Positioning Strategy of Swisscom’s
ICT Outsourcing Offer
White Paper
Bachelor Thesis 2011
By
Hilal Sahbaz
19 August 2011
Business Administration (International Management)
Supervisor: Prof. Dr. Axel Keller
I
Positioning Strategy of ICT Outsourcing Offer
Swisscom (Switzerland) Ltd
Stakeholder
Client
Swisscom (Switzerland) Ltd
Marc Lindt
Regula Boller
Head of Outsourcing Services
Marketing
&
Sales,
Outsourcing
Services
Müllerstrasse 16
Müllerstrasse 16
8004 Zürich, Switzerland
8004 Zürich, Switzerland
Phone
+41 58 223 46 41
Phone
+41 58 221 57 12
Email
[email protected]
Email
[email protected]
Supervisor
Prof. Dr. Axel Keller
University of Applied Sciences Northwestern Switzerland
Riggenbachstrasse 16
4600 Olten, Switzerland
Phone
+41 62 286 01 48
Email
[email protected]
Author
Hilal Sahbaz
Phone
+41 76 302 28 71
Email [email protected]
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II Executive Summary
The paper at hand on positioning strategy of Swisscom’s ICT Outsourcing offer has
been written for the Swisscom Switzerland Ltd in Zurich and represents a diploma
paper of the bachelor degree program “International Management of the University of
Applied Sciences Northwestern Switzerland. Swisscom Switzerland Ltd required a
study on ICT outsourcing that positions Swisscom Switzerland Ltd as experienced
outsourcing partner. Key arguments, challenges and important aspects had to be
collected and put in summarized form into a paper that can serve as white paper for
ICT solution and services of Swisscom Switzerland Ltd.
The paper consists of three parts named introduction into the issue outsourcing,
interview findings and solution approach.
The first section shall give the reader a general overview of outsourcing and related
development over the past years. Furthermore, insight into the different attributes of
outsourcing model and outsourcing standards ITIL are provided.
The second part presents the conducted interviews with ICT specialist within Swisscom
Switzerland Ltd and existing ICT outsourcing customers of Swisscom Switzerland Ltd.
The interview findings show arguments for ICT outsourcing, related risks and
challenges, explains the important elements of outsourcing process and presents the
competitive environment of Swisscom Switzerland Ltd. Lower total cost of ownership
and ability to concentrate more on core competencies are among others the major
motives for organizations to assign their ICT services to external service provider.
Furthermore, it has been identified that loss of know-how and flexibility are the main
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challenge for service user. Whereas for service provider lack of accurate analysis by
organization of its own ICT services and processes is the main challenge. Swisscom
Switzerland Ltd conducts for each outsourcing project a special risk management
program to minimize or even prevent potential risks. Moreover, the outsourcing
process includes 4 important phases: Evaluation, Negotiation & Agreement, Transition,
and Transformation. Duration and complexity of processes varies according to
outsourcing project.
Based on the desk research and conducted interviews, a white paper has been created
including introduction, benefits, risk and challenges, the paths from insourcing to
outsourcing, common outsourcing failures and choosing the right service provider.
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III Declaration of Authenticity
I the undersigned declare that all material presented in this paper are my own work or
fully specifically acknowledged wherever adapted from other sources.
I understand that if at any time it is shown that I have significantly misrepresented
material presented here, any degree or credits awarded to me on the basis of that
material may be revoked.
I declare that all statements and information contained herein are true, correct and
accurate to the best of my knowledge and belief.
19 August 2011
Hilal Sahbaz
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Table of Content
I
STAKEHOLDERS
2
II
EXECUTIVE SUMMARY
3
III DECLARATION OF AUTHENCITY
4
IV LIST OF TABLES
5
V
LIST OF FIGURES
VI LIST OF ABBRATIONS
1. INTRODUCTION
11
1.1. Purpose of the Study
11
1.2. Goals
12
2. METHODOLOGY
12
2.1. Desk Research
12
2.2. Interviews
13
2.2.1.
Target Group
13
3. INTRODUCTION TO THE ISSUE ICT
15
3.1. Definition of Outsourcing
15
3.2. Historical Development of IT Outsourcing
16
3.3. Integration of ICT
16
3.4. ICT Outsourcing
17
3.5. Outsourcing Model
18
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3.5.1.
Financial Dependence
Positioning Strategy of ICT Outsourcing Offer
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19
3.5.2. Level of External Performance Procurement
19
3.5.3.
Strategic Aspects
20
3.5.4.
Time Aspects
22
3.5.5.
Number of Service Providers
22
3.5.6.
Level of Operation Orientation
22
3.5.7.
Location
24
3.6. ITIL – ICT Service Management
24
3.6.1.
Service Support Process
26
3.6.2.
Service Delivery Processes
35
4. INTERVIEW RESULTS
38
4.1. ICT Outsourcing Specialists
38
4.1.1.
Target Group
38
4.1.2.
ICT Outsourcing of Swisscom
39
4.1.3.
Success of Outsourcing
40
4.1.4.
ICT Outsourcing Process
42
4.1.5.
Competition
43
4.2. Customers of Swisscom
43
4.2.1.
Case AXA Winterthur
43
4.2.2.
Case Ringier AG
45
5. SOLUTION APPROACH
47
5.1. Introduction
48
5.2. The Benefits of ICT Outsourcing
49
5.3. The Challenges of ICT Outsourcing Challenges
53
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5.4. The Path from Insourcing to Outsourcing
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55
5.4.1.
Evaluation
56
5.4.2.
Negotiation & Agreement
59
5.4.3.
Transition
60
5.4.4.
Transformation
61
5.5. Common Outsourcing Failures
61
5.6. Choosing the right service provider
65
6. CONCLUSION & RECOMMENDATION
66
7. BIBLIOGRAPHY
67
8. APPENDİCES
73
8.1. Interview Guideline – ICT Outsourcing Specialists
73
8.2. Interview Guideline – Customers of Swisscom
74
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IV List of Tables
Table 1: Interview Partners – Outsourcing Specialists
Table 2: Interview Partners – Customers of Swisscom
V List of Figures
Figure 1: Sourcing Model
Figure 2: ITIL Process Model
Figure 3: Service Support Process Model
Figure 4: Change Management Process Model
Figure 5: Release Management Process Model
Figure 6: Service Delivery Process Model
Figure 7: Outsourcing Process Model
VI List of Abbreviations
AM
Application Management
ASP
Application Service Management
BPO
Business Process Outsourcing
CAB
Change Advisory Board
CI
Configuration Item
CMDB
Configuration Management Data Base
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CRM
Customer Relationship Management
DB
Data Base
DSL
Definitive Software Library
EDS
Electronic Data System
ERP
Enterprise Resource Planning
FMO
Future Mode of Operation
GPRS
General Packet Radio Service
ICT
Information and Communication Technology
IPT
Internet Protocol Telephony
IT
Information Technology
ITIL
IT Infrastructure Library
ITO
Information Technology Outsourcing
KE
Known Error
LAN
Local Area Network
LOl
Letter of Intent
NDA
Non-disclosure Agreement
NEBIS
Network of Libraries and Information Centers in Switzerland
PMO
Present Mode of Operation
R&D
Research and Development
RfC
Request for Change
RfP
Request for Proposal
SLA
Service Level Agreement
SLM
Service Level Management
TCO
Total cost of ownership
TTS
Trouble Ticket System
WAN
Wide Area Network
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1. Introduction
This Bachelor thesis evolved from a requirement identified by Swisscom Switzerland
Ltd, which is the leading telecoms provider in Switzerland. Swisscom Switzerland Ltd
provides complete outsourcing of in-house network, voice and IT security infrastructure
to corporate business. These businesses heavily rely on ICT (information and
communication technology). ICT services require efficient management, coordination
and monitoring. In the event of non-fulfilment of these performances, organizations
face high employment expenses, unprofitable procurement, poor process and
unreliable operation. As an experienced outsourcing partner, Swisscom Switzerland
Ltd is looking for a positioning strategy for its ICT outsourcing offer.
1.1.
Purpose of the Study
An ICT outsourcing offer is usually associated with assignment of existing ICT
infrastructure, staff and business processes. In addition, the customers of Swisscom
expect with outsourcing to attain a significant financial advantage as well as
professional support for the innovation process. Consequently, Swisscom Switzerland
Ltd is looking for a positioning strategy. In view on this, the aim of this Bachelor thesis
is to produce a white paper that can contribute to position Swisscom Switzerland Ltd’s
outsourcing offer and as an experienced outsourcing partner.
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1.2.
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Goals
In total 5 goals were defined, which had to be adjusted during the process of working
on this paper. The final wording of the goals is as follows:
1. Provide a conversation introduction for potential customers.
2. Determine advantages of outsourcing for customer.
3. Demonstrate the process of outsourcing.
4. Appoint success factor, which is to be fulfilled by customer.
5. Emphasize criteria to adopt a service provider.
2. Methodology
In order to understand the studied topic environment thoroughly, qualitative techniques,
such as desk research and qualitative interviews, were seen as the best method for
data collection and analysis. The findings were first categorized into interviews with
outsourcing specialists and interviews with customer of Swisscom Switzerland Ltd.
Then the author analyzed the cross interview results and interpreted the findings in the
desk research.
2.1.
Desk Research
The goal of the desk research was to identify different literature pertaining to the topic
of ICT outsourcing. It served as theoretical background and lead for the whole
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Bachelor thesis. The desk research was conducted with information and literature
obtained through the Network of Libraries and Information Centers in Switzerland
(NEBIS) as well as on the Internet. The combined theoretical framework, relative to the
studied issue and proposed propositions, draws on acknowledged current strategies by
decision-making researchers.
