Bay Area Digital Executive Dinner Series 

Register for the event by completing the form below.

Farallon | 450 Post Street | San Francisco, CA 94102
Wednesday, May 1 at 6pm PT

ISG Partner, Prashant Kelker will present
Implementing & Tracking a Digital Operating Model

TOPIC:  Implementing & Managing New Digital Operating Models

WHY ATTEND:  This session will focus on understanding what others are doing to establish and govern digital operating models in the new world.  We will be speaking to the challenges they face, and how some companies have overcome these challenges – the key topics we will address are:

• How should the organization structure adapt/change to address new digital models, and how have the leading companies executed change management?

• How will the design and execution of technology transformation programs inform and build its required target business capabilities iteratively using an evolving provider ecosystem?

• How do you ensure a solid digital backbone and operating model is established and maintained to scale and ensure quality in your transformation programs?

• How do you harness emerging technologies and bring them to mass scale usage within your enterprise (automation, analytics, ML, cloud, blockchain, etc.)


  • 6pm PT Networking/Happy Hour:  45 minutes
  • 7pm PT Dinner:
  • Appetizer:  Implementing & Tracking a Digital Operating Mode
    Presented by Prashant Kelker, ISG Partner - Digital Strategy & Solutions
  • Dinner:  Open Q&A
  • Dessert:  Future Topics & Networking

This is a great opportunity to network and learn from peers. Feel free to bring a colleague!

Upcoming dinners:

Date TBD - Palo Alto: Blockchain Reality & Impact

Date TBD - San Francisco: The Automation Journey Conundrum

A New Generation of Outsourcing Governance

Today's guest blog on the evolution of outsourcing governance comes from Claude Marais, Partner and Managing Director, Governance Services, TPI.

Claude_marais1 Outsourcing governance is increasingly coming under scrutiny.  Until recently, outsourced functions were overlooked during budget cuts or productivity initiatives as many assume they already gave their "pound of flesh". This is no longer true given the pervasiveness of outsourcing in the average company today.

Companies are entering into the third generation of outsourcing governance. They realize the value of viewing it through the lens of business operations, creating the same level of scrutiny as any other part of their organization.

But what is this third generation of outsourcing governance?

During the first generation, governance was focused around measuring the service providers' cost and performance alone. During the second generation, companies focused on improving isolated elements of internal governance. 

The third generation, however, takes a holistic view of outsourcing governance and also optimizes the governance processes end-to-end. It is built on four pillars: governance expertise, strong processes, integrated technology and flexible resourcing options.   

Companies start with a top down view to get a clear, single and holistic perspective of managed outsourcing activities. They establish a common data view with their service providers and measure key aspects of the governance processes to better understand where efficiencies are needed.

Companies are developing a clear view of the governance tasks they want to perform themselves, perform offshore in their captives, or get third parties to do for them where they can provide a better mix of expertise, processes, technology and arbitrage capabilities. The third generation carries with it significant and exciting change in the way companies manage outsourcing environments.