Perspective

Tim Blansett
Namit Kapoor
Denton Newham
Naveen Paladugu

Plan to Win
Bridge the Gap
between IT Sourcing
Strategy and Execution

Contact Information
Chicago
Namit Kapoor
Principal
+1-312-578-4502
namit.kapoor@booz.com
Dallas
Denton Newham
Senior Associate
+1-214-712-6608
denton.newham@booz.com
New York
Naveen Paladugu
Associate
+1-212-551-6723
naveen.paladugu@booz.com
San Francisco
Tim Blansett
Partner
+1-415-263-3707
tim.blansett@booz.com

Booz & Company

EXECUTIVE
SUMMARY

IT outsourcing has traditionally been one of the most effective

levers companies can apply to reduce costs. A highly leveraged
sourcing model can potentially reduce operating costs by 20
to 25 percent. However, delivering these savings requires a
careful and well thought out execution plan. Companies often
make the mistake of jumping straight from defining a sourcing
strategy to executing the outsourcing transaction itself. The
sourcing strategy phase typically results in the intent to outsource certain IT services, supported by a high-level business
case of savings potential. With the strategy in place, companies
often forgo detailed design and move directly to the sourcing
execution phase, which typically starts with proposal development, followed by supplier due diligence, selection, contracting, and finally transition of services.
A sourcing design and transition planning phase, which
involves selecting a delivery model and developing a transition sequence and vendor bundling strategy, is a critical but
often forgotten ingredient of a successful sourcing transaction.
In our experience, companies that spend time up front in the
planning phase are better equipped to identify the vendor that
best meshes with their requirements, culture, and idiosyncrasies, and to negotiate with that vendor.

Booz & Company

THE IT SERVICE
DELIVERY MODEL

Every company is under constant

competitive pressures to do more
with lessto develop leadingedge capabilities even as it reduces
costs. More and more companies
have begun focused cost-savings
programs that examine alternative
delivery models in search of savings.
IT organizations are no stranger to

these programs; indeed, it might be

argued, they are under even more
pressure to improve efficiency than
other functions are. The focus of
such programs is on near-term
cost reduction, which is forcing
companies to accelerate their IT
sourcing programs.
We believe, however, that it is
essential for companies to follow
a phased approach in developing,
designing, and executing a sourcing
strategy (see Exhibit 1). In doing
so, they should avoid the tendency
to move directly into the execution

phasedeveloping proposal
requests, selecting suppliers, and
finally executing the outsourcing
transaction. Instead, some time
should be devoted to designing the
sourcing solution and planning the
transition to the new delivery model.
Having an internal perspective on
the best service delivery model and
how services should be transitioned
reduces implementation risks
and better prepares companies to
negotiate with potential suppliers,
which can dramatically increase
the probability of a successful
outsourcing transaction.

Exhibit 1
IT Sourcing Life Cycle

Sourcing
Strategy

Sourcing Design
and Transition Planning

- Identify efficiency and

effectiveness benefit

- Select delivery models for

services to be outsourced

- Develop business case

- Develop detailed transition plan

- Gain management support

and buy-in

- Develop sourcing bundles and

approach to market

Sourcing
Execution
- Develop proposal requests
- Negotiate with supplier(s)
- Finalize and sign sourcing
contracts

Source: Booz & Company analysis

Booz & Company

PLAN TO WIN

Successful IT sourcing is both

an art and a science. The key is to
follow a methodology that incorporates both qualitative and quantitative analysis to build a logical,
objective plan for transitioning IT
services. Booz & Company has
developed an approach to IT sourcing that incorporates a plan to
win philosophy that can bridge the
gap between the development of the
sourcing strategy and its execution
(see Exhibit 2). This strategy should
be particularly useful for companies
that currently rely on in-house deliv-

ery for a significant portion of their

IT services and thus have limited
experience with sourcing.
Step 1: Select the Right Delivery
Models
The first step is to determine how
the retained IT organization and the
new suppliers will work together
to deliver both IT application and
infrastructure services. To define
the engagement model, for each IT
domainapplication development or
support, data center, or other

Exhibit 2
A Plan to Win Approach to IT Sourcing Design

Sourcing Design and Transition Planning

2

1
Sourcing
Strategy

Select
Delivery
Models

3
Develop
Transition
Plan

Sourcing
Execution

Prepare
for the RFP

KEY QUESTIONS

Select Delivery Models

Develop Transition Plan

Prepare for the RFP

- How will we engage with the new

provider(s) of IT services?

