December 2006
Companies that seek to outsource their IT and business processes seldom head for the region—but soon more of them will.
Abstract
July 2006
A new methodology for measuring the performance of remote providers shows that while clients are mostly satisfied, there is significant room for improvement.
Abstract
July 2006
Although late to offshoring, pharma companies stand to benefit at least as much as those in other industries.
Abstract
June 2006
The offshoring of IT infrastructure—machines and networks and the people who manage them—has been relatively slow to develop. But this is changing as leaders show how to offshore it effectively and vendors step up to meet a growing opportunity.
Abstract
May 2006
Stephen McGuckin explains how the company consolidated its IT operations and developed a unique model for outsourcing and offshoring.
Abstract
May 2006
Romi Malhotra shares insights on recruitment, retention, and developing talent.
Abstract
May 2006
Offshoring becomes a powerful tool for business
transformation once companies combine labor cost savings with other productivity and revenue-generating levers.
Abstract
May 2006
Business processes and traditionally outsourced—but not offshored—IT services will be the main drivers of offshoring growth in the near future.
Abstract
November 2005
Despite recent gains, much work needs to be done.
Abstract
November 2005
The country is in a position to become the destination of choice for French-speaking companies.
Abstract
September 2005
As competition intensifies, the industry must go global.
Abstract
September 2005
The country must not only produce more top-quality engineers but also show the world the depth and quality of its talent in other fields—and in cities beyond Bangalore and Mumbai.
Abstract
August 2005
The cost benefits have started to tempt more and more French companies. Instead of resisting the trend, policy makers should explore the ways France could gain from it.
Abstract
August 2005
Identifying and tracking risks throughout the life of a relocation effort can greatly improve the odds that it will succeed.
Abstract
August 2005
Rational behavior from both companies and countries can help it work more efficiently.
Abstract
April 2005
Used properly, they can be strategic assets.
Abstract
March 2005
California can do more than dream about retaining manufacturing jobs.
Abstract
February 2005
Many outsourcing deals are tantamount to strategic divestitures and joint ventures. Executives should start treating them that way.
Abstract
February 2005
The shift in global manufacturing presents tantalizing opportunities for low-cost countries.
Abstract
November 2004
Offshoring could create new wealth for Germany, but only if it adopts the structural reforms needed to reemploy its displaced workers.
Abstract
November 2004
Your company could be at sea if it doesn’t stay close to home.
Abstract
July 2004
Far from damaging the economy of the United States, offshoring should enable its companies to direct resources to next-generation technologies and ideas—if public policy doesn't get in the way.
Abstract
July 2004
Electronics OEMs have wrung many concessions from their manufacturing contractors. A more equitable relationship would be of longer-lasting benefit to both parties.
Abstract
May 2004
Original-design manufacturers in South Korea and Taiwan are key allies for global telecom companies that wish to compete in China.
Abstract
May 2004
Cost cutting is only the first benefit.
Abstract
March 2004
Executives around the world voice cautious optimism on the economy. They’re bullish on outsourcing and Asia but concerned about talent and capital.
Abstract
December 2003
Cheap labor is the beginning, not the end.
Abstract
December 2003
The cofounder and chairman of one of India’s premier technology companies argues that it has a sustainable competitive advantage.
Abstract
December 2003
By moving service industry work to countries with lower labor costs, US companies can focus on creating higher-value jobs.
Abstract
November 2003
Two senior J. P. Morgan Chase executives explain how a worldwide team set the stage for transforming the merged firm’s IT organization.
Abstract
May 2003
After a hard fall, providers of IT services face demands for more value—at lower prices.
Abstract
February 2003
To simplify a company’s information systems, look beyond them.
Abstract
February 2002
Despite the difficulties, there is money to be made running routine operations for other companies.
Abstract
November 2001
Farming out in-house operations has become a religion. Faith must now be tempered by reason.
Abstract
May 2001
Developing software in foreign lands can save time and money—but only if companies do it right.
Abstract
June 2000
The forces that fractured the computer industry are bearing down on all industries. In the face of changing interaction costs and the new economics of electronic networks, companies must ask themselves the most basic of all questions: what business are we in?
Abstract
February 1995
By assessing the relative costs and risks of making or buying, companies can leverage their skills and resources for increased profitability.
Abstract