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Sourcing & Staffing

Conclusion: While the need to design current and future state technology platforms has not diminished, the role of the solutions architect in designing tactical business systems and advising management which systems implementation approach to pursue is taking centre stage.

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 the capacity to absorb, use and deliver data are becoming core competencies. This has prompted the growth of service providers that manage and analyse data, as well as providing associated services such as security and storage.

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 utilising complex and evolving delivery models. The agreement highlights the need to provide a wide range of resources which cater to business needs, whilst managing them as one. In order to do this, a cohesive management strategy and the capacity to accommodate increased IT proliferation, new technologies, and associated security risks, must be carefully integrated into outsourcing plans during vendor engagement and contract performance.

Conclusion: There are two compelling information security reasons for creating a sense of purpose and ownership within an organisation. The first is that a sense of purpose and ownership will empower staff so that they move from responding to basic security hygiene matters, towards pre-empting issues. The second reason is so that organisations look out beyond themselves and work towards a more resilient ecosystem.

This level of resilience maturity is vital and will be driven by leadership and a continuing commitment to talent development. Astute security leaders will use cultural indicators such as engagement and sense of purpose and ownership, as a guide to the ability of the organisation to withstand security incidents.

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 leaders involved in company digital business transformation ranked new technology adoption as the top priority in a survey this month, resulting in an increased demand for tailored solutions with effective implementations in complex ICT environments.

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 emerging as a solid review process to measure vendor skills and capacity to service specific customers. These TSAs are also an attractive avenue for vendors to display competencies sought by customers and a precursor to possible long-term relationships. Such arrangements can also provide a greater clarity when setting terms and establishing final agreements as well as clearer and sturdier ongoing vendor/customer relations.

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 of this service area has been driven by the recognition that this type of data management can provide organisations with insights for action, organise unstructured data more efficiently and will continue to evolve as vendors provide tailored solutions to meet customer needs.

Conclusion: Security leaders know that it is not enough for the security group to do its job; they must be seen to be doing their job. This need for communication between security and the business is resulting in organisations creating outreach roles. Many organisations have yet to realise that this communications gap directly impacts their risk management capabilities. While the security team may be executing its work with technical accuracy, it is not serving the true needs of the business. The key to bridging this gap is an outreach function.

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 combined sponsorship/managed services agreement, established in 2010. These types of outcome-based, business-focused agreements which provide unique benefits to both parties can result in stronger relationship foundations, transparency, and a greater chance of success during the course of an arrangement and when resolving difficulties that may arise.

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 flexibility is required beyond not only new product models, but also business models and corporate structures. HP was founded in 1939, and CSC in 1959, with current restructures aimed at enhancing efficiency and services provided.

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