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Outsourcing Law Group Exit Services in Outsourcing
19 May 2014
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Introduction, Welcome and Introduction to the Outsourcing Law Group Alistair Maughan: Partner, Morrison & Foerster; Chair of Outsourcing Law Group
Outsourcing Law Group Exit Services White Paper Alistair Maughan: Partner, Morrison & Foerster
Exit Services: Practical Problems in Making Exit Services Work Peter Scott: Partner, Head of Commercial & Industrial, Alsbridge
The Provider’s View Leigh Arnold: Senior Global Sourcing Manager – Transition, Infosys
Exit Services: Recommended Improvements Ole Horsfeldt: Partner, Gorrissen Federspiel Alistair Maughan: Partner, Morrison & Foerster
Panel Discussion A moderated panel discussion and Q&A session
6.30pm Close. Networking reception to follow
Agenda - Exit Services in Outsourcing
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Outsourcing Law Group
Introduction to OLG
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The Outsourcing Law Group (OLG) is a group of like-minded law firms, each with a substantial outsourcing practice and a recognised market leader in the sector
On outsourcing projects, the OLG works as a single law firm, taking a unified approach under the leadership of one firm, and providing one set of rates, one bill and one currency
Initially, joint templates, tools and working processes were developed On-going joint training of partners and key associates Regular programme of joint client seminars, webinars and in-house training Major OLG transactions:
Telenor global procurement: Development of complete transaction documentation for purchase of managed network services based on OLG templates and methodologies
Major international bank in its worldwide outsourcing activities Ahold: drafting and negotiating the relevant agreements for HR outsourcing as well
as advice on transfer of employee issues. ISS: Support for pan-European bid for integrated facility management services with
Orange
What is the Outsourcing Law Group?
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What is the Outsourcing Law Group?
• A ‘Best of breed’ group of leading independent firms in Europe, delivering consistent high quality specialist advice on technology and outsourcing projects globally
• Key individuals and firms connected for many years who play a leadership role with the International Technology Law Association (iTechLaw)
Specialists
• OLG members have the ability to operate as one firm, leveraging the joint resources and expertise of all firms
• This leverage enables us to deploy unique tools and methodologies and to work in an integrated way on all projects
United and Unique
• Advising on transformational IT and outsourcing projects for international businesses Global Reach
• A single bill • Project and stream leads of the client’s choice • Bespoke, transparent pricing structures
Seamless Service
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Worldwide coverage Local knowledge
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Global partner commitment: Multinational clients can liaise with a 4 person global lead partner panel (continental Europe/UK/U.S./Asia) who will manage relationship issues, lead any required support for client, and drive continuous practice improvements
Overall project leadership: Our team for any particular project will be led by one of the global lead partners or a local partner as per client’s instruction
Day-to-day project support: We will designate a relevant number of internationally experienced senior associates – all being dedicated outsourcing lawyers – who will support client depending on the choice of law and the project requirements
Supporting high quality and cost efficiency: This approach secures business process, operational and legal consistency which, in the end, will underpin client’s global and local contract management abilities in a cost efficient manner
Seamless Offering A dedicated OLG team based on a common global approach with the advantage of locally available resources:
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Fast Track Procurement Process Working with clients and consultants to achieve client enablement and control of the project
Client enablement What we do Client control
1. In-house and OLG team members working as one integrated team
2. Allocation of roles that will support the project most efficiently
3. Full access to all our outsourcing templates and tools
4. Multi-jurisdictional capability throughout Western Europe, CEE, Middle East and Asia Pacific and the United States; ‘Best friends’ in Americas.
