The cardinal sin of outsourcing governance is to focus entirely on the mechanics and the price. If you do that, you’ll squander the true potential of the relationship. So spend the time and effort required to ensure an effective governance process—and don’t lose sight of the fact that without cultural alignment with your vendor, you’ll only be creating ground rules for debate, not agreement.
outsourcing quality epo
why you are considering outsourcing in the fi rst place. This primary motivation should then be able to be tracked through all aspects of governance. Is your primary motivation strategic transformation? Or is it improved quality of service, cost containment, or a combination of the above? With these factors in mind, does your planned or current governance strategy support those objectives? For example, if your primary motivation is strategic transformation, how are you going to measure the success of