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1、Blake Hanna - Partner, Accenture Outsourcing Deal Development Sourcing Interest Group, NYC January 23, 2002,Metrics & Incentives in Outsourcing: Driving Peak Performance,1,Accenture 2001 All Rights Reserved,Outline,Introduction Acknowledgements Sourcing Interest Group Accenture Institute for Strateg
2、ic Change Jane Linder, Joseph Sawyer & Alice Hartley Spotlight on Metrics & Incentives (30 minutes) Q&A (20 minutes),2,Accenture 2001 All Rights Reserved,Speed, Scale, Complexity,Blake: Want these to look like mini newspaper headlines with an interesting background (see attached Sample but dont incl
3、ude the sample),US AIR FORCE LIFTS OFF F.A.S.T is being awarded a $7.4 billion indefinite-delivery/indefinite-quantity contract with multiple pricing arrangements to provide for the Flexible Acquisition and Sustainment Tool (FAST) Program.,NTL OPTS FOR STRATEGIC OUTSOURCING British cable group NTL,
4、has signed a strategic outsourcing contract with a potential value in excess of US $2 billion.,WINDOW OR AISLE? SABRE HAS A NEW SEAT-MATE Sabre has awarded a 10-year, $2.2 billion service contract to manage Sabres IT systems. In addition, the companies have agreed to jointly market IT solutions and
5、services to the travel and transportation industry.,“MA BELL” OUTSOURCES TO TRANSFORM today announced an innovative, multi-billion-dollar agreement in which the firms will team to transform AT&T Consumers long distance sales and customer care operation. The “co-sourcing” agreement, which calls for A
6、T&T to spend about $2.6 billion over five years.,3,Accenture 2001 All Rights Reserved,Hypothesis,Many examples from the new breed of outsourcing relationships are designed using existing and established incentive & metrics frameworks,Managing new types of outsourcing relationships requires new incen
7、tive and metrics frameworks to realize the value in the arrangements,4,Accenture 2001 All Rights Reserved,Key Findings,Blake: Do a “build up” for this slideshow 1 numbered point each time the mouse is pushed,1. Broad spectrum of outsourcing relationships available to organizations today,2. Need to a
8、lign type of outsourcing relationship with organizations objectives,3. Need to align appropriate incentives and metrics with type of outsourcing relationship,5,Accenture 2001 All Rights Reserved,Types Of Outsourcing Relationships,Blake: Delete the Heading on the graphic (i.e. Exhibit 1) Need to redo
9、 the graphics on this page to make them readable Do a “build up” for this slide show the Left Margin Text and then do a “build”, adding 1 column each click of the mouse. Start by including column 1 (“Conventional”) when you displace the Left Margin Text You may have to shrink each column after it ha
10、s been displayed in order to make the text of the next column being displayed readable,Approach Purpose Example Incentives Example Metrics Key Governance Mechanisms Benefit,6,Accenture 2001 All Rights Reserved,Align Type of Outsourcing Relationship with Objectives,Whats at stake? How difficult is it
11、 to specify required performance? How much flexibility do you need? Power balance?,CONVENTIONAL Risk of disrupting operations Little value-add on the upside Easy: WWell-understood processes Easily measured outputs, Clear link between outputs and benefits. Simple interface to non-outsourced activitie
12、s Little: Annual benchmarking suffices Could replace the vendor for a better deal; unpleasant transition,7,Accenture 2001 All Rights Reserved,Align Incentives & Metrics with Outsourcing Relationship Type,Objective Output Measures,Subjective Goals,High-level Business Outcomes,8,Accenture 2001 All Rig
13、hts Reserved,The New Paradox,Customer & Outsourcer Accept Greater Accountability and Less Control,Accountability matches control; metrics measure results,Metrics,Accountability,Control,Output measures approximate results; incentives need judgment,Accountability exceeds control; outcomes only loosely
14、 related to actions,Collaborative Outsourcing,Conventional Outsourcing,Business Transformation Outsourcing,Blake: Feel free to add color to this chart Can you have each arrow a different color,9,Accenture 2001 All Rights Reserved,Incentives & Metrics: Only Part of the Picture,Sourcing Life Cycle Com
15、mon Pitfalls,Unresponsive governance mechanisms,Absence of sustained leadership from executive sponsors,Sub optimization of the value proposition creation,Micro definition of requirements,Long, drawn out procurement & contracting efforts,Inflexible contractual terms,10,Accenture 2001 All Rights Reserved,Dos 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 systems,11,Accenture 2001 All Rights Reserved,Questions & Answers,
