Outsourcing models and criteria for informed decision-making in IT
- martacazenave7
- 4 days ago
- 3 min read
Turning to outsourcing in IT is not just an operational choice. It is a structural decision that defines how the organisation will operate, evolve and respond to technological change.
Many decisions start with the model — managed services, operational outsourcing or strategic outsourcing — when they should begin with a clear analysis of the organisational context. This mismatch can lead to technically correct solutions that are not sustainable.
Main outsourcing models
Before facing strategic dilemmas, it is useful to understand the different models, which involve varying levels of responsibility and engagement:
Operational outsourcing – execution of specific, repetitive or support tasks, while maintaining strategic control internally.
Managed services outsourcing – the partner assumes ongoing responsibility for services and outcomes, with clear SLAs and continuous monitoring.
Strategic outsourcing – the partner is integrated into IT decision-making and evolution, with structured involvement over the medium-to-long term.
Understanding these models helps frame the criteria that condition an informed decision.
The mistake of starting with the model
A recurring pattern is choosing the model based on external references or past experiences, without framing the real situation.
The model is treated as the solution, not the outcome.
Internal problems are transferred to the supplier.
The decision responds to urgency, not strategy.
When this happens, outsourcing tends to crystallise existing inefficiencies instead of solving them.
Three dilemmas that influence the decision
Control or autonomy
The need for control is legitimate, especially in critical contexts. However, excessive operational control can negate the benefits of outsourcing.
More control implies greater internal involvement.
Less autonomy reduces responsiveness and innovation.
The challenge is defining what should be controlled and what can be delegated.
Immediate efficiency or sustainability
Decisions focused only on short-term gains can compromise the sustainability of IT.
Quick cost reductions can create excessive dependence.
Lack of planning compromises future evolution.
An informed decision balances immediate gains with medium-term adaptation.
External expertise or internal knowledge
Access to specialised skills is one of the main drivers of outsourcing. Without a clear strategy, critical knowledge may remain outside the organisation.
External expertise accelerates results.
Lack of internal retention increases risk and dependence.
Outsourcing should strengthen the IT function while maintaining autonomy and retaining critical knowledge.
When “correct” decisions fail in practice
Even with the right model, results can fall short. Typical signs include:
Operational indicators met, but value is barely perceived.
Governance structures that are either heavy or non-existent.
Transactional relationships where partnership was expected.
In most cases, these problems stem from poorly defined criteria from the outset, not from technical execution failures.
What distinguishes a truly informed decision
A mature decision is based on criteria aligned with the organisation’s reality, not just the type of service contracted:
Real governance capability, not just theoretical.
Clarity about the future role of IT within the organisation.
Explicit expectations regarding the partner’s level of involvement.
When these elements are clear, the model becomes a natural and strategic choice, not a gamble.
Our experience
We have observed that the most successful decisions start with an honest assessment of IT maturity and business objectives. When outsourcing is viewed as a structural decision rather than merely operational, results become consistent, sustainable and aligned with strategy.
Is your organisation choosing an outsourcing model or responding to a deeper issue within IT?
Talk to us to structure an informed decision, aligned with your current reality and future goals.
