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This Intelligence Report is based on the survey of the 603 Swiss companiesthat either outsource their Software Development (SD) / Information Technology (IT) function(s) to an external service provider onshore (within Switzerland), nearshore and/or offshore, or develop their software/IT solutions in-house.
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IT Sourcing Europe
Nearshore IT Outsourcing
Market Research & Consultancy
May 2011
European IT Outsourcing
Intelligence Report 2011:
Switzerland
2| C o p y r i g h t I T S o u r c i n g E u r o p e 2 0 1 1 | A l l R i g h t s R e s e r v e d
European IT Outsourcing Intelligence Report 2011: Switzerland
Contents
Executive Summary .......................................................................................... 2
Survey Overview ............................................................................................... 3
Respondents’ Profile ........................................................................................ 5
Outsourcing Behaviors ................................................................................... 11
Outsourcing Drivers & Factors ....................................................................... 14
Outsourcing Challenges & Solutions .............................................................. 17
Client – Vendor Relationships ........................................................................ 19
Outsourcing Costs ........................................................................................... 22
SD/ITO Impressions ........................................................................................ 23
Future Outsourcing Plans ............................................................................... 24
In-House Software Development Trends & Challenges ................................. 25
Key Findings’ Highlights .................................................................................. 33
Conclusions ..................................................................................................... 36
Executive Summary
This Intelligence Report is based on the survey of the 603 Swiss companies
that either outsource their Software Development (SD) / Information
Technology (IT) function(s) to an external service provider onshore (within
Switzerland), nearshore (within/close to the same time zone) and/or offshore
(more than 2 time zones away), or develop their software/IT solutions in-
house.
The Report aims to help the Swiss outsourcing companies:
Get an in-depth understanding of the current Swiss IT Outsourcing (ITO)
demands and trends
See what challenges are facing their market peers and how they
respond to them
Revise / improve their current ITO engagements / business models
based on the industry best practices
The Report aims to help the Swiss non-outsourcing companies:
Better understand modern SD/IT costs optimization and/or reduction
strategies
See what challenges are facing the in-house software development and
how their market peers / competitors respond to them
Evaluate own readiness to adopt the outsourced / distributed
development
Find out what their market peers think about SD/ITO and how they are /
will be preparing for adoption of the outsourced development in the
future
European IT Outsourcing Intelligence Report 2011: The SWISS
3 | C o p y r i g h t I T S o u r c i n g E u r o p e 2 0 1 1 | A l l R i g h t s R e s e r v e d
European IT Outsourcing Intelligence Report 2011: Switzerland
Survey Overview
The Swiss ITO and In-House Software Development survey was conducted
between March 14 and April 29, 2011, in the frames of the All-European ITO
research.
Survey goals:
Explore factors that drive the Swiss companies to outsource their SD/IT
functions in 2011
Explore challenges associated with offshore/nearshore outsourcing
and the most effective problem solving techniques
Explore the use of different business models in ITO engagements and
find out which model works best for what type of companies and
industries
Explore factors that keep the Swiss companies away from
outsourcing their SD/IT function(s)
Compare and contrast the 2011 and future ITO demands in
Switzerland
The survey was available online and hosted by SurveyMonkey, the world’s
leading provider of web-based survey solutions. In order to reach as many
Swiss companies as possible, IT Sourcing Europe used its own database of
business contacts and sent out a survey invitation email to each company’s
decision maker(s) (C-level executives, IT Managers, Directors, Heads of
Software Development etc).
Additionally, inbound marketing initiatives were launched in order to attract
more companies to participate in the survey. In the frames of this initiative,
the following steps were taken:
Online press releases and survey announcements distribution;
Survey localization and optimization in social media such as LinkedIn,
XING, Facebook, Mobile Monday London, blogs ( Twitter, Word
Press, IT Sourcing Europe’s Blog), event management systems
(Amiando), and B2B web portals (Europages, Hoovers)
All data obtained were analyzed in the form of the industry aggregates. The
answers to the open-ended questions were organized by their relativity to
the study goals and displayed as the option “all other responses” in charts
and graphs further in the Report.
