tailieunhanh - Business Process outsourcing The Competitive Advantage phần 8

Xây dựng một tầm nhìn của nhà nước tương lai của sự lãnh đạo tổ chức bảo mật cũng như quản lý của quá trình chuyển đổi BPO Giao tiếp với nhân viên nội bộ về văn hóa quá trình chuyển đổi tổ chức BPO quản lý vượt ra ngoài | Managing the Buyer-Vendor Relationship 161 EXHIBIT Ingredients of a Trusting BPO Relationship Shared vision and expectations Consistency of actions Predictability of responses Respectful of confidentiality issues Long-term mature and enduring Aligned interests and goals Mutual respect and understanding Proactive and intense communication Integrated systems and processes Encouraging and participative Sharing of risks and rewards Operating as extended organizations the strategies for managing a BPO project that focuses on IT functions differ from those that would be used to manage a BPO project focusing on HR functions. At the same time there is overlap and general lessons to be learned from any BPO initiative that apply regardless of the target function. We have examined hundreds of BPO cases and reviewed voluminous articles in both the popular and academic literature to seek patterns among the wide variety of successful BPO relationships. Although each relationship is unique and has nuances that cannot be generalized several ingredients of a successful relationship have appeared often enough to be considered mandatory. Based on a basic foundation of trust we have identified six other essential ingredients of a successful BPO buyer-vendor relationship 1. The BPO buyer must understand and respect the vendor s need to make a profit. The BPO relationship cannot be driven by cost reduction above all other considerations. In order for the vendor to continue to be motivated to provide high-quality services there must be profit in the relationship. 2. The contract should have provisions for SLA recalibration. As business conditions change the original SLAs may be out of line with industry practice and need to be recalibrated. 3. The buyer s responsibilities should be clearly articulated. Many BPO contracts clearly articulate the vendor s responsibilities ignoring or minimizing those of the buyer. 4. The BPO project management plan should include provisions for changing