![\"\"](\"https:\/\/www.bridge-global.com\/blog\/wp-content\/uploads\/2011\/02\/mistakes-150x150.jpg\" "\\"mistakes\\"")
The shared services & outsourcing network<\/a> published a good list of ten mistakes that companies make when offshoring<\/a>. Although all factors are relevant, by focusing improvement efforts on 5 of them, you will improve your chances of success by at least 80%. The list of ten from SSON can be read in the original article<\/a> and I have listed the 10 factors below. I will shortly discuss the 5 most crucial and what you can do to change the odds.<\/p>\nLacking a corporate offshoring strategy<\/strong><\/p>\n This is where it all begins. Although corporate and strategy may sound heavy, especially for SME’s engaged in offshoring, the most important first step is to make a conscious strategic decision. Why do we want to go for offshoring? What problem do we want to solve? What will we do onshore and\/or offshore? Who will be accountable for what?<\/p>\n Developing a clear vision and a detailed offshoring roadmap will create more clarity and support from the management team. The decision is long term (it is not easy to turn back once started) and offshoring is not something you do overnight.<\/p>\n Het\u00a0shared services & outsourcing network<\/a>\u00a0heeft een goede lijst van\u00a0tien fouten die bedrijven maken bij het offshoren.<\/a>Hoewel alle factoren relevant zijn, zult u uw succeskansen met minstens 80% verhogen als u zich richt op het verbeteren van 5 van deze factoren. De lijst met alle 10 van SSON kunt u lezen in het originele artikel of onderaan dit artikel. Ik zal kort 5 van de meest belangrijke factoren bespreken en aangeven hoe u uw kansen kunt verbeteren.<\/p>\n Geen offshoring strategie<\/strong><\/p>\n Hier begint het allemaal. Hoewel \u2018corporate\u2019 en \u2018strategie\u2019 misschien zwaar klinken, vooral voor MKB’ers die zich bezighouden met offshoring, is het belangrijk een weloverwogen strategische keus te maken. Waarom willen we voor offshoring gaan? Welk probleem willen we oplossen? Wat doen we onshore en wat offshore? Wie is waar verantwoordelijk voor?<\/p>\n Het ontwikkelen van een duidelijke visie en een gedetailleerd plan zal zorgen voor meer duidelijkheid en steun van het management team. Het is een lange termijn beslissing (het is niet gemakkelijk alles terug te draaien wanneer er eenmaal gestart is) en offshoring is niet iets dat u ‘even’ doet.<\/p>\n Lacking a corporate offshoring strategy<\/strong><\/p>\n This is where it all begins. Although corporate and strategy may sound heavy, especially for SME’s engaged in offshoring, the most important first step is to make a conscious strategic decision. Why do we want to go for offshoring? What problem do we want to solve? What will we do onshore and\/or offshore? Who will be accountable for what?<\/p>\n Developing a clear vision and a detailed offshoring roadmap will create more clarity and support from the management team. The decision is long term (it is not easy to turn back once started) and offshoring is not something you do overnight.<\/p>\n Die Shared Services & Outsourcing Network ver\u00f6ffentlichte eine gute Liste von zehn Fehlern, die von Unternehmen beim Offshoring gemacht werden. Obwohl alle Faktoren relevant sind, k\u00f6nnen Sie ihre Erfolgschancen um mindestens 80% verbessern, wenn Sie sich auf die Verbesserung von 5 dieser Fehler konzentrieren. Die Liste der zehn Fehler von SSON kann hier im originalen Artikel eingesehen werden und ich habe zus\u00e4tzlich die zehn Faktoren unten aufgelistet. Ich werde kurz die 5 entscheidensden Fehler und wie man diese vermeiden kann diskutieren.<\/p>\n Das Fehlen einer gemeinsamen Offshoring Strategie<\/p>\n Das ist, wo alles anf\u00e4ngt. Obwohl gemeinsam und Strategie sich vielleicht ein bisschen hart anh\u00f6rt, besonders f\u00fcr SME’s, die mit dem Offshoring in Verbindung stehen, ist es der wichtigste erste Schritt eine bewusst strategische Entscheidung zu treffen. Warum wollen wir Offshoring betreiben? Welches Problem wollen wir l\u00f6sen? Was werden wir onshore und\/ oder offshore tun? Wer wird f\u00fcr was verantwortlich sein?<\/p>\n Not allocating sufficient time and resources to transition, insufficient ongoing management & Not having clearly defined roles and responsibilities<\/em><\/strong><\/p>\n This is usually a result of the first ‘trap’. If you made a conscious strategic decision, you are likely to take the effort serious and allocate time and energy to make offshoring work. In the transition, some very crucial things need to be done:<\/p>\n 1. Develop a strong offshore process<\/a><\/em>; describe every step that will be taken by all people involved to produce the desired outcome.<\/p>\n 2. Define clear roles and responsibilities<\/em>; for each person involved on both ‘sides’ it should be clear what his responsibilities and accountabilities are. These accountabilities can be attached to each step in the process.