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Quick Links:
Main Session Program § Sub-Conference Sessions § Pre-Conference Workshop § Program Addendum Program Structure § Networking & Social Events |
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Sub-Conference Themes
HR Outsourcing: Creating Tomorrow’s HR Organization Today
Driven by the need to reduce costs, refocus the HR staff and move HR administration to Web-based employee self-services, HR outsourcing has quickly become one of the top outsourcing opportunities for many companies. It’s a wide-open market with dozens of major providers scrambling for position and an almost dizzying array of options for potential customers to sort through.
Who Will Benefit: HR professionals, at all levels of the organization, who are involved in evaluating, implementing or managing HR outsourcing contracts.
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| Information and Communications Outsourcing: From Revolution to Evolution – What’s Next for IT Outsourcing
IT outsourcing is certainly not new, but it is an ever-changing field with each new deal redefining what’s possible. Offshoring has become a big part of the equation as has re-insourcing as some major companies, like Bank One and Ford, actually pull back-in activities once outsourced. This track will examine the latest developments in IT outsourcing from the perspective of the experienced practitioner.
Who Will Benefit: IT executives, professionals, consultants and advisors with ongoing responsibility for the creation and management of outsourcing relationships.
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| Experienced Buyer’s Forum: Creating Organizational-Wide Success
For many customer executives and professionals, outsourcing now defines their jobs – whether they are responsible for supporting outsourcing from their company’s procurement operation, lead shared services operations or head-up their company’s outsourcing project office. This track covers the tough issues faced by these professionals day-in and day-out.
Who Will Benefit: Experienced outsourcing practitioners and professionals from shared services organizations, sourcing, procurement, supply chain management, outsourcing project offices, and outsourcing competency centers.
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| Finance & Accounting Outsourcing Comes of Age
CFOs and their staff from across all types of organizations are now examining finance and accounting outsourcing, especially for transaction-intensive areas of their operation, such as, accounting, receivables and payables.
Who Will Benefit: CFOs, controllers, vice presidents of finance, senior department heads, shared services executives, IT professionals supporting their company’s financial services operations.
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| Real Estate & Facilities Management Outsourcing: Building for the Future
Real Estate and Facilities Management Outsourcing is not new, yet the industry continues to evolve and change for the future. This track addresses the latest management practices in blending the spectrum of facilities outsourcing opportunities from real estate portfolio outsourcing to facilities services outsourcing.
Who Will Benefit: Vice presidents of corporate real estate, facilities planning and site managers, managers of site services, such as, mailrooms, copy centers and food services.
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| For Providers Only: Succeeding in Today’s Outsourcing Industry
This track is designed for marketing, sales and delivery executives and professionals in outsourcing service provider organizations. It addresses contemporary issues in building and managing an outsourcing company.
Who Will Benefit: Executives and managers in outsourcing service provider companies with responsibility for marketing, sales, finance or delivery.
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| Manufacturing Services Outsourcing: Taking Lean Manufacturing to the Next Level
Manufacturing Services Outsourcing, or MSO, is to manufacturing what BPO is to the corporate headquarters. It represents all of the services that surround the manufacturing operation, from logistics and warehousing to facilities maintenance to by-product management. These activities represent a significant portion of a product’s final cost and outsourcing can not only reduce these costs, but increase the flexibility of the entire manufacturing operation.
Who Will Benefit: This track will be designed for manufacturing executives and managers, from engineers through plant managers.
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| Special Topics: Changing Fields – Timely Coverage
The special topics deal with additional, often emerging outsourcing opportunities. Each topic is addressed through an in-depth presentation of the latest developments and trends in the field and an executive case study demonstrating those trends in action.
Who Will Benefit: Customers, providers and consultants.
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| Information and Communications Outsourcing Sponsored by: IBM |
| Enabling Business Transformation with IT Outsourcing |
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Mick Jennings
Vice President and Chief Technology Officer Campbell Soup Company
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Charles P. Carpenter
Senior Project Executive IBM Corporation |
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Learn: How Campbell Soup Company took an outsourcing approach to reengineer its IT services delivery model to meet the changing needs of the business.
In 2001, in its 132nd year, Campbell Soup Company knew it seriously needed to rethink how it was conducting business. It was facing many compelling trends characterizing the consumer products industry: lower demand in some traditional markets and geographies, increasing global competition, the growing power within the retailers, changing consumer behavior, and constant pressure on product innovation. Campbell had to seriously rethink how it was going to generate growth in the business. The company brought in a new management team that quickly developed a strategic plan to build new momentum. As part of this strategy, the IT organization was challenged to develop new ways to use technology to meet the changing needs of the business.
In his presentation, Mick Jennings, Campbell Soup Corporation Vice President and Chief Technology Officer, discusses key elements of their chosen strategy: restructuring the IT organization improve decision making and employee productivity; establishing planning, governance and control processes to ensure worldwide consistency for IT management; building an on-demand service model to enable rapid change and scalability, and implementing a web-centric portal technology that would leverage Internet technologies to increase operational efficiency. He highlights how the new model for the Campbell IT organization, based on outsourcing a large part of the IT infrastructure and of many of the traditional IT services to an external services provider, contributes to meeting the stated objectives. Deciding which services would be outsourced and which ones are core competencies for the company as a whole has been a systematic and essential process in the overall implementation of the new IT services model. Mick’s presentation addresses how this process was implemented.
