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Equity – understand and look critically at the distribution of the rewards in the relationship.Through acts and deeds you support and promote the partnership. Loyalty – being loyal to the relationship and not act in a self-serving way.Honesty – each party must be honest about their intentions and the facts of the relationship.Autonomy – the party with more power will not use that power unfairly to promote a narrow self-interest.Reciprocity – commitment to fair and balanced exchanges.The guiding principles of Vested Outsourcing are : In 2010, we reviewed and found tremendous merit in research done by the University of Tennessee for the US Air Force that resulted in a progressive outcomes-based outsourcing arrangement as initially described by Kate Vitasek, Mike Ledyard, and Karl Manrodt, in the book “Vested Outsourcing: Five Rules That Will Transform Outsourcing”.

Buyers fail to solicit the ecosystem to properly harvest the best ideas as part of their procurement process through the over-use of RFPs rather than more open-ended RFI’s to refine their requirements prior to formally entering a procurement cycle.

Suppliers and buyers engage in a zero-sum game where what is good for the buyer must be bad for the supplier rather than invest up front in mutually beneficial, outcomes-based relationships.

Resulting in diminished ability of the supplier to innovate – or, as some call it, “outsourcing my mess for less”.

Buyers tend to be over-prescriptive, dictating not just the what, but the how.

Suppliers and their clients complained that most outsourcing relationships failed to meet objectives for many reasons, but we found a few key reasons that profoundly impact outsourcing relationships that are still true today:

“ 54% of IT Executives report challenges in managing vendors and improving this situation is crucial, because failure to manage vendor relationships effectively can destroy up to 90% of the value expected from the contract” - CIO Executive Board Survey, 2009

Deals were under-performing economically and operationally when compared to other broad business trends such as supply chain management. SYNAPTIC Outsourcing was born out of our personal experience supported by extensive research that confirmed our hypothesis at the time: IT outsourcing was broken. I’ll explain how we’ve applied our SYNAPTIC Sourcing methodology differently over time. The fundamentals remain solid, but how we help make these deals successful has evolved dramatically. SYNAPTIC Outsourcing is still a key service we offer our clients. Creating effective, high-performing and well-governed outsourcing deals was one of the key services Capto offered at our launch in 2009.