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11 outsourcing resolutions you should make in 2011

Stephanie Overby | Dec. 23, 2010
As the dawn of 2011 approaches, we offer eleven resolutions for the striving outsourcing customer

FRAMINGHAM, 22 DECEMBER 2010 - The end of the 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.

As the dawn of 2011 approaches, 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.

Lest you assume we're letting IT service providers off the hook, check back in during the first week in January for a list of long-overdue supplier-side resolutions on

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 recognize 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 organization 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."


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