PULSE SeptOct2014 - 091014 - 1030 Print2

PULSE
PUBLISHED BY
THE MAGAZINE DRIVEN BY & FOR THE OUTSOURCING PROFESSIONAL
FAST COMPANY
Robotic Process Automation p16-19
HOT SPOTS
Guatemala Hosts Outsource2LAC p34
FRESH FACES
Softtek CEO Blanca Trevio p38-45
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CanStock Photo Inc. /
WWW.IAOP.ORG
ISSUE 13 | SEPT/OCT 2014
P 20-31
2 PULSE Sept/Oct 2014
ISSUE 13 | SEPTEMBER/OCTOBER 2014
PULSE
THE MAGAZINE DRIVEN BY & FOR THE OUTSOURCING PROFESSIONAL
TRAINING 2014 EDITION
VIEW
FRO
M TH
E
C-SUITE
HOT SPOTS
TRAINING ISSUE
C-SUITE
The Growing Market

of Guatemala
p34
A Guide to Certication
& Career Success
p20-31
A Pioneering Latin
American Woman
p 38-45
FURTHER READING
In the Knowledge Center: Driving Higher Value into Multi-Tower Deals .......................... p12-15
Vertical Focus: The Transformational Promise of Robotics ................................................ p16-19
Fortune Special to Pulse: Could 2014 be Mexicos Year? ..................................................... p32-33
PULSE Sept/Oct 2014 3
OUTSOURCE2LAC 2014
TRAINING 2014 EDITION
THE WESTIN CAMINO REAL, GUATEMALA
CanStock Photo Inc. / underworld
GOES TO GUATEMALA
R E G U L A R F E AT U R E S
Message from the CEO .................................. p5
The Sandbox .................................................... p10
Pulse Contributors ........................................ p6
Joining IAOP: New Members & Benefits ... p46-47
Taking the Pulse ............................................ p7

- 2014 Member Survey Results
Pulse Professional ....................................... p48-49
The Beat: News & Commentary ................... p8
Chapter Roundup ........................................ p50-52

- Spotlight on the Governance Chapter
O Book Club ............................................... p9
Pulse Flash: A Special Tribute to Jane Siegel ... p52
WELCOME TO OUR
W
CEOS DESK TRAINING

ISSUE
The changing off
the seasons makes
kes
me think of renewal.
ewal.
What better time to focus on revitalizing
your professional career through
outsourcing training and certification
than this fall and winter.
Increasingly, we are seeing leading
organizations not only signing up
individuals for training but embracing
its importance company-wide by
enrolling entire teams, licensing the
Certified Outsourcing Professional
(COP) program and requiring it for certain
roles. More and more IAOP members are
sharing with us how critical training and
certification has become.
Going back to school at any age can be
challenging but also rewarding. After
spending a week this summer learning
the COP program with his core team,
a senior leader at a Fortune 500
corporation told us how happy he was
to pass the COP exam and that hell be
spreading the materials through his
sourcing and procurement organizations.
After going through all that training,
testing and applying, Ive got even more
respect for those who have earned their COP
accreditation than ever. Its one heck of a
program, said Lawrence Kane, COP-GOV,
Senior Leader, IT Infrastructure Strategy,
Sourcing, and Asset Management Execution.
IAOP agrees with the sentiment and
praises the more than 1,600 professionals
that have been certified in the COP and
IAOP praises the more than 1,600

professionals that have been
certied in the COP and COS
families since its start, as well as
the hundreds of professionals that
have taken training over the years.
SEE OUR
OUTSOURCE2LAC
PREVIEW STORY
AND ALSO OUR
HOT SPOT FEATURE
ON GUATEMALA
AS A GROWING
NEARSHORE
DESTINATION.
COS families since its start, as well as the
hundreds of professionals that have taken
training over the years. In this issue, youll
read about the program milestones, see
where in the world our COPs are located
and hear from our Training & Certification committee members on why training
is so important today.
The new season also brings us out on the
road for regional events of importance to
the entire industry. We look forward to
seeing you at the Asia-Pacific Outsourcing
Summit Sept. 23-24 in Singapore, following
an exciting series of chapter meetings for
IAOPs China Week.
We are pleased to be partnering with
Inter-American Development Bank (IDB)
to present OUTSOURCE2LAC, Nov. 11-13,
in Guatemala City, bringing IAOPs
expertise and global community to
support this program and deliver value

for our members. We look forward to
continued collaboration with IDB.
For more on this influential business forum
for Latin America, see our preview story
and also our Hot Spot feature on Guatemala
as a growing nearshore destination.
This issue also features an interview
with Blanca Trevio, COP, President and
CEO of Softtek, who we had the pleasure
of inducting into IAOPs Outsourcing Hall
of Fame at our Latin America Outsourcing
Summit in Colombia in 2011.
Congratulations to Blanca on recently
being named #4 on Forbes list of Most
Powerful Women in Mexico. Read more
on how shes forged new grounds in our
View from the C-Suite story. And to learn
about market opportunities in Mexico,
see the story reprinted from Fortune
magazine as a special to Pulse.
To everything there is a season and

I am saddened by the loss of our
good friend and outsourcing great,
Jane Siegel, Ph.D., COP. She will
be deeply missed.
Please see our tribute to her in Pulse Flash
and feel free to share your remembrances
with us.
Hope all the seasons ahead are good ones
for you.
DEBI HAMILL
CEO IAOP
SEPT/OCT 2014 ISSUE: 13
PUBLISHER
IAOP
Debi Hamill, CEO
EDITOR-IN-CHIEF
Sandy Frinton
sandy.frinton@iaop.org
PULSE
CONTRIBUTORS
MANAGING EDITOR
Jag Dalal, COP-GOV
jag.dalal@iaop.org
PULSE BLOG EDITOR
Kate Tulloch-Hammond
kate.hammond@iaop.org
SENIOR MANAGING DIRECTOR,
STRATEGY & PROGRAM INTEGRATION
Kim Maneeley
kim.maneeley@iaop.org
CREATIVE DIRECTOR
Pamela Zarrella
brandingwithpam.com
EDITORIAL BOARD
Michael F. Corbett, Chairman, IAOP
Matthew P. Shocklee, COP, Managing Director
& Global Ambassador, IAOP
John Hindle, Outsourcing Marketing, Accenture
Neil Hirshman, COP, Partner, Kirkland & Ellis
Eugene Kublanov, COP, Managing Director, KPMG
ADVERTISING
Scott Douglas
scott.douglas@iaop.org
+1.845.452.0600 ext. 103
CONTRIBUTIONS
PULSE welcomes contributors!
Please email: pulse@iaop.org
IAOP
2600 South Rd. Suite 44-240
Poughkeepsie, NY 12601
+1.845.452.0600
This publication (and any part thereof) may not be
reproduced, transmitted or stored in any print or electronic
format (including but not limited to any online service, any
database or any part of the internet) or in any other format
in any media whatsoever, without the prior written permission of the publisher. IAOP accepts no liability for the
accuracy of the contents or any opinions expressed herein.
MATT SMITH Has more than 25 years

experience working in outsourcing for
leading providers, analysts and media in
sales and marketing. Personal interests
include golng with his family,
landscaping and American history.
SUDHIR MURTHY Handles solution
design for large outsourcing projects in
North America and has nearly 20 years of
global experience. Prior to Capgemini, he
worked at HP and Tata. Likes photography,
music, family time and road trips.
SAMEER BHAGWAT Has more than
20 years of experience across North
America, Europe and Asia. An experienced
thought leader with several publications
in outsourcing. Enjoys spending time
with his family and traveling.
DR. RON BABIN University professor,
researcher and author focused on social
responsibility in outsourcing. Chairs
IAOPs CSR committee and the Canadian
standards committee on ISO 37500. Enjoys
the great outdoors in Northern Ontario.
TAKING THE
F E E D B A C K A N D C O M M E N TA RY F R O M T H E P U L S E C O M M U N I T Y
State of
the Industry
Survey Says ...
PULSE
IAOPs 2014 member survey conducted in collaboration with

Accenture, found the following key trends. For the full results,
see www.rmbuilder.com.
CUSTOMERS MAIN REASONS

FOR OUTSOURCING
CUSTOMERS AND PROVIDERS: OUTSOURCING DELIVERY

APPROACHES
Increasing business exibility is the number

one reason customers cite for outsourcing.
The trend toward bundled outsourcing with a single provider in charge of

multiple functions is still the preferred sourcing approach but it continues to slow.
57%
INCREASING BUSINESS
FLEXIBILITY
LONG-TERM COST SAVINGS
IMMEDIATE COST SAVINGS

ACCESSING SKILLS AND TALENT
NOT OTHERWISE AVAILABLE
SUPPORTING COMPANYS
PLANS FOR GROWTH
51%
47%
40
0%
38
8%
CUSTOMERS AND PROVIDERS:

APPROACHES TO OUTSOURCING
Customers are more focused on higher-skilled
activities than lower-skilled activities.
Customers
40
4
0%
35
5%
41%
CUSTOMERS
32
PROVIDERS
17%
%
23% 26 24%
BUNDLED
MULTISOURCING
SERVICES WITH
WITH MORE
FEWER PROVIDERS
SUPPLIERS
OFFSHORE
PROVIDERS
17% 14% 14%

10%
ONSHORE
PROVIDERS
NEARSHORE
PROVIDERS
CUSTOMERS PLANS TO IMPLEMENT CLOUD-BASED

OUTSOURCING SOLUTIONS OR SOLUTIONS THAT THEY
ALREADY IMPLEMENTED
IT and HR top the list for plans for cloud-based outsourcing solutions.
Providers
58
8%
45%
22% 19% 18%
18
8%
23%
13%
MORE FOCUSED ON OPERATIONAL;

LOWER-SKILLED ACTIVITIES
MORE FOCUSED ON KNOWLEDGE-BASED;
HIGHER-SKILLED ACTIVITIES
IT
HR
CUSTOMER
CARE
F&A
ADMIN NO PLANS
COMING NEXT ISSUE IN PULSE: Look Ahead with our Trends & Forecast Issue for November/December. Plus, Managing with Quality and Financial
Services. Our Hot Spot Explores Countries Undergoing Change. To contribute to these stories, suggest other stories or comment, contact: pulse@iaop.org
The Beat /
NEWS & COMMENTARY AS

COVERED BY JAG DALAL
IAOP Chief Advisor of Thought Leadership Jag Dalal, COP-GOV, identies two topics
making the news that IAOP has been leading the conversations on the rise of legal
process outsourcing and relationship management. At The 2014 Outsourcing World
Summit, Mary Lacity, Ph.D., COP, and Leslie Willcocks, COP, presented their research
on LPO. The recently released Outsourcing Professional Body of Knowledge (OPBOK)
Second Edition, looks at questions to ask when exiting an outsourcing relationship.
THE NEWS HEADLINES
THE IAOP DISH
LPO ON THE RISE IN EUROPE
OPPORTUNITIES OPEN FOR PROVIDERS
CanStock Photo Inc. / ragsac
JUNE 27, 2014 ECONOMIC TIMES, LEGAL

PROCESS OUTSOURCING FIRMS SEE NEW
OPPORTUNITIES IN EUROPE
Legal process outsourcing firms are seeing opportunities in Europe, following

the U.S. market, as financial services
firms and companies on the continent look to cut costs. The
market is expected to grow to $8.56 billion in 2020, from $1.39
billion at the end of 2013, according to estimates from Grand
View Research. The market is growing at over 25 percent on a
consolidated annual growth rate basis.
Europe is opening up to legal process outsourcing and we
see a lot of interest from India-based LPOs, said Andrew
Burgess, director at UK-based outsourcing advisory, Source.
EXITING AN OUTSOURCING RELATIONSHIP

JULY 10, 2014 SUPPLY MANAGEMENT,
CanStock Photo Inc. / grafvision
GETTING CLOSURE
The end of services-based outsourcing can be a difficult time. Too often,

parties fail to focus on whats really
important: continuity and effective
transition.
Based on a Practice Guide on Exit Services in Outsourcing,

this article provides six core principles to establish better
arrangements in relation to outsourcing exits.
In their book, The Rise of Legal Services Outsourcing Risk &

Opportunity, authors Lacity, Willcocks and Burgess identified
Legal Process Outsourcing (LPO) as one of the faster growing
segments of BPO, currently valued at $2.4 billion.
European companies are now looking at LPO as a cost-cutting
measure. Financial institutions in Europe are taking the lead as
they begin to compete globally in a cost effective manner. LPO
companies from India and other countries view this as a great
opportunity to expand their role in Europe.
Recent global regulatory changes are creating a common
field of expertise for legal service providers. Global corporations in other fields likely will also look upon LPO as a way to
create a common frame of approach throughout the world.
LPO providers should take notice and get ready to attack
other parts of the world.
PARTING DOESNT HAVE TO BE FULL

