LEADER 06251nam 22006131c 450 001 9910807700803321 005 20200115203623.0 010 $a1-4729-1851-7 010 $a1-4729-1850-9 024 7 $a10.5040/9781472918512 035 $a(CKB)3710000000341942 035 $a(EBL)1925554 035 $a(OCoLC)900606184 035 $a(SSID)ssj0001435552 035 $a(PQKBManifestationID)11773815 035 $a(PQKBTitleCode)TC0001435552 035 $a(PQKBWorkID)11434352 035 $a(PQKB)10939692 035 $a(MiAaPQ)EBC1925554 035 $a(UtOrBLW)bpp09259429 035 $a(EXLCZ)993710000000341942 100 $a20150827d2015 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aNine keys to world-class business process outsourcing /$fMary Lacity and Leslie Willcocks 210 1$aLondon $cBloomsbury $d2015. 215 $a1 online resource (265 p.) 300 $aIncludes index 311 $a1-336-21147-4 311 $a1-4729-1848-7 320 $aIncludes bibliographical references and index. 327 $aCover; 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 327 $a4.3. 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' 327 $a6.5. 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 327 $a8.5. 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 327 $aChapter 11 . Microsoft case study: Engaging a BPO provider to help create OneFinance 330 $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 330 8 $aBusiness 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 606 $aContracting out 606 $2Organizational theory & behaviour 615 0$aContracting out. 676 $a342.408/5 700 $aLacity$b Mary, Cecilia$0620966 702 $aWillcocks$b Leslie 801 0$bUtOrBLW 801 1$bUtOrBLW 801 2$bUkLoBP 906 $aBOOK 912 $a9910807700803321 996 $aNine keys to world-class business process outsourcing$93933218 997 $aUNINA