National Audit Office (UK), 23, 25, 216
National Information Consortium (NIC), 98, 222
National Savings and Investments (NS&I), 3–25, 222
business model design at, 87, 94–95
change packages at, 174
communications at, 11–12
community campaign by, 165
competitive outsourcing bids for, 12–14
cost and improvement performance at, 216
governance process at, 21, 22
immediate change in track record of, 51
implementation of outsourcing at, 12, 15–20
involvement of owners at, 166–167
jointly created assets at, 183
leadership team at, 51
management challenges at, 225
metrics for cost improvement at, 146
mission of, 6
new product development at, 64, 182
objectives of, 7–9
outsourcing to achieve change at, 31
and ownership of outsourced operations, 210
radical transformation at, 76
relationships at, 20–22
as showcase initiative, 47
stakeholders of, 7–12, 84–86
timeline for, 23–25
transfer of employees from, 154–155, 157, 161, 162
vendor selection at, 233
negotiation(s)
of contracts, 10–12, 149, 150
ownership of, 49–50
and renegotiation, 208
News Corporation, 72
New South Wales (Australia), 238
New York State, 236
New Zealand, 212, 216, 231, 232
NIC, see National Information Consortium
nimbleness, 74–75
‘‘ennimbling’’ for, 78
for growth through mind-sets, 254–256
‘‘no-longer-core’’activities, changing, 75
noncore activities, changing, 75
Nortel, 248
NS&I, seeNational Savings and Investments