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  • Conclusion: This month, attention has been drawn to vendors and managed service providers requiring customer transformation or migration to new frameworks and associated customer reluctance to do so. For instance, platform enhancements may necessitate migration to new systems or upgrades because of an inability to support ageing systems. Old platforms may simply not be

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  • Conclusion: This month, the high activity in mergers and acquisitions has continued. However, there has been additional discussion on the impact of these acquisitions on the industry in general, as well as the high volume, and whether this type of activity could have a negative effect on the Australian market – in particular, if the current regulatory frameworks

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  • Conclusion: This month, a number of failures due to external vendor systems performing essential functions have been prominent. Disruption caused by these types of outsourced solution failures become disproportionate when they facilitate critical tasks conducted by consumers. Similarly, reactions can be disproportionate when tasks are deeply intertwined with others, such as

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  • Conclusion: This month, the number of tenders and plans has continued to grow, highlighting the important role projects play when it becomes necessary to replace legacy systems, capitalise on new or evolving solutions or simply adapt to changed business operations or environments. Customers understand that avoiding complacency and market disconnect is critical, yet this still

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  • Conclusion: This month, discussions regarding rising costs associated with outsourcing have been prominent. Whilst benefits from outsourcing in the form of efficiency and financial savings have been clear for some time, customers can find that savings are not as high as expected due to increased complexities associated with new offerings and associated implementation. For

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  • Conclusion: This month, discussions regarding offshoring initiatives have been prominent following announcements by two vendors that plans are in progress to send work overseas. Though offshoring can be beneficial in terms of cost and the ability to obtain talent not available in the local market, the approach can cause difficulties for organisations. For instance, local

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  • Conclusion: This month, security issues and responses to threats specific to managed service providers have been discussed. Attacks on vendors can be particularly serious because of provider interaction with customer environments and access to information. These difficulties can be exacerbated by other issues facing vendors, such as obtaining additional resources from

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  • Conclusion: This month, there has been a range of company acquisitions, consolidations and partnerships in the managed services industry. These types of purchases can allow vendors to obtain resources necessary to adapt to emerging industries and new offerings. Purchasing providers can be beneficial, expanding and enhancing a firm’s products and services with the successful

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  • Conclusion: This month, discussions regarding the need to strengthen security and recovery solutions have been prevalent. The increased number of breaches which compromise private user data and interfere with business operations has become apparent. While technologies and frameworks can assist with avoiding and recovering from security events, weaknesses still exist when

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  • Conclusion: This month, IT vendor acquisitions and partnerships have been prominent. The incentive for companies with disparate products and services to consolidate has increased, resulting in strategic arrangements aimed at expanding offerings and future company developments. However, this kind of consolidation can result in difficulties when separate entities make efforts

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  • Conclusion: This month, discussions regarding enterprise agreements combining products and services to provide highly tailored solutions have been prominent. In particular, market transformation with smaller vendors offering new products, different enterprise consumption models, collaboration and new capabilities have driven growth in this area. A greater demand for flexible

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  • Conclusion: This month, discussions regarding data-driven products and associated services have been prominent. There has been an increased interest in offerings that facilitate the collection, measurement and quantification of useful data, then translation to optimise business operations or internal processes. These types of offerings are particularly useful when automating

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  • Conclusion: This month has seen a high number of security incidents globally. The high demand for security services requires vendors to provide transparency with service offerings, implementation and management. While security provider offerings must cater to a changing environment and support the protection of critical information and business functions, it is also necessary

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  • Conclusion: This month, discussions regarding critical security issues have continued to be prominent. In particular, an increase in the ineffective management of security threats and incidents was flagged. A high proportion of companies have cited a preference for paying off ransomware demands due to a perception it is a cheaper and less complex resolution to security

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  • Conclusion: This month, there have been increased discussions regarding highly targeted, industry-specific security threats. Security issues for managed service providers can be especially complex due to the nature of the industry and delivery frameworks. Targeted attacks on vendors that support a large and diverse client base, utilising intricate, often intertwined solutions

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  • Conclusion: This month, discussions regarding ICT outsourcing project completion and outcomes have been prominent. Whilst project successes outweigh those which are still struggling, the results make it clear that the capacity to develop and implement a strategic approach to the adoption of managed services is critical. Projects experience difficulties due to failures to stay

