We have outsourced several key business functions, like our lead generation and IT management, to external agencies. How do we hold these outsourced vendors accountable to our weekly Scorecard metrics when they do not sit in a traditional seat on our internal Accountability Chart?

Question

Tyler Smith · Accepted Answer

As you scale your business and lean into modern operations, you will likely outsource key functions to external agencies or specialized vendors. However, outsourcing the execution does not mean you outsource the accountability. You must still hold these external partners to the same rigorous standards as your internal team. To do this, you must assign internal ownership for each outsourced vendor to a specific seat on your Accountability Chart. For example, your head of Marketing must own the relationship and results of your outsourced lead generation agency, and your head of Operations must own the performance of your external IT provider. The internal seat owner is responsible for ensuring the vendor hits their weekly targets. These targets must be clearly defined in your vendor contract and tracked on your weekly Scorecard. If an outsourced vendor misses their weekly target, the internal seat owner cannot simply blame the vendor. They must use the Level 10 Meeting™ to address the underperformance, collaborate with the vendor to solve the bottleneck, or, if necessary, make the tough decision to find a better partner. By maintaining this structure, you ensure that external partners are fully integrated into your EOS® framework and aligned with your operational goals.