Noa Outsourcing yearbook 2015

NOA Year book 2015 aw.qxp_ark 10/04/2015 10:02 Page 1


Contents

4 Events calendar6 Review of 201416 Industry insight28 Predicitions42 Case studies50 Outspoken outsourcers58 Outsourcing Directory

Welcomefrom the CEOWelcome to the 2015 edition of the NOA’s annual Outsourcing Yearbook. This issue features

a variety of opinions, predictions, studies and showcases, along with essential best practice

advice, statistical analysis and expert thought leadership.

Professionalising the outsourcing industry has always been a high priority for the NOA and

it is one of the more prominent themes in this Yearbook. The industry is finally beginning to

shed its negative reputation of yesteryear – this can only continue if the personnel involved

are trained correctly, and we see it as the NOA’s mission to grow the reach and positive

reputation of outsourcing through promoting best practice globally.

Professionalisation on a Corporate LevelBuyers of outsourcing come in all shapes and sizes, yet they all need similar proficiencies in

order to achieve outsourcing excellence. Last year, the NOA introduced its Corporate

Accreditation Programme to help companies recognise this. We also did it because those

that are excellent deserve to be recognised! The Accreditation Programme has been

heralded as a cost effective way to locate those hard-to-find problems and solve them,

allowing stakeholders and investors to sleep easier at night. Head to page 12 for more

information.

Continuous Professional DevelopmentHowever, the buck doesn’t stop with the executives. Every individual should be doing his or

her bit to ensure that organisations manage their outsourcing as well as possible. Capita is a

prime example, having demonstrated its commitment to individual development by rolling

out an NOA ‘Excellence in Outsourcing’ qualification across its service delivery teams.

CPD is the next logical step - the practice facilitates personal growth and optimises the

benefits attained from every learning opportunity. Now that the NOA has launched its own

CPD scheme, these benefits are available to outsourcing professionals everywhere. We

firmly believe that if every individual involved in outsourcing practised CPD, the industry

would reach unprecedented levels of professionalism.

Ethics and Codes of ConductThe hype surrounding this year’s general election has brought public sector outsourcing to

the forefront of the public eye. UK citizens want more ethics and transparency in

outsourcing, and who can disagree with them? The NOA has long campaigned for the

promotion of ethical outsourcing management and delivery; our research into ‘value beyond

cost’ demonstrates that buyers appreciate supplier transparency just as much as the public,

if not more so.

Value beyond CostThe same research goes on to offer brand new insight into what companies are looking for

when they outsource and how the perceptions of the buy and supply-side differ, making it a

must-read piece in this year’s edition. You’ll find it on page 18.

In short, this issue offers a comprehensive guide on how to succeed in outsourcing. You

can get involved by joining our existing professional development programmes, or

suggesting new ones that the NOA could provide.

Otherwise, just watch this space! I sincerely hope that you enjoy this year’s Yearbook – we

look forward to working with you in the future.

Kind Regards

Kerry Hallard, CEO, NOA

3

Published by EOA Ltd in association

with the National Outsourcing

Association and

www.sourcingfocus.com.

44 Wardour Street, London W1D 6QZ

Editorial:Glenn Hickling, Jeremy Coward

Business Development:Natalie Milsom

Outsourcing Directory:Aine McEvoy

Creative and Design:The Ark Design Consultancy Limited

Images:www.123rf.com

Print:Tyson Press

Many thanks to all our sponsors and

contributors.

©EOA Ltd. All rights reserved.

Kerry Hallard CEO, NOA


4

2015 NOA Events CalendarNOA Events

Outsourcing is collaborative by nature, so it makesperfect sense to come together to learn from each other.NOA events & training workshops cater for buyers,suppliers and advisors alike, building a community thatprides itself on the sharing of knowledge anddevelopment of best practice.

Being committed to professional development for thosein the outsourcing industry the NOA offers a wide variety

of event topics and formats.

Take a look at our events calendar below for the first halfof the year to find out which is perfect for you.

To register for any of the below or for further detailsplease email [email protected] or visit the noa website,www.noa.co.uk.

Date Type Title Location Fees excluding VAT

APRIL

22nd April Breakfast Club Digitalisation in Outsourcing London Corporate members – FREE

Individual members - £150

Non Members – N/A

28th April Special Interest Customer Experience London Corporate members – FREE

Group Individual members - £150

Non Members – N/A

28th & 29th April Two Day Intensive London Members - £990

Workshop Non Members - £1089

MAY

13th May Afternoon Club Outsourcing Contract Perfection Manchester Corporate members – FREE

Individual members - £150

Non Members – N/A

21st May Awards Ceremony Professional Awards London 10% discount for all members

JUNE

24th June NOA Symposium NOA Symposium London 10% discount for all members

SEPTEMBER

16th - 17th Sept Awards Ceremony EOA Summit and Awards Lisbon, Portugal 10% discount for all members

NOVEMBER

19th November Awards Ceremony NOA Awards London 10% discount for all members



6

It’s been a busy year for the NOA andthis section pays reference to our mainactivities and applauds those thatcontributed in 2014


7

Review of

2014NOA Year book 2015 aw.qxp_ark 10/04/2015 10:03 Page 7

8

Review 2014

EOA Awards 2014• European BPO Contract of the Year

Conectys

• European IT Outsourcing Project of the Year

HCL & AstraZeneca

• European Outsourcing Service Provider of the Year

Teleperformance

• European Outsourcing Advisory of the Year

Eversheds LLP

• Offshoring Destination of the Year

Fiji

• Award for Corporate Social Responsibility

SPi Global - SPi for Visayas

• Award for Innovation in Pan-European Outsourcing

Teleperformance - CX Lab

• Outsourcing Works – Award for Delivering Business Value in

European Outsourcing

ITC Infotech & Danske Bank

• European Outsourcing Professional of the Year

William Pattison, Chief Executive Officer, Mindpearl BPO

• European Outsourcing Buyer of the Year

Ziggo & TechMahindra

Our award winning entrants!The NOA organises three types of major award ceremonies each year;

• EOA AwardsCelebrates excellence in pan-European outsourcing. Rewards buyers, suppliers, advisors and destinations from

all over Europe

• NOA's Professional AwardsDedicated awards ceremony that celebrates the individuals and teams that add most value to their companies,

their partners and the global outsourcing industry

• NOA AwardsOur largest award ceremony that rewards innovation and pioneering best practice by suppliers, buyers and

advisors. Now entering its twelfth year, it is firmly established as the awards all outsourcers want to win

These ceremonies provide the perfect opportunity to recognise you, your colleagues, your team and your

organisation amongst the elite of the outsourcing industry.

Here are our winners from 2014…


9

Review 2014

NOA’s Professional Awards 2014• Outsourcing Rising Star of the Year

Anthony Day, Partner, DLA Piper

• Outsourcing Professional of the Year

John McKinlay, Partner, DLA Piper

• Award for Academic Achievement

Philip Allery, Founder, Prescience Outsourcing Limited

• Award for Personal Development in Outsourcing

Tina Rizzo, Head of Service Integration, EE

• Best Relationship Management Team

Aviva

• Best IT Outsourcing Team

Miratech

• Best Finance & Accounts Outsourcing Team

Parseq

• Best Outsourced Customer Service Team

Firstsource & giffgaff

• Best Business Process Outsourcing Team

Firstsource & giffgaff

• Best Offshored Team

NashTech

• Award for Skills Development Programme of the Year

BPeSATata Consultancy Services BPS

NOA Awards 2014• International Contract of the Year

CSC and Zurich Insurance Group

• Offshoring Project of the Year

Telefonica and Capita

• Offshoring Destination of the Year

Sri Lanka

• Telecommunications, Utilities and High-Tech Outsourcing

Project of the Year

Firstsource Solutions Ltd and giffgaff

• Public Sector Outsourcing Project of the Year

Capgemini UK and the Environment Agency

• Financial Services Outsourcing Project of the Year

Herbert Smith Freehills LLP and TSB Bank plc separationproject

• Best Contribution to the Reputation of Outsourcing

KPMG LLP (UK)

• Award for Corporate Social Responsibility

Teleperformance and Citizen of the World (COTW)

• BPO Contract of the Year

Serco and De Vere• ITO Project of the Year

Deloitte

• Award for Innovation in Outsourcing

Parseq and Metalcashcard Ltd

• Shared Service Centre of the Year

Steria - NHS Shared Business Services

• Outsourcing Advisory of the Year

Slaughter and May

• Outsourcing Contact Centre Provider of the Year

Conectys

• Outsourcing Service Provider of the Year

HCL Great Britain LtdMidlandHR

• Outsourcing Buyer of the Year

BBC

• Outsourcing Works - Award for Delivering Business Value

TechMahindra and GlaxoSmithKline

Details on how to enter the 2015 award ceremonies can befound on our website www.noa.co.uk

NOA’sPROFESSIONAL

AWARDS


1�

Review 2014

NOA StudentsWe would like to congratulate all the below 2014 NOA students for completing their professional development

training and outsourcing qualifications.

Name Job title Company

Diploma GraduatesAlison Haigh Head of Procurement UKAR

Glenn Quadros General Counsel, Enterprise Unilever

Technology Solutions

James Power Procurement team UKAR

Martin Edwards Business Consultant Infosys

Mike Sheppard Deputy Director of Facilities Lancaster

University

Pip McKenzie Major Transactions & Unilever

Outsourcing Legal Counsel

at Unilever

Tiago Caterino RUMOS

Professional CertificateAdam Crisp Supplier Change & Process Aviva

Improvement Manager

Alison Rust Contracts Administrator Aviva

Anne Stephenson Outsourced Risk & Oversight Aviva

Manager

Samantha Kelly Aviva

Simone Hammer Content Delivery Manager - Thomson

Offshore Operations Reuters

Sue Midgley Supplier Performance Manager Aviva

Foundation CertificateAileen O'Connor Senior Compliance Manager Ulster Bank

Amie Robinson Sourcing Consultant Zurich

Andy Bailey Standards Manager Zurich

Anita Fernqvist Head of Central Operations Zurich

Arder Carson Ulster Bank

Arron Quinn Retail Ops, Service Manager Ulster Bank

Carrick McDougall UKGI Offshoring Manager Zurich

Christine Davey Business Architecture, COO Ulster Bank

Daniel Scotford Service Management Zurich

David Crowton Relationship & MI Consultant The

Phoenix

Group

Derek McWhinnie Sourcing Consultant Zurich

Des Murphy Senior Risk Manager, Ulster Bank

Corporate

Dominic Watson Outsourced Services, Ulster Bank

Consultant

Donna Lovewell UK Sourcing Manager Zurich

Name Job title Company

Ed Van Dreumal Ulster Bank

Gareth Fegan Strategy & Architecture COO Ulster Bank

Greg Simpson Business Ops Manager, GR Ulster Bank

Hitesh Patel Governance Specialist Zurich

Service Management

Ian Hurst Sourcing Consultant Zurich

Jenny Shiret Standards Consultant Zurich

Joanne Mac Donald Ulster Bank

Karen Vickers AML Service Manager Ulster Bank

Lina Hariri Sourcing Consultant Zurich

Louise Mechelen Standards Co-ordinator Zurich

Marie Caroll Senior Risk Manager, Ulster Bank

Corporate

Mark Rosa IST IT & S Graduate - BP

Vendor Management

Mary Fraser Governance and Contract Zurich

Administrator, Vendor

Management, Sourcing and

Procurement, Group Operations

Maureen Verdon Ulster Bank

Michelle Garrigan Service Manager, GTS Ulster Bank

Mike Wood Sourcing Consultant Zurich

Natalie Yates Thomson

Reuters

Paul Birkin Segment Vendor Manager BP

Paul Dyer Sourcing Consultant - Zurich

Finance and Investments

Rohit Sarin Segment Vendor Specialist BP

Rory McClurg Controls Relationship Manager, Ulster Bank

RMSU

Rosin O'Reily Service Manager, GTS Ulster Bank

Sam Coventry Delivery Manager, HR Ulster Bank

Shane Davis Retail Ops, Snr Implementation Ulster Bank

Manager

Stephanie Clark Governance Manager, Zurich

Vendor Management

Stephen Durnin Corporate Casualty Underwriter Zurich

Sue Harrison Zurich

Tessa Jones Print and Communications Zurich

Manager

Tom Beach Team Manager EDF

Trevor O'Gorman Sourcing Consultant Zurich

Trish Rogers Standards Manager Zurich


Talent is the outsourcing

industry’s number one

concern.“

”We offer a range of training programmes andindustry qualifications, for professionals operatingat all levels.

Whether you need a skilled outsourcingprofessional or wish to become one, the NOA is the leadingbody for developing the outsourcing profession and industry.

To find out more, contact [email protected] or call 0207292 8686. www.noa.co.uk/professional-development/

Join the industryelite and sign upfor the 2015Spring Diploma in Outsourcingtoday

NATIONAL OUTSOURCING ASSOCIATION


OSYB: Why has the NOA developed a corporateaccreditation programme?

KH: We have spent the best part of two years developing our

corporate accreditation programme as a part of our ongoing

campaign to professionalise the outsourcing industry. Our

accreditation programme complements our existing portfolio of

qualifications for outsourcing professionals.

Users of outsourcing services frequently ask us: are they

working to outsourcing best practice? How do they know if their

service providers are guiding them to best effect? Are there any

shortfalls in the management of their outsourcings that could be

improved to deliver better results?

Although there are some emerging standards in outsourcing, all

of which the NOA has been involved with, these have needed to

be broad reaching and are generally non–prescriptive, as such

the NOA has developed its accreditation programme to sit

above these emerging standards and which is focused on the

maturity of an organisation‘s processes across all stages of the

outsourcing lifecycle model.

OSYB: Why would a company want to undertake the NOA’saccreditation programme?

KH: Benefits are manifold, but predominantly, users of

outsourcing services will: gain understanding as to how well

they compare to industry best practice; go on a journey of

improvement towards outsourcing best practice, which will yield

increased value in terms of cost savings and/or service

improvements, etc.; gain recognition for their outsourcing

competency and maturity; assure stakeholders of their

commitment to the delivery of best practice, to include the

Board, shareholders and customers.

OSYB: What is accredited?

KH: The NOA’s accreditation programme has been developed

to be flexible to cater to the huge variety of company

requirements. As such, the accreditation can be the company-

wide approach to outsourcing, that of a division, for a particular

business function or for a standalone outsourcing project. As

our accreditation programme is based on our Lifecycle Model,

companies can also choose to be partially accredited for their

practices in just one stage of the Lifecycle Model, for a couple

of stages, or achieve full accreditation for all four stages!

OSYB: What’s involved in undertaking an NOAAccreditation?

KH: The first stage of the accreditation process is to complete

our Outsourcing Lifecycle Assessment Level 1, which is hosted

online and is free of charge for members. A fifteen minute

questionnaire will quickly assess your outsourcing maturity

level, measured against the NOA’s own best practice standards

(there’s a secret algorithm embedded within). The resulting

report will give the user an overall maturity report, as well as

highlight specific areas for development.

After completing this stage, companies can choose to reflect

12

Review 2014

Spotlight on the NOA’s CorporateAccreditation ProgrammeThe Outsourcing Yearbook caught up with Kerry Hallard, CEO of the NOA to learnmore on the Association’s latest programme for improving performance in outsourcing


on their performance and develop their own journey of

improvement or alternatively embark upon a programme

towards NOA accreditation.

OSYB: So what’s involved in the journey to NOAAccreditation?

KH: There are 3 main stages to NOA corporate accreditation.

Put simply these are:

1. Accreditation Readiness Assessment2. Performance Improvement Programme3. NOA Accreditation Audit

Accreditation Readiness AssessmentCompanies or divisions keen to embark upon NOA

Accreditation need to sign up to NOA’s accreditation

programme. Upon enrolment, each company will be given three

things:

1. The first stage is to assign a project manager to lead this

accreditation programme for the company, who will be

responsible for involving all necessary participants at the

different stages of the programme. The project manager will be

given an information pack and access to a webinar detailing the

accreditation programme, how the NOA will assess and training

on how to use the software.

2. Working with your project manager, the NOA will help set the

company up on the Outsourcing Maturity Assessment software

platform and assign appropriate controls across the designated

users. The software collates and contrasts views of different

individuals/teams, and even the views of suppliers if so desired,

across level 2 of the Outsourcing Maturity Assessment to

deliver a solid and objective picture of company-wide

performance. By highlighting areas of weakness, the platform

facilitates deep dives to help the company understand where it

needs to improve performance. The software can be configured

to the specific needs of the client company, by refining and

tailoring the questionnaires accordingly.

3. The NOA, or a NOA accreditation partner, will host a one-day

workshop with the company to assess performance and what

needs to be done to work towards achieving NOA accreditation.

Performance Improvement ProgrammeThe Accreditation Readiness Assessment process will provide a

detailed report on performance against NOA’s standards. Armed

with this information, the client company may choose any of a

number of routes forward, to include but not limited to:

• Embarking upon a journey of improvement themselves

• Working with an NOA accreditation partner, or partner of their

own choice, on a journey of best practice improvements to be

accreditation ready

• Immediately undertake the accreditation Audit

Client companies will need to continue to use the software to

assess performance, though after the initial period of three

months, there is a quarterly license fee to continue to use the

software.

NOA Accreditation AuditWhen the company is ready, the NOA will go in and undertake

the Audit process. In preparation of the Audit the NOA will

review performance recorded in the software programme and

will request specific evidence in advance. The audit itself will

ordinarily take one day on site, interviewing different team

members and requesting different evidence from each, but this

varies depending on the scope for the accreditation audit.

Within one week of the audit taking place the NOA will

announce the level of accreditation achieved: Competent or

Excellent (there is another level: Foundation, which is not an

accredited level).

Companies will be given detailed feedback as to why they

achieved the level they did and recommendations of what

needs to be done to achieve the next level. Companies can

continue to move up the accreditation level over time if they

so wish.

OSYB: How long does accreditation take?

KH: The time the process takes really depends on the

company’s alignment to best practice. Some companies will be

ready to go straight to accreditation audit and achieve it within 3

months, others may need to go on a significant journey of

improvement.

The Accreditation is valid for three years when companies are

invited to undertake an

accreditation refreshment

programme.

OSYB: What’s coming up nextfor the Accreditationprogramme?

KH: We have been pleasantly

13

Review 2014


surprised by interest in accreditation from suppliers, as such we

are reworking the embedded templates and the processes to

work for the accreditation of suppliers. Watch this space.

During the preparation for accreditation, the data input by all

users will be aggregated and analysed anonymously to form an

industry wide picture of performance against best practice.

Sectoral analysis will be published periodically by the NOA to

drive industry performance.

If you are interested in corporate or project accreditation please

contact the NOA to receive a free link to the initial Outsourcing

Lifecycle Assessment, or to arrange a call about the full

process.