Mick will also present how they have minimized the risks generally associated with outsourcing by selecting the right partner, one with whom they have a strong and long-lasting relationship. Their selection provider needed to have a good understanding of their business, be one who could encompass both the business and technology aspects of the undertaken transformation, and one who could make their vision become a reality. Mick concludes his presentation by sharing the lessons he has learned from this experience and highlighting the actual benefits of the outsourcing approach.
Some of the key points addressed by Mick in his presentation are:
- How building a new IT services delivery model can contribute to build a new business momentum for the enterprise
- How to select which components of the IT infrastructure and IT operations are good candidates
for outsourcing, and which ones, because of their more strategic, true value-add nature should be kept in-house
- What are the selection criteria of an outsourcing services provider, in order to minimize the risks and maximize the business value of outsourcing |
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Experienced Buyer’s Forum
From One Relationship to Many: Making the Most of Your Outsourced Relationship Portfolio
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Stuart Kliman
Partner Vantage Partners, LLC
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Learn: Steps to take to maximize the effectiveness of multiple outsourced relationships
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The task of managing outsourcing arrangements with organizational discipline is especially daunting when buyers have a number of outsourced relationships, each with different relationship management needs, managed out of different business units or functions. Determining, at an enterprise level, what an appropriate investment should be, and to which relationship management-related activities that investment should be allocated, can prove to be quite challenging.
This session describes a mechanism for categorizing outsourcing arrangements according to their relationship management needs, for the purpose of helping organizations build and deploy appropriate discipline and resource to making those arrangements succeed. Experienced buyers will learn how to maximize the effectiveness of their outsourcing relationship portfolio by sharing synergies across different types of provider relationships and managing different types of outsourcing relationships differently, based on the business intent of each deal.
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Finance & Accounting Outsourcing
Business Process Outsourcing and Offshoring (BPO&O) in Finance and Accounting
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Deepak Khandelwal
Principal McKinsey & Company
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Learn: The potential risks of BPO&O and how to overcome them.
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The growing momentum of Business Process Outsourcing and Offshoring (BPO&O) is real and sustainable, and significant value can be created within the Finance and Accounting function.
In fact, businesses should set their finance and accounting BPO&O aspirations higher than they may first perceive, because properly managed, BPO&O can result in dramatic costs savings as well as higher quality.
However, success requires that companies actively identify and mitigate several potential execution risks.
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Manufacturing Services Outsourcing
The Importance and Value of Outsourcing in a Lean Manufacturing Context
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Darren Dolcemascolo
Senior Partner
EMS Consulting Group |
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Most of us are familiar with the benefits to be gained by implementing lean manufacturing. When we think about a lean value stream, we tend to focus on product flow and internal processes. In this seminar, Mr. Dolcemascolo will educate the audience about the importance and value of outsourcing in a lean manufacturing context. He will address
lean manufacturing and the seven wastes, how to use Value Stream Analysis with a particular emphasis on the Extended Value Stream (those processes beyond the four walls of your factory and those processes that should be beyond the four walls of your factory) and how outsourcing can support and accelerate a lean manufacturing program. |
| For Providers Only Outsourcing Lessons Learned
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Abe Eshkenazi
Managing Director American Express Tax & Business Services
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Learn: What you should have known prior to providing outsource services.
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| Outsource relationships, like many marriages, start off with the best of intentions and desires. Too often the service provider and client union does not meet financial expectations or service objectives.
The client rarely has a clear understanding of the foundation required for an effective outsourcing relationship. Conversely, outsource providers hoping to successfully land the account, often over promise or create unrealistic expectations. Once united and confronted with difficult situations or unmet needs significant effort is expended attempting to repair or remediate the relationship.
Similar to ‘mavens’ and prenuptial agreements the outsource relationship is strengthened by alignment of the organizations stated and unstated objectives, strategies, and tactics of both the client and outsource provider.
The session provides case study information and lessons learned from outsourcing engagements that are still going strong and others that have divorced.
Key topics include:
- Understanding motivations for outsourcing - Identifying critical business issues - Controlling the transition process - Developing and maintaining a productive relationship
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Round 2 4:30 - 5:20pm
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| Special Topic: BPO Sponsored by: Unisys Corporation
Horizontal vs. Vertical: BPO in the Financial Industry |
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Gary Cawthorne
VP & Managing Partner Global Banking
Unisys Corporation
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Learn: How deep industry-specific expertise is needed to reengineer processes and transform the ways companies do business.
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BPO is too often narrowly defined from the perspective of horizontal, generic processes such as HR, Finance/Accounting and Procurement – those functions that generally bring value almost exclusively from the “scale” the vendor has developed to keep costs low. Unisys has found that its large financial institutional customers want and need more from an outsourcing vendor. They need the specific, vertically-oriented process “skills” that answer the special requirements of their industry.
The financial industry, in particular – made up of banking, mortgage and insurance institutions – are grappling with the parallel, often conflicting missions of increasing customer intimacy, improving efficiency and cutting costs. Bottom line cost reduction alone is not the answer.
Mr. Cawthorne will touch upon several Unisys client case studies in the financial arena, such as the Barclays, Lloyds TSB and HSBC Bank joint venture called Intelligent Processing Solutions Ltd., (iPSL), which processes 70% of the checks in the UK. He will also discuss Washington Mutual –the first, top-10 financial institution in the U.S. to capture images of checks in its financial center stores, rather than at an off-site facility.