- How will the various IT services be transitioned

to the provider(s)?

- How will we engage the market to

transact for services?

- What factors should be considered

to determine appropriate delivery
model(s)?

- Should the transition happen by geography?

By IT domain? By other means?

- How many providers should we

select?

- How should transition activities be sequenced?

- How long should the transition take?

- What sourcing bundles are

appropriate? What are the
market trends?

- What are the risks and rewards associated

with moving faster? With moving slower?

- What new capabilities must we

add to enable effective sourcing?

Source: Booz & Company analysis

Booz & Company

companies should evaluate three

primary service delivery models
(see Exhibit 3):
Staff augmentation: Company
supplements existing staff with
supplier resources.
Contracted activity: Supplier
assumes delivery of discrete
activities such as build or first-line
support.
Full outsourcing: Supplier assumes
delivery of all IT services for a
given IT domain.
Staff augmentation has long been
a popular model, given its easy

implementation and flexibility.

However, the current economic
downturn has compelled many
companies to consider more
mature outsourcing delivery
models in pursuit of greater cost
savings (see Case Study, page
15). Companies in nearly every
industry have adopted the full
outsourcing model for application
and infrastructure domains, though
it is most commonly used in sectors
such as automotive, where extreme
cost pressures have existed for
several years. In this model, the
outsourcer is typically contracted
to provide a managed servicea
service at a mutually agreed-on
service level and priceand has

the discretion to determine the

appropriate staffing level necessary
to provide the service. Choosing
the right model requires a close
examination of each IT domain and
should include consideration of such
factors as the maturity of current IT
processes, previous experience with
outsourcing, concerns about security
and proprietary knowledge, and the
corporations culture and appetite
for risk.
Application Delivery Models
The diversity of the typical
application portfolio often suggests
that the appropriate service delivery
model can vary by application.
Conducting an application-level

Exhibit 3
Sourcing Service Delivery Model Comparison

Staff
Augmentation

Contracted
Activity

Full
Outsourcing

Greater Flexibility
Less Risk
Less Mature

Greater Savings
Potential
More Mature

Definition:

- Supplier provides resources to

supplement existing IT staff

- Supplier provides a portion of

services (e.g., build, test, etc.)

- Supplier provides end-to-end

services (e.g., application
maintenance, service desk, etc.)

Pros:

- Flexibility resources can be

ramped up or down on short notice

- Accountability provider is
accountable for portions of service
delivery and quality

- Savings cost savings are most

significant due to suppliers scale
and level of control

- Flexibility resources can be

ramped up or down relatively quickly

- Accountability provider is
accountable for entire service delivery
and quality

- Control provides maximum control

and least operational risk
- Implementation requires least
setup time and investment

Cons:

- Control overall control of delivery

stays in-house

- Limited Accountability supplier is

not accountable for overall service
quality

- Process Maturity requires sound

processes to manage handoffs and
enforce service levels

- Limited Savings cost savings least

significant due to suppliers lack of
scale and control

- Work Definition roles and

responsibilities must be clearly
defined and enforced

- Process Maturity allows access to

best practices and processes
- Level of Change significant
organizational changes require
adaptability, cultural fit, and risk
mitigation strategies
- Loss of Control business process
and technical expertise transitioned
to provider

