Plans are nothing; planning is everything.—Dwight D. Eisenhower

In a previous blog, I discussed the three cornerstones to operational alignment:

Operational Alignment = Process Alignment + Governance Alignment + Transition Alignment

Previously, I discussed process and governance alignment, and this blog will discuss the importance of transition alignment.

Click here to continue reading, "3 Critical Elements of Operational Alignment: Part IV - Transition Alignment"

The provider’s sales team has gone, all site visits have been conducted, and the contract has been buttoned down.  It has been a smooth transition but, now it’s time to put offshore delivery and support to the test of meeting business demands. But, in the new outsourced environment, how do you know whether the objectives against which the provider’s teams are managed, are favorable to your goals?
 
In this business, the key raw materials are people and their abilities. Delivery teams are incentivized to control the cost of people through a series of measures. By understanding these measures, you can better examine whether or not the objectives established for the offshore team will be aligned to your best interests. Below are some of the success criteria typically applied to offshore delivery teams by their management.

Continue reading, "Offshoring:  Are your Provider’s Team Objectives Aligned to Your Goals?"

In a previous blog, I discussed the three cornerstones to operational alignment:

Operational Alignment = Process Alignment + Governance Alignment + Transition Alignment

Several of you have written to me asking for additional details on what governance alignment really means, this blog addresses that question.

Continue reading, "3 Critical Elements of Operational Alignment Part III - Governance Alignment"

I was recently working with a CIO that wanted to know what “Operational Alignment” truly meant, and how it could affect a sourcing decision.  This client was weighing the pros and cons of outsourcing verses a shared services solution.  The CIO felt that with either solution, the new retained organization had already been defined, meaning the company had already had achieved operational alignment.  While having the retained organization defined and ready to implement is an important step in the sourcing journey, it is not a component of having operational alignment.

As we walked down the hall to the CEO’s office, I quickly explained the three critical elements to achieving Operational Alignment...

Continue reading "3 Critical Elements of Outsourcing Alignment"