Журнал iaop март апрель 2015

State of the

Industry

PULSE FAST COMPANY

HOT SPOT

FRESH FACES

Putting the Human Back in HR p14-17

Oh Canada! p38-39

Intel’s Frank Sanders on Innovation p40-44

ISSUE 16 | MARCH/APRIL 2015THE MAGAZINE DRIVEN BY & FOR THE OUTSOURCING PROFESSIONALPUBLISHED BY WWW.IAOP.ORG

PLUS Exclusive Event Coverage, Highlights and Photos from OWS15 p26-37

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PULSE ISSUE 16 | MARCH / APRIL 2015

T H E 2 0 1 5 S TAT E O F I N D U S T RY I S S U E

HOT SPOTCanada,

Nearshore and More

p38-39

What the Stats from the Surveys Mean

p18-25

Frank Sanders, Intel’s Global Corporate

Procurement Head p40-44

C-SUITE

F U RT H E R R E A D I N G

Knowledge Center Features:SMAC, Outsourcing & Automation ............ p10-13Putting the Human Back in HR ................... p14-17

THE MAGAZINE DRIVEN BY & FOR THE OUTSOURCING PROFESSIONAL

STATE OF THE INDUSTRY REPORT:

State of the

Industry

OWS15 CoverageHall of Fame and Award Winners ............... p26-27Seen & Heard from Speakers ...................... p28-31PULSE Picks ................................................ p32-33Selfies at the Summit ................................... p34-35Summit Social Highlights ........................... p36-37

4 PULSE March/April 2015

...


R E G U L A R F E AT U R E S

Message from the CEO ............................... p5

PULSE Contributors .................................... p6

Taking the PULSE ...................................... p7

The Beat: News & Commentary ................ p8

“O” Book Club ............................................. p9

Joining IAOP: New Members & Benefits ....... p46-47

PULSE Professional ...................................... p48-51

Chapter Roundup ................................................ p52

PULSE Flash: - IAOP Publisher’s Cup Golf Tournament ..... p54-55

IAOP C

ELEBRA

TES 10

YEARS!

OWS15 Exclusive Event Coverage . . . . . . p.26-37

PULSE March/April 2015 5


R E G U L A R F E AT U R E S

Speakers told us about robotics, automation, artificial intelligence, “The Internet of Things,” cloud, big data, social media and other new mega tech trends. Much of it is exhilarating as new opportu-nities emerge. But some of it also is frightening with disruptive technologies bringing new security risks and threats. With so much change around us, opening keynote speaker global futurist and author Jack Uldrich called on us to “unlearn for the future.” He urged us to seek “reverse mentors” to see new younger perspectives, embrace ambiguity and have humility.“The world is changing so fast – what served us well yesteryear might not serve us well in the future,” Uldrich told delegates.His remarks set the stage for a Summit that made us question, opened our minds to new conversations and pushed us into new areas to explore. In the two days that followed, some of the key themes that emerged from presentations by 125 speakers in nine tracks included: the war for talent; the importance of the millennials and new workplaces; collaboration, innovation and agility; relationship governance; multi-sourcing; cyber security and geopolitics; CSR and impact sourcing. These trends also can mean new opportunities – from emerging destinations (Africa, Medellin, Columbia and Mongolia were mentioned by our speakers); new sources for talent (military veterans, disadvantaged people, retirees and flexible mobile part-time workers); new work environments (some like Go Daddy that have slides in them!) and new potential outsourcing jobs (particularly in analytics and digital). We also gleaned new insights into the current environment and future through the latest research presented at our first North America Academic workshop, and member survey results on The State of the Industry, talent and CSR. In this issue of PULSE, you’ll find Summit highlights and plenty of photo coverage, from speakers inside the Main Tent to networking in the Global Services Mall and Publisher’s Cup Golf Tournament. We hope you enjoyed taking selfies on the red carpet in our booth, using our new mobile app, and getting social with us by tweeting and sharing your photos. This issue features the State of the Industry, IAOP Hall of

Fame inductees and award winners, an interview with Frank Sanders of Intel in our View from the C-Suite, Canada in the Hot Spot, cloud research findings, the latest in HR, and perspec-tives on the importance of the European outsourcing market. Thank you to the delegates who joined us for OWS15, our corporate and founding members, chapter and track chairs, and event sponsors who make it all possible. Also our sincere thanks for celebrating our 10th birthday with us and being part of our history over the years as an association and profession. With the 2015 Summit wrapped up, we are already hard at work planning our European event for the fall in Germany and 2016 OWS in Florida. We welcome your feedback on what you want to see at all our events so feel free to contact me with your inputs and suggestions. As we heard from the cutting-edge speakers at OWS15, the future of outsourcing is for us to define. I can think of no better group of professionals than our members to do just that.

DEBI HAMILLCEO IAOP

C E O M E S S A G E

The future of outsourcing – who will be involved in it, what will it look like, why will companies do it and how will it all work?

The 850-plus professionals from more than 40 countries who gathered with us in Phoenix for The 2015 Outsourcing World Summit got a glimpse at the change that is already here now and continues to come at us fast.

The IAOP team thanks our members for your involvement and contributions, making our first 10 years together such a success.

IAOP2600 South Rd. Suite 44-240Poughkeepsie, NY 12601+1.845.452.0600

This publication (and any part thereof) may not be reproduced, transmitted or stored in any print or electronic format (including but not limited to any online service, any database or any part of the internet) or in any other format in any media whatsoever, without the prior written permission of the publisher. IAOP accepts no liability for the accuracy of the contents or any opinions expressed herein.

PULSECONTRIBUTORS

ALAN THOROGOOD – An independent management consultant and a Senior Visiting Fellow at UNSW Australia Business School. Held leadership positions at Accenture and

PwC. In his time away from research and consulting, he travels the Australian Outback.

LESLIE WILLCOCKS COP – Professor in Technology Work and Globalization, and

Director of the Outsourcing Unit at London School of Economics and Political Science.

Likes cycling and visiting the opera.

DANIEL SCHLAGWEIN – A top-rated lecturer at UNSW Australia Business School

in Information Systems. Previously was an industry consultant. Appreciates arthouse films and electronic, jazz, and indie music.

M A R / A P R 2 0 1 5 I S S U E : 1 6

PUBLISHER

IAOPDebi Hamill, CEO EDITOR-IN-CHIEF

Sandy [email protected]

MANAGING EDITORJag Dalal, [email protected]

PULSE BLOG EDITORKate [email protected]

SENIOR MANAGING DIRECTOR, STRATEGY & PROGRAM INTEGRATIONKim [email protected]

CREATIVE DIRECTORPamela Zarrella brandingwithpam.com

EDITORIAL BOARDJan Erik Aase, COP, Principal Consultant - ISG

Robert C. D. Barclay, Vice President, Global Marketing, Genpact

Michael F. Corbett, Chairman, IAOP

John Hindle, Founding Partner, Knowledge Capital Partners

Neil Hirshman, COP, Partner, Kirkland & Ellis

Eugene Kublanov, COP, Managing Director, KPMG

Sarah A. Pfaff, Principal, Advisory, Ernst & Young LLP

Renée Preston, Managing Director, Association Development, IAOP

ADVERTISING Scott [email protected], +1.845.452.0600 ext. 103

CONTRIBUTIONSPULSE welcomes contributors! Please email: [email protected]

JILL GOLDSTEIN Joined Accenture in 2006 with 20 years of experience as a practitioner. Winner of the HR Outsourcing Association’s

Global Thought Leader of the Year Award and Accenture Innovator of the Year Award.

Enjoys outdoor activities and travel.



TAKING THE

PULSE

COMING NEXT ISSUE IN PULSE: Don’t Miss the CSR Issue, Domestic Sourcing and USA in the Hot Spot. Plus, Digital Technologies is our Vertical feature.

BEST FROM THE BLOG >

“Historically, supplier risk has ignored location factors and has instead been focused almost entirely on financial performance. This made risk a very binary exercise, but the deeper and broader you go into operational risk, the less it becomes about numbers and absolute answers.”

– from The Rise of Geopolitical Risk and What CPOs Need to Know to Keep it In-Check, by guest blogger Nick Ford, Managing Director, Global Procurement Outsourcing & Co-Sourcing, Xchanging

“In the past few years, there has been high interest in supplier risk, but it’s mostly been theoretical. Companies knew they needed to understand the risk of their suppliers and they talked about supplier risk a lot. But they didn’t do much about supplier risk in a tangible way. As end customers become more aware of a company’s supply chain, the brand risk that comes with a supplier failure go up dramatically. In 2015, companies will begin to really integrate supplier risk into their daily operations, moving from quarterly meeting risk discussions to making key business decisions based on different risk events on a real-time basis.” – from Trends and Predictions for 2015 by guest blogger, Christine Ferrusi Ross, Partner & SVP, Neo Group

If you are interested in the topics we’ll be writing about in 2015, please see our new Editorial Calendar. New digital advertising, video and advertorials also are available to promote your company to our targeted high-level audience. See our Media Kit for more information.To contribute to these stories, suggest other stories or comment, contact: [email protected]

1) Third Party Risk – The Three Components Of An Effective Third Party Oversight Program

2) The Holistic Approach to Good Leadership

3) Cloud Based Automation Tools are Going to Define the Next Era of Software Testing

4) Social CRM is Concerned about Engaging with the Customer; Understanding the Context and Intent of the Engagement

5) Globalization and Outsourcing – Outsourcing Wisdom: Secret No 2

Here’s what the outsourcing community is talking about:

TRENDING

Meet the PULSE Editorial Board

PULSE editorial board members networked in the Global Services Mall at the IAOP booth during OWS15. From left to right: Robert Barclay, John Hindle, Eugene Kublanov, Kate Hammond, Jag Dalal, Sandy Frinton, Sarah Pfaff, Debi Hamill, Renee Preston, Mike Forbes and Kim Maneeley. Not pictured: Neil Hirshman and Jan Erik Aase.


Change management and trends in cloud computing, governance and risk management top the discussion in this column by IAOP Chief Advisor of Thought Leadership Jag Dalal, COP-GOV, who comments on two recent news articles.

