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What is outsourcing? Just as the acronym 'IT'sure you have examined everything."The EDS
embraces anything from the electronic displaycontract spans a wide range of functions from
system on a Boeing 737 to a Blackberry, sothe maintenance of the building fabric to
the generic term 'outsourcing' is anmanaging office functions such as reception,
ever-expanding suitcase of options andthe switchboard and reprographics. It
opportunities. It's a term that has movedincludes landscaping, catering, project work
into normal business nomenclature without anyand all of the management services. It takes
very distinct definition. Even the Penguina Helpdesk with seven operators to manage and
English Dictionary struggles: 'to obtainissue requests out to the appropriate
components, services etc from outsidedepartment for actioning. Timescales, as set
suppliers.' Insofar as there exists aout in each client agreement, must be
consensus among the experts, there isstrictly adhered to. Monthly meetings are
agreement that the key to successfulused to report back on service delivery and
outsourcing lies in differentiating aensure client satisfaction.Client
company's 'core' operations from those thatexpectations can sometimes be unrealistic:
could be easily contracted out to a third"You may need to manage expectations to an
party and be managed elsewhere with little orextent," says Gordon Duffy. "Sometimes a
no strategic impact.Back in the mists ofclient's perception is that it'll start on
time, this meant punch cards and the Payroll.Day One and on Day Two everything will be
Later, it was the public sector that took thejust fantastic, but that's not real
lead in outsourcing catering services andlife."What Alfred McAlpine does deliver, and
waving goodbye to the lovely ladies in theirthis is repeatedly and independently verified
black and white uniforms who used to wheelby its clients, is: "its own culture of
the tea trolley along the corridors ofpassion and integrity, of openness and
Whitehall power.From there, we moved on tocollaboration, a willingness to be flexible
contracting out IT maintenance andand to change and evolve alongside the
management. When you don't know your HTMLclient's needs and plans," as Noel Clancy
from your JavaScript, it makes absolute senseputs it.In the marriage between outsourcer
to hand the responsibility on to a companyand outsourcing supplier there is a dynamic
that does. Outsourcing could mean anythingthat must work, and which needs constant care
from contracting in Costa to run a coffee barand attention. That does not mean it is going
to selling off all of your corporately ownedto be 100 per cent problem-free, "but it
properties - as the Department of Work andmeans we tackle problems immediately. We
Pensions and the Abbey have done - anddon't just do routine customer satisfaction
creating a deal where you pay a rent to leasesurveys. Instead, we provide a list of 10
back the premises you need to run yourquestions every six months and our clients
business while the owner bears responsibilityscore us against them. We then act to make
for maintenance and infrastructure.Fromsure we close any gap between those crucial,
landscaping to energy provision, wasteclient-specific questions and the service we
management to transportation services,are delivering," says Duffy. "As the client's
plumbing to painting, engineering tobusiness changes and develops, those criteria
electronics, there is probably no businesswill change as well. What was important in
support function that cannot be successfullyJanuary may not be so much so now, and we
packaged out.The decision to outsourceneed to be able to react to those changes
non-core functions can be very liberating forwith flexibility and adaptability."A decade
a company. Passing on the responsibility forago, no one in the UK had heard the term
problems previously perceived as irritating'outsourcing.' Now it's normal business
distractions that pulled people away from anomenclature. The world outsourcing market is
business's main activity is profoundlyestimated to be worth around 58 billion euros
attractive. If there's a burst pipe or theand the breadth of just what can be
offices all need repainting, you phone youroutsourced has gone from straightforward,
account executive or Helpdesk rather than theself-contained functions such as the payroll
plumber or decorator. Someone else has to getto full property outsourcing deals. The
it sorted and sorted quickly.Making it workpotential for growth is vast and the
is rather more subtle. Success or failureopportunities to expand are substantial.The
will make or break the outsource supplier,first major outsourcing of real estate in the
and getting it wrong could also causeUK private sector caused a stir. The Abbey
irreparable damage to the client company. Adecided to sell its 1,500 properties to
few major crises like that and the concept ofMapeley in a deal worth £457 million in
outsourcing could collapse faster than theOctober 2000. Abbey handed over its entire
technology bubble burst. Mutual trust isproperty portfolio of 603,900m2 to the
central.Bill Locke is Group Director ofBermuda-based company with a range of
Strategy and Communications at Alfredstructured leaseback deals from a year to 20
McAlpine plc: "If there is a failure, it willyears long. Ernst & Young estimated at the
probably be the result of an error in thetime that the deal would save the Abbey
approach. Outsourcing must avoid rigidity andaround £200 million in its lifetime.Though
be flexible about change in a company'sthe deal clearly put profits on Abbey's
needs. What is appropriate at one stage inbooks, raising cash wasn't the driving reason
the contract may not be so later on after thefor outsourcing. Rather, it was to match the
initial set-up period. The values and cultureportfolio to the business plans. Abbey might
match between the client business and therequire fewer local branches but more
outsourcing contract is crucial. We must becustomer-friendly ones. It would become more