Outsourcing Activity & Categories Surveyed:
The following ‘outsourcing activity’ is referred to in the 2011 Swiss ITO
Report:
Software Development / Information Technology Outsourcing (SD/ITO) is
the process of transferring part of/entire software development function
and/or other Internet related work to the execution by the external IT
services provider(s)
The following categories fall under this activity:
Application (app) development and maintenance;
Website / ecommerce systems;
Data warehousing;
IT security;
Data / voice network operations;
Remote IT infrastructure management
These categories further fall under the five key areas of expertise:
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
These categories further fall under the five key areas of expertise:
Web (Web 2.0, .NET, Java, PHP, open source etc);
Enterprise 2.0 (J2EE, J2SE, C#, MySQL etc);
Mobile development (J2ME etc);
Embedded development;
Software as a service (SaaS) and Cloud Computing
Key Takeaways From The Survey:
In Switzerland, most of outsourcing companies are small by
headcount (less than 50)
The greatest demand for the outsourcing services comes from
IT/software development sector, followed by professional and
financial services sectors
The majority of non-outsourcing companies anticipate 1% to
9% revenue growth in 2011, while most of outsourcing
companies expect to increase their annual revenue by 10% to
19%
Most of the Swiss companies have been outsourcing their SD/IT
for more than 37 months now
Small- and large-value projects are outsourced in equal
proportions in Switzerland
A Fixed-Price Project model remains the most popular
outsourcing model in Switzerland
Nearshore is the most preferred outsourcing destination in
Switzerland
Web is the most outsourced area of expertise in Switzerland,
followed by Enterprise development
Top Three Drivers of ITO decisions in Switzerland are: reduction
of operating costs, shortage of domestic IT skills and resources
and focus on core competence
Top Three Challenges facing Swiss outsourcers are: change
management, cultural difference and poor communication with
vendor’s project management
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
Respondents’ Profile
Primary Industry
All Other Responses include:
hospitality, tourism, and
mobile computing
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
Respondents’ Profile
Primary Industry
All Other Responses include:
hospitality, tourism, and
mobile computing
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European IT Outsourcing Intelligence Report 2011: Switzerland
Company Size (Headcount)
Do Companies Outsource Any Element of Their IT / SD
Function?
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
Size of Outsourcing Companies (Headcount)
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European IT Outsourcing Intelligence Report 2011: Switzerland
Ratio of Outsourcing Companies per
Industry
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European IT Outsourcing Intelligence Report 2011: Switzerland
Revenue Growth Expectations in 2011: Non-Outsourcers vs. Outsourcers
Non-Outsourcers
Outsourcers
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European IT Outsourcing Intelligence Report 2011: Switzerland
Outsourcing Behaviors
Overall Outsourcing Experience Size of Project Team(s) on Vendor’s Side
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European IT Outsourcing Intelligence Report 2011: Switzerland
Value of the Outsourced Project(s) (In €) Outsourced Areas of Expertise
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European IT Outsourcing Intelligence Report 2011: Switzerland
Business Models Used To Partner With ITO Provider(s) Do Companies Multisource?
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European IT Outsourcing Intelligence Report 2011: Switzerland
Current Outsourcing Destinations
Outsourcing Drivers & Factors
Drivers of Decisions to Outsource IT/SD
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European IT Outsourcing Intelligence Report 2011: Switzerland
Factors’ Rating in Terms of Their
Importance in the Choice of the
Outsourcing Destination
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European IT Outsourcing Intelligence Report 2011: Switzerland
Factors’ Rating in Terms of Their
Importance in the Choice of the
Outsourcing Partner
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
Outsourcing Challenges & Solutions
Main Challenges of the Outsourced Software
Development
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European IT Outsourcing Intelligence Report 2011: Switzerland
How Companies Respond to their
Challenges
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European IT Outsourcing Intelligence Report 2011: Switzerland
Client – Vendor Relationships
How Companies Found their ITO
Partners
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European IT Outsourcing Intelligence Report 2011: Switzerland
Size of the ITO Partner* Who Selects IT Specialists to Be Involved in the Project?