Source: Booz & Company analysis

Booz & Company

assessment based on key delivery

factors such as application
criticality, current outsourcing
levels, and specialized skills
requirements (for either business
process or technology) can aid in
selection. In general, it is best to
choose more conservative delivery
models such as staff augmentation
for business-critical or highly
complex applications to minimize
risk. However, in our experience,
it should be possible to migrate
over time to a more mature model
such as full outsourcing for these
applications. Regardless of the
path chosen, certain activities of
the systems development life cycle,
such as software development and
testing, are highly transactional in
nature and therefore are typically
better candidates for more mature
outsourcing models.
Infrastructure Delivery Models
The commoditized nature of IT
infrastructure and the maturity of

the IT infrastructure outsourcing

market can simplify the selection
of service delivery models for the
infrastructure domains. Companies
that decide to outsource services
in this area often opt for either
full outsourcing, where suppliers
assume full accountability for service
levels and assets, or a form of the
contracted activity model known as
remote infrastructure management,
where certain infrastructure
services for a particular domain are
outsourced and offshored to exploit
labor arbitrage opportunities.
Which service delivery model is
ultimately selected will significantly
affect the process of transition
planning, the second step in our
approach to IT sourcing design.
Thoughtful sequencing of transition
activities is important, regardless
of how suppliers will be engaged.
Nevertheless, it is the new delivery
model that will dictate how much
the IT department will changeand

thus the level of detail needed in the

transition plan.
Step 2: Develop Transition Plan
In the second step, companies
should develop a thoughtful plan
for transitioning applications
and infrastructure services to the
sourcing supplier. Because suppliers
have typically executed service
transitions numerous times, they
can offer a logical approach to the
transition; however, they lack the
detailed understanding of a specific
companys IT environment. IT
managers and operators know the
complexities of their operations
better than anyone else, so a superior
approach is to first develop the
transition sequence internally and
then customize it based on the
expertise of the suppliers ultimately
selected.
A key element in designing the
transition sequence is the concept of

It is best to choose more

conservative delivery models
such as staff augmentation for
business-critical or highly complex
applications to minimize risk.

Booz & Company

staging. Staging allows IT services

to be transitioned in multiple waves,
while providing options to balance
risk and the speed at which savings
are realized. In most cases, the scope
and complexity of IT operations
makes a one-time big bang
approach to sourcing unrealistic,
especially at companies with multiple
and diverse business units. In these
instances, the transition should take
place across multiple waves. So how
should these waves be structured?
Should it be by geography, by
business unit, by support function,

or by some other logical group?

Regardless of how the work is
grouped, the transition sequence
can be determined by adopting a
readiness-based approachthe goal
being to make the transition in a way
that realizes the most value quickly,
with an acceptable level of risk.
Applications Transition Sequence
Planning
For each application, readiness
for outsourcing can be quantified
by examining a variety of
characteristics. In assessing

application readiness, companies

typically consider such measures
as business risk, learning curve,
environment stability, organizational
and process maturity, and vendor
connectivity (see Exhibit 4).
Readiness scores can be calculated
by assigning numerical values to
each measure, and then weighting
each measure by relative importance.
For business risk, for instance,
the criticality measure might be
scored on a scale of 1 to 5, where
5 is greatest risk, and user count
might be scored from 1, for fewer

Exhibit 4
Potential IT Outsourcing Readiness Measures
Application Readiness Measures

Business
Risk

Infrastructure Readiness Measures

- Maturity of service delivery processes (e.g., ITIL)

- Business criticality of application and

impact of failure
- Number of application users

Process
Maturity

- Type of solution (i.e., custom or package)

and degree of customization
Learning
Curve

- Level of existing documentation of standard

operating procedures

- Maturity of monitoring/management capabilities

Service
Levels

- Volume of bug fixes/change requests

- Existence and measurement of domain-specific

and cross-functional service levels (e.g., application
availability, issue response time, etc.)

- Frequency of both planned and unplanned

releases
- Data Center: Degree of optimization of server
environment, level of existing documentation

- % of FTEs for maintenance & support

versus development

- Level of experience with outsourcing

Organizational
& Process
Maturity

- Degree of standardization across IT groups

- Level of existing documentation

- Specialized business process and/or
technical expertise required

Environment
Stability

- Delineation of roles and responsibilities consistent

with security policies

Environment
Complexity

- Maturity of software development life

cycle and production support
processes

- Desktop: Degree of standardization and lockdown

of device images
- Network: Number of unique networks and degree
of network carrier fragmentation
- Service Desk: Degree of centralization and
delineation of Level 1 and 2 support functions