OF SORROW
A strong contract and relationship management can ensure
the exit is well managed and does not result in disruption
and discontent. In the new revision of the OPBOK, the
issue of exiting is addressed in several modules - from
contracts and transition to the governance points of view.
The OPBOK lays out several critical questions that need
to be addressed before entering the exit phase looking at
integration, health of the relationship, objectives and
strategic goals, the marketplace, people, processes,
technology, the environment, costs and risks.
THE PULSE
LATEST RESEARCH,
REPORTS AND READS
FOR OUTSOURCING
PROFESSIONALS
BOOK CLUB
Title: Relationships First - The New Relationship Paradigm in Contracting

Author: Andy Akrouche, MBA, President, Centre for Relationship Outsourcing
and Strategic Management, Toronto, Canada
Overview: It is no secret that over 70 percent of outsourcing relationships fail to
achieve their objectives, according to the book which provides instructions and
guidance to help organizations source and manage high-performing relationships.
The Relational Contracting Model described places the relationship among stakeholders
at the heart of delivery management and contract performance. Akrouche proposes a relationship model that he
calls an adaptive relationship and proposes that both parties have to recognize that the relationship is the pivot
point for success in outsourcing.
Review:
Chapters: The book is divided into three sections:
Outsourcing is a long-term relationship between two

parties, having established common objectives and goals.
This means that if the relationship fails, objectives and
goals are not met, causing failure in the strategy. Andys
book provides an easy workable framework for building and
sustaining the relationship in an outsourcing engagement.
It is a must read for all that are just starting on the
outsourcing journey or those that are stuck in a relationship
that requires a change.
(1) The Timeline for Transformation; (2) A Practical

Understanding of the New Paradigm; and (3) So, What
is the Deal Anyway? Each chapter is full of real-life
examples where readers can learn from what made the
relationship work.
Jag Dalal, COP-GOV, Chief Advisor,

Thought Leadership, IAOP
Relationships First advocates the establishment of
relationship-based business arrangements where the
contract becomes a platform to manage change, not to
pursue certainty based on the initial deal, and where risk
avoidance and transfer of risk to industry is replaced by
risk management in a new paradigm based on insight
(not just oversight) gained through joint governance.
Ian Mack, Director General, Program Delivery Land and
Sea, Department of National Defense, Canada
Available formats: Print and digital versions.

Why we like it: In IAOPs governance model,
Relationship Management is identified as a key foundation
and seen as being as important as managing results.
A contract built and operated without the relationship
foundation is a ticking time bomb. At a prior Outsourcing
World Summit, a presentation by Dr. Danny Ertel
identified this adversarial behavior as the doom loop.
IAOP standards identify relationships as an important
part of the entire governance cycle from strategy through
implementation and management.
Tell us what you think: Pulse wants to hear what you think of this book. Share you review with us at pulse@iaop.org
Sandbox
the
Training in outsourcing, like other industries, is a lifelong pursuit

and can provide professionals with a competitive career advantage.
We asked a customer, provider and advisor: Why is training important
in outsourcing and what is its value?
PROVIDER
CUSTOMER
As part of transformational outsourcing

projects, effectively training employees
on the new systems and new interfaces
introduced by the outsource provider
can mean the difference between
success and failure. Be specic in
your contracts on what types and
how much training must be provided.
Feel free to lists specics like the
number of classes, number of participants per class and class duration.
Train the trainer structures are one
successful management tool to roll
out training to large organizations
efciently and has the added benet
of the employees knowing the trainer
is one of their own as the outsourcing
initiative starts.
The IAOP training and certication

process has been invaluable to my career,
the projects I have managed and the
leadership teams I have supported. IAOP
does an outstanding job providing the
necessary resource materials to apply
ethical, practical and results-oriented
knowledge of outsourcing business
standards within any third party business
relationship. The governance class, OPBOK
and certication process provided me with
the fundamentals of BPO. Organizations
that encourage their employees to obtain a
COP certication can expect better, more
consistent results, specically because
their employees will have demonstrated
against an independently developed set of
industry-wide standards their experience
and knowledge.
Outsourcing is essentially a spin-off of

a portion of your operations, requiring a
whole new perspective on its management.
There are the pre-deal competencies like
negotiations, risk management, etc.
that must be gained as well as the
post-deal block-and-tackle skills like
contract governance, asset management, performance management and
others that must be learned if your team
is to operate effectively in this brave
new world. For people new to outsourcing,
learning these new skills on-the-job
without a more formal training path may
prove to be insufcient for adequately
developing, transitioning and governing
an outsourcing agreement through
its life cycle. This is why training is
so important.
VLADIMIR KHODOSH, COP
MICHELLE STEPHENS, COP
BOB MASUCCI
Partner,
Kirkland & Ellis LLP
BPO Advisor, Insurance Solutions

Canon Business Process Services, Inc.
Principal Technical Vendor Manager,

AT&T IT-Sourcing
Image:
Image:canstockphoto.com
canstockphoto.com
ADVISOR
Outsourcing
Re-Imagined
For the Win
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INNOVATION
r vi
ce
sM
STRATEGY
all
MANAGEMENT
IMPLEMENTATION
PULSE
K N OW L E D G E C E N T E R
FIVE WAYS
TO GET THE
MOST OUT
OF WORKING
WITH MANY
PROVIDERS
DRIVING
HIGHER
Technology advancement, primarily

the invention of the Internet, provided
companies the ability to address the
shortage of expert talent by outsourcing
the need to a supplier base. Outsourcing
IT and business process activities
for lowering costs and risks and for
improving efciency, exibility and
quality has since become a standard
business practice.
VALUE
INTO
MULTI-
In the last decade, companies have

also adopted strategies to rationalize
and consolidate their supplier base. In
some cases the supplier rationalization
programs have created a single
sourcing strategy for many services.
This strategy has enabled companies
to gain a competitive advantage by
leveraging the capabilities of their
supply chain.
Sourcing services from multiple providers
has the advantage of choice among
the best of breed vendors, lower costs
resulting from vendor competition, and
improved agility and adaptability to
changing environments.
TOWER
DEALS
CanStock Photo Inc. / yellowj
While multi-sourcing has been growing

rapidly, there are pitfalls to this strategy
stemming from issues such as lack of
interdependence between the parties,
as well as the alignment of metrics
and incentive mechanisms with the
clients overall objective. But how
these programs are structured can
help overcome the challenges.
TREND GROWING IN SOME KEY GLOBAL MARKETS

A February 2014 report from sourcing advisory firm ISG
reports that multi-sourcing is a growing practice and that
in the U.K., nearly 44 percent of all outsourced functions
are divided among at least five service providers. The
trend also is apparent in France, Spain, Portugal and Italy
where nearly 56 percent of contracts are sourced from
two to four different service providers.
However, the same ISG report also indicates that, Mature

markets, like the U.S., which have previously embraced
multi-sourcing but realized it can be difficult to manage
the numerous supplier relationships, have swung back to
a model with fewer service providers.
According to the report, 44 percent of the outsourced
contracts in the U.S. have been from a single provider,
who provides 80 to 100 percent of the work.
A Capgemini analysis of more than 190 large deals
(> 50M) from the IDC database shows that 37 percent
of the North American sourcing contracts signed in 2013
were multi-tower. The percentage was slightly lower in
Europe, where it was 31 percent. Typically multi-tower
deals span across multiple domains BPO, Infra, Testing,
Application Development and Application Maintenance.
Clearly, there is a co-existence of single-sourcing,
multi-sourcing and multi-tower deals, and we believe
it will continue.
want to manage some of the business functions and some

business executives, such as supply chain managers and
CFOs, will want to take direct control of their IT programs.
GARTNER PREDICTS THAT
SPENDING ON IT FROM
OUTSIDE THE IT ORGANIZATION
WILL GROW FROM 20 PERCENT
OF TOTAL IT SPENDING
IN 2000 TO 90 PERCENT IN 2020.
The shift in responsibilities between IT and business is
imminent and it has implications on how IT organizations
engage with business and vice versa. This potential
convergence also could change how services are
perceived and priced.
In this context, a service provider should look holistically
and have a robust IT service delivery strategy that enables
them to deliver higher value into such engagements.
HIGHER VALUE FROM MULTI-TOWER

DRIVING
ENGAGEMENTS
IMPACT OF NEW TECHNOLOGIES

Capgemini recently published its 2014 Application
Landscape Report based on interviews with more than
1,100 CIOs and IT decision makers. Two key insights
in the report to note were:
A healthy understanding between business and IT

organizations is critical for both optimal performance
and improvement of the application landscape.
Disruptive technologies are crucial to creating new

business value. More than half of the respondents felt that
competitive advantage through new technologies
is expected to have the most impact on IT.
These new technologies will change how IT can provide
value to the business. A broader role can be expected
where IT will leverage the new technologies and drive
technology-based business innovation. But a two-way shift
is imminent from these technological changes. CIOs will
True value from multi-tower engagements can be realized

by using an appropriate delivery model and commercial
construct that leverages the synergies obtained by stitching
together a solution across multiple service lines.
It is imperative to utilize a vertical stack model to deliver
business value from multi-tower engagements. The ideal
vertical stack would be one that is aligned by process areas
wherein BPO services, BPO processes, applications and
infrastructure can be combined to deliver the requisite
business outcome.
And this integration across the layers of stack is the
game-changer in a market that is already moving at
high speed with buyers increasingly looking at partners
to deliver world-class outcomes. However, if there are
limitations around combining the BPO and infrastructure
services with applications, the vertical stack model can
be aligned by key ERP processes or functions.
Either of the two options should be integrated with the
following tenets to drive optimum value within multitower engagements.
PULSE
K N OW L E D G E C E N T E R
VALUE
DRIVER
#1
BUSINESS-LED IT
The traditional approach taken by IT service providers has been to drive IT initiatives based on their
offerings and capabilities. While this has been successful in delivering value to clients, especially
from the service providers with the larger offerings, it is still a restrictive approach.
When looking at the context of an engagement that overlaps business and IT, the IT initiatives
should be driven starting from the expected business value to be delivered and then traversing
back to their business drivers and IT initiatives as illustrated below:
DRIVING
HIGHER
VALUE
INTO
MULTI-
VALUE
DELIVERED
INCREASED
REVENUES
REDUCED TCO
INCREASED
WORKING CAPITAL
TOWER
Q
QUANTIFIED
BUSINESS
VALUE
BUSINESS
DRIVERS
IT
INITIATIVES
ENHANCED CUSTOMER
EXPERIENCE
MOBILITY AND
SOCIAL COMMERCE
OPTIMIZED ASSET
OPERATIONS
IT
E
ENABLERS

ENABLING
NEW CHANNELS FOR
BUSINESS GROWTH
LEGACY MODERNIZATION
DOMAIN-LED
BUSINESS ANALYTICS
PROCESS
RATIONALIZATION
IMPROVED ORDER
CONVERSION RATE
CLOUD MIGRATION
REDUCED TIME
TO SERVICE ORDERS
TOOLS & ARCHITECTURE

STANDARDIZATION
DEALS
VALUE
DRIVER
#2
UNIT PRICING MODELS
UNIT PRICING MODELS
As business and IT converge, the accuracy of demand management and budgeting should improve
and the concept of unit pricing can be leveraged. This helps procuring services in a variable cost
model, which can be increased or decreased depending on changing business conditions. A client
can enhance capacity during periods of growth without incurring xed costs and can avoid difcult
labor-rate negotiations during periods of slow down.
This pay-per-use approach requires a mature service management process and a collaborative
governance process between the client and the service provider. It has been a feature in infrastructure,
BPO and, more recently, in independent testing engagements. But it is not a common practice in most
application development and maintenance engagements.
The future, however, beholds a shift in the pricing model to work volume rather than input. A volume
based pricing model is variable, based on the business output.
VALUE
DRIVER
#3
BUSINESS OUTCOME SLAS
One of the biggest advantages in ITO and BPO

convergence scenario is the ability to offer KPIs linked
to business outcomes. The basic philosophy is to align
the interests of the service provider and the customer
so that both groups work toward the same goal. This
alignment could directly impact measurable business
outcome like revenue or cost.
VALUE
DRIVER
#4
INNOVATION FRAMEWORK
Traditionally the viewpoint of most client organizations

has been that an outsourcing service provider should
free up in-house resources, so the client rms staff can
focus on higher-value activities. Hence, most outsourcing
contracts did not include clauses to compensate the
service provider for innovation programs. However, that
expectation is beginning to change.
VALUE
DRIVER
Extending the concept of business-linked KPIs to

projects will enable a client to convert a xed cost into
a truly variable cost model that scales with the business.
This shift can free client executives from worrying about
issues like technology, process and people, and allows
them to focus on business outcomes things that really
matter to the business.
Innovation is becoming a stronger requirement, and

there has been a trend of clients including KPIs around
innovation and an associated risk-reward mechanism in
the contracted scope of work. Incremental innovation
in services delivery is largely taken for granted, so the
focus is on more radical innovation.
#5 COLLABORATION & UNIFIED GOVERNANCE
Governance is an important aspect that should be

designed to close the gap between what the client
expects from the outsourcing relationship and what
is being achieved. Most outsourcing contracts have
a standard governance structure overseeing a set
of SLAs and interactions between the parties. This
practice was adequate when outsourcing was about
transferring service delivery responsibility to a service
provider while the client still holds the accountability.
Governance should move beyond contractual and static

models. A key focus on governance in the new world
includes injecting innovation - incremental innovation to
existing services delivery and radical innovation beyond it.
And as clients move to outcome-based models, the focus
of governance shifts toward business outcome, rather
than process. Clients should learn to let go and cede
more end-to-end responsibility to their service providers,
placing a higher premium on mature governance disciplines.
IN CONCLUSION,
we believe that single sourced multi-tower engagements can deliver higher
value to clients if structured appropriately. The overall focus on business
outcomes versus IT services is an inherent tenet in pursuing this approach.
For the full report, visit: Firmbuilder at: www.iaop.org/Firmbuilder/Articles/34/179/4005 and
Capgemini at: www.capgemini.com/resources/driving-higher-value-in-multi-tower-deals
By: Sudhir Murthy, Director, Strategic & Transformational Solutions, Capgemini

