These association agreements or agreements with value-added component called the accumulation of agreements in which everyone wins. Para motivar un prestador de servizo especializado pode ser un impulso para durar ata o final do contrato, ademais da firme convicción de que un contrato adicional, polo menos, tan rendíbel como o primeiro, estará dispoñible a cambio dun traballo ben feito. At polo menos iso ha implicar un acordo sobre os riscos e as recompensas polo que, ademais dun certo nivel, as dúas partes han compartir o aforro e os custos dun xeito premeditado. Eses acordos de asociación ou acordos con valor engadido compoñente chamado a acumulación de acordos en que todos gaña.

The key factor of this agreement was the promise of EDS Rolls Royce to keep ahead of its competitors in that role. Cada vez máis frecuentes, a énfase será máis relacionadas coa mellora continua do servizo e non só o aforro de custos. Un bo exemplo é o contrato para a Rolls Royce Aero Engines recorreron ao Outsourcing practicamente todos os seus departamentos de TI para a Eds. O factor clave deste acordo foi o promesa de Eds Rolls Royce manterse á fronte dos seus competidores nese papel.

After calculating the maximum price. When a partnership agreement in perspective, one would expect that customers want a stable price for a four or five years that was neither much more nor much less of their current costs. Once these two aspects have been considered by the client company, at least initially show their joy by sharing any savings that the service provider could achieve a rate of 50 percent. Normalmente, foi relativamente fácil para a empresa cliente establecer a súa especificación. Normalmente comeza cun servizo mínimo, naturalmente, ser superior ao que se vive nese momento. Despois de calcular o prezo máximo. Cando un acordo de colaboración en perspectiva, sería de esperar que os clientes queren un prezo estable para un período de catro ou cinco anos que non era nin máis nin moito menos dos seus custos actuais. Unha vez que estes dous aspectos foron considerados pola empresa cliente, polo menos inicialmente mostrar a súa alegría, compartindo as economías que o servizo proveedor podería alcanzar unha taxa de 50 por cento.

However, a number of suppliers known to produce high quality results for their clients, seem to have performed poorly for other customers, about the same size and importance in risk sharing arrangements and perks. É gran verdade que a maioría das historias de éxito actual da terceirização están baseados en acordos de compartición de riscos e recompensas entre o cliente eo provedor de servizos. Sería igualmente verdadeiro dicir que o enorme crecemento do terciario moderno se basea en gran parte, eses acordos. Embargo , un número de provedores coñecidos para producir resultados de alta calidade para os seus clientes, parece ter un débil desempeño de outros clientes, aproximadamente o mesmo tamaño e importancia no réxime de compartición de riscos e beneficios.

É evidente que para obter o tipo de resultados que a BP exploration chamadas a un provedor de servizos, deben atender os seguintes factores:

► O provedor debe ser establecido un especialista na función.

► O provedor debe ser unha meca para os funcionarios de alta calidade.

► Debería considerar coidadosamente a localización do servizo para facilitar o tratamento de todos os funcionarios.

► O cliente ten que ser un paso importante.

► O provedor debe estar moi motivado para facer melloras continuas.

Se o provedor é tamén un consultor ou está asociado, ou ten outros clientes, a motivación debe ser forte abondo medios de forma a limitar a medida en que o persoal clave son transferidos a outros proxectos. Será conveniente para algúns movementos de persoal dos provedor sobre a base de clientes, pero incluso diminuír un mínimo de motivación, como podería ocorrer se o provedor fai un mellor empresa dende outro cliente, sería moi desfavorable.

Moitos acordos de subcontratação revelouse como desastrosa para un mesmo para ambos os dous lados, e ao mesmo tempo pensei que eran os avogados que estaban a ser prestados a grandes beneficiadas.

How could, when it appeared the items supported by the two sides of a showing that outsourcing was a client company may obtain both improved service and cost savings immediately after the transition and then trying to achieve in the future service improvements and savings. Sen embargo, cando os acordos de éxito comezou a obter publicidade, estivo presente, houbo un importante factor de aforro deben ser compartidos por ambas partes, un prestador de servizos especializados e eficientes estaba implicado e motivado bastante. Unha vez que esta situación foi realizado, quedou claro que a terceirização pode Non ignore. Como podería, cando apareceron os elementos apoiada polos dous lados unha mostra que a terceirização foi unha empresa cliente pode obter tanto mellor servizo e aforro de custos, inmediatamente despois da transición e, en seguida, tentar acadar as melloras no servizo de futuro e de aforro.