THE NEWS HEADLINES THE IAOP DISH

The Beat / NEWS & COMMENTARY AS COVERED BY JAG DALAL

CHANGING ORGANIZATIONS ARE CAPABLE

Managing change is one of the critical success factors in outsourcing - whether it’s before, during transition or through the life of the engagement. Like managing quality or governance, it is a process and not a program.

An organization that can change or accept change as it happens is far more capable than the one that requires outside impetus for change.

To me, a learning organization is the one that is learning and changing as a system rather than one that is accepting learning and change as needed. As the old saying goes: “It is better to teach how to fish than provide fish.”

BECOMING A CHANGE ENABLER IN CHIEF

OCTOBER 2014 MCKINSEY AND COMPANY INSIGHTS, BUILD A CHANGE PLATFORM, NOT A CHANGE PROGRAM

McKinsey and Company Insights, Build a Change Platform, Not a Change Program, October 2014 This article talks about creating a “platform” for

managing change rather than applying change manage-ment as a program. “The biggest obstacles to creating robust change platforms aren’t technical,” the article says. “The challenge lies in shifting the role of the executive from change agent in chief to change enabler in chief.”

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PUNDITS OF PROJECTIONS A New Year and a Presidential election have the habit of bringing out “Pundits of Projections.” This article predicts several trends for the coming year that many, including IAOP, have accepted as their predictions. Cloud computing is one of the key trends that has been predicted for a few years now and yet, it continues to be forecasted out into the future. I wonder if there is a “hidden” prediction in there!

Managing risk is referenced in several of the predictions – as multi-sourcing, risk management, renegotiation and standardization. Governance and risk management continue to be of importance in outsourcing and it appears that 2015 will be another year where it will be further emphasized. A recent PULSE blog by Neo Group also shares trend predictions. For more, see the guest blog by Christine Ferrusi Ross.

LOOKING AHEAD TO NEW YEAR

JANUARY 2015 CIO.COM, 10 OUTSOURCING TRENDS TO WATCH IN 2015

Outsourcing observers predict 2015 could be the year IT outsourcing gets business-focused, customers embrace standardization, sourcing decisions become fact-based, and

the age-old RFP process gets some real competition.

Jeff Augustin, managing director of outsourcing consul-tancy Alsbridge, says: “Smart robots will increasingly operate in the cloud, and we’ll see a ‘labor-as-a-service’ approach emerge as clients and providers find that intelligent tools and virtual agents can be easily and flexibly hosted on cloud platforms. This will build even more momentum and interest in autonomics.”

“

“

THE PULSEOLATEST RESEARCH, REPORTS AND READS FOR OUTSOURCING

PROFESSIONALSBOOK CLUB

Overview: Even blogging and social media activity can be outsourced and in the increasingly ‘personal’ world of social networks it is becoming more important for CEOs and other senior executives to be seen online. In this book, Hillary explores how executives in B2B organizations are increasingly turning to ghostwriters and other forms of outsourced support to help build their social footprint.

Book Excerpt: “Executives are not using social networks because it’s cool. They don’t care about what teenagers are doing, but if the use of a network like Twitter can enable them to quickly and easily reach the key influencers in their field of business then it’s not just a toy – it’s an essential communication tool.”

Title: Customer Engagement Officer (CEO): Content Marketing and the Realities of Executive Blogging

Author: Mark Hillary

About the Author: Mark Hillary is a British writer based in São Paulo, Brazil. He has written 13 books about technology and globalization, including Who moved my job? and Outsourcing to India. Hillary blogs regularly in HuffPo, he live-blogged the 2010 UK election for Reuters, was an official London 2012 Olympic blogger, and he was short-listed as British blogger of the year in 2009 and 2011 by Computer Weekly magazine in the UK. Hillary also has worked as a UN advisor helping develop new tech markets in Africa and Asia and the British government once sent him on a national UK tour as a blogging mentor for British kids.

Why we like it:

Hillary was a senior technology executive responsible for major offshoring and outsourcing programs. He moved into writing about technology and work and eventually found his expertise in writing about technology. He is called on by technology and BPO executives who wanted to use his combination of market knowledge and writing skills to help them be seen online. In this book, Hillary explores his own experience of working with large and small companies that try introducing social communica-tion practices. What works? What doesn’t work? And how can CEOs blog in a way that is genuine, yet successful in helping their company to grow in revenue, not just in Twitter followers?

Tell us what you think: PULSE wants to hear what you think of this book. Share your review with us at [email protected]

Available formats: Available on e-book and paperback from Jan. 1, 2015. Contact: markhillary.com.


PULSE K N OW L E D G E C E N T E R

What Is the Impact of SMAC on Outsourcing?We are regularly asked about the likely timing and impact on outsourcing of social media, mobile, analytics, and cloud technologies (SMAC) on IT outsourcing. Taking a broad view we predict that SMAC in combination with advanced robotics, the “Internet of Things,” and the automation of knowledge work will lead to organizations becoming fundamentally digital operations or what we call cloud corporations, by 2025. How do these developments affect outsourcing over the next five years? Will these disruptive technologies change outsourcing as we know it?

The first thing to say here is that 60 percent of IT and 80 percent of back office business process work is still done in-house. So, there is still plenty of room for outsourc-ing to grow. Judging from client responses to a number of

our surveys in 2014, this growth is precisely what is going to happen across the 2014-18 period. We expect the ITO market to grow by about 5 percent per year, and the BPO market by about 8 percent per year over the next five years. Outsourcing will continue to grow, and the embeddedness of existing contracts signed for anywhere between three to ten years will slow down the new technology impact.

That said, we see real disruption in this overall growth pattern. Outsourcing will increasingly change its character, as providers themselves adopt new technologies, and build and offer services based on them. Our research suggests that a number of disruptors will impact the traditional outsourcing scene more forcefully. Cloud computing vendors such as Amazon and Google, and cloud platform providers such as IBM and Microsoft have enough market clout to move on to support larger corporations.

This is the second of a three-part series on the latest research results on cloud computing and advanced technologiesby Leslie Willcocks, COP, IAOP Hall of Famer and Director of the Outsourcing Unit, London School of Economics and Political Science, together with Associates Drs. Daniel Schlagwein and Alan Thorogood of the UNSW Australia Business School. The first part explored What’s the Real Story in the January/February issue.

Editor’s Note:

SMAC, Outsourcing & Automation

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Software-as-a-Service could seriously impact on outsourcing as an option in many important back office functions like accounts payable, indirect procurement, payroll, and benefit administration. Using software over the Internet, companies may spend much more time serving themselves through their own managed services. Robotics-driven vendors will operate at the bottom of the BPO stack as at 2014. Yet if the 20-30 percent promised cost reductions based on robotics do materialize, then technology will find bigger markets. We have researched SMEs who were born in the cloud who are unlikely to switch out of their cloud computing environments (1). We will see many more of these coming along over the next five years.

Meanwhile our 2012-2014 studies for the book “Moving to the Cloud Corporation” found majors like Proctor and Gamble, Johnson and Johnson, Commonwealth Bank of Australia and News Corporation well into implementing

their cloud strategies (see part 3 of this article series). Many other majors are likely to follow suit in the next five years. All these trends imply less outsourcing, or at least a change in its character.

The cloud providers themselves are very aware of the coming change and they are already seeking to respond. Undoubtedly in the next round of contract renewals across 2014-2015 we will see providers adjusting their services to reflect these developments.


Beware the Coming Automation


in the next seven years, and likewise much non-routine manual work, through robotics, over the next ten years. Meanwhile routine cognitive work is being automated through the application of Big Data and business analytics, while even non-routine cognitive work is seeing inroads from the increasing use of algorithms.

What does this add up to? An excellent 2013 study by Carl Frey and Michael Osborne called “The Future of Employment: How Susceptible Are Jobs to Computerization?” suggests that, just looking at the USA, about 47 percent of jobs are under serious threat of automation over the next ten years. Serious job losses are most likely in office adminis-tration, logistics and transportation, construction, sales and service. All four types of work are at risk in these major areas of the economy.

What jobs are less at risk? Computers are less good at tasks involving manipulation, dexterity, perception, meta- cognition, pattern recognition, substantial contextual and historical information, and/or creative or social intelligence. The debate around robotics replacing jobs has been a little

The impact of robotics is hot in current debates, but this must be seen within a larger context, and on a longer time horizon. Automation, involving all of the SMAC technologies, and not just from robotics, may have the biggest impact of all, both on outsourcing, and on its character. One of the reasons automation is compelling is the rapid decline in the cost of computing relative to the cost of labor. John Maynard Keynes predicted this important development as long ago as 1933, pinpointing widespread technology-related unemployment because of “our discovery of means of economizing the use of labor (through technology) outrunning the pace at which we can find new uses for labor.”

How will automation pan out? Our recent work on cloud and digitization throws interesting light on the likely future (2). Work can be classified into four types: routine manual, routine cognitive, non-routine manual, and non-routine cognitive. Following a cost-saving agenda, the obvious candidates for outsourcing and offshoring have been routine manual and routine cognitive work. Of these, routine manual work could be mostly automated

In the next decade, robotics will at best be commercially applied:

• in stable environments, where there are relatively unambiguous rules

• where limited human intervention and exception handling are needed

• where easy comparisons can be made with current manual costs of work,

• where benefits are going to exceed the costs substantially in the short- to mid-term and

• where transactions are either high volume or low volume but high value.

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over-heated, and needs to be tempered by considering what robots can do over the next ten years. In the next decade, robotics will at best be commercially applied in stable environments, where there are relatively unambiguous rules, where limited human intervention and exception handling are needed, where easy comparisons can be made with current manual costs of work, where benefits are going to exceed the costs substantially in the short- to mid-term, and where transactions are either high volume or low volume but high value.

As above, a typical estimate is that robotics provides a 20-30 percent cost reduction. If robotics meant a universal reduction in full time equivalent employee costs of about 25 percent and labor-intensive outsourcing providers’ total revenues are growing only by 5-6 percent annually at the moment then clearly providers are going to be in some economic trouble! However, outsourcing providers have a head start in automation and there are clearly definable limits to the applicability of robotics, and their impact on jobs and outsourcing practices.

If the above scenario is correct, then client companies will be able to lose a lot of headcount not through outsourcing but through automating. Meanwhile, outsourcing providers may combat the automation-based insourcing threat by offering cheaper automated solutions of their own. The likely outcome on a ten-year horizon is to see a slowing down of outsourcing growth amongst service providers, who will also be moving increasingly from labor arbitrage to automated service offerings.

