The Case of Norrell-Interim Services, Inc.

Paper Summary:

This paper explains that Norrell and Tascor had anticipated a high level of synergy in working with IBM, but Tascor's operating within Norrell as a separate entity showed little in the way of these anticipated synergies. The author points out that in an attempt to rectify the problem four synergy teams, each composed of executives from both businesses, were formed: One team was to focus on (1) selling activities, another on (2) the hiring practices of recruitment, assessment, and orientation; a third team (3) to look at potential synergies in the field of operations of Norrell Services and Tascor and the fourth team (4) to examine headquarters staff support activities. The paper relates that that both levels of management believed that Tascor needed more focus on its operations because too much time had been spent during the first few years of Tascor's existence developing an outsourcing vision and that Tascor was trying to move its new outsourcing business forward using information technology on too many fronts.

From the Paper:

"When it came to perusing Tascor's operations, both levels of management believed that Tascor needed more focus on its operations. Too much time had been spent during the first few years of Tascor's existence developing an outsourcing vision. Norrell's management believed that Tascor was trying to move its new outsourcing business forward using information technology on too many fronts. They wanted Tascor to narrow its focus to a few outsourcing services where it could build initial success and credibility. They also noted that although Tascor's initial plan called for the development of a number of non-IBM clients during the first few years, not much had emerged as a result of the effort. They expected more specific operational planning and execution from Tascor to make progress on that front during those years."

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