This Intelligence Report is based on the survey of the 603 Swiss companies
that either outsource their Software Development (SD) / Information Technology (IT) function(s) to an external service provider onshore (within Switzerland), nearshore and/or offshore, or develop their software/IT solutions in-house.
This Intelligence Report is based on a February - March 2011 survey of the 479 Swedish companies that either outsource their Software Development (SD) / Information Technology (IT) function(s) to external providers onshore, offshore and/or nearshore, or develop their software/IT solutions within own house.
This document provides an overview of next-generation user interface technologies for mobile and consumer devices. It discusses technologies such as gesture recognition, eye tracking, touch screens, speech recognition, security biometrics, sensors, image processing, and virtual/augmented reality. The document also summarizes relevant M&A transactions in this sector and highlights private technology companies working in these areas. User interface technologies are becoming increasingly important for differentiating consumer electronics, and many large tech companies have already made acquisitions in this space. There is likely to continue being robust M&A activity over the next few years for companies developing next-generation interfaces.
ICT Export Directory - Egypt by Eitesal ver01Hossam Elgamal
The first ICT export Directory including around 200 Clients testimonials for 50 Egyptian companies prepared by Eitesal NGO www.eitesal.org with objective to highlight the successful International presence and reach of the Egyptian ICT industry and its credibility.
The Pan-European IT Outsourcing Intelligence Report 2011 presents the summary of the All-European IT Outsourcing and In-House Software Development research conducted between February and December 2011. In the course of the research the following European countries were surveyed (in alphabetical order): Austria, Cyprus, Denmark, Finland, Malta, Norway, Sweden, Switzerland, Netherlands and United Kingdom.
The key goal of the Report is to identify the differences and similarities in the ways how companies from the above listed countries behave in terms of:
Overall adoption of IT / software development outsourcing services
Choosing their IT outsourcing destinations
Choosing their IT outsourcing service providers
Responding to the most critical outsourcing challenges
Managing their vendor relationships
Cost saving
Planning their future adoption of IT / software development outsourcing services
A manual for the separation of IT during corporate re-organizations. The document contains a good foundation to IT M&A and PMI (post mergers integration). A good read for young consultants.
The management of IT carve-out projects is very challenging due to the strict time frame, the severe contractual penalties, the huge number of stakeholders and the various as well as unique IT tasks that have to be conducted. Up to now, there is no instrument for evaluating the readiness of the IT for a carve-out and also not for managing such a project. In order to address this, we develop a maturity model based on expert interviews and a literature review on success factors of IT carve-outs. The elements as well as the usage of the IT carve-out maturity model are explained. The maturity model has been evaluated
theoretically based on design principles and during a case study in the financial services industry. The developed maturity model can be used by practitioners for the management of IT carve-outs and also by researchers to examine IT carve-outs in empirical research.
The TacTec Game; The Tactics of Electronic Commerce; Pieter van der Hijden; in: Proceedings of the ISAGA 2000 Conference; International Simulation and Gaming Association, Tartu, Estonia, 2001.
This Intelligence Report is based on a February - March 2011 survey of the 479 Swedish companies that either outsource their Software Development (SD) / Information Technology (IT) function(s) to external providers onshore, offshore and/or nearshore, or develop their software/IT solutions within own house.
This document provides an overview of next-generation user interface technologies for mobile and consumer devices. It discusses technologies such as gesture recognition, eye tracking, touch screens, speech recognition, security biometrics, sensors, image processing, and virtual/augmented reality. The document also summarizes relevant M&A transactions in this sector and highlights private technology companies working in these areas. User interface technologies are becoming increasingly important for differentiating consumer electronics, and many large tech companies have already made acquisitions in this space. There is likely to continue being robust M&A activity over the next few years for companies developing next-generation interfaces.
ICT Export Directory - Egypt by Eitesal ver01Hossam Elgamal
The first ICT export Directory including around 200 Clients testimonials for 50 Egyptian companies prepared by Eitesal NGO www.eitesal.org with objective to highlight the successful International presence and reach of the Egyptian ICT industry and its credibility.
The Pan-European IT Outsourcing Intelligence Report 2011 presents the summary of the All-European IT Outsourcing and In-House Software Development research conducted between February and December 2011. In the course of the research the following European countries were surveyed (in alphabetical order): Austria, Cyprus, Denmark, Finland, Malta, Norway, Sweden, Switzerland, Netherlands and United Kingdom.
The key goal of the Report is to identify the differences and similarities in the ways how companies from the above listed countries behave in terms of:
Overall adoption of IT / software development outsourcing services
Choosing their IT outsourcing destinations
Choosing their IT outsourcing service providers
Responding to the most critical outsourcing challenges
Managing their vendor relationships
Cost saving
Planning their future adoption of IT / software development outsourcing services
A manual for the separation of IT during corporate re-organizations. The document contains a good foundation to IT M&A and PMI (post mergers integration). A good read for young consultants.
The management of IT carve-out projects is very challenging due to the strict time frame, the severe contractual penalties, the huge number of stakeholders and the various as well as unique IT tasks that have to be conducted. Up to now, there is no instrument for evaluating the readiness of the IT for a carve-out and also not for managing such a project. In order to address this, we develop a maturity model based on expert interviews and a literature review on success factors of IT carve-outs. The elements as well as the usage of the IT carve-out maturity model are explained. The maturity model has been evaluated
theoretically based on design principles and during a case study in the financial services industry. The developed maturity model can be used by practitioners for the management of IT carve-outs and also by researchers to examine IT carve-outs in empirical research.
The TacTec Game; The Tactics of Electronic Commerce; Pieter van der Hijden; in: Proceedings of the ISAGA 2000 Conference; International Simulation and Gaming Association, Tartu, Estonia, 2001.
The worldwide software market grew 13.7% in 2007 to $262.7 billion but is projected to grow at a more modest 7.7% CAGR from 2007 to 2012. While 2007 growth was boosted by currency factors, the industry is maturing and consolidating. Emerging technologies like virtualization and service-oriented architecture will provide growth opportunities. Successful vendors will adapt to changing market dynamics.
This document discusses how Troux software can help plug critical management information gaps. It provides answers to key business and IT questions around disconnects between IT and business, technology risks, current IT costs, portfolio savings, necessary applications and contracts, unsupported technologies, the application landscape, optimization opportunities, changes to the technology roadmap, roadmap risks, impacted business processes, reusable designs, enterprise interdependencies, required data collection, and how the future landscape should look. Troux uniquely empowers EA teams to quickly deliver consolidated, visual summaries of enterprise information to address strategic questions.
This document discusses trends in cloud computing and Israel's cloud computing industry. It defines cloud computing and its three main types: infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). While still evolving, cloud computing has become a major trend, driven by cost savings. The document outlines security, diversifying SaaS applications, and hybrid cloud models as important trends. It also provides an overview of Israel's cloud computing industry and major companies in areas like security and SaaS.
