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Table of Contents

In the Headlines
Outsourcing in Uncertain Times

Insights: How to Achieve Organizational Excellence
Making Choices

If the Shoe Fits: Building for Future Competition and Growth

The Future of Contract Manufacturing

Fly Like an Eagle: Gain Power for Innovation by Outsourcing

You Can't Be Good At Everything

Perspectives
The Reasonings of CEOs and CIOs

BPO Voice
PricewaterhouseCoopers

Focus On: Supply Chain Management
Supply Chain Management: Nestle is Quick to Adopt EProcurement

Global View: Italy
From Hamstrung to Power: New Directions for Outsourcing in Italy

Government Perspective
Taking the Chaos Out of Government Outsourcing

Virginia COMPETEs for the Common Good

Hot Topic: Wireless
Wireless: To Be or Not To Be

How to Minimize Risks When Entering the Wireless World

Dear Expert
Wendell Jones, Outsourcing Center Analyst

Leonard White, Everest Group

Best Practice
Planning for an Outsourcing Evaluation

ASP FOCUS
ASP Global View
In the Pink: ASPs in Europe

ASP Hot Topic: Wireless
ASPs Hit the Wireless Bull's Eye

ASP Focus On: CRM
CRM Becomes A Star At ENSTAR

"Based on interviews and surveys from 1987 to 1998, Useem and Harder in a recent article published in the Harvard Business Review found that successful outsourcing relationship management requires a blend of leadership skills different from the traditional. They identify four leadership qualities necessaries for lateral leadership-strategic thinking, deal making, partnership governing, and managing change. Relationship management requires managers who can negotiate outward across organizational boundaries both within the customer company and across to the provider company, rather than issue orders downward or across.

A recent study by the Outsourcing Research Council also found that leadership qualities are one of three important pillars for successful relationship management. The first is the relationship foundation, the ways that both the customer and provider managers go about defining, crafting, managing, and enhancing the relationship. The most successful relationships get off to a good start by creating a basis for long term improvement of the relationship, capturing intentions as well as terms, managing carefully the expectations of all parties including business unit managers, and defining at the outset the metrics, scorecard and the evaluation process for continuous improvement of the relationship.

Publish Date: March 2001

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Copyright © 2001 - Everest Partners, L.P.

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