2.2.
Interviews
Out of the desk research, the author developed, together with the supervisor and the
client, two interview guidelines in order to conduct interviews with outsourcing specialist
and Swisscom clients. All interviews followed the same semi-structured method and
both interview guidelines for Swisscom outsourcing specialists (see page 75,
Appendix: Interview Guideline –ICT Outsourcing Specialists) and Swisscom clients
(see page 76, Appendix B: Interview Guideline – Customers of Swissscom) had been
sent to the Swisscom contact person beforehand. After the questions were reviewed
the data collection started with personal interviews with six outsourcing specialists. The
interviewees for the second part of interviews, namely the Swisscom customers, were
nominated by ICT outsourcing specialists.
2.2.1. Target Group
The target groups were defined by the client; they are six outsourcing specialists and
two clients of Swisscom:
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Table 1: Interview Partner – Outsourcing Specialists
Last Name
Name
Position
Company
Mazziotta
Guiseppe
Outsourcing Account Executive
Swisscom Switzerland Ltd
Achermann
Daniel
Senior Solution Architect
Swisscom Switzerland Ltd
Burtscher
Andrea
Outsourcing Business Manager
Swisscom Switzerland Ltd
Studer
Basil
Head of Outsourcing Delivery Management
Swisscom Switzerland Ltd
Lindt
Marc
Head of Outsourcing Services
Swisscom Switzerland Ltd
Tofighi
Bahman
Outsourcing Account Executive
Swisscom Switzerland Ltd
Source: Author
Table 2: Interview Partner – Clients of Swisscom
Last Name
Name
Position
Company
Horvath
Andreas
Head of Global Network Delivery
AXA Technology Services
Bischof
Dieter
Ringier AG
Source: Author
The reason why only two clients of Swisscom were interviewed was that it was not
possible for the client to arrange further interview appointment with its clients. The
duration for each interview was approximately 40 minutes. The interviews with
outsourcing specialists were conducted at Swisscom in Zürich, with Mr. Horvath at AXA
in Winterthur and with Mr. Bischof at Rinigier in Zofingen; each of them was recorded
and transcribed.
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3. Introduction into the Issue ICT
The introduction to issue ICT outsourcing requires definitions and an overview of the
development of outsourcing as well as an elaboration on ICT outsourcing.
3.1.
Definition of Outsourcing
In the literature there is no single description of outsourcing. The term “outsourcing” is
a word combination of the terms “Outside” and “Resource” and means Outside
Resource Using. Atlinkemer, Chaturvedi and Gulati (2004) explain the term as the act
of subcontracting a part or all of an organization’s information systems work to external
vendors, to manage on its behalf. Loh and Venkatraman (1992, p. 7) define it as
managing an organization’s IT infrastructure through governance mechanisms with
other organizations. According to Horchler (1995, p.1) it describes the ways and
opportunities to optimize business functions and processes through contracting
services to external service providers, which previously have been performed by
internal functional units.
Principally, all descriptions lead somehow to transferring the value-added activities of
the organization to suppliers. By delivering services and components to qualified and
specialized providers the production costs and development costs, but also service
overhead costs, are often reduced. By concentrating on their core activities,
organizations realize cost advantages and improve their own operative and strategic
market position (Gabler Verlag, n.d.).
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3.2.
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Historical Development of IT Outsourcing
In the 1960s and 1970s organizations were proud of being independent. In order to
avoid perceived uncertainty, they produced everything on their own. Therefore
enterprises operated their electronic data processing as well as all other services by
themselves. Communication was done through telephone and data were transmitted
by mail or interoffice mail. The main focus was cost reduction.
In the 1980s this started to change; organizations began to strengthen and develop
their core competencies. This procedure confronted the organizations, for the first time,
with the “make or buy” decision and thus raised the idea of outsourcing. Divisions such
as IT infrastructure and wage and salary administration were referred to the
responsibility of independent organizational units. This developed a market for services
such as information technology (IT) and outsourcing started to gain currency in
management practice.
Nowadays we have a fully developed, mature IT market, where make-or-buy decisions
take an institutional role. Communication takes place through exclusive and public
networks such as Internet, Intranet and Extranet. E-commerce and E-procurement are
strategic tools that have gained vital importance with regard to sales and purchase
(Horchler in Gründer 2004, p. 17).
3.3.
Integration of ICT
The introduction of fax and e-mail enlarged the range of communication channels, and
the speed of information exchange increased. Eventually, with the Internet, data,
resources and applications became available always and everywhere. Furthermore, it
made possible cross-linked business units across national borders. Mobile telephony
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complements those net and increases the range of IT services.
However, IT
outsourcing couldn’t and cannot serve this evolution by itself. IT systems and
telecommunication (TC) had to be merged, operated, managed and continuously
developed in their entirety. IT and TC merged into a common base, namely into
information and communication technology (ICT) which no longer differentiated the
individual elements. Henceforth, IT and TC are fully integrated, and ICT service
providers develop different applications and operate them (Horchler in Gründer 2004
p.17ff).
3.4.
ICT Outsourcing
Ever since Kodak decided to hire out its data processing and communication network
to DEC, IBM and Businessland in 1989 there has been a trend toward ICT outsourcing
(Johansen, n.d.; Horchler, 1996, p.3). Nowadays, ICT outsourcing is an entire end-toend management of the whole ICT without any interface. The ICT service provider is
responsible for the complete IT as well as ICT infrastructure and the operation of their
applications. However, the customer (service user) is still responsible for the ICT
strategy and IT monitoring. All integrated services are collected in one service
management that is the central contact point for the customers – one face for the
customer. However, the service provider includes, in the Service Level Agreement, all
integrated services and makes them visible to the client (Gründer and Lessmann in
Gründer 2004, p. 177), namely, the functional service level, which takes over the
availability of individual networks, applications, data center, and workplace. The service
provider generally reports periodically about the service performances as well as the
quality, and is has overall responsibilities. However, to provide such a full ICT
outsourcing service requires a service provider that possess competencies and is
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experienced in the IT and TC fields and in the whole ICT process. Furthermore, the
service provider should be able to integrate both fields (Horchler in Gründer 2004, p.
21).
Figure : Sourcing Model
Source: Jouanne-Diedrich in euphorie.de, n.d
3.5.
Outsourcing Model
The choice of the outsourcing model is an important component of outsourcing
strategy. There exist various outsourcing forms and, due to customer requirement, new
ICT outsourcing forms are being developed continuously. The outsourcing model
possesses various attributes, as seen in Figure 1.
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3.5.1. Financial Dependence
Before outsourcing, the firm must first decide whether the ICT outsourcing is to be
implemented internally or externally. The internal outsourcing of ICT involves setting up
a subsidiary that acts as the exclusive ICT service provider for the parent company.
External ICT outsourcing occurs when an external, economically independent company
(service provider) is commissioned to take over the ICT services for the assigning
company (Horchler 1996, p. 17).
3.5.2. Level of External Performance Procurement The level of external performance procurement can be divided into three stages: total
insourcing, which means that no service is outsourced to an external provider;
selective outsourcing, when up to 80% of the services are outsourced; and total
outsourcing, which occurs when the whole process is outsourced to an external
provider. (Jouanne-Diedrich 2007, cited in ephorie.de IT Sourcing-Map, n.d.).
3.5.2.1. Total Outsourcing
Total Outsourcing occurs when all ICT services are completely outsourced to a service
provider; at least 80% of an organization’s ICT budget must be spent on the service
provider (Saravanja, n.d.). In this case, the service provider supplies a full outsourcing
service, which includes both the transfer of resources and orders as well as associated
management tasks. Total ICT outsourcing also includes the integration of employees
and the assets and hardware acquisition. Further, the service provider takes over the
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overall responsibility for all ICT services, including human resources management,
purchasing, financing, maintenance and disposal (Bohlen cited in Gründer 2004, p.
56).
3.5.2.2. Selective Outsourcing
The most common model is selective outsourcing. It occurs when only a part of ICT
assets is outsourced. Usually, infrastructure management and support are outsourced.
Compared to Total Outsourcing, Selective Outsourcing means that less than 80% is
outsourced (Willcocks 1994, cited in Johanson, n.d.).
3.5.3. Strategic Aspects
Within the IT outsourcing strategy different objectives can be pursued. When following
the Co-Sourcing strategy the performances are not charged by technical units, but
based on business process and/or outcome (Jouanne-Diedrich, n.d., p. 129).
3.5.3.1. Co-­‐Sourcing Co-Sourcing was originally created by EDS (Electronic Data Systems Corporation)
(Lacity and Willocks 2001, cited in Jouanne-Diedrich, n.d., p.129). It is characterized by
the fact that the settlement of the services/performances is no longer made based on
technical units (as is still the case in ASPs), but is based on business process or even
on success (Jouanne-Dietrich, n.d., p. 129).
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3.5.3.2. Transitional Outsourcing
Transitional Outsourcing proceeds when something new is implemented in the
company. Organizations operate this model to introduce major changes such as
moving from one technological platform to another. The organization decides to
temporarily outsource the function until it builds up competence to handle it internally
(Willcocks and Lacity 1998, cited in Johanson, n.d.).
3.5.3.3. Transformational Outsourcing
The Transformational Outsourcing model combines the outsourcing of an IT
department with a complete reorganization. The IT department will be spun off from the
organization into a separate business or completely transferred to an external provider,
whereby all internal IT employees become external provider employees (Saravanja,
n.d).
