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1、Notes accompany this presentation.Please select Notes Page view.These materials can be reproduced only with official approval from Gartner.Such approvals may be requested via e-.商业企业文化商业企业文化PPT模板模板huiyi8素材网：Notes accompany this presentation.Please select Notes Page view.These materials can be reprod

2、uced only with official approval from Gartner.Such approvals may be requested via e-.CIO Speak:Trends in IT Spending and Multisourcing Keys to Sourcing Success Ken Brame,CIO,AutoZoneDr.P.P.(Daru)Darukhanavala,VP&CTOBritish PetroleumSandeep Chouhan,CIO,Barclays Bank PLCKurt Potter,Research Director,G

3、artnerKurt Potter Research Director,IT Services and Outsourcing for Gartner,Inc.Research director with Gartner Researchs Technology and Service Provider group.Specializes in trends for the North American IT outsourcing market.Outsourcing research include data center,desktop,help desk,enterprise appl

4、ications and network management.Co-leader for the Gartner IT Outsourcing Research Community,an internal Gartner forum for innovation in IT outsourcing.Lead analyst for“Gartner on Outsourcing,2007-2008,”the flagship annual report on the state of IT outsourcing and BPO.Previously Led the Gartner Best

5、Practices Council for IT Sourcing,a peer exchange forum dedicated to organizations who manage large outsourcing engagements.Research lead for IT Spending and Chargeback Strategies Ken Brame CIO for AutoZoneAutoZone,a$6.2 billion chain of auto parts stores with over 4,000 locations in the US and Mexi

6、co.Previously,CIO for several leading retail companies including:Bass Pro Shops,a leading multi-channel outdoor and sporting goods retailer Service Merchandise,a large multi-channel jewelry and hard lines specialty store chain.Other Experience CTO for a leading software company that developed soluti

7、ons for retailers.Various IT and business management positions with other leading Department Store,Fashion Apparel,Grocery,and Drug retail companies.The first half of career was spent on the business side of retailing and the second half on the IT side.Past Chair of the Retail Industry Leaders Assn.

8、s(RILA)Technology Leaders Council and the Association for Retail Technology Standards(ARTS).Education MBA and BBA Texas Tech University,USA Dr.P.P.(Daru)Darukhanavala VP&Chief Technology Officer,Digital&Communications Technology for British Petroleum His team matches external technology innovation t

9、o BPs business requirements using a VC-type approach to rapid adoption.His team applies digital technologies and services to force major business process transformation as well as cost efficiencies across all of the business segments.Led the IT integration programmes for the BP-Amoco merger and the

10、Arco acquisition.Previously Director,Global IT Services for the BP Group,responsible for establishing standard IT infrastructure services world-wide.IT Functional Chief for BP Exploration globally based in London.CIO for BP Exploration in the Continental US and Alaska.Director,Corporate Supercomputi

11、ng Center and Head of the Corporate Management Science Group for The Standard Oil Co.Education PhD and MS degrees in Operations Research from Case Western Reserve University,Cleveland Ohio,and B.Tech in Mechanical Engineering from the Indian Institute of Technology,Bombay.Sandeep Chouhan CIO&Global

12、Head of Application Delivery Services for Barclays Bank PLC Leads the execution of his vision and strategy for Global Application Delivery to help Barclays realise its global growth ambitions.20 years experience of developing and implementing IT Strategy within Global Banking&Finance organisations.T

13、hrough standardised global platforms,greater control and transparency of processes he has already made significant inroads in improving the delivery of IT services to Barclays.Focus on establishing trusted partnerships with external vendors and providing people with clear focus and enhanced career p

14、aths.Previously Morgan Stanley,CIO,International Consumer Banking Group.Citigroup,several Senior Management roles and establishment of Offshore Delivery Centres to support the business globally.2006 Gartner,Inc.All Rights Reserved.站长素材站长素材 SC.CHINAZ.COMMultisourcing:Conventional Wisdom and Facts Org

15、anizations that develop the necessary competencies and treat multisourcing as a discipline will be successful For some organizations,multisourcing is a train wreck waiting to happen Some organizations with advanced sourcing capabilities will consolidate providers and reduce the number of providers u

16、sed Late adopters to IT outsourcing will use one or two providers Strategic reasons to use multiple IT outsourcing providers Gain access to best of breed services Create healthy competition between providers for better service and competitive pricing Allow for less disruption if replacement of a ser

17、vice provider is necessaryMultisourcing DefinedMultisourcing is the disciplined provisioning and blending of business and IT services from the optimal set of internal and external providers in the pursuit of business goals.Multisourcing is NOT:Doing a lot of outsourcingUsing a lot of providersOffsho

18、ringAll the aboveEnterprises Will Spend$17 Billion on Managing IT Outsourcing Engagements in 2008-WW$USD,Billions.Excludes Discrete IT Services&BPO Enterprises spend 3%to 10%of contract value on managing IT outsourcing engagements A range of 5%to 7%is reasonable to manage IT outsourcing deals 1.5%to

