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IBMGlobalServices-StrategicOutsourcingIBMStrategicOutsourcing©2003IBMCorporation
IBMStrategicOutsourcing
EmilyWrightBusinessConsultingServices1IBMGlobalServices-StrategiTheMarketEnvironmentStrategicOutsourcingIBM'sCapabilitiesOnDemandAgenda2TheMarketEnvironmentAgenda2Sloweconomicgrowthandpressurestoimproveearningsarecombiningtomakecostcuttingtheprimaryagendaitemforalargemajority(78%)ofcompaniesGrowthisemergingasanimportantissueaseconomicrecoveryhasbeenpostponed(andmaybeslowtoreturn).ITcontinuestobeanimportantleverinachievingthecostsavingobjectiveformostcompaniesintwoverydifferentwaysITisbeingtaskedtoenablebusinessprocessefficiencyITspendingisalsoasourceofsavingsasbudgetsforallfunctionsarebeingtrimmed.Ingeneral,ITbudgetpressureisinlinewiththeoverallbusiness,however30%ofrespondentsindicatethatITspendinghasbeencutmorethanotherfunctionswhile10%statethatIThasbeenprotectedfromcutsSource:2003SOMarketInsightsstudyof300seniorexecutives,MercerManagementConsultingCompaniesaretakingactionstoimprovetheirbottomlineratherthanwaitingfor“therecovery”tosolveproblemsInaweakglobaleconomy,companiesfaceuncertaintyabouttheireconomicandstrategicfuture3SloweconomicgrowthandpressToday’sEconomyisForcingCompaniestoAddressComplexNeedstoEnhanceShareholderValueShareholderValue
ManagementNeedsReal-timedecisionsupportanalyticsandtoolsOperatingmodelflexibility
FinancialNeedsReduceandcontrol
operatingcostsImprovecashflowImprovereturnoncapital
StrategicNeedsImprovedcorebusinessfocusTransformedbusinessdesignAdditionaldollarsinvestedinhigher-valueprojects4Today’sEconomyisForcingCom"Strategicoutsourcingpositivelyimpactsshareholdervalue.Ourresearchsuggeststhedifferenceisintheorderof5.4%abovetheindividualsectoraverageand4.9%abovetheoverallFTSE100."-Source:MorganChambers,"OutsourcingintheFTSE100:TheDefinitiveStudy"
"EvidenceshowsthatIToutsourcinghasadiscerniblepositiveimpactonshareprices.Astudyof27companiesundertakinglargeIToutsourcinginitiativesindicatesanaveragegaininshareholdervalueof5.7%overandabovethegeneralmarkettrend."-Source:SternStewart,"ITOutsourcingandShareholderValue"Whyoutsource?Toincreaseshareholdervalue...5"StrategicoutsourcingpositivCostRevenue CustomerEfficiencyGrowth SatisfactionSource:2003SOMarketInsightsstudy,MercerManagementConsulting--300interviewswithseniorexecutivesSeniorExecutivePriorities6CostReSubstantialmarketgrowthoverlastfiveyears;growthanticipatedat9%through2007.IBMisamarketshareleader.Source:GMV2H03TheMarketplaceTheMarketplaceMarketOpportunityMarketOpportunityCustomersToptwobusinesspriorities-costefficiencyandrevenuegrowthServices-savvycustomers;increasing3rdpartyinvolvementSophisticatedmarketplace(customers,suppliers)CIOsplayingastrongroleinoutsourcingdecisionmakingIncreasinginterestinOnDemandGrowinginterest/expectationofacollaborativerelationshipDealsPricepressure–offshoreacceptanceCompetitionisfierceMorecomplexdealstructuresSOisaMainstreamITSolution7SubstantialmarketgrowthoverSOaspercentageofIBMrevenue19%SOaspercentageofIBMPTI28%OtherIBMSOSOaspercentageofIBMemployees21%StrategicOutsourcingrepresentsamajorsourceofrevenueandprofitforIBM8SOaspercentageofIBMrevenuThestrategic(transformational)andconstraint(necessaryevil)segmentsarebecominglessprevalent.CustomersaretendingtoviewITasasupportorenabler9Thestrategic(transformationaPercentoftheFortuneXthatOutsourcedfrom1997-200260%ofFortune100firmshavetheiroutsourcingbusinessstrategiesinplaceSource:IDC–ContractsDatabase1997-200280%64%60%36%23%Fortune10Fortune25Fortune100Fortune500Fortune1000Outsourcinghasbecomeacommonbusinessstrategy10PercentoftheFortuneXthatStrategicOutsourcing:
WhatistheValuefortheCustomer?CostreductionAbilitytofocusoncorecompetenciesIncreaseavailabilityofspecificskillsandresourcesImprovestability,effectivenessandservicelevelsofITEnablerapidbusinesschange/expansionObtainaccesstoadvancedtechnologies&research,andtoindustry,businessandtechnologyexpertsPredictableexpensemanagementGaincontractuallycommittedservicelevelsFlexibilitytotransitiontothenextgenerationofinfrastructureandapplicationsBuildalongtermstrategicrelationship...forcompetitiveadvantageIncreaseshareholdervalue11StrategicOutsourcing:
WhatUnderstandyourcorecompetenciesinlightofyourbusinessstrategyDeterminewhatportionsofyourportfoliotooutsourceIBMcanpartnerwithyourcompanyinavarietyofways--fromout-tasking,toselectiveoutsourcingofoneofmoreITfunctions,tofull-scaleoutsourcingSelectanoutsourcingproviderwhowillbuildastrongrelationshipwithyourcompanyIBMtakesarelationshipapproachthatensuresclearexpectations,allowsforflexibility,collaborativeplanningandmutualaccountabilityARoadmaptoSuccessfulOutsourcing12UnderstandyourcorecompetencAsuccessfuloutsourcingrelationshipfocuseson:SettingclearexpectationsfortherelationshipattheoutsetEstablishingappropriategovernanceprotocolstoguidejointactionthatcandeliveronthepromiseoftherelationshipRecognizingtheneedtoadjusttherelationshipovertimeSharedriskandreturnMeetingservicelevelexpectations--notjustSLAsContractflexibility--theabilitytochangethescaleandcontentofwhatisbeingdeliveredasthebusinessenvironmentchangesKeystoaSuccessfulOutsourcingRelationship13Asuccessfuloutsourcingrelat谢谢12月-2214:38:4714:3814:3812月-2212月-2214:3814:3814:38:4712月-2212月-2214:38:472022/12/2114:38:47谢谢12月-2222:56:4322:5622:5612IBMGlobalServices-StrategicOutsourcingIBMStrategicOutsourcing©2003IBMCorporation
IBMStrategicOutsourcing
EmilyWrightBusinessConsultingServices15IBMGlobalServices-StrategiTheMarketEnvironmentStrategicOutsourcingIBM'sCapabilitiesOnDemandAgenda16TheMarketEnvironmentAgenda2Sloweconomicgrowthandpressurestoimproveearningsarecombiningtomakecostcuttingtheprimaryagendaitemforalargemajority(78%)ofcompaniesGrowthisemergingasanimportantissueaseconomicrecoveryhasbeenpostponed(andmaybeslowtoreturn).ITcontinuestobeanimportantleverinachievingthecostsavingobjectiveformostcompaniesintwoverydifferentwaysITisbeingtaskedtoenablebusinessprocessefficiencyITspendingisalsoasourceofsavingsasbudgetsforallfunctionsarebeingtrimmed.Ingeneral,ITbudgetpressureisinlinewiththeoverallbusiness,however30%ofrespondentsindicatethatITspendinghasbeencutmorethanotherfunctionswhile10%statethatIThasbeenprotectedfromcutsSource:2003SOMarketInsightsstudyof300seniorexecutives,MercerManagementConsultingCompaniesaretakingactionstoimprovetheirbottomlineratherthanwaitingfor“therecovery”tosolveproblemsInaweakglobaleconomy,companiesfaceuncertaintyabouttheireconomicandstrategicfuture17SloweconomicgrowthandpressToday’sEconomyisForcingCompaniestoAddressComplexNeedstoEnhanceShareholderValueShareholderValue