Key topics to be covered are:
- The impact that “Check 21” is having on the financial industry
- The alliances that are being formed between vendors and financial institutions to create
shared financial services for multiple customers
- The Unisys Business Blueprinting approach to architecting solutions for financial
institutions
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HR Outsourcing Sponsored by: Kenexa
Reaching the Outsourcing Decision - A Case Study |
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Elliot Clark
COO Kenexa |
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Learn: Building the business case for Outsourcing your Employment Process.
The pharmaceutical research and development arm of a research-based company engaged in the discovery, development, manufacturing and marketing of pharmaceutical products worldwide was faced with a key strategic initiative to build a nationwide sales force of top performers, while keeping costs in-check. They set out to evaluate their options, including Employment Process Outsourcing. This presentation is an in-depth look at the decision making process that took place to outsource the staffing function of this major pharmaceutical organization.
Additional Key Learning Points:
- Evaluating your company readiness for Employment Process Outsourcing
- Selling the Outsourcing Decision internally
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Information and Communications Outsourcing
A Difference of Opinions: Comparing Buyer and Provider Views on Global IT Outsourcing
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Charles Gavin
Principal DiamondCluster International
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Chris Boncimino
Principal DiamondCluster International | |
Learn: The competing views and expectations of outsourcing buyers and the companies that serve them.
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A weak economy, pressures on profitability, increased competition and the compelling economic incentives put forth by a growing number of IT service providers are just some of the reasons IT outsourcing continues to grow.
As outsourcing has grown, so has the complexity of:
- Deciding what to outsource - Selecting the optimal partner, location and financial structure - Ensuring the outsource provider delivers to expectations - Managing the on-going relationship
In 2002, DiamondCluster International, a global management consulting firm, studied executives responsible for making outsourcing decisions and outsourcing service providers to better understand the varying perspectives of IT outsourcing. The analysis focused on key drivers and risks, outsourcing trends, provider differentiation, and lessons learned, among others.
To build upon the research, DiamondCluster conducted a similar study in 2003 to better understand how perspectives have changed over the past year as IT outsourcing continues to mature. During The 2004 Outsourcing World Summit, DiamondCluster will present the results of the latest research and discuss industry trends to help outsourcing buyers and providers better understand each other’s perspectives to increase the likelihood of successful outsourcing relationships.
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Manufacturing Services Outsourcing Sponsored by: Heritage Inter@ctive Services
Outsourcing By-Product Management
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Roberta Macklin
Manager of Environmental and Engineering Services Avery Dennison |  |
Kenneth S. Price
Chairman
Heritage Inter@ctive Services | |
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Learn: How outsourcing is being applied to the management and recycling/reuse/disposal of all wastes. Hear how one company decided to outsource this previously "staff and overhead" function and how it has been successfully implemented at locations nationwide.
In today's economic climate, many companies are looking for ways to improve operations by decreasing vendors and using the buying power of a consolidated organization. Learn how direct and indirect costs are reduced by outsourcing a comprehensive by-product management program (hazardous, industrial, universal, and recyclables). Hear how today's outsourcers can implement a comprehensive program faster than internal staff alone, creating additional savings based on the time value of money. Companies can begin to experience program efficiency, cost improvements, reduced liabilities and consolidated material tracking data -- not to mention freeing up internal staff to focus on their core business improvements and responsibilities.
Key Points:
- Maintaining a Nationwide Consistent System/Process for Managing By-Product Materials - Internal Staff Focus on Core Business Operations - Maintain Competitive Cost for Services
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For Providers Only
The Search for Talent
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Larry Janis
President Integrated Search Solutions
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Learn: How your competitors motivate their outsourcing sales teams through compensation.
The business segments of Information Technology and Business Process Outsourcing continue their rapid growth. The providers of these services are continually competing for market share and profitability. Compensation is a critical component for sales executives success - is compensation moving with the industry?
Larry Janis invites you to share in the results of a comprehensive study of compensation in the outsourcing industry. The study is a joint venture of Integrated Search Solutions Group and Michael F. Corbett & Associates.
In a unique combination of presentation and panel discussion, you will learn about:
-Compensation packages: what sales executives are really getting -Deal Teams: who they are and how they share their bonuses -Advisors and Attorneys: who the players are -“Biggest headaches" in dealing with buyers -Sales executives' competencies, from their perspective |
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| Information and Communications Outsourcing Back Office Transformation Models and Capabilities
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Mary Lacity
Associate Professor
University of Missouri
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Learn: How outsourcing is just one of five business models for transforming your company’s back-office operations.
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To many senior executives, back-office functions such as human resources, information technology, indirect procurement, finance, and accounting are often perceived as costing too much, providing too little, and responding too slowly. Yet their back office managers respond that these functions could be high performing if resources and leadership were devoted to them.
This session, based on case study research, explores the capabilities and sourcing options used to transform back-office functions. Specific examples include the transformation of policy and claims administration at Lloyd’s of London and HR and indirect procurement transformation at BAE Systems.
Delegates will learn:
- Capabilities needed for back office transformation, including leadership, process innovation, technology enablement, service culture, and employee empowerment - Pros and cons of five back office transformation models (do-it-yourself; management consultants; business process outsourcing, strategic alliances, and enterprise partnerships)
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HR Outsourcing
Capturing Value from HR Outsourcing
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Lorraine Harrington
Senior Expert McKinsey & Co.
