Speakers At-a-Glance

Networking and Social Functions

Keynote Presentations

Educational Track Sessions & Outsourcing-in-Action Case Studies

Program At-a-Glance

Pre-Conference Workshops for Customers and Providers

1:00 – 1:30 PM   

Harnessing the Power of Outsourcing’s Next Wave – Part I

Michael F. Corbett

Conference Chair and President & CEO

Michael F. Corbett & Associates, Ltd.

Learn: How outsourcing has become an essential tool in managing today’s and tomorrow’s organizations.

Business changes come as waves gathering shape, gaining energy and momentum, and then crashing across the companies that find themselves in their path. Those companies that anticipate and react quickly to these waves of change can often rise with the tide; those that don’t are often crushed by the impact. Technology, reengineering, the Internet, globalization, terrorism, and corporate responsibility are some of the waves reshaping business today.

Outsourcing is another.

Michael Corbett welcomes Summit delegates and begins the learning with a clear and insightful analysis of outsourcing as a management tool.  He will discuss what outsourcing is, how it came to be one of the most important topics in business today and the current state-of-the-art in outsourcing excellence.

Learn these critical skills:

• How to determine if outsourcing is right for your organization
• How to establish an individualized value profile
• How to identify the best outsourcing opportunities – using the experiences of companies around the world
• How to lead your organization through the enormous change outsourcing creates

1:30 – 2:15 PM   

Managing Outsourcing as a Core Competency

Jean-Francois Poisson

General Manager, Contract Management (Real Estate)

Bell Canada

Learn: The critical elements needed for a skills-based outsourcing process that creates and sustains the value sought.

Building upon Mr. Corbett’s opening comments, Jean-Francois Poisson of Bell Canada shows how every company’s outsourcing program – its journey – needs to be guided by a meticulous, constantly improving methodology. 

The simple reality is that outsourcing providers may excel at delivering their services, but it’s the client leaders who must guide their businesses through a systematic approach for making, creating and managing these relationships.

In this presentation, Jean-Francois shares:
           

• How an outsourcing Center of Excellence is instrumental in creating and sustaining outsourcing success     
• An end-to-end, rigorous outsourcing decision process that actually delivers the expected benefits
• Techniques and practices to support and improve outsourcing relationship management, including two techniques pioneered at Bell Canada – the Outsourcing Business Plan and the Outsourcing Assessment Model

2:15 – 2:45 PM   

Harnessing the Power of Outsourcing’s Next Wave – Part II

Michael F. Corbett

Conference Chair and President & CEO

Michael F. Corbett & Associates, Ltd.

Learn: How operational excellence, commercialization and the offshore connection are redefining outsourcing for the 21^st century.

Mr. Corbett concludes the opening main session of The 2003 Outsourcing World Summit with an introduction and analysis of this year’s key conference themes – those ideas that represent outsourcing’s next wave.

The first is operational excellence.  The days of justifying outsourcing on the strength of the deal alone are gone.  Today’s customers expect their providers to back up the deal with sustainable, provable operational excellence over the life of the contract. The question we now face is how do providers create, maintain and demonstrate operational excellence that constantly re-justifies the outsourcing decision?  Just as importantly, how do customers go about achieving operational excellence across the blended internal and external operations that increasingly define their enterprises? 

Customers are also looking for more from the outsourcing deal itself, particularly opportunities for commercialization – creating new revenue opportunities -- through outsourcing.  Mr. Corbett examines the range of options increasingly being employed, including asset transfers, joint marketing agreements, and the creation of new business ventures, as ways to improve the value of the deal.

The third of outsourcing’s emerging waves is global sourcing.  Many believe that companies not leveraging the global talent pool may soon find themselves at a severe competitive disadvantage.  But what does it really take to capture the anticipated benefits?  Who are the top providers and where are they?  Do they offer more than just cheap labor?  These are just some of the questions examined.

These ideas, introduced here, are expanded upon throughout the three days of the Summit.

8:30 – 9:30 AM   

Achieving Operational Excellence – Through and Across the Extended Enterprise

Ram Charan

Co-author of the best seller

Execution: The Discipline of Getting Things Done

Learn: How operational excellence is not an accident, but the result of the application of a repeatable discipline for getting things done.

The central theme of the session is operational excellence and execution – the discipline of getting things done.

As every attendee knows, outsourcing has become a huge industry with many outsourcing companies now in the Fortune 100.  The industry is global, and its customers are global.  A special group of analysts and investors have sprung up around it. 

The bottom line, relationships among outsourcing customers and suppliers in the short and long run are critical to the success of today’s extended enterprise. 
  

In this highly interactive session, Ram Charan focuses first on the building blocks of execution.  It’s a set of building blocks crucial to success whether you are a customer, outsourcer, or partner:

• The right people in the right jobs
• The personal habits of leaders who execute well 
• Three core processes that sustain the discipline of getting things done  
  
  

Next, Charan examines the additional building blocks that define the relationship between customers and suppliers – what he calls the social operating mechanisms.  He lays out the anatomy of social operating mechanisms to diagnose and improve the links between customers and suppliers.  Answering the key questions of:

• What is the nature of the dialog? 
• What is its frequency? 
• How are conflicts resolved?
• How is trust built?
• How does each of the players jointly make the extended enterprise more successful than others? 
  
  

Charan shows how the discipline of execution is the essential tool in strategy of success.

9:30 – 10:20 AM
   

Outsourcing: An Important Tool in the Global Economy

Gary Wendt
Former President, Chairman and CEO
GE Capital Services and

Chairman and former CEO of Conseco

Learn: How outsourcing helped turn GE Capital Services into General Electric’s largest business venture with activity generating 40 percent of GE's revenue and income.

Gary Wendt was credited by Fortune magazine as "one of the shrewdest people at GE, with an eye for spotting trends and an ability to move fast."

One of those trends which Wendt pioneered was outsourcing business activities to turn GE Capital into a financial services giant whose activities grew to include equipment management, mid-market financing, specialized financing, specialty insurance and consumer services.

This stunning growth is largely credited to Wendt's aggressive move into 'boundary-free' approaches to business.  Wendt firmly believed that you couldn't "make money selling money anymore" and aggressively moved GE Capital into other markets.  Under Wendt's leadership, not only did GE itself become a major provider of outsourcing services in many of its businesses (aircraft engines, medical equipment, financial services), it has also used outsourcing extensively to drive improvements in its own quality and costs, in some cases acquiring the outsourcing businesses itself.

 In his speech Wendt examines:

• How to prosper in a world where price increases are a fading memory
• How to use strategic outsourcing and acquisition strategies to fuel internal growth driven by value-added services
• The essential role of executive leadership in making it all happen

10:50 – 11:40 AM 
 

Commercializing Shared Service and Back Office Capabilities

Mark Dzialga

General Partner

General Atlantic Partners

Learn: How the next generation of business process outsourcing companies will be created; and how to capitalize on the proven capabilities of what already exists.

Many of today's leading information technology and business process outsourcing firms started as part of the back office or shared service organization of a larger company.  Many of the successful business process outsourcing companies that will be established over the next several years will also have as their foundation the back office, shared service capability, or an important piece of intellectual property coming from a large company.  What they’ve learned to do is to successfully commercialize existing capabilities.

As a general partner at General Atlantic Partners, Mark Dzialga has been on the forefront of many of these new ventures and shows how to carve out opportunities in the back office; how to commercialize proprietary intellectual property; as well as what needs to be in place to make these ventures successful.

Since the next generation of business process outsourcing companies is likely to come out of these commercialization strategies, Mark explores the areas and business processes where the best opportunities exist and how companies and vendors can capitalize on the significant investments they’ve already made in these areas.