If you are a consultant or advisory and are interested in

becoming a NOA Accreditation Partner, please contact

Chris Halward at [email protected].

NOA’s Lifecycle model. Companies can be accredited on just

one stage of the Lifecycle model or the full outsourcing lifecycle

model.

Review 2014

Your Assessment

Stage 1 - SL Strategic Leadership

SL-01 Executive sponsorship recognition of drivers and constraints Inadequate Informal Consistent Adaptable Optimised

SL01-01 Create a Senior Leadership Team to sponsor the initiative c c c c c

SL01-02 Appoint key stakeholders to form an Executive Strategy c c c c c

Team to ensure alignment

SL01-03 Determine prioritise and agree with Executive Strategy c c c c c

Team the drivers for outsourcing

SL01-04 Study understand and agree with the Executive Strategy c c c c c

Team the organisational constraints and their impact on the

capability of the organisation to outsource

SL-02 High level strategy and governance framework Inadequate Informal Consistent Adaptable Optimised

SL02-01 Determine the high level strategy for outsourcing c c c c c

14


15


How can buyers and suppliers bringadded value?

16


17

Industryinsight


Executive SummaryCreation of added value is moving to central importance in

terms of delighting outsourcing clients. As contemporary buyers

leave behind the old school ‘your mess for less’ attitude and

demand much more from their partners, the National

Outsourcing Association and Polaris conducted a poll to delve

into the key influencers, indicators and drivers of added value in

outsourcing.

The results were highly encouraging. It is clear that the vast

majority of those who participate in outsourcing are convinced

of its value, with a significant percentage of buyers certain that

there is more value to outsourcing than simply cost-cutting.

Despite this, many buyers are not confident in their ability to

assess how well their partners are performing, which is highly

surprising in this age of data analytics and performance

tracking. Buyers are also suspicious when their suppliers offer

‘innovation’; the ability to innovate is always desirable, but there

appears to be ongoing confusion between buyers and suppliers

over what innovation actually is.

Buyers and suppliers unsurprisingly agreed that a strong

relationship founded on trust is a vital component in good

outsourcing. However, a strong outsourcing relationship

requires aligned beliefs and objectives. While buyers and

suppliers were aligned on value-adding activities, commercial

constructs and reasons for outsourcing, there’s discord

between the two parties regarding performance assessment,

delivering value, sharing risk, cost-reduction and more.

Suppliers are often guilty of adopting a more ‘rose-tinted’

perspective than their buyers.

Nevertheless, the future looks positive for both sides, with the

majority of buyers expecting to expand their outsourcing over

the next five years. This may be connected to the rise of

outcome-based contracts, which should allow both buyers and

suppliers to attain more certainty regarding the success of their

outsourcing activities.

18

Glenn HicklingIndependent Writer

Industry insight

NOA Research - value beyond costHow can buyers and suppliers bring added value to their outsourcing relationships? The questionnaire thatNOA members were provided with was designed to reveal how successful their outsourcing is, where thesuccesses and flaws lie, and what their aspirations for the future are. The aim was to ascertain not just howimportant added value is, but what those involved in the outsourcing marketplace are doing to make it work.

It is well known that the best outsourcing relationships are founded on aligned goals and expectations.Hence why another key objective of the research was to find sympathies and disconnects among buyer andsupplier attitudes: buyers were asked their view, and suppliers were asked what they thought theircustomers are thinking, both in terms of their current picture and their plans for the future.

This report documents the results. It provides a comprehensive picture of the outsourcing industry’s state,where it’s likely to go and what changes are necessary. The analysis should serve to provoke further thoughtand discussion regarding the report’s findings.

Enjoy!


Key Findings• 92% of buy-side professionals agree that outsourcing

delivers business value, with 61% strongly agreeing. 81%

believe that engaging outsourcing suppliers has made their

company more competitive (56% strongly)

• Over a third of buyers (36%) turn to outsourcing providers

primarily to improve services

• There is a misconception on priorities in performance

assessment, with significant dissonance on the importance of

indicators of success:

- For buyers, the most pertinent factor is increasing

productivity/outputs

- 47% of buyers listed this as their #1 indicator, and 32% as

their second

- Just 23% of suppliers are aware that buyers use increased

outputs as the key barometer of outsourcing success

(suppliers only rank increased productivity as the fifth most

important indicator)

• Confidence in assessing performance is not optimised:

-83% of buy-side outsourcing functions claim to be confident

in assessing how well their partners are performing

- However, just 4% of buyers profess absolute unequivocal

confidence in doing so

• There is a general trend for suppliers believing things to be

going better than their buyers do: on average, suppliers

perceive clients to be benefiting 9% more than clients

themselves believe they are

• A significant disconnect exists over the use of performance

targets for business outcomes as a risk sharing measure:

- 63% (roughly 2 in 3) of suppliers state that business

outcomes feature as part of the deal

- But just 1 in 4 buyers claim that such measures are in use

• The most popular way for buyers to design a contract is

around outputs: 47% of deals are currently structured this way.

• Over the next three years, buying outputs could be usurped

by outcome-based contracts:

- 34% of buyers are using them frequently

- 36% are planning to use them more

- By 2017 the majority of new contracts could be constructed

around business outcomes

• The topic of “innovation” does not currently appear to be

delighting buyers - “innovation” is running at a “success

perception” deficit of 31%

• Just 14% of buyers rate innovation labs as a useful

investment into an outsourcing relationship

• Financial rewards for success are built into less than half of

contracts: 39% of buyers and 45% of suppliers reporting that

such incentives are locked in to their deals

• The future looks positive for outsourcing as the majority of

buyers plan to increase the scope of their outsourcing (59%),

with just 7.8% considering scaling back activity

Objectives and Methodology Partnering with Polaris, the NOA surveyed 158 of its members

with a detailed questionnaire designed to illicit expert opinion

on matters such as commercial constructs, performance

measurement, and governance and risk sharing techniques.

Each participant was asked to clarify whether they are a buyer

or supplier of outsourcing, which sector they operate in and

how many years of outsourcing experience they have. From

there, buyers and suppliers answered two separate lists of 14

questions: buyer questions focused on what their partners are

providing them with, while suppliers were quizzed on what they

thought their buyers are receiving and what they are expecting.

The survey sample consisted of many highly experienced

professionals, with 71% of buyers and 74% of suppliers having

more than 5 years’ experience in outsourcing. Roughly one third

(35%) of buyers surveyed have more than 10 years’ service,

compared to 56% of suppliers.

Part One: How Effective Is YourOutsourcing?Outsourcing Delivers Value and Boosts Competitive Edge

A landslide majority of buy-side professionals, 92%, agree that

outsourcing delivers business value. 61% of these members

strongly agree.

81% believe that working with outsourcing suppliers has

made their company more competitive, with 56% agreeing

strongly.

Although most buyers are happy, there remains a 31% gap in

perceptions of “value” and “great value,” and a 25% gap in

terms of how much of a competitive boost outsourcing brings.

19

Industry insight

Agree (92%)

Strongly agree (61%)

Disagree (8%)

0% 20% 40% 60% 80% 100%

Outsourcing delivers business value (Buyers)

Agree (81%)

Strongly agree (56%)

Disagree (19%)

0% 20% 40% 60% 80% 100%

Using outsourcing suppliers makes our companymore competitive (Buyers)


Concurrent Cost Cutting and Service Improvement isBecoming the New Normal

Only 54% of buyers state that reducing costs is their number

one driver. 36% of buyers now choose outsourcing primarily to

improve their services.

The supplier view is similar: 56% of suppliers reason that their

buyers are mainly looking to cut costs on their bottom line, but

27% consider their clients to be mainly choosing outsourcing

for the purpose of improving services.

So it would seem that, while buyers certainly want it better,

they still want it cheaper too…and who can blame them?

17% of suppliers believe they are being selected for benefits

such as cutting edge technology, better talent and processes

etc., compared to 11% of buyers citing this reason.

It could be argued that clients are more interested in end

results than the alchemy that goes into achieving them, which is

a sign of a progressive industry where trust in suppliers is

growing.

How is Performance and Value Assessed?Buyers and suppliers were asked to rank their top 3 measures

for evaluating outsourcing performance, where 1 indicated their

most used measure.

The first significant dissonance in the survey comes in the form

of incorrect assumptions of how buyers like to evaluate an

outsourcing deal’s performance.

For buyers, the most pertinent factor is an increase in

productivity/outputs - 47% of buyers listed this as their #1

indicator, and 32% as their second.

Suppliers only ranked “increased outputs” as the fifth most

important indicator, with just 23% of suppliers aware that

buyers use it as the key barometer of outsourcing success.

Cost reduction remains an important metric. 56% of suppliers

suppose it is the #1 KPI, compared to just 24% of buyers.

Buyer and supplier returns were almost identical on the topic

of customer surveys, highlighting a 360° awareness of the role

outsourcing plays in delighting consumers/ultimate end users.

These statistics all point towards a buy-side culture of quality

over cost, but the difference of opinion in the vitality of

increased outputs needs to be addressed.

Reductions in inputs, improved outputs and positive staff

user surveys are all important to buyers, but none more so than

the boost to productivity once the outsourcing deal beds in.

Confidence Levels in Assessing Performance83% of buy-side outsourcing functions claim to be confident in

assessing how well their partners are performing, but a mere

4% profess absolute unequivocal confidence in doing so.

1% of buyers are really unconfident, with a further 16%

admitting that their confidence levels in performance

assessment are less than desired.

From a supplier perspective, 88.5% are confident their efforts

are being accurately appraised, with just 3.8% suggesting that

their clients are not confident in their own ability to measure

suppliers’ performance.

2�

Industry insight

Reduce costs

Improve services

Access othervalue-add benefits

0% 20% 40% 60% 80% 100%

Prime drivers for outsourcing

BuyersSuppliers

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A smaller survey, conducted during a plenary session at the

NOA Symposium 2014, posed this question to the audience:

Service improvement is a top priority for both buyers andsuppliers. What do you think is the main inhibitor to this?

43% of attendees answered that contracts are structured

around headcount rather than service

30% blamed the lack of simple methodology to measure

service improvement

15% called for higher levels of expertise

12% said that it is not in suppliers’ interest as it may reduce

business volumes


Ranking the Value Adders

There is much agreement on the most important value-adding

activities: service improvements, increased ability for

management to focus on core activities, better productivity and

heightened end-client satisfaction are considered absolutely

vital on both sides of the deal and make up the lion’s share of

both top five rankings.

At the other end of the scale, revenue generation and

establishing flexible HR models are not considered among the

most important desirables, with only 50% of buyers citing them

as important.

One difference of opinion concerns the amount of revenue

generation clients expect their partners to create: suppliers

suppose revenue generation to be 10% more important than it

actually is to clients.

The data highlights perception gaps in terms of how important a

value-add benefit is, and how well it had delivered benefits.

For example, service improvement is weighted with an

importance of 4.29/5 for buyers. Its average delivery of business

benefits rating of 3.32 indicates a 22.6% success perception

deficit, i.e. it is delivering, but not in line with how important it is.

For buyers, all listed benefits were in success perception

deficit, with an average of 17.8%. The worst offender was

“innovation,” recording a 31% success perception deficit.

Another perception gap is the general trend for suppliers

believing things to be going better than their buyers do. On

average, suppliers perceive clients to be benefiting 9% more

than clients themselves believe they are.

Midterm Conclusions

Outsourcing is widely perceived to be delivering business value,

but three main issues present themselves:

1)There is a misconception on priorities in performance assessment

Buyers value productivity increases above all other KPIs.

However, for suppliers, increased productivity is some way

down the list, with only 23% of suppliers reporting their

awareness that buyers use this as the #1 barometer of

outsourcing success.

Buyers and suppliers should work together towards aligned

governance procedures that account equally for all

stakeholders’ needs. This would go some way to addressing

the aforementioned success perception gaps, currently running

around -19%.

2)Confidence on assessing performance is not optimised

With only 4% of buyers citing absolute confidence in their ability

to judge a supplier’s efforts, building confidence levels in

knowing how well outsourcing partners are performing would

be desirable for the industry as a whole: the best governance

schedules take out the gut feel aspect of decision-making and

actually measure the relationship. This is what it takes to be in

the 4%, and spreading this best practice is a key priority for the

NOA.

3)There seems to be a general miscommunication as tohow well things are going

For buyers, all key value-adding benefits were in success

perception deficit, i.e. delivering, but not in line with how

desirable they are. The same was not the case for suppliers,

who thought increased levels of productivity, access to new

technologies/processes/tools and establishing more flexible HR

models were all delivering above expectation.

These three findings - plus the general trend for suppliers

believing things are going 9% better than the situation clients

describe - highlight the need for more transparency in

performance appraisals, perhaps with a rethink of the metrics

being assessed, in order to build widespread confidence in

performance tracking.

21

Industry insight

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Part Two: Making Outsourcing WorkCommitting to Better Productivity

Over one in five buyers (22%) have been promised between 11-

20% productivity improvements. Around 1 in 3 is expecting a

boost of up to 10%; an ambitious 1.5% are expecting a 31-

40% hike in productivity.

1 in 3 suppliers believe their clients have been promised

between 21-30% better productivity, while only around 1 in 10

buyers think that this is the case.

When considering cases of no expected improvements at all,

1 in 3 buyers have not been promised improvements, while only

10% of suppliers report there being no expected commitment

to enhanced productivity.

Customers’ views are usually based on what is actually

contracted for, whereas suppliers’ views represent their

capability deliver. When drawing these intentions into a

contract, proposed improvements tend to be toned down due

to the customers’ appetite for internal change, adaptions to new

processes and tools, and also their willingness to switch from

staff augmentation to outcome-based models.

It should also be mentioned that many contracts focus purely

on cost reduction and prioritise reduced staffing levels over

productivity. These deals can only ever commit to agreed price

rates, because they lack the maturity to measure and improve

productivity.

Committing to Lower Costs

Suppliers appear to be offering more cost reductions than

buyers believe are on offer.

38% of buyers are expecting up to 10% cost reduction,

which was the most popular answer.

The second most common return was no commitment at all,

which around 34% of buyers are expecting. No buyers are

expecting cost cutting of 30+%, but 17% of suppliers declare

they are offering such reductions.

42% of suppliers claim to be offering 21-30% cost

reductions. Less than 1 in 10 confess that they have no

immediate plans to reduce their clients’ costs.

Suppliers are committing to cost reductions and productivity

improvements simultaneously. Both elements are linked to an

extent, e.g. where process efficiency or automation leads to

lower headcounts.

At the same time, as service providers bear much of the

investment and risk of internal process improvements that

generate productivity benefits, situations where not all of

advantages can be passed on to the client are not uncommon.

How Is Risk Shared?

Almost exactly an equal number of suppliers and buyers

reported heavy usage of risk sharing via delivery metrics such

as SLAs and cost commitments.

Timeline commitments are used in less than half of deals (46%).

14% of deals appear not use SLAs - or at least not with

particular rewards or penalties attached.

One major disconnect is over the use of targets on certain

business outcomes as a risk sharing measure.

63% of suppliers state that business outcomes feature as

22

Industry insight

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Another small survey conducted during a plenary session at

the NOA Symposium 2014 posed this question to the seated

audience:

Buyers believe that suppliers are not committing toproductivity improvements. Why?11% of attendees thought buyers are not really insisting upon

them.

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part of the deal (roughly 2 in 3) - but just 1 in 4 buyers claim that

such measures are in use.

Buyers seem to perceive higher risk attached to the use of

outcome-based contracts. There is the belief that outcome

contracts demand much more work on their part, and have a

tendency to require restructuring relatively soon.

The majority of customers are currently more comfortable

buying capacity or staff augmentation models because they

easy to measure and control.

What Commercial Models Are Used?

The most popular way for buyers to design a contract is around

outputs.

47% of deals are currently structured this way. But over the

next three years, buying outputs could be usurped: 34% of

buyers are using outcome-based contracts frequently with 36%

planning to use them more.

By 2017 the majority of new contracts could be constructed

around business outcomes.

Currently, just 4% of suppliers never use outcome-based

contracts, compared to 11% of buyers.

Many contracts are built around outputs: tickets solved,

transactions processed, email boxes monitored etc. i.e. a

clearly measurable unit of work, rather than a business

outcome.

But sometimes with output contracts, a customer can suffer

paying heavily for less value, for example, a high number of

tickets processed at a lower service quality would cost more,

thus rewarding undesirable behaviours.

The NOA has long been an advocate of outcome-based

contracts: the most certain thing in business is change, and if

your contracts are focused on the ultimate end goal, it’ll mean

they’re much more likely to stay relevant. This way clients avoid

having to renegotiate on small details that only matter because

of the way deals were set up in the first place.

What Risk Sharing Mechanisms are Used?

Only 1 in 3 buyers believe that they are sharing risk by applying

financial deductions, compared to almost 70% of suppliers.

13% more suppliers believe that the re-awarding of the contract

remains at stake (66%) than buy-side professionals suggest

(49%).

Financial rewards for success are built into less than half of

contracts, with 39% of buyers and 45% of suppliers reporting

that such incentives are built into their deals.

If buyers are applying financial deductions, they should be

very careful in a multisourced scenario. Creating a collaborative

mentality of cross-vendor teamwork that promotes succeeding

or failing together is essential. Risk figures and targets should

be matched when vendors are working on the same outcome;

this means all parties sign up to lose fees for not meeting

targets, irrespective of who is responsible.

The same targets should be interlinked with buy-side

appraisals: if vendors lose part of the fees, performance

bonuses of customers’ internal staff should be affected too.

23

Industry insight

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Ranking the Influencers on Added Value

The variegated factors affecting a deal’s value-adding

performance were ranked, collated and expressed as a %

influence factor. The top ranking influencers on added value are

similar on both sides.

“Relationships/Partnership” and “Supplier Transparency/

Trust” are in both sides’ top three, with a minor dispute over

whether good governance (buyer view) or aggressive

transformation (supplier view) will add more value.

Interestingly, good governance does not make the suppliers

top five. It seems suppliers would rather be trusted than

governed.

Buy-side skills are something that buyers and suppliers value

equally, with around 70% of both returning that strong buy-side

outsourcing skills are a must for making a deal a success.

The stats clearly show that, whilst usually considered hot

topics, innovation and multisourcing are seen as low priority

compared to the core facets of relationship building.

In fact, the figures seem to show that multisourcing can

actually distract from added value - 41% of buyers and 45% of

suppliers did not return that they thought multisourcing was

important from a value-adding perspective.

Polaris and the NOA agree that influencers can be grouped

into three levels of criticality: trust and transparency right from

inception are vital to building a relationship that can work

through the inevitable day-to-day issues.

