April 2011 Archives

IT professionals getting too comfortable despite the choppy economic waters

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I was sent a press release this week about a survey that shows an increasing desire for IT professionals to reduce their working weeks to four days in exchange for less money.

I wrote a little news story about it here.

IT workers calling for a shorter working week seems quite brave given the large numbers of IT workers that are currently out of work. Most of these would happily settle for five days of work every week.

And then there are the offshore workers. These workers will also gladly step in and work a full for less money.

There were only 2000 or so IT professionals interviewed in the survey and they were all in employment, so I doubt it is a good reflection of attitudes in the entire IT sector.

However outsourcing and the use of contractors could be the answer to the work/life balance demands of IT workers.

If businesses allowed IT staff to work fewer hours perhaps they could use outsourcers or contractors to fill the gaps. If outsourcers and contractors were open to doing a day a week for example at a company it could work.

Most businesses have a combination of in-house and outsourcer staff. If they get the balance right they could offer shorter working hours.

If they don't use contractors and outsourcers to fill gaps in-house IT staff would just end up working more hours when they are in the office.

Has BT Global Services turned a corner and if so what corner?

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A colleague sent me an article written by IDC analyst Douglas Hayward about BT Global Services.

The IT outsourcing arm of BT has had a pretty bad time recently. In 2009 it lost £1.2bn due to cost overruns on big contracts with the NHS and Reuters and another £100m on other smaller contracts.

BTGS was inevitable going to see some changes after it appointed former EDS executive Jeff Kelly as CEO In January last year.

Former EDS Financial Services head Jean-Louis Bravard, who is now director at sourcing advisory Burnt Oak Partners, told me at the time that if anyone is capable of turning BTGS around it is Kelly.

"It is an enormous challenge but if somebody can run BTGS it is definitely Jeff Kelly." Bravard said Kelly's experience running the general motors account at EDS will stand him in good stead. "This is a massive contract that few could run

Read Hayward's article below and let me know what you think.

BT Global Services Clarifies its Market Strategy

By Douglas Hayward, 27 April, 2011

Top Line: BT's return to basics should be a good thing for its customers.

We recently attended a briefing hosted by BT Global Services, discussing the company's UK operations and its government and healthcare operations globally.

Overall, we think that BT Global Services has regrouped around a pragmatic market approach that focuses on selling its core network-centric services using IT services in a supporting role. This, combined with a major sales push in the UK to recapture lost market share among currently under-served customers (including recruiting an extra 200 sales staff in the UK alone) looks to us like BT is going "back to basics" in its approach to enterprise customers.

Bottom Line for ICT buyers:

1. BT in 2011-2012 will be more aggressive in selling its core products - specifically, voice and data services, but also network-centric offerings such as conferencing and telemedicine. It wants to sell more network-related professional services, for example marketing its cybersecurity consulting services, and it also aims to re-use its network assets better, such as marketing its DFTS (Defence Fixed Telecoms Service) offering to the criminal justice system. For enterprises and public bodies, all this should create more choice, assuming that BT does not overstretch itself and that it can replicate its offerings efficiently between customer sets.

2. A side issue is that BT is getting serious again about selling BPO (business process outsourcing) services, at least in the UK, where it is recruiting staff from the likes of Serco and Capita in order to bid for more BPO opportunities. This looks to us like make-or-break time for BT in BPO: if BT can pick up more of these deals, then fine. If it not, then we'd not be surprised to see the BPO operations quietly parked to one side and eventually run down as contracts come up for renewal. BT is no doubt serious again about BPO for now, but its long-term commitment to this sector still remains in the balance.

3. Is BT serious about IT services, and has it sorted its troubled relationship with IT services? We think the answers here are positive. It has pulled back from its overblown former vision of "networked IT services" (to which it still pays lip service) and its core focus now look to be very clearly the traditional voice and data network services offerings, supported by consulting and IT services. This "return to basics" gives BT a clearer, more sustainable and more realistic positioning in services to enterprises, contrasting positively with the failed dash for revenue growth in the middle of the last decade that saddled it with unsustainable low-margin ICT contracts. For BT's customers, clarity and sustainability of offerings must surely be a good thing.



Indian suppliers are the new IT bellwethers

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When I started working as a journalist in the IT sector IBM was always used as the bellwether for IT spending. If its results were bad it usually meant businesses weren't spending on IT. If the results were good it usually meant businesses were spending.

But times have changed, particularly in IT services. Although IBM is probably still the main bellwether you have alternatives.