Critical aspects of commercialization to be examined include:

• Who has successfully commercialized back office capabilities
• How this transformation has been accomplished
• What processes and areas are the best opportunities for commercialization or carve outs
• The obstacles to being successful in commercializing some capability or intellectual property
• The alternatives that exist for companies and vendors seeking commercialization opportunities

11:40 AM – 12:30 PM   

Offshore Outsourcing – Strategy, Tactic or Fad?

Jagdish Dalal

Principal

JDalal Associates, LLC

Learn: How to take full advantage of offshore outsourcing and why executives often don’t.

There has been a dramatic rise in offshore outsourcing.  Though global sourcing of services is not new, the current wave of offshore outsourcing has heightened executive awareness and expectations while at the same time creating new challenges and risks. 

As a result, there have been both enchantments and disappointments among businesses that have gone offshore.  Why is that?  Why is there such a wide diversity of experiences?  What makes some successful while others view it as simply the latest business fad? 

The answer lies in the need for a clear understanding of all of the dimensions of offshore outsourcing and then managing the sourcing process to take the full advantage of the potential.  Offshore outsourcing may not be a solution to all outsourcing needs, but it is an approach that deserves careful study, diligent implementation and constant monitoring.   

Jagdish Dalal, one of the field’s pioneers and leading practitioners will explore:

• Some of the myths around offshore outsourcing
• Why businesses do not fully leverage offshore outsourcing’s advantages
• Some of the challenges and how to overcome them
• What’s next for offshore outsourcing

8:30 – 9:20 AM   

Rethinking Outsourcing Providers as Alliance Partners

Larraine Segil

Co-Founder and CEO

The Lared Group and LSP Inc.

Learn: The proven metrics and methodologies for transforming outsourcing providers into strategic alliances.

The final morning of The 2003 Outsourcing World Summit explores the latest techniques in each of the three critical phases of outsourcing – creating the right business alignment with the right provider, crafting the outsourcing agreement, and managing the ongoing relationship.

Larraine Segil begins the morning’s program by explaining that strategic outsourcing is really one of the most critical alliances that any organization can create. Yet alliance techniques, which are known to add value and power, are often not applied to the selection and relationship formulation for an outsourcing partner.

The key is that to manage outsourcing like an alliance executives need to know how to define and apply metrics that increase quality, timeliness and value for both parties.  Turf and territorial issues, functional differences, departmental silos and accountability concerns are all known contributors to why this doesn’t happen today.  In this session, Segil provides the tools to resolve those problems.   

Building upon years of experience and research in alliance formulation and management, learn the proven techniques for positioning outsourcing providers as alliance partners – turning them into collaborative resources and ensuring accountability. Topics include:

• When an outsourcing provider should and should not be managed as a strategic alliance
• The metrics of alliances – how they differ
• The challenges when suppliers are of different size, importance and vulnerability
• Coordinating internal groups who must collaborate with each other as well as the outsourcing providers
• Real, practical management tools for immediate remediation of difficult relationships

9:20 – 10:00 AM   

Creating and Managing Outsourcing Contracts for Flexibility and Change

Julian Millstein

Partner

Brown Raysman Millstein Felder & Steiner LLP

Learn: The key methods of crafting contracts which provide for the flexibility required to bring ongoing value to your business.

Next, the Summit program examines the latest approaches to crafting successful outsourcing contracts. 

The negotiation of an outsourcing contract usually follows a prescribed path: due diligence and developing baselines, setting objectives, and negotiation of the agreement terms and conditions, service description, SLA’s, human resources, and other schedulized issues.  As a result, the industry has contract forms which tend to focus on the initial migration or transformation, failing to adequately deal with the flexibility and change required in today’s deals. 

In this session, Julian Millstein, a veteran of dozens of contracts representing both customers and providers, covers the latest contracting models and provisions that:

• Preserve the flexibility to change with changes in the business
• Encourage the provider to bring ongoing innovation to their customer
• Offer new ways of creating contracts for outsourcing services that can be successfully managed throughout the relationship

11:20 AM – 12:20 PM   

Institutionalizing Relationship Management – Turning It into A Business Discipline

Stuart Kliman

Director and Founding Partner

Vantage Partners, LLC

Learn: The value of and steps for making relationship management a repeatable business process.

The Summit program ends exploring the ongoing management of outsourcing relationships.

Regardless of best intentions and care in the crafting of the outsourcing contract, when agreements go awry, the cause is at least partly a breakdown in the overall working relationship between the customer and the provider.  Organizations that needed to work together efficiently and flexibly, in ways based on trust, collaborative decision-making, joint gain-oriented conflict management, and notions of joint contribution to difficulties, end up working in ways that are just the opposite.  Blame rules the day, conflicts simmer, alignment dissipates, and value – for both the provider and the customer – leaks away.

Both providers and customers have a stake in making their relationships as effective as possible.  Just as importantly, they need to know that doing so is something they can regularly achieve, regardless of context, challenge, or the individuals involved.  They need, in other words, to move the effective management of their key relationships out of the vagaries of individual skill and predilection and into the province of an institutionalized organizational competence. 

Stu Kliman wraps up the morning showing:

• How to design a repeatable and dependable relationship management process
• The tool sets needed to do this
• The critical relationship management process elements
• The supporting skills, information technology, management systems, and culture it takes to make it all work

Global Sourcing

Educational Track Session                                             Sponsored by: ChrysCapital

Developing An Effective Offshore Outsourcing Strategy – Trends, Opportunities & Challenges

Brahmal Vasudevan

Managing Director

ChrysCapital (Panel Chair)

Suresh Gupta

Partner

PricewaterhouseCoopers

Vimal K. Anand

Senior Vice President, BPO

TransWorks

Carol Rizzo

Managing Director,

Consumer Assets Strategic Initiatives

Citigroup

Learn: What the trends, opportunities and challenges are and how to build an effective offshore outsourcing capability.

Improvements in today’s global telecommunications infrastructure enable many more processes than ever before to be managed from distant countries.  Driven by lower labor cost and the availability of large, professional talent pools, Canada, India, Ireland and the Philippines have become top sources in the resulting trend towards offshore outsourcing.

Large multinationals such as GE, Amex and many others have led the migration offshore. Today many others are following, and are demanding that their domestic outsourcing partners develop these offshore outsourcing capabilities, as well.

Whilst many initial projects were simply subsets of larger ones, there is an increasing trend towards complete complex outsourcing projects managed offshore.

Hear what processes have been migrated and what vendors and customers alike are saying about these experiences.  Learn how to go about developing an offshore strategy: what works to move offshore, whether to build or partner, deciding on the right vendor and how to manage in this new paradigm. 

Key topics to be covered, include:

• A critical review of key offshore destinations (Canada, India, Philippines, Ireland) including an analysis of relative strengths
• Drivers and trends among customers and vendors
• Case studies of processes that have been migrated including an assessment of the experiences and key learnings
• How to identify vendors, including captive players, local market leaders and international companies with offshore capabilities
• Challenges in managing offshore projects
• Developing a road-map towards an effective offshore outsourcing strategy

IT Outsourcing

Educational Track Session

Sourcing Strategies for IT Services in a Networked Economy

Vijay Gurbaxani, Ph.D.

Professor of Information Systems and Management

Graduate School of Management, University of California, Irvine

Learn: How to develop and manage a sourcing relationship consistent with your strategic intent.

This presentation addresses critical technology sourcing questions that arise in today’s technology-intensive and connected environment.

As IT-enabled innovation becomes ever more important to business success, companies must examine how they assess, acquire and implement new technologies and systems. 

