انتقال مسئولیت کار استراتژیک : ایجاد مشارکت های برون سپاری برد _ برد
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|559||2009||10 صفحه PDF||سفارش دهید|
نسخه انگلیسی مقاله همین الان قابل دانلود است.
هزینه ترجمه مقاله بر اساس تعداد کلمات مقاله انگلیسی محاسبه می شود.
این مقاله تقریباً شامل 5688 کلمه می باشد.
هزینه ترجمه مقاله توسط مترجمان با تجربه، طبق جدول زیر محاسبه می شود:
- تولید محتوا با مقالات ISI برای سایت یا وبلاگ شما
- تولید محتوا با مقالات ISI برای کتاب شما
- تولید محتوا با مقالات ISI برای نشریه یا رسانه شما
پیشنهاد می کنیم کیفیت محتوای سایت خود را با استفاده از منابع علمی، افزایش دهید.
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Information & Management, Volume 46, Issue 1, January 2009, Pages 42–51
IT outsourcing is one of the most prevalent trends in business today. Yet traditional outsourcing models force tradeoffs by both the enterprise and its outsourcer. The former often compromise operational flexibility and innovation while the latter price deals to win, resulting in razor-thin margins and aggressive cost reduction. Strategic Out-Tasking can be seen as a “win–win” model that breaks the traditional, vicious cycle of negative compromise. Many visionary enterprises and leading outsourcers are embracing the guiding principles of a Strategic Out-Tasking model. From an operational perspective, this helps drive greater innovation within enterprises, yields higher outsourcer margins, and, more importantly, reduces partnership risk. We believe that Strategic Out-Tasking can, over the next few years, deliver $16 to $23 billion in industry bottom-line savings that enterprises and outsourcers can share.
IT outsourcing is estimated as a $233 billion global industry with an impressive 8% annual growth rate . In a recent Gartner survey of financial services companies, roughly 60% of respondents reported high or moderate levels of IT outsourcing . According to this survey, the next 2 years will see these IT outsourcing levels increase to nearly 80%. 1.1. Compelling motivations to outsource Enterprises have several strong business drivers for outsourcing IT. Nearly 75% of respondents to a recent survey of IT executives (from companies with annual revenues greater than $1 billion) identified cost reduction as their primary reason . As shown in Fig. 1, the Gartner survey also confirmed cost takeout as the top driver for outsourcing. Through economies of scale and incremental efficiencies in services delivery, outsourcers can gain cost reductions of 15% or more . Not surprisingly, average contract terms have increased to nearly 6 years in duration, allowing outsourcers sufficient time to recover up-front personnel and system investments needed to realize promised cost reductions .
نتیجه گیری انگلیسی
Strategic Out-Tasking is a model that breaks the cycle of negative compromises associated with traditional outsourcing approaches. By out-tasking routine transactions, enterprises can free in-house expertise and management attention to focus on disruptive innovations and higher-value interactions to enhance customer experience. Enterprises gain business flexibility from being able to modify service levels to respond effectively to changing market conditions. Outsourcers can also enjoy higher margins from deploying more targeted services. While out-tasking contracts may be narrower in scope, global deployment opportunities, especially in large multinationals, may create opportunities for significant revenue growth. Successful Strategic Out-Tasking partnerships create opportunities for outsourcers to up-sell higher-margin consulting and managed services, enabling profitable expansion of their account relationships. For Strategic Out-Tasking to succeed, both enterprises and outsourcers need to have a win–win mind-set. Our model requires enterprises to remain accountable for business outcomes and align what they expect outsourcers to deliver with their overall business goals. They must select highly integrated and secure services from best-of-breed providers and retain the processes and resources necessary for achieving the desired returns. Outsourcers, in turn, need to invest in the long-term success of their customers. They must invest in global delivery platforms and scalable business models to develop and provision differentiated service offerings rapidly. Investments in disruptive innovations and integrated solutions with other outsourcers can help differentiate services offerings, lower delivery costs, and, ultimately, win more business. In short, the benefits can be dramatic and the time to act is now.