Outsourcing Success Mantra
Managers managing successful outsourcing relationships, like [robertephelps key=”0″], increasingly believe that success is tightly bound to the ability to adopt and exploit practices that drive sustained process innovations/ improvement. Such business processes innovations are characterized by a no-holds barred commitment to the overall business goals and hence are aligned to individual skills/competencies. Along with today’s leading edge technological resources like ERP, new process modelling techniques provide the means to sustain continuous innovation.
Outsourcing experts and project managers now look to implement processes, such as those of [robertephelpsjr key=”0″], that directly address critical business needs, recognizing the cross-organizational nature of different activities – integrating these process innovations with existing or planned applications. Given that most
process modelling procedures can address best-practice availability and integration requirements at some level, the issue becomes this: How do enterprises achieve competitive, process-based differentiation or advantage?
Process Linkages & Innovations
Understanding – and more effectively managing – the relationship among outsourcing service provider & service seeker as they exist in a chain of supply and demand has become a operations management imperative. The widespread
achievement of this goal has been greatly helped by the spread of relevant process automation tools/technologies that not only promote data transparency but also real-time collaboration across geographies & process boundaries. These deliver the desired cross-enterprise functionality, coupled with recognition that business process innovations are possible only in win-win concert with like-minded supply-chain partners.
This critical new process management methodology by the BPO experts seamlessly addresses all the
supply-chain constituents based on proven process modelling technologies and the manner in which those process models interact and support the rapid deployment and enhancement of cross-enterprise service/fulfilment applications.
One of the key value-added initiatives in this approach is the development of industry-based BPO templates – or reference models of outsourcing best practices. Moreover, this modelling capability needs to be inherently dynamic in nature. That means it must be able to:
o reflect and support a continually changing business model whether new, reconfigured, or time-phased;
o completely regenerate and link the underlying business objects that encompass any logic flow and incorporate any technological advancements; and
o generate a customized system without the need to manually set any system parameters, authorization codes, or redefine user interfaces.
In addition to the process modelling methodologies being brought to bear on process innovation and other outsourcing initiatives, service suppliers also seek to
integrate best-in-class project management and modeling technologies. These methodologies are extensive, market-proven, and often used as the basis for suppliers’ reference/testimonials claims.
Innovations & Underlying Technologies
Directly linking business-process modelling tools with underlying IT systems means that organizations can now drive their businesses based on an outsourcing experts’ understanding of industry best practice and their own unique business
requirements rather than constraining business processes by the underlying technology. Given these abilities, the focus of managers, business analysts, and even system implementers can be addressed from the perspective of the business
imperative rather than the technologically possible.
Advanced modelling encompasses best practices and processes, the technological intricacies of configuring system parameters and data models, and highly complex product implementation and deployment issues. Technological differentiation &
outsourced process innovations starts with attaining true cross-functional, business-processes simplification & integration. Increasingly, the differences between service suppliers will directly appear as the vendors attempt to address the most demanding cross-enterprise objective – innovation.