Adopting the Vested business model does not change the nature of the work to be performed. At the operational level, lines of code must be written, bathrooms must be cleaned, orders must be fulfilled, repairs must be completed, calls must be answered, and meals must be cooked. What does change is the way that the outsourcing […]
Rule#3 Agree on Clearly Defined and Measurable Outcomes
Success in Vested Outsourcing requires engagement of five rules. Here we examine the third of those five rules: Agree on clearly defined and measurable outcomes.
Rule #4 Optimize Pricing Model Incentives
The fourth hallmark of a Vested Outsourcing partnership is a properly structured price model that incorporates incentives for the best cost and service trade-off.
Rule# 5 Governance Structure Should Provide Insight, not Merely Oversight
Any Vested relationship flourishes best in a culture in which participants work together to ensure their mutual success. In essence, Vested buys desired outcomes, not individual transactions. The service provider is paid based on its ability to achieve the mutually agreed desired outcomes. Success in Vested requires engagement of five rules. Here we examine the […]
Ailment #1 – Penny Wise and Pound Foolish
As we noted in the introductory blog to this series, our research and experience exposed the 10 most common problems in business relationships. These are “ailments” that can plague and potentially destroy an outsourcing relationship. Let’s start with the first and the easiest ailment to identify. The one that materializes when, for example, a company […]
Ailment #2 – The Outsourcing Paradox
A company afflicted by the “Outsourcing Paradox” malady may exhibit a telltale initial symptom: an attempt to develop the “perfect” set of tasks, frequencies and measures. The “experts” within the company try to prepare what they consider the “perfect” Statement of Work. The goal is to tightly define the expected results. After all – we […]
Ailment #3 – The Activity Trap
Many companies that suffer from the “Outsourcing Paradox” often suffer from the Activity Trap. Traditionally, companies that purchase outsourced services use a transaction-based model. Under a transaction-based model, the service provider is paid for every transaction—regardless of whether or not it is needed. Businesses are in the business to make money – and outsource providers […]
Ailment #4 – The Junkyard Dog Factor
When the decision to outsource is made, it means jobs likely will be lost in the transition of work and jobs to the outsource provider. In response, employees typically will go to great lengths to hunker down and stake their territorial claim to certain processes that simply “must” stay in house. We call this disease […]
Ailment #5 – The Honeymoon Effect
At the beginning of any relationship, both parties go through the honeymoon stage. The Honeymoon Effect was studied by the Stamford, Conn., research firm Gartner, Inc. In her article “Gartner: Outsourcing deals based on price alone are likely doomed” (published at CIO.com on March 15, 2006) Kate Evans-Correia reported that the Gartner research investigators found […]
Ailment #6 – Sandbagging
To prevent the Honeymoon Effect, some companies have adopted approaches to encourage outsource providers to perform better over time. Those methods include establishment of bonus payments for attainment of specified levels of performance. Bonus payments can work. Unfortunately, and all too often, however, they create perverse incentives for the outsource provider to achieve only the […]
