So to RPO or not to RPO? That is the question...I first got involved in selling outsourced services in the 1990’s and I have noticed one thing in particular. It's certainly not what the ‘books’ say and it may seem very contrary. However I think it is very important to this discussion, and its this:
It's not all about the hard business case...Yes, you do need a hard quantified business case to sell outsourcing, to get it approved as well as measure against once you have it up and running. I am not suggesting you don’t. However in my experience, you can skew a business case all over the place - especially if you are the client. What you include, what you exclude, your assumptions, ROI hurdles, hard versus soft revenue and costs - they all make a big difference when you are working the spreadsheet. In particular I have found and observed that at the most senior business levels within a client, what you might call the ‘soft business case’ comes more into play. What I mean here is some of the more subtle assumptions, preconceptions, views etc that come to the fore. I have found them at this senior level very powerful motivational triggers.