Ngebloglah dengan riang gembira…

Tulisan ini terinspirasi dari tulisan mas joko supriyanto , setelah saya berblog-walking dengan mencari pembelajaran tentang SEO dan kebetulan di Blog Mas Joko ini membahas tentang SEO itu dan juga tulisan tentang ngebloglah dengan riang gembira ini..ijin ngutip judule yah mas’e 😀

Sudah lama tidak menulis memang, menulis memang susah apalagi jika harus berbicara tentang konten dan aturan yang berlaku, sama seperti tempo hari ketika saya harus menulis di wikipedia…dem, apa2an ini, nulis aja ga becus apalagi nulis di wikipedia, dan berbahasa inggris lagi :D, mau gak mau ya mesti copy paste content yang sudah ada dan di unggah ke wikipedia. Namanya juga pemula, wikipedia me-rejectnya dengan alasan terlalu ngiklan banget dan diambil dari website lain yang sudah ada (sudah saya duga emang :D)..Ya sudah lah, tulisan ini saya serahkan ke teman laen yang lebih senior dan capcus bahasa inggrisnya.

Ya, sudah sejak akhir bulan kemaren saya berganti profesi dari nya tukang IT ke Marcomm, Marketing Communication yang dimana tugasnya lebih ke marketing onliners gitu lah, ngurusin rate hotel, berhubungan onlen ama travel agent (hanya menerima hubungan dalam dunia maya loh ya), manage beberapa website, SEO yang kutupret itu dan pokoke masih banyak lagi dah (namanya juga kerja ndul!)

Profesi baru ini memang banyak yang saya rasakan berbeda dari profesi lama, kalau dulu jadi IT, telepon di kantor bisa berdering 5 menit sekali, bahkan pernah saya hitung total telepon perhari rekornya 20an kali telepon masuk, itu berarti kan saya mesti mesti menyelesaikan 20 masalah yg berbeda atau sama masalah cuman beda orang :D. Beda dengan profesi sekarang..sedikit telepon yang masuk atau bahkan ga ada, telepon malam juga ga ada, libur sabtu minggu, libur bisa tenang, libur bisa ajrut ajrutan, libur bisa olahraga, hauhahaha…tapi tetep lah, resiko ama kerjaan pasti ada, lebih berhubungan ama deadline tentunya, pressure beda, masih perlu banyak pembelajaran lagi, ilmu baru dan tentunya tetap berpikir positif.

Tuh…saya sudah nulis lagi, ngeblog lagi dengan riang gembira 🙂

Continue Reading

Outing..Rafting…and Jumping!

Yak..dalam sebulan terakhir ini, hari minggu saya lewatkan dengan kegiatan2 outdoor itu. Bodo amat ama yang namanya telepon yang berdering itu (tapi tetap saya angkat sih :D)

Outing saya menuju Desa Subaya, yang ada di perbatasan Bangli dan Singaraja bersama rombongan Bali Orange yang sebagian besar adalah anggota Bali Outbound. Sudah tentu jalan berliku kami lalui dan hujan menyambut kami setiba disana, Mas Ari Wangsa…seorang yang sudah tinggal tahunan disana dan merupakan kenalan banyak teman Bali Outbound adalah tempat yang dituju, sebuah gubug kecil nan asri, udara segar dan pemandangan yang indah terpampang di pintu masuk rumah beliau. Banyak catatan kecil yang saya temukan disini, Bukit Cinta-nya (entah siapa yang menamakannya demikian), berdiam di bawah langit cerah di tengah malam sampai dini hari, melihat perbatasan antara Bangli dan Singaraja di kaki gunung di pagi hari, sampai keramahan Mas Ari Wangsa si empunya rumah.

photo diambil dari koleksinya bali outbound

Satu lagi…saya salut akan ketangguhan para penduduk disana, para wanita dan anak2 rela mencari rumput sampai ke kaki gunung dengan kecuraman yang cukup tinggi, dan mereka menjalaninya tanpa ada rasa mengeluh, salute! nah…jangan ngeluh jaque! 😀

2 Minggu kemudian…masih di hari minggu, menuju Sobek Rafting di ubud, bersama @rarasupras, @gustul, @yanuar, @arie_Q, @efi_kojaque, @radendan…kebetulan dapet harga murah dari bunda arie 😀


Selanjutnya menuju warung pulau kelapa, lanjut ke Rumah Topeng & Wayang dan berakhir di Kertalangu.


