I understood that you want to drive the offshored partnership engagement with the principle of being least invasive - the solution, again at a partnership level, has a low saturation point and hence the 'value addition' will be limited and in some cases, intangible.
On the aspect of the cost of change to a different service provider, this is already accomodated in the profit customers derive out of the economics of offshoring/outsourcing - so any further dcoupling will not be a good business model from the offshore partern's business perspective - you then don't have stability in your business parternship if you can be 'replaced with least effort' - although this might be an objective from the client's perspective!
The question still remains then - how can 'value addition' be realised by the foot-soldiers?
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I will address your main question in a seperate post, but on a sidenote, I do not really agree that having less coupling decreases stability of the partnership. I may be sounding idealistic, but the stability of a partnership should be built on the the values delivered, not by the amount of impediment you can create for your client to shake you off.
This is really a trait of companies who do not have any unique value to deliver to their clients, and hence have to look for such means to keep engagements running.
Excellent point - agreed; but may not hold good in case depth & breadth of coupling is too high - then it becomes a case where it is too risky for the client to consider a change of IT services partner..so, maybe we should consider the size of the engagement as well..!
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