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Q2/3-2012 - Deutsch / English
THE
OUTSOURCING
JOURNAL
EUROPA
Outsourcing von IT-Services und Geschäftsprozessen in Europa - Ein unabhängiges
Informationsangebot für Deutschland, Österreich und die Schweiz.
Auf mehr als 90 Seiten Wissen, Hintergründe
und Kontakte, inklusive der Themen:
Outsourcing - division of labour gives
competitive edge
by Deutsche Bank Research
Structural quality metrics in SLA’s
by Jay Sappidi, CAST Research Labs
Service integration &
management in multisourcing
by ISG (TPI)
Weitere Beiträge: Germany - Lucrative sourcing market; Bulgarien; Polen; Corporate &
competition law in outsourcing; Rumänien; 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. Vervielfältigung oder Verteilung ohne vorherige Zustimmung untersagt
INHALT / CONTENT
4 - Outsourcing - Division of labour gives
competitive edge
Dr. Thomas Meyer, Florian Schüler, Deutsche Bank
Research, Germany
10 - Restrukturierung und Sourcing
Governance
Branimir Brodnik, microfin Unternehmensberatung,
Germany
16 - Corporate and competition law
- legal and contracting aspects of
outsourcing in Romania
BPV Grigorescu Stefanica, Romania
20 - Ein Schritt näher an morgen. Vom
Outsourcing zur Innovation
Mihaela Rosca, Remus Pereni, Yonder, Rumänien
25 - Assembling the Jigsaw - Service
Integration and Management in a
Multisourced IT-Operating Model
Hannah Patterson, Information Services Group
(ISG), United Kingdom
29 - Germany - Lucrative sourcing market
and top location for shared services and
BPO delivery
Josefine Dutschmann, Germany Trade & Invest
(GTAI), Germany
34 - Stop Shouting
Christopher Butler, USA
40 - Bulgaria - Destination for IT-Services
in Europe
Ivaylo Slavov, BulPros, Bulgaria
45 - Sirma Group - a global outsourcing
developer with successful projects on five
continents
Sirma, Bulgaria
48 - Sourcing: Der Mittelstand und die
Cloud - Hybridmodellen gehört die
Zukunft
Dr. Heiner Diefenbach, TDS AG, Germany
54 - Poland – an experienced provider of
services for business
Anna Zawadzka, OEX Group, Poland
58 - Business- und Knowledge Process
Outsourcing in Polen
CERI International, Poland
62 - Incorporating Structural Quality
Metrics into Outsourcing SLAs
Jay Sappidi, CAST Research Labs, France, Germany
68 - BPM enabled BPO: foundations for
long term success
Pietro Casella, Safira, Portugal
70 - Die Kluft zwischen Geschäftsprozessen und Strategie
Dr. Clemente Minonne, Zürcher Hochschule für
Angewandte Wissenschaften, Schweiz
74 - Does project development
proficiency matter for technology startup efficiency?
Mike Grebennikov, Migrate2mobile, Belarus &
Fabian Oliva, Fiverun Inc., USA
77 - Belarus’ Potential of becoming
Europe’s Silicon Valley by 2015
A market review by Viktor Bogdanov, Ciklum,
Ukraine
82 - Das Ausschreibungs- und
Auswahlverfahren
Sabrina Hahn, matrix technology AG, Germany
86 - Organizations
Corporate profiles and contacts
Page 2
EDITORIAL
Shared Services, Business-Process- & ITOutsourcing in Europa
Eine Sonderausgabe des Outsourcing Journals mit Fachbeiträgen
führender Organsationen, Unternehmen und Branchenexperten
Der Markt
In Deutschland, Österreich
und der Schweiz blicken wir
heute auf einen Markt für
Outsourcingleistungen
von
ca. 22 Mrd. EUR mit einem
potenziellen Wachstum von ca. 7
Mrd. EUR bis 2015. (Lünendonck,
Ende 2010).
Zu der Frage welchen Stellenwert
IT-Sourcing im Unternehmen
einnimmt geben in einer
aktuellen Studie (DACH) der
ZHAW Zürich 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,
durchgeführt 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
Geschäftsprozessen in Deutsch-
Page 3
land, Österreich und der
Schweiz, erleben wir gleichzeitig
einen wachsenden Bedarf an
Fachwissen, Informationen zu
Outsourcing-Standorten sowie
an Kontakten zu qualifizierten
Anbietern.
unabhängige
Referenzen
und Tipps für die Evaluierung
von
Outsourcing-Projekten
und -Providern sowie die
Transformation von IT- und
Geschäftsprozessen innerhalb
Europas.
Diese Ausgabe
Auf mehr als 90 Seiten geht diese
unabhängige Sonderausgabe
des
Outsourcing
Journals
auf wichtige Aspekte der
Auslagerung von IT- und
Geschäftsprozessen innerhalb
Europas ein.
Experten geben Einblicke in
die europäische OutsourcingIndustrie und liefern Informationen zu ausgewählten Outsourcingstandorten,
Lösungen,
Zahlen und Fakten sowie zu
rechtlichen und interkulturellen
Aspekten.
Nutzer
von
Outsourcingleistungen in Deutschland,
Österreich 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.
RESEARCH
Outsourcing - Division of labour gives
competitive edge
A briefing by Deutsche Bank Research, Dr. Thomas Meyer
and Florian Schüler
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 firm’s 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.
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 ½ 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
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.
ment (the reason for the current
account surplus): they rose from
25% of GDP in 1980 to 35% in
2009.
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 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.
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 develop-
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).
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.
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-
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.
cance 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”).
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.
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 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 signifi-
Right calculation, wrong interpretation?
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-
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.
Dynamic instead of
static analysis
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
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
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
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.
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
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 Jäger
(2009). Stellhebel für mehr Produktivität:
Benchmarking identifiziert Potenziale
zur Steigerung der Produktivität. 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. India’s specialisation in IT exports: Offshoring
can’t defy gravity. Research Notes 27.
Deutsche Bank Research. Frankfurt am
Main.
Authors:
Thomas Meyer and
Florian Schüler
+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 Wertschöpfungsmanagement geht in die nächste 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 überdacht und der Zuschnitt der auszulagernden
Leistungen neu strukturiert. Dabei ist für eine erfolgreiche Neuausrichtung eine funktionierende Governance unabdingbar.
Compliance und die ihr zugehörige Governance werden
durch Gesetze, Richtlinien und
Standards vorgegeben. Das Ziel
ist dabei immer eine größere
Transparenz und Kontrolle in der
Unternehmensführung – erst
wenn diese gegeben ist, lässt sich
kontrolliert restrukturieren. Auch
wer IT-Leistungen auslagert,
darf dabei keinen Zentimeter
seiner
Unternehmensführung
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 für das gesamte Unternehmen gelten, sollten natürlich ebenso in der IT allgemein
und schließlich 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 Qualitäten –
den Verträgen.
Spielregeln im Umgang
mit externen Dienstleistern festlegen
der
Service-Erbringung.
Da
man Dritte außerhalb des eigenen Unternehmens jedoch
nicht disziplinarisch über die
unternehmenseigene AufbauOrganisation steuern kann, muss
man Spielregeln und Gremien
der Zusammenarbeit einrichten.
Wenn Leistungen an einen
externen Provider vergeben
werden, verändern sich die Anforderungen an die handelnden
Personen und Strukturen sehr
stark – fort von der operativen
Ausführung hin zur Steuerung
Dabei liegt der primäre Fokus
darauf, die bedarfsgerechte Leistungserbringung zu steuern.
Dies entbindet eine IT jedoch
nicht von ihrer internen Verantwortung den Fachbereichen gegenüber – und davon, die interne
Page 10
MANAGEMENT
Akzeptanz der Dienstleister zu
sichern. Insbesondere bei der
Auswahl der Dienstleister ist der
Cultural Fit zu berücksichtigen.
In einem Multiprovider-Umfeld –
oder bei einem Provider-Wechsel
– hat Sourcing Governance die
Harmonisierung bzw. Angleichung in Richtung aller Dienstleister zu gestalten.
Transparenz und Steuerungsmöglichkeit durch
objektive Leistungsdefinition
Voraussetzung für eine durch
Kennzahlen gestützte Steuerung
eines IT-Dienstleisters – Kernelement einer IT-Governance – ist
die objektive Vereinbarung der
zu erbringenden Serviceleistungen und die Definition von
Zielqualitäten für den Betrieb: in
Form von Outsourcingverträgen
und den damit verbundenen
Service Level Agreements. Jede
Leistung, die zuvor innerhalb des
Unternehmens erbracht wurde,
die intern gelebte Praxis, ist zu
formalisieren, in Verträgen festzuhalten und in Form eines Vertragsmanagements kontinuierlich zu adjustieren.
Ein effizient und koordiniert
aufgestelltes
Anforderungsmanagement hilft, mögliche
Kostenüberschreitungen
und
Leistungsverfehlungen zu verhindern und für jedes Leistungsbündel ein geeignetes Preismodell zu entwickeln. Die reine
IT-Governance ist also ebenso
um nach außen wirkende Elemente des Provider-Managements wie um formalisierte
Page 11
Elemente des Vertragsmanagements zu ergänzen. Analog einer
IT-Governance wird eine Sourcing Governance in der Regel in
drei Ebenen unterteilt.
Strategische Ebene –
Alignment zur Unternehmensstrategie
Auf der strategischen Ebene
ist ein wichtiges Kernelement
des
Wertschöpfungsmanagements 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 über die Priorisierung im IT-Projektportfolio
zu operationalisieren.
Taktische Ebene - Sicherstellung des Business
Case und der Compliance
Die taktische Ebene einer Sourcing Governance überbrückt das
Spannungsfeld zwischen Preis
und Leistungen und deren Beschreibung in der Außenwirkung.
Unabdingbar sind dabei ein
Benchmarking zur Prüfung der
Marktkonformität und ein Compliance Alignment Audit zur
Regelausrichtung an Gesetzesvorgaben. Dies bedeutet, in der
Praxis kontinuierlich die gesetzlichen, regulatorischen und sicherheitsrelevanten Anforderungen
zu prüfen. Aus dieser Motivation
heraus und aus dem Drang nach
einer Industrialisierung der IT
im Sourcing-Umfeld bilden sich
derzeit entsprechende Commu-
nities. Durch überlappende 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 Verständnisses
der Zusammenarbeit allzu oft
primär sanktionsorientiert gesteuert, während heute der erfolgsversprechendere, kooperative Ansatz überwiegt.
Die Maxime „Kooperation statt
Konfrontation“ wird als Provider-Management-Stil immer beliebter und führt immer häufiger
zu erfolgreichen IT-OutsourcingBeziehungen, in denen beide
Partner aktiv die Kongruenz ihrer
Interessenslagen abstimmen.
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 für eine
kontinuierliche
Verbesserung
der Ablauforganisation, die Si-
MANAGEMENT
cherstellung der
Leistungsüberwachung und für die IT-Security.
Institutionalisierung in
Gremien
In Ausschreibungs- bzw. Transitionsprojekten muss die Rol-
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
berücksichtigen. Den Gremien
sind hierbei klare Aufgaben
und Ziele zuzuordnen, deren Erreichung durch entsprechende
Steuerungswerkzeuge nachgehalten wird.
(Vgl. Grafik 2 : Steuerungsmechanismen in einer Sourcing Beziehung)
Grafik 1
Rahmenbedingungen zur
Gestaltung einer Sourcing
Governance
Die Determinanten einer Sourcing-Strategie
wirken
sich
unmittelbar auf die Gestaltungsmöglichkeiten 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 für Unterneh-
Page 12
MANAGEMENT
men gleich drei zentrale Vorteile:
die
Geschäftsanforderungen
können auch in Zusammenarbeit mit externen Partnern
schneller und besser bedient
werden, die stetige Kontrolle von
Prozessen
und ComplianceRichtlinien führt zu mehr Qualität und damit zur Risikominimierung
und
schließlich
erfolgen die operative Zusammenarbeit und mögliche Anpassungen gesteuert und nicht
eskalationsgetrieben.
Grafik 2
Der Autor: Branimir Brodnik ist Gründer und geschäftsführender Gesellschafter der microfin Unternehmensberatung GmbH, die sich seit 2002
erfolgreich am Markt positioniert hat. Der Diplom-Informatiker, der im
Nebenfach Medizin studierte, weist eine über 20-jährige 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 vielfältigen Veröffentlichungen weiter. Kontakt: Tel: +49 (0) 6172-17763 0 - E-Mail: [email protected] - Web: www.microfin.de
Page 13
Advert
micron Unternehmensberatung:
Wir gestalten Vorsprung!
micron Unternehmensberatung GmbH
Kaiser-Friedrich-Promenade 59a 61348 Bad Homburg
T: +49 (6172) 17763 0 E: info@micron.de
www.micron.de
Page 14
NETWORK
Deutscher Outsourcing Verband e.V.
The German Austrian Swiss Outsourcing
Association r.s.
Independent knowledge and business network for the DACH-region
and Europe - An introduction
The German Austrian Swiss
Outsourcing
Association
(GASOA) is the leading organization fostering the market
development for businessand IT-services in the DACHcountries. With its initiatives
the association supports directly service buyers and providers active on the DACHmarkets.
The Outsourcing Journal
As the leading news and information service about BPO,
ITO & SSC the journal provides
insights in the business- & ITservice industry, solutions &
organizations. The Journal is
independent and focusing on
non-commercialinformation.
It is available for free online
as well as in regular PDF/print
editions.
find information about service
providers, destinations, solutions and more.
Open Network
Knowledge-Partnership
The association maintains and
grows a regional and international community of outsouricng professionals using open
network groups on Xing and
LinkedIn
The association offers knowledge carrieres such as universities, consultants, providers and other organizations
to share their knowledge and
best practices as knowledgepartnters.
EUBIS - European
Business- & IT-Services
Eubis is a free and independent corporate and knowledge
directory. Global service providers present corporate information and expertise - entirely
free of charge. Service buyers
In return the Knowledge Partnership includes unique publication, presentation and communication opportunities.
www.outsourcing-verband.org
www.outsourcing-journal.org
www.eubis.org
Members - corporates and professionals from (excerpt): TSystems International, Hewlett Packard, Infosys, Cognizant, Unisys Outsourcing, Tata Consultancy Services, Deloitte, Northgate Arinso, Oracle, SAP, Wiener Städtische, ZHAW Zürich,
Swiss IT bridge, Safira, BulPros, BUW, Siemens AG und mehr
www.outsourcing-verband.org
Page 15
LEGAL
Legal & Contracting Aspects in
Outsourcing - Corporate and Competition
Law in Romania
By Alexandru Rusu (Partner), Alina Melcescu (Senior Associate),
Cristina Mihai (Managing Associate), Iulia Cojocaru (Associate) at
bpv GRIGORESCU STEFANICA, Romania
An outsourcing transaction, by which a business activity undertaken by a company is transferred to an
external provider, usually has as driving force the financial component. Although outsourcing transactions
can bring major financial benefits to the involved companies, in order for the outsourcing to turn up successful, the transaction has to be closely analysed from all related perspectives, and not just the financial
one.
Corporate Law in
Romania
Lately, the Romanian market has
become particularly interesting
for outsourcing companies, due
to the friendly tax regime as well
as the qualified work force and
the reduced logistic costs, compared to other European Union
markets. The main corporate
issues related to outsourcing
consist, on the one hand, in the
conditions necessary for a global
outsourcing company to establish a local outsourcing subsidiary (external provider) in order
to satisfy the needs of its local
or regional customers or, on the
other hand, on the requirements
of a regular foreign company, to
establish an outsourcing division
(external provider), in the form of
a local subsidiary.
A local outsourcing subsidiary
(“Subsidiary”) may be incorporated under the Corporate Law
31/1990 (“Corporate Law”), in the
form of a private company, mainly as a limited liability company
(“S.R.L.”) or as a stock company
(“S.A.”). As a rule, no special requirements or corporate restrictions are provided by the law for
such Subsidiary. The minimum
number of shareholders in an
S.R.L. is of one shareholder while
in an S.A. is of two shareholders.
In case of S.A. companies, they
may be listed on the Stock Exchange, in Romania or abroad.
The shareholders may be both
Romanian or foreign private individuals or private entities.
The minimum share capital of the
Subsidiary is of RON 200 (EUR 46)
for an S.R.L. and of RON 90,000
(EUR 20,674) for an S.A. In both
cases, the share capital may be
contributed in cash or in kind. Additionally, in S.A. the public subscriptions are permitted.
The management of the Subsidiary shall be organised by one or
more directors, being Romanian
or foreign private individuals or
legal entities. In the S.A. companies, the number of directors
must be uneven. These directors
may be granted full or limited
powers to manage the Subsidiary and to represent it in relation
Page 16
LEGAL
with the third parties.
What is important for the operation of the Subsidiary is its line of
business. This will be determined
in compliance with the provisions
of Order 337/2007 regarding the
classification of activities in the
national economy.
According to this classification
and considering the actual object of the outsourcing activities of the Subsidiary, the line of
business shall mainly consist in:
Other information technology
and computer service activities,
Data processing, hosting and
related activities, Other information service activities n.e.c., Fund
management activities, Activities
of centralised head offices, Public
relations and communication activities, Business and other management consultancy activities,
Market research and public opinion polling, Other professional,
scientific and technical activities
n.e.c., Activities of call centres,
Combined office administrative
service activities and Other business support service activities
n.e.c.
The actual operation of some of
the activities of above may be
subject to prior authorisation
from different national bodies.
Documents to be provided by
the shareholders for the incorporation of the Subsidiary consist of
resolutions regarding the establishment of the Subsidiary, the articles of incorporation, affidavits
letters of financial good standing
and trade registry except.
The incorporation of the Subsidi-
Page 17
ary is under the competence of
the Trade Registry. Normally, the
incorporation formalities take
three (3) business days. Within
24 hours as of the finalization of
these formalities, the Subsidiary
is registered with the official database of the Trade Registry and
receives a registration number
(i.e. the Sole Registration Number).
erations within the EU Member
States, it shall also register in the
Register of Intra-community Operations, before initiating such
operations.
Additionally, the Trade Registry
takes care of officially communicating all necessary documents,
including the fiscal registration
application (in Romanian: Vector
Fiscal), to the fiscal authorities for
the fiscal registration of the Subsidiary. The costs of incorporation
of the Subsidiary are of around
RON 500-800 (EUR 115-185).
Upon request, immediately after
the incorporation, the Subsidiary may apply for registration as
a VAT payer, under the provisions
of the Order 1976/2011 regarding registration for VAT purposes.
This procedure implies documentary and factual verifications regarding fiscal background of the
shareholders and of the directors,
as well as of the characteristics of
the headquarters and of the type
of authorised activities. If these
verifications are successful, a VAT
certificate is issued to the Subsidiary.
This registration is free of charge
and under normal conditions is
finalised within 15-30 days as of
the submission of the application.
Further in case the Subsidiary will
undertake intra-community op-
Competition Law in
Romania
Outsourcing transactions may
raise competition concerns in
case they involve the transfer of
assets and/or employees to the
external provider, or joint-ventures (“JVs”) established by the
outsourcing company and the
external provider for the purpose
of undertaking the outsourced
activities.
These concerns arise in relation
to merger control regulation and
are dealt with both at European
level as well as under the Romanian competition legislation.
In Romania, competition aspects
are governed in particular by
Competition Law no. 21/1996
(“Competition Law”) and by the
LEGAL
secondary legislation issued
by the Romanian Competition
Council (“RCC”), the authority
having supervisory, prevention
and corrective prerogatives in
the competition field, enforcing
and ensuring the application of
the national and Community
rules on competition. Romania
also applies and has mainly approximated its legislation with
the relevant European legislation
in the competition field.
Outsourcing transactions may
raise competition concerns from
a Romanian competition law perspective in case such transactions
represent economic concentrations under the Romanian law,
have an impact on the Romanian
market or part thereof and do not
have a Community dimension (in
the latter case being assessed
based on the specific European
legislation).
When outsourcing involves the
transfer of assets and/or employees to the external provider together with the outsourced services, this can lead to a change
of control of the company outsourcing the services. According to the Romanian legislation,
transactions which have as effect
a change of control of undertakings on a lasting basis and as a
consequence thereof a change
of control in the market structure,
comprising also the transactions
which lead to the establishing of
JVs which fulfil on a lasting basis
all functions of an autonomous
economic entity (i.e. fully functional JVs) are deemed as economic concentrations.
The change of control on a lasting basis may incur either as a result of a merger or as a result of
individual or joint acquisition of
the direct or indirect control over
an undertaking or parts thereof,
by way of purchase of securities
or assets, by way of contract or
any other means.
The Romanian law defines the
concept of “lasting basis” by referring to the Community practice (Cases COMP/M.2903 – Daimler Chrysler/Deutsche Telekom/
JV and COMP/M.2632 – Deutsche
Bahn/ECT International/United
Depots/JV), according to which
periods of 12 (twelve) and respectively 8 (eight) years have
been deemed sufficient for meeting the requirement of change of
control on a lasting basis.
In Romania, economic concentrations are subject to control and
have to be notified to RCC prior
to their implementation, only in
case the turnovers of the involved
parties exceed certain thresholds
(i.e. the worldwide aggregate
turnover of the companies involved in the transaction exceeds
EUR 10,000,000 and at least two
of the involved companies have
each obtained in Romania an individual turnover exceeding EUR
4,000,000).
The turnover refers to the amount
of revenues obtained from the
sale of products and/or supply of
services achieved within the last
financial year prior to the transaction, exclusively the fiscal related obligations and the exports’
bookkeeping value (including deliveries with the European Community), by the involved companies (including their groups).
When establishing whether an
outsourcing transaction involving a transfer of assets and/or employees to the external provider
may be deemed as an economic
concentration, certain specific aspects have to be considered.
According to the RCC’s regulations, in case the external provider acquires the assets and/
or related employees from the
outsourcing company in addition to the outsourced activity,
an economic concentration shall
be deemed to be realised provided that the assets represent the
whole or a part of the outsourcing company, having a market
presence (i.e. to which a market
turnover can be attributed).
Additionally, the assets transferred to the external provider
under the outsourcing transaction have to allow the external
provider to supply services not
only to the outsourcing company, but also to third parties,
either immediately or shortly after the transfer. Even in case the
transferred assets do not have
a market presence, it might suffice for the purpose of deeming
the transaction as an economic
concentration that the assets
include at least those core ele-
Page 18
LEGAL
ments which would allow the external provider to develop a market presence within a timeframe
which, in principle, should not
exceed 3 (three) years.
However, in case the transferred
assets do not even allow the external provider to at least develop a market presence, it is likely
that the assets shall be used only
for providing services to the outsourcing company. In this case,
the outsourcing transaction shall
not lead to a change of the market structure on a lasting basis
and thus, the transaction shall
not be deemed as an economic
concentration.
As regards the establishing of a JV
Alexandru Rusu, Partner
He is one of the founding
partners of bpv GRIGORESCU ŞTEFĂNICĂ and
his areas of expertise are
Corporate, Mergers and
Acquisitions, Taxation and
Dispute Resolution.
Alexandru’s experience includes projects in connection with the acquisition of
large companies in the IT,
transport and oil and gas
industries. Alexandru Rusu
strategically combines his
Mergers and Acquisitions
and Corporate Law expertise with thorough knowledge of and experience in
Page 19
by the external provider together
with the outsourcing company
for the purpose of undertaking
the outsourced activities, attention should be paid, when determining whether or not the
transaction can be deemed as an
economic concentration, to the
following: (i) whether the parties
have joint control over the JV and
(ii) whether the JV is a fully functional JV. Only outsourcing transactions which involve both the
joint control and the full functionality of the JV may be deemed as
economic concentrations.
The analysis of outsourcing
transactions from a competition
perspective allows the parties
to avoid the fines potentially ap-
Tax Law. He also has extensive experience in the IT
sector, having coordinated
a wide range of notable
local and international IT
projects. Alexandru Rusu is
a law graduate of the University of Bucharest. Languages: Romanian, English
Alina Melcescu, Senior
Associate Alina Melcescu
is one of the Senior Associates of bpv GRIGORESCU
ŞTEFĂNICĂ. Alina is a graduate of the Law Faculty
of Bucharest University
and also holds a Master in
Banking and Finance from
the Bucharest University
plied for failure to notify such
transaction to the competent
competition authority prior to
implementation, when such notification is required under the
merger control regulations.
In Romania, the fines which may
be applied by RCC for failure to
notify an economic concentration which has to be notified under the Competition Law or for
implementing an economic concentration prior to it being declared compatible with the normal competition environment
can vary from 0.5% to 10% of the
total turnover obtained by the
involved parties in the previous
financial year to the sanctioning
on a case by case basis.
of Economic Studies. Alina has joined the team in
2008 and she has gained
a rich and in-depth experience in Corporate Law,
Commercial Law, Mergers
and Acquisitions, Insolvency and Competition
Law, while being involved
with a large number of
projects with local and inter-national major clients.
Alina Melcescu is a member of Bucharest Bar since
2004. Languages: Romanian, English
Cristina Mihai, Managing
Associate Cristina Mihai
is a graduate of the Law
Faculty of Bucharest University and holds a Master
in International and European Business Law with
Paris I Panthéon Sorbonne
University.
Cristina Mihai’s main areas
of expertise are Competition Law, Commercial Law,
Banking and Finance Law,
Construction and Industrial projects law, all of these
being practices in which
Cristina Mihai has gained
a wide experience, while
providing
consultancy
and legal advice in a wide
range of transactions with
local and international impact, with important clients, most of them leaders
of the markets they operate on. Languages: Romanian, English and French.
