July 2013 Archives

National Outsourcing Association to address negative perception

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I blogged yesterday about some troubled outsourcing contracts tahtb have hit the news recently. They paint a negative picture of outsourcing.

These included NHS Direct's plan to pull out in its contacts to run NHS 111 and accusations that G4S has overcharged the government in relation to its contract to run a tagging service for offenders.

In an article today on Business Reporter the National Outsourcing Association (NOA) has called on suppliers and their customers to help change the opinion of outsourcing.
In the article Kerry Hallard, director for the NOA, talks about how a few failed projects create a perception that outsourcing is risky, when in fact a huge majority of outsourcing contracts are a great success.

The article quotes research by the NOA in 2012 revealed that 22% of the public dislikes outsourcing as a profession, while a huge 80% of the general public does not think the industry is helping UK Plc.

"We're such an important industry, and we've got to create some kind of change," said Hallard in the interview. "There's a concern that while the government and the media are dealing out this anti-outsourcing frenzy, the big FTSE 500 companies are cautious about admitting to outsourcing, because they understand that public perception is negative and confused," says Hallard.

I think it is very important that the failures are highlighted by the media and just because they write these stories doesn't mean they are anti-outsourcing. The media are anti-bad outsourcing.

The IT outsourcing industry has the added problem of negativity being caused by job losses related to contracts. When IT is outsourced it normally means upgrades in IT which inevitable lead to less people being needed. The biggest savings are often made by reducing people costs. Then there is the controversial practice of offshoring jobs to low cost regions.

But there are some very good contracts. Read this: What makes a great outsourcing agreement?

NHS 111 chaos is a warning to organisations outsourcing

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Outsourcing is so well accepted by businesses and government today that the risk associated with handing an important task to a third party is one that organisations are willing to take in their quest to do more with less.

The problems with the NHS's non-emergency telephone line NHS 111 is a good example of the risks organisations take when outsourcing. NHS Direct, which runs nine of 46 regional services, has said it is no longer financially sustainable for it to continue and that it is going to pull out of the service. Quite worrying when a supplier that agreed a contract decides it doesn't want to do it anymore.

And earlier this month the Serious Fraud Office was called in by the government to investigate accusations that the security service provider had been overcharging the government by tens of millions in relation to its tagging service for offenders. Trust should be at the heart of any outsourcing contract. Also remember G4S failing to do what it was supposed to at the Olympic Games in London last summer, which meant the armed forces had to step in.

And what if your supplier is not willing to change to meet your changing needs. This month has also seen Sandwell Council give its managed services provider BT an ultimatum. The council recruited the services of BT in 2007 as part of a £300m 15 year contract to run services including finance, human resources, payroll and customer services functions. The council now believes the contracts should reflect the fact that the council has made hundreds of staff cuts. It believes the £15m a year is too much now because there is a reduced volume of work and it has given BT a deadline of 30 days to address this or it is going to pull the plug on the deal and take it all back in-house.

Investigating Outsourcing interview: Outgoing T-Systems UK head reflects on 20 years in a changing industry

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Sam Kingston is leaving his role as UK head at Deutsche Telekom owned IT services company T-Systems after a five year spell. He is currently weighing up an alternative international role at T-Systems.

I recently met up with Sam and we were talking about how much the outsourcing sector is changing at the moment and he pointed out a major change currently happening that is seeing suppliers become less willing to do large up-front investment as part of deals. In his 20 years in the IT outsourcing sector he has seen a lot and he has interesting thoughts on some of the current trends.

Sam Kingston has worked at Unisys, EDS, Oracle as well as T-Systems since switching from being a scientist at the Ministry of Defence to the IT outsourcing sector.

I suppose a good place to start is to outline just how big the outsourcing sector is today. Gartner recently published a report outlining that the worldwide IT outsourcing (ITO) market is will reach $288bn in 2013. Sam Kingston.jpg

It is big business but suppliers are by no means finding it easy. They are under real pressure because of factors like the emergence of technologies such as cloud computing, which is changing delivery models, and the recession which means customers have less money.
He talked about how suppliers today are less willing to put lots of upfront investments in place because contracts tend to be shorter with less scope. In the past suppliers would be willing to come into a deal and do a big technology refresh in the knowledge that they might get a good ten years with the customer. They took a hit in the first year or so and then started making a lot in later years.