ManagementNeedsReal-timedecisionsupportanalyticsandtoolsOperatingmodelflexibility
FinancialNeedsReduceandcontrol
operatingcostsImprovecashflowImprovereturnoncapital
StrategicNeedsImprovedcorebusinessfocusTransformedbusinessdesignAdditionaldollarsinvestedinhigher-valueprojects18Today’sEconomyisForcingCom"Strategicoutsourcingpositivelyimpactsshareholdervalue.Ourresearchsuggeststhedifferenceisintheorderof5.4%abovetheindividualsectoraverageand4.9%abovetheoverallFTSE100."-Source:MorganChambers,"OutsourcingintheFTSE100:TheDefinitiveStudy"
"EvidenceshowsthatIToutsourcinghasadiscerniblepositiveimpactonshareprices.Astudyof27companiesundertakinglargeIToutsourcinginitiativesindicatesanaveragegaininshareholdervalueof5.7%overandabovethegeneralmarkettrend."-Source:SternStewart,"ITOutsourcingandShareholderValue"Whyoutsource?Toincreaseshareholdervalue...19"StrategicoutsourcingpositivCostRevenue CustomerEfficiencyGrowth SatisfactionSource:2003SOMarketInsightsstudy,MercerManagementConsulting--300interviewswithseniorexecutivesSeniorExecutivePriorities20CostReSubstantialmarketgrowthoverlastfiveyears;growthanticipatedat9%through2007.IBMisamarketshareleader.Source:GMV2H03TheMarketplaceTheMarketplaceMarketOpportunityMarketOpportunityCustomersToptwobusinesspriorities-costefficiencyandrevenuegrowthServices-savvycustomers;increasing3rdpartyinvolvementSophisticatedmarketplace(customers,suppliers)CIOsplayingastrongroleinoutsourcingdecisionmakingIncreasinginterestinOnDemandGrowinginterest/expectationofacollaborativerelationshipDealsPricepressure–offshoreacceptanceCompetitionisfierceMorecomplexdealstructuresSOisaMainstreamITSolution21SubstantialmarketgrowthoverSOaspercentageofIBMrevenue19%SOaspercentageofIBMPTI28%OtherIBMSOSOaspercentageofIBMemployees21%StrategicOutsourcingrepresentsamajorsourceofrevenueandprofitforIBM22SOaspercentageofIBMrevenuThestrategic(transformational)andconstraint(necessaryevil)segmentsarebecominglessprevalent.CustomersaretendingtoviewITasasupportorenabler23Thestrategic(transformationaPercentoftheFortuneXthatOutsourcedfrom1997-200260%ofFortune100firmshavetheiroutsourcingbusinessstrategiesinplaceSource:IDC–ContractsDatabase1997-200280%64%60%36%23%Fortune10Fortune25Fortune100Fortune500Fortune1000Outsourcinghasbecomeacommonbusinessstrategy24PercentoftheFortuneXthatStrategicOutsourcing:
WhatistheValuefortheCustomer?CostreductionAbilitytofocusoncorecompetenciesIncreaseavailabilityofspecificskillsandresourcesImprovestability,effectivenessandservicelevelsofITEnablerapidbusinesschange/expansionObtainaccesstoadvancedtechnologies&research,andtoindustry,businessandtechnologyexpertsPredictableexpensemanagementGaincontractuallycommittedservicelevelsFlexibilitytotransitiontothenextgenerationofinfrastructureandapplicationsBuildalongtermstrategicrelationship...forcompetitiveadvantageIncreaseshareholdervalue25StrategicOutsourcing:
WhatUnderstandyourcorecompetencies
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