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  • Some (re-) assembly required: Re-evaluating your global business services model
    With the promise of new analytics capabilities, the cost benefit of the cloud and the complexity of more mature business models, many companies are waking up to realize that operational choices that once made sense may now seem obsolete. In order to optimize the value of technological innovation and advancement, executives may want to consider a strategy shift to an integrated global business services operating model.
  • From strategy to execution
    An Outsourcing Advisory Services compendium — Issue 2.
  • Manufacturing beyond China
    Many factors are reducing China’s appeal for export-oriented manufacturers, and prompting companies to explore other production locations within Asia and beyond. Listen to our Dash Webcast to learn more.
  • The Vendor Management Program Office (VMPO): Five deadly sins of vendor management
    Whether vendors are being engaged on-shore, offshore or by a captive organization, companies increasingly need a strong and capable VMPO.
  • Changing the law firm operating cost paradigm: Transformation of the back office
    Market conditions have created an imperative for law firms: evolve or risk your economic future.
  • Enterprise cost management: Save or grow?
    Should cost savings be used to drive growth or taken to the bottom line?
  • Big pharma
    The pharmaceutical industry faces a critical need for change. The unsustainable trajectory of health care spending and a wave of regulatory reforms have triggered forces that are transforming the pharmaceutical landscape.
  • Deloitte ranks no. 1 in 2013 World’s Best Outsourcing Advisors list
    IAOP’s eighth annual ranking recognizes Deloitte’s global advisory capabilities.
  • 2013 global contact center survey
    This year’s survey drew insights from over 560 contact centers to identify key insights on contact center hot topics.
  • Separate or equal: Should environmental and social issues be an integral part of your business?
    A number of leading companies are taking deliberate steps to make environmental, social, and governance (ESG) activities an integral part of their business strategy and operations. Is this new approach to ESG issues worth pursuing, or should companies stick with business as usual?
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