Como resultado, a terceirização tense feito unha característica dominante dos negocios nos anos noventa, e comezou a aplicar-se diferentes funcións a outros computadores. Á medida que a globalización dos negocios medraron e World Wide Web comezou a evolucionar, a taxa de crecemento de toda a terceirização externa industrias especializadas como a terceirização, tirou coa mesma velocidade.

Un factor importante que non se pode ignorar que a terceirização está sendo aplicado a todas as funcións e que a taxa a que os novos contratos están feitos continuamente medra.

In other words, they have cash flow problems, need a change of placement or to recognize that their systems are very scarce, obsolete and uncompetitive. Sen embargo, é importante comprender as distintas razóns para este crecemento ocorre. En realidade, moitos clientes asinaron acordos de subcontratação, polas mesmas razóns que provocaron a aparición de modernas tecnoloxías da información terceirização. Noutras palabras, eles teñen problemas de fluxo de caixa, necesita un cambio de prácticas ou de recoñecer que os seus sistemas son moi escasos, obsoletos e pouco competitivo.

Un número significativo de outros clientes abordou a situación dun ángulo moi diferente. Eles aceptaron os datos presentados por un número de clientes satisfeitos, así como os seus provedores e ter razoar que melloras no servizo, o aforro ea mellora continua en especial só podería ter foron realizados con recurso a expertos externos.

Polo tanto, deben abordar o concepto de Outsourcing en conta o valor engadido, mesmo cando os xestores cren que as funcións implicadas e son competitivos.

Nestes primeiros días de Outsourcing, os clientes e os provedores de servizos especializados de ordenador esperando para ser capaz de ofrecer polo menos un nivel de servizo comparable á que existía antes da transferencia. Ademais, esperan que o prestador de servizos podería facelo rendible e comezar a aforros dos clientes. Con todo, non hai certeza de que moitas persoas poderían imaxinar neste momento, o potencial de aforro dun contrato de terceirização.

However, it is interesting to note that most providers initially estimated that the savings likely to approach 20 percent, but gradually began to realize that even when IT departments were transferred aparentemnte efficient, the figure could reach 40 per percent or more. Obviously, this figure is somehow shared between the client and service provider. O prestador de servizos típicos van tentar asegurar que o fin da transición, por exemplo, cando o persoal está finalmente trasladado para prestador de servizos relevantes, todas as modificacións considéranse necesarias inicial ter sido rematado, o custo da prestación do servizo a partir de ese punto en diante sempre vai ser desco_ nocido ata que finalmente acontece. embargo, é interesante notar que a maioría dos proveedores inicialmente estímase que os aforros susceptibles de achegarse de 20 por cento, pero aos poucos comezou a entender que, aínda cando os departamentos de TI foron trasladados aparentemnte eficiente, o número podería chegar a 40 por por cento ou máis. Obviamente, este valor é de algunha maneira compartida entre o cliente eo provedor de servizos.

Cando a terceirização de servizos financeiros tornouse unha realidade, prestadores de servizos novos aspirantes a imaxinar que por cento do total de aforro de entre 15 e 20, pero, aínda que os resultados reais teñen variado moito, o aforro total de 40 por cento tamén foron afectados por esta función.

Hai razóns para dicir que a xestión non pode presentar argumentos no crecemento continuo do valor da función, entón ten que considerar seriamente unha ou máis opcións para a terceirização.

O concepto de organización virtual pode ser moi novo, pero a terceirização de funcións de expertos externos ten sido practicada por moitos anos baixo varios nomes: contrato de fabricación, xestión de recursos, terceirização e inter. Por exemplo, moitas grandes empresas de auditoría, certamente admitir que, mesmo no principios do século XX había clientes que tiñan contas en vez dunha auditoría, unha situación que aínda ocorre hoxe.

