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THE OUTSOURCING JOURNAL

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EUROPA
Outsourcing von IT-Services und Geschftsprozessen in Europa - Ein unabhngiges Informationsangebot fr Deutschland, sterreich und die Schweiz. Auf mehr als 90 Seiten Wissen, Hintergrnde und Kontakte, inklusive der Themen:

Outsourcing - division of labour gives competitive edge

by Deutsche Bank Research

Structural quality metrics in SLAs

by Jay Sappidi, CAST Research Labs

Service integration & management in multisourcing

by ISG (TPI) Weitere Beitrge: Germany - Lucrative sourcing market; Bulgarien; Polen; Corporate & competition law in outsourcing; Rumnien; Innovation in Outsourcing; Cloud im Mittelstand; Stop shouting - Marketing and Communication; Belarus; BPM & BPO, Ausschreibungsverfahren und mehr
Copyright @ Deutscher Outsourcing Verband e.V. - Deutsches Outsourcing Journal Alle Rechte vorbehalten. Vervielfltigung oder Verteilung ohne vorherige Zustimmung untersagt

INHALT / CONTENT
4 - Outsourcing - Division of labour gives competitive edge
Dr. Thomas Meyer, Florian Schler, Deutsche Bank Research, Germany

48 - Sourcing: Der Mittelstand und die Cloud - Hybridmodellen gehrt die Zukunft
Dr. Heiner Diefenbach, TDS AG, Germany

10 - Restrukturierung und Sourcing Governance

Branimir Brodnik, microfin Unternehmensberatung, Germany

54 - Poland an experienced provider of services for business

Anna Zawadzka, OEX Group, Poland

16 - Corporate and competition law - legal and contracting aspects of outsourcing in Romania
BPV Grigorescu Stefanica, Romania

58 - Business- und Knowledge Process Outsourcing in Polen

CERI International, Poland

20 - Ein Schritt nher an morgen. Vom Outsourcing zur Innovation

Mihaela Rosca, Remus Pereni, Yonder, Rumnien

62 - Incorporating Structural Quality Metrics into Outsourcing SLAs

Jay Sappidi, CAST Research Labs, France, Germany

25 - Assembling the Jigsaw - Service Integration and Management in a Multisourced IT-Operating Model
Hannah Patterson, Information Services Group (ISG), United Kingdom

68 - BPM enabled BPO: foundations for long term success

Pietro Casella, Safira, Portugal

70 - Die Kluft zwischen Geschftsprozessen und Strategie

Dr. Clemente Minonne, Zrcher Hochschule fr Angewandte Wissenschaften, Schweiz

29 - Germany - Lucrative sourcing market and top location for shared services and BPO delivery
Josefine Dutschmann, Germany Trade & Invest (GTAI), Germany

74 - Does project development proficiency matter for technology startup efficiency?

Mike Grebennikov, Migrate2mobile, Belarus & Fabian Oliva, Fiverun Inc., USA

34 - Stop Shouting
Christopher Butler, USA

40 - Bulgaria - Destination for IT-Services in Europe

77 - Belarus Potential of becoming Europes Silicon Valley by 2015

A market review by Viktor Bogdanov, Ciklum, Ukraine

Ivaylo Slavov, BulPros, Bulgaria

45 - Sirma Group - a global outsourcing developer with successful projects on five continents
Sirma, Bulgaria

82 - Das Ausschreibungs- und Auswahlverfahren

Sabrina Hahn, matrix technology AG, Germany

86 - Organizations
Corporate profiles and contacts
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EDITORIAL

Shared Services, Business-Process- & ITOutsourcing in Europa

Eine Sonderausgabe des Outsourcing Journals mit Fachbeitrgen fhrender Organsationen, Unternehmen und Branchenexperten

