The Long-Tail Strategy of IT Outsourcing:
Today's rapid technological changes have transformed the role of global IT outsourcing in companies' strategies. Traditionally viewed as a cost-saving measure, IT outsourcing is also increasingly being leveraged as a strategic tool for acquiring cutting-edge innovation. This pursuit of eme...
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| Format: | Elektronisch E-Book |
| Sprache: | Englisch |
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[Erscheinungsort nicht ermittelbar]
MIT Sloan Management Review
2016
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| Ausgabe: | 1st edition. |
| Schlagwörter: | |
| Links: | https://learning.oreilly.com/library/view/-/53863MIT57206/?ar |
| Zusammenfassung: | Today's rapid technological changes have transformed the role of global IT outsourcing in companies' strategies. Traditionally viewed as a cost-saving measure, IT outsourcing is also increasingly being leveraged as a strategic tool for acquiring cutting-edge innovation. This pursuit of emerging technologies and capabilities, however, has elevated the complexity of managing supplier portfolios. In this article, the authors introduce the "long-tail" strategy, an innovative IT outsourcing model that combines a few key partnerships with a dynamically changing number of smaller contracts with other suppliers that can deliver specific value propositions beyond the capabilities of the key partners. Representing a dynamic, diversified, yet disciplined approach toward outsourcing, the long-tail strategy embraces and even fosters a flow of new suppliers, so companies are continually acquiring new capabilities that enable them to prosper in turbulent business environments. The authors' extensive in-depth interviews with major companies in financial services, business services, technology, manufacturing, and energy suggest that the long-tail strategy can help diverse organizations achieve their business goals. For example, the long-tail strategy helped a major global bank establish and maintain technological leadership in the financial-services industry, and allowed Toyota Motor North America to realize rapid innovation. In order to implement the long-tail strategy successfully, companies should institute five key practices: (1) distributing responsibility within the company for scanning for new technologies; (2) nurturing relationships with new "long-tail" suppliers; (3) encouraging sales pitches from suppliers; (4) governing the entire outsourcing portfolio; and (5) designing for integration. When implementing these practices, organizations should seek to create a more proactive, entrepreneurial, and dynamic culture in IT outsourcing. If executed well, the long-tail strategy can transform IT outsourcing into a driver of innovation and value creation in an age of globalization and digitization. |
| Umfang: | 1 Online-Ressource (9 Seiten) |
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| spelling | Su, Ning VerfasserIn aut The Long-Tail Strategy of IT Outsourcing Su, Ning 1st edition. [Erscheinungsort nicht ermittelbar] MIT Sloan Management Review 2016 1 Online-Ressource (9 Seiten) Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Today's rapid technological changes have transformed the role of global IT outsourcing in companies' strategies. Traditionally viewed as a cost-saving measure, IT outsourcing is also increasingly being leveraged as a strategic tool for acquiring cutting-edge innovation. This pursuit of emerging technologies and capabilities, however, has elevated the complexity of managing supplier portfolios. In this article, the authors introduce the "long-tail" strategy, an innovative IT outsourcing model that combines a few key partnerships with a dynamically changing number of smaller contracts with other suppliers that can deliver specific value propositions beyond the capabilities of the key partners. Representing a dynamic, diversified, yet disciplined approach toward outsourcing, the long-tail strategy embraces and even fosters a flow of new suppliers, so companies are continually acquiring new capabilities that enable them to prosper in turbulent business environments. The authors' extensive in-depth interviews with major companies in financial services, business services, technology, manufacturing, and energy suggest that the long-tail strategy can help diverse organizations achieve their business goals. For example, the long-tail strategy helped a major global bank establish and maintain technological leadership in the financial-services industry, and allowed Toyota Motor North America to realize rapid innovation. In order to implement the long-tail strategy successfully, companies should institute five key practices: (1) distributing responsibility within the company for scanning for new technologies; (2) nurturing relationships with new "long-tail" suppliers; (3) encouraging sales pitches from suppliers; (4) governing the entire outsourcing portfolio; and (5) designing for integration. When implementing these practices, organizations should seek to create a more proactive, entrepreneurial, and dynamic culture in IT outsourcing. If executed well, the long-tail strategy can transform IT outsourcing into a driver of innovation and value creation in an age of globalization and digitization. Business planning Strategic planning Planification stratégique Levina, Natalia VerfasserIn aut Ross, Jeanne VerfasserIn aut Lacity, Mary VerfasserIn aut Willcocks, Leslie VerfasserIn aut Goo, Jahyun VerfasserIn aut Hirschheim, Rudy VerfasserIn aut Gurbaxani, Vijay VerfasserIn aut Han, Kunsoo VerfasserIn aut Oshri, Ilan VerfasserIn aut Kotlarsky, Julia VerfasserIn aut Aron, Ravi VerfasserIn aut O'Reilly for Higher Education (Firm) MitwirkendeR ctb |
| spellingShingle | Su, Ning Levina, Natalia Ross, Jeanne Lacity, Mary Willcocks, Leslie Goo, Jahyun Hirschheim, Rudy Gurbaxani, Vijay Han, Kunsoo Oshri, Ilan Kotlarsky, Julia Aron, Ravi The Long-Tail Strategy of IT Outsourcing Business planning Strategic planning Planification stratégique |
| title | The Long-Tail Strategy of IT Outsourcing |
| title_auth | The Long-Tail Strategy of IT Outsourcing |
| title_exact_search | The Long-Tail Strategy of IT Outsourcing |
| title_full | The Long-Tail Strategy of IT Outsourcing Su, Ning |
| title_fullStr | The Long-Tail Strategy of IT Outsourcing Su, Ning |
| title_full_unstemmed | The Long-Tail Strategy of IT Outsourcing Su, Ning |
| title_short | The Long-Tail Strategy of IT Outsourcing |
| title_sort | long tail strategy of it outsourcing |
| topic | Business planning Strategic planning Planification stratégique |
| topic_facet | Business planning Strategic planning Planification stratégique |
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