Dr. Gurbaxani, a leading academic and consultant, will provide an innovative framework that provides new insights into how companies can obtain the necessary IT capabilities, on the role of external service provision, on structuring external sourcing arrangements to meet company objectives, and on what senior managers must do to ensure the success of these arrangements.

Key topics to be covered, include:

• The new business environment – implications for IT sourcing
• Strategic intent for IT
• Structuring and managing the relationship
  
  

International Paper

An Outsourcing-in-Action Case Study –

Human Resources Outsourcing

Sponsored by: Exult

Transforming HR – Lessons from the World’s Largest Paper and Forest Products Company

Mark Azzarello

Director, Human Resources

International Paper

Trey Campbell

Vice President, North American Sales, Global Marketing

Exult

Learn: How International Paper developed and implemented a comprehensive plan – including HR administrative processing outsourcing – that is changing the way the company delivers HR services to its 70,000 US-based employees. 

In 1998, International Paper (IP) took a hard look at its HR organization.  After a series of large acquisitions, the company found itself with an array of HR systems, wide variations in processes across its operating units, and a cost structure that didn’t compare favorably to world-class metrics.  As a result, IP embarked upon a transformation plan that continues to this day. 

Along the way, IP has implemented a new SAP HR technology platform, harmonized its benefit plans, standardized its HR processes, and centralized its transaction processing into shared service centers.  While all of these steps have had a major impact on cost and service performance, late last year IP decided to take the additional step of outsourcing its HR administrative processes to Exult.

Consistent with its plan, IP has built upon this decision to further consolidate its focus on strategic HR matters such as leadership and people development, employee engagement and change management.  For its part, Exult has taken over responsibility for HR administrative processing – using its scale economies and high-volume processing expertise to push IP even farther along the cost and service curves.

In this session, International Paper’s director of human resources discusses all aspects of his company’s HR transformation, including:

• How IP analyzed the key elements of its HR performance
• How the complexities and costs of technology can be evaluated
• How to move HR administration to self-service and web enablement
• How to decide between self-performance and outsourcing
• How to choose the right outsourcing partner
  
  

Healthcare Payers and Providers

An Outsourcing-in-Action Case Study –

IT & Business Process Outsourcing

Sponsored by Unisys

Outsourcing’s Role in the Healthcare Industry

Steven D. Reynolds

Director, Former CIO, Horizon-Mercy HMO, and former CIO, New Jersey Department of Human Services, Division of Medical Systems and Health Services

Learn: What healthcare executives should look for in an outsourcing partner, and how the healthcare outsourcing market will develop over the next five years.

The commercial healthcare industry consists of payer and provider organizations, and both continue to increase spending on information technology (IT) and business process outsourcing (BPO) services.  Demand comes from staffing shortages and the inability of IT departments to focus on key projects.
         

Health Insurance Portability and Accountability Act (HIPAA) requirements have taxed internal resources in the payer market, where implementation of e-health applications strategies dominate internal IT department efforts. Outsourcing increasingly has emerged as a vehicle to gain access to external people and technology so that internal organizations can focus on more strategic objectives.

Since 1977, Unisys has been an outsourcing partner with both state Medicaid programs, and large commercial Healthcare providers such as UnitedHealth Group.  Over the next five years, the public and private healthcare outsourcing market will develop significantly as providers take advantage of the traditional back-office management and IT infrastructure capabilities of outsourcing providers.

Key topics to be covered include:

• What should healthcare executives look for in a healthcare outsourcing partner
• What impact is payer systems technology having on the healthcare industry
• What alliances are being formed between payer systems software developers and technology services organizations
• How IT outsourcing’s centralized monitoring and operations characteristics benefit a company's ability to fine-tune critical interface applications with third parties, such as AARP and physician organizations

GlaxoSmithKline 

An Outsourcing-in-Action Case Study

Corporate Real Estate & Facilities Services 

Managing the Outsourcing Masterplan

Darren Dasburg

Vice-President, Engineering

GlaxoSmithKline

Mike Mueller

Director - Facilities, Lab and Logistics Services

GlaxoSmithKline

Jean-Francois Poisson

General Manager, Contract Management (Real Estate)

Bell Canada

Edmond J. Jowdy, Jr.

Industry Consultant

Vice President,

Lee Hecht Harrison

Learn: How one of the world’s top organizations is pioneering the Outsourcing Masterplan as an important, new outsourcing management tool.

GlaxoSmithKline was formed in 2000 through the merger of two pharmaceutical giants, Glaxo Wellcome and SmithKline Beecham – one of the largest mergers ever in the pharmaceutical industry.

Industry consolidation such as this lend to differing philosophies and cultures within the merging companies, with outsourcing relationships no stranger to these differences. Darren Dasburg, who is at the center of the effort to bridge very different operating philosophies on outsourcing, will share his experiences, insights and lessons learned.  He and Mike Mueller lead a panel discussion centered on the strategic management of outsourcing and the use of a new management tool, the Outsourcing Masterplan, to enhance a company’s ability to successfully leverage outsourcing in an ever changing business environment.

The session covers:

• Masterplanning as a way for a company's many relationships to be better focused on positioning the client for success
• The changing economies of scale, procurement interactions, and vendor competitive positioning that occur as part of major corporate restructurings
• How having an integrated plan helps an organization achieve "Best in Class" performance

Business Process Outsourcing

Educational Track Session

BPO Decision Framework

Abe Eshkenazi, CPA, CHE, CAE

Managing Director

American Express Company Tax & Business Services Inc.

Learn: How to determine if outsourcing is advantageous for selected business processes within your organization or department.

Leaders often develop strategies regarding business process outsourcing without consideration for organizational competencies, internal workflow redesign, or risk analysis.

The strategic process for these types of decisions needs to focus on alignment of the organization’s objectives, strategies, and tactics. This is the critical component of determining what to outsource, whom to partner with, and the critical success factors that lead to a successful outsourcing arrangement.

This session provides the decision framework to identify and evaluate business processes within an organization that may be outsourced.  The insights shared are derived from the case study of an organization starting with the identification of significant internal challenges in the finance department to full implementation of an outsourced solution.

Key areas to be covered are:

• Identifying critical business issues
• Making the decision to outsource
• Developing a “cost-benefit” analysis of outsourcing
• Understanding the outsourcing process flow
• Controlling the transition process
• Maintaining a productive relationship with the outsourcing provider

The Outsourcing Process: Strategy
   

Chaired by: Ronald A. Stratton

Outsourcing’s Core Question… What is a Core Competency?

Graham Pascoe

Partner

PricewaterhouseCoopers

Michael F. Corbett

Conference Chair and President & CEO

Michael F. Corbett & Associates, Ltd.

Learn: How to develop a customized methodology for determining your organization’s core competencies.

The basic ideas behind core competencies and strategic outsourcing have been well supported by research extending over a thirty-year period.  Although there is a growing understanding that core competencies represent a central set of corporate skills, there is still today a raging debate around what ‘core’ really means and how you determine it for your company.

Although the panel of experts leading this session does not claim to be able to settle this debate once and for all, they do offer a wealth of both research and practical experience that will enable participants to develop a customized methodology that they can use in their organization.

Key questions to be addressed are:

• How does ‘core’ differ from critical?
• Is core product or function based or is it skill based?
• What are the known techniques for determining an organization’s core competencies?
• Can a repeatable methodology be developed for guiding management decision making?
• Does core change over time, and, if so, how and why?

The Outsourcing Process: Implementation

Chaired by: Edmond J. Jowdy, Jr.

