Why a lot of Companies relate better with offshore tech support firms
Before the advent of offshore companies that provided back end services, technical support, or even sales-related services to companies, most firms had to rely on an internal department that handled all of these functions within the confines of the company. This worked well for some, although a lot of companies have admitted that it was an immense struggle to get things together, despite the fact that the departments or groups doing all of these functions were to be found within the same corporation.
Many would think that being located in the same building would provide some sort of ease in coordination, communication, or even correlation between the different departments, but in many cases, this is not so. In fact, major companies have even intimated that it was the source of chaos and confusion for management. To be fair, the main culprit here is the very human tendency to take things for granted, particularly if one considers that proximity could solve everything, like in the case of the affected department or group just being a few offices or floors away and one could always just drop by or shoot an email to apologize for the delay or even absence of a deliverable.
Then the concept of outsourced services came into play, and all of a sudden, things started to make sense a bit more.
A lot of companies assured their people that they did not believe in micro-management, and to be fair to these companies, it was true. The problem was often found in the lack of communication within the company. The different departments somehow believed it was completely acceptable not to update management on the status of the projects that were ongoing. These departments firmly believed that what was important was delivering the finished product, however long that would take.
Outsourced services and offshore solutions providers, however, make a point of delivering updated and concise reports to companies that contracted them to address specific issues. These reports often came in the form of deliverable information clean and clear enough to be brought straight to a meeting with the board of directors or anyone in upper management, as it was designed to be less fancy and frilly, and more information-driven and, whenever applicable, actionable points.
For one reason or another, something within the organisation would always come up, at the worst possible moment, such as just the presentation before the board. This would definitely be seen as a massive waste of time on the part of those who were expecting the meeting, who took the time to make room for the meeting, and to set aside issues and concerns they could have addressed at the time of the meeting or presentation that had to be pushed to another time.
Depending upon the service agreement that comes with most contracts done with offshore or outsourced services, an agreed upon schedule is next to a sacred bond. It is to be delivered and done on the exact scheduled time and date it was promised. In instances where rescheduling is inevitable or unavoidable, a communication informing of the solution provider’s inability to meet the schedule would be issued days before the schedule, so as to allow the contractor the luxury of planning something else for the vacated schedule.
Speaking of service agreements, one of the most disruptive things to happen to corporate operations is a sudden change in schedule, in expenses, or anything else in between, such as a change in management, when a project had to be handed over to some other group, as the group handling it found out that it was well beyond their capability to complete it.
One of the main purposes of a service agreement is to set expectations, so that everything is brought up, thoroughly understood, and agreed upon, with little or no room for unexpected contingencies. Notwithstanding the fact that certain things can happen at a moment’s notice and might not be avoidable, certain service agreements can also cover these sudden changes. This is because a good deal of forward planning, projection, and preparation for contingencies often go into the preparation of such service agreements, particularly if they are from a reputable solutions provider.