Selang seminggu kemudian nyoba bungy jumping di bungy co daerah 66 legian, ini juga dapet tiket free dari @efi_kojaque 😉 tadinya sih sumpah! ga mau loncat tapi karena udah janji ama orang2 yang ngajakin loncat @saktisoe en @viar yawdah loncat lah 😛


Mau tau rasanya…ga ada rasa kok, cuman sebentar kok sport jantung aka dug dug ser-nya, pokoke tau2 udah dibawah aja dan ngeliatin tandemnya @saktisoe + @viar, hihihi…

Continue Reading

Melali bersama Balebengong

Minggu lalu saya dan Efi berpartisipasi dalam acara melali (jalan-jalan) bersama balebengong dalam rangka reportase ke Danau Batur – Kintamani. Ada 6 mobil yang berangkat dan sesampainya di Kintamani, jalur yang di lalui bukan jalur seperti biasanya, kami menuju penelokan, jalur lebih extrim karena rusaknya jalan yang sering dilalui oleh truk truk pengangkut pasir. Keindahan kintamani tidak kami lewatkan begitu saja, beberapa kali mobil berhenti hanya untuk berfoto dan bernarsis ria, seperti ini:

Pemberhentian kami selanjutnya adalah Pura Hulundanu di Desa Songan, disana diadakan acara perkenalan semua anggota yang ikut dan ada sesi games dari Dancuk Anton, meskipun akhirnya hujan..perjalanan dilanjutkan menuju Desa Trunyan, tapi sebelumnya sebagian dari kami menuju rumah Putu Restiti, seorang anak yang dengan keterbatasannya, tapi mempunyai kelebihan menciptakan sesuatu (lebih lanjut mengenai Putu Restiti, silahkan lihat tulisan Mas Hendra WS ini).

Sempat makan siang bareng dengan ikan mujahir ala kintamani, perjalanan dilanjutkan menuju Desa Trunyan, jalan yang dilalui begitu berliku dan hujan terus menemani kami. Sesampainya di desa, kami menyewa perahu menuju kuburan di desa trunyan dan terntunya dibantu oleh pemandu disana. Hanya 5-10 menit waktu yang diperlukan untuk sampai ke kuburan. Pak Wayan, begitu pemandu itu namanya, beliau mulai memandu kami masuk kuburan dan menjelaskan secara detail prosesi adat istiadat di kuburan itu (Mengenai profil Pak Wayan ini, silahkan lihat tulisan Eka Juniartawan dalam Balebengong).

Secara singkatnya, prosesi adat istiadat di kuburan desa trunyan ini adalah tempat untuk menaruh mayat hanya disediakan 11, jika ada orang dari desa tersebut meninggal, maka mayat yang paling lama akan digeser dan akan ditempati oleh mayat yang lebih baru. Satu hal lagi, kuburan ini hanya di peruntukkan bagi mereka yang meninggal secara normal, bisa dalam arti sakit, atau yang lainnya. Sedangkan selain itu disediakan tempat khusus di luar kuburan tersebut.

Kurang dari satu jam kami di sana, rencana semula memang ada beberapa tempat yang akan dikunjungi di kintamani tapi karena terhalang hujan, jadi kunjungan hanya ke Desa Trunyan saja.

