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Outsourcing Governor

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IAOP Chapter: Governance

 Webinar held May 19, 2016!

The IAOP Governance chapter co-chaired by Neo Group, Time Warner and Freedom Mortgage held a webinar on May 19, 2016 at 1pm EDT. 

Topic: Case Study on Vendor Management & Governance at USAA
 

Since 1922, USAA has been providing insurance, banking, investments and retirements solutions to military members and their families. Excellence in sourcing and third party management is part of ensuring that mission. This IAOP Governance webinar shared the USAA sourcing governance case study. Participants heard and learned from USAA governance and vendor management leader, Craig Libby, on how he and his team leverage tools and processes to ensure high levels of service delivery and compliance. 
 
Craig Libby is the Head of Supply Chain Risk and Compliance, Policies and Procedures, and Supplier Governance at USAA.
 
He is responsible for leading supply chain risk, compliance, audit, policies and procedures, and business unit supplier governance teams. All to ensure we not only comply with requirements and mitigate risks, but also understand and operate to the spirit of the guidelines and rules.

Case Study on Vendor Management & Governance at USAA

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LEAD ORGANIZATIONS




Time Warner

Freedom Mortgage
 

LEADERSHIP

Atul Vashistha, COP, Chair
Chairman
Neo Group


James Shea, COP-GOV, Co-chair
IAOP Training & Certification Committee,
Authorized Governance Workshop Trainer

Rohith Nandagiri, Co-Chair
Director, Global IT Workforce Management
Time Warner

Michael Nacarato, COP, Co-chair
Senior Vice President, Business Transformation
Freedom Mortgage

Executive Advisory Committee

Jack Sanderson
Manager
Boston Scientific

Ajay Bolina
Principal
Deloitte Consulting


Delegate Members

Uday Tembulkar
Co-founder
Empacus

 

PRIMARY PURPOSE

According to a recent IAOP survey, Governance is the top challenge facing outsourcing professionals today.  Outsourcing Governance is a complicated topic, encompassing a range of issues from performance and change management, to staffing and skills, to metrics and incentives to mindset and culture.

MEETING FREQUENCY

Quarterly

MEETING TYPE

Web-based (webinar)

NON-SOLICITATION POLICY

All IAOP Chapters adhere to the non-solicitation policy. Click here to view the policy.


Past Meetings

LAST 10 MEETINGS

 

Webinar held May 19, 2016

The IAOP Governance chapter co-chaired by Neo Group, Time Warner and Union Bank held a webinar on May 19, 2016 at 1pm EDT. 

Topic: Case Study on Vendor Management & Governance at USAA
 

Since 1922, USAA has been providing insurance, banking, investments and retirements solutions to military members and their families. Excellence in sourcing and third party management is part of ensuring that mission. This IAOP Governance webinar shared the USAA sourcing governance case study. Participants heard and learned from USAA governance and vendor management leader, Craig Libby, on how he and his team leverage tools and processes to ensure high levels of service delivery and compliance. 
 
Craig Libby is the Head of Supply Chain Risk and Compliance, Policies and Procedures, and Supplier Governance at USAA.
 
He is responsible for leading supply chain risk, compliance, audit, policies and procedures, and business unit supplier governance teams. All to ensure we not only comply with requirements and mitigate risks, but also understand and operate to the spirit of the guidelines and rules.

Playback the presentation

Webinar held September 23, 2015

The IAOP Governance chapter, co-chaired by Neo Group, Boston Scientific, Time Warner and Union Bank held a webinar on September 23, 2015 at 1pm EDT.

Time Warner executives discussed their "Managed Services Transition"

Time Warner (TWX) is the global headquarters for one the world's foremost media and entertainment companies comprised of Warner Bros., Turner Broadcasting (TNT, TBS, CNN) and Home Box Office along with several other properties.

The Time Warner information technology group drives an enterprise portfolio of applications supporting the global business and has a user community across the globe. In 2013, the decision was made to go to a managed services support model for the 250+ applications for support, enhancements, modifications and other processes.

To drive better engagement across our divisions, Time Warner employed an internal advisory group called Workforce Management to address resource challenges and topics to gain an economy of scale and improvement of overall engagement with our preferred providers across the global enterprise of Time Warner.

Kurt Rao is the TWC divisional CIO and along with his Executive Director of Portfolio and Governance, Peter Polack, and a Director from Workforce ManagementRohith Nandagiri, the engagement with L&T Infotech was forged through the statement of work, the operations manual and a robust knowledge transition through governance and rigor.

The engagement began in earnest in January and since then, the portfolio of applications has gone through transition from solely employee driven support to a joint effort with our provider partner to engage in world class support with no degradation in response and remediation time. As of September 1, the engagement is in steady state.