He said that this practice is tantamount to buying business and big suppliers can really gain huge market share this way. "The economic downturn has forced suppliers to invest in deals." But he said because customers are demanding shorter contracts, pay as you go delivery models and more regular renegotiations suppliers will not willing to do the investments.
He said this is making suppliers take stock and really work out where they can compete. He says there will be more focus on market sectors with platforms for certain industries developed by suppliers with expertise. He said large firms will also develop more modular services.

With the current trend for multi-sourcing it could be time for more and more suppliers to identify where they want to play.

He also talked about the India suppliers and how there are so many of them that consolidation, although not straight forward, is inevitable. It is difficult to see the huge Indian suppliers merging because they are like families at war and the smaller players are often spin offs from huge Indian companies that are not desperate for cash.  \

"Over the last five years the Indian suppliers have really accelerated and there are probably too many," said Kingston.



Capita denies claim that it turned down Acas help over strike - was it a hoax?

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According to a union contact, employee relations organisation Acas offered to come into negotiations between Capita and union Unite and its members to prevent a strike today in Capita's IT services and financial services operations in the UK.

He said Capita turned it down.

But Capita has told me that it did not turn down the help of Acas over the dispute.

I was told that Acas contacted both parties to ask if the organisation could help negotiations. The Unite union said Capita turned down the opportunity to negotiate through Acas. But Capita said this is not the case.

Interestingly Capita did tell me me that there are people that impersonate Acas and contact organisations involved in disputes. So Unite must have been contacted by one of these fake Acas representatives if that is the case.


A (real) Acas spokesperson said: "We are making contact with the parties and we are ready to assist if our services are required."


According to a source the strike has gone ahead today across numerous sites in Belfast, Bournemouth, Birmingham, Bristol, Craigforth, Glasgow, Manchester and Reading. There were picket lines at the biggest sites.

The strike was over pay. Despite an increase in profit 90% of staff got below inflation pay rises.



Could NHS budget cuts be a boost to IT services sector?

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Providing bosses at IT service providers don't get ill and require NHS treatment the cuts and efficiency drive in the NHS might be good for them.

IT analyst company Ovum is talking about the diverse opportunities that NHS reforms will offer IT services firms.

Ovum said: "As the massive growth in UK healthcare funding grinds to a halt, there will be a growing focus on smart health informatics strategies and cloud-based agile technology to help realise efficiencies."

"There will be stronger emphasis on collaboration across a more diverse range of ICT suppliers, including a big push towards shared services."

New bodies such as the 19 Commissioning Support Units (CSUs) and the Health and Social Care Information Centre (HSCIC) will also play a key role in IT strategy and procurement. The Chief Clinical Information Office (CCIO) will become a key influencer in ICT development and procurement, particularly in the area of health informatics, which is emerging as a growing priority at an executive level and is in line with the government's drive to implement its 10-year information strategy.

"Complexity" has become synonymous with healthcare. However, the nature and the pace of the changes to the NHS have left many fearing that complexity will remain and, in some cases, increase, at least in the short term" says Charlotte Davies, leader of Ovum's healthcare technology practice. "While we're sure that suppliers, certainly of primary care IT, will have to deal with a piecemeal and changing environment for a while yet, it is becoming clear which organisations -from the new local health and wellbeing boards to the national HSCIC and regional CSUs - suppliers should cultivate relationships with."

Ovum thinks the NHS will open up to more suppliers. "...many organisations are keen to bring on new suppliers, as a number of large contracts expire and the National Programme for IT (NPfIT) contracts terminate. Although Ovum does not expect a radical shake-up in the short term, its research indicates that a combination of shared services initiatives, involving closer collaboration between local authorities and healthcare providers, a greater use of G-cloud and new partnerships between different suppliers will result in a gradual increase in supplier diversity."

I recently wrote a blog about how the recent NHS reorganisation might have created the NHS IT services model of the future?

I had a conversation with Nathan Allmont, who is Infrastructure Manager at Dudley IT Services. The story of the company is really interesting and shows an alternative way of delivering IT to NHS organisations. It is interesting because the model allows the NHS to make money from its IT by selling services. Read the blog here.

Inside outsourcing interview: L&T Infotech - Another Indian heritage supplier setting its sights on UK growth

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In this blog I regularly write about the meetings I have with suppliers. I have recently written a few articles about some of the less well known suppliers from India which are focused on growth in the UK.

