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"Vested Outsourcing" was listed by The Outsourcing MBA as the Number 1 book of "The top 10 books every MBA should read on outsourcing"
"Vested Outsourcing" was list as the Number 1 book on the Texas Wesleyen University best seller's list of "Best Selling Academic Books"
" In the outsourcing world, a genuinely new concept comes along only once every 10 years or so. I believe "Vested Outsourcing" is one of them."
""Cliff Lynch """-"""author of Logistics Outsourcing: A Management Guide"
"
""Vested Outsourcing" is new business model that will transform outsourcing procedures the way business management strategies Lean and Six Sigma transformed manufacturing."
"Elizabeth Kanna ""-"" author and creator of several market-defining books"
""Vested Outsourcing" is a game-changing approach that will quickly become the new gold standard for advanced outsourcing relationships. It is a critical enabler for Outsourcing 2.0."
"Frank Casale - CEO, Outsourcing Instit
Product Description
Progressive companies and University programs have recently begun to rethink outsourcing models. In Vested Outsourcing, thought-leader Kate Vitasek has created a model that will improve outsourcing procedures much the way Six Sigma and Lean improved production processes in the 80's and 90's. Based on a research study with the University of Tennessee and the United States Air force, Vitasek has identified the top 10 flaws in most outsourced business models and then shows organizations how to rethink their outsourcing relationships in a way that will lower costs, improve service and increase innovation. In Vested Outsourcing, Vitasek shows both professors and managers the five rules to developing a successful outsourcing plan, setting the stage for organizations to create a true vested partnership.
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Most Helpful Customer Reviews
1 of 1 people found the following review helpful
Format:Hardcover
Outsourcing is a fact of life for most businesses, generally for services like facilities management, market research or trouble-shooting over the phone for customers. But traditional outsourcing arrangements don't always deliver all the value they could for either the client firm or the outsource provider. Supply chain management consultant Kate Vitasek (writing with Mike Ledyard and Karl Manrodt) calls for a new approach to outsourcing that shifts the relationship from adversarial to collaborative, and thus delivers tangible benefits to both parties. The US Air Force, "which spends more than 50% of its entire procurement budget on procured services," sponsored this study under the auspices of the University of Tennessee's Center for Executive Education. This report provides a template for companies and providers searching for better outsourcing results and for more lucrative savings or profits. getAbstract recommends this thorough, illuminating guide to new and veteran outsourcing clients and providers.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
36 reviews
3 of 3 people found the following review helpful
Vested Outsourcing
15 Feb 2010
Format:Hardcover
Outsourcing is not a new concept by any means, but this book has the potential to change the entire outsourcing landscape dramatically. This new concept is explained and documented very well in the book, and is a must have for the supply chain manager.
2 of 2 people found the following review helpful
InVESTing in Vested Outsourcing
29 Dec 2010
Format:Hardcover|Amazon Verified Purchase
The last week of October I attended an excellent three day class called "Vested Outsourcing" on the campus of the University of Tennessee. The name of this class sums up the topic and the content was delivered via fire hose. It was a fast-paced three day program where a lot of ground was covered. The U of T's Center for Executive Education has a first class facility and knows how to put on a good program for professionals.
The premise of Vested Outsourcing is based upon behavioral economics, game theory and field research. Simply stated, the goal is to create a "win-win" relationship. Adam Smith's tenet that the best results are achieved when individuals in an organization or group strive for the best results for themselves was challenged by John Forbes Nash, a winner of the Nobel Prize for Economic Sciences in 1994. Nash concluded that Adam Smith's premise was not incorrect, but incomplete. Not only should the individual seek the best results for themselves, they should also consider what is best for the organization or group if they wish to achieve a true "win-win" outcome.
Vested Outsourcing is built around results instead of transactions where incentives are used to motivate the parties to achieve higher levels of efficiency. The key to success is to build a foundation based upon trust. As presented in the class, Vested Outsourcing is primarily designed for use in large complex projects. Many of the critical success elements cut across all sizes of outsourcing projects making this class an excellent learning opportunity for both large and small businesses.
I have begun looking at our client relationships in a different context as a result of what I learned in the class. One of the actions we have implemented is to increase the degree of transparency on the front end of projects which has been met with positive responses from our clients.