able to understand what is important to thatreliant on e-commerce and web activity. It
client and be able to adapt and fit thoseprobably wouldn't need to be saddled with
demands into our approach. It is almost1,500 properties.The Abbey deal rapidly led
chameleon-like."McAlpine recognised that iton to other companies looking at various
was well placed to develop its offeringslevels of outsourcing to streamline their
within the growing outsourcing marketplace.core business operations and make for better
Already long established major players in themanagement structures. If floodgates hadn't
provision of a whole range of differentexactly opened, there were certainly new
functions from roadways to power, highopportunities for companies able to provide
pressure pipelines to domestic meters, waterthe kind of range of outsourcing services
to traffic management, the company began tobeing sought.While few operating companies
extend into providing an integrated,could take on an entire real estate portfolio
one-stop-shop service for clients.In theon the Mapeley scale, or like Land Securities
early 1980s, the City began responding warmlyTrillium with the BBC's White City estate,
to this new business model. With limitedthe servicing and facilities management (FM)
capital investment, relatively low risk andarena was wide open.That Alfred McAlpine was
the promise of long-term regular contractualable to spot the potential and act to meet a
revenues, outsourcing holds appeal fornew market need is a testament to management
shareholders."We were already the marketintelligence and the characteristic
leader in utilities services," points outwillingness to respond to opportunities with
Bill Locke, "and we had an enviablepurposeful  innovation.BOX  OUT
reputation on health and safety, integrity,
honesty and customer care. We could see thatThe  Nationwide  Building  Society
providing a day-to-day service that our
clients could rely on was crucial, but weRobert Cock, Operations ManagerThe
wanted to do more than that. We wanted tooutsourcing contract with Alfred McAlpine
excel."The capacity to install theinvolves all of the engineering maintenance
infrastructure, to lay the pipes and buildat the Nationwide's headquarters in Swindon.
the roads, to pump water and maintain powerHere, Robert Cock, the Nationwide's
systems, was all in place. What had to beOperations Manager, explains why McAlpine was
developed was the centralised management ofchosen to fulfil the contract."We had a
it all for each client. All would havefairly lengthy and well planned procurement
distinct and separate requirements, not onlyprocess, once we had agreed the decision to
in practical terms but in cultural andgo down this route. We short-listed three
business ethos terms too."Companies want morecompanies and chose McAlpine for a number of
than cost reductions when they considerreasons. Broadly speaking, McAlpine's
outsourcing," says Noel Clancy, who managesbusiness aligned with ours better than any of
McAlpine's contract with the Nationwidethe other candidates. They not only talk well
Building Society. "Outsourcing has to beabout what they will do, but they actually
viewed as an enabler, allowing a company todeliver it as well."We had experience of
focus in-house business resources andthem. We knew they would take appropriate and
management on core functionalnecessary action as and when it was
areas."Achieving this combination of servicerequired."During the interviews and pre-award
level and customer care is fundamental. "It'sstages, when we were making site visits and
all about understanding your customer'slooking closely at management issues such as
business," says Gordon Duffy, who manages theplanning, motivation, innovation, dealing
account with Electronic Data Services (EDS),with staff, we found McAlpine showed a
an interesting example of an IT outsourcingcoherence right across all levels, from the
company itself purchasing outsourcedshop floor to senior management. Their staff
management services! "We must of coursemanagement, the interaction with clients,
deliver on the key performance indicators, onprovision of information, keeping us fully
the excellence of service, but it is muchinformed, was all very well managed and
more than that. This is about what ishandled. There is an enormous level of
important in your client's culture; theircommitment required to mobilise a contract
goals, objectives, values. You need tothat achieves a reduction from 37 to a single
understand their priorities."It's very clear,one. McAlpine delivers on that."Openness in
when we speak to potential new customers,these conditions can be tricky and the fact
that there needs to be an alignment of thethat we had an existing relationship with
cultures, a mutual understanding that is openMcAlpine helped. Our main HQ in Swindon has
and honest right across both the measurableover 3,000 people and with outlying offices,
elements and the more elusive ones."Theanother 1,500."McAlpine has full
run-up, or mobilisation period, before anresponsibility for all the engineering
outsourcing contract actually begins is whenmaintenance, reactive and planned, the
the personal relationship management is mostongoing maintenance and upkeep of buildings
significant. Gordon Duffy spent two weeksand the responsibility for providing the
visiting EDS's 30 sites from Taunton toquality of service that allows us to focus on
Aberdeen initially. Now there are 30 moreour core activities and not on the minutiae
sites in the portfolio. "The contract hasof facilities management."Maggie Stanfield is
been reset recently, adding 30 more sites anda highly experienced journalist with immense
90 staff. Assessing each site specifically isknowledge of business issues. She writes
important and is part of getting to gripsregularly for national and international
with your customer's business. It can bepublications including The Financial Times,
difficult, financially and operationally, butthe BBC and on business in the Middle East.
you have to be relentless and make absolutely



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