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Top Information Technology Outsourcing (ITO) Advisors, Analysts and Consultants, Black Book Survey 2007 Results
Orbys Black Book, Dec 2007, Pages: 37
The most important issue reported by over 92% of all current outsourcing client respondents this year is for prospective buyers to have a strategic global sourcing strategy before embarking on a vendor search. An organization's outsourcing design should consider its own business strategy, how its competition is approaching outsourcing and what capabilities are or will be available from global service providers over the next one to three years. Current industry users also agree (94.8%) that most new buyer organizations do not have the internal staff, capabilities, research and insight to perform this in a timely or effective fashion as yet.
Four major subsections of client service delivery are examined and ranked by outcomes in ITO Advisory and consultancy:
- ASSESSMENT, ANALYSIS & DESIGN
- STRATEGY, SELECTION & ALIGNMENT
- DELIVERY & IMPLEMENTATION
- GOVERANCE, AUDIT, BENCHMARKING
Sourcing advisory firms are a new breed of industry consultants and lawyers worldwide that advise customers on selecting outsourcing service providers and helping set and execute sourcing plans. Sourcing advisory firms negotiate outsourcing contracts ranging in value from millions to several billion dollars on behalf of their customers, and do so with the experience of knowing how much to pay and what is required to effectively match unique initiatives.
There have been several developments in the evolution of outsourcing and offshoring that almost require external assistance to navigate. For instance, most US companies have outsourced some portion of their business to lower costs and, over time, have achieved cost savings in the outsourced portion of the business.
However, unless your efforts in outsourcing to lower costs are unusually superior to your competitors, you are not gaining much of sustainable strategic or economic advantage, since your competitors are outsourcing just like you are. It was customary in the earlier stages of outsourcing and offshoring that advisors were used to assess readiness, write RFPs, select vendors, manage implementations and transitions and provide pricing insight. Leading companies are now using global resources to drive new forms of revenue and grow their top line. Companies are realizing new forms of business value through their global sourcing partnerships by accelerating new product development, shortening time-to-market and finding successful entrées into new markets. Companies that are realizing these benefits from their global sourcing strategies are also creating new forms of value for their customers and sustainable competitive advantages. Still, most aren’t prepared internally to make these decisions alone and those that do report regretting that choice.
SURVEY-QUALIFIED ITO ADVISORS [2007’s Top 20 ballot receiving advisors in Alphabetical Order] Archstone Consulting, BearingPoint, Booz Allen Hamilton, Boston Consulting, Deloitte Consulting, Diamond Consulting, Equaterra, Everest Group, Hitachi Consulting, Morgan Chambers, neoIT, Ovum (Orbys), PA Consulting, Pace Harmon, Pricewaterhouse Coopers, RampRate, Stradling Group, The W Group, Threshold Partners and TPI.
The Black Book of Outsourcing research service titled TOP IT OUTSOURCING ADVISORS 2007 provides an in-depth competitive analysis of the highest 20 Information Technology Outsourcing advisors, analysts and consultants globally. The study examines the client responses and satisfaction scores on twenty specific criteria within the Advisor market space and details each positioned advisor in four major functional areas (above). An analysis of key competitors provides the reader with in-depth market information.
Key Benefits:
All US and UK businesses (MNCs with over $5B in revenue and over 15K employees - to small businesses of under $500K in revenue and 5 employees) are employing outsourcing to gain competitive advantages. Advisors are often key to the outsourcing decision-making, implementation and governance. Determine how your current ITO advisor is performing in other client engagements, and inspect the performance pre-RFP, contracting, and/ or pre-contract renegotiation.
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