For example, in our relationship with a long-standing financial services client, our teams were producing strong results; the business was stable and consistently getting good clientfeedback on our performance during the regular review process. But during these reviews, a consistent message came through. Despite meeting and exceeding metrics, the client wanted us to be more proactive. Bottom line, itexpectedus to take the lead on managing all aspects of the partnership so they could in turn focus on moving its own enterprise objectives forward.

To meet this demand, a key step taken required our leadership team to be more engaged in how our client managed its business. Strategic sessions are held at regular intervals to collaborate on each of our companies’ objectives and strategic initiatives. The outcome was the creation of a roadmap that enabled both organizations to align its goals and objectives. Our teams are measured on the same goals as that of our client’s, in addition to being accountable and measured on demonstrated “value-adds” that carry value back to our client. The end result is improved agility for this client coupled with our enhanced understanding of our client’s thought process that improved our ability to anticipate and provide proactive solutions.

While a stringent structure is necessary to reduce risk, it needs to be complemented by flexibility. In my career I have yet to see a business that remains static in its goals and strategies, and providers need to be very fluid in their business models to act as true partners. When you share a change to one of your goals, your provider should be quickly able to look at how they need to adapt those changes to support you. Buyer-provider relationships grow when both work together to balance the rigor needed for their programs, while evolving these programs to meet the changing needs of the market.

The foundation of a good outsourcing model is predicated on building proven practices to support models such as ISO 9002 and the best practices needed for compliance to PCI certification to insure consistency in delivery. Documented and audited continuous improvement, corrective action and a change control process can support your provider's ability to understand your strategies and make changes to a rigorous process with agility.

A Joint Operational Governance Committee can be the first point of contact for dispute resolution followed by escalation to a Joint Management Governance Committee. Ideally, this level of governance meets monthly and dispute resolution is a standing agenda item. As a final escalation prior to mediation or arbitration, the Joint Management Governance Committee may escalate to a third level, often called the Joint Senior Executive Governance Committee. Its meetings should occur at least quarterly and attempt to resolve any disputes without involvement from third party resources.