Debra Maxwell, CEO at ArvatoConnect, explores how the traditional offshoring model is evolving and why a Build – Elevate – Return approach is gaining momentum as a way to deliver pace, control and empowerment.
For years, outsourcing has been built on predictability. Businesses have typically handed over large parts of their operations to long-term partners, safe in the knowledge that scale drives down costs and delivers efficiencies.
But the world has changed. Today, transformation happens at pace, and leaders are looking for smarter, more flexible ways to grow – ways that keep control, remain complaint, empower teams, and make technology work for people, not the other way around.
AI and automation are also reshaping the landscape, lowering the barriers to entry and changing outsourcing as we know it.
Take AI, for example. It’s cutting delivery costs by almost two-thirds from around £42 per hour for a human agent in the UK, to just £16 for a digital one. And as these technologies become more embedded, they’re transforming how and where work gets done.
Our research shows that better access to technology is now influencing one in four customer experience leaders’ decisions to bring operations back to the UK. It’s also driving one-third of businesses to reshore part or all of their operations in the next 12 months.
It all points to a bigger shift we’re seeing. One where organisations move faster, retain ownership of transformation, while ensuring they’re implementing technology in the right way. Many are now turning to models that blend operational expertise with digital know-how, putting flexibility, collaboration and learning at the heart of change
That’s where Build – Elevate – Return comes in. It’s gaining fresh momentum and its partners like us that act as catalysts for change, helping organisations identify where to start, where to focus and move forward with speed, confidence and purpose, all while reducing risks.
Step 1: Build – the foundation
Our research shows that digital transformation is now a top priority for UK businesses. More than three-quarters of private sector firms are rolling out organisation-wide digital transformation initiatives, up from just 32% a year ago. That’s a huge 137% increase in just twelve months.
Yet, despite this momentum, many organisations still face what we call a ‘digital deficit’, the gap between ambition and executing. Too often, they’re struggling with the basics: clear planning, defined processes and measuring impact effectively.
That’s why every transformation must start with Build to ensure solid foundations. That includes bringing in the right expertise where it doesn’t yet exist internally, whether that’s in digital transformation, ERP integration, or redesigning the customer experience.
Choosing the right partner is key. Unlike pure technology providers or management consultancies, ArvatoConnect combines hands-on operational experience with deep technical expertise and sector understanding.
Working this way means organisations can stand up high-performing operations in months, not years. Take ERP modernisation, for example, it’s often one of the more complex undertakings, requiring specialist skills. However, with the right partner, it becomes faster, smoother and more aligned to long-term goals.
A great example is our partnership with the Department for Transport, were we supported them to transition to a cloud-based ERP system, accelerating delivery while reducing risk and laying the groundwork for a more connected, data-driven future.
Step 2: Elevate – your operations and people
Once the foundations are in place, the next step is to Elevate, optimising and enhancing with AI, automation and human insight to unlock meaningful productivity gains.
The Department for Transport’s ERP transformation again shows what’s possible, achieving multi-million-pound savings and streamlined processes. But true transformation isn’t just about technology, it’s about people. That’s why we work shoulder-to-shoulder with our clients, embedding new ways of working and transferring knowledge so that change sticks.
A great example of this is our partnership with the Wales Air Ambulance Charity. As their digital transformation partner, we built an end-to-end digital automation solution covering back-office, retail and contact centre operations. Crucially, we trained and mentored their team so they could manage and evolve the tools themselves, giving them full ownership and reducing the need for future third-party support.
Our own data shows that nearly a third of contact centre agents say a lack of proper training on how to work effectively with AI is driving them to consider leaving their roles. It’s a powerful reminder that success depends on people, not just platforms. That’s why transparent rollout, continuous upskilling and a people-first mindset are essential.
When done right, AI becomes a co-pilot that frees up employees to focus on higher-value work, deepening customer relationships and sustaining transformation, long after the project ends.
Step 3: Return – stronger than before
The final stage is Return, bringing transformed operations back in-house. With the right approach, this transition can be seamless.
When partnerships are built on flexibility and collaboration from day one, the handover becomes a natural next step, not a difficult separation. The role of a true partner isn’t to hold onto control, but to ensure that knowledge, culture and capability stay within the business for the long term.
This way, transformation doesn’t stop when the contract ends – it evolves. It creates a self-sustaining model for continuous improvement, where teams have the confidence, skills and tools to keep building on success long after the partnership phase is complete.
A smarter blueprint for the future
Build – Elevate – Return reframes what outsourcing can be. It’s about pace, resilience and empowerment, and about creating shared growth for both partners.
This approach helps leaders focus on outcomes, not just tools. It embeds culture and training, strengthens governance, and measures success not only by financial impact, but by agility, innovation and employee experience.
I believe, ultimately, the future of outsourcing will increasingly revolve around deeper expertise and the ability to transform at pace. And when those functions come back in-house, they shouldn’t just work for today, they should be ready for tomorrow.