3.5.3.4. Value-Added Outsourcing
Value-added outsourcing occurs as a form of outsourcing in which both parties bring
expertise to operate together on the external market. Thus, the defining element is a
partnership-based union with shared revenues and risks (Lacity and Willocks 2001
cited in Jouanne-Diedrich, n.d., p. 129)
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3.5.4. Time Aspects
The time aspect provides information about whether the processes are permanently
outsourced or are to be performed again internally at a later stage (backsourcing).
Backsourcing is when previously outsourced services and processes are brought back
in-house and operated internally again.
3.5.5. Number of Service Providers
Multi-Sourcing is a model that is mostly used when the services are completely
outsourced to different service providers. In contrast, Single-Sourcing is when the
organization obtains services from only one service provider.
3.5.6. Level of Operation Orientation
The level of operation orientation refers to the form and complexity of the outsourced
services. IT infrastructure outsourcing is the most frequent. In the case of Application
Outsourcing, IT applications are outsourced. Business Process Outsourcing is the
outsourcing of entire business processes. A special form of business process
outsourcing is the Knowledge Process Outsourcing, which deals with the outsourcing
of knowledge-intensive processes such as R&D.
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3.5.6.1. IT Infrastructure Outsourcing (ITO)
ITO includes the provision of some or all information systems by one or more service
providers. Responsibility for key decisions associated with those provided services are
transferred upon the service provider. Typical outsourced ITO functions are data
conversion, database administration, help desk, content development, application
development, systems administration, mainframe, network management and website
development functions (Ling and McKenzie 2011)
3.5.6.2.
Business Process Outsourcing (BPO)
Business Process Outsourcing occurs when an organization hands over the
management and optimization of a business process to a third party. BPO is a longterm customer-specific delivery and management of key processes. The most common
processes covered by customized BPO are accounting, facilities management,
logistics, customer relationship management and further business processes to
improve performance (Ling and McKenzie 2011).
3.5.6.3. Application Outsourcing
Application Management Service (AMS)
This model includes the outsourcing of complex and critical application environments
such as ERP, CRM, or Web applications. The service provider takes over the hosting,
operation, configuration and optimization, and maintenance of software (Bohlen cited in
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Gründer 2004, p.58). However, the service provider has to possess the appropriate
know-how regarding the applications used by the company.
Application Service Providing (ASP)
Application Service Providing occurs when defined application software is made
available for customers via a secure Internet connection, which can be used by several
firms simultaneously. Actually, it is a leasing of application software, whereby the ASP
customer pays the application service provider based on usage or time license fees .
Application Service Providing includes the use of common IT applications, along with
the required infrastructure (Heinrich 2002, p. 115).
3.5.7. Location
The Offshore Sourcing model means that the service provider is abroad. The reasons
are lower wages, hence lower outsourcing costs. If the service provider is from a
neighboring country, then it is called Nearshore Sourcing. The term Global Sourcing is
also used for Offshore Sourcing or for a combination of models.
3.6.
ITIL – ICT Service Management
IT Infrastructure Library (ITIL) is the ICT Services Management Framework. ITIL is the
most widely implemented standard for IT Service Management in the world, which was
developed in 1989 by Central Computer and Telecommunications Agency (CCTA) in
recognition of the trend towards end-to-end ICT Services Management and lifecycle
management (Government of Victoria 2006, p.1). The main purpose was to achieve
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greater transparency and cost savings in purchasing IT services. This is made possible
through useful defining of service processes and service levels. ITIL is based on
proven best practice knowledge and experience from professionals in the management
and delivery of quality ICT services (Skrippek in Gründer 2004, p. 220).
Adapting ITIL offer a range of advantages that includes:
• Improved IT services
• Reduced costs
• Improved customer satisfaction through a more professional approach to service
delivery
• Improved productivity
• Improved use of skills and experience
• Improved delivery of third party service.
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Figure 2: ITIL Process Model
Source: Ruggles, 2007
3.6.1. Service Support Process
ITIL is based on a process approach which is scalable to both large and small IT
organizations. Furthermore, it has been designed and structured to deliver flexibility for
implementation by any company and model of ICT services provision (Government of
Victoria 2006, p. 3).
Basically, the processes of Service Support are event-driven. These events are called
Incidents. An Incident is not a part of the standard operation of the service and causes
an interruption of services or a reduction in service quality (Skrippe in Gründer 2004, p.
222).
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Figure 3: Service Support Process Model
Source: Best Management Practice, 2011
3.6.1.1. Incident Management
The primary function of Incident Management is to restore normal operations as quickly
as possible with the least possible impact on either the business or the user, at a costeffective price, by responding to actual Incidents and immediately removing of the
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cause. The priority of an Incident is influenced by two factors, namely urgency and
impact. ITIL uses three metrics for determining the order:
-
Urgency: The degree to which the incident's resolution can tolerate delay
-
Impact: The effect on business operation that an incident has.
-
Priority: How quickly the service desk should address the incident.
After classification and prioritization, the Request for Change (RfC) is transferred to
Change Management (Skrippek in Gründer 2004, p. 223ff).
Other tasks of Incident Management include the monitoring and recording of incidents,
namely, to report and control the agreed-on service levels. The service levels are
documented in the Service Level Agreement (SLA), which is created by Service Level
Management (Chapter 6.2.1). Furthermore, Incident Management is responsible for
communicating the reported incidents to the client (Skrippek in Gründer 2004, p. 225).
3.6.1.2. Problem Management
Problem Management minimizes the impact of problems on the organization that are
caused by errors in the infrastructure, and prevents the appearance of disturbances,
problems and errors (Tipton and Krause 2008). Problem Management has three core
activities:
-
Problem handling: Ascertainment and investigation of problems.
-
Error handling: Monitoring of unknown errors and template of RfC
-
Problem preventing: Identification of potential disturbances
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Problem Management supports problem handling within the frame of Incident
Management. It provides workarounds for accrued incidents. A problem is an unknown
cause for one or more incidents. After a solution is developed to solve a problem, the
problem becomes a Known Error. However, if a change is required in the current
implementation of IT services to resolve a problem, it will be defined in the RfC
(Skrippek in Gründer 2004, p. 226).
3.6.1.3. Configuration Management
Configuration management is the implementation of a configuration management
database (CMDB) that covers details of the organization's components that are used in
the acquisition and management of its IT services (Tipton and Krause 2008). This does
not mean a hardware-oriented configuration, but a configuration of all services for the
provision of relevant components, such as: software components, description of
method, Service Level Agreement, description of function, employees, service
appreciable hardware components, etc. (Skrippek in Gründer 2004, p. 228).
The main activities of configuration management are:
• Planning: Planning and defining the scope, objectives, policy and process of the
CMDB.
• Identification: Selecting and identifying the configuration structures and items within
the scope of the IT infrastructure.
• Control: Ensuring that only authorized and identifiable configuration items are
accepted and recorded in the CMDB throughout its lifecycle.
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• Status accounting: Keeping track of the status of elements throughout the entire
lifecycle of configuration items.
• Verification
and
audit:
Auditing
after
the
implementation
of
configuration
management to verify that the correct information is recorded in the CMDB,
followed by scheduled audits to ensure the CMDB is kept up-to-date.
(Tipton and Krause 2008)
3.6.1.4. Change Management
Change management ensures that all areas apply a standardized process when
implementing change into a production environment, in order to minimize the impact of
change-related disturbances (Skrippek in Gründer 2004, p. 230). Change is defined as
any adjustment, enhancement, or maintenance to a production business application,
system software, system hardware, communications network, or operational facility
(Tipton and Krause 2008).
Input for Change Management is a Request of Change that can come from different
sources, for instance:
-
Incident Management: RfC of user
-
Problem Management: Definition of RfC as a solution for a problem
-
Service Level Management: Change of existing SLA at the client’s request
-
Availability Management: Improve or optimize availability of IT services
(Skrippek in Gründer 2004, p. 230)
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Not every RfC can be accepted and implemented, and therefore a Change Advisory
Board – a decision-making and control authority – is required within the change
management. CAB varies in its composition and size depending on the economic
importance and the scope of services.
Figure 4: Change Management Process Model
Source: Osiatis.es, n.d
The RfC are assessed according to their urgency and their impact on the adducing IT
services. In addition, the standards regarding SLA and Financial Management are
applied to decide whether an RfC is accepted and implemented. For this reason, the
parties should be represented on the CAB (Skrippek in Gründer 2004, p. 231ff).
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3.6.1.5. Release Management
Release Management implements “changes to IT services taking a holistic (people,
process, technology) view which considers all aspects of a change including planning,
designing, building, testing, training, communications and deployment activities” (ITIL
Library.org, n.d.).
The practice of effective Software Control and Distribution (SC&D) includes the design
of a Definitive Software Library (DSL), into which the master copies of all CIs are
stored. The DSL consists of a physical store and a logical store. SC&D processes
involve the management of the software CIs and their distribution and implementation
into a production environment. This contains the definition of a release program
suitable for the company, the definition of how version control will be implemented, and
the procedures for how software will be built, released and reviewed (ITIL Library.org,
n.d.).
Based on the release unit, Release is divided into:
-
Delta Release is a release of only that part of the software which has been
changed.
Full Release means that the entire software program will be released again.
-
Packaged Release is a combination of many changes.
(Tipton
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Table 5: Release Management Process
Source: Own elaboration based on Skrippek in Gründer, 2004
The main activities of Release Management are:
-
Release Policy is a guideline for release planning, naming and numeration
convention, as well as communication channels and contents, and distribution
channels.
-
Release Planning includes providing definition of the release to implement
necessary CI up-date.
-
Build and Configure the Release is the implementation of the release planning into
a concrete new release version. If a release cannot be implemented correctly, a fall
back strategy will be developed.
