Erfolg von Outsourcing

Transcription

1 Erfolg von Outsourcing Prof. Dr. Stephan Aier Assistant Professor Institute of Information Management University of St.Gallen Müller-Friedberg-Strasse 8, CH-9000 St. Gallen Tel: Fax:

2 Background Architecture and Transformation Group Who What Enterprise Architecture Management Enterprise Transformation Management Modeling Analyses Planning Principles Value of Infrastructure Stakeholder Management Communication Governance and Structure Coordination of Transformation from an Architecture Perspective Tools Implementation Measurement Models Methods Tools How Bilateral Exclusive Community Public Community Projects Studies and Reviews Internal Workshops Trainings Publications Competence Center Workshops Benchmarking Exchange of Best Practices Conferences (St.Galler Anwenderforum, DW2012, BE Forum) Research Events Picture: HSG central institute s building Slide 2

3 Was hat Rinderzucht mit Banking gemein? Hätte ein Automobilhersteller die gleiche Fertigungstiefe wie eine Bank, dann müsste er die Rinderfarmen betreiben auf denen die Rinder weiden, deren Leder die Sitze seiner Autos kleiden. Slide 3

4 The Transformation Perspective The Transformation Program Portfolio Matrix High importance Investments in IS/IT applications that are critical to sustaining future business strategy Invest Strategic What creates competitive advantage? to future business High Potential What might be crucial to create competitive advantage? Investments in IS/IT applications that may be important in achieving future success Explore High importance to current business Low importance to current business Investments in IS/IT applications on which the organization currently depends for success Outsource or manage efficiency Key Operational What do we need to be in the market? Low importance to future business Support Nice to have supposed to add some efficiency gains Ward; Daniel (2006): Benefits Management: Delivering Value from IS and IT Investments, John Wiley & Sons. Investments in IS/IT applications that are valuable but not critical to success Select and disinvest Slide 4

5 Goals Shareholder Value, Productivity, Quality of Worklife, Positioning for the Future The interest in IT outsourcing escalated when IBM announced an unusual agreement under which it will build and operate a data center for Eastman Kodak. According to this agreement, IBM will take over the work done by four Kodak centers, and 300 Kodak workers will become IBM employees. In addition, Kodak hopes to cut costs as much as 50% by turning the operation over to IBM. The impact of this large contract involving two prominent companies had been profound: IT outsourcing suddenly became a serious strategic choice for firms, and the consideration of outsourcing emerged as one of the top ten issues for success (or survival) in the 1990s. Loh, L., & Venkatraman, N. N. (1992). Diffusion of Information Technology Outsourcing: Influence Sources and the Kodak Effect. Information Systems Research, 3(4), Slide 5

6 The Transformation Perspective Stages of Pressure Different stages of pressure: Decreasing flexibility with increasing pressure Capital consumption, negative cash flow Unclear operating results Loss of customers Lack of liquidity Blockade of necessary transformation efforts Lack of business success Negative impacts not yet visible Lack of strategy Sustained success Lack of awareness and knowledge Lack of stakeholder commitment high Pro-active management Stage 0 Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Flexibility to react (time and options) low Quelle: Business Transformation Academy (BTA) Slide 6

7 The Transformation Perspective Strategic Options for Transformation High transformation need Low transformation readiness Consolidation & Focus Focus on core competencies/busin ess, Reduction of overcapacities (Stage 3-5) Strategic redirection Expand core business, transfer and development (Stage 1) High transformation readiness Overcome stakeholder crisis Increase readiness through sensitization of stakeholders (Stage 2) Ongoing observation Risks and opportunities (Stage 0) Low transformation need Quelle: Business Transformation Academy (BTA) Slide 7

8 Fallstudie Mittelständischer Finanzdienstleister Mittelständisches Unternehmen Neuer CIO/Vorstand Outsourcing der Entwicklung zu zwei Partnern in Indien Outsourcing des Betriebs zu großem amerikanischen IT-Provider Slide 8

9 Fallstudie Mittelständischer Finanzdienstleister Von der Enterprise-Strategie zur Sourcing BSC Enterprise Strategie Corporate Governance BSC IT Strategie IT Governance (IT Governance Manager) IT BSC Sourcing Strategie Sourcing Governance (Sourcing Officer) Sourcing BSC Slide 9