En retrospectiva, "Outsourcing" podería ter obtido un nome mellor para describir a clase empresarial de terceirização que xurdiu da idea de negocio de base que a súa empresa non se especializarse nunha determinada función é susceptible de ser rendible en termos de custo e calidade do servizo, control de transferencia da función dunha organización especializada.

Os fabricantes de contrato e empresarios implicados na xestión de recursos é de consenso xeral que aparecen son de unha empresa de terceirização. Embargo, cando a maioría da xente ver ou escoitar o termo terceirização, normalmente asociados coa terceirização da función tecnoloxía da información.

Realize that the huge expenditure which had been incurred in respect of hardware recently, it would allow them to remain competitive for a long time was a deciding factor when outsourcing. A terceirização de funcións de TI comezou a producir en maior escala debido ao alto custo de poder de procesamento dos anos setenta. Isto obrigou incluso os maiores empresas de obter polo menos algunhas das súas solucións de computación de empresas que ofrecen servizos de informática. Hai que notar que os gastos enormes que foran efectuadas en termos de hardware recentemente, que lles permitan manter a competitividade durante moito tempo foi un factor decisivo cando terceirização.

Ademais, os administradores comezaron a se preocupar de que os seus departamentos de ordenador que esixen moito tempo e recursos crecentes, a pesar de ser un papel central. Nestas circunstancias, os clientes que sofren con problemas de tesourería, a título excepcional sistemas minusválidos, a forte competencia ou que necesiten un cambio de localización inicialmente dominado terceirização de tecnoloxía da información.

Polo tanto, o boom da terceirização xurdiu a partir da área de tecnoloxía da información e das circunstancias excepcionais experimentaron o mesmo durante a última parte do século XX.

The theory that lies behind the virtual organization is that any secondary function should be transferred to an outside specialist. However, it also indicates that there may be organizations that perform its core functions better than you, why not transfer them too? Recently, a number of companies have been created on this principle and has proceeded to the outsourcing of all but almost all the functions from the first day, leaving behind only the “soul” of the company. Na década dos noventa, algúns teóricos da administración dixo que o factor máis importante para manter a competitividade foi a diferenciación entre as funcións centrais e secundarios, e logo transferir-la a un experto nese papel. Esa idea non foi particularmente novo, pero certamente foi unha idea "que a súa hora chegara. A medida que o debate sobre o asunto medrou e evolucionou, naceu o concepto de organización virtual. A teoría que está detrás da organización virtual é que calquera función secundaria debe ser trasladada a un especialista externo. obstante, tamén indica que pode haber organizacións que cumpren as súas funcións de núcleo mellor do que, por que non transferir-los tamén? Recentemente, un número de empresas que foron creados neste principio, e avanzou a terceirização de todos, pero case todas as funcións desde o primeiro día , deixando atrás só a "alma" da empresa.

Aínda é moi cedo para chegar a unha conclusión como aspectos positivos e negativos de comezar un negocio deste xeito. Obstante, será interesamnte observar o que ocorre co medio e longo prazo.

É agora xeralmente aceptado que, independintemente de como funciona unha función ou grupo de procesos de negocio están estruturados ou xestionados, as melloras feitas nunha época son, no mellor dos casos, exercicios de lume. A solución ideal sería que cada función individual ou grupo de procesos en un posición en que foron capaces de adoptar novos avances tecnolóxicos, cando aparecen por primeira vez e buscar melloras continuas, a fin de manterse competitivas.

Pode crear as condicións necesarias para a cabeza de funció ser capaz de conseguir este obxectivo.

► Ideal debe ser o papel central.

► O papel debe ser capaz de crecer continuamente, a fin de atraer traballadores de mellor calidade.

► O papel debe estar nunha posición de crecemento, tendo clientes adicional.

Algunhas relacións de terceirização foron mellorados, ou ben por un cliente ou provedor que teña unha participación en outro. ¿Onde está o provedor que dá este paso pode ser considerado como unha demostración do seu compromiso co interese principal do cliente. Por outra banda, cando é o cliente que adquire unha participación no capital social do provedor, é xeralmente considerada como unha forma de seguro.

Esta foi a suposición feita polo mercado de terceirização en xeral, cando o banco suízo asinado un acordo de Outsourcing cun provedor, a Perot Systems, polo que adquiriu unha participación do 24 por cento para Perot. Obstante, o acordo tamén amosa que o banco debe ter sido Perot Impresionado polo que tiña para ofrecer.

