Using Enterprise Architecture to achieve competitive advantage through IT. Are you successful or aggravated?

« IT strategy and agile EA in the new economy | Main | Role of an Architect: Lessons from the movies - Part 8 »

Outsourcing of Enterprise Architecture (EA) functions and Infosys' EA survey

We just completed our 3rd annual survey on Enterprise Architecture. The survey brought out some very exciting findings, as well as some which we see as potential gaps or blue ocean. 

One of the key findings is that participants of the survey saw Enterprise Architecture as a capability that was core to their business and inherently part of their organization's crown jewels. However, given the daunting set of activities that most Enterprise Architecture functions have to execute today, the opportunity to work with ESPs and enlist them to execute some of these activities is real. In other words, some activities (the more tactical ones), can be outsourced to a strategic vendor partner.

Gartner has reiterated this in their research note (subscription required to view the note) this week.  It is comforting to see that they see the same conclusions from the data as we have - there are specific activities that one can engage ESPs on, but don't wholesale outsource the capability. 

We have engaged with multiple organizations to execute select EA activities in a collaborative model,  with the objective of ensuring that the EA function focuses on core activities such as business engagement, business alignment and strategic IT planning.

We are therefore seeing truly mature EA functions recognizing what is core vs context in their operating models and leveraging partners as necessary, to deliver even more business value cost effectively.

TrackBack

TrackBack URL for this entry:
http://www.infosysblogs.com/ea-mt/mt-tb.fcgi/33

Comments

Sohel,
Thanks for sharing a succinct viewpoint. Outsourcing of any business or technology function calls for deliberate consideration of various facets, more so when it comes to engaging with business partners, gathering inputs on strategically significant aspects such as Enterprise Architecture or Technology Strategy definition.

The fact remains, by seeking inputs from sourcing partners on aspects of an “organization's crown jewels,” one does not delegate Responsibility or Ownership.

Post a comment

(If you haven't left a comment here before, you may need to be approved by the site owner before your comment will appear. Until then, it won't appear on the entry. Thanks for waiting.)