MANAGEMENT
Iulia Cojocaru, Associate
Iulia Cojocaru is a
law graduate of the
University of Bucharest since 2008 and
a member of Bucharest Bar since 2009
and has also graduated the International Business and Economics Studies from the Bucharest University of Economic Studies. Being part of bpv GRIGORESCU ŞTEFĂNICĂ team
since 2010, Iulia has previously worked in the legal
department of a reputable multinational accounting company where she specialised in expatriate legal matters, commercial, fiscal and labour law. Iulia
provides legal advice in the areas of Employment,
Taxation, Public Procurement and Concessions and
Competition Law, while also being actively involved
with a wide variety of projects with local and international clients. Languages: Romanian, English
Contact: bpv GRIGORESCU ŞTEFĂNICĂ,
33 DionisieLupu Street, RO-020021 Bucharest - Phone +40 21 264 16 50, Fax +40 21 264 16 60
[email protected] - www.bpv-grigorescu.com
Case - Healthcare Solutions
Ein Schritt näher an morgen.
Vom Outsourcing zur Innovation
Von Mihaela Rosca und Remus Pereni, Yonder in Rumänien
Die demografischen Veränderungen bringen im Gesundheitsmarkt Forderungen nach erhöhtem Leistungsumfang und gesteigerter Qualität mit sich. Diese bewirken ihrerseits den Bedarf nach Kostensenkung, die Nachfrage nach einer schnelleren und besseren Versorgung samt wenigeren ärztlichen Behandlungsfehlern. Diese Impulse haben den Softwareanbieter PinkRoccade Healthcare dazu bewogen,
innovative Lösungen anzubieten. Sowohl die Innovation als auch die Ausführungsfähigkeit ergeben sich
aus dem Outsourcing.
Page 20
CASE - HEALTHCARE
07:00 Uhr. Dr. Hansen stoppt den
Alarm seines Smartphones und
geht seinen Terminkalender für
den Tag durch. Wie an jedem anderen Morgen überprüft er um
7:00 Uhr seinen Terminplaner.
Er vergisst nicht, er verspätet
sich nicht, ihm sind die Informationen, die er braucht, per Klick
sofort verfügbar. In einer halben Stunde empfängt er seinen
ersten Patienten. Ein Antippen,
Anklicken und es öffnet sich
die Patientendatei. Ah, er kennt
Frau N. gut. Sie ist seit mehr als
zwei Jahren seine Patientin. Er
hat hier die gesamte Geschichte
ihrer Erkrankung, die Behandlungen und Verfahren, denen
sie sich unterzogen hat, und er
kann sich an ihr letztes Treffen
gut erinnern. Er hat sich damals
alles aufgeschrieben: Heute endet ihre Behandlung und er muss
ihr ein anderes Rezept ausstellen.
Er lächelt, steckt sein Handy in die
Jackentasche und macht sich auf
den Weg ins Krankenhaus. Heute
ist wieder ein ruhiger Tag: Alles,
was er über seine Patienten zu
wissen braucht, der Tagesplan,
liegt bequem in seiner Hand. Per
Klick sofort verfügbar. Vor zwei
oder drei Jahren benutzte er den
Bürocomputer und musste jedes
Mal seine Sprechstundenhilfe um
Informationen bitten oder selbst
einen kleinen Ausflug bis zur Patientenakte unternehmen.
In der gleichen Zeit besucht Frau
Pettersen am andern Ende der
Stadt einen neuen Patienten, der
seit kurzem am Programm für ältere Menschen teilnimmt. Sie hat
keine Patienteakten mitgebracht
und sie braucht weder Papier
noch Stift. Sie trägt alle Informa-
tionen in ihr Smartphone ein. Sie
erstellt eine Datei für den neuen
Patienten in Echtzeit, indem sie
alle nötigen Informationen eingibt. Nur ein einziges Mal. Sie
muss nicht ihren ganzen Nachmittag mit dem Ausfüllen von
Patientenakten mit den einschlägigen Informationen, die sie im
Laufe des Tages herausgefunden
hat, verbringen. Zudem hat sie
die Gewissheit, dabei nichts zu
vergessen. Und das nur durch
bloßes Antippen des Touchscreens ihres Handys. Bis vor zwei
Jahren verbrachte sie mehrere
Stunden am Tag mit der Eingabe
der Daten ins System. Jetzt steht
ihr das gesamte Programm zur
Verfügung, sodass sie sich der
medizinischen Handlung und
Ihren Patienten widmen kann. Als
hätte sie ein papierloses Krankenhaus zur Verfügung.
Das ist kein Ausschnitt aus
einem Film und wird sich nicht
irgendwann in der Zukunft
ereignen. Es passiert jetzt. Für das
niederländische Gesundheitssystem ist dies das technologische
Momentum.
Die zunehmende Bedeutung der IT im medizinischen Bereich
Wir beobachten weltweit das
größte Wachstum der Informationstechnologie im klinischen
Bereich des Gesundheitswesens.
Der IT-Gesundheitsmarkt wird
voraussichtlich von $99.6 Milliarden (in 2010) auf $162.2 Milliarden (in 2015) ansteigen. Ein
herausfordernder Wachstums-
Page 21
CASE - HEALTHCARE
markt infolge fortschrittlicher
medizinischer
Entdeckungen
in Verbindung mit der Unterstützung und dem Bedarf an
hochleistungsfähigen Technologiesystemen.
Der Gesundheitsmarkt in den
Niederlanden folgt auch dem
internationalen Trend. Die demografischen
Veränderungen
in den Niederlanden bringen im
Gesundheitswesen Forderungen
nach erhöhtem Leistungsumfang
und gesteigerter Qualität mit
sich. Diese bewirken ihrerseits
einen großen Bedarf an Kostensenkung, die Nachfrage nach
einer schnelleren und besseren
Gesundheitsversorgung
samt
wenigeren ärztlichen Behandlungsfehlern. Dies führt zur
Einführung
computerisierter
Systeme, die nicht nur zur Reduzierung der Behandlungsfehler,
sondern auch zur Verbesserung
der Verwaltung gesundheitsbezogener Daten verhelfen.
Der Aufstieg der Wireless-Technologie und die Einführung der
Mobilgeräte verändern die Natur
des Gesundheitswesens sogar
mehr und eröffnen neue Horizonte. “Diejenigen Unternehmen werden wettbewerbsfähig
gut aufgestellt sein, die mobile
Gesundheitsfürsorge in Gesundheitsversorgung
integrieren und im Gesundheitssystem
Wertschöpfungspotenzial aufweisen können, indem sie den
Ärzten und Ihren Patienten zu
einer besseren Verwaltung von
Gesundheit und Wellness durch
Massenpersonalisierung verhelfen“, stand in einer Studie des
PricewaterhouseCoopers
Ge-
sundheits-Forschungsinstituts.
Am Ende des vergangenen Jahres wurden 490 Millionen Smartphones verkauft, und laut IMS
Research ist es absehbar, dass
der Smartphone-Markt im Jahr
2016 einen Jahresumsatz von 1
Milliarde (die Hälfte des Marktes
für Mobilfunkgeräte) erreicht.
Morgan Stanley Research sagt
sogar voraus, dass der Absatz
von Smartphones den Verkauf
von PCs im Jahr 2012 übertreffen
wird.
Angesichts des exponentiellen
Wachstums des Schwellenmarktes haben PinkRoccade Healthcare das durch die Smartphones
gebotene Potenzial erkannt. Mobilität, sofortiger Zugang zu Informationen, Interkonnektivität mit
anderen Ärzten, Zeitersparnis,
Abschaffung der Bürokratie im
Zusammenhang mit der Verwaltung von Akten und Papieren –
diese sind nur einige der Vorteile,
die sich bei der Nutzung von
Smartphones in der medizinischen Grundversorgung ergeben.
Innovative Lösungen
Anfang 2011 hat PinkRoccade
Healthcare das Unternehmen
Yonder um Zusammenarbeit
gebeten, um zwei seiner Hauptprodukte im Zeichen der neuesten Markttrends, der MobilWelt, aufzurüsten. Sowohl Caress
als auch Quarant sind elektronische Patienten-Dateisysteme
konzipiert für Altenpflegeheime,
beziehungsweise für den Sektor
der geistigen Gesundheit. Caress
und Quarant sind bis zu diesem
Zeitpunkt im Gesundheitswesen
für Tausende von Nutzern bereitgestellt worden.
Neue Technologien und Prozesse
verändern weiterhin die tägliche
Arbeitsweise der Organisationen.
Aus diesem Grund müssen Unternehmen wie Yonder den
Überblick über die TechnologieTrends behalten und innovieren,
um die Neuerungen und die neuen Technologien auf die individuellen Problemräume der Kunden
übertragen zu können.
Für ein umfassendes Verständnis
der Komplexitäten und der hohen
Kosten der Entwicklung für jede
einzelne Plattform (IOS/Android/
Blackberry/WindowsPhone) sowie der großen Vorteile, die die mobilen Web-Anwendungen den
Unternehmenskunden durch die
Überbrückung der Lücke zwischen den Faktoren und den Mobilgerät-Betriebssystemen bieten
können, bedarf es tiefgreifender
Eingriffe in die Entwicklungen
des Mobilsektors. Demzufolge
wurde außer den Teams, die für
die Entwicklung nativer IOS- und
Android-Anwendungen zuständig waren, auch ein sehr stark
enagagiertes Team für mobile
Web-Anwendungen gegründet.
Durch die Nutzung von Wrapper-Frameworks (wie das PhoneGap Open-Source-Projekt) können mobile Web-Anwendungen
genau wie die nativen Anwendungen auf multiplen Plattformen laufen und dabei eine einheitliche, auf allen Plattformen
gemeinsame Benutzererfahrung
bieten, und all das unter Nutzung
eines einzigen Entwicklungsteams und eines Entwicklung-
Page 22
CASE - HEALTHCARE
szeitplans. Im Gegensatz dazu
würden native Entwicklungsprojekte auf dem Mobilsektor – auf
Grund verschiedener Eigenschaften und Entwicklungssprachen
der Plattformen – ein engagiertes Team mit zugehörigen Entwicklungs-Tools je Plattform erfordern, was eine Erhöhung der
Entwicklungskosten bedeuten
würde.
Pflegebeziehungen zu einem
oder mehreren Patienten hergestellt hat, Basisdienstleistungen zu
bieten.
Die vorgeschlagene Lösung war,
diese Projekte unter Nutzung von
HTML5 zu entwickeln und dafür
das JQuery Mobile Open Source
Framework sowie ein intern entwickeltes und auf mobile WebAnwendungen
spezialisiertes
Programmiergerüst als Grundlage zu haben. Die Endanwendungen sollten unter Nutzung
des PhoneGap Open-Source-Projektes als native Anwendungen
verpackt und über die spezifischen Geschäfte und Märkte der
gemeinsamen Plattform oder
durch andere betriebsorientierte
Lösungen geliefert werden.
Die resultierenden iQuarant- und
iCaress-Lösungen richten sich
vorwiegend an die Version 4 von
iPhone und an die Version 2.2 der
Android-Geräte. Dies ist sowohl
aus der Perspektive des UI-Designs als auch aus der Perspektive der Qualitätskontrolle von
Bedeutung.
Die Caress-Teams von PinkRoccade haben sich zum Ziel gesetzt, ihre mobile Anwendung
mit der Bezeichnung MCA, die
auf dem Windows Mobil-System
6.5 lief, auf eine mobile HTML5Anwendung, die auf modernen
Smartphones läuft, zu übertragen, während das Quarant-Team
mit dieser ersten Anwendung
von iQuarant das Ziel verfolgte,
dem ganzen Fachpersonal für
psychische Erkrankungen, das
Page 23
Da die mobilen Anwendungen
lediglich Portale in die komplizierteren Unternehmensanwendungen sind, mussten auch die zur
Einspeisung von Informationen
in die mobilen Anwendungen
erforderten Sammelpunkte und
Backend-Lösungen
entwickelt
werden. Dies basierte auf Standard-Servlet Java-Backend Technologien, welche das bereitgestellte und bereits vorhandene
Java-Modell und das PersistenzFramework benutzen, um dem
Mobile Client die Daten und Di-
enstleistungen zu bieten. Das
Problem der meisten Unternehmen ist zu untersuchen, welche
Eigenschaften wirklich wichtig
und welche ablenkend sind. Moderne, sogenannte agile Methoden für das Projektmanagement
wie Scrum, die während der Entwicklung eingesetzt wurden,
sind für die Versicherung der Tatsache, dass das Endergebnis den
Bedürfnissen der Endbenutzer
genau entspricht, grundlegend.
Auch ermöglichen die agilen
Methoden frühzeitiges Feedback
während der Entwicklung, sodass
erforderliche Verlaufsänderungen früher im Entwicklungsverlauf getroffen werden können
und dadurch ein reiferes und
funktionelleres Produkt mit niedrigeren Entwicklungskosten verwirklicht werden kann.
Die Kosten konnten auch dadurch
gesenkt werden, dass bereits in
einer frühen Projektphase ein engagiertes Team von Entwicklern
zur Entwicklung der wichtigsten
Screen-Designs für das Produkt
eingesetzt wurde. Dies ermöglichte außer einer einheitlichen
und schönen Erfahrung der Endbenutzer auch eine klare Übersicht über die Funktionalitäten des
Produktes und ein gemeinsames
Verständnis zwischen dem Implementierungssteam und dem
Product Owner darüber, was
getan werden musste.
Neue Maßstäbe im niederländischen Gesundheitswesen
Demzufolge kann Dr. Hansen von
seinem Mobilgerät aus die Datei
CASE - HEALTHCARE
seiner Patienten anklicken, für sie
einen Termin bei anderen Ärzten
festlegen, indem er deren Terminkalender und Verfügbarkeit
online überprüft. All das kann bei
einem entspannten Frühstück
und bei einem Tee am Morgen
geschehen. Oder es könnte effizienter während der Versorgung
eines Patienten durchgeführt
werden, indem man den ganzen
Papierkram beiseite legt. Oder
indem man den Terminkalender
und die Verfügbarkeit anderer
Arbeitskollegen überprüft und
ein interdisziplinäres Team bildet,
um dem Patienten die richtige Diagnose zu stellen. All das erfolgt
in Echtzeit durch das Antippen
des Touch-Screens.
“Wenn die Gesundheitsdienstleister von überall Zugang
zu den erforderlichen Informa-
tionen und Funktionalitäten haben, bietet dies wertvolle Vorteile
in der indirekt mit der Versorgung
verbrachten Zeit, und zwar eine
Erhöhung von bis zu 40%. Durch
ein Mobilgerät wie iPhone oder
Android wird die Behandlung
effizienter, sodass mehreren Patienten geholfen werden kann.”,
erklärte Huub Deterd, Geschäftsführer bei PinkRoccade Healthcare. www.tss-yonder.com
Die Autoren:
Mihaela Rosca
Ist seit über 17 Jahren für Kommunikation zuständig, wobei sie der Reihe nach verschiedene Ämter bekleidet hat, als Journalistin, PR-Fachfrau und neulich als Kommunikationsberaterin für Yonder in Rumänien.
Remus Pereni
Nachdem er vor fast 15 Jahren die erste Site erstellt hat, ist er vom Web und Internet
derart abhängig geworden, dass alle Projekte, an denen er sich seither beteiligt hat, in
irgendeiner Art mit diesen beiden Medien in Verbindung stehen. Zurzeit versucht er,
so viele der neuen und gesunden Technologien und Verfahren wie möglich in mobile
Anwendungen und Web-Anwendungen für die Kunden des Unternehmens Yonder
umzusetzen.
Advert
EUROPEAN BUSINESS &
IT-SERVICES - EUBIS
An independent corporate directory &
knowledge base. Full corporate profile
& content upload - entirely free.
www.EUBIS.org
Page 24
MULTI-SOURCING
Assembling the Jigsaw - Service
Integration and Management in a Multisourced IT Operating Model
By Hannah Patterson, Principal Consultant, ISG (previously TPI and
Compass Management Consulting)
Recent developments in utilitybased IT contracts, standardized
services and cloud computing
are driving considerable savings
out of IT budgets. ISG analyses of
large global organizations have
identified potential savings exceeding 40 percent. Additional
benefits include the ability to
address specialized needs of different business models and to integrate best-of-breed providers.
However, to sustain these benefits, strong operational and com-
Page 25
mercial governance processes
are essential. Indeed, the benefits
achieved through leveraging a
service provider’s standard service offerings can be rapidly undone without effective controls
in place.
In multisourced IT operating
models, where technology services are provided by myriad teams
or organizations, ensuring seamless delivery presents a challenge.
One way to address this chal-
lenge is through contracting for
a discrete Service Integration and
Management (SIAM) function. An
effective SIAM function enables
organizations to take advantage
of the flexibility and innovation of
multisourcing and standard services while delivering integrated
services to the business. This ISG
white paper discusses the challenges and key success factors
related to service integration and
governance functions within multisourced IT operating models.
MULTI-SOURCING
The need for service
integration
Multisourced IT operating models are increasingly common and
offer many potential benefits. Single-sourced models provide little
flexibility in addressing rapidly
changing business objectives.
Multisourcing allows a client to
move from “indispensible” single
providers to take advantage of
competitive provider behaviors
that drive down costs and incentivize deployment of innovative
industry developments such as
cloud services. In multisource arrangements clients can select a
“best of breed” provider for each
of their bundles of IT services.
Introducing numerous providers
into an operating model also introduces challenges, as individual teams (both in-house and outsourced) can act autonomously
and lack coordination across the
enterprise.
providers can focus on attributing blame rather than identifying
the root cause. Lacking incentives to collaborate, service providers can become focused on
competition to the detriment of
providing services to the client.
The resulting fragmentation of
service delivery complicates the
task of integration and governance, which is essential to delivering effective services. Issues can
fall into the gaps between providers, leading to finger-pointing
behavior and poor overall performance. Service restoration times
can suffer while providers determine which component service
is down and who is responsible.
During problem analysis, service
Governance must address both
the supply and demand of IT services. Highly disparate IT requirements create complex and heterogeneous IT estates with poor
value for money. Meanwhile CIOs
today face increasing pressure
to demonstrate cost efficiency.
Cost savings realized through
standardization of IT estates are
therefore at risk if demand for
nonstandard services is not managed. That said; legitimate busi-
Businesses forecast their demand requirements
SIAM aggregates demand from separate businesses within the organization, assisting the
client with
prioritization
SIAM disseminates the information to the service providers
Service providers translate the business demand
into resource requirements and produce capacity plans to address the demand
SIAM assures the plans and communicates the
end-to-end consolidated enterprise capacity
plan to the client
Figure1: An example of IT-service management across the operating model
Page 26
MULTI-SOURCING
ness requirements for specialized
services must be provided efficiently by the component providers in a multisourced operating
model.
The role of SIAM
One possible solution to meet
this need for service integration
involves the creation of a Service Integration and Management (SIAM) function. The SIAM
function specifies the service
management processes and procedures to be deployed across
the enterprise and ensures they
are followed. It ensures multiple
service providers (internal and/
or external) deliver services to
multiple businesses in a cohesive
and efficient manner. An effective
SIAM can maximize the performance of end-to-end IT services
to the business in the most costeffective manner.
ITIL V3 provides a strong basis
for implementing SIAM, as it covers the complete lifecycle of services and is recognized by most
IT suppliers. Because ITIL is not
prescriptive in its application, a
service management structure
such as SIAM is needed to translate the ITIL framework into working practices with clear bounds
of responsibility. Effective service
management requires the governance and control mechanisms
and the roles and responsibilities
of all parties to be clearly defined
and unambiguous. Common IT
service management processes
and supporting tooling should
be in place, which all providers
(internal and external) and con-
Page 27
suming businesses should interface with.
SIAM acts as the central point of
control between demand and
supply. Figure 1 demonstrates,
using Demand and Capacity
Management as an example, how
IT Service Management (ITSM) is
in place across the enterprise,
under the control of SIAM. SIAM
performs a similar coordination
and governance role for all SIAM
processes. Further examples include the delivery of new crosssupplier services, the resolution
of incidents affecting services
across multiple service providers
and coordinated disaster recovery.
Symptoms of ineffective
SIAM function
The symptoms of an ineffective
SIAM function are numerous and
varied and may include:
•
Releases made into the
live estate prior to passing sufficient testing and accreditation
•
Services in use without
sufficient controls, such as agreed
Service Level Agreements (SLAs)
or invoicing mechanisms
•
Ineffective or incomplete
understanding of interdependencies between each component service, resulting in poor
risk management (e.g., security,
resilience, availability) and irrelevant SLA reporting with a failure
to meet required business outcomes
•
Poor coordination between providers for incident resolution and disaster recovery
•
Having numerous Help
Desks for users to call or a single
Help Desk that offers little more
than call-logging
•
Businesses holding direct
relationships with service providers, resulting in heterogeneous
estates and limited cost effectiveness
•
Complicated
procurement processes and extended
delivery timescales
SIAM success factors
Key success factors of effective
service integration and management are similarly varied.
An effective SIAM provider
should demonstrate mature service management processes and
capabilities and alignment to
the client’s service management
standards, such as ITIL. The integrator should be accredited to
ISO 20000. Their service management toolsets should have clearly
articulated interface definitions
for other service providers to integrate their tooling into (note that
the interface should be defined
rather than prescribing the other
provider’s tooling which would
increase constraints and costs for
those providers). The integrated
toolsets will support information
flow between SIAM and the other
service providers e.g. availability
alerts, incident tickets, change
requests and management information relating to consumption
of services.
Objectivity is essential. The integrator should act as the agent of
the client, providing services in-
MULTI-SOURCING
dependently from the other service providers. Independence can
be achieved by selecting a different provider for SIAM services
to those of other service towers
or through the establishment of
Chinese walls between the teams
of a provider delivering both. The
integrator should demonstrate a
good understanding of the businesses supported.
Success of an outsourced SIAM
function is heavily dependent on
the retained organization which
needs to enforce adherence to
SIAM’s processes and empower
the SIAM provider in their management of the other providers.
Retaining accountability
and control
Clients who move to an outsourced multi-supplier model
often wish to retain the SIAM
function due to a fear of losing
control. Where the client’s IT department retains key controls
and decision rights, that fear is
unfounded. The client’s IT department will always remain accountable to the business for providing
the required IT services. The client’s IT department should retain
the role of setting policies and
standards, e.g. for Security, Enterprise Architecture and Service
Design. Business relationship
management can be enabled by
outsourcers but ultimately sits
with the retained function. They
will also own overall risk management and make decisions based
on acceptable risk exposure for
the client.
They will own and manage the
contracts with the Providers,
making decisions such as when
Service Credits will apply, invoices are paid or Exit is invoked.
They must act in an assurance
role above SIAM ensuring that
the SIAM provider is delivering
the contracted SIAM services
and provide the point of escalation for SIAM, where SIAM is unable to resolve issues or disputes
directly with the other providers.
The SIAM function therefore acts
as the client’s agent whilst the client retains control and accountability.
in service integration.
Given the numerous Service Integration options ISG recommends
an assessment of a client’s business drivers, maturity and capability in order to determine the
model which best fits their organization.
The author: Hannah Patterson,
BSc
Alternative models
The Service Integration challenge
is common to almost all organizations and can be wider than just
IT. Given the investment required
to design and build SIAM processes and toolsets; leveraging
the previous work of outsourcers
often makes sense. However, implementation of an outsourced
SIAM function is one of several
potential models to address service integration. For example,
Service integration is “built-in” to
single or prime supplier models.
Organizations with mature retained functions and significant
supplier management expertise
may be better suited to perform
more elements of Service Integration in-house, potentially with
some resource augmentation.
For some organizations service
integration is a key differentiator
over competitors and is core to
their success as a business; these
organizations are choosing to
not only retain, but to specialize
Ms. Patterson is a leading expert
in IT service delivery and specialist
in Service Management and Integration (SIAM) in multi-sourced IT
operating models. Over the last 7
years she has guided clients from
various industry sectors through
the lifecycle of defining and implementing IT sourcing transformations, including the design of
operating models, construction
of change plans and contract
negotiation. In particular she is
known for architecting and successfully delivering standard service solutions resulting in significantly reduced operating costs
and improved service quality.
Contact:
[email protected]
www.isg-one.com
Page 28
MARKETS / GERMANY
Markets
Germany: Lucrative sourcing market and
top location for shared services and BPO
delivery
By Josefine Dutschmann, Senior Manager, Germany Trade & Invest
Germany as a lucrative sourcing location? Indeed! Germany is home to a significant domestic market
which needs to be served. Moreover, business cases covering EMEA consider Germany to be Europe’s largest market.
When thinking about Germany,
one might first think of worldclass cars, German precision,
Oktoberfest and a beer and Bratwurst; but Germany as a sourcing
location? International companies typically shortlist locations
in Asia such as India or the Philippines. When it comes to near
shore locations, countries in central and Eastern Europe are typically first on the list.
guage in Europe spoken by more
than 80 million people in Germany alone? What is the best way
to serve b2b and b2c customers
in Europe’s largest market? Is it
really an option to operate from
Eastern European near shore
countries with young, non-native
speaking graduates in business
climates with high attrition rates
and annual salary inflation rates
in double digits?
This approach is tried and tested
for general transactional processes. But how do you handle
processes, which require that
language and cultural issues also
be addressed? Asia and South
America might be fine for English
and Spanish, but what about German: the most widely spoken lan-
Germany is the optimal location for delivering both captive
of outsourced services to serve
Europe largest business market.
The “Made in Germany” seal of
quality continues to be a globally recognized benchmark of
excellence not only in traditional
heavy industries, but also in Germany’s thriving service sector.
Could captives or vendors successfully deliver from German
production sites? Certainly if
service delivery from Germany
really was so fraught with difficulties, would companies like BASF,
Page 29
Daimler or Deutsche Bank host
their shared services in Germany
or vendors like Sitel, ADP or HP
really run deliveries from German
locations? Indeed why deliver or
source from a country with a fairly poor reputation in matters of
labor regulations and costs?
Germany’s advantages hold true
not just for German business.
BASF has established its European Shared Service Center in Germany: With approximately 1,000
employees from 45 nations, it
delivers F&A and HR services for
more than 180 companies in the
BASF group from over 25 countries in Europe. The establishment
of its shared services center in
Berlin was made possible thanks
to specially negotiated collective
agreements.