To push for ultimate value in the relationship, customers need

strong buy-side capability, deep understanding and robust,

intelligent governance. Equally crucial are a clear starting

point/baseline and suppliers’ people skills: without these,

buyers won’t know success when they see it, and if they do

glimpse success, won’t actually feel the warm glow of

satisfaction.

Buyers also need processes in place to track on-going

progress. It’s essential to have a high-definition picture of the

situation from the very start. Once the contract begins,

baselines, scope and management all change, gradually

followed by timetables.

To monitor the value of outsourcing throughout all these

inevitable adaptations, maintain a clear dataset that tracks

service levels, volumes and costs, alongside other key benefits

such as customer satisfaction.

Investments into the Relationship

Buyers and sellers agree that meeting performance guarantees

and bringing about process improvements are the cornerstones

of a happy relationship.

The stand-out figures in this dataset point towards what is not

valued in a relationship. When asked to rate the importance of

innovation labs, just 14% of buyers valued them (compared

with 33% of suppliers).

Process-on-demand generated an equally underwhelming

response - just 14% of buyers state that they make use of

flexible services.

Robots only feature in the plans of around 23% of all

respondents.

The one relationship investment that suppliers perceive to be

even less useful than clients do is ‘client academies’: just 1 in

10 suppliers’ believed their clients value them, compared to

12% of buy-side professionals.

Customers do not currently believe that innovation labs offer

added value. This is a problem for suppliers as it may show

buyers have a low appetite for innovation, or perhaps they do

not trust their suppliers’ capability to innovate.

As many contracts are structured around staff capacity rather

than outcomes, it is not hard to see why process-on-demand

isn’t widespread, but as more and more contracts move over to

outcome models, expect to see process-on-demand accelerate

in popularity.

24

Industry insight

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Part Three: Outsourcing Aspirations forthe FutureThe Future Intentions of Outsourcers

The majority of buyers plan to increase the scope of their

outsourcing (59%), while just 7.8% are considering scaling back

activity.

Half of buyers are seeking greater business transformation

but suppliers are expecting even more transformation, with 72%

of them suggesting clients will ramp up efforts to transform.

Attitudes to offshoring may come as a slight surprise: 1 in 4

buyers are planning to offshore more, and only 6% are seriously

considering re-shoring.

Suppliers, however, think that three-quarters of their clients

are keen to re-shore.

Only 29% buyers are currently planning to move to cloud, but

suppliers think that over half (55%) are considering such a

move.

The feeling that multi-sourcing isn’t an essential driver of

added value could be represented by the number of buyers, just

28%, who are planning to work with more suppliers.

But as just 34% are planning to work with less suppliers, the

figures could indicate that most buy-side outsourcing functions

feel that their current blend of suppliers is working well.

There are many more suppliers under the impression that

clients will push for shorter term contracts (36%) than there are

buyers with a mind to do so. Just 14% of clients are planning to

initiate shorter term contracts over the next three years.

ConclusionsThe Future Appears Bright60% of outsourcing buyers plan to use outsourcing more in the

next five years: the outsourcing industry will continue to grow,

as existing buyers increase the scope of the work they send

out. It is expected that suppliers would appear more

enthusiastic about the results being delivered than clients;

despite this, the survey clearly elucidates how the vast majority

of outsourcing arrangements deliver solid business value, with

most outsourcing buyers satisfied that outsourcing improved

the competiveness of their business. But expectation is running

high, as the majority of suppliers are committing to concurrent

productivity improvements and lower bills for clients.

Outcome-based Contracts Will Catch On, EventuallyOutcome-based contracts will increase in popularity, although

traditional output-based contracts with SLAs and cost

commitments are still commonplace. There does appear to be

some confusion around outcome-based contracts and risk

sharing: nearly triple the amount of suppliers purport that risk is

shared via outcome-based contracts than the amount of buyers

who state that they operate with such models.

Performance Tracking Needs ImprovingThere are also some issues around performance tracking, with

major dissonance around the importance of key indicators such

as productivity. As improvements are being widely promised,

there needs to be redoubled effort at every turn when it comes

to tracking these productivity improvements and their residual

benefits.

Relationships and Skills before Innovation While there is slight buyer/supplier dissonance around how to

make relationships work optimally, it appears that a greater

emphasis on people and relationship skills would go some way

to aligning perceptions of collaborative success.

Relationships are the most valued contributor to positive

performance: their importance is lauded by buyers and

suppliers equally. Investing in the relationship is vital, but so is

making the right investments. Popular initiatives like client

academies and innovation labs are not as well received as their

organisers would hope; maybe there is a need to reinvent these

activities, as well as to track them and celebrating any value

they create.

Innovation does not currently appear to be delighting buyers -

the success perception deficit of 31% and the distain for

innovation labs point towards this. Buyers and suppliers need to

work together to foster innovation at appropriate levels, to avoid

a slowdown in terms of generating competitive advantage in the

client’s business.

Above all else, getting the basics right, such as building

relationships and developing quality intelligent governance are

lauded as the cornerstones of creating added value in an

outsourcing relationship.

25

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Carl Adkins of Infinity CCS looks at how outsourced contactcentre operators using on-demand technology platformscan help their clients satisfy omni-channel customers withintoday’s budget constraints.

In June 2007 Apple launched the first iPhone, since whenconsumers have fully embraced digital, any time, any placeconsumption and service. If they want to tweet you from theirphone at 2am, chat with a live agent from their browser beforefinalising a purchase, or use their tablet to video-link withtechnical support from the middle of nowhere, you’d better beable to respond. Unfortunately this new business reality, and the investment itrequires of companies, arrived at the worst possible time. Justsix months after the iPhone launch, in December 2007, theglobal economy was sucker-punched by the start of the GreatRecession. Despite recent signs of recovery most companiesare still under pressure to reduce costs, headcounts and capitalspending.

A Way Out of the Trash CompactorFor occupiers of the C-Suite it must feel like being trapped inthe trash compactor from the first Star Wars movie. On one sidethere is the pressure to be more efficient, and on the other theneed to do more to meet customers’ new demands. Han, Lukeand Leia escaped by passing the job on to R2D2, a droid. Thesame mix of outsourcing and technology can help companiesmeet their challenges today. In this article we will look at how outsourced service providers(OSPs) able to leverage the right technology can have atransformative impact on their clients’ businesses by facilitatingomni-channel communication.

Omni-Channel TechnologyAs the graph below from Dimension Data’s Global Contact CentreBenchmarking Report shows, your competitors are going omni-channel because that’s what your customers are doing. Omni-channel does not mean focussing on every fancy new

channel and device. One of our OSP clients, Alistair Niederer,CEO of Teleperformance UK, says: “This misses the point. Acompany like ours is actually focused on ‘this generationcustomer service’, not just what the media is saying is cool at

present or in the nearfuture.” The challenge is tokeep pace withcustomers’ demandsfor new channels andfunctionality as theyevolve. Which meansit is not enough tojust have in place afuture-prooftechnology platformthat allows you toadd new channels as they become available. You must also beable to integrate customer data, product data, knowledge andIT systems from multiple departmental silos to providecustomers with a seamless experience as they move fromchannel to channel. The agent who speaks to a customer on thephone should know about the tweet, the email and the webchat that led up to the current conversation, otherwise thecustomer experience suffers. The dream of a single agent viewnow has to become a reality.

Increasing Capabilities, Reducing CostsWhether acquiring or servicing customers, meeting their newdemands actually goes hand-in-hand with reducing costs if youhave access to the right technology. Self-service eliminatesunnecessary calls; knowledge bases speed up interactions andimprove their quality; and a single agent view reduces AHT andensures cross-channel consistency. But most contact centresare burdened with technology infrastructures that are not up totoday’s omni-channel requirements. The answer to their problem may lie in outsourcing. SmartOSPs are using technology providers like Infinity CCS to accessstate-of-the-art technology with pay-as-you-go, massivelyscalable cloud and hybrid delivery models that help furtherreduce costs, eliminate capex spending and facilitate rapid

26

Carl Adkins CEO

As your customers askfor more, here’s how todeliver it with less

Channels used in the contact centre

82% of companies see the contact centre as a competitivedifferentiator. But over 80% believe their current IT systemswill not meet future needs. (Dimension Data 2013/14 GlobalContact Centre Benchmarking Report)

Industry insight

14�

testing and roll-out. Those OSPs can then pass on these

benefits to their clients.

The Transformation of OutsourcingWith access to the necessary technology, OSPs can now not

only manage but transform the functions they manage. Instead

of being given systems and a job and relying on economies of

scale to deliver savings, OSPs are now able to address

competitive business goals – service or acquire customers,

increase NPS or advocacy scores.

Our client David Turner, CEO of Webhelp UK, a leading OSP

in the customer experience management sector, says: “While

OSPs have typically been reluctant to invest in technology

ahead of client demand, many are now realising that their future

prosperity depends on their ability to manage multiple channels

and are investing in technology to support it.” They are doing

so, he says, to enable their clients to achieve “a step change in

customer management capability, as well as a real and

sustainable reduction in cost.”

In recent years OSPs have built robust technology

infrastructures capable of coping with the ever-more stringent

compliance and data security requirements placed upon them.

While no doubt a good thing, this can conflict with the need to

be responsive and nimble.

Partnering with a technology company like Infinity CCS – as

OSPs such as Teleperformance, Webhelp, HGS and Interact do

– brings them this flexibility. With our single agent view and on-

demand contact centre solutions, OSPs are able to satisfy their

clients’ demands for transformative services quickly, efficiently

and without overloading their internal IT teams.

Ask for More, for LessThe new business reality ushered in by customers’ adoption of

multiple digital channels and the Great Recession’s lingering

impact on budgets is not going away. The good news is

enlightened OSPs that have adopted on-demand technology

infrastructures can help any company meet these two

seemingly contradictory challenges head-on.

For more information contact Infinity CCS on

+44 (0)121 450 7830, email [email protected] or visit

www.infinityccs.com

With thanks to Dimension Data, Teleperformance UK,

Webhelp UK

Industry insight


www.dimensiondata.com

www.teleperformance.com

www.webhelp.com/uk

www.infinityccs.com

www.infinityccs.com

28

The outsourcing industry grewthroughout 2014 and all indicators arethere will be more growth in 2015, butwhat will this future growth look like andwhat lies ahead for the outsourcingindustry? Outsourcing Yearbook soughtthe views of the outsourcing analystcommunity…


29

predictionsNOA Year book 2015 aw.qxp_ark 10/04/2015 10:04 Page 29

3�

Can you predict the future? No, neither can I! But what I can do

is analyse the thousands of conversations I have in a year about

outsourcing and make informed guesses, based on people’s

questions and concerns, on which of those conversations will

morph into trends over the next 12 months. If you look into the

present hard enough, it turns into the future…

The As-a-Service EconomyThe "As-a-Service Economy" is set to disrupt the traditional

outsourcing industry we know and love in a major way,

impacting on how service buyers receive services and how

service providers sell and deliver them.

Organisations are reviewing how they can maximise value in this

new era, be that through infrastructure-as-a-service, platform-

as-a-service or software-as-a-service. The NOA is supporting

HfS Research in a study in this area. We'll tell you how ready UK

companies are to embrace this new dawn, compared to their

European and American counterparts, at our Symposium on

24 June in London.

Outsourcing politicised 2015 being an election year, expect outsourcing to pop up on

the campaign trail, as well as in live TV debates - and get

roundly criticised by MPs who know very little about how it

works. Expect them to snipe about the supposed ‘creeping

privatisation’ of the NHS and condemnation of PFI initiatives,

while simultaneously offering no concrete plans on how to

improve infrastructure and services without private sector help.

And don’t expect any party to speak up in favour of outsourcing

- even though privately they might be in favour, when running in

the quinquennial national popularity contest, showing a

modicum of support for outsourcing might cost them a few vital

votes from the red-top reading White Van man.

Skills crunch to turn a cornerIf you believe all you read, every industry is in a skills crisis.

The outsourcing industry does need more skilled people on the

technology side and also the interpersonal, relationship

governance side. The BBC’s Make It Digital initiative, to boost

coding and digital creativity skills among young people, is a

very welcome move and most of the political parties are calling

for businesses to create more apprenticeships… I predict a rush

of new apprenticeships in late 2015, once the government is

decided and tax breaks for making apprentice jobs are

announced.

On the interpersonal skills side, there needs to be training for

young people on how to be client-facing, collaborative and have

a good customer service ethic - they could do a lot worse than

take on the NOA’s GCSE-level qualification. I also believe it’s

high time negotiation was taught in schools - negotiation is a

big part of life and kids should leave school with a good

understanding of the process. I’d like to see that form part of

any upcoming reviews of the national curriculum.

Cloud gets more expensive as it grows up2015 is touted as the year businesses stop fighting the cloud,

but the cloud will have its own battles to overcome if this is to

be its watershed year: towards the end of 2015, the world will

be right on the brink of producing more data than it can store.

In 2013, we generated around 600bn DVDs’ worth - by 2020,

it’s expected to be 7500bn, a whopping 44 zettabytes (source:

BBC news). This means the cloud has got to grow, therefore

we’ll need massive investments in data centres and new, cutting

edge technology that means a greater density of data can be

stored in a smaller space. Of course, there will be a fresh round

of security concerns, with firewalls beefed up accordingly. Will

all this make cloud solutions more expensive? Probably! Get a

price-fix built in before 2015 ends, folks.

Customer experience management will becomeincreasingly importantWe’re living in an age of peer reviews and social media, where

consumers call the shots. As more and more consumers get

confident with this power, we are going to see a situation where

heightening the customer experience across all touch-points is

at the forefront of every outsourcing buyers’ mind. If suppliers

don’t make the effort to noticeably improve the customers’

experience, questions will be asked around the value of their

work. I’m expecting many more companies to increase their

customer-centricity across various platforms, and I’m predicting

that many more companies will engage specialist social media

customer service agencies to up-skill in this area.

Robots might not mean bargainsSome say that robotics is to 2015 what offshore BPO was 10

years ago: that it will change the game forever… signifying a

Kerry Hallard CEO, NOA

Predictions


31

death knell to long-distance, low-cost offshoring. Yet offshoring

to India et al could become the PR-friendly moralist’s choice:

we might see a perception shift to ‘at least jobs are being

created somewhere’. Robotics certainly has an allure for anyone

wishing to save money on their BPO. But who will save the

money, really? I think there will be some interesting

conversations going on where BPO contracts are already live.

Will suppliers proactively switch from FTE models and pass the

savings on to their clients? Or will they simply reap the benefits

of their innovation themselves? I expect that will depend on the

length and quality of the individual relationship… and the calibre

and expertise of the buy-side team.

Impact sourcing to make a big impactWe know all about outsourcing to do well - now you can

outsource to do good. I predict a rise of impact sourcing in

2015 with partnerships set up in underdeveloped geo-locations,

with one eye on the bottom line and one on the bigger picture.

It’s not strictly CSR, which can be any type of philanthropic

activity - this is giving back by redirecting jobs where they are

needed most which, synergistically, happens to be cheap labour

pools. An emphatic win/win and the counterbalance to the rise

of the robots. I’m not sure this will take off at quite the same

pace as robotics, but it is an option that is well and truly on the

map in 2015 and that can only be a good thing.

The internet of everythingConnectivity ubiquity is coming on strong in 2015. Using a

smartphone to turn your central heating on during your

commute homewards will be just the start of it. Soon enough,

there will be fully smart homes, smart offices, smart cars: how

about a coffee percolator that orders its own refills, delivered by

a Google Car within the hour?

With a whole new range of connected devices being built, by

2017, the internet of things is predicted to be bigger than the

PC, tablet and smartphone markets combined, hence why

venture capital is flooding in for developers of IoT devices. I’ll

bet both cyber criminals and anti-malware companies are

rubbing their hands with glee; imagine your central heating

catching a virus and holding you to ransom before you can get

your radiators going. Taking the right steps to secure the new

digital ‘wild west’ will be absolutely paramount to it taking off.

Open book accounting will be all the rageWhat started a few years ago as an exercise in public sector

freedom of information is moving headlong into the private

sector: if the public sector can insist on knowing profit margins

etc., why can’t the private? More and more deals are being

negotiated with such clauses, even when contracts are already

underway. In 2015, anyone not making use of such contractual

obligations, in my opinion, isn’t governing their outsourcing

contracts in an optimised fashion. Many, many books will be

falling open all through this year.

Contracting for outcomes will become keyCould 2015 be the year the world gets wise to KPIs? Buyers still

love them, but intelligent governance reporting only has them as

a small snippet of information. They’re not much use - they

often create dysfunctional behaviour because, once you make a

measure a target, it’s no longer fit for purpose as a measure.

Contracting for outcomes is the way to avoid suppliers striving

to meet a target that doesn’t really mean anything - and that

way you only pay for what you really wanted in the first place.

Innovation will remain mysterious Innovation has always been tricky to pin down. All the

frameworks in the world won’t make a company automatically

innovative; you can’t just turn it on like a light switch. Leaders

will continue to covet it, suppliers will promise it, buyers will be

suspicious of paying upfront for it. Will we be any closer to a

magic formula to guarantee innovation in 2015? Possibly not,

but big innovations will happen, in companies with a culture

sufficiently open-minded to allow it. A lot of the time, they’re the

smaller players, and when they have an eye-catching innovative

success, they get acquired by the behemoths and bring a bit of

that culture with them. So I predict lots of innovation, lots of

acquisition and maybe a few new models such as innovation-

as-a-service or, more aptly, the results of innovation-as-service.

That’s what buyers want, so suppliers will have to work out a

way to sell it to them.

Standards to raise the bar 2015 will be a year for suppliers and buyers to assess their

outsourcing maturity levels against global benchmarks, with the

best getting accredited for their excellence.

Thanks to the hard work of our very own Adrian Quayle

(amongst others), late 2014 saw the rubberstamping of ISO

37500, a global standard in outsourcing. With the outsourcing

market predicted to keep on growing, the more people who

understand the language and norms of a healthy collaborative

culture, the better chance there is that people will feel

comfortable they’re doing the right things at the right times and

operating in the spirit of partnership. If you’re wondering how

mature and optimised your contracts are, taking the 15 minute

online NOA outsourcing lifecycle assessment is the best place

to start - and the first step to getting your company accredited.

With growing concerns of who should be responsible for

meeting the costs of regulation, I predict adhering to standards

and proving it through accreditation will race up the corporate

agenda in 2015.

Predictions


AWARDS 2015


FOR BEST PRACTICE IN OUTSOURCING

Now in its twelfth year, and firmly established as the awards all outsourcers want to win,the NOA Awards are now open for entries.

With a planned attendance of 500 guests, the glittering evening will provide an ideal setting to entertain and network with leading players from

the industry.

The winners represent the length and breadth of the outsourcing industry, from bankingto telecoms, small companies to large corporates.

There are 18 categories up for grabs and the deadline for entries is Friday 5th June 2015.