I think today the results of a group of Indian IT service providers can be looked at to get a good idea about IT spending patterns. Everyone seems to do something with the Indian suppliers at the moment and often look set to do more.

The SWITCH suppliers (Satyam, Wipro, Infosys, TCS, Cognizant and HCL) won business with western corporates with lower prices and have build upon this. Today the biggest corporates in the world rely heavily on these companies for their IT services.

Infosys, Wipro, TCS and HCL have all recently announced their results. If the group is an IT services bellwether it looks like spending jumped sharply over the year compared to last year. It also shows that it has now levelled off to more steady growth every quarter.

According to a couple of the companies businesses might be tentatively spending on IT that improves the business after years of spending on IT to be more efficient.

See the results of the four suppliers in this article.

Orange call centre staff in Darlington told to move to the Philippines or face redundancy

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Reports are doing the rounds today about how Orange is transferring 40 call centre jobs from Darlington in County Durham to Manila in the Philippines.

Apparently if staff transfer to Manila they will get the same pay and benefits as local workers. This is less than £200 per month with rice and laundry allowances thrown in.

Here is an article about it.

Orange said it had to discuss the transfer option with staff but that the offers were not sent to them officially.

"We recently proposed some operational changes to our nightshift customer services for the Orange brand. As part of a business process decision, overnight consumer calls will in future be handled by an existing outsource partner in Manila during their daytime hours. In accordance with UK employment law, we've completed a collective consultation and are now holding discussions on an individual basis. All 40 of our consumer nightshift team based in Darlington will be offered alternative roles in the UK, or redundancy terms," said Orange. 

Regarding the transferring to Manila issue it siaid: "This was an HR error, for which we apologise.  We are in contact with the 40 employees involved and will be making it clear that we're not proactively asking or expecting people to move to Manila. The information given out was not done officially and we apologise to those involved. In the case of work transferring locations, the individuals do have the right to request moving with that work, and we have a duty of care to discuss the option."



KPMG gives Equaterra the breadth it needs to be more focussed

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Now that Equaterra has been integrated with KPMG it is an appropriate time to look a bit more closely.

So what does the acquisition mean to businesses buying sourcing advice from the KPMG/Equaterra. Who better to ask than KPMG's very own Lee Ayling?

Lee was Equaterra's European head and is now the KPMG partner in charge of Equaterra within KPMG. I met up with him today in KPMG HQ (pictured below.)


Thumbnail image for kpmg.JPGThe takeover of Equaterra by KPMG is a subject close to my heart because it was this blog that broke the news in August last year. This was months before any announcement.

I had also previously written quite a bit about Morgan Chambers, which Equaterra acquired a couple of years ago.

I will start with a few stats about the KPMG get together.

Equaterra had 120 sourcing consultants in Europe, including 60 in Europe, and KPMG ad 60. There are now 180 in Europe with 500 globally.

Before the acquisition Equaterra's revenues were about $70m.

Lee told me today about how being part of KPMG will improve Equaterra's sourcing service.

He said when it comes to IT sourcing businesses need advice from people that have very specific skills and knowledge and he does not think broad based skills works.


Ayling final.jpgEquaterra encompassed this with consultants split into nice teams focussed on nice areas such as infrastructure, networking and SAP.

The problem for Equaterra in Europe is it only had about 5 people in each of these teams and Lee says they would often run out of capacity. This limited Equaterra's growth.

But not any more. For example before it was bought by KPMG Equaterra had 3 SAP expert consultants in Europe. It now has 50. If Equaterra needs the resources it as them on tap as part of Equaterra.

KPMG also as a wealth of business transformation skills that will enable Equaterra to offer customers more. We all know the huge challenges outsourcing and particularly offshoring create for businesses.

I am currently in the middle of a TUPE transfer at the moment so I now know at first and how HR departments are effected.

HR issues are huge in any offshoring and outsourcing contracts so businesses need advice and resources.

Equaterra had two specialists in the UK focussing on these HR issues. These two people were only part time. Equaterra would advise its clients on were they could get advice if its own HR experts were unavailable but now in the UK it has access to forty people in KPMG's People and Change practice.

But is there a down side for outsourcing buyers. I recently blogged about some concerns voiced about a potential conflict of interest when sourcing advisories become part of firms offering services.

Ayling had this to say about consolidation in the IT consultancy space, which includes TPI Parent ISG buying benchmarking firm Compass. "It is in businesses interest to have this consolidation because it gives suppliers the scale to give specialist advice with broader capabilities to solve major problems."

