Our client had to declare a ‘crisis’ within a year of letting a contract for its global service desk, field services and end user computing support for ~100,000 users, in 50 counties and in 25 languages. The client’s formal RFP process had provided few opportunities to gain a deep, mutual understanding of the real issues and insufficient time for effective collaboration for solution development. In the year following contract signing, the service provider met overwhelming difficulties, failing to transform the services as expected.
Once onbard, a joint client / service provider crisis and service improvement programme was established to address the operational, commercial and communication issues that the client faced. This Partners were engaged to advise the client on the commercial and contractual facets of this overall programme: defining desired negotiation outcomes and then collaboratively revising the services, service performance measures and service tier definition changes. Service transformation and operational service improvement projects were developed and contractualised.
Through rigorous definition of the required outcomes, a pragmatic approach and effective collaboration with the service provider, the client reached its key objectives for operational performance improvements within its overall pre-contract operational savings targets for the total programme. Furthermore, client satisfaction, SLA achievement and the overall level of service provider accountability were dramatically increased.