The McKinsey Quarterly

2007

• March 2007 

  Developing Mexico's offshoring opportunity

  To take advantage of the growing global market for offshored services, the country must do more to improve the suitability of its workforce.

• March 2007 

  How Chile can win from offshoring

  The country has already attracted the attention of multinationals; now it must address its shortcomings to reach its offshoring potential.

2006

• December 2006 

  The overlooked potential for outsourcing in Eastern Europe

  Companies that seek to outsource their IT and business processes seldom head for the region—but soon more of them will.

• July 2006 

  Benchmarking India's business process outsourcers

  A new methodology for measuring the performance of remote providers shows that while clients are mostly satisfied, there is significant room for improvement.

• July 2006 

  Pharma leaps offshore

  Although late to offshoring, pharma companies stand to benefit at least as much as those in other industries.

• June 2006 

  Moving IT infrastructure labor offshore

  The offshoring of IT infrastructure—machines and networks and the people who manage them—has been relatively slow to develop. But this is changing as leaders show how to offshore it effectively and vendors step up to meet a growing opportunity.

• May 2006 

  Building a global IT organization: An interview with DPWN's managing director for IT

  Stephen McGuckin explains how the company consolidated its IT operations and developed a unique model for outsourcing and offshoring.

• May 2006 

  Running a customer service center in India: An interview with the head of operations for Dell India

  Romi Malhotra shares insights on recruitment, retention, and developing talent.

• May 2006 

  Taking offshoring beyond labor cost savings

  Offshoring becomes a powerful tool for business transformation once companies combine labor cost savings with other productivity and revenue-generating levers.

• May 2006 

  The untapped market for offshore services

  Business processes and traditionally outsourced—but not offshored—IT services will be the main drivers of offshoring growth in the near future.

2005

• November 2005 

  Attracting more offshoring to the Philippines

  Despite recent gains, much work needs to be done.

• November 2005 

  Morocco's offshoring advantage

  The country is in a position to become the destination of choice for French-speaking companies.

• September 2005 

  An upgrade for the Indian IT services industry

  As competition intensifies, the industry must go global.

• September 2005 

  Ensuring India's offshoring future

  The country must not only produce more top-quality engineers but also show the world the depth and quality of its talent in other fields—and in cities beyond Bangalore and Mumbai.

  Includes:

• August 2005 

  How France can win from offshoring

  The cost benefits have started to tempt more and more French companies. Instead of resisting the trend, policy makers should explore the ways France could gain from it.

• August 2005 

  Reducing risks in offshoring projects

  Identifying and tracking risks throughout the life of a relocation effort can greatly improve the odds that it will succeed.

• August 2005 

  Sizing the emerging global labor market

  Rational behavior from both companies and countries can help it work more efficiently.

  Includes:

• April 2005 

  Getting more from call centers

  Used properly, they can be strategic assets.

  Includes:

• March 2005 

  The onshoring option

  California can do more than dream about retaining manufacturing jobs.

• February 2005 

  Outsourcing grows up

  Many outsourcing deals are tantamount to strategic divestitures and joint ventures. Executives should start treating them that way.

• February 2005 

  The next wave in US offshoring

  The shift in global manufacturing presents tantalizing opportunities for low-cost countries.

2004

• November 2004 

  How Germany can win from offshoring

  Offshoring could create new wealth for Germany, but only if it adopts the structural reforms needed to reemploy its displaced workers.

• November 2004 

  When offshore manufacturing doesn't make sense

  Your company could be at sea if it doesn’t stay close to home.

• July 2004 

  Exploding the myths of offshoring

  Far from damaging the economy of the United States, offshoring should enable its companies to direct resources to next-generation technologies and ideas—if public policy doesn't get in the way.

• July 2004 

  Getting contract manufacturers back on track

  Electronics OEMs have wrung many concessions from their manufacturing contractors. A more equitable relationship would be of longer-lasting benefit to both parties.

• July 2004 

  Outsourcing: Renegotiating for value

  Companies can obtain much better terms from their IT-outsourcing vendors by renegotiating their agreements. Here’s how.

• May 2004 

  China's market for mobile phones

  Original-design manufacturers in South Korea and Taiwan are key allies for global telecom companies that wish to compete in China.

• May 2004 

  Offshoring goes on the offensive

  Cost cutting is only the first benefit.

• March 2004 

  The McKinsey Global Survey of Business Executives , March 2004

  Executives around the world voice cautious optimism on the economy. They’re bullish on outsourcing and Asia but concerned about talent and capital.

2003

• December 2003 

  Offshoring and beyond

  Cheap labor is the beginning, not the end.

• December 2003 

  The next hurdle for Indian IT

  The cofounder and chairman of one of India’s premier technology companies argues that it has a sustainable competitive advantage.

• December 2003 

  Who wins in offshoring

  By moving service industry work to countries with lower labor costs, US companies can focus on creating higher-value jobs.

• November 2003 

  Tying the knot: IT systems in a merger

  Two senior J. P. Morgan Chase executives explain how a worldwide team set the stage for transforming the merged firm’s IT organization.

• May 2003 

  Reinventing IT services

  After a hard fall, providers of IT services face demands for more value—at lower prices.

• February 2003 

  Fighting complexity in IT

  To simplify a company’s information systems, look beyond them.

2002

• February 2002 

  The other side of outsourcing

  Despite the difficulties, there is money to be made running routine operations for other companies.

2001

• November 2001 

  Has outsourcing gone too far?

  Farming out in-house operations has become a religion. Faith must now be tempered by reason.

• May 2001 

  Programmers abroad: A primer on offshore software development

  Developing software in foreign lands can save time and money—but only if companies do it right.

2000

• June 2000 

  Unbundling the corporation

  The forces that fractured the computer industry are bearing down on all industries. In the face of changing interaction costs and the new economics of electronic networks, companies must ask themselves the most basic of all questions: what business are we in?

1995

• February 1995 

  Strategic outsourcing

  By assessing the relative costs and risks of making or buying, companies can leverage their skills and resources for increased profitability.