For IT Services Professionals

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	August 24, 2006 Clients Speak Out On The Best And Worst Of Implementing Outsourcing Deals Providers Need To Assert Business Leadership And Innovation by Paul Roehrig, Ph.D. with Christine Ferrusi Ross, Ronald J. Furstoss

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Executive Summary

With so many technical and process changes, concurrent programs, personnel transfer, and contract management, the launch is the most important — and most risky — part of outsourcing. But what really goes right and wrong? Forrester surveyed 21 outsourcing deal client references about how their top-tier providers performed the deal implementation and found that clients are generally satisfied with how well technical and process changes were implemented. But they are clearly not satisfied with missed expectations about organizational change, reactions to new business opportunities, quality improvement, and innovative continuous improvement in the account. Providers must step up and take the leadership role — in spite of the short-term costs — to focus on increasing their capability to implement deals and drive change into client environments.

This is an excerpt

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