research November 20, 2009 ECFIN Conference
More informationICC policy recommendations on global IT sourcing Prepared by the Commission on E-Business, IT and Telecoms
International Chamber of Commerce The world business organization Policy statement ICC policy recommendations on global IT sourcing Prepared by the Commission on E-Business, IT and Telecoms Background
More informationGlobalization Trends and Futures in Business and IT Services. Stan Lepeak Vice President Professional Services Strategies
Globalization Trends and Futures in Business and IT Services Stan Lepeak Vice President Professional Services Strategies Stan.lepeak@metagroup.com Business and Technology Scenario Offshore footprint is
More informationGlobal Sourcing (GS) April 2008 Preview Deck Topic: Availability of European Language Skills for BPO Industry in India
Global Sourcing (GS) April 2008 Preview Deck Topic: Availability of European Language Skills for BPO Industry in India Background and objective Background India is a leading destination for offshore delivery
More informationIndustrial Strategy Green Paper. Consultation Response Manufacturing Northern Ireland
Industrial Strategy Green Paper Consultation Response Manufacturing Northern Ireland Introduction Manufacturing is the engine which drives the private sector in Northern Ireland. 1 in 4 families are directly
More informationBELGIAN EU PRESIDENCY CONFERENCE ON RHEUMATIC AND MUSCULOSKELETAL DISEASES (RMD)
BELGIAN EU PRESIDENCY CONFERENCE ON RHEUMATIC AND MUSCULOSKELETAL DISEASES (RMD) Brussels, 19 October 2010 Summary Report Background and Objectives of the conference The Conference on Rheumatic and Musculoskeletal
More informationHEALTH TRANSFORMATION: An Action Plan for Ontario PART V OF THE ONTARIO CHAMBER OF COMMERCE S HEALTH TRANSFORMATION INITIATIVE.
HEALTH TRANSFORMATION: An Action Plan for Ontario PART V OF THE ONTARIO CHAMBER OF COMMERCE S HEALTH TRANSFORMATION INITIATIVE www.occ.ca ABOUT THE ONTARIO CHAMBER OF COMMERCE For more than a century,
More informationOUTSOURCING IN THE AGE OF INTELLIGENT AUTOMATION
OUTSOURCING IN THE AGE OF INTELLIGENT AUTOMATION FOREWORD The emergence of intelligent automation is a watershed event in the life of outsourcing. Enterprises, which used to farm out business processes
More informationThe Integrated Support and Assurance Process (ISAP): guidance on assuring novel and complex contracts
The Integrated Support and Assurance Process (ISAP): guidance on assuring novel and complex contracts Part A: Introduction Published by NHS England and NHS Improvement August 2017 First published: Friday
More informationUC HEALTH. 8/15/16 Working Document
1) UC Health Mission Our mission is to make health care better. Each UC health system works to advance this mission in its community and as a system of health systems, we work together to catalyze innovation
More informationInformation and technology for better care. Health and Social Care Information Centre Strategy
Information and technology for better care Health and Social Care Information Centre Strategy 2015 2020 Information and technology for better care Information and technology for better care Health and
More informationCancer Research UK response to the Business, Innovation and Skills Committee inquiry into the Government s industrial strategy September 2016
Cancer Research UK response to the Business, Innovation and Skills Committee inquiry into the Government s industrial strategy September 2016 Cancer Research UK is the world s largest independent cancer
More informationMeeting the Needs of a 21st Century Society. Care England Manifesto for the Independent Care Sector (ICS)
Meeting the Needs of a 21st Century Society Manifesto for the Independent Care Sector (ICS) Introduction Expectations from citizens have risen. They experience social and health care as a continuum and
More information2009 Market Predictions October 2008 Topics: FAO, Global Sourcing, HRO, ITO, PO, and Supplier Intelligence
2009 Market Predictions October 2008 Topics: FAO, Global Sourcing, HRO, ITO, PO, and Supplier Intelligence Introduction This document contains Everest Research Institute s 2009 predictions for key outsourcing
More informationIndia as leading ITES (BPO) Hub
India as leading ITES (BPO) Hub Dr. S.C.Saxena 1, Seema Bawa 2 and Deepak Garg 3 These paper describes and analyses the emerging trend of Business Process Oursourcing (BPO) in India: Describing technological
More informationAPPENDIX B: Organizational Profiles of International Digital Government Research Sponsors. New York, with offices in Geneva, Vienna, and Nairobi
United Nations - Division for Public Administration and Development Management (UN-DPADM) New York, with offices in Geneva, Vienna, and Nairobi Maintaining international peace and security, developing
More informationManpower Employment Outlook Survey
Manpower Employment Outlook Survey Global 2 15 Global Employment Outlook Over 65, employers across 42 countries and territories have been interviewed to measure anticipated labor market activity between
More informationEconomic Impact of the University of Edinburgh s Commercialisation Activity
BiGGAR Economics Economic Impact of the University of Edinburgh s Commercialisation Activity A report to Edinburgh Research and Innovation 29 th May 2012 BiGGAR Economics Midlothian Innovation Centre Pentlandfield
More informationDriving Business Value for Healthcare Through Unified Communications
Driving Business Value for Healthcare Through Unified Communications Even the healthcare sector is turning to technology to take a 'connected' approach, as organizations align technology and operational
More informationDoes BPO / KPO Continue to Interest CAs? Case Study Business Management Services Back Office Outsourcing and Offshoring
Does BPO / KPO Continue to Interest CAs? Case Study Business Management Services Back Office Outsourcing and Offshoring Presented by: CA (Dr.) Suresh Surana 7 May 2011 Contents 1 Outsourcing 2 Offshoring
More information2016 ANNUAL RESULTS HUMAN RESOURCES MANAGEMENT 6 APRIL, 2017 STUDIO HARCOURT 6 RUE DE LOTA PARIS 16 E 10H30
2016 ANNUAL RESULTS HUMAN RESOURCES MANAGEMENT 6 APRIL, 2017 STUDIO HARCOURT 6 RUE DE LOTA PARIS 16 E 10H30 CONTENTS SYNERGIE, EUROPE'S FIFTH-LARGEST HUMAN RESOURCES MANAGEMENT GROUP HIGHLIGHTS 2016 ANNUAL
More informationCommunity Development and Health: Alignment Opportunities for CDFIs and Hospitals
Community Development and Health: Alignment Opportunities for CDFIs and Hospitals Summary of Chicago Convening: October 21 22, 2015 Overview Expansion in coverage and a shift in payment models from volume
More informationHigh Level Pharmaceutical Forum
High Level Pharmaceutical Forum 2005-2008 Final Conclusions and Recommendations of the High Level Pharmaceutical Forum On 2 nd October 2008, the High Level Pharmaceutical Forum agreed on the following
More informationCan shifting sands be a solid foundation for growth?
EY Growth Barometer 2017 Hong Kong highlights Can shifting sands be a solid foundation for growth? How Hong Kong businesses are driving their growth agenda 2 EY Growth Barometer Hong Kong. Can shifting
More informationConsultant Radiographers Education and CPD 2013
Consultant Radiographers Education and CPD 2013 Consultant Radiographers Education and Continuing Professional Development Background Although consultant radiographer posts are relatively new to the National
More information