Enablement through skills building and continuous
knowledge transfer
Full transparency into the procurement and outsourcing
processes and the use of resources and support tools
1. The procurement and outsourcing strategy and any strategy decision taken are owned by the client but will be facilitated by our best practice guidance
2. The contract crafting is dealt with in light of client’s long-term ability to manage the outsourcing relationship cost efficiently
3. Our tools and approach allow the client to maintain this control during the full life cycle of the outsourcing
Deep sector experience across multiple geographies
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Contract Design Process Controlling costs
• Fast track procurement process • Joint advisor responsibility matrix • Project governance model • Work stream and deliverables planner • Deal documentation and issue trackers
Value leakage • Non-performed business objectives • Over-charging • Payment for non-performed services • Lack of innovation • Uncompetitive prices
Procurement costs • Client internal investment • Consultant and legal fees
New services • The unnecessary costs associated with
services not included in the initial scope and therefore not priced under competition
Contract Management
On-going charges • Unit based and fixed cost elements
Lost savings due to delayed procurement • The savings associated with transition /
transformation
Transition costs • Fixed price or • Time & material based
Risk premiums • Risk premium added to vendor’s fee for
undertaking onerous terms
• Proactive remedies • Compliance compiler • Contract management skill builder • Management process tool • Requirement management tool
• Transparency and pricing principles
• Flexibility modelling • Duration simulator • Transparency and pricing principles
• Transparency and pricing principles
• Risk Premium Evaluator
• Objective tracker • Service level and credit methodology • Proactive remedies • Fast track benchmarking
• Transparency and pricing principles
• In-scope protection methodology • New services definition • Standard change methodology
Exit costs • Assistance to new vendor • HW residuals • Transfer of licenses
OLG Tools and Methodologies Cost Elements Cost of Outsourcing
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Proactive remedies
Trigger Event
• Performance: • Service disruptions • Delays • Non-performance of
service levels • Increased number of
unresolved incidents • Repeated errors with
same root cause • User satisfactory survey
• Financial information or development in the service provider organisation: • Mergers or divestments • Credit rating • Cash flow
Risk Level
• Each trigger event is assigned a risk level for a certain period of time
• Generally 3 levels • Determination of risk level • Fast track resolution
Custom Remedies
• Each risk level has any number of custom remedies available, including e.g.: • Service provider to comply
with third party recommendations
• Service augmentation or special third party remediation rights
• Issues to be addressed by specific resources within the service provider’s organisation
• Escalation to top executives and client meetings
• Suspension of revenue commitments
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Why? Key Concerns
Exit Services White Paper
Customer
• Continuity of services at same contracted level, i.e. preventing knowledge leakage
• All relevant information and knowledge about the services to be share with replacement provider
• Fall-back possibility if replacement provider fails
• Cost & overpayment
Service Provider
• Utilising resources on other existing customers ASAP
• Keep IPR and commercial secrets from competitors
• Planning re-allocation of resources
• Payment for delivery
• Cost & underpayment - “something for nothing”
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The service provider to provide a Exit Plan within 120 days after signing
The Exit Plan was often not provided and, even if it was, never updated
Replacement providers in many cases would have fundamentally different needs that those catered for by the Exit Plan.
Three different pricing models have generally been in use: (i) No transparency, and prices embedded in the annual service charge (ii) Pre-agreed fixed price and (iii) T&M
Generally, exit transitions have been difficult and have led to significant disputes
Exit Services in the Past
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Outline exit plan never finalised
No match between the exit plan and the new
service provider’s transition plan
Customer tries to get free services in the service
provider’s view
The service provider is overpricing the exit
services in the customer’s view
Service provider refuses to release key data and
provide relevant access to infrastructure referring to
IPR or confidentiality Insufficient
documentation available to the new service
provider Cherry-picking key
employees
The Sources of Conflict
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Guidance and Best Practice
Thinking about Exit
• General co-operation requirements • Information provision requirements • Cost data
• employee data – beware data privacy objections • contracts data • assets, premises, equipment, IPR catalogue
• Degree of segregation required
Planning for Exit
• Exit Plan becomes active operational document linked to Services Transfer Plan. 3-way governance.
• Establish exit management roles and key personnel • Continue information provision requirements – next level of detail • Successor supplier shadowing • Segregate and then plan hand-over of all assets and resources • Restrictions on non-ordinary course of business changes • Employee transfer – Acquired Rights Directive compliance
After Exit
• Completion of in-flight projects • Completion of employee transfer process – calculation of pensions transfers;
set up of payroll mirror system • Availability of key supplier personnel post-handover • Indemnities on transfer
Copyright © 2013 Alsbridge plc. All rights reserved.
Practical Problems in Making Exit Services Work
OLG Seminar May 2014
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Peter Scott - Partner
Peter is a Chartered Accountant who spent 16 years with KPMG, including 6 as a Partner leading the World Class Finance team in the UK
He has been with Alsbridge for 10 years and has worked with a wide range of blue chip clients in the UK, Continental Europe and beyond
Peter’s main activity is to guide clients through the entire strategy, selection and contracting lifecycle where he has probably worked on more Finance & Accounting deals than most advisors. In addition, more recently he has worked on several contract renewals/renegotiations which have resulted in significant benefits for the clients concerned.
