IBM战略资源管理2

IBMGlobalServices-StrategicOutsourcingIBMStrategicOutsourcing©2003IBMCorporation

IBMStrategicOutsourcing

EmilyWrightBusinessConsultingServices1TheMarketEnvironmentStrategicOutsourcingIBM'sCapabilitiesOnDemandAgenda2Sloweconomicgrowthandpressurestoimproveearningsarecombiningtomakecostcuttingtheprimaryagendaitemforalargemajority(78%)ofcompaniesGrowthisemergingasanimportantissueaseconomicrecoveryhasbeenpostponed(andmaybeslowtoreturn).ITcontinuestobeanimportantleverinachievingthecostsavingobjectiveformostcompaniesintwoverydifferentwaysITisbeingtaskedtoenablebusinessprocessefficiencyITspendingisalsoasourceofsavingsasbudgetsforallfunctionsarebeingtrimmed.Ingeneral,ITbudgetpressureisinlinewiththeoverallbusiness,however30%ofrespondentsindicatethatITspendinghasbeencutmorethanotherfunctionswhile10%statethatIThasbeenprotectedfromcutsSource:2003SOMarketInsightsstudyof300seniorexecutives,MercerManagementConsultingCompaniesaretakingactionstoimprovetheirbottomlineratherthanwaitingfor“therecovery”tosolveproblemsInaweakglobaleconomy,companiesfaceuncertaintyabouttheireconomicandstrategicfuture3Today’sEconomyisForcingCompaniestoAddressComplexNeedstoEnhanceShareholderValueShareholderValue

ManagementNeedsReal-timedecisionsupportanalyticsandtoolsOperatingmodelflexibility

FinancialNeedsReduceandcontrol

operatingcostsImprovecashflowImprovereturnoncapital

StrategicNeedsImprovedcorebusinessfocusTransformedbusinessdesignAdditionaldollarsinvestedinhigher-valueprojects4"Strategicoutsourcingpositivelyimpactsshareholdervalue.Ourresearchsuggeststhedifferenceisintheorderof5.4%abovetheindividualsectoraverageand4.9%abovetheoverallFTSE100."-Source:MorganChambers,"OutsourcingintheFTSE100:TheDefinitiveStudy"

