Get your smoke and mirrors ready. It's time to find new ways to
conjure costs away as pressure grows on IT budgets, argues one of
the UK's most experienced IT managers.
So we are all back from our summer holidays, thoroughly refreshed
and ready for the fray. Only one problem: for many of us there is
no fray, as we are squarely at the bleeding edge of a business
downturn.
For the past three months we have had a steady stream of
announcements of large-scale job losses in the hi-tech sector,
while across the business world IT projects are beginning to be
deferred, extended in timescale or quietly discarded.
As ever, the first thing to go is the "discretionary" spending on
non-critical projects with the immediate consequence of a very,
very sharp decline in the contract staff market. Demand for
temporary staff went completely flat at Easter and shows no sign of
recovery. Those of you in "permanent" employment may think that
this is no bad thing, seeing contractors as overpaid and
over-rated.
But my anxiety over the situation is not entirely founded on my
self-interest as an interim IT director. The contract market is a
strong performance indicator because it reflects the general vigour
of IT activity. This is important for all of us - permies and
freelancers alike.
A declining contract market is a warning signal that represents a
broader trend towards scaling back investment in new systems.
Doubtless, things will get better eventually but in the meantime
there will be a number of casualties.
All this comes at a time when many of us are busy making the final
adjustments to our business plans for the next financial
 | | "Unsourcing is all about
migrating service activity from the IT department to customers, or
suppliers, through the use of self-service functionality." | | | | | |
| | Colin Beveridge | | |
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year. The downturn will mean that we will face even more pressure
than usual from our business paymasters to cut our costs.
"Do more next year, with less money, and make it better" is a
familiar challenge for many of us. We pore endlessly over our
budgets to find where we can eliminate a few thousands, here or
there, to meet our targets. Sometimes these are challenging.
Sometimes, though, our financial colleagues are not just ambitious
with their cost-cutting goals, they are downright delirious.
A couple of years ago, my planning round started with an
unequivocal requirement from a business unit customer to reduce IT
costs by at least £5m the following year. They had been told to cut
costs by their higher-ups and were now passing the problem on to
me.
It took me a little time to convince my customer that I couldn't
possibly carry the whole impact of their cost rationalisation by
tweaking their IT budget. Luckily, the company had a very mature
cost model for IT services, so I could demonstrate that the
hoped-for cut would have meant me withdrawing all of my IT staff
from the customer's account. All of the staff, not just a few of
them, because a substantial part of the IT budget represented
unavoidable, fixed, infrastructure costs for equipment and
licences. Even if we had turned the lights off, these costs would
persist through to the end of their contractual life.
The only way to reduce cost was to reduce service. This was not
what the customer wanted to hear. Cost reductions without any
impact whatsoever on service levels was what they expected.
Surprise, surprise.
After years of refinement, our service functions are becoming
leaner and meaner with little scope for further cutting. This means
that the 2002 budget will be extremely tough for us all.
The spectre of outsourcing may well be looming large in the shadows
around many data centres, now that it is more of a buyers' market.
We looked at the issues of outsourcing, insourcing and IT
organisation a few months ago in "Behind Closed Doors"
. Then
things were not quite so bleak so we could focus on how we
delivered services to our customers in the most effective way.
We are all familiar with the business practice of outsourcing -
contracting out service delivery to specialist providers. Some of
us also use insourcing - bringing external staff into our
departments. However, both outsourcing and insourcing are
predicated on the continuing need to deliver a service.
Today, to reduce my operating costs, the only sort of sourcing I am
pursuing is unsourcing
. If you're not familiar with the
term, unsourcing is all about migrating service activity from the
IT department to customers, or suppliers, through the use of
self-service functionality.
The outside world offers many mature examples of unsourcing in
practice. Most high-street banks are past masters. How many of us
still pay expensive bank charges when we execute many of their
transactions ourselves, using self-service facilities online?
Supermarkets with customer product scanners are another example of
unsourcing, the customer does the work and still pays a premium for
the privilege of not receiving service. Other business processes
are being developed that unsource activity, moving administrative
tasks back down the value chain to suppliers.
I am a great believer in adopting "outside world" business
principles for internal use, because IT is best run as a business
within a business
. In the outside world, technology
facilitates unsourcing and most of us have easy access to this
technology, especially Web technology. Now is the time to use it
for our own benefit, to drive down our costs by converting as many
of our service processes as possible to "self-service" functions.
In the past ten years I haven't seen any IT department that would
not have benefited from some unsourcing. We all have some
administrative functions that gain little added value from our
manual intervention. Very often inertia is the primary business
driver for their persistence.
"If it ain't broke, don't fix it" may well be a sound maxim in
times when we are overwhelmed with new business requirements. But
when things are a bit quieter, as they are now, we should take time
to look at our internal processes and see if we can spot any
opportunities for unsourcing.
Of course, the secret of successful unsourcing is to do it without
the recipient realising that you have done it to them. That
shouldn't be a problem for those of us who have built a large part
of our careers on the judicious use of smoke and mirrors.
What's your magic formula on costs?
Have you found new
ways to cut costs or move them off your budget? We want to hear
about your experiences and ideas.
Let us know with an e-mail.Colin Beveridge is an interim executive who has held
top-level roles in IT strategy, development, services and support.
He has held posts at a number of leading corporations, including
Shell, British Petroleum, ICI, DHL and PowerGen.