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Getting more value from offshore vendors

Getting more value from offshore vendors

Apply these simple criteria to evaluate potentially strategic partners

Who do you trust?

That's one of the toughest questions for a CIO to answer when you're designing a road map for large-scale business transformations. You may be integrating a new organization, restructuring the current one, offshoring a portion of your workforce or converting to new technical platforms.

Whatever the project, you know that making the wrong decision could blow millions of dollars in capital investments and quite probably ruin your reputation as an IT leader. But with budget dollars especially limited nowadays, turning to a large management consultancy for strategic help is far less appealing. If you run a typical midsize to large IT organization, you likely have experience working with a mixture of offshore providers. They've invested heavily in higher-level CIO services and are clamoring to be considered as thought leaders.

To read more on this topic, see: Guide to a Perfect Offshore Outsourcing Vendor Deal: The "Do" List.

But how far in the strategic value chain have they really come?

Let's assume you've outsourced some portion of your organization to them already. They know your environment and your people. They've met the mark on services levels and seem to understand your company culture. Increasingly, I find global CIOs who have come to trust their offshore vendors as viable, trusted advisors. But not all of them can offer strategic thought leadership. How do you find the ones who do?

Join the CIO Australia group on LinkedIn. The group is open to CIOs, IT Directors, COOs, CTOs and senior IT managers.

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Tags offshoringoutsourcingsourcingIT management

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