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Key facts about Alsbridge
Alsbridge is an award-winning, specialist management consultancy advising clients on their strategy, implementation and governance of shared service, outsourcing and the offshoring of complex processes.
Key facts:
Founded 2002
Headquarters in London & Dallas
Approximately 200 advisors – all experienced experts, no “junior pyramid”
Management team are all senior industry leaders
Clients: blue chip and mid-cap corporations and government departments
2013 – Ranked Top 5 Best Outsourcing Advisor
2011 – Ranked Global No 1 Outsourcing Advisor
2012 – Ranked Best Specialist Outsourcing Advisor
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Infrastructure
Services
Cost, price, performance, terms & conditions benchmarks 800 tower contracts benchmarked per year Business and IT managed services as well as hardware,
software and telecoms Available as standalone or as part of consulting Fixed price / T&M / gain-share Average 3 week deliverable using We benchmark contracts worth over $10 billion each year
Application
Services
Network
Services
BPO & Shared
Services
Backed with state of the art ITO & BPO Benchmarking ...
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Exit Services – As Important as Entry?
Affairs are easier of entrance than of exit; and it is but common prudence to see our way out before we venture in (Aesop)
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Exit Services – As Important as Entry?
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Exit Services – General Observations
Exit provisions are usually something that clients are not particularly interested in…until it happens!
Generally speaking (with some high profile exceptions), supplier to supplier transition can work tolerably well - incumbents have little to gain by being difficult – but that’s not a reason to be complacent
The key point is to make it possible to move out of the incumbent and avoid lock in:
People – Allow access to gather knowledge
Process - Cutover processes effectively
Technology – Smooth cutover of enabling technology
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Exit Services – Key Lessons From Our Experience
Issue Implication for the contract
Ensure that a proper Exit Plan is developed and maintained
All contracts require a Plan after 6 months but this needs to be completed – not a plan to make a plan. Incumbent roles and responsibilities must be clear – best not to wait until it’s needed
Programme management of the transition from the incumbent cannot be left to the new supplier – the client must take responsibility
Provide for client/third party involvement in managing transition out. If a third party is involved, consider provide for co–funding – it is in everyone’s interests
Technology changes can be more complex and take longer than expected - IT providers don’t get involved soon enough
Moving suppliers for most deals involves technology – mutual obligations must be clear in the contract and the Exit Plan
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Exit Services – Key Lessons From Our Experience
Issue Implication for the contract
The incumbent needs to maintain the service and clear backlogs
Make sure the incumbent is obliged to hand over a clean service and backlogs are cleared at their cost
Reasonable access for the new supplier to incumbent premises
No/acceptable restrictions on staff on the floor (watch out for health & safety!)
Access to incumbent supplier training materials
Try to agree this access - it will save a lot of time and trouble for all sides
Reasonable working conditions for the new supplier
Provide for adequate working space, access to the facilities and cafeteria…
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Exit Services – The Importance of a Clear Communication Plan
A key point, often overlooked by clients, is to make sure the change in suppliers is properly communicated within the client organisation
This isn’t “just another change in supplier”
The original deal was probably well communicated – strategic vision, access to best practice, scaleability, world class capability…but now we’re changing! Why?
As with any important business change it is very important that the reasons for the change are carefully articulated, clearly communicated and that client management sticks to the story, otherwise at best there will be confusion and at worst the new supplier is undermined before they get started
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Questions…?
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Exit Services : Making the unworkable work
Leigh has had experience of IT over a period of 25 years with the first ten being within the client environment which has given him an invaluable insight into the way a client approaches his business and outsourcing. His transition experience gained whilst working for both IBM and Atos Origin prior to Infosys has in many cases been in managing transformations whilst transitioning and often in a multi vendor environment. As part of the Strategic Global Sourcing Team at Infosys Leigh is responsible for ensuring a smooth transition to Infosys for new clients and this includes operating with vendor incumbents as well as situations where the client is the main incumbent. His previous experience of complexities and wide scope which include infrastructure as well as application transformations and transitions are invaluable in his role as a senior transition manager in Infosys.
