We were recently discussing the P&G case on global services in our class. While we were considering outsourcing models after implementing the shared services model, it seemed liked the right sequence. After unbundling their activities and re-organizing them, P&G was planning on outsourcing their entire service organization. The shared services model helps organization reduce complexity by creating loosely coupled components. Once they have done the hard part, deciding where to get an activity done comes next. An interesting problem that occurs next is if we should outsource only non-core activities? What if the value comes from orchestrating core and non-core activities in a unique manner and not simply from performing the activity itself? This sequence of activities also allows organizations to move components around between service providers or even to bring it back inside.