The Technology Radar - a Tool of Technology Intelligence and Innovation StrategyRené Rohrbeck
The document describes the Technology Radar tool used by Deutsche Telekom Laboratories to foster technology intelligence and innovation strategy. The Technology Radar identifies emerging technologies, assesses their relevance, and disseminates the information throughout the company. It aims to raise awareness of opportunities and threats, stimulate innovation, and increase absorptive capacity. Technologies are selected by scouts and evaluated based on factors like market impact and complexity. Results are shared as technology profiles, trends, workshops, and papers. The tool creates value by gaining executive attention, stimulating cross-unit collaboration, and introducing external perspectives to help guide innovation strategy. Lessons learned include choosing skilled scouts and using a portfolio approach to technology assessment.
Tracking technology trends that will change the future of the industry. Fostering innovation. Megatrends and transitions are occurring in months rather than years. From mobility and video to cloud and network programmability, there is no end in sight. The implications of this are amazing. Faster rates of new product introduction. Increasing product complex- ity. And a highly volatile technology landscape, where disruption occurs more easily. To continue advancing the technological frontier, and encouraging global economic growth, we need a comprehensive vision of where the IT industry is heading. Cisco Technology Radar meets this need. It is the foundation of Cisco internal and external innovation strategy. The Corporate Technology Group coordinates the radar for the Cisco Chief Technology and Strategy Office. The program builds on Cisco employees’ passion for technology combined with data-driven inputs from the latest trends in academic research, patenting activity, and venture capital funding.
The reflections of a successful corporate intrapreneur, change agent and innovation program manager.
What to do,
What not to do
and of course the results achieved, well they're on my LinkedIn profile
This Intelligence Report is based on a February 2011 survey of the 469 Dutch companies that either outsource their Software Development (SD) / Information Technology (IT) functions to external providers onshore, offshore and/or nearshore, or develop their software/IT solutions within own house.
European IT Outsourcing Intelligence Report 2010: Western and Northern EuropeIT Sourcing Europe
This Report benchmarks the key software development outsourcing trends, challenges and solutions among the Western European and Nordic companies. The Report is based entirely on the findings of the country-specific ITO and In-House Software Development surveys 2010. The Report compares and contrasts companies' performance with regards to the outsourced software development management in the following countries: United Kingdom, Germany, Switzerland, Austria, Netherlands, Sweden, Denmark and Norway.
Ip issues in global software outsourcingVaibhav Sathe
The document is a research memoire submitted by Vaibhav Sathe to ESCP Europe in 2012 on the topic of "Intellectual Property Issues in Global Software Outsourcing". It includes:
1) An introduction outlining the objectives of identifying factors affecting IP transfers in global software outsourcing and importance of client-vendor relationships.
2) An overview of distributed delivery models for outsourcing including definitions, benefits, risks, and levels of outsourcing.
3) A discussion of software development in the context of outsourcing, offshoring, and the types of contracts typically used.
4) An outline of the research methodology to be used including identifying variables from literature
An introductory study on sectoral agile customizationAnna Vicent Soria
This document contains information about a master's thesis presented by Anna Vicent Soria. It includes the minutes of evaluation from the academic panel reviewing the thesis, a statement of authorship signed by Anna, and an introduction to the thesis which discusses applying agile principles to non-IT projects in various sectors such as architecture, education, and manufacturing. The introduction provides background on agile and its historical use primarily in software development, and examines its potential applications in other industries.
The document discusses the new product development process at a company. It identifies 8 key steps in the process: 1) new product strategy development, 2) idea generation, 3) screening and evaluation, 4) business analysis, 5) product development, 6) market tests, 7) commercialization, and 8) post-launch review. It also discusses the importance of cross-functional teams to the process and what functions like marketing, R&D, and manufacturing contribute at each step.
This 66-page guide goes over everything you need to know about embedded analytics - targeted for software executives and product managers looking to build product value with embedded analytics. Learn more at www.logianalytics.com.
This document summarizes a master's thesis that explores strategic matching between Dutch software client companies and Serbian software development service providers in offshore outsourcing arrangements. The theoretical framework develops three models of offshoring strategies: cost saving, enhanced flexibility, and company expansion. Empirically, the research analyzes four case studies of Dutch companies offshoring to Serbian partners through interviews. The goal is to identify elements that enable a successful, sustainable partnership between a Dutch client and Serbian supplier.
Business Objects is a leader in the business intelligence market. It was founded in the 1990s in Paris and saw early success globally. Business intelligence involves analyzing business data to make informed decisions, while business objects provides tools like CrystalReports and Data Services to extract, transform, and load data for reporting and analysis. Combining business intelligence and business objects platforms provides advantages like improved business focus, faster project delivery, and access to customized solutions and skilled resources.
IDC's software taxonomy report defines 79 functional markets for packaged software organized into applications, application development and deployment, and system infrastructure segments. It also defines competitive markets that combine functional markets based on the problems solved or technologies used. The taxonomy provides a framework for consistently tracking $billions in global software revenue and forecasting market trends.
The Office Productivity and Collaboration Tools work stream focuses on improving interoperability related to Microsoft Office file formats, programmability, portal and content management systems, and unified communications. Some issues addressed include adding support for the ODF format to Office, improving translation between Open XML and ODF through open source tools, and enhancing authentication and data sharing across portals. Microsoft has resolved many issues by integrating new features into products, contributing to open source bridges, and collaborating on standards.
Next-Generation User Interface Technologies for Mobile and Consumer Devices (...Duff & Phelps
Increasingly, the most differentiating features of consumer electronics devices are the user interfaces. Emerging user interface technologies have the potential to significantly affect market share in smartphones, tablets, computers, televisions and a variety of other electronic devices. As a result, there has been significant user interface technology M&A activity, including acquisitions by many of the largest technology companies.
MBA548-IT Management and InnovationReport 2Managing IS for Bus.docxalfredacavx97
MBA548-IT Management and Innovation
Report 2
Managing IS for Business and Sustainability Value
Fall- 2019
Points: 100
Deadline: Sunday, Dec 11, 2019, 11:59pm. D2L Assignment folder
==========================================
For our class, you will conduct a research project examining IT and IT-enabled innovation management issues surrounding a focal company. We will break this project into two reports. The first report will examine issues relevant to the first half of the class (first six topics), and is due halfway through the semester. The second report will examine issues relevant to the second half of the class (the remaining six topics).
First, you will need to choose a company for your research project. Since you will need access to data on the company’s business operation and performance, it is recommended that you choose a publicly traded company for your study, which will allow you to get access to the companies’ multiple reports, including annual reports, financial statements, Global Reporting Initiatives reports, etc. for your research.
I have the assignment sheets for both reports available on D2L. Please take a look at both assignment sheets to have an idea of what you will need to do for your research project. This will help you in identifying the focal company for your research. Please feel free to contact the professor if you have questions in choosing a company for your project.
==========================================
Report 2 requirements:
For the second report, you will examine the focal company’s IS management strategy. The questions below tie directly to topics 7 to 12.