Sameer Bhagwat, Vice President, Head of Transformational Solutions, Capgemini
PULSE
ERTICAL
CanStock Photo Inc. / marish
Welcome!
Is Robotic Process
Automation Fulfilling
Its Transformational
Promise?
Since hitting the scene three years ago, Robotic Process
Automation (RPA) has been branded as a change agent for
back offices processes, shared services centers and indeed
the entire outsourcing industry.The economics were too
compelling to ignore, said Forrester in 2011. A year later
another firm proclaimed RPA,Has the potential to be a
highly disruptive and transformative technology for both
buyers and the outsourcing industry as a whole.
Most recently, Gartner in 2014 stated, We are now at a
stage where machine intelligence will lead the optimal
form of creative destruction in business and IT services,
and named a leading RPA provider as one of the catalyst
technologies.
So what is it about RPA that has these firms and so many
others in the outsourcing industry making such bold
predictions? Looking closely at the range of RPA benefits
reveals why its seen by so many as a leap forward from the
current labor arbitrage paradigm and an enabler of true
innovation (as compared to the non-innovative lift and
shift, for example). In fact, both outsourcing service
providers and buyer organizations already deploying RPA
find results such as the following are almost immediately
achievable:
A truly scalable workforce

capable of being sized up or
down within hours
Near zero error rates

Per headcount pricing at
up to 90 percent that of a
traditional workforce
Enablement for business

intelligence and management
information
Detailed analytics for

regulatory and audit
compliance
PULSE
So How Far Along Is RPA

Really?
Is all that disruption and innovation really happening? Are large back offices becoming silent factories of virtual
headcount knocking out mountains of tasks at microprocessor speed? What about the outsourcing provider
landscape - is a new order emerging as early adopters embrace RPA and the slow to respond fade into irrelevance?
Before answering these questions lets first reset around a definition of RPA.
IS ROBOTIC PROCESS AUTOMATION FULFILLING ITS TRANSFORMATIONAL PROMISE?
RPA represents a category of

business process software
sharing the five following
characteristics:
1.
RPA software works at the presentation layer in

other words it interacts with existing applications by
replicating end-user, screen-based activities. It does
not require custom coding and backend integration.
2.
RPA can operate any and all of the applications

that human workers use today, including Windows,
web, mainframe or custom applications. It can also
work across Citrix, run in the cloud, be hosted from
a data center or even sit on a desktop.
3.
RPA enables the virtual workforce, meaning

once a given process is automated it can be deployed
across as many RPA software robots as necessary
to complete the workload. This allows the near
immediate deployment of hundreds, or even
thousands, of virtual workers if desirable.
Another significant reason RPA is considered so game

changing has to do with where it can provide the most
impact. Because RPA automates highly repetitive,
rules- and screen-based tasks it is perfect for so many
of those corporate functions that business process outsourcing organizations traditionally support, including
back office operations such as:
Finance and
Accounting
Human Resources
Procurement
and Sourcing
Supply Chain
and Logistics
Customer Service
Legal Services
4.
RPA is rapidly deployable. Most automation

builds are measured in weeks or months compared to
quarters (or even years) required to deploy complex
workflow engines or ERP.
5.
RPA is a low-cost technology from a licensing,

deployment and support perspective. RPA is nearly
always significantly less expensive compared to either
the TCO of automation technology alternatives
(like many of the BPMS suites, ERP or custom
applications) or compared to using traditional
headcount to manually operate processes.
So thats the promise of RPA:

it is low cost, quickly scalable
and impacts functions where
operating expense, data accuracy,
compliance and operational
agility are important.
Is the outsourcing industry
buying in?
ERTICAL
The Calm Before the

RPA Storm
It is probably fair to say that many industry observers expected to see RPA immediately redefine the customer/provider
delivery model as digital labor replaced offshore as the workforce of choice. The reality is a few things had to happen
first, and as they do expect to see that much anticipated change.
1.
Outsourcing providers are reconstructing their

contracting and financial models into transactional and
outcome-based solutions. The reason is RPA destroys
seat-based or FTE priced contracts and the providers
cannot afford to take the top line hit where they currently
get paid on headcount.
2.
Contract renewal cycles will drive the rotation away

from traditional FTE priced outsourcing agreements to
the next generation of outcome-based managed services
programs. Firms that track contract expiration dates
forecast the upcoming year to be a heavy one.
3.
Service provider solution teams are getting their

heads around RPA and just now unlocking the power of
the technology. What they are learning is its not a point
solution like the screen scraping tools they have relied
on in the past. RPA is actually the foundation layer of a
development platform, and when used to direct many of
the other fast emerging technologies, (such as artificial
intelligence, speech to text, smart imaging, virtual
assistants and others) it can be fully unleashed as the
transformational engine its capable of being.
4.
Analysts and advisors are still catching on to RPA.

As more of them do that knowledge will impact how
they structure deals and counsel their clients on future
outsourcing engagements. The result will be an
acceleration of awards favoring automation-enabled
managed services solutions.
5.
Word of RPA successes will have a multiplier effect.

Press releases, case studies and white papers, conference
presentations and award notices will become gas to the
fire and suddenly RPAs digital labor truly is the nextgeneration outsourcing model.
What Organizations Should

Do Now To Prepare for RPA
How you position your company for RPA and business
services automation overall has a lot to do with what
type of firm you are.
For outsourcing providers,

its clear, embrace this next
generation technology and
as quickly as possible retool
yourself for automation and
outcome-based managed
services.
For buyers, let your service

provider know you expect
process automation to be a
primary component of their
delivery model and that you
fully intend to share in the
benefits it will bring them.
Analysts, advisors and

media, learn as much as
possible about the world
of RPA so you can fairly
represent it to your clients,
continuants and the
market overall.
Now lets revisit that key question we asked at the start:
Is all that disruption and innovation really happening?
You bet it is; more quietly perhaps than had been
predicted, but in no less a big way than predicted.
Robotic Process Automation is transformational and
will redefine the outsourcing world. Making RPA part
of your plans really isnt just an option any longer.
By Matt Smith, co-founder and managing director of Virtual Operations, a provider of Robotic Process Automation implementation, licensing and
training services for outsourcers and end-user companies. Matt can be reached at matt.smith@virtualoperations-us.com, on LinkedIn at www.linkedin.
com/in/mattsmith3forward/ and on Twitter at @VirtualOps_Matt.
Here they are and why they matter.
G
N
I
N
I
A
TR SUE
IS
The numbers
have risen
from the first class
of 13 to more than
1,600 professionals
certified in the COP
and COS families
this year.
Members of
the committee
interviewed say
training is
increasingly
important
CanStock Photo Inc. /
kchungtw
and needed in
outsourcing
A PROFESSION IS ONLY AS
GOOD AS ITS PEOPLE.
Recognizing that, IAOP created the Outsourcing Professional Body of Knowledge in
2005 and a year later launched its Certified Outsourcing Professional designation.
Today, IAOPs training, certification and designation programs are the de facto
standard for organizations looking to improve their outsourcing outcomes.
The numbers have risen from the first class of 13 to more than 1,600 professionals
certified in the COP and COS families this year.
And these professionals are located around the world, working as customers,
providers and advisors, in positions at every level in all industry segments,
big and small.
These
professionals
are
located
around
the world
IAOPs Training & Certification Committee takes the lead in identifying the
educational needs of members and overseeing the development and delivery of
its training programs. Additionally, this committee works with IAOPs Certified
Outsourcing Professional community to ensure that IAOP members are properly
prepared for initial and ongoing professional certification.
Members of the committee interviewed say training is increasingly important and
needed in outsourcing, more frequently being encouraged and supported by entire
organizations, and delivering great value to individuals.
Sharing their views on the state of outsourcing training with

Pulse were T&C committee members who also are certied:
EUS PONTENAGEL, COP, Director Consulting, Quint Wellington Redwood
JAMES SHEA, COP-GOV, CDI Online Learning Mgt.
BOBBY VARANASI, COP-GOV, Matryzel Consulting
MICKI WARNER, COP, Managing Director, Accenture Operations
LAWRENCE KANE, COP-GOV, Senior Leader, IT Infrastructure Strategy,
Sourcing and Asset Management Execution, a customer from a Fortune 50
company who recently became certified and is implementing the COP
program in his organization, also commented on its value.
TRAINING ISSUE GUIDE:

- Training and Certification Interviews
- Where COPs are Located and How Many Are There
- IAOP Training and Certification Timeline
- COP Program Licensing Available
- Nordic Consultants Get Certified
- Comparing Outsourcings Body of Knowledge to ISO
TRAINING AND CERTIFICATION INTERVIEWS
How important has training become in outsourcing?

MICKI WARNER: Training is extremely
important. Outsourcing is a people
business and having highly skilled
talent is vital. Training is particularly
important for those involved on both
sides. Outsourcing relationship
governance is critical to ensure strong
relationship building and management
skills are utilized both on the buyer
and provider side. As outsourcing
services evolve, the need for talent
with deep analytics and expertise
will increase.
JIM SHEA: Training has become
increasingly important due to the
increased complexity of deals,
the regulatory environment and
risk factors due to economic and
political instability, as well as difficulty

in meeting expectations on both the
client and provider side. Many organizations and even governments are
sponsoring training to increase the
skills and knowledge and establish a
baseline set of skills for those entering
and practicing the profession.
LAWRENCE KANE: Robust tools and
processes are important, yet they are
not enough when there are significant
changes in personnel due to restructuring, company growth, retirements,
etc. Standardized training delivered
in a consistent way not only helps
avoid knowledge loss but also ensures
continous adoption of proven practices.
It is vital to the long-term viability of
sourcing organizations.
Training has become

increasingly
important
due to the increased complexity
of deals, the regulatory
environment and risk factors
due to economic and political
instability, as well as difculty
in meeting expectations on both
the client and provider side.
Jim Shea
How has training changed over the years?
Todays shelf-life with

skills
and knowledge
e
is at best 24 months.
This, in turn, puts the
squeeze on organizations
(and their resources across
the board) to continuously
learn, unlearn and relearn.
Bobby Varanasi
B
BOBBY
VARANASI: Knowledge transfer has become more complex.
R
Real-time learning and complex learn-to-implement models populate todays
business environments. The traditional teach-to-learn and linearly deployed
b
approaches have been upturned. Knowledge acquisition has moved from the
a
ttraditional one-way training to multi-modal dissemination/ absorption.
Todays shelf-life with skills and knowledge is at best 24 months. This, in turn,
T
puts the squeeze on organizations (and their resources across the board)
p
tto continuously learn, unlearn and relearn.
TRAINING ISSUE
What do you see as the need/demand for training in the next ve years ahead?
EUS PONTENAGEL: Globalization will

require that people keep up to speed
and therefore continously maintain
and improve their knowledge. We
also see more of a need for in-depth
technical knowledge required in the
field of sourcing rather then generic
process and contracting skills.
MICKI WARNER: Higher client
expectations continue to push the
demand for improved outsourcing
relationship governance to drive
a deeper, more intimate and
collaborative buyer, adviser and
provider relationship. Recent research

sponsored by Accenture demonstrates
that higher-level skills are increasingly
important to the success of 4th and 5th
generation outsourcing relationships
skills in areas such as analytics,
innovation, industry expertise,
and the ability to define and target
strategic business outcomes.
research sponsored by Accenture demonstrates

Recent
that higher-level skills are increasingly important to the
success of 4th and 5th generation outsourcing relationships ...

