The core of the model is broken down into three sections – The 3P’s

Adherence to The Outsourcing Conundrum Model forces competing systems from all departments into alignment.

The Outsourcing Conundrum Model directly ties the People system with the delivery Process system and the Purpose for the service.

Imagine the power when why, how, and who is doing the work are all working harmoniously with each other The Outsourcing Conundrum aligns these three components into a straightforward system, allowing both buyers and service providers to achieve their mutual goals.


The 3P’s

Part 1| Purpose | “Why”

Every decision to outsource a service has a purpose, a business reason for “why” particular activities are being outsourced. It is critical for an inside-outsourcing service provider to figure out why specified services and activities are being outsourced.

“We need to define our target customer in order to focus our business.”

Part 2 | Process | “How”

Every service offering needs to be delivered via a structured mechanical method or process, a delivery system designed to create predictability and reliability so the service provider can engage it’s team in continuous improvement.

“We cannot put good people in bad processes, or we will lose them.”

Part 3 | People | “Who”

The service provider’s people are critical to the successful delivery of the outsourced services. The people provide the judgment on what gets done, how it gets done, when it gets done, and what can be done to improve it. Without people, there is no service. This is not complicated; it’s very simple. Ironic as it may be, it is probably one of the largest unattended ingredients within the service-provider base. In the service industry, there are two categories of people: the service providers’ teams who deliver on the services, and the customers who receive the services. The interaction, motivation, and harmony between these two groups will lead down one of two paths: poor service experience with minimal value, or excellent service experience with exceptional value.

“If we wish performance we must instill expectations, accountability, and consequences.”