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Release Review and Acceptance includes the technical review conducted by the
user and operational review conducted by the system administrator. After the
review the acceptance of the release is agreed on.
-
Roll-out Planning determines the implementation strategy: determining the
schedule and action plane.
-
Communication and Training Preparation is the provision and distribution of the
new release information, and the preparation as well as the planning of the
upgrade.
-
Distribution and Installation is the takeover of the release to production. At the
same time the Release Management monitors the entire logistic from provision
through to delivery of soft and hardware.
(Tipton and Krause, 2008)
3.6.1.6. Service Desk
Service Desk is the central interface between users and the IT service management. It
is a single point of contact and deals with incidents, problems as well as questions and
provides an interface for all activities in the service support process (Ebenda, cited in
Skrippek in Gründer 2004, p. 234). Service Desk is a functional unit but not a process.
Usually, the provided support is divided into three levels according to technical degree,
namely, 1st, 2nd and 3rd Level Support (Srippek in Gründer 2004, p. 234).
Benefits of a Service Desk are:
-
Increased first call resolution
-
Skill-based support
-
Rapidly restored service
-
Improved incident response time
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-
Quick service restoration
-
Improved tracking of service quality
-
Improved recognition of trends and incidents
-
Improved employee satisfaction
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(Tipton and Krause 2008)
3.6.2. Service Delivery Processes
Next to operational process a well-performing service provider requires processes to
support and maintain the administrative aspects (Skrippek in Gründer 2004, p. 236).
Service delivery ensures that IT infrastructure is provided at the right time, in the right
capacity, at the right price, and is applied in the most efficient way. These are made
possible by doing analysis and decisions to balance volume at a production or service
point according to the customer’s requirements. Further, it includes the processes
required for the planning and delivery of quality and improving the quality of the
services delivered (Tripton and Krause 2008).
Service Delivery processes and their relationship are presented in the Figure 5. The
frame of the thesis allows only a detailed discussion of Service Level Management.
The other processes will be briefly presented.
-
Availability Management optimizes the performances of IT infrastructure and its
supporting units to achieve a cost-effective as well as long-term availability ratio
that enables the organization to reach its objectives.
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Capacity Management recognizes and determines the future as well as actual
service delivery and required sources for service delivery. Further, it ensures that
both current and future capacity and performance aspects are rendered costeffective.
-
Continuity Management supports the general process of Continuity Management
for IT services in the organization while regaining the required IT technic and
resources within the essential and agreed timeframe.
(Skrippek in Gründer 2004, p. 237ff)
Figure 6: Service Delivery Process Model
Source: Best Management Practice, 2011
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3.6.2.1. Service Level Agreement
Service level management SLM works at maintaining and gradually improving
business activities aligned with IT service quality. This occurs through a continuous
cycle of agreeing, monitoring, reporting and reviewing IT service achievements and
through taking action to eliminate unacceptable levels of service quality (Skrippek in
Gründer 2004, p. 238).
Furthermore, SLM is responsible for assuring that the service objectives are
documented and agreed in the SLA and monitors and reviews the current service level
reach against their SLA objectives. SLM process manages and improves the agreed
level of service two parties, the service provider and the service receiver (Tipton and
Krause 2008). Moreover, Service Level has to be assigned for various areas, for
instance network support, hardware support or application support. Extensive
descriptions are necessary to formulate the Service Level audit-proof. In addition,
review cycle should be agreed to assess the delivered services (Skrippek in Gründer,
2004 p. 239).
Benefits of Implementing Service Level Management are:
- It enables both the customer and the services provider to have a clear
comprehension of the expected level of delivered services and their related costs for
the organization, by drafting these objectives into formal agreements.
It can be applied as a basis for charging for services, and can present to customers the
value they are receiving.
- It supports the service desk with the handling of external supplier relationships, and
introduces the possibility of negotiating improved services or reduced costs.
(Tripton and Krause, 2008)
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4. Interview Results
This chapter presents the findings of interviews with Swisscom ICT specialists and with
outsourcing customers of Swisscom.
4.1.
ICT Outsourcing Specialists
The twenty-four questions asked are summarized into the following topics: Target
group, ICT outsourcing of Swisscom, success of ICT outsourcing, process of
outsourcing and competition.
4.1.1. Target Group
All of the specialists have been in the outsourcing business for a long time – at least 9
years. Some of them operated in different function from their present one, but their
work was related to outsourcing. Mr. Mazziotta declared working in different functions
enabled him to gather experiences in various outsourcing functions and allowed him to
have a broader perspective. However, the specialists were involved at least in nine
outsourcing projects in Swisscom Switzerland Ltd. The Senior Solution Architect, Mr.
Achermann, couldn’t even tell in how many project he had participated, due to his
several roles in each project.
Since the clients are corporate businesses, and the projects are extensive and
complex, the specialists supervise one or maximum two projects. For instants, Mrs.
Burtscher is responsible for the outsourcing project of a very large and well known
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Swiss bank, and Mr. Tofighi supervises two outsourcing projects. However, some
specialists are simultaneously involved in other project as supporting adviser.
Furthermore, the interview responses indicate that the customer portfolio of Swisscom
Switzerland Ltd is wide. The clients are from the industries of insurance, banking,
consulting, industry, media and retail. Also, their customers’ targets and scope are very
different, which enabled the specialists to establish and work on outsourcing project for
various types of industries.
4.1.2. ICT Outsourcing of Swisscom
The interviewees were asked about the products they offer to their client. All of the
interview partners offer classical Telco products. Mr. Studer explained that they run
everything on ICT, which the customers operated before on their own and would like to
outsource now. This product portfolio includes standard voice: fixed-line, mobile;
network: LAN, WAN; security services, and further specialties such as Internet Protocol
Telephony (IPT), contact center solutions and trading solutions, except IT specific
services. To the question what kind of outsourcing model the clients chose, all
interview participants answered with full outsourcing. Mr. Mazziotta stated: “Since we
are in the Telco business, our products are established, whereas they are non-core
businesses for the service user. Therefore, the approach is to overtake infrastructure,
staff and operational responsibility, namely, full-service.” However, Mr. Studer declared
that there are cases where customers don’t outsource their assets to Swisscom
Switzerland Ltd. For example, many customers operate internationally and they also
outsource globally. In such cases Swisscom Switzerland Ltd works with its global
partners and sometimes its partner takes over the assets. Furthermore, Mrs. Burtscher
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pointed that the decision-making is strongly dependent on the industry the client is
operating in. For instance, customers from finance and the banking industry have a
different security view than the clients from other industries. “However, a lot has
changed and developed especially in the finance and banking sector. Due to the
financial crisis and cost pressures, the topic of outsourcing arose”, stated Marc Lindt.
According to Giuseppe Mazziotta, Swisscom Switzerland Ltd has got the strengths and
is also well positioned in the financial sector: “We have the specific know-how. The
Swisscom Switzerland Ltd was allowed to establish the first outsourcing project in a
financial institution.”
4.1.3. Success of Outsourcing
For almost all interview partners cost reduction is the main argument to outsource the
ICT - to obtain the same or higher quality for less. Mr. Mazziotta explained that this is
possible because ICT is the core competence of Swisscom and therefore Swisscom
can provide it efficiently and at a reduced rate. Another argument of the interviewees is
that an organization can focus on its core competences as well as develop its profitable
business, and does not need to worry about its ICT business, which is the core
competence of Swisscom Switzerland Ltd. Further communicated arguments are
developing technology, innovation and required know-how and skills. Mr. Achermann
declared: “Technology is complex and continuously developing. Many organizations
are not capable of maintaining the infrastructure, staff and know-how.” All these
arguments are almost without exception applicable to all business sectors. However,
the specialists were asked also about the risks for customers. This question was not so
easy for them to answer. In summary, they answered that the main risk is that the client
is not well prepared for outsourcing, meaning that they does not know their ICT
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business well and therefore are not capable of analyzing it. Eventually, this may lead to
improper due diligence. Further, Basil Studer explained that if the business is once
outsourced, it is too complex to source it back.
However, according to Basil Studer, Swisscom has, for each project, a risk process
that includes risk identification, evaluation and deposited corresponding sanctions.
Further, “we have certified processes, among them access management and
declarations”, stated Mr. Achermann. In a further question, the interviewees were
asked about the reasons for outsourcing failures. Renege on expectations, too high
expectations, poor establishment of confidence base, poor relationship and
communication were named most frequently. To prevent such cases, “it is important to
communicate and maintain clear communication while whole outsourcing process and
after the transformation.” Further, “we have for different client improvement services to
ensure that improvement continuously occurs”, declared Mr. Studer. Mr. Mazziota
explained that while the agreement stage changes should be made and the contract
should be continuously adapted to the business environment.
In a last question about successes of outsourcing, specialists were asked what kind of
criteria the clients has to accomplish and perform. According to Mrs. Burtscher the
organization has to know what they want and document their objectives. For Mr. Lindt it
is important that clients perform their duties: “the client should give clear orders, so that
we can respond and respect the conditions”, he added. However, Mr. Mazziotta listed
three criteria: first the customer has to understand that the responsibilities toward his
organization remain. Second, he has to believe in outsourcing, and last but not least
the better the client integrates the service provider in his business changes the better
and faster the service provider can perform.
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4.1.4. ICT Outsourcing Process
Summarized, the outsourcing process is divided into four phases within the Swisscom
Switzerland Ltd. The stages are ordered in the following way: offer, transition,
transformation and operational phase. It was difficult for the interviewees to answer
how long such a process takes, because the duration of a whole process varies
depending on the project. Generally, the offer phase lasts three to twelve months, the
transition phase two to three months, transformation phase six to eighteen months and
the operational phase five to seven years. The first stage includes self-identification
and qualification of ICT business, then the RfS and due diligence. In the transition
stage everything is prepared so that on the day the responsibilities are transferred to
service provider simultaneously occurs the acquisition of people, process and tools.
