It’s the water cooler chatter that sinks outsourcing and shared services change.

By December 14, 2012April 12th, 2021Archive

You know the situation well; the sponsors are all bought into outsourcing and shared services, but the stakeholders-at-large have mounted own guerilla war, trying to sink the program. Finding, and managing, the ringleaders is often like herding cats.

You know who I am talking about: those self-appointed keepers of the corporate flame who position themselves as “corporately concerned” about almost any deviation to the status quo. And because they have a following, they quickly become sympathizers-in-chief to all and sundry.

When it comes to moving functions out of the traditional corporate structure through outsourcing or shared services implementation, the commentariat are like barnyard dogs presented with a tasty bone. Suddenly, they have a great platform on which to pontificate—“it’s failed before,” “our customers will be damaged,” “it will affect the way we have always done business,” “it can’t work here.” So how do sourcing change leaders effectively combat and perhaps even co-opt these opinion mongers?

Find out by reading my latest article in Outsource Magazine by clicking here:


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