I am currently working on an article about what the consolidation in the IT consulting sector means to customers so if you have any views please comment.

More needs to be done to make cloud computing mainstream

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I interviewed, BG Srinivas,  the European head at Indian IT services firm Infosys last week. We were discussing the company's latest financial results.

Thumbnail image for Thumbnail image for BG.JPGWe had a brief chat about the cloud. I ask all suppliers by default what they are doing in the cloud these days.

I know Infosys is busy in the cloud so I asked BG whether the technology is really ready for the mainstream. He still feels a bit has to happen.

He said most clients are evaluating it now and although it is too early to say how much will go into the cloud it is the way clients are moving.

He believes there is still work to do to get the technology, commercial models, hardware infrastructures, and legal frameworks right.

This is what he had to say:

- The technology is not fully ready but is getting there.
- The way it is licensed is not ready.
- Clients are currently getting hardware infrastructures ready
- legal and commercial frameworks need to be established because cloud computing is about partnerships.

Computer Weekly goes to print for the last time as new era begins

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Today is a sad day at Computer Weekly because it is the last ever press day for Computer Weekly in print.

The magazine has been going for 45 years and although it will continue online and in its digital format, the first ever weekly IT magazine in the world will no longer be in print.

As I said as well as the daily website the weekly magazine will still be available digitally so if you still want it here is the link to the subscription.

Mark Lewis, a lawyer specialising in outsourcing at Berwin Leighton Paisner, has kindly provided me with his thoughts on the end of an era.

If you have any thoughts about the end of CW in print please comment.

Here are Mark's thoughts on the end of Computer Weekly in print.

mark lewis.jpg"So we're not ever going to hear the plop of the paper edition of CW on our desks. It was usually dropped there by the colleague above us on the internal distribution list. For those of us for whom CW in its paper edition WAS CW, it's the end of an era. Ok, when our colleague or the ones above him/her hadn't sat on the issue for three months, it was our connection to the whizz-bang parts of the IT world as they happened.

For IT/outsourcing lawyers like me, the paper edition was a lexicon of new apps, computing architectures and three letter acronyms (TLAs) that made us think about what they meant for IT law and contracts. It gave us a vocabulary that allowed us to pretend to ourselves and others that we understood IT.

The more leisurely coverage of train crash IT projects like NIRS2, the various ones at the London Stock Exchange and NHS Connecting for Health gave us an insight into how things went wrong. Like anything on paper, the old materialised CW gave us the time to think in a more leisurely way about our work. So farewell then paper CW!"

Also see this picture gallery about Computer Weekly in its early days.

Banks could soon have to seperate groupwide outsourcing contracts?

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Banks are big spenders when it comes to IT outsourcing and big banks have large ecosystems of service providers.

If the changes to the banking sector proposed by the Independent Banking Commission's (IBC) interim report are adopted outsourcing contracts might have to change.

The IBC has recommended that banks ring-fence their retail divisions to protect them from potential problems caused by their higher risk investment and wholesale banking divisions.

I was talking to John Worthy, technology partner at law firm Field Fisher Waterhouse, today. He told me that the report suggests that the retail operations of banks will not be able to share outsourcing deals with other parts of the banks.

For example banks will not be able to have single desktop services deal which crosses units, says Worthy. "The retail units of universal banks will have to have their own IT infrastructures. It looks like it is saying that all IT and outsourcing for retail units will be dedicated to these units."

He says it will cost a lot for banks to meet these rules but not as much as the alternative, which would be full separation rather than ring-fencing.

See the full IBC report here.

Experience of IT offshoring from the coal face

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I recently blogged about reasons why the government might not want to limit the use of Intra Company Transfers (ICTs). As I do a lot of blog posts and receive a lot of reaction about the problems caused to UK IT professionals by offshoring I though it important to provide balance.

So I blogged 5 reasons why the government doesn't really want to reduce the number of offshore IT workers in the UK. These were views from CIOs, lawyers and consultants. As expected I received some good reaction. This is great because that is what a blog is all about.

I received a comment from a reader known as Mark. He gives 11 reasons why offshoring is not so good. He is commenting on the view from the frontline where UK IT workers are dealing with offshore delivery on a day to day basis.

As I strive for balance here are Mark's 11 reasons why offshoring is not as cheap and effective as you may think:

1. Training and knowledge transfer time.

2. Lower quality staff with poorer language and communication skills leading to an inferior functional and technical solution.