PAREXEL International, a leading global biopharmaceutical
services provider headquartered
near Boston with 71 locations
in 50 countries has also chosen
MARKETS / GERMANY
Germany. In addition to comprehensive clinical research operations in Berlin, PAREXEL operates
one of its global financial shared
services centers, which provides
supporting services to other offices in over 15 European countries. PAREXEL’s global operations, such as its financial shared
service center, benefit from several advantages including a combination of low turnover rates, affordable office space and a broad
range of available language skills.
Another case of multicultural and
multilingual services is Deutsche
Bank: DB HR Solutions GmbH
is a 100 percent subsidiary of
the Deutsche Bank Group with
sites in Berlin and Frankfurt. The
group’s HR shared services center
is responsible for all HR processes
including administration, recruitment, payroll, and employment
references.
Part of the shared service center,
forms the service line and first
point of contact for all HR issues
for group employees in Europe
and the Americas. Services are
provided in German, English,
French, Spanish and other European languages.
In addition to big global players,
such as Siemens, Daimler and
Deutsche Bank – who have the
size and capacities to establish
their own captive shared services
center, the German economy is
characterized by a strong small
and medium-sized enterprise
(SME) sector. Growing demand
for business services in Germany
is driven in part by the country’s
economic structure.
German
SMEs are typically innovative
family-owned businesses, which
are normally not large enough to
establish their own shared service
centers. Hence, these companies
constitute a significant outsourcing potential of non-core processes, many of whom have been
hesitant to outsource back-office
processes due to the absence of
“onshore” German market service
providers.
Essentially more conservative in
nature, German businesses with
outsourced process require-
Business Services — Made in Germany
A Selection of International Players: Contact Centers in Germany
Contact Center—Service Provider
Contact Center—Captive
No Company
Locations
1
AIDA Kundencenter GmbH
Rostock
2
Cortal Consors
Nuremberg
3
Dell Halle GmbH
Halle/Saale, Frankfurt/Main, Munich
4
Direct Line Versicherungs AG
Teltow
5
Ebay Dtschl. GmbH
Kleinmachnow
6
Healthways
Hennigsdorf
7
IBM Deutschland Customer
Support Services GmbH
Berlin, Erfurt, Leipzig
8
ING Diba
Nuremberg, Hanover, Frankfurt/Main
9
Oracle
Potsdam
10
Telefonica
Rostock
11
Avocis AG
Kiel, Rostock, Anklam, Berlin, Leipzig,
Krefeld, Duesseldorf, Mannheim
12
CCC
Leipzig, Berlin, Dresden
13
First Data International
Nuremberg, Bad Vilbel
14
Sitel GmbH
Wittenberg, Krefeld, Duesseldorf,
Dessau, Potsdam, Berlin
15
SNT
Berlin, Potsdam, Essen, Frankfurt/Main,
Chemnitz, Greifswald, Neubrandenburg
16
Stream International
Berlin
17
Sykes
Berlin, Pasewalk, Bochum, Wilhelmshaven,
Frankfurt/Main
18
Teleperformance
Goerlitz, Zweibruecken, Neubrandenburg,
Dortmund, Erlangen, Greifswald, Hamburg,
Munich
19
Transcom
Halle, Rostock, Toenisvorst
20
Walter Services
Luebeck, Emden, Bremen, Berlin,
Magdeburg, Frankfurt/Oder, Cottbus, Halle,
Dresden, Aachen, Suhl, Frankfurt/Main,
Mannheim, Ettlingen, Offenburg
Source: Germany Trade and Invest, October, 2011
Page 30
MARKETS / GERMANY
ments prefer that their service
provider be ‘locally’ based. The
need for German cultural affinity
creates major market opportunities within Germany for international and domestic players alike.
A number of leading companies
have already recognized this fact
and are currently serving the German market, either with their
own subsidiary activities in Germany or in close strategic partnerships with local players.
The local BPO and ITO market is
currently being served by German companies and international players running their own
delivery. For front-office services,
approximately 6,800 contact
centers operate in Germany with
more than 520,000 employees.
Current expected growth rate
is 10 percent with an increase in
staff of around 100,000. Companies such as Sitel, Sykes, SNT, and
Teleperformance have production sites in different German cities. For back-office services, global players such as ADP, HP, and
TCS have recognized the advantages of onshore delivery centers
and have opened their own production sites in Germany to serve
the large domestic market.
Of course, BPO providers do not
base their global delivery centers
in Germany, but instead base regional hubs here to serve either
the large German domestic market alone or in combination with
other, smaller European markets.
The following are some prominent corporate examples: ADP
concentrates on HR solutions,
payroll and travel services, operating at four locations in GerPage 31
many. The company currently
performs 2.5 million postings per
year; one in every five payrolls in
Germany is produced using ADP
products and services. According
to Andreas Kiefer, Regional General Manager ADP Europe, highly
qualified labor was central to
ADP’s location decision. “We decided on a location in Germany
because of its labor market. People are well-trained thanks to the
special German system of ‘dual
professional education.’
Itella Group. In 2011, Itella Group
acquired NewSource, a Hanover
based company specialized in finance and accounting that is one
of the leading providers of BPO
services in Germany. With its entry into the Germany BPO market,
Itella Information is taking an important step towards becoming
the European market leader in
financial transaction processes.
With NewSource, Itella is now
able to offer the entire service
chain for financial management.
Therefore, we do not need to hire
graduates as with other nearshore locations, but have access
to a large and highly qualified labor pool. We find motivated people with high loyalty levels and all
of the necessary qualifications at
a moderate wage level. It really
worked out for us.”
All the BPO providers mentioned
and a growing number of domestic and international players
have recognized the enormous
market potential the German
market has to offer. According to
PAC, one of the leading BPO analysts, the BPO market in Germany
is expected to have reached an
estimated volume of EUR 3.6 billion by 2015. The highest growth
rates are predicted in the F&A
and the procurement areas. The
overall annual growth rate in the
BPO industry is expected to reach
more than 12 per cent.
HP is another case in point. The
company took over the financial
shared services center of German
company SCHOTT, a multinational, leading technology-based
group developing and manufacturing specialty materials, components and systems, to provide
onshore BPO services for the
German market. HP established
its German F&A BPO services delivery center in northern Bavaria
near the Czech border. While offering BPO services from a local
center, HP also enjoys a competitive advantage over international
BPO providers delivering from
offshore location using non-native speakers.
Another M&A approach was performed by the Finnish company
Itella Information, which is part of
Whether captive or vendor - business service companies have similar location criteria and roughly
ask the same questions regarding future locations. Foremost,
it is all about labor – size of the
labor market, qualification of the
people and of course, labor costs.
Factors such as real estate or
technical infrastructure are mostly considered secondary or are
taken as given. This is not surprising since labor costs constitute
approximately three quarters of
a service center’s total costs. Factors such as worker’s motivation,
MARKETS / GERMANY
Business Services — Made in Germany
Business Process Outsourcer– Vendor
Shared Service Center — Captive
A Selection of International Players: Shared Service and BPO Delivery Centers in Germany
No
Company
Locations
21
ABB (ABB PersonalDirekt)
Mannheim
22
ABB (Shared Accounting Services)
Mannheim
23
Accon-RVS Accounting & Consulting GmbH
Berlin
24
ARGE GSV e.V.
Schwerin
25
Axel Springer Medien Accounting Service GmbH
Berlin
26
BASF Services Europe GmbH
Berlin
34 38
43
49
27
Bayer (Bayer Business Services GmbH)
Leverkusen
53 55
56
62
28
comdirekt bank Aktiengesellschaft
Quickborn
63 66
29
Continental Service Center
Hanover, Nuremberg
30
Daimler
Stuttgart, Woerth
31
Daimler (Daimler Group Services Berlin GmbH)
Berlin
32
Deutsche Bahn
Berlin, Hanover, Leipzig, Frankfurt/Main, Duisburg, Karlsruhe, Munich
33
Deutsche Bank (DB HR Solutions GmbH)
Berlin, Frankfurt/Main
34
Deutsche Lufthansa (HR Financial Center)
Hamburg
35
Deutsche Lufthansa (HR Service Center)
Frankfurt/Main
36
Deutsche Lufthansa (Shared Services International;
Global Accounting Services)
Cologne
37
Deutsche Telekom (DeTeAccounting GmbH)
Bonn, Berlin, Dortmund, Fulda, Leipzig, Nuremberg, Weingarten
38
E.ON Energie (E.ON Best Service GmbH)
Hamburg, Helmstedt, Herford, Potsdam, Wunstorf
39
E.ON Energie (E.ON Service Plus)
Bayreuth, Kassel, Schwerin
North Sea
Baltic Sea
SchleswigHolstein
54
54
28
MecklenburgVorpommern
24 39 40
54 63
Hamburg
55
33 37
38
Gruner + Jahr
Schwerin
41
HeidelbergCement
Leimen
57
38 44
54
42
HUK-Coburg
Coburg
43
HypoVereinsbank - Member of UniCredit Group
Munich, Hamburg
44
IKEA
Potsdam
45
Merck KGaA
Darmstadt
46
Nordson Deutschland GmbH
Erkrath
47
Parexel
Berlin
48
Ricoh Deutschland GmbH
Hanover
49
Vattenfall Europe Business Services GmbH
Berlin, Hamburg, Cottbus
50
Visteon
Kerpen
51
W. L. Gore
Munich
52
Accenture
Hof, Berlin, Kronberg
53
ADP
Dresden, Frankfurt/Main, Stuttgart, Hamburg, Simmern
54
arvato
Guetersloh, Dortmund, Muenster, Munich, Baden-Baden, Neubrandenburg, Cottbus,
Stralsund, Schwerin, Chemnitz, Stuttgart, Wilhelmshaven, Springe, Korbußen,
Rostock
55
32
46
49
54 66
Poland
37
60
32
27
39
North Rhine- 36 60
Westphalia
Saxony
Thuringia
Hessen
37
Belgium
Berlin
SachsenAnhalt
37 54
55 65
32
49 52
29 32 48
Niedersachsen
60 54
40
47
56 57 60 66 68
38
56
23 25 26 31
Brandenburg
Bremen
The Netherlands
54
54
54
53
54
37
50
64 Frankfurt/
52
53
Luxembourg
55
Atos Origin
Essen, Hamburg, Frankfurt/Main, Munich, Meppen, Duesseldorf
56
BCB
Dortmund, Berlin, Munich, Frankfurt/Main, Hamburg
57
Bosch Communication Center
Frankfurt/Main, Berlin, Magdeburg
58
CSC
Wiesbaden
59
Fondsdepot Bank
Hof, Munich
60
HP
Munich, Frankfurt/Main, Dortmund, Berlin, Cologne, Bielefeld, Mitterteich
61
IDS Scheer
Saarbruecken
62
Paychex
Hamburg
63
Steria
Willstaett, Wilhelmshaven, Frankfurt/Main, Hamburg
64
Steria/HPI
Sulzbach/Ts.
65
Tata Consultancy Services
Duesseldorf
66
Vattenfall Europe Information Services
Berlin, Hamburg, Cottbus
67
Xchanging Transaction Bank
Frankfurt/Main
68
Xerox
Berlin, Groß-Gerau
RhinelandPalatinate
Main
38
60
45
29
21
61
32
BadenWürttemberg
54
63
37
22
41
30
32 33 35
53 55 56 57
Czech Republic
39
Saarland
60 63 67
52 59
42
58
63
Bavaria
30
53 54
32
43
51
55
54
Munich
France
59
56
60
37
Switzerland
Austria
Source: Germany Trade and Invest, February, 2012
loyalty, and efficiency are rarely
criteria found in fact finding questionnaires. Nonetheless, these
factors could significantly affect
the cost structure of a center.
bining the benefits of classroombased and on-the-job training
over a period of two to three
years is specifically geared to
meet industry needs.
One of the major standard questions asked by international consulting companies concerns the
quantity of universities students
and graduates. Here, Germany
can offer abundant numbers.
Nonetheless, this totally neglects
the backbone of the German
professional education system,
known as the “dual system”. The
country’s dual education system
– internationally unique in com-
There are currently around 350
occupations recognized by the
system. Approximately 480,000
young professionals successfully
pass their certified exams annually; with two thirds of them specially trained in administrative
functions. This model provides
companies with access to a broad
array of highly trained and motivated employees – even without
university degrees and at com-
petitive costs. More than half of
the German working population
has at least such certified training
qualifications.
Over time, many of these young
professionals gain some university training. Germany has 105
universities, 102 colleges and 211
universities of applied sciences
with 2.2 million students. Annually, more than 360.000 university
graduates enter the labor market
and compete for highly qualified
middle management or first leading positions. In total, Germany
has a population of 82 million
– which is more than the popu-
Page 32
MARKETS / GERMANY
lation of Poland (38m), Romania
(21m), Czech Republic (11m) and
Hungary (10m) combined.
Moreover, German wages are
generally very stable. The German call center industry association, “Call Center Verband
Deutschland” (CCV) reports the
following annual average salaries: agents vendor: € 16,262/
year; agents captive: € 22,253/
year; team leader vendor €
30,400/year, team leader captive
€ 38,900/year; call center manager vendor € 54,000/year; call
center manager captive € 63,500/
year.
At 1.8 %, Germany’s annual wage
inflation rate is the lowest compared with Poland (6.3%), Czech
Republic (6.7%), Romania (19.9%)
and Hungary (7.9%) for all ages in
Europe. In addition, labor turnover rates are as low as only five
to ten percent according to the
industry. Due to this low attrition
rate, necessary substitute recruitment and training costs are kept
to an absolute minimum.
Today’s German labor regulations currently deliver the required flexibility. Trial periods of
up to six months help identify the
most suitable candidates. Limited contracts are also an option
for employing students or creating other “mini-jobs.” The system
of part-time work in recent years
has also become well established
in Germany.
vorable cost-quality relationship:
Higher wages are offset by more
effective work flow systems due
to lower attrition, loyalty, motivation and qualification of the staff.
Thanks to the highly qualified
work force, more integrated processes can be implemented to
offer the entire value chain of services. This cost-quality relationship offered by German towns
and cities is significantly better
than that of similar locations in
pan-European comparison.
If future European service centers
are on your radar screen, Germany as an excellent business location to consider!
www.gtai.com
Germany is very competitive
in terms of delivering a very fa-
Author: Josefine Dutschmann is Senior Manager at Germany Trade & Invest,
the foreign trade and inward investment agency of the Federal Republic of Germany. The organization promotes Germany as a business and technology location, supports companies based in Germany with global market information and
advises international companies interested in establishing business operations
in Germany. Josefine is responsible for the Business Services industry and supports international companies with their investment plans for Germany. Before
she joined Germany Trade & Invest in 2008, she held similar responsibilities at Berlin Partner, the regional inward investment agency for the German capital Berlin.
Josefine holds a Ph.D in business administration from the University of Rostock.
Germany Trade & Invest is the economic development agency of the Federal Republic of
Germany. The organization promotes Germany as a business and technology location and
supports companies based in Germany with
global market information.
Page 33
MARKETING
Marketing & Communication
Stop SHOUTING
By Christopher Butler, Vice President of Newfangled
Imagine you are in a classroom. Let’s say a high school classroom. You’re sitting at your desk, listening
to your favorite teacher—the one who inspired you, the one who got you excited about that thing you
love for the first time. You’ve stopped taking notes because your body just can’t quite function normally
when your mind is being blown. You don’t feel the pen in your hand, or the surface of the desk under
your arms. You’re somewhere in between your body and the blackboard. That’s the magic of learning;
it’stransportational.
Now, deep breath. Back to reality.
Perhaps your learning experiences were not like this, but I hope
they were. And if they were, did
it ever occur to you in those moments that you were being sold
something?
That the moment was approaching when you’d be asked to sign
on the dotted line or open your
wallet? When you’d kick yourself
for being fooled into thinking
that your teacher was offering
something to you for free? When
you’d learn to stifle the desire and
ability to trust someone?
Of course not. What you received
came without strings attached;
it was a free gift of knowledge
to change you, to shape you, to
edify you. Not to compel you to
buy something.
After all, your teacher wasn’t a
marketer.
It’s worth asking at this point:
What, exactly, is marketing? Here
I won’t quote a definition—not
just because we’re all capable
of looking it up ourselves, but
because it really doesn’t matter
anymore what the “official” definition of marketing is. Marketing,
in its ubiquity, is something we all
live and breath. We know what it
is, though we may struggle with
articulating it with any meaningful precision. In our culture, the
distance between marketing and
creativity is virtually nonexistent.
Every bit of that space has been
filled with the promotional. What
were once barely overlapping
magisteria have become fully
integrated. It’s not enough that
we make beautiful things, or
have brilliant ideas, or even have
powerful experiences anymore;
they’re hardly real to the world
until they’ve been shared in
some digital burst of “Here I am,
you should pay attention to me.”
Right? Or, was he?
Life and work has become noisy
with marketing. And the noisier it
gets, the noisier it gets, because
we’ve bought into the lie that
nothing cuts through noise better than the right kind of noise.
But noisy marketing—of the parade for a naked emperor kind—
is cheap; there is no there there,
and we all end up feeling cheap
for looking, anyway.
There is a better way, of course.
But the better way requires that
we get as far away from this sort
of marketing as possible. In fact,
it might be better that we call it
something else entirely, because
no one ever says, “I want to be
a marketer when I grow up.” So,
why not call it education? If you
ever experienced the free gift of
education - whether or not as I
dramatized it above - let that be
your model for marketing. For
your sake; for the sake of all of us.
Inception - Disparaging marketing
is easy, isn’t it? What I just wrote
came naturally; it flowed out of
Page 34
MARKETING
my experience struggling with my
own value for privacy and the frequency with which it is violated,
coupled with my job representing
a company and the frequency with
which I have to market our services. I know the kind of marketing
I don’t like, and to do it differently
is easier said than done. Frankly,
it’s just far easier to do marketing
than to have marketing done to
you. Yet, there is no Golden Rule for
marketing—market unto those as
you would have them market unto
you. Shouldn’t there be such a rule?
There can be. It starts with doing
something good.
Quality
There is nothing wrong with selling things, or even with making
lots of money selling things. There
is something wrong, though, with
selling a product or service that
you know isnot worth its price.
So there are some questions we
must ask if we are to follow any
“golden rule” of marketing: Do
I believe in what I’m selling? Is it
good for people? Is it worth what
I am asking people to pay for it?
Could you imagine a teacher
answering “No” to any of these
questions? “No, I don’t believe in
what I teach.” “No, what I teach is
not good for people.” “No, what
I teach isn’t worth the time my
class requires.” Could any teacher
with integrity answer no to these
questions and still manage to
show up for class every Monday
morning? I doubt it.
Alan Jacobs, writing for The Atlantic about the role of quality
Page 35
in the shifting sands of business
success, had this to say:
“What goes around comes around;
what goes up must come down.
Microsoft has been gradually drifting to the margins of our tech consciousness; Google is scrambling
to find a way to compete with Facebook. Everything moves faster in
a wired world, including the pace
of change in business… A decade
from now the landscape of the
technology business will sure look
very different than it does today.
Maybe by 2022 Apple and Amazon
will be marginal companies once
again—underdogs that I can feel
good about supporting.”
What shifts the sands of the business landscape isn’t marketing,
it’s quality. Apple rose to the top
because it made outstanding
products, not “just fine” ones
with outstanding advertising. Microsoft, on the other hand, stumbled not because its advertising
is terrible - though it really is - but
because its products weren’t very
good, either. And as for Amazon,
Amazon rose to the top by offering a level of service that shocked
shoppers: an easy to navigate
store, with an unfathomably
large inventory, and delivery that
exceeded anyone’s reasonable
expectations for speed. It reset
those expectations.
If Amazon fails, it will fail because
either someone else comes along
who can do better - unlikely as
that may be - or because we decide that we don’t feel comfortable with the costs of the level
of service they offer. Many right
now are already questioning
that, whether inexpensive and
immediate delivery are worth the
working conditions that make it
possible. Marketing will probably
try to change our minds. It may
even work on some of us, for a
little while. But if failure is to be
avoided, marketing will have little
to do with it. If you can do something truly good, you won’t have
much of a marketing challenge.
If you can keep doing something
good without something bad
subsidizing it, marketing will take
care of itself.
Positioning
But what if someone else does
exactly the same thing you do?
What if you can’t beat their price?
What if you can’t outserve them?
This is typically where “savvy”
marketing comes in. When labels
carry claims that either overemphasize a non-differentiator so
that it seems like one, or straight
up lie.
MARKETING
Imagine the educational corollary: “The same easy A, now with
twice the History!” or “Become a
Quantum Physicist, Results Guaranteed!” Preposterous.
It’s a whole lot easier to avoid
resorting to manipulation if you
don’t have any real competitors.
Competitors force each other to
make less meaningful but more
manipulative distinctions between one another. If you think
you’ve got the “good” thing
down, consider your positioning.
Are you actually different? If not,
how will you survive without being sleazy?
Attract, inform, engage
So, let’s say you’ve got the quality and positioning stuff worked
out. You do something good that
nobody else does. Fantastic. That
is, assuming people know about
you. Taking aField of Dreams approach - if you build it, they will
come - won’t work. If you build
it, and they know about it, they
will come. But even if they come,
you’ve got to make sure they understand what it is that they’re
coming for. And then you’ve
got to make them want to stick
around.
This is a three-step process: attracting prospects, properly informing them, engaging with
them. That is what marketing
should be all about. Attract, inform, engage; not attract, mislead, compel.
If you are well positioned, attraction is much easier. Imagine three
hot-dog vendors at a baseball
game. Two wander up and down
the stands, shouting, “Hot dogs!
Get your delicious hot dogs here!”
Their success is going to come
down to luck - who happens to
be closest to the right people.
But the third vendor sticks to the
low seats. He’s shouting, too, except he’s got different dogs to
sell: “Low-fat hot dogs! Eat two for
the fat of one!” Now who do you
think will have an easier time selling hot dogs? The more specific
your audience is, the easier it is to
attract them.
If you can attract a specific audience, informing is easy, too. You
already know something about
them and what they need. If you
have a worthy solution to that
need, all you have to do is tell
them about it.
That’s where the teaching comes
in: Start generally - Introduction
to Your Problem, then Our Solution 101 - and be prepared to give
them more detail as they need it.
Incrementally informing, by the
way, will also take care of engagement. Give them some, they’ll
want more. Ask any engaged student sitting in Advanced Trigonometry 3 why they are there
and you’ll likely hear many similar answers, all having to do with
being attracted and informed by
someone special back in their beginner days.
Know your role
If you make things, it’s difficult to
avoid marketing. But if you can
do it the good way - attracting, in-
forming, and engaging - to serve
that good thing you do, then that
thing we’ve wanted to avoid no
longer looks so bad. And even
then, “marketer” is just one of
many roles that people who make
things play in some capacity. But
it’s a role that should always be
subservient to your primary one:
making and doing good things.
To keep that role connected to
the good things we do, I’ve used
teaching as a metaphor.
I know it’s abstract, but if there is
one single characteristic of good
teachers that could stand to
make everything we do - as well
as how we market it - better, it’s
caring. Good teachers care. They
care about the material.
They care about how they teach
it. They care about their students.
If we care too - about what we do,
how we do it, and who we do it
for - then we’ll be OK.
Resisting the Dark Side
That’s the setup, anyway. But
caring is hard. Caring requires
a commitment to resisting the
very things that currently seem
to drive the culture of marketing
- things like haste, deception, and
even your own ego.
Page 36
MARKETING
Slow down
Slow down, please. Not everything needs to be right now. One
thing I like to say that usually riles
people up is that there are no
marketing emergencies. Really. If
there are, it’s because somebody
screwed up or somebody’s expectations are out of whack.
But that doesn’t change the fact
that other people feel differently. Open your email account
and watch it fill before your eyes.
Open Twitter and watch the nonstop flow of information push
down your timeline. It’s incredible how rapid-fire online culture
has become, and naturally, how
marketing has followed suit.
As marketing has become so predominantly digital, speed has
become a defining characteristic
of the experience. But when your
blood pressure rises and you feel
the anxiety of falling behind - that
you should be blogging more,
tweeting more, posting more on
Facebook, Pinterest, and the like
- ask yourself this: How good can
it be if you’re producing so much
of it so often?
Honesty
Honesty is the enemy of traditional marketing. It’s sad but true. It’s
not because honesty isn’t possible in marketing, but that if companies were completely honest
about their products and services
- about how they’re made, what
they do, their flaws, their shelf
life, etc. - fewer people would buy
them. That’s why creating illu-
Page 37
sions is so essential to marketing.
But it only takes a tiny crack in the
surface to destroy an illusion. As
a colleague pointed out to me recently, a supermodel only has to
stumble once before the illusions
so central to fashion fall away
and you are left with just people
wearing clothes. If the quality is
there, there is nothing to hide.
That’s the big-picture, but I think
most honesty-erosion tends to
happen on a smaller scale, where
the line between truth and fiction can be pretty blurry. There’s
a general impulse toward bending that line intentionally, one
often motivated by our desire
to bring attention to something
we believe deserves it. Whether
it’s a product, a service, or even a
cause, we might be willing to “sex
up the story” if doing so means
bringing greater awareness to it.
This isn’t just a marketing problem, by the way. We do it when
we believe the attention garnered by a thing or an idea or an
injustice isn’t as big as it should
be. Listen to theretraction issued
by This American Life of Mike
Daisy’s account of working conditions in Apple’s factories in China.
Pay attention to how uncomfortable you feel. That discomfort is a
measure of the distance between
truth and fiction.
For the first year after graduating
from college, I did freelance design work. I registered a business,
created business cards, set up a
website, the works. I wasn’t alone,
either. Several classmates did the
same thing, and we would often
compare notes and even help
each other get work from time
to time. We learned all kinds of
things by trial and error back
then, but the one thing that left
the greatest impression upon me
had to do with how honest we
were in describing ourselves.
Every one of us made heavy use
of the word “we” on our websites
- though “we” was almost always
just one person working from a
room in a shared apartment - because we feared we wouldn’t be
hired if it was clear that “we” was
really “I,” a freelancer flying solo.
