In 2003 Procter & Gamble caused a few jaws to drop by outsourcing its IT functions to Hewlett-Packard, its human resources department to IBM and its facilities management to Jones Lang LaSalle. It reasoned that specialists in each process would be able to beef up efficiency and service. Not only has it not been disappointed, but it has been pleasantly surprised at the scale of the improvement. So far, the exercise has been a classic example of why management reaches for outsourcing.
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