Leigh Arnold
Exit Services : Making the unworkable work
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“Approaches to effecting transition and reducing the friction between incumbent and replacement service providers, and doing exit management in a way that resolves issues all round”
• Some scenarios we can anticipate
• Some positions we will come across
• Some ways of making progress
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Exit Services : Making the unworkable work
“Its complicated” !
There is no silver bullet
One size will not fit all
You cant legislate for everything
Exit Services : Making the unworkable work
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What is the status of the relationship?
Are we happy to be loosing your business?
Do we feel you owe us something?
Dispute or a natural ending?
Size matters
Large vs small companies
Future opportunities – current partnerships
Relative position of the parties is relevant
Is the client important to the vendor
Is the new vendor seen as a competitor
Exit Services : Making the unworkable work
Scenarios - Its complicated !
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Money talks
If I can make money then maybe ……
If I can stop loosing money then maybe …..
Company culture can be important
Some companies are predictably difficult whilst others are predictably compliant
Some company pairings are more likely to be problematic
The people get in the way – or make it work !
Am I likely to loose my job or could I end up with a better job?
Who holds what levers?
Who benefits from the contractual terms?
Who owes what to who?
Exit Services : Making the unworkable work
More scenarios - Its complicated !
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Negative
Vendor - we are where we are – the business has been lost but …
I have nothing left to loose why should I care ?
Its my IP and I am not giving it to you (the client) and certainly not my competitor
I have no wish to help a competitor
You have caused me pain – I will reciprocate
Exit Services : Making the unworkable work
Positions taken
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Positive
Vendor - we are where we are – the business has been lost but …
I still have opportunities with this client – tread carefully
I still have contracts in place I wish to protect – be professional
I've been paid for my work – its time to move on
My reputation is still intact and should be protected
The vendor doesn’t represent a threat to me
The contract obliges me to comply
I can make money from the exit
Exit Services : Making the unworkable work
Positions taken
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The IP – myth …….. or is it reality? Be clear and directive
Full agreement – no progress! We are working hard to accede to your every request – and still working hard 6 months later!
If we had that we would hand it over – if you want we can create it – at a price Decide on the best way forward
Sorry – we are too busy providing the current service to you Incoming vendor must plan with the outgoing vendor
All our people are leaving Make them work their notice – or have they just been redeployed?
We wont allow access to the new vendor Can this be contracted for ?? Work in a temporary location
You need to pay me !
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Exit Services : Making the unworkable work
Tactics to be aware of
Engage Governance No surprises Make them part of the change
Find common ground
Is there anything you both want
Start at the top
Senior managers will understand the bigger picture
Know where you stand
Are you in a strong or weak place ?
Pick your battles
Win the important ones
Exit Services : Making the unworkable work
Tactics to consider
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“Its complicated” ! There is no silver bullet
One size will not fit all
You cant legislate for everything
But ..
If you can legislate for cooperation, openness, participation and meeting your obligations for knowledge and documentation then life will be a little easier
Exit Services : Making the unworkable work
Conclusion
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THANK YOU ANY QUESTIONS?
www.infosys.com The contents of this document are proprietary and confidential to Infosys Limited and may not be disclosed in
whole or in part at any time, to any third party without the prior written consent of Infosys Limited.
© 2011 Infosys Limited. All rights reserved. Copyright in the whole and any part of this document belongs to Infosys Limited. This work may not be used, sold, transferred, adapted, abridged, copied or reproduced in
whole or in part, in any manner or form, or in any media, without the prior written consent of Infosys Limited.
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Recommended Improvements
Exit Services
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Many deals are won by new providers, and the causes of incumbent displacement are often unrelated to provider dissatisfaction
Increasingly common for exit/transition to occur on one-to-many basis – where client implements multisourcing
Often, transition is offered on a no cost basis or transition is priced significantly below competition
Taking the easiest possible approach to transition and price assuming that the incumbent provider fully cooperates and provides all necessary documentation and access.