- Maturity of project and management

capabilities planning

Security/
Connectivity

- Existence of sensitive data (e.g., company,

customer, employee, etc.)
- Specialized development/testing
environment requirements

Technology
Standardization
& Currency

- Technological currency of IT devices, including

both hardware and software components
- Maturity of asset management capabilities
- Use of automation tools

Source: Booz & Company analysis

Booz & Company

than 10 users, to 5, for more than

1,000. Then each measure should
be assigned a weight (60 percent
for criticality, for instance, and 40
percent for user count) to generate a
composite business risk score for the
application.
This approach can be extended
across all the readiness areas to
derive a single readiness score for
each application. The distribution of
application readiness scores can then
be examined to gain a perspective
on how applications should be
grouped in waves for transition.
Other factors beyond readiness,
such as planned projects, special
infrastructure requirements, and
interdependencies, should also
be considered to refine which
applications belong in each wave.
Infrastructure Transition Sequence
Planning
Planning the infrastructure
transition sequence involves
assessing the readiness score for
each IT domain and activityserver
administration or desktop support,
for example. Here, readiness

measures might include one or

more of the following: process
maturity, service levels, environment
complexity, and technology
standardization and currency. Scores
should be calculated at the activity
level and then aggregated to assess
the overall readiness of the domain.
As with applications, the distribution
of readiness scores should be
assessed to determine what to
include in each wave.
In either caseapplications or
infrastructurethe number and
duration of these waves will
depend on portfolio readiness,
portfolio size, and how fast savings
must be realized. Savings can
be captured more quickly with
shorter waves. Most companies
execute the complete transition
in two or three waves, with each
wave lasting from three to 12
months. The length of the wave
will also depend on the availability
of relevant documentation and
the level of standardization in the
various IT processes across the
company. For companies that are
new to transformation programs, we

recommend longer waves to reduce

risk and provide ample time to make
a smooth transition.
Step 3: Prepare for the RFP
Once a company decides on a service
delivery model and the sequence in
which services will be transitioned,
it can begin to plan for supplier
selection. Here, it is important to
think through how to engage the
outsourcing market. The third and
final step in our sourcing design
approach involves preparing for
sourcing execution by developing
a service bundling strategy,
which describes how application
and infrastructure services will
be grouped and sourced, and by
identifying sourcing enablers, the
key capabilities that must be built
or improved to ensure a successful
sourcing program.
By bundling services, companies
can reduce both transaction costs,
by reducing the number of supplier
agreements to be negotiated, and
operational costs, by improving
their ability to leverage economies

Staging allows IT services to

be transitioned in multiple
waves, while providing options
to balance risk and the speed at
which savings are realized.

Booz & Company

of scale. Three primary factors

should inform the development of
a thoughtful IT service bundling
strategy (see Exhibit 5):

Supplier capabilities: Are there

a sufficient number of providers
with the capabilities needed for the
proposed bundle?

The bundling strategy serves as

the foundation for executing the
sourcing strategy, the next phase
in the IT sourcing life cycle. The
first step in the execution phase is
to solicit qualifications of potential
suppliers, which typically occurs
through the issuance of a request for
proposal (RFP). The service bundles,
along with the selected service
delivery models and transition plan,
should define the high-level scope
and structure of the RFP.

Transition timing: Will all the

domains in the bundle be ready for
sourcing at about the same time?

In this step, companies should also

identify the critical capabilities,
such as supplier management, they

Buying power: Will sourcing more

than one domain to the same
supplier garner better pricing?

will need to create or improve

for effective sourcing. Supplier
management typically involves
an organization within IT that
coordinates all supplier activities
and sourcing processes and can
establish, measure, and report
on key supplier delivery servicelevel agreements. Other important
sourcing enablers can include IT
development and delivery process
standardization, training on effective
communication and collaboration in
an outsourced delivery model, and
IT security capability improvements
to enable increased outsourcing of IT
activities.