During transformation phase the transformation starts. Everything will be transformed
from the status quo, which is customized to service provider standards. On the day one
it is the present mode of operation (PMO) and at the end of the transformation stage it
should be the future mode of operation (FMO), namely completely transformed into
service provider standards. Last but not least, in the operational phase, the services
will be continuously evaluated and improved.
The interview partners were also asked about the risk in the single stages. It was not
so easy for the interviewees to answer this question because it also depends on
project and customer. However, Mr. Mazziotta stated if the transformation lasts longer
than it was planned or even if it’s not possible to transform the service into service
provider standards. And Mrs. Burtscher mentioned:” At the due diligence 100%
transparency is required to determine the right performance conditions”.
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4.1.5. Competition
Almost all specialists answered that there is a big competition in the Telco business,
especially in globally. Basil Studer explained that there are many strong global service
providers. He added: “In the future the competition will rather increase than decrease.”
Additionally, Guiseppe Mazziotta declared that corporate businesses such as banks
want to outsource globally, but want only one provider. As a local provider it is difficult
to compete in such an environment. Moreover Basil Studer added: “In international
level Swisscom is challenged to cooperate with x international providers. It does not
have only one partner.”
However, Bahman Tofighi stated that Swisscom established a good infrastructure in
the area of voice and data that has spread in Switzerland. And Marc Lindt mentioned:
“With Swisscom the total solution is ensured”.
4.2.
Customers of Swisscom
Due to the low number of interview partners the results are divided according to
companies, namely Case AXA and Case Ringier.
4.2.1. Case AXA Winterthur
AXA Winterthur is one of the leading insurance companies in Switzerland. It employs
roughly 4300 persons in Switzerland and its product portfolio includes complete nonlife insurances. Furthermore, it has over 1,6 million private and corporate customers in
Switzerland that are insured with AXA Winterthur.
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The interview partner, Andreas Horvath, is employed at AXA Winterthur as Head of
Global Network Operations. He is responsible for incidents, problems and changes of
global network of AXA. Furthermore he leads 170 employees and is responsible for the
operational management of outsourcing agreement of an amount over 90 million CHF.
AXA has outsourced its networks, voice and security services to Swisscom Switzerland
Ltd. The outsourcing agreement was signed in 2006 and the primary expiration of the
contract was end of 2010, but it was extended until end of 2013. Mr. Horvath explained
that cost reduction, cost transparency and quality were the reason for AXA to
outsource its ICT. “Especially, reduction of total cost of ownership was the main driver”,
he added. However, he mentioned also that they recognized the risk of loss of knowhow, but they didn’t take any action against this risk. Over time it has materialized and
today, after five years of outsourcing, they see and feel that this internal loss has
become a problem. Furthermore, he said: “today, it is not possible to source it back any
more and operate the services internal. The collective knowledge and competences
are lost at all levels of the organization.”
For the decision-making, AXA has considered the quantitative method, and contrasted
benefits versus costs. The business manager and CTO attended this decision-making.
However, Mr. Horvath declared that the whole outsourcing process lasted two and half
years. “Actually the outsourcing project started midyear of 2005 and the end of the
project was end of 2007”, he added. During the process AXA recognized risks such as
loss of know-how, dependence and turn-lock, meaning that they cannot change the
provider anymore. He explained that the processes are so integrated and connected
that a dissolution would be to complex and expensive.
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Moreover, Mr. Horvath explained that to have a successful outsourcing AXA strove for
an accurate due diligence phase. The project was the CTO’s own project, therefore he
was involved and according to Mr. Horvath they had very good senior management
support. He added that the project was well operated and managed. “We sought from
the beginning a partnership model, and today there still exists a good relationship
between AXA and Swisscom Switzerland Ltd”, said Mr. Horvath.
However, AXA evaluate its ICT outsourcing with Swisscom as very good. Mr. Horvath
reasoned this assessment as following: “ ICT of AXA Switzerland is best in class based
on quality within AXA (global) – the highest availability and best quality of network we
have in Switzerland, very good relationship with Swisscom and also in price
competitive. We have each year cost reduction” Additionally, he explained that AXA
globally outsource to Orange, but due to Swisscom’s high quality service, they do
outsource in Switzerland to Swisscom.
To the last question, what they would do differently with today’s perspective, he
answered with: “to exert more and previous influence on staff of Swisscom during the
transition phase, because there were unskilled people and AXA waited patiently until
they made Swisscom hire the right people with the required skills.”
4.2.2. Case Ringier AG
Ringier AG is a multinational and the biggest media company in Switzerland, with its
headquarters in Zofingen. It leads broadcast, radio, online and mobile media brands.
Over 7000 people are employed at Ringier AG worldwide. Its core competences are
whole media area, publishing and editorial services.
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Dieter Bischof, the interview partner, is the head of IT processes and in the case ICT
outsourcing contract manager Swisscom.
Rinigier AG signed a 5-year ICT outsourcing agreement with Swisscom in March 2010.
The outsourcing agreement includes the services WAN, LAN, voice, security services
and IP address management, which is actually a part of network infrastructure.
According to Mr. Bischof the main motive of outsourcing was cost reduction and a
further reason was concentrating on core competences. The entire network and
telephony are too standardized and therefore they no longer need to operate it on their
own. However, he added that the decision to outsource was also related with risk such
as abandoning flexibility and individual solutions, and in turn that outsourcing costs
more. He explained; “From the service provider we receive a standardized product,
because the service provider has to appoint as much as possible with economies of
scale. When I have an individual solution the service provider says no or it costs too
much.” Moreover, he stated that the staff expenses are three times higher that
assumed. “After you have outsourced your employees, you need other people who
coordinate, monitor, evaluate and manage the whole outsourcing and that’s why
eventually outsourcing costs more”, added Mr. Bischof.
However, according to Mr. Bischof the outsourcing decision was a CIO initiative and
the decision-making happened purely based on cost analysis. In addition, he also
mentioned that the decision was unanimous and that it had an emotional impact –
certainly with downsizing. The outsourcing project at Ringier AG started in April 2009
and last until August 2010. Mr. Bischof explained that the due diligence was a very
intensive phase for both sides; all processes had to be documented and afterwards the
transition lasted 3 months and transformation 5 months. In addition, he mentioned that
now, after the transformation, they are no longer able to insource, but it also wouldn’t
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make sense to. Further, Mr. Bischof was asked about the risk in the single outsourcing
stages. He mentioned that in the first stage it is very important to ensure whether the
offer match the RfP and further, in the due diligence, everything has to be examined
properly.
However, Mr. Bischof explained: “The essential condition for outsourcing is to know the
service/business very well. I can outsource nothing, which I cannot handle, because
than I cannot define the business and review the quality of service. You cannot
outsource problems.”
ICT outsourcing services is, according to Ringier AG, good. Mr. Bischof stated that at
the technical performances Swisscom is absolutely professional. In entire network and
telephony services they are the best in Switzerland. However, he added: “We are
talking about whole ICT outsourcing and in monitoring and order processing – web
shop – it still needs improvement.”
In conclusion, he was asked what they would change or do differently. His answer was:
“We were focused on management and formalities of agreement, and insufficiently on
technical issues. Afterward, we realized that we signed technical conditions that are
unknown.”
5. Solution Approach
This chapter presents based on desk resource and conducted interview possible
solution approach for a ICT outsourcing white paper.
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Introduction
In today business world the access of information, communication and networking
become an essential element of doing businesses. The development of information
and communication technology (ICT) and its applications are changing the way
businesses work and interact (Horchler in Gründer, 2004, p.16). Furthermore, due to
continuously increasing competitive pressure, quality, flexibility, innovation, technology
and associated costs become evermore important business drivers. To be successful
and lucrative in this competitive environment, on the one hand organizations have to
focus on its core competencies and on the other hand perform necessary basic
services such as ICT, which are complex and costly (Interviews, 2011). In this case
considering whether if would be more economical whilst to be able more focusing on its
own core competencies is a strategic action. The service provider can perform equally
or even better quality for lower costs, by taking advantages of economies of scale and
focusing on basic services which are its core competencies (Mazziotta, 2011).
Nowadays information and communication technology (ICT) is essential to corporate
businesses. Effective and efficient insertion and use of ICT boost and maintain
competitiveness by supporting business processes. Often is for internal IT department
too complex and extensive to operate and foster ICT services and solution by their own
(Studer, 2011). ICT services require efficient management, coordination and
monitoring. In the event of non-fulfilment of these performances, organizations face
high employment expenses, unprofitable procurement, poor process and unreliable
operation (Lindt, 2011). Next to qualified people, it requires corresponding
infrastructure (Mazziotta).
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For these reasons, it is recommended to consider and evaluate the potential to
outsource its ICT to external service provider in order to focus on its core competencies
and maximize its profit.
Swisscom Switzerland ICT provides a broad range of information and communication
products and services for corporate businesses to find appropriate ICT outsourcing
solution. Furthermore, it includes services such as good consulting, efficient project
implementation, active accompaniment of solutions, rapid adaptation of solutions, quick
rectification of faults, online management of solutions, and check and process of bills
(Swisscom, 2011).
5.2.