Algo semellante aconteceu en setembro de 1997, cando o Commonwealth Bank e Eds Australia asinado que foi chamado o maior contrato de servizos de TI para a terceirização de servizos financeiros. O acordo vale 5.000 millóns de dólares e un prazo de dez anos, e fixo que Commonwealth Bank recadou US $ 240 millóns, un 35 por cento da Eds Australia

Unha sociedade de capital risco acordo implica a creación dunha nova empresa para explotar unha oportunidade de negocio percibidas. O persoal e os bens do cliente son transferidas para esta empresa de capital risco, en vez de o prestador de servizos. O obxectivo será non só mellorar o servizo de transferencia, pero o que é aínda máis importante , o desenvolvemento de produtos e servizos que poden ser vendidos a terceiros.

O cliente eo provedor de servizos partes dos beneficios da nova empresa. Así, o prestador de servizo pode explotar plenamente o seu potencial de desenvolvemento de sistemas, en canto as partes cliente os custos de desenvolvemento de novos productos de software.

Ao mesmo tempo, a empresa beneficia capital social de destreza realizada polo cliente no mercado. Algúns produtos e servizos da empresa de capital risco foron desenvolvidos a través de oportunidades que xurdiron en réxime de Outsourcing total, en substitución

Occurs when a company transfers control of their systems / platforms delegating to a third party to believe that their internal staff of the role of computing has the capacity to develop new systems. Any organization involved in the transition outsourcing would prove an unusually high level of confidence in the capabilities of internal staff development computer.

Transformation Outsourcing

Unlike trancisión outsourcing, a company hosts a service provider to completely redesign the work function probably through the development of new systems and creating a reliable base of capabilities that the customer will buy. The transformation outsourcing differs from the complete outsourcing only when the transfer of people and assets is not permanent, and at the end of the project the client retrieves all the control and responsibility.

For many people this sounds like a simple consulting work, but the difference is that the outsourcing of manufacturing, the supplier usually work independently of customer. It may not be surprising that there are few real examples of outsourcing of processing

This term is used to indicate that staff and possibly the assets related to all main business area (in practice, about 90 percent) as computing or finance will be transferred to the supplier during the contract period.

Partial or selective outsourcing

Under this kind of agreement, a significant part of the function will be retained internally.

Co-sourcing

The co-sourcing by EDS was originally conceived to describe his own version of the outsourcing company. However, recently some people have used this term to describe outsourcing arrangements involving multiple vendors.

Xestión de Recursos

O termo "xestión de recursos" son moitas veces empréganse indistintamente o termo "terceirização. Contra, cando a terceirização está asociado con agregación de valor, un acordo de xestión de recursos só transfire a responsabilidade da xestión do persoal, bens e equipos.

For example, while a company wishes to transfer only part of your computer function that deals with systems in place or delegates, including all staff, hardware, software and communications systems involved in the daily running of the function, an agreement conventional resource management will suffice.

No entanto, se tamén queres mobiliario desenvolvemento de sistemas de aplicación e pedidos de persoal, sería máis correcto para describir o acordo como un contrato de terceirização, porque inclúen o valor engadido elementos.

The more complete definition of the concept of outsourcing known as follows:

“the transfer of a function or internal business functions, nás any asset associated with an external provider or service provider that provides care as defined for a specified period of time at an agreed price, but probably limited.

It should be understood that control of the functions in question reside in the service provider. This external organization as a specialist in their field, you normally find in a situción can add a value that is not normally available in a secondary function performed internally.

Outsourcing has become an idea known for business and the associated communications world. However, often used as a term that encompasses a number of different agreements, which all include an added value or permanent transfer of personnel. These agreements may be more appropriately defined by the following terms

The reason that managers must now strive to be competitive in everything they do is quite simple: it has been shown that if the circumstances are right, it is possible to achieve substantial improvements in service and cost savings both in and secondary core functions through the continuing involvement of external experts. Moreover it is possible to carry out an operation which allow a company to make great improvements and savings in future years as it spends much of the concern and responsibility to a third party.
In June 1995, an article published by Harvard Business Review in which the Head of IT for BP Exploration indicated that by outsourcing their IT functions most We specialize companies had managed to significant benefits, including improved service is, reduced costs by 30 to 40 percent and ensuring further improvements and savings in futuro.Posteriormente, finance director of BP Exploration reported that it finalized an outsourcing contract with a duration of four years for his role Financial and that he had signed a new five-year contract with the same proveedor.Continuó saying that for nine years for two contracts BP Exploration operations had grown 50 percent, the costs had been reduced another 50 percent and also was aware that now provide better service.

