Professional Documents
Culture Documents
Ajay Bhalla
5/21/2008
Course Overview
Session Modalities Course guide Assessment- P12 onwards Global Outsourcing Award sponsored by TCS
Ajay Bhalla
Coursework- 1
COURSEWORK 1- TWO STEP PROCESS
Step1: Teams have been pre-allocated one the cases (See Page 13). They have to write a case report based on the questions on page 11. The format needs to be similar to the cases you have for pre-reading. In addition you must seek additional sources to explore the chosen subject. Word Limit: 2000. Delivery Date for Step 1 is: June 23rd, 2008, 16.00 hrs. Percentage of CW mark: 40%
5/21/2008
Coursework - 1
COURSEWORK 1- TWO STEP PROCESS
Step 2: Following submission of the first case report, the team will then need to interact with the second team (See page 11) which has been allocated the same firm as part of their coursework. The pairs conduct a peer review for each other, and then agree on a joint position, and produce a final joint case report based on same questions on page 12. A joint mark for all members will be allocated. This is quite similar to a common position in firms where small teams carry out work at local level and then collaborate with other teams at global level to make a joint case. Word Limit: 2000. Delivery Date for Step 2 is: June 30th, 2008 16.00hrs. Percentage of CW mark: 40%
Coursework - 2
COURSEWORK 2 (in teams)- 20% OF THE TOTAL GRADE FOR TEAMS SEE PAGE 17 Critically appraise the 2 compulsory readings (Page 16) allocated to you (See Page 17). This needs to be an in-depth appraisal of the allocated reading. The criteria are outlined as below: 1. Abstract 2. Contributions to Academic and Managerial Practice 3. Your view on the article, which includes the logic, validity and reliability of the article 4. On the scale of 1-7, how useful is the article to your fellow students. Why? Deliverable: The summary appraisal should be maximum 750 words. The due date for the Course work 2 would be June 23rd, 2008, 16.00 hrs.
5/21/2008
Sessions
Session 1 Introduction-Transforming Services Landscape through Global Outsourcing Seven key questions firms need to address to build dynamic sourcing capabilities? Reverse Outsourcing-Bharti Airtel Case Outsourcing Contract Design and Service Level Agreements in Public-Private Partnerships- Inland Revenue/EDS Case BEST PRACTICES IN VENDOR MANAGEMENT Concluding Session: What next?
Session 5 Session 6
Ajay Bhalla
Ajay Bhalla
5/21/2008
A highly strategic decision that has the potential to cause ripple effects through out the entire firm
Ajay Bhalla
Intro>Definitions
Ajay Bhalla
Intro>Definitions
5/21/2008
Firms having no choice but to acquire goods/services from an external source are NOT outsourcing
Ajay Bhalla
Intro>Definitions
Ajay Bhalla
5/21/2008
In-source
Domestic Divisions/Affiliates
1 3
Outsource
Offshoring
Ajay Bhalla
Outsourcing
Intro>Definitions
Intro>Definitions>Drivers
5/21/2008
although increasingly firms are deploying offshoring for re-focusing on their competencies
Free up internal resources System development is a Stated Objective: non-core activity for the A Global Services Arm building organization competitive advantage for Tesco. Take advantage of SSC provides IT and Business economies of scale services to make the Tesco Reduce time to market experience better, simpler and faster Increase process for over 300K emp. and 15 mn efficiencies customers Enhance knowledge capability
Intro>Definitions>Drivers
Ajay Bhalla
5/21/2008
Ajay Bhalla
Ajay Bhalla
Intro>Definitions>Drivers>Disadv
5/21/2008
Ajay Bhalla
Intro>Definitions>Drivers>Disadv
Governance mode, location and support functions have an impact on a companys specific configuration of an offshoring activity.
3 offshoring dimensions
5/21/2008
5/21/2008
Global Service Centre Global Technical Support Global Delivery Centre India Development Centre Microsoft Research
Ajay Bhalla
5/21/2008
Ajay Bhalla
Ajay Bhalla
5/21/2008
Ajay Bhalla
Break- 10 minutes
What are the advantages of in-sourcing vs. outsourcing Discuss in your Groups and write down 3 key points for each.
Ajay Bhalla
5/21/2008
Ajay Bhalla
Boundary Choice Decisions are of primary strategic relevance to todays senior managers 1. Which business activities should be brought within the boundary of the firm? 2. Which business activities should be outsourced?