Task: Use knowledge and materials we have covered this semester to write a report (around 2000 words, not including reference list) to assess a company’s current IT/IS management strategy and recommend a way forward for the company with IT/IS. The targeted audience of your report is the general business audience.
For your research, you could examine the company’s publicly available information (website, last 3 years of annual reports, 10-K reports, Global Reporting Initiative (GRI) reports etc.). You could search these reports using the search terms such as IT, Information Technology, Information Systems, etc.
The report MUST include the following sections, each section will address the questions listed below:
1) Current IT/IS infrastructure and strategic plan (Topic 7): (10 points)
· What is the company’s IT strategic vision? Generally, what is your perception of the company’s view of IS/IT in enabling its business operation and competition? E.g. Does IS/IT play a more supporting role? Or does IS/IT play a more strategic driving role? Does the company see IT as a competitive necessity, or a competitive advantage?
· Examine the companies’ report to find some examples of IT-enabled initiatives. Discuss how they are related to the companies’ overarching IT vision.
2) IT/IS budget, IT-enabled initiatives, and IT Impacts (Topic 8): (15 po.
0601058 market research and analysis of erp for smeSupa Buoy
This document provides an overview of enterprise resource planning (ERP) systems and discusses key aspects of ERP implementations for companies. It defines ERP as software that integrates core business functions such as finance, supply chain, manufacturing, and human resources on a single database. The benefits of ERP include improved information sharing across departments and automated processing of business transactions like customer orders. However, implementing ERP also requires changes to business processes and job roles. Successful ERP projects typically take 1-3 years to complete and realize the full benefits, while shorter timelines often involve limited implementations.
The worldwide software market grew 13.7% in 2007 to $262.7 billion but is projected to grow at a more modest 7.7% CAGR from 2007 to 2012. While 2007 growth was boosted by currency factors, the industry is maturing and consolidating. Emerging technologies like virtualization and service-oriented architecture will provide growth opportunities. Successful vendors will adapt to changing market dynamics.
This document discusses how Troux software can help plug critical management information gaps. It provides answers to key business and IT questions around disconnects between IT and business, technology risks, current IT costs, portfolio savings, necessary applications and contracts, unsupported technologies, the application landscape, optimization opportunities, changes to the technology roadmap, roadmap risks, impacted business processes, reusable designs, enterprise interdependencies, required data collection, and how the future landscape should look. Troux uniquely empowers EA teams to quickly deliver consolidated, visual summaries of enterprise information to address strategic questions.
This document discusses trends in cloud computing and Israel's cloud computing industry. It defines cloud computing and its three main types: infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). While still evolving, cloud computing has become a major trend, driven by cost savings. The document outlines security, diversifying SaaS applications, and hybrid cloud models as important trends. It also provides an overview of Israel's cloud computing industry and major companies in areas like security and SaaS.
The Technology Radar - a Tool of Technology Intelligence and Innovation StrategyRené Rohrbeck
The document describes the Technology Radar tool used by Deutsche Telekom Laboratories to foster technology intelligence and innovation strategy. The Technology Radar identifies emerging technologies, assesses their relevance, and disseminates the information throughout the company. It aims to raise awareness of opportunities and threats, stimulate innovation, and increase absorptive capacity. Technologies are selected by scouts and evaluated based on factors like market impact and complexity. Results are shared as technology profiles, trends, workshops, and papers. The tool creates value by gaining executive attention, stimulating cross-unit collaboration, and introducing external perspectives to help guide innovation strategy. Lessons learned include choosing skilled scouts and using a portfolio approach to technology assessment.
Tracking technology trends that will change the future of the industry. Fostering innovation. Megatrends and transitions are occurring in months rather than years. From mobility and video to cloud and network programmability, there is no end in sight. The implications of this are amazing. Faster rates of new product introduction. Increasing product complex- ity. And a highly volatile technology landscape, where disruption occurs more easily. To continue advancing the technological frontier, and encouraging global economic growth, we need a comprehensive vision of where the IT industry is heading. Cisco Technology Radar meets this need. It is the foundation of Cisco internal and external innovation strategy. The Corporate Technology Group coordinates the radar for the Cisco Chief Technology and Strategy Office. The program builds on Cisco employees’ passion for technology combined with data-driven inputs from the latest trends in academic research, patenting activity, and venture capital funding.
The reflections of a successful corporate intrapreneur, change agent and innovation program manager.
What to do,
What not to do
and of course the results achieved, well they're on my LinkedIn profile
This Intelligence Report is based on a February 2011 survey of the 469 Dutch companies that either outsource their Software Development (SD) / Information Technology (IT) functions to external providers onshore, offshore and/or nearshore, or develop their software/IT solutions within own house.
European IT Outsourcing Intelligence Report 2010: Western and Northern EuropeIT Sourcing Europe
This Report benchmarks the key software development outsourcing trends, challenges and solutions among the Western European and Nordic companies. The Report is based entirely on the findings of the country-specific ITO and In-House Software Development surveys 2010. The Report compares and contrasts companies' performance with regards to the outsourced software development management in the following countries: United Kingdom, Germany, Switzerland, Austria, Netherlands, Sweden, Denmark and Norway.
Ip issues in global software outsourcingVaibhav Sathe
The document is a research memoire submitted by Vaibhav Sathe to ESCP Europe in 2012 on the topic of "Intellectual Property Issues in Global Software Outsourcing". It includes:
1) An introduction outlining the objectives of identifying factors affecting IP transfers in global software outsourcing and importance of client-vendor relationships.
2) An overview of distributed delivery models for outsourcing including definitions, benefits, risks, and levels of outsourcing.
3) A discussion of software development in the context of outsourcing, offshoring, and the types of contracts typically used.
4) An outline of the research methodology to be used including identifying variables from literature
An introductory study on sectoral agile customizationAnna Vicent Soria
This document contains information about a master's thesis presented by Anna Vicent Soria. It includes the minutes of evaluation from the academic panel reviewing the thesis, a statement of authorship signed by Anna, and an introduction to the thesis which discusses applying agile principles to non-IT projects in various sectors such as architecture, education, and manufacturing. The introduction provides background on agile and its historical use primarily in software development, and examines its potential applications in other industries.
The document discusses the new product development process at a company. It identifies 8 key steps in the process: 1) new product strategy development, 2) idea generation, 3) screening and evaluation, 4) business analysis, 5) product development, 6) market tests, 7) commercialization, and 8) post-launch review. It also discusses the importance of cross-functional teams to the process and what functions like marketing, R&D, and manufacturing contribute at each step.
This 66-page guide goes over everything you need to know about embedded analytics - targeted for software executives and product managers looking to build product value with embedded analytics. Learn more at www.logianalytics.com.
This document summarizes a master's thesis that explores strategic matching between Dutch software client companies and Serbian software development service providers in offshore outsourcing arrangements. The theoretical framework develops three models of offshoring strategies: cost saving, enhanced flexibility, and company expansion. Empirically, the research analyzes four case studies of Dutch companies offshoring to Serbian partners through interviews. The goal is to identify elements that enable a successful, sustainable partnership between a Dutch client and Serbian supplier.