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T H E L A N D M A R K H O T E L , L O N D O N T H U R S D A Y 1 9 T H N O V E M B E R 2 0 1 5

Entries Open


33

1. The first wave of arbitrage was to move offshore to seek out

talented labor with lower wages than onshore. The breakdown

of national barriers to access new labor markets still represents

the biggest game changer for the services industry in decades

and has been revolutionary to many countries. We have seen,

and in 2014 are still seeing, big changes in the countries

participating in this global exchange of services. Countries

value propositions are evolving and new countries are joining

the competition to attract companies to locate service

production on their shores. Recently, A.T. Kearney released the

Global Services Location Index (GSLI), which offers a snapshot

of the global labor market for services for business leaders who

must choose among a growing number of locations. The GSLI

analyzes and ranks the top 51 countries worldwide as the best

destinations for providing outsourcing activities, including IT

services and support, contact centers and back-office support.

2. The second wave came as companies reconsidered their

strategies to organize their production of back office services.

After spending considerable time and effort to build up their

own centers in offshore locations, it has since become

mainstream to locate services with outsource providers, such

as IBM, CapGemini, and TCS. In 2014 we have seen companies

reassessing their outsource strategies from a broad based

move outsource to a selective move to insource specific

functions to retain know-how and adapt to a changing role of

IT functions.

3. The biggest outsourcing development in 2014 is, in one

word: No-shoring. This constitutes the third wave, still in its

infancy: automation. While labor in many countries is still many

times cheaper than equivalent talent in advanced economies,

robots can be programmed to perform many routine tasks at

Q1) Can you summarise the key trends for 2014. What’s changed? What are you seeing more/less of?

As we consider the world of back office services, we can see three waves of arbitrage. Though they have appeared in sequence,

today, they are all present in concert. And they have all evolved in different ways during 2014.

Predictions

Johan Goff Senior ManagerATKearney

The three waves of back office arbitrage

Wave

Emergence

Evolution

1 Offshore

~ 2000

• Location of IT/BPO resources in

low cost countries was, and is,

the main way of finding arbitrage

• Still, the globalisation of services

has just begun

• The range of countries and their

respective roles in global value

chains are in constant evolution

2 Outsource

Mid 2000s

• Third parties operate back office

operations, on or off-shore, much

more effectively

• Most companies spun off

non-core operations to vendors in

mid 2000s

• Companies selectively bring key

roles back in-house to retain

knowledge and adapt to shifting

core businesses

3 Automate

Mid 2010s

• Currently, automation is in the

form of ERP solutions that

automate repetitive high volume

jobs

• Large investments have been

needed to implement

• Quick and easy deployment

make a automation feasible for

whole new categories of jobs


34

even lower costs. As the technology allows companies to

replace workers with robots, we can expect dramatic changes

to how we look at both offshoring and outsourcing in the future.

This has potentially revolutionary consequences for industry

rationalization and labor markets. It also has the effect that the

location where a task is performed becomes meaningless. The

technology is already available and as so often, the main

obstacle to rapid implementation is human: organizational

obstacles and slow adaptation of new technologies. The

question is not if, but how fast, companies will adopt this new

technology and if traditional outsourcing providers will be quick

enough to adapt before their business models have become

obsolete.

Q2) What company has impressed you the most in 2014?E.g. this could be a buyer through their use of outsourcing,or a new innovation deployed by a service provider

As so often, it is not the main players in the industry, i.e. the

buyers or the sellers of outsource services, that are causing

disruptive change, it is technology players adjacent to the

industry that are rewriting the map of services. Thus, the most

interesting conversations I have had this year has been with

British technology company Blue Prism, who has developed the

technology for automation of small scale service functions,

enabling the industry to deploy automation on a broad scale,

one function at a time and in whole new areas.

Q3) Looking ahead, what do you think will be the numberone issue for:

• …buyers, automation offers the next wave of cost savings

at a time when offshoring and outsourcing have exhausted

their arbitrage potential. As costs on the back office side

can be further reduced, more focus can be directed towards

the company’s core business. At the same time, scarce IT

resources can be freed up to focus on more strategic issues

than helping business units with low scale automation tasks.

The main challenge for companies is to evolve their

organizations to be able to adopt already existing

technology.

• …outsourcing providers automation can be a blessing to

continue to stay competitive when most other sources of

cost savings are exhausted. At the same time, this new

paradigm presents a risk for companies that do not adapt

fast enough. We have seen again and again how companies

that have found competitive advantage in a niche are

unwilling to change when that is challenged by new

technologies and sliding into irrelevance. Adaption among

companies so far is uneven and slow movers may suffer. At

this point, uptake is will smaller companies that are quick

and nimble and what to focus on new ways of competitive

advantage.

• …countries in the low value add niche; an industry

development strategy that relied on starting with data entry

and similar routine tasks is increasingly in danger. Some

countries, like India, has effectively moved up the value

chain to perform more advanced tasks but thousands of

people in the country’s offshore hubs are still working with

routine tasks. Other countries that are new to the industry

may still be stuck doing less efficient tasks. Countries need

to have a strategy to aggressively move up the value chain if

they want to stay relevant in the industry. At the same time,

a new opportunity is opening up, while the robots are

physically located in anonymous server halls located

anywhere, there is still a need for qualified staff that can

program and direct these robots. These jobs will be far

fewer than the ones they replace but will be higher value

added and require more skills. Countries that already have

an advanced IT/BPO industry are in pole position to capture

this opportunity.

... the main obstacle to rapid implementation is

human: organisational obstacles and slow

adaptation of new technologies.

Predictions


35

Q1) Can you summarise in bullet points, the key trends for2014. What’s changed? What are you seeing more/less of?

From a Gartner perspective we are seeing across the globe an

increased interest in the use and deployment of Cloud

computing plus awareness of the role “digitalisation” has in the

market. Some organisations have already successfully

implement Cloud computing capability both from an

infrastructure perspective as well as using SaaS capabilities

such as Salesforce.com

As we enter 2015, economists expect a mixed year, with many

advanced economies finally recovering from protracted

downturns, and growth slowing in some developing countries.

Against the backdrop of this gradual macroeconomic shift,

there is a much bigger tectonic shift happening. All industries

and all geographies are being radically reshaped by digital

opportunities and threats. Arguably, the traditional, physical-

asset-heavy and primary industries are even more affected than

high-tech companies. Examples include agriculture companies

that can help predict and optimize yields in near real time;

sports companies that blur the boundaries with healthcare

organizations; logistics companies that can price financial risk in

real time better than banks can; and governments that can go

beyond asking what citizens want, observing and responding to

their needs in real time.

Current enterprise IT is not set up to easily deliver on these

digital dreams. In the Gartner global CIO survey, we tested

respondents' agreement with a very strong statement: "My

business and IT organization are being engulfed by a torrent of

digital opportunities. We cannot respond in a timely fashion.

This threatens the success of the business and the credibility of

the IT organization." Fifty-one percent — the majority of CIOs —

agreed. This is why Gartner has chosen the meme of the "digital

dragon" — potentially very powerful, but also potentially

destructive if not tamed.

Beyond not being ready now, 42% of CIOs believe that their IT

organizations do not have the right skills and capabilities in

place to get ready for the future.

Q2) In your opinion, what has been the biggest outsourcingdevelopment in 2014?

In the global sourcing market we now see less and less single

supplier “mega” deals and more of a move towards

multisourcing through the selection of a few “best of breed”

suppliers who can work together in a “vendor eco system” and

deliver the end to end services required to support the

business. Agility, the ability to quickly respond to market

conditions, is a key theme for many organisations.

Many enterprises still struggle with the fundamentals of

sourcing; even those that use the layered approach of the

Gartner Adaptive Sourcing framework which helps leaders

establish a rational approach to applying different governance

rules to enterprise IT services.

Similar but not identical to Gartner's Pace-Layered Application

Strategy, the Adaptive Sourcing Model's three layers distinguish

IT services, depending on their rate and speed of change and

the degree and locus of required oversight. For example, at the

Ian PuddyVice President

Gartner

All industries and all geographies are beingradically reshaped by digital opportunities andthreats.

Predictions


lowest layer — run — core transaction processing and master

data are often impacted, so services in this layer are subject to

far more oversight than more "disposable" services in the

innovate layer. The layers are defined as follows:

• Innovate. These services are sourced on an ad hoc basis to

address emerging business requirements or opportunities.

They typically entail a short life cycle and use departmental,

external and consumer-grade technologies. Since learning

and/or short-term gains are the goal, innovate services tend

to suffer high failure rates due to their experimental nature.

• Differentiate. These services enable ongoing improvement of

unique company processes and industry-specific capabilities.

They have a medium life cycle (one to three years) and need

frequent reconfiguring to accommodate changing business

practices and customer requirements. Continuous process

improvement and reconfiguration are the major goals here.

• Run. These established services support the end-to-end

delivery of IT services, such as core transaction processing

and critical master data management for corporate processes

and the entire business. Typically, they constitute 50% to

70% of the IT budget, and being critical for business viability,

they are subject to the highest control in terms of security,

compliance, financial and technical compatibility,

management and automation features, and general oversight.

Process efficiency is the primary focus here. Because run

includes the operation and support of systems of record,

innovation and differentiation (once the latter two enter

production), the compliance requirements are very specific.

Q3) Looking ahead, what do you think will be the numberone issue for: Buyers, Suppliers and Support services (lawfirms, advisors etc)

Digital business is accelerating new technology adoption and

driving CIOs to innovate and to be more customer centric and

rethink their IT services value chain. A pace-layered sourcing

strategy will help sourcing executives to innovate, differentiate

and run their IT operations better.

Key Challenges include

• Success with new digital models and the adoption of the

Nexus of Forces-related technology (mobile, social,

information and cloud) necessitates a significant redesign of

the corporate IT services value chain.

• Abundant new technology options exist, but proven business

models are relatively scarce and most organizations are not

prepared to innovate quickly for digital business transformation.

• Customer-oriented business innovation will spur

unprecedented, fast transformation of business processes to

meet new customer expectations, ramp up on scale and

deliver competitively superior business performance.

• Online client interactions require top-quality services to drive

volume growth, while security and reliability are threatened by

the accelerated rate of change, driven by the accrued rate of

innovation.

• Buyers

The ability to selectively chose the right providers who can

work together to deliver the IT services and capability that the

enterprise needs from a business perspective, particularly

within the digital area

• Suppliers

The ability to work together with other suppliers in a

seamless way as one vendor eco system and deliver the

ongoing IT services and capabilities required by the clients

business.

• Support services (law firms, advisors etc)

To understand and recognise the different buyers of IT

services within an enterprise and how to deliver the best

advice across the different and often new stakeholders

Digital business is accelerating new technologyadoption and driving CIOs to innovate and tobe more customer centric and rethink their ITservices value chain.

Predictions

36



• Robotic process automation is rapidly taking over as a key

wrap-around for BPO. Initially, the main usage of robotics is

for getting data from one or more applications to another,

making intelligent deductions & matching in support of data

enrichment, and filling in missing fields. A bit like macros on

steroids. Loosely coupled with existing systems rather than

changing them. The advantage of RPA is that it seems to be

achieving a 30% plus cost take-out where employed and very

quickly. So a big one-off boost for many organizations

• Analytics is becoming all-pervasive and increasingly

predictive. Analytics has been around in support of process

improvement initiatives & Lean Six sigma projects for many

years. It has also been present in areas like fraud analytics.

However, analytics is now becoming much more pervasive,

much more embedded in processes, and much more

predictive & forward-looking in terms of recommending

immediate business actions

• Digital is becoming critical both in the front-office in support

of channel shift and improved customer journeys, a single

view of the customer & linked multi-channel delivery, and in

the back-office in support of supplier management & liaison.

Like analytics, Digital is pervading many organizational

processes across the board

• The Internet of Things. An emerging development rather than

a fully-fledged one but one that has the potential to open up a

whole new world of sensor-enabled industry-specific BPO in

areas ranging from healthcare to predictive maintenance. This

takes outsourcing beyond administrative tasks and out into

the real world

• BPO vendors increasingly developing their own platforms.

This approach potentially enables them to retain the IP in-

house, an important factor in areas like robotics and AI,

reduce their cost to serve by eliminating the cost of third-

party licences, and achieve a much more tightly integrated

and coherent combination of pre-built processes, dashboards

and analytics supported by underlying best practice process

models

• Use of cloud-based portals, emerging strongly particularly in

HR in areas like personnel administration.


The recognition not only that outsourcing needs to deliver

innovation but that it needs to do so at pace. In the past both

buyers and vendors have sometimes been reluctant to adopt

change and have lacked confidence in the outcomes of change.

However, BPO has now grown up in many areas, though not all,

and we are seeing the emergence of “High Velocity BPO” where

significant transformation increasingly takes place at the front-

Clearly the continuing adoption of GlobalBusiness Services is a factor in enhancingsynergies across processes and maintainingthe investment to drive change...

John WillmottCEO

NelsonHall

Predictions

37


end of contracts rather than the back-end, and where there is

much greater focus on looking at the end-to-end KPIs, and key

business, rather than process, outcomes and driving towards

these fast. Clearly the continuing adoption of Global Business

Services is a factor in enhancing synergies across processes

and maintaining the investment to drive change, and

organizations are increasingly looking forward to new business

models rather than just trying to achieve greater efficiency

within the status quo. This change in focus to identifying and

pursuing a future business vision is a really major change in

corporate thinking with organizations now very much focusing

on building for the future and not just reducing cost. The arrival

of digital, in particular, means that the majority of current

business models are broken and organizations need to look to

new ways of doing business.


There are numerous examples where progress has been made

in the past year. In particular, I’m impressed by the way in which

the customer management services vendors have moved

beyond excellence in people management and begun to

embrace consulting and analytics in support of improved

digital-enhanced customer journeys, together with their

increasing confidence in using technology to achieve a single

view of the customer and begin to become more confident in

predicting next best actions both through agents and online. In

the middle-office, utilities are beginning to emerge in a number

of areas particularly within the capital markets sector. While in

the back-office, HR outsourcing is undergoing a new lease of

life and becoming better able to support employees and

managers across the organization with services based on

platforms such as Workday and successfactors, while the

recruiters in RPO and MSP are increasingly adopting all forms

of social media to identify and entice a high calibre of

candidate. And in areas like finance & accounting BPO, the

process models are now very mature and RPA is having a major

impact on productivity.

Q4) Looking ahead, what do you think will be the numberone issue for:

a) Buyers

• Possibly how fast to move to cloud and adopt other forms of

automation. There have been considerable developments in

addressing the major inhibitor of cloud, namely security,

during 2014, nonetheless security remains a major concern

restricting the pace and extent to which organizations rollout

hybrid cloud and increase the role of public cloud adoptions.

Similarly, organizations are concerned about the level of

vendor lock-in that potentially results from the adoption of

high-levels of often proprietary automation.

b) Suppliers

• Suppliers in the past year have all been caught up in the

perceived need to increase the levels of automation in their

existing contracts before a competitor offers to do so and

displaces them. This creates several challenges. Firstly the

commercial challenge of not wanting to be caught with an

FTE-based contract and secondly the need to move their

services up the value chain and achieve client adoption

ahead of the advancing wave of automation. These

challenges will continue apace for at least another year before

they plateau out, probably coming to a head in 2015

c) Support services (law firms, advisors etc)

• For law firms, the issue probably remains one of how to

contract for innovation. It is relatively easy and established

practice to contract for steady state processes. However, it is

much harder to contract for dynamic environments where the

values of outcomes are much harder to predict

38

...organizations are concerned about the levelof vendor lock-in that potentially results fromthe adoption of high-levels of often proprietaryautomation.

Predictions



• Greater acceptance and understanding of global outsourcing

- Chasing domain expertise and discrete skills, rather than

chasing lower cost

- The world is getting smaller due to technology: VoIP, video

conferencing, collaboration tools all make global outsourcing

so much easier.

• A greater knowledge of the issues involved

- Technical – issues such as latency, priority and quality of

service, security, mobility needs

- Business – issues such as investing in outsourcing, rather

than going in on the expectation of saving money

- Geo-political – issues such as shifting sands at the political

level and the need for “Plan B” to always be in place, for

example to switch to an alternative provider in case of regime

change or natural disaster.

• Greater use of multi-outsourcing, but with single contract

with one throat to choke

- Again, based on gaining access to the best skills available,

using a master contract through a headline outsourcer, with

them owning all the subcontracts and having to sort out any

issues.

• Smaller, point projects with better defined KPIs based on

desired outcomes – a move away from e.g. contact centre

agents being measured on number of calls dealt with to the

happiness of the caller after the call (as with Birmingham city

centre, who actually pulled an outsourced contact centre

back in as a KPI based on number of calls dealt with meant

that the company responsible was actively dealing badly with

calls to get people to call back again), or on reduction on

number of issues for areas such as dealing with forms-based

data and so on.

• In fact, fewer project-base agreements. There is more of a

movement towards the use of rolling agreements without a

specific end result in mind, where as long as the agreement

continues to work for both sides, a “subscription” will be paid

by the customer. A far better approach than a 12, 18 or 36

month “fixed” project that then fails.

• Fewer failures – the market is maturing; business models are

being ironed out and stabilised. Outsourcing is moving away

from the Wild West Frontier area to being far more of a proven

model that enables organisations to do things that they

couldn’t have done previously within cost constraints.


• The evolution of the underlying technology to make it that an

offshore outsourcer can operate just as effectively as an

onshore one. Global networks are now highly available and

pretty effective; modern applications and

communication/collaboration systems are built to make the

most of these. Therefore, an outsourcer in Japan can operate

as effectively as one in Jarrow – as long as all the human

aspects of culture, language and working across time zones

are all dealt with by the outsourcing company.

39

Clive LongbottomService Director

QuoCirca

Outsourcing is moving away from the WildWest Frontier area to being far more of aproven model...

Predictions


4�

• Increased use of technology in integrating the outsource

company’s activities with the customer. For example, by

using cloud-based systems, the customer can integrate what

the outsourcing company is doing directly into its processes,

rather than waiting for outputs from the outsource company

that then have to be integrated separately or manually

imported.

• Building of greater trust relationships between the outsource

company and the customer – it is a two-way thing, and

Quocirca is seeing that more companies are realising that

seeing the outsource company as a supplier is not helpful

and for the outsource company to see the customer as just a

client is also sub-optimal. Making both parties work as if part

of the same company means that both sides have skin in the

game: SLAs are increasingly being based on closely watching

trends and sitting down and talking about them, rather than

waving a stick when previously agreed levels have been

missed.


This is a difficult one. 2014 has been a massively dynamic

year for outsourcing: on the tails of 2013, we have seen Indian

outsourcing companies continue to move far more towards a

global comparative system, rather than a labour arbitrage one.

