Establishing the Bond of Trust
In my first three blog posts I showed the arithmetic behind Knowledge Process Outsourcing (KPO): how Necessary Evil Time is transferred methodically from in-house experts to outsourced knowledge workers. This frees up time up for the experts to focus on their core competencies so that their ‘outputs’ — in the form of, say, analysis, project management and operational decisions — are increased in number and reduced in unit cost. Knowledge workers in effect enable the experts to create greater wealth for their employers in a more cost-effective manner.
I went on to justify the use of knowledge workers through careful documentation of the outsourced tasks within a Service Level Agreement; and put forward the Philippines as a location where high-quality knowledge workers abound. In this final post, I present a fine example of Philippines KPO adoption. You will see the progression from single outsourced task to innovation and strategic outsourcing, leading to a relationship of full mutual trust and consultation. First of all, the client has a need: they do not want to buy data in but capture it more cheaply and flexibly from source, with a view to attacking the market on price but at the same quality expected by the market. This is to become a theme for engagement with KPO.
In a new phase of planned expansion, the client provides native language training, in Swedish, and piloting shows that the Philippines team can capture un-translated native-language accounts, including the same analysis of notes and auditor reports as for the UK, to the same high quality. This revelation leads to a blossoming of the outsourcing relationship into structured and semi-structured data sources across multiple native languages — including Finnish.
With possibilities using Philippines KPO now in open season, the client introduces other kinds of task to the portfolio, while at the same time KPO solutions become increasingly technological — a hybrid between automation and manual, knowledge-based decision-making. All this is successfully supporting the client’s plans for global expansion and market penetration.
Proven success in quality, adaptability, customer support and integration into corporate plans, leads to a strong bond of trust between client and vendor, to the extent that the vendor is invited in to put its weight directly behind development of outsourcing opportunities that will benefit both parties.In summary:
This ‘Bond of Trust’ is surely the ultimate desired outcome for any outsourced business relationship and, as this example clearly demonstrates, neither industry jargon nor its language of origin limit the scope of what can be successfully outsourced.Back
21 December 2018
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The Acorn to Tree of Knowledge Process Outsourcing - Maturity
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The Acorn to Tree of Knowledge Process Outsourcing - The Sapling
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