Micki Warner
Is training more often a personal pursuit by an

individual or an organizational goal by a company?
... Individuals understand

they need to gear up to
ensure they will still be
attractive and adding
value to the company, no
longer just performing
procurement or managing
contracts.
Eus Pontenagel
EUS PONTENAGEL: In sourcing it is

becoming more and more a company
driven policy where companies mature
in the area of sourcing as a way of
managing the company. Companies
are more aware that they need
professionals in this area to address
the alignment between demand and
supply and that sourcing requires
other skills and capabilities than just
contract management or procurement.
At the same time, individuals understand they need to gear up to ensure
they will still be attractive and adding
value to the company, no longer just
performing procurement or managing
contracts.
MICKI WARNER: Early in the outsourcing business, personal pursuit
by an individual was the driver of
training. Those early adopters knew
that outsourcing was a business in

which to establish your career and
industry specific training was vital.
More and more organizations are now
making it a priority and a requirement
of certain roles, which is essential in
upholding the outsourcing standards of
business conduct and code of ethics.
LAWRENCE KANE: Clearly its both,
but its more sustainable when pursued
as an organizational goal for the
company. This means that employees
include classes in their development
plans, managers give them time
away from work to learn new things,
proven practices are maintained,
and new methods are considered
and adopted when appropriate.
Without a company-approved
strategy, it becomes hit or miss.
TRAINING AND CERTIFICATION INTERVIEWS
What advice can you provide to professionals

interested in getting training in outsourcing?
EUS PONTENAGEL: Find a gradual

training plan that allows you to
combine training, learning and
personal development. A lot within
the field of sourcing is based on
experience. Expertise is built up
from knowledge, training and
learning. Allow sufficient mileage
for actual doing.
MICKI WARNER: Get your COP
certification! The Master Class is an
invaluable experience in seeking to
understand an outsourcing
arrangement from all parties view
point. Or at minimum take the IAOP
Governance Workshop so we all
learn better outsourcing relationship
capabilities given the outsourcing
industry complexities.
JIM SHEA: Take the master class, get
certified, maintain your certification
and network with other COPs. The
value is essential to your career and
your organization!
BOBBY VARANASI: Learn to

implement, not just to get a job
done. Its easy and unsustainable.
Also, understand the consequences
of your actions when you deploy
recently acquired skills. Training in
outsourcing is a crucial first-step to
understand the nature of corporate
behavior where shared pooling of
resources (through deployment of
multiple business models) is the
reality today. Within this reality
outsourcing figures as prominently
as other models (like M&A, JVs,
or subsidiaries) do. Therefore, outsourcing should no longer be viewed
as peripheral to organizations.
Dont take everything

as gospel.
LAWRENCE KANE: Dont take

everything as gospel. Every company
is different. While many proven
practices will fit with your culture
and policies, others may not.
Adopt those things that make the
most sense.
Every
ery company is
different. While many
proven practices will t
with your culture and
policies, others may not.
Adopt those things that
make the most sense.
Lawence Kane
How does outsourcing training compare to other industries?

JIM SHEA: Just as the accounting profession and project management
professions matured and estabished the CPA and PMP certifcations which
are now industry standards for those professions, the COP certification has
become the defacto standard for outsourcing professionals and will continue
to grow in value and recognizability.
COP certication has become the defacto

Thestandard
for outsourcing professionals.
Jim Shea
TRAINING ISSUE
What is the value of the COP certication?
EUS PONTENAGEL: It is an
international standard, recognized by
leading companies (both demand and
supply side) in the world. It is furthermore a membership of a community
of global professionals. And last but
certainly not least, it is a confirmation
of a level of knowledge, experience
and expertise that you as a individual
bring to the party with the obligation
to maintain and enhance.
MICKI WARNER: I was COP certified
in 2008. I had been in the outsourcing
industry for a decade before deciding
to seek the IAOP COP certification. It
started as a personal pursuit initially
to add to my professional toolkit and

to add credibility with my outsourcing
clients. More clients are asking that
their program be run by a COP as
they know that individual comes with
a solid understanding of the business
and criticality of strong relationship
building skills. Holding the certification
credentials has allowed me to educate
clients and colleagues about the value
of outsourcing industry training and
the certifications available.
BOBBY VARANASI: First, the COP
recognition provides substantial
marketplace visibility and respect,
owing to the fact that the disciplined
clients are asking

ng that
More
their program be run by a COP ...
Micki Warner
standards-driven program reflects
upon an individuals ability to pursue
tangible business outcomes. Second,
the content by its very dynamic
nature provides great insights into
how corporations work, and grow in
todays world of globalization, thereby lending significant impetus to an
individuals decision-making skills.
It is an international
standard,
recognized
by leading companies
(both demand and supply
side) in the world.
Eus Pontenagel
What other training programs should

outsourcing professionals consider?
Project Management Institute (PMI)s

Project Management certification (PMP)
WHATS NEW FROM

THE T&C COMMITTEE?
Worked this year to streamline the COP

Mentoring Framework and Program to have
COP mentors review applications from
candidates prior to submission, reducing the
review time. COP candidates benefit by
gaining the support of mentors to complete
the experience mapping, knowledge
documentation and taking the exam in a
timely manner; and ensuring the candidate
is able to leverage the knowledge gained and
to be introduced to fellow COPs upon
completion to build the COP network globally.
The committee continuously reviews all association
training to keep material fresh and current.
IAOP TRAINING AND CERTIFICATION HIGHLIGHTS
OPBOK
created
COP Master
Classes
live and
COP
certication online
launched
launched
2005
2006
Early
2007
COP
licensing
program
launched
Bridge
program
and OPCC
launched
Malaysian
government
Governance ofcially
adopts COP aCOP
Workshop
launched
Program
launched
Early
2008
Mid
2008
Late
2008
2009
Mid
2009
Print version
of OPBOK
and
templates
published
by Van Haren
Mid
2009
COS-HR &
COS-F&A
certications
launched
Collaboration
between IAOP
and ITSqc
certications
begin
2010
2010
THE GLOBAL PRESENCE OF COPS
>
CERTIFIED
PROFESSIONALS
IN COUNTRY
>
PROFESSIONALS CERTIFIED
BY THE NUMBERS
>
COS-F&A
107
>
COP/aCOP
509
1619
Certications
Worldwide
COS-FP
483
COS-HR
520
>
>
IAOP
Training &
Certications
approved by
Career
OneStop
Several
Corporate &
Professional
COP-GOV
COS-FP
Development
& COP-BD
certications certication Alliance
launched
partners added
launched
November
2010
Late
2011
End
2011
2012
TRAINING ISSUE
Enhanced
Governance
programs
launched
COPs get
VIP treatment
at Outsourcing
World Summit
COP mentor
program
launched
COP
Standards
Workshop
and Createa-Workshop
launched
August
2013
February
2014
March
2014
Early
2014
Second
edition
of OPBOK
released
More than 500

COP family and
1000 COS family
certications
reached!
June
2014
August
2014
>
> >
>
>
> >>
>
>
>
>
>
>
>
>
>
>
CanStock Photo Inc. / bogdanserban
>
>
>
TRAINING ISSUE
Licensing of COP Program Available from IAOP
Companies and advisors seeking to educate
employees and certify professionals as outsourcing
leaders can conduct their own in-house training
programs through licensing offerings from IAOP.
The licensing arrangements will enable companies,
consultants and advisory firms to use the COP Master
Class and/or Outsourcing Governance Workshop, along
with related Outsourcing Professional Body of Knowledge
(OPBOK) and Certified Outsourcing Professional (COP)
program materials to train employees in their organizations.
IAOP initially will hold an Authorized Trainer led COP
Master class in-house for the organization, and then a
follow-up train-the-trainer program, which allows a
number of employees to be authorized as internal
trainers of the COP program. Internal trainers must also
become COP certified by passing the required exam
and completing experience project mapping.
Since establishing the COP designation in 2007, COP
has become the standard by which professionals in the
field are measured for their leadership and expertise,
said IAOP CEO Debi Hamill. Licensing the COP
program will make the training more accessible to
greater numbers, and give companies and individuals
greater flexibility and convenience to pursue certification.
Recent uptake of the COP program licensing from IAOP
was formalized by a large aerospace company and leading
manufacturer of commercial jetliners and defense, space
and security systems, which cited the following benefits
of bringing the program in-house:
a common language, principles and leading
Defining
processes enterprise-wide (across all stakeholder
organizations)
continuous adoption of industry leading
Allowing
practices (as codified by a standard-setting
organization) that are applicable to the organization
a formal training curriculum that grows

Accessing
and maintains company employee knowledge, skills
and ability to perform at industry standards
new sourcing and supplier management
Helping
employees become productive as expeditiously
as possible
that proactive supplier risk management
Ensuring
and compliance management practices are in place
to protect the company
Survey Shows It Pays

According to a 2013 IAOP member survey:
73%
37%
16%
All other factors being equal, would

rather hire a COP as opposed to
someone without the certication
Already do, or would pay a higher salary for

someone with a COP certication
Require their service providers to have COPs on their staff
85%
0
20
40
60
80
Get better results when they have

COPs work on their programs
100
The licensing program is one way an organization can

train and certify large numbers of outsourcing professional
over a short time and with maximum cost effectiveness,
according to Hamill.
IAOP also offers individual live, on-site private training for
as few as 10 people; individual or bulk seats in live public
classes held in North America and elsewhere globally; and
a convenient self-paced online version.
All IAOP training and certification is based on the globally
accepted IAOP COP Professional Standards and the full
OPBOK recently released in the updated Version 10.
Earning the Certication:

The following eight Implement
consultants received the
professional designation:
Nicolai Brehm Suhr, COS-FP
Mike Polczynski, COS-FP
Michael Holm Larsen, COS-FP
Jrgen Langebek Ostergaard,
COS-FP
Bent Christensen, COS-FP
Filip E. Larsen, COS-FP
Martin Kregler Christensen,
COS-FP
Torben Schtze, COS-FP
Consultants Gain COS-FP Certification in Denmark

Implement Consulting Group has become
the rst consultancy rm in Denmark to
have eight consultants certied as Certied Outsourcing Specialists Foundation
Principles (COS-FP) under IAOP.
The COP-FP designation powerfully
demonstrates that these professionals
possess exposure to and general
knowledge required to design, implement,
and manage outsourcing initiatives that
have a high probability of achieving an
organizations intended outcomes.
COS-FP was the only global outsourcing
certication that met our criteria, states
Mike Polczynski, partner at Implement in
Denmark, when explaining the companys
choice to invest in certifying the rst
group of consultants.
Implement has experienced an
unparalleled growth in the Nordics since
its inception in 1996, rising from three to
more than 400 consultants and reaching
a turnover of approximately $100 Million
USD in 2013-2014.
Seeing increased demand for advisory
work in the Nordic market in the areas of
IT outsourcing, offshoring and BPO during
the last couple of years, Implement
decided to establish a new IT Selection
& Sourcing Service Line in 2013.
Why COS-FP?
Nicolai Brehm Suhr and Jrgen Langebek,
partners and co-leads of the new service
line, explain: When launching the new
service line, we were looking for a common framework to bridge the experience
of more than 60 consultants working
within our Sourcing & Procurement and
IT Management practices.
Implement consultants already have
numerous other certications as tangible

evidence of their ongoing investment in
capability building, including ITIL, TOGAF
and CoBiT. It was important for the rm
to select a professional certication that
its clients would acknowledge brings
added value to its services, which led
them to get involved with IAOP.
IAOP is the leading global organization
for sourcing professionals, actively
working to share experience through
seminars, conferences and local
chapters, for the benet of clients and
vendors alike, the partners said. In the
Nordic market, IAOP has seen a growing
importance over the last couple of years.
We are proud to be among leading

organizations adopting the IAOP
framework by certifying our
consultants, thereby demonstrating
our support to IAOP.
The COS-FP designation met the criteria
of being widely recognized and
acknowledged, building upon a solid
academic foundation and is very well
aligned with Implement Consulting Groups
company DNA of driving organizational
change in collaboration with its customers
and with a rm focus on creating impact.
As a company, we have a strong
focus on changing the mindsets and
ways of working in the organizations
we are involved in, Polczynski said.
We also are passionate about sharing
knowledge, challenging each other
in developing novel approaches and
utilizing the latest thinking from leading
management academics.
The Sourcing Governance Foundation

course, a requirement for the certication,
has been mapped to the Outsourcing
Professional Standards and accredited
with 25 points towards the Certied-Out
sourcing Professional (COP) certication,
15 CEHs towards COP recertication,
and inclusion in the IAOP Outsourcing
Professional Course Catalog.
COS-FP is furthermore part of a larger
certication framework that could
support the subsequent competency
growth of its consultants. The rm also
said it was important that a respected
accreditation body in the shape of
APM Group issue the certicate for
the certication body IAOP.
Associated Benets
By certifying a group of consultants
within the same service line, Implement
used the occasion to review and adjust
its current sourcing methodology.
Our sourcing methodology has been
developed over the years, based on
our experience in the Nordic market,
said Nicolai. We now have embarked
on aligning our methodology to the
IAOP outsourcing model. Thus, it will be
based on an acknowledged international
framework, but still with a Nordic avor,
reecting the specic conditions of our
home market.
In practice, the IAOP certication
has served as a catalyst for dening
and sharpening the scope and focus
for Implements IT Selection & Sourcing
Service Line, updating its toolbox and
giving its senior team a new common
identity, according to the partners.
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COMPARING OUTSOURCINGS
BODY OF KNOWLEDGE TO ISO 37500
HOW A NEW INTERNATIONAL STANDARD WILL FIT WITH IAOPS OPBOK
IAOP has defined an industry standard Outsourcing
Professional Body of Knowledge (OPBOK). This
standard has been revised continuously since its
introduction in 2006, and is now in its Version 10,
second edition. Today, IAOP members and Certified
Outsourcing Professionals (COPs) provide leadership
in defining the Outsourcing Professional Standards
(OPS). These standards are used to certify individual
competencies recognized as the Certified Outsourcing
Professional (COP) designation.
The OPBOK is a public document that can be readily
purchased online from distributors such as Amazon, or
can be purchased directly from the publisher, Van Haren
Publishing, and is
available electronically
to IAOP members in
its online knowledge
center, Firmbuilder.com.
OUTSOURCING PROCESS
The key component
described in Chapter 2
of OPBOK is the
Five-Stage Outsourcing
Process that consists
of the following stages:
Idea, Assessment,
Implementation,
Transition and
Management Stage.
For each stage the
OPBOK defines key questions, the decision maker,
the decision criteria, processes and deliverables and
the approximate timeline for each stage. Subsequent
chapters provide significant detail for each of the five
stages. In addition, Appendix B provides over 100
pages of model templates to support the planning and
execution of each stage in the Outsourcing Process.
NEW INTERNATIONAL STANDARD COMING