Since 1989, Eastman Kodak's decision to use outsourcing for most of its computer operations, there has been a gradual increase in articles and publications on public relations suggest that by outsourcing could lead to improvements in the level of service and savings costs that would be very hard to achieve in a service interno.Los BP Exploration articles gave more weight to the argument of outsourcing suggest that continuous improvements in service were also a realistic target for business customers gaps. After the first of these items reduced the number of managers who indicated that use outsourcing on a function such as computing was simply an admission of failure.

A BP exploration competidores eran deixar sen dúbida porque, para voltar a ter unha situación competitiva en relación aos Imformatica e financiamento tamén que buscar solucións innovadoras.
Why should a company insist on the employment of members of high school when its finance function has long resorted to outsourcing functions such as security, catering and cleaning functions that do not provide back internally? Ademais BP exploration, esxisten moitos outros exemplos de clientes e provedores de servizos que o éxito show dramático da terceirização. A lóxica do uso da terceirização en un papel secundario, de modo que un externo percibir unha grande área, deben ser teoricamente válido. Por que unha empresa insistir sobre o emprego dos membros da escola cando a súa función das finanzas hai moito ten recorrido a terceirização de funcións como seguridade, restauración e limpeza de funcións que non prestar apoio a nivel interno?

Clearly, not all the competition will perform the necessary actions to maximize competition, but most companies would find it difficult even if only a small fraction of their competitors achieve that advantage. Dado o seu potencial comprobado, é claramente iloxismo para embarcar nun proxecto importante para mellorar os resultados, sen incluír a terceirização como unha opción principalmente. A perspectiva de que os competidores poden obter melloras continuas e de aforro, tendo esta acción é talvez a principal causa de preocupación cando se considera o aspecto global da competitividade. Está claro que non toda a competición ha executar as accións necesarias para dar a competencia, pero a maioría das empresas sería difícil, aínda que só unha pequena fracción dos seus competidores conseguir esa vantaxe.

However, does this mean that all companies should use the outsourcing of all back-office functions? Are the savings and dramatic improvements in service open to all? Is outsourcing always the answer?
The simple answer to this last question is no! Outsourcing does not always work, in fact, there are many cases of absolute failure.
However, the potential rewards are such that the failure to consider the outsourcing option is no longer simply a misdemeanor, but a crime. Please note: sio harvest success with an internal project, how much time will elapse before needing a larger project? “Six months, one year, two years? If successfully resorted to outsourcing, with a supplier motivated and skilled enough media so as to make continuous improvements must be careful in maintaining this relationship, but can do so knowing that the best efforts are made on their behalf and for many years to come .

Against common belief, outsourcing is not something that only the most prestigious companies can benefit. Major corporate clients have had very few successes in its efforts to resort to outsourcing, while some small firms have found success to turn to outsourcing some of its functions.

It is perfectly possible for most business customers, both large and small, achieve great benefits of outsourcing at least some of their secondary functions. You will need to do a good job in order to understand what is possible and probably should find or create the ideal suppliers.

To understand how this can be and to illustrate why some agreements are successful and others fail, we must examine several issues, trends, successes, risks and failures that occur in the market.

At this point, it's a pretty fair question.

► Continue technology development to occur, probably due to a gradually increasing scale.

► From now all heads of functions need to ensure that their levels mantienenen results in a position to be competitivos.Esto means that the services provided must be improved continuously and stabilize or reduce costs.

Em ► Benchmarking and probably other techniques will be developed to highlight positive and negative months after the fact.

► A series of management techniques, software systems and methodology consultants are on hand to provide salvation.

► Unfortunately, a large number of established products to achieve this salvation does not satisfy the main objectives set for ellos.El failure can be the result of a number of reasons, but often occurs because managers are put off when making decisions difficult and there are signs that will improve in this regard.

