POSS - Predictive Outsourcing Success Scan
Before you start:
The Predictive Outsourcing Success Scan (POSS) is a short questionnaire of five questions, evaluating a sourcing set-up along key root causes.

For each of the questions, please score your sourcing setup (as a whole or separately ADM & infrastructure) on a 5-point maturity level slider. To calibrate your scoring, the two extremes and the middle option are described in more detail.
After the short questionnaire, you will be shown the outcome of the POSS together with a few improvement levers.
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By filling in the optional data, you agree to share this information with BCG.
Question 1 of 5

Were contract, business case & pricing model systematically assessed (stress tested) on business or volume scenarios (e.g. M&A, growth/decline)?

No stress testing of contract and business case was done. Value drivers and required flexibility were not assessed
Major contracts were stress tested, however business case and scenario's were not broad/realistic enough
Major contracts were systematically stress tested based on expected scenario's, as defined together with the business
Question 2 of 5

Are the contract pricing structure and levers well understood? (e.g. unit prices, cost drivers, rebates)

No transparency on contract pricing structure and levers
Some transparency on contract pricing structure (unit prices), but not on the price levers and how prices link to real cost drivers (e.g. nr. of users) or to contract terms (e.g. rebates)
Adequate transparency on contract pricing structure (unit prices), cost levers by service category (linked to the real cost drivers) and contract terms (rebate-structure)
Question 3 of 5

Are the objectives/KPIs of the vendor delivery team measurable, unbiased and aligned with business objectives of the client and across vendors?

Limited definition of SLA's, only in vague or immeasurable terms and not rigorously tracked. No alignment with the business or across vendors
SLA's are defined and tracked, but only focused on technical specifications and not aligned across vendors
Objectives/KPIs for the delivery team are well-defined (measurable, unbiased) and go further than only technical SLA's. These are consistently tracked and are aligned with business objectives and end-to-end across vendors (in a multi-vendor setting)
Question 4 of 5

How well-suited is the overall outsourcing scope (across all vendors) and can the retained organization manage the complexity?

Overall scope of outsourcing too large, hence critical knowhow/activities no longer available in-house to manage the complexity of the sourcing setup (e.g. orchestrator function, architectural capabilities, service integration, …) or too small, hence vendor with very limited options to increase IT performance
Overall scope of outsourcing works reasonably well, but retained organization still lacks some knowhow/activities
Overall scope of outsourcing fits the sourcing objectives and does not pose major issues. Retained organization performs as expected
Question 5 of 5

To what extent is the content of contracts known by operational procurement / vendor management and the broader organization?

Key contract knowledge was lost after the deal making, so the operational team is not familiar with the contract
Official contracting hand-over is done to make sure operational team knows the contract
Vendor management actively maintains contract knowledge and supports the operational team