Governance – Global Desktop Outsourcing

Project Background

A global investment bank and retail brokerage had outsourced desktop support for one of its major lines of business, which was global in scope. The bank had plans to outsource desktop support for all of its other lines of business which were also global in nature. The bank wanted to establish an approach to outsourcing governance before beginning the increased scope.

Problem Summary

This client asked TBI to review the success of a global desktop outsourcing arrangement, covering approximately 20,000 desktops. In addition to assessing the success of the existing deal and identifying lessons learned, the client wanted to develop a global governance organization that would be responsible for managing desktop deals around the world. In addition consideration had to be given to the number of help desks in place and how they might be consolidated to reduce costs without reducing service levels.

TBI Approach

TBI designed a governance structure in concert with the client and defined a broad strategy to move forward with additional outsourcing. In addition TBI helped to craft senior management presentations to sell the overall governance organization concept. The overall client goals were to:

  • Establish an “outsourcing center of excellence”
  • Provide guidance and leadership in establishing and applying Best Practices in outsourcing
  • Lead efforts to establish standard outsourced service delivery policies and processes
  • Global Master Service Agreements (MSA) for leveraging IT infrastructure services
  • Consistent Local Service Agreement (LSA) program management structures
  • Provide expertise and access to internal and external resources to assist in outsourcing life cycle management
  • Provide education and training
  • Provide a repository of contracts, templates, RFP’s, best practices, benchmark data, service level agreements, etc.

Successful Business Solution

The client received:

  • A description of the optimal governance organizational structure with staffing and skill requirements, and roles and responsibilities
  • Policies and procedures to be developed including high level outsourcing decision criteria frameworks covering feasibility, benefits, risks, and readiness
  • An approach to improving the efficiency of the multiple and overlapping help desks
  • Alternative sourcing options with clear decision points for moving ahead globally with the remaining 40,000 desktops
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