Do you have a Failed Outsourcing Relationship and need to exit early?

Outsourcing relationships are hard to operate and manage. Unfortunately, many of them fail outright.

You’ve tried everything you can to make it work. You’ve encouraged your vendor; you’ve supported them; you’ve tried win-win negotiation. As a last resort, you may even have tried threatening them, but to no avail. And, their poor performance is still a huge risk to your organisation.

10 steps to safely terminate your outsourcing relationship

Download this free white paper which gives you the 10 key steps to prepare you for a much safer termination and exit process. Advice includes:

  • How to self-diagnose whether you should really be terminating early, or giving the relationship ‘one more push’
  • How some of the protection you thought you had in your written contract actually makes your situation worse; how to get around it
  • Understanding the ‘unwritten’ contractual obligations all specialist vendors have & how they can be used to accelerate the termination & exit process, safely & at minimum cost
  • 4 key actions that can cut 50% off the time for a safe termination & exit
  • What 3 actions make the termination process riskier; how to avoid them
  • Case study examples of what other organisations have undertaken to terminate long term relationships early, recover substantial fees, & replace the strategic vendor with other providers that worked well.

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ABOUT THE AUTHOR, ALLAN WATTON

Chief Executive of Best Practice Group.

Allan has worked on 500+ strategic partnerships that have required re-alignment and re-shaping. Of these, many have been ‘failed’ outsourcing relationships. With so much at stake, and with so much potential for things to go wrong, it’s unsurprising that many outsourcing relationships run into trouble.

Allan’s worked in the Strategic Service Commissioning, Business Process Outsourcing and Technology fields for nearly 30 years. He is regarded as one of the UK’s foremost authorities on strategic service provider relationships and developing practical contract structures for complex projects and programmes that involve multi-vendor, multi-source relationships.

He has recently advised on a public sector £5.4bn strategic service commissioning arrangement covering over 200 business process services that delivered £15m direct cash savings in its first 12 weeks, and a Section 75 agreement for a £3.5bn local authority/NHS Trust adult social care integration shared service that is anticipated to save £20m per annum.

An experienced service owner and practitioner who has also read contract law, Allan’s experience in understanding how client side delivery behaviours in complex vendor relationships undermine vendor contractual responsibilities, makes him a recognised specialist in advising on the implied (undocumented) contractual obligations of expert vendors.

Chief Executive and Co-Founder, Allan