1. Lacity, M., Reynolds, P., Khan, S., and Willcocks, L. (2014) Cloud Services: The Great Equalizer for SMEs? LSE Outsourcing Unit Research Paper 14/1.

2. Bhimani, A. and Willcocks, L. (2014). Digitization, Big Data and the Transformation of Accounting Information. Accounting and Business Research, 44, 4, 469-490.

The final part of this series will appear in the May/June issue of Pulse.



Today, when an employee wants to understand more about the programs, policies and processes related to maternity or paternity leave, there are many options to getting the information they need: searching an employee portal, accessing a policy repository or coordinating directly with benefit providers.

At selected leading organizations, the employee also would have an option of accessing a dedicated personal advocate to guide them through the leave process. More than just responding to the employee’s specific questions on timing for their leave, securing approvals and getting paid, the personal advocate helps the employee better understand their underlying needs, addressing things they didn’t even think to ask.

How Viewing Employees

as Customers Can Provide

Greater Value

Putting the ‘Human’ Back in HR

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Everything the employee might experience or need to know, beginning today and extending to their first day back to work, is thoroughly explained, including information on leave benefits, job protection, company child care benefits, adoption assistance (if applicable), as well as assistance with their return to work, which could include coordination with their manager and helping explore alternative work arrangements. The personal advocate becomes a single point of contact.

Welcome to the highly personalized HR experience that puts the “human” back in human resources.This paradigm shift reflects a win-win for both the employee and the company through employee satisfaction and workforce productivity by applying the principals of consumerism to drive improvements in the relationships that exist between the business and its employees.

An employee services-based approach is part of a new, next generation mindset that views employees as consumers. Providing a highly personalized, “high touch” experience represents the next level of maturity for business services and Business Process Outsourcing (BPO) engagements.



How Viewing Employees as

Customers Can Provide Greater

Value

Forming an EmployeeServices Model

Employees don’t think in terms of traditional HR functional silos, such as recruitment, learning, or payroll. They think in terms of key and impactful work/life events. Rather than having employees track down information from different departments inside and outside of HR, a focus on high-touch employee services offers a better way by providing thoughtful, end-to-end support.

Whether it’s for an employee who is transferring to an office across the country or a manager that is working to hire a new team member, the focus is on addressing personal and professional issues as seamlessly and efficiently as possible.

In the case of the employee going on maternity or paternity leave, the employee services-based approach addresses concerns and reinforces a feeling the organization has the employee’s best interests at heart. Meanwhile, the company maximizes the employee’s productivity before the employee begins their leave and improves the likelihood they will be engaged once they return.

Coordinating a service delivery model around employee services won’t happen by chance. It requires an integrated operating model and newly designed processes created from the employee’s perspective. It calls for personal advocates, who are well trained to anticipate needs, expectations and concerns, to act as a single point of contact for the employee to answer both spoken and often unspoken requests.

Here are three key considerations for adopting an employee services model:

1. Identify moments of truth. Determine those selected work and life events that will create opportunities for the company to increase the loyalty of its workforce as well as materially impact workforce productivity, engagement and satisfaction.

Companies can typically produce a long list of key employee and manager processes within their organizations but try to focus initially on the top five or so events, balanced between employees and managers. It may be helpful to start by applying filters to narrow the list and begin with those that:

• Are a current point of dissatisfaction• Impact line managers directly• Have a high volume of transactions• Need to happen during the work day• Are labor intensive or time consuming• Can be supported with existing technology

The most common events involve activities related to onboarding new hires, transferring jobs and terminating employees. These all represent “moments of truth” for employees and managers – times when many employees,

Putting the ‘Human’ Back in HR


even those who comprise the technically savvy millennial generation – appreciate what is so often lacking in any consumer experience: a comprehensive, end-to-end process supported with a personal touch. These times present organizations with opportunities to produce employee experiences that create positive perceptions of the company, achieve satisfying outcomes and exceed expectations. In short, it separates the “business as usual” companies from the “best places to work.”

Working with one client in the retail industry, Accenture identified more than 250 ‘moments,’ used these filters to create a list of 10 prioritized processes, and has started working its way down the list – one moment at a time. As a result of filtering, each company may end up with a different set of prioritized processes based on the “moments of truth” that make the most sense for them.

2. Define and redesign. Identify key activities within these “moments of truth” and redesign them from the employee and manager perspective. Although some moments can be handled solely by HR, like moving a personal residence, most moments of truth will require coordination with other departments in the company, such as finance, procurement, legal or IT.

Once these new processes have been designed, organizations must think about operationalizing them. This requires asking tough questions such as: What access channels are available to the workforce? What technologies do we have that will make these services easily available to our employees? Where should we invest in high-touch services? What re-training will be necessary for our contact center representatives and other HR personnel?

3. Measure success. In terms of metrics, indicators like process accuracy and timeliness will continue to be important, as will the quality of employee experiences.

Another key indicator that must be considered is the net promotor score.

This is based on the fundamental perspective that every company’s customers can be divided into three categories: promoters (loyal enthusiasts), passives (satisfied but unenthusiastic customers), and detractors (unhappy customers) by asking a single question: “How would you rate the company on how it handled your recent HR issue?” Other key indicators that should be considered include employee/manager satisfaction and engagement.

One organization that made the switch to an employee services approach achieved an employee satisfaction rating of 100 percent. It’s also important to work with the business to agree on business-relevant metrics around performance and productivity. For example, in a recently completed pilot program at one organization, employees who were on child-care leave returned to work one day earlier. The result for the company was nearly 1,000 additional productive work days. Another company was able to return three hours of time each week to retail store managers. These outcomes resonate with those in the C-Suite as they have a direct impact on the company’s bottom line.

While traditional HR processes supported by self-service technologies and HR functional expertise will continue to deliver the bulk of incoming employee inquiries, employee services will become valuable as employees continue to bring their consumer expectations into the workplace. By viewing employees as customers who receive the benefits of personal, high-touch services during pivotal “moments of truth,” companies can change employee and manager perceptions of the company while improving efficiency and productivity.

Jill Goldstein, Talent and HR BPO Offering Lead, Accenture

PULSE

PULSEPULSE

State of the Industry

Coverage of the 2015 IAOP Survey Results

PULSENEWS

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By Sandy Frinton

Here’s the News from the 2015 State of the Industry Survey:Customers are outsourcing to gain flexibility, innovation and access to new technology.

As outsourcing has matured, companies have grown comfortable working with multiple providers to achieve these benefits and get best-of-breed capabilities. But buyers also want shorter, more flexible contracts, and providers who are willing to invest with them and share the risks.

New technology and digitalization will put more demands on providers and change traditional pricing models.

Now in its sixth year, the annual survey was conducted in partnership with ISG and polled more than 60,000 IAOP members and ISG customers. More than half of the respondents had 10-plus years of experience in outsourcing and 31 percent of provider respondents had revenues of $5 billion or greater.

The findings were presented in a keynote session at OWS15 by Jag Dalal, COP-GOV, Chief Advisor, Thought Leadership, IAOP and Todd Lavieri, President, ISG Americas.

* *

PULSEPULSE

“Companies have been outsourcing for more than a decade and are comfortable with it,” said Dalal. “When outsourcing first started, it was easier for customers to choose one provider to manage. Now, governance has improved and customers are not afraid of multi-sourcing.”

This higher level of experience will open doors for more innovative practices and partnerships going forward, which will only continue to strengthen the industry, Dalal said.

Multi-sourcing as an outsourcing

approach increases by 75% from last year’s percentage

Approach to OutsourcingThis is a mixed bag, some outsource lower skills others are focused on higher skills. Additionally, some are sourcing to few providers while others are increasing their multi-sourcing approach

“Flexible contracts” has the highest

percentage for both customers and

providers

201353% 55%201416%

28% customers providers

A key finding was: Customers want shorter, more flexible contracts to take advantage of technology advances and respond with greater agility when faced with uncertain economic conditions around the world.

“We will continue to see a shift toward shorter contracts and increased multi-sourcing as clients look to become more agile in the face of rapid changes in technology, while taking advantage of best- of-breed capabilities and service platforms”

– Todd Lavieri, President, ISG Americas

PULSE



PULSEPULSEPULSEPULSE

Cost savings is always a key driver for customers to outsource, but flexibility remains high, and in 2014 access to innovation and new tech have appeared.”

“Innovation in outsourcing continued to be important in 2014.

Increasing business flexibility was the Customer’s #1 reason for outsourcing in 2013 and 2014

2009 2010 2011 2012 2013 2014

50%

59%

50%

56%58% 59%

Customers and providers say their outsourced intent is also to access

innovation and new technology

Innovation New Tech

28-30%36-40%

30%28%36%

40%

Innovation New Tech

Customer 2014 Advisor/Provider 2014


Adoption of SIAM (Service Integration and Management)

In 2014, more than half of the Outsourcing customers have adopted a multi-sourcing strategy using SIAM to better integrate internal activities with multi, independent outsourced activities

Companies with 10 years or more of outsourcing

experience

NO47%

YES53%

NO43%

YES57%

The benefits of SIAM are equally valuable to both customers and providers.

#1 benefit realized by customers and providers: Defining clear roles and responsibilities and a single point of contact

#2 benefit identified by customers and providers:Implementation of tools and standard integrated processes

61%64%

37%44%

PULSE




© Can Stock Photo Inc. / file404

PULSE

The use of Service Integration and Management (SIAM) to better integrate internal activities with multiple, independent outsourced activities also is on the rise, the survey found.

“More companies are conducting joint operations governance,” Dalal said. “Companies are bringing their multiple providers together so they can learn, share best practices and adopt what is best to reach the goals of outsourcing. We’re all in this together.”

Many providers are taking the initiative to jointly invest with clients in new digital and cloud solutions, and the ones who will succeed in the future are staying ahead of their customers’ needs, noted Lavieri.

“We are seeing a separation of providers that are willing to invest and take the shared risk versus those who are not,” he said. “As clients are looking to a multi-environment, the mission is to serve the business.”

Another key finding was: Pricing models also will change. The labor-arbitrage model that has sustained this industry from the beginning is, for all intents and purposes, now dead.

