elliot smart

bristol

consultant

But what are the most likely causes of failure?

Will it be the soaring wage inflation in India affecting the original margin predictions?

Will it be the incalculable and hidden charge per mile of separating the business from its support?

Will it be the relative inexperience of most organisations to understand many of the legal implications inherent within the contracts they have got into and the need for mature and established business relationships at this scale of undertaking?

Will it be the reduction of goodwill, enterprise and initiative from staff who, one the supplier side have no compunction to ensure the highest quality of service to the client as they have no personal loyalty to the recipients of the service and are only working to Service Levels Agreements, or, on the client side have inherent prejudice against the organisation responsible for major upheaval of friends and colleagues and have no natural relationship with the service providers to forge new ways of solving old problems?

Or is it that the instigators of the deals, on both sides, typically move on before the service has matured, or find themselves entrenched in a defensive position at the first sign of issues (of which there will always be many in major BPO deals) and therefore unwilling to find compromise or enlightened solutions?

Or is it that the skill levels and experience inherent within the current generation of CIOs are insufficient to comprehend the detail and fabric of major outsourcing progammes and their impact on business over the course of a period that is necessarily so long, due to start up costs, that there is a subsequent guarantee of the requirement to accommodate major and dynamic business change during the lifespan of the project?

or is it....

I could go on.