Broad Business Outcomes
From the outset of the arrangement, we measure performance & business outcomes. The conventional view is that outsourcing is all about cost reduction. While savings are a significant driver of outsourcing, RsOs takes a much broader view of the benefits to be gained. By incorporating the business outcomes into the arrangement from the beginning, RsOs helps clients to achieve their objective of cost saving and better focus very early in the game. Our experience helps in refining and defining techniques very early and focus relentlessly on objectives like cost reduction, improved processes and core business objective.
Relationship
For every company, the decision to outsource is only the beginning of the journey. Contracts are clearly critical for aligning expectations and interdependent responsibilities at the outset of an outsourcing arrangement.
At RsOs outsourcing is a full-time business proposition requiring focused attention at the management level. Most arrangements are multi-year deals so the relationship between clients & RoOs depends for its success on the care and nurturing of the arrangement over time.
At RsOs we believe relationship built on performance as a key success factor. As a result RsOs does not treat outsourcing as a standard procurement exercise but instead approaches every client from a relationship building perspective.
RsOs has the defined skill set & team in managing an outsourcing relationship.
Participation
Effective outsourcing arrangements require active involvement, moderate to extensive governance procedures. RsOs firmly practices participation from the very top level all the way down to the operational level. Open communication is obviously critical; Governing the outsourcing arrangement and managing the relationship between the outsourcing company & RsOs is critical and most important.
Dedicated Human Resources
A proper, coordinated approach to human resources issues is particularly important. Defining new and revised roles in the retained organization, as well as those positions being outsourced, is of paramount importance. Communications strategy becomes a principal task of the executive charged with leading the outsourcing initiative.
Gain-Sharing
Our risk/reward incentives to spur the performance of their service partners. In some cases, these incentives are intended to elicit performance beyond contractually mandated agreements. In other situations, incentives are used as inducements to take on especially challenging corporate chores, such as operating in a groundbreaking endeavor or in a precarious financial environment. |
