Index_C

C

Cable & Wireless (C&W), 248

California, 237

Canada, 219, 237

capacity, instant, 66

Carlson Leisure Group, 111

catalyzing change

outsourcing for, 74–76, 247–248

at Thomas Cook, 109–133

Center for Naval Analyses, 34–35

change-catalyst approach, see catalyzing change

change release program, 174–175

Chinese handcuffs analogy, 54–56

Chip, Glenn

on flexibility, 204

as head of airline, 201–202

choice, 237–238

Christou, Alex, on contract negotiations, 119–121

Chunnel, 172

‘‘clean break’’ model, 158

ClientLogic, 71

cluster outsourcing, 102–103

C&N Touristic AG, 111, 112

Cole, Marty, xvi, xvii

Collins, Jim, 36

commitment

of management, 45, 196

of partners, 21

to performance, 56–57

sustaining, 148–152

communication, 11

of dynamic transition, 52

with employees, 11–12, 160–163

and good governance, 150–151

informal, 150–151

and receipt of messages, 176

with stakeholders, 163–167

community, communication with, 165–166

COMPETE (Virginia), 231

Connecticut, 99, 196

Connecticut National Bank, 40

Connecticut State Employees Association, 196

Conoco, 81

‘‘contestable’’ markets for services, 225–227

contingency planning, 58–59

contracts

negotiating, 10–12, 149, 150

renegotiating, 208

control (by outsourcing), 132–133

Cook, Alan, 3, 25

coordination (of government services), 237

core competencies, 33, 220

cosourcing, 74, 119, 182

relationships in, 205–206

at Thomas Cook, 126, 130, 133, 182

costs

of managing mind-sets, 256

reduction of, 65

tracking, 217, 218

credibility, performance and, 151

critical success factors, 234

‘‘crouching tigers,’’ 72–74

culture, 37

customers, communication with, 166

C&W (Cable & Wireless), 248