These companies include the likes of ITC Infotech and Mindtree. Both these companies have a real focus in certain markets and try not to be broad service providers. The idea is they will be a top supplier in a couple of sectors only rather than being a Jack of all trades.

The latest company I met up with was L&T Infotech. This is part of $14bn engineering giant Larsen and Toubro.

I met up with Avi Lele from the company to hear about its UK plans. He told me that the company has come to a point where it has proved to itself that it can handle large corporate customers  and because it is private and backed by huge company itcan invest in growth while many others cut back

It has 150 people based in UK but hundreds in India supporting customers which include Standard Life and Balfour Beatty in the UK as well as corporates including Citibank and Chevron in the US.

The company grew 40% a year between 2002 and 2007 and 15% a year between 2008 and 2012. I remember during the crisis at Satyam there was talk of L&T Infotech acquiring Satyam before Tech Mahindra stepped in.

Mobility is a strong area for the company, which Avi Lele told me that L&T Infotech does testing for Samsumg handsets and as a result has a great understanding of mobile devices and the operating systems they run on. The company's understanding of corporate IT combined with its mobile expertise helps it support corporates on their mobile strategies.

Like ITC Infotech, which is parent of a multi-billion dollar Indian manufacturer (previously the  India Tobacco Company), L&T is part of a huge company and as a result has a close relationship with a business and therefore understands IT as a business enabler.

I recently interviewed Pascal Matzke, Forrester Research, for an article I wrote for one of an Indian CIO site. He said tier-two or tier-three suppliers in India -- and particularly those that are spin-offs of large Indian businesses, such as L&T Infotech, Tech Mahindra and ITC Infotech have a very different story to tell compared to the big and broad Indian service providers. There strong focus and the fact that they are not heavily reliant on labour arbitrage make them an interesting consideration.

Also see: Indian supplier creates jobs in the UK

Will the Post Office face legal action if people have been wrongly imprisoned and fined in relation to Horizon accounting system?

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Computer Weekly has been following the plight of Sub-Postmasters that allege they have been falsely accused and found guilty of false accounting. Some have even been sent to prison, others have been fined and lives have been ruined.

Despite years of allegations that the Horizon system - which was developed by ICL/Fujitsu Services - is at fault for many accounting shortfalls, the Post Office has unrelentingly defended it.

Then Computer Weekly reporter Rebecca Thomson picked up the story originally and published this in 2009.

Computer Weekly has continued to follow the case. We have been contacted by a few subpostmasters that have had similar issues affect them. A pressure group has been set up known as the subpostmastersalliance and a group of MP's have taken up the case. Last night after the interim report was published the national newspapers were all over it. No mention of Computer Weekly, which was digging into this in 2008.

The MPs representing constituents that were affected managed to eventually convince the Post Office to look at this closely. The result was an amnesty for people to come forward with evidence and the investigation was taken up by independent company Second Sight.
The interim report was published yesterday. Although Horizon itself appears, from the investigation so far, to have worked properly, the interim report has raised concerns over unreliable hardware, exceptionally complex systems, a lack of proper training and support, and a business model that put responsibility for software problems on the subpostmaster.

If it is proved that these subpostmasters have had their lives ruined will the Post Office have a bog compensation bill on its hands?

If the interim report is accurate in that the software itself is not at fault but some of the processes around it are, it is a reminder to businesses that a system is not a solution to a business challenge but just part it.

Also read these articles:

Bankruptcy, prosecution and disrupted livelihoods - Postmasters tell their story

Post Office Horizon system investigation reveals concerns

Investigation into Post Office accounting system to drill down on strongest cases

Post Office admits that Horizon system needs more investigation

Post Office announces amnesty for Horizon evidence


If you are not mid-way through Sepa compliance project you are too late and need an outsourcing back-up

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The deadline for businesses in Europe to be able to make and take payments that are compliant with Sepa, the Single European Payments Area, is six months away. But projects to migrate systems to Sepa compliance takes at least a year, so if businesses have not started they have to accept they won't make it and need a plan B.

Even if you are based in a European country not in the Euro zone, such as UK, will have to be able to accept and make payments using the standard. The idea of Sepa is to make cross boarder payments the same as in-country payments.

Sepa will force businesses to use International Bank Account Numbers (Ibans) and the ISO2022 XML format.

