ISG assists a federal agency in transforming its relationships with three key suppliers into more strategic partnerships to maximize value.
A federal government agency approached ISG with a challenge. It needed to leverage greater value from its three strategic providers. Significant internal change within the agency, such as an amalgamation of several previously separate portfolios, all with different needs, had diluted the agency’s strategic clarity. This lack of clarity was preventing the agency from driving its transformational agenda forward. All parties within the relationship aspired to a strategic partnership but were struggling to make this aspired-to future state a reality.
ISG conducted a customized ISG Partnership Experience Assessment with feedback obtained through a one-way online survey and bilateral interviews. ISG discovered a systemic lack of shared understanding of what a strategic partnership entailed within the agency, as well considerable fragmentation in the agency’s sourcing culture. The governance frameworks were not supporting a strategic partnership. There was a lack of a consistent approach to communication. A failure to track ongoing continuous service improvement initiatives led to perceptions of low value being delivering into the account. ISG facilitated a series of workshops to unify all parties and create a roadmap for strategic partnership. This led to a complete reorganization of the agency’s approach to vendor management. With ISG’s assistance, the agency created a segmented governance framework, tailored to encourage strategic collaboration between its top three providers.