We believed that no matter how
good our work was, we’d be ignored as individuals. So we created an illusion that we thought
looked strong. “I” was just a kid
on my laptop at a desk in his
bedroom; “We” was a company,
confident, experienced, secure.
But that, of course, wasn’t true. I
learned that there was no point
in trying to convince potential
clients of something other than
that which would quickly become clear to them if they hired
me. So, a simple rule: If you’re one
person, never refer to yourself as
“we”.
That’s the kind of small-scale honesty we need to take seriously.
MARKETING
In, but not of
Ground control to ______
But let’s be realistic. Even if you
change, you can’t expect everyone else to change too. It’s certainly possible that if enough
people embrace a new way of
doing things, the culture might
shift overall, but that is unlikely to
happen overnight.
Remember those clumsy supermodels? They do us a favor when
they stumble. They bring us back
down to Earth, where we’re all
just people wearing clothes. No
matter how important we think
we are, or how important we
think the things we make or do
are, we could all stand to stumble
down the runway every once in a
while. Especially when it comes
to marketing.
The culture of online marketing
is unhealthy - the lack of criticism
of it is pretty astonishing to me but the real tragedy is watching
the forces of self preservation
turn good people with good intentions into obnoxious, self-aggrandizing loudmouths that collect into BS echo chambers.
Sometimes what you see accepted or celebrated around you is
exactly what you shouldn’t do.
I liked how Oliver Reichenstein
put it in a post-SXSW tweet:
“Studied the SXSW talks to find
out what not do as a speaker: 1.
Don’t think you’re cool 2. Don’t
preach 3. Don’t sell. 4. No false
modesty.”
A great example of this came in
the recent blow-up over “Homeless Hotspots,” a campaign created by BBH (a marketing firm)
that turned the homeless of Austin into roaming internet access
points available to the throngs attending the South by Southwest
conference.
Why do we feel that the only way
to survive is to do things like everyone else does? There’s no good
reason for it. In fact, we’re all waiting for someone to pave the way
for us by having the courage we
don’t have, the courage to do
something different.
Needless to say, it was controversial. Plenty has been said about it
- both in support and in criticism
- but amidst the noise, one comment written by Thomas Wendt
resonated most for me:
Why can’t you be one of those
people? When it comes to doing the right thing, don’t wait for
someone else’s courage to stand
in for your own.
“In the end, everyone is full of shit supporters and detractors - and it’s
all a result of spectacle and denial.
The entire system creates such dissonance that we lash out against it.
We’re unable to reconcile the differ-
ences between image and the real,
altruism and self-interest, trust and
deception. So we gravitate toward
poles: BBH is a charitable company
or BBH is a lying capitalist institution. Of course, the truth in somewhere in between, but denial and
self-deception keeps us from admitting it.”
Wendt’s post was titled, Staring
Down the Spectacle, which really
gets at the point: It is the culture and the spectacle it creates - that
is your adversary, not any specific
action per se, nor any other person.
Yet culture has a profound power to shape each of us, so just as
much as we should scrutinize
what we observe around us, we
should bring equal scrutiny to
what we observe within ourselves. When it comes to marketing, the most meaningful question I can ask at any point is, just
how full of shit am I?
Guilty as charged
I wrote this as an act of resistance,
as a way of keeping myself from
disappearing into the “dark side,”
not as a prophet condemning
from atop a mountain. I see myself struggling to maintain the integrity of an educational marketing model and I often don’t like
what I see. But, I’ve also discovered that we must intentionally
learn from examples - both good
and bad ones.
The bad ones are easy to study.
We’re all close enough to them to
do it. We’re among them. We may
Page 38
MARKETING
even be one of them. The question is whether we’re willing to do
something about it.
The author: Christopher Butler is
the Vice President of Newfangled,
a Web development firm specializing in agency partnerships. He
has written articles on the the
current and future state of the
web for Print Magazine, Imprint,
HOW, Newfangled, and is the
author of the forthcoming book,
The Strategic Web Designer: How
to Confidently Navigate the Web
Design Process with HOW Books.
You can follow Christopher on
Twitter @chrbutler or
visit: www.newfangled.com
This article is provided by Smashing Magazine, an independent information service for designers and web
developers. Please visit: www.smashingmagazine.com
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Publications
BULGARIA
Nearshoring
Bulgaria - Destination for IT-Services in
Europe
By Ivaylo Slavov, BulPros, Bulgaria
Bulgaria has traditionally strong cultural and geographic links with Europe, Russia, Middle East which positions the country as the “door” to these regions.
Geographical proximity
Bulgaria is situated in the SouthEastern part of the Balkan Peninsula. The country’s population
is about 7.7 million people and
its territory spans 110,912 sq.km.
Bulgaria borders Greece and Turkey to the South, Macedonia and
Serbia - to the West. The Danube
River to the North is our natural
border with Romania; the Black
Sea is situated to the East.
Bulgaria is in the center of a region, which is undergoing dynamic transition. Within 500 km
of our capital city, Sofia (1.4 million people), a population of over
90 million lives in 9 countries that
have recently embarked on their
way to a market economy. This is
a large market with a rapidly increasing purchasing power.
of Western Europe, Russia, Minor
Asia, the Adriatic, the Aegean and
the Black Sea. Both sea and river
transport (the Black Sea and the
Danube River) facilitate the trade
with the region.
A network of international motorways crosses the country, making
vital connections to the countries
Page 40
BULGARIA
Bulgaria in numbers
as IBM, Hewlett-Packard, SAP, Siemens, Software AG, etc.
Area: 110,910 sq. km. / 42,822 square miles
Population (31/12/2011): 7 327 224 ( 3 566 767 - males / 3 760
457 - females)
Real GDP growth rate: 2,2% (2011)
Economy (GVA, 2010): 63.6% services, 30.4% industry and 6.0%
agriculture
University degrees: 22% of population
Native language: Bulgarian
Foreign languages: English, German, French, Spanish, Russian
Religion: 83% Eastern Orthodox
Government: Parliamentary democracy
Currency: BGN pegged to EUR at 1.95583:1
Affiliations: EU, NATO, WTO
Varna
Main cities
Sofia
Population: 1 296 615
Employable population: 668 200
Unemployed population: 17 000
Unemployment rate: 1.3%
Sofia is the capital and largest
city of Bulgaria and the 12th largest city by population in the European Union with population of
1.2 million people and 1.4 million
metropolitan population. In Sofia
are concentrated all state power
- legislative, executive and judiciary (National Assembly, the Presidency, Council of Ministers and
the Ministries, etc.). Our transportation system is higly developed.
Sofia is on the crossroad of three
trans - European transport corridors: Corridor IV, Corridor VIII and
Corridor X; Air transport is represented by the largest airport in
Page 41
Bulgaria - the center for air traffic;
The Sofia Underground is the first
one and only in Bulgaria at this
stage.
Sofia is also the center of education in Bulgaria with its 42 vocational gymnasiums, 12 vocational
colleges, 16 language specialized
schools with business curriculum,
18 language specialized schools
with IT curriculum and 20 universities and equivalent higher
schools.
Sofia is the major economic centre of Bulgaria, financial hub and
home to most major Bulgarian
and international companies operating in Bulgaria. Sofia has attracted many IT companies who
took the decision to set up their
operations in Bulgaria, open
global centers to support their
activities or clients, outsource
projects, develop products such
Population: 343 643
Employable population: 207 000
Unemployed population: 9 400
Unemployment rate: 4.3%
Varna is our marine capital. Varna
is the third largest city in Bulgaria
with population of 343 643. It is
a Major tourist destination, business and university centre, seaport, and headquarters of the
Bulgarian Navy and merchant
marine, as well as the centre of
Varna Province and Bulgaria’s
North-Eastern planning region.
The city is considered as natural
crossroad between Western Europe and the Middle East. The city
lies 470 km (292 mi) north-east
of Sofia. Varna is accessible by air
(Varna International Airport), sea
(Port of Varna Cruise Terminal),
railroad (Central Train Station),
and automobile. Major roads include European routes E70 to Bucharest and E87 to Istanbul and
Constanta, Romania. The economy of Varna region produces
5.4% of the GDP of Bulgaria. The
province is third in the country
as to the foreign investments per
capita.
Varna is considered as the second
best IT/Outsourcing destination
in Bulgaria with its 2 000 university graduates from technical
science programs and language
schools respectively each year,
10 language specialized schools
with IT curriculum. With 5 Univer-
BULGARIA
sities, 4 language institutions and
18 technical educational institutions Varna produces in excess
of 34 000 graduates annually.
About 25% of the economically
active population, or 83 000 people have higher education. About
50% of the economically active
population, or 165 000 people have secondary education.
Moreover, Varna attracts talents
from nearby locations of Ruse,
Veliko Tarnovo, Dobrich and
Bourgas. The labor costs are low
and favorable for IT investments.
More than 1 500 people are employed in the BPO sector in Varna
(approximately 7% of the total
industry in Bulgaria). Currently,
three companies have their main
BPO operations for Bulgaria in
Varna –Keppel Fels Baltech, SysMaster, TaxBack. Other BPO operations in Varna include: OPI, HP,
AT Consult.
Plovdiv
Population: 338 184
Employable population: 309 500
Unemployed population: 12 500
Unemployment rate: 5.1%
Plovdiv is one of the oldest cities in Europe. Plovdiv is the second - largest city in Bulgaria
and a major tourist center. Its
geographical position makes it
an international transport hub:
three of the ten Pan-European
corridors run into or near the city
- Corridor IV (Dresden-BucharestSofia-Plovdiv- Istanbul), Corridor
VIII (Durrës-Sofia-Plovdiv-Varna/
Burgas) and Corridor X (SalzburgBelgrade-Plovdiv-Istanbul).
Around two thirds of the citizens
(62,38%) have secondary, specialized or higher education. Plovdiv
has 78 schools including elementary, high, foreign language,
mathematics,technical and art
schools. There are also 10 private
schools, 6 universities and a number of state and private colleges
and branches of other universities with total number about 43
000 students.
Burgas
Population: 212 032
Employable population: 182 300
Unemployed population: 7 466
Unemployment rate: 3.4 %
Burgas is the second largest city
and seaside resort on the Bulgarian Black Sea Coast and the
fourth-largest by population in
the country, after Sofia, Plovdiv
and Varna. Burgas is located at
389 km of Sofia, 272 km of Plovdiv
and 350 km of Istanbul; with the
Burgas Airport and Pan-European
Corridor VIII passes through the
city. Industry is the main branch,
which makes 86,2% of the production, engaged 81,9% of the
long term assets and 50,6% of the
employed individuals in material
production, as this is due to the
petrochemical production. The
city hosts 2 universities and 4 colleges with about 11 000 students.
Ruse
Population: 175 210
Employable population: 115 800
Unemployed population: 9 600
Unemployment rate: 8.3%
Ruse is the fifth largest city in Bulgaria, 300 km far from the national’s capital Sofia. The city is only
an hour away driving from Bucharest International Airport allowing to evaluate recruiting talent
from Romania. It has a well - developed educational network: 15
state vocational schools and The
University of Ruse, named Angel
Kanchev.
Sofia and Varna still remain the
two distinctive leading locations
in Bulgaria for ITO/BPO business,
able to accommodate relatively
large operations in terms of talent pool, language capabilities,
infrastructure and other factors.
All other cities can accommodate
specific niches of BPO/ITO.
University capabilities
Bulgaria is a recognized partner
for companies in Automation,
Chemical industry, Electrical Engineering, Electronics, ICT & BPO,
Mechanical Engineering. We differentiate with highly qualified
workforce with strong technical
and engineering background.
Bulgaria has a very well-developed educational system specializing in electronics, engineering, and computer sciences. The
universities and colleges in the
country are more than 53, located in 26 different towns.
According to the National Statistics Institute the total number of
university and college students
in Bulgaria for the study period
of 2010/2011 – including the
students in the four educational
Page 42
BULGARIA
degrees (professional bachelor,
bachelor, master and doctor) – is
281 170.
Language capabilities
Bulgaria is a very attractive outsourcing destination, when it
comes to delivering services in
any of the following languages:
English, German, French, Italian,
Russian, Spanish, Serbian, Greek,
Turkish, Romanian, Bulgarian,
Dutch, Portuguese, Polish, Slovak, Czech, Ukrainian etc.
Why Bulgaria?
Bulgaria is among the top preferred offshore and nearshore
destinations in Europe due to
its unique combination of political and business stability, highly
educated and skilled workforce,
excellent business environment,
relatively low cost of doing business and cultural and geographical proximity to Western Europe.
Geographical
proximity
and
cultural
Bulgaria has traditionally strong
cultural and geographic links
with Europe, Russia, Middle East
which positions the country as
the “door” to these regions, moreover our territory is in the center
of a network of international
motorways crosses the country,
making vital connections.
Political and business stability
• Bulgaria enjoys one of the most
stable political and economic
environments in Southeastern
Europe
Page 43
• Government financial indicators
are remarkable not only in the
region, but on a pan-European
scale
• Bulgarian economy maintains
its excellent performance de
spite global challenges
• Bulgaria is the only country
in Europe with a credit rating
upgrade by Moody’s since the
beginning of 2010
• Bulgaria is a member of the
European Union (since 2007),
the NATO (2004) and the WTO
(1996)
• Stable currency --Bulgarian Lev
has been pegged to the Euro
since the adoption of the cur
rency in 2002
University education is linked
with business needs, offering
a sufficient pool of IT & BPO resources:
• 60 500 graduates from 53 uni
versities and colleges
• 10,200 foreign students en
rolled in Bulgarian universities
• About 70% of Bulgarian stu
dents study English
• Classes in 100+ “language high
schools” are taught in foreign
language
• Returning students add diver
sity and skills to the labor pool
EU most favorable taxes
Competitive cost of doing
business
Bulgaria possibly is one of the
most favorable locations in the
EU in terms of doing business:
• Bulgaria has a 0% tax rate for re
gions with high unemployment
• VAT rate is 20%
• Dividend taxation rate is 5%
• Bulgaria has signed over 50
Double Tax Treaties
Bulgaria has a highly skilled workforce in key areas such as computer science.
Bulgaria has one of the most
competitive costs of labor in Central and Eastern Europe.
The cost of electricity is 67% of
the European average while Bulgaria has top-quality office space
at competitive rental cost level
Highly qualified and talented
workforce
Country
Corporate Tax
VAT
Bulgaria
10%
20%
Romania
16%
24%
Slovakia
19%
20%
Croatia
20%
22%
Slovenia
22%
20%
Greece
24%
23%
BULGARIA
High growth potential
• Consistent GDP growth of
above 5% prior to the financial
crisis
• Convergence potential in many
sectors vs. Western and CEE
levels
• Increasing export levels, especially in sectors such as agriculture, food, chemicals, electronics
• Preferred location for IT and
BPO from both European and
international players
Strategic geographic location
• Strategically located to serve
Europe, Russia, the CIS countries,
the Middle East and North Africa
• Bulgaria is only 3 hours flight
from all major destinations in
Europe, Russia and the Mediter-
ranean region
• Five Pan-European corridors
pass through the country, linking
Northern Europe to Middle East
and Northern Africa
• Schengen entry is expected in
2012
• Direct access to the fastest
growing and biggest market in
Europe – 150 mn in Southeast
Europe
• 68 bilateral treaties for avoidance of double taxation
Transport infrastructure and
modern connectivity
Bulgaria has a very comprehensive infrastructure that is being
improved constantly, with:
• 6 Motorways (some under con-
struction)
• 230 Railway stations with capability of loading/unloading cargo
• 5 international airports
• 7 major river ports on the Danube
• 6 major seaports on the Black
Sea
Further Bulgaria has over 60 industrial zones and logistics centers and better developed logistics
than most Balkan countries.Sofia
is among the top ten worldwide
leaders in broadband quality, according to Cisco and has one of
the fastest household download
speeds worldwide.
Sources: National Statistical Institute, Invest Bulgaria Agency
The author: Mr. Ivaylo Slavov is a highly qualified senior executive with more than
18 years of general management, business and product development, large project
management experience within the HR and ICT-services industry. He has very good
knowledge of the Banking, Financial Services, Manufacturing and ITC markets with
well-established relations network within EMEA. His business expertise includes
Business Process & IT-Outsourcing, Process Engineering and Reengineering, Operations Start-up and Turnaround management, Strategic planning, Business Development etc. For the past eighteen years Ivaylo Slavov has been working for SEB, Unisys,
Microsoft, PC-WARE and Adecco in Europe in various executive management and project management
roles. Currently holding the position of CEO at Bulpros Consulting – a company focused on providing the
best value projects in Software development, Web & Mobile development, Customer Service, Technical
Support & System Integration and Professional Staffing. Contact: [email protected]
Visit: www.bulpros.com
Advert
Services for members & partners: information about markets,
segments and target groups, publishing, pressenting, networking, branding & advertising, consulting, public relations, marketing, communication and more.
----------- Become part of our network ! Visit www.outsourcing-verband.org --------Page 44
BULGARIA
Advertorial
Sirma Group - a global outsourcing
partner with successful projects on five
continents
Bulgarian software enterprise Sirma Group Holding (www.sirma.com) has celebrated 20 years since its establishment. The company has met its anniversary as one of the largest software groups in Southeastern
Europe, with approximately 400 employees and hundreds of successful projects in Europe, United States,
Latin America, Asia and Africa.
Sirma has developed own expertise and long-term relationships
with customers in some of the
most advanced areas of software
innovation: semantic technologies, mobile applications, ERP
(Enterprise Resource Planning),
BI (Business Intelligence), finance,
Page 45
banking and payment services, egovernment etc.
What led to this success? The
combination of a strong focus
on innovation as a core added
value to its customers, our commitment to the highest quality
standards and Bulgaria’s exten-
sive traditions in software engineering are the foundation of our
holding’s development.
Sirma Group is the largest Bulgarian software company. Bulgaria is
one of the few countries with traditions in the field of computer
BULGARIA
manufacturing and software development of over 40 years.
Throughout the years the country has founded and developed
a large-scale infrastructure and
educational system in this sector. This foundation enabled our
company to attract a sufficient
number of high-quality professionals to expand its growing
operations. Today, the software
industry in Bulgaria has one of
the highest quality-performanceprice ratios in the world. According to the “Bulgarian IT industry
Barometer” prepared by the Bulgarian Association of Software
Companies (BASCOM), the sec-
tor reported an annual growth
of 5.3% during 2010, and in 2009
this indicator was 2.6%.
Similar to previous years, about
50% of the sales of the surveyed
companies have been carried
out abroad. Bulgaria’s success
as a destination for software
outsourcing is a combination
of highly qualified specialists,
competitive prices, a stable macroeconomic framework, geographical and cultural proximity
to Western European countries
(Bulgaria is an EU member).
Accordingly, Sirma Group is
growing as a global software
enterprise with solid experience
and know-how in both outsourcing services and developing own
solutions with an added value.
The backbone of the holding is
Sirma Solutions ( information at:
www.sirmasolutions.com), which
is the oldest company with hundreds of successful projects in
Europe, the Americas and Asia.
Its expertise in software development and project management is
the basis of success for all other
subsidiaries. The company represents a new generation of outsourcing organizations where
cost effectiveness is only one
of the competitive advantages,
along with innovative potential, quality management and a
strong background and expertise in the hottest sub-segments
of software engineering. With
its teams working in the fields
of business software, mobile applications, banking and payment
systems, semantic technologies,
educational products and content, Sirma Solutions is among
the few players in the region,
capable to implement complex
software projects “from A to Z”.
The Group has a proven experience in creating new businesses
of knowledge and many of its
divisions are among the world
leaders in their segments. The
BBC website for London Olympics 2012 for example, is based
on semantic technologies devel-
Page 46
BULGARIA
oped by Ontotext ( information:
www.ontotext.com), which is a
part of Sirma Group.
The UK National Archives, The
British Museum, AstraZeneca,
Raytheon, Press Association etc.
are also customers of this company.
EngView Systems (www.engview.com)
– a CAD/CAM systems company,
is one of the world’s leading suppliers of packaging design solutions, selling on five continents
and receiving awards from prestigious international competitions.
Another subsidiary - Sirma Business Consulting ( information at:
www.sirmabc.com) – is a major
banking system provider with
customers in Europe, Americas
and Asia . Sirma Mobile ( visit:
www.sirmamobile.com) is a winner in the “Best Mobile Internet
Security Award” category (Best
achievement in the field of security of mobile internet) of the
prestigious international mobile
innovation competition SIMagine Awards 2011. The company
develops not only own globally recognized software applications, but also customized software solutions.
Sirma Group incorporates its own
highest Tier 4 data center according to the classification of TIA -
Page 47
Daticum ( more information at:
www.daticum.com ). Among its
customers are the network giant Cisco Systems, the French einvoicing supplier B-Process and
the American company Synergy
Sports Technology, which processes and distributes basketball
statistics of the National Basketball Association in the US (NBA).
Each of the businesses of Sirma
combines flexibility and competence in the corresponding area
with the support and infrastructure of the entire holding, which
provides additional benefits for
its customers. The holding has an
extensive tradition in launching
new innovative businesses, and
recently is also developing own
technology start-up incubator.
Today the group is managed by
the same people, who created
and developed it throughout the
years, which ensure high continuity and long-lasting vision for
successful business growth. Additionally, many of the employees
who have contributed to the success of Sirma Group’s companies
with their work and creativity are
also stakeholders.
The headquarter of Sirma Group
is located in Bulgaria’s capital –
Sofia (a few flight hours away
from all European capitals). The
group has offices and partners in
Germany, Norway, USA, Canada,
UK, Brazil and Turkey, enabling it
to be close to its customers and
to operate more efficiently, considering the specific needs of
each local market.
Contact:
[email protected]
www.sirmasolutions.com
CLOUD
Cloud
Der Mittelstand und die Cloud Hybridmodellen gehört die Zukunft
Von Dr. Heiner Diefenbach, Vorstand, TDS AG
Die wenigsten Private Cloud Services sind heute schon so ausgeprägt, standardisiert und automatisiert,
dass sie alle „harten“ Kriterien der Cloud-Definition erfüllen. Stattdessen befinden sich die Anbieter in
einer Übergangsphase.
Die Möglichkeit, Unternehmensaufgaben und -strukturen kostengünstig auszulagern, spielt für
mittelständische Unternehmen
gerade im Bereich der IT eine immer wichtigere Rolle. Unter dem
Schlagwort „Cloud“ stehen ihnen
Lösungen zur Verfügung, mit
denen sie ihre interne IT effizient
entlasten können.
Wichtig ist dabei, dass diese Services aber auch die individuellen
Merkmale des Unternehmens
abbilden und seine spezifischen Wettbewerbsvorteile unterstützen müssen. Dem widerspricht allerdings das Prinzip
des Cloud Computings, denn die
Leistungen aus der Wolke erzielen ihre Kostenvorteile gerade
durch eine konsequente Standardisierung, weitgehende Automatisierung und umfangreiche
Self-Service-Funktionalitäten.
Wie können mittelständische Unternehmen also von der Cloud
profitieren, ohne ihre Individualität zu verlieren? Hier zeigt sich,
dass klassische IT-Konzepte mit
ihren Vorteilen, wie zum Beispiel
der individuellen Anpassbarkeit,
noch lange nicht ausgedient haben. Um die Vorzüge beider Ansätze zu verbinden, rücken zunehmend hybride Modelle in den
Fokus des Mittelstandes.
Mit einer maßgeschneiderten
Kombination aus Cloud Services
und etablierten IT-Konzepten
eröffnen sich für Unternehmen
aller Größenordnungen neue
Möglichkeiten in Sachen Kosteneffizienz und Flexibilität. Doch wo
liegen die Grenzen der Cloud und
worauf müssen Unternehmen
bei ihrer IT-Strategie achten?
Klassisches Outsourcing,
Private Cloud, Public
Cloud und Hybridmodelle
Zunächst einmal müssen sich
Unternehmen klar darüber sein,
was hinter den unterschiedlichen
Begrifflichkeiten und Konzepten
steckt. Mit dem Begriff „Out-
sourcing“ ist beispielsweise die
grundlegende strategische Unternehmensentscheidung
gemeint, Anwendungen, Daten, Infrastruktur oder Dienste an einen
externen Partner auszulagern.
Dies allein sagt jedoch noch
nichts über die Art und Form der
Auslagerung und Zusammenarbeit aus.
So gibt es in der Praxis verschiedene Möglichkeiten und
Konzepte. Beim klassischen Outsourcing handelt es sich etwa um
ein strategisch ausgerichtetes
Modell, bei dem eine vertraglich
festgelegte und individuell auf
das jeweilige Unternehmen abgestimmte Beziehung zwischen
einem Auftraggeber und Auftragnehmer entsteht, die über Dienstgütevereinbarungen (Service
Level Agreements, SLAs) genau
definiert ist. Im Gegensatz dazu
führt zwar auch der Bezug von
Cloud Services zu einer auf Outsourcing basierenden Geschäftsbeziehung zwischen Auftraggeber und Auftragnehmer, es
Page 48
CLOUD
handelt sich dabei aber eher um
eine taktische Sourcing-Variante.
Cloud Services können in zwei
wesentliche Sourcing-Modelle
unterteilt werden: private und
public.
Beim privaten Cloud Service
besteht eine vertragliche Geschäftsbeziehung zwischen einem Auftraggeber und Auftragnehmer, die die wichtigsten
Belange und Gewährleistungen
regelt. Dazu zählen beispielsweise Service Level Agreements
oder Sicherheitsaspekte. Bei
meist ungesichert über das Inter-
Page 49
net genutzten Public Cloud Services wird der Service hingegen
in der Regel anonym und ohne
Gewährleistungen erbracht.
Im geschäftskritischen Umfeld
kommt daher meist nur die Private-Variante in Betracht.