Engaging the Services Provider Market: Proven Tips and Techniques for Efficient and Successful Procurement

Joseph E. Izzo

Co-Founder and Managing Partner

Transition Partners Co.

Learn: How to identify, engage, qualify and select the right services provider, and establish a successful – and flexible – contract.

Joe Izzo, whose firm has structured more than 30 information technology deals valued at more than $5 billion, provides proven tips and techniques for identifying, engaging, qualifying and selecting the right services provider, and for establishing a successful – and flexible – contract.  The session covers outsourcing relationships with a critical view to the balance of the strategic and financial frameworks of your particular enterprise.

The goal is to utilize outsourcing only where it enables your business to operate more effectively and competitively.  Outsourcing, in general, and specific providers, in particular, only make sense if they help deliver services more cost efficiently than available in-house solutions.

Key topics include:

• The beginning of the long-term relationship dance
• The process for identifying and engaging qualified services providers
• The customers’ view of evaluation… the services providers’ response to RFIs
• The formal outsourcing process versus the informal relationship process… how they do and do not work together
• Final selection and negotiation of services providers and when do negotiations really start… testing relationship reality

The Outsourcing Process: Management

Chaired by:  Dr. Wendell Jones

Making Your Outsourcing Relationship Work

Vaughn Hovey

Managing Partner

Alliance Management Partners

Learn: How to support the need for an improved governance architecture using the concept of “frictional costs.”

Many executives with responsibility for multi-year strategic sourcing agreements will acknowledge that they are disappointed with the performance of these supplier relationships.  They cite more delays, less flexibility and innovation, and fewer savings – less business value – than they had expected at the outset.  And the more complex and interdependent the relationship, the more likely it is to be perceived as sub-optimal.

In the past ten years, as contracting and service level measurement have become more sophisticated, additional sources of difficulty have become more visible: communication difficulties, more friction, chronic escalation or uncertainty about the motives or behaviors. Executives now understand that "relationship management" is critical to the success of the deal.

Economists, decades ago, understood that firms will outsource when the expected value from the deal exceeds the expected value of going it alone.  The economic gain is limited by the transaction costs, which has two components: "coordination costs" and "protective costs.”  Both become terribly visible over time, while at the outset they are often unanticipated, poorly understood, or seriously underestimated.

To manage this relationship more effectively what is needed is an appropriate and robust governance architecture (defined as those structures and processes which will enable effective and high-quality joint decision-making, under conditions of uncertainty and change, over the period of the relationship).

Key topics include:

• What are the key elements of a high-performance Governance Architecture?
• What are the transaction costs and how are they managed to drive value creation?
• What is the critical role of the Relationship Manager?
• How do the behaviors and activities of both parties enhance or detract from the effectiveness of the relationship? 

HCA

An Outsourcing-in-Action Case Study 

Information Technology Outsourcing

Sponsored by: Syntel

Outsourcing was a Healthy Choice for HCA

Gary Prather

Director, Sourcing Management in Information Technology & Services

HCA

Mike Voss

Health Care Practice Director

Syntel

Learn: Learn what’s really important in evaluating and selecting outsource partners and how well outsourcing works. 

In a global economy, one of the most significant factors that limits a company’s growth is constrained internal resources available to implement the technology required to use information competitively. Companies gain this advantage through leveraging the flexibility and core competencies that preferred global information technology (IT) partners, like Syntel, deliver.

HCA attended the 2001 Outsourcing World Summit to learn more about the outsourcing process, as they were preparing to embark on a very ambitious plan to outsource the maintenance of their mission critical applications. They sought to find a partner who could take on some of their staff, reduce costs on their legacy applications maintenance by 25 percent, and help them with development and transformation to new technologies.

What they learned along the way was that all the major players can "do the job". But the relationship created during the bid process, and the thought leadership presented, really turned their heads around on the deciding factors. Over one year has passed since the Syntel started work, and the results are better than projected.

Key topics include:

• Transitioning staff
• Communication
• Blended teams
• Offshore Outsourcing
• Cultural Alignment

Business Process Outsourcing

Educational Track Session

The e-volution of Human Resources: How technology is enabling right-sourcing and an expanded, strategic scope for HR.

Peter Marshall

Managing Partner

Ideasware Consulting

Peter Hirano

Founder

Hirano Consulting, LLC

Learn: Understand the rapidly changing landscape of HR outsourcing options, and develop a framework for strategy, assessment, implementation, and management of right-sourced HR services.

In the dawn of time, technologies like EDI and batch computing enabled the growth of first-generation outsourcing services in highly standardized, computing-intensive areas like Payroll, Benefits, and Pension Administration.  Next, the Internet spurred the evolution of new, specialized services such as job posting and background checking, and also full-service HR outsourcing with a significant web-based self-service component.  Now, as XML and web services technologies evolve, and the eWorkforce model of integrated, personalized, web-based applications, content, knowledge, and collaboration matures, a new generation and a new model of right-sourced services are emerging.

Right-sourcing requires a model for how worker data is used at key points across the enterprise – for security, identity, workflow, reporting, and collaboration.  It requires a modular, service-oriented process and applications architecture.  And it leverages XML and web services to rapidly integrate systems from multiple vendors, both hosted and internal.

List of Key Topics:

• The early years: ADP, Benefits, Pension, and other batch-process outsourcers – a great leap forward, within their limitations
• First-generation web-enabled services: either self-contained or full-service – lead to integration and efficiency headaches
• Standardization across data, processes, and application integration will enable custom, modular, and flexible right-sourcing – with proper planning
• An eWorkforce services architecture, of an integrated, user-specific worker applications desktop, is a critical success factor to achieve right-sourcing

Aetna, Inc.

An Outsourcing-in-Action Case Study

Business Process Outsourcing

Transforming Shared Services: Outsourcing from the Customer-In

Michael P. Cassidy

Vice President – Aetna Services

Aetna, Inc.

Learn: How to support the competing strategic, service and financial needs of the Corporation through integrated sourcing strategies and value-added supplier partnerships.

As companies react to increased competitive pressures and changing markets, corporate managers charged with providing critical support resources are challenged to take the service game to the next level in the pursuit of improved services, expense reductions, speed to market and creative resource structures.

This session will examine how a mature shared services organization reinvented itself to support the transformation of a 150 year-old insurance company by taking a “Customer-In” approach to developing and managing its outsourcing strategy.

The presentation will discuss the organizational, operational and informational changes necessary to successfully transition from an internal service provider model to a family of strategic partnerships.

• Aligned Strategies: Obtaining & sustaining approval for the outsourcing strategy
• Organizing for Success: Staffing models and partnership development
• Service Delivery: Making the ‘global’ approach feel ‘tailor-made’
• Continuous Improvement: Measuring success from the “Customer-In”
• e.Service: Leveraging web technology to improve service, process and cost

OSI

An Outsourcing-in-Action Case Study –    

Offshore Outsourcing
   

Sponsored by Global Vantedge

Overcoming Cultural Issues in Overseas Outsourcing

Dennis Sholl

CEO

Global Vantedge

Karen Stein-Townsend

Vice President and Chief Learning Officer

OSI

Learn: How to apply a proven methodology for minimizing the impact of cultural issues when outsourcing offshore.

There’s no doubt that working with people from other cultures in a business setting can be challenging. Communication styles, expectations, and business practices vary considerably from country to country, and even within countries.

For example, not all cultures share the ‘just do it” attitude of most Americans.  We’re good at analyzing, making a decision, and then moving forward.  In other cultures, fear of failure or even normal business confrontations can prevent swift decision-making and create analysis paralysis.