This approach is rarely mirrored by termination services agreed between customer and the incumbent provider
The Current Market
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Improving the payment model
Full alignment between exit plan and transition plan
Certification of exit readiness
Risk Management
Adjustment of pricing and relief of service provider step-by-step
An Ombudsman as part of governance
A New Approach
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The cost structure related to exit services is based on the following principles:
Some explicitly set out services and deliverables are not separately
payable but are included in the base charges
All other services and deliverables are separately
payable
All separately payable
deliverables are subject to
quotation and approval
Improved Payment Model
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Explicit services included in base charges
• Delivery of due diligence material on a yearly basis • Continued performance of the services • Drafting, delivering and continually updating the exit plan
and a fall back plan • Compilation and delivery of actual deliverables such as
documentation, software, customer IPR, release notes, test plans, operations manual etc.
Improved Payment Model
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Alignment between Exit and Transition Plans
Exit Plan Transition Plan +
The first contract Holistic overview that reflects both perspectives and the obligations on a replacement provider.
Services to be provided by first vendor
First contract
Transition Plan
Exit Plan
+ Transition Plan +
Services to be provided by
second vendor
The second contract Transition-in by alignment of exit plan from first vendor and transition plan from second vendor Transition-out on new Exit Plan and new Transition Plan aligned.
Second contract
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Alignment between Exit and Transition Plans
Customer and replacement
service provider will designate how
the Services will transfer to the replacement
service provider
The incumbent service provider will update and
align the exit plan to support
integrate with, and enables transition in accordance with the transition plan agreed between
the customer and any replacement service provider
Such alignment will include
relevant milestones for the
completion of obligations and performance of deliverables to
support the milestones set out
in the transition plan
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On a yearly basis, the provider will certify to the Customer in writing that:
• The current version of the exit plan fully reflects any changes to the Services
• An exit from the service provider and transfer of the ability to perform services to the Customer and/or competent replacement provider can be efficiently conducted via the exit plan, subject to the exit plan being updated where required with information to be obtained from the Customer and/or Replacement provider
Exit Readiness Certification
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The service provider will provide and maintain a risk
register
Non-trivial risk that may adversely affect the ability of the service
provider and customer to jointly execute the
exit plan Risk may be operational, technical, commercial or
legal
Service provider mitigation
initiative, including a time schedule
and, if relevant, a price proposal
Joint review risk register and mitigation proposals, and determine
initiatives to be taken in relevant governance forum
Risk Management
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Step-by-step
Adjustment of Pricing and Service Relief
• Transition of element of services done and stabilisation or fall-back period required passed with no problems
Relief of fall-back on these services
• Price adjustment on remaining on-going services
Transition of new element of services
parts • Relief of fall-back
on these services
Price adjustment on remaining on-going
services
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An Ombudsman as part of governance
Appointed in the service provider’s organisation when exit is a reality
Senior manager with no involvement in the day-to-day services or exit services
Either party may escalate disputes in relation to exit services
The Ombudsman will hear the parties and propose a compromise to support an efficient exit
The parties shall discuss and attempt to settle the dispute based on proposal
However, no obligation to accept a compromise
An ombudsman to handle conflicts and
emotions
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Service continuity for customer, e.g. by
having emergency extension
Detailed listing of the information and access
to e.g. infrastructure the replacement service
provider must have
Utilisation of the service provider’s resources without
jeopardising knowledge transfer
Return of customer’s property, data and
deletion of this by the service provider
Focus also on the following areas of exit
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Recognized expertise in particular on collective employment issues and company restructuring
Enabling clients to implement successful strategic projects
Advice in all the main areas of business law affecting outsourcing projects
Providing assistance with high added value, focused on the needs of our clients
• For over 40 years, Courtois Lebel offers its national and international clients a wide range of legal services in the key areas of business law.
• Courtois Lebel has expanded its areas of expertise in order to offer its clients comprehensive pragmatic solutions, both in legal advice and litigation.
• Courtois Lebel has strong links and shared background with major European consultancies.
• Courtois Lebel has an significant experience of the execution of major outsourcing projects for clients, in France and internationally,
Courtois Lebel - France
Key contact:
Herve Gabadou
T: (+33) 1 58 44 92 74
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Courtois Lebel is in the top 5 of the independent firms in the Technology field (Legal 500).
We act for both technology businesses such as Logica (CGI), Sopra Consulting and SAS Institute (the Business Intelligence leading company) and leading French companies such as Aviva, BNPP, Lafarge, Natixis, etc.
Courtois Lebel has more than twenty years of experience in this area. The firm has one of France’s largest technology and outsourcing teams with 10 lawyers, including 3 partners
The DNA of the IT & telecommunications department is in its capacity to understand and give a legal classification of a technical and operational situation that is often complex.