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Learn: How organizations can save costs while increasing quality by outsourcing and/or offshoring their HR function.
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Domestic outsourcing of select HR processes (most notably, payroll) has been going on for some time, but with the emergence of a more robust vendor community as well as a reliable offshore infrastructure, companies can now pursue more aggressive HR strategies, including outsourcing a broader range of activities and potentially moving some to lower cost locations.
However, full HR outsourcing is still in the early stages, and the challenges should not be minimized.
Dr. Harrington will discuss both the opportunities and the challenges of HR outsourcing and offshoring.
Key learnings will include:
- The economic potential of outsourcing – what is the potential “size of the prize?” - What leading companies are trying - Common pitfalls - How HR outsourcing should be considered within the broader perspective of a company’s Global Process Architecture
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Finance and Accounting Outsourcing
Unlocking the Hidden Value in Your Finance Organization | |
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Tommy Eubanks
Partner IBM Business Consulting Services
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Cost savings realized through traditional business process outsourcing (BPO) solutions only scratch the surface of what's possible in an outsourcing relationship. Outsourcing F&A should be viewed as a strategic business decision -- not just a cost cutting or offshoring exercise. Learn how to select the scope and execute a successful F&A outsourcing strategy as part of overall Finance transformation.
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Experienced Buyer’s Forum
Knowledge in Outsourcing: The Missed Business Opportunity
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John Hindle
Partner Knowledge Capital Partners |  |
Leslie Willcocks
Professor
Warwick University | |
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Knowledge is the ultimate source of competitive advantage for any business. Yet most organizations involved in outsourcing lack the means and experiential research to assign value to the knowledge they are transferring and acquiring. They lack any real understanding of how new knowledge can be created and exploited in outsourcing situations. This lack of focus on what happens to knowledge when an organization outsources is a serious gap in practice.
This session provides a structured discussion and analysis of knowledge capital as a strategic asset and critical factor in successful outsourcing.
Topics include:
- The sources of intellectual capital in play in outsourcing situations - The key knowledge issues involved in structuring the deal - How companies can use outsourcing arrangements to protect and grow their store of knowledge capital
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Real Estate & Facilities Management Outsourcing Sponsored by: USI
Leveraging Untapped Value in Corporate Real Estate
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| Terry Bilbo Director of Corporate Administration Computer Sciences Corporation | 
| Nicholas J. Westley National Managing Director - West Region and Chief Strategy Officer USI Corporation
|  | John Maher Group President, BPO USI Corporation | |
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Learn: How outsourcing Corporate Real Estate (CRE) functions can maximize the effectiveness of your real estate operations and your bottom line.
As a result of the economic changes that have occurred during the past four years, corporations have found that real estate has become less of an asset and more of a liability. Those companies that reacted quickly to the changing financial environment have lowered their overall occupancy costs by building partnerships with service providers and implementing strategies that reflect a new global economic model. This has resulted in lowering overall real estate costs, which translates to an improvement in margins and the overall bottom line.
As one of the world’s largest outsourcing companies, it made perfect sense for Computer Sciences Corporation to embrace the real estate outsourcing model. The company embarked on this initiative and in January 2001 established an outsourcing relationship with USI Companies. Since the inception of its real estate partnership with USI, CSC has shed over 1.2 million square feet of surplus space and realized overall savings in excess of $100 million. CSC has positioned itself for future growth and established occupancy models that minimize future real estate costs for the organization.
Learn the benefits achieved from a highly effective CRE Business Process Outsourcing model and how it:
- Maximized contribution to bottom line value from the real estate portfolio - Enhanced information and decision making capability with new technologies - Developed a plan for corporate real estate that connects strategy with execution - Improved collaboration and communications within the corporation in a decentralized operation environment
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Special Topic: Offshore Outsourcing Sponsored by: Patni
Offshore Insight: Maximizing the Global Delivery Model
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William Balutis
Vice President of US Sales & Operations
Patni |
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Learn: How to achieve consistent, double-digit savings on IT operations and software development by using a metrics-driven, global delivery model.
It is no secret - over 60% of the Fortune 500 already outsource their IT operations offshore. According to a leading market research organization, outsourcing has helped US companies save over $8 billion in the last four years. Moreover, firms that outsource can realize anywhere from a 35 - 50% cost savings on IT operations along with measurable quality and process improvements. Achieving this, however, requires a dedicated effort many companies underestimate.
An important component to successful offshore engagements is treating the outsourcing effort as a key part of the overall supply chain. Corporations that take this approach achieve high rates of return on their strategies; those that do not generally are disappointed in the results they get. Building a governance model, setting expectations, establishing metrics and outsourcing work to a partner with domain experience are just a few of the areas that are critical to building successful programs. Companies that have done so realize lower operational costs, shorter delivery cycles for IT projects and improved levels of customer service. This session will explore the critical factors needed to meet these objectives from implementing diagnostic models that can determine which projects to outsource to measuring the results and building cross-organizational teams.