Recognizing the importance of outsourcing, the
International Standards Organization (ISO) has
developed a public domain outsourcing guide, ISO 37500.
THE KEY COMPONENT OF THE GUIDE IS THE ISO OUTSOURCING LIFE CYCLE
MODEL. ISO 37500 HAS BEEN IN DEVELOPMENT SINCE 2011 AND IS
EXPECTED TO BE A CONFIRMED INTERNATIONAL STANDARD BY 2015.
The project committee has received input from buyers,
providers, advisors and academic researchers from around
the world. Key participants have come from ISO member
countries in India, UK, Germany, the Netherlands,
Bulgaria, Denmark, France, Finland, Spain and Canada.
Over 100 committee members have participated in six
meetings during the four years of development.
The impact of ISO37500 will be to bring standardization
to the global outsourcing market. The guide is intended
to provide a good foundation to enable organizations to
enter into, and continue to sustain, successful outsourcing
arrangements throughout the contractual period.
Recognition of the standard will be voluntary. However,
given the strong support from European members, it is
reasonable to expect that the governments in the
European Union will use ISO 37500 as the common
requirement in outsourcing requests for proposal. The role
of ISO in defining international standards suggests that
ISO 37500 may become the Lingua Franca of the global
IT and business outsourcing market. The standard
will allow different buyers and providers to standardize
outsourcing life cycle stages, deliverables, governance
processes and risk management models. This should
lead to more predictable, consistent management of
outsourcing and improved value delivery.
ISO37500 introduces an outsourcing life cycle model
that consists of four phases and a central governance
capability. The four phases are: Outsourcing strategy
analysis; Initiation and selection; Transition and Deliver
Value. The life cycle is preceded with a sourcing strategy
which is outside of the ISO 37500 scope and is completed
with an outsourcing renewal/exit strategy. Each phase is
described in detail within the model with a set of inputs,
processes and outputs. The document provides several
informative annexes regarding Governance Structure,
Risk Assessment, Request for Proposal, Innovation
Management and Life Cycle Exit.
TRAINING ISSUE
Both OPBOK and ISO 37500 provide
information and guidance that is
intended to improve the success, and
reduce the risk, of outsourcing.
However, the two standards are
slightly different and are targeted at a
different audience.
The OPS and OPBOK create a
standard for the individual practitioner
and have become the guide for the
COP Master Class and other IAOP
training in outsourcing, as well as for
the COP certification family examination. For example, OPBOK refers

throughout the book to outsourcing
standards that must be understood
and demonstrated by an outsourcing
professional. As well, the templates
provide a how-to tool-kit model for
the practitioner.
On the other hand, ISO37500 is
targeted at the organization, with an
organizational perspective on how

outsourcing processes operate.
The ISO standard does not provide
guidance on templates, or provide
examples of deliverables. The
standard is intended to be a
guideline, so that it can be adopted by
organizations with different needs, in
different industries and geographies.
Comparing OPBOK & ISO 37500
Comparison
IAOP - OPS & OPBOK
ISO 37500
Audience
Outsourcing professionals and the buyer,

provider or advisor organizations they
support
Outsourcing organization, buyer

or provider
Development
History
Developed under IAOP from mid-2000s;

publically available since 2010
In development under ISO

framework with formal participation
approved by ISO country standards
bodies; intended publication 2015
Geography
Developed primarily in the U.S., applied,

updated and adopted globally
Developed with strong European

and Indian participation, to be
adopted globally
Usage
To certify individuals; train individuals and

organizations
To guide organizations
Processes
Process prescriptive templates and

tool kits for the practitioner
Process agnostic to be
adapted by organizations
How will Each Standard Inuence the Other?

Clearly the OPS & OPBOK are already in practice, with
thousands of certified professionals using this standard
globally. ISO 37500 will only begin to be communicated
after it is agreed to be an international standard late in
2014 or into 2015. It remains to be seen how many
organizations will take up ISO 37500, although it is
reasonable to expect the author countries to support it
at least at the national standards level.
Given the open nature of both standards, it would make
sense that each would recognize the other. OPBOK should
acknowledge that ISO may have a significant influence,

particularly in Europe. OPBOK provides much of the
implementation detail that ISO 37500 lacks. A certified
outsourcing practitioner operating in a global environment
should be aware and conversant with the ISO standard.
Perhaps OPBOK should contain an appendix that maps
the Five-Stage Outsourcing Process to the Four-Phase
Outsourcing Life Cycle. This would allow both standards
to mutually support the growing global market for
outsourcing services.
By Ron Babin, DBA, COP, Associate Professor, Ted Rogers School of Information Technology Management, Ryerson University
R E P R I N T E D F R O M F O R T U N E M A G A Z I N E JAN. 13, 2014 , U.S. EDITION, THE FUTURE ISSUE
CanStock Photo Inc. / lunamarina
WHY 2014
COULD
BE MEXICOS
YEAR
EXPERTS HAVE PROCLAIMED THE COUNTRY THE NEXT BIG THING BEFORE.
THIS TIME MAY BE DIFFERENT.
By: Jen Wieczner
At the start of 2013, investors were rushing into Mexico. A new
President with an ambitious reform to-do list had just taken
office. And the largest IPO in Mexican history, the $4 billion
offering of Spanish bank Santanders Mexican division, had just
taken place. To listen to the government, 2013 would elevate
Mexico to an economic powerhouse.
But the new administration pinched pennies and GDP growth
slowed to just 1 percent, a fraction of 2013 expectations. By
December, stocks were down 4 percent and many investors
seemed to give up hope.
They felt Mexicos moment was slipping, says David M. Darst,
chief investment strategist for Morgan Stanley Wealth
Management, who spent much of the past two years on the
ground in Mexico studying the countrys prospects.
NOW MANY ARE SINGING THE SAME REFRAIN

THEY SANG LAST YEAR: 2014 WILL BE THE
MARKET FIESTA THAT 2013 WASNT.
Those who bet on Mexico last year are rightfully wary of being
fooled again, but theres a good case to be made that 2013s
optimism wasnt wrong, just premature. Recent legislative
reforms of the nations tax and education systems as well as
telecom and energy infrastructures (more on those in a bit)
are beginning to give Mexicos sprawling middle class a boost.
That, says legendary investor Mark Mobius, executive chairman
of Templeton Emerging Markets Group, is fueling explosive
growth in demand for consumer products. And Mobius isnt one
to mince words: We see a great future for Mexico and want to be
part of that future, he tells Fortune.
Indeed, on many fronts the investment picture in Mexico looks
brighter than it did a year ago. Among the worlds emerging
markets, Mexico stands to benefit the most from growth in the
U.S., its biggest customer by far. It also has the least to lose from
the expected tapering by the U.S. Federal Reserve, because
Mexico has a smaller trade deficit than most of its peer countries.
The reforms are sort of the cherry on top that could make
Mexico really exciting over the next five years, says Lewis
Kaufman, who manages the $1.7 billion Thornburg Developing
World Fund, which gained about 13 percent in total return
through mid-December 2013 while its benchmark sank 4 percent.
WE FIND MEXICO IN A RELATIVELY SWEET

SPOT AND IN STARK CONTRAST TO THE
MAJORITY OF EMERGING MARKETS.
PAULINA AMIEVA, T. ROWE PRICE
A couple of weeks before Christmas, Mexicos Congress
approved a watershed constitutional amendment that could
open up the countrys state-controlled oil reserves to private
companies. The energy reform will require further legislation in
2014. But the progress already exceeds investors highest hopes,
and it has reinvigorated belief that Mexico is on the cusp of a
radical transformation.
Oil reform was always the capstone; this was the apex, says
Darst, whose top pick, Mexicos largest petrochemical producer,
Alpek, should benefit from the policy change.
Rick Hoss, manager of the EP Latin America Fund, likes
companies that will prosper in a post-reform Mexico, such as
Infraestructura Energtica Nova, a natural-gas-pipeline company
that went public in 2013, and Alsea, which operates Mexican
Starbucks stores.
Hoss, whose fund ranked first in its Morningstar category in
2013, now has 56 percent of his $20 million portfolio in Mexico
double the index benchmarkafter a trip south of the border
last June. (When the fund launched in 2011, it tipped 80 percent
to Brazil.)
As with any emerging-markets investing strategy, a broad index
approach can be the best and safest over the long term. But in
the case of Mexico, thats a challenge: The index-tracking ETFs
are weighed down by the countrys traditional blue chips, whose
future is less certain in an era of antitrust reform.
Amrica Mvil and Televisa, for examplemajor targets of
Mexicos pro-competition telecom reformalone constitute
nearly 25 percent of the iShares MSCI Mexico Capped ETF.
Theres also the question of valuation. Share prices of the
relatively few companies listed on Mexicos only stock exchange,
the Bolsa Mexicana de Valores, peaked at an average of 20 times
earnings in Novemberhigher than the P/E of even the S&P 500.
Still, an investing window appears to have opened up, experts
say. Valuations based on future earnings estimates (with P/E
multiples averaging 17.5) look cheaper today than they did about
six months ago. There is already evidence that the economy has
bottomed, says T. Rowe Price equity analyst (and Mexico native)

Paulina Amieva. For us as investors, we find Mexico in a
relatively sweet spot and in stark contrast to the majority of
emerging markets.
A few investors have found Mexico market plays north of the
border. Thornburgs Kaufman, for example, favors U.S.-based
First Cash Financial Services, which gets the majority of its
revenue from pawnshops in Mexico.
American oil companies like Halliburton and Schlumberger
may also benefit from Mexican energy reform, says Morgan
Stanleys Darst.
And as U.S. growth trickles down into Mexico, spurring the
housing market there, Darstwho calls Mexico the Asia next
doorexpects homebuilders like Cemex and real estate offerings such as Macquarie Mexican REIT to thrive.
Says Juan Carlos Prez Macas, head of S&P Capital IQs new
Mexico City office, which opened in September to cater to the
burgeoning investor market there: This is the Mexican
momentthe next years will be a fantastic opportunity.
The next few months may bear that out.
For the full story, visit www.fortune.com.

IAOP and Fortune Content Marketing & Strategies have been partners
for 20 years. Fortune publishes IAOPs Global Outsourcing 100 ranked
list in a special advertising section annually. For more information about
the benets of Fortune advertising to IAOP members, contact Ron Moss,
Associate Director, Project Management Content Marketing & Strategies,
ron_moss@timeinc.com.
DID YOU KNOW?