“The next wave is all about digitization, making every product, service, process and system smarter, more efficient and more connected in a networked world.”

– Todd Lavieri

#1 incentive cited by both customers and providers: Conducting

joint operations governance forums

Incentivizing the right behaviorSuccessful implementation of SIAM requires equal commitment from both the customer and the service provider.

Facilitating the establishment of Operating Level Agreements (OLAs) is equally important for

providers

54% 45%37% 44%


PULSE


“Survey responses from customers and providers as well as advisors were well aligned, showing the maturity of the industry/profession. This experience has created an environment where customers are comfortable with their sourcing and governance practices, which encourages multi-sourcing and adoption of flexible contracts.

As outsourcing progresses, clearly this level of experience will open doors for more innovative practices and partnership. It will only make outsourcing stronger than it has been.” - Jag Dalal, COP-GOV, IAOP Chief Advisor, Thought Leadership

PULSE

“Demand for sophisticated analytics, cloud solutions, and automation will grow exponentially in an increasingly digital world. Long-standing providers will have to adapt to these seismic shifts as they face off against increasingly capable smaller providers, as well as new competition from cloud-based providers.” – Todd Lavieri


© Can Stock Photo Inc. / file404

To validate their thoughts, Dalal and Lavieri polled the audience and asked these live audience polling questions:

For customers - Which of these two reasons for outsourcing is most important to you?

For service providers/advisors - Which of these two are you investing the most time and capital on?

Outsourcing customers, service providers and advisors all indicated they were interested or investing in innovation and SMAC equally, and some customers indicated that innovation was their highest priority.

The challenge for both customers and service providers will be to ensure they are aligned around the types of innovations that are expected and the role that service providers should play in helping customers adopt the SMAC solutions that will drive business flexibility and growth. This puts even greater pressure on the advisor community because it works with both customers and service providers in negotiating new agreements and implementing service integration practices that enable these goals.

SMAC Important to State of the Industry

Innovation and access to new technologies and capabilities are becoming more important outsourcing drivers, the 2015 State of the Industry (SOTI) survey shows.

Responses to two new questions added to the survey showed Social, Mobile, Analytics and Cloud (SMAC) and innovation are real outsourcing drivers: 30 percent of customers cited SMAC and 28 percent indicated innovations were reasons for outsourcing.

The outsourcing service providers and advisors surveyed felt a little bit stronger about both. Their responses were 40 percent for SMAC and 36 percent for innovation. Business flexibility and short and long-term cost savings remained the top reasons cited for outsourcing, by both customers and service providers.

The discussion on the presentations of these results by IAOP Chief Advisor Jag Dalal and Todd Lavieri, president of ISG Americas, was very interesting. Dalal suggested that perhaps customers select business flexibility and short- and long-term cost savings as a means to an end, and the end is really to drive innovation, to enable new technologies and to utilize higher skilled resources all at cost points and in flexible enough terms to meet their business needs.

Lavieri agreed with Dalal’s hypothesis and further commented that service providers recognize the need for highly skilled resources, innovative ideas and solutions that utilize the latest new technologies, all at price points that would be accepted by their customers.

He suggested service providers often convey they feel the pressure to be ahead of the game, as it pertains to innovations and new technologies. This isn’t merely to ensure they can offer skilled resources to deliver these new technologies or innovative solutions, but also to figure out a way to drive adoption and steady state cost down. They want to ensure that clients continue to believe that investing in their outsourcing partnerships will continue to meet both their immediate and long-term needs and that there isn’t a need to develop these competencies in-house.

By Jan Erik Aase, COP, PULSE Board Member


Advisors Service Providers Customers

PULSE

PULSE

We are not interested/investing

in either

We are interested/investing

in both equally

SMAC (Social, Mobile,

Analytics, Cloud)

Innovation

0 5 10 15 20 25 30 35 40 45

PULSE PULSEInnovation



HONORING THE INDUSTRY’S

FINEST “One of the main highlights of the Summit is the awards luncheon,

it’s a learning opportunity as these honorees raise the bar for all of us.” – Master of Ceremonies John Hindle, Founding Partner, Knowledge Capital Partners


At a gala awards luncheon during the Outsourcing World Summit, hundreds of outsourcing professional joined to recognize and honor their colleagues with prestigious awards for industry contributions, social responsibility, customer team excellence and service to the association.

The honorees were:

OUTSOURCING HALL OF FAME – Scott Singer , COP, Head of Global Business Services and CIO of Rio Tinto, and Michael Corbett, IAOP founder and Chairman. For interviews with the newest inductees, see the Jan./Feb. issue of PULSE.

“Scott Singer’s ability to collaborate and bring out the very best is something we can all learn from,” said John Maher, COP, CBRE, chairman of IAOP’s Advocacy & Outreach Committee, which selects the inductees.

Maher recognized Corbett’s contributions to the entire outsourcing profession over more than 25 years, including the creation of IAOP, development of many of its programs and services, and IAOP’s ever-expanding certification programs which are serving the needs of more than 2,000 professionals on six continents.

THE IAOP/ISG GLOBAL OUTSOURCING SOCIAL RESPONSIBILITY IMPACT AWARD – Presented to ISS for its exemplary leadership and ongoing commitment in its CSR activities. FedCap, a New York-based, non-profit, was selected as ISS’s GOSRIA partner to receive a monetary award from ISG, which also will be matched by ISS. Joseph Nazareth, Group Vice President of Health, Safety, Environmental and Corporate Responsibility, accepted

the award for ISS.

GLOBAL EXCELLENCE IN OUTSOURCING (GEO) AWARDS – Boston Scientific’s Global Business Services team received the award for the Innovation category and the Microsoft Global Procurement team was selected in the Best Practices category.

Boston Scientific team members are: Jeff Goldstein, SVP GBS; Kelli Skaff, Global Director Process Transformation Office; Jack Sanderson, COP, Strategic Sourcing Manager; and Kim Jackson, Program Manager Service Infrastructure.

Members of the winning Microsoft team are: Mark Wootton, GM Contact Center Outsourcing; David Rickard, Director Consumer Support Outsourcing; Kim Kyllo-Corson, Director Enterprise Support Outsourcing; Mary Chen Snelling, Director Regional Support Outsourcing; and Deana Collins, Project Manager. Honorable mentions went to Jon Browning, former Director Sourcing Strategy and Maren Bocinsky, former Director Devices & Entertainment Support Outsourcing.

MEMBERS OF THE YEAR – Bill Hefley, Ph.D., COP and Ron Babin, DBA, COP, were recognized for their work on the CSR committee and co-authoring the recently released, The Outsourcing Professionals’ Guide to Corporate Responsibility.

Also during the luncheon, the names of the companies selected to the new Global Outsourcing 100 list and professionals who have earned the COP designation were displayed on the screens and acknowledged with applause.

Hall of Fame inductees Michael Corbett and Scott Singer Boston Scientific GEO Innovation Team Award Winners Microsoft GEO Best Practices Award Winners

IAOP Members of the Year: Bill Hefley, left, and Ron Robin, right,

GOSRIA Award Presented to Joseph Nazareth, ISS (center)

PULSEPULSEPULSEPULSE

Seen and Heard at the Summit

On talent:

Outsourcing base salaries in the U.S. range from $86,000 to $200,000-plus, depending on organization type and position, the IAOP/Kelly OCG Talent survey revealed

Will CEOs of the future be mathematicians? – Michael Corbett from the IAOP/Kelly OCG Outsourcing Talent Survey presentation on the importance of analytics in the C-Suite

“Go to the talent and where they want to work.” – Teresa Carroll, Senior VP and General Manager, Kelly OCG, on the need to accommodate flexible and part-time work arrangements for higher skilled in-demand IT positions

On the future:

“Get a reverse mentor. In this new world, one of the best ways to unlearn is to get someone younger than us to see the world from a different perspective.” – advice from futurist Jack Uldrich

Some trends that are already here or coming faster than you realize it: wearable technology and virtual reality (Google Glass and Oculus Rift),

From the TENT Talks:

Sourcing to enable revenue growth is the top trend for 2015 - Atul Vashistha, COP, Chairman & CEO, Neo Group, from The Next Big Opportunity

A 50 to 60 percent gap in deep analytical talent in the U.S. relative to supply is predicted by 2018, according to Vashistha

“Stop going to work,” – sugges-tion by Peter Ankerstjerne, aCOP, CMO, ISS, on finding alternative work places that are productive, efficient and fun versus the tradi-tional office.

“The future is not something we enter. The future is something we create.” – Peter Ankerstjerne, quoting Leonard Sweet, a writer, teacher and preacher.

Defining GBS (Global Business Services) means something different for each individual. We see it as a unique differentiator and look at business disruptors as opportunities that we use to our competitive advantage. – from David Brown, Global Lead, KPMG

Top 5 Business Disruptors: Regulatory, Security, Data Access, Digital and Global Access to Skills and Talent – from the TENT Talk by KPMG’s BrownPULSEPULSE

3D printing (being used in China to print houses), robotics (self-driven cars and the first robot-staffed hotel in Japan), and Artificial Intelligence (smart phones that know us)

“The only way to predict the future is to create it yourself,” parting words from global futurist Jack Uldrich quoting Peter Drucker, an IAOP Hall of Famer

PULSEPULSE

PULSEPULSE

Seen and Heard at the Summit


On Emerging Technology Megatrends:

Award-wining Academic Research:

Providers say relationship governance is key to service quality – from research paper selected during 1st Annual North America Academic Workshop on How Capabilities and Governance Mecha-nisms Influence Outsourcing Perfor-mance by Aihua Yan, assistant professor, Saint Louis University

From the Geopolitical Risk panel:

Digital Strategies are mitigating traditional risks but at the same time introducing new risks to out-sourcing – Kevin Parikh, COP, CEO of Avasant, as moderator of the Geopolitical Risk panel

What’s more secure? The cloud or the data center in your closet? – from a panel discussion on Geo-political Risk and Outsourcing

The biggest threat to data is a disgruntled former employee – panelists said on Geopolitical Risks

“We’re definitely not secure. There are two types of companies – those who have been hacked and those who don’t know they’ve been hacked,” – Jim McDonnell, General Manager Cisco, on Geopolitical Risk panel

Mining company Rio Tinto has more than 17,000 people internally, including some 2,000 outsourcing providers, using Yammer as an enter-prise social network to connect, share, solve and innovate. “I love it,” said Scott Singer, COP, Head of Global Business Services and CIO

Rio Tinto employees participated in the Google Glass program and let workers wear the head mounted displays for two weeks and pass them around the company. As a result, employees came up with 25 dif-ferent application ideas with many centered on safety and well-being of mine workers.

