The IT delivery has been developed over the course of many years, even decades, with silo-ed additions made to account for an acquisition or support new IT or business needs. Its primary role was maintaining infrastructure. In future, focus shifts to ensuring that the organization as a whole achieves strategic value from the use of technology and information, both inside and outside the traditional infrastructure model. To accomplish this, IT will need to evolve from an (technical) infrastructure into a services oriented organization.
The right delivery model and sourcing strategy are key to the successful delivery of IT services. Any healthy organization will have a blend of insourced, outsourced, and co-sourced processes, which are typically ratio-based (e.g., 70 percent of your IT services inhouse, 30 percent outsourced). It’s important to understand which capabilities are unique to your business, and which help you differentiate. For which can you accept parity with your competition? Which are foundational and require a low-cost, highly efficient but “good enough” service level? Strategic functions should remain internal, so you can focus on competitive and differentiating services. Anything foundational, however, should be considered for a move to a third party, based on other variables like cost and speed. Companies have now started to realize that their complex silo-ed IT infrastructure is not only inefficient (i.e., in terms of cost, space, and energy), but also does not give the business the support it needs to reach its full potential.
An ideal IT Delivery enables value for the business, while simultaneously reducing costs, improving asset optimization, remaining compliant with regulations. To achieve these goals, companies need to make “large-scale investments” in order to achieve the desired operating model and finally the required service delivery composition.