The other way to continuously improve and innovate is usually a clause in the Master Service Agreement that requires the provider to present three to five ideas each year to improve services and technologies or save money. Since these ideas can lead to a reduction in fees for the service provider, these clauses are usually supported by gainshare clauses. In other words, if royalties are significantly reduced, a structured program allows the provider to reap some of the financial benefits for a set period of time after the idea is implemented. The challenge of continuous improvement and innovation in contracts is that achieving goals is for both the service provider and the customer – it`s not a one-way street. Unfortunately, often, in the rush of day-to-day service delivery, neither party returns to the contract to remember that these promises were made or to create a process to keep them. Most of the quarantine commitments we see have such clauses in agreements that have never been executed – or even made one of the parties think! Continuous improvement and innovation is a way of thinking that can only thrive in a well-regulated relationship. Governance excellence is essential – and we find that clients who focus on structure and process in their relationships can not only recognize the benefits of continuous improvement and innovation, but also other benefits: friction between the two teams is significantly reduced, problems are resolved in an orderly manner, and the management chain knows exactly what is going on in the service relationship. ISG has developed a tool that allows clients to assess the continuous improvement of their own governance and management capabilities – our SM&G maturity assessment. This tool can be used to create the service management functions of a customer organization released and obtained, and be regularly repeated over time to measure the continuous improvement of this critical function. A well-managed relationship is a happy, productive and innovative one. Participants in this research project are determined to identify these barriers to innovation and develop practical measures to overcome them.
The removal of these barriers has many advantages: should indirect costs be applied to all research and innovation agreements? In fact, many of those involved in megaprojects are increasingly aware of the impact that continuous innovation can have. For example, Crossrail`s Innovate 18 platform, which successfully attracts, captures and leverages innovations throughout the duration of the contract. . . .