The
outsourcing industry took root and grew its first branches on the idea of transferring
people, processes and assets from a company or other organization to a service
provider. Sure enough, some in our industry still use the phrase “lift and
shift” to describe the essence of the business model.
Yet
there are many factors coming together to shift the industry away from the
“lift and shift” approach. Offshoring and service provider
defined services (those that offer more or different services than the client
currently has, or an “orange” to the existing client “apple”) are just a couple
of many examples of how the industry has elevated its game.
If
you’re among those who buy the notion that we’re experiencing a new form of
sourcing –
less “out” and more “pure” sourcing based on long-term business goals – then I’d like to draw
your attention to a very interesting requirement some sourcing clients have
begun using.
Essentially,
these companies are looking to select service delivery partners that are
committed to doing more than just managing the scope of services under
contract. They’re looking, instead, to
select partners that will help the client accrue benefits “around the deal” by being
agents of change to the business operations that are still retained by the
client.This
makes evaluating and selecting a service provider a whole different ball game:
It’s considerably more subjective, with a focus on the degree to which the
client has confidence in the conviction and ability of the candidate providers
to make a real difference within the
operations of the client.
Do
the lowest-priced providers win these games? Rarely.It
takes a courageous and visionary client executive to take up this sort of
transformation, but we’re seeing it more than ever before.
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