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Three IT outsourcing models, none complete

By Staff -- MSI, 9/1/2004

A study by Boston-based AMR Research says few companies are getting the expected benefits from turning their IT operations over to outside contractors.

The study, which included a survey of 220 companies using outsourcing services, found that less than a third were satisfied with the savings. Only 13 percent of the companies said outsourcing arrangements were producing continuous improvements to their processes.

"If outsourcing is to become something more than this year's IT fad, then providers better start delivering more value to their customers," wrote Lance Travis, an AMR VP, in a recently published report summarizing the study results.

Travis attributed the poor results to the business models of the three types of companies, which offer IT outsourcing services. The players include consulting companies such as Accentureand BearingPoint, outsourcing companies like EDS and IBM Global Services, and new offshore companies, particularly India-based companies like Infosys and Wipro.

Each group has its strengths and weaknesses, but Travis says none of them currently have the complete gamut of capabilities required to give users full value for their outsourcing dollars. Typically, the consultants are experts at fine-tuning business processes, while lacking the ability to manage ongoing IT operations. They also tend to charge high fees, Travis says.

Meanwhile, the traditional outsourcers—who also have high fees—know how to run IT operations but generally are not as good at shaping business processes. Finally, the offshore companies usually have lower fees, but they are the least likely to have expertise in a customer's specific vertical industry.

Travis says companies have the best shot at getting the value sought from IT outsourcing by setting the terms for the customer-contractor relationship in advance. "Companies can get significantly better value when they base their relationships with service providers on long-term process improvements rather than on one-time savings," he says.

 

IT outsourcing business models

Consulting companies:

The remnants of the Big Six consulting firms—Accenture, BearingPoint, Capgemini, and Deloitte—bring strong business strategy and process expertise, and deep industry vertical knowledge. However, they need to lower costs and break down partner fiefdoms by creating integrated global sourcing capabilities. They also must migrate their business and delivery models to accommodate long-term outsourcing agreements.

Traditional outsourcing companies:

Traditional outsourcing companies, such as CSC, EDS, HP, and IBM Global Services (pre-PwC acquisition), bring deep and broad technical skills to the mix. However, their cost structures are high and lack integrated global sourcing capabilities. They built their value proposition on one-time cost savings, but need to move toward a culture of continuous process improvement.

Offshore services companies:

Indian offshore companies, such as HCL, Infosys, Patni, Satyam, Tata Consultancy Services, and Wipro, have low-cost structures. They focus on delivering process and quality improvements and have strong technical skills, but limited vertical domain and business strategy expertise. They must transfer their project-focused delivery models into long-term service models.

Source: AMR Research

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