19、 5.0%of internal IT spending is devoted to managing IT outsourcing Multisourcing may force the typical enterprise to be closer to 10%Worldwide,112%Increase In the Number of Providers Used for ITO Since 2005N=631,Infrastructure and Applications OutsourcingAveragesWW NA EU A/P20079.15.58.113.920054.34

20、.13.93.4Outsourcing vs.Multisourcing Outsourcing Actions Ad hoc/reactionary Tactical eventProblem-focusedReactive,compulsive Situational reactionSeparatedManaged metricsSupplier relationshipCommand and controlMultisourcing Disciplines Strategic and repeatable Studied,operating model Outcome-focused

21、Predictive,monitored,measured Comprehensive and disciplined Integrated Governed outcome Partner relationship Trust and control Are You Multisourcing-Competent?Program Management-Managing sourcing-related strategic and change activities Performance Management-Sourcing performance standards and contin

22、uous improvementStrategy Management-Sourcing,business,operations and IT strategy alignmentDemand Management-Consistent approach and standardized processes for meeting business demands Services Management-Seamless,integrated delivery of internal and external servicesFinancial Management-Sourcing fund

23、ing,pricing,invoicing,chargeback,and price and performance benchmarking People Management-Change management,training,recruitment and transition of retained organizational competencies and design Relationship Management-Alignment of objectives for service relationships to achieve the strategic object

24、ives of all parties Contract Management-Sourcing-related contract development and contract administration activities Contextual OrientationMultisourcing Requires LeadershipCapacity for Generating Future Business ValueHigh-Value Sweet SpotThe VersatilistHistorical Sweet SpotThe SpecialistLocal Knowle

25、dgeRoles and ExperiencesAptitudeIndustry,ProcessLeadershipMultisourcing Roles and CompetenciesService leadership:Sets strategic direction and business value expectations Architecture and standards development:Sets direction,both internal and external Business enhancement:Directs innovation and monit

26、ors service valueProvider management:Vendor relationship managementService-SpecificBusiness BehavioralLowMediumHighKey:Sourcing Governance DefinedSourcing governance is the assignment of rights and responsibilities for decisions regarding internally and externally provided resources and services,wit

27、h the objective of ensuring service coordination and achieving business results,according to the organizations sourcing principles.Sourcing Governance:ResponsibilitiesSolutions:CoordinationBusiness case(ROI,risks)Planning and design CoordinationDeliveryBroker relationshipOperations:EvaluationStandar

28、dsMetrics,evaluationDocumentationQuality assuranceBest practicesMarket analysisVendor analysisSelectionNegotiationContract developmentResources:SourcingPoliciesActionsSocializationCouncilsCommitteesCommunitiesSourcing ActionsSourcing MaximsBusiness MaximsBusiness MaximsMaxims Link Strategies to Sour

29、cing ActionsBusiness StrategySourcingStrategyIT StrategyOperationsStrategyBusiness AlignmentStart Out With the Right Focus;Change the Decision SequenceDisciplined MultisourcingLevel of competency and differentiation Cost improvement,operations improvement or business performanceCustom or standardize

30、dDomestic or nondomesticOptions/ChoicesInternal or external or hybridTactical OutsourcingWhoWhatWhereHowWhyWhyWhatWhoHowWhereBusiness AlignmentGoalsDirectionsPoliciesProceduresStandardsConflictsSet up change and exit managementStrategyDemandSkillsResourcesSupplier selectionRelationshipResponsibility

31、Planning Program managementChange managementScope and service levelsOLAsIntegrationFundingAssets Cost control and estimatingPricingEquityContinuous improvementPerformance assessmentDeal evaluation Risk analysisCorporate audit AuditReportsForecastsLessonsCommun-icationsFeedbackCo-Management Relations

32、hipIntegration Developing Trust While Maintaining Appropriate ControlsConsistencyCapabilityResponsivenessPredictabilityCongruencyReputationCompatibilityDependabilityCommunicationsMutualityElements of TrustControl MechanismsFeedbackDecisionsRoles&responsibilitiesChange managementBehavior managementGo

33、als&standardsFinancial managementDemand managementContinuous improvementPeer-group parityOrganizationGroupEmployeeRelationshipIntegration Key Elements of Successful and Disciplined MultisourcingStrong sourcing governance modelBusiness-aligned sourcing strategyMarket intelligenceDemand management com

34、petencySourcing relationship management competencyCo-management disciplineService integrationContinuous performance improvement 2006 Gartner,Inc.All Rights Reserved.IT Spending&MultisourcingMultisourcing and IT SpendingOur PanelKen Brame,CIO,AutoZoneDr.P.P.(Daru)Darukhanavala,VP&CTO,British PetroleumSandeep Chouhan,CIO,Barclays Bank PLCKurt Potter,Research Director,GartnerMultisourcing and IT SpendingOur PanelKen Brame,CIO,AutoZoneDr.P.P.(Daru)Darukhanavala,VP&CTO,British PetroleumSandeep Chouhan,CIO,Barclays Bank PLCKurt Potter,Research Director,Gartner