tailieunhanh - business economics and managerial decision making phần 9

• câu chuyện hiệu quả có phim truyền hình. Những câu chuyện tốt nhất tập trung vào nhu cầu của người kể chuyện để đưa ra những lựa chọn khó khăn, thường không có thông tin hoàn hảo hay thỏa thuận hoàn chỉnh giữa các bên liên quan. | 194 EXECUTING AN OUTSOURCING PROJECT worker visas. In addition state legislatures in at least five states are considering laws banning outsourcing of government services contracts to foreign vendors. These bills pose risks to organizations seeking to use offshore vendors because costs are involved in reabsorbing processes that had been outsourced. PROJECT RISKS Project risks are defined as the potential that the BPO initiative may not provide the cost savings strategic advantages or productivity improvements anticipated. The reasons for this potential risk are too numerous to list. Unexpected incompatibilities between software infrastructures could prove intractable and lead to delays cost overruns and lost business. The cultures of the two companies may pose unyielding challenges that become more trouble than they are worth. Changes in . or foreign labor laws could upend the cost equations that had been the primary reason for the offshore outsourcing. To mitigate project risks the BPO buyer should first assess its readiness to undertake the outsourcing project before making the leap. This includes assessing the organization s ability to adapt to change the presence of an internal BPO champion and the time that is available to make the transition and ramp the project to full operational mode. Organizations that have a poor track record in managing large-scale change are at a higher risk of project failure than those that have a record of successful change management. An organization s record of success in this area is indicative of its organizational culture and is likely to be consistent in the BPO initiative. The presence of an internal BPO champion especially one with broad influence within the organization can reduce project risk. The internal BPO champion can be relied on to work long hours and lay awake nights thinking about solutions to project problems when other members of the PMT are sleeping well. The time available to transition a process from buyer