Der Markt
In Deutschland, sterreich und der Schweiz blicken wir heute auf einen Markt fr Outsourcingleistungen von ca. 22 Mrd. EUR mit einem potenziellen Wachstum von ca. 7 Mrd. EUR bis 2015. (Lnendonck, Ende 2010). Zu der Frage welchen Stellenwert IT-Sourcing im Unternehmen einnimmt geben in einer aktuellen Studie (DACH) der ZHAW Zrich 56% der Befragten an, dass bestimmte Leistungen ausgelagert und weitere 14% geben an, dass IT-Dienste weitgehend ausgelagert seien. Im Pan-European IT Outsourcing Intelligence Report 2011, durchgefhrt von IT Sourcing Europe, geben mehr als 35% der Befragten in Deutschland an, Nearshore bzw. mehr als 20% Onshore auslagern zu wollen. Mit diesem Trend der Auslagerung von IT- und Geschftsprozessen in Deutsch-

land, sterreich und der Schweiz, erleben wir gleichzeitig einen wachsenden Bedarf an Fachwissen, Informationen zu Outsourcing-Standorten sowie an Kontakten zu qualifizierten Anbietern.

unabhngige Referenzen und Tipps fr die Evaluierung von Outsourcing-Projekten und -Providern sowie die Transformation von IT- und Geschftsprozessen innerhalb Europas.

Diese Ausgabe
Auf mehr als 90 Seiten geht diese unabhngige Sonderausgabe des Outsourcing Journals auf wichtige Aspekte der Auslagerung von IT- und Geschftsprozessen innerhalb Europas ein. Experten geben Einblicke in die europische OutsourcingIndustrie und liefern Informationen zu ausgewhlten Outsourcingstandorten, Lsungen, Zahlen und Fakten sowie zu rechtlichen und interkulturellen Aspekten. Nutzer von Outsourcingleistungen in Deutschland, sterreich und der Schweiz erhalten zum ersten Mal Stephan Fricke Herausgeber des Outsourcing Journals und Vorstand sowie Vorsitzender des Beirates des Deutschen Outsourcing Verbandes e.V.

Page 3

RESEARCH

Outsourcing - Division of labour gives competitive edge

A briefing by Deutsche Bank Research, Dr. Thomas Meyer and Florian Schler
Division of labour and specialisation are rightly regarded in economic research as the cornerstones of productivity and prosperity. In keeping with this idea, European firms reduced their degree of vertical integration by about 1.5 percentage points between 2003 and 2007. Recent research has, however, found a supposedly negative correlation between the degree of division of labour (in the form of outsourcing, for example) and productivity at the company level, meaning that more outsourcing allegedly hurt productivity. This would fundamentally contradict standard management practices. In our opinion, this supposed contradiction is based on a misleading interpretation of empirical findings which overlooks important effects. Performing a dynamic analysis reverses the picture: a vertical integration that was 1 percentage point lower in 2003 is statistically associated with 5-10 percentage points higher earnings growth (cumulative) in the following four years. Disintegrated production thus delivers a competitive edge. The decisive factor, of course, is the optimum degree of vertical integration for each individual company, which can be derived for example from the firms level of specialisation, the sector in which it operates, its market position and management capacities. Outsourcing and offshoring are highly discussed management practices since the dawn of the new millennium. This form of division of labour promises major efficiency benefits because companies can concentrate on their core competencies and get help with their weaknesses from suppliers and business partners. Economic research has accordingly been largely positive in its assessment of the trend towards outsourcing and offshoring. This view is supported by extensive literature stretching back to the founding fathers Adam Smith (1776) and David Ricardo (1817). With outsourcing it is also a matter of the right degree, striking the right balance between specialisation benefits on the one hand and transaction costs on the other. The maximum possible degree of outsourcing is usually not efficient. Nevertheless, companies have in recent years evidently become both more inclined and more able to specialise and divide work: export ratios are rising and the degree of vertical integration is falling. The outsourcing wave in the service sector has played a major part in this ; after all, technological progress has facilitated various new forms of division of labour. This also applies to manufacturing firms