On the Value of Impact Sourcing:

Impact sourcing workers have 15 to 40 percent lower attrition than traditional BPO workers – from The Case for Impact Sourcing: The Rockefeller Foundation/Everest Group study.

Impact sourcing accounts for 12 percent of the BPO Market and is growing faster than overall BPO – according to Impact Sourcing panel.


“If anyone arrived in Phoenix thinking business as usual,

they got a wake-up call attending Jack Uldrich’s keynote

on Monday morning Feb. 16. The theme was “Unlearning

for the Future” and he actually was from the School of

Unlearning – sounds like a great place to shed some old

habits. Jack had us all mesmerized with multi-media, vivid

imagery and just a lot of very cool technology stuff. But

it was not all imaginary and futuristic, he made a point

of how all these seemingly outlandish technologies and

approaches to common-day business challenges, are all

happening today. From wearable technology and Google

glasses in the operating room, 3D printing challenging our

traditional supply chains, to our favorite Uber personal

car service which legitimately challenged taxi services

overnight, globally. Embrace new technology, think outside

the box, and don’t let yesterday dictate tomorrow. This one

was inspiring, so I hope you did not miss it.”

UNLEARNING FOR THE FUTURE, KEYNOTE BY GLOBAL FUTURIST JACK ULDRICH

PICKSPULSE

Vice President, Global Marketing, Genpact

R O B E R T BA R C L AY

EDITORIAL BOARD MEMBERS SHARE THEIR HIGHLIGHTS

FROM OWS15.

If you missed any of the sessions or want to review again, presentations now

are available on the website. Professional Members

can log on to the site and access the presentations on Firmbuilder. Associate/ non-members can access

the presentations, by clicking here.


“One guitar, five band members, unbelievable harmony. The band is Walk Off the Earth and the song is Somebody that I Used to Know. That’s the analogy Laura D’Ambrosio, director of Bristol-Meyers Squibb and Marie Surrette, managing director, of Accenture used to describe their 10-plus year working relationship. Granted, it wasn’t always that way and the journey towards the current state took some patience, a structured approach, a focus on building relationships … and a few toy cars! A red and green squishy car is provided to each meeting participant – when the meeting is heading in the wrong direction, participants push the red car forward as a signal that a reset is in order. And that’s just one of many tools the two organizations use to create a healthy working environment.”

IMPROVING OUTCOMES THROUGH A FOCUS ON COLLABORATION IN A MULTI-SOURCED ENVIRONMENT

Managing Director, Asset Business, KPMG LLP

E U G E N E M . K U B L A N O V, C O P

“Easily the best GBS story I’ve heard – disciplined progressive, and faithful to all stakeholders. With entertaining, real-life examples, Scott Singer outlined Rio Tinto’s objective, outcome-focused approach in continuously adjusting the blend of in-house and outsourced service delivery, and its principle-based approach to governance across the extended enterprise. Especially impressive was the GBS organization’s commitment to apply new technologies – social, mobile, analytics and cloud – to amplify talent, create organizational agility, and deliver near- and long-term business value. Rio’s journey from ‘doing’ to ‘orchestrating’ should serve as an inspiration and a model for others – a lodestar for sustainable sourcing.”

EMERGING TECHNOLOGY MEGATRENDS, KEY NOTE PRESENTATION BY SCOTT SINGER, COP, HEAD OF GBS, RIO TINTO

Founding Partner, Knowledge Capital Partners

J O H N H I N D L E


Selfies at the Summit :)

Soji Oyawoye, aCOP, MD/CEO, Resource Intermediaries LTD, center, with Ify Osineme, Nireti Adebayo and Adejoke Alagbe

Want to capture the great presentations from the Summit or connect with a delegate you met?

Get the mobile app at eventmobi.com/OWS15 on your mobile device, tablet or laptop. You’ll find presentations, contact information for delegates, chapter sign ups and more. Sign in using the email address you used to register for the Summit.

GET THE PRESENTATIONS ON OWS15 APP

>

Congratulations to the winners of our selfie contest for taking their photo at the IAOP booth and sharing it with friends on social media.

Selected to win a complimentary pass to The 2016 Outsourcing World Summit in Orlando were Soji Oyawoye and Maura Hudson.

Thanks to all that came by and joined us for the fun!

Maura Hudson, COP, Senior Vice President, Corp. Solutions, JLL. Maura, left, posed with fellow COP Jean Hansen, COP, Vice President, Client Relations/Sales Support at Firstsource Solutions.


The team from HGS

Diego Ossa, COP, Global Organizational Development Head, Carvajal IT & Services

Bill Hall, partner of Pretium Partners, catches up at the IAOP booth with Kim Maneeley, IAOP’s Senior Managing Director, Strategy & Program Integration.

PULSE editorial board member Renee Preston, Managing Director, Association Development, with Paul Quaglia, COP, CIO, Scientific Games

Delegates from PwC

Jennifer Lynn Schneider, Director of Marketing & Busi-ness Development, Knoah Solutions, tweeted #OWS15 was a “great first time experience.”

Serge Librot, COP, Partner, LivIT, and Julie Huson, IAOP’s Director, Global Chapter Operations, are all smiles for their selfie.


Social Summit highlights included the champagne welcome, evening

receptions in the Global Services Mall (sponsored by Accenture and

Tata), the Food for Thought Networking Lunch, and a party hosted

by Nexient with blue drinks to re-launch their business. IAOP also

celebrated its 10th birthday with balloons and cupcakes.

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FOOD FOR THOUGHT NETWORKING LUNCHEON

36 PULSE March/April 2015 EVENING RECEPTIONS IN THE GLOBAL SERVICES MALL

CHAMPAGNE WELCOME

IAOP CELEBRATES 10TH BIRTHDAY

N E X I E N T PA R T Y

FOOD FOR THOUGHT NETWORKING LUNCHEON


YES, IT HAS ITS COLD DAYS ...which is why one Canadian city - Edmonton - is tossing around the idea of a “Freezeway,” a seven-mile ice skating route into the city, to make the winter work commute a little easier for travelers. But with more lakes than any other country that also means great ice fishing and summer swimming galore. Inventions and other fun things you never knew came from Canada … but should: IMAX, Swedish Fish, Trival Pursuit, insulin, peanut butter, instant replay, McIntosh apples, Walkie Talkies, Labatt’s, Maple Syrup… just to name a few.

Workforce: Among the G-7 countries (Canada, France, Germany, Italy, Japan, the United Kingdom and the United States), Canada’s labor market has been the highest performing, with more than 1.5 million new jobs created across the country over the past decade. Most often high-wage, high-skilled, full-time and private-sector employment have been the main source of job creation during the global recovery. Canada’s Economic Action Plan is working. Since 2006, among all income groups, Canadian families have seen increases of nearly 10 percent or more in their after-tax income.

Economy: Prime Minister Stephen Harper is determined to increase Canada’s presence in global trade. In 2014 he cemented separate deals with the European Union and South Korea. In February, Canada’s International Trade Minister,

Canada’s labor market has been the highest performing, with

more than 1.5 million new jobs created across the country over

the past decade.

Ed Fast, joined more than 100 trade mission delegates participating in the Canada-Korea Free Trade Agreement Forum in Seoul, organized by the Federation of Korean Industries and the Canadian Chamber of Commerce in Korea. This election year the prime minister’s attention will be focused on completing deals with India, Japan and the 12 countries involved in the Trans-Pacific Partnership group.

Outsourcing Outlook: Canada is an excellent nearshore location for U.S. outsourcing of both IT and business processes, according to Dr. Ron Babin, IAOP Canada Chapter co-chair and Director, Corporate and Executive Education, Associate Professor, Ted Rogers School of IT Management, Ryerson University in Toronto.

Its proximity, cultural and language alignment, a highly educated work-force, with stable government and business environment make Canada an attractive target location for U.S. and global clients.

Recently, the global reduction in oil prices has impacted the Canadian dollar, because Canada has a significant oil production industry. The Canadian dollar is at approximately 0.80 exchange with the U.S. dollar, a level that has not been seen since the early 2000s, he says. At this time Canada has a very strong outsourcing industry, supported by a favorable exchange rate.

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CANADALocation: North America – just north of the continental United States; bordering the Atlantic Ocean to the east, Pacific Ocean to the west and the Arctic Ocean to the north.

Population: Just under 35 million. Most populous cities are Toronto, Montreal, Vancouver, Calgary, Ottawa and Edmonton.

Language: : English and French are the official languages; other languages include Punjabi, Italian, Spanish, German, Cantonese, Tagalog and Arabic.

NEARSHORE AND MORE


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“We expect a resurgence in outsourcing to Canada in 2015-16,” predicts Babin and chapter co-chair, John Beardwood, Partner, Fasken Martineau DuMoulin LLP in Toronto.

Story by: Kate Tulloch-Hammond, IAOP

In addition to the attractive profile as a near-shore location two additional characteristics are worth considering, Babin notes:

• First, Canadian firms have taken a leadership role in remote-sourcing and impact-sourcing. One example is Indigena Technology Services, a First Nations outsourcing operation in Canada that has partnered with Accenture to “leverage technology to enable First Nations socio-economic development.” Another example is Rio Tinto’s Saguenay operation in Northern Quebec that offers French language help desk services to the global Rio Tinto group of companies. These innovative socially responsible out-sourcing models provide lower cost, high quality services that compete globally.

• Second, provincial governments – especially in eastern Canada – which includes New Brunswick, Prince Edward Island and Nova Scotia, have been proactive in encourag-ing and attracting call centers and IT development centers to smaller towns, with a dedicated and educated work force at favorable wage rates.

In Summary:Expect Canada to re-surge as a favored nearshore location building on its strengths of attractive geography, capable workforce and favorable exchange rates.


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INNOVATION AT INTEL


When Frank Sanders started working in outsourcing roles at Intel about 15 years ago, the importance of the management practice and the engagement model with providers was quite different.