The Benefits of ICT Outsourcing
Currently majority of corporate businesses consider outsourcing some parts of their
businesses and most commonly their information technology function. There exist
many advantages for doing so and the order of importance of the argument is different
for the outsourcers. According to Beulen, Ribbers and Roos (2011, p. 15) the business
strategy and the IT strategy of organizations have an influence on the order of the
argument. Van der Zee and van Wijngaarden (1999) express that increasing IT
services flexibility, decreasing the total cost of ownership of IT services and achieving
IT services innovatively as the most important reason. Udo (2000, p. 423) address
qualified ICT staff outside the organization, while Tiwana and Keil (2007, p. 622ff) point
to realizing a strategic focus on central competences and therewith taking advantage of
specialization and decreasing total cost of ownership of the ICT.
Through conducted interviews with outsourcing specialists and customers of
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Swisscom, and desk research have revealed the following main reason to outsource
ICT:
•
Decreasing the total cost of ownership
•
Increasing flexibility of ICT services
•
Achieving innovation in ICT services
•
Achieving a technology shift
•
Ability to focus on its core competences
•
Rendering the ICT services costs variable
•
Improving the company’s financial ratios
•
Access to qualified and specialized staff
(Beulen, Ribbers & Roos 2011, p. 15)
Decreasing the total cost of ownership
External ICT service provider offers at least the same services in higher quantities for
lower costs than the organization’s IT department thus lowering unit costs and raising
efficiency. This is possible form them due to economies of scale (Mazziotta, 2011).
Furthermore, external service provider can obtain better prices both on the delivery
side and buying side than organization itself, which is feasible by standardization of the
information services (Studer, 2011).
Increasing flexibility of ICT services
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External service provider is capable to react quickly to changes in the demand of
services with regard to the quantity of these services (Burtscher, 2011). Such capability
and flexibility is required to retain competitive positions. Furthermore, flexibility is also
necessary to maintain with the market’s dynamics (Kanter, 1994 cited in Beulen,
Ribbers & Roos, 2011, p. 16).
Achieving innovation in ICT services
Due to the increasingly rapidly developing of the information and communication
technology services companies face growing complexity, especially large and
international companies (Lindt, 2011; Achermann, 2011). Much of the ICT function’s
attention and much innovation is necessary to maintain the business processes
connected and keep up competitiveness (Klepper, 1995 cited in Beulen, Ribbers &
Roos, 2011, p. 16).
Achieving a technology shift
The service provider seeks to use and apply latest and best technology to provide high
quality product. The service provider has the ability to continuously adapt its services to
changes in the market, by investing in latest technology.
Ability to focus on its core competencies
Providing information services is a supporting activity that contributes to core business
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processes. Its added value is limited and the competitive advantage to be achieved is
limited as well (Lacity and Hirschheim, 1993 cited in Beulen, Ribbers & Roos, 2011, p.
18). To assign basic ICT services to specialized ICT service provider, leads
organization be able to concentrate more on their own core competencies.
Rendering ICT services costs variable
If the ICT department of the organization is responsible for ICT service providing, the
organization will have to invest in information and communication technology, which
leads to fixed ICT costs. However, the external service provider can spread the
investment cost over its several clients and keep the ICT services costs variable
(Beulen, Ribbers & Roos, 2011, p. 19; Burtscher, 2011).
Financial ratios
Outsourcing IT services can improve financial ratios such as turnover, profit per
employee and market to the book value without influencing the organization’s primary
processes. For example the company reduces their book value and then has fewer
staff (Loh and Venkatraman 1992 cited in Beulen, Ribbers & Roos, 2011, p. 19).
Access to qualified and specialized staff
Managing and operating ICT requires specialized skills and knowledge, therefore hiring
the right person is especially important. Further, recruiting qualified staff is difficult and
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is related to high costs and staff turnover is a significant risk to service delivery
continuousness (Beulen, Ribbers and Roos, 2011, p. 20). Staff of the external service
provider is at least equally or better qualified and the external service provider is able
to train and appoint specialized people (Lindt, 2011).
5.3.
The Challenges of ICT Outsourcing Challenges
The ICT outsourcing benefits are naturally associated with risks factors and challenges,
which requires particular attention.
Lack of Analysis
In some extent, ICT outsourcing fails already in the evaluation phase due to a lack of
analysis. When the organisation does not analyse accurately enough its ICT
infrastructure and services, consequently it may make a wrong choice regarding
outsourced processes and services. Errors in the analysis phase causes consequential
errors in the offer or request stage (Mazziotta, 2011; Lindth, 2011). Therefore, it is not
possible to draft a really suitable offer.
Increased dependence on supplier
Outsourcing information and technology services transfer the responsibility for their
delivery to external service provider. For many organizations it is not easy to be
dependent on their service provider and to discuss its requirements with outsiders
instead of an internal IT department (Lacity and Hirschheim 1993). Furthermore,
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confidence hast to be built between the client and service provider. If the client lack of
confidence in its service provider, the outsourcing cannot work well. The service user
has to believe in outsourcing and in competencies of its service supplier (Mazziotta,
2011; Achermann, 2011; Lindt: 2011).
A loss of knowledge and know-how
When processes are contracted out, ICT department staff may transfer to the company
providing the services. The knowledge and know-how of the staff will also transfer to
the service provider and it will take much effort to obtain them again (Horvath, 2011).
This may be a challenge for an organization and an argument for not being willing to
outsource (Lacity and Hirschheim 1993 cited in Beulen, Ribbers and Roos, 2011, p.
23).
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Confidentiality risks
Since important organizations’ information is stored electronically – and under no
circumstances should fall into the hands of competitors - the security risks are a
frequently mentioned reason for not outsourcing the information services delivery
(Beulen, Ribbers and Roos, 2011 p. 23).
Decrease of Flexibility
When the ICT is assigned to external service provider, organizations may not be as
flexible anymore as before. They may not be able to order short-term, because the
staff is not anymore internal and everything has to be done formal and documented.
(Lindt, 2011; Bischof, 2011)
Back-Sourcing
ICT staff transfer to service provider may lead to knowledge and skill loss. The
organization assigned with is staff as well as internal know-how. This results in that the
organization is not able anymore to source the ICT services back and operate it again
internal. (Studer, 2011, Horvath, 2011)
5.4.
The Path from Insourcing to Outsourcing
In the literature there are various models for the distribution of the outsourcing process.
The process varies between four to nine stages. The author agreed on following the
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process model, as seen in the Figures 6 based on conducted interviews with Swisscom
ICT Specialists as well as Swisscom ICT outsourcing customers (2011), and various
literatures.
Figure 7: Outsourcing Process Model
Source: Author
5.4.1. Evaluation
After the organization has decided to outsource its ICT services to external servicer
provider, structured management and carefully action is necessary (Power, Desouza
and Bonifazi, 2006, p. 14).
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The first phase involves not only finding the potential service provider (Schroeder,
2005), but also organization needs to asses the value of its services are to be
outsourced and to define its goals and required improvements (Power, Desouza and
Bonifazi. 2006, p. 32).
First of all, it has to be decided which specific services are to be outsourced. In a
further step, these services have to be evaluated and documented. In order to be able
to outsource successfully, the organization has to know its operations, processes and
services very well (Bischoff, 2011). Therefore, in the first phase it is common to
develop an IST-analysis of current situation to define and document the actual
processes and services. Following, the Due Diligence will be made of existing assets
as well as of the staff, which will be transferred to the external service provider.
(Interviews, 2011)
Furthermore, this phase also includes preparation of a draft of cooperation with the
service provider in form of letter of intent (LOI). Also common is the requirement for use
of a suitable management system such as ITIL. These needs are considered in the
request of proposal
IST-Analysis
IST-Analysis assesses the initial situation for the necessary make-or-buy decision,
which should precede any outsourcing project. This will also clarify what services can
be outsourced at all, without endangering the basic knowledge of the company. For
this purpose, each step of the supply chain should be analyzed to determine which of
the provided services can be outsourced. To do so requires identifying the necessary
capacity for the provision of relevant skills and the sufficient availability of these in the
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company. It should further be analyzed whether these skills contribute to building or
keeping competitive advantages and thus are among the core competencies
(Onpulson, 2011).
Request for Proposal
After the IST-analysis is implemented, the outcomes will be written down in the form of
a Request for Proposal (PFP). This document includes the description of the current
situation and the objectives of the outsourcing project. RFP is one of the most
important documents in outsourcing process (Söbbing und Wöhlermann, 2005, p. 48
ff).This indicates the extent of currently existing ICT landscape and distinguishes
between the operation and the systems to be migrated. After a detailed comparison of
the offers is conducted, a decision is made. After such a decision is taken, and
following the examination (due diligence process), the actual contract negotiations
occur. (Tofighi, 2011)
Due Diligence
“Due Diligence is the process of investigation by potential parties to an outsourcing
agreement. It usually is done after signature of a non-disclosure agreement (NDA) and
down-selection of the vendor from a field of perspective service providers”
(Outsourcing-Law.com 2011). The implementation of due diligence seeks to overcome
or at least reduce general uncertainty about the future development of the framework
conditions and unequal allocation of information between the parties (Kranebitter 2002,
p. 12).
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Letter of Intent
Further, a Letter of Intent (LOl) can be applied as a form of pre-contract with binding
statements in the timeframe between the first organizational communications and the
date of the outsourcing agreement. It is generally agreed within the evaluation stage, in
order to focus in negotiations and the agreement stage on the legal aspects such as
acquisition of staff, the design of service level agreements as well as the financing
model (Söbbing and Wöhlermann 2005, p. 48 ff).
