outsourcing

Are you prepared as global IT outsourcers shrink onshore staff? These tips will help you keep projects moving as offshore IT service provides cut back on the on-site staff that used to work as liaisons between customer and provider.

If IT service providers make New Year's resolutions, our experts suggest they finally retire these tired and tiresome— sales practices.

The devil is in the data center details!

A blog post by John Larson details a startup who shipped their initial programming to India, paying $14 per hour. Can you get quality programming at bargain rates?

IT and business process outsourcing activity declined in the third quarter of 2011, but if the economy weakens, analysts expect more outsourcing--particularly offshore--in the coming months.

Worried that a data center in the cloud is too risky?

Established IT outsourcers are getting squeezed at both ends of the competitive spectrum. According to the annual offshore outsourcing survey conducted by Duke University's Center for International Business Education and Research (CIBER) and PwC, incumbent India-based and U.S. IT service providers are under pressure from outsourcing upstarts in other countries that are stealing market share from them and from existing clients demanding price reductions.

IT outsourcing companies are starting to feel the pinch from increased U.S. government scrutiny of H-1B and other nonimmigrant visa programs. The latest investigation into misuse of the H-1B visa program comes from the Social Security Administration.

When it comes to global outsourcing, particularly from India, the risks -- and the stakes -- are higher than ever. Global sourcing vendors are being given more responsibility from a technical and business perspective, and they are being given greater access to internal systems and customers. At the same time, the increasingly volatile, inconsistent, and expensive labor pool in India makes this increased trust much riskier.

Traditional IT outsourcing customers are struggling with cloud computing, according to IT service providers and outsourcing advisors surveyed by KPMG Sourcing Advisory.

Moving from first to second generation outsourcing capabilities is a long-term process for many firms, requiring a much stronger governance role from sourcing and vendor management professionals. In order to successfully invest in governance, sourcing professionals must first identify and understand the contributions and requirements of stakeholders throughout the sourcing life cycle. Taking a strong approach to governance and process oversight will promote an agile and high quality sourcing process, maximizing benefits from existing vendor relationships.