The worrying thing is only 2% of direct debit payments that have to be compliant by February are currently compliant and only 45% of credit transfers are compliant despite the fact that the system for those payments went live in five years ago.

So businesses have had a six year period to get ready for this. That is the problem. If you set a six year deadline what do you expect? The business changes and the people change in that time.

Another problem is how confusing it is. Most UK companies have been living in denial presuming that they will not have to comply, which is very wrong if they want to trade with the Eurozone. The February 2014 deadline applies to them also.

Jonathan Williams, director of payment strategy at Experian, told me a project to migrate systems to Sepa compliance is a one year to eighteen month project. So if business haven't started they are not going to make it. They will miss-out on the benefits of standardized payments and the opportunity to centralize payments in their company.

Williams said he was recently at an event in Ireland and 40% of businesses said they had not even started their Sepa migration and 40% hadn't even started. The migration process include ensuring systems such as ERP software is compatible or has been upgrade, make sure the data format can be stored and ensure staff are trained on new processes.

So the long and short of it is you need a back-up plan. Banks will probably support businesses that are not compliant for a while and do it on their behalf, but that won't last forever. Businesses can use third parties to translate payments into Sepa, but this will cost money.

Williams advised businesses to start now but have a plan in place for a bank or third party to make the payments Sepa compliant while the project is being carried out.

If you want updates from this blog follow me on Twitter @karlfl

The 2013 golf Open Championship has already been held in Romania this year

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I wrote an article this week about the organisers of The Open Championship getting the event's website ready for four days of heavy traffic.

The event is being held in Muirfield this month and the organisers have been preparing for 10,000 webpage requests a second from five million site users over a four day period.

R&A outsources website management and development to service provider Endava, which delivers its services from nearshore locations in Romania and Moldova.

In preparation for the event Endava has held a virtual re-run of last year's event in its private cloud in Romania to test that all systems are working.

It is interesting how an organisation that was born in 1892 is harnessing technology and using nearshore IT services to support it.

IT service providers are really important to the big sporting events. There is not much point the organisations behind them retaining large IT departments all year. The Olympics and its use of Atos is another good example,

The tournament has gone big on technology this year.

Other technology developments:

A wireless mesh is being introduced at this year's Open Championship for spectators to access the digital content available. Spectators will be able to use mobile devices to access this digital content in areas away from play in the grandstands and tented villages. The R&A will be monitoring the effectiveness of the mesh with a view to implementing it at future venues.

LED scoreboards will be introduced. This will provide up-to-date information and digital content. The digital content will include scoring, player information and statistical facts, live video highlights and other Open Championship and venue information. It will enable spectators to watch televised highlights from other parts of the course or live broadcasts. It will also help spectators to find out the latest scores.

A permanent fibre optic system has been installed at Muirfield which will deliver a number of benefits to tournament and will, the organisers hope, prove a legacy investment for the venue. The fibre optic cabling runs around the course and will improve the telecommunications coverage at The Open by making it possible to have more phone lines. The R&A says this will assist the media in covering the event, as they can access the system to upload photographs from out on the course.

If you want updates from this blog follow me on Twitter @karlfl

Small suppliers called on again to vent their frustration with its procurement

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An investigation into Government IT procurement is being conducted by the Office of Fair Trading. This is an attempt to identify some of the reasons why government IT supplies is still dominated by a few big suppliers, otherwise known as the oligopoly.

The OFT is asking IT suppliers and procurement executives in government to tell it about their experiences, I wrote an article about this yesterday here.

Despite the government's best effort the OFT, a QUANGO, clearly thinks more needs to be done to increase competition in the IT supplies to government sector. "Healthy competition in any market drives down costs, drives up efficiency and promotes innovation, while a lack of competition can hinder productivity and, in turn, economic growth," said the OFT.

The government is already attempting to increase the proportion of supplies coming from SMEs. And it is having some success.

According to the most recent government figures, central government spent 10% of its total budget with SMEs in 2011/12 compared to 6.8% in 2010/11. In a bid to increase this figure, the Government Procurement Service (GPS) recently awarded the contract to develop the Single Supplier Registration platform, which will mean suppliers need only register once to bid for government IT contracts.

The government is determined to give SME suppliers better access to government contracts. It hopes to have 25% of suppliers to government to be from SMEs.

The OFT announcement is not the first time suppliers have been asked to give their views. In 2010 the government created a website where suppliers could tell the government what problems they are having. What difference will it make that the OFT is doing the investigation?