Business Objects is a leader in the business intelligence market. It was founded in the 1990s in Paris and saw early success globally. Business intelligence involves analyzing business data to make informed decisions, while business objects provides tools like CrystalReports and Data Services to extract, transform, and load data for reporting and analysis. Combining business intelligence and business objects platforms provides advantages like improved business focus, faster project delivery, and access to customized solutions and skilled resources.
IDC's software taxonomy report defines 79 functional markets for packaged software organized into applications, application development and deployment, and system infrastructure segments. It also defines competitive markets that combine functional markets based on the problems solved or technologies used. The taxonomy provides a framework for consistently tracking $billions in global software revenue and forecasting market trends.
The Office Productivity and Collaboration Tools work stream focuses on improving interoperability related to Microsoft Office file formats, programmability, portal and content management systems, and unified communications. Some issues addressed include adding support for the ODF format to Office, improving translation between Open XML and ODF through open source tools, and enhancing authentication and data sharing across portals. Microsoft has resolved many issues by integrating new features into products, contributing to open source bridges, and collaborating on standards.
Next-Generation User Interface Technologies for Mobile and Consumer Devices (...Duff & Phelps
Increasingly, the most differentiating features of consumer electronics devices are the user interfaces. Emerging user interface technologies have the potential to significantly affect market share in smartphones, tablets, computers, televisions and a variety of other electronic devices. As a result, there has been significant user interface technology M&A activity, including acquisitions by many of the largest technology companies.
MBA548-IT Management and InnovationReport 2Managing IS for Bus.docxalfredacavx97
MBA548-IT Management and Innovation
Report 2
Managing IS for Business and Sustainability Value
Fall- 2019
Points: 100
Deadline: Sunday, Dec 11, 2019, 11:59pm. D2L Assignment folder
==========================================
For our class, you will conduct a research project examining IT and IT-enabled innovation management issues surrounding a focal company. We will break this project into two reports. The first report will examine issues relevant to the first half of the class (first six topics), and is due halfway through the semester. The second report will examine issues relevant to the second half of the class (the remaining six topics).
First, you will need to choose a company for your research project. Since you will need access to data on the company’s business operation and performance, it is recommended that you choose a publicly traded company for your study, which will allow you to get access to the companies’ multiple reports, including annual reports, financial statements, Global Reporting Initiatives reports, etc. for your research.
I have the assignment sheets for both reports available on D2L. Please take a look at both assignment sheets to have an idea of what you will need to do for your research project. This will help you in identifying the focal company for your research. Please feel free to contact the professor if you have questions in choosing a company for your project.
==========================================
Report 2 requirements:
For the second report, you will examine the focal company’s IS management strategy. The questions below tie directly to topics 7 to 12.
Task: Use knowledge and materials we have covered this semester to write a report (around 2000 words, not including reference list) to assess a company’s current IT/IS management strategy and recommend a way forward for the company with IT/IS. The targeted audience of your report is the general business audience.
For your research, you could examine the company’s publicly available information (website, last 3 years of annual reports, 10-K reports, Global Reporting Initiative (GRI) reports etc.). You could search these reports using the search terms such as IT, Information Technology, Information Systems, etc.
The report MUST include the following sections, each section will address the questions listed below:
1) Current IT/IS infrastructure and strategic plan (Topic 7): (10 points)
· What is the company’s IT strategic vision? Generally, what is your perception of the company’s view of IS/IT in enabling its business operation and competition? E.g. Does IS/IT play a more supporting role? Or does IS/IT play a more strategic driving role? Does the company see IT as a competitive necessity, or a competitive advantage?
· Examine the companies’ report to find some examples of IT-enabled initiatives. Discuss how they are related to the companies’ overarching IT vision.
2) IT/IS budget, IT-enabled initiatives, and IT Impacts (Topic 8): (15 po.
0601058 market research and analysis of erp for smeSupa Buoy
This document provides an overview of enterprise resource planning (ERP) systems and discusses key aspects of ERP implementations for companies. It defines ERP as software that integrates core business functions such as finance, supply chain, manufacturing, and human resources on a single database. The benefits of ERP include improved information sharing across departments and automated processing of business transactions like customer orders. However, implementing ERP also requires changes to business processes and job roles. Successful ERP projects typically take 1-3 years to complete and realize the full benefits, while shorter timelines often involve limited implementations.
Smartsourcing Nearshore IT Resources for Mobile Software Development in EuropeIT Sourcing Europe
IT Sourcing Europe's white paper aims to demonstrate on real-life examples:
• How utilization of nearshore IT resources and smart and innovative approaches towards outsourcing can help Western European companies, focused on rapid growth and long-term benefits, achieve both apparent cost savings and flexibility, and
• How nearshore IT resources can effectively be integrated into mobile software company’s culture, mission and business objectives.
Nokia Competitive Intelligence, Strategy and Marketing analysissylvain revuz
The document analyzes Nokia's competitive environment following its partnership with Microsoft in 2011. It conducts an external analysis using PEST and Porter's Five Forces to identify key competitors and industry drivers. An internal analysis evaluates Nokia's capabilities and core competencies. It finds opportunities in developing markets and 4G infrastructure, but weaknesses in financial performance. The document recommends Nokia reshape its brand, leverage its network division to exploit 4G growth, and offer an alternative to Blackberry through the Microsoft partnership before 2012 ends, with competitive intelligence actions to support each strategy.
The document discusses emerging challenges for digital businesses related to the Internet of Everything (IoE). It identifies 20 common challenges across markets/customers, business, and technology. The challenges include enabling IoE monetization, business model innovation, customer trust, workforce skills gaps, legacy systems, data ownership, standardization and more. The document aims to help leaders navigate the IoE landscape by providing insights into the most common challenges and how TM Forum can help organizations address them.
The document provides an overview of the Infosys Information Platform (IIP), which is an analytics platform that helps customers derive insights from data. IIP addresses challenges like the increasing volume and diversity of data, as well as barriers to success like staffing shortfalls and administrative hassles of modern data platforms. The document describes how IIP helps customers achieve benefits like predictive maintenance, real-time visibility, and increased revenue. Examples of IIP solutions for customers in various industries are also provided.
Similar to Swiss IT Outsourcing Intelligence Report 2011 (20)
German IT Outsourcing vs In-House Software Development Report 2012IT Sourcing Europe
The Report is based on the results of the 3d Annual IT outsourcing versus in-house software development research 2012. Number of survey participants – 764 German companies, of which 398 were IT / software development outsourcing companies and 366 – companies developing their IT / software solutions internally.
The document is a report summarizing the results of a survey of 725 Norwegian companies on IT outsourcing and in-house software development trends in Norway. Some key findings include:
- Most Norwegian companies outsource IT services to nearby countries like Sweden, Denmark and other Nordic nations, with India and Eastern Europe also being popular destinations.