10 Fallstudie Mittelständischer Finanzdienstleister IT Sourcing Governance Corporate-Governance (CEO) IT-Governance (CIO) IT-Sourcing Governance (Sourcing Officer) Strategie Organizational Framework IT-Sourcing Strategie IT-Sourcing Vision / Mission IT-Sourcing Geschäftsmodell - Anweisungen / Guidelines - IT-Sourcing Aufbauorganisation - Organigramme - Funktionen - Rollen - Kompetenzen - IT-Sourcing Ablauforganisation - Sourcingprozesse - IT-Sourcing Relationship Management IT Management Framework IT-Sourcing Architecture IT-Sourcing Alignment (Maturity) IT-Sourcing Planning: - IT-Sourcing Innovation - IT-Sourcing Change Management IT-Sourcing Service Management: - IT-Sourcing Delivery - IT-Sourcing Support IT-Sourcing Performance: - Benchmark - Reporting IT-Sourcing Qualitätssicherung IT-Sourcing Riskmanagement: - IT-Sourcing Security IT-Sourcing Controlling (IT-Sourcing BSC) Slide 10

11 Fallstudie Mittelständischer Finanzdienstleister IT-Sourcing Boards Strategy Layer Tactical Layer Operational Layer Relationship Management Board (RMB) Application Development Board (ADB) Leading Executive Board (LEB) Report Report Service Delivery Board (SDB) Report Innovation Board (IB) - C: IT VO (Chairman) - OPA1: CEO - OPA2: CEO - OPO: CEO -CIO Chairman -CBU -LUH -AE -SEC Head Chennai Roles of Board Members -HPAM Chairman (C) -Head of Architecture (C) -Head of Project Mngt.(OPA) -Head of Architecture (OPA) -Proj. & Rel. Mng.(OPA2) -Product Manager (OPA2) -ADM (OPO) -J2EE Program Lead (OPO) -PIAM (OPO) -SDM Chairman (C) -Proj. Delivery (C) -HPAM (C) -Account Mgnt. (OPA) -SDM/Deployment (OPA) -Proj. Manager (OPA2) -SDM (OPO) -AE (OPO) -HAM (C) Chairman -HPAM (C) -CIO (C) -Location Unit Head (OPA) -Head of Proj. Mngt. (OPA) -HAM (OPA2) -AE (OPO) -HTACE (OPO) On demand participants and specialists Slide 11

12 Fallstudie Mittelständischer Finanzdienstleister Management of Sourcing Partnership IT-Operational Structure IT-Management processes IT-Value Chain Governance Processes Controlling Processes IT-Core processes IT-Innovation IT-Application Development IT-Service Delivery IT-Support processes Human Resource Facility Mgmt. Resource Mgmt. IT-Sourcing Boards Innovation Board (IB) Application Development Board (ADB) Service Delivery Board (SDB) IT Architecture, Innovation and Standards Application Development Build ITIL-Processes Run and Maintain Slide 12

13 Anwendungsorientierte Forschung findet auf 2-3 Ebenen statt Wie arbeiten wir zusammen (0) Verstehen von Ursache- Wirkungs- Beziehungen (1) Gemeinsame Erarbeitung anpassbarer generischer Lösungen (2) Situative Konkretisierung und Einsatz konkreter Lösungen Analyse von Problemen und Lösungsanforderungen Sammlung von Lösungsbausteinen Suche und Auswahl geeigneter Lösungsfragmente Anpassung an gegebenen Kontext und Projektziele Methoden- und Referenzlösungs-Engineering (Situationsmatrix, Lösungsfragmente, Anpassungsregeln) Prototypische Anwendung (2), Evaluation und Weiterentwicklung Komposition der Fragmente in einen Lösungsansatz Lösungsanwendung, Evaluation und Feedback für (1) Darstellung basiert auf der Darstellung in [Fettke/Loos 2005, pp ] für Referenzmodellierung Slide 13

14 Anwendungsorientierte Forschung: Verstehen und Umsetzen Von Ursache-Wirkung zu Mittel-Zweck Empirical Observations can be confirmed by Explanatory Statement Cause might lead to in a certain context Effect corresponds to can be transformed to corresponds to Prescribed Action is intended to lead to in a certain context PrescriptiveStatement Goal Goldkuhl, G.: Design Theories in Information Systems - A Need for Multi-Grounding, in: Journal of Information Technology Theory and Application, 6, 2, 2004, pp Kuechler, B.; Vaishnavi, V.: On theory development in design science research: anatomy of a research project, in: European Journal of Information Systems, 17, 5, 2008, pp Slide 14

15 Danke! Stephan Aier Slide 15