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Chapter 1: National Savings and Investments Uses Outsourcing to Transform
Exhibit 1.1: Amounts invested in National Savings and Investments products at March 31, 2000.
Exhibit 1.2: NS&l’s objectives for the deal and its requirements of a private-sector partner to meet those objectives
Exhibit 1.3: Comparison of Newport Systems and GDS bids.
Exhibit 1.4: Other significant differences between the final bids from Newport Systems and GDS.
Exhibit 1.5: Comparison of NS&I’s forecast cast budgets, the Public Sector Comparator, and Newport Systems’s bid.
Exhibit 1.6: Key Performance indicators.
Exhibit 1.7: Newport System’s gradual approach to the development and implementation of IT and human resource solutions.
Exhibit 1.8: Governance of the contract.
Exhibit 1.9: National Savings and Investments timeline.
Chapter 2: Outsourcing Isn’t What It Used to Be
Exhibit 2.1: Transformational outsourcing defined by the ‘‘why’’ of the initiative.
Exhibit 2.2: Different outsourcing relationships meet different objectives.
Exhibit 2.3: Conventional and transformational outsourcing have little in common.
Exhibit 2.4: Outsourcing works better for transformation than any other option.
Chapter 3: Ten Imperatives for Leadership
Exhibit 3.1: CEO self-test.
Chapter 4: Transformational Outsourcing Meets Strategy
Exhibit 4.1: Creative financing opens a whole range of new options.
Exhibit 4.2: Organizations use outsourcing in four ways.
Exhibit 4.3: The four types of transformational outsourcing differ on key characteristics.
Exhibit 4.4: Goals for transformation through outsourcing.
Chapter 5: Crafting a Business Model That Works
Exhibit 5.1: Examples of NS&I stakeholder objectives.
Exhibit 5.2: Business model overview
Exhibit 5.3: Articulating a business model.
Chapter 6: Thomas Cook—Catalyzing Change
Exhibit 6.1: Selected financial statistics.
Exhibit 6.2: Thomas Cook (TC) key events, 2000–2002.
Exhibit 6.3: Transformation agenda.
Exhibit 6.4: Outsourcing financial model.
Exhibit 6.5: Transformation program release plan.
Exhibit 6.6: Measurement approach.
Exhibit 6.7: Transformation accomplishments and future plans.
Exhibit 6.8: Transformation benefits to date.
Exhibit 6.9: Thomas Cook 2003 strategy.
Chapter 7: End-to-End Performance Management
Exhibit 7.1: Transformational outsourcing requires a more sophisticated relationship.
Exhibit 7.2: In transformational outsourcing, accountability doesn’t match control.
Exhibit 7.3: Examples of different types of metrics.
Exhibit 7.4: Financial services firm underperforms its competition.
Exhibit 7.5: Thomas Cook measurement approach.
Exhibit 7.6: Use intense communications to sustain commitment.
Chapter 8: Managing People Through Transitions
Exhibit 8.1: Stakeholder interests should drive the communications agenda.
Exhibit 8.2: Technical risk increases as the transition spans more process change.
Exhibit 8.3: Transformation program release plan.
Chapter 9: Leveraging Capabilities
Exhibit 9.1: Three levels in leveraging joint assets.
Exhibit 9.2: Should we have shared or dedicated assets?
Chapter 10: Ending and Renewal
Exhibit 10.1: Partner leadership helps sustain strategic progress.
Chapter 11: Managing Transformational Outsourcing in the Public Sector
Exhibit 11.1: What do we mean by outsourcing in the public sector?
Exhibit 11.2: Governments have outsourced a wide variety of functions and processes
Exhibit 11.3: Constraining forces funnel executives toward suboptimal outsourcing decisions.
Exhibit 11.4: Increasing scope and complexity make outsourcing more challenging.
Exhibit 11.5: Match outsourcing approach to purpose.
Exhibit 11.6: Critical success factors in effective outsourcing.
Chapter 12: Transformational Outsourcing Horizons
Exhibit 12.1: Executives expect to increase their use of outsourcing.
Exhibit 12.2: Dynamic organizations evolve from fixed units to fluid ones.
Exhibit 12.3: Outsourcing sits between alliances and acquisitions in the CEO’s strategic toolbox.
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Outsourcing for Radical Change: A Bold Approach to Enterprise Transformation
ISBN: 0814472184
EAN: 2147483647
Year: 2006
Pages: 135
Authors:
Jane C. Linder
BUY ON AMAZON
Project Management JumpStart
Building the Foundation
Developing Project Management Skills
Assessing Risk
Budgeting 101
Appendix C Sample Project Management Checklists
Beginning Cryptography with Java
Message Digests, MACs, and HMACs
Key and Certificate Management Using Keystores
CMS and S/MIME
Appendix A Solutions to Exercises
Appendix C Using the Bouncy Castle API for Elliptic Curve
Competency-Based Human Resource Management
A Need for Implementing Competency-Based HR Management
Competency-Based HR Planning
Competency-Based Employee Recruitment and Selection
Competency-Based Performance Management
Appendix B Further Suggestions on Employee Development
Microsoft VBScript Professional Projects
Data Collection, Notification, and Error Reporting
Customizing the Start Menu and Quick Launch Toolbar
Collecting Remote Summary Reports
Building the Web Sites Main Page
Appendix A Windows XP Command Reference
Junos Cookbook (Cookbooks (OReilly))
Gathering Information Before Contacting Support
Collecting Router Operational Information with SNMP
Adjusting the Next-Hop Attribute
Tracing RSVP Operations
Configuring PIM-DM
Java All-In-One Desk Reference For Dummies
Installing and Using Java Tools
Going Around in Circles (Or, Using Loops)
Swinging into Swing
Using JDBC to Connect to a Database
Fun with Fonts and Colors
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