"EvidenceshowsthatIToutsourcinghasadiscerniblepositiveimpactonshareprices.Astudyof27companiesundertakinglargeIToutsourcinginitiativesindicatesanaveragegaininshareholdervalueof5.7%overandabovethegeneralmarkettrend."-Source:SternStewart,"ITOutsourcingandShareholderValue"Whyoutsource?Toincreaseshareholdervalue...5CostRevenue CustomerEfficiencyGrowth SatisfactionSource:2003SOMarketInsightsstudy,MercerManagementConsulting--300interviewswithseniorexecutivesSeniorExecutivePriorities6Substantialmarketgrowthoverlastfiveyears;growthanticipatedat9%through2007.IBMisamarketshareleader.Source:GMV2H03TheMarketplaceTheMarketplaceMarketOpportunityMarketOpportunityCustomersToptwobusinesspriorities-costefficiencyandrevenuegrowthServices-savvycustomers;increasing3rdpartyinvolvementSophisticatedmarketplace(customers,suppliers)CIOsplayingastrongroleinoutsourcingdecisionmakingIncreasinginterestinOnDemandGrowinginterest/expectationofacollaborativerelationshipDealsPricepressure–offshoreacceptanceCompetitionisfierceMorecomplexdealstructuresSOisaMainstreamITSolution7SOaspercentageofIBMrevenue19%SOaspercentageofIBMPTI28%OtherIBMSOSOaspercentageofIBMemployees21%StrategicOutsourcingrepresentsamajorsourceofrevenueandprofitforIBM8Thestrategic(transformational)andconstraint(necessaryevil)segmentsarebecominglessprevalent.CustomersaretendingtoviewITasasupportorenabler9PercentoftheFortuneXthatOutsourcedfrom1997-200260%ofFortune100firmshavetheiroutsourcingbusinessstrategiesinplaceSource:IDC–ContractsDatabase1997-200280%64%60%36%23%Fortune10Fortune25Fortune100Fortune500Fortune1000Outsourcinghasbecomeacommonbusinessstrategy10StrategicOutsourcing:WhatistheValuefortheCustomer?CostreductionAbilitytofocusoncorecompetenciesIncreaseavailabilityofspeciImprovestability,effectivenessandservicelevelsofITEnablerapidbusinesschange/expansionObtainaccesstoadvancedtechnologies&research,andtoindustry,businessandtechnologyexpertsPredictableexpensemanagementGaincontractuallycommittedservicelevelsFlexibilitytotransitiontothenextgenerationofinfrastructureandapplicationsBuildalongtermstrategicrelationship...forcompetitiveadvantageIncreaseshareholdervalue11UnderstandyourcorecompetenciesinlightofyourbusinessstrategyDeterminewhatportionsofyourportfoliotooutsourceIBMcanpartnerwithyourcompanyinavarietyofways--fromout-tasking,toselectiveoutsourcingofoneofmoreITfunctions,tofull-scaleoutsourcingSelectanoutsourcingproviderwhowillbuildastrongrelationshipwithyourcompanyIBMtakesarelationshipapproachthatensuresclearexpectations,allowsforflexibility,collaborativeplanningandmutualaccountabilityARoadmaptoSuccessfulOutsourcing12Asuccessfuloutsourcingrelationshipfocuseson:SettingclearexpectationsfortherelationshipattheoutsetEstablishingappropriategovernanceprotocolstoguidejointactionthatcandeliveronthepromiseoftherelationshipRecognizingtheneedtoadjusttherelationshipovertimeSharedriskandreturnMeetingservicelevelexpectations--notjustSLAsContractflexibility--theabilitytochangethescaleandcontentofwhatisbeingdeliveredasthebusinessenvironmentchangesKeystoaSuccessfulOutsourcingRelationship139、静静夜夜四四无无邻邻，，荒荒居居旧旧业业贫贫。。。。1月-231月-23Wednesday,January4,202310、雨中中黄叶叶树，，灯下下白头头人。。。20:37:2220:37:2220:371/4/20238:37:22PM11、以我独独沈久，，愧君相相见频。。。1月-2320:37:2220:37Jan-2304-Jan-2312、故故人人江江海海别别，，几几度度隔隔山山川川。。。。20:37:2220:37:2220:37Wednesday,January4,202313、乍见翻疑疑梦，相悲悲各问年。。。1月-231月-2320:37:2220:37:22January4,202314、他乡生白发发，旧国见青青山。。04一月20238:37:22下午20:37:221月-2315、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。。一月月238:37下下午午1月月-2320:37January4,202316、行行动动出出成成果果，，工工作作出出财财富富。。。。2023/1/420:37:2220:37:2204January202317、做前前，能能够环环视四四周；；做时时，你你只能能或者者最好好沿着着以脚脚为起起点的的射线线向前前。。。8:37:22下下午8:37下下午午20:37:221月-239、没有失败败，只有暂暂时停止成成功！。1月-231月-23Wednesday,January4,202310、很多事事情努力力了未必必有结果果，但是是不努力力却什么么改变也也没有。。。20:37:2220:37:2220:371/4/20238:37:22PM11、成功功就是是日复复一日日那一一点点点小小小努力力的积积累。。。1月-2320:37:2220:37Jan-2304-Jan-2312、世间成成事，不不求其绝绝对圆满满，留一一份不足足，可得得无限完完美。。。20:37:2220:37:2220:37Wednesday,January4,202313、不知香积积寺，数里里入云峰。。。1月-231月-2320:37:2220:37:22January4,202314、意志志坚强强的人人能把把世界界放在在手中中像泥泥块一一样任任意揉揉捏。。04一一月月20238:37:22下下午20:37:221月-2315、楚塞三三湘接，，荆门九九派通。。。。一月238:37下午午1月-2320:37January4,202316、少年十十五二十十时，步步行夺得得胡马骑骑。。2023/1/420:37:2220:37:2204January202317、空山新雨雨后，天气气晚来秋。。。8:37:22下下午8:37下下午20:37:221月-239、杨杨柳柳散散和和风风，，青青山山澹澹吾吾虑虑。。。。1月月-231月月-23Wednesday,January4,202310、阅读读一切切好书书如同同和过过去最最杰出出的人人谈话话。20:37:2220:37:2220:371/4/20238:37:22PM11、越是没有有本领的