Well…semoga kegiatan ini berlangsung secara simultan, jadi bale bengong bukan tempat hanya untuk bengong saja 😀

Terimakasih Balebengong 🙂

Continue Reading

Accenture Awarding Night

Seperti yang saya duga sebelumnya, pemenang 1 dan 2 untuk kompetisi ini adalah Julian dan Winarto, lebih lengkapnya disini. Congratz buat mereka 😉

Saya sendiri masuk 5 besar (dalam arti yang menyelesaikan ketujuh case studi), yah..lumayan lah bagi seorang pemula 😛

ki-ka : Tukang Ojeg yang suka nampang, Winarto, Julian Sukmana Putra, Suria Riza (Echa), Ika Rahmawati

Continue Reading

The Seventh Case – Accenture Development Partnerships for Save the Children

Preface

Many large companies have run the Corporate Social Responsibility (CSR), it is a program that implements the company’s social responsibility to the public, the goal of CSR is to embrace responsibility for the company’s actions and encourage a positive impact through its activities on the environment, employees, communities, stakeholders and all other members of the public sphere.

Accenture Development Partnerships (ADP) is same model like a CSR, it is a group within Accenture that designed to operate on a not for profit basis to channel Accenture’s strategic business, technology and project management expertise to non-profit organizations, NGOs, foundation and donor organizations operating in the development sector.

In this case, to collaborate with Save the Children, Accenture as a global consultancy, established Accenture Development Partnerships (ADP) dedicated to channeling Accenture’s capabilities and assets to help address development challenges.

CaseStudy 3

Accenture Development Partnership (ADP) provides its development sector clients with a broad range of management consulting and technology services, drawing on the resources of Accenture’s global organization.

ADP is helping Save the Children improve its supply chain processes. The aim of this collaboration is to enhance Save the Children’s programs in sustainable livelihoods, education and health and emergency response.

After the Tsunami struck Aceh and other regions on December 2004, Save the Children contacted Accenture to develop a logistic and procurement database that would help in managing all of the inflows of goods and delivery to the needed areas.

How Accenture Helped

• Provided Save the Children a better logistics and procurement activities using a custom-developed toolkit
• The toolkit was designed and developed within a short time period to record typical logistics transactions: requisition, procurement, and request for delivery, delivery order, goods receipt, and stock adjustment.
• Developed a pilot and provided Train the Trainers to to Save the Children staff

Question:
What benefit did Save the Children receive from Accenture Development Partnership? What would have happened if Save the Children managed their own tool kit?

Based on case study, Accenture creates a custom developed toolkit to provide Save the Children a better logistic and procurement. Even designed and developed within a short time period record typical logistics transactions, with this toolkit, Save the Children will have one database that would help in managing all of goods and delivery to the needed areas. Also with helped by ADP team which is with their skills and knowledge about this system, a lot of logistics that come from outside can easier to distribute and procurement activities such as purchase planning, suppliers research and selection, inventory control and stock management can run smoothly.

Every people that involved into this project must be work as a team, they will trained by Accenture and will be developed a pilot and provided Train the Trainers to Save the Children staff. It is important to the organization because they will know how manage operation. Manage people, understand the processes, and maximize technology to combine all of it. This aspect is really helps Save the Children staff to improve their skill and capabilities in those activities.

Another question is what would have happened if Save the Children managed their own tool kit? In my thought, if Save the children manage their own kit, it will place constraints in the needed areas, distribution and procurement activities will delayed, increase supply chain cost, wasting time and also works will be ineffective and inefficient. By implementing a custom tool kit from ADP it will helps Save the Children reduce that risk.

As a conclusion, Accenture Development Partnership is helping Save the Children by developing a custom toolkit to improve its supply chain processes.

Continue Reading

The Sixth Case – Bundled Outsourcing for RGM Group

Preface

Today, most companies are looking the best way to maximize their investment on outsourcing. All business section such IT, finance and accounting and human resource must be synergy and synchronize to make the management easier take a critical decision. Bundled outsourcing is the best way for the companies to creating synergies and efficiencies, reduce cost and increasing strategic flexibility while simplifying multiple back-office functions.

Accenture as a global management consulting, technology services and outsourcing company helps clients achieve high performance through bundled outsourcing services designed specifically to meet their particular business challenges and to drive business outcomes.