Key Points:
- Overview of corporate governance: processes, people and technology needed for successful implementations - How to benchmark a current approach - Keys to achieve and sustain high cost savings, quality and on time delivery - The good, the bad and the ugly of offshore outsourcing: a review of customer implementations - The future of offshore outsourcing - what are the "green field" opportunities? | |
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Round 4 1:40 - 2:30pm
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Information and Communications Outsourcing Sponsored by: Avaya
Outsourcing as a Partnership for Speed, Efficiency and Growth
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Carlos M. Recalde
Executive Director Americas Region KPMG
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Nancy M. Maluso
Director Business Management Avaya Strategic Outsourcing | |
| Learn: How outsourcing relationships can mitigate risks through partnership. | |
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Traditionally, IT outsourcing is focused on taking a steady-state technical environment and managing it at lower costs. Today, outsourcing is increasingly being used to mitigate the risks associated with the management and migration of mission critical communications and technology infrastructures to new capabilities.
Some years ago, KPMG, a leading professional services firm, turned to Avaya to help them design and manage a voice messaging network That outsourcing relationship has led to a partnership which is enabling KPMG to improve their responsiveness to business needs.
Learn how outsourcing relationships can mitigate risks through partnership. Topics discussed are:
- An assessment of today’s business environment and the associated challenges - The decision making process around the use of outsourcing - What has worked and what has had to be re-worked - How, through outsourcing partnerships, the role of IT within KPMG was able to shift from tactical to strategic, from technical to business orientation - How the outsourcing partnership is evolving to enable KPMG to maximize their use of the technology in response to business needs.
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Finance and Accounting Outsourcing
Implementing F&A Outsourcing
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Graham Pascoe
Partner PricewaterhouseCoopers
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Graham Pascoe will share with you his insights into the major options which are available to implement finance and accounting outsourcing and the merits of each, so that you will be able to assess how the various options might benefit your organization. Graham will also describe the state of the service provider market place for these services and which type of provider might perform best for each of the finance and accounting options described.
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Real Estate & Facilities Management Outsourcing
A Comprehensive Methodology for Planning, Implementing, and Managing Facilities Outsourcing.
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Jean-Francois Poisson
General Manager
Bell Canada
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Today, business process outsourcing is on everyone’s agenda; since the early 1990s outsourcing has evolved from a solution to reduce costs to a new way of conducting business, and BPO has grown in frequency, size, and sophistication. Above all, BPO has allowed organizations to focus on their strategic activities, divest tactical functions, and benefit from an emerging market of outsourcers.
This presentation is about discovering how business process outsourcing can work for your organization. In this session, Jean-Francois Poisson will review some outsourcing management best practices as applied to the real estate business. He will discuss outsourcing best practices, relationship management approaches, real estate outsourcing, and last but not least, your own outsourcing challenges.
Learn:
- What transformational outsourcing really means - How it can be implemented in large-scale organizations - The critical components of a relationship management framework for reengineering your corporate real estate organization - The “ins and outs” of an outsourcing contract - The priceless lessons learned in terms of outsourcing: stay-back team, incentive pricing and more.
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Experienced Buyer’s Forum
Ensuring Effective Risk Management in Outsourcing and Strategic Partnerships
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John Popolizio
Global Risk Officer JP Morgan Chase
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Successful outsourcing and strategic partnerships require a diligence and comprehensive focus on risk. Today's multi-vendor and complex partner arrangements touch every aspect of an organization. This session will focus on establishing and managing a comprehensive risk program to benefit your outsourcing and strategic partnerships.
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Special Topic: Document Management Sponsored by: IKON
IKON Helps Boston University Achieve Document Efficiencies Through Outsourcing and Vertical Market Expertise
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Peter Fiedler
Assistant Vice President Boston University |
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Gregg Groenemann
Director of Services Marketing IKON | |
| Learn: How IKON helps Boston University achieve document efficiencies through outsourcing and vertical market expertise.
This session will provide insight into how IKON applied its outsourcing and vertical market expertise to help Boston University achieve greater document efficiencies and productivity. Learn how Boston University is effectively using IKON’s world-class service methodology, IKON Service Excellence to positively impact their investment return. Peter Fiedler, Assistant Vice President at Boston University will discuss key findings from their market assessment and how the data is being used to enhance their operations.
Round 5 2:40 - 3:30pm
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Information and Communications Outsourcing
PMO as a Governance Tool
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William Metz
Section Manager Global Business Services Next Generation – PMO Procter & Gamble
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Learn: The latest practices in managing complex, global outsourcing relationships through a Project Management Office.
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A Project Management Office (PMO) is one of the basic components required to successfully govern in an outsourced environment. It provides a standard framework for the planning and execution of project work. Many companies find that after they move to an outsourced environment, project spend is one of the areas most difficult to control. A good PMO can help monitor and control project spend and ensure that projects are selected and executed in a way that provides maximum value.
Mr. Metz will share his experience launching a PMO at Procter & Gamble. He will specifically cover:
- The role of a PMO - Value Creation - Organization - Processes and Tools
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HR Outsourcing
HR Future State: Design and Implementation through Outsourcing | |
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Lawrence Kaye
Senior VP, HR Consulting Services Fidelity Investments |
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This session will explore the role of outsourcing in HR Future State Design and Implementation. Through the use of case studies and examples, an innovative approach to Future State HR Design and rapid Implementation will be presented.
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Real Estate & Facilities Management Outsourcing
Creating the Corporate Real Estate Model for the 21st Century
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David Jarman
U.S. WorkPlace Leader PricewaterhouseCoopers LLP | |
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Learn: How a new corporate real estate structure has enabled a leading professional services firm to optimize its service delivery and financial results.