The team has developed dedicated tools and methodologies for use by and on behalf of its clients
Courtois Lebel A leading French technology and outsourcing adviser
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One firm, multiple perspectives
Consistent dedication to quality and understanding of our clients' needs
An integrated firm with more than 220 lawyers
Covering all branches of Danish and EU commercial law
• The market leading IT and outsourcing firm in Denmark
• Broad experience of IT and business process outsourcing in Denmark and abroad
• Has advised on many of Denmark and the other Nordic region’s largest and most complex transactions
• Projects include advising Carlsberg on the re-negotiation of a global outsourcing agreement with IBM
Gorrisen Federspiel - Denmark
Key contact:
Ole Horsfeldt
T: +45 33 41 43 65
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Gorrissen Federspiel is based in Copenhagen, has 225 lawyers, 41 partners and is one of the leading corporate law firms in the Nordic region
Gorrissen Federspiel has the only fully dedicated outsourcing team in the Nordic region and is generally recognised as the leading outsourcing practice. The team consists of 1 partner, 3 project lead attorneys, 1 attorney, and 2 junior associates. Most of the lawyers in the outsourcing team are ITIL v3 foundation certified
The practice is based on large-scale international projects and deals primarily with cross-border transactions, often with no domestic or Nordic team lead
Ole Horsfeldt, is the author of IT Outsourcing, published by Thomson, the only legal and practical book on outsourcing published in the Nordics, and has for several years been chairman of ITechLaw’s outsourcing committee. Ole Horsfeldt is part of IAOP’s Nordic leadership
Gorrissen Federspiel The leading practice in the Nordics
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One of the top 20 independent law firms in the Netherlands
More than half of the firm’s work is for international clients
Top tier in many practice areas with a strong focus on technology and employment law
Innovative, open, friendly, informal and totally engaged with clients
• The leading IT firm in the Netherlands
• Innovative out-of-the-box thinking and entrepreneurial savvy
• Broad experience in IT and business process outsourcing
• Our outsourcing team supports in all aspects of outsourcing: drafting, negotiating of the agreement(s), HR issues and transactional aspects.
Kennedy Van der Laan – The Netherlands
Key contact:
Patrick Wit
T: (+31) 20 5506 642
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Kennedy Van der Laan is a Dutch law firm with an international focus. The firm is based in Amsterdam, has 95 lawyers and civil notaries and 25 partners. Chambers Europe describes the firm as “Kennedy Van der Laan is one of the Netherlands top independent law firms, based in Amsterdam. The firm has excellent legal knowledge in all avenues of work, offers prompt and practical advice, deals with legal issues and creates the right solutions in an unconventional and socially responsible way.”
Kennedy Van der Laan is leading in technology and outsourcing in The Netherlands with more than twenty years of experience in this area. The firm has the largest technology and outsourcing team with 20 lawyers, including 6 partners.
The practice covers both IT outsourcing and BP outsourcing (incl. HR service, financial services and facilities). The majority of the clients are AEX listed multinationals in areas like banking, insurance, retail and industry. The firm also supports some selected providers of outsourcing services.
The lead partners of the outsourcing practice, Patrick Wit, Reinoud Westerdijk and Joost Linnemann, are all recognized as among the best technology and outsourcing lawyers in the country. Reinoud Westerdijk is a member of the board of ITechLaw. Patrick Wit is the legal member of the program committee of the Dutch Outsourcing Platform.
