Introduction:

This case study shows how we helped a frustrated client to overcome stalled contract negotiations with a major outsourcer.

While brief, the case study shows how we can be the independent catalyst to restore and progress more constructive focus when relationships are deteriorating.

The Client's Challenge

The client was 18 months in to a series of parallel initiatives to (a) drive several significant transformations across the business while also (b) centralising IT functions and (c) sourcing a strategic outsourcing partner to underpin the newly centralised IT function.

However, delays in all three initiatives had created increasingly conflicting dynamics that had caused significant apprehension and distrust on both sides, putting the deal, the relationship and broader transformation deliverables at risk.

Our Approach

Engaged by incumbent advisors, we were asked to help drive deal closure. 

To do so, we worked quickly with their cross-functional teams to up the pace, improve the standard of conversation (both internally and with the provider) and make it easier to facilitate faster decisions given the overlapping inter-dependencies and complexities that they were finding hard to navigate.

Our key activities included:

• Validating requirements

• Coaching the cross-functional team

• Project management of the deal closure process

• Contract improvement and rapid development where gaps existed

• Developing target-state governance and supplier management

• Identifying material risks for transition, transformation and operational delivery

• Driving requirement reconciliation and internal decisions

• Supporting negotiations with the provider

• Supporting executive engagements and decisions

• Facilitating and documenting day 1 management processes

The Results

Reasonable agreement was reached and the deal was closed.

Tags:

#FinancialServices, #Integration, #Transformation, #Contracting, #Negotiation