List of Exhibits

Chapter 1: National Savings and Investments Uses Outsourcing to Transform

Exhibit 1.1: Amounts invested in National Savings and Investments products at March 31, 2000.

Exhibit 1.2: NS&l’s objectives for the deal and its requirements of a private-sector partner to meet those objectives

Exhibit 1.3: Comparison of Newport Systems and GDS bids.

Exhibit 1.4: Other significant differences between the final bids from Newport Systems and GDS.

Exhibit 1.5: Comparison of NS&I’s forecast cast budgets, the Public Sector Comparator, and Newport Systems’s bid.

Exhibit 1.6: Key Performance indicators.

Exhibit 1.7: Newport System’s gradual approach to the development and implementation of IT and human resource solutions.

Exhibit 1.8: Governance of the contract.

Exhibit 1.9: National Savings and Investments timeline.

Chapter 2: Outsourcing Isn’t What It Used to Be

Exhibit 2.1: Transformational outsourcing defined by the ‘‘why’’ of the initiative.

Exhibit 2.2: Different outsourcing relationships meet different objectives.

Exhibit 2.3: Conventional and transformational outsourcing have little in common.

Exhibit 2.4: Outsourcing works better for transformation than any other option.

Chapter 3: Ten Imperatives for Leadership

Exhibit 3.1: CEO self-test.

Chapter 4: Transformational Outsourcing Meets Strategy

Exhibit 4.1: Creative financing opens a whole range of new options.

Exhibit 4.2: Organizations use outsourcing in four ways.

Exhibit 4.3: The four types of transformational outsourcing differ on key characteristics.

Exhibit 4.4: Goals for transformation through outsourcing.

Chapter 5: Crafting a Business Model That Works

Exhibit 5.1: Examples of NS&I stakeholder objectives.

Exhibit 5.2: Business model overview

Exhibit 5.3: Articulating a business model.

Chapter 6: Thomas Cook—Catalyzing Change

Exhibit 6.1: Selected financial statistics.

Exhibit 6.2: Thomas Cook (TC) key events, 2000–2002.

Exhibit 6.3: Transformation agenda.

Exhibit 6.4: Outsourcing financial model.

Exhibit 6.5: Transformation program release plan.

Exhibit 6.6: Measurement approach.

Exhibit 6.7: Transformation accomplishments and future plans.

Exhibit 6.8: Transformation benefits to date.

Exhibit 6.9: Thomas Cook 2003 strategy.

Chapter 7: End-to-End Performance Management

Exhibit 7.1: Transformational outsourcing requires a more sophisticated relationship.

Exhibit 7.2: In transformational outsourcing, accountability doesn’t match control.

Exhibit 7.3: Examples of different types of metrics.

Exhibit 7.4: Financial services firm underperforms its competition.

Exhibit 7.5: Thomas Cook measurement approach.

Exhibit 7.6: Use intense communications to sustain commitment.

Chapter 8: Managing People Through Transitions

Exhibit 8.1: Stakeholder interests should drive the communications agenda.

Exhibit 8.2: Technical risk increases as the transition spans more process change.

Exhibit 8.3: Transformation program release plan.

Chapter 9: Leveraging Capabilities

Exhibit 9.1: Three levels in leveraging joint assets.

Exhibit 9.2: Should we have shared or dedicated assets?

Chapter 10: Ending and Renewal

Exhibit 10.1: Partner leadership helps sustain strategic progress.

Chapter 11: Managing Transformational Outsourcing in the Public Sector

Exhibit 11.1: What do we mean by outsourcing in the public sector?

Exhibit 11.2: Governments have outsourced a wide variety of functions and processes

Exhibit 11.3: Constraining forces funnel executives toward suboptimal outsourcing decisions.

Exhibit 11.4: Increasing scope and complexity make outsourcing more challenging.

Exhibit 11.5: Match outsourcing approach to purpose.

Exhibit 11.6: Critical success factors in effective outsourcing.

Chapter 12: Transformational Outsourcing Horizons

Exhibit 12.1: Executives expect to increase their use of outsourcing.

Exhibit 12.2: Dynamic organizations evolve from fixed units to fluid ones.

Exhibit 12.3: Outsourcing sits between alliances and acquisitions in the CEO’s strategic toolbox.