Orange Business on Posterous

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Stay tuned to http://blogs.orange-business.com/live And http://orange-business.tv As more content will be posted on the go.

Rob Evans, our Head of sourcing for Western Europe - and most distinguished blogger at http://blogs.orange-business.com/live - is preparing his interview of Pr Norbert Walter, chief economist at Deutsche Bank. Dr Norbert Walter is one of the world's 4 most prominent chief economists. We are very greatful to him for his participation in this video interview.

Here are the questions Rob asked Dr Walter:

• How id business (re)shaped by recession? Is it a dramatic situation? What structures will be impacted? Will there be winners of the crisis?
• Who will be the losers? US, Asia, Europe? Will our economies recover? Will the US recover from the Real Estate excesses?
• What should MNC's do? Are there opportunities for them? Has politics a major impact on the situation, and namely the change of President in the US? 

The interview will be posted soon at http://orange-business.tv
Dr Walter will also be the plenary session keynote speaker at 10:45. Stay tuned to http://orange-business.com/live/ for more on Orange Business Live in real time.

> Dr Norbert Walter's WEBSITE is available at http://www.norbert-walter.com/

> Dr Norbert Walter's bio online

Orange Business Live 2009 - London
#orangelive09

> http://blogs.orange-business.com
> http://twitter.com/orangebusiness

The Orange Business Services Offshoring experience

Presented by Damian Pender, CS&O London
Challenges Orange faced and why it went for offshoring and lessons learned
- 2005: a number of new challenges with Internet services, new competitors etc.
- consolidatin of service centres to provide better service
- 24x7 service required
- Itil methodology had to be rolled out (Iso accreditation in 2008 achieved)
- why an in-house offshore model? The infrastructure was in place and was a real asset. Otherwise, outsourcing would have been a better solution. Low business risk and operational control in place. Numbers were quite clear. Operational volumes were quite stable. If volumes had been more volatile, outsourcing would have been a better route. Achieved greater cost savings
- where are we today? 4500+ people WW 2700 in France. 4 major service centres (Rio, Cairo and Delhi and a new one in Mauritius). 3 support units in France in addition to that. Reduced implementation cycles. Local presence was retained through 5 key regions. 165 countries with local presence, hence good balance between regional and global presence.
- What were the key success factors?
1.Strong sponsorship by management supporting Damian throughout the implementation of the new model. 2.Communication aspect was regular: regular communication has to happen even though you may not always have something important to say but it's important you be in touch with eachother.
3.good relationship with local governements and good links with multilingual educational systems both in English and French. Very strong relationship. Careful reviews of CV's and checking skills, not just language skills.
4. Operating process wasn't changed at the same time

Lessons learned
- expect some resistance and some impact on customer satisfaction results
- strictly control the release in high cost areas
- massive hiring is resource-intensive and requires local and strong management locally
- space issues will happen due to the fact that teams will be growing
- be aware of cultural challenges (will be detailed in a later presentation)

This project was a success, we have an ITIL model on top now and the benefits are huge





Orange Business Live 2009 - London
#orangelive09

> http://blogs.orange-business.com
> http://twitter.com/orangebusiness

   

Click here to download:

Lessons_learned_from_a_Global_.zip (1143 KB)

Preparing the Orange Business Live event with felllow bloggers Anthony Plewes and Stewart Baines who will help us populate this posterous blog and the Orange Business Live blog at http://blogs.orange-business.com/live

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