They discussed how they engaged in a highly planned transition with metric based governance along with awareness of the success ratios within remediation times, but also other measurement quotients. In addition, they shed some light on some lessons learned and ongoing engagement with the provider for sustainability.

Managed Services Transition

Webinar held February 4, 2015

The IAOP Governance chapter, co-chaired by Neo Group, Applied Materials, Boston Scientific, Hess Corporation, Time Warner and Union Bank held a webinar on February 4, 2015 at 2pm EST.

Laura D'Ambrosio from Bristol-Myers Squibb shared her insights around Governance as a Service.

The Bristol-Myers Squibb Approach for Right Sizing Governance
In 2008 the Bristol-Myers Squibb Service Provider Governance organization was providing governance services for three major IT outsourced relationships.  The services were delivered based on a one size fits all approach.  As Bristol-Myers Squibb expanded the number of outsourcing relationships, it became evident that this one size fits all approach to governance would no longer be successful.  The complexity of managing multiple service providers made it clear that in order to be successful Bristol-Myers Squibb would need to take an innovative approach in how to “Right Size” the governance services provided.  In this session you will learn more about the risk based decisions that were taken to provide the appropriate governance services in order to support the business. 

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Webinar held on December 9, 2014

The IAOP Governance chapter, co-chaired by Neo Group, Applied Materials, Boston Scientific, and Hess Corporation held a webinar on December 9, 2014 at 1pm PST/ 3pm CST/ 4pm EST.

Topic: Governance as a Service  
Case studies outlining the steps these leading organizations have taken to achieve success will be shared. 

A Panel Discussion Moderated by: Atul Vashistha, NEO Group

A Case Study
Eugene KublanovManaging Director, Managed Governance Services, KPMG
Neel PatelFormer Vice President of Sourcing Management and Governance 
 
The Nimble, Agile VMO – Combining Service and Technology to Advance the Enterprise
Over the past 3 years, Leading Media Company has been on an extraordinary growth journey - adding 5.7 million cable communications subscribers, growing revenue by $5B and acquiring NBCUniversal among other notable milestones.  Along with significant growth comes increased complexity of managing vendors who support the business.  Right sizing the governance organization, finding and retaining the right talent and staying focused on strategy and high value activities are ongoing challenges for most companies.  Enter Leading Media Company’s Sourcing Management and Governance Organization.  In this session you will hear about their journey in leveraging services and technology to establish a scalable VMO that not only supports the enterprise but advances it.

A Case Study
Bruce EverettDirectorISG
Karl WoodsQantas
 
The Journey to Leveraging Outsourced Services and Technology  - Do More with Less
QANTAS Airways, widely regarded as one of the world's leading long distance airline, has around 85% of its IT services outsourced, including IT infrastructure, applications development and maintenance, and telecommunications, as well as booking and ticketing systems (with SITA and Amadeus). These IT services support the mission critical operations of customer service, flight operations, engineering and corporate services for 34,000 staff in 197 locations around the world. In a drive for cost and staff efficiency across the organization, the IT commercial and financial management teams were being asked to reduce costs and to do more with less staff.
Executives with the airline turned to the trusted sourcing advisor ISG to take on many of its contract management processes and work to free up the commercial and financial managers to focus on value creation with its business customers. ISG’s outsourced Governance Services now functions as part of the airline’s team in charge of contractual and financial compliance processes.  In this session you will hear from QANTAS and ISG about their journey in leveraging outsourced services and technology to do more with less.

Download the presentation (The Qantas IT Story)
Download the presentation (The Nimble, Agile VMO)
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Webinar held on October 8, 2014

The IAOP Governance chapter, co-chaired by Neo Group, Applied Materials, Boston Scientific, and Hess Corporation held a webinar on October 8, 2014 at 10am PDT/ Noon CDT/ 1pm EDT.

Topic: Health Check & Governance 
Speakers
Gaurav Garg, CIO, City of Santa Clara
Christopher Jackson, Information Services Manager, City of Santa Clara
 
Moderator: Atul Vashistha, NEO Group
 
The City of Santa Clara is known all over the world for being a technology hub and home of Levi Stadium and the San Francisco 49ers.  Voted one of ten All-America Cities in the New Millennium by the National Civic League, Santa Clara has a “High Tech, Human Touch, H2” ™ approach to serving the community’s needs.   It is consistently rated one of the most affordable cities in the nation for business.  Santa Clara is a Charter City  with a Council/Manager form of government. The City’s financial stability ensures the highest levels of citizen and business service, low business taxes and solid real estate value, and it is also one of the safest U.S. cities with a population of 75,000+.  With a focus on high quality customer services and its reputation, it is no wonder more than 9,400 businesses, including many of the world’s top technology firms, and thousands of long-time residents have made the City of Santa Clara their home.

