Improving Management and Technical Communications in. A Global Outsourcing Environment
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1 Improving Management and Technical Communications in A Global Outsourcing Environment
2 Workshop Goals Develop an Appreciation for Communication Value Importance of Controlling Communications Understanding Audience vs. Mode 2008 IIOM All Rights Reserved 2
3 What Makes Outsourcing Different? Internal Communication Problems are Amplified when dealing with an External Service Provider The Importance of Appropriate, Effective and Proper Communication is Essential in Having a Success Project Dedicated and Focused Attention on Communication is Required for Outsourcing Projects These attributes are Unique to Outsourcing! 2008 IIOM All Rights Reserved 3
4 Some Substantial Reasons for Outsource Communication Attention [Accenture Survey 2007] 74% Measure Outsourcing Success on Business Outcomes 39% Improve Management Focus 37% Speed to Market 1 st Year of Relationship: 31% Contract Delivery 24% Performance 17% Relationship 3 rd Year in Relationship: 16% Contract Delivery 35% Performance 26% Relationship [SDT 2007 Survey] Culture, Language, Time Zone Difficulty in Knowledge Transfer (Leading Outsourcing Problems) [Gartner 01/2008 Survey] China scored poorly on language skills Communication Development is Key to Successful Outsourcing! 2008 IIOM All Rights Reserved 4
5 What Constitutes Communications? Words Pictures Gestures Writing Models Inference Reactions Historical Behavior Actions Inactions Silence 2008 IIOM All Rights Reserved 5
6 Communication Problems How Effective Do YOU Communicate Do you rely on only one type? 2. Are you occasionally misunderstood in your own» Company,» Country,» Social Group? 3. Are you in command of your communications? 4. Do you get the results you are expecting? 5. Are you confident with your communications? 2008 IIOM All Rights Reserved 6
7 Communication Problems Cause Reduced Respect Confusion Prejudice False Assumptions Inattention Premature Starts Global Conflict Unacceptable/Unnecessary Energy 2008 IIOM All Rights Reserved 7
8 ALL Communication Problems are Avoidable and Solvable 2008 IIOM All Rights Reserved 8
9 Now Enters Outsourcing This presents challenges:»distance» Language»Culture» Uneducated Bias» Misuse of communication modes» Reliance on only one form» Time Gaps» Slang and Terminology Use You have a Recipe for a BIG Problem! 2008 IIOM All Rights Reserved 9
10 Communication Cleanup Starts at HOME Basic Rules 1. Assess your present communications 2. Separate communications into managerial and technical 3. Understand your audience (don t assume) Position Culture Appropriate Forms & Use 4. Practice-Practice-Practice Confirm-Confirm-Confirm 2008 IIOM All Rights Reserved 10
11 1. Assess Present Status Problems Relating to Communications Efforts to Resolve Communications Understanding of Interfacing Cultures Modes of Communication (and when to use) Form of Communication History of Communication Progress (how we got here in terms of status) 2008 IIOM All Rights Reserved 11
12 2. Separate Managerial and Technical Modes for Management Modes for Technical Mixed Modes (Management-Technical and Technical-Management) Forms to Use/Avoid Management Forms to Use/Avoid Technical Mixed Mode Forms Management Providing Communication Oversight» Are there signs that there is a communication problem? 2008 IIOM All Rights Reserved 12
13 3. Understand Expect this to take some time to develop Ask for client/customer understanding Facilitate through» Formal Training/Education/Study» Use of Offshore Partners» Acquire Knowledge Resources (people) Constantly assess and reassess communication progress, problems and solutions 2008 IIOM All Rights Reserved 13
14 4. Practice and Confirm Practice What you Learn Practice What Works Avoid What Doesn t Work (once confirmed as avoidable condition) Confirm Communication Value Confirm Message Received (regularly) Confirm that Value Contribution can be Promoted 2008 IIOM All Rights Reserved 14
15 What is your Communication Costing You? Opportunities Client/Customer Respect Efficiency Market Share Market Value Identity Each can either be a cost or a benefit! 2008 IIOM All Rights Reserved 15
16 The Difference Intra-Cultural (local) Communications Happens» Within Companies» Within Your Outsourcing Community/Region» Within Your Country» Within Your World The concept that the World Is Flat reduces the belief that physical separation is a factor 2008 IIOM All Rights Reserved 16
17 The Difference: Managerial vs. Technical Why? Time Demands Area of Interest Information to be Shared Depth of Information Provided Differences Promote Special Communications 2008 IIOM All Rights Reserved 17
18 The Difference: Outsource Provider vs. Client Project Objectives Agreement on Goals Who Does What/When/How What Constitutes Completion Outsourcing Experience (both) Cultural Understanding Tolerance 2008 IIOM All Rights Reserved 18
19 The Difference If left unattended this significantly increases the likelihood of project failure Communication is an Invaluable, Low Cost but Ongoing Risk Reduction Step Other Areas Require Attention Too! 2008 IIOM All Rights Reserved 19
20 GAPS of Opportunity in Outsourcing Communications Gaps occur because:» Lack of Visible Need» Habit hasn t encouraged attention» Unaware of Communication Problems & Failures» Separation Inhibits Failure Recognition» Assumptions about Working Communications» No formal communication training/direction» Sometimes gaps aren t known or accepted as a reality of business 2008 IIOM All Rights Reserved 20
21 GAPS of Opportunity in Outsourcing Communications GAP Require» Recognition» Attention» Re-Examination» Adjustment» Ongoing Oversight GAPs Should Not be Overlooked as they contribute to Project Failure Likelihood 2008 IIOM All Rights Reserved 21
22 Outsource Communication Essential Purposeful Engineered Measured Matured Evaluated Makes Up for GAPS 2008 IIOM All Rights Reserved 22
23 Jerry E. Durant Chairman Emeritus The International Institute for Outsource Management 4200 Vanita Ct., Suite 200 Winter Springs, FL USA (o) (c) (f) IIOM All Rights Reserved 23
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