In the first phase of globalization in the early 1980s, companies looked to increase capital flows, and reduce their budgets attributed to operational activity. Cost-cutting measures designed to reduce the expense of labor and resources encouraged the emergence of outsourcing firms, as multinationals looked for faster, on-demand methodologies to fulfill core business processes.
What has come out of consecutive phases in the global business culture, are a series of strategic changes to enterprise activities. Technological advances and virtualization of corporate communications enhanced the value of outsourcing partnerships; now making it possible for professional teams to work in unison from different geo-locations around the globe.
Outsourcing partnerships are limited strategic alliances dependent on organizational leadership, argue operations theorists. In Outsourcing and Strategic Alliances: The Mind of a Leader 1, LEGO company chairman, Mads Øvlisen, is interviewed on the topic of organizational behavior, and its impact on outsourcing performance. According to Øvlisen, outsourcing is much like the LEGO product itself, modular and spatially flexible in connections, he argues that major partners benefit from a veritable “galaxy” of business alliances that in turn foster growth.
The film suggests that the path to greater profitability relies on how well an organizations is able to improve return on investment in all areas of its operations activity. When companies find that outsourcing offer a more effective and efficient approach to performing core functions, the continuous attention to refinement of those practices behind such partnerships is likely to be a priority.Outsourcing and Strategic Alliances: The Mind of a Leader 1
- ISBN 978-1-62290-204-0
- Run Time (28 Minutes)
- Copyright 2011
- Closed Captioned (CC)