IAOP has an active chapter network in this
important region? Outsourcing customers,
providers and advisors are welcome to get
involved in our chapters in Brazil, Colombia,
Costa Rica and Mexico. IAOPs Latin America
regional advisory board also works to tailor
association programs to regional needs.
For more info. on IAOPs chapters, contact
julie.huson@iaop.org and on the Latin
America regional advisory board, contact
kim.maneeley@iaop.org.
SPOT
Growing Market | Call Centers Expanding
Location: Located in Central America at the southern tip

of Mexico; bordering Belize, Honduras and El Salvador
between the Caribbean Sea and the Pacic Ocean
Population: The most populous country in
Central America 14.7 million; 59 percent
identify as mestizo, a mixed European ancestry
CanStock Photo Inc. / rusak
HOT
GUATEMALA
Language: Spanish is spoken by 93 percent of the

people, with a small number of the population speaking
one of 21 Mayan languages. Most of the professional
workforce speaks English uently
OUTSOURCE2LAC 2014 WILL BE HELD NOV. 12-13 AT WESTIN CAMINO REAL HOTEL IN
GUATEMALA CITY. FOR MORE ON THE EVENT PRESENTED BY IAOP AND IDB, SEE STORY.
THE GROWING MARKET OF GUATEMALA NEARSHORE CALL CENTERS EXPANDING

History celebrated! Between The Maya ruins of Takal,
ancient city of Antigua and the folk saint Maximon in
Santiago Atitln, Guatemalans love to celebrate the past;
even in the most remote areas, a day doesnt go by when
there isnt a fiesta somewhere. While Guatemalans are
famous for their coffee, buuelos, cowboys, volcanoes and
Marimba music it is the indigenous,
colorful ChiChi market that twice a
week, brings them all together. The
choice of transport for many is the
chicken bus. Vibrantly painted and
consisting of colorful murals, they are
filled to maximum capacity with people,
topped with roof racks full of cargo and
traveling at extremely high speeds
throughout the country, over mountain
passes and to its most remote of villages.
destination, including: Atento, whose new contact

center in Guatemala Citys World Technology Center
will quickly create more than 1,000 new jobs; and C3,
who will be adding 500 additional employees when it
launches its new contact center.
In 2013, Agexport, the Guatemalan
Association of Exporters, announced
the IT and BPO sectors created 3,000
jobs in the country. Between 2013 and
2014, Guatemala and Brazil were
Latin Americas two biggest climbers
in the World Banks Ease of Doing
Business Index. The administration of
Guatemalan President Otto Perez has
been tirelessly working to attract new
investments.
As the government continues its work

Outsourcing Outlook: Guatemalans
toward economic reform, maintaining
Companies
are
expanding
continually impress and surpass
free trade and liberal markets, they can
and
creating
jobs
expectations. Known for their
expect a continued, growing market in
hospitality, talent, innovation and
Guatemala.
quality professional education, they have generated
a stable and profitable environment for economic
Economy: : The largest economy in Central America,
development.
through trade, regional integration and tourism, Guatemala
Other organizations are contributing to the growth of

Guatemala and proving it as a nearshore call center
has made significant progress in achieving macroeconomic

and democratic stability. Strategically located in the northern
part of Central America, it is two hours from the United
States, which is Guatemalas primary trading partner, both
in imports and exports. Other trading partners include
El Salvador, Honduras, Mexico, Nicaragua and Panama.
By Kate Tulloch-Hammond, IAOP
CCanStock
S k Photo
Ph Inc.
I / ElHielo
ElHi l
A result of positive customer service and the comparable

cost of doing business, Capgemini in 2006 started a
financial and accounting operation in Guatemala with a
plan to continue its growth over the next five years.
(see Knowledge Center story).
CanStock Photo Inc. / underworld
Nov. 11-13 in
Guatemala City,
Guatemala.
OUTSOURCE2LAC 2014
Joining
together with
the Inter-American
Development Bank (IDB),
IAOP is pleased
to present
Outsource2LAC,
an inuential
outsourcing offshoring
summit for the
Latin America and
Caribbean region,
OUTSOURCE2LAC 2014
Fabrizio Opertti
Chief of Trade
and Investment at
Inter-American
Development Bank
MARK YOUR CALENDAR: NOV. 11-13
Weve partnered to bring together IAOPs

knowledge, expertise and global reach
with IDBs strong clout and predominance
in the region, says Fabrizio Opertti, Chief
of Trade and Investment at Inter-American
Development Bank. This is only the
beginning of our collaboration with IAOP.
Now in its fourth edition, Outsource2LAC is unique

in that it combines a technical forum featuring
prominent leaders speaking on current and future
market trends with customized business matchmaking
meetings among its 500-plus attendees.
IAOP will present its Certified Outsourcing Professional
(COP) Standards Workshop on Nov. 11 before registration
to start the program and also contribute to the content
and programming.
By signing up for the event at ConnectAmericas, the
first social network for businesses in the Americas
(www.connectamericas.com), attendees can specify their
areas of interest in outsourcing and the sophisticated
software system will pair them for business meetings
during Outsource2LAC and build continued relationships
after the event.
Latin Americas Ongoing Growth

Latin Americas appeal as both a nearshore and farshore
outsourcing destination is well understood by IAOP
global members.
Latin America is capturing a small less than 10 percent
but increasing part of the global outsourcing market of
$350-400 billion, Opertti says. Latin America has a
strong value proposition. Its the follow the sun model,
that allows companies to do both nearshore and farshore
outsourcing with 24-hour continuous access to services.
In addition, the region is well positioned to serve the
language needs of the U.S., which has 54 million people
who speak Spanish, second in the world to only Mexico.
Skills training and education is improving through
investments by IDB and other agencies in finishing
schools in countries such as Uruguay, Colombia,
Trinidad and Tobago, according to Opertti.
GUATEMALA CITY, GUATEMALA
EVENT HIGHLIGHTS
Nov. 11
IAOP presents its Certied Outsourcing
Professional (COP) Standards Workshop
Registration and check in
Networking cocktails
Trade Show Exhibition Hall Opens
Nov. 12
CanStock Photo Inc. / sateda
Outsource2LAC will feature participation from agencies

promoting trade and investment buyers and technology
services. Partners include, in addition to IAOP, the Ministry of
Economics of Guatemala, Invest in Guatemala, the Guatemala
Exporters Association (AGEXPORT) and Tholons.
The event has previously been held in Montevideo,
Uruguay; Medellin, Colombia; and in Buenos Aires,
Argentina. Outsource2LAC has gathered nearly 2,000
professionals from more than 20 Latin American and
Caribbean countries and from the United States,
Ireland, Spain, France, Egypt, India and the Philippines.
Thousands of matchmaking meetings have been
organized, which led to more than $14 million in
actual deals made, according to its organizers.
Opening ceremony
Plenary sessions on: Changing market
dynamics, opportunities and implications;
upgrading the talent pool skills; legal
process outsourcing; Social, Mobile,
Analytics and Cloud; understanding
investors; outsourcing in biotechnology
and medical services; and creative
industries: lms, videogames and animation
Future Flash sessions on: Connect Americas,
social media networks, successful sales pitches
Dinner and cultural show
Nov. 13
Business matchmaking meetings
Business lunch
Site visit
Registration is free to IAOP members. For more information, visit IAOPs web site
at http://www.iaop.org/Content/23/154/3988/Default.aspx and ConnectAmericas.
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Following the economic declines in her native country

in the 1980s, she once again took a brave step by joining
friends in starting Softtek, a small IT services company in
Monterrey, in 1982 with the goal of not just being a local
company but serving the world.
This was about a decade before people even started
talking about nearshore. Softtek would later coin the
phrase nearshore in 1997 for its trademarked delivery
model, which is now widely used in the industry to define
outsourcing services provided by countries within close
proximity.
Under Trevios leadership since 2000, Softtek has
become the leading information technology services company in Latin America with 9,000 employees and 30 global
offices in Latin America, United States, Europe and Asia.
A i
S

G L
A

Trevio has been called by several media outlets one of
the most influential executives in Mexico and throughout
Latin America. She achieved another milestone when
she was inducted as the first woman into IAOPs
Outsourcing Hall of Fame at the Latin America
Outsourcing Summit in Colombia in 2011.
Widely admired for her honest, straight-forward business
approach, Trevio talked with Pulse about her ambitions
and challenges in the early years; the evolution of nearshore outsourcing; her close-knit family as one of seven
children; and what she likes to eat best when she returns
home to Mexico.
P: Tell me about your history with Softtek. What was it

like starting this company?
B: It has been an incredible ride. When I think of those
years, so many things were different and some of them
have been here forever. It was not just that outsourcing
wasnt here, Mexico was not yet understood as being a
technology provider.
P: How did you get involved with Softtek?
B: While I was still at the University (Instituto Tecnolgico
de Estudios Superiores de Monterrey) I got my first job at
Dinamica, a company that was a division of and provided
services to Grupo Alfa (an industrial group in Mexico).
When I graduated in 1981, I decided to stay at Dinamica.
It was a very difficult year in Mexico in 1982, and some of
my friends from Dinamica were laid off. They were the
ones with the idea of starting Softtek. I stayed in Dinamica
until we got our first contract in 1985 and soon after, in
1986, I got married.
P: What was the vision for Softtek when launching it?
B: From the very beginning, we had decided we wanted
to be a global company. Our target market was, and still
is, large corporations. To us, being global was much more
than just exporting services. We wanted to have a direct
presence in those countries and be able to replicate what
we were doing in Mexico. We never wanted to be an IT
services company solely supporting the local market.
P: Why do you think Softtek has been successful?
B: Weve been very ambitious from square one! People
used to say we were crazy. We have always created our own
dreams, and we were not afraid to share them. Sharing a
dream shows you are serious, and it becomes a commitment. We are not reluctant to make those huge statements.
I N T E R V I E W: B L A N C A T R E V I O
Blanca
Bio on
IAOP OUTSOURCING HALL OF FAME: Being the rst woman

is a great honor and privilege. Its amazing to get an award
like that from such a respected organization.
BORN: A native and resident of Monterrey, Mexico

ROLES: Became a founding member of Softtek in 1982.
Appointed president and CEO of Softtek in 2000
BOARD POSITIONS: Board of Directors for Walmart Mexico
since 2006 and Goldcorp since 2012. Also active on the
boards of ITESM and the U.S. -Mexico Foundation.
ACCOLADES & AWARDS: Forbes 50 Most Powerful Women
in Mexico; member of the World Economic Forums B20 Task
Force on ICT and Innovation; APEC Women and the Economy
Summit; rst woman inducted into the IAOP Outsourcing Hall of
Fame and honorary COP; named global leader and entrepreneur
by Endeavor; Top 25 Businesswomen by The Latin Business
Chronicle; Rising Star on Fortunes list of the 50 Most Powerful
Women; Stevie Award for Women in Business; #4 on Forbes
Most Powerful Women in Mexico.
S (
SPEAKING: Has participated in forums at the World Bank, Inter-American

Development Bank, Kellogg School of Management, Harvard Business
School and London Business School, Quartz The Next Billion, Bloomberg
Media Group, Americas Society/Council of the Americas
EDUCATION: Holds a degree in Computer Science from the Instituto
Tecnolgico de Estudios Superiores de Monterrey (ITESM)
PERSONAL: A recently new grandmother, she enjoys spending time with her
granddaughter, two daughters and husband; reading, playing Canasta (a card
game named after the Spanish word for basket) and learning to play bridge
We understood starting the company had to be done as

a team. Other companies have one founder. There were
six of us partners in 1985, which turned into eight and 10
partnersmany of whom are still at Softtek. We mutually
recognized that each one of us has a unique role that is
integral and can complement each other.
Doubts never got in the way; it was like we were blind.
We understood there would be challenges. I dont know if
it was because we were proud or over confident but there
was always the conviction that we can make it. We did
whatever was necessary.
There has never been a moment where we felt we were
already there. There is always more we could and can do.
We would ask: Why not Argentina? Why not the U.S.?
YEAR FOUNDED: 1982

NUMBER OF EMPLOYEES: 9,000
LOCATIONS: Headquartered in Monterrey,
Mexico with 30 global ofces in Latin
America, United States, Europe and Asia
SERVICES PROVIDED: Application-Related
Services, Business Process Outsourcing,
IT Infrastructure Support, Software
Products and Associated Services
CUSTOMERS: A preferred service provider
for several Fortune 500 organizations
that serves top-tier corporations in the
markets where it operates
Why not China or India? The target is always moving.

Its what keeps us successful.
P: Tell me about your current role as president and CEO.
B: I travel 46 to 48 weeks a year to countries where we
have operations. I go to see what were doing and come
back and spread it throughout the company. I always
feel more energetic after travelling; visiting our different
operations allows me to be close to our stakeholders - our
people, our clients and the different institutions with
whom we work. A large percentage of our revenue comes
from recurring clients, many with whom we have been

working for numerous years. We have grown together over
the years, and thus have a unique bond.
With Softtek as a leading regional leader for IT services,
I am very involved with the government to promote the
IT industry and the people in it. For the same reason, and
with our experience as entrepreneurs, I am frequently
invited to speak at conferences and panels on
entrepreneurship, LATAM as an IT player, and women
in leadership. Its a passion of mine. I am privileged to
also be an active board member with other companies,
universities and non-governmental organizations.
P: Tell me about how it was selling the nearshore

concept to customers in the earlier days versus now.
B: Today nearshore is mainstream. The advantages of
nearshore are well understood. People now talk about
global sourcing and understand its not just India. In the
mid 1990s when we launched the nearshore concept,
that was a different story. People, analysts, even our
government, thought we were crazy because they never
considered that Latin America or Mexico could produce
advanced technology or offer IT services.
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P: What are the nearshore advantages?
B: We can be very competitive as a region. Initially, the
market thought the only advantage of nearshore was
convenience that it was easier to fly to Mexico. We do
have geopolitical advantages but the value proposition is
more than that. We have very strong processes, and
working in similar time zones allows us to be very
productive and, thus, cost competitive. For more collaborative applications or services, working in the same time
zone or in a nearby location is certainly an advantage.
P: What is the outlook for Latin America?
We started by positioning the region as a capable and

valuable location for offering those kinds of services.
During those years it was not about Softtek; it was about
the nearshore concept and establishing that the region
had the talent and capabilities to offer these kinds of
services and a strong value proposition.
B: Its a great opportunity from different perspectives.

