Do we work the same way with providers and with colleagues ?

The answer is obviously not. And not only because this is not the same kind of contracts. It’s because businesses still act according to the model that makes them consider their employees on one side and the others on the other side. And in the middle…they build walls. They proctect from the outside although value is not created on one or the other side of the wall alone but by people, from both companies, sitting on the top of the wall. Externals can’t access the tools that are used to collaborate inside et interactions between insiders and suppliers are much harder than between colleagues (even if, even in this case, it’s often far from being easy).

A few months ago I was wondering if the future of businesses was to manage an ecosystem of partners and outsource many competences.A phenomenon that won’t be driven by circumstances but by an organizational vision (which limits can easily be found)

I’m reading here that self employement will dramatically increase in the US in the ten next years. If this prediction is true, businesses will have to learn how to work efficiently with a growing number of external people, getting rid of irrelevant barriers.

Changes have to be undertaken, both in business and management practices (consider the others as a part of ours) and tools (platforms that allow both formal and informal interactions, open to external people). How many companies do open their internal collaboration spaces to their providers ? And, even when they do, what kind of interactions do they make possible ?

Working with providers as if they were one’s own employees is not only a self-fulfilling concept. It has noticeable implications which may soon become vital.

écosystème, collaboration, entreprise, externalisation, knowledgeworkers, outils-collaboratif, prestataires, réseaux, travailleurs indépendantss, travailleurs-du-savoir,interactions

Do enterprises really outsource the right things ?

Some of my reflections point to the slow but unavoidable outsourcing of the human side of the enterprise.

First because of organization models and systems that allow companies to focus on their core business : identifying key issues and needs, they can concentrate on elaboring a stragegy to respond…and let others do the rest. The rest, from innovation to delivery can be fully outsourced, to the general public or specialized partnes whose small size helps them being really agile and reactive. This organization model provides even more satisfaction to partners than if they were employed within the company. So, large businesses’ performance will highly rely on its ability to fin right answers and organize the competence chain to deliver.

We also have to know that incurate tools and organization causing high costs to access that so important ressource that internal information has become, Coase law could apply in reverse since outside expertise and knowledge is cheaper than internal one.

Then, and this previous post was only an example among many others, because knowledge process outsourcing becomes a real market and a source of growth for many countries that want to jump on this train et benefit from what will be their industrial revolution, putting an incredible presse on occidental companies that may see the advantages to outsource their knowledge processes.

There’s a simple reason to all that : since machines were there to imporve activities’ scalability, knowledge related activities still rely on people’s time. Even if some are slowers than others, it’s useless to replace them by more productive ones when the purpose is more qualitative than productive, the only solution is to hire more people, with the consequences we know about costs. Which must make us wonder more than ever on the question of work related costs in our occidental economies.

Sure, things will get balanced one day or the other, than one day the Indian worker will be as expensive as the european worker. But when ? Perhaps too late. And we can’t be sure there will never be a “new India”.

In brief, although it may looks very attractive, this trend is not a good thing for our economies.

Another point is that, since we all know in a knowledge economy people will be companies’ more important wealth, businesses are doing exactly the opposite of what they should : they keep control of their tools and outsource their people.

Whatever we could say, many IT depts step on the brakes as soon as they hear the word “Saas”, although the fact they will more and more need larger and more complex infrastructures to store more and more datas, will make it inevitable according to the experts.

It’s a strange paradox to see competences, skilles, expertises, slowly going out of companies that, at the same time, don’t want their information systems to go out of their firewal : common sense would make companies keep their people, their knowledge and outsource their IT. I can’t see the benefits of investing in technologies that allow businesses to take the most of their talents if the talents have left the company.

Once knowledge will be outsourced, enterprises will only be expertise coordinators

In a previous post I was saying that, one day, enterprise’s main role will be to organize a value chain and coordinate expertises, some of them being internal and some others internal. Economy’s “knowledgization” where assets resides more in individual knowledge, transaction costs near to zero which may cause a reversed application of Coase’s law,  and the ability go organize without organization can make us think that enterprises will only have a role of principal and skills unifier.

I won’t be listing again the long list of thinks that are or can be outsourced today, from recruitment to innovation, without forgetting manufacturing, invoicing, R&D.

Fortunately, companies keep what matters : knowledge, expertises. But, perhaps, not for long.

Have you ever heard of KPO ? No ? So please be informed that after Business Process Outsourcing, here comes Knowledge Process Outsourcing

[Read more...]