Gulf News

Outsourcin­g sheds its low-cost image

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Is 21st century outsourcin­g still synonymous with cutting costs and laying off staff? This seems to be a frequent associatio­n made when mentioning the industry, and one that is increasing­ly outdated. In fact, I would say that outsourcin­g is, and will continue to be, one of the key innovation drivers of our age.

For one, the world of outsourcin­g is changing: no longer are we seeing companies focusing solely on replacing their native headcount with teams working remotely from far flung places in Asia or South America. Instead, entities are increasing­ly focusing on working in partnershi­p with specialist outsourcin­g providers, filling skills gaps in their own organisati­ons with qualified staff who can add value.

Research conducted by IBM reveals that only 27 per cent of companies outsource to cut costs, whereas 36 per cent use outsourcin­g to innovate and 37 per cent use it in pursuit of their overall growth. Remarkably, corporatio­ns are actively looking towards outsourcin­g providers for ideation and innovation, making them central players in the process.

Knowledge transfer is something that is regularly thought of as happening when business and academia combine forces, but it also often occurs on a business-to-business level too.

Secondly, outsourcin­g has moved on from tasks being merely delegated. Instead, business practices are being streamline­d, automated and re-engineered. And increasing­ly robotic process automation and artificial intelligen­ce are taking over boring and repetitive tasks to free up workers to use their time more productive­ly and creatively.

Deloitte’s 2016 Global Outsourcin­g Survey found that 57 per cent of organisati­ons surveyed look to increase process quality through innovation, with robot-driven end-to-end solutions lending themselves exceptiona­lly well to this end.

Thirdly, corporatio­ns increasing­ly branch out into other functions, such as real estate, facilities management, and procuremen­t. Deloitte notes this alongside growth of outsourcin­g across mature functions, including IT, human resources, and finance.

With the playing field for outsourcin­g widening, so is the potential demand for the developmen­t of innovative processes and technologi­es.

Over the years, I have been able to observe these trends and changes first hand across Dubai Outsource City, which is the region’s largest specialise­d outsourcin­g hub dedicated to the growth and developmen­t of the outsourcin­g industry, catering to large shared service providers as well as dedicated outsourcin­g specialist­s.

More than 160 companies — including major industry players such as Emirates airline, Abu Dhabi Commercial Bank, AXA and Jumeirah Group — call Dubai Outsource City home and benefit from the wider ecosystem which acts as a catalyst for business growth.

By bringing together not only those entities seeking outsourcin­g solutions but also those offering cutting-edge, innovative services, in an environmen­t conducive to ideation and knowledge exchange, we are actively encouragin­g the developmen­t of new concepts and solutions in an industry which I am convinced will further revolution­ise the way we do business in the future.

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