We have seen the resurgence of Generation 1 offshoring

outsourcing areas, such as the Philippines and Ireland. UK-

based outsourcing companies have had to re-invent themselves

to deal with labour arbitrage, constrained capital markets and

faster moving customer requirements. More technology

vendors have moved into the outsourcing market through the

use of cloud technologies and either internal professional

service teams or partnerships with new or existing outsourcing

companies. All told, 2014 has been a time of major change for

many players in the outsourcing markets: I would have to

decline to pick any one player and just state that 2015 will

show which players have made the right moves and can build

upon them, and those who have made the wrong bets and will

regret them.

Q4) Looking ahead, what do you think will be the numberone issue for:a) Buyers –

Avoiding lock in to unsuitable contracts through outsourcing

companies who have yet to fully understand the new world

b) Suppliers –

Getting far enough ahead of the curve so that they do not find

themselves having to carry out major changes to respond

adequately to the markets, and yet can carry their existing

customer base with them as required. This may require re-

negotiating many existing contracts to bring existing customers

into the new world: however, as in many cases, this will be to

the customer’s advantage, it should not be a major issue (better

service provision, more trusted relationship, more skin in the

game, etc)

c) Support services (law firms, advisors etc) –

Moving with the times. Open-ended agreements with

subscription costs, rather than fixed projects with “fixed” prices

will need new contracts and new ways of extricating either party

from any agreement. Measuring effectiveness and value will

need a new type of advisor/consultant who can cover the softer

side of what any outsourcing agreement has managed to

provide – for example, was such and such a change down to

how the outsourcing company did something, or down to how

the business changed its processes?

...more companies are realising that seeing theoutsource company as a supplier is not helpfuland for the outsource company to see thecustomer as just a client is also sub-optimal.

Predictions


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Knowing how outsourcing works inpractice is an important lesson to passon to others. Outsourcing Yearbookdelves deep into two Great Britishinstitutions to learn more…

42


43

CaseStudies


44

Is Shared Services the remedy to the NHS budgetarywoes? At a time when the NHS is straining to improve service levels

whilst facing draconian budgetary pressures sharing services

sounds, on paper, the sensible route to ensuring more funds are

available for frontline care. Ramping up outsourcing is an option,

but in the context of that most emotionally-charged of

government agencies, the NHS, remains a heavily-politicalised

hot potato. But shared services does not suffer the same ready

associations with privatisation, therefore, is much less politically

sensitive - yet take-up levels are still a trickle, not quite a trend.

The Challenge of NHS Shared Services: Compelling,yet Complicated Mark Crichard of RPC explained: “The economic argument for

sharing services is a strong one, but joint venture arrangements

are enormously complex to set up, much more complex than

outsourcing, and this presents one of the biggest challenges in

making them work. But they remain attractive, for a number of

reasons: firstly, you do get a lot of control. As a customer, you get

a management stake in the supplier. It’s a great way to ensure

continuity - over time, strategies and ambitions of strategic

partners can become unaligned. In a genuine joint venture that is

NHS-branded, there is a long-term shared mission with a sense of

permanence to it. Plus, if the deal is structured right, NHS

Foundation Trusts can go beyond cost-saving and generate revenue.”

David Morris is the CEO of the biggest NHS-branded joint

venture of them all, NHS Shared Business Services, a back-office

financial services platform that has saved the Department of

Health £224million over the last 9 years, acing its 10 year target

with a whole year to spare: “Drawing on the experience of

implementing ISFE, a significant percentage of challenges faced

are centred around change – introducing users to new systems

and being sensitive to the fact that people are going through

major changes in their working lives. Not only was NHS England a

new organisation but so too were the 200+ clinical commissioning

groups. The project centred on the replacement of a disparate

range of legacy accounting systems with a single standardised

shared service accounting platform. This involved a sizeable

cultural change facing more than 6000 users, many of whom had

no experience of shared services and who were all new to the

system.”

Case Studies

Shared Servicesin the NHSWinning hearts and minds -and keeping them won.Glen Hickling

Outsourcing Yearbook 2015 spoke to David

Morris, CEO of NHS Shared Business Services,the biggest NHS joint venture so far, a 50/50partnership between the Department of Health andSteria that has created a ‘integrated single financialenvironment’ (ISFE) that is used by 40% of NHSproviders and 100% of commissioning groups, andMark Crichard of RPC, a senior lawyer with vastexperience of advising hospital trusts on jointventures in both back office and front-lineoperations, working with the Royal Free, Guys andSt Thomas’, UCLH, Kings College, MiddlesexUniversity Hospital and Liverpool Women’s Hospital.


Charm Offensive: Winning Hearts and Minds in Practice.David Morris, NHS SBS: “The ISFE programme’s success flowed

from joint senior governance and holistic decision-making. Issues

were addressed using a flexible approach relying on informed

interaction rather than formal committees. Over 200 people

worked together from NHS SBS, NHS England and the

commissioning organisations, to design the processes,

governance and training programmes, working together as a

single team with few day-to-day hierarchical distinctions.”

Mark Crichard, RPC: “With so many people involved, you have to

be careful not to let things get too drawn out. If the stakeholder

meetings go on for too long, you risk losing peoples’ trust. When

senior managers are defining strategy and conducting

stakeholder engagement exercises, you need decent alignment

between the NHS partner organisations, so they can present a

single face to the private sector supplier. If the arrangement

includes or impacts clinical processes, you have to get the senior

consultants onside. That’s absolutely essential.”

Designing Joint Governance for Mutual SatisfactionThe challenge of shared services’ complexity is never more

evident than in designing joint governance, as it is the robustness

and quality of this aspect of the deal that will drive long term

value, sustained success and positive perceptions.

David Morris: “Each party should have a programme director

and they should work in tandem as equals, keeping the focus on

accurate reporting on deliverables, with checkpoints at initiation

and mid-stage deliverables and comprehensive exception

reporting and management. Importantly, this approach should be

continued into normal service delivery, with reports and measures

covering service parameters and KPIs - we have 150+ reports and

measures - as well as internal measures to support LEAN

programmes.”

Mark Crichard: “There are two ways to look at governance in

the context of shared service operations: from a ‘customer’ side -

SLAs KPIs etc. - and from an ‘investor’ side. On the customer

side, make the governance as robust as you would with a

traditional "arms length" outsourcing, so if you fall out with your

investment partner you still have the right tools and processes to

keep the service working. There should be lines of communication

for dealing with day-to-day issues & appropriate escalation

groups, with clear rules on how and when to use them. It’s also

worth noting that, organisations not motivated by profit typically

have no interest in sanctions like small amounts of service credit.

It’s much better to re-engineer the consequences of service

failure. For example, put in place remedial plans that focus on the

fix and bringing the quality back, then if they fail at that stage,

providers should hit by much more material financial sanctions.”

“From an investor perspective, you structure the governance

according to how much control you want. Typically there are two

key levels of decision; the "big stuff", for example, if you want to

change strategic direction, these are decisions you want

unanimity on, and each partner has the right to insist on a

complete veto. So as not to strangle the business, smaller

decisions can be made by majority or delegating to the executive

to have the final say. It is important to get the balance, between

control and flexibility, right.”

The Challenges of InteroperabilityFor a shared service to be of huge benefit to the UK taxpayer, it

must be able to be rolled out a succession of NHS organisations -

this is the Holy Grail of saving public money.

Mark Crichard: “Perhaps surprisingly, in a number areas there is a

lack of standardisation across NHS organisations. That lack of

standardisation can hamper the ability to deploy across more than

one NHS organisation. So, for instance in context of pathology

there are always subtle but potentially major differences to

surmount lots of hospitals do tests for GPs. Some give test tubes

etc. for free, some charge. Some have paper-based record and

reporting systems, some have electronic. Similarly, what an

individual hospital defines as a certain test, e.g. the constituent

parts, the sub-tests within a test, varies from one hospital to

another and can have massive implications on costs if the

differences are not understood.”

David Morris: “It’s essential to fully scope the project, have a

clear understanding of the objectives, the vision, who the users

will be, how they will use the system and the potential barriers

that will present themselves at every level. An enduring

engagement strategy as the service is developed and processes

are defined and refined ensures that issues and challenges are

addressed collaboratively and comprehensively.”

Mark Crichard: It’s vital, for a shared service to get the

maximum benefit, that NHS leaders have a clear view of what

they want to get out of it, clinically and financially speaking. The

latter can be challenging to determine, particularly for

organisations that are new to joint ventures and shared services

(especially when compared to private sector organisations, who

will have a clear view at the outset of what their financial

objectives are)."

The FutureNHS Shared Business Services has realised over £220million’ of

savings for the NHS, but there needs to be many more success

stories for shared services to become truly fashionable. An

upcoming collaboration between the Royal Free, University

College London Hospital and North Middlesex Hospital NHS

trusts is a £1billion contract that melds 8 parallel outsourcing

deals into one epic shared services effort. It’s a ground breaking

public-private partnership, the most complex ever attempted in

the NHS - and if it delivers the expected benefits (confidentiality

presents us from disclosing what they are at current stage of

negotiations as we go to print) it will be the envy of NHS leaders

the length and breadth of the country. Is this the kick-starter of an

NHS shared services revolution? Only time will tell.

45

Case Studies


46

Case Studies

The BBC’s Dave Wyer discusses mitigating operational risk in outsourcing contracts

The BBC is a prolific, highly proficient, multi-award-winning outsourcer. It successfully contracts out a rangeof functions from BPO to technology, facilities management and audience services, all feeding in to acustomer-centric vision of driving maximum value for the licence payer in everything it does.

Outsourcing Yearbook 2015 caught up with Strategic Supplier Development Manager Dave Wyer todiscuss the ethos and strategies that ‘Auntie Beeb’ employs to get the best of its outsourcing relationships.


47

The challenges the modern BBC faces.DW: “The BBC recognises that whilst we are experienced in

managing outsourcing services - in many cases the contracts

are 2nd or 3rd generation - we are, like many other

organisations, facing significant challenges, mostly around the

pace of change. Not just in terms of technology, but in the way

the BBC operates, in response to the exponential increase in

the way services can be provided: cloud, robotics, multi-

channel, single sourced or multi-sourced, managed service

or managed solution or outcome based contract, to name but

a few.

“At such a pace of change, intelligent, proactive management

of ‘bleed across’ and merging of services is vital. We are always

looking to collaborate with our existing suppliers to derive

greater value, in terms of enabling creativity and innovation, to

improve services, while never allowing them to become

excessively bespoke: when relationships grow organically,

services can be difficult to untangle when you want to go back

to market, and tricky to integrate smoothly with other activities.

“Alongside all this, the licence fee is currently frozen.

Therefore, we have a flat income stream, in a wider business

environment that is becoming more buoyant. Suppliers, and

other organisations that bid on BBC contracts, may be

awarding their staff pay increases, which is likely to increase

their costs. Clearly it would not be in the interests of the licence

payer - which is naturally an ever-present consideration

regardless of what BBC function you’re working in - to absorb

these extra costs. We are looking to get greater value for our

money, not less, and we work closely with our suppliers to

achieve this.”

Outsourcing is risky business The BBC has a meagre appetite for risk, but is hungry for

innovation as it seeks to right-package the perfect array of

services to support its future vision and change agenda.

Dave Wyer: “When you are outsourcing with multiple suppliers,

each bringing varying degrees of transformation and change,

you are, in effect, building a portfolio of risk. Managing each

contract in isolation exacerbates the situation and inflates the

cumulative weight of what is already a significant risk, where the

impact of failure can be enormous.

The first step is to identify those things that constitute

portfolio risk, then monitor the likelihood and impact of them

occurring. We also try to achieve a good level of continuity

between negotiation and implementation teams, with regular

reviews once the contract / service is in place.

“Another risk is value leakage, which we try to mitigate

throughout the whole of contract life cycle. We have established

a ‘support and challenge’ community who are themselves

supported by a development programme. Sustainable

improvement is not delivered in the acquisition phase alone, as

each phase has a clear impact on all the others - to avoid the

dreaded value leakage we must pay close attention to all

stages, at all times.”

The STAR Forum The BBC STAR Forum is an organisation-wide group that brings

together all of the contract managers and sponsors of BBC

strategic outsourcing deals, giving them a ‘home’ where vendor

managers working in distinct divisions can enhance their

knowledge of what is going on outsourcing-wise, both inside

and outside of the BBC.

The forum meets quarterly to report on the finer points of

contract management, and is well attended by senior

management and board executives. This collaborative approach

exemplifies a vital keystone of the BBC’s strategic direction: the

will to “improve value for money through a simpler, more

efficient and more open BBC, by building more new creative

partnerships, and engaging staff with the strategy.”

DW: What germinated from recognising a need to treat

strategic suppliers differently from smaller, tactical providers,

has grown into the STAR Forum, a pan-BBC function that

monitors the hygiene and welfare of the relationships with our

14 key partners. There are two main benefits to the forum. The

first is that robust communication links allow the BBC to take a

portfolio perspective on its risk, creating a sharp picture of the

cumulative risks at play. This helps us work smart to minimise

them, such as constructing performance measures around

successful risk mitigation. We go beyond examining

dashboards to consider questions such as “are there too many

concurrent activities on the go?” and “are the right support and

development programmes in place?” In doing so, we create a

culture of shared learning, where vendor managers can debate

best-in-class practice and enhance their industry awareness

round current thinking on supplier management.

“The BBC dashboards and toolkits that inform the debate

allow comparison not just of results garnered, but the efforts it

took to get there, and efforts scheduled to take us to the next

level. We compare and contrast activity timelines, potential

disruptions and pain points, pre-procurement preparation

efforts, alongside more traditional dashboards like KPIs, SLAs,

spend/savings targets and customer satisfaction and change

requests.”

“A huge benefit of having this data-driven portfolio approach

is that we can quantifiably articulate risk to a group of senior

execs with the decision-making powers to do something about

it. Clarifying and scoring the risk means, if it’s at unacceptable

levels, resources can be allocated, and solutions sought.

Sometimes risk sits across divisions, everyone knows about it,

but no-one ‘owns’ it. If the risk doesn’t sit with anyone, no-one

Case Studies


48

has the power to do anything about it, and problems can build

in the cracks between responsibilities. The STAR forum has

attenuated this risk significantly.”

Making Career Paths Optimised supplier management and therefore, minimal

operational risk, is not simply about tools, M.I. and good

processes - it’s powered by having high-calibre outsourcing

management professionals. To those in the know, this is a fact

of life, but one problem the STAR forum has highlighted is the

widespread lack of external recognition of the specific skills and

attributes that it takes to get the very best value out of strategic

partners. In the BBC, there is no concrete career path for those

people who manage strategic suppliers - something that the

STAR forum members are working hard to change.

DW: The STAR forum and associated reporting is bringing a

growing recognition from senior management that what we do

is hugely significant, and takes skill, tenacity and adroit

leadership capabilities.

“Board room visibility of what we do - and how mission

critical it is - is absolutely vital, if we are to make strategic

supplier management an attractive function to the cream of

talent, and equally, be recognised as a platform for those

people to kick on.

“To this effect, we are working with the BBC College of

Leadership to strengthen the linkage between those

competences needed for outsourcing management and senior

management level competences.

“Running relationships that are principled, rather than

positional, is no mean feat, and there is a growing feeling that

managing strategic suppliers is a strong proving ground for the

leaders of the future, as situation analysis, negotiation and

decision-making are always to the fore... creating career paths

for quality talent is of huge benefit to all concerned. As we

continue to develop our people, they in turn help to continually

improve the tools and processes by which we manage our

suppliers. We’ve developed a layered view that follows tradition

to a certain extent, in terms of a progression from foundation, to

practitioner, to expert, to commercial leader - the leadership

programmes’ syllabus and competences will soon reflect how

supplier managers’ own capabilities and workloads compare

favourably with more ‘traditional’ competences that evoke good

leadership, and thus feature on course syllabuses. After all,

relationship managers provide leadership to internal

stakeholders as well as suppliers, so those who are good at it

deserve the recognition.”

Results /Benefits of STAR ForumThe BBC has an unrelenting flow of re-procurements underway,

powered by a strong desire for continuous improvement - the

STAR forum ethos has gone a long way to making sure they

have the robust processes and skilled people to achieve this.

“The ‘support and challenge’ nature of the STAR community

means we are best equipped, skills-wise, to add value pre-and-

post contract award. Another benefit is that by spreading

knowledge on the mechanics of contract management, we now

always follow up on contractual obligations, in terms of open

book audits, benchmarking and gain-share etc, we have the

skills and confidence to make sure we get the most value out of

such provisions.”

The FutureDespite having achieved enviable cost savings and added value

already, the BBC is forever looking to improve.

DW: We’re looking into expanding the wider STAR community,

building career paths and continuously looking for ways to work

smarter with suppliers. There is still a significant amount of

spend sitting with non-strategic suppliers, so expanding the

STAR group to include those who manage such arrangements,

via STAR-sponsored workshops and suchlike, spreading the

message of contributing positively to adding value throughout

the contract life cycle through the entirety of the BBC. We aim

to reach the point, and I think we’re getting there, where people

in the most senior procurement positions are asking ‘why

haven’t we got contract management as a discipline in its

own right?’

Dave Wyer’s Top 10 Governance Tips1 Don’t put the contract away in the draw – know it, work

within it and change it if necessary

2 Do risk management – don’t focus on fire fighting, have a

longer term view

3 Have clear escalation routes and ensure issues don’t fester

4 Know that you’re getting what you pay for – combine

financial and performance management

5 Have clear and understood roles and responsibilities – work

hard to ensure stakeholders understand too

6 Don’t hold meetings for meetings sake – avoid ‘orphaned’

meetings with no input or output

7 Build a ‘lessons learned’ culture – and don’t rely on

traditional document methods for capturing learning

8 Understand the supplier perspective

9 Understand the customer perspective

10 Create the right ‘retained’ team – strike a balance between

size and capability

Case Studies


European OutsourcingAssociation Awards

Lisbon, Portugal Thursday 17th September 2015

Now in its sixth year, the EOAAs will bring together some of Europe’s leadingoutsourcing suppliers, support providers and buyers. Best practice will be rewarded

and celebrated, and the efforts of companies and individuals who have demonstratedexcellence in the outsourcing world in 2014/15 will be recognised.

Taking place on the same day as the EOA Summit, this event is a must for all thoseinvolved in European outsourcing.

There are 12 categories up for grabs and the deadline for entries is Friday 8th May 2015.

