Summary
Many customers that are seeking the next threshold of value are interested in gaining the benefits of managed outcome relationships but are still struggling to execute the transition. Why? Transitioning to managed outcomes is more than merely adjusting the pricing model and imposing service-level agreements (SLAs) onto otherwise unchanged work structures. Sourcing and vendor management (SVM) professionals can ease the transition effort by applying key organizational principles, including a clear separation of responsibilities, which may entail reorganizing existing project team work structures, along with establishing key roles and responsibilities that mirror the supplier's own governance roles.
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