As a U.S.-based outsourcing company with a major Indian presence, Global Vantedge has faced these challenges and overcome them, with the help of clients such as OSI. In fact, the learning that takes place when a business spans cultures makes an organization stronger, more flexible, and more attuned to market opportunity.

Key topics to be covered include:

• Communicate Early — Communicate Often.  “Yes” doesn’t always mean “yes” and “no” doesn’t always mean “no”
• Anticipate — Don’t Assume — Cultural Differences. Cultural differences may include work habits, priorities, home life, personal expectations, sense of urgency, how good or bad news is delivered, and many others
• Training.  Overseas agents will often follow a script verbatim because of lack of knowledge of the business process and caution about doing something “wrong.” While training is invaluable, there’s no substitute for experience
• Don’t Assume the American Way is the Only Way.  Just because something works in the U.S. doesn’t mean it will automatically work overseas. And just because something doesn’t work in the West doesn’t mean it won’t work there
• Pick The Right Partner.  Make sure your partner has a corporate culture similar to yours. Similar values will mitigate the importance of language and other cultural barriers
• Humor Helps.  Humor can defuse tense situations and put things in perspective

CNA

An Outsourcing-in-Action Case Study –

Telecommunications Outsourcing

Sponsored by: Avaya

Telecommunications Outsourcing:  Successful Networking Outsourcing Begins and Ends with Your Business Goals

David E. Hall

Director, Voice Networking

CNA Insurance

Barbara Echols

Director, Outsourcing Services

Avaya

Learn:  There is no "standard" managed services offer that meets the needs of all customers. Outsourcing providers must have the flexibility to offer customers options based on budget, time frame, and objectives. Despite the risks associated with outsourcing, potential outsourcing customers can minimize the inherent risk of using a third party by applying strong, focused selection criteria against your pool of outsourcing candidates.

The pressures surrounding the planning, design, installation and maintenance of communications and information systems are growing daily. A holistic view of business operations along with the impact associated with these choices is absolutely critical. The rising complexities of communication networks coupled with the escalating expenses of in- house network management are causing more and more enterprises to seek creative and cost effective alternatives. For a number of enterprises, one possible answer is to outsource some, or all, of their communications and information systems operations.

Learn how CNA Insurance, the country's fourth largest commercial insurance writer, the ninth largest property and casualty company and the fifty-first largest life insurance company, was able to evaluate their communications management operations to uncover ways to gain greater efficiencies and sharpen their competitive edge through managed services supplied by Avaya.

Key topics to be addressed are:

• How to minimize the risk of outsourcing through a careful selection process.
• To use outsourcing strategically, the enterprise must adopt outsourcing as an integral partof its effort to apply its skills and resources where they provide the greatest competitive advantage.
• To be successful, outsourcing must be viewed as a partnership and not a means to displace people. Your outsourcing partner must be able to flex and grow with the ever-changing goals of the business.

Government Outsourcing

An Outsourcing-in-Action Case Study

Human Resources Outsourcing   

Government Outsourcing of Human Resources Management

Adrian T. Moore

Executive Director

Reason Public Policy Institute

Glenn Patrick Goodnight

Senior Vice President, Management Services

MEVATEC Corporation

Learn: The unique human resources challenges of government agencies and how outsourcing can help overcome them.

Governments have traditionally offered employees job security at the cost of limited flexibility and difficulty using merit to make human resources decisions.  But as more government agencies recognize the need for flexibility, and fewer people are willing to sacrifice opportunity for job security, the old model is beginning to break down.

As in most outsourcing areas, governments lag a number of years and have only recently become aware of the growth in human resources outsourcing in the commercial sector.  That has fueled interest in government human resources outsourcing. Adrian Moore of the Reason Foundation, and Glenn Goodnight of MEVATEC and advisor to the State of Florida in its recent HR outsourcing initiative, discuss the forces driving change in government human resources management and the role of outsourcing in that change.

Key areas include:

• Human resources challenges facing federal state, and local government agencies
• How human resources outsourcing as practiced in the commercial sector is relevant to government agencies and factors that may drive increased outsourcing
• The challenges governments face in outsourcing human resources management and how to overcome them
• How the state governments are making human resources management outsourcing work for them

Manufacturing Outsourcing

Educational Track Session

Global Outsourcing Direct Manufacturing Products –

Around the World in Search of Value

Ronald C. Ritter

Associate Principal

McKinsey & Company

Stephen J. Doig

Associate Principal

McKinsey & Company

Learn:  How to evaluate the operational, financial and risk tradeoffs of a global product sourcing strategy.

Recent years have seen an explosive surge in offshore sourcing of direct manufactured products – across a wide spectrum of automotive, consumer products, pharmaceuticals, golf clubs and even highly engineered aerospace components. The post-NAFTA Mexico migration has been joined by an increasing, sometimes reactionary, shift to Asian sourcing. There has also been rising use of interesting sourcing markets in other regions including Ireland, Puerto Rico, Eastern Europe and South Africa. On the flip side, this is all in a year of increasing global political tension, questions about the legitimacy of offshore tax advantages, and recent interruptions in global logistics.

As with outsourcing in production operations in general, we see the decision to go offshore into global markets as a critical question facing many companies today – both as an option, and a source of competitive pressure. Only through critical assessment against both the overall business level strategy (products, markets, customer requirements, etc), and the relative capability of "world class" local options, can the right decisions be made. In our experience, this is best done in the context of an overall operations strategy – in full light of the operational, financial and risk tradeoffs.

Key topics include:

• An overview of current offshore sourcing trends in manufacturing
• A hard look at realistic, "bankable" financial and operational value drivers
• A pragmatic process for methodically developing the right company specific strategy
• Case studies from a range of business sectors

Merrill Lynch

An Outsourcing-in-Action Case Study –

Document Management Outsourcing
 

Sponsored by: Xerox Global Services

New Account Process: Document Management and Outsourcing

A. Deakins

Vice President, Private Client Technologies

Merrill Lynch     

William C. Hard

SVP and General Manager, Financial Services and Healthcare

Xerox Corporation

Learn: The role that outsourcing can play in improving document-intensive processes such as new client account processing.

Merrill Lynch continually strives to improve the service it provides to its clients while simultaneously reducing costs.  Managing the knowledge they have about those clients is a costly business imperative.

Attendees hear how Merrill Lynch and Xerox Global Services worked together to address these issues and to provide an easily accessible digital repository of all new client files.  Working with Xerox to outsource the processing of all new client files reduced costs and improved the integrity of Merrill Lynch's client data.  It also reduced the time taken to process a new account application and secured the documents to allow rapid disaster recovery.

Important characteristics of this process to be covered are:

• How to evaluate and reduce overnight mail costs
• The expense of storing and difficulty in accessing paper documents
• Reducing IT staff and the cost of maintaining and enhancing applications
• How lost document and error rate can be minimized
• Securely storing client data

Farmers Insurance

An Outsourcing-in-Action Case Study –

Offshore Outsourcing

Sponsored by: Wipro

Establishing a Profitable and Beneficial Relationship with your Offshore Provider – Lessons Learned from a Customer Perspective

Rich Garnick

Chief Executive, Americas Field Operations

Wipro Technologies

James Fridenberg

VP, Applications Development

Farmers Insurance

Learn: The key attributes to look for beyond cost savings when selecting an offshore provider.  Learn the do's and don'ts of offshore outsourcing based on experience from the field. Come away with a roadmap for ensuring a beneficial outsourcing partnership.

Learn how Farmers Insurance was able to create and maintain a mutually beneficial relationship with its offshore provider by examining some of the challenges encountered and successes achieved. Explore the valuable lessons in the implementation of offshore information technology outsourcing from Farmers Insurance's perspective in this interactive case study.