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  • Conclusion: This month, the large outsourcing agreement between Thales and the Department of Defence/Airservices Australia has been the subject of discussion. Whilst the contract value is high, more significant are the complex project objectives which resulted in a lengthy contract negotiation period. Initially, agencies involved anticipated an off-the-shelf solution to

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  • Conclusion: This month, discussions regarding digital transformation efforts have been prominent. Plans to upgrade, improve and modernise internal ICT frameworks are critical for effective value creation and faster results delivery. Customers need to invest in technological change in order to establish a set of digital products which address stakeholder needs and integrate

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  • Conclusion:This month has seen a focus on ICT 2018 forecasts and 2017 reviews. These types of analyses are important for vendors in order to strike a balance between providing new, high quality service offerings customers’ demand and traditional concerns, such as privacy and legislative compliance. It is critical that new offerings are carefully planned so they align market

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  • Conclusion:Growth in ICT remains strong in the foreseeable future in a very competitive market. Successful CIOs and ICT leaders responsible for staffing and sourcing need to adopt multiple strategies to successfully recruit, retain and plan for the resource challenges of tomorrow.

  • Conclusion:This month has seen an increase in activity for public sector outsourcing. While reports this year have flagged sector growth, with more diverse offerings and a greater uptake of smaller providers, difficulties with contract performance in this area are still clear. While the size and complexities associated with these projects can present serious problems, they

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  • Conclusion:Discussions regarding the increased presence of small-to-medium businesses (SMBs) and start-ups in the IT industry have been prominent this month. Initiatives aimed at generating growth in the sector, such as funding for smaller providers, information exchange and facilities which allow for access to government contracts, are showing clear results. Support for

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  • Conclusion:This month has seen an increased focus on security threats posed by managed service providers and associated vendors. ICT service providers are attractive targets because they can provide access to a wide variety of customer networks, or can be used as a starting point for other malicious attacks. Compromised commercial or government data, or products which

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  • Conclusion:This month, there has been an increase in the launch of digital communities or marketplaces which facilitate partner access to resources, information and collaboration in specialist areas. These types of initiatives can be beneficial to both vendors and customers, providing the capacity to identify disparate services and combine them for specific needs or develop

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  • Conclusion:This month, discussions around the difficulties associated with establishing and maintaining managed services agreements have been prominent. Contract or service failures typically cannot be attributed to one issue, but are usually the output of a number of underlying factors. Inherent technological flaws, security attacks, human error, configuration errors,

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  • Conclusion:This month has seen increased discussions regarding systems integration service uptake and service range. Outsourcing agreements, partnerships and new vendor offerings indicate a heightened demand for services to consolidate disparate software systems and data sets, allowing for greater efficiencies, high-quality information access and analysis. Both customers and

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  • Conclusion:This month, a number of high-profile systems outages were reported, again flagging risks associated with operating complex IT environments and business functions which rely on these systems. Seemingly minor incidents, or a combination of disparate problems, can result in serious and costly system failures. These problems are exacerbated when issues impact on a

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  • Conclusion: This month, discussions regarding skills gaps and talent shortages in ICT services have been prominent. Difficulties obtaining staff with specialist skills are expected to be apparent throughout 2017, and managed service providers are adopting a more strategic approach to obtaining and retaining qualified staff in key industry areas. The past year has seen a

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  • Conclusion: It is not enough to just work hard and deliver results, although these are essential qualities to get noticed. To obtain that elusive CIO job and then keep it requires more ongoing effort and vigilance negotiating, monitoring and engaging at executive levels.

  • Conclusion: This month has seen a sharp increase in outsourcing agreements and a broader range of services adopted by customers. Due to globalisation and thus access to new markets and overseas resources through collaboration, vendor offerings are becoming more diverse and tailored to individual customers. This allows for the adoption of stronger digital models from diverse

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  • Conclusion: This month, strategic focuses and plans for managed service providers have been prominent. As the current market remains highly flexible and prone to change, vendors must plan ahead while providing customers with tangible business responses to evolving markets. In particular, areas such as security, analytics and digital transformation are set for increased growth

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  • Conclusion: This month, financial results reporting for the first half of the 2017 financial year have shown steady growth for many IT managed service providers. Vendors that have acquired other companies to enhance or expand service offerings often report positive outcomes, provided those businesses can be successfully integrated with existing operations. Without carefully