3. Drag on the productively of the onshore team. We have a few really good onshore technical developers but they are propping up "coach loads" of poor quality or mediocre offshore staff, substantially impacting their own productivity.

4. Communication overheads. When we have conference calls there is at least 10-15 minutes of waste at the start to get everybody logged on. Also, losing face to face contact and dealing with people who have poor English language skills means that these meetings tend to last for a very long time and achieve very little.

5. A higher rate of defects and rework when compared with work carried out onshore.

6. A higher incidence of total project failure.

7. Overbilling. Can you be sure that the staff you are being charged for were truly working full time for your business if you can't actually see them.

8. Time zone differences, Indian staff on my project work until 2:30pm UK time but they are going to lunch as we arrive to the office and we are going for lunch just before they go home so we can only actually contact each other for 50% of the working day.

9. High turnover of staff in offshore "sweatshops".

10. More resources, more management and more time required to achieve the same results.

11. Impact on morale of the onshore project team and key business users.

Could IBM's prediction of reverse IT offshoring be coming true?

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Can it be true that overseas companies, including those in India, are demanding UK IT workers in increasing numbers?


Back in October I wrote a tongue-in-cheek blog post about why UK IT workers should not be worried about having their jobs offshored to developing nations because these economies will eventually employ  UK people. The post was in reaction to a study carried out by IBM, itself a serial offshorer of work to India particularly.


This is what IBM said: "The silver lining of globalization is that shift toward expansion will require companies to redirect their work force to locations that provide the greatest opportunities, not just the lowest costs, and at the same time re-imagine their management strategies to reflect an increasingly dynamic workforce."


And according to an online marketplace that matches up freelancers with jobs, known as PeoplePerHour, this could be coming true. 


In the last three months PeoplePerHour has recorded  the busiest quarter it has ever seen in terms of overseas businesses wanting UK IT freelancers.


And the company says that as a result of job shortages in the UK, (partly due to the mass offshoring of IT work by corporates), many IT workers are going freelance.


According to PeoplePerHour in the last three months compared to the previous quarter there was a 771% increase in demand for UK IT freelancers in India and a 250% from Brazil. Meanwhile demand for these UK workers in the US went up 714%. I don't have any numbers so the percentages might be related to very small numbers.


"There was a time when hiring freelancers to deliver digital work online was universally perceived as western businesses outsourcing to inexpensive offshore labour - particularly from the subcontinent or Eastern Europe," says Thrasyvoulou. "However, we're seeing the reverse happening more frequently than ever before. It's partly due to the economic strength and growing confidence of the BRIC nations, but it's also influenced by the positive reputation of British digital skills internationally. This is evidenced by the rise in demand for UK talent from mature markets also - most notably the US."

Fujitsu given another chance after heart to heart with Highland Council

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Fujitsu and the Highland Council have had their meeting about council concerns that Fujitsu might not be able to meet its contractual obligations in a £70m IT services contract.

The uncertainty heightened as Fujitsu was ejected from a £300m plus DWP contract after it failed to meet transition targets.

It also lost a 10 year deal with Thomson Reuters which is said to be for similar reasons.

According to Scottish publication, The Press and Journal, the council is optimistic about the deal.

The council is committed to the project but will scrutinise the deal closely and report an update in June.

Click on the picture below to see some of the work Fujitsu does with the Highland Council.

highland pic.jpg

Hopes for level playing field for UK IT workers are fading after mysterious government U-turn on immigrant worker pay

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Last month I blogged the news that the government was raising the minimum salaries that immigrant IT workers in many roles have to be paid to be allowed to stay in the UK.

Some of these rises, which were due to kick in today (06 April), were significant and were welcomed by IT workers who feel they cannot compete with overseas workers on price.

But these new figures were only published briefly before being pulled because of "errors."

Steve Lamb, regional operations manager at the UK Border Agency said: at the time: "We have been alerted to errors in two of the recently published Codes of Practice and these are now being corrected. In the meantime, the previous codes have been reinstated onto our website."

Here are some examples of the increases to salaries that were published on March 01 which were planned for 2011, but then removed.

-Senior Systems Administrator increased 47%
-Software Engineer increased 22%
-Senior Software Engineer increased 29%

It now appears that the UKBA has reverted to the 2008 figures. 

Here are two examples of the U-Turn.

