Posted by: S R Balasubramanian
CIO toolkit, IT leadership, outsourcing, partnerships, vendor management, vendor relationships
I recently attended a seminar, the topic of discussion being ‘Managed Support Services’. There have been too many seminars of late, and this was one of them. Organized by a technology media company and sponsored by a leading vendor, the seminar had the hapless CIOs come over and attend. I guess CIOs come in more because of their obligation to friends who are with these media companies or vendors, or also because of their need to network with peers. An evening of some talk followed by cocktails and dinner allows CIOs to socialize a bit.
Nevertheless, the program started off a little behind schedule as usual, and after a brief introduction of the subject, the topic was thrown open for discussion. The format of the session was in the form of a roundtable, and every participant had a chance to express his view. The initial discussion veered around the variety of applications that run in our organizations, multiplicity of platforms, and problems of managing them. Most said that it was difficult for the CIO to manage all these jobs effectively for ensuring continuous availability, and it was therefore prudent to outsource these support services. The difficulty stems from the fact that they need to develop expertise on multiple platforms, and at the same time deal with staff attrition which is common in the IT circles. Some CIOs were of the view that choosing all solutions from a single vendor would help reduce complexity, though many others disagreed with this view.
The conversation then slowly moved towards effectiveness of the outsourcing measures taken and the way to get them right. Many of the participants had their views to express about the pains they face. They complained that vendors have to be monitored very closely and need to be held them down brandishing the SLA document. The common refrain was that vendors promise something in the beginning, but act otherwise—deploy not so bright boys, and hardly ever monitor on their own. The second view was also not so charitable. The feeling was that vendor organizations do not work as partners, since they always have their billings and revenue in mind—that they hardly ever think of the customer pain points.
To me, somehow, the whole discussion sounded a little funny. While on one hand we talk of the need for working in a partnership mode, on the other we express such lack of confidence on the vendor who supports us. Is the vendor always wrong, and is it that leading vendors in India do not know their business? Isn’t the partnership always between equals? What if I wield the whip saying ‘customer is the king’, and hold down the partner because he is dying for my business? The question is, shouldn’t the CIO also feel an obligation to enquire whether the partner faces any constraint and take a step forward to help him, with a spirit of ‘helping him to help you’? It is always easy for the CIO to find fault with the vendor and replace him with another one at the earliest available opportunity, but I am not sure if that would solve his problem. Changing a vendor is again painful, and causes disruption during those periods of change over.
In my opinion, many CIOs need to understand the principle of partnership and seek to reform themselves before trying to look into the shortcomings of their technology partners. It may be fashionable to speak of their great bravado of taming vendors, but that doesn’t lead them too far. True partnerships often unleash creativity, and bring out solutions that are game changing–synergies from working together may be the real trick that could work wonders.