- Cost savings is the primary driver for outsourcing while lack of control and communication challenges are key concerns.
- Both outsourcing and in-house development face challenges retaining qualified staff and keeping up with changing technologies.
- Most companies expect to either maintain or increase their future use of outsourcing over the next few years.
The document provides a summary of a survey of IT outsourcing in Denmark in 2012. Some key findings include:
1) Small companies (under 100 employees) now account for 21% of IT outsourcing buyers in Denmark, up from previous years. Web and mobile projects remain the most commonly outsourced.
2) Nearshore and offshore destinations are increasingly popular, with nearshore being the most popular. Top drivers for outsourcing are reducing costs and focusing on core competencies.
3) Poor communication is now the top challenge, replacing lack of vendor resources from 2011. Most companies address issues by increasing management resources and communication with vendors.
The Report is based on the results of the 3d Annual UK IT Outsourcing vs In-House Software Development Survey 2012 and highlights trends observed from 801 UK companies
Central and Eastern European IT Outsourcing Landscape Report 2011IT Sourcing Europe
The 2011 Central and Eastern European (CEE)
IT Outsourcing (ITO) Landscape Report aims to analyze the most prospective countries in Central and Eastern Europe in terms of their factual capability to supply Western European
and Nordic clients with appropriate low-cost IT resources and skills missing/too expensive within own country, innovative solutions and long-term value.
European Gaming & eGambling Outsourcing Review: 1Q 2011IT Sourcing Europe
The 1Q 2011 European Gaming & e-Gambling Analytical Review is based on the results of country-specific IT Outsourcing Surveys 2011 conducted in the frames of the All-European IT Outsourcing & In-House Software Development Research 2011. The following countries were surveyed between February and May 2011: United Kingdom, Sweden, Netherlands, Switzerland, Malta, Finland & Denmark. Representative sample was comprised of the 205 gaming and e-Gambling companies that outsource their software solutions nearshore and/or offshore
European IT Outsourcing Intelligence Report 2010: Central and Eastern EuropeIT Sourcing Europe
This Intelligence Report summarizes the findings of IT Sourcing Europe’s online survey and the most up-to-date industry studies and analyses for the purpose of comparing the major Central and Eastern European (CEE) IT Nearshoring locations and determining the most appropriate one for Western European companies to locate their end-to-end software/Web 2.0 application development.
The Report targets at all types of Western European companies who either outsource or plan to outsource their IT function nearshore. In the course of our online survey all Central and Eastern European countries were analyzed in terms of their factual capability to bring value to Western European outsourcers and readiness to work in the conditions of Outsourcing 2.0.
Central and Eastern Europe's Country Profile: BulgariaIT Sourcing Europe
Bulgaria has a population of over 7 million people and a GDP per capita of 9,088 euros. The IT outsourcing market value in Bulgaria was estimated to be 183.7 million euros in 2009. The potential for IT and outsourcing is concentrated in Sofia, the capital and largest city. While the software market accounts for 1/6 of the ICT market, driven by ERP/CRM software. Bulgarian companies have specialized in developing complex IT systems at costs almost 3 times lower than the Czech Republic, however, EU membership may cause salaries to increase significantly.
Central and Eastern Europe's Country Profile: Bulgaria
Swiss IT Outsourcing Intelligence Report 2011
1. IT Sourcing Europe
European IT Outsourcing
Nearshore IT Outsourcing
Intelligence Report 2011: Market Research & Consultancy
Switzerland
May 2011
2. European IT Outsourcing Intelligence Report 2011: Switzerland
Contents
Executive Summary
Executive Summary .......................................................................................... 2 This Intelligence Report is based on the survey of the 603 Swiss companies
Survey Overview ............................................................................................... 3 that either outsource their Software Development (SD) / Information
Respondents’ Profile ........................................................................................ 5 Technology (IT) function(s) to an external service provider onshore (within
Switzerland), nearshore (within/close to the same time zone) and/or offshore
Outsourcing Behaviors ................................................................................... 11
(more than 2 time zones away), or develop their software/IT solutions in-
Outsourcing Drivers & Factors ....................................................................... 14 house.
Outsourcing Challenges & Solutions .............................................................. 17 The Report aims to help the Swiss outsourcing companies:
Client – Vendor Relationships ........................................................................ 19 Get an in-depth understanding of the current Swiss IT Outsourcing (ITO)
Outsourcing Costs........................................................................................... 22 demands and trends
See what challenges are facing their market peers and how they
SD/ITO Impressions ........................................................................................ 23 respond to them
Future Outsourcing Plans ............................................................................... 24 Revise / improve their current ITO engagements / business models
based on the industry best practices
In-House Software Development Trends & Challenges ................................. 25
Key Findings’ Highlights .................................................................................. 33 The Report aims to help the Swiss non-outsourcing companies:
Conclusions ..................................................................................................... 36 Better understand modern SD/IT costs optimization and/or reduction
strategies
See what challenges are facing the in-house software development and
how their market peers / competitors respond to them
Evaluate own readiness to adopt the outsourced / distributed
development
Find out what their market peers think about SD/ITO and how they are /
will be preparing for adoption of the outsourced development in the
future
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European IT Outsourcing Intelligence Report 2011: The SWISS
Survey Overview Online press releases and survey announcements distribution;
Survey localization and optimization in social media such as LinkedIn,
The Swiss ITO and In-House Software Development survey was conducted XING, Facebook, Mobile Monday London, blogs ( Twitter, Word
between March 14 and April 29, 2011, in the frames of the All-European ITO Press, IT Sourcing Europe’s Blog), event management systems
research. (Amiando), and B2B web portals (Europages, Hoovers)
All data obtained were analyzed in the form of the industry aggregates. The
Survey goals:
answers to the open-ended questions were organized by their relativity to
Explore factors that drive the Swiss companies to outsource their SD/IT the study goals and displayed as the option “all other responses” in charts
functions in 2011 and graphs further in the Report.