► Even when a project has been successful does not mean that improvements or new-found competitiveness automatically last for a significant time.

It would be difficult to deny the above summary, however, some managers who have studied conclisión come to the following:

► A benchmarking report could be harmful, but there are few things you can do to change and improve the existing structure.

► If so many projects fail performance improvements, why should assume that any of our competitors will manage to be one of the best? "

► Even if a competitor should attain a status of being one of the best, for how long can they keep it?

► Why should they worry about these developments?

Many managers specializing in areas indicated for a business to grow significantly, should aspire to become “one of the best”. However, for success to be achieved the status of being one of the best in most of the processes that play within their normal business development.
Herein lies one of the main problems when it is to remain competitive in the century that XXI.Para secondary functions such as computing or finance remain competitive in most business situations, will need to reduce costs and improve regularmente.Para service most companies, this means, at best, unless key roles for key executives, which will eventually mean that the executives really look ccalificados growth entrepreneurs who can offer expertise in Ares.
In this way, how can a company remain competitive in all or most of its functions or business processes? The regular reengineering may not be possible if one takes into account the directive uptime implicado.Debe admitted that RPN redesign phase can be completed in a few days if it is in second or third time, but new implementations often require as long as the Original. any case, it is unlikely that any amount of reengineering secondary functions transferred to the class of departments that will attract the best people.
► Are you not sure what you are trying to improve the sword when your competitors already using tanks and work in developing laser weapons?

When it comes to the issue of competitiveness, all the people who write and read on this subject seem to agree on one point: in an era of rapid change, it is good to play with the systems and structures existentes.Como exchange rate tends to increase, the current universal view is that any company that aims to be competitive should reconsider or redesign every business process from scratch.
There are considerable advantages in the fact of starting a business from cero.Cuando, in 1945 the allies helped West Germany to rebuild its industry, undertook steps that enabled the country to achieve competitive advantage considerable.El British trade union movement played a role in the creation of West German resurgence extrarodinario helping to establish a system that is, effectively, a single union for each plant in this way, the German industry association Occ.tenia a practice structure that helped reduce the number of days lost due to strikes or interrupciones.En comparison, in the decades following the Second World War, British industry was found at a considerable disadvantage because of a “demarcation” and other disputes, exacerbated by having a large number of unions operating in the same workplace.
Why not the British labor movement adopted the policy recommended qwue West Germany.? The obvious answer is that union leaders were British empires to protect. Why business management often fails to take tough decisions for improvement projects results? Undoubtedly, the protection of empires is a key factor.
Starting from scratch is easy if your company was virtually destroyed by war and is reasonably easy if you include a relocation or reorganization due to acquisitions or fusiones.Sin But otherwise it seems that most managers are not mentally strong enough or who lack sufficient vision to perform the necessary changes to put your company in a real position competitiva.Sin is certainly true that fear of failure and other reasons prevented many managers go objectives reasonably have expected to achieve.

There can be big enough that companies have not submitted, at least some of its core functions or secondary to a number of projects
improved performance over the past 15 años.En many cases, two or three elements previously described (management techniques, systems and packages
consultants to the organization) have been part of projectt mix.iertamente, very few projects are complete unless one delves into his few
Eltima resources to acquire the hardware and software technology available.
It is impossible to know how many of these projects the project sponsor origional considered successful, but in any case will depend, to some extent
, of the objects that were originally established and time that the technology remains mostly válida.Cualquier person chosen to review a large
amount of curriculum vitae submitted by project managers assumed that all projects are successful and are delivered on time and within
budgets. However, the research company reports made after the execution of projects using software packages suggest that the results often do not meet expectations.
that comprende.Sin But in many cases, a failure in improving outcomes after one of these projects can be directly attributed to the desire of avoid the trauma of a big change and layoffs consecuentes.Con too often, the failures are casocian with the reluctance of managers to deciones take difficult, in other words, the parameters necessary to achieve the desired results either circumvented or ignored.
This problem was seen very well during the seventies fashion, to centralize and descentralizar.Casi always, a very decentralized company was headed for a consulting for the organization and asked “Can we save by centralizing?” yes podia.Sin consultancy But when a company highly centralized wondering if savings could be achieved through decentralization, larespuesta was once again a consultant for the positiva.Las organization received much criticism because of its proceedings on these issues, but most of them lacked justificación.Normalmente, the essential for the company, and not always those savings would have reached if the relocation will not have served as an excuse.
In a silent suffering rapidly changing business, customer needs are constantly changing. How could anyone think that the way in the function or the process is carried out, for example in the seventies, remains necessarily valid way? Obviously, each director responsible accept this need to adapt, but apparently a number of them will do it with little enthusiasm. ” This was evident in the years seventies, when the rear of the centralization / decentralization progressed and without nduda, still happening today.
Whatever the causes, it is generally accepted that the projects can not reach a reasonable number of goals planteados. a number of reasons, it is always difficult to label projects as successes or simply fracasos.En First, the parameters for judging success and failure rarely set properly before the start of projects, secondly it is not easy to admit that it is associated with the fracaso.Sin however, questions to project sponsors as “In retrospect, if I had it to do, what changes would out?, usually elicit responses that suggest at least a degree of failure.