Kennedy Van der Laan The leading technology and outsourcing practice in The Netherlands
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One of the largest law firms in the world, with a unique technology focus
Full, first-tier service on sourcing projects in the United States, Europe and Asia
Using a collaborative style to create enduring outsourcing relationships
Client-focused ethos and global geographic reach
• With over 1,000 lawyers in 17 global offices, MoFo is one of the top 25 global law firms
• MoFo has a clear focus on technology law, the technology sector and complex services-based projects
• 60 specialist technology and outsourcing lawyers offer flexible, scalable resource on all types of technology and outsourcing projects
• Projects include outsourcings for large government agencies (H.M. Revenue & Customs (U.K.), State of Georgia), banks (Lloyds Banking Group, Bank of America), manufacturers (Novartis), technology businesses (Intel, Amadeus, AOL)
Morrison & Foerster - London
Key contact:
Alistair Maughan
T: (+44) 20 7920 4066
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MoFo is one of the leading international law firms, with more than 1,000 lawyers in 16 offices in Europe, Asia and the United States. Our clients include some of the largest financial institutions, corporations and government agencies
We have had an office in London since 1980. Today, our London office includes 16 partners and 55 lawyers – and focuses on technology & outsourcing, corporate, litigation and finance projects
Technology and outsourcing are key MoFo strengths. We act for technology businesses such as Apple and Intel in their global operations, and for large organizations such as Lloyds Bank, Novartis and the UK government in their technology and outsourcing projects
Chambers has called MoFo “the premier IT firm in the World” For more information, see http://www.mofo.com/outsourcing-services/ or our tech
blog http://www.mofotechblog.com/
Morrison & Foerster A leading international technology and outsourcing adviser
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• Pre-eminent know-how and reputation in media and IT and associated legal areas
• Well-suited to handling highly sophisticated international transactions
• Ranked in the first tier by Legal 500 for IT outsourcing; long track record of outsourcing projects in a wide range of sectors
Among Germany’s leading independent law firms with 450 lawyers
Experience of more than 100 often highly complex outsourcing projects
Excellent presence in CEE: offices in Warsaw, Prague, Moscow, Bucharest, Budapest and Bratislava
Most innovative German law firm - Financial Times Innovative Lawyers
Noerr – Germany and CEE
Key contacts:
Prof. Dr. Peter Bräutigam
T: +49 89 28628145
Prof. Dr. Joachim Schrey
T: +49 69 971477241
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Noerr has grown to become Germany’s leading independent law firm with 15 offices across Germany and the CEE/CIS region, with additional locations in Alicante, London and New York City. Starting out in Munich in 1950, Noerr today is a full-service law firm with its own distinctive style and culture, and widely recognized for providing interdisciplinary advice and quality services responsive to the needs of its national and international clients.
Noerr’s preeminent IT group has in-depth knowledge and expertise in handling licensing, procurement, outsourcing, sales, auctions, and technology transfer transactions that involve computers, software, networks, telecommunications equipment, and other intellectual property. Noerr’s IT partners are acknowledged throughout Europe as leading minds in outsourcing, IT outsourcing and other IT projects. The firm also provides a dedicated Outsourcing & IT Outsourcing Group, combing the firm’s hybrid expertise in business, communications, technology law, and IP, which allows them to provide exceptional business-focused legal advice in relation to demanding transactions.
Recognized as “an authority in IT” by Chambers Europe 2012, Noerr has a reputation as “one of the few [German firms] to focus clearly on this field” (German JUVE guide 2011)
For more information, see www.noerr.com or our Outsourcing & IT Outsourcing Group http://www.noerr.com/en/Desktopdefault.aspx/tabid-332
Noerr An elite IT team
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Focused on technology outsourcing as a core market
Significant international capacity: with 60% of clients from outside Italy
Accessible, available, responsive and reliable: offices in Rome and Milan
Rated top tier on major directories in Intellectual Property, Information Technology, Telecommunications and Media
• Italian leader in Telecoms, Media and Sourcing
• Focused Technology sector group with significant experience of outsourcing and access to a wider full-service practice familiar with issues affecting the Technology sector
• A young and dynamic team
Orsingher Ortu - Avvocati Associati - Italy
Key contact:
Domenico Colella
T: (+39) 02 89 075050
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Orsingher Ortu – Avvocati Associati is a TMT specialized Italian law firm that counts 25 lawyers and fee-earners. Our partners are consistently rated top tier on major directories in Information Technology and Outsourcing, Media and Intellectual Property and have spent a significant number of years as head of practice at international firms such as Freshfields or Dewey LeBoeuf
Our outsourcing team has more than 15 years of experience in advising multinational corporations on complex transactions including ITO/Infrastructure, BPO, HR deals
This team is skilled to assist your company for any aspects of an outsourcing transaction including corporate, employment and regulatory matters
Technical excellence, business-orientation, responsiveness and reliability are key values underlying the relationship with our clients
The Firm “advises clients from a plethora of industries, but particularly those in the media sector. Domenico Colella [handles] complex technology deals” // Chambers, 2012
Orsingher Ortu – Avvocati Associati Italian top player in the TMT sector
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Outsourcing Law Group
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