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Diversity of skills, needs, and delivery frameworks in Application Development and Maintenance (ADM) lead to a large variety of resource sourcing options (e.g., internal employees, offshore resources, contractors, and consultants). The result of this variety is a unique resource mix in every large ADM organization, i.e., its own skill equilibrium. This equilibrium is often a primary determinant of the cost in the ADM organization. Upsetting the ADM skill equilibrium leads to an increase in the overall ADM spend along with loss of effectiveness.
The general trend in the ADM resource mix in today’s enterprise is to gradually shift the resource mix toward less expensive resources and minimize the use of “rented” contractors and consultants. These less expensive resources can be “owned” (e.g., internal employees) or “rented” (e.g., offshore outsourced resources). However, this strategy proves to be hard to execute.
One of the dangers of this strategy is upsetting the skill equilibrium that is usually a result of a long-term evolution of the enterprise ADM team. A typical result of upsetting the ADM skill equilibrium is an increase in the overall ADM spend along with loss of responsiveness of the ADM team. The following two issues drive the increase in ADM spend:
This white paper discusses:
ITO 2008 Annual Report
The IT Infrastructure Outsourcing Annual Report sketches the changing world of IO with focus on emerging asset ownership dynamics, delivery location selection in asset-light service, role of labor arbitrage and emerging infrastructure tool technologies, and evolution and growth model of the asset-light mode of IO. |
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ADM Partnerships - Moving Beyond Labor Arbitrage
The entry of labor arbitrage into Application Development and Maintenance (ADM) outsourcing has redefined the market and created a US$20 billion offshore industry. Since the emergence and rapid growth of the first Indian offshore outsourcing firms in the early 1980s, the basic premise of ADM outsourcing (i.e., labor arbitrage) has remained unchanged. |
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