This year, make sure every new deal has not only a clear transition structure, but also experienced management and quality control processes underpinning that plan. "Pay what's required to attract and retain a disproportionate number of A-team managers, and develop the structure to get this right," Martin advises.
Resolution #7: I will walk the walk. You told your customer you wanted to be a partner, not just a service provider. You sold them on the idea of innovation rather than the status quo. Start delivering. Make real investments, particularly in consulting talent, to help clients move beyond the tactical to the strategic, says Fersht of HfS Research.
Resolution #8: I will focus on what's important. Take a break from the up-selling and concentrate instead on over-delivering. "Don't try and sell every new widget to your client unless the widget brings quantifiable value and fits the IT roadmap for the client," advises Ruckman. "It is a huge waste of time for the clients."
Invest in relationship management capabilitiesinstead. "The ability to create and sustain dynamic partnerships will set the stage for long-term organic growth and joint investment," says Everest's Simonson. "Relationships built on shared-risk models offer the potential of achieving larger returns for both parties in the long term."
Resolution #9: I will share my knowledge. Hard won strategic and tactical breakthroughs with one outsourcing customer are seldom shared with another. What a waste. Let 2011 be the year you actually leverage those discoveries throughout your client community, advises Atul Vashistha, CEO of offshore outsourcing consultancy Neo Advisory.
Resolution #10: I will be myself. You know the importance of market differentiation; now embrace it. "[Outsourcing providers] need to take their real DNA to market and show the industry what they stand for, and what they are trying to achieve," says Fersht of HfS Research.
Resolution #11: I will follow the Golden Rule. It's another oldie but goodie, that holds just as true for suppliers as for customers. Imagine you sign a fixed-price contract to build a new home but shortly after the construction begins the change orders start coming. Oh, you wanted grout with that tile? That's extra. Doors on the bathrooms? Not in the contract. Electrical outlets throughout? Outside the scope of work. Dream home turns into nightmare project.