A few years after service provision commenced, management practices had been relaxed and the business was less comfortable that the right things were being measured. Base performance appeared to be OK, but the executive was questioning whether metrics and results were being used to understand the business and drive service improvements.
Business managers responsible for overseeing contract delivery were engaged in a series of activities, aimed at understanding the business behaviours needed for successful management of the outsourced services (building collaborative relationships), providing effective status reporting for their internal clients, and influencing a culture of continuous improvement.
With support, managers and providers openly exchanged information, perceptions and viewpoints, and made undertakings about future ways of working together. A new reporting and management approach to overseeing service provider delivery was agreed and embedded in the business.