
IDC PeerScape: Practices to Outsource Business Process Services
Description
IDC PeerScape: Practices to Outsource Business Process Services
This IDC PeerScape outlines key advice for IT and LOB decision makers who are considering outsourcing business process services."Outsourcing back- and front-office functions continues to shift away from pure labor arbitrage models to providing value beyond cost savings. Value today derives from service providers putting skin in the game with flexible commercial constructs, empowering co-ideation with clients and committing to business outcomes, like improving working capital or productivity savings through automation," says Ali Close, research manager, Intelligent Finance and Customer Care Business Process Services at IDC. "Service providers have made the investments in digital capabilities, innovation/labs, and design thinking to reimagine processes, but the appetite for change and transformation lies within internal organizations."
Please Note: Extended description available upon request.
This IDC PeerScape outlines key advice for IT and LOB decision makers who are considering outsourcing business process services."Outsourcing back- and front-office functions continues to shift away from pure labor arbitrage models to providing value beyond cost savings. Value today derives from service providers putting skin in the game with flexible commercial constructs, empowering co-ideation with clients and committing to business outcomes, like improving working capital or productivity savings through automation," says Ali Close, research manager, Intelligent Finance and Customer Care Business Process Services at IDC. "Service providers have made the investments in digital capabilities, innovation/labs, and design thinking to reimagine processes, but the appetite for change and transformation lies within internal organizations."
Please Note: Extended description available upon request.
Table of Contents
6 Pages
- IDC PeerScape Figure
- Executive Summary
- Peer Insights
- Practice 1: Select a Transformation Partner That Can Drive Business Outcomes, Not a "Lift and Shift" Provider
- Challenge
- Example
- A Sports Broadcasting Company's Transformation Journey Improves Contact Center Operation Metrics and Business Outcomes
- Guidance
- Practice 2: Capitalize on Specialized Industry and Process Expertise
- Challenge
- Examples
- A Financial Services Provider Looks to Deep Industry Expertise to Redefine Contact Deflection Strategy
- A North American Airlines Capitalizes on Specialized Expertise and Industry-Specific Solutions to Improve Revenue Recovery
- Guidance
- Practice 3: Standardize Global Operating Models to Streamline Operations
- Challenge
- Example
- A Consumer Products/Music Conglomerate Transforms CFO Office by Standardizing Global Business into GBS
- Guidance
- Practice 4: Plan for Transformation Initiatives to Scale and Automate Operations
- Challenge
- Example
- A Telecom Company Uses Accounts Payable Cloud Solution to Drive Automation and Standardization
- Guidance
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