Tag: award winners 2007
Common themes ran through the relationships of the Awards winners–whether the buyer was collecting child support payments in Louisiana, performing cardiac surgery in Boston, or supplying cell phone service to rural India. Peter Bendor-Samuel shares the lessons learned.
Bank branches used aging software. A customer couldn’t make a deposit in any branch but its own. The global banks were arriving with systems that made this possible, so the Bank of India couldn’t respond to customers’ needs fast enough. HP’s banking solution solved the problem.
Illinois’s Governor announced drivers did not have to wait more than 15 minutes to pay tolls; the only way to make this possible was to use an electronic toll-collection system. The Tollway needed an e-Commerce solution. When tolls were about to double, the Web site saw a 1,200 percent increase. Read how Unisys made it happen.
OMFN Knew It Selected the Right Supplier When Perot Systems Expertly Handled a Deluge of Volume During Migration | Article
Old Mutual had earned the unhappy moniker: the worst in the industry. It outsourced to become competitive. During the first two migrations, events conspired to triple volume. Read how the two partners learned to work together under the crushing volumes.
No one wants to wait three months to be paid. The Department of Surgery outsourced its bill collection, which cut day in accounts receivable from 94 to 50. But the change wasn’t easy; the two partners had to change how the surgeons operated (their back office.)
Bharti Airtel is a fast-growing Indian telco. It felt labor costs in India were too expensive. It wanted to solve customer care issues at the machine. So it offshored its solution–to North America. The Indian company selected Nortel for its call center technology. Together they changed the behavior of a nation.
Service was so poor with Aon’s first outsourcing supplier that it was losing customers. Then it switched to Alfinanz, which had both IT and industry experience. Now Aon is so successful it is challenging its biggest competitors and winning most tenders!
Thomas Cook was losing money; its viability was in question. It decided to outsource everything–HR, F&A, and the IT–to Accenture. Multi-process deals are very difficult and being successful is a milestone. But it worked. Now Thomas Cook is making 83 million pounds profit.
This was one of the first North American offshoring relationships. Nortel outsourced to India in 1991 because it couldn’t find enough employees with the specialized knowledge it needed. At same time, Wipro wanted to expand beyond India. The timing was right for both partners to attempt something new. What’s remarkable: both partners are still happy after 16 years!