CaseStudy 2

RGM Group (RGM), a diversified global resources business, with major assets in Asia Pacific, South America and Europe, is rapidly growing in geographical spread and revenue. The organization currently employs 55,000 people and achieved an average growth rate of approximately 25 percent in the last few years and has forecasted to continue its growth through both greenfield and brownfield expansions, and mergers and acquisitions. To support its growth agenda to be a high-performance global business, RGM assessed the viability of setting up a shared services center that could function as a scalable base in terms of providing IT, finance and accounting, and human resources support services to the client’s group of companies and other businesses. Accenture’s feasibility study identified areas for synergy in support functions: human resource, information technology/ information systems, and finance & administration.

Question:

Would a Shared Service Center be the best option for RGM? Would it make sense to have business process standardization, streamlining and improvement opportunities within the business units and across the organization as a whole?

Based on case study, Shared Service Center would be the best option for RGM, In my opinion the section between IT, finance and accounting also human resources is related one to each other; make a whole process become a single platform and it will enable synergies support function as whole activities.

Usually a company starts to run their businesses from employee recruitment, which is the task of the human resources, moreover human resources is also taking care of payroll, training and development to raise personnel performance, healthy and safety of their employee. By implementing an integrated IT system and providing a Shared Service Center, it will helps human resources coordinate all related matters to accounting especially for employee attendance, salaries, and another payment which is related to human resources. RGM Group can realize many times the direct cost savings from bundled outsourcing.

In terms of finance and accounting, a Shared Service Center will facilitate optimal finance processes, such as budgeting a project, month end closing, financial reporting and analysts, also all related work in account receivable and payable. IT plays an important role here to maintain the company’s cash flow to remain stable. By implementing this solution, RGM group will get efficiencies and cost savings also sharpen its focus on strategic initiatives.

Overall, Accenture provide shared service center as a business support function and focusing on operational management of service delivery and overall performance of IT, finance and accounting also human resources operations, meanwhile RGM group can focus on bringing real value to the client’s group of companies, another RGM Group businesses and innovation to the customers. Therefore, it would be make sense to have business process standardization, streamlining and improvement opportunities within the business units and across the organization as a whole

In general, the benefits of bundled outsourcing for RGM Group are :

• Reduce operating risk: Bundling with a single provider greatly reduces potential points of failure.
• Simplify the governance process: RGM group have only one relationship to manage, reducing administrative and contract activity.
• Reduce redundancies and costs: A single platform reduces hardware redundancy, development, maintenance and licensing costs.
• Improve performance: Automating manual processes and activities such as error handling can result in increased productivity and reduced time to complete.

As a conclusion

Accenture providing a Shared Service Center in terms of IT, finance and accounting, and human resources as a bundled outsourcing for RGM Group to creating synergies and efficiencies, reduce cost and increasing strategic flexibility while simplifying multiple back-office functions.
Therefore, it would be make sense to have business process standardization, streamlining and improvement opportunities within the business units and across the organization as a whole

Continue Reading

The Fifth Case – Key Success factors of IT and operations merger integration in CIMB NIAGA

Preface

Talk about merger is talk about integration. Over the past several years, mergers have increased steadily in value and complexity how to integrating two business. In fact, two companies together are more valuable than two separate companies and it will gain a greater market share or to achieve greater efficiency.

Many companies conducting merger to find a balance between synergy realization and customer retention. Beside that, speed is an important factor for merger integration running smoothly, if a company takes too long or there is a delay in capturing the value, it can destroy the business case justifying the merger. In essence, balance between integration speed and profitable customer retention is essential.

Merger integrations are always challenging. Today’s IT and operations merger integration is one of the most important aspects in merger process. The IT & Operations integration will also drive the timeline for most other activities.

Accenture as a global management consulting, technology services and outsourcing company have a reputation to help manage the merger of the two companies operations. Accenture’s industry insights and experience in business integration as well as its proven experience in helping clients seamlessly transition to a post-merger activities in the future.