LATAM is an important player, not only for providing
IT services globally but for its huge potential as a market/
consumer of IT services. Softtek is the leader to, from
and in Latin America.
We worked very closely with our Mexican government

to position the concept and the region. It took about five
years I wish it could have been faster. At every conference we attended, we invited some type of government
constituent to show that we had their support and that it
was a national initiative.
P: What about the opportunities for Mexico?
We incorporated English classes in our training programs

as part of our efforts towards strengthening the industry. I
remember one article that said Softtek is the jewel of the
crown. We were and are proud to have started nearshore;
however, we also understand that to position Mexico,
a very strong industry must be in place. Working with
customers is important but likewise it is fundamental to
collaborate closely with government and universities.
B: With the recently approved reforms we do expect to

recover Mexicos economic growth. The energy reform
alone opens doors for huge direct foreign investments
that should be translated into economic growth. President
Pea Nieto and his cabinet understand the role of IT
in our competitiveness. We should see important
governmental transformational projects. They are really
pushing technology in Mexico and making it accessible
for citizens. We see a huge opportunity in Mexico for
our industry, our region and our company. (See related
story from Fortune.)
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P: How did you get into studying computers?

B: I started college in the late 1970s and graduated in
1981. No one talked about technology; there were no
laptops or even desktops. The technology wasnt there.
When they told me about computers it sounded
challenging, and I remember telling my Dad that I
would study computing. He didnt understand it
(neither did I), but he was so proud and he would tell
anybody that would listen to him that his daughter was
going to study computers.
I went to register and at the last moment got cold feet
and decided to go into marketing. When I returned home
and told my Dad, he was so mad at me. He asked me why
I wasnt studying computing. I told him I was scared that
I was not going to be able to do it and that I wouldnt have
time to spend with my friends.
My Dad said that if he had a daughter that was not smart
enough to study IT, he could live with that. But he certainly
wouldnt allow for his daughter to be scared. I went back
to the university and changed my field to computing.
My Dad always supported, inspired and pushed me, and
was definitely proud and amazed of the things I achieved.
Making him proud was an important driver for me.
G i i
no no o 1i o
i i B in on
o o i o 1 n
o nii n n
o oin
P: What is your leadership style?
B: I like to describe it as inclusive leadership. There
is no other way to lead this company than to have a very
strong team. Having a talented, diverse and cohesive
team allows me to be more effective as a leader.
We complement, support and empower each other.
innovation and promote self-determination. We encourage

openness and flexibility. Softtek has been ranked by Great
Place to Work Institute, but what makes me more proud
is the fact that people choose to work here to launch their
professional future. (Softtek has achieved recognition
by CNN Expansion as a Super Company for Launching
Young Careers.)
P: Who are your role models?

B: I cant say any one individual. There have been people
who have been with me my whole life and have been supportive. I have a very close family who has always pushed
me. Also, my partners at Softtek have been amazing. I see
role models as being a two-way street. I am often asked
do you support or advise other women? I am a mentor and
they are mentors for me. I am always learning from others.
P: What advice would you give young professionals?

B: Dont be afraid of clearly and openly voicing your
ambitions. Dont look at your weaknesses; look at your
strengths. Always be accountable for the commitment
you make. Share your vision with someone else; its more
important to be part of a team.
P: What does the honor of being named to IAOPs

Outsourcing Hall of Fame in 2011 mean to you?
B: It is incredible. I feel very proud. Any time I have been
given an award, I truly believe its for the entire company.
Being the first woman is a great honor and privilege. Its
amazing to get an award like that from such a respected
organization.
P: What are your favorite reading materials?

B: I used to read whatever I could get my hands on at
the airport! Lately, Ive been enjoying reading about
meditation and emotions and happiness.
P: What is the culture at Softtek?

B: A strong and dynamic company culture is in our roots.
We have always seen our culture as one of our most
important differentiators. One of our most important
values is sharing the vision, the implications, the
benefits, the responsibilities and the future. We embrace
P: What do you like to eat at home and on the road?

B: When I travel, I love to come back home and I want
tacos and very typical Mexican food. Mexican food is the
best food in the world.
WELCOME
NEW MEMBERS
IAOP is pleased to welcome new and renewing

corporate and professional members from:
Accenture; Ace Group; Alorica; Andreas Schneider Dienstleistungen; AON Plc; Applied
Materials; Aptara; Assurant; AT&T; Bayer Cropscience; Blecha Strategy Group; Boston
College; BP; Bridgewater SA; Bristol-Myers Squibb; Bull; CA Inc.; CBRE; Chubb; Cigna;
Citihub Consulting; CMC Limited; Corium Consulting Services Ltd; Cranfield University;
Delhaize Group; DTSI Group; Duke Energy; Empacus; Erasmus University Rotterdam;
uit n Partners; Goodmans LLP; Guardian Life
Federal Home Loan Bank of Chicago; Fruition
Insurance;
rance HCL; HCSC; H
Hess Corporation;
porratio
ation; Highpoint
Highpoint Solutions;
Solut
olu
utio
on HP; Infosys; Intel;
Inte Intetics;
land & Ellis;
Ell Kodak;
od
da
ak; KPMG;
KPMG
G; L
SG S
Sky C
Che
fs; Luxoft;
Lu
; Manulife; Mc
ISG; Kelly
Kelly; Kirkland
LSG
Chefs;
McKesson;
Merck
ck & Co.;
C MetLife Global Opera
Operations
ns Su
Support
ort C
Center
Center; Microsoft;
osoft; Miratech; Nation
National Bank
of Canad
Canada; Open Source Development;
Dev pme
Ora
Orange
ge Business
B ness Ser
Services;
rv
vic
Ordina Belg
Belgium; P+L;
siCo; Pillsbury
illsbury Winthrop Shaw
Sh w Pittman
Pittttman
tm LLP;
LLP
P; PPA GmbH;
Gm
mbH Procter
er & Gamble;
G
PepsiCo;
ProView
Global US; PwC; Q/P Management Group; Quint Wellington
Wellli
We
Redwood; RampRate; ReadSoft;
Re-Source America, LLC; ResourcePro; Riverwood Solutions Inc; Robert Gordon Univerity;
Rural Sourcing; SAG Infotech Private Limited; Seven Seven Softwares, Inc.; Sikich, LLP;
Sourcing Matters LLC; State Farm; Suncorp; Sutherland Global Services; Targacept, Inc.; The
Capital Group of Companies; The DDC Group; The Guardian Life Insurance; The Pythian
Group; Tieto; Time Warner; Union Bank; University of Liverpool; USAA; Vee Technologies
USA; Virtacore Systems Inc.; Walgreen; Western Union; and WNS Global Services.
For information on IAOP membership, click here or email sales@iaop.org
MEMBER BENEFITS & SERVICES

JOIN WITH THE INDUSTRY
LEADERS
Membership in IAOP provides access
to an extensive array of services, and
just as importantly distinguishes
organizations and professionals as
leaders in the field of outsourcing.
Customer Corporate Membership
Organizations that are currently

outsourcing or are considering one
or more outsourcing initiatives
should become Customer Corporate
Members of IAOP. This membership
provides organization-wide access to
the associations research, training,
certification, and networking
programs - all designed to help
companies achieve better business
results through outsourcing.
Provider/Advisor Corporate
Membership Outsourcing service
providers and advisory firms should
join IAOP as Provider/Advisor Corporate Members. This membership
provides the same organization-wide
access to IAOPs research, training, certification, and networking
programs as Customer Corporate
Membership, but also includes
member-only sponsorship opportunities that serve the marketing and
business development needs of
these companies.
Professional Membership
Professional Membership is available

to individuals either as part of their
companys corporate membership or
on an individual basis. This membership serves the needs of practitioners
working in the field of outsourcing
whether as customers, providers, or
advisors. In addition, it provides these
professionals with direct, personal
access to association services.
MEMBER SERVICES
Many of these services are included
as part of IAOPs Professional or Corporate Membership, with discounts
available for use beyond the level
provided. Some services are also
available individually at non-member
rates. These include:
Pulse Magazine Available bi-monthly
online, our e-zine features in-depth

coverage of the industry, issues,
trends, geographies and vertical sectors and functions; thought leadership
and case studies, probing Q&As, Clevel interviews and profiles; as well
>
Special Professional
Membership Offer
Readers of PULSE can receive 10

percent off of standard membership
rate of $345. Go to: www.IAOP.org/
PMregistration and enter offer code
IAOP-PM-0412.
as exclusive and insider coverage of
IAOP events, programs, awards, research, training and certifications and
surveys. Members get a free subscription, advertising discounts as well as
the opportunity to submit content.
IAOPs Knowledge Center, Firmbuilder.com

IAOPs online repository houses
more than 1,000 articles, including chapter meeting presentations,
conference proceedings, industry
whitepapers, research articles and
more. Members have full access.
Global Chapter Network Through
its active and expansive chapter

network, IAOP members can share
their expertise and find knowledge
on best practices for specific industry
segments, topics and geographic areas
within outsourcing. Access to any and

all chapter meetings is included in
IAOP membership.
Conferences & Events IAOP hosts

the worlds best-known and most
highly-respected executive conferences on the topic of outsourcing,
including The Outsourcing World
Summit. Become a member and
attend at a discount.
Outsourcing Professional Certication

Frameworks (OPCF) IAOPs trainings
and certifications are the industrys
de facto. Whether you are interested in getting educated through
the COP Master Class or becoming
a Certified Outsourcing Professional
(COP), there is a path that suits your
needs. Members receive substantial
discounts.
Global Supply Risk Monitor
A unique Web-based product that

enables clients to monitor, predict
and manage the various risks in their
services supply chain across countries,
cities and suppliers, in real-time.
Corporate Members receive one
free monitoring service.
Outsourcing Professional Body
of Knowledge (OPBOK) A cohesive

and comprehensive outline of the
commonly accepted practices and
skills required to ensure outsourcing
success. IAOP members receive
a 25 percent discount on the
Outsourcing Professionals Guide
to Corporate Responsibility eBOOK.
>
For more detailed

information on membership
and member services, visit
www.IAOP.org/MemberServices
PULSE
PROFESSIONAL
LETTER FROM THE DIRECTOR
PAMELA ODELL is the Director

of Corporate & Professional
Development at IAOP and can be
reached at +1.845.452.0600 ext. 121
or at pam.odell@iaop.org.
Dear Colleagues:
This issue of PULSE is focused on training and the
importance of it to organizations and individuals in the
outsourcing profession and industry. Just as you would
want to entrust your complex tax issues to a CPA, or
have your delicate operation performed by a Board
Certified physician, sourcing relationships should have
trained and qualified professionals involved at every
step of the deal both as customers and providers/
advisors. It makes sense, but we often forget that training, as with learning, is a life-long journey, and theres
always something we can learn from fellow colleagues.
While IAOP offers its own COP training delivered
by one of our 18 COP Authorized Trainers globally, we
also work with several Corporate & Professional
Development Alliance Partners to deliver and promote
best standards through related or endorsed training
courses. I wanted to share with you information about
our partners and the services they provide from
testing to accreditation and publishing best practices.
APMG-International is a global examination institute
accredited by the APM Group. They provide testing
services and the platform for the Certified Outsourcing
Specialist Foundations Principles (COS-FP)
designation, and also accredit Authorized Training
Organizations for the COS-FP qualifying Sourcing
Governance Foundation course.
CDI Online Learning Management Services is led by
Jim Shea, COP-GOV-SP, who designs, develops and hosts
the platform for all of IAOPs online courses, as well as
various certification exams, including the COP exam.
While the IAOP focuses on one pillar of
outsourcing success for professionals, the ITSqc delivers
organizational development and certification focused on
developing the capability of the organizations involved

in sourcing.
The alliance includes co-branding and promotion
of each others programs; endorsement of the eSCM
Models and associated publications; mapping of
the Outsourcing Professional Standards against the
eSCM models in our OPBOK; and participation in
chapters, research and committees. The ITSqc
founders are all COPs and global Authorized Trainers
for the COP courses.
Quint Wellington Redwood, a global independent
firm specializing in organizing IT management, has a
number of IAOP Authorized Trainers on staff and
partners with IAOP to hold COP Master Class training
in Europe.
Lastly, Van Haren Publishing is a leading
international publisher specializing in publications
on management best practices. It publishes the
IAOP Outsourcing Professional Body of Knowledge
(OPBOK), now in its second edition, as well as the
Outsourcing Professionals Guide to Corporate
Responsibility management guide. Van Haren also
publishes the IAOP endorsed eSCM books from ITSqc.
IAOP and its corporate and professional
development alliance partners bring a wealth of
knowledge to the outsourcing industry and professionals
they support. Together, we are committed to continually
educating our members by developing training and
certification platforms using best standards that
improve the industry and outsourcing as a profession.
Best regards,
Pamela ODell
CON
GRATS
IAOP CONGRATULATES THESE NEWLY
CERTIFIED PROFESSIONALS
Earning the Certied Outsourcing Professional
Designation:
Pamela Chiechi, COP, Manager, Walgreen Co.
Gary Courtney, COP, Globalization, PMO Lead, CIGNA
Margaret Day, COP, Alliance Director, CBRE
Bruce DAmico, COP, VP, Application Development:
Strategic Sourcing, Assurant Solutions
Maria de Huelbes, COP, Operations Manager, PwC
Gary Dobbins, COP, Sr. Director, Covidien
Ryan Dunn, COP, Manager, USAA
Roy Hoh, COP, Director, IHS
Lawrence Kane, COP-GOV, Senior Leader, ITI Strategy, Sourcing
David Kohl, COP, Senior Staff Underwriter, USAA
Samara Makinsi, COP, Senior Staff Underwriter, USAA
Todd Moschner, COP, VP, Apria Healthcare
Robert Oosting, COP, HR Manager, ISS
Walead Refai, COP, Global Compensation, CSC
Ivan Sachkov, COP, ITO Country Delivery Manager, HP Russia
Sailesh Thakur, COP, Director, Outsourcing Management,
CME Group
Simon Vrolijk, COP, Senior Consultant, Quint Wellington Redwood
New to the Ranks of Associate Certied

