Liverpool City Council (A): The ICT outsourcing decision
In July 1999, David Henshaw was appointed chief executive of the Liverpool City Council. The public organization was in collapse, charging the highest local tax in the UK and being ranked third from bottom in terms of service quality. The case presents the organizational changes Henshaw implemented at first to restore confidence among employees. It then introduces Henshaw’s vision of re-engineering the council’s services around the needs of its customers. ICT was a key component of this vision. Participants are invited to analyze the pro and cons of three ICT procurement options and recommend one of them: outsource, keep the service in-house or come up with an innovative framework of partnership with a private company. The case is supplemented with a video of David Henshaw and followed by a (B) case: “LCC (B): co-sourcing public services through a JV with BT”.
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
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- Liverpool City Council (A): The ICT outsourcing decision
- Liverpool City Council (B): Co-sourcing public services through a joint venture with BT
- Liverpool City Council (A): The ICT outsourcing decision
- Liverpool City Council (B): Co-sourcing public services through a joint venture with BT
Case reference: IMD-3-1289 ©2004
Research Information & Knowledge Hub for additional information on IMD publications
Case reference: IMD-3-1290 ©2004
Research Information & Knowledge Hub for additional information on IMD publications
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