Clouds and Competing Shores: the Changing Landscapes of Outsourcing & Offshoring. Dr Richard Sykes

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1 Dr Richard Sykes Clouds and Competing Shores: the Changing Landscapes of Outsourcing & Offshoring Dr Richard Sykes Sole Partner, Dr Richard Sykes Meeting of IAOP UK Chapter Monday 16 th January 2012 Morrison & Foerster (UK) LLP CityPoint One Ropemaker Street London 1

2 Scoping the Changing Landscapes of Outsourcing & Offshoring 1. Competing Shores 2. Clouds & The Triple Transformation 3. The New Sourcing: Barriers & Challenges 4. The Smaller Enterprise Enabled 5. Competing Shores 2

3 Offshoring risks being a parochial term Consider instead the international trade in technology services and the competitiveness of shores. The UK emerges as a competitive IT offshoring location (definitely not low cost!) UK Trade in Computer and Information services* ($Bn) Surplus Exports Imports Biggest sub category is Computer Services, and the next is Information Services: very strong trade surpluses in both. Two smaller subcategories: News Agency & Other are both also delivering strong trade surpluses. * OECD Statistics on International Trade in Services 2010 Edition. 3

4 What drives the competitiveness of a shore? - Its infrastructure: Hard (i.e. telecoms) & Soft (i.e. regulatory) - Its human resource, innate capabilities, skills & experience - and networks (open or closed borders?) - Educational focii and strengths & weaknesses - Experientially Rich Enterprises in the local economy? - + A Large Flourish of Innovative Smaller Enterprises? Trade is both about exporting and importing: What particularly drives the imports? What particularly drives the exports? The Supplier Landscape Why this shore? What capabilities, business models on this shore? What drives inward investment? 4

5 Scoping the Changing Landscapes of Outsourcing & Offshoring 1. Competing Shores 2. Clouds & The Triple Transformation 3. The New Sourcing: Barriers & Challenges 4. The Smaller Enterprise Enabled 5. Competing Shores 5

6 Moore s Law - endlessly reducing the cost to deliver value. - People, Process & Technology in interactive flux rewriting outsourcing business models. The Technological Virtualisation enabling automation (/transformation) of manufacture & delivery of technology-enabled services - Services Factories Implementing Service Oriented Architectures (SOA): (loosely coupled) Services Stacks replace (tightly coupled) legacy Technical Stacks. The Commercial Amazon, Google, e-bay, salesforce exploiting Services Factories to deliver business processes as services over the Web on demand, transforming the commerce of technology services. 6

7 The Automation of Bums on Seats Business Models Enterprise IT; Pure Play, Call Centre & Classic IT Services Firms; Specialist Services, Apps & SaaS Firms Unit cost The Flip Capture & Automation of the Intangibles High Human/Technology ratio High Technology/Human ratio Order of magnitude changes in operational costs Automated & Commoditised Web, Infrastructural & Transactional Services: Services Factories and (Apps) Platforms Volume Courtesy of the Leading Edge Forum 7

8 Triple Transformation of the (out)sourcing industry into the Services Model Technology Delivery Landscape Supplier Business Models & Competitive Landscape Enterprise Operational & Procurement Landscape Simultaneous transformations cause confusion! BUT Clouds and Competing Shores Sharply reduced operational costs (OPEX), sharply raised asset utilisation (CAPEX), sharply increased flexibility of business operations (AGILITY) powerfully motivate change So change is happening, and will only accelerate inevitably driving a major reworking of the classic outsourcing model 8

9 Classic Model: Facilities Management (FM) Outsourcing People, Assets FM Outsourcing People, Assets Enterprise Business Processes & Technology Legacy Operations: Tightly integrated Services Supplier Business Processes & Technology Legacy Operations: Tightly Integrated Direct Sourcing Services The World of the Tightly Coupled + SI as Systems Integration Copyright 2009 IAOP. All Rights Reserved. 9

10 New Model: Direct Sourcing of Services People, Assets FM Outsourcing People, Assets Enterprise Business Processes & Technology Operations Services Services Services Direct Sourcing Services Vendor Business Processes & Technology Operations Services Direct Sourcing Services Specialised & Commoditised Virtual Services: IaaS, Paas, SaaS: Service Factories & Apps Platforms Consumerisation of ICT The Cloud Tightly Coupled + SI as Systems Integration Vs. Loosely Coupled + SI as Services Integration 10