Merkmale von Cloud Services
• Standardisierter Service
• Keine individuelle Abstimmung und Mitsprache bei Dienstgütevereinbarungen, Tools, Prozessen und dem Sicherheitsniveau des Dienstleisters bzw. des angebotenen Service
• Meist Verzicht auf einen persönlichen Ansprechpartner (Service
Manager)
• Stattdessen Einstellungen über Self-Service-Portale
• Hohes Maß an Automatisierung
• Verzicht auf individuell abgestimmte Downtimes
CLOUD
Zu Beginn der Cloud-Diskussion wurde meist allgemein von
Cloud Computing gesprochen.
Dabei handelt es sich um den
Bezug von IT-Kapazitäten wie
etwa Serverleistung oder Speicherkapazitäten über das Netz.
Auch der Begriff „Infrastructure
as a Service“ (Iaas) wird in diesem
Zusammenhang oft verwendet.
Dagegen handelt es sich bei
Cloud Services um einen weiter
gefassten Begriff, der auch den
Bezug von Software über das
Netz beinhaltet (Software as a
Service, SaaS).
Die Ziele des Einsatzes von Cloud
Services sind es, Kostenvorteile
durch eine konsequente Standardisierung, weitgehende Automatisierung und umfangreiche
Self-Service-Funktionalitäten zu
erreichen. So stehen bei Cloud
Services statt eines persönlichen
Ansprechpartners wie beim klassischen Outsourcing oftmals SelfService-Portale zur Verfügung,
über die die Nutzung und Einstellungen selbst vorgenommen
werden.
Ein - zumindest begriffstechnisches - Paradoxon sind „individuelle Angebote aus der Cloud.“
Da die Standardisierung ein
elementarer Aspekt der Cloud
ist, werden diese Angebote häufig rein aus Werbezwecken als
„Cloud“ propagiert. Faktisch verbirgt sich dabei dahinter oft das
seit langem etablierte Application Service Providing. In der
Branche wird in diesem Zusammenhang von „cloudwashing“
gesprochen.
Sourcing-Modell abhängig von
Applikation
Um die Vorteile beider Welten
optimal zu nutzen, kann es für
den Mittelstand sinnvoll sein,
klassische Outsourcing-Modelle,
welche die individuellen Wettbewerbsvorteile des Unternehmens unterstreichen, um Cloud
Services zu ergänzen. In diesem
Falle spricht man von HybridVarianten. Das bedeutet: Entweder ergänzt ein Anbieter seine
herkömmlichen
OutsourcingDienstleistungen um Cloud Services oder kombiniert diese. Oder
aber ein Unternehmen bezieht
von verschiedenen Dienstleistern unterschiedliche SourcingModelle und setzt diese für sich
in einem hybriden Modell um.
Welche Sourcing-Option für
welches Unternehmen die richtige ist, hängt im Wesentlichen
von der Art der Applikation
ab, für die der Service erbracht
werden soll. Bei unternehmenskritischen Anwendungen wie
etwa dem Enterprise Resource
Planning (ERP) scheidet die Public Cloud beispielsweise aus, da
sie weder Sicherheit noch Hochverfügbarkeit gewährt. Angebracht ist hier mindestens ein
privater Cloud Service. Letztlich
bestimmt die Komplexität und
der Grad an Individualisierung
der Applikation, ob hierfür ein
standardisierter Cloud Service
umsetzbar ist. Bei komplexen
oder sehr individuellen Anwendungen ist das klassische Outsourcing meist die sinnvollere
Entscheidung, da es sich speziell
auf die Unternehmensanforde-
rungen anpassen lässt. Unternehmen erreichen damit ein wesentlich höheres Maß an Flexibilität
bei der Unterstützung ihrer Geschäftsprozesse.
Mit Sicherheit kein Problem
Konsequent betrachtet ist es in
der Cloud irrelevant, wie und
von wo ein Service erbracht wird.
Denn das Konzept der Cloud ist
es ja gerade, Ressourcen dort zu
nutzen, wo sie gerade zur Verfügung stehen oder - im Fall der
Public Cloud - wo sie am kostengünstigsten sind - unabhängig also von einem Ort oder einem
bestimmten Rechenzentrum.
Dem entgegen stehen jedoch
Sicherheitsanforderungen von
Unternehmen für ihre unternehmenskritischen und sensiblen
Anwendungen, beispielsweise
aufgrund individueller, allgemeingültiger oder gesetzlicher
Vorgaben, die häufig unter dem
Stichwort Compliance zusammengefasst sind. Für unternehmenskritische
Applikationen,
bei denen auch entsprechende
gesetzliche Bestimmungen und
Regularien eine Rolle spielen,
müssen Firmen daher besonders
vorsichtig sein und ihren Anbieter genau prüfen. Eine Frage
lautet zum Beispiel: Wo werden
die Services erbracht, erfüllt das
Rechenzentrum die erforderlichen Sicherheitsstandards und
ist der Anbieter entsprechend
zertifiziert?
Hinzu kommt, dass Daten – etwa
Page 50
CLOUD
von Mitarbeitern oder Kunden
entsprechend
geltender
Vorschriften oder jeweiliger Nutzungsvereinbarungen - häufig
nicht die Landesgrenzen überschreiten dürfen.
Anbieter zertifizierter SAP Cloud
Services geben beispielsweise
oftmals die Gewähr, dass die
Services ausschließlich aus den
eigenen, hochgradig sicheren
Rechenzentren in Deutschland
erbracht werden. Um für Unternehmen mit ihren individuellen Anforderungen dabei unter
Einhaltung aller Sicherheitsanforderungen den optimalen
Kosten-/Nutzeneffekt zu erzielen, können hybride SourcingModelle oftmals die gewünschten
Ergebnisse liefern: Neben dem
hochgradig sicheren Outsourcing für unternehmenskritische
Applikationen mit einer sehr hohen garantierten Verfügbarkeit,
lassen sich weniger sensible Services kostengünstiger erbringen.
Sei es aufgrund eines hohen
Standardisierungs- und Automatisierungsgrad und einer geringeren garantieren Verfügbarkeit
oder gleich über andere Niederlassungen oder Rechenzentren
im Cloud-Verbund, die über geringere, aber dafür ausreichende
Sicherheitsstandards erfüllen.
Standard für den Mittelstand?
Die wenigsten Private Cloud Services sind heute schon so ausgeprägt, standardisiert und automatisiert, dass sie alle „harten“
Kriterien der Cloud-Definition er-
Page 51
füllen. Stattdessen befinden sich
die Anbieter in einer Übergangsphase. Es müssen noch einige
wichtige Fragen geklärt werden,
beispielsweise ob Unternehmen
bei der Nutzung von SaaS-Angeboten (SaaS = Software as a Service) ihre vorhandenen Lizenzen
weiter verwenden können. Dies
gewährleistet ihnen einen optimalen Investitionsschutz und
versetzt sowohl den Anwender
als auch den Dienstleister in die
Lage, gemeinsam wertschöpfende Cloud-Angebote bereitzustellen und zu nutzen. Sofern
die Lizenzpolitik der Softwareanbieter dies zulässt, sind daneben
jedoch auch Modelle möglich,
bei denen Kunden keine eigenen
Lizenzen benötigen.
Es ist damit zu rechnen, dass die
Weiterentwicklung der CloudDienste noch mehr Standardisierung bringen und auch einige
klassische IT-Angebote, insbesondere das Hosting, ablösen
wird. Wenn Unternehmensverantwortliche bereit sind, diese
Entwicklung mit allen ihren Konsequenzen mitzugehen, können
durch „Cloud-Sourcing“ deutliche Kosteneinsparungen realisiert werden.
Sie müssen sich dabei allerdings bewusst sein, dass sie einen
standardisierten Service nutzen
und somit die Dienstgütevereinbarungen, also die Service Level
Agreements, Tools, Prozesse
und das Sicherheitsniveau des
Dienstleisters beziehungsweise
des angebotenen Service ohne
Einschränkungen oder Mitsprachemöglichkeiten akzeptieren
müssen. Dazu gehört gegebenenfalls auch der Verzicht auf
einen persönlichen Ansprechpartner (Service Manager) und
die Bereitschaft, Einstellungen
über Self-Service-Portale selbst
vorzunehmen sowie auf individuelle Downtimes zu verzichten.
Die Frage, wie stark ein reduzierter Service oder das Fehlen
individuell zugeschnittener Dienste an anderer Stelle negativ zu
Buche schlagen, muss im Einzelfall betrachtet werden. Bei Anwendungen, die keinen unmittelbaren Wettbewerbsvorteil im
Kerngeschäft darstellen, können
Mittelständler von den niedrigeren Kosten standardisierter Angebote – inklusive Self-ServiceFunktionalitäten – hervorragend
profitieren. Daher ist mit einem
kontinuierlich
anhaltenden
Trend in Richtung standardisierter und automatisierter Dienste
zu rechnen, bei denen Kunden
aller Größenordnungen stärker
als heute Self-Services nutzen
werden.
Es wird jedoch auch weiterhin
– insbesondere im Mittelstand –
Fälle geben, in denen individuell
gestaltete Leistungen und ein
persönlicher Support deutliche
Wettbewerbsvorteile des Kunden
ermöglichen. IT-Dienstleister sollten es daher als ihre Aufgabe
sehen, ihren Kunden ein breites Spektrum an verschiedenen
Services anzubieten – von stark
standardisiert und automatisiert
bis hin zu individuell zugeschnitten. Ein entscheidender Mehrwert für Unternehmen ist dabei
eine kompetente Beratung, wie
CLOUD
sie von einer maximalen Standardisierung profitieren, ohne
ihre Wettbewerbsvorteile zu verlieren.
Individualität und Standard in der Praxis
In der Praxis werden – insbesondere von Mittelständlern – derzeit
häufig Services nachgefragt, die
faktisch Mischformen aus klassischem Application Service Providing sind: TDS betreibt die SAPSysteme für zahlreiche Kunden
bereits jetzt auf standardisierten
Plattformen mit einem hohen Automatisierungsgrad. Die darauf
laufenden SAP-Anwendungen
sind jedoch individuell angepasst.
Gleichzeitig bieten hoch qualifizierte Mitarbeiter in Deutschland
dafür fachspezifischen Service &
Support – auch auf die Schnelle
am Telefon. Durch diesen Ansatz
profitieren Kunden – soweit es
für sie sinnvoll ist – von den (Kosten-)Vorteilen der Cloud, ohne
sich deren Zwängen hinsichtlich
Standardisierung und Self Service auch in den Bereichen fügen zu müssen, in denen es ihre
Wettbewerbsvorteile schmälern
würde.
Individualität und Cloud-Ansatz
widersprechen sich also nicht
unbedingt, da es letztendlich um
die Frage geht, welchen Cloud
Service Level ein Kunde nutzen
möchte.
abbilden lassen. IT-Dienstleister
für den Mittelstand sind daher
gefordert, Kunden sowohl klassische Outsourcing-Angebote als
auch Cloud Services zu offerieren.
Dadurch können Mittelständler
einerseits so viel günstigere
Cloud Services wie möglich und
andererseits so viel klassisches
„Cloud-Baukästen“ machen Cloud Services maßgeschneidert
Bei einem Cloud-Baukasten können sich Unternehmen aus
standardisierten Diensten ihre benötigten Parameter zusammenstellen. Dazu zählen beispielsweise:
• Art der Lösung (u. a. SAP ERP, SAP HCM, SAP BW/BI)
• Anzahl der Stufen der SAP-Landschaft (1-3)
• Garantierte Verfügbarkeit
• Katastrophenfall-Absicherung
• Datenbanktyp
• Anzahl der Anwender
• Art der Implementierung (neues System oder Übernahme
eines bestehenden Systems in die Cloud)
Ist sein Individualitätslevel hoch,
so muss zwangsläufig der „Cloud
Level“ sinken. In der Regel sollten sich auch im Rahmen eines
Hybrid-Ansatzes die unterschiedlichsten Kundenanforderungen
Outsourcing beziehen, wie es für
die optimale Unterstützung ihrer
Geschäftsprozesse und Einhaltung der Compliance-Vorgaben
nötig ist.
www.tds.fujitsu.com
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& OUTSOURCING WOCHE 2012
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die Zukunft der deutschsprachigen Shared Services und Outsourcing Welt Gestalt annimmt. Die wichtigste Veranstaltung in Deutschland für die Shared Services Industrie bietet mehr als 50 Case Studies für Fachkräfte und Führungspersonen auf allen Ebenen von Shared Services und Outsourcing. Erfahren Sie mehr auf www.sharedserviceswoche.de
Page 52
SERVICE
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EUBIS is a FREE service for service buyers and
the Global IT- & business service industry.
www.EUBIS.org
Page 53
POLAND
Poland
Poland – an experienced provider of
services for business
By Anna Zawadzka, Outsourcing Experts Group, Poland
Although the derogatory term “Polnische Wirtschaft” is still sometimes used by the Germans to refer to
Polish economy, it cannot be denied that Poland has changed beyond recognition in the last few years.
It is the country that avoided recession in the years 2009-2011, has almost two times lower debt than the
Eurozone and excellent prospects for the year 2012. It is one the five best offshoring locations in the world
and a country with the most comprehensive business processes outsourcing offer in the Central and Eastern Europe.
Page 54
POLAND
The stereotype about the bad
quality of Polish roads, which not
long ago seemed eternal, is becoming a thing of the past. And
very fast at that thanks to the
efforts of thousands of workers
building expressways all across
Poland. Couple months ago
crowds of Germans came to Poland to cheer on their team during European Football Championships EURO 2012 and will see
with their own eyes the progress
that has been made in this area.
They will not see, however, that
which is hidden behind glass facades of elegant office buildings
and in spreadsheets on modern
computers of finance directors.
This is because while roads in Poland will be ready in a moment,
the outsourcing business infrastructure has been already functioning very well for years.
In 2011, the total value of the outsourcing sector in Poland exceeded 3 billion euros . The Business
Process Outsourcing sector created the most jobs (c. 2.5 thousand)
of all projects represented by new
foreign investors. 16 new centers
were created, their total number
exceeded 300 and the number of
employees – 80 thousand . What
is more, Everest analytical group
in the report “Market Vista Location Heatmap” (October 2012)
listed Poland as one of the countries which are ready for offshoring investments. Apart from it,
this prestigious title is held only
by Brazil, China, Philippines and
India. Attractive geographic location, cultural closeness to Western European countries and significant experience in the area of
modern business services cause
Page 55
more and more companies to
create their branches and customer service centers in Poland
or simply to use services of Polish
companies.
The Promised Land
All this causes Poland to attract
large quantities of new outsourcing investments. Investors who
created new service centers include McKinses in Poznań, BNP
Parbis in Warsaw, PwC in Katowice, Credit Suisse in Wrocław or
Tate&Lyle and Nordea in Łódź.
Processes which are in any way
threatened by an uncertain social, political or economic situation in other countries are also
more and more frequently relocated to centers in Poland.
For example, according to data
of Polish Information and Foreign
Investment Agency, Central and
Eastern Europe is one of the regions which benefitted the most
from the withdrawing of business
from North Africa (mainly Egypt)
or the Middle East in the first half
of 2011. This is becasue the political destabilization in that region,
social unrests and the resulting
danger of the disruption of business continuity of current investment projects. Processes withdrawn from the countries of the
Latin America, mainly due to the
increasing crime rate, are also relocated to this region.
Bigger entities, better offer
All of this makes Poland a global
player. The rise of competitive-
ness on a global scale and the
expansion of well-known outsourcing brands on local markets
forced many Polish companies to
implement consolidation strategies. On one hand, this is a part
of global trends in the sector and
the search for new distinguishing features of the offer on the
market. On the other hand, this is
an answer to the growing needs
of customers who are becoming
more and more aware of available outsourcing solutions and
benefits of this business model.
Consolidation makes it possible
to combine various competences
and to handle the client’s business processes even more comprehensively.
A good example of changes on
the local market is the formation of the Outsourcing Experts
Group in 2011. It was the biggest
merger in outsourcing sector of
that year. “There have been talks
about consolidations in this sector of economy for many years,
but until now they have only led
to small and simple transaction”,
says Konrad Rochalski, President
of the Board of Outsourcing Experts. “Now, thanks to the merger, a new and strong group was
formed with greater operational
capacity, more extensive financial options and more reliability
in the talks with clients”, he adds.
Consolidation trends of this type
in Poland reflect global strategies. According to the data of
PwC 13% of global outsourcing
companies envisage acquisitions
of external entities in their development strategies and 74% plan
to expand the portfolio of ser-
POLAND
vices they provide. In the opinion
of Konrad Rochalski, the President of Outsourcing Experts, this
trend will continue in the near
future, mainly due to economic
slowdown and the even tougher
fight for clients.
Direction: specialization
According to the analyses of the
Association of Business Service
Leaders (ABSL), centers which
provide financial and accounting
as well as IT services predominate in Poland. In 2011, however,
new R&D projects, advanced IT
services and KPO (Knowledge
Process Outsourcing) started
arriving. As indicated by the research conducted by PwC and
Duke University’s Offshoring Research Network, it is these areas
that gain the most in significance
on the global market of modern
services for business. Poland, according to experts, showed in
2011 that it can become not only
a European, but also a global
center of advanced services. The
R&D segment has been developing particularly rapidly. In the latest ranking of The Economist Intelligence Unit “2011 IT Industry
Competitiveness Index”, there is
a clear progress of Poland in the
area of R&D base development
(an increase from 6.6 points in
2009 to 18.1 points in 2011).
Furthermore, apart from the
growing number of KPO centers,
a great majority of sector’s companies added knowledge-based
services to their offer as a complement to implemented financial and accounting as well as IT
or HR processes. In addition, busi-
ness services centers in Poland
are more and more frequently
starting to perform the function
of centers of centralization of
processes from many countries.
Today, Polish companies from this
sector more and more frequently
offer solutions dedicated to particular industries and adjusted
to unique needs of clients. This
trend will be growing in strength,
especially in the face of economic slowdown and the necessity
to offer clients a certain added
value, among others at the level
of additional contract securities.
Better times
According to the research of Instytut Outsourcingu (The Outsourcing Institute) , the Polish internal BPO market is now worth
almost a billion euros. Although
as late as in the years 2007-2009
it covered mainly simple services
(such as cleaning and security),
an increased interest in BPO services can be observed from the
beginning of 2010. The outsourcing sector in Poland is currently
entering its maturity phase. The
times when similar outsourcing
services were sold en masse to
different clients are long gone.
More than 60% of companies estimate that the interest in BPO
services will be also growing in
the next year – the income of Polish outsourcing companies may
increase by up to 35%. The research of Instytut Outsourcingu
show that the majority of Polish
outsourcing companies have
more than 25 clients and 33% of
them continuously service more
than 50 other entities. These are
both Polish and foreign units.
Apart from that, it could have
been observed throughout the
previous year that the expenditures on innovations were multiplied. From June 2010 to June
2011 46% of Polish outsourcing
companies implemented innovations and 60% declared that they
would introduce innovations in
2012.
What next?
This year, the outsourcing sector
will be one of few to maintain
positive growth dynamics. Outsourcing companies with Polish
equity declare that their work
places are stable and that are going to employ more people. Already more than 75% of employees are persons no older than 35
and 66% of them have higher
education. According to the estimates of ABSL representatives,
to 2013 business services centers
in Poland will have in total more
than 100 thousand employees
and the value of the sector will
exceed 4.5 billion dollars.
The predictions of ABSL also indicate that in the next months the
centers of modern business services will on one hand continue
to expand their offers in order
to be able to provide more and
more comprehensive services
to their clients and on the other
hand will be moving towards
more and more specialist IT and
KPO processes. The segment
of ITO (Information Technology
Outsourcing) will grow particularly fast, which is caused among
others by the rapidly increasing amount of information. Ac-
Page 56
POLAND
cording to IDC, it is precisely the
technologies that analyze the socalled big data (large quantities
of data) that will be the driving
force of the development of the
IT sector to 2020. What is more,
specialist technological devices
like Business Intelligence will be
more commonly used.
This is corroborated by recent
IBM research (June 2011) which
indicate that as many as 83% of
IT directors in the world consider
the implementation of analytical tools and BI solutions a priority for their companies. As indicated by the Polish edition of
the research (September 2011),
the direction of actions of Polish
CIOs is the same. This in turn will
increase the demand for science
graduates – engineers who have
developed excellent analytical
skills. Experts predict that the
handling of processes connected
with the management of big data
will be necessary to gain competitive advantage on the market.
So what is the real condition of
“Polnische Wirtschaft”? It turns
out to be quite efficient and that
it may support and complement
German economy in the future.
So is the next India growing just
beyond river Oder, but without
risks and imperfections related
with investing along the Ganges?
The answer is, to a certain degree,
yes. However, Guten Tag here is
not “Namaste”, but “Dzień dobry!”
Article based on the Report of Instytut Outsourcingu and the Associations
of Business Service Leaders in Poland
(ABSL) “Outsourcing in Poland 20112012”.
1 The sum of the values of the internal
and external market (for the sales of services of abroad). Data of ABSL i IO 2011.
2 Data according to the Polish Information and Foreign Investment Agency .
3 The report “Sector of modern business services in Poland” (2011). Authors:
Janusz Górecki (an ABSL exspert ), Anna
Bartoszewicz-Wnuk (Jones Lang LaSalle),
Łukasz Karpiesiuk (Baker & McKenzie),
Rafał Kijonka (Manpower Polska). Coordinator: Marek Grodziński (Capgemini).
4 PwC and Duke University’s Offshoring
Research Network, September 2011.
5 “Outsourcing market in Poland”. The
report of Instytut Outsourcingu and MillwardBrown SMG/KRC (June 2011).
6 Report “IDC Predictions 2012: Competing for 2020” (2011).
Author: Anna Zawadzka, Director of Marketing and PR. Anna Zawadzka works in the BPO
industry for last 7 years. Currently responsible for PR & marketing field in Outsourcing Experts Group (OEX) and four of its subsidiary companies: ArchiDoc, Cursor, Galposter and
Voice Contact Center. Before OEX she worked for ArchiDoc. She is active in communication
area since 2001.
Visit: www.outsourcingexperts.pl
Advert
Page 57
POLEN
Outsourcing für Banken
Advertorial
Business- und Knowledge Process
Outsourcing in Polen
Ein Beitrag von CERI International, Polen
Branchenanalysten und Investoren sind sich einig, dass Polen eine führende Rolle im Bereich der IT- und
Business-Services innerhalb Europas übernehmen kann. Ein deutlicher Indikator dafür sind zum Beispiel
die fast 300 Shared Service Center und Business-Process-Outsourcing-Dienstleister, die sich in den letzten
Jahren erfolgreich in Polen etablieren konnten.
Polen ist aus mehreren Gründen
die richtige Wahl für die Auslagerung
von Geschäftsprozessen und wissensintensiven
Aufgaben. Geringe Personalkosten sowie die hohen Qualitätsstandards polnischer Serviceprovider sind nur zwei von vielen
Faktoren, die Polen zu einem bevorzugten Standort für westeuropäische und globale Unternehmen machen.
Mitarbeiter, Ausbildung
und Verfügbarkeit
Neben diesen Vorteilen spielt
auch die Verfügbarkeit von gut
ausgebildeten Mitarbeitern eine
wichtige Rolle bei der Entscheidung für Polen als Outsourcingstandort. Denn in Polen haben
es Unternehmen relativ einfach,
vakante Positionen kompetent
zu besetzen. An den polnischen
Hochschulen studieren etwa 2
Millionen junge Leute, womit
jährlich circa 400.000! neue Fachund Hochschulabsolventen auf
den polnischen Arbeitsmarkt
drängen.
Die Quote der Mitarbeiter mit
Hochschulabschluss beträgt bei
polnischen
Serviceprovidern
durchschnittlich 90%. Auch bei
den Sprachkenntnissen und der
damit verbundenen Flexibilität,
globale Unternehmen zu betreuen, können polnische Serviceprovider punkten. Heute werden
in Polen IT- und Geschäftsleistungen in 31 Sprachen erbracht.
Polen profitiert von seinen 10
Universitätszentren, womit Unternehmen bei der Standortwahl
nicht allein auf die meist kostenintensivere Hauptstadtregion angewiesen sind.
Geographische und
kulturelle Aspekte
Gerade für westeuropäische Unternehmen ist die zentrale, geographische Lage und damit gute
Erreichbarkeit Polens ein wichtiges Argument. Gegenseitige Besuche, Meetings und Mitarbeitertrainings sind so schnell und
unkompliziert möglich.
Aber nicht nur die geographische
sondern auch die kulturelle Nähe
Polens zum Westen Europas wie
z.B. zu Deutschland bildet eine
gute Voraussetzung für erfolgreiche Geschäftsbeziehungen.
Denn wenn die Kommunikation
zwischen den Partnern stimmt,
sind in aller Regel auch die Geschäftsbeziehungen erfolgreicher.
Page 58
POLEN
Beispiel Lodz
Lodz mit ihren 700 Tsd. Einwohnern, ist die im Moment drittgrößte Stadt Polens und bietet
all die genannten Vorteile. Mit
100 Tsd. Studenten und somit 20
Tsd. Absolventen jährlich ist Lodz
eines der größten Bildungszentren im Land.
Damit finden Unternehmen in
Lodz und Umgebung einerseits
sehr gut ausgebildete und andererseits jederzeit genügend
Mitarbeiter.
Erfolgsgeschichte im
Bankensektor
Bereits seit den 90-er Jahren
nutzt auch die BRE Bank Gruppe,
die polnische Tochter der Commerzbank, die Standortvorteile
in Lodz. Die Bank begann hier
ihre Back-Office-Tätigkeiten abzuwickeln.
Heute ist CERI International
ein
multifunktionales
BPO-
Page 59
CERI’s langjährige Branchenerfahrung, die umfassenden
Prozesskenntnisse sowie die
Vorteile des Standortes Polen garantieren Kunden nicht nur kompetente Lösungen, sondern auch
signifikante Effizienz- und Qualitätssteigerungen.
Insbesondere in
Sachen Kosten
und
Effizienz
profitieren CERI
-Kunden
von
Prozessoptimierungen, der
Nutzung
von
Synergieeffekten sowie einem
ausgezeichneten Preis-Leistungs-Verhältnis.