*Companies with more than 1 partner referred to their major one
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European IT Outsourcing Intelligence Report 2011: Switzerland
Do Companies Know Exact Salaries of Their Project Team
Members on the Vendor’s Side?
Levels of Satisfaction with ITO Services Provided
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
Outsourcing Costs
How Actual Annual Incurred Costs of SD/ITO Compare to the
Expected (Contracted) Costs
Actual Savings from the Outsourced SD/IT
European IT Outsourcing Intelligence Report 2011: The UK
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European IT Outsourcing Intelligence Report 2011: Switzerland
Impressions of Outsourcing
outsourcing our software development has been the right
decision
outsourcing saves operating costs, but inevitably increases
management costs
costs are higher than expected
overall, provider’s work is of higher quality compared to in-house
capabilities
it is important to have the supplier's team working within or close
to the same time zone
providers have more disciplined methodologies, which can lower
costs further in a longer-term perspective
it is critical to have backup providers available in case the primary
provider is unable to meet deadlines and/or commitments
providers are unreliable and not focused on mid- and long-term
cooperation
overall, provider’s work is of lower quality compared to in-house
capabilities
Our IP is at risk
we are very dissatisfied with the decision to outsource our
software development
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
Future Outsourcing Plans
Do Companies Plan to Continue Outsourcing in the Future?
Future Outsourcing Destination
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European IT Outsourcing Intelligence Report 2011: Switzerland
In-House Software Development Trends & Challenges
How Swiss Companies Develop / Manage Their Software
Part of Corporate Budget that the SWISS Companies Spend On
IT/SD
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European IT Outsourcing Intelligence Report 2011: Switzerland
Level of Satisfaction with the In-House Development / IT Key Challenges of the In-House Software Development
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
How Companies Respond
to their Challenges
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European IT Outsourcing Intelligence Report 2011: Switzerland
Factors Keeping the SWISS Companies Away From SD/ITO
we want to have 100% managerial control of our software
project(s)
we are too small and immature to outsource
we're afraid that outsourcing will eventually cost us more
money and ‘headaches’ than in-house development
we think that the outsourced development will result in poorer
software product quality
we do not want to create any shared environments
we're totally satisfied with our in-house development results
we don't want to put our intellectual property at risk
we don't get any pressure to cut costs from
customers/investors/executive management
we had some negative experience with the outsourced
development in the past
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
Circumstances in Which Companies
Would Consider Outsourcing Their
SD/IT in the Future
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European IT Outsourcing Intelligence Report 2011: Switzerland
Where Companies Will Outsource If
They Make Such a Decision in the
Future
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
How Companies Will Rate Destination
Selection Criteria If They Decide to
Outsource in The Future
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
How Companies Will Rate Provider
Selection Criteria If They Decide to
Outsource in The Future
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
Key Findings’ Highlights
The 2011 Swiss IT Outsourcing and In-House Software Development Survey
allows better understanding of the general profile and demographics of the
outsourcing companies in Switzerland. According to the survey findings, 51%
of the outsourcing companies are less than 50 in headcount, 19% - 50-199,
almost 10% are mid-sized (200 to 999) and 19.5% are large (more than 1000
in headcount).
The vast majority of the Swiss outsourcers come from IT/SD sectors (almost
45%), followed by providers of professional services such as accounting,
consulting, legal etc (16%) and financial services (almost 14%).
More outsourcing companies expect their annual revenue to increase by 10%
- 19% in 2011, compared to the companies developing their solutions in-
house - 42% vs. 22.5%. Additionally, more outsourcers expect 20%-49%
revenue growth in 2011, compared to the in-house developers – 9% vs. 8%,
fewer outsourcers expect 0% or less in annual revenue growth– 4% vs. 10.5%
and the equal number of companies anticipate to increase their revenue by
50% and more – 8% in each segment.
Regarding the value of the outsourced projects, the following trends are
observed in 2011, compared to 2010: the number of the €0-49K projects
dropped by 12.6%, the number of the €50-199K projects dropped by 21.4%,
the number of the €200-499K projects dropped by 10.9% and the number of
the €500K+ projects increased by 19.6%. This finding proves 2011 to be the
year of both small and large ITO contracts.