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Webinar held on August 14, 2014

The IAOP Governance chapter, co-chaired by Neo Group, Applied Materials, Blue Shield of California, and Boston Scientific held a webinar on August 14, 2014 at 10am PDT/ Noon CDT/ 1pm EDT.

Webinar Topic: Governance for Global Business Services and hybrid delivery
 
In this webinar we explored through a case study and panel discussion concepts of governance in a Global Business Services (GBS) organization.   Increasingly corporations are creating GBS organizations to manage a portfolio of shared services and to provide governance and vendor management of outsource suppliers on behalf of the enterprise.    The GBS organization has to present a single face to the Business Unit and manage a “front office” & “back office” hybrid delivery.  We looked at GBS governance models including performance management, decision making, issue escalation & resolution, contract management and strategic alignment as well as the service infrastructure a GBS organization needs to function as a provider of services to business units. 
 
A case study of a GBS organization’s journey in creating a GBS governance model was presented and discussion was hosted by Atul Vashistha, CEO of Neo Group.

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 Webinar held on June 19, 2014

The IAOP Governance chapter, co-chaired by Neo Group, Applied Materials, Blue Shield of California, and Boston Scientific in conjunction with the Financial Services Chapter, co-chaired by Wells Fargo, held a webinar on June 19, 2014 at 11am PDT/ 1pm CDT/ 2pm EDT.

In recent years the OCC has hit the Financial Services Industry with several layers of regulatory mandates and framework standards aimed at protecting consumers from banks that may use third-party vendors. The latest round of OCC regulations addresses increased guidance around third-party operations, implications for controls and the creation and implementation of risk management plans, ongoing monitoring and contingency plans for all third-party vendors.

Industry experts Alan Hanson, Senior Vice President, Neo Group; Lloyd Winans, Partner, Global Banking & Finance Group, Baker & McKenzie; Brad P. Keller, Senior Vice President, The Santa Fe Group and Kurt Pearson, Senior Vice President, Wells Fargo discussed the topic of OCC Compliance.

Specific areas of discussion were:

Captive Bank Owned Operations: Increased OCC guidance treats these captive centers as third-party providers. Industry leaders will discuss how their teams have addressed these mandates and the affect it has had on the business unit.

Due Diligence: What are the specific due diligence areas, including: legal and regulatory compliance; fee structure and incentives; risk management systems; human resource management; conflicting contractual arrangements.
 
Contract Negotiations: Increased responsibility to map contract requirements related to the third party plan; and new requirement to seek Board of Directors approval for contracts related to critical activities.
 
Ongoing Monitoring: Based on the OCC regulations what constitutes sufficient and appropriate staff to monitor and manage third party performance, throughout the term of the contract based upon the level of risk exposure?
 
Termination: The OCC has introduced a new requirement for third party risk management – termination. Specifically, a detailed contingency plan that outlines how you will manage those services in-house once the relationship is terminated.

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Webinar held April 16, 2014

The IAOP Governance chapter, co-chaired by Neo Group, Applied Materials, Blue Shield of California, and Boston Scientific in conjunction with the Outsourcing Tools & Technology Chapter, co-chaired by The University of St. Thomas, Genpact, Baker & McKenzie, KPMG, SirionLabs, Avasant, Microsoft and Walgreens, held a webinar on April 16, 2014 at 10am PDT/ 12Noon CDT/ 1pm EDT.

During this webinar, we focused on Tools that are used for Outsourcing Governance.

Governance Chapter lead co-chair, Atul Vashistha, NEO Group, moderated the panel of tools providers and their client participants who discussed the tools used and their experiences with them.  Panelists included:  Claude Marias, SirionLabs; Jim Hussey, Western Union; Nipun Sehgal, Enlighta and Nina Ricci Fedotova, UCB.

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Webinar held on December 11, 2013

The IAOP Governance Chapter, co-chaired by Neo Group, Applied Materials, Blue Shield of California, and Boston Scientific, held a webinar on December 11, 2013, at 11am Pacific - 2 pm Eastern.

Chapter chair, Atul Vashistha, moderated a panel discussion entitled "Introducing the IAOP Governance Certification".  Participants learned about the COP-GOV program and the benefits of governance training.  Esteemed panel members included: Jim Shea, COP-GOV, IAOP Training and Certification Committee and Donald Mones, COP, MetLife.

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Webinar held on September 24, 2013

The IAOP Goverance Chapter, chaired by Neo Group, Applied Materials, Blue Shield of California, and Boston Scientific, held a webinar on September 24, 2013, at 11am Pacific - 2 pm Eastern.

Linda Tuck Chapman, CPO, Sourcing, Payables and Supplier Governance from BMO Financial Group shared her valuable insights on the topic entitled "What Does An Effective Supplier Governance Program Look Like?" 