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  • Conclusion: Prominent this month were agreements and discussions that highlight shifts in the ICT outsourcing market, with increasing demand for targeted solutions to support business functions and long-term goals. These types of offerings have become more common, and are no longer niche services. Set solutions, which are sufficiently flexible to be tailored to individual

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  • Conclusion: Staff remember how leaders behave and react during a crisis, rather than when the business is operating successfully. Astute leaders do not just deal with restoration and getting the business back on deck; they also support their staff during and after the crisis and can even create the potential for the organisation to be in a better state than before the crisis

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  • Conclusion: This month saw a focus on customer priorities and greater demand for niche or highly specialised IT services. In particular, there was a shift in IT investment centred on cost savings to ongoing strategic initiatives which facilitate innovation and expansion to maintain competitive advantage. These types of priorities can be advantageous for enterprises hoping to

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  • Conclusion:

    Prominent this month were reports of outages and system failures which impacted on critical operations for several businesses and government agencies. These types of failures can become costly with the increased reliance on technology and more complex environments that underpin many basic business processes. Outsourcing agreements and protocols can provide

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  • Conclusion: This month, the integration of businesses and expanded service offerings has been especially prominent. In particular, the combination of technologies and managed services to provide more variety and highly specialised IT service offerings targeted to customer strategic initiatives. Vendors are reaching beyond service implementation to deliver full, high-value

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  • Conclusion: This month, online Census solutions failures prompted the government to launch a review into outsourcer IBM’s performance. Debate regarding causes for the outages commenced, and uncertainties again highlight the need for a solid and structured framework to be established in contractual arrangements, as well as protocols for implementing services and responding to

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  • Conclusion: Discussions regarding new executive appointments, acquisitions and partnerships have been prominent this month with managed service providers adopting a more calculated approach to reformation. In order to meet emerging challenges and demands, vendors must match both operations and offerings to provide solutions which can cater to new customer priorities. These

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  • Conclusion: This month, IT Outsourcing (ITO) industry analyses for the Asia Pacific region were released. Whilst figures show a decline in ITO spend in the region, the trend towards Cloud adoption and new service models that result in cost savings has driven this decline, not the demand for external services. As vendors shift to cater to this new market and

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  • Conclusion: This month has seen a high level of activity in tender issues, funding allocations and new ICT projects by government agencies seeking to reap the benefits offered by emerging technologies, ongoing innovation and digital transformation. This follows general trends in outsourcing because of the advent of new technologies, contract structures and

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  • Conclusion: This month there have been a high number of new senior appointments and workforce expansions in the IT service industry, flagging the need to monitor and change resources which support businesses if required. Whilst strategic planning and initiatives are central to business development, the need for an effective skills base to successfully

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  • Conclusion: This month there has been a focus on supplier governance models based on the service integration and management (SIAM) approach which can improve the effectiveness and efficiency of IT environments. By establishing converged and hybrid technical foundations and utilising multiple suppliers significant benefits can be achieved. However such an

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  • Conclusion: This month, discussions regarding a number of failed public sector outsourcing projects, which resulted in significant cost overruns have been prominent. Weaknesses were identified in a range of areas, from inappropriate vendor engagement processes to insufficient monitoring and response measures to problems that were identified during the course

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    Conclusion: This month, there has been a particular focus on service-based Cloud offerings. As this market matures, there are increased concerns regarding vulnerabilities that arise when using evolving environments without

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  • Conclusion: This month, the Queensland government’s action against IBM for the failed Health payroll system was dismissed, with the liability waiver upheld despite assertions the government was misled by IBM regarding its capabilities during the tender. The Australian Federal Police also announced it has cancelled two five-year outsourcing contracts with

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  • Conclusion: This month, discussions regarding analytics and data-driven innovation have been prominent. As the role of IT changes from providing technology solutions to driving business outcomes and strategy through the use of technology agile services to support business processes and targets are required. Companies have recognised that data handling and having

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  • Conclusion: Business leaders who have concluded that a Chief Digital Officer is required to provide a critical focus on their digital transformation plans, will find that defining the role in detail will remain an ongoing challenge because it is intensely context-sensitive.

    Consequently, the first iteration of a Chief Digital Officer’s (CDO) role

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  • Conclusion: This month, Fujitsu and Link Group announced a five year extension to their current ten year managed services agreement, which is founded on a combined on-site, on-shore and offshore delivery model for the provision of a variety of services. This is indicative of an increase in further alignment between IT spending and business strategic priorities

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  • Conclusion: Many business leaders around the world have concluded that although information and communications technologies (ICT) are mature, their own business has yet to systematically address digital transformation as an opportunity and a Digital Officer is required to provide that focus. ‘Business-as-Usual’ is an increasingly rejected approach.

