{"id":1623,"date":"2010-09-22T05:14:00","date_gmt":"2010-09-22T05:14:00","guid":{"rendered":"http:\/\/localhost\/projects\/horsesforsources\/liz-campbellevans_092210\/"},"modified":"2010-09-22T05:14:00","modified_gmt":"2010-09-22T05:14:00","slug":"liz-campbellevans_092210","status":"publish","type":"post","link":"https:\/\/www.horsesforsources.com\/liz-campbellevans_092210\/","title":{"rendered":"Outsourcing marriage counselling… with Liz Campbell Evans"},"content":{"rendered":"
\"\"<\/a><\/p>\n

Liz Campbell Evans is Managing Director of EquaTerra\u2019s Governance and Transformation Advisory Services<\/p>\n<\/div>\n

If your outsourcing relationship is on the rocks, one person who can provide some tried-and-trusted therapy is EquaTerra’s Liz Campbell Evans, who actually does outsourcing marriage counselling for a living, running EquaTerra’s transformation and governance practice.<\/strong><\/p>\n

Now Liz is one of those people who just\u00a0makes us depressed – she’s a triathlete, scuba diver, fluent linguist in both English and American, actually loves her job – \u00a0and just gave birth to her first baby\u00a0boy (and still managed to squeeze in this discussion with us).\u00a0 Her only flaw is she actually enjoys<\/em> intervening in broken outsourcing relationships to earn her bread.<\/p>\n

And before we go to the discussion with Liz, we’d like to invite you to meet Liz and the EquaTerra team in my home town of Boston on 14th – 15th October, where you’ll get some serious advice on how to work more effectively with your outsourcing partner.\u00a0 Click here for\u00a0for details on an excellent\u00a0agenda<\/a>\u00a0and email Alison Norman<\/a> for more details.<\/p>\n

Phil Fersht:\u00a0\u00a0Hi Liz \u2013 so how, on earth, did you manage to end up in this business as a governance expert?<\/em><\/span><\/p>\n

Liz Campbell Evans:<\/strong>\u00a0 Good question and one a ponder from time to time.\u00a0 I\u2019ve been involved in outsourcing for a number of years now, over thirteen and I soon realized that while the seemingly exciting part of the process was getting to the \u201cdeal\u201d the rubber really meets the road post deal.\u00a0 I have spent much of my time in outsourcing focusing on help organization work better together within the boundaries they jointly agreed and established as part of the contract.\u00a0 The frameworks and tools that I use on a day to day base really help to enable effective governance.
\n\u00a0
\nPhil Fersht:\u00a0Is it fun at all, or just lots of stressful clients, and sorting out strained relationships?<\/span><\/em>\u00a0<\/p>\n

Liz Campbell Evans:<\/strong> \u00a0I\u2019m going to confess it\u2019s great fun, I often describe my job as an opportunity to meet interesting people and help them solve tough problems.\u00a0 No outsourcing relationship is the same, different people involved, with differing experiences and expectations.\u00a0 As you would\u00a0say, Phil, it’s\u00a0a case of\u00a0“horses for courses”! \u00a0 Having the opportunity to realign all of these difference and sometime, opposing perspectives is a challenge, especially to preserve a fair and sustainable way of working together.\u00a0 I also get to work across multiple functions \/ subject areas, IT, Procurements, F&A etc etc so I get to see how the marketplace is evolving and adapting to changes in deals.\u00a0 Helpful insights when you\u2019re trying to fix things, believe me.
\n\u00a0
\nPhil Fersht:\u00a0 On a more serious note, are clients generally getting better at this?<\/em><\/span><\/p>\n

Liz Campbell Evans:<\/strong>\u00a0 I honestly believe people are, mainly due to the focus on and expectation that the signature isn\u2019t the final piece of the jigsaw.\u00a0 Look at any outsourcing conference and you\u2019ll see a Governance or Relationship Management stream which was not the case even 5 years ago.\u00a0 Plus I must give the Service Provider credits, many of the more mature companies have done a good job in developing and refining their message to clients about how things will work, what\u2019s normal, when pains points are likely to occur.\u00a0 As a result I believe that clients are more prepared and more willing to prepare themselves for the additional \/ new work of managing these agreements.
\n\u00a0
\nPhil Fersht:\u00a0\u00a0And how to do you typically advise client when it comes to multi-sourcing?\u00a0 When should they use multiple providers, and when\u2019s it better to have a \u201csingle throat to choke\u201d?<\/span><\/em><\/p>\n

