Unlike traditional ITO or BPO, achieving business transformational outsourcing goals requires specific relationship and contractual components. In this third article in our BTO thought leadership series, we share information crucial to successful BTO initiatives.
In outsourcing relationships, some information you are never told until it’s too late! Managing a long-term outsourcing relationship is no easy task. Over the years, Everest has worked with clients to pinpoint the root causes of dysfunctional or unsatisfactory outsourcing relationships.
Companies are selecting two distinctly different options when they negotiate international outsourcing contracts. Which option is best depends on the history and operating culture of the head office, according to Robert Zahler, an attorney specializing in outsourcing at Shaw Pittman in Washington D.C…
The industry is abuzz about the need to make outsourcing deals more flexible. All parties agree that flexibility is desirable if it can be achieved fairly. But there is a variance in opinions among buyers, suppliers, legal analysts and consultants as to how to accomplish it. Can flexibility be built into a contract? How can [...]
Anticipating change and the likely need for future renegotiation can enable the parties to plan for it, and that preparation can provide a more cooperative environment for making changes.
Renegotiation has become a fact of life in long-term outsourcing contracts, and customers entering five to ten-year arrangements should be prepared for that.That’s the bottom line, according to Syd Hutchinson, senior consultant, COMPASS America, Inc. It’s unusual for a contract not to be renegotiated, he said. There’s no way you can see everything that far out, so you should go into these agreements prepared to renegotiate.
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