Imagine this, a large global outsourcing service provider and a large Fortune 500 company working together on an outsourcing relationship driven by a common vision. A dream? No, a reality and one with powerful and positive consequences.
Recently I helped a service provider and their buyer do a mid-stream course correction (halfway into their contract timeframe) to ensure they were fully realizing all the business value this relationship was capable of. The very first thing we did was ensure that we could link the service streams in scope to each of the companies strategies. How would successfully conducting these processes contribute to the realization of the service provider’s strategy? Or the buyer’s strategy? This helped us better appreciate what needed to be in place to call this outsourced work successful. I then facilitated the development of overarching goals that when achieved would help advance each company’s strategy. This critical, but often ignored step, was invaluable. It united both teams as they could link all work, all initiatives, and all decisions to achieving this common set of overarching goals.
Guided by this common vision of success, we developed goals per service stream in alignment with the balanced scorecard methodology. We then defined SMART objectives that would help us achieve these goals. Finally, we clarified or defined measures that would objectively demonstrate achievement of objectives and we linked process steps to the objectives.
As a result of this, anyone from either company can now visualize a straight line connecting their day to day work (process steps) to the realization of common and overarching goals and to the contribution to their companies’ strategies. This has been extremely powerful. It totally changed the conversation, moving it from detailed tasks to business value, and it re-energized the teams. Two sets of capabilities and business needs..., one common strategy for outsourcing service provider and buyer. Just priceless!