The government has introduced a number of programmes to address the problem, such as a single registration for suppliers. See the articles below.

Government strategies for increasing SME procurement

Are SME IT suppliers credible bidders against system integrators in public sector?

Government finds it impossible to break systems integrator habit

Are small IT suppliers ready to serve public sector?

Francis Maude is unashamedly obsessed with procurement but what's in it for suppliers?

Doubts cast over government's figures on business with SMEs

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TCS India passport project, an example for UK public sector as IT becomes transformational rather than an input

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As part of my job I commission and write articles for our Indian websites, Theses are searchcio.in, searchbusinessintelligence.in, searchsecurity.in and searchdatacenter.in.
Yesterday as I was doing an interview with TCS's global head of public sector sales. Tanmoy Chakrabarty was telling me all about the project run by the Ministry of External Affairs in India to help it cope with the huge demand for passports. But as TCS is targeting the UK public sector for business I thought it would be worth blogging about here.

The project is an example of the breadth of service a company like TCS can provide. Today TCS is building up its UK public sector and recently won a contact with the Home Office to run the Disclosure and Barring Service (DBS), which was created when the Criminal Records Bureau and the Independent Safeguarding Authority came together. It is setting up a 300 people delivery center in Liverpool to support this. It also won contract to administer the National Employment Savings Trust (Nest) pension scheme.

I asked Chakrabarty about TCS's plans in the UK public sector. He said: "We have large customers in many sectors in the UK and it was only natural that we focus on the UK public sector with some of the opportunities coming up. We want to build our credibility as a serious IT services provider in the UK public sector."

He said the company wants to become known for transformation in the public sector and not just a low cost option. "All of out public sector contracts around the world focus on transformation rather than IT as an input."

For example when TCS takes over the the Disclosure and Barring Service contract there will be fewer of the delivery staff working offshore than there was under the previous supplier Capita. This is because TCS is increasing the amount of automation and digitization, which requires less people.

Here is more about the TCS Indian passport project.

TCS won a competitive tender to run the programme two years ago. At that time India, which has a population of over 1.2 billion only had 80 million passport holders.

Since TCS completed the project about 15 months ago it has processed 10 million passports. This will increase as we all know India is developing at a phenomenal rate and more and more people will need passports.

Traditionally the process for applying for a passport in India was manual and took months. It would require people visiting on of 37 centers, often many hundreds of miles away and then waiting for ages to give personal details and then leave and hope for the best. I say 'hope for the best' because there was no way of tracking an application. With demand for passports expected to increase 18% a year the Indian government knew it couldn't cope and put out a $350m tender.

TCS won and took over pretty much everything up to the approval being given to the citizen for the passport. It build two very scalable and robust datacenters, build a communications network across the country, opened up 77 processing outlets across the company and created a 17 language call centre. Pretty much end-to-end.

Today Indians can apply online. Fill in all their details and be sent an appointment time at one of 77 centers. Once everything is cross checked and biometric ID is taken TCS passes the case onto the Ministry of Affairs which takes over. TCS has no involvement from then and has no access to the data in the datacenters.

Applicants can then call the contact center any time and be advised about the progress.

Also read these blogs:

TCS, the billion pound company in the UK that actually understates its cloud story.

Inside Outsourcing interview: TCS public sector win shows that offshoring is not about labour arbitrage, but service innovation.


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Can Service Integration help CIOs add business value?

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Service integration is a hot topic in outsourcing at the moment. Although the process of managing multiple suppliers has been around for years, it has been completed in-house. Today with the maturing of cloud computing it is increasingly outsourced.

Chris King, Capgemini's global service integration lead wrote this guest blog on the subject.

Service Integration: Helping CIOs regain control of a complex IT landscape

By Chris King

"Cloud computing, the consumerisation of IT and BYOD have all placed increased demands on the CIO, with many coming under pressure to improve the efficiency of IT operations and free up funds for new investments.  In the past, technical decisions, such as the choice of infrastructure components, were left up to the IT department, but with the increasing popularity of the cloud, these sorts of decisions are increasingly being made in the boardroom. As a result IT departments are finding themselves in a precarious position; if they can match the perceived low cost and flexibility of the cloud, then at best they will find their role diminished, but at worst, sidelined altogether.

