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大约在12年前,柯达宣布斥资2.5亿美元,将其IT功能全部外包给专业公司,外包期为10年,就此开创了“管理外包”之先河。在“外包”理念发展了十几年后的今天,一些企业不仅运用外包来对辅助性功能进行重整,还借助外包业务伙伴的专业化服务大大改善与企业成功至关重要的核心业务能力。它通过外部力量的参与,帮助企业改变其核心业务的运作方式,以获得快速、持久的、一步到位的企业业绩的改善。任何企业为了适应市场的变化或获得更大的发展,都在不断调整业务模式。采用“外包”业务伙伴来进行业务转型的CEO都会充分利用“外包”业务伙伴的专业经验,加上自己对企业的了解,共同分析和斟酌企业转型的风险和收益,探讨如何协同
About 12 years ago, Kodak announced that it had spent 250 million U.S. dollars to outsource all of its IT functions to professional companies. The outsourcing period lasted for 10 years, creating a precedent for “management outsourcing”. After the “outsourced” concept was developed more than 10 years ago, some companies not only use outsourcing to reorganize auxiliary functions, but also utilize the specialized services of outsourcing partners to greatly improve the core business that is vital to business success. ability. Through the participation of external forces, it helps companies to change the way their core business operates to gain fast, lasting, one-stop improvement in corporate performance. Any company is constantly adjusting its business model in order to adapt to market changes or achieve greater development. CEOs who use “outsourcing” business partners to conduct business transformation will make full use of the professional experience of “outsourcing” business partners, add their own understanding of the company, and jointly analyze and consider the risks and benefits of enterprise transformation and explore how to synergize.