Over the years, Sanders has seen outsourcing evolve into an essential component of the business. As outsourcing providers have enhanced their expertise and relationships have gotten closer, they are delivering greater value. The result has been more Innovation at Intel.

Serving as Vice President, Technology and Manufacturing Group and Director, Corporate Strategic Procurement,

Sanders is responsible for leading a global organization across 20 different countries to manage in excess of $6 billion in annual spending.

INTERVIEW BY SANDY FRINTON

INNOVATION AT INTEL VIEW FROM THE C-SUITE

Frank Sanders’ Corporate Strategic Procurement group was awarded the Intel Quality Award in 2015. PULSE March/April 2015 41


H Today, we ship most of those microprocessors into products such as personal computers, servers and the like.

As there has been an expansion of smart devices and connectiveness of those devices, it has created a huge opportunity for us to expand into a multitude of related adjacent products and markets.

For us to do that, it really requires a need to augment and help scale resources we have to develop and enable products into those vast new products and markets. Those outsourcing providers we work with are very critical and in some cases, they have competencies we don’t have. In other cases, they have similar competencies and we use them to scale our team or they have access to customers in markets we don’t have access to.

P: Are your outsourcing providers helping you deliver innovation?

F: We’ve really tried to drive a lot more accountability and measure of value in our engagements with our outsourcing providers. We have evolved to more of a value-based model, where we compensate our providers based on the value they bring to us. As part of that value, we expect and definitely do see innovation. They are bringing insight,

knowledge and thoughts on better ways for us to do things that have helped enhance the outcomes we’ve gotten through those relationships.

P: Has that been a change?

F: I have seen a huge evolution. Historically, the engagement model we’ve used has been more one-way of you do A, B and C, and we’ll pay you on a time and materials basis. As the outsource providers have enhanced their capabilities and positioned themselves to provide more value, it’s created an environment where outside-in innovation has started to become more prevalent and expected as the norm rather than the exception.

is group has enterprise-wide responsibility for sourcing indirect goods and services, including Electronic Design Automation (EDA) tools, Intellectual Property, R&D capital, health benefits, global travel, marketing and advertising, contingent workforce, technical consulting and software.

PULSE talked with Sanders about the critical value of outsourcing, the importance of CSR and diversity to his company, staying connected to his team, the book he reads regularly and the one food he doesn’t eat.

P: Tell us about your current role?

F: I’ve been with Intel for 22-plus years. I run an organization we call Corporate Strategic Procurement. We manage a wide variety and diversity of goods and services - from transportation logistics services that support our incoming material and capital equipment to the aircraft provider that operates an air shuttle to transport our employees to major sites.

We have a lot of engagements from an outsourcing provider standpoint in our product development strategic sourcing area. We source a lot of third-party engineering and contingent workers to help us develop some of our complex technologies and IP that are required to enable and support our business.

I also own supplier diversity. It’s traditionally been more U.S.-centric and somewhat industry agnostic but we’ve expanded upon that. We’re doing a lot of work promoting and expanding engagement with women-owned companies globally and with more diverse and small businesses in the tech industry.

P: What is the importance of outsourcing to your organization?

F: Outsourcing is a critical part of our business. We are a technology company providing an ingredient brand. Our major business is in the area of microprocessors.

“ We’ve created an

environment where

outside-in innovation

has started to become

more prevalent

and expected as the

norm rather than

the exception. ”


I N T E RV I E W: F R A N K S A N D E R S

put various communications processes in place to set an expectation of an open-door environment.

Like anyone else, I have a very busy schedule, but I place priority on meeting with any individual in the organization that desires to meet with me. That, in my mind, creates an environment where there is a lot of trust, mutual respect and, ultimately, at the end of the day, we are all here to deliver maximum value to the corporation. All of these things enable people to do that.

P: Who are your role models?

F: I’ve had a few. In American football, I admire former coach Tony Dungy. While coaching, he had a lot of charac-teristics that are non-traditional in American football. He wasn’t known to demean people. He focused on inspiring people to be intrinsically motivated, desiring to work hard and be the best. He did it in a matter of upmost respect. He stuck to his value system and spiritual faith, and never allowed the external expectations or the environment to force him to deviate from that. I’ve always admired that.

P: What is the best advice you’ve received or given?

F: I received this advice from a mentor and give it to others: Results matter. However, you always have to focus on the “R” (Relationship) before the “I” (Issue). I think one thing people sometimes have to get recalibrated on is that, Intel and peer companies are technology and product driven and this focus drives our business. But at the end of the day, we are a people business and people are the real enablers of what we do.

P: How important is CSR to your business?

F: CSR is extremely important to our company. And quite frankly, in addition to bringing value to our business, we just think it’s the right thing to do.

As we work with our outsource providers, in a lot of cases that supply chain is very resource intensive. We really focus and want to make sure the employees doing the work and supporting our business are being treated fairly. We work very closely with our providers to make sure we have the right processes, policies and controls in place to make sure those expectations are met.

P: Tell us about the culture in your organization.

F: Velocity, driving innovation and diversity are key characteristics of our organization. We really strive to deliver goods and services to our partners that provide differentiated value including time to market advantages.

We have people in 20 different countries at over 30 different sites. We are focused on creating a common value system while making sure we have an environment that is inclusive and pulls in the insights and thoughts that allows everyone - regardless of where they come from, who they are or what language they speak - to contribute effectively to maximum the value this organization delivers to the company.

One thing that is very important is maintaining a strong connectedness despite being geographically disbursed. One of the strengths that shows in our employee satisfaction surveys is employee connectedness. We’ve invested a lot to

Frank Sanders with team

members Regan Rhodes and Sean

O’Sullivan at the

Procurement Leadership

Awards Ceremony in London in 2011.


I N T E RV I E W: F R A N K S A N D E R S

CURRENT ROLE: Vice President, Technology and Manufacturing Group and Director, Corporate Strategic Procurement, Intel

OVERVIEW: Career at Intel spans over 20 years and has included a variety of engineering, operations and supply chain management positions

PRIOR ROLES: Systems Materials and Outsource Manufacturing and a wide variety of engineering, operations and supply chain leadership positions

EDUCATION: Received his BS degree in Mechanical Engineering from the University of Illinois at Urbana-Champaign, a MS degree in Manufacturing Systems Engineering from the University of Wisconsin-Madison and a MBA from the Kellogg School of Business at Northwestern University

RECOGNITIONS: Sanders was named by Diversity MBA magazine to 2012 Top 100 Under 50 Diverse Emerging Leaders. His group recently was awarded the Intel Quality Award, the company’s highest award, and the 2015 Excellence in Purchasing Indirect Categories (EPIC) Award from ProcureCon Indirect.

PERSONAL: Married to wife, Prudence, for 14 years. They have two children, Brooke (8) and Grant (2) and reside in the Phoenix, Arizona area

Whether you are talking about internal relationships with your employees and key stakeholders and partners or external relationships with your outsource providers, it’s important to spend time developing relationships, understanding interests and common motivators, and developing the right kind of relationship that will allow you to maximize the value of your engagement.

P: What are your favorite reading materials?

F: I like biographies because they’re a great opportunity to learn from other people’s real-life experiences. You can see common characteristics. I’m also an avid reader of

The Bible. Every day I read The Bible, it becomes more and more real to me in applications as I continue to learn and to grow as a person and as a leader. So many things come to life for me that are unique and new to me every day that are applicable to challenges I’m faced with.

P: What are your favorite foods to eat?

F: I don’t discriminate when it’s comes to food! I’m allergic to coconuts. Other than that, I’m open to explore new things.

“ ... at the end of the day, we are a people business. ”

Frank Sanders At a Glance

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Focusing on a piece of the function only fixesa piece of the function.You’re under increasing pressure to meet competitive demands. Cutting costs alone won’t cut it. By taking a more holistic approach to functional improvement, EY’s outsourcing advisors can help you optimize efficiencies and achieve the sustainable performance you seek from your outsourcing intiatives.

What makes us different is that we see things differently. You will, too.

Find out more at ey.com/advisory.

2014World’s BestOutsourcing Advisors

AbbVie; Accenture; Acquire; Alorica; Alsbridge; Ancestry.com; Apria Healthcare; Arise Virtual Solutions, Inc.; Arrow Asia Pac Ltd.; Arthur J Gallagher & Co; Automaton Anywhere; Auxis; Avanade, Inc.; B12 Consulting; Bakari Technologies Ltd.; Belcan; Bell Techlogix, Inc.; Bleum; Boeing; Bogota Free Trade Zone; CallMiner Inc.; Canon; Capgemini; CBRE; CDPHP; Center Point Network Limited; CIBC; Cigna; Cisco; Citi; CliftonLarsonAllen; Covidien; Cox Communications; CPA Australia; CS Soft Solutions Pvt Ltd; CWRU and CSU; Deloitte; Devott; DTZ; Duke Energy; Economical Insurance; Energica-Global; Enlighta; Ernst & Young; Everest Group; EXL Service; Express Scripts; Fannie Mae; Fruition Partners; Geehan Group; Genpact; Global Targeting; GM; Greater Toronto Airports Authority; GTA; Haberchem; Harbinger Systems; HCL; HCSC; Henry Schein; HFS; Home Box Office; HP; IBA Group; IBM; ICOA-Group, LLC; Infosys; ING; Integrated Corporate Services; Intel; Invest Pacific; ISG; ISS; KellyOCG; Kirkland & Ellis; KPMG; Kraft Foods; L-3 Apps; Level 3 Communications; LinkedIn; Long View Systems; Luxoft; MacTay Consulting; Manulife; McKesson; MetLife; MetLife Global Operations Support Center; Microsoft; Morgan Stanley; MSC; Nacional Monte de Piedad; National Business Association of Colombia; Neo Group; Northern Trust; Novabase; Oaktree Capital; OshKosh Corporation; Outsource Professional Service; Pfizer; Pratt & Whitney; Pro Progressio; ProBaranquilla; Procter & Gamble; PwC; QuEST; Rigel Networks; Scientific Games; Scottish Development International; ServiceEngineBPO; SharedXpertise; smc hartmann; Sogeti USA; SolCon Partners; Sprint; StarTek; Stefanini; Suerte Academy; Sungard; Systems in Motion; Tata Communications; TEAM International; Tech Mahindra; Teleperformance; The American College of Pathologists; The Castle Law Group LLC; The Shelby Group; Time Warner; Timken; Transunion; Trizma; T-Systems; U.S. Bank; UBS; UMSL; University of Arizona; University of Phoenix; USAA; Virtusa; Wells Fargo; Western Union; Whirlpool; Whyte Cleon Limited; Wipro; World Financial Consulting; Zendesk; Zones Inc.; and Zurich Insurance.