Exhibit 5
IT Service Bundle Strategy Factors and Common Bundles
COMMON SERVICE BUNDLES
1
Supplier
Capabilities

Support Bundle
- Help Desk, Desktop, Field Support
- Aligns incentives for optimizing labor between remote and on-site support
- Strong device support suppliers typically possess capabilities in all three areas

Select
Delivery
Models

Buying
Power

Domain to
be Delivered
1
2
3
4

Application Development and Maintenance Bundle

- Application Development, Application Maintenance
- Aligns incentives for optimizing application total cost of ownership
- Most suppliers that offer application services possess both development
and maintenance capabilities

Network and Data Center Bundle

- Data Network, Voice Network, Data Center
- Bundling network services with other IT domains increases buying power and
reduces management complexity
- Many suppliers, especially pure-play offshore companies, possess strong
capabilities across network and data center services

Source: Booz & Company analysis

Booz & Company

PRACTICAL
ADVICE

Plan to win is a framework that

can help organizations bridge the
gap between sourcing strategy and
execution. We have learned four
practical lessons by applying this
approach.
Engage key executives and subject
matter experts early. Changing
the IT delivery model is a complex
transaction that requires buy-in from
both IT and the business. During the
sourcing strategy phase, you need
the appropriate corporate officers
and executives engaged to ensure
that there is commitment from top
management. Because you will often
get pushback from the businesses,
engaging them early will ensure their
support in subsequent phases. In
doing so, make sure to demonstrate
to them not only the efficiency
inherent in the sourcing opportunity
but also its effectiveness. Once

Booz & Company

both IT and business leaders are

on board, they can be instrumental
in cascading the change in the
organization.
After the strategy phase, the
design and transition phase
typically requires cross-functional
participation from various levels in
the organization. In our experience,
a small, dedicated core team with
representation from the various IT
domains is essential for success.
Having this broad representation
will ensure that the sourcing design
is well grounded and has buy-in
across all levels of the company.
Design the first wave for success.
IT sourcing implementations can
take several months or even years to
complete, depending on the scope
and complexity of the services
being transitioned. As with any
long-term project, building and
maintaining momentum is critical to
success. Therefore, we recommend
a focus on making initial sourcing
efforts successful by carefully
managing their scope and striving
for broad participation among key

stakeholders. There will always

be pressure to capture sourcing
benefits early, and in our experience
a thoughtful, manageable first wave
will lead to increased buy-in and an
accelerated timeline for the overall
implementation.
Understand the one-time
investment. Much attention has
been given to certain categories of
investment required for outsourcing,
including the transition, parallel
operations, severance, and retention
costs. These people-related costs
can be significant, sometimes as
much as 40 percent of the annual
value of the contract. However, the
non-people costs required to support
successful outsourcing can also be
quite significant. It may be necessary
to employ service delivery process
improvement schemes, such as SDLC
(software development life cycle)
and ITIL (information technology
infrastructure library), if your
current processes are immature.
Investments in security, such as
identity and password management,
network segmentation, and datamasking solutions for sensitive

data, may also be necessary to

support secure third-party access to
corporate environments. The level
of investment in these initiatives
will vary depending on your current
process maturity, the service delivery
model, and corporate security
policies.
Develop risk/reward options. There
is no single right sourcing plan
for every company. At its core, an
implementation plan is a function of
two variables: the risks associated
with the timeline, and the speed
at which the benefits need to be
realized. Creating a set of design
options that vary the scope and
timing can provide transparency into
the risk/reward trade-offs. Options
that accelerate the capture of benefits
typically come with increased
execution risk. From a change
management perspective, however,
such options may have the best effect
on retained stafffaster options
can get it over with more quickly
than options with protracted wave
durations.

10

BRIDGING THE
GAP BETWEEN
STRATEGY AND
EXECUTION

IT sourcing is here to stay. Companies

will continue to use it to save money
and boost productivity. However,
every end-to-end sourcing transaction is complex and requires a
well-structured execution plan. New
technologies, process innovations,
and the emergence of alternative and
improved service delivery models
will further increase the complexity substantially. The plan to win
approach can prepare companies to
better deal with these challenges and
help them deliver sustainable benefits
from their IT sourcing transactions.

