Maintaining the tricky balance between outsourced and in-house
02 June 2017

Maintaining the tricky balance between outsourced and in-house

Worley Parsons CIO Brian Adams was halfway through a process of sending commodity IT services to an external provider, and the resources contractor struggles to keep up with a downturn in the market.

He revealed a simple test he uses to decide what goes out and what stays in: “The basic premise I work with is to ask ‘are we bringing additional value to our shareholders and to our bottom line by doing this ourselves’? And if the answer to the question is yes, it is something we should be doing. If the answer is no then we have got to be looking at alternative ways of doing it.”

His advice was to make sure the skills base that does remain in house shifts to reflect the new functions and priorities of the IT team. He said his hiring had shifted towards people with contract and partner management skills. “I am also seeing more investment into specialist areas like security and risk management. Where technologies such as cloud deploy smaller providers and niche providers this raises an issue around the security of that data.

“There is also an increasing focus on the IT people that are dedicated to the needs of the business. Their skills and their ability to orchestrate what we want from the broader industry is increasingly critical,” he said.

10 Key Priorities

10 key priorities have risen to the surface that seem to be at the core of just about every Chief Experience Officers (CXOs) agenda:

  • 1. Agile methodologies
  • 2. Improved data analytics
  • 3. Mobility.
  • 4. Strategic partnerships.
  • 5. APIs.
  • 6. Outsourcing and Contingent Workforce
  • 7. Cognitive computing.
  • 8. Public cloud
  • 9. Application rationalisation
  • 10. Mobile apps