Auch die gute
Ve r f ü g b a r k e i t
von modernen
Bürogebäuden
und die zentrale Lage innerhalb Polens
machen
Lodz
als Standort für
Business Process
Outsourcing
und Shared Service Center sehr
interessant.
Im Vergleich zu den etablierten
Outsourcingzentren wie Kraków
oder Wrocław haben Unternehmen darüber hinaus hier noch
wenige Probleme mit der Fluktuation von Mitarbeitern. Denn
Lodz wird von der Outsourcingindustrie eben erst entdeckt.
schiedliche Prozesse. Die Leistungen reichen von der Abwicklung einzelner Prozesse für einen
begrenzten Zeitraum bis hin zur
Übernahme kompletter Prozessbündel in einem dauerhaften
Outsourcing-Verhältnis.
Unternehmen, dass sowohl für
seine Muttergesellschaft, die
Commerzbank AG, als auch für
polnische und internationale
Drittkunden Geschäftsprozesse
übernimmt. Die mittlerweile fast
600 Mitarbeiter bearbeiten an
zwei Standorten ca. 400 unter-
CERI arbeitet mit bewährten
Methoden und entwirft zusammen mit dem jeweiligen Kunden
die bestmögliche, individuelle
Lösung – und das zu festen Terminen und festem Budget. CERI
stellt einen Komplettservice für
alle Bereiche des Kundenmanagements bereit.
POLEN
Das Leistungsspektrum umfasst
u. a. die Dateneingabe und -verifizierung, die Abwicklung von
Kundenanträgen, das Reklamationsmanagement sowie den
Druck und Versand von erforderlichen Schriftstücken.
Das branchenspezifische Knowhow und die Compliance mit allen notwendigen Bankenstandards machen CERI zu einem der
wenigen Serviceprovider, der
Vertrauens und der Sicherheit.
Daher erfüllen die eingesetzten
Verfahren stets die aktuellen internationalen Anforderungen in
puncto Datensicherheit und Per-
Prozesse für die sehr anspruchsvolle Finanzwirtschaft bearbeiten
kann.
sonendatenschutz. Das bezeugen sowohl die Referenzen als
auch mehrere Preise, die das Unternehmen in den letzten Jahren
erhalten hat.
Dazu können die Kunden bei CERI
beispielsweise die gesamte papierhafte und digitale Dokumentenverwaltung auslagern und
somit neben geringeren Kosten
auch von Qualitäts- und EffizienzSteigerungen profitieren.
Neben der mehrfach gesicherten
Verwahrung und Archivierung
von Dokumenten zählen auch
umfassende
Digitalisierungsservices zu den Leistungen – egal
ob laufende Prozesse und Dokumente digitalisiert oder ein
Datenbestand elektronisch verfügbar gemacht werden soll.
Last but not least: CERI ist Spezialist für Banken. Neben all den
Prozessen im Dokumenten- und
Kundenmanagement, hat das
Unternehmen langjährige Expertise in bankspezifischen
Dienstleistungen wie z.B. Kontopfändungen, Kreditadministration oder Transaction-Banking.
Eine langfristige und partnerschaftliche
Zusammenarbeit
hat bei CERI erste Priorität. Alle
Lösungen werden in engem Austausch mit dem Kunden erarbeitet.
Autor: CERI International Sp. z o.o.,
Polen, Bilder: Gregor Helms (S.59),
CERI (S.60)
www.ceri-international.de
Geschäftsprozesse auszulagern
ist immer auch eine Frage des
Ansprechpartner für Unternehmen in Deutschland, Österreich und der Schweiz:
Herr Tomasz Królik
E-Mail: [email protected]
Mobil: +48 662 161 458
Gerne beraten wir Sie in allen Fragen zu Prozessen, deren Optimierungen und Auslagerung. Besuchen Sie uns auf: www.ceri-international.de
Page 60
The NEW
Outsourcing Journal
ONLINE
coming soon
more topics - more information - new design better accessible - increased reach out
bi-lingual - German, English
www.outsourcing-journal.org
Page 61
QUALITY
Advertorial
Quality Management in Outsourcing
Incorporating Structural Quality Metrics
into Outsourcing SLAs
By Jay Sappidi, Sr. Director of CAST Research Labs
With recent trends in the reduced accessibility of skilled resources, the continued drive to improve the
bottom line, and the growing new breed of mainland, near shore and offshore outsourcing options, the selection of an IT vendor is becoming increasingly critical. Yet outsourcing inherently carries with it a certain
relinquishment of control—and when the outsourced project has an off-shored element, the potential
increase in benefits is met with an equivalent increased set of risks.
This paper focuses on incorporating Structural Quality Metrics derived from static code analysis into outsourcing Service Level Agreements (SLAs) to build a transparent and healthy relationship with the service
providers, while maintaining visibility and control over the outsourced applications to mitigate any potential risks. Content of the document may be used to build a technical addendum as part of a Master Agreement “Software Quality of Deliverables” or “Acceptance Criteria” section.
Software Structural Quality Metrics For SLAs
Companies have historically
made services providers accountable for the quality of delivered
products and services, primarily
by incorporating metrics on project quality (schedule adherence,
change management, etc.) and
process quality (methodologies)
into their SLAs. While it might
seem obvious to hold outsourced
teams accountable for the intrinsic quality of the product itself,
this measure has typically been
ignored in SLAs, primarily due
to the lack of effective tools to
measure product quality in a
comprehensive way.
Static code analysis enables automated, continual and objec-
tive assessment of the structural
quality of applications being delivered from service providers.
There are primarily three categories of outputs, representing
a combination of higher-level
and lower-level structural quality
metrics of software that can be
incorporated into SLAs to achieve
a specific business need or objective: Quality Indices, ApplicationSpecific Rules and Productivity.
Quality Indices
Static code analysis solutions
parse source code and identify
code patterns (rules) that could
lead to potential defects. By categorizing these improper code
patterns into application health
factors such as Security, Perfor-
mance, Robustness, Changeability and Transferability, you can
aggregate the results and assign
a specific value to each category.
Figure 1 provides an example of
how rules can be aggregated to
form meaningful metrics.
Ideally, you should analyze your
applications for a minimum of
two to three releases and use the
average scores as a baseline for
each of these health factors. You
can then set targets to monitor
the overall health of the application over time.
Application Health Factor Indices
assess the risk of code patters or
rules that could affect:
• Robustness: making the application unstable in production
• Performance: resulting in po-
Page 62
QUALITY
tential performance issues in an
application
• Security: causing security
breaches in an application
• Transferability: making it difficult for a new team or team
member to work on the application
• Changeability: risking technical
regressions when modifying the
application
also often specific code patterns
(rules) that you want to avoid.
For example, if the application
is already suffering from performance issues, you want to make
sure to avoid any rule that would
further degrade performance.
These specific rules should be incorporated into SLAs as “Critical
Rules” with Zero Tolerances.
Productivity
Application Specific Rules
The Quality Indices described
above provide a macro picture
of the structural quality of an
application. However, there are
Page 63
Static code analysis solutions
should provide the size of the
code base that is added in a given release. Along with KLOC (kilo
lines of code), some advanced so-
lutions like CAST Application Intelligence Platform (AIP) provide
data on the number of Function
Points that have been modified,
added and deleted in a release.
This information can be combined with the amount of development hours spent for a given
release to develop productivity
metric like KLOC/hour or an estimated IFPUG FP/hour. This is a
very relevant metric to track, especially in a multi-vendor scenario, so you can see how different
service providers are charging
you and can set targets and monitor productivity for each vendor.
However, care should be taken
QUALITY
to put productivity metrics into
context since the amount of time
spent on a given release can’t be
fully derived only from the actual
source code delivered. For example, the configuration tasks related to a software package cannot
be derived from the source code,
neither can the time spent on understanding existing code itself
as it can be quite different from
one technology to another, from
one architecture to another, from
one team to another. Moreover,
quite often service providers
have their own proprietary packages or components that static
code analysis solutions are not
able to access and are therefore
not reflected in quantity-related
outputs.
This type of productivity information can be very useful when
monitoring an outsourcer or software vendor, and combined with
quality outputs and other indicators such as the amount of hours
spent, it can provide some insights into why a specific release
took more man hours / KLOC than
other releases and help identify
key areas for improvement in
overall productivity.
Best Practices for Incorporating Structural Quality
Metrics into SLAs
In this section we will discuss
some common best practices to
ensure that the deliverables from
your service providers meet the
overall quality objectives of the
organization by using Structural
Quality Metrics in SLAs.
Definitions
You should explicitly define quality and how it will be measured
using a static code analysis solution. You can refer to Consortium
of IT Software Quality (CISQ’s)
“Measuring Application Structural Quality and Size” document.
CISQ is an independent organization sponsored by Object Management Group (OMG) and Software Engineering Institute (SEI)
to define standards around structural quality of software.
Here are some suggested definitions that you might consider:
a) Software Quality: For the purposes of SLAs, software quality is
measured and defined by a series
of indices, indicators and metrics generated by the static code
analysis solution, an automated
solution that will analyze the delivered source code
b) Quality Model: A collection
of rules that can be aggregated (with different contributing
weights) into quality characteristics as defined by Health Factors
and Quality Indices
c) Health Factors: The Quality Model aggregates rules into
five main quality characteristics
called “Health Factors” - Robustness, Performance, Security,
Transferability and Changeability.
These health factors are measured on scales 1 – 4 (1 = poor and
4 = excellent) or A -E (E=poor and
A=excellent)
d) Violations: Improper code pattern or application source code
that does not follow a specific
rule as defined in the Quality
Model
e) Critical Rules (Violations): Any
violation of the “Most important
rules”, as identified by the company, which can have detrimental
effect on overall application quality objectives or business objectives
f ) Threshold Target: Minimum
grade, as established under the
SLA, that should be attained for
various Health Factors and Critical Rules for acceptance of each
release
g) Expected Target: The target
grade, as established under the
SLA, that should be attained for
various Health Factors and Critical Rules for each release
Introducing Structural Quality
Metrics into an SLA
Of course, the best time to introduce Structural Quality Metrics
into SLAs is at the beginning of
the contract, when it is the easiest to set expectations on quality objectives based on the static
analysis solution outputs.
However, if you are in the middle of a long-term contract with
a vendor, you can try to make
changes to the existing SLAs. A
situation like this will require collaboration with the vendor to define common goals on why, how
and when to use a static code
Page 64
QUALITY
analysis solution and what kind
of metrics make the most sense
in the context of those goals.
Roles and Responsibilities
It is vital to clearly define the
roles, responsibilities and expectations from the vendor and the
client.
The Company’s Responsibility:
a) For each application under
contract, the company should
clearly define the threshold and
expected target (in consultation
with the Service Provider) for
Quality Indices.
b) Critical Rules: Baseline compliance ratio, Threshold and Expected Target scores
The Service Provider Responsibility:
a) Upon request, the Service Provider should deliver complete
snapshots of the whole source
code (and SQL structure definition files) of the application to
make a static analysis audit, even
if the new release doesn’t modify
all components of this application.
b) The Service Provider should
only refer to results of the static
analysis audit carried out by the
Company. Any result produced
outside the scope of the Company’s static analysis reference database should be ignored.
c) The Service Provider should
commit to meet, for each appli-
Page 65
cation, the Threshold Target and
to provide a preventive action
plan to improve the quality of the
code in order to achieve the Expected Target scores as defined
in the Implementation Scope of
Work.
Measurement Process
a) Establish a Baseline: All the
quality indicators should be
baselined, by analyzing the applications with a static code analysis solution, before the Expected
and Threshold Targets are set.
b) Set Expected and Threshold
Targets: Based on the baseline
Quality Indicators and requirements of the business, Expected
and Threshold Targets will be
agreed upon by the Company
and the Service Provider. As mentioned earlier, these should be set
on a per application or team basis, taking into account the baseline scores and overall business
objectives.
c) Monitor and Review Results:
Static analysis should be done on
an agreed upon cadence (once
every week, month or release)
by the Company and the Service
Provider as outlined in the Implementation Scope of Work. Quality
Indicators will be reviewed to determine action/remediation plan.
d) Determine Remediation: For
each release of the application,
the Service Provider should commit to meet the Threshold Target
score and to provide a preventive
action plan to improve the qual-
ity of the application source code
to achieve the Expected Target
score.
Quality Model Change Management Process
Three different events may impact the score of Quality Indicators provided by the static code
analysis platform:
a) An addition to the set of rules
or a modification of an existing
rule to the Quality Model
b) Adoption of a new version of a
technology or a new technology
in the application that will directly impact the measure of a Health
Factors or Quality Indices
c) Adoption of a new release of
static analysis platform
Although it’s always better to not
change the measurement referential during a project, it may occasionally become impossible to
avoid. In this case, a formal process should be put in place to address the impact on the Threshold and Expected Target scores.
In the event of one of the three
scenarios outlined, the source
code of each application analyzed with the static code analysis platform should be measured
before and after the event. The
difference between the two results will be presented to the Service Provider and if necessary the
Expected and Threshold Target
scores should be updated with
mutual consent.
QUALITY
Review and Update Thresholds
and Objectives
The Thresholds and Expected
Target scores should be reviewed
and updated annually, or in conjunction with any of the events
described in the last paragraph
“Quality Model Change Management Process “.
Selecting the Right Static
Code Analysis Platform
Measuring the structural quality
of software applications is evolving from an art to a science with
the availability of software tools
that automate the process of
code analysis. However, it is important to understand that there
are two broad categories of solutions to measure software structural quality. The first category
measures code quality of individual components, which are
language-specific and narrowly
focused.
The second category measures
application quality, in addition
to analyzing the code at component level. This second category
of solutions also analyze how
components interact with one
another across multiple layers
(UI, logic and data) and multiple
technologies. The exact same
piece of code can be safe and
excellent quality, or highly dangerous, depending on its interaction with other components.
Mission critical applications must
be analyzed in the context of
the numerous interconnections
among code components, data-
bases, middleware, frameworks
and APIs. This results in a holistic
analysis of the structural quality
of an application.
In summary, code quality tools
help developers, while application quality solutions provide
visibility for architects, managers
and executives into the quality of
applications. The two solutions
are complementary and address
different needs. In the context of
measuring Structural Quality for
introducing metrics into SLAs, it
is important to choose a platform
that analyzes application-level
structural quality, as they provide
an accurate and holistic view of
the entire system.
With that in mind, here are some
key characteristics of an enterprise level static code platform
that should be taken into consideration when evaluating a solution to introduce structural quality metrics into outsourcing SLAS:
• Scope of Coverage: As mentioned earlier, for the purposes
of introducing structural quality metrics in SLAs, the solution
should provide application level
analysis that provides a holistic
view of the quality of entire system and not just individual code
components.
• Breadth of Coverage: Make sure
the static code analysis solution
covers all the technologies in
your portfolio. Most of the solutions cover only one or few technologies.
• Depth of Coverage: Ensure solutions analyses all the different
layers in your application stack
from user interface to all the way
to data logic and database.
• Executive Level Insights: Solution should not only identify
anti-patterns but aggregate the
results and provide insights that
help managers prioritize issues,
make resource allocation and investment decisions.
• Third-party Integration: Should
integrate into any existing Application Lifecycle Management
(ALM) tools or defect tracking
systems.
• Scalability: Should be able to analyze multiple applications and
provide integrated dashboards
to provide comprehensive visibility and ease of use.
Conclusion
Effective SLAs are extremely important to assure successful outsourcing engagements. The indices, indicators and metrics used
to measure and manage performance against SLA requirements
are at the heart of a successful
agreement and are critical to the
long term success of outsourcing
relationships. By using relevant
static analysis outputs that are
properly aligned with the overall business and IT organization
objectives, you not only ensure
higher quality of deliverables, but
also a healthy win-win relationship between the Company and
Service Provider.
Page 66
QUALITY
The author: Jay Sappidi is a Sr.
Director of CAST Research Labs
at CAST and is responsible for researching industry trends in application structural quality and
benchmarking services. He has
over 15 years of experience focusing on product management, consulting, outsourced and off-shore
application development. Prior to
CAST, Jay worked at Deloitte Con-
sulting as a management consultant in the Strategy and Operations
group where he helped companies
with their corporate, marketing,
operations, and IT strategies. Jay
earned his bachelor’s degree from
Birla Institute of Technology and
Science, Pilani, India, and an MBA
from MIT Sloan School of Management.
Visit us at: www.castsoftware.com
1 “Measuring Application Structural Quality and Size” – Consortium for IT Software Quality (CISQ) http://www.it-cisq.org/)
Infographic
Unemployment rates Europe.
Quelle: Eurostat
Page 67
BPM & BPO
Business Process Management
BPM enabled BPO: foundations for long
term success
By Pietro Casella, Safira, Portugal
On recent insights, Gartner reported the benefits of BPM technology applied to BPO organizations. On
this article we bring forward practical BPM implementation guidelines that will ease your path through
maturity.
The applicability and benefits of
Business Process Management
approach to improve BPO providers’ performance have been
widely pointed out by analysts
such as Gartner.
The main highlight of this research is the impact that BPM
can have on the client experience
(improve service quality and client performance) and on your internal performance (reduce costs,
increase scale). An important
point is that BPM initiatives on
both ends can be a key driver for
the maturity of the relationship.
Despite intuitive, the practical
side of implementing such initiatives poses serious challenges. On
this article we provide some advice to ensure a smoother adoption of BPM on your BPO centers.
Whether you’re at an early stage
of BPM adoption or already at a
later stage, we highlight the fol-
lowing aspects as key to future
success:
Prepare performance
monitoring from start
Most if not all BPMS vendors advertise some sort of outstanding
out of the box capabilities. From
our experience though, to fully
leverage those features, performance monitoring requires proper design and if not addressed at
an early stage, design decisions
may impair your future ability to
capitalize the monitoring benefits.
Implement and verify
reusability
Reusability is another big tenet
of BPM platforms. If your strategy
includes providing per-customer
process customization, you need
to ensure that the bits and pieces
of your actual processes are reus-
able and ready to cope with different but compatible process
models. Not only should you design for change but it’s equally
important that you test and promote reusability on your projects.
Prepare to manage and
deploy change
One of the biggest challenges of
BPM projects is the management
of constant changes. In particular
if you follow an agile methodology, multiple versions of the same
process must coexist. When you
are running several customers,
this complexity is even higher.
Your BPM architecture must
be prepared for this constant
change. Make sure your BPMS
features migration and version
management mechanisms and
that they are robust and tested at
early stages of your program (first
month).
Page 68
BPM & BPO
Mind the User experience
Leading BPMS provide UI building capabilities which are designed for implementation speed
and flexibility. This means that
those out of the box features
should be privileged as a way to
ensure future change bandwidth,
even if at cost of a modern more
flashy approach.
From our experience, a moderate investment, at early stages, to
align the out-of-the-box UI with
your usability standards, also
with reusability in mind, renders
outstanding satisfaction in the
long run. From our experience, if
UI is not addressed early, the later
modification effort can be overwhelming and a pose a serious
risk to adoption, satisfaction and
continuity.
Support is critical
When you rollout BPM on your
organization, specialized support needs arise. The standardfaq based approach must be
replaced by process-minded resources with business specific
knowledge and cross application
knowledge.
Conclusion
When preparing for BPM-enabling your BPO secure and test
the major tenets of BPM from
start. Creating a strong foundation of reusable blocks, performance metrics and change ready
teams and infrastructure is what
ultimately give you the flexibility to evolve your processes, and
collect the promise to increase
efficiency and add value to your
clients.
The author: Pietro Casella is an experienced BPM Manager at Safira.
With an eclectic IT consulting background delivering Process Reengineering, Corporate Performance Management and Business Process
Management programs on the Financial Services, Health and NGO
Sectors, he focuses on improving customers’ business performance
through smart BPM enablement, development and servicing initiatives. You can reach him by email on [email protected]
www.safira.pt
Page 69
BPM & BPO
Business Process Management
Die Kluft zwischen Geschäftsprozessen und Strategie
Von Dr. Clemente Minonne, Zürcher Hochschule für Angewandte
Wissenschaften (ZHAW), Schweiz
Nur sieben Prozent der deutschsprachigen europäischen Unternehmen verfügen über ein umfassendes
und aus der Unternehmensstrategie abgeleitetes Prozessmanagement. Dies zeigt eine aktuelle Studie der
ZHAW.
Viele Unternehmen streben an, ihre
Geschäftsprozesse mittels eines
bewussten, strukturierten und
konsequenten
Prozessmanagements zu optimieren und dadurch
die Qualität ihrer Dienstleistungen
und Produkte, die organisationale
Produktivität sowie ihre Innovationsfähigkeit zu steigern.
Eine empirische Studie des
Zentrums für Wirtschaftsinformatik
der ZHAW bestätigt diese Aussage
insofern, als dass die befragten Unternehmen als Hauptziel angaben,
die Qualität Ihrer Prozesse zu optimieren sowie ihre organisationale
Produktivität zu verbessern.
Lediglich ein Fünftel der befragten
Unternehmen sieht in der Anwendung von Prozessmanagement einen
Ansatz, um ihren Innovationsgrad
zu steigern. Interessanterweise
spielen das Auffinden prozessualer
Engpässe sowie die Unterstützung
von In- und Outsourcing-Entscheidungen bei der Zielformulierung
Page 70
BPM & BPO
eine untergeordnete Rolle.
Knapp zwei Drittel der Befragten
gaben an, ihre Organisation erfülle die Reifegradstufen 1 und 2
(vgl. Grafik auf Seite 43). Dies bedeutet, dass einzelne Aspekte des
Prozessmanagements durchaus
thematisiert werden. Rund ein
Drittel der Unternehmen erklärte,
bestimmte ProzessmanagementMethoden seien zwecks kontinuierlicher Prozessverbesserungen
bereits eingeführt worden.
Doch nur 7 Prozent der Befragten
bestätigten, dass in ihrem Unternehmen Methoden und Richtlinien für das Prozessmanagement eingeführt wurden.
Eine branchenbezogene Betrachtung zeigt, dass die Reifegradstufen 3 oder 4 insbesondere
bei Organisationen des Bankenund Informatiksektors erreicht
werden. Abgesehen von diesen
beiden Spitzenreitern entsteht
somit ein ernüchterndes Bild zur
Umsetzung von Prozessmanagement im deutschsprachigen
Europa. Im Einklang mit der Betrachtung des Reifegrades zeigt
sich auch, dass Unternehmen,
die über eine dedizierte (interne)
Stelle für Prozessmanagement
verfügen, am weitesten entwickelt sind.
Hindernisse und Herausforderungen
Bei der Transformation in eine
prozessorientierte Organisation
stellen die mangelnde Unterstützung seitens des Führungsteams
sowie fehlende beziehungsweise
ungenügende Vorgaben aus
der Unternehmensstrategie die
grössten Hindernisse dar. Als weiteres Hindernis wurden fehlende
Zahlen zum finanziellen Nutzen
von Prozessmanagement erwähnt. Zu wenig Fachkompetenz
im Prozessmanagement respektive mangelnde Ressourcen stellen weitere Hinderungsgründe
dar. Die in diesem Kontext ste-
henden Kosten (Investitionen,
operatives Management, etc.)
scheinen dagegen kein besonderer Hinderungsgrund zu sein,
um Prozessmanagement einzuführen.
Erstaunlicherweise leiten 78 Prozent der Organisationen die Geschäftsprozesse nicht oder nur
teilweise aus der Organisationsstrategie ab. Dies, obwohl für die
Umsetzung von Organisationsstrategien vielerorts das Instrument der Balanced Scorecard
eingesetzt wird, das – zumindest
methodisch betrachtet – diesbezüglich Hilfe leisten sollte. Lediglich 14 Prozent der befragten
Unternehmen leiten Geschäftsprozesse mehrheitlich oder vollständig aus ihrer Strategie ab.
Eine mögliche Erklärung für diese
Diskrepanz könnte die vielerorts
mangelnde Feinkörnigkeit strategischer Vorgaben im Sinne von
Zielformulierungen und konkreten Massnahmenbeschreibungen sein.
Das Bewusstsein für die
Wichtigkeit
von Prozessmanagement
besteht, mit
der Umsetzung
hapert es.
Quelle: Minonne, C. et al.
(2011)
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BPM & BPO
Als Funktionsbereiche, die aufgrund eines eingeführten Prozessmanagements den höchsten
Nutzen erzielen, wurden die
(interne) Beratung und Dienstleistungserbringung sowie die
Informatik und die Beschaffung
bezeichnet. Betrachtet man die
unterschiedlichen
Branchen
vertiefter, so treffen die Antworten mehrheitlich auf den
Banken- und Informatiksektor zu.
Zögerliches Outsourcing
Bei der Frage nach der Auslagerung von Geschäftsprozessen gaben knapp über ein Viertel
der befragten Unternehmen an,
dass sie heute schon Geschäftsprozesse oder Teile davon auslagern. Lediglich 7 Prozent erklärten, sie würden sich in naher
Zukunft mit der genauen Analyse und Auslagerung ihrer Geschäftsprozesse befassen. Fast
die Hälfte der Umfrageteilnehmer hat bis heute noch keine
Prozesse ausgelagert und auch
keine Pläne, dies in naher Zukunft zu tun. Für lediglich 5 Prozent kommt Outsourcing generell nicht in Frage.
Für mehr als die Hälfte der befragten Unternehmen scheint
die potenzielle Auslagerung
der internen Informatik grossen
Nutzen darzustellen.
Auch wird die Auslagerung von
Teilprozessen oder einzelnen
Tätigkeiten aus den Bereichen
Human Resource Management
sowie der Logistik und der internen Dienstleistungserbring-
ung so eingeschätzt. Nur 4
Prozent gaben an, dass sie im
Bereich von Forschung und Entwicklung und bei Stabsstellen
einen Nutzen von Outsourcing
sehen.
