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Nine keys to world-class business process outsourcing /
"Business Process Outsourcing (BPO)-- the sourcing of business services through external third parties--is a global phenomenon, which generated nearly $300 billion worldwide in 2012. BPO is highly IT-enabled, and on a growth trajectory that impacts across functions of major, medium and small en...
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
London :
Bloomsbury,
2015.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Lacity, Mary Cecelia, |e author. | |
| 245 | 1 | 0 | |a Nine keys to world-class business process outsourcing / |c Mary Lacity and Leslie Willcocks. |
| 264 | 1 | |a London : |b Bloomsbury, |c 2015. | |
| 300 | |a 1 online resource | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
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| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Online resource; title from PDF title page (EBSCO, viewed January 26, 2015). | |
| 520 | |a "Business Process Outsourcing (BPO)-- the sourcing of business services through external third parties--is a global phenomenon, which generated nearly $300 billion worldwide in 2012. BPO is highly IT-enabled, and on a growth trajectory that impacts across functions of major, medium and small enterprises, including procurement, human resources, accounting and finance, sales, marketing, legal, asset management and key administrative processes. Despite this size and spread, BPO services and the ability of clients to manage their providers, are still evolving and have a mixed record. In the course of their research, the authors have found only 20% of outsourcing arrangements are world-class performers. A further 25% are 'good', 40% are 'OK' and 15% are 'poor'. This book pinpoints and describes in detail the effective practices that characterize the top global BPO performers, including Microsoft, BP, EMC and TalkTalk. The authors provide case illustrations and examples throughout of how world-class practices were generated and evolved, and how they can be applied to real life settings and problem areas."--Bloomsbury Publishing | ||
| 505 | 0 | |a Cover; HalfTitle; Title; Copyright; Contents; List of figures; List of tables; Professional credits; Acknowledgements; Foreword; Introduction: Outsourcingas evolution; Chapter 1 Introducing the nine keys to world-class BPO1; 1.1. Introduction; 1.2. The BPO report card; 1.3. Sourcing practices that lead to good performance; 1.4. The nine keys to world-class performance; 1.5. Lessons learned; Chapter 2 . Key 1: Assign a great leadership pair; 2.1. Introduction; 2.2. The ten attributes of effective leadership pairs; 2.3. Rating the leadership pair attributes. | |
| 505 | 8 | |a 2.4. Case studies: How leaders transform BPO performance2.5. Leadership teams -- the role of middle managers; 2.6. Conclusion; Chapter 3 . Key 2: Focus on business and strategic benefits beyond cost efficiencies; 3.1. Introduction; 3.2. Outsourcing aspirations; 3.3. Business value; 3.4. Cost plus innovation; 3.5. Global sourcing evolution; 3.6. Inviting providers into the strategic tent; 3.7. Conclusion; Chapter 4 . Key 3: Drive strong transition, transformation and change management capabilities; 4.1. Introduction; 4.2. Transformation management capability. | |
| 505 | 8 | |a 4.3. Transition management capability4.4. Ongoing change management; 4.5. Conclusion; Chapter 5 . Key 4: Adopt a partnering approach to governance; 5.1. Introduction; 5.2. The partnership view; 5.3. Partnering behaviours; 5.4. Conclusion; Chapter 6 . Key 5: Align the retained organization, outsourced processes and provider staff; 6.1. Introduction; 6.2. Structures transformed from 'pyramids' to 'diamonds'; 6.3. Employees transformed from 'back-office' doers to 'front-office' service coordinators; 6.4. Internal clients transformed from 'users' to 'customers' | |
| 505 | 8 | |a 6.5. Provider relationships transformed from 'them' to 'us'6.6. Conclusion; Chapter 7 . Key 6: Resolve issues together and conflicts fairly; 7.1. Introduction; 7.2. Principles of collaborative problem-solving; 7.3. Problems that arise in BPO relationships; 7.4. Stories of service issues; 7.5. Stories of relationship traumas; 7.6. Stories of commercial conflicts; 7.7. Conclusion; Chapter 8 . Key 7: Use technology as enabler and accelerator of performance; 8.1. Introduction; 8.2. Self-service portals; 8.3. Automation; 8.4. Business analytics and forecasting tools. | |
| 505 | 8 | |a 8.5. Workflow tools8.6. Governance tools; 8.7. Cloud delivery; 8.8. Conclusion; Chapter 9 . Key 8: Deploy domain expertise and business analytics; 9.1. Introduction; 9.2. The case of a grocery retailer; 9.3. The case of an aircraft engine manufacturer; 9.4. The case of reducing healthcare claim errors; 9.5. Conclusion; Chapter 10 . Key 9: Prioritize and incent innovation; 10.1. Introduction; 10.2. Definitions and examples on innovations; 10.3. Incenting innovation; 10.4. Delivering innovation; 10.5. Conclusion. | |
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Contracting out. | |
| 650 | 6 | |a Impartition. | |
| 650 | 7 | |a Business & management. |2 bicssc | |
| 650 | 7 | |a Outsourcing. |2 bicssc | |
| 650 | 7 | |a Business strategy. |2 bicssc | |
| 650 | 7 | |a Organizational theory & behaviour. |2 bicssc | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management Science. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Behavior. |2 bisacsh | |
| 650 | 7 | |a Contracting out |2 fast | |
| 700 | 1 | |a Willcocks, Leslie, |e author. | |
| 758 | |i has work: |a Nine keys to world-class business process outsourcing (Text) |1 https://id.oclc.org/worldcat/entity/E39PCFB9MCQxbKGkpvgwX9JXr3 |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
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