Repair the Relationship, or Just Run?

Big IT projects are challenging and complex, transformation projects especially so. They can put enormous pressure on the relationship between clients and their vendors.

Typically, when projects go off the rails, so do the relationships involved. Naturally, people end up looking for someone to blame. Just when people need to pull together to solve the problems, they are being pushed apart by a mismatch of expectations, ineffective communication and a lack of trust. Those running projects are then left wondering: Can the relations be repaired, or is it best to find another supplier?

Q: Are there any IT partner relations that your organization needs to reset?

While far away hills often appear greener, repairing relationships (where possible), rather than replacing vendors, is often the safer option in the long term. After all, ‘the devil you know could be better than the devil you don’t’.

Moreover, choosing a new vendor, getting them installed and up and running will likely take time. Furthermore, there is likely to be a cost of moving – financial penalties, additional fees and so on. 

It is important to remember that both sides are likely to be hurting, also that both sides have contributed to the problem. Nobody wants to be involved in a struggling project or to lose money in the process. That means it should be possible to ensure that the interests of both sides are aligned. But re-setting the relationship is only possible if the feelings of hurt and disappointment can be put aside. 

Feelings may be too raw among those who are wrapped up in delivery. So, if you are looking to re-set, go to the top in the vendor’s organization and involve their senior people in finding a way forward.

Building enduring relationships based on transparency, mutual respect, and collaboration increases the odds of success for any transformation initiative. That does not mean setbacks and disputes won’t happen. However, if handled correctly, these can make the relationship stronger in the long term.