Offensichtlich scheint in diesem
Kontext die Sorge nach dem
Verlust von Kernkompetenzen
hoch zu sein. Dedizierte Softwarewerkzeuge für Prozessmanagement werden von knapp der
Hälfte der befragten Unternehmen heute schon eingesetzt.
Dies unterstreicht, dass softwarebasierte Werkzeuge für die
Umsetzung von Prozessmanagement von einem grossen Teil der
befragten Unternehmen akzeptiert sind und vielerorts aktiv und
auch nutzenbringend eingesetzt
werden.
Page 72
BPM & BPO
Auf die Fragen nach den Zielen,
die durch den Einsatz von Softwarewerkzeugen für Prozessmanagement erreicht werden
sollen, steht die Antwort «Erhöhung der Effektivität der Geschäftsprozesse» an erster Stelle.
Davon abgeleitet folgt die Er-höhung der Qualität der angebotenen Dienstleistungen, respektive Produkte.
Dies lässt vermuten, dass sich
diese Unternehmen stark auf
sogenannte
Kernprozesse
konzentrieren. Solche Softwarewerkzeuge werden von den
befragten Unternehmen mit
Abstand am häufigsten (81 Prozent) für die Modellierung von
Geschäftsprozessen verwendet.
Weitere
Verwendungszwecke
sind die Prozessanalyse (55 Prozent) sowie die Unterstützung
von Aspekten in den Bereichen
Governance, Risk und Compliance (46 Prozent).
Zusätzlich resultierte, dass die Automatisierung (41 Prozent) und
das Monitoring (38 Prozent) von
Prozessen im Vergleich zu deren
Simulation (17 Prozent) mehr Bedeutung haben. Letzteres könnte
mit den vielfach fehlenden Funktionalitäten der am Markt erhältlichen Softwarewerkzeuge erklärt werden.
Ungenutzte
Möglichkeiten
Aufgrund der Studienresultate
zeigt sich, dass sich insbesondere die strategische Perspektive des Prozessmanagements in
der Praxis wesentlich komplexer
gestaltet, als dies auf den ersten
Blick zu vermuten ist.
Vielerorts scheinen Unternehmen das Potenzial noch nicht vollumfänglich zu nutzen, das ihnen
Methoden und unterstützende
Werkzeuge für das Prozessmanagement bieten. Eine reine Automatisierung von bestehenden
Geschäftsprozessen wird dem
Grossteil der Unternehmen im
deutschsprachigen Europa kaum
gerecht und greift zu kurz, da
damit hauptsächlich der Produktivitätsfaktor (zeitliche Dimension) erhöht wird. Qualitäts- oder
auch Innovationssteigerungen
werden hierbei kaum erreicht.
Automatisierung im herkömmlichen Sinne bedeutet die Ausgestaltung von konkreten Elementarprozessen in einer möglichst
effizienten
Form.
und
ausführbaren
Generell zeigt der Marktspiegel,
dass der Reifegrad von Prozessmanagement in Unternehmen
noch keine signifikante Stufe erreicht hat; dies unabhängig ihrer
Grösse. Es besteht jedoch ein
generelles Bewusstsein für diese
Managementdisziplin. Doch Bewusstsein allein wird kaum genügen, um die Anforderungen an
die Unternehmen erfolgreich
zu meistern. Ein erster Schritt in
Richtung Aufklärung und Verstehen scheint vielversprechend zu
sein. Wer Prozessmanagement
vernünftig angeht, wird von Anfang an darauf bedacht sein, die
Zielvorgaben für die betroffenen
Umsetzungsmassnahmen in entsprechender Detaillierungstiefe
zu erarbeiten.
Literatur: Minonne, C.; Colicchio,
C.; Litzke, M.; Keller T. (2011): Business Process Management 2011
- Status quo und Zukunft: Eine empirische Studie im deutschsprachigen Europa, vdf Hochschulverlag,
1. Aufl., Zürich. Kaplan, R. S.; Norton, D. P. (1997): Balanced Scorecard. Strategien erfolgreich umsetzen, Schäffer-Poeschel Verlag,
Stuttgart.
Der Autor: Clemente Minonne, Dr., ist Leiter der Research Group for
Knowledge and Information Management sowie Organisationsberater und Dozent an der School of Management and Law der Zürcher
Hochschule für Angewandte Wissenschaften (ZHAW). Dr. Minonne ist
General Chair des Schweizer Councils des Outsourcing Verbandes.
Kontakt: [email protected]
Page 73
PRODUCT DEVELOPMENT
Product Development
Does project development proficiency
matter for technology start-up efficiency?
By Mike Grebennikov, Migrate2mobile & Fabian Oliva, Fiverun Inc.
According to a recent survey, performed by the U.S. Commerce Department, of every 10 start-ups 7’ll survive their 1st year, 3’ll still be going after 3 years and only 2 will remain after 5 years. These are quite startling numbers and really beg the question: “Why do start-ups fail?” Obviously, the success of a start-up depends on development of a project on time and within budget; focus on your potential customers, proper
targeting and marketing, ability to demonstrate real competitive advantages, time-to-market speed and
many others that each start-up CEO must take into account.
However, if you do not have a
product by the day X or your
product development has eaten
your entire budget you will definitely fail. That’s why product development management is one
of the key elements for survival
for start-ups at any period of their
existence.
On this same point, entrepreneurial visionary, Steve Blank famously stated in 2009 that one
of the leading causes of “death”
for a start-up is the Product Development Diagram. Everyone
knows the model: Concept/Business Plan > Product Development > Alpha/Beta Test > Launch
/ 1st Ship.
From the very first time you speak
with a customer, you realize your
previous assumptions on needs
and requirements were incorrect
and thus the product development model goes out the window. Simply put, that model is
great for an existing product, but
simply does not work for a startup. In a rapidly evolving start-up,
ideas and thoughts about customer require fluid thinking and
evolution from all teams, most
importantly product development.
How to cope with a
product development
hassle?
There are several “must do” steps
we recommend to perform:
- Find the best product development manager with experience
in your product niche you can afford.
- Find the best product development team with successful track
records you can afford.
- Clearly discuss with the product manager and the team your
goals, timeframes, budget and
priorities.
- Become a part of the development team as a product owner.
Your task is to answer questions,
listen to and discuss new ideas,
provide vision and customers’
feedback.
- Employ lean start-up principles
A properly chosen product development manager together with a
proficient product development
team might became your long
term technology partner that will
take all technology burden away
from your shoulders and let you
concentrate on your core business.
During the early stages of your
venture, a properly selected technology partner plays a key role in
your future business success.
An ideal technology partner is an
advocate, industry watcher and
Page 74
PRODUCT DEVELOPMENT
Most common pros are:
a. Cost effective resources;
b. Availability of resources;
c. Proficiency in software development.
Most common cons are:
a. Language barriers and (or)
cultural differences;
b. Time zones difference (this
may work as a pros and provide
you with up to 24h a day non
stop development).
c. Lack of control over the whole
process when you haven’t prepared for this type of collaboration.
2. Regardless of the stage at
which your project currently is,
is it documented well enough?
It might be WIKI page, word document, a fully written set of napkins, and whatever else, but your
idea must be documented.
expert in its field, but above all,
should truly get into your business and join his own interests
with your business interests. Possessing development experience,
technology excellence, budget
and time fits, a technology partner is a “single point of accountability and contact for all technology issues”, says Dan Blumenthal,
executive vice president of Miller
Systems, a Boston-based technology concern.
It sounds good in a theory, but is
it possible to find such a successful combination of product management and project execution
skills in practice?
Page 75
Sure it is possible. There are many
IT companies (really there are
tons of them!) around offering IT
products and IT projects development services. To select the right
one you need to answer several
questions to yourself first:
1. Are you ready to work with a
foreign company?
Local companies might look
more attractive but if your budget is modest you may find locals
a bit too expensive. There are a
number of well-known and new
outsourcing destinations; each
has its pros and cons.
3. Do you have a set of formal
documents like NDA, Product
development Agreement, RFI
ready?
4. Do you know what part of the
whole project you are ready to
outsource?
It might be a tight question if you
have some know-how you are
not ready to share with anyone
yet.
5. Are you ready to work more
and work longer hours?
It may sound strange but you will
PRODUCT DEVELOPMENT
need to spend a lot of time discussing your project and ideas
once again (we presume that
you have already discussed it internally… at least once…) with a
new team, probably adjust your
initial idea according to your
technology partner input.
A strong technology partner
company will provide you with
thoughtful feedback proposing enhancements, optimal approach to a product development, risks mitigation plan and
overall technology solutions. Bad
developers will just do what you
said them to do with no responsibility for you business results.
Longer hours sometimes required when you work with a
company that has at least 7 hours
difference with your time zone.
6. Are you organized enough to
work under process?
It might be old-fashioned Wa-
terfall, fancy Agile (and alike), a
mixed one, but it will require a
certain level of discipline at your
end.
NB: sometimes you need to be
flexible and adopt the best from
their processes.
• Can both of you manage to
have at least 4 hours of joint
work time per day?
Now you need to develop
a kind of a selection
What’s next?
procedure.
To build one you may need to
take into account the following
questions to candidates:
• Do they have positive track
records?
• Do they have positive references?
• Do they have the right technology expertise?
• Do they show a long-term partnership approach?
• Are they ready for a full involvement into the project develop
ment as your business partner,
not just as a third party developer?
• Are they flexible enough to
work under your processes?
The goal of this article is to provide enough information for you
to ask more questions and look
for more answers on the subject.
We believe you might want to
know more about:
• What country to choose as an
outsourcing destination?
• What business model to use for
your project?
• What about IP rights protection?
• What is a reasonable monthly/
hourly payment amount?
• Is everything above applicable
for your company and/or project?
Mike Grebennikov, outsourcing expert, a managing partner of a full service
digital agency Migrate2mobile, UK and Belarus. www.migrate2mobile.com.
Fabian Oliva, successful serial entrepreneur
and CEO at Fiverun Inc, a San Francisco, CA startup that provides a tablet-based social product
catalog that helps high value brick and mortar
retailers improve the in-store shopping experience and reduce inventory. www.fiverun.com
Page 76
BELARUS
Eastern-Europe
Belarus’ Potential of becoming Europe’s
Silicon Valley by 2015
A market review by Viktor Bogdanov, Ciklum, Ukraine
While being one of the most controversial countries in Europe, oftentimes referred to as a “dictatorship”,
over the past few years Belarus has managed to become one of the most powerful hotspots for the outsourced Research and Development (R&D) and IT, even though it is rarely mentioned in the official global
industry ratings.
The Belarusian government has
repeatedly announced its ambitious goal of converting Belarus
into the European “Silicon Valley”
by 2015. To reach it, the country’s
policy makers have already made
some significant steps aimed to:
- Better promote Information
and Communication Technology
(ICT) education among today’s
students and graduates
- Re-train and upgrade the existing pool of specialists with science, technology, economics and
math (STEM) skills to meet the
future internal and external demand for ICT professionals
- Align ICT educational programs
with the real-life needs of the
business and technology environments
- Innovate and modernize ICT infrastructure
- Attract more foreign investors
by offering favorable taxation
and pricing conditions
The 2012 review
Ciklum has reviewed recent Belarus ICT and Information Technology Outsourcing (ITO) achievements as well as plans for the
future industry development in
order to assess the feasibility of
its strategic goal. In particular,
the research has focused on the
three key areas, which are: education, Technology Parks, and
competences and costs of IT resources.
In the recent years the Belarusian
ITO market has been developing at a fast pace, with: 24%-28%
growth rate on a year-on-year
(YOY) basis (since 2009), a 25%
revenue increase and market volume assessed at $384 million (as
of 2011) (1 )
In the 2011 “Analysis of Belarus
Page 77
as an Offshoring Destination”
Gartner concluded:
“A strong education system and
cost-competitive salaries, together
with a reasonably strong workforce, have enabled Belarus to
develop a mature IT outsourcing
industry, supporting the country
as an alternative destination for
offshore activities, especially software development.” (3)
BELARUS
Minsk
The current state of the
Belarus ICT industry
While being one of the most
controversial countries in Europe, oftentimes referred to as a
“dictatorship”, over the past few
years Belarus has managed to become one of the most powerful
hotspots for the outsourced Research and Development (R&D)
and IT, even though it is rarely
mentioned in the official global
industry ratings. Since 2005 Belarus has made and continues to
make important steps towards
becoming a true e- country with
a well-developed ICT infrastructure, well-promoted ICT education, best-on-market IT resources
and innovative ICT projects for
both private and public sectors
– steps that other officially recognized Central and Eastern European (CEE) hubs have not even
planned yet.
to the Forbes Magazine, per capita income from IT services export
in Belarus exceeds that of Russia
and Ukraine (7).
The fact that many international
giants such as Microsoft, IBM,
Oracle, Siemens, T-Mobile, Alcatel, Coca-Cola, Philips, SAP as well
as leading innovative niche players such as eBuddy and Steely
Eye have entered the Belarusian
ITO market in recent years proves
Belarus’ ability to offer robust
technology solutions and qualified resources comparable to the
leading recognized ITO hubs.
Belarus is ranked 56 by the ICT
price basket, leaving behind such
EU states as Bulgaria, Hungary,
Slovakia, and Czech Republic and
countries like Argentina, Brazil,
India, China, and Mexico (8). In
the 2011 Ease-of- Doing-Business
Rating Belarus has climbed up by
22 positions from 2010 (9). These
and other indicators already put
Belarus in an equal position with
other CEE ITO leaders such as
Ukraine, Hungary, Romania or Poland. The Belarusian government
has ambitious goals of expanding the pool of ICT resources from
today’s 25,000 up to 300,000 and
increasing significantly the ICT
Today’s Belarus ICT Talent pool
is assessed at 25,000 specialists,
which makes it one of the largest
pools in the Central and Eastern
European region (6). According
Page 78
BELARUS
readiness by 2015.
Initiatives, education and
benefits
When the Belarusian government initiated the first High-Tech
Park (see p. 6 “Technology Parks”)
in the mid-2000s, it launched a
massive promo campaign under
the slogan “Silicon Valley of Belarus” (10).
After the respective Decree “On
Belarus High-Technology Park”
had been signed by the President in 2005, the government
announced its ambitious plans
to gradually convert the entire
country into the European “Silicon Valley”.
Belarus has a favorable geographical location, especially for
the European customers. It takes
only 2 hours to get to Minsk from
Paris, Frankfurt, Vienna, and less
than 3 hours from Rome, London
and Madrid by air (11).
Foreigners visiting Belarus require a visa (only the CIS countries’ residents are exempt from
it): a single entry visa can be obtained right at the airport upon
arrival, while a multiple entry visa
(up to 12 months) should be obtained at the Belarus Embassy beforehand.
Back in the USSR times, Belarus
was a hotspot for civil and military software development, robotics, artificial intellect, distributed computing networks and
Page 79
other high-tech solutions. As a result, the independent Belarus has
inherited an excellent technical
education system which is being
strongly supported by the government. As of today, Belarus has
34 universities and higher degree
institutions that graduate 16,000
ICT specialists annually (12).
Country” project is to re- train
people with engineering and accounting backgrounds to gain
the most demanded technology
skills. This initiative is supposed
to add value to other projects
(listed below) aimed to provide a
sufficient workforce supply level
for the future ITO industry (16).
In an effort to modernize the
technical education system and
align educational programs with
the real-life business needs, in
2010 the Belarusian government
together with the state telecom
companies initiated the ambitious project called “IT Country”.
The project’s key goal is to boost
the development of the Belarusian ICT market by creating a pool
of over 300,000 IT specialists and
generating around $7 billion in
annual profit by 2015 (13).
2. A huge milestone achieved
within the “IT Country ”Project
is the establishment of the IT
Academy, an international training and R&D center. The Center
determines the future strategy of
the ICT market development, requirements for knowledge levels
and skills, and also ensures an appropriate knowledge exchange
among national and foreign students and certified specialists.
Today, the IT Academy is the only
educational center in Belarus that
prepares business analysts for ICT
sphere (17).
The following are some of the
most robust initiatives under the
“IT Country” Project aimed at improving and fostering ICT education among the Belarusian youth.
1. To create a vast pool of ICT resources, the project initiators are
attracting more students and
graduates to get / improve the required ICT skills by offering innovative short-term training and retraining programs (one to eight
weeks in duration) as well as
longer-term modular programs.
They also foster competition
among different higher degree
institutions to ensure a better
quality of the obtained expertise.
Another step planned by the “IT
3. The prospective milestone to
be met in the near future within
the “IT Country” Project is the establishment of the IT Test Center
that will develop special tests and
metrics to better determine IT
specialists’ levels of qualification
as well as solutions to effectively
re-direct them to innovative areas and technologies.
BELARUS
vestments here. There is a strong
culture of IT development and innovation and that is the most valuable asset a company can have
in the IT business (26).”
4. In October 2011 the Belarusian
Ministry of Education and QAI
Global Institute (Orlando, USA),
the world’s leading provider of
express IT training programs,
joined forces to create conditions
for introduction and implementation of the leading international ICT training programs and certifications. The agreement signed
by both parties envisions joint
seminars and other educational
events dedicated to software development project management,
QA and testing, business analysis,
processes’ maturity, competence
assessment, teamwork and collaboration, and other important
topics (18).
It is expected that these and other initiatives will help promote
ICT education among the Belarusian youth and significantly increase the supply of qualified IT
resources for both domestic ICT
and ITO industries in the years to
come.
Belarus is currently home to two
Technology Parks: the High-Tech
Park and the Infopark. They both
aim to provide a solid legislative,
administrative and economic
base for the future development
of the national ICT and IT Outsourcing industries.
Technologies, knowledge
and qualification
In 2010 Belarus ranked 13th in
the Global Services List of Top 20
Locations for ITO and High-Tech
Services by the number of developers employed by the ITO sector
(25).
Belarus is rich in all of the mainstream technologies as well as
some rare ones, such as SAP and
Lotus. According to Ilya Yuriev,
Managing Director of SAP Belarus, “SAP has a strong position on
the Belarusian market and continues to see benefits from the in-
The qualification of the Belarusian IT talent is undisputable and
globally recognized. According
to the 2012 Bench Games, an international online intellectual
competition conducted by Brainbench, one of the world’s leading providers of skills assessment
solutions, Belarus ranks 6th out
of 50 countries by the number
of the most certified specialists
leaving behind such Western European countries as the United
Kingdom, Germany, Sweden and
Norway, and it ranks 4th out of 50
countries by the number of the
most Master-Level certified specialists (27).
Overall, Belarus ranks 4th globally (together with India) by the
number of IT certificates granted
in 2012, following Ukraine, the
United States and Russia.
Employment in the ITO sector
also offers a significantly lucrative
salary for the ICT specialists in Belarus, the average being around
1,400 USD (28) (while the overall
average monthly salary in Belarus
is only 330 USD, as est. in 2011)
(29). Though this is high for Belarus, it is still three or four times
lower than in Western Europe or
the USA.
Salary-wise, the cost of the ICT
Page 80
BELARUS
resources depends on a seniority level and technology skills.
Android and iPhone developers
are some of the most demanded
ones nowadays due to an increasing number of the outsourced
mobile projects, and their salary
can reach up to $2,000 USD per
month or even more. The next
in demand are JAVA developers.
The ones with more than 2 years
of experience cost nearly 1,800
USD per month, while senior de-
velopers (more than 6 years of
experience) may cost up to 2,300
USD per month. The experienced
(over 3 years) .Net and PHP developers cost 1,600-1,700 USD per
month, which is around 75% less
than in Western Europe (30).
Resources: 1 ITO News, 2012, 2
Analysis Case Study 2011, 3 Park.
By 2012, 6 IT Strana 2011, 7 Park.
By 2012, 8 SBBA 2012, 9 DoingBusiness.org 2012 10 Belarus Time
2006, 11 High-Tech Park 2012, 12
GoalEurope 2012, 13 IT-Strana.By
2012, 14 Brainbench 2012, 15 Ibid.
2012, 16 Lenta.Ru 2012,
17 Park.By 2012, 18 IT-TUT.By 2012,
25 IT-TUT.By 2011, 26 ITO News
2012, 27 Brainbench 2012, 28 ITTUT.By 2012, 29 GoalEurope 2012,
30 Ciklum Statistics 2012
Pictures: Ciklum,
factbook
CIA
World-
The Author: Viktor Bogdanov, IT outsourcing consultant and blogger, former MD at IT Sourcing Europe
(UK), currently - PR Manager at Ciklum (Ukraine). www.ciklum.com
Advert
Page 81
AUSSCHREIBUNG
Management
Das Ausschreibungs- und Auswahlverfahren
Ein Beitrag von Sabrina Hahn, matrix technology AG, München
Zu Beginn des Ausschreibungsverfahrens legt das auslagernde
Unternehmen fest, welche der
oben genannten Ziele durch das
geplante IT- Outsourcing erreicht
werden sollen.
Ist dies geklärt, dann folgt der
so genannte Request For Information (RFI), bei dem das auslagernde Unternehmen zunächst
unverbindlich die grundsätzliche
Leistungsfähigkeit und -bereitschaft möglicher Provider erfragt.
Zusätzlich füllen die potentiellen
Anbieter in der Regel einen Fragenkatalog aus. Dieser enthält
sowohl Fragen zum Unternehmen des Providers, als auch eine
Skizze des geplanten Outsourcing-Vorhabens.
Das auslagernde Unternehmen sollte im Rahmen des RFI
zunächst nur grobe Informationen über das eigentliche
Outsourcing-Projekt bekanntgeben, aber schon an dieser Stelle
umfassende Informationen über
die Geschäftspolitik sowie Referenzen der in Frage kommenden
Provider einholen. Ziel des RFI ist
es, diejenigen Anbieter zu selek-
tieren, die im nächsten Schritt in
die eigentliche Ausschreibung
mit einbezogen werden.
Diese erhalten anschließend einen Request For Proposal (RFP),
also eine offizielle Aufforderung,
sich auf die Ausschreibung des
Outsourcing-Gebers zu bewerben. Der RFP beschreibt ausführlich das geplante OutsourcingVorhaben und liefert detaillierte
Informationen zu gewünschten
Services, Mengengerüsten und
Service Level Agreements (SLAs)
sowie einen detaillierten Zeitplan
für die Migration und die spätere
Betriebsphase.
Die potentiellen OutsourcingNehmer
reichen
im
Rahmen dieses RFP-Prozesses ein
verbindliches Angebot, einschließlich ausführlicher Leistungsbeschreibung und detaillierter Preiskalkulation ein. Die
einzelnen Angebote werden anschließend im direkten Vergleich
bewertet. Neben den beiden
Hauptfaktoren Preis und Leistung spielen dabei auch Qualität,
Erscheinungsbild und Detaillierungsgrad des Angebots eine
Rolle. Der Bewertung folgt meist
eine Vor-Ort-Präsentation der
drei vielversprechendsten Angebote, bei der es neben harten
Fakten auch auf weiche Faktoren
wie Kommunikation und Methodenkompetenz ankommt. Auf
dieser Grundlage fällt der Kunde
schließlich seine finale Auswahlentscheidung. Auch wenn viele
Unternehmen heute auf den
RFI verzichten und gleich einen
RFP an die potentiellen Provider versenden, empfiehlt es sich
dringend, an dem beschriebenen
zweistufigen Verfahren aus RFI
und RFP festzuhalten. So lässt sich
das Auswahlverfahren deutlich
übersichtlicher und nachvollziehbarer gestalten, was sowohl auf
Kunden- als auch auf Providerseite beträchtliche Ressourcen
spart.
Ist die Entscheidung für einen
Provider gefallen, so steht im
nächsten Schritt der tatsächliche
Vertragsabschluss an. Hierbei ist
es wichtig, Missverständnissen,
die aus unterschiedlichen Interpretationen von Vertragsklauseln
resultieren können, von vornherein vorzubeugen. Zu diesem
Page 82
AUSSCHREIBUNG
Zweck sollten sich alle Projektbeteiligten an einen Tisch setzen
und gemeinsam eine detaillierte
Leistungsbeschreibung formulieren.
Darüber hinaus regelt der IT-Outsourcing-Vertrag unter anderem
folgende Punkte:
• Vertragslaufzeit
• Grundlagen der Zusammenarbeit, einschließlich Vorgehensweise bei Interessenkonflikten
• Qualität und Servicelevel der
Dienstleistungen (so genannte
Service Level Agreements)
• Art der Leistungsverrechnung
(zum Beispiel pro Betriebssyteminstanz oder pro
Client-Arbeitsplatz)
• Leistungsverzugsstrafen
• Mitwirkungspflichten des
Page 83
Kunden
• Datensicherheit und Datenschutz
• Handhabung von Risiken (zum
Beispiel Haftung, Mängelbeseitigung)
• Hard- und Softwareübergang
• Überleitung von Arbeitsverhältnissen
• Änderungsverfahren für Vertragsanpassungen
Von zentraler Bedeutung sind
hierbei die Service Level Agreements (SLAs). Sie beschreiben
die Leistungseigenschaften, die
dem Kunden von Seiten des Providers zugesichert werden, zum
Beispiel Leistungsumfang und
Reaktionszeit. Der Provider bietet
dem Kunden jeden Parameter in
verschiedenen Gütestufen (Levels) an, unter welchen dieser frei
wählen kann. Zum einen schaffen
SLAs Preis-/Leistungs-Transparenz für Kunden und Provider.
Zum anderen dienen sie der
Streitvermeidung beziehungsweise Streitschlichtung, da die
kritischen Punkte der Zusammenarbeit schon bei der Ausarbeitung der SLAs diskutiert und
geklärt werden. Zum Nachhalten
der SLAs werden im IT-Outsourcing-Vertrag Kennzahlen der Erfolgskontrolle und Zielerreichung
– so genannte Key Performance
Indicators (KPIs) – festgehalten.
KPIs werden in der Regel dreidimensional ausgestaltet. Das bedeutet, dass die erwarteten Ziele
hinsichtlich Zeit, Menge und
Qualität definiert werden.
