Organizational Readiness

1

To what degree have you identified the stakeholders that are impacted by your outsourcing strategy?* This field is required.Organizational Readiness | Self-Assessment

Stakeholders have not been identified.

Stakeholders directly impacted by the outsourcing program have been identified, but stakeholders that may be indirectly impacted or who might influence the outsourcing strategy have not been identified.

All Stakeholders that are impacted by or that may influence the outsourcing strategy have been identified.

2

What is your understanding of stakeholder requirements and concerns?* This field is required.Organizational Readiness | Self-Assessment

Little understanding or effort to recognize or reconcile stakeholder’s requirements.

Acknowledgment of stakeholder interests and requirements with limited accommodation for concerns.

Stakeholder requirements and concerns are well understood and addressed.

3

What is the level of stakeholder agreement and consensus for your outsourcing strategy?* This field is required.Organizational Readiness | Self-Assessment

There is no consensus by stakeholders on the outsourcing strategy.

Limited consensus with key stakeholders on the outsourcing strategy.

Strong consensus across all stakeholders toward common outsourcing strategy and objectives.

4

Stakeholder Analysis | Calc

5

What is your organization’s understanding of the Vested Business Model?* This field is required.Organizational Readiness | Self-Assessment

None, or very limited understanding of the Vested business model.

Some understanding of the Vested business model.

Comprehensive knowledge of the Vested business model.

6

At what level have stakeholders been trained in Vested concepts?* This field is required.Organizational Readiness | Self-Assessment

No stakeholder training performed.

Some stakeholders have a basic knowledge of Vested concepts and tenets, with minimal or no experience with Vested implementation.

Broad stakeholder knowledge and experience in Vested concepts, tenets and implementation of Vested strategies across multiple levels of the participating organizations.

7

At what level is your outsourcing program benchmarked? * This field is required.Organizational Readiness | Self-Assessment

No benchmarking of outsourcing programs.

Internal benchmarking, but no external benchmarking of outsourcing programs.

A formal benchmarking process exists that includes both internal and external data that is used to assess and improve outsourcing programs.

8

Is knowledge related to program successes or failures collected and shared?* This field is required.Organizational Readiness | Self-Assessment

Information is not collected or shared.

No centralized knowledge base is in place to leverage learning and improve implementation and effectiveness; there may be some local or project-based sharing.

A formal process exists where knowledge is collected and leveraged across all outsourcing programs.

9

Vested Knowledge Base | Calc

10

Are the champions clearly identified?* This field is required.Organizational Readiness | Self-Assessment

Champions are not identified.

Champions at the outsourcing project level are identified, senior level champions are not clearly identified.

The leadership teams for both organizations are championing the outsourcing strategy.

11

At what level is the leadership team involved as champions for the outsourcing strategy?* This field is required.Organizational Readiness | Self-Assessment

Leadership team is not involved (or may have a negative influence) in advocating for the outsourcing strategy.

Leadership team is sitting on the sidelines, taking a wait and see approach in advocating for the outsourcing strategy.

Leadership from both organizations is fully engaged to drive towards a true win-win outsourcing philosophy and is actively advocating for the outsourcing strategy.

12

Champions | Calc

13

At what level is leadership involved in driving alignment between the organizations?* This field is required.Organizational Readiness | Self-Assessment

The leadership is not fully engaged with driving alignment between organizations.

Leadership at the project level is engaged to drive alignment between organizations; however, they have limited influence on strategic alignment.

Senior leadership is fully engaged to drive strategic and project level alignment between both organizations working toward a common vision and a true win-win business model.

14

What best describes how your contract approaches alignment between the organizations?* This field is required.Organizational Readiness | Self-Assessment

The contract does not include language related to the alignment of strategy or outcomes.

The contract documents the scope of work and in many cases ownership of tasks or processes.

The contract documents the Desired Outcomes aligned with the outsourcing strategy.

15

What statement best describes your existing approach to contract governance?* This field is required.Organizational Readiness | Self-Assessment

We mostly use informal relational contracting governance mechanisms. We often struggle to get alignment between finance, legal, operations and procurement (or sales if you are a service provider)

We use a mix of formal and informal relational governance mechanisms to align our organizations. Finance, legal, operations and procurement (or sales if you are a service provider) are mostly aligned.

We use formal relational contracting practices and our contract fully embraces relational governance designed to keep our business partnership in continual alignment. Finance, legal, and operations are in full harmony.

16

Organizational Alignment | Calc

17

What is the review process to gain approval and buy-in from stakeholders?* This field is required.Organizational Readiness | Self-Assessment

There is no formal review process in place.

A review process is in place that includes some key stakeholders and authorities. Checkpoints related to “pricing” may be in place.

A formal gate review, decision-making framework, is in place with proper buy-in from authorities within each company. The parties have set up checkpoints with internal stakeholders that include success measures.

18

Has your organization established formal boundaries (or guardrails)?* This field is required.Organizational Readiness | Self-Assessment

We have not developed guardrails, beyond our standard terms and conditions, or established outside limits for the agreement.

We have an informal understanding of our internal boundaries but may not have these well documented or agreed to by stakeholders.

We have a good understanding and have documented our internal boundaries. Our guardrails have been reviewed and agreed to by our stakeholders.

19

To what extent are the formal boundaries (or guardrails) shared by both parties?* This field is required.Organizational Readiness | Self-Assessment

We have not shared the boundaries for the agreement except as our standard terms and conditions.

There may be an informal understanding by each party of each other’s outside limits for the agreement but there are no jointly agreed upon guardrails in place.

Both parties have shared their company boundaries and established joint guardrails for the agreement.

20

Dynamic Mandate or Guardrails | Calc

21

First name only:* This field is required.

22

Last name only:* This field is required.

23

Your role:

24

Agreement name:

25

Email to receive your customized report:* This field is required.

johndoe@com