► How many of the projects that have been involved were described as successful?
► If the minimum requirement is to reduce costs by 20 or 30 percent, improve service and then get to make further savings and improvements in the years
consequential, how many of their projects considered successful?

Companies turn to consultants to the organization more often than before. At least for the major consultancies established the nineties represented a period of boom contínuo.Es true that work directly related to the adaptation of 2000 tended to decreased during the second half of 1999, but all that datosmuestra train consultancy has begun to gather speed.
The vast majority of the consultancy work has always been focused on trying to improve customer results in a function or group of funciones.Sin But there has been a fundamental change over the years in the way that consultants play their work.
Before the last years of the decade of the majority of consultants setenta.la played what is commonly known consultancy consultancy teórica.Con theoretical emphasis in the report was produced, so that the client was only when carry out practical efforts needed to make the consultant cambio.El therefore rarely was in a position where he could receive blame or criticism.
At present, most of the consultancy work with nature práctica.El consultant should provide expert advice and then work with client personnel to undertake the necessary changes.
The gradual movement in emphasis from the theoretical to the practical consultancy was triggered by developments ob tecnológicos.Los consultants are bound to be better advisors if they have previous experience in implementing change, and the Consutoria practices, should accept responsibility for their ideas.
However, the consultancy had a theoretical advantage, which largely had been lost, before the mid-seventies, a consultant should study a business or a business function without being subjected to the pressure of solutions prefabricated in the form of software that accumulate daily at equipo.A members often since the foundation of the theoretical consultant company was the only person who had both the time and courage to seek a solution ideal.frecuentemente, the consultant does not knew the solution until the “key findings” had finally printed, after which the answer used to be perfectly obvia.El factor is that the old style consultant could not trust the client's staff to provide an accurate analysis of the was needed in a given process, and therefore was obliged to get the answer “customer”. Now many begin consulting work with the joint study by the client and the consultant of the range of prefabricated solutions and as Consequently, many projects end up concentrating on improving the current service, refusing to inquire whether the service is adecuado.Dichos shortcuts are hard to justify at a time which places great emphasis on understanding customer needs.
Clearly, the redesign of business processes and techniques such as consulting strategy should provide the opportunity to discover what is needed for a function.
The consultants for the organization could justifiably claim that if they had the time and opportunity to do so, always try to establish customer needs in the future previsible.Sin But in many cases the consultants begin to work accepting the pre-selection of alternative options made by the client.
No one can doubt that the standard of consulting for the organization has improved steadily over the years, but the number of satisfied customers really seems to have grown at the same speed, is it possible that at a time when the Continuous improvement is something basic, no organization consultants to satisfy their customers why they are not assets for the client on an ongoing basis? Despite the practical help they provide, could become dangerous to use these specialists irregularly when the competitive market is in a phase of rapid change?
► Do you think that using consultants to the organization in its own company allows you to be competitive and continues for some time?
► What has achieved significantly improved levels of performance through the use of consultants to the organization in the past?