Liz Campbell Evans:<\/strong>\u00a0 Great question, from a governance perspective I am often told what the situation is, i.e. an organization is going the route of multi-providers.\u00a0 My job and the work many of the EquaTerra governance team is to make that solution successful.\u00a0 I see multi-provider environments commonly in IT.\u00a0 The key is for the clients to understand what they want and expect from each provider and the type of relationship they expect.\u00a0 I truly believe not all relationships are created equal, nor do they need to be for a successful outsourcing portfolio to function and deliver the benefits.\u00a0 Some of the most successful multi-sourcing arrangements are those that follow a specific strategy, often engaging multiple providers at the same time, perhaps in the Applications area.\u00a0 When the contracting is done in parallel there is an opportunity to align objectives and expectations of all parties regarding the interactions, hand-offs etc.\u00a0 However its more common for multi-provider environments to evolve over time, in my experience.\u00a0 They key for organizations engaging in multi-provider environments to know they have more work and more responsibility to ensure the interactions between the providers work effectively.\u00a0 This is a big responsibility and one that honestly a number of organizations do not give enough attention to before the new agreements are signed.\u00a0 So to actually answer your question, any multi-provider situation can be made to work, there is a different level of governance, effort and involvement needed from the client side.
\n\u00a0
\nPhil Fersht:\u00a0 How do you see governance models changing in the future?<\/em><\/span><\/p>\n

Liz Campbell Evans:<\/strong> Great question and one I wish I had more time to contemplate.\u00a0 A couple of key changes I do believe will be needed in order to respond to the evolving services available in the outsourcing marketplace.\u00a0 As an example; Cloud computing and Software as a Service are very much commodity services, often associated with transactional types of relationships.\u00a0 Governance models will need to become leaning and adaptable to handle the true differentiation in the types of services being delivered.\u00a0 In today\u2019s IT world (using IT as a good example); much of the outsourcing is a combination of staff augmentation on the applications side and varying degrees of traditional managed service in infrastructure.\u00a0 Introduce Cloud or SaaS and the nature of the interaction with the service provider changes.\u00a0 The time and access to managed, involved on the all service providers in supporting the IT organization plan for future needs etc.\u00a0 It may not be realistic for companies to expect the same levels of involvement and collaboration from all providers \u2013 that may not be what companies are paying for.
\n\u00a0
\nPhil Fersht:\u00a0 How can buyers get better at governing sourcing relationships?\u00a0 Is there a curriculum they can follow?\u00a0 Or it is more of a \u201ctrial by fire\u201d experience for most?<\/span><\/em><\/p>\n

Liz Campbell Evans:<\/strong>\u00a0 Clearly they could call EquaTerra \ud83d\ude42\u00a0 Seriously there are a number of key areas which come up time and time again that if done effectively dramatically improve the sourcing relationships;<\/p>\n

Get your owner house in order: ensure the client side organization has established where decision making authority lies with regards the new agreement, including issue escalation and resolution.\u00a0 Ensure roles and responsibilities for interfacing with the service provider and providing oversight (governance) are clearly understanding and communicated.\u00a0 Ensure you have the right people in the role governance roles.\u00a0 Not everyone wants to or can be good in governance positions.o\u00a0\u00a0 Agree governance principles are part of the contracting process: ensure the teams that will be responsible for working together are given the opportunity to consider the governance principles; meetings, roles, communications, processes etc.\u00a0 Agree this up front and include as part of the contract<\/p>\n

Give yourself and the service provider the best chance of success: communicate what is and is not part of the agreement and services.\u00a0 Provide training for your team in working with outside provider, how to resolve conflict constructively etc.\u00a0 Take the time and give your team the team they need to adjust and be successful in the new roleso\u00a0\u00a0 Timing is everything: walk before you can run.\u00a0 Give some thought to how the governance framework, new roles, processes etc are rolled out to compliment the transition process rather than confuse and things.\u00a0 There needs to be clarify in how transition will be governed and managed and how the ongoing relationship will be managed.\u00a0 Recognize these are two distinct phases of the relationship and organizations will be able to leverage their provider experience, communicate to the organization and governance effectively.<\/p>\n