1 - The minimum salary that had to be paid to an IT or IS director coming to work in the UK was £83,200 a year in 2010. The updated figures for 2011 published at the beginning of March said this role should receive at least £92,628, which is about an 11% increase. But these new figure were pulled within days ands figures now published and coming show the role minimum salary to be £83,200 again.

2 - Minimum pay for a computer services manager leapt from £43,600 in 2010 to £53,516 at the beginning of March only to revert to £43,600 now.

The list goes on. But don't trust me, see it for yourself.

Click old and latest.pdf  for the salaries that immigrant workers should be paid from today and click newbutpulled.pdf to see the minimum salaries announced at the beginning of March, which were later pulled.


5 reasons why the government doesn't really want to reduce the number of offshore IT workers in the UK

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The immigration cap has kicked in today. The IT industry as we know has mixed feelings about it.

I blog a lot about the government's decision to leave out the controversial Intra Company Transfer (ICT) scheme, and the fact that UK IT professionals feel they are disadvantaged by it. So here is a blog post with some opinions on why the government left out ICTs from the cap.

1 - Professor Ilan Oshri at the Rotterdam School of Management who is also a Warwick Business School associate fellow says offshoring is a business reality and without it UK businesses would struggle to compete, which would harm the UK in the long run.

He says lower cost IT services are vital to UK businesses. "Many of these companies are competing with companies with much lower cost bases." One vehicle to reduce costs is offshoring. It means fewer jobs in the UK but it improves competitiveness which is important in the long run."

He says cost is not the only advantage. "By offshoring UK businesses have become far more nimble because they can scale up and down through suppliers' offshore talent."

He adds that ICTs are a vital ingredient in offshore projects. "Any outsourcing deal relies on staff from the supplier working closely with the client to transfer knowledge from the client to the supplier. This execution of deals is the reason why many offshore workers are in the UK."

2 - Mark Lewis, partner and head of outsourcing at law firm Berwin Leighton Paisner, says the ICT is vital to support the transition and transformation of a deal. "Transition is a critical part of the of the offshoring process. For that reason offshore suppliers need to move staff to the UK."

He says they also need to have staff that have worked closely in the customer environment. "These will then return offshore at some point to lead delivery teams."

He also says if UK businesses are to take significant cost out of operations offshoring is an attractive option. "You will need to have offshore workers onshore in the UK but there is a debate about the size of this presence."

3 - Jeff Smith, group CIO at Torus Insurance, says the business can focus on its core offering and call on offshore resources when required.

"We use offshore suppliers to make the innovation we come up with a reality. If we maintained the software development resources to deliver as fast as offshore suppliers we would be a software company with 90,000 staff. There is no point us doing what other people can do."
Cognizant recently built a new portal for Torus. It took five months and used 50 to 60 developers at any one time. There were also about six business analysts and a couple of project managers. Smith says Torus would have spent ten times more money if it had done it in-house.

4 - Peter Brudenall, partner UK law firm Lawrence Graham says the reason that UK businesses will continue to demand services from offshore suppliers is because of the flexibility they offer as well as the cost advantage.

He says companies can cut costs if they can bring in staff on a project basis rather than having to have them as part of the permanent workforce. Indian companies for example have workers who sit on the bench, he adds. This bench is populated by workers who are brought in to do particular projects.

"Indian companies have a lot of bench strength with people ready to be deployed on short term projects. One month they could be in the US and the next month the UK." This level of flexibility and low cost is not available onshore.

5 - Graeme Cross, head of business systems and development, at Morrison Utility Services told computer Weekly following a deal with Indian tier two supplier Zensar Technology that the company chose to offshore its software development for more than just to lower cost.

He says it also provides flexibility because it allows the company to flex up and down the number of developers it uses at any one time. He says it also gives the company access to skills because its in-house team did not have the cloud and mobile development skills it needed.

Public sector IT workers not up to the private sector challenge, or are they?

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I have been blogging about whether public sector IT staff have what it takes to succeed in the private sector.

I recently asked, through a Google questionnaire, the question of whether public sector IT workers were easily transferable to the private sector.

This followed a survey from the FT that suggested that 52% of private sector companies do not think public sector workers, in general (not specifically IT), are up to the job in the private sector. I  have had 90 respondents to the questionnaire. Thanks to all those that have contributed.

A total of 42 said public sector IT workers have the necessary skills to succeed in the private sector, while 48 said they have not. You can still give your views by filling in the questionnaire in this blog post.

I have also asked for opinions on what public sector IT workers need to make it is the private sector. I have had some great feedback so far from a few people, see it here. If you want to contribute please fill in the questionnaire in this blog post.

