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

It's About People Management

Today's blog comes from Jeff Krynski, Governance Competency Leader, CHRO Services, TPI.

Successful HRO management starts and ends with people. No shock there. But if you look at companies that set up a provider management function, you'll see they stand a much higher chance of having proven, best-practices in place and a higher success rate than those that don't. That's why getting the right team and structure in place before the service provider selection process is an imperative.

A provider management advisory partner helps companies that require a swift, sure, cohesive action plan to navigate the complexities of HRO. The success of any HRO relationship depends not only on implementation, but on the development of a disciplined approach during the strategy and assessment phase, and its management moving forward.

HRO success starts with a strategic provider management team. The size and structure of a provider management team that oversees the outsourcing arrangement depends not only on the size and complexity of the sourcing relationship, but on the framework of internal organization as well.

Each provider management organization should possess a framework for clarifying the workload and skills that need to be fulfilled, which includes:

  • Performance management - ensuring the right work is done right
  • Cost management - managing and validating those functions that impact the cost of the service
  • Contract administration - ensuring compliance over the term of the service provider relationship
  • Relationship management - encompasses direction setting and assuring satisfaction with the Provider management function

The HRO provider management team roles are not necessarily mutually exclusive, as many components or roles may overlap and thus may be effectively maintained with fewer resources. And even though the responsibility for providing quality service falls to the service provider, the company outsourcing is tasked with overseeing the relationship.

At the end of the day, outsourcing demands a paradigm shift, and you'll have to give serious consideration to the resources assigned to the provider management function.