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Successful outsourcing projects

When looking for success factors, there are six essential starting points. Most of the study participants (70%) focus on the quality of the cooperation between the client and the outsourcer. Outsourcing is not a routine task. The relocation of processes places high demands on the cooperation and change skills of the partners involved. Organizational changes are almost always required to be successful with outsourcing. The willingness of the client to change is also required. The partners involved must jointly cope with the need for change caused by outsourcing. Close interaction and coordination is mandatory. This and a step-by-step build-up of trust can avoid many mistakes in sourcing projects.


A second success factor lies in the agreement of specific and measurable service level agreements (SLAs). The SLAs are to be closely aligned with the goals of the customer. The following principle applies: As many SLAs as necessary, as few as possible. With a collection of 100 different and sometimes contradicting SLAs, failure is inevitable. However, the core objectives of outsourcing such as costs, quality or time-to-market must be precisely described. The measurability of the defined SLAs is also important for continuous service level management. It usually doesn't hurt if customers have already had extensive experience with SLAs internally. As a rule, it is helpful if the client also commits to his services in the form of SLAs. Outsourcing is not a one-way street in this regard. Without the active cooperation of the customer, the common goals cannot be achieved.