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1、Blake Hanna - Partner, AccentureOutsourcing Deal DevelopmentSourcing Interest Group, NYCJanuary 23, 2002Metrics difficult transitionCONVENTIONALRisk of disrupting operationsLittle value-add on the upsideEasy: WWell-understood processes Easily measured outputs, Clear link between outputs and benefits
2、. Simple interface to non-outsourced activitiesLittle: Annual benchmarking sufficesCould replace the vendor for a better deal; unpleasant transition7Accenture 2001 All Rights ReservedAlign Incentives metrics measure resultsMetricsAccountabilityControlOutput measures approximate results; incentives n
3、eed judgmentAccountability exceeds control; outcomes only loosely related to actionsCollaborative OutsourcingConventional OutsourcingBusiness Transformation OutsourcingBlake: Feel free to add color to this chart Can you have each arrow a different color9Accenture 2001 All Rights ReservedIncentives &
4、 Metrics:Only Part of the PictureSourcing Life Cycle Common Pitfalls“IDEA”OPPORTUNITY ASSESSMENTVALUE PROPOSITION FORMULATIONSOURCING/ PROCUREMENT CONTRACTINGSTART-UP / TRANSITIONONGOING OPERATIONSTERMINATIONRENEWAL Unresponsive governance mechanisms Absence of sustained leadership from executive sp
5、onsors Sub optimization of the value proposition creation Micro definition of requirements Long, drawn out procurement & contracting efforts Inflexible contractual terms 10Accenture 2001 All Rights ReservedDos and Donts for Managers Do focus on outcomes Dont let the lawyers drive the deal Do lead the relationship, just as if they were part of your firm Dont lose sight of the objectives Do tap the power of both firms reward systems11Accenture 2001 All Rights ReservedQuestions & Answers12Accenture 2001 All Rights Reserved