For further information on how to enter please visit the NOA website

www.noa.co.uk


5�

Outsourcing Yearbook invited the NOA’smost active members to share some oftheir top tips for success, general adviceand industry knowledge. With over 100years combined experience, youroutsourcing dilemmas may be answeredin our outspoken section…


51

OutspokenOutsourcers


52

Outspoken Outsourcers

Alison HaighHead of Procurement UK Asset ResolutionNOA Diploma StudentMy top tip for someone who is outsourcing

for the first time is to be really clear on the

objectives and decision making criteria and ensure that all

stakeholders have a common understanding from the

beginning of the process. It is also important to have a senior

internal sponsor. If the decision is taken to outsource,

particular emphasis should be placed upon the overall

relationship objectives desired by both parties for the lifetime

of the relationship. Often the intent of the relationship can be

lost and relationship objectives should be built into the overall

governance and revisited and refreshed accordingly to ensure

long term success is delivered.

Top tips from our 2014 spotlights

Martin Edwards Senior Outsourcing ConsultantInfosysNOA Diploma Graduate and FellowMy top tip for someone who is outsourcing

for the first time is:

Don’t panic! Outsourcing for the first time can seem like a

daunting proposition. But there is a wealth of information and

expertise readily available to help you get started. Before

doing anything, to look at the guidance, training and

educational material readily available from the NOA. The

Association offers valuable tips, training, hints, toolkits and

networking opportunities. You can learn from the lessons of

others and get your own outsourcing project off to a flying start.

I’d recommend the NOA Outsourcing Lifecycle in particular.

John McKinlayPartnerDLA PiperNOA Professional Award WinnerThere is nothing more important than getting

the requirements correct - everything flows

from these. However, the sheer effort and difficulty in getting

this right is massively underestimated, so I would run this

experiment. Pick a part of the service, then try to write down

the best description you can for your requirements. Spend a bit

of time on this and get something you would be prepared to

stand behind. Then share it with those in that area, and see if

they can improve it. After that, send it to other departments in

the organisation that interface with the service, and get them to

add things that may have been forgotten. Finally, share it with

someone outside the organisation who works in this area, to

get their perspective and the benefit of their experience. One

this is complete, compare it with the original version… now you

understand the task ahead - and are ready to meet the

challenge of doing this for real head on!

Petteri UljasCEO Northern Europe (UK & Nordic)CapgeminiWhen outsourcing, please bear in mind that

you can never really outsource the

accountability. If things don’t work out as

planned, at the end of the day it is still you and your business

who will be responsible, rather than the outsourcer. Choose a

partner you can trust. Take the time to build a good

relationship with your outsourcing partners as your success

depends on them.

Do not underestimate the need to have good governance in

place. You need good governance at both a strategic,

operational and a tactical level. Be sure to share your

business views and values, as with any relationship, the more

you give the more you get.

Richard Mills Head of Sourcing & Standards - Central OperationsZurichBe clear about why you are outsourcing to a

third party to start with. This sounds obvious,

but the common mistake I see time and time again is to

outsource purely to save costs or to apply a quick fix to an

operational/business issue, which may work in the short term

but is not a long term sourcing strategy I would recommend.

If you work on the premise that you have outsourced to a

third party to leverage either operational flexibility, overall

value creation and/or professional expertise then you are really

laying solid foundations for a credible sourcing strategy which

will pay dividends for years to come.


53


David Lewis Vendor Management Office, IT OperationsMarks and SpencerNOA Professional Award Winner and FellowContracts have their place, but nothing

beats good relationship management with appropriate

governance and wherever possible rather than demanding

that you want to work with the suppliers A team, build a

working environment whereby the suppliers A team want to

work with you, otherwise you’ll get the supplier you deserve.

Alistair Niederer CEO Teleperformancea. Top tip? I would say the absolute must

is to speak with CEO to understand his or

her view of the company’s culture and drive.

Ever evolving procurement models (for very necessary

governance requirements) can appear to diminish the

opportunities for direct communication with the company’s

board and the CEO in particular, however, outsourcing is a

major component of many of organisations long term strategy

and represents a major investment, getting to know and

understand the person who’s responsible ultimately for the

success of that strategy is fundamental.

b. Next, ensure the chemistry at multiple levels exists

between your key executives and operatives and their peers in

the outsourcing enterprise. They will be working together to

deliver a significant project to support your business. When

your key people tell you they’re enjoying a fully engaged

process across all business function areas, then you know the

chemistry is there which will be of huge importance when

setting out on your journey together.

c. Make sure your company knows what it is looking for and

then see if that resonates with the outsourcers view and then

enhance. Really it’s an obvious part of the preparation your

company undertakes to ensure it is fully cognisant of the

benefits of outsourcing it is seeking to achieve and why.

Remember the outsourcer will have an extensive

understanding of the business challenges impacting many

sectors and will have worked with similar organisations, in

both the scope and scale of the outsourced services to be

provided. They should become your resident ‘guru’s’ bringing

this experience and expertise to your table as a matter of course.

d. Talk to the existing clients. It sounds obvious but in

professional life this is often overlooked or it’s tagged at the

end of the procurement process. In my experience, most new

clients will make the necessary contact and it is a straight up

test of performance which will help you in your decision

making.

e. Go meet the teams. Don’t skimp on the travel tab! If

you’re going to take up on the tips above, especially the

chemistry, resonance and culture of the company you’re about

to engage with, go see them, have dinner with them, go to the

races or whatever it might be. It might be easier or more

expedient to send emails, have conference or even video

calls, but nothing can replace that uniquely human interaction

of face to face introductions and discussion.

William PattisonCEOMindpearlEOA Award Winner and FellowIn my opinion there are three essentials for

anyone to consider before outsourcing for

the first time – performance, partnership and people.

PerformanceSince outsourcing first became popular, locations such as the

Philippines and India have dominated the market with

possibilities of low rates and reduced operational costs. This

focus on cost alone can come at a price, many businesses

have had their contracts withdrawn as a result of a series of

qualitative problems. This has provided the space for

companies like Mindpearl and high quality locations such as

Fiji and South Africa to move forward in the market.

Outsourcing is a great way to significantly cut your overhead,

but do your research. Price cannot be the only deciding

factor.

PartnershipRemember you are looking for a partner, not a supplier. When

you outsource, you trust your most valuable asset to a third

party – your customers, your brand and your revenue.

Partnership ensures the end result to the customer experience

is an authentic and seamless contact with your brand!

PeopleDon’t forget about the people. How are they trained? How do

they interact with your customers? Are they able to protect

and live your brand? How are they treated? After all, your

outsourcer’s people will be the first point of contact with your

customer. Happy employees, equal happy customers!


54


Lose the fear!Change management and transformation is one of the trickier

things for businesses to handle and is an area particularly

relevant to outsourcing. It causes friction and fear in businesses

and has a relatively high failure rate. Because of this it is often

looked on as a dangerous time and is approached by the

business with a feeling of fear and uncertainty.

However, if you look at the businesses who handle change well

they are usually the ones who have change as part of their

business as usual. It isn’t something imposed from above on an

irregular basis but is something the company does every day

and is as much a part of the business as selling their product or

service.

In the outsourcing industry this management of change, and

building it into the corporate DNA, is largely a client

responsibility but the supplier can help. It involves staff

involvement in change, rather than it being imposed, and a

demonstration of the benefits of change. This is a cumulative

process as successful change encourages acceptance of more

change and that acceptance increases the chances of success.

If you can break the cycle of fear and get people to embrace

change then you are a long way down the road of lowering the

risk of change and increasing the success rate and improving

the success of your business. Not easy but, if you can achieve

this, well worth the effort.

Procurement can be seen as a layered “stack” of activities

working at different levels and with different benefits and

overheads. I will describe the stack and how it applies to

Outsourcing.

At the base level there is purchasing which is the activity of

requisitioning, ordering, checking the delivery and paying the

supplier. This is the engine room of the supply chain. There is

typically no procurement optimisation or value derived but most

of the organisation resource sits in this layer manhandling POs.

The next level is basic procurement which typically operates at

the lowest competitive level, specifying items to buy, getting

competitive quotes and ordering items. Again this layer delivers

only spot value and yet consumes significant resource often

from the financial management community.

The next layer is strategic procurement. This is generally the

point at which Category Management and properly leveraged

and negotiated deals are done, where benchmarking and cost

evaluation take place and where collaborative procurement is

considered and executed.

Above this sits sourcing and at the highest point strategic

sourcing. This layer contains make or buy decision making,

designing, creating, executing and managing services,

outsourcing, business process outsourcing and partnership

arrangements. It is at this level where the experienced and

skilful procurement professional can most influence the

business direction and deliver the greatest benefits in terms of

providing strategic advice, supplier and market intelligence,

contracting, SLA and performance and commercial

management for the contract term.

Clearly from this it can be seen that an enlightened company

will want its best procurement resource supporting its project

and strategic transformation teams, yet I constantly see the

scarce and hard pressed procurement teams bogged down in

the purchasing layer unable to give themselves sufficient

headroom to think at the strategic level.

My advice is to put in place a lean and efficient purchase to pay

process and associated system and drive this system to free up

the procurement and financial teams to move up the stack and

deliver strategic supply chain solutions to the business. P2P will

give you spend analysis which will identify opportunities to

consolidate spend, standardise, leverage – and save.

Derek ParlourDirector

DJA Business Solutions

Jim ReedDirector of Procurement

University of Nottingham

...an enlightened company will want its bestprocurement resource supporting its projectand strategic transformation teams...

Mugshots are blurry - can we get betterversions?


55


Big outsourcing means big problems?Given the problems now facing our leading outsourcers, like

IBM, HP and others could it be that outsourcing doesn't provide

the profits that these companies expect?

After all outsourcing only works through economies of scale,

not just cheaper end user pricing but higher service levels faster

provision access to specialist skills etc.

But as certain suppliers take even more business from their

favourite customers their services become less and less in the

"economies of scale" zone, meaning they become more and

more like their customer and less able to acheive the economies

required to be effective outsourcers. And they have to make a

profit too! Even if they took a loss leader, as the market picks up

the only loss will be with the customer as resources move to

more profitable customers.

So whose fault is this? after all a failing supplier is of no use to

either customer or supplier! so should customers makes sure

that what suppliers are agreeing to really makes sense for

them? Do suppliers go too far in trying to Hoover up every bit of

business? Maybe to keep competitors out?

My view is that customers should make sure what they are

proposing is outsourceable, in other words makes sure they

know where the economies of scale are.

If you don't know how does your potential supplier?

So maybe there is a limit on the size of an outsourcing

contract? Maybe there is a natural order of things? As

outsourcers get a major slice of their clients pie they get less

and less opportunities for economies of scale and also their size

means they need to run a bureaucracy too, plus make that profit!

So does big outsourcing really mean small suppliers?

Martyn HartFounder and Director of the NOA

Cloud is here to stay and 2015 will be the year of the hybrid

cloud. Key service providers will not only offer a set of different

cloud (and some non-cloud) delivery models and services to

match the diverse workloads of their clients but they will also

migrate a significant amount of new and existing client

workloads to “the (hybrid) cloud”.

This in turn will drive a renewed focus on service integration and

broker services to manage the complexity and often multi-

vendor environment that this will bring.

Related to cloud - but it would happen anyway – there will be a

huge focus on cyber-security and related services as

enterprises understand the huge scale of the challenge and

acknowledge that they increasingly need specialist support that

simply can’t be delivered in-house.

IT will continue to industrialise and automation will continue

apace – not just of build and deployment activities in the cloud

but of an increasing level of service management and support

activities.

Market leading providers will increasingly deploy advanced

analytics and cognitive approaches (such as IBM Watson) to

make use of the fantastic data collected on the services we

support. Words like “predictive” and “autonomic” used years

ago will become real as techniques already applied for business

advantage are applied to the task of intelligently managing IT

systems.

My message to clients - ensure your suppliers focus on the above

FOR you and deliver a wider innovation agenda WITH you.

Tony MorganExecutive Architect and Client Chief

Innovation Officer,

IBM Global Technology Services Strategic

Outsourcing Europe

Do suppliers go too far in trying to Hoover up every bit of business? Maybe to keepcompetitors out?

...there will be a huge focus on cyber-securityand related services as enterprises understandthe huge scale of the challenge...


The National Outsourcing Associationpresents a dedicated awardsceremony that celebrates the talent of the individuals and teams whodeliver the most value to the globalsourcing industry.

The NOA’s Professional Awards are adistinct set of accolades recognisingtalent in outsourcing and sharedservices, showcasing individuals andfunction teams who make a bigdifference, but remain largely unsungin the wider context of the globalsourcing industry.

Tickets start at £98.50 + VAT, forfurther information and to register toattend please visit the NOA websitewww.noa.co.uk or enquire [email protected].

NOA’sPROFESSIONAL

AWARDSRECOGNISING SOURCING TALENTTHURSDAY 21ST MAY 2015 EMIRATES STADIUM, HOME OF ARSENAL FC, LONDON

TICKETS NOW ON SALE


Experience shared. | sitel.com | 0800444221

Share your experiences with us.Experience is about more than serving youronline customers. A great experience comes from extracting insight from all customer touch points.

Sitel is one of the world’s leading outsourcing providers of customer experience management and through our 110 sites across 23 territories, and over 58,000 staff speaking 40 languages, we are very well placed to take your customer’s experience further.


The NOA has revamped its onlineSuppliers Directory, making it the defacto place to go for buyers searchingfor suppliers against specific selectioncriteria.

Here’s a selection of NOA’s supply- andsupport-side membership base.

Please go to directory.noa.co.uk to startyour search.

Please contact [email protected] to getyour company profiled.

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Directory

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OutsourcingNOA Year book 2015 aw.qxp_ark 10/04/2015 10:05 Page 59

Application Managem

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Consultancy

Data Centre

Managem

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Infra

structure Managem

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Managem

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3gamma60K Ltd

Active Operations Management InternationalAecus

Alsbridge LimitedArise Virtual Solutions

arvatoAvasant

Baker Tilly Business Services LimitedBancTec

Bird & BirdBlue Prism

BPeSABristows

BSSCapgemini

CapitaCGI

Chexsys Consulting LtdCiklum ApSConectysConvergys

CSCDDC Outsourcing Solutions

Dimension DataDWF LLP

EQ PartneringEverest GroupEversheds LLP

EXL ServiceFirst Select Employment Services

Firstsource SolutionsGartner

Herbert Smith Freehills LLPHogan LovellsInfinity CCS

Integris AppliedIntetics

ITC InfotechK&L Gates LLP

KPMG LLPLancox Limited

LPM OutsourcingLuxoft Holding Inc.

ITO ServicesDark boxes denote service providers delivering

the listed ITO services


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Application Managem

ent

Consultancy

Data Centre

Managem

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Infra

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Managem

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ecurity Services

R & D Se

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Softw

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MagiComMIDAS

MidlandHRMindpearl

Mood InternationalNashTech

Objectivity LtdOfsure

OlswangP&Q Consulting

ParseqPillsbury Winthrop Shaw Pittman LLP

Pinsent MasonsPrescience Outsourcing Limited

PrimaSource Limited UKQcom Outsourcing

QualsysQuantum Plus

Rapport - TeleBusiness InsightRESPONSE

RPCRR DonnelleyScaleFocus

SitelSLASSCOM

Slaughter & MaySMT Software UK Ltd

Sofica Group, a TeleTech CompanySoftServe Inc

SoitronSource

SPi GlobalSQS

Synergy Business Solutions India Private LimitedTeleperformance

The Scottish Development AgencyTLT

Travers Smith LLPTurnstone

UST GlobalVitrium

WNS Global Services (UK) LimitedXoomworks

ITO ServicesDark boxes denote service providers delivering

the listed ITO services

Directory


Contact C

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Custom

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Managem

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Document M

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Finance and Ac

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KPO

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DirectoryBPO ServicesDark boxes denote service providers delivering the

listed BPO services

3gamma60K Ltd

Active Operations Management InternationalAecus

Alsbridge LimitedArise Virtual Solutions

arvatoAvasant

Baker Tilly Business Services LimitedBancTec

Bird & BirdBlue Prism

BPeSABristows

BSSCapgemini

CapitaCGI

Chexsys Consulting LtdCiklum ApSConectysConvergys

CSCDDC Outsourcing Solutions

Dimension DataDWF LLP

EQ PartneringEverest GroupEversheds LLP

EXL ServiceFirst Select Employment Services

Firstsource SolutionsGartner

Herbert Smith Freehills LLPHogan LovellsInfinity CCS

Integris AppliedIntetics

ITC InfotechK&L Gates LLP

KPMG LLPLancox Limited

LPM OutsourcingLuxoft Holding Inc.62


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Directory

Contact C

entre

Provider

Custom

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Managem

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Document M

anagem

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Finance and Accounting

HRO

KPO

LPO

Marketing Ou

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Procurem

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Supply Chain M

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Other

BPO ServicesDark boxes denote service providers delivering the

listed BPO services

MagiComMIDAS

MidlandHRMindpearl

Mood InternationalNashTech

Objectivity LtdOfsure

OlswangP&Q Consulting

ParseqPillsbury Winthrop Shaw Pittman LLP

Pinsent MasonsPrescience Outsourcing Limited

PrimaSource Limited UKQcom Outsourcing

QualsysQuantum Plus

Rapport - TeleBusiness InsightRESPONSE

RPCRR DonnelleyScaleFocus

SitelSLASSCOM

Slaughter & MaySMT Software UK Ltd

Sofica Group, a TeleTech CompanySoftServe Inc

SoitronSource

SPi GlobalSQS

Synergy Business Solutions India Private LimitedTeleperformance

The Scottish Development AgencyTLT

Travers Smith LLPTurnstone

UST GlobalVitrium

WNS Global Services (UK) LimitedXoomworks


64

3gammaE: [email protected]: +44 (0)7711 825832W: www.3gamma.comType of company:AdvisoryVertical sector expertise:Banking / Financial Services / Insurance,PharmaceuticalService types:ConsultancyNOA Member

60K LtdT: 0035924620000W: www.60k.bgType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/Travel,UtilitiesService types:Contact Centre Provider, CustomerRelationship Management ServicesNOA MemberNOA Award Winner:Outsourced Customer Service Team,Outsourcing Service provider of the Year NOA Award year:2013Industry standards:ISO 9001/2:1994 / 9001/2000 listed

Active Operations ManagementInternationalE: [email protected]: 0118 907 5000W: www.activeops.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / InsuranceService types:ConsultancyNOA MemberIndustry standards:Investors in People

AecusE: [email protected]: +44 (0)20 7242 0666W: www.aecus.comType of company:Service ProviderService types:ConsultancyNOA Member

Directory

E: [email protected]: +44 (0)844 8460800W: www.arvato.co.uk

NOA memberIndustry standards:Investors in People

NOA Award winner:Best Contribution to the Reputation of Outsourcing 2013 Outsourcing Works 2012,2011, 2012, 2013

arvato is a trusted global business outsourcing partner to the private and public sectors.With more than 50 years of experience in outsourcing, we combine expertise in BPO,finance services, contact centres, loyalty and customer retention, supply chain solutions,and public sector and citizen services to deliver innovative, individual solutions.

