seat58F
outsourcing relationships: international, inter-economic, interpersonal
September 4, 2010 ~ 09:41:57 AM * -07:00ST
end game
Post # 252 by
rc on April 14th, 2009 ~ 07:54:54 AM
Posted as executive team, innovation, r&d |
No Comments »
new services imply that the offerings are responsive to the needs of new customers and they then satisfy the genetic tilt toward growth. assuming that the installed base is managed, extending the service portfolio is the primary lever that improves shareholder value. Innovation plays a significant role in developing the new offerings, but the organizational responsibility for innovation is typically very shallow, often only the R&D manager is assumed to be driving service innovation.
actually, the executive team should be intimately aware of innovation deliverables; they need to have some degree of confidence that the pipeline of future business is continuing to be filled with deals that meet the strategic direction of the company. so, innovation needs to be enabled via good management practices, roles and responsibilities, and ultimately measured so that the directors can have some idea as to what is happening with shareholder assets.
innovation teams usually don’t collaborate with their services suppliers to evolve the capability to extend existing and new services. innovation results influence the supplier qualification assessments and decisions. just as legacy services reach end-of-life, suppliers who don’t insist on being part of the innovation discussion may ultimately be disqualified.
just ask for it
Post # 112 by
rc on March 20th, 2009 ~ 11:08:37 AM
Posted as contracts, metrics, r&d |
No Comments »
“continuous improvement” clauses continue to get people crazy. there is never agreement on what kind of progress is expected or how to measure it.
I’m amazed that clients don’t require that some level of R&D spend be directly assigned to their delivery team. R&D can happen in the local environment to do some workgroup and/or process optimization or it can happen back at HQ as long as the delivery manager has some insight into the pipeline and a plan to integrate specific deliverables as they become available.
continuous improvement won’t happen without some focused effort; given appropriate visibility, clients can easily extrapolate specific efforts into client-perspective cost or performance improvements. all they have to do is insist on being part of that conversation.
who pays?
Post # 269 by
admin on February 15th, 2009 ~ 09:53:31 AM
Posted as PMO, innovation, r&d, xPMO |
No Comments »
the executive committe xPMO pays for straight innovation. they have the larger window on the business landscape.
the client manager pays for r&d with funds derived from the contract.
the xPMO should be aware of client specific requirements and have a seat at those PMO meetings.
