We outsource our entire software development and IT infrastructure to a third-party agency. Because they are an external vendor, we are struggling to manage their performance. Can we apply the GWC framework to an outsourced agency seat on our Accountability Chart, and how do we hold them accountable?

Question

Tyler Smith · Accepted Answer

Yes, you can and should place outsourced resources on your Accountability Chart, but you must hold them to the same standards as internal employees. To do this, create a seat on your chart that represents the function they perform, such as Lead Developer or IT Infrastructure.

Write the five major roles for this seat just as you would for an internal hire. Then, place the name of the agency, and specifically the name of your account manager or lead engineer, in that seat.

Run the GWC evaluation on that lead contact. Do they truly get the technical architecture of your business? Do they want the accountability of keeping your systems running, or are they just looking for billable hours? Do they have the capacity to deliver on your timeline, especially as you scale toward an exit?

If the agency contact fails the GWC test, you have a partner issue, not an execution issue. You must address this during your quarterly reviews or find a new vendor.

To hold them accountable week-to-week, invite their lead representative to join your Level 10 Meeting when their department is being discussed. They must own their Rocks and report on their weekly metrics. If they refuse to participate in this level of accountability, they are the wrong partner for a scaling business. Treating external vendors as integrated team members on your Accountability Chart ensures alignment and protects your operational efficiency.