Page 4

RESEARCH
that outsource services such as IT management, bookkeeping or call centres to other companies. tion technology, the lowering of tariffs (e.g. via GATT/WTO or bilateral trade agreements), better infrastructure (e.g. container shipping), as well as the increasing integration of the former Warsaw Pact countries and the aspiring emerging markets in the global economy. Companies in Germany have not ignored this trend. The figures clearly show how the German economy has stepped up export activity: up until the early 1980s the German export ratio was only minimally higher than the average of other rich countries, of late it has been almost twice as high (41% of GDP). The interesting thing is that this decoupling evidently did not commence until after the actual economic miracle. Only reunification was able to briefly slow the surge in exports. German imports have not quite managed to keep pace with this development (the reason for the current account surplus): they rose from 25% of GDP in 1980 to 35% in 2009. The increasingly integrated global economy corresponds to growing division of labour at the company level in Germany: between 1999 and 2008 the degree of vertical integration (measured in terms of value added relative to sales) fell for example by 22% in mechanical engineering, by 12% in the auto industry and by 8% in the chemicals industry (see chart 2). More recent figures are less meaningful as they are distorted by the financial and economic crisis. An ever smaller share of value added is generated in-house upstream and downstream companies are becoming more important in the production chain. Overall, German companies occupy a mid-table position in the European rankings (see chart 3).

Trend towards division of labour and specialisation

The trend towards division of labour and specialisation is easily illustrated by looking at the growing volume of trade flows. The world has grown closer together economically over the last 50 years (see chart 1). The export ratio had doubled from 12% of global output in 1960 to over 24% in 2009. If there had not been a financial and economic crisis the figure would probably be as much as 30% an increase of 2 times. This is perhaps less dramatic than the globalisation debate would suggest occasionally; after all, numerous changes in the global economy have strengthened trade relations: advances in communication and informa-

Page 5

RESEARCH
A low value-added ratio is ultimately also an indicator of a disintegrated production chain. In light of the trend described above the question arises as to whether the degree of vertical integration has a systematic impact on corporate performance metrics, that is whether the degree of division of labour has a measurably positive or negative influence on productivity, returns or profits. parison we always use wage-adjusted labour productivity since a key factor for a company is that potentially higher productivity is not eaten up by higher wages. Chart 4 illustrates this relationship using the example of mechanical engineering in Europe. It would represent a clear contradiction to the prevailing view to date. This analysis comes to a similar conclusion as previously reached by Broedner et al. (2009) and Lay et al. (2009). The scientists at the Fraunhofer Institute analysed a random sample of nearly 500 German manufacturing firms in 2003 to identify instruments for boosting productivity This also . included testing the influence of the outsourcing ratio, which they define as the difference between the degree of vertical integration level and 100%: hence, the lower the level of vertical integration, the higher the outsourcing ratio. Contrary to their own hypothesis, the authors also found that less vertical integration is accompanied by lower productivity. In other words: the higher the outsourcing ratio, the more inefficiently that companies produce. According to the authors, the specialisation benefits must be outweighed by the growth in transaction costs. The important thing is that this view is not based on erroneous individual entrepreneurial decisions mistakes are made again and again but on a systematic negative correlation between division of labour and productivity. This would have major significance for economic policy and management consultancy. The findings of the Fraunhofer Institute are ultimately interpreted by the public as making a case for more in-house manufacturing and insourcing (outsourcing is a load of rubbish). Right calculation, wrong interpretation? In a first step, our own analysis does indeed serve to back up this conclusion (which we found surprising) with a new data set. However, this correlation could be distorted by other factors, which would alter the interpretation of the results. The level of vertical integration and labour productivity are influenced by many factors that are not directly related to outsourcing decisions. Profits play a pivotal role in this respect since profits make up a portion of value added. The average degree of vertical integration among European firms in 2003 was about 30%, while the average gross operating rate (i.e. operating surplus relative to sales) was around 11% (both unweighted). Variations in the gross operating ratio alone account for some 20-30% of the differences in degree of vertical integration (see chart 5). The probability is thus very high that the correlation between vertical integration and productivity is decisively influenced by other factors. The opposite effect applies to inputs: if prices rise for inputs, the degree of vertical integra-

Is outsourcing a load of rubbish?

