Global Information Technology Outsourcing：全球信息技术外包.docVIP

PAGE PAGE 34 FILENAME \p C:\WINWORD\GLOBAL\GITO\GITO2FIN.DOC Chapter 2; Page: Global Information Technology Outsourcing: Search For Business Advantage Chapter Two: Global Trends and Practices: An Assessment “Rather than jumping into outsourcing everything, many companies prefer to start slow.” -- Tony Macina, Managed Operations, IBM Global Services “The belief is, if you give the problem away, the third party will be able to magically make it disappear. This tactic doesn’t succeed because the client hasn’t invested the time to address the underlying business processes.” --Jerry Cooperman, VP of Gartner Group. “Yes, [the supplier] can achieve all the things that were proposedbut where is this famous added-value service? We are not getting anything over-and-above what any old outsourcer could provide.”BAe IT Services manager Introduction Many high-profile, IT outsourcing multi-million/multi-billion “mega-deals” are by now familiar. Companies that have outsourced significant portions of their IT functions by transferring their IT assets, leases, licences, and staff to outsourcing suppliers include British Aerospace, Chase Manhattan Bank, Continental Airlines, Continental Bank, Enron, First City, General Dynamics, Kodak, and McDonnell Douglas (now Boeing). Since these first mega-deals were signed, the outsourcing market has grown in size and scope of services (see Table 1). In 1999 there was some slowdown after very rapid growth in 1998, but if there were fewer mega-contracts in 1999, there was an increase in medium-sized deals. Moreover, many we talked to were planning outsourcing, but postponing implementation until the Y2K threat and other issues had passed Table 1 - Size of IT Outsourcing Market Sources Findings Caldwell (1995)(1) The studies performed by Dataquest note that the IT outsourcing market grew from $9 billion in 1990 to $28 billion in 1994 representing a growth rate in