When this topic matters
You have outsourced team. First month looks good. Then you start seeing problems: declining quality, turnover, missing feedback.
Problem is not agency — it is missing management. Outsourced team needs governance like internal.
What happens in practice
Typical problem: client signs contract and then expects results without investing own time. Agency does "something", but nobody knows exactly what.
Result: misalignment, frustration on both sides, bad results.
Why it fails
Missing governance: nobody monitors call quality, analyzes data, provides feedback.
Unclear communication: what is "good result"? What is priority? Without clear communication, agency creates own interpretation.
Too much distance: when you do not talk to operators, you do not see reality. Just numbers in report.
How to think about it
Governance framework: 1) Weekly calls with team lead (results, problems, iterations). 2) Monthly business review (strategic changes, long-term trends). 3) Regular call listening (minimum 5-10 weekly).
Goal: be close enough to see reality, but not so close that you micromanage.
- Weekly: call with lead, results review
- Monthly: business review, strategic alignment
- Ongoing: call listening, feedback
- Ad-hoc: script iterations, urgent problems
What you gain and what you lose
Active governance: better quality, faster problem response, alignment. But requires your time (3-5 hours weekly).
Passive governance: less of your time, but gradual quality and alignment degradation.
When to apply
Always with outsourcing. Governance level depends on team size and project criticality.
More intensive governance at start (first 2-3 months), then you can reduce if things work.
Outsourced team is not "set and forget". Needs: weekly calls, monthly review, regular call listening, and clear expectation communication. 3-5 hours weekly of your time.