Service types:Contact Centre Provider, Customer Relationship Management Services, DocumentManagement, Finance and Accounting, HRO

Vertical Sector Expertise:Banking / Financial Services / Insurance, Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical, Retail & Consumer, Transport/Travel, UtilitiesIndustry standards: NOA Member

arvato


64

Alsbridge LimitedE: [email protected]: 0800 61 25727W: www.alsbridge.comType of company:AdvisoryVertical sector expertise:Banking / Financial Services / Insurance,Pharmaceutical, Utilities, Transport/Travel,Media/Telco/Publishing, Retail &ConsumerService types:ConsultancyNOA Member

Arise Virtual SolutionsE: [email protected]: +44 (0) 208 334 8010W: www.arise.com/ukType of company:Service ProviderService types:Contact Centre ProviderNOA Member

AvasantE: [email protected]: +1310643 3030W: www.avasant.comType of company:AdvisoryVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Pharmaceutical, Retail & Consumer,Transport/Travel, UtilitiesService types:ConsultancyNOA MemberIndustry standards:Investors in People, Six Sigma

Baker Tilly Business ServicesLimitedE: [email protected]: +44 (0)7791 609540W: www.bakertilly.co.ukType of company:Service ProviderVertical sector expertise:Banking / Financial Services / InsuranceService types:Finance and Accounting, HRONOA Member

Directory

E: [email protected]: +44 (0)1753 778888W: www.banctec.co.uk

NOA memberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed

BancTec is an international document processing, systems integration, BPO, support andmaintenance organisation which delivers mission-critical solutions to automate andstreamline data and paper-intensive business processes for blue chip organisations. Withover 4,000 employees, BancTec serves more than 5,000 customers spanning multipleindustries in 50 countries.

Service types:Software Development, Document Management, Procurement Outsourcing, Other,Customer Relationship Management Services, Application Management

Locations:UK - South East (3), Europe - Western (4), Europe - Central (3), America - North (2), UK - Scotland (1)

Vertical Sector Expertise:Banking / Financial Services / Insurance, Central Government / Local Government,Pharmaceutical, Retail & Consumer, Utilities

BancTec


66

Bird & BirdE: [email protected]: +44 (0)20 7415 6000W: www.twobirds.comType of company:Law FirmVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/TravelService types:Infrastructure Management, Finance andAccounting, HRO, Other, R & D Services,Systems Integration, Telecommunications,Other, Supply Chain ManagementNOA Member

Blue PrismE: [email protected]: 0870 879 3000W: www.blurpism.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Retail & Consumer, Central Government /Local Government, Media/Telco/Publishing, UtilitiesService types:Software DevelopmentNOA Member

BPeSAE: [email protected]: + (0)2721 4272900W: www.bpesawesterncape.co.zaType of company:AdvisoryVertical sector expertise:Banking / Financial Services / Insurance,Retail & Consumer, Central Government /Local Government, Media/Telco/Publishing, Utilities, Transport/TravelOtherNOA MemberNOA Award Winner:NOA 2012 and EOA 2013 OffshoringDestination of the YearNOA Award year:2012 & 2013Industry standards:ISO 9001/2:1994 / 9001/2000 listed

BristowsE: [email protected]: +44 (0)20 7400 8000W: www.bristows.comType of company:Law FirmVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Retail & ConsumerService types:Application Management, Consultancy,Software Development, SystemsIntegration, Technical Support/Help Desk,Web Development/Hosting, Data CentreManagement, Infrastructure Management,Management Security Services, R & DServices, Telecommunications, ContactCentre Provider, Customer RelationshipManagement Services, DocumentManagement, Finance and Accounting,HRO, KPO, Supply Chain ManagementNOA MemberIndustry standards:Investors in People

BSSE: [email protected]: +44 (0)20 7419 3800W: www.bss.orgType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Retail & ConsumerService types:Web Development/Hosting, ContactCentre Provider, Customer RelationshipManagement ServicesNOA MemberNOA Award Winner:Outsourcing Contact Centre Provider ofthe Year NOA Award year: 2011Industry standards:Investors in People, ISO 9001/2:1994 /9001/2000 listed

CapgeminiE: [email protected]: +44 (0)1483 764764W: www.uk.capgemini.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/Travel, UtilitiesService types:Application Management, Consultancy,Software Development, SystemsIntegration, Technical Support/Help Desk,Web Development/Hosting, Other, Other,Data Centre Management, InfrastructureManagement, Management SecurityServices, R & D Services, Contact CentreProvider, Customer RelationshipManagement Services, DocumentManagement, Finance and Accounting,HRO, KPO, Supply Chain Management,LPO, Marketing Outsourcing,Procurement OutsourcingNOA MemberNOA Award Winner:YesNOA Award year:2013Industry standards:Investors in People, ISO 9001/2:1994 /9001/2000 listed, BS 11000, BS 13500,Six Sigma

Directory


67

CapitaE: [email protected]: www.capita.co.ukType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local GovernmentService types:Consultancy, Systems Integration,Technical Support/Help Desk, Data CentreManagement, Infrastructure Management,R & D Services, Telecommunications,Contact Centre Provider, CustomerRelationship Management Services,Document ManagementNOA MemberNOA Award Winner:Innovation in Outsourcing, awarded forour Operational Control Frameworks.NOA Award year:2013Industry standards:Investors in People, ISO 9001/2:1994 /9001/2000 listed, BS 11000, Six Sigma

Chexsys Consulting LtdE: [email protected]: (230)210-2196W: www.chexsysconsulting.muType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Pharmaceutical, Retail & Consumer,Transport/TravelService types:Application Management, Consultancy,Data Centre Management, InfrastructureManagement, Software Development,Systems Integration, TechnicalSupport/Help Desk, CustomerRelationship Management Services,Management Security Services, R & DServices, Document Management,Finance and Accounting, KPONOA Member

Ciklum ApST: +44 (0)2035 515 930W: www.ciklum.comType of company:Service ProviderVertical sector expertise:Media/Telco/Publishing, Retail &Consumer, Transport/Travel, UtilitiesService types:Consultancy, Software Development, Web Development/HostingNOA Member

Directory

CGI delivers end-to-end IT outsourcing services that allow clients to achieve both quick winsand long-term results. Our track record of on-time, on-budget delivery is rooted in CGI's qualityand management processes, and our flexible global delivery model offers the right mix of on-site, onshore, nearshore and offshore sourcing to maximize value, access the best talent andensure local accountability. Complemented by a full spectrum of proprietary business solutionsand industry knowledge, CGI’s full-service offering includes the following:• IT Outsourcing Services • Infrastructure Services • Application Management • SystemsIntegration and Consulting • Business Process Services.

Service offerings are complemented by a large portfolio of IP-based software solutions, whichrepresents years of investment in capturing our industry expertise. Whether implementing ourown or partner software, CGI's comprehensive portfolio demonstrates our know-how inconsulting, implementing, maintaining, hosting and evolving leading solutions.

Vertical Sector Expertise:Banking / Financial Services / Insurance, Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical, Retail & Consumer, Transport/ Travel, Utilities

E: [email protected]: +44 0845 070 7765W: www.cgi-group.co.uk

NOA memberIndustry standards:Investors in People, BS 11000, BS13500, Six Sigma, ISO 9001/2:1994 /9001/2000 listed

NOA Award winner:BPO Contract of the year 2012

CGI


68

DirectoryConectysE: [email protected]: +44 (0)20 3318 1593W: www.conectys.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/Travel,UtilitiesService types:Infrastructure Management, TechnicalSupport/Help Desk, Contact CentreProvider, Customer RelationshipManagement Services, DocumentManagement, OtherNOA MemberNOA Award Winner:European BPO Contract of the Year &Outsourcing Contact Centre of the YearNOA Award year:2014Industry standards:ISO 9001/2:1994 / 9001/2000 listed

ConvergysE: [email protected]: +44 (0) 779 414 2793W: www.convergys.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/TravelService types:Contact Centre ProviderNOA Member

CSCE: [email protected]: +44 (0)20 3696 3000W: www.csc.com/ukType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Retail &Consumer, Transport/Travel, Utilities,Central Government / Local GovernmentService types:Infrastructure Management, TechnicalSupport/Help Desk, ApplicationManagement, Consultancy, Data CentreManagement, Management SecurityServices, Systems IntegrationNOA MemberNOA Award Winner:International Contract of the Year 2014 -CSC and Zurich Insurance GroupNOA Award year:2014Industry standards:Investors in People, Six Sigma, ISO 9001/2:1994 / 9001/2000 listed

DDC Outsourcing SolutionsE: [email protected]: +44 (0)1909 488600W: www.ddcos.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Retail &Consumer, Utilities, Central Government /Local GovernmentService types:Contact Centre Provider, DocumentManagement, KPONOA MemberIndustry standards:Investors in People, ISO 9001/2:1994 /9001/2000 listed

DWF LLPT: +44 (0) 3333 20 22 20 W: www.dwf.co.ukType of company:Law FirmVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Transport/Travel,Utilities, Central Government / LocalGovernmentService types:LPONOA Member

EQ PartneringE: [email protected]: +44 (0)7906 864975W: www.eqpartnering.comType of company:Service ProviderVertical sector expertise:Utilities, Retail & Consumer, Banking /Financial Services / InsuranceService types:ConsultancyNOA Member

Everest GroupW: https://research.everestgrp.com/Type of company:AdvisoryVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/Travel,UtilitiesService types:Application Management, Consultancy,Infrastructure Management, SystemsIntegration, Technical Support/Help Desk,Customer Relationship ManagementServices, HRO, Other, DocumentManagement, Finance and Accounting,KPO, LPO, Marketing Outsourcing,Procurement Outsourcing, Supply ChainManagement, OtherNOA Member


69

DirectoryE: [email protected]: +44 (0)1543 414751W: www.dimensiondata.com/en-uk


Number of years in market:30

Company statistics:Operations in over 58 countries, over 23,000 employees and over 6,000 clients.

Founded in 1983, Dimension Data plc is an ICT services and solutionsprovider and a member of the NTT Group. Dimension Data believes in thepower of technology to transform your organisation, make things work betterand take your business to the next level. Over the last three decades, we’veestablished ourselves as global leader in the provision and management ofspecialist IT infrastructure solutions and services. We have extensivetechnical expertise across many technologies, offering wide geographicalcoverage around the world.

In today's high-pressure business world your organisation needs to be moreagile, it needs to improve operational efficiency, reduce cost, and meet itsemployees' needs for new applications and technologies more rapidly. That'swhy your organisation’s approach to ICT must evolve from managing ICTequipment to managing ICT services as a utility. Dimension Data can helpyou inject more agility and flexibility into your business model by delivering IToutsourcing services that encompass networks, data centres and cloudservices, end-user support and contact centres.

To view all of our customer case studies please follow this link:http://www.dimensiondata.com/Global/Pages/downloadable-documents.aspx?documenttype=case%20study

If you would like to view our ITO customer case studies please follow this link:http://www.dimensiondata.com/Global/Pages/downloadable-documents.aspx?documenttype=case%20study

Service types:Consultancy, Systems Integration, Procurement Outsourcing

DimensionData UK


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Eversheds LLPT: 0845 497 9797W: www.eversheds.com/Type of company:Law FirmVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/Travel,UtilitiesService types:OtherNOA MemberNOA Award Winner:Outsourcing Advisor of the Year, EuropeanOutsourcing Advisory of the YearNOA Award year:2008, 2014Industry standards:Investors in People, BS 13500, Six Sigma,ISO 9001/2:1994 / 9001/2000 listed

EXL ServiceE: [email protected]: +44 (0)20 7034 1530W: www.exlservice.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Retail &Consumer, Transport/Travel, UtilitiesService types:Contact Centre Provider, CustomerRelationship Management Services,Document Management, Finance &Accounting, HRO, KPO, LPO, RPO,Supply Chain Management, OtherNOA MemberNOA Award Winner:Finalist: Utilities categoryFinalist: Innovation in OutsourcingcategoryNOA Award year:2014Industry standards:Six Sigma

First Select EmploymentServicesT: +97 (0)12-6763262Type of company:Service ProviderService types:Consultancy, RPONOA MemberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed

FortunGateE: [email protected]: +44 (0)757 420 2754W: www.fortungate.co.uk/Type of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Retail & Consumer Service types:Contact Centre Provider, WebDevelopment/Hosting, Other, HRO,Finance and Accounting, DocumentManagement, Marketing Outsourcing,Consultancy, Technical Support/HelpDesk, Telecommunications, OtherNOA Member

Directory

T: +44 (0)20 8237 4500W: www.firstsource.com

NOA memberIndustry standards:Investors in People, Six Sigma, ISO20,000, 14,001, 27001

NOA Award winner:Telecommunications, Utilities and High-Tech Outsourcing Project of the Year, 2013, 2014Best Outsourced Customer ServiceTeam and Best Business ProcessOutsourcing Team, 2014, NOAOutsourcing Professional Awards

Firstsource is a global Business Process Outsourcing company providing a range ofcustomer management services to organisations specialising in customer experiencemanagement in the telecommunications, financial services and healthcare sectors.Firstsource offers customer services, technical support, back office processing andcollections, through a variety of channels including voice, email, online, social media andwebchat.

Service types:Contact Centre Provider, Customer Relationship Management Services

Vertical Sector Expertise:Banking / Financial Services / Insurance, Media/Telco/Publishing / Healthcare

Firstsource

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Herbert Smith Freehills LLPE: [email protected]: +44 (0)20 7466 2570W: www.herbertsmithfreehills.comType of company:Law FirmNOA MemberNOA Award Winner:Financial Services Outsourcing Project ofthe Year 2014, NOA Awards NOA Award year:2014

Hogan LovellsE: [email protected]: +44 (0)20 7296 2000W: www.hoganlovells.comType of company:Law FirmVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, UtilitiesService types:Consultancy, OtherNOA MemberNOA Award Winner:Outsourcing Advisory of the YearNOA Award year:2011

Integris AppliedE: [email protected]: +44 (0)7802471191W: www.integrisappied.comType of company:ConsultancyVertical sector expertise:BCentral Government / Local GovernmentService types:ITO ConsultantsNOA Member

InteticsE: [email protected]: +44 (0)131 2625 5669W: www.intetics.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Retail & Consumer, Media/Telco/Publishing, Pharmaceutical,Transport/Travel, UtilitiesService types:Systems Integration, ApplicationManagement, Consultancy, SoftwareDevelopment, Technical Support/HelpDesk, Web Development/Hosting, DataCentre Management, InfrastructureManagement, Management SecurityServices, R & D Services,Telecommunications, Other, ContactCentre Provider, Customer RelationshipManagement Services, DocumentManagement, Finance and Accounting,HRO, KPO, Marketing Outsourcing,Procurement Outsourcing, RPO, Supply Chain Management, OtherNOA MemberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed

DirectoryE: [email protected]: +44 1784 431 000W: http://www.gartner.com


NOA Award winner:Best Contribution to the Reputation of Outsourcing 2013 Outsourcing Works2011, 2012, 2013

Gartner Inc is the world's leading information technology research and advisory company.We deliver the technology-related insight necessary for our clients to make the rightdecisions, every day. We are the valuable partner to over 9,100 distinct enterprisesworldwide with 6,600 associates operating in 85 countries.

Service types:Consultancy

Locations:UK - London - 1, Europe - Central - 300, Europe - Eastern - 100, Europe - Northern -100,Europe - Southern - 90, Europe - Western - 100, Middle East - 50

Vertical Sector Expertise:Banking / Financial Services / Insurance, Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical, Retail & Consumer, Transport/Travel, Utilities

Gartner


72

ITC InfotechE: [email protected]: +44 (0)1908 304902W: www.itcinfotech.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/Travel, UtilitiesService types:Application Management, Consultancy,Infrastructure Management, SoftwareDevelopment, Systems Integration,Customer Relationship ManagementServices, Supply Chain Management,Data Centre Management, Other,Technical Support/Help DeskNOA MemberIndustry standards:Investors in People, ISO 9001/2:1994 /9001/2000 listed, BS 11000

K&L Gates LLPT: +44 (0)20 7648 9000W: www.klgates.comType of company:Law FirmVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Utilities, Transport/TravelService types:OtherNOA Member

KPMG LLPE: [email protected]: +44 (0)20 76944051W: www.kpmginstitutes.com/shared-services-outsourcing-institute/Type of company:AdvisoryVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,

Retail & Consumer, Transport/Travel,UtilitiesService types:Consultancy, Other, ApplicationManagement, Data Centre Management,Infrastructure Management, ManagementSecurity Services, Software Development,Systems Integration, TechnicalSupport/Help Desk, Telecommunications,Customer Relationship ManagementServices, Document Management,Finance and Accounting, HRO, KPO,Marketing Outsourcing, ProcurementOutsourcing, RPO, Supply ChainManagement, Other, LPONOA MemberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed

Directory

Our on-demand contact centre platforms for customer acquisition or customer service can helpyou improve customer experience, drive down cost to serve, increase sales, improve flexibilityand scale to your business needs. We have tailor-made solutions for verticals includingoutsourcers, insurance, financial services and utilities. Our technology can be deployed on-siteor hosted in the cloud, and is available on a pay-as-you-go or capex basis, whatever is right foryour business. Solutions include: single agent view desktop, multi-channel, MI, workflow,telephony, self-service and knowledge.

Service types:Application Management, Consultancy, Data Centre Management, Software Development,Systems Integration, Telecommunications, Web Development/Hosting

Locations:UK, Europe and US

Vertical Sector Expertise:Banking / Financial Services / Insurance, Media/Telco/Publishing, Retail & Consumer, Utilities

E: [email protected]: +44 (0)121 450 7830W: www.infinityccs.com

NOA member


Industry standards:Investors in People

Infinity CCS


73

Lancox LimitedT: +44 (0)800 206 1888W: www.lancox.comType of company:AdvisoryVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Utilities,Pharmaceutical, Retail & Consumer,Transport/TravelService types:ConsultancyNOA Member

LPM OutsourcingE: [email protected]: +44 (0)20 8429 2616W: www.lpm.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / InsuranceService types:Customer Relationship ManagementServices, Finance and AccountingNOA MemberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed

Luxoft Holding IncE: [email protected]: +41 (0)417 232 040W: www.luxoft.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Retail &Consumer, Transport/Travel, UtilitiesService types:R & D Services, Software DevelopmentNOA MemberNOA Award Winner:IT Outsourcing Project of the YearOutsourcing Service Provider of the Year NOA Award year:2012, 2011Industry standards:ISO 9001/2:1994 / 9001/2000 listed

Directory

E: sarah.mcalister@ nashtechglobal.com

T: +44 (0)20 7333 8778W: www.nashtechglobal.com

NOA memberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed

NOA Award status:NOA Professional Outsourcing Award -Best Offshore Team 2014

No of NOA qualifications:1 - 10

NashTech is a global outsourcing organisation, specialising in offshore softwaredevelopment, testing and business process outsourcing (BPO). NashTech is known forhaving helped some of the world`s leading organisations build scale, cut costs and improveagility through a blended mix of on-shore and offshore resourced based in Vietnam.

