In this highly-interactive, wide-ranging discussion, council members and guests share their views and experiences in using outsourcing to transform their business's operations.

Topics to be discussed include:

• How do you create an environment for change that embraces and supports outsourcing?
• How do you deal with the critical people issues -- both within and outside the organization?
• How do you create an environment where the provider is an integral, value-creating member of the team?
• How do you deal with the unavoidable problems in a way that actually strengthens the relationship between the companies?

The presentation will introduce a "framework of measurements" that can lead to success -- near and long term. The framework addresses the balance of measurement in managing the outsourcing relationship from strategic (shareholder value) to tactical (limiting risks).

However, leadership, vision and clarity of direction in the Navy's enterprise wide approaches to outsourcing, such as the Navy Marine Corps Intranet (NMCI), Enterprise Resource Planning, Navy e-business operations office and other current initiatives show real promise in improving performance, efficiencies and business outcomes.

Mr. Nemfakos will draw upon his experience to share practical techniques for overcoming institutional obstacles, such as:

• The inherent inflexibility of large organizations to expand and contract their infrastructure and systems quickly, largely due to a hierarchical decision making process
• The ineffectiveness of hierarchical organizations in communicating and educating their workforce about the value of outsourcing
• The limitations of unique budgetary and appropriations processes

AETBS is the tenth largest accounting firm in the United States with over 50 offices, operating in 17 states. The firm provides a broad spectrum of financial services focused on the small to middle market and high-end individual client base. It has recently become successful in providing services to its clients through the outsourcing of traditional financial activities.

Mr. Cvitanov will share:

• His unique perspective, having been on both sides of the transaction
• His opinion on the future of outsourcing, especially as it begins to move into the middle market

Dr. Jones, as a customer, planned and executed one of the largest outsourcing programs in history--a $3 billion IBM-McDonnell Douglas contract. Later, as a service provider for three years, he was responsible for worldwide service delivery of outsourced IT services.

In this presentation, Dr. Jones shares:

• A framework for a cohesive management system for successful outsourcing
• How to engage a firm's leadership in a comprehensive program for organizational change
• How to extend this program for change throughout the design, implementation and management of outsourcing relationships across the business's operations

Nearly every research firm has predicted a huge growth in netsourcing, with estimates as high as $100 billion by 2004. Although the dot-com and technology stock market crashes have resulted in sluggish growth at present, Ms. Lacity's research has found that nearly all organizations--large and small in both the public and private sector--will netsource business applications over the next five years because the underlying value proposition is so compelling.

Every business manager will need to understand the principles of sound netsourcing. For managers within small to mid-sized enterprises, netsourcing will likely become a predominate way to source business applications and services. For large enterprises, netsourcing will become part of an overall sourcing strategy--just one important option among many.

In this session, Professor Lacity provides:

• The tools needed to evaluate netsourcing in the context of proven and established sourcing principles
• A new body of research in the business application service provision sector
• Dozens of case studies derived from a global research program

In this talk, Mr. Harari describes the kinds of leadership, cultures, systems, and networks that generate the collaboration and trust necessary for true value-creation in outsourcing. Make no mistake; the so-called "soft" stuff like genuine collaboration and trust is actually the "hardest" thing to pull off successfully, but the capacity to do it will take your outsourcing relationships to unimaginable performance levels.

Mr. Harari presents plenty of data and examples to illustrate what you as a leader can do to make it all happen.

Business Process Outsourcing
By looking across traditional organizational silos and outsourcing entire business processes leading companies are revolutionizing customer service and creating exceptional shareholder value.

Information Technology
As companies race for competitive advantage, information becomes the strategic business asset. But for many, day-to-day maintenance and operation of IT systems producing that information actually distracts their focus from core business.

Human Resources Outsourcing
With the emergence of employee self-service and eHR as driving forces, human resources outsourcing is key to enhancing the efficiency and strategic value of this critical business process.