This is because Firms that bring the wrong business activities within their boundaries risk loosing strategic focus. HPs decision to be a hardware leader. Firms that fails to bring the right business activities with their boundaries risk losing their competitive advantage and becoming hollow corporations. Consider Sonys response to Apple
Ajay Bhalla
5/21/2008
TCE specifies under which conditions firms should manage a particular exchange within their organizational boundary as well as the conditions under which it should be outsourced.
Ajay Bhalla
5/21/2008
Degree of Asset Specificity and Uncertainty Market Governance 1. 2. Discrete short-term contracts. Bargaining relationships between highly autonomous buyers and suppliers designed to facilitate economically efficient transfer Intermediate Governance 1. Use of Complex contracts* and bilateral relations to form hybrid forms such as JVs to manage the exchange. Degree of collaborative arrangements guards opportunism by recognising the benefits of working together for mutual benefit. Hierarchical Governance 1. High Asset Specificity and uncertainty lead to transaction difficulties and firms opting for carrying the transaction in-house.
2.
Ajay Bhalla
Transaction cost theory-Key points 1 Markets as imperfect exchange mechanism Market inefficiencies occur as a result of 3 conditions: Bounded Rationality of managers Asymmetric distribution of relevant information Inability to completely specify behaviour in presence of multiple contingencies
All contracts are therefore subject to renegotiation and the possibility of opportunistic behaviour.
5/21/2008
And under these assumptions.. TCT posits that economic actors, i.e. managers are boundedly rationale and potentially opportunistic, and explains how unfavorable exchange conditions can increase the costs of writing enforceable contracts and create
In case of hold-up concerns, firms prefer Vertical Integration because: (a)Hierarchical gov. aligns the interests of exchange parties (b) Provides for reconciliation of differences via extensive administrative rules and procedures.
However, TCE it places overemphasis on market and hierarchical forms of governance Focus on single transactions Emergence of collaborative arrangements leads to repeated transactions between the same parties Discounts role of trust
Ajay Bhalla
5/21/2008
Ajay Bhalla
Firm specific effects on governance choices must be factored in when considering outsourcing
Firms are hetrogenous in terms of their resources and capabilities (Wernerfelt, 1984) Some of the resources and capabilities are limited in supply or costly to imitate (Barney, 1991) Firms governance choices are directed by their attempts to leverage and protect idiosyncratic capabilities (Barney, 1999) 3. 2. 1. Firm specific governance choices may be influenced by: Prior commitments and extant governance form Governance inseparability, i.e. interdependencies may exist between gov. decisions as a result of formal and informal commitments embedded in the existing portfolio of contractual relationships. Firm specific capability differences
5/21/2008
Today, managers often use core vs. peripheral framework to determine what to outsource
-Occurs when firms acquire activities that are considered highly important to long-run success.
Example: ABN Amros strategic decision to OS all IT related activities to Five vendors in August (Deal size: $2.2bn per annum)
-Occurs when firms acquire less strategically relevant, peripheral activities from external Suppliers.
Example: IT Support or IT infrastructure OS
Ajay Bhalla
Ajay Bhalla
5/21/2008
Task: 2 Minutes
1.
1.1
Ajay Bhalla
Strategy
Environmental Dynamism
Firm Performance
Ajay Bhalla
5/21/2008
Peripheral Outsourcing:
Reducing Peripheral activities allows firms to focus Outsourcing Peripheral activities may greatly improve their quality May lead to incremental improvement in a firms overall cost position
2.
Core Outsourcing
Intensity with which a firm outsources its near-core, strategically relevant activities May lead to declining innovation Eventual competition from suppliers Resulting in reduced firm performance.
Strategy
Environmental Dynamism
Firm Performance
Ajay Bhalla
Environmental Dynamism
2.
Conversely, in more stable environments, the benefits of OS decline and the costs of OS increase.
Ajay Bhalla
5/21/2008
Ajay Bhalla
Ajay Bhalla
5/21/2008
Alternative theses: Managers use Formal Contracts and Relational Governance as complements
Previous Business Relations Relational Governance + or Exchange Hazards IT Size Managerial Experience + or Customized Contracts Exchange Performance
Summary Thoughts
Outsourcing has emerged as a key competence for firms aiming to deliver on various fronts, e.g. costs, service etc. Managers need to develop competencies to differentiate between Myths of Outsourcing and as a organisation fertilizer.
Ajay Bhalla
5/21/2008
Ajay Bhalla