Expert advice on moving from public sector IT to private sector IT

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I recently dipped my toes into the world of crowdsourcing when I asked for opinions on how public sector IT staff can get into the private sector. I have had a few respondents who have taken time to give us some great feedback.

At a time of job cuts in the public sector I thought information about breaking into the private sector would be useful.

Thanks to all of you that have contributed. If you have opinions to offer please fill in the questionnaire here.

Here are the questions and some of the answers I have had so far.

1 - What are the main differences between working in public sector IT and private sector IT?

"I would differentiate Private sector into: Public Suppliers and Private Suppliers first. Words that describe working in Public sector: individual islands, frustration, working for a department, shirking any accountability, fear of misinterpretation, bunker mentality, ordered, driven by job security, stove-piped hierarchy without leadership. Words to describe Public Suppliers: (same as Public sector!) because it can use the same techniques to maintain high prices, and long contracts to block competition.  Words to describe working for Private Suppliers: driven by success or competitive failure, focus on working as a project team, learn by being allowed to make mistakes, recognition by peers, growth is seen as positive instead of a further cost to the nation."

"Public sector IT is much larger, and is driven by the commercial department instead of IT.  The solution focusses primarily on the numbers and the overall business benefit comes way down the list.  If the public sector were to consider the overall cost of government IT, including the ridiculous number of commercial managers through the life of the contract, then they would probably realise that it makes better sense to start pulling some of the IT work back in house.  It's an outsourcers dream when they look at UK PLC."

"The Private sector is vastly more aggressive environment."

2 - What IT skills are most in demand in the private sector?

"Actually being encouraged to make improvements rather than just talking about them or indeed using 'oh dear' legislation to block improvements in the public sector"

"My recent experience of private sector tells me that web skills, agile and RAD, and architecture to platform systems over the long term enabling re-use and sharing across the board."


3 - What opportunities are there for public sector IT professionals in the private sector? Please answer in regard to the sector you work in.

"I work in the public sector.  Having come over from the private sector I can't see a lot of people that would be able to make the transition the other way.  I think that the key skill that is lacking tends to be attitude.  There are a lot of very good and very clever civil servants, but they are in the minority and I can see that they are usually destined to reach the higher levels of management."

"Unfortunately I don't there are many opportunities for public sector staff, perhaps supplier management."

4 - What advice would you give to public sector IT professionals attempting to get into the private sector?

"Be prepared to start lower than your pay grade and work your way up by learning that business speaks more clearly than politics. Numeracy."

"Rethink your aspirations and attitude.  Start shouldering some responsibility and read industry magazines to at least try to stay in touch with the pace of technology."

"Go contracting."

5 - What training would you suggest IT workers that are looking to move from the public sector to the private sector take-up.

"Courses in risk taking, assertiveness and simple finance to understand profit as a driver for change."

"It depends on the level of staff and what role they currently do or would aspire to in the private sector.  I suppose things like agile methodology, web technologies, architecture skills, service management. "

"The Open Group Architecture Framework (TOGAF) or ITIL, depending on job."

6 - Which qualities do private sector companies look for in IT staff?

"Hybrid skill pairs like tech/people skill, self manage/openess, leadership/team working, fearless/out of the box."

"Again very generic, but I think it comes down to things like experience, knowledge, personality and potential."

"Flexibility, communication skills, pre-sales skills."

7 - What experiences from the public sector are seen as the most attractive for private sector companies?

"Supplier management. That tends to be all that they do."


8 - If you are transferred to a supplier as part of an outsourcing deal how do you go about building a career within that company?

"I don't think many suppliers would take civil servants on.  And if they did they would probably try to manage them out as quick as they can.  It's harsh but fairly true."

"Move into a customer facing role."

US cheap IT worker immigration loophole as bad the UK's

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I am constantly writing about the problems IT professionals face as a result of businesses bringing offshore workers to the UK using the controversial Intra Company Transfer scheme to provide businesses with low cost IT staff.

Well the US equivalent, known as the H1-B visa, is equally problematic.

The New York Times has a story about it which has serious echoes of the UK. I post the article because it is very clear in describing the problem. The similarities to the UK are frieghtening.

Click here to read it.

See this video about the UK problem.

Also see this link for some of the articles abut the issue in this blog. Scroll down there are lots.

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About this Archive

This page is an archive of entries from April 2011 listed from newest to oldest.

March 2011 is the previous archive.

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