In the tunnel outsourcing – part 1.

Outosurcing is a term base to determine the types of services provided by external companies to customers. Out-source from the etymological point of view defines the point of being outside the source.[1] In practice, this point applies to distinguished, key areas and fields for the operation of which is responsible the outsourcer. Currently, outsourcing is found in almost every type of business, including finance, transport, human resource management, telecommunications and IT sector which tends to approach it as a business exporting tunnel to the new reality, a new specifics, needs and tasks.

IT outsourcing is a way of running business, which is the result of evolution.[2] Currently known  model of outsourcing[3] emerged in steps of which first consisted in an export of resources and staff to the new entity. It had to support parent organization, simultaneously running its own business. In practice, this type of relationship did not produce satisfying results because, first of all, the new entity had no business awareness, which is used to determine the direction of of development. Secondly, the lack of investments in technological and intellectual resources has contributed to the poor quality of the offer for potential recipients of services. Thirdly, cooperation with the parent organization was to be the main company financially advantageous, which implied underestimation of the nominal value of the service. The second step of outsourcing focused on defining the nominal value of the service, which was supposed to eliminate the second and third problem known from the first stage of development, but tools to determine the value was incompatible, since there was a lack of mobilizing factor to the development and to determine the markets value, or knowingly competing entities in the independent fields having developed methodological tools and field.

The above-mentioned problems, in chronological order, have been solved in the third stage of development by appropriate definition of the value of services, not only for the sake of relations of partnership and structure to which a newly created subject belonged, but above all for the sake of the aims that the service recipient expect to obtain. In relation with targeted action, competition on the market, the issue of investing in its own IT resources and qualified team have become the  developed and recognized  area as one without which there can be no question of providing professional services. It is also important that outsourcing began to have its own methodology for particular types of services, which was made once rationalization and the objectification disproportionate areas such as new technologies and measurement of implementations.

Currently, the benefits militates in favor of use of outsourcing in its own business activities are not only considered in financial terms. In outsourcing for the recipient matters to keep safety during performing daily tasks which are current and crucial for his organization. Those are technologies and functionality, which don't require testing performed on their own resources - which helps in handling his company, as a more competitive on the market. It's security in the form of contracts and penalties (SLA), which are a consequence of this. There is no single model of outsourcing, because it is used in a variety of areas. Service recipient may contract outsource to take care for selected area and then we will be dealing with a selective outsourcing i.e. responsibility for network infrastructure. If the recipient transfers all of his infrastructure to the external management then we will be dealing with outsourcing full, which implies the acquisition of resources (personnel and equipment). It is important who owns hardware because in the case of outsourcing collocation: "the customer can receive a place in the server cabinet, access to the network, power, and support of the administrators, by providing by himself server(s)", while in the case of outsourcing hosting service is based on "availability of renting server resources and virtual hardware platform or system platform". Therefore, to determine the best possible form of outsourcing it should be preceded by a thorough analysis of areas with imperfections. For this purpose, helpful should be external audit of company, which will clarify them and suggest other than assumed, technical and system solutions.

In the outsourcing interesting is that its features depend on needs of the market and specific sectors, so its specificity is the permanent development. It is a guarantee of penetration and implement recent technologies as well as knowledge base as case studies, which together enable in advance to choose the best form of outsourcing for a specific field. Outsourcing is not only a form of renting a company to particular tasks because as it shows in services such as Application Service Provider (ASP), the company in such a model rents a system application which service provider manages, secures and updates. While service recipient  pays gratification in the form of subscription.

New needs and tasks shows that the argument of the benefits will be the most transparent tools for testing outsourcing. They do not need them to be off benefits of cost reduction, because the outsourcer does not provide services through barter, thanks to him to companies and institutions capital flows, which is not easy to measure, it is the knowledge and security through a positive allowance enabling improvement of their organization.


[1] "The concept of outsourcing for the practice of management was introduced in the 80s of the twentieth century by General Motors, which this term characterized external system fueled, in part" [in]: K. Kalinowska, Outsourcing jako metoda zarządzania przedsiębiorstwem.

[2] There are many generalizations about the development of outsourcing, you can make periodization, for example, structural or focus on the evolution of socio-economic perspective. In the the second case interesting is the fact that the development of outsourcing in the 60s and 80s of the twentieth century was influenced by the necessity of reduce the size of the enterprise while maintaining the earned positions on the market. In the first place reduce the cost determined the choice of the kind of management, only later started to see in it aspects of development and proactive, previously unrecognized as, for example, threats, safety, areas necessary for the proper functioning of companies. See ibid

[3] Currently focused on structural periodization See M. Łozbowska, Aspekty prawne i praktyczne outsourcingu informatycznego w bankach. [in]: http://zbp.pl/public/repozytorium/dla_bankow/rady_i_komitety/technologie...

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