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| SSII > Etude de marché sectorielle |
| Managing the double-edged outsourcing/offshoring sword |
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€ 1 592,00 |
Editeur
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Ovum |
Langue
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Anglais |
Date de publication : |
Octobre 2007 |
Taille du document : |
20 |
Autres informations : |
Description , Table des matières |
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| Autres secteurs en relation |
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| Présentation de l'étude de marché - Description & Table des matières |
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| Managing the double-edged outsourcing/offshoring sword |
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Corporate IT shops in the US are facing what will become a critical IT skills shortage – a shortage attributable to a combination of the imminent mass retirement of baby boomers and a shortage of IT-skilled replacements. Outsourcing is not only the most logical and readily available solution to this need, it can also be a critical strategic vehicle for transforming many inefficient IT environments and processes, and for helping companies transform IT from being an inhibitor to an enabler of their companies’ businesses.
However, this silver outsourcing cloud has something of a gray lining – a substantial component of virtually all outsourcing services will increasingly be provided by offshore resources. Some of these services will be provided by employees of companies based in India and, increasingly, Russia, China and other countries. Some will be provided by offshore employees of North American companies. However, either way, non-US citizens will be performing jobs that were once carried out by US workers. This will impose tough personal, business and societal dilemmas – dilemmas that must be addressed jointly by all constituencies, and within the context of the nation’s broader IT skills shortage.
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Table of contents
Key messages
Offshoring as tactical and strategic imperative
Outsourcing as a strategic tool
Outsourcing’s central role
Strategic versus tactical outsourcing
The good news, and the bad
The convergence of outsourcing and offshoring
Convergence of outsourcing and offshoring
The two-edged sword
The societal costs of IT offshoring
Quantifying the offshoring threat
The risks and opportunities of ‘hollowing out’
Strategic risks of offshoring
Strategic opportunities from offshoring
Towards an integrated IT jobs policy
The need to go beyond free trade
Need for private sector leadership
Industry/education/government co-operation
The missing link to a comprehensive solution
Foundations for the future
Beyond IT
Removing educational roadblocks
IT as a testbed for addressing the challenges of the US’s 21st century service economy
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PPLSEN
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