Understand Operational Delivery

Understanding Operational Delivery

Group 14


Identifies new issues and challenges and is first to market

Trailblazing work matters most when a customer is looking for a transformation in performance which will likely be driven by implementing significant technological or digital transformation or, at least, a completely new set of processes.


Where the scope is global, a vendor must have the capability to deliver large, complex projects which can be fully supported. This will tend to lean towards the larger, more established vendors.


Whilst a customer may have a strategic goal to drive efficiency, a trail-blazer project is distinctive in that it typically involves a higher-than-normal investment of customers’ time, financial and operating resources.


For trailblazing work to be effective it requires that vendors have early access to the customer’s TA strategy and can deliver a comprehensive programme of ongoing training and support to embed any new service or process.

Group 15


Works to configure and adapt existing solutions

Adaptive work benefits organisations who already have a reasonable baseline of processes from which to build. This can apply to both organizations using an outsourced provider for the first time or one looking to move to a new supplier.

Key metrics will already be established, for example workforce plans, recruiting and onboarding processes. etc so clients are typically looking to make iterative but meaningful improvements. This may be a response to increased business demand or a desire to improve operating efficiency.

Work may be modular rather than organization-wide.

Most outsource providers will be able to offer this capability, but it may best suit mid-sized and niche operators due to the likely requirement to respond dynamically and at pace.

Group 16


Best in class solutions

This work tends to be delivered to organisations prepared to provide visibility to vendors of their overall talent functions (not just TA) in return for an engagement model that makes it easy to co-develop solutions with their HR/TA teams and other partners to create a comprehensive service across the recruitment lifecycle.

Relationships are driven by value and impact rather than cost and will often be characterized by a ‘total talent solution’ approach.

Outsource providers in this market are expected to provide peripheral services, e.g. assessment and development or attraction and marketing, etc., which both enrich and expand the capability and capacity of the client’s own resources.

Group 17


Increases efficiency


Often a typical or first generation RPO/MSP project. Client is primarily focused on cost reduction and other efficiencies. This may also be one-off, or project related work delivered in isolation with specific, clear, short term goals.

Outsource providers generally have the scalability, resources and reach to impact time, cost and accessibility of hiring delivery. Solutions are often proven, but formulaic and therefore highly repeatable and easy to implement, achieving rapid impact in a short timeframe.


Aerospace and Defence
Agriculture, Forestry & Fishing
Arts, Entertainment and Recreation
Building and Construction
Commercial and Retail Banking
Consumer Goods
Energy and Oil
Healthcare, Pharmaceuticals and Life Sciences
HR and Recruitment
Insurance, Fund Management and Investment Management
Investment Banking
Legal – Large Firms
Legal – Midmarket
Management Consulting
Manufacturing and Engineeering
Media and Advertising
Medical Devices
Not for Profit and Charity
Property and Real Estate Activities
Public Sector
Retail – Food
Retail – Luxury and High End
Retail – High Street
Restaurants, Hospitality, Food & Drink
Software and IT Services
Support Services – Professional and Scientific
Support Services – Admin and Support
Telecomms and Tech
Tourism, Travel and Leisure
Trade Bodies
Transport and Storage