For information on IAOP membership, click here or email [email protected]

MEMBERSIAOP is pleased to welcome new and renewing corporate and professional members:

WELCOME NEW


MEMBER BENEFITS & SERVICES JOIN WITH THE INDUSTRY LEADERS Membership in IAOP provides access to an extensive array of services, and just as importantly distinguishes organizations and professionals as leaders in the field of outsourcing.

•Customer Corporate Membership– Organizations that are currently outsourcing or are considering one or more outsourcing initiatives should become Customer Corporate Members of IAOP. This membership provides organization-wide access to the association’s research, training, certification, and networking programs - all designed to help companies achieve better business results through outsourcing.

•Provider/Advisor Corporate Membership – Outsourcing service providers and advisory firms should join IAOP as Provider/Advisor Cor-porate Members. This membership provides the same organization-wide access to IAOP’s research, train-ing, certification, and networking programs as Customer Corporate Membership, but also includes member-only sponsorship opportu-nities that serve the marketing and business development needs of these companies.

•Professional Membership – Professional Membership is available to individuals either as part of their company’s corporate membership or on an individual basis. This member-ship serves the needs of practitioners working in the field of outsourcing whether as customers, providers, or advisors. In addition, it provides these professionals with direct, personal access to association services.

MEMBER SERVICES Many of these services are included as part of IAOP’s Professional or Cor-porate Membership, with discounts available for use beyond the level provided. Some services are also available individually at non-member rates. These include:

•PULSE Magazine – Available bi-monthly online, our e-zine features in-depth coverage of the industry, issues, trends, geographies and vertical sec-tors and functions; thought leadership and case studies, probing Q&As, C-level interviews and profiles; as well

as exclusive and insider coverage of IAOP events, programs, awards, re-search, training and certifications and surveys. Members get a free subscrip-tion, advertising discounts as well as the opportunity to submit content.

•IAOP’s Knowledge Center, Firmbuilder.com – IAOP’s online repository houses more than 1,000 articles, includ-ing chapter meeting presentations, conference proceedings, industry whitepapers, research articles and more. Members have full access.

•Global Chapter Network – Through its active and expansive chapter network, IAOP members can share their expertise and find knowledge on best practices for specific industry segments, topics and geographic areas

within outsourcing. Access to any and all chapter meetings is included in IAOP membership.

•Conferences & Events – IAOP hosts the world’s best-known and most highly-respected executive confer-ences on the topic of outsourcing, including The Outsourcing World Summit.® Become a member and attend at a discount.

•Outsourcing Professional Certification Frameworks (OPCF) – IAOP’s trainings and certifications are the industry’s de facto. Whether you are inter-ested in getting educated through the COP Master Class or becoming a Certified Outsourcing Professional (COP), there is a path that suits your needs. Members receive substantial discounts.

•Global Supply Risk Monitor (now Supply Wisdom) – A unique Web-based product that enables clients to moni-tor, predict and manage the various risks in their services supply chain across countries, cities and suppliers, in real-time. Corporate Members receive one free monitoring service.

•Outsourcing Professional Body of Knowledge (OPBOK) – A cohesive and comprehensive outline of the commonly accepted practices and skills required to ensure outsourcing success. IAOP members receive a 25 percent discount on the Outsourcing Professionals’ Guide to Corporate Responsibility eBOOK.

For more detailed information on membership and member services, visit www.IAOP.org/MemberServices

Readers of PULSE can receive 10 percent off of standard membership rate of $345. Go to: www.IAOP.org/PMregistration and enter offer code IAOP-PM-0412.

Special Professional Membership Offer[

[


Dear Colleagues:

It’s remarkable how the annual Outsourcing World Summit really reinforces the tremendous growth in the COP family and community. We were pleased to host well over 100 IAOP certified professionals, ranging from veteran “firsts” certified back in 2006, to the most recently designated professionals.

After almost nine years of developing and maturing the program, and seeing more than 2,000 certified by IAOP, we now have both mature veterans who hold advanced certifications and act as mentors, as well as newly certified who are just starting to enjoy the benefits that certification brings.

We were pleased to be able to treat all of our certified professionals to the royal VIP treatment – starting with a special reserved registration line, as well as a reception hosted by IAOP. In partnership with Van Haren Publishing, IAOP presented complimentary copies of the latest print edition of the OPBOK to all of our COP family members. Rounding off the event was the annual standing-room-only “Advanced Intensive” workshop developed and presented by Chief Advisor, Thought Leadership, Jag Dalal, COP-GOV, to COPs on Feb. 18.

But most of all, we enjoyed seeing old friends and meeting new ones for the first time, and being able to put a name to face. It’s true that the IAOP certifications aren’t just letters after your name, they really do mean that you are part of a bigger community that is helping to better the outsourcing industry every single day.

Best regards, Pamela O’Dell

PROFESSIONALPULSE

PAMELA O’DELL is the Director of Corporate & Professional Development at IAOP and can be reached at +1.845.452.0600 ext. 121 or at [email protected].

LETTER FROM THE D IRECTOR

THE ANNUAL OUTSOURCING WORLD SUMMIT REALLY REINFORCES THE TREMENDOUS GROWTH IN THE COP FAMILY AND COMMUNITY.

“

”

IAOP FETED ITS COPS AT OWS15 WITH A PRIVATE RECEPTION IN THEIR HONOR.


SPOTLIGHT

Congratulations to the Industry’s Newest COPsO O

Signe Adamsen, COPGlobal Marketing Manager, ISS

Michael Weber, COP AVP Strategy Consultant, Wells Fargo

Toronto COP Master Class and Governance Workshop

About the Venue:Kingbridge’s philosophy is all about stimulating the minds of professionals and allowing them to feel comfortable in thinking outside the box. It is a place to challenge boundaries and explore new ways of thinking. This is one of the reasons IAOP returns to this secluded executive oasis year after year. Its abundant amenities and paramount business facilities are ideal when it comes to group interaction and professional learning.

Set outside historic King City, just north of Toronto, Kingbridge offers outstanding accommodations for the business executive, including high-speed wireless Internet access, with comfortable work stations for those whose workday doesn’t end with the class.

IAOP will hold its next COP Master Class and Governance Workshop at Kingbridge, June 15-18.

Certification Calendar of Events

Upcoming COP Webinars:

MARCH 18, APRIL 8 AND APRIL 29

COP Master Classes:MARCH 16-18:

Copenhagen, Denmark

*MARCH 30-APRIL 2: Atlanta, Georgia

May 20-22: The Netherlands

*JUNE 15-18: Toronto, Ontario

*SEPT. 21-24: Denver, Colorado

*SEPT. 22-25: The Netherlands

NOV. 25-27: The Netherlands

*These programs include a one-day Outsourcing Governance Workshop



IAOP has announced the School of Business, Trinity College Dublin, in Ireland and The Centre for Development Informatics, Manchester University, as its newest Academic Alliance partners. Both of the new partners will be involved with IAOP’s United Kingdom & Ireland chapter and will collaborate with IAOP on research related to the outsourcing industry.

“We are pleased to collaborate with the School of Business, Trinity College Dublin, and The Centre for Development Informatics, Manchester University, and look forward to them both working with our United Kingdom & Ireland chapter. Through academic alliances like these, IAOP continues to promote and advance the management practice and industry of outsourcing.” – IAOP CEO Debi Hamill

These partnerships will allow the colleges to coordinate with IAOP on various projects leveraging their programs and media communications to collectively advance the profession and industry of outsourcing and offshoring. College leadership will have opportunities to participate in IAOP boards and events such as The Outsourcing World Summit.

IAOP JOINS WITH TWO NEW ACADEMIC PARTNERS


The COS-M&S joins the COS-FP (Foundation Principles), COS-F&A (Finance & Accounting) and COS-HR (Human Resources) designations for specialists in the outsourcing industry.

Where IAOP’s Certified Outsourcing Professional® (COP) designation sets the standard of excellence for managers and executives who design, implement and manage outsourcing relationships, the Certified Outsourcing Specialist family of designations does the same for individuals involved in the delivery and operational management of commonly-outsourced business activities.

Although the primary intention is to serve the need of the provider community, certifications in this family may meet customer and advisor needs as well.

A COS-M&S designation demonstrates a practical understanding of common marketing and sales processes, procedures and day-to-day activates.

To earn this designation, the COS-M&S candidate must pass a test covering today’s marketing techniques; strategic marketing frameworks; analysis of marketing components; market research and integrated marketing communications. Although not required, it is recommended that candidates hold an Associates or Bachelors Degree as well as some prior exposure to the fundamentals of marketing and sales as a function in order to do successfully complete the certification exam. The test may be purchased individually or maybe taken at a corporate and professional development alliance partner company who can administer and certify the results.

APM Group International accredits authorized trainers globally who administer the required Sourcing Governance Foundations training which is a requirement for the COS-FP certification. The new COS-M&S and the HR and F&A training and certification exams are administered by IAOP authorized partners SnT Global Talent and Target Orbit.

IAOP currently has more than 2,000 certified professionals globally. For information, contact [email protected].

NEW CERTIFICATION IN MARKETING & SALES AVAILABLE

IAOP IS LAUNCHING THE COS-MARKETING & SALES (COS-M&S) CERTIFICATION AS PART OF THE CERTIFIED

OUTSOURCING SPECIALIST PROGRAM.

CHAPTER

ROUND UPPULSE

IAOP HAS ANNOUNCED IT WILL HOLD ITS FOURTH EUROPEAN OUTSOURCING SUMMIT, EOS15, IN GERMANY THIS FALL AND PLANNING FOR THE EVENT IS CURRENTLY UNDERWAY.