One obvious approach is to set the degree of vertical integration against productivity. Such a comparison across different sectors and countries does in fact reveal a systematic correlation, however, it is the opposite of what we expected. The greater the degree of vertical integration in the sector (meaning more in-house production, less division of labour), the higher labour productivity appears to be (see also model 1 in table 6 below). For this com-

Page 6

RESEARCH
tion falls all other things being equal. This is definitely a relevant factor; after all, material costs as a share of gross production value in the German manufacturing sector rose by 5.8 percentage points (to 48%) between 2003 and 2007. The rise in steel prices could, for example, partly explain why specifically the share of value added in engineering has fallen sharply. manufacturers often operate in lucrative niche markets in which correspondingly high margins are to be earned. The observable outcome at these manufacturers would thus be high productivity (on account of the margins) combined with a high degree of vertical integration (on account of the specialisation). This correlation would not, however, be the result of the outsourcing decision, but of the market positioning. The management recommendation derived from this observation would thus be completely different. static model with gross operating ratio as an explanatory variable. It serves as a direct indicator of market position. Thirdly, we use a two-stage statistical estimation method that helps to isolate the observation of the influence of other endogenous variables (IV method). The instrument used is the number of people worldwide that speak the respective language. This instrument is based on the premise that language has no direct influence on productivity (an English-speaking worker is just as productive as a Germanspeaking worker ceteris paribus). However, offshoring is made a lot easier if the local language is spoken worldwide (English, for example), since this enables straightforward communication with foreign suppliers. We were able to identify clear evidence of this effect specifically for the IT outsourcing field. Of course, only a fraction of outsourcing is international in nature. This fraction is, however, sufficient as a statistical instrument. Table 6 provides a summary of the results as well as a simple statistical analysis (model 1) as a reference point. The coefficients of degree of vertical integration (2003) are negative in all the other models (2-10). This means that the greater the vertical integration, the poorer the performance metrics the sectors achieve. None of these estimates is perfect, but they all point in a similar direction. The only exception is the model in the first column which replicates the simple

Dynamic instead of static analysis

We use three different empirical approaches to isolate the influence of vertical integration on productivity and other metrics. All models are based on a sample at sector level (15 manufacturing sectors) in 25 European countries. First, we construct a model that uses dynamic instead of static performance metrics. This reduces static distortions such as differences in market position. The premise here is that the market position does not change fundamentally in a short space of time. The dependent variables are the changes in productivity, return on sales and profit between 2003 and 2007. The dynamic approach also takes better account of the fact that outsourcing decisions can only pay off over time. Secondly, we supplement the

Market positioning also plays an important role. It could influence both productivity and degree of vertical integration. After all, with outsourcing the objective is not to achieve an absolute figure but to determine the optimum outsourcing ratio for each individual company: the more specific the production, the lower the optimum outsourcing ratio as a rule. Specific production is often associated with specialised products. It would therefore be normal to expect that for example a manufacturer of highly specialised products would tend to have a larger share of in-house production than other firms. At the same time such specialist

Page 7

RESEARCH

static approach described above. The augmented models thus generate more differentiated outcomes than the static analysis. For example, model (6) shows that statistically speaking for each additional percentage point of vertical integration in 2003 earnings growth was 7 percentage points lower (cumulative for 2003-2007). This is obviously an economically relevant figure. The reaction is particularly sensitive in the glass industry; for plastics makers the degree of vertical integration has less of an influence (see chart 7). Not a fair-weather effect The generally positive business trend between 2003 and 2007 profits and productivity rose

for the majority of companies could arouse suspicions that it is a fair-weather effect: that outsourcing only helps when the economy is booming. Comparable results can, however, also be achieved if the sample is limited

to sectors where profits declined. Models (7) and (8) factor in not only the level of vertical integration in 2003, but also the change in vertical integration between 2003 and 2007. This ensures that the relationship is not based solely on the adjustment following a potential shock in some sectors. Although the effect is weaker in models (7) and (8) it retains its direction and statistical significance. The positive correlation between the change in degree of vertical integration and earnings growth in model (7) does not contradict the message. Rather, it reflects the fact already shown in chart 5 that earnings are part of added value. Rising profits thus also boost added value, all other things being equal. Overall, the results are robust when set against numerous difPage 8