Stay tuned for details about our upcoming programs!

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Meeting held on April 18, 2013

A meeting of the IAOP Goverance Chapter, chaired by Neo Group, Applied Materials, Blue Shield of California, and Boston Scientific, was held in conjunction with the IAOP Chicago Chapter, chaired by Kirkland & Ellis LLP,  DeloitteDePaul University and Northern Truston April 18, 2013, at the offices of Kirkland & Ellis at 300 N. LaSalle, Chicago, IL 60654Portions of this meeting was available as a webinar.

Agenda:

3:30 pm – 3:45 pm: Registration

3:45 pm – 4:00 pm: Introductions & IAOP Announcements Neil Hirshman, Co-Chair, Chicago Chapter

4:00 pm -- 5:00 pm: Beyond SLAs: Balanced Scorecard and more -- Case Study

5:00 pm -- 5:45 pm: Beyond SLAs: Balanced Scorecard and more -- Attendee Participation

Moderator: Atul Vashistha, COP, Chair, Governance Chapter

Craig Ostrander, Applied Materials
Lynne Peckham, Northern Trust
Shuchita Singh, COP, Northern Trust
Alan Hanson, Neo Group

This session focused on how leading firms are leveraging the principles of "Balanced Scorecard" to better manage their provider relationships. The first hour of the session highlighted various case studies to showcase how leading firms are also looking beyond operational and transactional metrics to have a holistic view of their outsourced and shared services operations. 

5:45 pm – 6:45 pm: Reception

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Webinar held on February 5, 2013

A virtual meeting of the IAOP Governance Chapter, chaired by Neo Group, Applied Materials, Blue Shield of California, Boston Scientific and Citi, was held on February 5, 2013.

"Enterprise Supplier Governance – Size and Complexity Do Matter"

Presenters:
 Karla Frost, Enterprise Supplier Governance Office – Health Care Services Corporation (HCSC)
 Liz Evans, Director – KPMG LLP
 
Organizations are making great strides in understanding the complexity of governing an outsourcing portfolio, which has evolved over a period of time and often without alignment to an enterprise-level outsourcing strategy.
 
HCSC has taken an enterprise approach to establish a consistent and comprehensive program that accommodates the different types of outsourcing arrangements across their own organization. They’ve completed the initial implementation phase of their Enterprise Supplier Governance Program and are currently in the process of sustaining the framework implemented to ensure high adoption rates with internal business customers and suppliers as they progress to steady state.
 
The Webcast presentation included:


  • Industry perspective on enterprise supplier governance
  • Critical success factors to establishing a enterprise supplier governance program
  • How to segment your suppliers and apply the right level of governance
  • How technology can be leveraged to institutionalize new ways of governing outsourcing arrangement
  • Practical advice, lessons learned, and insights into how HCSC made governance work for them.
Download the presentation



 

ALL OTHER MEETINGS

 

Webinar held on December 4, 2012

A virtual meeting of the IAOP Governance Chapter, chaired by Neo Group, Applied Materials, Blue Shield of California, Boston Scientific and Citi, was held on December 4, 2012.

The topic was "Vendor Scorecards."

Vendor scorecards have been used as an effective tool by many organizations to evaluate vendor relationships, monitor performance, and drive competition amongst vendors. The session provided for a valuable perspective on utilizing a scorecard performance measuring tool as part of a strategic governance framework that enables the business to provide a centralized view of progress towards objectives and the key performance drivers.
 


Webinar held on October 22, 2012

A virtual meeting of the IAOP Governance Chapter, chaired by Neo Group, Applied Materials, Blue Shield of California, Boston Scientific and Citi, was held on October 22, 2012.

The topic was "When SLAs are Green but Customer Satisfaction is Red."

Are your SLA metrics all green while your customer satisfaction is red? 
 
Synopsis: Many customers find that the service level metrics they have chosen to measure their outsourcing vendors’ performance do not adequately measure the end user’s experience. That is, the numbers do not match the emotional response of the users. To avoid this, vendor managers should ask the following questions:

  • Do you have scenarios where the vendor is meeting or exceeding SLAs yet customer satisfaction is trending downward?
  • Are the ultimate business objectives of your outsourcing project being met and are your SLA's tied to these objectives?
  • Can the focus on certain SLAs have unintended consequences for your business objectives?
  • Are you utilizing both SLA metrics as well as customer satisfaction results to feed a continuous improvement process that helps shape your vendors’ delivery?

Join Jack Sanderson and Pete Roman for a lively and informative webinar as they examine the issues behind these questions and offer thoughts on how to better manage your outsourcing vendors’ service performance.
 
