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Home 2003 Strategic Outsourcing Services (March) Research: Paul Connolly ...

 

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Overview

Contents
Summary

Briefings



 Market Overview: Caroline Chappell analyses where the market is going next | Part 2 | Part 3 | Part 4

 Research: Paul Connolly of research firm NelsonHall | Part 2

 Contracts: Technology lawyer John Warchus | Part 2

 Purchasing: Independent consultant and IMC president Judith Wainwright | Part 2 | Part 3

 Strategy Issues: Lorrie Scardino of research firm Gartner | Part 2

 E-Commerce: Dominic Monkhouse of Rackspace | Part 2

 Trends: Judith Jordan of research firm Ovum Holway | Part 2

 Market News: The latest news in the outsourcing and broader IT services market | Part 2

 Supplier Management: Ian Benn, Brass Consulting and Jill Pearcy, Unisys Ltd | Part 2 | Part 3

Supplier Profiles


 Atos Origin

 BT

 BT Openworld

 Capita

 Computacenter

 Fujitsu

 gedas

 ICS

 PinkRoccade

 Siemens

 Star Internet

 Syan

 Vistorm

The bulk of business process outsourcing is no longer in traditional back-office areas like accounting and human resources, says Paul Connolly of NelsonHall.

BPO takes centre stage - Part 2 | Part 1

In another example, Deutsche Bank saw the potential to create a joint venture with Wall Street Systems for its money market operations. It calculated that the new arrangement would provide the bank with a low-cost solution for money market trade processing (and for other products in future), and would also be able to take on the back-office operations of other financial institutions, to provide a potential source of new revenue.

What these organisations did at the outset was to assess the relative merits of different sourcing arrangements, based on a clear understanding of their current costs and process performance, and the ability of different arrangements to meet their targets for cost reduction and process improvement.

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