The decision to move to the cloud is primarily a business decision; on paper it appears to be an easy solution to cutting costs and streamlining the organisation. However, the challenge faced by IT managers is how to best provision the highly flexible and low cost systems that the business now expects.

At this stage it is highly unlikely that a business' IT requirements could possibly be met by a single cloud solution. Instead, the combination of a cloud and conventional delivery model is the most effective. Experience shows that if these two entities are to interact successfully, the IT department will need to acquire new skills and take on new roles if they are to support the business in getting the best out of the new sourcing arrangements. 

It is here where Service Integration can help; offering the business the flexibility that cloud offers, but with the levels of control the IT department would like to retain. It helps organisations enable separate IT services to consistently work together in order to deliver real business benefits while managing the sprawling IT landscape.

One example of where Service Integration has made a real difference to IT delivery is the State of Texas which adopted and implemented this approach. The Texas Department of Information Resources (DIR) is responsible for administering citizen and state IT services. During a recent large consolidation project which encountered many obstacles such as project overruns and service outages, Texas DIR worked with Capgemini to move to a new, integrated IT service model which standardized infrastructure processes. Capgemini also helped Texas DIR maximise the value of its IT services delivered by various suppliers and consolidate operations in 28 government organisations across the state, while driving real organisational change.

Service Integration plays a key role in helping CIOs deliver real business benefits and an organisational change in the current IT landscape. It represents a first step towards re-empowering the CIO with the ability to support the business and add value as cloud service adoption accelerates. It may sound simplistic but with clearly defined services it is possible for the IT department to retain its place as an integral part of the IT supply chain, albeit with a different skill-set requirement, and instead of becoming sidelined it has the opportunity to become the businesses rainmaker."

IT outsourcing has changed, but have you?

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I wrote a feature about the challenges facing IT departments when they are outsourcing today.

Here it is:

Once upon a time, IT outsourcing was a choice between doing it or not, but with maturing cloud based services and the arrival of new suppliers, there are now more options to consider and hurdles to overcome.

At the same time, the stakes have risen because IT has become more critical to the efficiency and competitiveness of businesses. As IT outsourcing increases, procurement teams are growing as IT departments shrink.

Continue reading here.

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Cloud saved Carbon Trust when IT service providers couldn't

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When the Carbon Trust was faced with a huge IT budget cut it went to its IT outsourcing partners for help. But they couldn't help so it moved just about everything to the cloud.

Mike Proudlock, IS programme manager at Tate Britain, was presenting at the latest CW500 club. In the meeting of senior IT executives he spoke of his previous role at the Carbon Trust and how he was basically given no choice but to move as much as possible into the cloud or cloud-like services anyway.

His IT budget was slashed from £5.5m to £1m basically overnight.

He said his first port of call was to contact all his suppliers and tell them how much he could now spend on IT. All the suppliers came back and said they could not do the work at the price being asked for.

It was at this point he went to the board and told them they would have to move to the cloud. The IT department then went through application by application to ascertain what could be done cheaper in the cloud. He had a string business case - "If we don't cut costs we will no longer exist."

After that the first port of call for Proudlock was the suppliers. The Carbon Trust told its main suppliers about the situation and they came back by saying they could not provide the services it needed at that cost. "So we agreed we would split and terminate the contracts," said Proudlock.

Blown out by the suppliers Proudlock said the organisation began the task by looking at the total cost of ownership of systems. He said when factoring in staffing, patching, maintenance and upgrades the costs are a lot higher than expected.

He said the organisation looked into doing things in-house. But this has a lot of hidden costs. For example when you get a new email system and installation support, engineers, and training is required, he described.

In the end it recognized the only way it could do it was by moving systems to the cloud, said Proudlock. He said only two applications remained on premise including the HR system which only cost £1000 a year. "Both were small and so cheap there was no point getting someone else to run them."

Proudlock talked about how the Carbon Trust, which is a small organisation, had more clout when it came to negotiating with cloud suppliers. He described how if you have a problem with a service, which is multi-tenanted, and its other users, find out the supplier will soon have no business. "Microsoft was hardly going to jump if we barked at it. But if you are a cloud supplier and have a business model that depends on all your customers being happy to buy your products [a problem for one is serious.]"

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About this Archive

This page is an archive of entries from July 2013 listed from newest to oldest.

June 2013 is the previous archive.

August 2013 is the next archive.

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