global connect- your offshoring experts
For Companies, off-shoring has become increasingly important. While it played a pioneering role in the creation of a cost advantage in the early years, nowadays it has, following large economic and digital trends, become mainstream, and generally forms an integral part of operating models, in particular in the area of back-office operations (BPO) and application development and maintenance (AO). With the stakes and benefits on the rise, so too however do the risks. Outsourcing transformations are moving more into primary processes of organisations, elevating the investments required to setup and transition organisations, and similarly increasing the costs involved for managing outsourced functions. Because of this trend, offshore outsourcing has converged to even more business critical functions, making performance indicators such as speed and quality of service more important, with higher stakes at risk if outsourcing models fail.
why offshore with global connect?
To be certain of your success, one thing is of major importance: having experts at your side.
To be certain of your success, one thing is of major importance: having experts at your side.
To be certain of your success, one thing is of major importance: having experts at your side.
The Global Connect team has accompanied offshoring activities of many different companies – from small businesses to Multi-Nationals. We know the challenges and are able to provide individual and comprehensive offshore consulting to our customers. This allows our customers to dramatically reduce their costs without sacrificing quality or flexibility
Offshoring: Captive or Third party? We will help you decide
To be certain of your success, one thing is of major importance: having experts at your side.
To be certain of your success, one thing is of major importance: having experts at your side.
- The first decision that companies must make when shifting their activities is "Captive or Third Party"? "Captive" stands for the internal relocation, the Captive Offshoring, in which the company has its own location in the target region. "Third Party" means the external outsourcing, the so-called Outsourcing to Vendors.
- Here the work is c
- The first decision that companies must make when shifting their activities is "Captive or Third Party"? "Captive" stands for the internal relocation, the Captive Offshoring, in which the company has its own location in the target region. "Third Party" means the external outsourcing, the so-called Outsourcing to Vendors.
- Here the work is carried out by service providers or partner companies in the target region. Of course, both variants of offshoring have their own advantages: Greater influence and control are faced with greater flexibility and streamlining of the own company. Whichever variant is best for you depends entirely on your company and your goals.
- Our offshore consulting helps you to find and implement your individual offshoring solution.
Global Connect offers more than just Offshoring Consulting. For many customers, we take care of the entire Governance & Operational management. We call this the FTOT (Fixed Tenure Operate & Transfer)
We help you avoid common pitfalls while planning & executing offshoring decisions
To be certain of your success, one thing is of major importance: having experts at your side.
We help you avoid common pitfalls while planning & executing offshoring decisions
- The Business case - A clearly defined ‘business case’ for outsourcing - with financial outcomes and incentives thereof is articulated between all parties. Measuring success or failure will not be left to subjective interpretation.
- Mismatch in expectation - Client is asking for ‘personnel’ and expecting ‘services’ for example. Clients shoul
- The Business case - A clearly defined ‘business case’ for outsourcing - with financial outcomes and incentives thereof is articulated between all parties. Measuring success or failure will not be left to subjective interpretation.
- Mismatch in expectation - Client is asking for ‘personnel’ and expecting ‘services’ for example. Clients should not offshore ‘bodies’ or ‘personnel’ or even ‘roles’. Instead they should offshore services, processes and activities.
- Managing Cultural gaps- While most service providers have work forces culturally aligned to work with local customer teams, vice versa also needs to be established.
- Managing (Threat) perceptions - Move from “fear of the unknown” to “embrace the change” in a structured fashion. A common pitfall is to replace On-site ( in-geography) consultants and manage from company offices overseas ( out of geography) .But have the same processes of engagement as before.
- Underestimating transition - The most sensitive period in any engagement is the initial transition period - especially in a new relationship. This needs to be well structured, detailed and with full commitment from Senior Management. Enough resources and sufficient time must be allocated.
- Managing Communication - The timing and level of communication should be planned to the last detail – what to tell whom and when. Too early would raise the level of apprehension – too late runs the risk of misinformation from the grapevine or the media
offshoring consulting services
Offshoring and Outsourcing Advisory Support
- Identifying Core & Non-Core work streams for outsourcing.
- Company wide planning, governance & business case.
- Offshoring implementation/project management.
- Set-up support: site selection, fit-out, business registration, recruitment, payroll, etc.
- Optimize existing operations.
Outsourcing and Vendor Management
- Selecting the right partner
- Develop effective contracts
- Transition work
- Build partnerships
- Operate and optimize your business in the offshore location.
On Site Operational Management - FTOT
Global Connect manages the in Life Operational Management through our proprietary FTOT (Fixed Tenure Operate & Transfer) Model. In this model we agree on SLA’s to be achieved and deploy our management at the Vendor site. The operational management is for a fixed tenure and we agree with you the Operational and Productivity targets to be met at the end of the term. It is a highly successful model.
Global Connect found that in order to maximize the benefits from outsourcing, companies should follow a blended approach, which combines clear-cut strategy setting and operational management with ‘soft factors’ that guide the transition and ensure the highest quality standards are embedded within the operating model. The approach – which Global Connect has dubbed the Sourcing Phase Model – is based on three key phases and seven fundamental end-to-end activities to guarantee off shoring success.
At Global Connect, our Outsourcing Advisory Services offering covers both IT and business process outsourcing. Our comprehensive approach means we can support development, operating model design, business case negotiation, transition management and program governance. In addition, to covering all steps in the process, our team includes deep subject matter expertise in all outsourcing services.
Our task is to help organizations make the right decisions about when and what to outsource and then to help execute these decisions effectively; assessing and selecting the right supplier, and making the most of commercial and operational benefits whilst minimizing risks and timescales. Our Methodology consists of six structured steps to succeeding in outsourcing service efficiency. Our proven model allows us to deliver outsourcing services contracts successfully and consistently..
Global Connect is your partner with experience & Expertise
There are a number of key activities we establish for you:
- Strong governance structure
- Focus on long term relationship
- Focus on service delivery KPI’s & SLAs
- Organization Change Management
- Strong and constant communication
- Onsite operational management