In 2011, three most popular engagement models that the Swiss outsourcers
use to partner with their ITO providers are: a project –based model (fixed
price, time & material) – 48% of respondents, nearshore/offshore
development center - 40% of companies and Own/Dedicated/Managed
Team Model – 24% of all companies surveyed.
In 2011, the vast majority of companies in Switzerland outsource their
projects to a single external services provider – 51.6%, which is down 20.4%
from 2010, while almost 48.4% of companies multisource (i.e. distribute the
outsourced operations among 2 and/or more providers, usually the
geographically dispersed ones), which is up 20.4% from 2010. This finding
marks the evolving trend for multisourcing on the Swiss ITO market. This can
be explained by the Swiss companies’ urge to secure their outsourced
operations and have backup providers available in case the primary one fails
to deliver properly, on time and on budget. On the other hand, 50% of the
Swiss outsourcers partner with ITO providers who are less than 50 people in
size and are, therefore, unable to have sufficient expertise in several areas at
the same time. This leads outsourcers to distribute projects among several
providers based on their available Center(s) of Excellence (e.g., the entire
product development function is transferred to provider X, while QA and
testing or customization is transferred to provider Y. Such dissemination also
allows an additional external audit of the product(s) developed by provider
X). It is expected that in the years to come the number of multisourcers will
significantly exceed the number of singlesourcers both on the Swiss and
global outsourcing markets.
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European IT Outsourcing Intelligence Report 2011: Switzerland
In 2011, web projects remain the most outsourced area of expertise (by 78%
of companies, which is up 52% from 2010). Enterprise development is
outsourced by 29.6% of all outsourcers, which is up 4.6% from 2010. Mobile
and embedded development projects are transferred by 18.5% each (down
0.5% and up 1.5% from 2010), while SaaS and Cloud remain the least
outsourced areas (by 11.1% of companies, which is down 1.9% from 2010).
In 2011, the outsourcing destinations of the Swiss companies have changed,
compared to 2010: 51.4% of companies outsource nearshore (up 10% from
2010), 20% - onshore, i.e. within Switzerland (up 9% from 2010), 17.1% -
nearshore and within Switzerland (up 7.1% from 2010), 11.4% - offshore
(down 10.6% from 2010), another 11.4% - both nearshore and offshore (up
2.4% from 2010), 8.7% - both offshore and within Switzerland (up 1.7% from
2010) and 5.7% of the survey respondents outsource nearshore, offshore and
onshore (up 1.2% from 2010).
In 2011, 63.3% of the Swiss companies outsource to reduce operating costs
(up 31.6% from 2010), 43.3% - to focus on their core competences (up 26.1%
from 2010), and another 43.3% - to find appropriate IT skills and resources
outside Switzerland where the qualified resources and specific skills are in a
very short supply (up 16.3% from 2010). The two other huge drivers of ITO
decisions in Switzerland are necessity to free in-house resources for other
business purposes (mentioned by 36.7% of respondents) and necessity to
accelerate time-to-market (mentioned by 30% of respondents).
In 2011, the Swiss companies consider the following three factors as the
most important ones when choosing their outsourcing geographies: available
IT talent pool (81% of respondents), appropriate English and German
language skills (65.5%) and cultural proximity (48.3%).
Regarding the highest rated criteria of the outsourcing partner selection in
2011, 65.5% of companies mention successful test/pilot project completion;
59.8% of companies consider innovative and flexible business / service
delivery models offered by vendor(s); and 58.6% consider vendor’s
experience in the similar projects.
This finding mirrors well the current situation on the global ITO market.
Traditional outsourcing models such as fixed price projects, Build-Operate-
Transfer (BOT) or Dedicated Development Center (DDC) prove to be unable
to meet today’s market demands for agility, scalability, speed of marketing
time and predictable ITO costs. Therefore, more Swiss companies begin to
realize the importance of having as much managerial control of their
outsourced projects and resources as possible and use outsourcing as a long-
term strategy to improve software/IT products’ quality and respond
proactively to pressing customers and rapidly changing market demands
rather than just a short-term tactic to reduce costs. Thus, they tend to
partner with those ITO service providers who are able to offer engagement
via innovative business models such as Client Own/Dedicated Team, Virtual
Operating Subsidiary, SCRUM Team and other likewise models allowing
transparent pricing and no hidden agenda, access to the resources and skills
that is not limited to a single geography, extensive knowledge sharing
beyond Service Level Agreements (SLAs) and easy / flexible contract exit
terms.