RESEARCH
ferent specifications. The twostage estimations (IV, models 4 and 10) back up the findings and result in higher coefficients. the potential profits from specialisation. However, this is not necessarily the right interpretation in our opinion as the static relationship is biased by other factors. No hard-and-fast rules Our dynamic analysis shows the opposite: sectors which make stronger use of division of labour in the production process tend to boast better performance metrics. This also applies to static observation in cases where different market positions are taken into account. The basic idea of division of labour and specialisation thus still appears to have something going for it. There are, however, no hard-and-fast rules. Maximum outsourcing does not necessarily result in the optimum degree of vertical integration. The production depth must suit the corporate strategy, sector and market position.
1 Broedner, Peter; Steffen Kinkel and Gunter Lay (2009). Productivity effects of outsourcing: New evidence on the strategic importance of vertical integration decisions. International Journal of Operations & Production Management. Vol 29. No 2. pp. 127-150 and Lay, Gunter; Steffen Kinkel & Angela Jger (2009). Stellhebel fr mehr Produktivitt: Benchmarking identifiziert Potenziale zur Steigerung der Produktivitt. Mitteilungen aus der ISI-Erhebung zur Modernisierung der Produktion. Number 48. 2 Auer, Josef and Oliver Rakau (2011). Commodity boom: More than just risk for German industry. Current Issues. September 20, 2011. Deutsche Bank Research. Frankfurt am Main. 3 See Meyer, Thomas, 2007. Indias specialisation in IT exports: Offshoring cant defy gravity. Research Notes 27. Deutsche Bank Research. Frankfurt am Main.

Smart outsourcing delivers a competitive edge

Outsourcing on the increase The trend points towards falling vertical integration levels: of the 375 sectors analysed here 241 reduced their vertical integration between 2003 and 2007 while only 93 increased it (there is no data for the other cases). Overall, the levels of vertical integration throughout Europe have fallen by an average of around 1.5 percentage points. It would be very astonishing if a management practice were to be so widely deployed even if it systematically destroyed productivity. Static analyses, however, show a positive correlation between the level of vertical integration and productivity. This observation prompts some people to call for a revision of current outsourcing practices because transaction costs or other problems appear to be systematically higher than

Authors: Thomas Meyer and Florian Schler +49 69 910-46830 [email protected] Editor Antje Stobbe Technical Assistant Sabine Kaiser Deutsche Bank Research Frankfurt am Main Germany Internet: www.dbresearch.com E-mail: [email protected] Fax: +49 69 910-31877

Editors message
We like to thank all authors, companies and partners who contributed to this edition. If you would like to contribute to one of our next publications, please get in touch with us: [email protected]

Page 9

MANAGEMENT

Restrukturierung und Sourcing Governance

Von Branimir Brodnik, microfin Unternehmensberatung GmbH, Frankfurt am Main
Das Rennen im Wertschpfungsmanagement geht in die nchste Runde. Viele Unternehmen haben in den vergangenen Jahren erste Erfahrungen mit der Auslagerung von IT-Dienstleistungen an externe Provider gesammelt. Auf Grundlage der Erkenntnisse, die sie dabei gewonnen haben, werden die Modelle der Zusammenarbeit zwischen Kunde und Provider nun berdacht und der Zuschnitt der auszulagernden Leistungen neu strukturiert. Dabei ist fr eine erfolgreiche Neuausrichtung eine funktionierende Governance unabdingbar. Compliance und die ihr zugehrige Governance werden durch Gesetze, Richtlinien und Standards vorgegeben. Das Ziel ist dabei immer eine grere Transparenz und Kontrolle in der Unternehmensfhrung erst wenn diese gegeben ist, lsst sich kontrolliert restrukturieren. Auch wer IT-Leistungen auslagert, darf dabei keinen Zentimeter seiner Unternehmensfhrung und -kontrolle aufgeben. Im Gegenteil: Die Sourcing Governance dient der Steuerung der Zusammenarbeit zwischen dem auslagernden Unternehmen und dem beauftragten IT-Provider in der Sourcing-Beziehung. Denn Corporate Governance Regeln, die fr das gesamte Unternehmen gelten, sollten natrlich ebenso in der IT allgemein und schlielich auch in der Steuerung von Sourcing-Beziehungen angewandt werden. Sourcing Governance steht als das logisch letzte Glied in der Kette von New Corporate Governance und IT-Governance. Dies gilt insbesondere dann, wenn das Outsourcing dazu dient, operationelle Risiken zu optimieren oder aber Restrukturierungen einzuleiten. Was bedeutet in diesem Zusammenhang aber Transparenz der Steuerung? Transparenz und Beherrschbarkeit fundieren zum einen auf einer anforderungsgerechten Aufbau- und Ablauforganisation den Gremien bzw. Prozessen und zum anderen auf definierten, objektivierbaren Leistungen und deren Qualitten den Vertrgen.