Jack Sanderson is a strategic sourcing manager for Boston Scientific. Jack has over 20 years of ITO/BPO experience as both a global outsourcing service provider as well as a sourcing manager in the high tech, consumer electronics and medical device industries.
 
Pete Roman is a Director for Alsbridge Inc., a leader in outsourcing consulting and benchmarking services. Pete has over 30 years of global experience in systems integration, ITO and BPO solution development, and delivery executive in onshore/offshore efforts. Pete’s sourcing experience, from that of an outsourcer, provider, and now advisor includes telecommunications, utilities, automotive and industrial manufacturing, transportation and travel, and health services industries.

 


Webinar held on July 10, 2012

A virtual meeting of the IAOP Governance Chapter, chaired by Neo Group, Applied Materials, Blue Shield of California, Boston Scientific and Citi, was held on July 10, 2012.

The topic was "Multi-Vendor Governance."

 


Webinar held on July 25, 2011

A virtual meeting of the IAOP Governance Chapter, chaired by Vantage Partners and AT&T, was held in conjunction with the IAOP Contracting Process Chapter, chaired by Mayer Brown LLP, on Monday, July 25.

Renegotiation: Threat, or Opportunity?

Renegotiation, whether formal or informal, is a fact of life for most outsourcing arrangements. Business needs and priorities shift, capabilities change, market conditions evolve... and existing deals need to evolve to keep pace. The way you structure your contract and govern your ongoing relationship can have a significant impact on whether renegotiations become a threat to be avoided, or an opportunity for both sides to achieve greater value.

In this special joint meeting, chapter chairs Brad Peterson, Partner, Mayer Brown, and Sara Enlow, Principal, Vantage Partners, shared some perspective on the link between contracting and governance, and how each impacts (and is impacted by) renegotiations. Bring your questions and experiences for this special round table discussion.
 


Meeting held January 12, 2011

The IAOP Governance Chapter, chaired by Vantage Partners and AT&T, held a webinar on Wednesday, January 12, 2011.

Getting the right governance structure in place and ensuring that it is functioning in the way it should is both critical and tricky. Who should be involved, and how? How do you ensure that you have the right structure for the particular needs of your deal? How do you get from governance on paper to governance in action? What is needed to move beyond a focus on day-to-day operations toward a more strategic focus? 

Chapter co-chairs AT&T and Vantage Partners, welcomed our special guest, Kenny Markford, Sourcing Manager with Astra Zeneca, for a lively conversation on the topic of maximizing the potential of your deal through effective governance.
 


Meeting held November11, 2010

The IAOP Governance Chapter, chaired by Vantage Partners and AT&T, held a webinar on Thursday, November 11, 2010


"Remediating troubled outsourcing relationships"

The inability to get underperforming outsourcing relationships back on track results in significant value loss. In a recent Vantage Partners survey, half of respondents said issues in their relationship had not been fully addressed. Effective remediation in outsourcing relationships requires a mechanism for identifying when there are issues that need to be addressed, a tool for diagnosing the causes of underperformance, and a process for developing and gaining alignment around changes to make to the relationship. Attend the Governance Chapter's upcoming remediation webinar to learn how some buyers and providers are successfully remediating their outsourcing relationships, resulting in increased customer satisfaction and quality improvements.

Our special guests were John Brodersen, Senior Counsel with Kimberly-Clark Corporation, and Chris Long, Chief Operating Officer with StayWell Health Management.  

Sara Enlow and Joseph Bubman of Vantage Partners moderated this session.


Meeting held August 19, 2010

A meeting of the IAOP New England Chapter, chaired by Foley & Lardner, John Hancock Financial Services and Insigma HengTian Software Ltd, was held in conjunction with the IAOP Governance Chapter, chaired by Vantage Partners, on Thursday, August 19, 2010, from 3:30 to 6:30 pm at the Foley & Lardner offices at 111 Huntington Avenue, 26th floor, Boston, MA; and was available to guests worldwide through the IAOP webinar network. 

Agenda

Introductions, chapter business

Vendor Spotlight

"Top 5" Supplier Relationship Management Terms to Include in Your Outsourcing Agreements”
Matt Karlyn, Foley & Lardner LLP

Panel Discussion “Managing Supplier Relationships to Create Value and  Maximize Results in Outsourcing Transactions”
Danny Ertel, Partner, Vantage Partners
Tim McCrudden, CGI, Inc. 
Gregory Cozzens, Procurement Solutions Specialist, Oracle
Kevin Sieck, Director of Business Development, hisoft, Inc.
Moderator: Matt Karlyn, 
Foley & Lardner LLP

Networking Reception 

 


Meeting held June 8, 2010

There was a joint meeting of the New York Chapter, chaired by Morrison & Foerster, Governance Chapter, chaired by Vantage Partners and the Outsourcing Tools and Technology Chapter, co-chaired by AmexAT&TBeyondCoreGSOS and Wipro on June 8, 2010, from 3:00 to 7:00 PM hosted by Morrison & Foerster, LLP. 

