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Conclusions
Any business change carries risk. Even in apparently
trivial outsourcing initiatives, poor attention to service
level agreements, supplier selection, appropriate
contract duration, and a host of other issues will lead
to problems. However, the assumption that 'core
means keep' seems open to challenge, whatever definition
one applies to core. While there will be good
reasons to keep core activities in-house in many cases,
dogmatic rules that limit objective assessment or
dampen creative thinking will fail to tap the
undoubted opportunities of strategic outsourcing.
Conclusion
Outsourcing is a business tool and like all tools, must be used properly to
achieve the desired results. Managers that define the process as a onedimensional
strategy will be doomed to failure. Effective implementation
requires a tailored solution, “one size does not fit” all firms. Outsourcing must
be part of an overall corporate strategy and management must ensure that all
employees are aware of the overall situation. It is for these reasons, that most
organizations may find that some combination of insourcing, outsourcing and
contracting out, may be the optimal solution for any particular scenario.
Successful implementation will entail analysis, investigation, planning and
sophisticated human resource and management.
Conclusion
In this article, we have sought to demonstrate the
importance of language issues in the operations and
management of a multinational. This has been
highlighted by reference to the Finnish company, Kone,
and through a categorisation of individual responses to
language constraints found in its diverse subsidiarie ...