"Everybody likes to talk about outsourcing relationships being partnerships," says Bob Mathers, principal consultant for Compass Management Consulting. "However, when push comes to shove, clients often put the onus on service providers to deliver savings or quality improvement." To get off on a better foot in 2011, take a look in the mirror, Mathers says. Ask what your internal organization can do to improve internal processes, clarify roles or responsibilities, or otherwise make it easier for your provider to succeed.

"Often performance issues are just as much the fault of buyers as it is of the supplier," says Lee Ayling, managing director of U.K. information technology for outsourcing consultancy EquaTerra. "Focusing only on one of the two parties often leads to tactical fixes that aren't sustainable."

You don't, however, always have to go along to get along. Just because you say no to a service provider doesn't mean you're not collaborating, says Dave Brown, managing director of Equaterra's information technology advisory.

Resolution #3: I will dream big. While it's important to keep expectations in check, take time to think about the big picture. "After year one, most deals' lofty aspirations devolve into the everyday reality of putting out fires and dealing with short term decisions," says Strichman of Sanda Partners. "Strategic issues, such as innovation and strategic planning, get short shrift." Schedule an executive meeting early in the year to draw attention to larger goals. Exclude everyday account personnel for now, advises Strichman: "This ensures that the hot problem du jour does not dominate the conversation." Ask vendor executives to share strategic changes that have made a big impact with other customers.

Another option is to create an innovation roadmap, says Phil Fersht, founder of outsourcing analyst firm HfS Research, and ask your provider for input and resources to support it.