Most of us have been down on our knees praying that the relationship does not blow up over an error. Perhaps the cutover was delayed because the provider did not conduct sufficient user acceptance tests, or an employee committed fraud within a client account because controls were inadequate, or the client did not provide the […]
CIOs: What should you do if you discover you’re paying too much or your service provider is having financial difficulties? Mike Jones, a former CIO who’s now CEO of (i)Structure, shares some thoughts about possible courses of action.
Growing Beyond Illusions – Guidelines for Changing and Improving Outsourcing Relationships | White Paper
This paper discusses four guidelines to follow in improving an outsourcing relationship. The paper focuses on two case studies where the parties chose to stay involved and focus their efforts on redesigning their relationships.
It’s rare for a customer to have the opportunity to renegotiate an outsourcing contract. Last year Tom Rideout rewrote two. Rideout, who heads technology delivery for Johns Manville, a building materials company in Denver, Colorado, was delighted with the opportunity to correct some problems with the original contracts..
When Don Borgschulte, managing director of information technology and services, New Century Energies, arrived on the job in November 1996, his mission was clear. He had been hired to ‘fix’ his company’s badly faltering outsourcing relationship with IBM Global Services.
When a marriage falls apart, the problems frequently aren’t big ones. They are, rather, little things that build up until they threaten the relationship. The same is true in an outsourcing relationship, according to Dean Davison, senior research analyst with Meta Group.
Outsourcing’s maturation as an industry has created a substantial body of experience in ‘renegotiating’ and ‘restructuring’ outsourcing contracts. Today, these transactions — sometimes referred to as re-do — are more the rule than the exception.