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At PricewaterhouseCoopers (PwC), a new real estate model, called The WorkPlace, was developed to contribute to the firm’s overall business success through sustaining extraordinarily close (“symbiotic”) relationships with internal clients. The model focuses on maximizing the business success of PwC, not just on delivering corporate real estate services in the most professional manner possible.
The key to The WorkPlace achieving its charter under this new model was the creation of WorkPlace Partners, a unique approach to real estate sourcing. WorkPlace Partners is essentially a three-party entity comprised of PwC and its two external real estate service partners. It is an embedded structure within The WorkPlace with overall responsibility for end-to-end corporate real estate service delivery and portfolio management.
WorkPlace Partners represents the next generation of corporate real estate outsourcing through the new values it has created:
- Innovation, not just initiatives - Intimacy, not just implementation - Outcomes, not just output - Interdependence, not just integration
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Experienced Buyer’s Forum
Outsourcing Contracts and Meeting Sarbanes-Oxley Requirements
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Rick Julien
Executive, Corporate Governance Crowe Chizek and Company LLC
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Warren Chan
Executive, IT Audit Crowe Chizek and Company LLC |
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Learn: What is “Sarbanes-Oxley” and what impact is it having on business and specifically with respect to your service outsourcing contracts.
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| Outsourcing contracts and process documentation may need to change or be enhanced for customers who are publicly held and must comply with Sarbanes-Oxley section 404 requirements. This session will highlight the requirements of Section 404 on your internal control environment and what it means for contract agreements with service providers.
Rick Julien and Warren Chan are Corporate Governance executives with Crowe Chizek. Their team specializes in controls consulting and preparing their clients (including ASPs and outsourcers) to be in compliance with section 404 of the Sarbanes-Oxley act.
Through this session you will have a better understanding of your Sarbanes’ (current and prospective) expectations and requirements in the areas of attestation of outsourcer controls (i.e., SAS 70 reporting), outsourcer accountability, outsourcer qualifications, system change control, data security, and personnel turnover.
This session will enable your organization to be proactive to have the right answers and the right documentation when it’s in the process of preparing to meet the control and documentation requirements of Sarbanes-Oxley. | |
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Special Topic: Offshore Outsourcing
Who Wins in Offshoring?
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Vivek Agrawal
Engagement Manager
McKinsey & Co.
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Learn: The true impact of outsourcing on the American economy and its ability to create jobs.
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The debate over American jobs, globalization and free trade is back in the headlines. This time, the reason is the growing practice of offshoring, with unions and some politicians accusing countries like India of "stealing American jobs" as companies in a range of industries relocate everything from call centers to data entry to software development in lower-cost regions.
While a backlash over domestic job losses is understandable - especially in the current climate - a new study by the McKinsey Global Institute (MGI) has found that the benefits of offshoring for the American economy overall are actually far greater than has previously been understood. In fact, they are so compelling that it is time for corporations and policy-makers to consider bold experiments in new forms of insurance for displaced workers.
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Round 6 3:50 - 4:40pm
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Information and Communications Outsourcing
Utility Computing: What are the Legal Risks?
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Peter Brudenall
Senior Lawyer
Simmons & Simmons
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Learn: The issues to be considered by any company examining a utility computing transaction.
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Utility computing, in its various forms (including grid computing, on-demand, and others) has been described as the third major computing revolution after mainframes and the Internet.
The basic premise is that it makes no more sense for a business to run its own in-house IT infrastructure than it does to generate its own electricity. Instead, IT should be as easy to obtain as electricity or water where the flick of a switch or the turn of a tap provides as much of the resource as is required. The benefits are intended to be greater economies of scale, higher reliability, and more flexibility.
However are there specific risks for companies considering entering into a utility computing transaction? Is the jury still out on whether this is a viable business model, and a clear alternative to more traditional forms of outsourcing?
Peter Brudenall will discuss how utility computing differs from more “traditional” outsourcing deals and, most importantly, what businesses need to consider before entering into a utility computing deal.
Learn these critical skills:
- What is attractive about a utility computing model - What the major vendors are promising - How to determine if utility computing is right for your organization - What are the major legal risks in utility computing - What are the major issues to “get right” in the utility computing contract
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HR Outsourcing
HR Services Delivery: Why Buyers are Adopting a Mix of Outsource and Insource Options
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Mark Hodges
Founder & Chairman of the Board EquaTerra
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Learn: Why and how today’s HR organizations are embracing a “future state” service delivery model that includes a judicious mix of outsourcing, insourcing and offshoring.
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Every company is on its own unique process improvement journey and must choose the appropriate mix of the “right” delivery solutions at various stages along its journey.
Companies in the early stages typically seek lower costs through process and systems harmonization across business units. But as they mature, the non-core service arms of corporations – such as the HR organization – are tasked with becoming “commercially competent,” which means a much higher performance standard than just cost reduction or service level enhancement.
Global market leaders realize that all of their processes must be world class in order to compete. For those services where commercial competence cannot be achieved, outsourcing – onshore, nearshore or offshore – has increasingly become the right answer for at least a portion of their delivered services.
