Mr Pindar reckons the current market is £3 billion to £4 billion and puts the potential at nearer £67 billion to £70 billion, so there is still a long way to go. The only problem is keeping pace with the acquisition of additional staff. "You stress the organisation to the point we can't be sure we would be doing a good job."
At some stage the pendulum will swing back and a management guru will make piles of money from writing books explaining that companies work best when every detail is under their own control and they save money by doing their own work.
In the meantime, however, the thesis is that management should focus on the front end which produces sales, and leave back-office work to specialists.
According to one management expert it is like centralisation of sending responsibility to the operating outposts - there is no single right answer but the best strategy is to change the structure round at least every seven years to keep people on their toes.
In the meantime it looks as if facilities management and outsourcing are set for years of continuing growth, and as corporate experience of the practice grows, the mistakes get fewer and less disastrous. The main advice of the professionals is first to decide what can be - or should be - handed over to outsiders and then to get the contract right.
That means setting tight but achievable performance targets, insisting on flexible prices, having regular break-points in the contract, and organising reviews. That may ensure the system works, even if the company changes its mind about where the core of the business lies.
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