The E xternal C ontractual D election to P rofessional S ervices P roviders (DECPSP) - as the subscriber of the English term “outsourcing” has crucial aspects that must be examined in detail in order to prosper in this undertaking. Namely:
1. Failure to obtain commitment from management executives who wish to delegate external functions and / or responsibilities.
2. Lack of development of a communication plan regarding «outsourcing».
3. Lack of learning regarding the methodologies of «outsourcing» application.
4. Lack of recognition of the business risks inherent in the use, properly speaking, of «outsourcing».
5. Lack of consultations with «outsourcing» specialists when internal knowledge on this subject is non-existent (in the company that wishes to transfer non-core activities to the organization specialized in the respective «outsourcing»).
6. Lack of dedicating the best and most intelligent internal resources (from the company that wishes to transfer non-core activities to the organization specialized in the respective outsourcing).
7. Failure to carefully proceed, through each of the phases, to the implementation of «outsourcing».
8. Lack of recognition of the impact on the different cultures involved (national organizational cultures or international or global organizational cultures), within the organizations that transfer and those that absorb functions and / or responsibilities.
9. Lack of recognition of what is required to guarantee productivity by the outsourcing operator.
10. The lack of formal institution of a program to govern outsourcing (both (a) the duties, rights and attributions of the one who transfers responsibilities, as well as (b) the duties, rights and attributions of the one who assumes the aforementioned responsibilities.
Myths and realities regarding «outsourcing» (for more information)
To access more information, please visit the following website:
www.gestiopolis.com/outsourcing-que-es-y-como-se-aplica/