5.4.2. Negotiation & Agreement
The negotiation and agreement stage begins with the negotiations, which are
associated with costs for lawyers and benchmarking institutions. During the
negotiations, efforts for the organizational integration of the company at the process
level and technical level begin. At the process level the future interfaces between the
companies are defined. On the technical level, the integration of ICT systems of the
service provider is agreed upon. The agreement stage ends with conclusion of the
contract (Schroeder 2005, p 33). Depending on the size of the outsourcing project,
several framework agreements can be contracted. The framework agreement is a debt
obligation, which regulates the environment for future transactions (Horchler 1996, p
209).
Service Level Agreement
Furthermore, in the negotiation and agreement stage a service level agreement (SLA)
is defined. SLA is a fundamental element of the legal agreement between the
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outsourcer and the service provider. SLA expresses specific and concrete
performances, which are subject to changes in the framework agreement and are
therefore listed in the appendix. Typically, SLA also proposes corrective action and any
penalties that will come into force if performance falls below the agreed standard. A
well-defined SLA determines expectations for both sides of the relationship and
provides targets for precisely evaluating performance to those objectives (Hayes
2004).
5.4.3. Transition
After the successful negotiation and conclusion of contract, the transfer of tangible
assets and the transition of service provision to service providers take place. A
successful management of transition is crucial for the subsequent operational stage.
Therefore, it has a strategic importance. The operation begins, once the service
provider has transformed the acquired infrastructure, applications and processes. At
the beginning of this phase, the whole outsourcing and processes are in the present
mode of operation (PMO) (Interviews, 2011).
Especially, the SLA plays an important role here. SLA and the cost savings will
continuously monitored and reported. Also the change management is important,
because the outsourcer’s needs may change constantly. In addition to the normal
operation, it is important to conduct a professional project management, and therefore
adapted to the new ICT needs (Schroeder, 2005, p. 34).
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5.4.4. Transformation
Mostly, the operation systems are transferred into a leveraged environment that allows
the service provider to take advantage of the leverage effect (Mazziotta, 2011). This
stage is one of the most intensive periods for the service provider. In order to achieve
economies of scale operations systems have to be standardized and integrated into
existing systems portfolio of the service provider, namely into so called future mode of
operation FMO (Schröder, 2205, p. 34; Interview, 2011).
5.5.
Common Outsourcing Failures
Although these factors give rise to a well-planned, efficient implementation and skilful
managed outsourcing initiative, often organization do not recognise the commitment
and discipline it requires obtaining outsourcing benefits. Many organizations do not
become aware of its impacts. This absence of awareness results in outsourcing
activities often to enormous consequences. Eventually, organizations move their failed
outsourcing business to another service provider and recur to same mistakes or they
source back (Power, Desouza, Bonifazi, 2006, p. 19).
1. Lack of management commitment
2. Minimal knowledge of outsourcing methodologies
3. Lack of an outsourcing communication plan
4. Failure to recognize outsourcing business risk
5. Failure to tap into external sources of knowledge
6. Unrealistic goals
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7. Poor relationship management
Lack of management commitment
The first failure that leads organization to weak outsourcing relationship is the thinking
that outsourcing is a quick solution for core problems bothering their businesses such
as cost structures, narrow quality and insufficient staff. The management has to
understand the long-term impact of outsourcing to their organization’s overall business
strategy
in
order
to
formulate
an
implementing
strategy.
Otherwise
the
misunderstanding can result in vague agreements, milestones and deliverables, which
will create conflicts between outsourcer and service provider. Since organizations
outsource large parts of their business, often executives minimize the objectives, time,
cost and resources needed to develop successful outsourcing strategies.
A successful outsourcing requires executive engagement and determination to resolve
fundamental business problems to developing an outsourcing initiative and passing the
problems on to potential service provider (Power, Desouza and Bonifazi, 2006, p. 20ff).
Minimal knowledge of outsourcing methodologies
Outsourcing is a complex business strategy and many organisations underestimate
even fail to admit this. Organisations do not recognise their lack of knowledge of the
outsourcing process and management discipline. Only few organisations have staff,
processes, procedures and tools that can conduct the business through the
outsourcing process, involving strategy design, requests for proposal, provider
identification and selection, agreement negotiation, project transition and outsourcing
relationship management. To be successful, proven methodology and industry best
practices have to be identified, established and implemented (Power, Desouza and
Bonifazi, 2006, p. 21).
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Lack of an outsourcing communications plan
Outsourcing rumours can lead to bad influence at all levels of the organisations. Fears
and worries can create a negative influence on organisational productivity. Well before
starting with outsourcing employee productivity may decreases, lower turnover and low
employee morale become pervasive and lack of trust in the organisation lead to poor
service and product. To approach these issues carefully, a formal communication plan
that expresses the purpose should be created. It should define the organisational
processes and how communications will flow throughout the organisation, including the
time lines, communication channels and contact persons for questions and issues. It
should be attached great importance to address all questions and issues that may
arise from the employees as well as from the stakeholders. Furthermore the
organisation must be able to communicate findings, such as the details of the
outsourcing plan: What will be outsourced, when it will be outsourced and who will be
impacted.
Failure to recognize outsourcing business risks
Next to benefits and competitive advantages outsourcing is a risky position and in
some cases a difficult issue as organisation moves its staff, functions and process to
external service provider. Doing business is all about managing risk and outsourcing is
no exception. To eliminate surprises in the future risk-reduction strategies should be
established. Organisations have to consider what happens when the relationship ends
and, examine as well as mitigate risks.
Failure to tap into external sources of knowledge
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Another mistake that most organisations do is not recognising the complexity and
business impacts of outsourcing and rely on their internal resources to guide the
organisation through the outsourcing process. To make the outsourcing initiative
successful professional expertise is required. It must be clarified whether the
organisation has the seasoned outsourcing expertise.
Unrealistic goals
Over years the organisations build business processes, methodologies, tools and
infrastructures, products and applications, but these are usually not documented and
codifying the intellectual know-how. Many organisation do not recognise how complex
and difficult is it to transfer this know-how to service provider. Often outsourcers do not
spent enough time and effort to document their know-how and transfer it to service
provider. They set unrealistic objective for service provider that create conflict and
tense the relationship between outsourcer and service provider. Organisation must set
realistic goals that makes service provider able to improve quality and reduce costs
based on objectives.
Poor relationship management
Managing the ongoing outsourcing relationship is an important aspect and has to be
understood by outsourcing organization. A relationship management plan is the key to
conduct the outsourcing relationship. According to Power, Desouza and Bonifazi
(2006, p. 29) such a relationship management plan should includes descriptions of the
outsourcing efforts, identification of key shareholders, schedule of activities, roles and
responsibilities, budgets, performance measurements, work products, resources,
required
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configuration management, communication plan and tools, equipment, facilities and
security.
5.6.
Choosing the right service provider
One of the major criteria to outsource successfully is to have the right business partner.
During the negotiation phase, the organization face difficulties to choose the right
business partner. The service provider has to be selected very carefully. It is essential
to be sure that the negotiating service provider has the potential to be a service
provider. Not all service providers are equally qualified (Power, Desouza and Bonifazi,
2006, p. 107).
There are various criteria to be considered:
•
Adequate experience and proven success
•
Best practice processes such as ITIL
•
Appropriately skilled resources
•
Integrated leading technologies
•
Financial performance and backing
•
Appropriate frameworks for service level management
•
Continuous improvement in their business
•
Strong transition experience (People, Tool, Process)
•
Appropriate motivation to improve your services
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6. Conclusion & Recommendation
The study explored that ICT service provider can deliver the specified ICT service
equally well or even better than the outsourcing company, by lowering costs and
raising flexibility. In addition, latest technology allows the service provider to supply
required quality in the most efficient and economical way. As a result, the outsourcing
company can focus on its core competencies. However, the advantages are countered
by risk factors such as dependency on external service provider, loss of know-how,
decrease of flexibility and abuse of confidentiality.
In view of this findings, Swisscom Switzerland Ltd can position itself as experienced
ICT outsourcing partner while considering the reported challenges, common failures,
critical success factors and taking advantage of listed outsourcing motives.
A weakness of the study is the unrepresentative survey results. Both interviews with
ICT outsourcing specialist and existing outsourcing customer of Swisscom. However,
due to unexpected circumstances it was not possible for Swisscom Switzerland Ltd to
arrange further interview appointment with its outsourcing customers.
It is recommended to approach the white paper for potential ICT outsourcing customer
purpose, however a further survey with existing and potential customer will validate
and refine the findings.
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7. Bibliography
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Altinkemer, K. Chaturvedi, A. and Gulati, R. 1994. “Information systems outsourcing:
Issues and evidence”, International Journal Information Management. 14/4:
252-268.
Arter, O. and Morscher, L. 2008. ICT-Verträge – Outsourcing. 11. Tagunsband. Bern:
Stämpli Verlag AG.
Baker, T. and McKenzie, L. 2001. “Global Outsourcing Outsourcing to Canada: Legal
and Tax Considerations”. Technology Ececutive Club. Available at:
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Beulen, E. Roos, J. and Ribbers, P. 2011. Managing IT Outsourcing. 2nd ed. Oxon:
Routledge.
Best Management Practice. 2011. The Structure of ITIL. Available at:
http://www.best-managementpractice.com/applicationmanagement_demo/content.aspx?page=am_6&showN
av=true&expandNav=true (Accessed 22 July 2011)
Bischof, D. 2011. Interview with Author on 15 August 2011. Zofingen.
Burtscher, A. 2011. Interview with Author on 4 August 2011. Zürich.
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Corbett, M. F. 2004. The Outsourcing Revolution. Why It Makes Sense and How To Do
It Right. Chicago: Dearbonr Trade Publishing.