Key topics to be covered include:

• Creating and executing an offshore strategy
• Selecting the 'Right Fit' offshore provider
• Steps to securing a successful partnership
• Achieving common business goals working with outsourcing partners
• Case Study: "Farmpro – A Successful Offshore Relationship”

Bell Canada

An Outsourcing-in-Action Case Study

Supply Chain Outsourcing

How to Optimize Benefits of Supply Chain Outsourcing

Frederic Cantin

General Manager, Strategic Relationships (Procurement)

Bell Canada

Learn: How outsourcing of supply chain functions, such as logistics, labor, order management and material management, can dramatically decrease costs and improve service levels. 

This presentation is of interest to any company with production capabilities, including both direct manufacturers as well as service companies with supply chain elements, such as telecom and cable companies. 

Since 1995, Bell Canada has outsourced many of its supply chain activities in logistics, including transportation, warehousing, inventory management, and order processing, and its labor functions related to its telecom network, such as, outside plant repair functions, and network installation and repair.  As a result, Bell Canada has acquired unique experience in the field of outsourcing.  In fact, 33 percent of all spending at Bell Canada is for outsourcing services with 20 percent being for supply chain outsourcing services.

The benefits of supply chain outsourcing are significant: cost savings, service level improvement, greater supplier collaboration.  However, supply chain outsourcing must be carefully structured because it deals with the core delivery capabilities of a company.  For example, demarcation points with suppliers must be clearly identified.

Topics to be addressed include: 

• What is “supply chain outsourcing”?
• How to outsource these activities, including the selling of existing divisions and other approaches
• The benefits and risks of supply chain outsourcing
• The eight key factors critical to guaranteeing the success of supply chain outsourcing

IT Outsourcing

Educational Track Session

The eSourcing Capability Model:  A Path to Improvement

Elaine B. Hyder, Ph.D.

Systems Scientist

School of Computer Science, Carnegie Mellon University

Learn: How to improve outsourcing outcomes using an industry supported best practices model.

The eSourcing Capability Model -  e^scmSM  - is a set of 93 best practices that addresses the entire sourcing process, and seeks to aid IT-enabled sourcing service providers in forming, managing and improving sourcing relationships.

Each practice in the e^scm is associated with a capability level. The five capability levels in the e^scm describe an improvement path that progresses from a limited level of capability to deliver a service up to the highest level of enhancing value through continuous innovation.

To identify, analyze, and guide improvement of a service provider’s capabilities, the e^scm is accompanied by four capability determination methods, one of which is formal certification by Carnegie Mellon University. These methods allow service providers to determine their current capabilities and define targets for self-improvement, and clients to compare multiple potential providers with respect to the same capabilities, measured in a consistent manner.

Key topics to be addressed are:

• The rationale for model development
• An overview of e^scm
• Capability determination and certification
• Opportunities available to organizations to participate in the e^scm program

The Outsourcing Process: Strategy
   

Chaired by: Ronald A. Stratton

Determining the Financial Viability of Outsourcing

John H. McCord

Consultant

PA Consulting Group

Learn: How to evaluate the financials of an outsourcing evaluation and build a compelling business case.

Outsourcing is unique in that it represents a major commitment by a business.  Yet, the outcomes may be somewhat uncertain.  The prospect of dramatic cost savings is often a major driver toward outsourcing, yet how do you know if these savings are real?  Even more important, what is the impact to the bottom line?

At each stage of the outsourcing process, but particularly at its inception, the financial viability of the project should be tested. At the outset, it’s critical to get an estimate of whether outsourcing is even an option worth pursuing.  As you get further into the process, the model becomes even more robust. 

One of the biggest challenges early on is getting a good handle on the current costs. This presentation will include some guidelines on avoiding the pitfalls and capturing the true costs.

During the negotiations different pricing strategies and outsourcing scenarios may need to be tested to assess the business impacts. Once the deal is struck, then the final figures need to be packaged for management approval – often at the board level.  This will often extend beyond the pure financials.

The key factors you need to consider to build a compelling business case will be discussed, including:

• The structure of the financial analysis of an outsourcing evaluation
• Building a realistic base case
• Key pitfalls to avoid in the financial data
• How to identify that all costs have been considered
• Scenarios, making the model flexible
• Building the business case from the financial data

The Outsourcing Process: Implementation

Chaired by: Edmond J. Jowdy, Jr.

Managing the Human Impact of Outsourcing

Grover N. Wray 

Director of HR – North America

Andersen

Learn: How to manage the impact of outsourcing on your employees.

Often the most overlooked elements in successful outsourcing are the human resources issues. 

It is never too early to begin to put together a plan for managing the impact of outsourcing on your employees.  However, this plan, to be successful must be in concert with the outsourcing provider.

This session will explore the distinctive and common HR issues of the company and the outsourcer.  Issues such as - When is the best time to communicate?  How to manage anxiety of employees after communicating the company’s intentions?  Is there an effective length for transition?  What is the company’s role and relationship to the employees after the function has been outsourced?

Key topics to be discussed include:

• Advance preparation before outsourcing is introduced to the employees
• Communicating the outsourcing decision
• Transition process
• Managing employees’ integration anxiety

The Outsourcing Process: Management

Chaired by:  Dr. Wendell Jones

The Relationship Maturity Model^sm: A Framework For Managing Outsourcing Relationships

Mike Beals

CEO

Relationship Management Solutions, Inc.

Learn: How to use The Relationship Maturity Model^sm to assess, manage, and align or realign outsourcing relationships.

Relationship management is the capability of an organization to collaborate and innovate with selected critical partners.  It includes the competency to determine which type of relationship is appropriate for each key partner, assess those relationships and their value over time, and re-align relationships as business conditions and requirements change.

As companies have outsourced critical components of their infrastructure to 3^rd parties, they have introduced an element of risk.  Effective relationship management is an important way to mitigate the risk that comes from relinquishing direct control of resources, while ensuring value creation.

Almost every sales person has the benefit of sales training and tools to improve their success, but less than 25% of relationship/account managers have received any type of relationship management training or framework to help them assess, manage, and realign their relationships.  The Relationship Maturity Model is such a framework.

This session will teach you key relationship management techniques and how to use them throughout the outsourcing lifecycle.

Key topics to be addressed are:

• The four types of outsourcing relationships
• The six components of every outsourcing relationship
• How to use the Relationship Maturity Model to assess and re-align key outsourcing relationships

Weyerhaeuser

An Outsourcing-in-Action Case Study –

Training Outsourcing

Sponsored by: Novations

The Learning Source – Weyerhaeuser’s Solution For a  More Effective Learning Architecture

Horace Parker

Director, Strategic Education Center of Expertise

Weyerhaeuser

Jim Bruno

Vice President, Client Services

Novations

Learn: How Weyerhaeuser transitioned to a more flexible cost structure while improving quality, accountability and organizational efficiency.

Weyerhaeuser presents its learnings on the three key elements of outsourcing success.

1. Experience

Pick a partner that has the skill sets and core expertise in the chosen area.  Not only will they be able to recommend best practices based on their past engagements, but based on their experience, they will have the necessary disciplines and project management skills to implement the program successfully.  This helps senior management understand all of the critical milestones and follow a review process to ensure the project stays on track.

2. Collaboration 

Weyerhaeuser calls its relationship with Novations a Learning Alliance.  They leverage Novations’ existing technology investments integrating a customized Learning Management System, layering functionality and common data.  As a result, Novations is able to combine Weyerhaeuser’s content, third party content and, where appropriate, its content.  Weyerhaeuser then builds a tailored list of managed services needed to meet its unique requirements.  It takes a collaborative partner who can adjust to the client’s processes to make this effective.

