Outsourcing: how to make the honeymoon last

A new white paper from business consultancy, Compass Management, claims to point the way to getting the best from outsourcing

When outsourcing relationships are formed, everything seems rosy: the outsourcer promises a partnership which delivers liberation from the confines of non-core business, while the client can only see the benefits of signing the contract.

Or as a new report from Compass Management Consulting says:

"Many outsourcing relationships begin brimming with optimism and mutual good will. Both sides profess the client's intent to focus on core competencies and the outsourcer's commitment to leveraging IT expertise to deliver strategic valueÉ after a year or so the honeymoon's over. The client organisation seems little evidence of business benefits or competitive advantageÉcost reductions and efficiency enhancements turn out to be minimal at best."

Sounds like a familiar scenario? Compass claims to have the answers in a new White Paper entitled From Commodity Vendor to Strategic Partner: Moving Outsourcing Up the Value Chain.

Focused on IT Ð Compass Management is a consultancy dedicated to delivering performance improvements through technology Ð the paper has valuable pointers for al outsourcing relationships, including a ten point plan.

To order it, call Vicky Hitchcock at Compass (01483 514522, email Vicky.Hitchcock@compass-analysis.com) or for a PDF version, visit their website and download: www.compass-analysis.com