Gabler Verlag. Gabler Wirtschaftslexikon. Keyword: Outsourcing. Available at :
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2011)
Government of Victoria. 2006. ICT Standard. ICT Services Management Standard
Adoptation of ITIL. Available at:
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entStandard/$File/ITSM%20Service%20Management%20Standard.pdf
(Accessedon 24 July 2011)
Gründer, T. 2004. IT-Outsourcing in der Praxis. Strategien, Projektmanagement,
Wirtschafltichkeit. Berlin: Erich Schmidt Verlag GmbH.
Hayes, I. S. 2011. “Metrics for IT Outsorucing Service Level Agreements”. Clarity
Consulting. Available at:
http://www.clarity-consulting.com/metrics_article.htm (Accessed 8 August 2011)
Heinrich,
L.
2002.
Informationsmanagement.
München:
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Wissenschaftsverlag GmbH.
Horchler, H. 1996. Outsourcing. Eine Analysye der Nutzung und ein Handbuch der
Umetzung. – Markt – Recht – Management – Abwicklung – Vertragsgestaltung . Köln: Datakontest-Fachverlag GmbH.
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Horvath, A. 2011. Interview with Author on 9 August 2011. Winterthur.
ITIL Libary.org. 2011. Release Management. Available at:
http://www.itlibrary.org/index.php?page=Release_Management (Accessed 22
July 2011)
ITIL Official Site. 2011. What is ITIL. Available at:
http://www.itil-officialsite.com/AboutITIL/WhatisITIL.aspx
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Johanson, B. d.n. In: Research Vits. 2008. “Knowledge Sharing in ICT Outsourcing
Relationships”. Available at :
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Jouanne-diedrich,
H.
In:
Ephorie.de.
n.d.
“15
Jahre
Outsourcing-Forschung:
Systematisierung und Lessons Learned”. Available online at:
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ne-Diedrich.pdf (Accessed 8 July 2011)
Jouanne-Diedrich, H. In: Ephorie.de. n.d. “Die ephorie.de IT-Sourcing-Map”. Eine
Orientierungshilfe im stetig wachsenden Dschungel der Outsourcing-Konzepte.
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Kranebitter,
G.
2002.
Due
Diligence.
Risikoanalyse
im
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Unternehmenstransaktionen. München: Verlag Moderne Industrie.
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Lacity, M. and Willcocks, L. 2003. “IT sourcing reflecitons. Lessons for customers and
suppliers”, Wirtschaftsinformatik. 45/2:115-125.
Lindt, M. 2011. Interview with Author on 4 August 2011. Zürich.
Loh, L. and Venkatraman, N. 1992. “Determinants of information technology
outsourcing: A cross-sectional analysis”, Journal of Management Inform
Systems. 9/1:7-24.
Mazziotta, G. 2011. Interview with Author on 4 August 2011. Zürich.
Onpulson. 2009. Outsourcing. Available at
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Osiatis. 2011. Introduction and Purpose. ITIL- IT Service Management. Change
Management.
Available at:
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troduction_and_objectives_change_management/introduction_and_objectives_
change_management.php (Accessed 23 July 2011)
Outsourcing-Law. 2011. Due Diligence in Outsourcing. Available at:
http://www.outsourcing-law.com/due-diligence-in-outsourcing/
(Accessed
8
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Power, M. J. Desouza, K. C. and Bonifazi, C. 2006. The Outsourcing Handbook. How
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to Implement a Successful Outsourcing Process. London and Philadelpia:
Kogan Page.
Ruggles, D. 15 March 2007. What is ITIL. Technology Trends & Management
Consulting. Blog. Available at:
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Saravanja, M. n.d. ICT Outsourcing – models and experiences. Available at:
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Schroeder, F. 2005. Erfolg von Outsourcing. Hamburg: Dr. Kovac.
Söbbing, T and Wöhlermann, K. 2005. “Rechtliche Fragen im IT-Outsourcing”, Praxis
der Wirtschaftsinformatik. Outsourcing HDM 245:
Studer, B. 2011. Interview with Author on 4 August 2011. Zürich.
Tipton, H. F. and Krause, M. 2008. “ITIL and Security Management Overview”.
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Tiwana, A. and Keil, M. 2007 “Does Peripheral Knowledge Compleent Control. An
Empirical Tes in Technology Outsourcing Alliances”. June 2007. Strategic
Management Journal. 28/6: 623-634
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Tofighi, B. 2011. Interview with Author on 4 August 2011. Zürich.
TSO. 2000. ITIL 2. Appendix F: Service Support Process Model. Available at:
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Udo, G. 2000. “Using Analytic Hierarchy Process to Analyz the Information Tecnology
Outsourcing”, Industrial Management & Data Systems. 100/9: 421-429.
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8. Appendices
8.1.
Interview Guideline – ICT Outsourcing Specialists
Einleitung
1. Welche Stelle haben Sie in Ihrem Unternehmen
2. Wie viele Kunden betreuen Sie momentan?
3. Wie viele Outsourcing-Projekte haben Sie bisher begleitet?
ICT Outsourcing
4. Welche ICT Outsourcing Produkte bieten Sie an?
5. Welche Formen des Outsourcings bieten Sie an? (Totales Outsourcing,
Selektives Outsourcing, etc)
6. Sind die Entscheidungen brachenabhängig? Auf Outsourcing-Formen bezogen
7. Aus welchen Branchen sind Ihre Kunden?
8. Welche Branchen bevorzugen welche Outsourcing Formen? (z.B. Finanz,
Forschung und Entwicklung, Industrie)
Erfolg des Outsourcings
9. Was sind für Sie die Argumente für ICT Outsourcing?
10. Sind diese Argumente auf alle Branchen anwendbar?
11. Können Sie die Argumente nach Wichtigkeitsgrad ordnen?
12. Gibt es Risiken für den Kunden? Falls ja, welche?
13. Wie geht Swisscom mit Risiken um?
14. Woran kann Outsourcing scheitern, bzw. nicht erfolgreich sein?
15. Hat Swisscom einen Massnahmenplan für solche Fälle?
16. Welche Erfolgsfaktoren muss der Kunde erfüllen um erfolgreich outzusourcen?
Outsourcing-Prozess
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17. In wie viele Phasen teilen Sie den Outsourcing-Prozess auf? (z.B. Evaluation,
Verhandlung und Vereinbarung, Transition)
18. Können Sie diese Phasen erläutern und erklären (Ablauf)?
19. Wie lange dauert ein Outsourcing-Prozess?
20. Wie lange dauern die einzelnen Phasen?
21. Wenn Sie Risiken in den einzelnen Phasen betrachten, welche
Gefahren/Risiken bestehen in Welchen Phasen?
Konkurenzfähigkeit
22. In welchen Leistungen gibt es am meisten Wettbewerb?
23. Mit welchen Konkurrenten in welchen Bereichen/Leistungen konkurriert
Swisscom?
24. Wie/Wo steht Swisscom im internationalen Wettbewerb?
25. Bildet Off-Shoring eine Gefahr für die Wettbewerbsfähigkeit der Swisscom?
8.2.
Interview Guideline – Customers of Swisscom
Einleitung
1. Name und Sitz Ihres Unternehmens?
2. Branche Ihres Unternehmens? Versicherung
3. Welche Position haben sie in Ihrem Unternehmen?
ICT Outsourcing
4. Wann und auf welchen Zeitraum haben Sie den Outsourcing Vertrag
abgeschlossen?
5. Welcher Bereich / welche Bereiche der ICT sind outgesourct? (Mehrere
Antworten möglich)
¨ Business Service (Payment, Customer Contact Acess):
____________________
¨ Infrastruktur Services (WAN / LAN):
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Positioning Strategy of ICT Outsourcing Offer
Swisscom (Switzerland) Ltd
____________________
¨ Kommunikation Services (Voice):
____________________
¨ Security Service:
_______________________
¨ User Service: Workplace Service
6. Welche Funktionen/Aufgaben sind Kernkompetenzen Ihres Unternehmens?
Entscheidungsprozess
7. Was war der Anstoss Outsourcing in Betracht zu ziehen?
8. Was sind die Argumente für Outsourcing?
9. Können Sie diese nach Wichtigkeitsgrad ordnen?
10. Gab es Argumente gegen ICT Outsourcing? Falls ja, welche?
11. Wie würden Sie diese nach Wichtigkeitsgrad ordnen?
12. Mit welcher Methode wurde die Outsourcing-Entscheidung getroffen?
¨ Qualitatives Verfahren (Argumentenbilanz, Checklist)
¨ Quantitatives Verfahren (Kosten vs. Nutzen)
13. Wer war an der Entscheidungsfindung beteiligt?
14. Wie lange haben die verschiedenen Phasen: Evaluation,
Entscheidungsfindung, Transition und Transformation gedauert?
15. Bestehen aus Ihrer Sicht Gefahren/Risiken bei einem ICT Outsourcing? Falls ja,
welche?
16. Wenn Sie die Risiken in den einzelnen Outsourcing-Phasen betrachten, was für
Risiken bestehen in der Evaluation-/ Entscheidungsfindung-/ Transition-/
Transformation-Phase?
17. Welche Voraussetzungen musste Ihre Firma erfüllen um erfolgreich
outsourcen?
18. Was waren die Ziele Ihrer Firma im Outsourcing-Projekt?
19. Wie würden Sie den Erfolg des Outsourcing Projekts bewerten? Antwort
erläutern.
¨ sehr gut
¨ gut
¨ befriedigend
¨ ausreichend
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¨ mangelhaft
¨ ungenügend
20. Wie wurde der Erfolg gemessen?
21. Was würden Sie aus heutiger Perspektive in den verschiedenen Phasen anders
anpacken? Hilal Sahbaz
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