For outsourcing to be successful, it has to have buy-in from top management. It also has to be viewed as something that creates more value to shareholders, customers, and the outsourced employees. If employees move from the client's organization to ours, we need to show them they can grow their skills and careers better with us. We spend a lot of effort on that transition.

AMERICAN WAY: How can executives better use consultants?
FOREHAND: Companies that use consultants effectively control the process and take responsibility for the way they use consultants - or any business partner. Many of our client relationships go back 15 or more years, and we've built up trust. Increasingly, we are called on to play [a greater role than] the traditional role of consultants, which is to provide good ideas. Now, we're asked to provide or devise a way to help them get to the goal quicker, with shared risks and rewards.

AMERICAN WAY: Systems integration is a principal consultant service. What's its most important aspect?
FOREHAND: The technological development part is normally not the difficult aspect; it is just a matter of managing projects. We encourage our people not to get enamored of the technology, but of the goal of enhancing business performance, which is something that is easily forgotten.

AMERICAN WAY: You did a survey that revealed that most executives don't really appreciate the role technology should play in mergers and acquisitions. What don't they understand?
FOREHAND: The successful integration of IT activities is an indicator of the overall success of an acquisition or merger. If it isn't taken care of properly, it can be a significant impediment. There needs to be better planning, because the people and technology issues are often underestimated. Too often, the focus is on synergies to reduce cost or create new business opportunities, but the supporting technology or processes don't receive enough attention. As soon as the deal is done, management is looking at the next deal. I recently hosted a breakfast with a group of CEOs, and the feedback was that after a number of acquisitions, the result is often multiple company cultures.