Mark Hodges, a pioneer in the field, provides specific insights and guidance into how market-leading HR organizations are:
- Mixing insourcing and outsourcing to attain the HR organization’s desired “future state” - Determining which processes should be retained and which processes should be outsourced. - Evaluating whether outsourced processes should be managed onshore, nearshore or offshore
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Manufacturing Services Outsourcing Sponsored by: ATS
Outsourcing Production Equipment Maintenance
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Tom Schafer Plant Manager
Eaton Corporation
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Stephen Welch
Regional Manager
Advanced Technology Services |  |
Rob Currier
Manager Advanced Technology Services | |
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Learn: How outsourcing the maintenance of production equipment is fast becoming a strategic and tactical initiative employed by visionary manufacturers across the U.S.
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In an effort to reverse the current trend of sending manufacturing jobs to other countries, manufacturing plants in the U.S. are furiously looking for ways to be more productive and to produce at a reduced cost. The pressure to accomplish these goals, and to accomplish them quickly, has inspired an increasing number of manufacturers to look at alternative means to become competitive. Outsourcing maintenance on production equipment is one of the strategies that are gaining favor as a tool to achieve rapid improvement in productivity and costs.
The manufacturers in this case study chose to implement the outsourcing strategy because of its ability to produce rapid change in the performance of maintenance as well as its ability to sustain this improvement over time.
Come away from this session knowing:
- How outsourcing equipment maintenance works and the benefits that can be realized - How to determine if outsourcing equipment maintenance would work for your plant - What range of improvements you can expect - How to develop a reasonable timetable for improvements
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Experienced Buyer’s Forum
More Effective Sourcing through Value Chain Analysis
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Robert Zahler
Partner Shaw Pittman
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Trevor W. Nagel
Partner Shaw Pittman | |
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Learn: How to apply the proven Value Chain methodology to sourcing arrangements to produce more effective operating models, measurement schemes and governance.
The traditional approach to structuring outsourcing arrangements has focused too much attention on a company’s history of performing a task internally. The more relevant question should be how a supplier’s proposed solution will support the company in the future and evolve to meet inevitable change? Long a preferred tool of top tier management consultants, Value Chain analysis allows a company to break down the in-scope functions into their relevant activities, and identify and plan for key, high friction interactions between it and the supplier. The result is a more effective sourcing solution with clearly understood scope, measurements and governance.
Learn these critical skills:
- How to organize your sourcing evaluation more effectively - How to uncover and document the end-to-end processes involved in the sourcing initiative - How to communicate your requirements for the future, target environment to a supplier - How to identify and map the key interactions between you and your supplier - How to design effective and meaningful service level measurements and governance models
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For Providers Only
Standing Out from the Outsourcing Crowd, or, How to Look Like an Orange when Customers Are Used to Seeing Apples
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Stuart Kliman
Partner Vantage Partners, LLC
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Learn: About a key source of competitive differentiation – world class governance and relationship management capability
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As buyers gain experience, they begin to recognize that among their “highly qualified” choices, differences in technology, operational efficiency, and even pricing are rapidly narrowing. Because the key to achieving the benefit of their business case is whether they and the service provider can work well together to solve problems, sophisticated buyers are beginning to ask better questions about governance and relationship management, and expecting service providers to have detailed, credible responses.
In this session, participants will learn how providers can lead the way in delivering anticipated business results by ensuring strong working relationships and coming to the table with an approach for managing arrangements effectively after the deal is signed.
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| Information and Communications Outsourcing Risk Mitigation Surrounding Application Transition
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Cynthia Burke
Sr. Vice President and Division Manager KeyCorp
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Learn: Learn the risks and mitigation strategies surrounding application transition.
Application Transition to an offshore third party is a complicated venture. Cultural differences, contractual obligations, subject matter, expertise flight, client frustrations, visa constraints, etc. The list is long and the process can be overwhelming. What can be done to mitigate the variety of risks surrounding transition yet create a win-win for both the vendor and the client.
Cyndee Burke will review critical risk factors and mitigation strategies that can be used when transitioning from first party to third party or third party to third party.
A brief view into the risk and mitigating strategies discussed with be:
- Subject Matter Expertise Flight
- Project Conflicts
- Cultural Differences
- Visa Constraints
- Transition Acceptance
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| Special Topic: Offshore Outsourcing
Challenges with Offshore BPO
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Atul Vashistha
CEO
neoIT
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| Learn: The unique challenges and opportunities with offshore BPO and how you can capitalize on this knowledge to ensure that your offshore BPO initiatives will succeed.
More than half of the world's top 500 companies outsource work to offshore locations. Over time the offshore initiatives have moved from simple IT projects to long-term IT initiatives and now to ever more complex business processes. Analysts estimate that more than 50 percent of the simple ITO offshore engagements are failing to meet expected results. Still, the market has yet to realize the full effects of offshore BPO. There is a serious lack of qualified suppliers; the ones that do exist have short track records. Many of the offshore IT suppliers have seized the opportunity to offer BPO services to clients without making the necessary investments. As the volume of BPO deals accelerates, will companies be able to manage the complexities and anticipate the challenges?
In this session, companies will learn:
- The current state of the offshore BPO market, include high-level views into the strongest markets - The basic preparations and investments clients need to make before they take the next step in their offshore BPO initiatives - How to build an offshore strategy and roadmap for BPO initiatives - Critical success factors for managing the engagement after the deal is signed
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| Experienced Buyer’s Forum Insourcing, Outsourcing, SmartSourcing – A New Paradigm for Innovating the Supply Chain
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Mike Nevin
Chairman
ASAP Europe Ltd.