Not all outsourcing projects are conducive to Vested relationships. There must be a "fit" between the supplier and buyer. If the organization's cultures are not compatible or complimentary, implementation of Vested concepts will likely be only partially successful.
The team that taught the Vested Outsourcing class, Kate Vitasek and Mike Ledyard, co-authored a book with Karl Manrot. This book, Vested Outsourcing, is a straight forward read and focuses on the theories from which this approach has been derived. It is not your typical boring economic textbook.
The book describes a "pony" as an un-captured value that exists in a traditional outsourcing relationship. It's finding and monetizing this "pony" that allows the buyer and supplier to capture this additional value. Traditional outsourcing relationships do not have the capability to identify the existence of the "pony". And if a "pony" doesn't exist, Vested Outsourcing does not make sense for that project.
Kate and Mike indicated that another book is on the way. The first book focuses heavily on the theory of Vested Outsourcing while the second will primarily focus on the execution of Vested Principles. After seeing Kate and Mike in action and reading the first book, I look forward to seeing how they improve and expand on their first book.
The premise of Vested Outsourcing is based upon behavioral economics, game theory and field research. Simply stated, the goal is to create a "win-win" relationship. Adam Smith's tenet that the best results are achieved when individuals in an organization or group strive for the best results for themselves was challenged by John Forbes Nash, a winner of the Nobel Prize for Economic Sciences in 1994. Nash concluded that Adam Smith's premise was not incorrect, but incomplete. Not only should the individual seek the best results for themselves, they should also consider what is best for the organization or group if they wish to achieve a true "win-win" outcome.
Vested Outsourcing is built around results instead of transactions where incentives are used to motivate the parties to achieve higher levels of efficiency. The key to success is to build a foundation based upon trust. As presented in the class, Vested Outsourcing is primarily designed for use in large complex projects. Many of the critical success elements cut across all sizes of outsourcing projects making this class an excellent learning opportunity for both large and small businesses.
I have begun looking at our client relationships in a different context as a result of what I learned in the class. One of the actions we have implemented is to increase the degree of transparency on the front end of projects which has been met with positive responses from our clients.
Not all outsourcing projects are conducive to Vested relationships. There must be a "fit" between the supplier and buyer. If the organization's cultures are not compatible or complimentary, implementation of Vested concepts will likely be only partially successful.
The team that taught the Vested Outsourcing class, Kate Vitasek and Mike Ledyard, co-authored a book with Karl Manrot. This book, Vested Outsourcing, is a straight forward read and focuses on the theories from which this approach has been derived. It is not your typical boring economic textbook.
The book describes a "pony" as an un-captured value that exists in a traditional outsourcing relationship. It's finding and monetizing this "pony" that allows the buyer and supplier to capture this additional value. Traditional outsourcing relationships do not have the capability to identify the existence of the "pony". And if a "pony" doesn't exist, Vested Outsourcing does not make sense for that project.
Kate and Mike indicated that another book is on the way. The first book focuses heavily on the theory of Vested Outsourcing while the second will primarily focus on the execution of Vested Principles. After seeing Kate and Mike in action and reading the first book, I look forward to seeing how they improve and expand on their first book.
1 of 1 people found the following review helpful
Not Just for Supply Chain
15 Dec 2010
Format:Hardcover
This book is full of lessons-learned and it's tenets of engagement and philosophy apply to functions outside of supply chain including HR, marketing services, accounting etc. Yes, the business model for vendors is to maximize revenues/margins and the client wants to get the most services for the least amount of money. How is a mutually vested relationship possible?
I'm a C-level officer in a small technology company and for many business reasons, we outsource almost everything that isn't directly in our core, while selling our services to other businesses. The practices outlined in Vested Outsourcing are making us a more valued true partner to our clients and, concurrently, has changed the way we select and work with the vendors we use for services. A mutually beneficial model is possible! The C-level buy-in to this philosophy is critical, as is the communication in order to drive the desired outcomes and behaviors.
I'm a C-level officer in a small technology company and for many business reasons, we outsource almost everything that isn't directly in our core, while selling our services to other businesses. The practices outlined in Vested Outsourcing are making us a more valued true partner to our clients and, concurrently, has changed the way we select and work with the vendors we use for services. A mutually beneficial model is possible! The C-level buy-in to this philosophy is critical, as is the communication in order to drive the desired outcomes and behaviors.
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