Explore challenges associated with offshore/nearshore outsourcing Outsourcing Activity & Categories Surveyed:
and the most effective problem solving techniques
The following ‘outsourcing activity’ is referred to in the 2011 Swiss ITO
Explore the use of different business models in ITO engagements and
Report:
find out which model works best for what type of companies and
industries Software Development / Information Technology Outsourcing (SD/ITO) is
Explore factors that keep the Swiss companies away from the process of transferring part of/entire software development function
outsourcing their SD/IT function(s) and/or other Internet related work to the execution by the external IT
Compare and contrast the 2011 and future ITO demands in services provider(s)
Switzerland
The following categories fall under this activity:
The survey was available online and hosted by SurveyMonkey, the world’s
Application (app) development and maintenance;
leading provider of web-based survey solutions. In order to reach as many
Swiss companies as possible, IT Sourcing Europe used its own database of Website / ecommerce systems;
business contacts and sent out a survey invitation email to each company’s Data warehousing;
decision maker(s) (C-level executives, IT Managers, Directors, Heads of IT security;
Software Development etc). Data / voice network operations;
Remote IT infrastructure management
Additionally, inbound marketing initiatives were launched in order to attract
more companies to participate in the survey. In the frames of this initiative, These categories further fall under the five key areas of expertise:
the following steps were taken:
3|Copyright IT Sourcing Europe 2011 | All Rights Reserved
4. European IT Outsourcing Intelligence Report 2011: Switzerland
European IT Outsourcing Intelligence Report 2011: The SWISS
These categories further fall under the five key areas of expertise: Key Takeaways From The Survey:
Web (Web 2.0, .NET, Java, PHP, open source etc); In Switzerland, most of outsourcing companies are small by
Enterprise 2.0 (J2EE, J2SE, C#, MySQL etc); headcount (less than 50)
Mobile development (J2ME etc); The greatest demand for the outsourcing services comes from
Embedded development; IT/software development sector, followed by professional and
Software as a service (SaaS) and Cloud Computing
financial services sectors
The majority of non-outsourcing companies anticipate 1% to
9% revenue growth in 2011, while most of outsourcing
companies expect to increase their annual revenue by 10% to
19%
Most of the Swiss companies have been outsourcing their SD/IT
for more than 37 months now
Small- and large-value projects are outsourced in equal
proportions in Switzerland
A Fixed-Price Project model remains the most popular
outsourcing model in Switzerland
Nearshore is the most preferred outsourcing destination in
Switzerland
Web is the most outsourced area of expertise in Switzerland,
followed by Enterprise development
Top Three Drivers of ITO decisions in Switzerland are: reduction
of operating costs, shortage of domestic IT skills and resources
and focus on core competence
Top Three Challenges facing Swiss outsourcers are: change
management, cultural difference and poor communication with
vendor’s project management
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5. European IT Outsourcing Intelligence Report 2011: Switzerland
European IT Outsourcing Intelligence Report 2011: The SWISS
Respondents’ Profile
Primary Industry
All Other Responses include:
hospitality, tourism, and
mobile computing
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6. European IT Outsourcing Intelligence Report 2011: Switzerland
European IT Outsourcing Intelligence Report 2011: The SWISS
Respondents’ Profile
Primary Industry
All Other Responses include:
hospitality, tourism, and
mobile computing
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European IT Outsourcing Intelligence Report 2011: The SWISS
Company Size (Headcount) Do Companies Outsource Any Element of Their IT / SD
Function?
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Size of Outsourcing Companies (Headcount)
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9. European IT Outsourcing Intelligence Report 2011: Switzerland
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Ratio of Outsourcing Companies per
Industry
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10. European IT Outsourcing Intelligence Report 2011: Switzerland
Revenue Growth Expectations in 2011: Non-Outsourcers vs. Outsourcers
Non-Outsourcers Outsourcers
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European IT Outsourcing Intelligence Report 2011: The SWISS
Outsourcing Behaviors
Overall Outsourcing Experience Size of Project Team(s) on Vendor’s Side
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Value of the Outsourced Project(s) (In €) Outsourced Areas of Expertise
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Business Models Used To Partner With ITO Provider(s) Do Companies Multisource?
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European IT Outsourcing Intelligence Report 2011: The SWISS
Outsourcing Drivers & Factors
Drivers of Decisions to Outsource IT/SD
Current Outsourcing Destinations
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European IT Outsourcing Intelligence Report 2011: The SWISS
Factors’ Rating in Terms of Their
Importance in the Choice of the
Outsourcing Destination
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European IT Outsourcing Intelligence Report 2011: The SWISS
Factors’ Rating in Terms of Their
Importance in the Choice of the
Outsourcing Partner
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European IT Outsourcing Intelligence Report 2011: The SWISS
Outsourcing Challenges & Solutions
Main Challenges of the Outsourced Software
Development
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How Companies Respond to their
Challenges
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European IT Outsourcing Intelligence Report 2011: The SWISS
Client – Vendor Relationships
How Companies Found their ITO
Partners
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European IT Outsourcing Intelligence Report 2011: The SWISS
Size of the ITO Partner* Who Selects IT Specialists to Be Involved in the Project?
*Companies with more than 1 partner referred to their major one
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European IT Outsourcing Intelligence Report 2011: The SWISS
Do Companies Know Exact Salaries of Their Project Team Levels of Satisfaction with ITO Services Provided
Members on the Vendor’s Side?
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Outsourcing Costs
How Actual Annual Incurred Costs of SD/ITO Compare to the Actual Savings from the Outsourced SD/IT
Expected (Contracted) Costs
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European IT Outsourcing Intelligence Report 2011: The UK
Impressions of Outsourcing
outsourcing our software development has been the right
decision
outsourcing saves operating costs, but inevitably increases
management costs
costs are higher than expected
overall, provider’s work is of higher quality compared to in-house
capabilities
it is important to have the supplier's team working within or close
to the same time zone
providers have more disciplined methodologies, which can lower
costs further in a longer-term perspective
it is critical to have backup providers available in case the primary
provider is unable to meet deadlines and/or commitments
providers are unreliable and not focused on mid- and long-term
cooperation
overall, provider’s work is of lower quality compared to in-house
capabilities
Our IP is at risk
we are very dissatisfied with the decision to outsource our
software development
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European IT Outsourcing Intelligence Report 2011: The SWISS
Future Outsourcing Plans
Do Companies Plan to Continue Outsourcing in the Future?
Future Outsourcing Destination
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25. European IT Outsourcing Intelligence Report 2011: Switzerland
European IT Outsourcing Intelligence Report 2011: The SWISS
In-House Software Development Trends & Challenges
Part of Corporate Budget that the SWISS Companies Spend On
How Swiss Companies Develop / Manage Their Software IT/SD
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Level of Satisfaction with the In-House Development / IT Key Challenges of the In-House Software Development
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How Companies Respond
to their Challenges
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28. European IT Outsourcing Intelligence Report 2011: Switzerland
European IT Outsourcing Intelligence Report 2011: The SWISS
Factors Keeping the SWISS Companies Away From SD/ITO
we want to have 100% managerial control of our software
project(s)
we are too small and immature to outsource
we're afraid that outsourcing will eventually cost us more
money and ‘headaches’ than in-house development
we think that the outsourced development will result in poorer
software product quality
we do not want to create any shared environments
we're totally satisfied with our in-house development results
we don't want to put our intellectual property at risk
we don't get any pressure to cut costs from
customers/investors/executive management
we had some negative experience with the outsourced
development in the past
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Circumstances in Which Companies
Would Consider Outsourcing Their
SD/IT in the Future
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European IT Outsourcing Intelligence Report 2011: The SWISS
Where Companies Will Outsource If
They Make Such a Decision in the
Future
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European IT Outsourcing Intelligence Report 2011: The SWISS
How Companies Will Rate Destination
Selection Criteria If They Decide to
Outsource in The Future
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European IT Outsourcing Intelligence Report 2011: The SWISS
How Companies Will Rate Provider
Selection Criteria If They Decide to
Outsource in The Future
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European IT Outsourcing Intelligence Report 2011: The SWISS
Key Findings’ Highlights
In 2011, three most popular engagement models that the Swiss outsourcers
The 2011 Swiss IT Outsourcing and In-House Software Development Survey use to partner with their ITO providers are: a project –based model (fixed
allows better understanding of the general profile and demographics of the price, time & material) – 48% of respondents, nearshore/offshore
outsourcing companies in Switzerland. According to the survey findings, 51% development center - 40% of companies and Own/Dedicated/Managed
of the outsourcing companies are less than 50 in headcount, 19% - 50-199, Team Model – 24% of all companies surveyed.