Part of IAOP’s Outsourcing World Summit Conference Series, the event is being supported by IAOP’s founding members, global partners, regional advisory boards, and European and Eastern European chapters. (see list of chapters left)

PULSE asked Vijay Gounder, Chair of the DACH chapter, Senior Manager, Technology, Accenture, to share perspectives on why the European market and this event will be so important to IAOP’s global community.

“In the face of growing outsourcing and global business service challenges, the importance and relevance of outsourcing in Europe is becoming even more significant,” he said. “The primary factors driving outsourcing have grown beyond the primary reasons of cost, quality and efficiency to value, innovation, and skill availability and scalability.”

Outsourcing is growing in traditional industries such as manufacturing and finance to services such as IT, business processes, contingent workforce, and sales and procurement, at varying levels of maturity as these segments make the journey towards adaptation and implementation of outsourcing practices.

About 60 percent of IT and business process services still remain within the internal scope of companies, citing various restrictions such as language, data protection and European Union regulations, Gounder noted.

Europe’s slow evolution has enabled stronger change management frame-works strategically and operationally along with embedding outsourcing’s culture and value generation potential, which today has enabled even ‘Auto majors’ to start operating their design and R&D for outsourcing, he said.

It also has led the companies to directly start their ride with value and outcome-based benefits while endorsing the first generation of outsourcing and effectively implementing the lessons learned at the cost of other early adopters, according to Gounder.

Today’s growing inflations and depreciating currencies in major offshoring/developing countries has opened up new frontiers in Eastern Europe as potential and attractive sourcing locations, given better proximity, culture embedment, reliability, and also accelerated by political resolve of the European Union, to predict longer-term sustainable relationships.

“Outsourcing in Europe is the largest potential market to be unlocked of the near future,” Gounder said. “With its careful and matured adoption of the fundamentals and with a sustainable model, the market is poised for rapid and robust growth.”

IAOP’S EUROPEAN CHAPTERS AT A GLANCE BRUSSELS: chaired by Quint Wellington Redwood and LivIT

DACH: chaired by Accenture, Germany Trade & Invest, Infosys, Intel, Zurich Financial, Deloitte, Orange Business Services and Olswang LLP

ITALY: chaired by Ca’Foscari University of Venice and supported by Quint Wellington Redwood Italy

RUSSIA: chaired by MAYKOR and ASTRA

NORDIC: chaired by Trellis with support from ISS, Deloitte, Accenture and Gorrissen Federspiel

EASTERN EUROPE: chaired by Intetics

RECENT CHAPTER HAPPENINGS IN GERMANYThe DACH Chapter held a first IAOP Executive Round Table Vienna event on March 10 in Österreich, where it intro-duced IAOP and shared insights from The 2015 Outsourcing World Summit with interested industry experts.

IAOP’s new Academic Alliance partner, University of Bamberg, participated in the event. Professor Daniel Beimborn from the Frankfurt School of Finance & Management spoke on “Outsourcing Relationship Quality.”

MARCH 24 – VOTC Chapter Webinar (Customers Only)APRIL 9 – Minnesota Chapter MeetingAPRIL 16 – Charlotte Chapter MeetingAPRIL 22 – Global Human Capital Chapter WebinarAPRIL 23 – Contact Call Center Chapter Webinar

CHAPTER CALENDAR

EUROPEAN SUMMIT ANNOUNCED


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Publisher’s Cup Perfection With clear blue skies and temperatures in the low 80s, IAOP delegates who arrived early to take part in the 3rd Annual IAOP/PULSE Publisher’s Cup Golf Tournament on Sunday Feb. 15 were not disappointed by the weather, championship golf or great networking.

Kicking off the event, IAOP CEO Debi Hamill thanked anchor sponsor KPMG and beverage cart sponsor DTZ. Eugene Kublanov, COP, Managing Director, Asset Business, KPMG, welcomed delegates with remarks about the average snowfalls throughout the country, which delegates were happy to escape.

Setting out on carts with boxed lunches, the teams enjoyed fun competitive Texas Scramble play at the Faldo Championship Course designed by Arnold Palmer and Nick Faldo. Surrounded by the McDowell Mountains and century-old saguaro cacti, the course offered the perfect setting for golfers to begin their Summit networking.

Winners were presented gift certificates by Dave Brown, Global Lead, KPMG, at the reception following the tournament outside the Wildfire Golf Club.

PULSEFLASH

S

PULSE’S LEADERBOARDFIRST PLACE: Miguel Garcia, Jon Miclat, Jerry Nowicki and Pamela Chiechi. (60)

SECOND PLACE: David Kenehan, Robert Nishi, Claire McGovern and Nate Gram (61)

THIRD PLACE: Mike Clausen, Ray Adamson, Jyl Miller and Dominic Zuccarini (61)

CLOSEST TO THE PIN #3: Joe Frampus

CLOSEST TO THE PIN #7: Kurt Pearson

CLOSET TO THE PIN #17: John Biggs

LONGEST DRIVE MEN #9: Corbin Leggate

LONGEST DRIVE WOMEN #15: Michelle Riber

PUTTING CONTEST WINNER: Bill Hall

Publisher’s Cup Perfection


The beautiful backdrop of Warsaw’s Prymasowski Palace (Warsaw, Poland) was the location for the Outsourcing Stars Gala on Jan. 13. This is the only event of its kind in Poland where the outsourcing industry takes a look back to summarize the entire preceding year of activity. The Gala is also the final event in the Outsourcing Stars 2014 competition organized by the Pro Progressio Foundation.

This year’s Gala brought together over 200 guests from Poland and abroad, representing such sectors as government and local governments, real estate, BPO and SSC, HR, call and contact centers, sales force outsourcing, car fleet management, document archiving, employee leasing, IT Contracting and many other branches of the economy.

The Gala took place under the honorary patronage of the Polish Minister of the Economy, the Polish Information and Foreign Investment Agency and the Polish Banks Association. Event at the packed Column Hall of Prymasowski Palace was led by: Wiktor Doktór – CEO of the Pro Progressio Foundation, and Dymitr Doktór – Managing Director of the Riposta Group, the publisher of OutsourcingPortal.pl and Outsourcing&More Magazine.

The Gala opened with a speech by Sławomir Majman – President of the Polish Information and Foreign Investment Agency and Adam Jamioł – Director at PwC. In his remarks, Majman described the growth of the modern business services sector over the preceding decade, emphasizing

that it was a time of the “five times the most,” by which he meant the business services sector in Poland is:

• the “most young” sector at just 10 years old• the most dynamically growing sector, with 20 percent annual growth• the most important employer on the Polish market, employing over 150,000 people in 659 centers• the most geographically diverse sector• the most attractive sector for investors: 179 projects, 46,000 employees

Adam Jamioł from PwC focused on presenting information about the growth of the sector in the preceding year, which was of particular interest to those in attendance.

After the official inauguration, a summary of the prior year in the industry was given. Information was presented about the most important outsourcing events in 2014, as well as market reports published over the last 12 months. Following that, delegates presented the most important facts and figures concerning such areas as:

• Call Contact Center• Archiving• BPO• Financial and Accounting Services• Sales Force Outsourcing • Car Fleet Management• Recruitment Process Outsourcing

THE 2014 OUTSOURCING STARS GALA IN POLAND

STORY AND PHOTOS PROVIDED BY PRO PROGRESSIO FOUNDATION


• Employee Leasing • IT Contracting• Office Real Estate for the outsourcing industry The Gala’s emcees also summarized the work of the Pro Progressio Foundation and of the outsourcing sector media outlets OutsourcingPortal.pl and Outsourcing&More Magazine.

Next, the Gala’s guests were given a presentation of the first two modules of the new Best2Invest system designed to support the development of entrepreneurship in Poland. The system is a project developed by the Pro Progressio Foundation in conjunction with the Riposta Group, available in six language versions (Polish, English, French, German, Spanish and Russian) and containing important macro- and micro-economic information for enterprises such as logistics, education, real estate and also data about the outsourcing industry. The system was presented during a “live demo,” as it officially went on-line during the inauguration of the Outsourcing Stars Gala.

The official portion of the evening was completed with the awards ceremony for laureates of the Outsourcing Stars 2014 competition. Outsourcing Stars is the only non-commercial competition for the outsourcing sector in Poland. Winners are identified on the basis of factual data concerning the operation of companies. Three factors are considered in concert to deter-mine the final results in 12 categories. The 2014 competition had nearly 100 participating organisations, with 12 victors selected.

THE 2014 OUTSOURCING STARS (BY CATEGORY) ARE:• Archidoc – Archiving • STTAS Europe – BPO• Process Solutions – Finance and Accounting• Call Center Poland – Call Contact Center• LeasePlan – Car Fleet Management• Skanska – Developer• Colliers International – Real Estate Consultancy• ASM Group – Sales Force Outsourcing • Poznań – City• Sii – IT Contracting• Adecco – HR/Employee Leasing • Work Service – HR/Recruiting

Following the awards ceremony, the invited guests participated in networking meetings that lasted until the late hours of the night. The organizers also prepared an outstanding artistic portion, involving a performance by Anna Karwan and her band.The Gala’s success is also owed to the support of its partners, which included such organizations as: International Association of Outsourcing Professionals (IAOP), PwC, RICS, CIMA, Scandinavian-Polish Chamber of Commerce, IPCCI, PZWLP, Deutscher Outsourcing Verband and Forum Call Center. The sponsors of this year’s edition of Outsourcing Stars were CBRE, Skyres Warszawska, S8, Connectis, Skanska, the City of Szczecin, Riposta and Piotr Kamiński Atelier.

We congratulate the Laureates while extending our best wishes for success to all industry members in 2015 and we eagerly await the next Outsourcing Stars Gala next year.


CORPORATE & GLOBAL

PARTNERS

The time has come…With the support of our Founding Members, Global Partners, Regional Advisory Boards and European and Eastern European Chapters, IAOP is pleased to announce its return to Europe for the fourth European Outsourcing Summit, part of IAOP’s Outsourcing World Summit Conference Series, this fall in Germany.

As the fastest growing outsourcing market in the world, Europe is rife with opportunity. Join us and learn from the industry’s brightest minds what the global landscape means for you, what’s around the corner and how you tap into those opportunities for success.

To find out how you can get involved, visit www.IAOP.org or email [email protected].

EOS15 germany fall '15Part of IAOP’s Outsourcing World Summit® Conference Series

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