Booz & Company

Case Study: Planning to Win at a Large U.S. Retailer

In the fall of 2008, the global credit crisis and the subsequent sharp decline in
consumer spending began to place significant pressure on the retail industry to
find ways to cut costs, increase capabilities, and generally do more with less. To
address these challenges, one large U.S. retailer embarked on a company-wide
cost, culture, and capabilities transformation. The companys IT organization
soon realized that a comprehensive sourcing strategy had the potential to
yield significant cost savingsas much as 50 percent of the overall IT savings
targetprovide the business side with greater transparency into IT costs and
processes, and drive increased operational effectiveness.
But the retailer faced a choice: Jump straight to execution or spend effort to
develop a detailed sourcing design. Given the importance of the initiative and
the level of change required, the retailer opted for the latter. Over the course of
two months, the company used the three-step plan to win approach to bridge
the gap between strategy and execution.
Step 1: Select delivery models. The retailer was relatively inexperienced with
outsourcing; the majority of its IT services were currently being provided inhouse. Realizing just how much change would be needed to shift delivery to
third-party providers, the retailer opted for a balance of staff augmentation and
contracted activity delivery models as a first step, with the goal of moving to
more mature models over time.
Step 2: Sequence transition of activities. During this step, the company soon
realized just how complex its operations wereits multiple IT organizations
included more than 700 applications and 300 unique infrastructure activities.
Clearly, thoughtful transition sequencing would be critical if the sourcing
strategy was to succeed. The retailer used the readiness-based approach to
stage the transition across three waves of activity (see Exhibit A, page 16),
while developing a number of options for the timing of each wave to provide
management with several risk/reward trade-offs.
Step 3: Develop a bundling strategy. An examination of IT outsourcing market
trends and the capabilities of potential external providers enabled the retailer to
better understand the various service bundles to be considered, while careful
estimates of contract value that would result from each of the bundles allowed

Booz & Company

11

it to assess the relative attractiveness of each bundle to potential suppliers.

Ultimately, the retailer chose to roll all the services it planned to outsource into
three primary bundles:
Application development and maintenance (ADM)
Help desk, desktop, and field support
Voice network, data network, and data center
Key cross-functional IT staff worked together to develop the plan, leveraging
their deep expertise in the companys application and infrastructure services.
The result was a more detailed understanding of their existing IT operations, and
ultimately a comprehensive transition plan, which provided the retailer with the
critical information it needed to conduct the supplier selection with confidence.

Exhibit A
Readiness-Based Application and Infrastructure Sequencing at a Large U.S. Retailer

APPLICATION READINESS ASSESSMENT

APPLICATION SEQUENCING
% of Total
Applications
100%

Application
Count
45

The distribution of
readiness scores
and adjustments
for factors such as
major planned
activities and
interdependency
were used to
develop wave
scope

30

15

0
Least
Ready

Most
Ready

Domain

Relative
Transition
Order

Capabilities Required to Source

& Time to Implement

48%

24%

0%
Wave 1

INFRASTRUCTURE READINESS ASSESSMENT

Faster

28%

Transition
Risk

Wave 2

Wave 3

INFRASTRUCTURE DOMAIN SEQUENCING

Wave 1

Help
Desk

Minimal

< 6 months

Help Desk
(Level 1)

End User &

Field Support

Minimal

< 6 months

End User &

Field Support

Data & Voice

Network

Moderate

6-12 months

Data
Center

Significant

> 12 months

Wave 2

Wave 3
Help Desk
(Level 2)

Data & Voice

Network
Data
Center

Slower

Source: Booz & Company analysis

12

Booz & Company

About the Authors

Tim Blansett is a partner
with Booz & Company based
in San Francisco. He works
in the retail practice and
specializes in IT strategy
and transformation, trade
promotion management, and
organization model design
for the retail and consumer
industries.
Namit Kapoor is a principal
with Booz & Company based
in Chicago. He specializes in
large-scale IT and sharedservices strategy formulation,
design, and implementation.
Denton Newham is a
senior associate with
Booz & Company based
in Dallas. He specializes
in IT strategy and strategic
sourcing.
Naveen Paladugu is
an associate with
Booz & Company based in
New York. He specializes in
improving IT efficiency and
effectiveness.

Booz & Company

13

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