Service types:Application Management, Software Development, Technical Support/Help Desk, WebDevelopment/Hosting, Contact Centre Provider, Customer Relationship ManagementServices, Document Management, Finance and Accounting, KPO, RPO

Locations:UK - London - 1, UK - South East- 2, UK - South West - 1, UK - Midlands - 1, UK - North East - 1, UK - North West - 2, UK - Ireland - 1, UK - Scotland - 1, Asia - 3,Australia - 1, Europe - Northern - 7

Vertical Sector Expertise:Banking / Financial Services / Insurance, Media/Telco/Publishing, Pharmaceutical, Retail &Consumer, Transport/Travel

NashTech


Ofsure provides independent specialist advice to help organisations from SME’s to largecorporates, achieve the right outcomes from global sourcing of IT and BPO services. Weprovide an 'end to end' advisory and support service - including developing the sourcingstrategy through to service transistion and beyond.

Service types:Consultancy, Procurement OutsourcingLocations:UK - Midlands (1)

Vertical Sector Expertise:Banking / Financial Services / Insurance, Central Government / Local Government,Media/Telco/Publishing, Utilities

74

DirectoryMagiComE: [email protected]: +44(0)7593 354 312W: www.magicom.comType of company:Service ProviderVertical sector expertise:Media/Telco/Publishing, Banking /Financial Services / Insurance, CentralGovernment / Local Government,Pharmaceutical, Retail & Consumer,Transport/Travel, UtilitiesService types:Consultancy, Systems Integration,Technical Support/Help Desk, Data CentreManagementNOA MemberIndustry standards:Investors in People, ISO 9001/2:1994 /9001/2000 listed

MIDASE: [email protected]: +44 (0)161 875 2239W: www.investinmanchester.com/Type of company:Service ProviderNOA Member

MidlandHRE: [email protected]: +44 (0)115 945 7712W: www.midlandhr.comType of company:Service ProviderVertical sector expertise:Media/Telco/Publishing, Retail &Consumer, Pharmaceutical, CentralGovernment / Local Government, Banking / Financial Services / Insurance,Transport/Travel, UtilitiesService types:HRONOA MemberIndustry standards:Investors in People

MindpearlE: [email protected]: + 27 21 440 6707W: www.mindpearl.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Retail &Consumer, Transport/TravelService types:Contact Centre ProviderNOA MemberNOA Award Winner:Outsourcing Contact Centre of the YearContribution to OutsourcingNOA Award year:2013

E: [email protected]: +44 (0)1926 49362W: www.ofsure.com

NOA member


Ofsurebecause experience matters


75

DirectoryMood InternationalE: [email protected]: +44 (0)1904 717 300W: www.moodinternational.comType of company:Service ProviderService types:Software developmentNOA Member

Objectivity LtdE: [email protected]: +44 (0)2476 420000W: www.objectivity.co.ukType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, UtilitiesService types:Software Development, SystemsIntegration, Web Development/HostingNOA MemberIndustry standards:Investors in People, ISO 9001/2:1994 /9001/2000 listed

OlswangE: [email protected]: +44 (0)20 7067 3000W: www.olswang.comType of company:Law FirmVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/Travel, UtilitiesService types:ConsultancyNOA MemberNOA Award Winner:NOA Outsourcing Advisory of the Year &EOA Outsourcing Advisory of the Year NOA Award year:2010 and 2013

P&Q ConsultingE: [email protected]: +44 (0)7770 431 409W: www.pandqconsulting.co.ukType of company:AdvisoryVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/Travel,UtilitiesService types:Systems Integration, ConsultancyNOA MemberIndustry standards:BS 11000

ParseqE: [email protected]: +44 (0)1709 448000W: www.parseq.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Retail &Consumer, Transport/Travel, UtilitiesService types:Data Centre Management, WebDevelopment/Hosting, Contact CentreProvider, Document Management,Finance and AccountingNOA MemberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed

Pillsbury Winthrop ShawPittman LLPT: +44 (0)20 7847 9500W: www.pillsburylaw.com/global-sourcingType of company:Law FirmVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/Travel,UtilitiesService types:Application Management, Consultancy,Data Centre Management, InfrastructureManagement, Software Development,Systems Integration, TechnicalSupport/Help Desk, Telecommunications,Web Development/Hosting, CustomerRelationship Management Services,Finance and Accounting, HRO,Procurement Outsourcing, Supply ChainManagement, OtherNOA MemberNOA Award Winner:NOA Award year:2010

Pinsent MasonsT: +44 (0)20 7418 7000 W: www.pinsentmasons.comType of company:Law FirmVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/Travel,UtilitiesService types:OtherNOA MemberIndustry standards:Investors in People, BS 11000, ISO9001/2:1994 / 9001/2000 listed


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Prescience Outsourcing LimitedE: [email protected]: +44 (0)7860 514943W: www.prescienceoutsourcing.comType of company:AdvisoryVertical sector expertise:Banking / Financial Services / Insurance,Retail & ConsumerService types:Consultancy, OtherNOA MemberNOA Award Winner:Academic achievement in promotingawareness of exit management NOA Award year:2014

PrimaSource Limited UKE: [email protected]: +44(0)1865 338 013W: www.primasource.comType of company:Service ProviderService types:Application ManagementNOA MemberIndustry standards:Investors in People

Qcom OutsourcingE: [email protected]: +44 (0)1905 827 650W: www.qcom.co.ukType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Retail &Consumer, Transport/TravelService types:Consultancy, Data Centre Management,Infrastructure Management, TechnicalSupport/Help Desk, Telecommunications,Other, Customer RelationshipManagement Services, Supply ChainManagementNOA Member

QualsysE: [email protected]: +44 (0)114 282 3338W: www.eqms.co.ukType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Transport/Travel, Retail & Consumer,UtilitiesService types:Software Development, SystemsIntegration, Document ManagementNOA MemberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed

Quantum PlusE: [email protected]: +44 (0)1789 201630W: www.quantumplus.co.ukType of company:AdvisoryVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Retail &Consumer, Transport/Travel,Pharmaceutical, UtilitiesService types:ConsultancyNOA MemberNOA Award Winner:2005 Outsourcing Advisor of the Year2006 Best Use of Outsourcing by a SMENOA Award year:2005 & 2006

Rapport - TeleBusiness InsightE: [email protected]: +44 (0)20 8668 0200W: www.rapport.co.ukType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Retail &Consumer, Transport/Travel, UtilitiesService types:Consultancy, Software Development,Other, Customer RelationshipManagement ServicesNOA Member

RESPONSEE: [email protected]: +44 (0)141 272 1105W: www.response-uk.co.ukType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,UtilitiesService types:Contact Centre Provider, SoftwareDevelopmentNOA MemberNOA Award Winner:Financial Services Outsourcing Project ofthe Year - Hiscox NOA Award year:2013Industry standards:ISO 9001/2:1994 / 9001/2000 listed

RPCE: [email protected]: +44 (0)20 3060 6000W: www.rpc.co.ukType of company:Law FirmVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Retail &Consumer, Transport/Travel, UtilitiesNOA Member

Directory


77

DirectoryT: +44 (0)1923 689600W: www.sitel.com

NOA member

Industry standards:Investors in People


NOA Award winner:Sitel has won the prestigiousOutsourcing Works EOA award.2013

As caring for customers becomesthe differentiator that drivesconsumer spend, Sitel is advancing its position as a world leader inoutsourced customer care innovation. With 30 years of industry experience,Sitel’s 56,000 employees support clients with CRM contact center servicesthat provide predictable and measurable Return on their CustomerInvestment by building customer loyalty, increasing sales and improvingefficiency.

Sitel’s global solutions include customer acquisition, customer care, technical support and social media programs. Support operations span fromhome based agents to 110+ domestic, nearshore and offshore centers in 23 countries across North America, South America, Europe, Africa and Asia Pacific.

Sitel manages client programs on behalf of some of the best known brandsin the world in 40 languages.

Sitel is privately held and majority owned by Canadian diversified company,Onex Corporation. For more information, please visit www.sitel.com

ServiceTypesContact Centre Provider

Vertical Sector Expertise:Banking / Financial Services / Insurance, Central Government / LocalGovernment, Media/Telco/Publishing, Pharmaceutical, Retail & Consumer,Transport/Travel, Utilities

Sitel


78

DirectoryRR DonnelleyE: [email protected]: +44 (0)20 3047 4444W: www.rrdonnelley.com/gds/home.aspxType of company:Law firmNOA Member

ScaleFocusE: [email protected]: +44 (0)776 027 9370W: http://scalefocus.comType of company:Service ProviderVertical sector expertise:Retail & Consumer,Media/Telco/Publishing, CentralGovernment / Local Government, Banking / Financial Services / Insurance,Transport/Travel, UtilitiesService types:Software Development, SystemsIntegration, ConsultancyNOA Member

SLASSCOM (Sri LankaAssociation of Software andServices Companies)E: [email protected]: +94 (0)117 884460W: www.slasscom.lkType of company:AdvisoryVertical sector expertise:Central Government / Local Government,Utilities, Banking / Financial Services /Insurance, Media/Telco/Publishing, Retail& Consumer, Transport/Travel,PharmaceuticalService types:ConsultancyNOA MemberNOA Award Winner:Offshoring Destination of the YearNOA Award year:2013

Slaughter & MayT: +44 (0)20 7600 1200W: www.slaughterandmay.com/Type of company:Law FirmVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, CentralGovernment / Local Government, Utilities,Pharmaceutical, Retail & Consumer,Transport/TravelNOA MemberNOA Award Winner:Outsourcing Advisers of the Year NOA Award year:2007

SMT Software UK LtdE: [email protected]: +44 (0) 20 7952 6105W: www.smtsoftware.comType of company:Service ProviderVertical sector expertise:Media/Telco/Publishing, Banking /Financial Services / Insurance, Utilities,Retail & ConsumerService types:Software Development, TechnicalSupport/Help Desk, Systems Integration,Consultancy, R & D Services, WebDevelopment/HostingNOA Member

Sofica Group, a TeleTechCompanyE: [email protected]: +359 2 400 85 00 W: www.sofica-group.comType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Pharmaceutical,Retail & ConsumerService types:Application Management, Consultancy,Technical Support/Help Desk, Other,Contact Centre Provider, CustomerRelationship Management Services,Finance and Accounting, HRO,Procurement Outsourcing, OtherNOA MemberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed

SoftServe IncT: +44 (0)7900 696 477W: www.softserveinc.com/Type of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Pharmaceutical,Retail & Consumer, Transport/Travel, UtilitiesService types:Application Management, Consultancy, R& D Services, Software Development,Technical Support/Help DeskNOA MemberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed

SoitronE: [email protected]: www.soitron.com/Type of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Retail & Consumer, UtilitiesService types:Application Management, Consultancy,Data Centre Management, InfrastructureManagement, Management SecurityServices, Systems Integration, OtherNOA Member

SourceE: [email protected]: 0845 533 3313W: www.source.co.uk/Type of company:AdvisoryService types:ConsultancyNOA MemberNOA Award Winner:Outsourcing Advisor of the YearNOA Award year:2013Industry standards:BS 13500, ISO 9001/2:1994 / 9001/2000listed


79

DirectoryE: [email protected]: +44 (0)117 916 8000W: www.teleperformance.com

NOA member


NOA Award winner:EOA - Corporate Social ResponsibilityNOA - Shared Service Centre of the Year 2013/2014

No of NOA qualifications:1 - 10

TeleperformanceTeleperformance is the worldwide leader in outsourced multichannel customerexperience management. With over 175,000 people in 62 countries speakingmore than 63 languages and dialects, we help develop and evolve our clients'customer contact strategies and ecosystems to deliver true omni channelcustomer experience.

ServiceTypes:Customer Relationship Management Services, Contact Centre Provider

Vertical Sector Expertise:Banking / Financial Services / Insurance, Central Government / LocalGovernment, Retail & Consumer, Transport/Travel, Utilities

Our range of core services across the world is closely aigned to helporganisations optimise the value of their customer relationships at every stage ofthe customer lifecycle and include customer care, technical support, customeracquistions and debt collection. Clients choose Teleperformance because theywant a level of service that is unsurpassed, to protect their brand, grow theirmarket share, increase their sales and improve customer experience.


80

DirectorySopra SteriaE: [email protected]: + 44 (0) 370 600 4466W: www.soprasteria.co.ukType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Retail &Consumer, Transport/Travel, UtilitiesService types:Application Management, Consultancy,Infrastructure Management, ManagementSecurity Services, Software Development,Systems Integration, TechnicalSupport/Help Desk, DocumentManagement, Finance and Accounting,HRO, Procurement Outsourcing, RPONOA MemberNOA Award Winner:Shared Service Centre of the Year withNHS SBS, JV with the Department ofHealthNOA Award year:2014Industry standards:ISO 9001/2:1994 / 9001/2000 listed

SourceE: [email protected]: 0845 533 3313W: www.source.co.uk/Type of company:AdvisoryService types:ConsultancyNOA MemberNOA Award Winner:Outsourcing Advisor of the YearNOA Award year:2013Industry standards:BS 13500, ISO 9001/2:1994 / 9001/2000listed

SPi GlobalE: [email protected]; crm@spi-

global.com; [email protected]: +632 884 6222W: www.spi-global.comType of company:Service ProviderVertical sector expertise:Media/Telco/Publishing, Retail &Consumer, Transport/Travel, UtilitiesService types:Technical Support/Help Desk, ContactCentre Provider, Customer RelationshipManagement Services, DocumentManagement, Finance and Accounting,KPO, Marketing OutsourcingNOA MemberNOA Award Winner:Best Business Process Outsourcing TeamNOA Award year:2013Industry standards:Six Sigma, ISO 9001/2:1994 / 9001/2000listed

SQSE: [email protected]: +44 (0)20 7448 4620W: www.sqs.com/ukType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Media/Telco/Publishing, Retail &Consumer, UtilitiesService types:ConsultancyNOA MemberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed

Synergy Business SolutionsIndia Private LimitedE: [email protected]: +91 80 40301700 - 24W: www.sbs-global.comType of company:Service ProviderService types:Finance and Accounting, KPO, RPONOA MemberIndustry standards:Six Sigma, ISO 9001/2:1994 / 9001/2000 listed

The Scottish DevelopmentAgencyT: +44 (0)141 248 2700W: www.sdi.co.ukType of company:AdvisoryVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,PharmaceuticalService types:ConsultancyNOA Member

TLTE: [email protected]: 0333 006 0000W: www.TLTsolicitors.comType of company:Law FirmVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Media/Telco/Publishing, Retail &Consumer, Transport/Travel, UtilitiesService types:Systems Integration, Telecommunications,Web Development/Hosting, CustomerRelationship Management Services, HRO,KPO, LPO, Procurement Outsourcing,RPO, Software Development, SupplyChain ManagementNOA MemberIndustry standards:Investors in People, ISO 9001/2:1994 /9001/2000 listed

81

DirectoryWNS Global Services (UK)LimitedE: [email protected]: +44 (0)20 7440 0800W: www.wns.com/Type of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Retail & Consumer, Transport/TravelService types:Management Security Services, ContactCentre Provider, Customer RelationshipManagement Services, Finance andAccountingNOA MemberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed

XoomworksE: [email protected]: +44 (0) 20 7400 6120W: www.xoomworks.com/us/technology-outsourcingType of company:Service ProviderVertical sector expertise:Banking / Financial Services / Insurance,Central Government / Local Government,Retail & Consumer, Transport/TravelService types:Software Development, TechnicalSupport/Help Desk, ProcurementOutsourcingNOA MemberIndustry standards:ISO 9001/2:1994 / 9001/2000 listed


!"

Move fromoutclassed toworld class using NOA's

onlineassessment

From outclassed to world class,through simple on-line questions.

One upside of outsourcing’s recent media hounding is thegrowing recognition that sourcing effectively is a niche skillsetin its own right. But how good are YOU? How mature is yourproject/department/company? How do you compare to bestpractice standards throughout the outsourcing industry? Now you can find out, by completing an Outsourcing LifecycleAssessment (OLA) online for free.

Completing the OLA lets organisations quickly and accuratelyself-assess where their outsourcing pain points are, giving youthe impetus to fix them in-house or a head start before youspeak to advisors / suppliers.

If you find that you’re already truly optimised, you can getaccreditation for it, which means your stakeholders andinvestors can rest easy, safe in the knowledge theiroutsourcing is governed in line with global best practicestandards.

To find out your outsourcing maturity level, all it takes is 87simple questions.

Taking the 15 minute online test helps you:• Discreetly find out how you compare to industry best

practice benchmarks • Assess the optimisation and maturity of projects,

departments and companies• Develop capabilities in weak spots / pain points• Be empowered to have more informed conversations

with advisors and suppliers• Increase stakeholder and investor confidence • Grow industry knowledge around key outsourcing

challenges To take the test, head for www.noa.co.uk

The NOA Life Cycle ModelOver the last six years, the National Outsourcing Association’sLife Cycle Model has helped imbed best practice into over 200organisations. The model has been subject to continuouscritique and review, and remains bang-up-to-date. For the

first time, we have condensed all that learning into one simpleonline tool that tells you, quickly and easily, exactly how youcompare to leading-edge best practice. OLA scores areanonymous, and will not be shared with anyone else, yetcontribute to a wide pool of data to present global averages inall the key facets of outsourcing maturity.

Starting your best practice journey The NOA has partnered with Op2i, an outsourcing governanceconsultancy, to develop the Outsourcing Lifecycle Assessment(OLA) and make it available for free. OLA compares andcontrasts your inputted answers to NOA Life Cycle Modelknowhow to give you an instant outsourcing maturity rating.

To register, go to www.noa.co.uk

Taking an OLA is the first step. The next stages are:• A deep-dive into all the steps within the Life Cycle model,

using the platform to drill-down into areas of strength or weakness

• Linking the opinions of other members of your team / company via OLA analytics software to get a balanced picture that allows you to identify maturity gaps

• Deciding how to fix them, be it in-house, consulting advisories/suppliers or arranging tailored workshops with the NOA

Getting recognition through accreditation For the best performing organisations, and those wanting toembark on a best practice journey, we offer an accreditationprogramme that gives you recognition to Silver or Gold level.Reaching Gold level heralds you as an Outsourcing Centre ofExcellence - which means maximum competency assuranceboth to the wider business and the investment community.

Your best practice journey starts with with simple questions that take just 15 minutes. What are you waiting for?





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