The sourcing industry can be thought of as a harbinger for new ideas, technologies and solutions that much of the developing world wasn’t privy to toward the end of the millennium. Of course, the type of explosive growth this industry has created is old news. The good side of this story was in its ability to create millions of jobs for young people in many of the developing nations struggling with economic growth in the face of older industries and lack of sustainability.
Business Process Outsourcing (BPO)
Chip Wagner is the CEO of Alsbridge, one of the world’s leading sourcing advisory organisations. At a time of significant challenges for advisory firms the world over, Alsbridge is enjoying a purple patch with very healthy growth being reflected in a wave of expansion and key acquisitions. Outsource’s editor Jamie Liddell got together with Chip to discuss the advisory landscape and Alsbridge’s growing prominence within it – and to get the inside track on some very interesting recent developments within his organisation…
Cloud-based contact centres have taken off in a big way. With business process outsourcers (BPOs) needing flexibility and scalability to respond quickly to changing conditions, the cloud is best placed to enable these desires.
The latest research from the Cloud Industry Forum has found that 46 per cent of UK-based organisations use cloud-based contact centres today, a figure that is expected to increase to 68 per cent over the next few years. These results confirm the value of cloud-based contact centres and their ability to transform customer service and engagement.
There is a fiction that suggests that business decisions are made on purely utilitarian grounds. Psychologists have shown convincingly that people value the avoidance of loss far more highly than capturing gains. There are many and significant implications for those seeking to implement change, particularly in an agile environment.
The Agile Manifesto
In our quest for robotic process automation (RPA) enlightenment, we will come across a lot of speculation and hyperbole on the way. In such a young industry this is perhaps inevitable, but on this journey we will try to separate the wheat from the chaff and pick out real evidence as much as possible. Let’s start as we mean to go on:
In this article I examine the question of whether an in-house or outsourced approach is best when transforming business support services such as HR, procurement, customer care, etc. So for example an organisation might ask itself: “Should we establish a robotic process automation (RPA) regime in our accounting operation or should we get a business process outsourcing (BPO) provider to run our accounting for us, which would include the deployment of its RPA regime?”
The concept of “capability” has long been used in strategic analysis to establish defensible leadership. What are the capabilities that are being established by leading service providers and customers? How do you assess the difference between hype and substance?
Anyone with even a passing interest in technology will be well used to the claim that a particular IT system – some combination of hardware and software – is “clever technology”. Similarly, synonyms for intelligence have been appended as a prefix or suffix by every IT vendor’s marketing department to add an extra sparkle to their latest technology.
Sparked by the internet and accelerated by the spread of smart devices, consumers are more and more motivated to gather information online themselves when solving problems with a product or service. This has led to a new situation for customer contact centres – where businesses used to meter information to the public through dedicated agents, now the public at large is holding the cards.