Outsourcing: Sorting Out the Hype, Reality, Risks and Benefits

Transcription

1 Outsourcing: Sorting Out the Hype, Reality, Risks and Benefits Bill Koch: Womble Carlyle Cathleen Peterson: Orrick Lance Edwards: Arnall Golden Gregory

2 Bill Koch Firm: Womble Carlyle Sandridge & Rice PLLC Title: Director of Technology Services Size of Firm: 500+ Attorneys Total # of Employees: Office Locations: 14 Size of Technology Department: 45 Outsourcing Status: Currently Outsourcing: Firm Level 1 Help Desk No Longer Outsourcing: Firm Network Operations/Systems Administration Desktop environment engineering/imaging/deployment services

3 Lance Edwards Firm: Arnall Golden Gregory LLP Title: Director of Information Services Size of Firm: 150 Attorneys Total # of Employees: 270+ Office Locations: 3 Size of Technology Department: 8 Outsourcing Status: Currently Outsourcing: Help Desk and training

4 Cathleen Peterson Firm: Orrick, Herrington & Sutcliffe LLP Title: Discovery Analytics Of Counsel, Director of Document Review Services Size of Firm: Attorneys Total # of Employees: Office Locations: 18 Size of Technology Department: Outsourcing Status: Currently Outsourcing:

5 Dating Go it Alone, or Outsource This is the Question

6 Dating Hype Outsourcing will solve my capacity and support problems. Reality Outsourcing may present complications, but if implemented intelligently, it can meaningfully enhance your support capabilities and may reduce costs.

7 Dating Assess your "pain points." Assess your resource constraints. Consider your current costs on a fully allocated basis. Evaluate management "buy in" for potential outsourcing. Start the dialogue - what has worked (or not worked) for others.

8 Prospecting How to Find the Right Match

9 Prospecting RFP Process The "Pretty Package" Dating Service/ Matchmaker Getting "Set Up by a Friend

10 Courtship Reality Careful due diligence and extensive communication are keys to assessing relationship potential.

11 Courtship Consider hidden costs when evaluating the potential benefits. Evaluate references; come prepared with a list of intelligent questions. Allow extensive time for meetings to vet the options and parameters of the potential relationship.

12 Proposal Reality Once you select a good candidate, structuring the proposal is key

13 Proposal Specifically assess the most essential service elements. Consider prioritizing needs, with an eye to "mission critical" elements at the top.

14 Proposal Evaluate whether "starting slowly" is an option. Read the "fine print."

15 Proposal Ask the provider to "spell it out. You can never ask too many questions.

16 Engagement

17 Engagement Do not bind yourself to a long-term relationship without easy "outs." Evaluate personnel background checks, training and tenure. Ensure you have approval rights over subcontracting. Incorporate strong service level agreements, including turn around times when issues arise.

18 Engagement Consider incorporating financial carrots and sticks, including penalties for SLA issues. Address insurance and indemnification. Tie down all elements of the offering, including training on your corporate systems, culture and protocols. Ensure all assumptions are addressed in writing. Map out an escalation path and specific communication protocols when issues arise.

19 Engagement Build in protections for confidentiality and information security. Make sure you have an "out" in case of provider insolvency or change in ownership. Ensure support for the transition period if the relationship must be terminated. Consider additional tiers of billing or service as the relationship progresses.

20 Pre-nup Protect your rights in case the relationship goes bad Need easy access to your data Need to protect your institutional knowledge and institutional resources Need to protect your right to get out cleanly if service levels are not met

21 Honeymoon Reality: Find your beach. Enjoy your users "patience" during the initial integration

22 Honeymoon Set expectations Your customers expectations of the service Vendor s expectations of you Your expectations of the vendor

23 Newly Weds the First Year Reality This just might be the hardest year of your relationship

24 Newly Weds Onboarding Must give your vendor all the opportunities to be successful Get them in front of your user population early and often Be creative in ways to get your vendor accustomed to your firm s culture

25 Newly Weds Pitfalls to avoid Stop communicating (assume it will take care of itself) Not holding them strictly to the SLA (complacent) Not getting the appropriate feedback from your customers

26 Newly Weds: Growing Pains

27 Newly Weds: Growing Pains

28 Marriage the Long Haul Hype: Good partnerships just work...

29 Marriage the Long Haul Reality: Good partnerships take work! Continually review metrics Constant communication - express both the good and the bad Feed the Knowledge Base!

30 Seven Year Itch Hype: Remain faithful and don't look for alternatives.

31 Seven Year Itch Reality: When partners compete, you win. Honesty is the best policy. Let your current partner know why you are exploring other options. Expect to give your current partner the opportunity to make improvements.

32 Couples Therapy Hype: If your partnership falters, it's time to throw in the towel.

33 Couples Therapy Reality: Assess from all angles. Look in the mirror. Identify the core issues - even if those issues are yours! Create an actionable, measurable plan. Allow enough time for the plan to take effect.

34 Divorce Hype: Making it work is always the best course of action.

35 Divorce Reality: Partnerships can be incompatible on a basic level. Review your contract - how well did you prepare your prenup? Do you have a legitimate out? Consider the impact and plan accordingly. Knowledge transfer - take back what's yours!

36 The Golden Years Congratulations... you made it!

37 The Golden Years Because... you've earned it!

38 Outsourcing: Sorting Out the Hype, Reality, Risks and Benefits Bill Koch: Womble Carlyle Sandridge & Rice LLP Cathleen Peterson: Orrick Lance Edwards: Arnall Golden Gregory LLP