almost 10% are mid-sized (200 to 999) and 19.5% are large (more than 1000
In 2011, the vast majority of companies in Switzerland outsource their
in headcount).
projects to a single external services provider – 51.6%, which is down 20.4%
The vast majority of the Swiss outsourcers come from IT/SD sectors (almost from 2010, while almost 48.4% of companies multisource (i.e. distribute the
45%), followed by providers of professional services such as accounting, outsourced operations among 2 and/or more providers, usually the
consulting, legal etc (16%) and financial services (almost 14%). geographically dispersed ones), which is up 20.4% from 2010. This finding
marks the evolving trend for multisourcing on the Swiss ITO market. This can
More outsourcing companies expect their annual revenue to increase by 10% be explained by the Swiss companies’ urge to secure their outsourced
- 19% in 2011, compared to the companies developing their solutions in- operations and have backup providers available in case the primary one fails
house - 42% vs. 22.5%. Additionally, more outsourcers expect 20%-49% to deliver properly, on time and on budget. On the other hand, 50% of the
revenue growth in 2011, compared to the in-house developers – 9% vs. 8%, Swiss outsourcers partner with ITO providers who are less than 50 people in
fewer outsourcers expect 0% or less in annual revenue growth– 4% vs. 10.5% size and are, therefore, unable to have sufficient expertise in several areas at
and the equal number of companies anticipate to increase their revenue by the same time. This leads outsourcers to distribute projects among several
50% and more – 8% in each segment. providers based on their available Center(s) of Excellence (e.g., the entire
product development function is transferred to provider X, while QA and
Regarding the value of the outsourced projects, the following trends are
testing or customization is transferred to provider Y. Such dissemination also
observed in 2011, compared to 2010: the number of the €0-49K projects
allows an additional external audit of the product(s) developed by provider
dropped by 12.6%, the number of the €50-199K projects dropped by 21.4%,
X). It is expected that in the years to come the number of multisourcers will
the number of the €200-499K projects dropped by 10.9% and the number of
significantly exceed the number of singlesourcers both on the Swiss and
the €500K+ projects increased by 19.6%. This finding proves 2011 to be the
global outsourcing markets.
year of both small and large ITO contracts.
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34. European IT Outsourcing Intelligence Report 2011: Switzerland
European IT Outsourcing Intelligence Report 2011: The SWISS
In 2011, web projects remain the most outsourced area of expertise (by 78% Regarding the highest rated criteria of the outsourcing partner selection in
of companies, which is up 52% from 2010). Enterprise development is 2011, 65.5% of companies mention successful test/pilot project completion;
outsourced by 29.6% of all outsourcers, which is up 4.6% from 2010. Mobile 59.8% of companies consider innovative and flexible business / service
and embedded development projects are transferred by 18.5% each (down delivery models offered by vendor(s); and 58.6% consider vendor’s
0.5% and up 1.5% from 2010), while SaaS and Cloud remain the least experience in the similar projects.
outsourced areas (by 11.1% of companies, which is down 1.9% from 2010).
This finding mirrors well the current situation on the global ITO market.
In 2011, the outsourcing destinations of the Swiss companies have changed, Traditional outsourcing models such as fixed price projects, Build-Operate-
compared to 2010: 51.4% of companies outsource nearshore (up 10% from Transfer (BOT) or Dedicated Development Center (DDC) prove to be unable
2010), 20% - onshore, i.e. within Switzerland (up 9% from 2010), 17.1% - to meet today’s market demands for agility, scalability, speed of marketing
nearshore and within Switzerland (up 7.1% from 2010), 11.4% - offshore time and predictable ITO costs. Therefore, more Swiss companies begin to
(down 10.6% from 2010), another 11.4% - both nearshore and offshore (up realize the importance of having as much managerial control of their
2.4% from 2010), 8.7% - both offshore and within Switzerland (up 1.7% from outsourced projects and resources as possible and use outsourcing as a long-
2010) and 5.7% of the survey respondents outsource nearshore, offshore and term strategy to improve software/IT products’ quality and respond
onshore (up 1.2% from 2010). proactively to pressing customers and rapidly changing market demands
rather than just a short-term tactic to reduce costs. Thus, they tend to
In 2011, 63.3% of the Swiss companies outsource to reduce operating costs
partner with those ITO service providers who are able to offer engagement
(up 31.6% from 2010), 43.3% - to focus on their core competences (up 26.1% via innovative business models such as Client Own/Dedicated Team, Virtual
from 2010), and another 43.3% - to find appropriate IT skills and resources Operating Subsidiary, SCRUM Team and other likewise models allowing
outside Switzerland where the qualified resources and specific skills are in a
transparent pricing and no hidden agenda, access to the resources and skills
very short supply (up 16.3% from 2010). The two other huge drivers of ITO
that is not limited to a single geography, extensive knowledge sharing
decisions in Switzerland are necessity to free in-house resources for other beyond Service Level Agreements (SLAs) and easy / flexible contract exit
business purposes (mentioned by 36.7% of respondents) and necessity to
terms.
accelerate time-to-market (mentioned by 30% of respondents).
In 2011, the top three challenges of the outsourced SD/IT in Switzerland are:
In 2011, the Swiss companies consider the following three factors as the
change management (44%), cultural difference (40%) and poor
most important ones when choosing their outsourcing geographies: available communication with vendor’s project teams/management (36%). In contrast,
IT talent pool (81% of respondents), appropriate English and German the top three challenges in 2010 were: delayed delivery of / missed project
language skills (65.5%) and cultural proximity (48.3%). milestones, poor project management on vendor’s side and hidden agenda
(when the actual incurred costs of ITO exceed the contracted ones).
