Strategic Outsourcing: The Importance of Choosing the Right Partner

Computerworld - In the business world, choosing an outsourcing partner is a big decision, one often compared to choosing a partner in life. Just like successful marriages, outsourcing relationships take trust, collaboration, communication and chemistry. The ability to resolve conflicts, adapt to changing business conditions and work toward common goals will ultimately separate those who succeed from those who don't.
Once the honeymoon is over, you'll have to work some things out as business priorities change and employees settle into a new environment. How you jointly deal with these changes will determine the ultimate success of the union.
Marriage isn't for everyone, and love at first sight doesn't necessarily mean you've found the best long-term partner. There are quite a few providers touting world-class services and technology. How do you know which is the best fit for you? In this article, I'll identify the characteristics needed in a partner to achieve a successful relationship. It could be the difference between a short fling and a solid commitment.
1. A partner that will accept you for who you are
In order to find a partner that will successfully leverage your existing people, processes and technology, consider the following:

• Ask potential partners about their track record for employee integration.


• How many employees have they transitioned, and how many on average accept employment with the partner?


• What is the partner's transitioned employee retention rate after two years?

• Enhances the performance of your current IT employees and gives them opportunities to grow.


• Values your company's expertise and views your employees as a critical talent infusion.


• Helps employees feel like a part of both companies.


• Will accelerate employees' future growth and potentially expand the breadth and depth of the portfolio and/or geographic footprint.

• Consider the past history: Is this a partner whose customers and partners have publicly validated their willingness to put the customer's needs first?


• Hold joint discussions on solution development: Does it listen to your unique business needs rather than try to sell its proprietary solutions?


• Hold joint discussions to develop IT governance agreement based on capability and maturity modeling such as IT System Management and Six Sigma. Does the structure include a strong component of business management on your side? How will changes in your key business priorities be addressed?


• Jointly define success and determine how the two companies will measure and recognize this achievement: Are metrics tied to your business success or to technology uptime? Is the company willing to share both the risk and the rewards with you?