Thought for the day:Ten golden rules for outsourcing
- Posted:
- 00:00 07 Jun 2002
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So here goes, but I'm not sure everyone would agree to them all or the order of priority, but here's my starter for 10 (of course).
The premise is that I'm talking about a large or major outsourcing deal (think of it being like removing your nervous system!) so now let's jump in:
1: This is going to be all about people, not technology, methods or tools. So put people first.
2: In reality, because this is a change programme it will be difficult, so be realistic about the business case, especially the predicted benefits and timescales.
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3: This is likely to be one of the most important programmes you've managed, so beg, borrow, or steal the best people to work with you on it.
4: You must have visible senior management commitment, so get them involved and supportive.
5: Tack (like sailing against the wind) your benefits plan so you can get quick wins; build the wins in.
6: No surprises - up or down; keep bosses and staff involved.
7: Track the programme from the top down; make it simple by measuring a few key goals with key performance indicators (KPIs); take the helicopter view.
8: Focus on business issues, especially as events change.
9: Get outside help for the extra effort and special skills. You can't know everything and you can't do this and your day job.
10: Communicate! Communicate! Communicate!
The most important? My bosses always say it's "no surprises"!
It's simple in theory but really tough to deliver on. So there you are, courtesy of the really useful column.
OK, you might argue that these 10 rules could apply to any major change programme, and I'm not saying they don't. All I'm saying is outsourcing tends to be a major change programme, and if the cap fits. . .
What rules for outsourcing would you add to the list? >> CW360.com reserves the right to edit and publish answers on the Web site. Please state if you answer is not for publication.
Martyn Hart is chairman of the National Outsourcing Association and practice director at Mantix, a consultancy that delivers value from complex programmes.
