In the nineties, some management theorists submitted that the most important factor to maintain competitiveness was to differentiate between central and secondary functions, and then transfer the latter to a specialist in that role. This idea was not particularly new, but it was certainly an idea “that his hour had come. As the debate on this issue grew and evolved, was born the concept of virtual organization. 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.

It is still too early to reach a conclusion as positive and negative aspects of starting a business this way. However, it will interesamnte observe what happens to the medium and long term.

It is now generally accepted that, independintemente of how a function or group of business processes are structured or managed, the improvements made at one time are, at best, fire exercises. The ideal solution would place each individual function or group of processes in a position where they were able to adopt new technological advances when they first appear and seek continuous improvements in order to remain competitive.

It is possible to establish the conditions necessary for the head of funció be able to achieve this goal.

► Ideally the role should be central.

► The role should be able to grow continuously in order to attract better quality workers.

► The role should be in a position of growth taking additional customers.