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35. European IT Outsourcing Intelligence Report 2011: Switzerland
European IT Outsourcing Intelligence Report 2011: The SWISS
To respond to their most critical challenges, 62% of Swiss outsources tend to home countries’ market rates) to their employees, the risk is high that the
increase face-to-face communication with their vendor’s project managers clients get insufficient and unqualified personnel involved in their outsourced
and execution teams (up 36% from 2010), 41.4% of companies dedicate projects. In addition, many small nearshore ITO vendors practice outsourcing
more managerial resources (up 20.4% from 2010) and 24.1% revise and some of their clients’ tasks to even lower-cost offshore destinations due to
update their vendor management processes (up 13.1% from 2010). Only 10% the lack of domestic resources they have access to / financial inability to
of companies choose to back-source (i.e. bring operations back in-house), outbid competitors’ staff / win the local headhunting. The mix of such
which is up 5% from 2010. circumstances inevitably leads to the situations when the ITO buyers are
overcharged in order to cover new hires / employee replacement in case of
Regarding the actual annual incurred costs of ITO, 65.4% of companies say
vendor’s staff turnover, “secret” re-outsourcing / outtasking practices as well
they match the contracted costs (up 47.4% from 2010), 23.1% say they are as fixing product’s bugs and errors at the post-release stages due to vendor’s
up to 25% higher than expected (up 1.9 from 2010), 11.5% say they are 25%- unqualified resources. These obstacles typically prevent most of the Swiss
49% higher than expected (down 12.5% from 2010) and 3.8% point out that
outsourcers to save more from their ITO engagements.
their actual ITO costs are up to 25% lower than expected (down 7.2% from
2010). In spite of the insignificant cost arbitrage achieved via the outsourced SD/IT
and insufficient vendor management processes, the grand majority of the
Regarding the actual savings from the outsourced SD/IT in 2011, 37% of the Swiss outsourcers – 48.1% - believe that outsourcing their IT/SD function(s)
survey respondents admit saving less than 10% of their operating costs (up
has been the right decision. In contrast, only 3.7% of companies regret
27% from 2010), 22.2% save 10% to 24% (down 12.8% from 2010) and having made a decision to transfer their IT/SD to the external services
another 22.2% save 40%-59% (up 1.2% from 2010). In addition, 7.4% of
provider(s).
companies report saving 25% to 39% of operating costs (down 12.6% from
2010) and 11.1% of companies save 60% and more, which is down 2.9% from
2010.
The fact that the vast majority of the Swiss outsourcers actually save less
than 10% of costs with help of outsourcing can be attributed to the fact that
50% of Swiss outsourcers partner with very small ITO service providers who,
unlike their mid-sized and large peers, do not have an appropriate access to
the qualified IT workforce, do not invest enough in the training and
professional advancement of their employees and do not have any best
practice in effective staff retention. Also, since only very few small ITO
providers are able to afford to pay competitive salaries (in terms of their
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36. European IT Outsourcing Intelligence Report 2011: Switzerland
European IT Outsourcing Intelligence Report 2011: The SWISS
Conclusions • In 2011, a significantly bigger number of Swiss companies take part in
/ fully manage the hiring of IT specialists to be involved in the
execution of their outsourced project(s), which generally hallmarks
The 2011 Swiss IT Outsourcing and In-House Software Development survey their urge to retain as much control of the outsourced project(s) as
demonstrates insignificant changes in the ways companies behave with possible.
regards to the adoption / management of their outsourced development / IT • In general, Swiss outsourcers demonstrate rather high levels of
function(s). Overall, in 2011 outsourcing is reinforcing its position as a satisfaction with their outsourcing partners and think that
commodity practice it has gained over the past [post-crisis] years, and the outsourcing their functions has been the right decision. As a result,
majority of the Swiss companies continue to use it as a way to reduce the vast majority of companies plan to continue outsourcing their
operating costs / lower down IT/SD budgets and get access to the lower cost IT/SD in the next 12 months.
and better qualified IT resources outside Switzerland.
The negative trends of the Swiss ITO market observed in the course of the
The positive trends of the Swiss ITO market observed in the course of the research are as follows:
research are as follows:
The prevailing majority of Swiss outsourcers manage to save less
•
• The outsourced development / IT function(s) obviously help Swiss than 10% of operating costs through the outsourced development.
companies increase their annual revenue by allowing acceleration of This can be explained by the fact that most of Swiss companies
the time-to-market and spending more on customer service engage with their external service providers via traditional models
improvement and overall company growth such as project-based outsourcing and dedicated development
• Many Swiss organisations aim to use outsourcing as a strategic cost centers that do not allow significant cost savings due to hidden
saving and knowledge enhancement tool rather than a short-term agendas and high level of bureaucracy. Therefore, it is possible to
tactic to lower down IT/SD budgets and respond to pressing resume that many Swiss outsourcers are still missing sufficient
customers knowledge about the innovative business models such as Own Team
• Compared to 2010, in 2011 more Swiss outsourcers realize the model and other likewise ones allowing elimination of overheads and
importance of securing their outsourced operations and, therefore, transparent pricing structures.
distribute development among two and more external service • Companies’ management and staff inability to properly interact with
providers (usually the geographically dispersed ones) to reduce the their outsourcing vendors is the Number One challenge facing most
risk of project failures of the outsourcing relationships. It means that many Swiss
companies still do not plan their outsourcing strategies effectively
and need to bring in outside assistance to help redesign corporate
processes prior to outsourcing.
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European IT Outsourcing Intelligence Report 2011: The SWISS
• Outsourcing is still underused by the Swiss innovative lucrative
niches such as digital media, gaming / iGambling and mobile
computing which are dominated by high-tech startups who believe
they are yet too small and immature to outsource. It proves once
again that the Swiss companies do not have enough knowledge on
the newest outsourcing engagement models that work perfectly well
with their segments.
Shortage of domestic IT resources is the second most frequently cited driver
of corporate decisions to outsource IT/SD in Switzerland. Fifty percent of
today’s non-outsourcers report the high likelihood of transferring IT /
development to external services providers if they are not able to find
appropriate resources within Switzerland in the near future. Based on these
findings, it is possible to assume that outsourcing will be playing a greater
role in the Swiss companies’ strategic business planning in the following years
and outsourcing services providers will be forced to redesign their processes
and delivery models as well as pricing structures to be able to satisfy the ever
growing demands of both well-established and mature and innovative start-
up organizations for the outsourced project control retention, cost
effectiveness, agility, speed, knowledge sharing, innovation and overall
sustainability.
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38. European IT Outsourcing Intelligence Report 2011: Switzerland
European IT Outsourcing Intelligence Report 2011: The UK
About IT Sourcing Europe
IT Sourcing Europe is a UK company specialized in nearshore IT Outsourcing consultancy, market research and analysis.
IT Sourcing Europe provides:
• Top quality quantitative and qualitative ITO market research and fieldwork services
• Evaluation of Central and Eastern Europe's ITO services providers and their factual capabilities to deliver innovative technological solutions on time and on
budget
• Free consulting services for European companies planning to outsource IT / software development functions and / or change their current ITO strategy /
engagement
• Ad-Hoc ITO strategy development and full-cycle support
Our Contacts:
The Meridian, 4 Copthall House, Station Square
Coventry, West Midlands,
CV1 2FL United Kingdom
Email: info(at)itsourcing-europe.com
Tel.: +44(0)2476992505
Web: www.itsourcing-europe.com
Blog: http://itsourcingeurope.wordpress.com
Follow our tweets @ITSourcingEurop
Registration at the UK Companies House: 07217899
You are free to use, share and/or remix any part of this work as long as you attribute it to IT Sourcing Europe.
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