The new year is a time for assessment, and that goes for outsourcing, too. While it's easy to point fingers at IT service providers for problems that have arisen over the past twelve months, customers play a significant role in the success or failure of any outsourcing deal.
At the dawn of 2011, we offer eleven resolutions for the striving outsourcing customer, sure to set things on a better course in the new year, whether your deal is in the ditch or just a little disappointing.
Resolution #1: I will be realistic. "I hear clients constantly complaining about the amount of time they spend dealing with IT problems related to their vendor," says Adam Strichman, founder of outsourcing consultancy Sanda Partners. "The fact is, managing technology and data centers is hard. You must recognise that if you were doing it yourself, all these same everyday problems would be happening and probably to a greater degree."
IT leaders will ink a host of new IT services deals in the final days of this year and the first weeks of 2011, hoping that outsourcing will fix all of IT's issues, the transition will be problem-free, and the provider will deliver better service at a lower cost. They may be disappointed on all three fronts. "Lower those expectations and understand what you are really getting into," advises Strichman. "You'll likely still want to [outsource], but be realistic and honest with yourself, your team, and your partner."
Resolution #2: I will follow the Golden Rule. Treat thy supplier as thou wouldst treat thyself, advises Atul Vashistha, CEO of offshore outsourcing consultancy Neo Advisory. That means not just being respectful, but engaging your suppliers in your planning processes.
"Everybody likes to talk about outsourcing relationships being partnerships," says Bob Mathers, principal consultant for Compass Management Consulting. "However, when push comes to shove, clients often put the onus on service providers to deliver savings or quality improvement." To get off on a better foot in 2011, take a look in the mirror, Mathers says. Ask what your internal organisation can do to improve internal processes, clarify roles or responsibilities, or otherwise make it easier for your provider to succeed.
"Often performance issues are just as much the fault of buyers as it is of the supplier," says Lee Ayling, managing director of U.K. information technology for outsourcing consultancy EquaTerra. "Focusing only on one of the two parties often leads to tactical fixes that aren't sustainable."
You don't, however, always have to go along to get along. Just because you say no to a service provider doesn't mean you're not collaborating, says Dave Brown, managing director of Equaterra's information technology advisory.
Resolution #3: I will dream big. While it's important to keep expectations in check, take time to think about the big picture. "After year one, most deals' lofty aspirations devolve into the everyday reality of putting out fires and dealing with short term decisions," says Strichman of Sanda Partners. "Strategic issues, such as innovation and strategic planning, get short shrift." Schedule an executive meeting early in the year to draw attention to larger goals. Exclude everyday account personnel for now, advises Strichman: "This ensures that the hot problem du jour does not dominate the conversation." Ask vendor executives to share strategic changes that have made a big impact with other customers.
Another option is to create an innovation roadmap, says Phil Fersht, founder of outsourcing analyst firm HfS Research, and ask your provider for input and resources to support it.
Don't just go with the flow. "Push the contractual envelope with your vendors," says Scott Staples, president and CEO of knowledge services for outsourcer MindTree. "Whether it is SaaS, outcome-based pricing, or some other model, new models should be explored everywhere in your organisation."
Resolution #4: I will keep it simple. "In our view, the top-of-the-list 2011 resolution for client organisations is standardisation," says Mathers of Compass. Consider your typical global enterprise: each business unit, geographic region, each function often does things its own way. And service providers accommodate such specialised requirements. After all, the customer is always right.
"This results in operational constraints that drive high costs and inefficiency," says Mathers. Resolve to implement standard definitions for IT service delivery across the enterprise and reward their use. They should address 90 percent or more of your requirements, Mathers promises.
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