Im Rahmen der Leistungsbewertung wird schließlich überprüft,
ob diese KPIs auch tatsächlich
eingehalten wurden. Dabei handelt es sich nicht selten um ein
AUSSCHREIBUNG
Spiel ohne Schiedsrichter, denn
natürlich beharren beide Seiten –
sowohl Kunde als auch Provider –
auf ihrer eigenen Auslegung der
Service Level Agreements und
Key Performance Indicators.
Leider gibt es bisher keine offizielle neutrale Instanz, die sich
auf die Vermittlung zwischen
beiden Parteien in solchen Fällen
spezialisiert hat. Öffentliche Einrichtungen haben zwar versucht,
eine Schiedsstelle aufzubauen,
die als Anlaufstelle bei Schwierigkeiten mit IT-Serviceverträgen
dienen soll. Diese Organisation
hat jedoch den Betrieb bisher
noch nicht aufgenommen. Bereits heute gibt es aber externe
Unternehmen, die in solchen
Streitfällen Unterstützung anbieten. Auf Providermanagement
spezialisierte Unternehmensberatungen fungieren teils auch als
Schlichter bei Streitigkeiten über
IT- Outsourcing-Verträge.
Gefahren vermeiden
Im Rahmen des IT-Outsourcings
lauert eine ganze Reihe von
Gefahren. Wer im Zusammenhang mit der Auslagerung von
IT-Services einige Kernpunkte
beachtet, kann diese Stolpersteine aber ganz einfach umgehen.
Schon im Rahmen der Ausschreibung muss die Motivation
des auslagernden Unternehmens
eindeutig kommuniziert werden.
Das hilft den Anbietern, sich für
die Aufgaben richtig aufzustellen.
Von zentraler Bedeutung ist
außerdem eine möglichst klare
Definition der vertraglichen Leistungen. Dazu gehört zum einen
eine detaillierte Leistungsbeschreibung und zum anderen
unmissverständliche Regelungen
bezüglich der Pflichten des Erbringers und des Empfängers
der Leistungen sowie der Verfügbarkeit der IT-Services. Fehlen
hier eindeutige Definitionen,
kann es schnell zu Missverständnissen kommen.
Um nur ein Beispiel zu nennen:
Bei einem Online-Shop wird als
Messkriterium eine Verfügbarkeit
des Shops von 99,9 Prozent vereinbart. Die Art der Messung
bleibt aber laut Leistungsbeschreibung offen. Später stellt
sich heraus, dass der Shop für die
Gesamtzeit zu 100 Prozent aus
dem Internet erreichbar war.
Allerdings konnte über einen
längeren Zeitraum keine bestätigte Bestellung angenommen werden, weil keine Verbindung zum Lagersystem des
Anbieters hergestellt werden
konnte. In einem solchen Fall sind
Reibereien zwischen Kunde und
Provider hinsichtlich der Auslegung der Vertragsvereinbarungen vorprogrammiert.
Halten Sie zudem im IT-Outsourcing- Vertrag klare Kennzahlen
(KPIs) fest, anhand derer die Einhaltung oder Nichteinhaltung
der Service Level Agreements
transparent gemacht werden
kann. Schwammige Formulierungen helfen hier nicht weiter!
Darüber hinaus sollte der Vertrag ein „Change-Management“
festlegen. Der IT-OutsourcingVertrag muss sich ohne Schwierigkeiten an wechselnde Gegebenheiten anpassen lassen. Wenn
der Auftragnehmer zum Beispiel
neue Mitarbeiter einstellt und
deshalb mehr IT-Arbeitsplätze
benötigt, muss das gewährleistet
werden, ohne dass dazu ein neuer Vertrag aufgesetzt werden
muss. Außerdem muss geregelt
sein, wer Regeln ändern kann.
Empfehlenswert ist, dass beide
Seiten den Vertrag in regelmäßigen Abständen überprüfen.
Halten Sie im Vertrag in jedem
Fall auch Art und Weise des Monitorings und Reportings sowie
eine Eskalationsstrategie fest.
Für jeden IT-Service, den Sie auslagern, müssen auf Seiten des
Anwenders und des Providers
Kommunikationsschnittstellen,
also die richtigen Ansprechpartner, zur Verfügung stehen.
Das verhindert , dass sich der
Dienstleister oder auch die interne IT-Abteilung nach dem
Motto „Wir wurden darüber nicht
Page 84
AUSSCHREIBUNG
rechtzeitig informiert“ aus der
Pflicht stehlen kann. Es wird empfohlen, schon vorab zentrale
Rollen und Verantwortlichkeiten
zu definieren. Diese können je
nach Größe des OutsourcingDeals von einer oder mehreren
Personen übernommen werden.
dass sich die Vertragsvereinbarungen nicht nur auf die technischen Leistung-en konzentrieren,
die vom Provider bereitgestellt
werden sollen. Die damit gekoppelten IT-Prozesse finden in der
Praxis fälschlicherweise oft zu
wenig Beachtung.
Ein weiterer Punkt, der in keinem
IT-Outsourcing-Vertrag
fehlen
darf: eine klar definierte Preisgestaltung inklusive Sanktionen bei
der Nichterbringung von Leistungen. Hier können unter Umständen auch Sonderzahlungen
für den Fall festgelegt werden,
dass ein Service- Anbieter umfangreichere Leistungen erbringt, als vertraglich vereinbart
wurde
(Bonus-Malus-System).
Weiterhin ist darauf zu achten,
Viele Unternehmen wissen auch
nicht um das Einsparpotential
variabler Modelle und zahlen
ihrem Provider daher mehr Geld
als nötig. Viele Service-Pakete
umfassen auch Services, die gar
nicht ständig benötigt werden,
im Rahmen von Pauschalvereinbarungen aber trotzdem bezahlt
werden müssen. Stattdessen
empfiehlt es sich, Leistungen, die
keine täglichen Grundanforderungen darstellen, sondern nur
in bestimmten Situationen eine
Rolle spielen, als On-DemandLeistungen zu definieren, die
vom Provider nur bei Bedarf erbracht und in Rechnung gestellt
werden.
Auch das Fehlerkosten-Management wird in vielen IT-Outsourcing-Verträgen vernachlässigt.
Kosten, die durch Prozess- oder
Servicefehler
des
Providers
entstehen, werden nicht detailliert und systematisch dokumentiert. So gehen die internen
Aufwände für Korrekturen oder
Doppelarbeit durch solche Providerfehler meist vollständig zu
Lasten des Anwenders.
Die Autorin: Sabrina Hahn ist studierte Kommunikationswissenschaftlerin und seit 2010 Online-Redakteurin bei der matrix technology AG. Das mittelständische IT-Beratungs- und Dienstleistungsunternehmen mit Sitz in München und Stuttgart unterstützt
Unternehmen bei IT-Outsourcing-Vorhaben – von der Ausschreibung
bis zum IT-Betrieb.
www.matrix.ag
Advert
Outsourcing News and Information for Germany,
Austria and Switzerland. Sign up for free under:
w w w. o u t s o u r c i n g - ve r b a n d. o rg
Page 85
ORGANIZATIONS
CERI International Sp. z o.o. wurde 2003 als
einer der ersten Outsourcing-Anbieter
auf dem polnischen Markt
gegründet. Heute sind wir ein dynamisch wachsendes Unternehmen im Bereich Business Process
Outsourcing. Einer unserer Schwerpunkte ist die
Abwicklung von Geschäftsprozessen für Banken
und Finanzdienstleister. Durch die Optimierung
von Betriebsprozessen erzielen wir signifikante
Qualitätssteigerungen für unsere Kunden.
Der alleinige Inhaber der Gesellschaft ist seit
März 2012 die Commerzbank AG, die zweitgrößte Bank Deutschlands.
CERI International bietet eine umfassende Betreuung von Geschäftsprozessen an, die sowohl
einzelne Dienstleistungen als auch komplexe
Leistungspakete enthält. Diese schneiden wir
individuell auf Ihre jeweiligen Bedürfnisse zu. So
finden Sie in unserem Angebot die beste Lösung
für Ihr Unternehmen.
CERI International Sp. z o.o.
Traktorowa Str. 148/158
91-204 Lodz, Polen
Tel.: + 48 42 203 42 05
Fax: +48 42 270 49 03
www.ceri-international.de
Ansprechpartner:
Tomasz Krolik - Business Development Manager
Mobile: +48 662 161 458
E-Mail: [email protected]
CodeIT provides quality
web development
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Recently our company started providing game
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The main focus of CodeIT is a client and project’s
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Page 86
ORGANIZATIONS
We at Bulpros are a young, dynamic team, who
have
done
many successful
projects
and achieved incredible results together. We are
focused on providing the best value projects in
Software development, Web & Mobile development, Customer Service, Technical Support &
System Integration and Professional Staffing.
We pride ourselves in our tailored approach to
each customer and in our inner drive to always
achieve better and better results and exceed
our clients’ expectations. We work together
every day with the mission of delivering higher
outsourcing value added and innovation to the
businesses of our customers. We are dedicated to
quality and overall customer care and to officially
prove that, we have successfully gone through
ISO 9001:2008certification for our Business Processes Framework for IT services and support.
Our ambitions reach beyond the Bulgarian borders, but for now we are located in the Bulgarian
market; with our services covered by the main
Bulgarian cities – Sofia, Varna, and Plovdiv. Although our operations are located in Bulgaria,
we have extensive experience in the setup, transition, and management of large-scale outsourcing projects, supplying multi-language, multicultural delivery for global clients.
The solutions we provide are not constrained to
industry – we have clients in the automotive, IT,
Telecommunication, Financial services, and many
other areas and strive to provide the best cost/
quality ratio every day of our work with them.
Web: www.bulpros.com
Contact: [email protected]
bpv GRIGORESCU ŞTEFĂNICĂ is an independent Romanian full service law firm established
since 2006. The firm comprehensively advises in
the areas of Anti-trust and Merger Control, Banking and Finance, Corpo-rate and Commercial,
Dispute Resolution, Employment and Pensions,
Energy, Environment and Regulatory, EU Law,
Mergers and Acquisitions, Public Procurement,
PPP and Concessions, Real Estate and Construction, Taxation. bpv GRIGORESCU ŞTEFĂNICĂ is
founding member of bpv LEGAL, an alliance of
independ-ent commercial law firms operating in
Bratislava, Brussels, Bucharest, Budapest, Prague
and Vienna, render-ing cross-border legal advisory services to clients in Central and Eastern
Europe.
For further information, please contact us:
Christina Costa, Communication and Public Relations Manager
Tel: +40 730 61 47 46
Email: [email protected]
Web: www.bpv-grigorescu.com
SAFIRA is at
the forefront
of Business
Process Management and
Operational
Decision Management service delivery, changing the game of modern process management in
leading organizations across the globe.
SAFIRA drives global companies to achieve top
business process performance, through unique
blend of BPM and ODM. We’ve assisted customers in the Financial Sector to reach the champion’s league of Operational Excellence by driv-
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ORGANIZATIONS
ing down the cost-to-income ratio, we’ve helped
setup pan-european level BPM Centers of Excellence, we’ve made processes mobile, we’ve provided full 360° business visibility by automating 800+ processes in a single program, and we
helped saving human lives.
SAFIRA differentiates by focusing, outranking
competition in business value propositions, innovation and domain expertise. With this focus
customers leverage our more than 250.000h of
project experience with Magic Quadrant leaders,
a team of 120 professionals, BPM project assets
and lessons learned from more than 5 BPM programs over the last 6 years.
Having been awarded Best Place to Work by Heidrick & Struggles for 4 consecutive years, we’re
able to attract, develop and retain top talent, and
put it to our client’s service.
Founded in 1997, we have offices in Lisbon, Warsaw and Barcelona and deliver solutions On-site,
Near/Offshore and Mixed Shore to more than 10
countries in Europe, Middle East and Africa.
Contact: Pietro Casella
Email: [email protected]
Web: www.safira.pt
Advert
Present your company with a sophisticated
profile on EUBIS - the new platform for the
global outsourcing industry.
It’s free, independent, modern
and cross-media. Visit:
www.EUBIS.org
Binary Studio is a
dynamically growing Ukrainian IT
nearshoring company. The essence
of our business is
to create long-term
dedicated teams of software developers working
as a part of your company’s team and developing your software products on such technologies
as Microsoft .Net, LAMP, Java and low-level programming (C++).
The company showed double growth in 2011
and is expected to exceed this result in 2012 due
to significant increase in nearshoring services
among west European IT companies. We have
recently launched an affiliate service company
www.mobilexdevelopment.com to serve increased clients’ demand for mobile app. development (Android, iPhone and WindowsPhone7).
Our clients are mostly from EU with more than
half located in DACH region.
Taking the best from the benefits Eastern Europe
offers as a nearshoring location, we at Binary Studio add to this our management experience in
this area. We know how software development
process works, what the risks are and how to
manage them, how developers feel about their
work and what to do to make them available for
our client’s projects in a long run.
Having gathered a profound experience of cooperation within different markets, Binary Studio is looking forward to expand its business in
Germany, Austria and Switzerland and is open for
partnership offers from DACH-region.
Offices: Bratislava, Slovakia and Donetsk, Ukraine
Contact: Ms. Antonina Yakovleva
Tel: +380.62.206.84.61,
Email: [email protected],
Web: www.binary-studio.com
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ORGANIZATIONS
Vorsprung durch Sourcing - Leistungsqualität
hoch, Kosten
runter:
Vor
dieser Herausforderung stehen heute viele
Unternehmen.
microfin,
als
unabhängige
Beratung für
Outsourcing
&
Sourcing,
Prozessoptimierung und
Restrukturierung, hilft diesen Spagat zu schaffen.
Mit Erfolg, wie Dutzende Projekte bei namhaften
Finanzdienstleistern, Pharma- und Industrieunternehmen beweisen.
In den Themenfeldern Sourcing & Outsourcing,
Governance, Risk & Compliance, IT-Management
und Banking Transformation liegt der Schwerpunkt der Beratung durch microfin. Dabei berät
microfin auf Managementebene mit einem
Spezialisten-Team aus Betriebswirten, Informatikern und Juristen, das sich durch langjährige Erfahrung in Sourcing-Projekten auszeichnet. Die
Leistung endet jedoch nicht bei der Beratung,
sondern reicht bis zur erfolgreichen Umsetzung
– in time, in budget und in quality.
Kernkompetenz des Bad Homburger Unternehmens, das sich seit 2002 erfolgreich am Markt
positioniert hat, ist die Unterstützung von
Outsourcing-Projekten: mit Preis-Benchmarks,
Leistungszuschnitten, bereits ausformulierten
Leistungsbeschreibungen, Preismodellen und
SLAs. Vorhandene Outsourcing-Verträge und
Vergütungsmodelle wurden durch mehrere Evolutionszyklen stets verbessert und erfüllen die
regulatorischen Anforderungen von BaFin und
Bundesbank.
microfin-Beratungsschwerpunkte im Überblick:
- Sourcing-Beratung (Internal Sourcing und Outsourcing)
- Outsourcing-Beratung (Strategie, Ausschrei-
Page 89
bungen, Transitionsbegleitung, Mediation)
- IT-Einkaufsoptimierung (Services, Lizenzen und
Wartung)
- Preis- und Qualitäts-Benchmarks
- IT-Verträge und Claims Management
- Outsourcing-Governance und ProviderSteuerung
- Post Merger Sourcing Integration
Unternehmer und Entscheider profitieren von
der Erfahrung der microfin-Mitarbeiter und
nutzen so Sourcing als Instrument zur Konzentration auf ihr Kerngeschäft. Mit microfin realisieren
sie Wettbewerbsvorteile, denn: Wir gestalten
Vorsprung.
microfin Unternehmensberatung GmbH
Kaiser-Friedrich-Promenade 59a
D-61348 Bad Homburg
Tel: 06172 / 177 63 0
Fax: 06172 / 177 63 200
[email protected]
www.microfin.de
OutCome - Public Relations & Communications in Outsourcing - We are specialized in public communication
for the business- &
IT-service industry.
Experience, network
and presence enable
us to support local and global organizations to
market their brands, expertise and solutions in
the German speaking and European markets.
Know your business and your markets.
We have many years of experiences in marketing, public relations and business development
as well as in the service industry.
We know the market, the business mentatlity,
ORGANIZATIONS
the languages, local expectations and business
procedures.
Creative & independent perspective.
Since 2010 we are managing communication
and marketing activities of the German Austrian
Swiss Outsourcing Association, incl. websites,
broshures, social media, direct marketing, publications and content production.
Leading publications.
As publisher of the Outsourcing Journal we own
one of the most influencial media for the service
industry in Germany, Austria and Switzerland.
The Outsourcing Newsletter is a direct messaging service we maintain for the German Austrian
Swiss Outsourcing Association in co-operation
with the Outsourcing Journal.
Contact us for free consultation and further information via: [email protected]
www.outsourcing- marketing.org
Deutscher Outsourcing Verband e.V.
Die weitere Entwicklung des Marktes für
Outsourc i n g - Leistung-en
in
Deutschland,
Österreich
und der
Schweiz zählt zu den wichtigsten Aufgaben
des Deutschen Outsourcing Verbandes e.V.
Unabhängig und relevant
Seit 2010 ist der Verband unabhängiges
Informations- und Kontakt-Netzwerk zu
den Themen Business Process Outsour-
cing, IT-Outsourcing und Shared Services in
der DACH-Region. Der Verband unterhält
darüber hinaus auch aktive Beziehungen zu
den führenden Organisationen, Medien und
Unternehmen an den wichtigsten Outsourcingstandorten weltweit.
Leistungsstark und Kompetent
Der Verband bietet seinen Partnern und
Mitgliedern aktive Unterstützung bei Informationsgewinnung und -Verteilung, Öffentlichkeitsarbeit und Networking. Dabei geht
es insbesondere darum Wissensträger und
Marktteilnehmer mit in die Arbeit des Verbandes einzubeziehen - durch Veröffentlichungen, Informationsangebote, Kooperationen, Präsentationsmöglichkeiten und
mehr.
Publikationen und Initiativen
Mit dem Outsourcing Journal bietet der Verband heute das führende, unabhängige Informationsmedium zu den Themen BPO, ITO
und SSC in der DACH-Region. Das Journal ist
online verfügbar und erscheint in regelmässigen PDF/Print-Ausgaben.
www.outsourcing-journal.org
Eine weitere Initiative zur Förderung des
Informations- und Wissenstransfers ist EUBIS
- European Business- & IT-Services. EUBIS ist ein
kostenloses Unternehmens- und Wissensverzeichnis. www.eubis.org
Kontakt: Stephan Fricke, Vorstand
+49 911 30844 -91570
[email protected]
wwww.outsourcing-verband.org
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ORGANIZATIONS
Migrate2Mobile is a Full Service Mobile
Agency based in Minsk, Belarus with representative offices in Weymouth, Dorset, UK
and San Francisco, CA, USA.
Founded by experts in IT outsourcing, the
company offers a fully comprehensive mobile service portfolio including development
for iOS, Android, Windows Phone 7 and
Blackberry; integration with social platforms;
HTML5 expertise; the establishment of a client’s own IT Development Team in Eastern
Europe. Migrate2Mobile’s mission is to assist
Clients as their long-term technology partner.
Contact: Michael Grebennikov
E-mail: [email protected]
Skype: michael.grebennikov
www.migrate2mobile.com
Die InterVenture GmbH ist ein Schweizer
Nearshoring
Unternehm e n ,
spezialisiert auf den Aufbau kundeneigener
Entwicklerteams in Serbien. Wir bieten Zugriff auf einen grossen Pool von erfahrenen
Entwicklern im Bereich von Java, .NET, LAMP,
Web- und Mobile-Applikationen.
Ihr eigenes Nearshore-Team - Mit dem
Aufbau kundeneigener Entwicklerteams in
Serbien beschreitet InterVenture einen effizienten und zukunftsweisenden Weg des
Page 91
Software-Outsourcings. Gemäss Ihren Anforderungen stellen wir ein auf Sie zugeschnittenes Team von Entwicklern zusammen. Das Team integriert sich nahtlos in Ihre
bestehende Projekt- und Teamorganisation
und erbringt seine Leistungen gemäss Ihren
fachlichen und planerischen Vorgaben.
Dadurch behalten Sie die volle Kontrolle über
die Arbeitsabläufe und stellen gleichzeitig
einen nachhaltigen Wissensaufbau sowie
eine hohe Effizienz sicher.
Die All-Inclusive-Lösung - Beginnend mit
der Bedarfsanalyse und der Beratung hinsichtlich der geeigneten Nearshoring-Strategie, über die Rekrutierung der geeigneten
Mitarbeiter, den Teamaufbau, die Bereitstellung der gesamten Infrastruktur, bis hin zur
operativen und administrativen Betreuung
der Mitarbeiter bietet InterVenture die Komplett-Lösung aus einer Hand. So erhalten Sie
praktisch Ihr eigenes Nearshore-Center und
überlassen uns die gesamte Administration
und Infrastruktur.
Warum Serbien? - Serbien ist uns geografisch und kulturell sehr nahe. Es verfügt
dank seiner traditionell stark verankerten
Naturwissenschaften über einen grossen
Pool an qualifizierten Hochschulabsolventen und bietet damit eine Top-Verfügbarkeit
an IT-Fachkräften. Ein gut verflochtenes
Beziehungsnetz aus qualifizierten SoftwareSpezialisten garantiert uns den Zugang zu
allen gängigen Programmiersprachen und
Entwicklungs-Technologien.
Kontakt: Dejan Dojcinovic, Managing Partner, Telefon: +41 43 299 69 70, InterVenture
GmbH, Luegislandstrasse 105, CH-8051
Zürich E-Mail: [email protected]
www.inter-venture.ch
ORGANIZATIONS
Unternehmen und Projekt individuell erstellt.
3. Pilotprojekt durchführen
Intellias bietet die Möglichkeit, die Zusammenarbeit in einem 1-2-monatigen Pilotprojekt zu
testen.
Wie kann man das Problem des Entwicklermagels lösen?
Bitte kontaktieren Sie uns, um die unverbindliche Beratung zu bekommen:
Sich für einen passenden Nearshore-Partner
entscheiden:
Ansprechpartner: Michael Puzrakov
1. mit dem richtigen Fokus
Seit 2002 ist Intellias auf deutschsprachige Märkte spezialisiert (über 95% vom Umsatz).
2. an einem günstigen Standort
Lwiw ist eines der wichtigsten OutsourcingZentren in Europa, dem Mittleren Osten und
Afrika (KPMG).
3. mit den besten Entwicklern
Intellias wurde von der größten Entwickler-Community der Ukraine (DOU) in zwei aufeinanderfolgenden Jahren 2010 und 2011 zum beliebtesten Arbeitgeber in Lwiw gewählt.
4. in der richtigen Größe
Intellias beschäftigt über 100 Mitarbeiter und
bietet eine individuelle Betreuung
5. mit dem richtigen Prozessmanagement
Intellias hilft den Kunden effiziente Softwareentwicklungsprozesse für Nearshore-Outsourcing
aufzubauen.
Wie kann man einfach und risikolos mit einem
Nearshore-Partner starten?
1. Kontakt aufnehmen
Intellias hat deutschsprachige Mitarbeiter, die Sie
gerne zurückrufen.
2. Individuellen Plan für die Gestaltung der
Outsourcingprozesse bekommen
Ein Projektleiter von Intellias erstellt gerne für
Sie einen Vorschlag, in dem Teamstruktur, Kommunikationsprozesse, Methodologie sowie Lieferungsansatz detailliert beschrieben werden.
Dieser Vorschlag ist kostenfrei und wird für Ihr
E-Mail: [email protected]
Skype: mpuzrakov
Web: www.intellias.com
Tel:+380 677777 268
Russian Union of Innovation and Technology
Centers (RUITC) was established in 1998 in the
heart of the
Russian microelectronics - Zelenograd city,
also named
“Silicon Valley of Russia” or “satellite of Moscow.” The main direction of RUITC
activities - providing an integrated infrastructure
supporting to Russian high-tech companies,
universities, etc. Also, RUITC promotes transfer
and commercialization of Russian organizations’
technologies; long-term relationships establishment with European partners in the field of scientific, technological and business cooperation
and joint participation in FP7 and other international bilateral Programmes.
In 2007 RUITC initiated the Gate to Russian
Business Innovation Networks (Gate2RuBIN)
Project, which is in March 20, 2008 was officially
Page 92
approved by the European Commission to participate in the European Competitiveness and Innovation
Programme (CIP). «Gate2RuBIN» - is a large-scale project of Russian organizations participation in the largest European network of entrepreneurship support - Enterprise Europe Network (EEN). Currently, RUTC is
the official center of the EEN-Russia and coordinates the activities of more than 20 Russian Regional ITCs.
Due to RUITC activities was reached more than 100 international partnerships. Russian ITCs’ clients submitted more than 50 joint proposals with European companies on the international scientific and technological Calls.
Contact: Dmitry Petryaev, Head of international technology cooperation development department at
RUITC (Moscow, Zelenograd,
Tel: +7(499)720-69-17,
Email: [email protected]
www.eng.unitc.ru
www.gate2rubin.ru/en/
All presented companies and organizations are active on the German and European market.
If you are looking for external partners in IT or business services, please get in touch with the
respective contacts for more information.
Page 93
IMPRINT
Publisher
Deutscher Outsourcing Verband e.V. (German Austrian Swiss Outsourcing Association r.s.),
and Outsourcing Journal
Editorial office
Stephan Fricke
[email protected]
Concept, realization & design
OutCome – PR & Communications in Outsourcing
[email protected]
www.outsourcing-marketing.org
Advertisement contact
[email protected]
Im Auftrag des
Deutschen Outsourcing Verbandes e.V.
Lumumbastr 14
39126 Magdeburg
[email protected]
www.outsourcing-verband.org
Copyright information
Deutscher Outsourcing Verband, e.V. (DOV), Outsourcing Journal
Copying, republishing or use of any contents is prohibited.
All Rights Reserved. 2012
The Outsourcing Journal
independent - informative - relevant
German / English
Online under:
www.outsourcing-journal.org