Organizations have long grappled with harnessing their competitive edge, a pursuit that gained momentum since the Industrial Revolution, driven by the quest to expand their markets and boost profits. Throughout the 19th and 20th centuries, the prevailing model was the large integrated organization, which, in the 1950s and 1960s, underwent further diversification to capitalize on economies of scale.
Economies of Scale: The large integrated organizations broadened their product offerings, necessitating additional layers of management. As technological advancements, such as the internet, emerged, businesses faced the imperative to compete globally in the 1980s and 1990s. However, their unwieldy management structures hindered flexibility. To enhance agility, many large organizations turned their focus toward core business and essential processes.
Principal-Agency Problem: This shift towards core processes precipitated discussions on identifying which processes were critical for business continuity and which could be outsourced to external service providers. Processes lacking internal resources were outsourced to specialized agencies or service providers. Consequently, the principal-agency problem, involving the user organization and service organization, gained prominence. The principal-agency theory and related information asymmetry grew in significance in line with the expansion of outsourcing.
Outsourcing: The principal-agency problem manifests through information asymmetry, where the principal is often unaware of the agent’s activities or is prohibited from acquiring pertinent information. This disparity creates a divergence of interests between the principal and the agent, potentially leading to undisclosed actions and outcomes. The evolution of the accountancy profession played a pivotal role in mitigating this agency problem on a global scale.
Risk and Resource Planning: In scenarios where agents intend to commit resources from investors to high-risk investments, an asymmetry in risk tolerance may emerge. Agents, making decisions while facing minimal to no personal risk, may engage in activities that put the onus of potential losses on the principal. Information asymmetry also characterizes the relationship between management and employees, especially when management lacks full insight into employees’ daily activities. The principal and agent often possess opposing financial interests.
Financial Consequences: When the principal is an investor or shareholder, their focus is on optimizing investment returns, which are subsequently paid out as dividends. High dividend payouts can constrain investment opportunities and lead to cash flow challenges for the organization’s management. The principal-agent problem is also relevant in the context of management’s relationship with employees, where differing objectives and information asymmetry can create tensions.
Agency Theory in Outsourcing: Agency theory pertains to relationships between two parties where one acts as the principal, and the other serves as the agent, representing the principal in transactions with third parties. Agency issues may arise when the agent makes decisions and contracts affecting the principal.
In the context of outsourcing, the agency theory applies to information asymmetry, resource planning disparities, and differing risk tolerances. For example, when a financial institution outsources IT services to a managed service provider, the provider may make decisions about risk and data storage without insight into the institution’s risk tolerance. This can lead to issues such as downtime and resource allocation mismatches. Outsourcing offers numerous advantages, including cost control, efficiency improvement, and risk reduction. However, the principal-agency problem remains a primary risk, as it hinges on divergent goals and risk aversion levels between principal and agent.
Phases in Outsourcing: Outsourcing has evolved through various phases, starting with the primary or baseline stage where ancillary services are outsourced. The second phase involved cost-saving outsourcing, where services were transferred to lower-cost providers. The latest phase is strategic asset outsourcing, where even core competences are considered for outsourcing.
In conclusion, outsourcing presents both opportunities and challenges, and Securance can assist in achieving compliance with ISAE 3402, SOC 1, ISAE 3000, SOC 2, ISO 27001, and ISO 9001. Contact us for tailored solutions to meet your organization’s needs.