Five Keys to Getting the Most from Your IT Outsourcing Deals
February 10th, 2010Renewing an outsourcing contract provides businesses with an opportunity to revive existing deals and transform the quality of their IT services.
The key to businesses getting what they want when renewing their contract lies in good preparation for negotiations with their supplier, according to outsourcing advisory firm TPI. Debora Card, associate partner at TPI, said it is vital for organisations to fully research what alternative suppliers have to offer before starting negotiations to renew an existing deal.
She said: “Effective contract negotiations leverage comes from developing viable alternatives that are financially, technically and tactically feasible.”
Here is a summary of Card’s tips on how to get a good deal when renewing an outsourcing contract.
Start early
Businesses should start planning for contract negotiations with their existing outsourcing supplier more than a year before the deal is due to expire.
This will leave enough time to pass the service to another supplier or to bring …
Culture, Conflict and Where Value Fits In
December 1st, 2009
By Danny Ertel, Co-Founder and Joe Bubman, Consultant, Vantage Partners
Complex outsourcing relationships are always difficult to manage, but the unique characteristics of offshore deals complicate the challenge. Some early concerns about offshoring, such as political uncertainty and tax issues, appear to have become more manageable with experience. Others remain, however, with one rising above the rest, according to hundreds of participants in Vantage Partners’ “Managing Offshoring Relationships: Governance in Global Deals” study: culture. And the way customers and service providers manage culture has a direct impact on the value they achieve in their deal.
What do we mean by culture?
Companies nearly always encounter different organizational cultures when entering into strategic relationships with external partners. After all, companies have different strategies, structures, risk positions, capabilities, and norms, and when the deal is more than a simple buy-sell transaction, those …
By Kirk Laughlin, NSAM Editorial Director
I always enjoy reading the various recommendations that come out from industry experts 
about best practices in outsourcing. Some of the advice is intended to be truly independent and unbiased and that’s the kind of material we’re often looking for at Nearshore Americas.
Other times we see “experts” arguing a specific point, but in reality they have a hidden agenda and the tone of their advice favors that agenda.