    A

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  • Conclusion: This month there has been an especially visible increase in managed service provider offerings and expansion globally. With the wide range and increased release speed of new technologies in the market, greater emphasis has been placed on adopting new technologies in business to support evolution and cost reduction. Approximately 70% of business

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  • Conclusion: Especially interesting this month was a Trial Services Agreements (TSA) between SkyFii and Wests Ashfield Leagues Club. The agreement spans four weeks, with very specific deliverables and KPIs. In IT outsourcing, where agreements and relationships can become difficult to manage or collapse due to a wide range of unforeseen complexities, TSAs are

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  • Conclusion: This month, discussions regarding Big Data and analytics were prominent. With increasing volumes of information possessed by organisations, a clear and solid information management strategy is critical. To meet this rise in demand, new product and service offering levels and uptake in external information management services were high. The development

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  • Conclusion: This month has seen a number of large and high value outsourcing agreements. The Manchester United/Epson contract renewal was especially interesting and indicative of increased flexibility when vendors and buyers establish outsourcing agreements. Epson will continue to provide IT infrastructure and obtain advertising rights from Manchester United in a

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  • Conclusion: Prominent this month are a wide range of new projects and service offerings in the IT outsourcing industry. This growth has highlighted the necessity for flexible environments and models that can adapt to changing requirements and company demands. Recent announcements by outsourcing vendors CSC and HP to divide their operations indicates increased

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  • Conclusion: especially interesting this month was Datacom’s and the Department of Health’s infrastructure and support services agreement. In particular the service provision model which is outcomes-based with a consumption-based pricing model. These types of agreements highlight the demand for arrangements which are more transparent in order to reduce conflict,

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  • Conclusion: discussions regarding innovation in the ICT industry have been prominent this month, with a focus on investment in new technologies and collaborative arrangements for further development to support managed ICT services. With a dynamic and continuously evolving services landscape, there is a clear need to differentiate offerings, as well as innovate to

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  • Conclusion: all organisations implement some form of ICT governance to determine how IT will operate: they manage demand, reduce waste and overheads, identify and deliver demand, and address risks.

    The scope of ICT Governance is broad and the maturity and capability within organisations to manage ICT Governance differs significantly. ICT Governance

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  • Conclusion: this month, vendor collaborations for both development and education have been prominent. With increasingly complex IT environments and multiple vendors providing a range of services, it is necessary to understand the flow-on effects of adding new systems to technology infrastructure as well as possess resolutions to difficulties which can have a

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  • Conclusion: This month has seen an increase in executive appointments in ICT companies, as well as 2015 industry forecasts. Most interesting is an expected rise in outsourcing contract renegotiation to $100B, driven in part by a preference for multi-sourced contracts, as it becomes easier to respond to vendor management and governance issues, as well as obtain

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  • This month, the Lufthansa/IBM infrastructure outsourcing agreement, valued at $1.25B was particularly significant. These “big bang” outsourcing agreements have pared back the past few years because of difficulties associated with long-term contracts, such as vendor lock-in and expense, especially when project objectives are not met and client/vendor disagreements arise. 

  • October has been a great month for ICT outsourcing contracts, with a wide range of agreement types, vendors and buyers representing different industries.  Particularly interesting is the high number of smaller providers establishing a real presence in the market.

  • New service contract agreements have been prominent the past month, particularly with the Department of Defence. The Department of Defence has traditionally engaged in high volume, high value, complex projects and does invest a lot in IT to support its critical functions.

