The spectre at the door of IT departments everywhere this Halloween is global
outsourcing (or offshoring, as it's typically referred to in the United States).
Although the topic hasn't been front-page news for a couple of years, it remains
a polarizing issue. But is global outsourcing a trick or a treat? The short
answer is that it can be both. Let's strip away the hype and take a look at
the ways global outsourcing can affect your company.
Ground Rules
Before we look at the pros and cons of global outsourcing, we need to recognize
three axioms. These axioms are fundamental to having a rational conversation
about global outsourcing.
Outsourcing has always been a key component of IT. IT,
with its roots in data processing and finance, has always relied heavily on
external consultants and software and hardware companies. You're outsourcing
IT when you purchase an off-the-shelf application such as Microsoft Office,
hire a consulting firm, or use the services of a few local administrators. Outsourcing
to far-flung destinations such as India, China, and Malaysia isn't substantially
different.
Free markets strive for efficiency. A business that's in the market for a good or service that's considered a commodity (i.e., a product or service that's widely available with little differentiation in features or quality) will look for the cheapest source. Free markets strive for efficiency, and producing a good or service that's more expensive than necessary is inefficient. An organization that chooses an inefficient method of producing a product or service—be it a shoe or an answer to a Help desk call—when an efficient alternative is available will succumb to more-farsighted competitors.
Ethnocentricism and racially driven views have no role in free markets or successful businesses. In an increasingly global economy, you can't have a rational discussion about whether to outsource IT if you base your argument on nationalism, ethnocentrism, or blatant racism.
Why Global Outsourcing Is a Treat
There are three big treats in the global outsourcing bag. Global outsourcing
is a treat when it enables organizations to save on labor costs for IT functions,
build a local presence in a developing economy, or create business services
they otherwise couldn't.
Paying less for skilled work. Say that your company can pay Person A $30 per hour or Person B $10 per hour for the same work. Which person will it hire? Most companies will typically choose the less expensive of the two if the quality of the work is the same. If you add the amount saved in wages to the amount saved in other types of compensation such as health insurance and retirement benefits, the gap is even wider.
Executives look at this basic math and see a nice treat in global outsourcing. Few things please business executives more than reduced labor costs. Your organization can roll the savings into its profit margin, use the extra funds for strategic projects, or reinvest them in the company.
Investing in developing markets. India and China together make up more than one-third of the world's population. Because both economies are developing rapidly and both countries' trade, travel, and political boundaries are relaxing, India and China represent a tremendous opportunity for market expansion.
Playing a role in developing these markets and establishing a local presence as an employer in these countries are long-term strategic maneuvers. Although establishing a presence overseas is critical for large companies, it can often be just as important for small or midsized companies that don't plan to expand globally.
Knowing how to conduct business in other cultures, legal systems, and geographies
is valuable and will become more so as developing economies mature. Expanding
business services. Because of time differences, expanding
operations such as telephone services and Internet chat to other parts of the
world might enable your organization to offer extended hours of technical support
and customer service. Augmenting operations might in turn convince customers
to choose your organization over its competitors.
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