Ian Marriott

A key ingredient for success in Disciplined Multisourcing is that your organization has up-to-date knowledge about the market - that you have a current and comprehensive view of IT and business process outsourcing, offshore trends, and user practices - to provide the solid underpinnings and reference for all your sourcing decisions. We present Gartner's view of the current state of ITO, BPO and Offshore to ensure that you have this foundation knowledge to confidently develop and execute your Multisourcing strategy?

• What is the current state of ITO, BPO and offshore in terms of trends, user behaviors, and adoption?
• How are my competitors using outsourcing to support and enable their business strategy?
• What changes are on the horizon that will shape my future outsourcing decisions?

Jamie Popkin & Partha Iyengar

There is no hotter topic in the high tech industry than the impact of China and India on the industry and the world at large. If you are a strategist or a decision-maker in almost any enterprise today, anywhere in the world, you see the impact of India and China in new waves of technology products and services, in events, decisions and strategies featured on corporate websites, and in international news coverage. As analysts we have been fortunate to travel extensively in China, India and virtually everywhere else in the world where the impact of these two rising economic giants is felt. Wherever we have gone over the last three years, we have been consumed with answering our clients’ questions about China and India. These experiences inspired our thinking about what lies ahead for each country, as well as to seriously examine the idea of Chindia—China and India combining strengths in several industries to compete globally--as a subject for research and analysis. This presentation is drawn from our soon to be published book, IT and the East.

The book provides global business leaders with the three things needed for effective decision making:

• Accurate information on the current state of global IT competitiveness in India and China, and their internal markets
• A set of realistic scenarios that explores not only the possibility of continued rapid economic growth in India and China, but also potential social, political or other disruptions to these economies
• A series of milestones that define pivotal issues in each scenario, and of guiding signposts to help determine when and where to invest, cooperate, compete, analyze or ignore these countries.

Rolf Jester

China is hot. ICT Vendors of all kinds see a huge growth opportunity and both users and vendors see a vast pool of low-cost resources. The hype is high and because of that there will be failures. But though succeeding in China’s IT market is not easy, there are guidelines to help companies establish and sustain value-creating business in China.

This session will deal with these key business issues:

• What is the real market opportunity in China today and in future – the reality versus the hype?
• What is different about the Chinese market, and what is not?
• What are the risks in China? What can vendors and investors do about them?

Frances Karamouzis

Successful multisourcing starts with a sourcing strategy and then moves ahead with disciplined execution. Gartner's Sourcing Strategy self assessment tool is presented as a way to determine and develop your sourcing capabilities:

• Successful multisourcing starts with a sourcing strategy and then moves ahead with disciplined execution. Gartner's Sourcing Strategy self assessment tool is presented as a way to determine and develop your sourcing capabilities
• How can organizations build their business-oriented sourcing strategy?
• What are the critical success factors and lessons learned in making sourcing decisions?

Rolf Jester

Gartner analysts received many queries from clients experiencing recurring first generation outsourcing deal problems, typically involving clients with 500 to 5,000 desktops. An analysis of these inquiries highlights some trends and indicates that many challenges are easily avoidable and that well-documented best practice approaches are available to assist clients and service providers. The mini-case studies presented summarise nine recurring situations we see that involve a range of service providers. For each a synopsis of the client's scenario is outlined, and some of the common considerations that organisations need to analyse when assessing their circumstances is provided.

• How should organisations assess their outsourcing and service-delivery situations?
• Which outsourcing and service-delivery problems are easily avoidable?
• What best practices are available to assist both the client and service providers?

Partha Iyengar

As companies look to expand the envelope of their offshore initiatives and start evaluating new(er) service lines, there is often a new learning curve to go through, since past experiences with the traditional offshore ‘sweet spot’ of Applications Services and low-end BPO do not apply very well in these newer service lines. The opportunities and risks of doing so are evaluated in this presentation. What are the dynamics and ‘maturity quotient’ of emerging offshore service lines? What are the risk-benefit considerations and tradeoffs of each service line? What new vendor evaluation and management skills do enterprises need to leverage these new opportunities?

Frances Karamouzis

Many organizations have institutionalized evaluation and selection processes to make engagement with a provider fast, but not necessarily right. The need to have efficient evaluation and selection processes is not going away, but by focusing on the speed of the process, organizations have unintentionally supported compulsive outsourcing, rather than best value selections that align with the sourcing strategy. This presentation focuses on the processes, practices and behaviors that need to be strengthened and addresses these key issues:

• What practices must be adopted to ensure that the evaluation and selection process is aligned with the sourcing strategy?
• How do you integrate the evaluation of delivery capabilities into the evaluation and selection process?
• How do you structure a thorough but efficient selection process?

Ian Marriott

Many companies rush into offshore outsourcing deals with high expectations, but are disappointed when expected benefits fail to materialise.  In this presentation we identify the top common failure points for offshore deals and the ways in which these failures can be avoided through appropriate advance planning.  

• What are the reasons that offshore deals fail?
• What can be done to ensure offshore deal success and client satisfaction?

Partha Iyengar

We outline best practices for ensuring that sourcing, IT and security work better together, and detail the security requirements to consider with global sourcing.

• How should security affect global sourcing decisions?
• How do specific country risks and service provider controls impact sourcing decisions?
• What are the best practices, terms and conditions, and tools for incorporating security into sourcing?

Jamie Popkin

The China Outsourcing Summit will be an intensive time for learning and evaluation. It will also generate a new set of Multi-Sourcing questions for buyers that they may not have considered previously. This session will allow buyers, sellers and government officials to take on the highest priority questions on Multi-Sourcing generated from the Summit.