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1、 IBMGlobalServices StrategicOutsourcing IBMStrategicOutsourcing 2003IBMCorporation IBMStrategicOutsourcingEmilyWrightBusinessConsultingServices 2 TheMarketEnvironmentStrategicOutsourcingIBM sCapabilitiesOnDemand Agenda 3 Sloweconomicgrowthandpressurestoimproveearningsarecombiningtomakecostcuttingthe
2、primaryagendaitemforalargemajority 78 ofcompaniesGrowthisemergingasanimportantissueaseconomicrecoveryhasbeenpostponed andmaybeslowtoreturn ITcontinuestobeanimportantleverinachievingthecostsavingobjectiveformostcompaniesintwoverydifferentwaysITisbeingtaskedtoenablebusinessprocessefficiencyITspendingi
3、salsoasourceofsavingsasbudgetsforallfunctionsarebeingtrimmed Ingeneral ITbudgetpressureisinlinewiththeoverallbusiness however30 ofrespondentsindicatethatITspendinghasbeencutmorethanotherfunctionswhile10 statethatIThasbeenprotectedfromcuts Source 2003SOMarketInsightsstudyof300seniorexecutives MercerM
4、anagementConsulting Inaweakglobaleconomy companiesfaceuncertaintyabouttheireconomicandstrategicfuture 4 Today sEconomyisForcingCompaniestoAddressComplexNeedstoEnhanceShareholderValue 5 Strategicoutsourcingpositivelyimpactsshareholdervalue Ourresearchsuggeststhedifferenceisintheorderof5 4 abovetheind
5、ividualsectoraverageand4 9 abovetheoverallFTSE100 Source MorganChambers OutsourcingintheFTSE100 TheDefinitiveStudy EvidenceshowsthatIToutsourcinghasadiscerniblepositiveimpactonshareprices Astudyof27companiesundertakinglargeIToutsourcinginitiativesindicatesanaveragegaininshareholdervalueof5 7 overand
6、abovethegeneralmarkettrend Source SternStewart ITOutsourcingandShareholderValue Whyoutsource Toincreaseshareholdervalue 6 SeniorExecutivePriorities 7 Substantialmarketgrowthoverlastfiveyears growthanticipatedat9 through2007 IBMisamarketshareleader SOisaMainstreamITSolution 8 StrategicOutsourcingrepr
7、esentsamajorsourceofrevenueandprofitforIBM 9 Thestrategic transformational andconstraint necessaryevil segmentsarebecominglessprevalent CustomersaretendingtoviewITasasupportorenabler 10 Outsourcinghasbecomeacommonbusinessstrategy 11 StrategicOutsourcing WhatistheValuefortheCustomer CostreductionAbil
8、itytofocusoncorecompetenciesIncreaseavailabilityofspecificskillsandresourcesImprovestability effectivenessandservicelevelsofITEnablerapidbusinesschange expansionObtainaccesstoadvancedtechnologies research andtoindustry businessandtechnologyexpertsPredictableexpensemanagementGaincontractuallycommitte
9、dservicelevelsFlexibilitytotransitiontothenextgenerationofinfrastructureandapplicationsBuildalongtermstrategicrelationship forcompetitiveadvantage 12 UnderstandyourcorecompetenciesinlightofyourbusinessstrategyDeterminewhatportionsofyourportfoliotooutsourceIBMcanpartnerwithyourcompanyinavarietyofways
10、 fromout tasking toselectiveoutsourcingofoneofmoreITfunctions tofull scaleoutsourcingSelectanoutsourcingproviderwhowillbuildastrongrelationshipwithyourcompanyIBMtakesarelationshipapproachthatensuresclearexpectations allowsforflexibility collaborativeplanningandmutualaccountability ARoadmaptoSuccessf
11、ulOutsourcing 13 Asuccessfuloutsourcingrelationshipfocuseson SettingclearexpectationsfortherelationshipattheoutsetEstablishingappropriategovernanceprotocolstoguidejointactionthatcandeliveronthepromiseoftherelationshipRecognizingtheneedtoadjusttherelationshipovertimeSharedriskandreturnMeetingservicelevelexpectations notjustSLAsContractflexibility theabilitytochangethescaleandcontentofwhatisbeingdeliveredasthebusinessenvironmentchanges KeystoaSuccessfulOutsourcingRelationship