  • This month there has been a significant increase in senior appointments, restructures, collaboration and purchases in the ICT industry. In particular, service providers are acquiring or partnering with technology vendors to integrate specialised and high quality products with their services. This highlights the demand in the market for access to new and developing technologies and associated

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  • Conclusion: Organisations have been slowly and organically embracing virtual team management models over the past few years and there is every indication that this is the model of the future. Managing virtual teams and developing highly functional communities have been largely hit and miss. There are still many instances of dysfunctional teams exacerbated by the

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  • Discussions regarding unknowns that arise from multi-layered, hybrid and increasingly complex ICT environments have been prevalent this month. There is a recognition that, because of these variables, traditional tools and delivery models are often insufficient to ensure ICT environments function efficiently. Reviews indicate that difficulties can arise because of failures in the

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  • This month’s outsourcing deals were especially interesting, showing that the range of services available to outsource and the ways customers are using them has broadened and borders for providers are being eliminated. Vendors are becoming more specialised, as the trend to target outsourced services at particular business functions or objectives, to satisfy customer needs, has emerged. This

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  • Particularly prominent this month was the high level of new senior appointments and employee rationalisation in the IT industry. This highlights the critical nature of taking into account practical, business issues as well as technological developments to maintain efficiency, competitiveness and targeted service provision for a company’s internal ICT customers, as well as for service

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  • Conclusion:There are many benefits in off-the-shelf applications, whether they be onsite or SaaS,  available to organisations in terms of cost reductions, increased productivity, improving market share or customer satisfaction. For organisations that have traditionally followed a custom build approach, there are some

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  • April has been an incredibly strong month for outsourcing engagements. Most interesting is the variety of deals in size and nature as well as the vendor and customer size. It is clear that the momentum in outsourcing is steady accelerating as new technologies are accepted and the skills required to support them evolve and become more readily available. A proliferation of smaller and

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  • Over the last 2 years, there has been an explosion of all things cloud. Infrastructure in the cloud, cloud services and of course cloud providers.

    Many organisations are moving to the cloud, planning to move to the cloud or at least thinking about ways that they can leverage what the new

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  • This month has seen a lot of discussion regarding security failures, sparking debate in relation to the adequacy of the solutions and response capabilities for such incidents. Concerns raised because of these failures, emerging technologies and uncertainties regarding security arrangements have forced both vendors and specialist security providers to investigate ways of alleviating customer

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  • Conclusion:CIOs must create a flexible workplace combined with astute people management practices to achieve service related productivity improvements and reduce IT costs. Creating the workplace and expecting that the benefits will accrue without astute team management is naïve. It is analogous to giving a new programmer complex specifications and,

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  • Sourcing Monthly:November 2013 – December 2013

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  • Conclusion: ICT plays an integral role in almost all areas of society. Over the past two decades there have been spectacular failures with the implementation of ICT business improvements. These failures have cost organisations millions of dollars in direct costs and revenue, damaged brands and even contributed to a number of company failures .ICT as an area of expertise has

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    Related Articles:

    "ICT not yet a profession Part 2 - Regulatory oversight" IBRS, 2013-10-27 00:00:00

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  • Conclusion:The war for talented IT professionals and managers is ongoing. To attract and keep talented people, senior IT and HR managers must continually ask whether their job-hiring and staff retention strategies are working. If the strategies do not create a flexible working environment with access to new technologies to meet the aspirations of talented people they

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  • Conclusion: Significant changes in both business organisation and the ICT industry overall will occur as emerging technology trends such as cloud computing become more mainstream over the next two to three years. As part of ICT strategic planning activities, CIOs need to understand not only how they will respond to these

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  • Conclusion:Strange things happen in the labour market when there is economic uncertainty. IT staff turnover drops and IT contractors quickly accept offers made by recruitment agencies. The prolonged downturn, which started with the Global Financial Crisis in 2008, will continue to make permanent employment attractive to

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  • Sourcing MonthlyDecember 2012 – January 2013

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  • Conclusion: There is an increase in the number of women board directors following changes to diversity disclosure guidelines. However, the pipeline of senior executive women remains small and changes in the workforce are needed to improve this trend. Tight labour markets and an ageing workforce provide opportunities for

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  • Conclusion: With the increasing focus on governance of ICT investments and successful project delivery there will be an ongoing demand for high quality Project Managers to deliver outcomes for organisations. According to an article in The Australianearlier this year the most in-demand ICT roles are “Project Managers, Business Analysts and .NET

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  • Sourcing Monthly September 2012 – October 2012

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  • While there were no new projects or tenders announced this month, outsourcing deals are finally becoming a little more significant, with the Royal Adelaide Hospital network deal being especially interesting. The forecasts for outsourcing are currently excellent and there are grounds for optimism in the future.

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  • Conclusion: The drop in enrolments in IT related courses at academic and vocational institutions in the last 10 years and estimates of job vacancies in 2012 and 2014 are alarming.1 Whilst online job

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  • Sourcing Monthly May 2012 – June 2012

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