Both USA and Europe, some large companies still use systems that were installed as the first time in the seventies or even earlier and have been expanded and updated since entonces.Sin however, most large firms prefer to buy packages solutions to control its main operations comerciales.Para them any significant improvement in system packages is very welcome.
In the late seventies software vendors and consulting dedicated to the same financial systems tended to portray their product as “valid for five years in its present form” also promised actualizacionmes regulares.En practice a large number of companies acquired new software other vendors in those five years, hoping that this time would not have to undergo the considerable expense and upheaval of another version of software in near future.
They were once again forced to implement new systems of different brand before the end of the anticipated lifetime of the system.The reasons given were:
♦ Never got the promised benefits of the existing system.
♦ Our business is changing and the existing system can not meet future needs nuestrs.
♦ It would be too costly to modernize the current system.
♦ Currently there are better systems that will enable us to provide a more competitive service.
Therefore, the cost and disruption by this change are increasing. The need for major systems change and fear of failure are the main reasons that companies are beginning to consider the possibility of submitting to outsourcing functions such as finance.
During the last years of the nineties, is to promote the implementation of systems for Enterprise Resource Planning (ERP) solution for prlncipal keep costs low and service process to a competitive standard.
Most companies have struggled to find personnel with adequate quality in implementing financial systems and manufacturing “best brands”. Why should the situation improved when firms implement even more complex integrated systems?
The need to change systems now appears to be most often because some companies have switched from an ERP provider to another in a period of three years after the end of the launch of the first.
For example, PA Consulting said that 92 per cent of companies admitted that their research ERP project had failed to meet the objectives proposed.
These failures have been explained assuming that the main problem stems from the fact that project teams trying to do something that had never before tested and for the same reason, comparisons arose with the high failure rate of data warehouse projects. Still, the main steering groups are warned that other new concepts such as managing the customer relationship (CRM) are more likely to succeed.
Surely the real problem stems from the fact that the ultimate goal is often difficult to establecer.Esto is mainly due to ignoring what is going to be probably the competitive requirement in several stages in the future and the ineptitude and short-term nature of management thought.
Building a bridge across a great river will, in the eyes of most people, a mammoth task, but in many ways is considerably simpler than a typical project for large-escala.En the construction of a bridge, it knows where the opposite shore and the bridge should be built in line for her. However, IT projects, the opposite side is a faint image that is usually in movimiento.Así imply lack of skill you have to make do with the equivalent number of builders instead of engineers. In these circumstances it is not surprising that the computer version of the construction of a bridge often cause some sections are in the wrong direction.

► Do you have fond memories of the implementation of the last main system?
► Do you like the idea of doing it again?
► Did you know the cost, including consulting, procurement preparation, installation and implementation of the latest project?
► Is the cost was justified by improved results?
► Do you believe that changing systems enable the affected functions to be competitive?
► Do you think a new system justify the cost in terms of performance and competitiveness?
► How long believed that new erl sisytema allows to remain competitive?

Recently, a set of tools, techniques, ideas and methodologies of the studies address the components of an article cambio.las management best practices and reengineering business processes (BPR) have been developed to help executives to achieve a meaningful and strong competitiveness.
The most successful technique of direction and promoted in the last decade is the redesign of business processes, designed by Mike Hummer and James Champy. While techniques such as total quality management focus on improving existing processes, redesigning business processes requires that the company reconsider and redesign the process to suit the needs of cliente.El redesign of business processes involves a number of different steps, beginning with identifying customer needs and ending with the redesign and implementation of new processes.
Some dramatic improvements in results (15 to 50 x percent) have been claimed by years of successful redesigns negocios.No processes, however, opposed this, the occasional comments that the draft RPN harvest more failures than successes.
Management techniques have merit and have benefited all the companies that have used them, but it is equally possible that most of the company would have obtained real benefits if the projects had been designed and carried out correctly.
Why should a technique so successful for some companies fail when applied to others? This happens for the low quality of expertise or lack thereof, but the ultimate responsibility for this failure must be attributed to the principal director, who must responsabilizarce of projects to improve the results.
With this, you should understand what it takes to carry out a successful change and empower the project leader to make or recommend any changes necesarios.Además must be prepared to let pass, limited success in the short term if the main interest company can be addressed with a long-term.

Have you met with her performance truly competitive levels using one of these techniques?

Do you think that using one of these techniques can achieve and maintain a competitive standard?