In 2011, the top three challenges of the outsourced SD/IT in Switzerland are:
change management (44%), cultural difference (40%) and poor
communication with vendor’s project teams/management (36%). In contrast,
the top three challenges in 2010 were: delayed delivery of / missed project
milestones, poor project management on vendor’s side and hidden agenda
(when the actual incurred costs of ITO exceed the contracted ones).
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European IT Outsourcing Intelligence Report 2011: Switzerland
To respond to their most critical challenges, 62% of Swiss outsources tend to
increase face-to-face communication with their vendor’s project managers
and execution teams (up 36% from 2010), 41.4% of companies dedicate
more managerial resources (up 20.4% from 2010) and 24.1% revise and
update their vendor management processes (up 13.1% from 2010). Only 10%
of companies choose to back-source (i.e. bring operations back in-house),
which is up 5% from 2010.
Regarding the actual annual incurred costs of ITO, 65.4% of companies say
they match the contracted costs (up 47.4% from 2010), 23.1% say they are
up to 25% higher than expected (up 1.9 from 2010), 11.5% say they are 25%-
49% higher than expected (down 12.5% from 2010) and 3.8% point out that
their actual ITO costs are up to 25% lower than expected (down 7.2% from
2010).
Regarding the actual savings from the outsourced SD/IT in 2011, 37% of the
survey respondents admit saving less than 10% of their operating costs (up
27% from 2010), 22.2% save 10% to 24% (down 12.8% from 2010) and
another 22.2% save 40%-59% (up 1.2% from 2010). In addition, 7.4% of
companies report saving 25% to 39% of operating costs (down 12.6% from
2010) and 11.1% of companies save 60% and more, which is down 2.9% from
2010.
The fact that the vast majority of the Swiss outsourcers actually save less
than 10% of costs with help of outsourcing can be attributed to the fact that
50% of Swiss outsourcers partner with very small ITO service providers who,
unlike their mid-sized and large peers, do not have an appropriate access to
the qualified IT workforce, do not invest enough in the training and
professional advancement of their employees and do not have any best
practice in effective staff retention. Also, since only very few small ITO
providers are able to afford to pay competitive salaries (in terms of their
home countries’ market rates) to their employees, the risk is high that the
clients get insufficient and unqualified personnel involved in their outsourced
projects. In addition, many small nearshore ITO vendors practice outsourcing
some of their clients’ tasks to even lower-cost offshore destinations due to
the lack of domestic resources they have access to / financial inability to
outbid competitors’ staff / win the local headhunting. The mix of such
circumstances inevitably leads to the situations when the ITO buyers are
overcharged in order to cover new hires / employee replacement in case of
vendor’s staff turnover, “secret” re-outsourcing / outtasking practices as well
as fixing product’s bugs and errors at the post-release stages due to vendor’s
unqualified resources. These obstacles typically prevent most of the Swiss
outsourcers to save more from their ITO engagements.
In spite of the insignificant cost arbitrage achieved via the outsourced SD/IT
and insufficient vendor management processes, the grand majority of the
Swiss outsourcers – 48.1% - believe that outsourcing their IT/SD function(s)
has been the right decision. In contrast, only 3.7% of companies regret
having made a decision to transfer their IT/SD to the external services
provider(s).
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European IT Outsourcing Intelligence Report 2011: Switzerland
Conclusions
The 2011 Swiss IT Outsourcing and In-House Software Development survey
demonstrates insignificant changes in the ways companies behave with
regards to the adoption / management of their outsourced development / IT
function(s). Overall, in 2011 outsourcing is reinforcing its position as a
commodity practice it has gained over the past [post-crisis] years, and the
majority of the Swiss companies continue to use it as a way to reduce
operating costs / lower down IT/SD budgets and get access to the lower cost
and better qualified IT resources outside Switzerland.
