Insource the strategic stuff

Cost, talent, or innovation – which of these three challenges will drive Human Capital Management decisions in the future? The answer is easy: all of them. The question of how to address these drivers is a far more strategic and important question. Charles Grantham, co-author of Corporate Agility, recently joined us to speak with our customers about coming challenges that businesses face due to dramatic shifts in how, where and by whom work is done – a major focus of his recent book and the research he and Jim Ware from the Future of Work are doing. In his presentation, he described 9 strategies for addressing the challenges.

After reading this and engaging in discussions with Charlie, it became apparent that we actually help our customers execute on several of these strategies. We do this in a unique way, enabled by our delivery model and the focus of the product suite in terms of what it actually does for people.

For example, many people think of investing in on-demand solutions as an outsourcing strategy – moving administration away from the core business. But a better way to look at our model is to think of it as an INSOURCING strategy, the customer is INSOURCING a best-in-class and ever improving process. Of course, it is very powerful to let someone else do non-strategic activities faster and cheaper for you. But when you truly INSOURCE, you get the best of two worlds: it is someone else’s core business to figure out the best way to do things, and constantly improve it for you, while also being very cost efficient. That cost efficiency is of course a mutual win for INSOURCE providers and customers.

Effective human capital management processes are critical to INSOURCE. Why? Facilitating teamwork and collaboration is critical for innovation. Finding high potentials, developing their skills, and adapting to the new workplace is critical to closing the talent gap. People are the largest variable cost for most businesses (70%), optimizing their performance is critical to reducing costs. The revolution of on-demand software delivery with the SaaS model enables this phenomenon of being able to INSOURCE strategic processes that support your business’s strategy execution.

This entry was posted in News & Technology, SuccessFactors Research and tagged , , by Erik Berggren. Bookmark the permalink.

About Erik Berggren

Erik Berggren Erik Berggren, Vice President of Customer Results & Global Research, leads the Global Research team and Strategic Consulting group within SuccessFactors.

Mr. Berggren has worked on strategic consulting service engagements with more than 30 companies across Europe and the US. He has held positions with Ernst & Young in Stockholm and New York and prior to his current job as head of SF Research worked with Capgemini in the Nordics.

He was the CEO and cofounder of a research based consulting company that developed thought leadership on business execution measurement systems.

Mr. Berggren is a recognized thought leader in the business execution and people performance field and is frequently invited to speak at conferences around the world. He's published numerous papers and is now focused on launching the Return on Execution(c) book.

He holds a Masters of Business Administration from the University of Uppsala, Sweden. He has studied Marketing and Finance at an MBA program at K.U. Leuven, Belgium and also studied French in Katholique Université de Lyon, France.

He was an elite mountainbike racer with world cup and world championship racing experience.

One thought on “Insource the strategic stuff

  1. Perhaps one way to consider ‘ondemand’ is comparing it to buying a software license BUT with loads of added benefits/freebies (install, hosting, support, etc).

    Also, where would the concept of ‘IT support and/or consultancy’ for HR based systems come in for the diagram above?

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