Feeny
et al. (2005)[1]
have attempted a deeper analysis and have identified
12
key provider capabilities that an OLPI should explore with the lawyer:
1. Leadership: Leadership refers to the capability
of delivering the desired result throughout the deal. Feeny et al. noted that
according to their research, individuals who occupied provider leadership roles
had a considerable impact on the success of an outsourcing venture. More
specifically, the authors found that although individual provider firms were consistent
in the way they contracted and governed, 76% of the deals under study were
identified by the interviewees as successful and 24% were seen as unsuccessful.
The main differentiating factor between success and failure was the individual
leading the provider account teams. Feeny et al. (2005) additionally suggested
that when examining how these leaders could generate a difference to the
outsourcing result, three patterns emerged. First, in unsuccessful cases, the
leader of the provider team was often seen to be too much focused on business
management issues (i.e. delivery, meeting SLAs while delivering the required profit
margin to the provider, and so forth) which, although important, are distinct
from leadership. Second, the quality of the relationship between the leaders of
the provider’s and the lawyer’s teams exerts an impact on the wider lawyer-provider
relationship. Third, the relationship between the leader of the provider’s team
and the top management of the provider’s organization can be a critical success
factor. Because most providers tend to create more of a front-end team rather
than a full function business unit when serving a lawyer, the local team is
extremely dependent on its leader’s relationship with headquarters to gain
access to key resources and approval for lawyer-aligned business policies.
[1] Feeny,
D., Lacity, M., and Willcocks, L.P. (2005), “Taking the measure of outsourcing
providers,” MIT Sloan Management Review, 46(3): 41–48.
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