Category Archives: Client Supplier Relationship

4 Leading Lessons Learned from Successful ICF Teams

Posted on by Allan Watton Intelligent Client Function - Lessons Learned

This is the second of two articles on the subject of the role of Intelligent Client Function (ICF) teams in managing the all too often complicated supplier/client relationship. The first article was titled ‘The 8 Intelligent Client Functions Skills to Drive Value in Supplier Relationships’ and was published here on our site earlier this month. That article focused on the reasons for needing a strong client-side ICF team, the importance

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6 Steps to Building Deeper Supplier Collaboration in Complex Service Relationships

Posted on by Allan Watton

A Race to the Bottom on Price In recent years the trend in the outsourcing market has seen a race to the bottom on price. Certainly in the public sector this is due to austerity, as public sector entities were pushed to cut costs ever deeper. But it’s also in part due to the culture of some aspects of how public and private sector organisations treat outsourcing today. The immediate

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8 Intelligent Client Function Team Skills to Maximise Value in Supplier Relationships

Posted on by Allan Watton 2013-08-19 Intelligent Capability - 160 x 216

This will not come as a surprise to many out there, but complex supplier relationships are, well, complex in nature and, therefore, will naturally be difficult to manage. If you have ever been involved in a sizeable client/strategic supplier relationship that starts to veer out of control, you’ll know how difficult it can be for all parties to recover lost commercial trust and confidence. This is why it is so

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Strategic Supplier Responsibilities: Is Your Supplier Relationship Faltering?

Posted on by Allan Watton Handshake

You may have experienced the sinking feeling that a strategic supplier relationship is not going the way you had hoped (and indeed planned for). In fact, you may well be experiencing that feeling at present. That being the case, it is of vital importance that you equip yourself with a solid understanding of both your rights and your strategic supplier’s responsibilities (contractual, statutory and implied). Our first recommended step is

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5 Tips to Accelerate Digital Transformation and Value via Effective Stakeholder Engagement

Posted on by Allan Watton

We have been engaged with many organisations to find fit for purpose solution partners to help them on their digital transformation journeys. However, we often come up against a key dilemma; some organisations focus almost entirely on the systems they are transforming and not enough on the affected processes and people whom the transformation will impact. Most organisations understand that shiny new tech is nothing without the support, engagement and

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How effectively using ‘Social Enterprise’ companies can cut your costs

Posted on by Allan Watton

We have noticed (and continue to encourage) a steady increase in the use of social enterprise companies in the day-to-day service delivery activities of the modern-day organisation/business. Where profits and positioning were once the unchallenged, primary goals, it seems that both ‘good’ businesses and public sector organisations are increasing their interest to encourage social enterprises into their procurement and service delivery process. The money these ‘client’ organisations invest each year

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Interserve’s Administration: What to do if you think administrators are taking advantage

Posted on by Allan Watton

When Interserve went into administration there were many who slipped all too easily into the perception that this was going to be Carillion all over again. You didn’t need to look very far to see pundits and papers warning of doom and gloom. However, Interserve and Carillion are very different examples of what could happen when an organisation fails, so we thought we’d share a few insights into why one

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How to Boost Trust and Value in Strategic Partnerships by Reducing Opportunities for Opportunism

Posted on by Allan Watton

If you have followed our blog for any length of time, you will be only too aware of just how much we advocate the importance of trust in a collaborative or strategic partnership. It is a straightforward concept – you select a provider based on your confidence that they have the capability and capacity to achieve your goals and the willingness to do their best for you, and then it

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Strategic Supplier Challenges? Do you really need to arbitrate? 5 ‘sanity check’ considerations for a successful resolution

Posted on by Allan Watton

We know from our own experience, and via the media of course, that many strategic supplier relationships have their ups and downs. Traditional good practice tells us that when a relationship is heading in a downward trajectory, we should consider contractual escalation points that are designed to put pressure on the supplier to positively encourage it to ‘up its game’. However, if you’ve tried this on your projects, you may

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Strategic Supplier Relationship Difficulties? 3 steps to a resolution by identifying everyone’s underlying interests

Posted on by Allan Watton

Successful strategic (complex) client / supplier relationships tend to have one thing in common – a collaborative mindset. This is one where parties not only work extensively together to achieve big, bold goals, but also where they overcome seriously challenging issues. To get to this mindset and achieve desired outcomes, parties must often pull in the same direction while being respectful of the other’s interests and expectations. In some relationships,

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8 Questions to Determine the Root Cause of Poor Project Performance

Posted on by Allan Watton

To promote better productivity through more collaborative problem-solving it would be useful to shift perspectives, so that when things go wrong people recognise that it’s not always the other person’s fault. Often issues are multifaceted, and the longer that they are allowed to build up, the more difficult it can be to establish the root cause of the problem – usually a good place to start when looking to find

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10 Key Behaviours for Successful Collaborative Joint Working

Posted on by Allan Watton

“Austerity is over” the government has announced. In the private sector, there are many economic indicators that support this view. The reality in the public sector, however, is that on the ground not much has changed – government departments, local authorities, the NHS and emergency blue light services still have limited resources to work with, and each must maintain a frugal mindset, looking for every opportunity to do more with

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