IN THIS SUMMARY
According to Robinson and Kalakota, most large corporations have cut costs as much as possible, using traditional methods. Understanding the “more for less” battle in which they are engaged, these firms realize that driving more costs out of operations means going offshore (i.e., migrating part or all of their value chains to low-cost locations). Drawing on the experiences of GE, American Express, Dell, BellSouth, Delta Airlines, British Airways, and others, Offshore Outsourcing introduces CEOs and senior managers to the creation and implementation of offshore strategies that can be used effectively to create more focused, streamline, and competitive organizations – across all industries.
As the authors note, though offshore outsourcing is hardly new (companies have been offshoring manufacturing for many years and reaping significant cost and productivity improvements), the offshoring of business processes is still in its infancy. Thus, there is still much uncharted territory, and this territory is full of new rules, tools, and business models.