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Learn: How to turn suppliers into partners and break the damaging transactional relationship normally associated with vendor – supplier agreements.
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Companies are increasingly frustrated by the following conundrum. Areas, such as, information technology are not core of their business consequently they will never be world class at them. However, they are a critical enabler of business performance and therefore a crucial tool for success for almost every organization.
Previous thinking suggested that companies should either insource (do it themselves) or outsource (pay someone who is world class to do it for them). But these simple options mean that they either perform the function badly or give away control of the prime business driver.
A new paradigm is evolving in which companies ‘smartsource’ their supply chains. This involves establishing collaborative alliances with a range of chosen suppliers with a view to improving performance without losing control and sharing the benefits generated.
Learn these critical skills:
- How to outsource whilst maintaining control - How to identify and derive value from core, non core and shared core activities - How to manage the behavioral aspects of the new model of interaction - How to turn suppliers into partners and what the difference means - The critical factors essential to ‘smartsourcing’ success - Traps to avoid in implementation - A best practice model of partner selection, alignment and validation
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For Providers Only
Using Your Brand to Shorten the Sales Cycle
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Richard Crespin
Managing Director
The Delve Group
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Brenna Garratt
Managing Director The Delve Group | |
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Learn: How building a stronger brand can improve your sales effectiveness.
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| In the competition for scarce investment dollars brand building can be a perplexing issue. Particularly for companies that sell to other businesses, the purpose of a brand remains a question in many minds. As a result, many companies sideline brand concerns and trudge uphill, simply trying to sell the next client or project. Every communication with the marketplace contributes to the overall perception of who you are as a company. The real question is whether you will deliberately control these perceptions or just let them happen. Letting the market define you means there is a greater risk of missing the highly competitive opportunities that will make your brand a direct and powerful force for sales and business growth. The Delve Group has distilled a set of key principles and tools for building brands that sell. First, we will present the purpose of a brand from the buyer’s perspective – a prerequisite to market or sell something. Second, we will present a set of five “permissions” – five things buyers let companies with good brands do that they don’t let companies with ill-defined brands do. And last, we will recommend a five-item “to-do list” – five things your company can do to start building a stronger brand. Click Here to view Main Session Program.
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As of February 13th, 2004
PROGRAM ADDITIONS:
Tuesday February 24 ROUND 4 1:40 pm—2:30 pm Special Topic: Offshore Outsourcing
China, Outsourcing, and the New Global Economy Mr. Shao Kai, President, Beijing UFsoft Engineering, Ltd.
Mr. Zhang Lianshun, President, ECOTECH
Mr. Dean Stevens, CEO, China TechSource
Representative, Ministry of Commerce of the People’s Republic of China
Representative, Hangzhou East Software Park
Learn: The emerging opportunities and early lessons for success in outsourcing to China.
China is quickly emerging as one of the most robust and dynamic outsourcing markets in the world today. This session, featuring both Chinese business and government leaders and experienced advisors, offers a unique opportunity to learn first-hand the potential for outsourcing to and in China as well as the key insights needed for success.
Representatives of China’s Ministry of Commerce will discuss the overall status and direction of outsourcing in China. Mr. Zhang Lianshun, president of one of China’s most important for-profit economic development groups discusses in greater detail the emerging opportunities for information technology and business process outsourcing there. Beijing UFsoft, one of China’s largest software companies, and representatives of Hangzhou East Software Park discuss China’s rapidly expanding software capabilities.
Dean Steven of China TechSource explains the most effective ways to execute an outsourcing project in China, drawing from an extensive experience base that includes both successes and disappointments that highlight some of the key considerations for making China-based outsourcing projects successful.
This session provides the Summit’s delegates a first-hand opportunity to learn more about doing business in China, as both an outsourcing customer and provider.
Monday February 23
ROUND 2 For Providers Only The Search For Talent
Larry Janis will be joined by Craig Hovda, Deloitte Consulting; David Schnitt, IQ BackOffice;
and Patrick Moore, Shaw Pittman.
Tuesday February 24 ROUND 3 Special Topic: Offshore Outsourcing Sponsored by: Patni Offshore Insight: Maximizing the Global Delivery Model
William Balutis will be joined by Daniel Newton, Sr., Director of Distributed Solutions, Cendant.
PROGRAM CHANGES:
Tuesday February 24 ROUND 4 Experienced Buyer’s Forum Ensuring Effective Risk Management in Outsourcing and Strategic Partnerships
John Popolizio, Global Risk Officer, JP Morgan Chase has been replaced by David Britman, Senior Manager, Ernst & Young.
SCHEDULE AND ROOM CHANGES:
Rescheduled from ROUND 8 to ROUND 6, Asbury D
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| Information and Communications Outsourcing Sponsored by: Virtusa |
| Changing the Fundamental Way in Which Mission-Critical Solutions Are Built |
| Joe Cipolla, Vice President, MIS, Circuit City Stores | Jim Moran, Chief Operating Officer, Virtusa |
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Rescheduled from ROUND 9 to ROUND 8, Salon 5
Information and Communications Outsourcing Risk Mitigation Surrounding Application Transition Cynthia Burke, Sr. Vice President and Division Manager, KeyCorp
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| The Birds of a Feather Continental Breakfast on Wednesday morning, February 25 has been changed to Asbury Salons C & D. |
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