Outsourcing Professionals:
George Agyei, aCOP, Business Development Executive,
e.Services Africa Ltd.
Punit Bhatia, aCOP, Program Manager, ING Belgium
Marc Bruyland, aCOP, Manager, ING Belgium
COP
CALENDAR
COP STANDARDS WORKSHOP

9/22
Mandarin Orchard, Singapore
COP MASTER CLASS

11/5-7
Quint Wellington Redwood Ofces
The Netherlands
COP MASTER CLASS &

GOVERNANCE WORKSHOP
3/30-4/2
Dolce Atlanta-Peachtree, Atlanta, Ga.
2015 OUTSOURCING WORLD

SUMMIT WORKSHOPS
Whether just interested in learning more
about certication or already a COP, stay
later to The 2015 Outsourcing World
Summit and take advantage of these
workshops on Wed. Feb. 18 in Phoenix, Ariz.:
Certied Outsourcing Professional (COP)

Accelerated Application Process
Outsourcing Certication Primer

Earning Your Certication & Beyond
COP Advanced Intensive Workshop
Karine De Schrijver, aCOP, Manager, ING Belgium

Dmitry Kashtanov, aCOP, Head of Application Services, GDC
LEARN MORE ABOUT THE COP PROGRAM
Galina V. Musina, aCOP, Head of Application Services, Fujitsu
Upcoming Complimentary Webinars:

Dates: Oct. 8, Oct. 29, Nov. 19 & Dec. 10
Time: 12 p.m. EST
Ernest A. Otu, aCOP, Business Development Executive,

e.Services Africa Ltd.
Chitra Rajeshwari, aCOP, Executive Director, Avasant Foundation
Mary Skekel, aCOP, Director, Procurement, USAA
CHAPTER
ROUND UP
UPCOMING CHAPTER
MEETING CALENDAR
SEPTEMBER
Sept. 16 China Week, Beijing Chapter Meeting
Sept. 17 - Nordic Chapter Meeting
Sept. 18 - Outsourcing Tools & Technology and NorCal
Chapters Meeting
Sept. 18 China Week, Shandong Chapter Meeting
Sept. 22 China Week, Shanghai Chapter Meeting
OCTOBER
Oct. 8 - Governance Chapter Webinar
Oct. 9 - Rocky Mountain Chapter Meeting
Oct. 16 Global Human Capital Chapter Webinar
Oct. 16 Charlotte, NC Chapter Launch
Oct. 23 - Chicago Chapter Meeting
NOVEMBER
Nov. 6 SoCal Chapter Meeting
Nov. 7 Atlanta Chapter Meeting
Nov. 12 Nordic Chapter
Nov. 12 Midwest and Domestic Sourcing
Chapters Meeting
Nov. 13 Minnesota Chapter Meeting
The calendar is frequently updated. To stay current, check IAOPs

Web site for details at www.IAOP.org /calendar.
Professional Members may attend an unlimited number of chapter
meetings. IAOP also offers complimentary Associate Membership that
allows non-members to attend a chapter meeting as our guest and
access select online resources. Create your Associate Membership
now and then register online for the chapter meeting of your choice.
CHAPTER SPOTLIGHT:
GOVERNANCE CHAPTER
CHAIR: Neo Group, Applied Materials, Blue Shield of California and

Boston Scientic
RECENT EVENTS: Webinar in August on Governance for Global
Business Services and Hybrid Delivery, moderated by Atul Vashistha,
chairman of Neo Group. Jack Sanderson, COP, Senior Manager,
Strategic Sourcing & Process Transformation Ofce at Boston
Scientic, walked the audience through the overall governance
model at his company.
UPCOMING NOT TO MISS: Oct. 8 Webinar will focus on the
Outsourcing Health Check and the December virtual meeting will
be on Outsourced Governance Services.
WHAT ITS ALL ABOUT: The IAOP Governance Chapter is one of the
oldest virtual chapters. Its mission is to instill a common denition
and understanding of Supply Governance among IAOP members, help
identify best-in-class frameworks in the eld that amplify the probability
of success, and diminish the risks inherent in global sourcing.
WHY GET INVOLVED: Governance continues to be a top challenge
facing outsourcing professionals today, says Vashistha. Outsourcing
Governance is a complicated topic, encompassing a range of issues
such as performance and change management, stafng and skills,
metrics and incentives, mindset and culture, regulatory and contractual
compliance, customer satisfaction and dare we say, provider satisfaction.
This chapter provides a forum for IAOP members to come together to
demystify Supply Governance and to begin to identify, dene and improve established governance practices, by adopting the best-in-class
today and making it better through collaboration among the members.
HOW TO LEARN MORE: The chapter meets virtually via its bi-monthly
webinars, supports the COP-GOV certication and also is looking to
launch a wiki-like effort to create a Governance Playbook. Corporate
members are invited to join this effort by emailing Julie Huson,
julie.huson@iaop.org.
This chapter
provides a
forum for IAOP
members to
come together
to demystify
Supply
Governance
and to begin to
identify, define
and improve
established
governance
practices, by
adopting the
best-in-class
today and
making it
better through
collaboration
among the
members.
=
IAOP REMEMBERS
JANE SIEGEL
PH.D., COP
Jane was not only a great person and friend to all of us at IAOP,
but a true trailblazer in the outsourcing industry. Her work at
Carnegie Mellon University, both through eSCM and more
recently on cloud computing, provided insights and standards
that all of us will continue to benefit from for years to come.
Debi Hamill, CEO of IAOP, and Michael Corbett, Chairman
of IAOP
A Tribute to an Outsourcing Visionary,

Educator and Researcher
Jane Siegels Outsourcing Legacy:
Senior Scientist at Carnegie Mellon who taught courses

about IT-enabled Service Management and participated
in research to define meaningful measures of service
performance and quality well before its time.
Founded ITSqc, LLC, the spin-off from Carnegie

Mellon University created to promote best practice
models for the global IT-enabled services industry.
Developed the eSourcing Capability Models for
Service
Providers and Client Organizations to provide
a framework for industry best practices in sourcing
and service management.
Authorized trainer for IAOPs COP program, member of

IAOPs Latin America Advisory Board, frequent presenter
and a valued member of several IAOP committees.
Recognized as IAOPs 2014 Member of the Year.
Jane was a brilliant researcher, sincere professional,

wonderful person and clearly a guru on outsourcing,
committed to improving the outsourcing industry in Colombia
and strengthening LATAM as a region. She always had a word of
advice and support, and a human approach to solving issues.
Santiago Pinzn Galn, Executive Director, Chamber of
BPO/ITO/KPO, ANDI
Dr. Siegel was a caring individual, who gave much

of her time and energy to helping others, and she
will be greatly missed by all who knew her.
Bill Hefley, Ph.D., COP, Director, ITSqc, LLC
It is not often you meet a fellow professional who thoroughly impresses by not only their
knowledge, but their personality and warmth as well. She was always there with ideas,
thoughts and encouragement. It was done with a smile, patience and caring thoughts.
She has left a void among outsourcing professionals, as she enriched all of us.
Janes compassionate and caring

spirit remains with us. Jane was
soft-spoken yet her words and
opinions conveyed the power in
her intelligence. Her contribution to
the outsourcing space is unmatched
and very much appreciated by the
entire community. She was a pioneer
and I am fortunate to have had
known her for many years, not only
as a colleague but also as a friend.
Jag Dalal, COP-GOV, IAOP Chief Advisor,

Thought Leadership
Julia Santos, Executive Markets

Advisor at Ernst & Young
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Best Foreign BPO Service

2011-2013 Sao Khu Awards
Award for Corporate Social Responsibility

2014/2012 European Outsourcing
Association Awards
Award of Excellence
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2012 Philippine Quill Awards
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2013 National Outsourcing Association
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COMING NEXT IN
PULSE
NOV /DEC: LOOK AHEAD WITH OUR
TRENDS & FORECAST ISSUE

PLUS, MANAGING WITH QUALITY & FINANCIAL SERVICES
HOT SPOT EXPLORES

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PULSE

THE MAGAZINE DRIVEN BY & FOR THE OUTSOURCING PROFESSIONAL

CanStock Photo Inc. /

2 PULSE Sept/Oct 2014

ISSUE 13 | SEPTEMBER/OCTOBER 2014

TRAINING 2014 EDITION

The Growing Market

PULSE Sept/Oct 2014 3

TRAINING 2014 EDITION

THE WESTIN CAMINO REAL, GUATEMALA

CanStock Photo Inc. / underworld

The Sandbox .................................................... p10

Pulse Contributors ........................................ p6

Joining IAOP: New Members & Benefits ... p46-47

Taking the Pulse ............................................ p7

Pulse Professional ....................................... p48-49

The Beat: News & Commentary ................... p8

Chapter Roundup ........................................ p50-52

O Book Club ............................................... p9

Pulse Flash: A Special Tribute to Jane Siegel ... p52

4 PULSE Sept/Oct 2014

CEOS DESK TRAINING

IAOP praises the more than 1,600

support this program and deliver value

To everything there is a season and

PULSE Sept/Oct 2014 5

SEPT/OCT 2014 ISSUE: 13

6 PULSE Sept/Oct 2014

MATT SMITH Has more than 25 years

IAOPs 2014 member survey conducted in collaboration with

CUSTOMERS MAIN REASONS

CUSTOMERS AND PROVIDERS: OUTSOURCING DELIVERY

Increasing business exibility is the number

The trend toward bundled outsourcing with a single provider in charge of

IMMEDIATE COST SAVINGS

CUSTOMERS AND PROVIDERS:

17% 14% 14%

CUSTOMERS PLANS TO IMPLEMENT CLOUD-BASED

MORE FOCUSED ON OPERATIONAL;

NEWS & COMMENTARY AS

THE IAOP DISH

LPO ON THE RISE IN EUROPE

OPPORTUNITIES OPEN FOR PROVIDERS

CanStock Photo Inc. / ragsac

JUNE 27, 2014 ECONOMIC TIMES, LEGAL

Legal process outsourcing firms are seeing opportunities in Europe, following

EXITING AN OUTSOURCING RELATIONSHIP

CanStock Photo Inc. / grafvision

The end of services-based outsourcing can be a difficult time. Too often,

Based on a Practice Guide on Exit Services in Outsourcing,

8 PULSE Sept/Oct 2014

In their book, The Rise of Legal Services Outsourcing Risk &

PARTING DOESNT HAVE TO BE FULL

Title: Relationships First - The New Relationship Paradigm in Contracting

Chapters: The book is divided into three sections:

Outsourcing is a long-term relationship between two

(1) The Timeline for Transformation; (2) A Practical

Jag Dalal, COP-GOV, Chief Advisor,

Available formats: Print and digital versions.

Training in outsourcing, like other industries, is a lifelong pursuit

As part of transformational outsourcing

The IAOP training and certication

Outsourcing is essentially a spin-off of

TREND GROWING IN SOME KEY GLOBAL MARKETS

IMPACT OF NEW TECHNOLOGIES

A truly scalable workforce

Near zero error rates

Enablement for business

Detailed analytics for

For outsourcing providers,

For buyers, let your service

Analysts, advisors and