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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.
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Outsourcing for Radical Change: A Bold Approach to Enterprise Transformation
ISBN: 0814472184
EAN: 2147483647
Year: 2006
Pages: 135
Authors:
Jane C. Linder
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