Spielregeln im Umgang mit externen Dienstleistern festlegen

Wenn Leistungen an einen externen Provider vergeben werden, verndern sich die Anforderungen an die handelnden Personen und Strukturen sehr stark fort von der operativen Ausfhrung hin zur Steuerung

der Service-Erbringung. Da man Dritte auerhalb des eigenen Unternehmens jedoch nicht disziplinarisch ber die unternehmenseigene AufbauOrganisation steuern kann, muss man Spielregeln und Gremien der Zusammenarbeit einrichten. Dabei liegt der primre Fokus darauf, die bedarfsgerechte Leistungserbringung zu steuern. Dies entbindet eine IT jedoch nicht von ihrer internen Verantwortung den Fachbereichen gegenber und davon, die interne
Page 10

MANAGEMENT
Akzeptanz der Dienstleister zu sichern. Insbesondere bei der Auswahl der Dienstleister ist der Cultural Fit zu bercksichtigen. In einem Multiprovider-Umfeld oder bei einem Provider-Wechsel hat Sourcing Governance die Harmonisierung bzw. Angleichung in Richtung aller Dienstleister zu gestalten. Elemente des Vertragsmanagements zu ergnzen. Analog einer IT-Governance wird eine Sourcing Governance in der Regel in drei Ebenen unterteilt. nities. Durch berlappende Wirkbereiche zwischen der strategischen, taktischen und operativen Ebene kann ein Unternehmen es verhindern, von einem Dienstleister ausgespielt zu werden. (vgl. Grafik 1, S.12: Wirkbereiche einer Sourcing Governance). Dabei kommt es insbesondere darauf an, wie die Dienstleister gesteuert werden. In der Vergangenheit wurde in Ermangelung geeigneter Governance-Strukturen und wegen eines eindimensionalen Verstndnisses der Zusammenarbeit allzu oft primr sanktionsorientiert gesteuert, whrend heute der erfolgsversprechendere, kooperative Ansatz berwiegt. Die Maxime Kooperation statt Konfrontation wird als Provider-Management-Stil immer beliebter und fhrt immer hufiger zu erfolgreichen IT-OutsourcingBeziehungen, in denen beide Partner aktiv die Kongruenz ihrer Interessenslagen abstimmen.

Strategische Ebene Alignment zur Unternehmensstrategie

Auf der strategischen Ebene ist ein wichtiges Kernelement des Wertschpfungsmanagements und damit einer Sourcing Governance die Ausformulierung einer Sourcing Strategie eingebettet in die Gesamtunternehmens- und IT-Strategie. Sind die Business-IT-AlignmentDiskussionen abgeschlossen, ist die Ausrichtung ber die Priorisierung im IT-Projektportfolio zu operationalisieren.

Transparenz und Steuerungsmglichkeit durch objektive Leistungsdefinition

Voraussetzung fr eine durch Kennzahlen gesttzte Steuerung eines IT-Dienstleisters Kernelement einer IT-Governance ist die objektive Vereinbarung der zu erbringenden Serviceleistungen und die Definition von Zielqualitten fr den Betrieb: in Form von Outsourcingvertrgen und den damit verbundenen Service Level Agreements. Jede Leistung, die zuvor innerhalb des Unternehmens erbracht wurde, die intern gelebte Praxis, ist zu formalisieren, in Vertrgen festzuhalten und in Form eines Vertragsmanagements kontinuierlich zu adjustieren. Ein effizient und koordiniert aufgestelltes Anforderungsmanagement hilft, mgliche Kostenberschreitungen und Leistungsverfehlungen zu verhindern und fr jedes Leistungsbndel ein geeignetes Preismodell zu entwickeln. Die reine IT-Governance ist also ebenso um nach auen wirkende Elemente des Provider-Managements wie um formalisierte
Page 11

