Vol. 18, No. 8, August 2005 Printer Friendly PDF version | ||
High Hopes |
Vol. 18, No. 8, August 2005 Printer Friendly PDF version | ||
High Hopes |
Metrics and performance benchmarks might look like they're about information and data, but it's not so simple. They're really about people. "Wait," you say, "it's just business. Benchmarking is about determining the state of the business, much like getting an annual physical, with a blood test for cholesterol. Or that benchmarking is like taking a photograph of company performance and looking at the picture to evaluate what we're seeing." Yet there are people who strongly resist going to the doctor as well as those who intensely dislike having their picture taken.
Collaboration Is at the Tipping Point |
In his wrap-up presentation at Cutter's Summit 2005, Cutter Fellow Tom DeMarco noted "the pervasive presence of Mr. Sarbanes and Mr. Oxley at this conference, although they weren't registered." Indeed, every session provoked questions and comments on the subject of the US Sarbanes-Oxley Act (aka SOX or Sarbox) regardless of the keynote topic.
In this issue of CBR , we discuss what is often referred to as the "glue" that binds an outsourcing deal: relationship management. Sometimes compared to the dynamics associated with a marriage, the relationship between a supplier and a customer is dependent on good relationship management. You can make the right decision to outsource, you can find a provider with a good track record of delivery, and you can establish an arrangement that is economically favorable to both parties.