outsource issue 31 - (Page 62)
feature Outsourcing Trends
Back From
The Summit
Great things can be gleaned from a good
conference – and it’s always nice to share…
Jamie Liddell
Jamie Liddell is the editor of Outsource and www.outsourcemagazine.co.uk
T
owards the end of last year,
Outsource partnered with our
good friends at Forum Events to
promote the latter’s Outsourcing
Partnership Summit, and I was
honoured to be invited to chair a panel at
the event looking at issues impacting upon
the outsourcing space and the practice of
outsourcing. Both during and following the
panel – which featured Michael Clarke
of ADAS Group, David Pridmore of the
London Borough of Newham, Lee Tribe
of the Metropolitan Police and Joel Walker
of Vodafone – a number of issues arose
which led to some great debate amongst
the assembled delegates, and in advance of
the next instalment of the conference (which
we’re again partnering with, and which will
take place on October 10th 2013 in London)
I thought it might be valuable to share some
of these issues with the broader Outsource
audience.
Partnership
Perhaps fittingly considering the name of
the event, the nature of partnership was a
matter for much discussion. “Partnership”
itself is of course a much-bandied term
in this space, but a question often arises
over whether or not the relationship
between provider and buyer is actually a
true partnership or if, when the chips are
down, the old servant-master dynamic
perpetually rears its ugly head. In my
own experience, everyone will say they’re
looking for a genuine partnership but
perhaps not everybody is prepared to walk
that particular talk.
One of the buy-side delegates at the event
told me quite frankly that “partnership is
something we say but not something we
do” – his organisation was prepared to
pay lip-service to the idea of “partnership”
if it meant getting a better relationship
(and presumably better terms) from their
suppliers, and was willing to allow this to
be reflected in the governance structure in
terms of regular meetings, working groups
etc, but was absolutely insistent upon
waving a very big stick whenever matters of
significance arose which could result in any
form of dispute.
This didn’t seem to be an especially
uncommon attitude, which if disappointing
is perhaps understandable especially
amongst first-time-round outsourcers:
fears over loss of control are of course
often prominent in organisations looking
to outsource for the first time, while
the possibly more complex mindset
required to permit, for example, gainshare
agreements to be put in place might not be
at the forefront of the thinking of the lessenlightened executives tasked with getting
the very best price from potential suppliers.
Nevertheless, as the work of luminaries
such as Kate Vitasek (see p. 48) has shown,
the willingness to operate under a genuinely
win-win philosophy can result in getting
the very best out of a provider as opposed
to “merely” hitting all the KPIs. Perhaps it’s
too much to ask that first-time outsourcing
buyers in particular immediately throw their
arms wide and call for much more than just
a “do this now, and this then” agreement;
Consendre mod eugait alit luptati sisisisit augait num iusti facidunt ipsumsan el eraestrud exerat ad onulla cor ing eumsandre ex elit
“When I have reached a summit, I leave it with great reluctance, unless it is to reach for another, higher one.” – Gustav Mahler
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Table of Contents for the Digital Edition of outsource issue 31
Upwardly Mobile
Keys to Driving Supply Chain Outsourcing Success
Biography of a Carve-Out
Culture and Values
Redefining the Law Firm Delivery Model
Sharing the Glory
Norn Ironman
Breaking the Outsourcing Conundrum
NOA Round-Up
Back from the Summit
Losing the Race Before You Put On Your Trainers
Innovate to Accelerate
Comparing Clouds
People Power
Making an Impact
Home or Away?
Dead and Buried?
So What Now?
The Legal View
Top Ten
NelsonHall Round-Up
Sourcing Sage
Online Round-Up
The Deal Doctor
Inside Source
The Last Word
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