11 Transformation in the Supplier Competitive Landscape Unit cost The New Supplier Differentiation: Resource & Market Focus The Flip Capture & Automation of the Intangibles Volume Enterprise IT; Pure Play, Call Centre & Classic IT Services Firms; Specialist Services, Apps & SaaS Firms High Human/Technology ratio High Technology/Human ratio Automated & Commoditised Web Infrastructural & Transactional Services: Services Factories and Apps Platforms Focus: delivering high application specificity: Specialty end-applicationaligned services Tuned to specific end-market requirements. Strong partnership orientation & commercial capabilities MARKET & CUSTOMER FOCUS INTIMACY TEST Focus: making technology sweat the assets (high utilisation, reliability, security & flexibility): Commodity manufacturing skills plus service orientation & capabilities SERVICE & FACTORY MANUFACTURING TEST Courtesy of The Leading Edge Forum. 11

12 Bums on seats business models displaced by automation if competitive Facilities Management (FM) models of outsourcing replaced by Direct Sourcing of Services (DSS) for sourcing of underlying infrastructural services, standard back office & front office transactional requirements SI as Systems Integration ( bums on seats ) replaced by SI as Services Integration (significantly automated and requiring deep vertical intimacy ) Marketing, sales and channels to market innovated & transformed. For standard services, the multi-year deal gives way sourcing on demand : de-integration of classic big deal key elements of Transformation, Financing, and Ongoing Service Provision into separate & unlinked contractual arrangements Supplier investment in commodity services no longer underwritten by multiyear contracts, but by market positioning & pricing strategies. 12

13 Scoping the Changing Landscapes of Outsourcing & Offshoring 1. Competing Shores 2. Clouds & The Triple Transformation 3. The New Sourcing: Barriers & Challenges 4. The Smaller Enterprise Enabled 5. Competing Shores 13

14 Exploiting CloudSourcing: The Vision of the Enterprise Journey! The Cloud Legacy Stack: Tightly Integrated Business Systems & Processes Application Softwares Platform: Integrated Infrastructure + Operating Systems Infrastructure (data processing, storage & networks) 14

15 Journey into the Virtual: SOA, Service Factories & the Market Place Infrastructureas-a-Service Process-as-a- Service The Enterprise Legacy Stack: Tightly Integrated Business Systems & Processes Application Softwares Platform: Integrated Infrastructure + Operating Systems Infrastructure (data processing, storage & networks) Virtualised Stack: Loosely Coupled Processes (-as-a- Service) Software (-as-a- Service) & Apps (- as-a-service) Platform (-as-a- Service) Infrastructure (-as-a- Service) Private or Hybrid or Public Cloud(s)? Software-as-a- Service & Appsas-a-Service Platform-as-a- Service 15

16 Infrastructure and Exostructure: Consumerisation of IT The Services Stack: Loosely Coupled Services Processes (-as-a- Service) Software (-as-a- Service) & Apps (- as-a-service) Platform (-as-a- Service) Infrastructure AND Exostructure Infrastructureas-a-Service Process-asa-Service Software-as-a- Service & Appsas-a-Service Infrastructure (-asa-service) Platform-asa-Service Copyright 2011 & Courtesy of Bloor Research 16

17 Platforms - global in their potential reach The Services Stack: Loosely Coupled Services Processes (-as-a- Service) Software (-as-a- Service) & Apps (- as-a-service) Platform (-as-a- Service) PLATFORM(S) Infrastructure AND Exostructure Infrastructureas-a-Service Process-asa-Service Software-as-a- Service & Appsas-a-Service Infrastructure (-asa-service) Platform-asa-Service Copyright 2011 & Courtesy of Bloor Research 17

18 Five Leading Infrastructural Service Platforms Infrastructural Services delivered over the Web from highly automated Service Factories tightly integrated into the Web Amazon Elastic Cloud Google App Engine [Amazon Web Services] [Google Apps*] Microsoft Azure [Microsoft Office 365*] Salesforce.com s Force.com Apple iapp Platform [salesforce CRM^] [Apps for iphone, ipad] *messaging and collaboration solutions ^ customer relationship management 18

19 This world of virtual services & virtual service value chains: new operational & contractual approaches to deliver key aspects of business assurance. Open Standards vs. Proprietary Standards? Security Data Management Risk Management Privacy Management Continuity Contractual Protections Regulatory Compliance Legal Compliance Reputational Risk IP Protection Role for 3 rd Party Independent Auditors? How to deliver full assurance along the length of a virtual services supply chain? And how to ensure clear lines of legal accountability & responsibility between the buyer and a small diversity of (virtual) service providers? 19