CaseStudy 2

CIMB Group of Malaysia — the fifth largest financial services provider in Southeast Asia acquired two banks in Indonesia: Bank Niaga and Lippobank. In term of assets, Bank Niaga was the sixth largest bank in Indonesia whereas Lippobank was the tenth. To comply with the Indonesia Central Bank’s “single presence policy”, CIMB embarked on a plan to merge these two banks. The merger would create the fifth largest bank (CIMB Niaga Bank) by total assets of more than USD 10 billion and also among the top five in terms of distribution network in Indonesia.

Due to the IT-intensive nature of the banking business, one of the most important aspects of a bank merger is the IT and operations merger integration. The speed of completing the merger depends on the speed of the IT & Operations integration, whereas true “one-bank” service happens only upon completion of the IT & operations integration. The IT & Operations integration timeline will also drive the timeline for most other activities

How Accenture Helped

Accenture was requested to provide integration services in the execution of the merger of the two banks. Accenture partnered with CIMB Niaga to provide the overall Merger Program Management Office.

Since Accenture’s scope covered mainly IT, it leveraged its proven “Merger Integration Framework and Methodology” to plan and execute the merger in two phases:

• In the Planning Phase, Accenture worked with CIMB Niaga in defining the ‘To-Be’ Target Operating Model for IT, Operations and selected business areas of the merged entity. The IT & Operations integration plan provides a clear roadmap with the best options on how the integration would be achieved within the timeline required by CIMB Niaga

• In the Implementation Phase, Accenture worked with CIMB Niaga to manage the execution of the merger integration activities to achieve Legal Day 1 and Operational Day 1, in line with the Target Operating Model and target schedule defined

Question:
What would be the key success factors in the planning phase that would make an impact in the implementation phase?

Based on case study, Accenture partnered with CIMB Niaga to provide the overall Merger Program Management Office. There are two phases that must be passed to successfully the program, which is Planning Phase and Implementation.

Planning Phase is a milestone that Accenture built for CIMB Niaga especially target Operating Model for IT, Operations and selected business areas of the merged entity. This programs include scope of planning, prepares work plans, cost estimates, and also schedule that required by CIMB Niaga.

In the Implementation Phase, Accenture worked with CIMB Niaga to manage the execution of the merger integration activities to achieve Legal Day 1 and Operational Day 1, in line with the Target Operating Model and target schedule defined

There are several key success factors in the planning phase that would make an impact in the implementation phase:

• Strategic planning
Every company must have purpose behind the business strategy with clear and achievable deliverables especially for IT environments and operations. Selecting target must determine because this is critical issue when the company consider the integration process. Targets valued based on the implementation of a company’s own best practices, processes and systems

• Due Diligence
A key activity in any merger, is due diligence. The benefit of a thorough due diligence effort is vital in helping companies understand what they are buying and in creating the right strategies especially conducting strategic operational and IT to obtain the desired value from a merger.

• Conduct Integration Planning
Integration process needs to run smoothly for the merger to take place and to reap the benefit from the synergy. Thus prior planning should be made even before the completion of the merger with clear timelines and milestone to ensure the successful implementation of the deal. For IT operational, this aspect must be prepared before implementation, so the system can running well to a post-merger activities in the future.

• Execute Integration Plan
This phase would involve the implementation of the plan developed in the previous phase. Decisions have to be made fast to speed the integration process and to prevent any distraction within the workspace in implementing the integration. A communication strategy needs to be developed to address the rumors and question that arise within the post merger integration.

• Evaluation
Planning and Implementation in IT and operations merger integration must be evaluated to reviewing the performance of the new entity to ensure that a successful integration has been completed and the objective of the merger have been achieved.

As a conclusion, a successful post-merger integration must include a robust IT and operation merger integration program. The merger program management office begin with Planning and Implementation phases, which is have a goal to gain a greater market share, reduced cost and to achieve greater efficiency.