Taktische Ebene - Sicherstellung des Business Case und der Compliance

Die taktische Ebene einer Sourcing Governance berbrckt das Spannungsfeld zwischen Preis und Leistungen und deren Beschreibung in der Auenwirkung. Unabdingbar sind dabei ein Benchmarking zur Prfung der Marktkonformitt und ein Compliance Alignment Audit zur Regelausrichtung an Gesetzesvorgaben. Dies bedeutet, in der Praxis kontinuierlich die gesetzlichen, regulatorischen und sicherheitsrelevanten Anforderungen zu prfen. Aus dieser Motivation heraus und aus dem Drang nach einer Industrialisierung der IT im Sourcing-Umfeld bilden sich derzeit entsprechende Commu-

Operative Ebene IT-Kundenbetreuung

Auf der operativen Ebene ist der Support der IT-Kunden sicherzustellen. Idealtpyisch wird auf operativer Ebene ein Krisen- und Problem-Management sowie ein Anforderungsmanagement in Form von Fachbereichsbetreuungen geleistet. Auf operativer Ebene sorgt das Prozessmanagement fr eine kontinuierliche Verbesserung der Ablauforganisation, die Si-

MANAGEMENT
cherstellung der Leistungsberwachung und fr die IT-Security. lenverteilung auf Kunden- und Dienstleisterseite in Form von Gremien institutionalisiert werden. Dies hat im Zusammenhang mit dem Umfang der internen Retained Organization zu erfolgen und sollte die neuen Skillprofile bercksichtigen. Den Gremien sind hierbei klare Aufgaben und Ziele zuzuordnen, deren Erreichung durch entsprechende Steuerungswerkzeuge nachgehalten wird. (Vgl. Grafik 2 : Steuerungsmechanismen in einer Sourcing Beziehung)

Institutionalisierung in Gremien
In Ausschreibungs- bzw. Transitionsprojekten muss die Rol-

Grafik 1

Rahmenbedingungen zur Gestaltung einer Sourcing Governance

Die Determinanten einer Sourcing-Strategie wirken sich

unmittelbar auf die Gestaltungsmglichkeiten einer Sourcing Governance aus. So bestimmt die Wahl einer Multi-, Dual- oder Single-Provider-Strategie unmittelbar die

Skalierung der Sourcing Governance. Ebenso beeinflussen die Shoring-Konzepte unmittelbar die Ausgestaltung der Sourcing Governance. Aus einer aktiv gelebten Outsourcing Governance resultieren fr Unterneh-

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MANAGEMENT
men gleich drei zentrale Vorteile: die Geschftsanforderungen knnen auch in Zusammenarbeit mit externen Partnern schneller und besser bedient werden, die stetige Kontrolle von Prozessen und ComplianceRichtlinien fhrt zu mehr Qualitt und damit zur Risikominimierung und schlielich erfolgen die operative Zusammenarbeit und mgliche Anpassungen gesteuert und nicht eskalationsgetrieben.

Grafik 2

Der Autor: Branimir Brodnik ist Grnder und geschftsfhrender Gesellschafter der microfin Unternehmensberatung GmbH, die sich seit 2002 erfolgreich am Markt positioniert hat. Der Diplom-Informatiker, der im Nebenfach Medizin studierte, weist eine ber 20-jhrige Berufserfahrung in den Bereichen Financial Services und Consulting auf. Seine Kompetenzen liegen vor allem in den Themen IT-Sourcing, IT-Kostenoptimierung sowie Projektmanagement. Als zertifizierter Projektmanager und Management Coach beriet Branimir Brodnik in den letzten Jahren nicht nur zahlreiche Unternehmen und Manager, sondern gab sein Wissen und seine Erfahrung auch in vielfltigen Verffentlichungen weiter. Kontakt: Tel: +49 (0) 6172-17763 0 - E-Mail: [email protected] - Web: www.microfin.de

Page 13

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micron Unternehmensberatung GmbH Kaiser-Friedrich-Promenade 59a 61348 Bad Homburg T: +49 (6172) 17763 0 E: [email protected] www.micron.de

Page 14

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