Mutual executive openness for mutual benefit
With the outsourcing agreement up and running, and both sides consulting one another on strategy and receiving a fair and equitable proportion of the value, the scene is set for a transparent long-term relationship.
This brings into play two key factors. The one we have already discussed – the outsourcing equivalent of motherhood and apple pie – is the building of trust between the parties at every level. The other factor, still emerging and far more controversial, is the maturity of the supplier’s executive leadership, and its readiness to get close to client CEOs and boards on a personal level. Global supplier executives in particular do not yet have the maturity to see themselves as personally accountable ...
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