Emergence of the FSP model
The traditional outsourcing model of having a single, large provider handling all business processes and services for a company has significant drawbacks. These include lack of flexibility and agility to adapt to changing business needs, vendor lock-in risks, and higher costs of maintaining large, long-term contracts. In response, a new paradigm known as the Functional Service Provider (FSP) model has emerged in the past decade.
Under the FSP model, different business functions and services are carved out and provided by specialized third-party vendors according to their core competencies. For example, a company may engage separate Functional Service Providers for services like finance and accounting, human resources, marketing, facilities management, technology infrastructure support, and more. This allows companies to work with best-in-class providers for each function based on their capabilities instead of being tied to a single, large vendor.
Benefits of increased specialization
By focusing solely on specific functions, Functional Service Providers develop deep expertise that dedicated in-house teams may lack due to the breadth of responsibilities. They stay abreast of the latest technologies, tools, and best practices for their specialized domain through continuous learning and investments. This specialization allows Functional Service Providers to provide services more efficiently through standardized processes and economies of scale.
Companies working with expert Functional Service Providers gain access to capabilities that would be uneconomical or difficult to develop in-house. Specialized vendors can also more nimbly adapt their services to the evolving needs of multiple clients across industries. This improves the speed, quality, and cost-effectiveness of service delivery. Partnering with best-fit providers on non-core functions also frees up companies to focus maximum resources on their core competencies and growth opportunities.
More flexibility and choice through modular contracts
Rather than being tied down by large, long-term contracts with a single vendor, the FSP model allows companies the flexibility to engage multiple best-of-breed providers through modular contracts. These targeted, outcome-based agreements are scoped to specific deliverables with defined key performance indicators.
If a provider is unable to consistently meet expectations or a company's needs change, they can easily transition modules to another specialized vendor. Modular contracts also give companies the ability to scale services up or down quickly based on demand, without major contract renegotiations. With improved governance focused on transparency and accountability, companies gain more control and choice over their outsourcing partnerships.
Reduced costs and increased innovation
By strengthening competition in the market through modular contracts, companies benefit from far more competitive pricing from Functional Service Providers than the take-it-or-leave-it deals often provided by large system integrators and outsourcers. Functional Service Providers also have stronger incentives to continuously innovate and improve service quality in order to retain existing clients and win new business.
This translates to reduced total cost of ownership for companies over time through better management of vendor performance, negotiation leverage, and technology advances. It also promotes an ecosystem of collaborative partnerships rather than adversarial relationships between service buyers and providers.
Addressing the challenges of distributed delivery
While specialization brings significant benefits, effective management is needed to coordinate these distributed work arrangements across multiple Functional Service Providers. Some key challenges that companies need to overcome include:
- Integration of disparate systems - Information handoffs and integration points between different FSP modules need careful planning and governance to ensure seamless end-to-end processes and data visibility.
- Vendor interoperability - Service level agreements must account for dependencies between vendors to avoid finger-pointing during incidents. Open communication channels are important.
- Quality and consistency - Central governance is required to maintain uniformity of delivery across the FSP network according to the company's quality standards.
- Transition management - Switching vendors or bringing new ones onboard needs minimal disruption through transition planning, knowledge transfer, and change management.
- Contract management complexity - Coordinating multiple outcome-based contracts requires more effort than a single comprehensive agreement. Robust governance reduces this overhead.
Continued innovation in tools, automation of integration points, established frameworks for distributed agile delivery, and greater vendor alignment through industry consortiums are helping address these challenges and maximize the benefits of the FSP model. Those that master distributed delivery coordination will gain significant competitive advantage.
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