Continue Reading

Fourth Case – Improving Indosat Customer Service Level

Preface

In the telecommunication industry, number of mobile phones users has been increasingly competitive. In Indonesia many service provider try to become a leader in this industry, with a latest technology, triggered brand, marketing and pricing they trying to retain their customers. Service models show that losing customers is more costly than acquiring them, and as the masses mobilize, service providers are targeting customer retention.

This increasingly competitive drive every service providers are rethinking its service strategy, especially in terms of its ability to satisfy customer service and in terms of supporting IT services. Increasing customer level is a key to facing challenging market conditions, greater competition and more demanding customers.

Accenture as a leader in global management consulting have deep understanding and proven track record in telecommunication industry to develop and implement an integrated system to helps increase their customer level.

Case Study

As a response to telecommunication deregulation, Indosat formed a merger with Satelindo and IM3, which had caused the combination of several complex systems supporting its different types of products. The various systems include highly customized CRM systems and other supporting systems for the registration and activation of customers’ services. In addition, this merger had also caused multiple cards and voucher inventory systems causing complication in reconciliation and reporting. As the business becomes more dynamic, changes to the systems become more complex and tedious, thus causing long turn-around time during issues resolutions or new product creation. In addition, the reliability of these systems is also one of the biggest concerns within the business. As the complexity of the systems grew, the legacy systems have become unreliable, impacting the customers service level.

How Accenture Helped

Using the Accenture Communication Solutions, based on telecommunication industry best practices, Accenture implemented an integrated customer care and cards inventory management systems that combined all the wireless products within Indosat Accenture managed the project by working closely with the users to understand the business concerns and practices. In addition, the project was set-up with a combination of strong local resources combined skilled people from the region and skilled resources from Accenture’s delivery center. As a result, the systems implemented had been stable, and had been able to provide better service level to the subscribers. In addition, the project also consolidated Indosat’s products within a single system, which enabled the client to provide bundled services. Indosat in turn is able to effectively track its cards inventory and distribution, resulting in a higher accuracy of SIM cards inventory.

With the above adoption, how would Indosat improve its customer service level?

Based on case study above, Indosat experiencing some issue that must be resolved, with several accenture solutions such as implemented an integrated customer care and cards inventory management systems that combined all the wireless products. After the merger, the product and customer will be a single unit and integrated into one system, this implementation will help Indosat works more effective, efficiencies and also compilation in reconciliation and reporting can be reduced.

Another solution from Accenture is Implementation the various systems include highly customized CRM systems and other supporting systems for the registration and activation of customers’ services. Implementing CRM is a key because it will enable Indosat to move closer to the customer vision, focusing less on driving customer transactions for short term gain, and more on fostering trust based relationships over the long term. In essence, Indosat can sell more and spend less as their customers are better served.

Implementing a project need more resources especially from human resources. In addition, the project was set-up with a combination of strong local resources combined skilled people from the region and skilled resources from Accenture’s delivery center. By working as a team, problem and customer solutions will be addressed more quickly and efficiently, customer satisfaction is the goal of this program and of course Indosat will increase its level of quality service for their customers in the future.

The reliability of these systems is also one of the biggest concerns within the business. As the complexity of the systems grew, the legacy systems have become unreliable, impacting the customers service level. By Implementing new system it will enabled Indosat to scale capacity to support its growing customer base. The system also reduces the time to market for the new products and services that attract for retain customers in a highly competitive environment.

As a conclusion, to continue growing while delivering consistent value and service to the customers, Indosat with Accenture solution have implemented an integrated system that will assist Indosat to reap greater efficiencies in its customer service level. As a result, the systems implemented had been stable, and had been able to provide better service level to the subscribers. More importantly, it is ready to begin its journey toward becoming a high performance business.

Continue Reading

Third Case – Outsourcing Concept and The Critical Success Factors for Offshore Company

Preface

In the globalization area many companies make cooperation with external parties to meet their needs, it can be understandable, because the company basically can not stand alone. They require the supplier to obtain sources of raw materials, labor and other contracts. This is necessary so the company can better concentrate on core business activities, determining how to do more with less and also gain competitive advantage.

