Lessons from the New World of Outsourcing

As global businesses look to bridge the gap between traditional and modern enterprise operations, experimentation around new features, tools and technologies have become increasingly important. To speed up the developmental process, leading organizations are channeling their IT resources to bring forth a right approach between teams and managers. While in the product development and engineering sector, the push to discover technical feasibility is finally being released through outsourcing. A West Michigan product design and engineering firms underlines the disciplines required to capitalize the benefits of outsourced work.

“Now manufacturers are realizing the market is asking for new product development, so we have many customers asking us to develop a new product, innovation process or market research to find new growth areas,”


Strategic Delivery,Tactical Pricing

   Tracey Richardson, VP-Recruitment Outsourcing Practice Leader, Agile-1

Agile-1 designs and develops global workforce and procurement solutions by combining innovative talent procurement technologies and programs.

Outsourcing has become a part of everyday business. Whether it is to save time, money, add expertise or all three, these solutions have a place. As outsourcing has emerged to be a part of an overall strategy, so have the aggressive pricing strategies that often leave a gap between the business requirements and service delivery. These gaps can create both large and small holes that diminish the reputation, satisfaction and resourcing associated with an engagement. They also chip away at job security for those senior leaders that have put their names on the line to “engage” such a provider as part of their overall strategy. Without the right pricing strategy, outsourcers are limited in their ability to deliver and customer expectations are left unmet.


Benefits of an Omni-channel Experience

   By Brad Martin, Senior Director of Product Marketing, PRO Unlimited

The workforce continues to evolve. About 40 percent of the U.S. workforce is comprised of contingent workers, which consists of temporary contract workers, freelancers, independent professionals, and independent contractors. This percentage is forecasted to expand in the short-term. In fact, 42 percent of U.S. executives expect to use more contingent workers in the next three to five years.

Corporations are using temporary workers in more significant roles across the enterprise and realize that it’s more effective to incorporate contingent workers into their culture similar to full time employees. To turn to the perspective of the worker, these career paths are becoming an increasingly attractive option, particularly for the best workers. No longer are they tied to one position for multiple years. They now have the freedom and flexibility to choose who they work for and for how long. Corporations thus can make themselves attractive to these in-demand individuals—and thus gain a competitive advantage in the war for talent.