Phil Fersht:\u00a0 What has been the most successful governance experience you\u2019ve had, and the least?<\/em><\/span><\/p>\n

Liz Campbell Evans:<\/strong>\u00a0 I think this may sound a little basic, but honestly companies that invest the time to think about how they want to work with their outsourcer and implement a practical governance structure which they sustain are the most successful.\u00a0 Not all governance roles and structure look the same and it\u2019s important for companies to design and implement governance that really fits in with their culture (not too grand such that it can\u2019t be sustained from a time or financial commitment perspective.\u00a0 One organization I have the opportunity to work with on an ongoing basis keeps a keen interest (and continues to do so) in having external validation that their governance structure and relationship with the service provider is fit for purpose and maturing.\u00a0 They invest the time jointly with the Service Provider to annually review the way in which they are working together.\u00a0 As a result they develop action plans with jointly agreed improvement opportunities and target timelines for delivery.\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 I\u2019ve worked with a number of companies that do not give their outsourcing agreements and relationships the \u201ccare and feeding\u201d needed to be successful.\u00a0 Outsourcing relationships are to some extent are like an expensive car; you would not buy a brand new car, drive it off the sales lot and never take it for a service, or oil change or use the owner\u2019s manual, or clean \/ wash the car.\u00a0\u00a0\u00a0<\/p>\n

Phil Fersht:\u00a0\u00a0And finally, will you be nurturing your forthcoming child to follow in your footsteps, or would you prefer he or she focused on another profession?<\/span><\/em><\/p>\n

Liz Campbell Evans:<\/strong>\u00a0 At this stage with a 3 week old baby I am absolutely in the \u201ccare and feeding\u201d stage – and lots of it \ud83d\ude42\u00a0 As for my little guy\u2019s future career, who knows what the future holds.\u00a0 No early signs of preference at this stage other than potentially a food critic \ud83d\ude42<\/p>\n

Phil Fersht:\u00a0 Liz – congratulations on your new baby, and thanks for spending time with our readers this morning.\u00a0 See you in Boston!<\/em><\/span><\/p>\n

As managing director of EquaTerra\u2019s Governance\u00a0and Transformation Advisory Services, Liz has more than a decade of experience working closely with organizations to establish appropriate governance mechanisms designed to ensure success in the management of long-term outsourcing relationships. In addition, she has led multiple transition initiatives, including global implementation.\u00a0 You can reach her at liz dot campbell at equaterra dot com.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Liz Campbell Evans is Managing Director of EquaTerra\u2019s Governance and Transformation Advisory Services If your outsourcing relationship is on the…<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[48,79,80,81,86,88,832],"tags":[509],"ppma_author":[19],"yoast_head":"\nOutsourcing marriage counselling... with Liz Campbell Evans - Horses for Sources | No Boundaries<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.horsesforsources.com\/liz-campbellevans_092210\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Outsourcing marriage counselling... with Liz Campbell Evans - Horses for Sources | No Boundaries\" \/>\n<meta property=\"og:description\" content=\"Liz Campbell Evans is Managing Director of EquaTerra\u2019s Governance and Transformation Advisory Services If your outsourcing relationship is on the...\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.horsesforsources.com\/liz-campbellevans_092210\/\" \/>\n<meta property=\"og:site_name\" content=\"Horses for Sources | No Boundaries\" \/>\n<meta property=\"article:published_time\" content=\"2010-09-22T05:14:00+00:00\" \/>\n<meta property=\"og:image\" content=\"http:\/\/www.horsesforsources.com\/wp-content\/uploads\/2010\/09\/Liz_Campbell_jpg.jpg\" \/>\n<meta name=\"author\" content=\"Phil Fersht\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@pfersht\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Phil Fersht\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"9 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/www.horsesforsources.com\/liz-campbellevans_092210\/\",\"url\":\"https:\/\/www.horsesforsources.com\/liz-campbellevans_092210\/\",\"name\":\"Outsourcing marriage counselling... with Liz Campbell Evans - 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