There has been a marked shift in the world of outsourcing, where improved performance is as important as improved cost efficiencies.
The Managed Services Forum looks at the shift to a new business model. Hear from those with expertise in decision-making about outsourcing vs retaining expertise in-house and some of the operational issues that arise when you hand over your business processes to a third party.
- Trends in Managed Services
- All of Government Procurement and its effect on the marketplace
- Protecting your IP in a managed service environment
- Service aggregation: the benefits of ‘extreme outsourcing’
- Managing multiple providers
Agenda: Day 1
Registration and coffee
Opening remarks from the Chair
The latest trends in managed services – delivering better services
• The effect of this shift on buyers and service providers
• Managing service expectation and delivery
• ‘Buying in or making’: when external expertise is the best option
• The constraints of outsourcing
Peter Doherty, Senior Manager - IT Advisory, Ernst & Young Ltd
The effects of All of Government procurement on the marketplace
• Improving procurement capability across the public sector
• Has there been a corresponding improvement in service levels?
• Is there enough flexibility in procurement to enable departments to be fleet-footed and responsive to change?
John Ivil, Manager – All of Government Contracts, Ministry of Business - Innovation and Employment
Is there a limit to the services that can be externally sourced?
There will be insights into how Serco manages people, processes, technology and assets in contracts of this scale, how innovation is the key to delivering operational efficiencies and answer the question - is there a limit to the services that can be outsourced?
Steve Hall, Contract Director, Serco -Mt Eden Corrections Facility
Case Study: Service aggregation: understanding the benefits and pitfalls of extreme outsourcing and having a supplier manage your other suppliers
• How does Service Aggregation work?
• The benefits for of having less direct engagements across multiple suppliers
• Does the organisation still get the benefits of a competitive process?
• How do the operational and contractual responsibilities for performance sit within Service Aggregation?
• Where does all of this sit with All of Government initiatives?
• How the model differs from traditional outsourcing models where the procurer manages each of the third party suppliers
Bryce Johnson, Manager Service Delivery - Business Technology and Information Services, Corporate Services - Ministry for Primary Industries
Vodafone: Bringing IT and customer services back in-house
• A cost-effective solution: the tangible and intangible benefits
• The importance of retaining IP over products, services and applications in the decision making
• The decision to bring the roles back vs resolving any concerns arising from outsourcing
Kelly Moore, Director of Service, Vodafone New Zealand
Protecting your intellectual assets in a managed service environment
• Defining your core services and the expertise that should be retained in-house
• The risk of losing internal knowledge
• Protection in other jurisdictions
Nicola Silke, Senior Solicitor, Russell McVeagh
Managing staff transition during outsourcing
• Procedural requirements when outsourcing to a new provider
• Maintaining key staff in the transition to a new service provider and assessing who they are
• Avoiding the re-employment of poor performing staff when moving to a new provider
• The other disruptive effects to be considered
Helen White, Employment Law Barrister
Panel discussion: What makes a good service provider?
• Improving customer service: is managed services the solution
• Measuring customer satisfaction with service delivery
• Are there some contracts not worth having?
Bryce Johnson, Manager Service Delivery, Business Technology and Information Services
Louise Francis, Senior Market Analyst, IT Services & Industry Insights
Bryce O'Kane, General Manager - Datacom Cloud Services for Government, Datacom Systems Ltd
End of day one & networking drinks
Agenda: Day 2
Welcome back from the Chair
The Business Case for Managed Services
The role of the business case in deciding whether to outsource;
How to construct a successful business case.
John Bell, Partner| Consulting, Deloitte
James Clarke, Senior Manager, Partner | Consulting
Case study: Successfully transitioning to a new provider
Tom Williams, Facilities Manager, KiwiRail
Driving continuous improvement in an outsourced business
• Developing mechanisms for regular monitoring and reviews
• Benchmarking services against best practice
• Allowing for pricing adjustments
Brent Chalmers, Director, KPMG
Contracting for desired outcomes
• Developing clarity around scope and service
• Appropriate warranties
• Performance-based contracts: developing appropriate service levels agreements
• The tension between adherence to a contract and the need for flexibility
Joost van Amelsfort, Senior Associate, Simpson Grierson
Complex contract negotiation
• Preparing for the negotiation
• The negotiation and contract process
• Common issues and how to avoid or resolve them
• Managing roadblocks and impasses
Dave Trueman, Partner, Simpson Grierson
Managing institutional differences to enhance international outsourcing success
• How do institutional differences make a difference?
• How can they be managed to enhance success?
Dr Revti Raman, Lecturer & UG Programme Director of International Business School of Marketing and International Business, Victoria Business School
Managing multiple providers
• How do external providers create value in terms of how others perceive it?
• The importance of relationship management and organisational alignment
• Developing rules of engagement between the parties involved in service delivery
Ron Shaw, Project Manager, Soltius New Zealand