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Offshore Outsourcing

These blog entries and articles by Dr. Karine Schomer provide insights and useful tips for corporate leaders and operational managers involved in offshore outsourcing business strategies and working relationships. Browse, print, comment on and share with your colleagues and friends.

You've established your offshore center. You've navigated the initial transition hurdles. You have competent management in place at both ends. You've hired, oriented and trained the first hundred employees. The work has started to flow between the onshore and offshore teams. No major catastrophe has occurred in terms of missed deadlines, botched projects or information security breaches. As the start-up phase of your offshore undertaking comes to a close, you're breathing a sigh of relief.
When companies decide on an offshore outsourcing strategy, select service providers and plan their onshore-offshore integration, due diligence and risk assessment are a normal part of the process. Until recently however, systematic attention to the cross-cultural dimensions of risk assessment has been rare.
Over the past several years, I’ve attended numerous conferences on offshore outsourcing. The presentations have tended to focus mostly on the “hard” components of establishing profitable outsourcing arrangements: strategy, scope definition, risk assessment, cost savings, operational advantages, vendor selection, contracts, governance, information security, performance metrics, technical infrastructure and legal compliance.