20 Scoping the Changing Landscapes of Outsourcing & Offshoring 1. Competing Shores 2. Clouds & The Triple Transformation 3. The New Sourcing: Barriers & Challenges 4. The Smaller Enterprise Enabled 5. Competing Shores 20

21 The Enabling of the Smaller & Medium Enterprise (SME) & Freelancer The means for the globalisation of the SME (& the Freelancer) are now there: open networks, platforms with global reach... SMEs mostly operate on-line, increasingly exploit social networking and search tools, work using Skype to communicate directly with business partners, customers & suppliers. Smaller enterprises do not like to outsource core capabilities (risk to IP!): they prefer captive operations or business partnerships (experience from advising QuickStart Global). 3,500 freelancers in Bangladesh enabled by odesk: AOL s brain stretch. In the future, even the smallest business will be multinational (HSBC Advert 2011) 21

22 In this transformed landscape SMEs position in the high people / technology arena to operate globally niche (out)sourcing players with niche (global) reputations! SMEs have to be seen to be actively operating on the platforms, experienced in the exploitation of all the modern on-line comms tools and social networking capabilities. The Automation of Bums on Seats Business Models Cost competitive resource is only a starting point; relevant technical / market experience? Proven operational quality by international measures Strong capabilities in on-line international teaming Unit cost The Flip Capture & Automation of the Intangibles Copyright 2011 Dr Richard Sykes All Rights Reserved. Volume Enterprise IT; Pure Play, Call Centre & Classic IT Services Firms; Specialist Services, Apps & SaaS Firms High Human/Technology ratio High Technology/Human ratio Order of magnitude changes in operational costs Automated & Commoditised Web, Infrastructural & Transactional Services: Services Factories and (Apps) Platforms Courtesy of the Leading Edge Forum 5 22

23 Platforms support ecosystems! Tight networks of companies that know each other well and can beneficially work in close partnerships like a biological ecosystem. Ecosystems evolve naturally where each company has a valued specialist contribution to offer they make it possible to rapidly partner to deliver more complex projects. Major suppliers encourage the creation of ecosystems of specialist & innovative smaller suppliers who can extend the capabilities of the major supplier There is strength in numbers well focused ecosystems in key market areas (Gaming? Banking? Graphics?) may better support a strong SME globalisation drive! 23

24 Scoping the Changing Landscapes of Outsourcing & Offshoring 1. Competing Shores 2. Clouds & The Triple Transformation 3. The New Sourcing: Barriers & Challenges 4. The Smaller Enterprise Enabled 5. Competing Shores 24

25 The vertical focused suppliers: people intensive, market intimacy test, global and/or local ops, bespoke & specialised services...includes SMEs & Freelancers The big suppliers w/ deep pockets: capital intensive, global ops, standardised/generic services... Infrastructureas-a-Service Process-asa-Service Software-as-a- Service & Appsas-a-Service Platform-as-a- Service The CONSUMING The COMPUTING 25

26 Forecast Surge in Software as a Service 26

27 What drives the competitiveness of a shore? - Infrastructure ( Hard and Soft ) - Its human resource, innate capabilities, skills & experience - and its networks (open or closed borders)? - Educational focii and strengths / weaknesses - Experientially Rich Enterprises in the local economy? - + A Flourish of Innovative SMEs? Trade is both about exporting and importing: What motivates, drives the imports? What motivates, drives the exports? The Vendor Landscape Why this shore? What capabilities, business models on this shore? What drives inward investment? 27

28 1. Direct Sourcing of Services Model increasingly replaces Facilities Management Model of Outsourcing 2. Infrastructural & Platform services: - Actual/potential global reach: regulatory requirements plus aspects of business assurance will restrict - Competitiveness of shores determined by melange of local factors other than leverage of people costs 3. Softwares as Services & Apps: - Primarily driven by tight alignment to specific market opportunities & requirements market knowledge & intimacy rules OK! - Competitiveness of shores leverages people costs, expertise and that market knowledge & intimacy! 4. SMEs & Freelancers become significant players in the global mix 28

29 Thank You! Dr Richard Sykes Sole Partner, Dr Richard Sykes A strategic advisor in the transformation as business services of technology and business process sourcing, outsourcing and offshoring business models, including through the agency of 'the Cloud'. 'Virtual' office: +44 (0) Mobile: +44 (0) Skype: dr.richard-sykes Read my monthly opinion 29

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