Using Tools to Assist Governance of Outsourcing Relationships

Governance of outsourcing relationships requires frequent communication, coordinated escalation and resolution of issues, and joint agreement on how to measure successes and failures. Governance can be greatly enhanced by the use of tools that support the parties’ efforts.

Who should bring these tools to the table? The service provider? The customer? Both? How can the customer assure consistency of management across multiple service providers? What is the state of the art for products in this space?

Service providers, customers, tool providers and advisors addressed best practices in rationalizing the governance of outsourcing relationships. Whether you are concerned with management of ongoing relationships or are contemplating new deals, you need to keep up with developments in this area. 

Agenda:

Joint Chapter meeting kick-off
Julian Millstein, Morrison & Foerster, New York Chapter Chair

Sourcing Relationship Management - Trends and Directions in Tools & Technologies in Outsourcing/Shared Services
Matt Shocklee, GSOS, Outsourcing Tools & Technology Chapter Co-chair

Customer case study on use/impact of tools and technology as it relates to governance in outsourcing relationships

Intro to Panel Discussion
“How do tools support effective management of outsourcing relationships? Can they hinder effective conversations?”
Danny Ertel, Vantage Partners, Governance Chapter Chair

Panel Discussion “Use and Future of Tools and Technology in Governance in Outsourcing Relationships”
Moderator: Danny Ertel, Vantage Partners, Governance Chapter Chair

Chapter Wrap-Up Discussion

Networking Reception

Meeting held March 5, 2010

A meeting of the IAOP Governance Chapter which is chaired by Vantage Partners was held on Friday, March 5, 2010.

“Thriving Under Pressure - Advice for managing outsourcing relationships during tough economic times”

Today's challenging economic environment has put significant strain on outsourcing relationships. Customer PMO teams and retained staff are challenged to do more with less and continue to demonstrate value, and many providers have seen their margins whittled down significantly while their customers' expectations only continue to rise. In the face of these difficulties, it's easy for both sides to point fingers at one another, and do their best to push the pressure on to their partner. But doing so usually only creates more problems than it alleviates.

The webinar featured a lively panel discussion about the pressures facing outsourcing relationships today, the challenges that arise as a result, and what buyers and providers can do to work more effectively together through those pressures. Our special guests will be:

Leslie Bleke, Offshore Manager, Worldwide Sourcing, Allstate
Rich Etzkorn, SVP, Cassidy Turley
Paul Roy, Partner - Business and Technology Sourcing Practice, Mayer Brown

Vantage Partners' Sara Enlow moderated the discussion.

Meeting held August 7, 2009

A meeting of the IAOP Governance Chapter, chaired by Vantage Partners, was held as a joint virtual meeting with the IAOP Central America Chapter hosted by Chris Disher & Associates. It was held on Friday, August 7, 2009 from 1:00 p.m. to 2:00 p.m. EDT.

Chapter chairs Danny Ertel of Vantage Partners and Chris Disher of Chris Disher & Associates discussed “Managing Cultural Differences in Offshore Relationships.” The meeting opened with a few comments from the chapter chairs about outsourcing governance and then they shared results from the Vantage Partners Offshoring Relationship Management study to set up a discussion on the following questions: What are the most significant cultural differences between customers and providers in Central America offshoring relationships? How do those differences impact the challenges customers and providers face in managing their Central America offshoring relationships? What mechanisms are most effective for managing cultural differences and challenges?

Three special panelists shared their experiences on how customers and providers in Latin America offshoring relationships can effectively manage cultural differences.
 

Panelists:
Steve Rudderham, VP - Client Engagement, Capgemini
Mauricio Velasquez, Commercial and BDVP, Teledatos S.A.
Julia V. Santos, Director- Worldwide Strategic Outsourcing, 
Johnson & Johnson Group of Consumer Companies

Meeting held – May 20, 2009

This meeting of the IAOP Governance Chapter hosted by Vantage Partners was held as a joint virtual meeting with the IAOP India (Delhi) Chapter which is chaired by Lawscribe, Inc. 

Chapter chairs Danny Ertel of Vantage Partners and Kunoor Chopra of Lawscribe discussed “Managing Cultural Differences in Offshore Relationships.”  Each offshore location faces its own unique challenges – participants found out what they are in India (Delhi) and how to best manage them.  The meeting opened with a few comments from the chapter chairs about outsourcing governance and then they shared results from the Vantage Partners Offshoring Relationship Management study to set up a discussion on the following questions:  What are the most significant cultural differences between customers and providers in India offshoring relationships?  How do those differences impact the challenges customers and providers face in managing their India offshoring relationships?  What mechanisms are most effective for managing cultural differences and challenges?