<\/p>\n 3. Set up performance measures<\/em>; performance indicators can show if you are reaching the desired outcomes and can identify the teams’ strengths and weaknesses. Additional to the performance indicators, other feedback mechanisms could be created in which individual team members are assessed or in which both the onshore and offshore company keep up a ‘mirror’.<\/p>\n 3. Create a structured meeting rhythm<\/em>; as the SSON article describes, not every detail can be described in process documents. By ensuring regular contact between the team members, actions, responsibilities and outcomes can be more aligned and gradually improved. Any derailer can be identified at an early stage and bent to stay on track.<\/p>\n Not achieving a level of partnership with a vendor<\/strong><\/p>\n The ideal as described in the article is ‘Strategies are shared and the offshore provider is an extension of the clients operation’. One aspect worth adding is the human side of offshoring<\/a>. In many cases offshoring partnerships are started with official RFI’s and RFP’s, followed by professional negotiations and monitored with thick SLA documents. But wait, aren’t we talking about services, which is by definition a people business? The human aspect is frequently ‘forgotten’, while it’s such a crucial ingredient for success.<\/p>\n By creating a human relationship with the key people on the vendor side, by visiting the vendor’s office, going out for dinner and getting to know each other, the chances of selecting a vendor that ‘fits’<\/a> are more likely. By being involved in the selection of each individual team member on the offshore side, you are more likely to select the right person for the right position. By regularly visiting your team or by asking them to travel onshore, the human relations are intensified, people will value each other more and will understand each other better.<\/p>\n Top Ten Mistakes Made When Offshoring according to SSON:<\/em><\/p>\n 1. Not allocating sufficient time and resources to transition <\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":" The shared services & outsourcing network published a good list of ten mistakes that companies make when offshoring. Although all factors are relevant, by focusing improvement efforts on 5 of them, you will improve your chances of success by at …<\/p>\n","protected":false},"author":4,"featured_media":2591,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[14,5],"tags":[],"class_list":["post-2587","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-offshoring","category-outsourcing"],"featured_image_src":"https:\/\/www.bridge-global.com\/blog\/wp-content\/uploads\/2011\/02\/mistakes.jpg","author_info":{"display_name":"Hugo Messer","author_link":"https:\/\/www.bridge-global.com\/blog\/author\/hugomesser\/"},"_links":{"self":[{"href":"https:\/\/www.bridge-global.com\/blog\/wp-json\/wp\/v2\/posts\/2587","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.bridge-global.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.bridge-global.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.bridge-global.com\/blog\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/www.bridge-global.com\/blog\/wp-json\/wp\/v2\/comments?post=2587"}],"version-history":[{"count":6,"href":"https:\/\/www.bridge-global.com\/blog\/wp-json\/wp\/v2\/posts\/2587\/revisions"}],"predecessor-version":[{"id":28752,"href":"https:\/\/www.bridge-global.com\/blog\/wp-json\/wp\/v2\/posts\/2587\/revisions\/28752"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.bridge-global.com\/blog\/wp-json\/wp\/v2\/media\/2591"}],"wp:attachment":[{"href":"https:\/\/www.bridge-global.com\/blog\/wp-json\/wp\/v2\/media?parent=2587"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.bridge-global.com\/blog\/wp-json\/wp\/v2\/categories?post=2587"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.bridge-global.com\/blog\/wp-json\/wp\/v2\/tags?post=2587"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}![\"\"](\"https:\/\/www.bridge-global.com\/blog\/\/wp-content\/uploads\/2011\/02\/mistakes-150x150.jpg\" "\\"mistakes\\"")
<\/a><\/p>\n<\/a>The shared services & outsourcing network<\/a> published a good list of ten mistakes that companies make when offshoring<\/a>. Although all factors are relevant, by focusing improvement efforts on 5 of them, you will improve your chances of success by at least 80%. The list of ten from SSON can be read in the original article<\/a> and I have listed the 10 factors below. I will shortly discuss the 5 most crucial and what you can do to change the odds.<\/p>\n<\/a><\/p>\n
\n2.\u00a0 Not making the appropriate choice between outsource and captive
\n3. Having insufficient disaster-recovery plans and backup
\n4. Skimping on the due diligence
\n5. Lacking a corporate offshoring strategy
\n6. Letting advisors and attorneys lead the negotiations
\n7. Not creating sufficient visibility around offshore operations
\n8. Insufficient ongoing management
\n9. Not having clearly defined roles and responsibilities
\n10. Not achieving a level of partnership with a vendor
\n![\"\"](\"https:\/\/www.bridge-global.com\/blog\/wp-content\/uploads\/2013\/04\/download.jpg\")
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\n<\/em><\/p>\n