Printable Edition Click Here  :  Subscribe   :   Page  3  : News   :  July 2005 
  Go to page:  1  2  3  4  5  6  7  8  9  10  11  12  13  14  15  16           Previous Page      Next Page
Outsourcing industry at a crossroads: Annual DiamondCluster survey finds customers questioning value
 
 Buyers of outsourcing
services in growing
numbers are dissatisfied
with offshore service
providers prematurely
terminating contracts.
They are also struggling
to harvest the full
value of their
outsourcing
relationships. Even so,
many of those same
companies plan to
increase their level of
outsourcing over the
next 12 months,
according to new
 
  
   
 
 
 
 
 
 has doubled to 51
percent while the number
of buyers satisfied with
their offshoring
providers has plummeted
from 79 percent to 62
percent.
   The third-annual
study was the first in
which any buyers
reported that they are
planning to reduce their
outsourcing spending.
Seven percent will
decrease onshore
outsourcing and five
percent will do the same
 
 with offshore
outsourcing.
   As for outsourcing's
benefits, the
re-allocation of
internal resources to
more critical functions
was the benefit of
outsourcing buyers most
often cited (83
percent). Cost savings,
generally considered the
primary driver of
outsourcing decisions,
was only second in the
DiamondCluster study.
   Summing up the major
 
 findings of the
DiamondCluster 2005
Outsourcing Study, Tom
Weakland, who leads the
outsourcing advisory
services practice at
DiamondCluster, said:
"The organizations we
studied make it clear
that outsourcing is here
to stay, but they are
still struggling to
execute an optimal
sourcing strategy.
One-off, transactional
outsourcing deals
haven't yielded the
 
 research by
DiamondCluster
International.
   According to
DiamondCluster
International's 2005
Global IT Outsourcing
Study, the number of
buyers prematurely
terminating an
outsourcing relationship
 
 
Report highlights consultancy has become a fiercely candidate-driven market
 
 EM Consulting—a leading
UK management
consultancy recruitment
firm—has just published
their annual market
analysis and salary
survey report for the
management consultancy
sector.
   The survey, based
upon successful
appointments, current
vacancies and market
trends covering the 12
months to 1st April
2005, provides an
insight into the
profession's leading and
 
  
   
 
 
 
 
 difficult, the data
certainly reflects a
general increase in
reward in line with the
increase in recruitment
activity that we have
all seen evidenced by
top-consultant.com.
   Andrew Bott, Director
of EM Consulting and
co-author of the report
with his experienced
team, reports that
recruitment is now
widespread across the
entire consulting arena
comparing favourably to
the patchier picture in
 
 2003/4.
   Despite noting the
speed with which the
market has changed to a
fiercely
candidate-driven market,
Bott does not however,
expect the significant
salary/reward
realignment that many
commentators have
predicted. 'Sensible' is
indeed a very apt
description of what's
been happening these
last 12 months,
according to the EM
Consulting report.
 
    Bott comments: "We
would not predict a
sharp salary redressment
as that would infer
panic buying last seen
during the dotcom days,
and we detect a strong
determination from the
market that this will
not be allowed to happen
again. We predict
sensible and steady
overall growth in reward
as HR practices resist
the temptations of the
business to get carried
away when they meet
talent."
 
 emerging functional
areas and looks behind
the figures at the
forces likely to shape
the market and drive
recruitment demand in
the coming year.
   This year EM
Consulting have expanded
the detail of their
survey, and though this
makes year-on-year
salary comparisons
 
 
BCG partner argues new business world requires a two-sided brain
 
 Leaders need to wake up
their right brains --
the creative side—and
learn to perceive the
world in different ways,
according to Boston
Consulting Group (BCG)
Partner Luc de
Brabandere and author of
a new book: The
Forgotten Half of
Change: Achieving
 
 Greater Creativity
Through Changes in
Perception.
   To keep up with the
world and the economy,
innovation isn't enough;
creativity is also
required, he says.
   Leaders "need to know
that if they want to
take big steps that
really count and pay
 
 off, they need to change
twice—systems and
process, and then how
they think and see the
world," said de
Brabandere. "The left,
'here and now' side of
the business brain is
alive and well; the
right side needs to be
awakened and given room
to roam." In The
 
 Forgotten Half of
Change, de Brabandere
invokes philosophers and
artists—Heraclites,
Francis Bacon, Victor
Hugo and Michelangelo,
for instance—to make the
case for creativity
through perception
change. And he uses
them, as well as
cartoons and drawings,
 
 to illuminate barriers
in the business mind to
creativity and
perception change and to
suggest recipes for
working around them. The
book itself is something
of an exercise for the
right brain.
 
  Consulting Times | Page 3 Previous Page     Next Page