Outsourcing is an essential tool for every business. In fact, many outsourcing pioneers discovered that the early phase of industrialization is focused primarily within the IT environment. The problem is that sometimes the company’s capabilities in house can not accommodate these achievements, so need to outsource some processes or IT services.

IT outsourcing allows the business to focus on what really matters, meanwhile the vendor or IT outsourcing service provider focusing on their best skills of managing IT. Not only reduce cost, Implementing IT outsourcing is a strategic asset to help the companies stand apart in their markets. They seek to leverage IT as a key driver of high performance.

Accenture as a global management consulting, technology services and outsourcing company have a proven track record to provide a full range of IT needs, start from an application, design or infrastructure outsourcing to drive business outcomes.

CaseStudy

One of the largest offshore oil exploration and production company In Indonesia, operating in the Southeast Sumatra, completed its SAP ERP implementation project in 1998. The company then needed user support in applying the system to achieve and sustain the benefits of the SAP implementation. The company operates 24 hours a day, 7 days a week in an offshore location that requires high availability and reliability on its ERP and other applications. At the same time, its business environment also requires to have a highly productive information technology services in terms of quality, predictability and responsiveness. This high availability and reliability, predictable and yet cost effective information system support cost were a difficult challenge because the company did not have adequate IT resources.

How Accenture Helped

Accenture provided IT application support services, established the company’s IT business processes and managed the overall delivery of information technology services since 1998.
Accenture leveraged its IT Outsourcing Delivery Methods and IT Outsourcing Delivery Assets to ensure that the company achieves its outsourcing objectives of:
• Increasing productivity (quality, predictability and responsiveness) of IT services
• Providing access to skilled IT resources
• Increasing access to current IT technologies and best practices

What would be the benefit for the company in adopting an outsourcing concept?

Based on case study above, outsourcing services are no more related to only cost saving but have extended to offer greater benefits to the company, the benefit can be listed as below :

• Focus : By an outsourcing, it will help the company focus better on core business activities by managing other less important aspects of the business. The management in the company can spend more time managing details then actually planning and implementation.

• Cost : Reduction in cost of development is one of the biggest benefits offered by an outsourcing concept. It will reduce development cost approximately 30-50%.

• Maximum resource utilization : Internal resources of Accenture can be utilized in a manner so as to ensure skills of the resources are utilized to the maximum benefit.

• Advanced Technology : The Company will get the latest technology and best practice that Accenture implemented while delivering various services.

What would be the benefit for the company in adopting an outsourcing concept?

To be able to support the needs of the business, the company must realize there are some critical success factors for making outsourcing work. Here are some critical success factors:

• Manage the Relationship

Successful outsourcing is all about managing the relationship, there is a commitment from the management and the vendor (outsourcing company) to ensure that both parties gain the maximum benefit. Both parties should clearly understand the costs, risks and rewards of pursuing this path. There is some case that outsourcing relationships have failed. They failed because the responsibility of managing those relationships defaulted to the technical teams instead of the senior IT leadership who negotiated the deliverable for the outsourcing contract in the first place. This enables the management team to deal with problems before they get they get out of hand.

• Performance Management

The management must monitor and evaluate the performance of the outsourced service, identify all goals and objective from the beginning and this will enable the company to deal with performance issues before they get out of hand.

• Financial Management

Managing the financial management is just as critical as managing financial performance because it ensures that the outsourcer is meeting its delivery commitment for the non-IT items that are critical to the success of the outsourcing program.

• Service Value

Managing Service Value enables IT organizations to prove to the business that the outsource is delivering IT services optimized for cost and quality.

Conclusion

Outsourcing is an essential tool for every business. By an outsourcing concept the companies have the goals to Increasing productivity, reducing cost, improve reliability and predictability in the globalization area. Moreover, the company must realize that there are some critical success factors for making outsourcing work.

Continue Reading