3. People

The success of any partnership is dictated by its ability to create a team made up of the individuals from both the service provider and the client.  Weyerhaeuser made this a formal step in the implementation process.  The bonding, though, really occurred when challenges evolved.  It’s how the service provider handles these challenges that really determine the success of the relationship.

Key topics to be covered include using:

• A detailed project plan along with the associated processes and disciplines
• Formal change management process and teaming exercises
• Master vendor agreements delivering greater savings
• A proven approach for reducing administrative time and expense
• Tracking systems that effectively leverage existing investments

Corporate Real Estate & Facilities Operations

Educational Track Session

New Techniques in Real Estate and Facilities Management Outsourcing

Kenneth M. Block

Partner

Brown Raysman Millstein Felder & Steiner

Fred J. Klammt

Principal

Aptek Associates, LLC

Mark C. Gibson

President

HLW Resources

Learn: The latest in financing techniques for real estate and facilities management outsourcing and how developments in asset transfer and outsourcing are revolutionizing the market for these services outside the US.

This presentation will investigate the three primary deal models of real estate and facilities management outsourcing.  In particular, the latest of the three, commonly called Integrator Business Process Outsourcing with asset transfer or Real Estate Partnership (I-BPO REP) will be compared and contrasted with the two earlier models.

An important part of this session is a discussion of the challenges for both clients and outsourcers in investigating, pricing and managing these types of relationships.  The presentation explores ‘what clients want’ in the current marketplace and how the various models fulfill these needs.

The potential savings, efficiency gains, management issues and corporate governance challenges associated with each approach are examined.

Key topics to be covered include:

• Real estate and facilities management outsourcing drivers
• Asset transfer and alternate financing of outsourcing deals
• Holistic infrastructure approaches
• Integrator BPO with Real Estate Partnership
• Linking client requirements to deliverables
• Drafting contract terms

Business Process Outsourcing

Educational Track Session

Property and Casualty Insurance Business Process Outsourcing

Thomas E. Schenck

CEO

Total Outsourcing Partners, Inc.

Learn: How Business Process Outsourcing is being applied to unique industry processes, such as those within the property and casualty industry.

The majority of small to medium sized property and casualty companies in the USA are operating much as they did ten to fifteen years ago – over-staffed and utilizing technology that is simply not efficient.  For example, the underwriting system may not talk to the claims system and the billing system may not talk to the client system.  This is true with some of the major insurers, as well.   Another facet of the dilemma is that separate divisions may have their own initiatives to develop or buy new software and hardware.

Business Process Outsourcing, especially through a customized network of integrated service providers, can produce real results, but only if done right.  The key is to objectively evaluate all ongoing initiatives and manage an unbiased and organized approach to updating technology while becoming more effective.  Vendor evaluation, benchmarking and solid contract negotiation are essential. 

Topics to be covered include:

• An analysis method for the present business processes
• The role of change management
• Evaluating alternatives
• Managing  both solutions and contracts
• Implementation techniques and follow-on strategy

Global Sourcing

Educational Track Session

Outsourcing Offshore Successfully

Jagdish Dalal

Principal

JDalal Associates, LLC

Learn: How to manage the process of outsourcing to offshore.

Many businesses are in the process of or are thinking of engaging offshore service providers with intent to outsource activities to them.  Managing any outsourcing project has its own challenges but offshore outsourcing requires some additional considerations.  This presentation shares the process methodology for successful offshore outsourcing as well as the lessons learned and how to apply them to your initiative.

Key topics covered are:

• The offshore outsourcing process
• Critical success factors
• Challenges and how to work through them
• Creating the right offshore outsourcing relationship

Procter & Gamble   

An Outsourcing-in-Action Case Study

Information Technology Outsourcing

Launch Plan for a Global IT Sourcing Program

William Metz

IT Strategic Sourcing & Technology Solutions Consulting Section Manager

Procter & Gamble

Learn: Why leading companies such as Procter & Gamble are adopting a global IT sourcing model, and the key elements of corporate-wide launch plan to take you there.

In today’s economic environment, information technology executives are under constant pressure to reduce costs.  As they tackle this challenge they must also maintain organizational capability that can flex to meet varying levels of demand from their customers. Many companies believe that the answer to this dilemma is the adoption of a global sourcing model, but they are not sure how to get started.  Mr. Metz will discuss the benefits of adopting a global sourcing model, and discuss his experience launching such a program.

Questions to be answered include: What is a global sourcing model?  What benefits can be gained by adopting a global sourcing model? What are the key steps necessary to launch a global sourcing program?

Detail steps in the launch of a global sourcing model to be presented include:

• Setting the objective
• Assembling the right team and organizing for success
• Creating marketing and communications plans
• Creating sourcing plans and selecting pilot projects
• Choosing the right resources in the right locations
• Setting up for success, infrastructure, tools, and training
• Security and disaster recovery

The Outsourcing Process: Strategy  

Chaired by: Ronald A. Stratton

Meetings-of-the-Minds

Learn:  Ron Stratton leads an open dialogue with Summit delegates on making the outsourcing decision.

Outsourcing is one of the most important decisions any executive can make.

This meeting-of-the-minds is a chance for delegates to raise and debate their questions on how to determine if outsourcing is right for their organization and, if so, how to identify the best opportunities at their firm for outsourcing.  From core competencies to decision modeling this is a chance to get your individual questions asked and answered.

The Outsourcing Process: Implementation

Chaired by: Edmond J. Jowdy, Jr.

Meetings-of-the-Minds

Learn: Ed Jowdy leads an open dialogue with Summit delegates on implementing an outsourcing decision.

The Summit’s educational program on the outsourcing process concludes with this free-flowing discussion of session attendees on any and all aspects of the implementation of an outsourcing agreement.

From scoping the RFP through transitioning to the outsourced provider, implementing outsourcing is a complex process with far reaching implications for the organization.  This is your opportunity to raise any questions not yet asked and answered related to the critical questions of how to select the right provider, craft the right deal, manage the implementation and transition your employees.

The Outsourcing Process: Management

Chaired by: Dr. Wendell Jones

Meetings-of-the-Minds

Learn: Wendell Jones leads an open dialogue with Summit delegates on outsourcing relationship management.

The best of strategy and implementation still does not ensure ongoing outsourcing success.

These highly complex relationships must still be managed within an environment that is constantly changing and by design has built-in tensions intended to ensure that the best results are always delivered.

From process to leadership skills and even determining if the relationship is still viable, Wendell Jones leads session attendees in the exploration and answering of their key questions and topics of individual interest.

Monday February 24, 2003

12:00pm

Registration Opens

1:00pm-1:30pm

Harnessing the Power of Outsourcing’s Next Wave – Part I

Michael F. Corbett, Conference Chair and President & CEO, Michael F. Corbett & Associates, Ltd., Chairman and Executive Director, The Outsourcing Research Council

1:30pm-2:15pm

Managing Outsourcing as a Core Competency

Jean-Francois Poisson, General Manager, Contract Management (Real Estate), Bell Canada

2:15pm-2:45pm

Harnessing the Power of Outsourcing’s Next Wave – Part II

Michael F. Corbett, Conference Chair and President & CEO, Michael F. Corbett & Associates, Ltd., Chairman and Executive Director, The Outsourcing Research Council

2:45pm-

3:00pm

Break

3:00pm-3:50pm

Educational Track Sessions – Round 1

Outsourcing by Function

Outsourcing-in-Action Case Studies

Global Sourcing

IT Outsourcing

Human Resources Outsourcing

Business Process Outsourcing

Corporate Real Estate & Facilities Services

Developing an Effective Offshore Outsourcing Strategy: Trends, Opportunities & Challenges.