Panelists Godfrey Pinto, Director of Offshore Outsourcing at Gtech Corporation, and Gary M Zeiss, Esq., Vice President of Corporate Transactional Group at LawScribe,  shared customer and provider perspectives on effectively managing cultural differences and challenges to achieve maximum value in offshoring deals.
 



Meeting held – April 22, 2009

This Governance Chapter webinar was a collaborative effort with the Malaysia Chapter.  

Chapter Chairs, Danny Ertel of Vantage Partners and Bobby Varanasi of Outsourcing Malaysia hosted this hour long session and welcomed panelists Francis Meganathan, managing director of Cuscapi Berhad and Manoj Menon, partner & managing director from Frost & Sullivan.  Ertel & Varanasi led a discussion on the topic of “Managing Cultural Differences in Offshore Relationships.”  Participants gained insight into the unique challenges faced in Malaysia and how to best manage them.  Members may review the webinar recording and download the presentation by clicking on the Chapter Presentations link in our Knowledge Center.

 


Meeting held - March 9, 2009

A Governance Chapter webinar, hosted by Vantage Partners, was held on Monday, March 9, 2009.  

During this hour-long session, participants learned about “Outsourcing Health Checks:  How to Capture Additional Value Midway Through the Deal.”  Having achieved initial cost savings and survived transition, many customers learn that “stability” equates with “no new value.” Most companies lack a plan for capturing additional value during the remainder of their outsourcing deals, and as a result, end up squandering the opportunity to leverage lessons learned from the first couple of years of the relationship to improve results during the second half of the contract term. 

Chapter Chair, Danny Ertel of Vantage Partners introduced special guest Rene Herlaar, Vodafone Netherlands, who discussed Vodafone’s experience creating significant value midway through a deal by conducting a Health Check that enabled both parties to identify, diagnose, and address value-leaking deficiencies in areas such as innovation, scope management, issue resolution and decision-making.

 


Meeting held – January 20, 2009

The Governance and East China (Shanghai City) Chapter’s held a combined webinar, hosted by Vantage Partners and Bleum, Inc, on Tuesday, January 20, 2009.

At this value-packed meeting entitled “Managing Cultural Differences in Offshore Relationships.” Danny Ertel, Governance Chapter Chair, opened with a few comments about outsourcing governance and then shared results from Vantage Partners’ new Offshore Relationship Management Survey which set up a discussion on the following questions: What are the most significant challenges that customers and providers face in managing their offshore relationships? How do those challenges differ from challenges in onshore deals? What cultural differences present significant challenges? How do those challenges differ by geography?  What are the unique challenges in offshoring to China? What are customers and providers doing to meet those challenges? Eric Rongley, East China-Shanghai City Chapter Chair, followed with an update on his chapter. 

Then Andy Wang, ODC Manager from Bleum, Inc, and Joe Olson, Vice President Product Development from Red Prairie, joined Danny and Eric for an exciting discussion.  Joe shared a customer’s perspective on the challenges in offshoring to China and some mechanisms for dealing with those challenges.  Further, Andy described how service providers can manage the unique challenges presented in offshore relationships.  The webinar concluded with a Q&A session.  It was a very informative and insightful session.  If you are an IAOP member and were not able to join us, you may visit our Knowledge Center and review the recording.
 


Governance Forum - September 9, 2008

The IAOP Governance Chapter hosted the 2008 IAOP Governance Forum at the Marriott Chicago, located on the Magnificent Mile in Downtown Chicago.  This one day forum covered the various aspects of outsourcing governance and was specifically designed to help you achieve greater value from your outsourcing engagements. 
 


Meeting Held – September 4, 2008

The Governance Chapter held a webinar on Thursday, September 4.

Offshore outsourcing presents some interesting and unique challenges in managing relationships across many miles, time zones, languages and cultures. Our discussion focused on “Offshore Governance – Lessons From Experience,” and our panel of speakers included Timothy Campos, chief information officer for KLA-Tencor, Dale Christopherson, COP and PMO director, global sourcing for Lawson Software, Alan Arenson, Information Officer, Vendor Management for AXA Equitable and Greg Shaw, Senior Vice President Globalization PMO for State Street Corporation.  This dynamic discussion was moderated by Sara Parker Enlow of Vantage Partners.

Panelists shared their experiences of managing offshore outsourcing relationships, including challenges and best practices. 


Meeting held - Tuesday, June 10, 2008

The latest Governance Chapter Webinar was held on Tuesday, June 10.  

Our second knowledge sharing session in 2008 addressed the topic of “Making Governance Operational.”

