The next generation of human resources outsourcing (HRO) is upon us as the first long-term deals—those signed between 2001 and 2004—begin to expire. Nearly 50 contracts will terminate this year alone. Buyers might be tempted to take the easy option and renew their existing contracts. But the advantages of reassessing those contracts and reevaluating market capabilities are too big to ignore. Today's HRO providers have improved capabilities and new technologies that could bring cost savings of 35 percent or more. And they are hungry for deals.
Shared services organizations (SSOs) will have to change if they want to continue delivering real value. In some cases it will require a complete reengineering of the shared services concept. To keep up with rapidly shifting business dynamics, the next generation of SSOs will have to be more flexible, collaborative and technologically astute. They will be adaptive business systems—using technology to bring together the best people, processes and perspectives as needed to deliver game-changing performance
For Procter & Gamble’s Global Business Services unit, measuring customer satisfaction is a powerful way to improve performance. This shared services organization was getting plenty of feedback, but it had become too complex and score-focused, and wasn’t obtaining the “right” insights. A joint P&G and A.T. Kearney team redesigned the measurement process to create an effective feedback loop.
M&A is a powerful instrument that can be used to gain access to complementary technology, channels and other critical assets without the risks or travails of organic growth. The downside is that acquisitions often result in product complexity. Successfully managing the complexity of a newly combined product portfolio can capture value, smooth the overall merger process—and deliver the full promise of M&A.
Bei der Entwicklung einer Go-to-Market-Strategie werden gerade bei kleineren Ländern meist bestehende Modelle größerer Länder repliziert - unabhängig von Marktgröße oder spezifischen Strukturen und nationalen Gegebenheiten. Um den Besonderheiten kleinerer Länder gerecht werden zu können, sollten Unternehmen einen "Multi-Local"-Ansatz nutzen, der alle Größen-Vorteile nutzt und gleichzeitig die erfolgreiche Markterschließung sicher stellt.
Mit beängstigender Geschwindigkeit hat sich die Krise auf dem US-Immobilienmarkt zu einer globalen Rezession entwickelt, die nun die Weltwirtschaft in ihren Grundfesten erschüttert. Unternehmen reagieren mit kurzfristigen Maßnahmen, um Kosten und Liquidität zu optimieren. Um Wettbewerbsvorteile und profitables Wachstum nachhaltig zu sichern, sollten jedoch auch kurzfristig notwendige Entscheidungen stets einer langfristigen Strategie folgen.
As the U.S. automotive crisis continues to unfold, many automotive suppliers teeter on the brink of bankruptcy, leaving creditors and shareholders at risk. Yet companies can survive Chapter 11 and emerge stronger and more profitable than before. One automotive supplier has already gone through the process, undergoing a major restructuring and emerging from Chapter 11 more profitable than projected. And its creditors recovered 100 percent of their loans. How did this supplier do it? With a complete top-to-bottom restructuring plan.
Over a few tumultuous weeks last fall, the economic outlook for every major corporation across the world changed. The Indian outsourcing sector, a bastion of growth for years, was no different. The global downturn has raised questions about vendors' financial health and India's underlying economic conditions, and it brought anti-offshoring rhetoric from the United States during the presidential campaign. Nevertheless, offshoring remains as viable a cost-reduction option as ever for global companies.
As companies cut costs to get through the current global economic slowdown, there is often a temptation to abandon recent forays into sustainability. Yet a new A.T. Kearney analysis finds that companies committed to corporate sustainability practices are achieving aboveaverage performance in the financial markets during this slowdown. So before tossing out those sustainability practices and initiatives, it might be wise to first determine the real value of the efforts — especially the possible rewards for staying the course.
Der anhaltende Trend zur Automatisierung und Prozessoptimierung durch den Einsatz moderner Kommunikationstechnologien wird das Bild in den Verwaltungen deutscher Unternehmen in den nächsten Jahren nachhaltig verändern. Dies wird den Wegfall von mehr als 100.000 Arbeitsplätzen in den Schlüsselindustrien Deutschlands zur Folge haben. Aufgrund des dabei immer geringer werdenden Personalkostenanteils kann man davon ausgehen, dass das Offshoring dieser Funktionen wesentlich an Bedeutung verlieren wird.
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