One recurring theme in software development is ‘requirements’. This seems to be one of the most challenging starting point of any software development project. My experience is that the crucial point is ‘explaining what you have in mind, what you want to achieve’. Now I see the following problems with labelling the challenge in outsourcing as ‘making requirements’:
a. It implies that making requirements is largely a role of the outsourcer.
Outsourcers oftentimes do see this as their responsibility. I would argue that this assumption is flawed. During the weekend I placed a job on a ‘handyman’ website. I want to re-paint my wooden floor. I had problems with the floor, having to paint it each 2 months. I could explain my problem very clearly. As a reply, I got few questions and some proposals. With one round of answers, the handyman can make an offer for the job.
I read about the IBM and TCS layoffs. Everest Group did an interesting analysis of both cases: http://www.everestgrp.com/2015-02-the-truth-in-ibm-and-tcs-layoffs-and-what-it-means-to-services-industry-customers-and-providers-sherpas-in-blue-shirts-16509.html
A short excerpt that I address in this blog:
Both companies recognize that they don’t have enough of the new skills needed for the new digital services markets and both have too much talent in the skills that made them leaders in infrastructure and labor arbitrage – services segments that are now diminishing as customers switch to digital services and new consumption-based models.
One of the current trends is that even the bigger enterprises buy more (cloud) products and develop less custom software. Often, these products are built by specialized teams. During the 90′s and 00′s, you needed SAP to run
Many organisations outsource their software development. After decades of experience, it is still a challenge to find and select the right provider and get your ideas implemented as you envision.The recently launched marketplace Ekipa.co changes this.
Based on over 10 years experience, the founders of Ekipa know that 2 factors determine success in outsourcing:
1. Having the right team
2. Collaborating in the right way
Ekipa matches software projects with the world’s best software teams. The match is made on experience building the specific solution in the specific technology for a similar company. The teams consist of collocated employees of a company that have worked together on similar projects. All providers are vetted before they can add teams.
The platform is supported by services: a person will do the intake and analysis of the
Lisette Sutherland, author of Collaboration Superpowers, did an interview with Hugo Messer. In the interview, Lisette and Hugo discuss Hugo’s experience setting up Bridge, starting offices in India and Ukraine, the books he’s published and what does and does not work in managing offshore and nearshore teams.
You can watch the interview on Youtube or listen to the podcast on itunes or Stitcher. Beware that there is a short disruption after a few minutes, after that the broadcast is fine!
The past decade, more work is done remotely than every before, all fueled by technology and globalization. Companies facilitate working from home, outsource more and move work offshore. I think it fits us humans. Before the industrial revolution, there were no offices. People worked from home. Our ancestors were chasing deer in the forest and would probably think we’re crazy sitting inside a cubicle all day long. Working from home gives more freedom, time with your family and less distractions.
Companies that are able to work with people from home, are also able to work with people from any other location on earth. This brings enormous potential. For any job, you can find the best available person, be it an employee, a freelancer or a consultant. You tap into the global talent pool instead of your small local pond. For any project, you can find the best available team, w