Outsourcing governance is about much more than boxes and lines on an organization chart.  Effective governance requires a clear set of processes for managing a myriad of activities from the contract, to performance, to consumption, to joint planning.  While many companies acknowledge the need for some processes for managing their relationships, they often don’t do a good job at putting them into practice, or they don’t recognize the need for some processes until a problem has already arisen. 

Special guests Paul Fox, Vendor Manger from ING Bank, and Ernie Zibert, South Pacific Client Delivery Manager for Hewlett-Packard, shared their experience and expertise in defining governance processes and putting them into practice. 
 


January 23, 2008 – Chairman’s Summary

The most recent IAOP Governance Chapter meeting was held via webinar on January 23, 2008 and focused on remediation and renegotiation. Thank you to our guest speakers, Neil Hirshman from Kirkland & Ellis and Doug Plotkin from PA Consulting. 

The fourth webinar in the series on Governance Across the Life Cycle, addressed the remediation of problems and the renegotiation of contracts. It looked at some of the typical problems that buyers and providers face in a mature relationship and some strategies for addressing them and making the necessary adjustments going forward.

Danny Ertel, chair of the Governance Chapter framed up the key challenges faced by parties in a troubled relationship and facilitated a discussion with guest panelists Neil and Doug.

In addition a short document to be available at the Governance Chapter Open House at the Outsourcing World Summit in February.


Fifth Meeting: November 8, 2007

The IAOP’s Governance Chapter held its fifth meeting on Thursday, November 8, 2007 and discussed the topic of “Decision-Making Rights & Responsibilities: Beyond the Basics.”  The meeting was moderated by Danny Ertel, Chair of the Governance Chapter and Partner at Vantage Partners. Danny hosted special guests Marni Dicker, VP of Business Affairs and Corporate Legal Counsel for SNC-Lavalin Profac, and Ron Barbera, Executive Consultant, Relationship Alignment Solutions for IBM Global Technology Services.

Danny opened with thoughts on why it is important to get clear on rights and responsibilities for decision making and why this is a key aspect of outsourcing governance and relationship management. Danny highlighted the D-I-C-N (Decision Driver, Inform, Consult, Negotiate) framework as one approach to clarifying roles and responsibilities for decision making.

Marni Dicker from SNC-Lavalin Profac explained why decision making can be complicated when there are various types of agreement models and type of contracts. Marni also emphasized the importance of strong relationships regardless of the details of the contract, as trust and credibility play a role in all decisions.

Ron Barbera from IBM’s Relationship Alignment Solutions group discussed challenges that can arise when the contract actually dictates who makes the decisions - such as when decision makers are only the ones who sit at the top of the organization. Ron talked about why that’s not always the best approach and it can be beneficial for decisions to be spread out among different roles and responsibilities within a defined framework.

The meeting concluded with a series of useful follow-up questions including: 

What can you do up front and early in the relationship launch to establish clear decision making roles and responsibilities?

What have been the big pitfalls or challenges related to clarifying decision rights and authority?  What’s your advice for avoiding or mitigating those problems?

Are buyers aware of these types of decision making issues and how are they reacting to them during the selection process?
 


Fourth Meeting – July 16, 2007

The fourth IAOP Governance Chapter meeting, moderated by Danny Ertel, was held on Monday, July 16th, beginning at 11:30am EDT.  Danny opened the meeting by sharing some thoughts on why the parties need to begin to put in place effective governance and relationship management early, rather than wait until steady-state.

Karl Boone, a member of PA Consulting’s Management team and Certified Outsourcing Professional instructor, then shared some advice on what outsourcing customers need to have in place in order to enable a smooth transition, including:

  • A realistic transition plan
  • Governance processes (e.g., for change requests, communication, risk management, etc.) that are well-understood and agreed by both parties
  • A Service Management Organization that is aligned between the customer and supplier
  • A plan for stakeholder management
  • Rapid ramp up of resources
  • Joint understanding of the technical solution


Karl also shared some critical steps customers should take, and potential challenges/pitfalls to watch out for during transition.  

We then heard from Nadia Johnson, an experienced manager with Pfizer who is responsible for making governance happen through transition day-in and day-out.  Nadia shared her perspective on critical steps to take during transition, possible challenges, and the importance of getting started early with governance.

The webinar then concluded with a robust Q&A and closing comments, with Nadia, Danny, and Karl sharing their perspective on questions such as:

  • Given how busy transition is, how do you get the necessary attention on creating a Service Management Organization (SMO) early on?
  • How do you set the tone for appropriate escalation (given that different companies have different views of escalation, depending on their cultures)?
  • How quickly can vendors realistically ramp up their side of the SMO?
  • Where do good metrics come from for the transition phase?
  • How do you strike the right balance between relationship building between both sides and getting right level of escalation?
  • How can you enable new SMO team members to transition into their new roles?




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