ChrysCapital Panel Session

Sourcing Strategies for IT Services in a Networked Economy.

Vijay Gurbaxani, Ph.D.,

University of California, Irvine

International Paper

Transforming HR – Lessons From the World’s Largest Paper and Forest Products Company.

Case Study Sponsored by Exult

Healthcare Payers and Providers

Outsourcing’s Role in the Healthcare Industry.

Case Study Sponsored by Unisys

GlaxoSmithKline

Managing the Outsourcing Masterplan.

Darren Dasburg and Mike Mueller, GlaxoSmithKline

Edmond Jowdy, Lee Hecht Harrison

Jean-Francois Poisson, Bell Canada

3:50pm-4:10pm

Break

4:10pm-5:00pm

Educational Track Sessions – Round 2

Outsourcing by Function

The Outsourcing Process

Outsourcing-in-Action Case Study

Business Process Outsourcing

Strategy

Chaired by Ronald Stratton

Implementation

Chaired by Edmond Jowdy

Management

Chaired by Dr. Wendell Jones

IT Outsourcing

BPO Decision Framework.

Abe Eshkenazi,

American Express Company

Outsourcing’s Core Question...What is a Core Competency?

Graham Pascoe, PricewaterhouseCoopers

Michael F. Corbett,

Michael F. Corbett & Associates, Ltd.

Engaging the Services Provider Market: Proven Tips and Techniques for Efficient and Successful Procurement.

Joseph Izzo,

Transition Partners Co.

Making Your  Outsourcing Relationship Work.

Vaughn Hovey, Alliance Management Partners

HCA

Outsourcing:  A Healthy Choice for HCA

Case Study Sponsored by

Syntel

5:30pm-7:00pm

Welcome Reception in The Exhibition Hall

Tuesday February 25, 2003

7:30am-8:30am

Continental Breakfast in the Exhibition Hall

8:30am-9:30am

Achieving Operational Excellence – Through and Across the Extended Enterprise

Ram Charan, co-author of the best seller, Execution: The Discipline of Getting Things Done

9:30am-10:20am

Outsourcing: An Important Tool in the Global Economy

Gary Wendt

Former President, Chairman and CEO of GE Capital Services and Chairman and former CEO of Conseco

10:20am-10:50am

Break

10:50am-11:40am

Commercializing Shared Service and Back Office Capabilities

Mark Dzialga, General Partner, General Atlantic Partners

11:40am-12:30pm

Offshore Outsourcing - Strategy, Tactic or Fad?

Jagdish Dalal, Principal, JDalal Associates, LLC

12:30pm-2:00pm

Networking Luncheon in the Exhibition Hall

2:00pm-2:50pm

Educational Track Sessions – Round 3

Outsourcing by Function

Outsourcing-in-Action Case Studies

Business Process Outsourcing

Shared Services Outsourcing

Offshore Outsourcing

Telecommunications Outsourcing

Human Resources Outsourcing

The e-volution of Human Resources.

Peter Marshall,

Ideasware Consulting

Peter Hirano,

Hirano Consulting, LLC

Aetna, Inc.

Transforming Shared Services: Outsourcing from the Customer-In.

Michael P. Cassidy,

Aetna, Inc.

OSI

Overcoming Cultural Issues in Overseas Outsourcing.

Case Study Sponsored by

Global Vantedge

CNA Insurance

Successful Network Outsourcing Begins and Ends with Your Business Goals.

Case Study Sponsored by Avaya

Government Outsourcing

Government Outsourcing of Human Resources Management.

Adrian Moore,

Reason Public Policy Institute

Glenn P.Goodnight, MEVATEC Corporation

2:50pm-3:20pm

Break

3:20pm-4:10pm

Educational Track Sessions – Round 4

Outsourcing by Function

Outsourcing-in-Action Case Studies

Manufacturing Outsourcing

Document Management Outsourcing

Offshore Outsourcing

Supply Chain Outsourcing

Global Outsourcing Direct Manufacturing Products – Around the World in Search of Value.

Ron Ritter &

Stephen Doig, McKinsey & Company

Merrill Lynch

New Account Process: Document Management and Outsourcing.

Case Study Sponsored by

Xerox

Farmers Insurance

Establishing a Profitable and Beneficial Relationship with your Offshore Provider – Lessons Learned from a Customer Perspective.

Case Study Sponsored by

Wipro

Bell Canada

How to Optimize Benefits of Supply Chain Outsourcing.

Frederic Cantin,

Bell Canada

4:10pm-4:30pm

Break

4:30pm-5:20pm

Educational Track Sessions – Round 5

Outsourcing by Function

The Outsourcing Process

Outsourcing-in-Action Case Study

IT Outsourcing

Strategy

Chaired by Ronald Stratton

Implementation

Chaired by Edmond Jowdy

Management

Chaired by Dr. Wendell Jones

Training Outsourcing

The eSourcing Capability Model: A Path to Improvement.

Elaine Hyder,

Carnegie Mellon University

Determining the Financial Viability of Outsourcing.

John McCord,

PA Consulting Group

Managing the Human Impact of Outsourcing.

Grover Wray,

Andersen

The Relationship Maturity Model^sm: A Framework For Managing Outsourcing Relationships.

Mike Beals,

Relationship Management Solutions, Inc.

Weyerhaeuser

The Learning Source – Weyerhaeuser’s Solution for a More Effective Learning Architecture.

Case Study Sponsored by

Novations

5:30pm-6:30pm

Cocktail Reception in the Exhibition Hall

Wednesday February 26, 2003

7:30am-8:30am

Continental Breakfast in the Lobby

8:30am-9:20am

Rethinking Outsourcing Providers as Alliance Partners

Larraine Segil, Co-Founder and CEO, The Lared Group and LSP Inc.

9:20am-10:00am

Creating and Managing Outsourcing Contracts for Flexibility and Change

Julian Millstein, Partner, Brown Raysman Millstein Felder & Steiner LLP

10:00 am – 10:20 am

Break

10:20am-11:10am

Educational Track Sessions – Round 6

Outsourcing by Function

Outsourcing-in-Action Case Study

Corporate Real Estate & Facilities Operations

Business Process Outsourcing

Global Sourcing

Information Technology Outsourcing

New Techniques in Real Estate and Facilities Management Outsourcing.

Kenneth Block,

Brown Raysman Millstein Felder & Steiner

Fred Klammt

Aptek Associates, LLC

Mark Gibson, HLW Resources

Property and Casualty Insurance Business Process Outsourcing.

Thomas Schenck,

Total Outsourcing Partners, Inc.

Outsourcing Offshore Successfully.

Jagdish Dalal,

JDalal Associates, LLC

Procter & Gamble

Launch Plan for a Global IT Sourcing Program.

William Metz,

Procter & Gamble

11:20am-12:20pm

Institutionalizing Relationship Management – Turning It into A Business Discipline

Stuart Kliman, Director and Founding Partner, Vantage Partners, LLC

12:20pm-12:30pm

Closing Comments

Michael F. Corbett, Conference Chair and President & CEO, Michael F. Corbett & Associates, Ltd., Chairman and Executive Director, The Outsourcing Research Council

12:30pm-1:30pm

Topical Tables Luncheon

1:30pm-2:30pm

The Outsourcing Process

Strategy

Implementation

Management

Meetings-of-the-Minds

Chaired by: Ronald Stratton

Meetings-of-the-Minds

Chaired by: Edmond Jowdy

Meetings-of-the-Minds

Chaired by: Dr. Wendell Jones

2:30pm

Conference Close