The positive trends of the Swiss ITO market observed in the course of the
research are as follows:
• The outsourced development / IT function(s) obviously help Swiss
companies increase their annual revenue by allowing acceleration of
the time-to-market and spending more on customer service
improvement and overall company growth
• Many Swiss organisations aim to use outsourcing as a strategic cost
saving and knowledge enhancement tool rather than a short-term
tactic to lower down IT/SD budgets and respond to pressing
customers
• Compared to 2010, in 2011 more Swiss outsourcers realize the
importance of securing their outsourced operations and, therefore,
distribute development among two and more external service
providers (usually the geographically dispersed ones) to reduce the
risk of project failures
• In 2011, a significantly bigger number of Swiss companies take part in
/ fully manage the hiring of IT specialists to be involved in the
execution of their outsourced project(s), which generally hallmarks
their urge to retain as much control of the outsourced project(s) as
possible.
• In general, Swiss outsourcers demonstrate rather high levels of
satisfaction with their outsourcing partners and think that
outsourcing their functions has been the right decision. As a result,
the vast majority of companies plan to continue outsourcing their
IT/SD in the next 12 months.
The negative trends of the Swiss ITO market observed in the course of the
research are as follows:
• The prevailing majority of Swiss outsourcers manage to save less
than 10% of operating costs through the outsourced development.
This can be explained by the fact that most of Swiss companies
engage with their external service providers via traditional models
such as project-based outsourcing and dedicated development
centers that do not allow significant cost savings due to hidden
agendas and high level of bureaucracy. Therefore, it is possible to
resume that many Swiss outsourcers are still missing sufficient
knowledge about the innovative business models such as Own Team
model and other likewise ones allowing elimination of overheads and
transparent pricing structures.
• Companies’ management and staff inability to properly interact with
their outsourcing vendors is the Number One challenge facing most
of the outsourcing relationships. It means that many Swiss
companies still do not plan their outsourcing strategies effectively
and need to bring in outside assistance to help redesign corporate
processes prior to outsourcing.
European IT Outsourcing Intelligence Report 2011: The SWISS
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European IT Outsourcing Intelligence Report 2011: Switzerland
• Outsourcing is still underused by the Swiss innovative lucrative
niches such as digital media, gaming / iGambling and mobile
computing which are dominated by high-tech startups who believe
they are yet too small and immature to outsource. It proves once
again that the Swiss companies do not have enough knowledge on
the newest outsourcing engagement models that work perfectly well
with their segments.
Shortage of domestic IT resources is the second most frequently cited driver
of corporate decisions to outsource IT/SD in Switzerland. Fifty percent of
today’s non-outsourcers report the high likelihood of transferring IT /
development to external services providers if they are not able to find
appropriate resources within Switzerland in the near future. Based on these
findings, it is possible to assume that outsourcing will be playing a greater
role in the Swiss companies’ strategic business planning in the following years
and outsourcing services providers will be forced to redesign their processes
and delivery models as well as pricing structures to be able to satisfy the ever
growing demands of both well-established and mature and innovative start-
up organizations for the outsourced project control retention, cost
effectiveness, agility, speed, knowledge sharing, innovation and overall
sustainability.
European IT Outsourcing Intelligence Report 2011: The UK
38 | C o p y r i g h t I T S o u r c i n g E u r o p e 2 0 1 1 | A l l R i g h t s R e s e r v e d
European IT Outsourcing Intelligence Report 2011: Switzerland
About IT Sourcing Europe
IT Sourcing Europe is a UK company specialized in nearshore IT Outsourcing consultancy, market research and analysis.
IT Sourcing Europe provides:
• Top quality quantitative and qualitative ITO market research and fieldwork services
• Evaluation of Central and Eastern Europe's ITO services providers and their factual capabilities to deliver innovative technological solutions on time and on
budget
• Free consulting services for European companies planning to outsource IT / software development functions and / or change their current ITO strategy /
engagement
• Ad-Hoc ITO strategy development and full-cycle support
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