What next for IT outsourcing as the mega-deals decline?

The UK has long been hooked on IT outsourcing – far more than any of our European neighbours. But is that enthusiasm on the wane?

In recent weeks, market research from several analyst firms have proved contradictory. Gartner reduced its forecast for outsourcing sales in Europe, citing the economic climate. Ovum, meanwhile, predicted an increase in 2013, saying that growth would outstrip that of 2011 and 2012. But then Information Services Group suggested there was a 23% year-on-year and 16% sequential drop in European outsourcing spend in the second quarter of this year.

Computer Weekly’s own reader research suggested a notable decline in IT services spending in favour of more staff recruitment and growing use of cloud. Anecdotally, from talking to UK IT leaders, the mood seems to be increasingly negative towards the role of outsourcing – or at the very least, CIOs are looking at it in a different light.

For many organisations, the days of the outsourcing mega-deal are over. There will be exceptions, of course, but most of the big, five-year or longer deals signed in the mid-2000s were not renewed. Instead, they were broken down, either into smaller deals with multiple suppliers, or to bring large chunks of that work back in house – or lately, to move it into the cloud.

One thing is for certain, the days of “transformational outsourcing” are over. That phrase was popularised by EDS, then the giant of the sector before its troubled acquisition by HP, and set the expectation that services firms would bring great change and innovation, using their advanced IT skills, to the benefits of customers.

For most CIOs, that turned into greatly complicated service-level agreements, innovative ways to charge more money, and an inability to respond quickly to business needs by supplier staff too far removed from the objectives and culture of their clients.

Take the public sector as the prime example. The disillusionment in Whitehall with the big services firms that have run most of government IT runs deep. Most of those contracts, signed under the Labour administration, are up for renewal in the next couple of years, and will not be continued.

Government wants more skills in-house, and a more diverse supplier base, encouraging more small suppliers to loosen the hold of the big system integrators. Many private sector firms want the same thing.

That’s without even mentioning some of the non-IT outsourcing scandals of late, such as G4S and Serco overcharging for services.

Outsourcing will always play a part, but with the growing realisation in boardrooms – and Cabinet rooms – that technology is strategic to the business and internal IT skills are the key to becoming digital organisations, it will be seen and used in a very different way in this decade from the last.

Outsourcing works best for predictable, standardised processes and operations, with manageable change. For the agile, fast-moving, digital business of the future, the outsourcing suppliers would need a very different approach, as in-house IT provision becomes increasingly strategic.

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Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next?

The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making.

Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives.

Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation.

Mitesh Patel
Managing Director
www.fifosys.com

Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next?



The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making.



Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives.



Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation.



Mitesh Patel

Managing Director

www.fifosys.com



Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next?



The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making.



Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives.



Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation.



Mitesh Patel

Managing Director

www.fifosys.com



Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next?The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making.Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives.Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation.Mitesh PatelManaging Directorwww.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
Cancel
Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
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Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
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Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next? The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making. Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives. Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation. Mitesh Patel Managing Director www.fifosys.com
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Outsourcing in this decade will absolutely be seen and used in a different way and it is also evident that in-house IT provision is becoming increasingly strategic - so what next?The responsibility must be on the IT Directors to take control of this situation – and that will mean recognising and addressing gaps in skill, expertise and experience in-house. It also demands that the IT Director embraces change today – even if the business is still operating on-premise. In order to take full advantage of outsourcing and realise the true value of technology innovation, IT Directors need to be empowered to take a proactive role in implementing corporate strategy and move from a role-based function focused on infrastructure delivery, to one of the Chief Innovation Officer with the strategic business insight to drive better decision-making.Of course, not every IT Director will have the skills or desire to become a CIO. And this is where outsourcing providers can evolve the services they provide. For those organisations with a CIO, outsourcing providers can provide a monitoring and audit service that absolves them of the day-to-day task management. And for those without an IT Director, outsourcing providers can fulfill the role of the virtual CIO, an individual that can work with the business to drive IT strategy and realise corporate objectives.Regardless of the chosen path, it is time for businesses to take control and actively seek the right training and coaching required to take the existing skill set to the next level, gaining the best of both worlds and attaining true technology innovation.Mitesh PatelManaging Directorwww.fifosys.com
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