Outsourcing Failures Fuelled by IT Department Cynicism
'You just think we're a costly burden,' say IT managers
Oct 14, 2005
A failure to involve the IT department in outsourcing decisions is fuelling cynicism about the real motives for doing so - and leading to a dangerous disconnect between the board and IT managers, according to new research.
The study of 103 IT managers from mainly UK private sector organisations found only a quarter of outsourcing contracts are based on a joint decision between IT and business managers.
Dr Jim White, business technologist at Managed Objects, which sponsored the study, said there is a perception among IT managers that the business is not sufficiently involving them enough in outsourcing decisions.
White said: "The reasons for outsourcing going wrong are cultural and leadership related. If you don't engage IT you are not engendering value or sharing a problem.
"The problem starts at the beginning when you don't involve IT they feel insecure and are perceived as a burden. It is creating this cynicism."
He said SLAs are the tangible point where this division is most visible and argued that the reason why many outsourcing contracts have poorly defined SLAs is because they are left with the techies.
He added: "When you outsource the issue should be quality of the actual service, not the technical details."
But, according to White, this disconnect between the business and IT around outsourcing is gradually being addressed.
"Cultures take a long time to change," he said. "It is not easy to change it but gradually a best practice approach to outsourcing is beginning to emerge. It takes a decade or so and will gradually evolve."
The study of 103 IT managers from mainly UK private sector organisations found only a quarter of outsourcing contracts are based on a joint decision between IT and business managers.
Dr Jim White, business technologist at Managed Objects, which sponsored the study, said there is a perception among IT managers that the business is not sufficiently involving them enough in outsourcing decisions.
White said: "The reasons for outsourcing going wrong are cultural and leadership related. If you don't engage IT you are not engendering value or sharing a problem.
"The problem starts at the beginning when you don't involve IT they feel insecure and are perceived as a burden. It is creating this cynicism."
He said SLAs are the tangible point where this division is most visible and argued that the reason why many outsourcing contracts have poorly defined SLAs is because they are left with the techies.
He added: "When you outsource the issue should be quality of the actual service, not the technical details."
But, according to White, this disconnect between the business and IT around outsourcing is gradually being addressed.
"Cultures take a long time to change," he said. "It is not easy to change it but gradually a best practice approach to outsourcing is beginning to emerge. It takes a decade or so and will gradually evolve."