The role of outsourcing in the evolution of the IT function

Outsourcing is not simply about delegating tasks or reducing costs. When structured strategically, it can transform the IT function, strengthen internal capabilities and allow teams to focus on what truly creates value for the organisation. 

Achieving these outcomes requires more than choosing a model or a partner: it demands clear objectives, proper integration of outsourcing into day-to-day operations, and relationship management focused on performance and strategic impact. 

Defining clear, business-aligned objectives 

Before implementing any outsourcing initiative, it is essential to be clear about the strategic objectives of the IT function: 

• Which services should be reinforced or delegated? 

• What impact is expected in terms of efficiency, innovation or responsiveness? 

• How does outsourcing align with short- and medium-term priorities? 

Clear objectives make it possible to measure results and prevent outsourcing from becoming merely an operational or reactive solution. 

Integrating the partner into the IT structure 

Effective outsourcing goes beyond contracts and SLAs. The partner should operate as an extension of the internal team, with well-defined roles and responsibilities: 

• Involvement in relevant strategic decisions 

• Clear accountability and limits of autonomy 

• Ongoing collaboration processes and regular communication 

This level of integration ensures that internal and external teams work in a coordinated manner, with transparency and shared performance metrics. 

Establishing control and governance mechanisms 

The effectiveness of outsourcing depends on governance mechanisms suited to the organisation’s maturity and the partner’s level of responsibility: 

• Indicators that reflect real value, not just completed tasks 

• Regular review cycles to adjust processes and priorities 

• Monitoring risks related to dependency or knowledge gaps 

A sound control framework turns outsourcing into a driver of evolution rather than a structural risk. 

Strengthening internal capabilities 

Outsourcing should complement, not replace, critical internal competencies:

• Ensuring knowledge transfer and continuous training 

• Retaining decision-making capability in strategic areas 

• Balancing external specialisation with internal expertise 

This approach allows internal teams to maintain control over strategic decisions and critical domains, even when operational services are delegated. 

Measuring value and continuously adjusting 

Outsourcing is not static. Continuous evaluation and adjustment are essential to generate sustainable value: 

• Monitoring impact on IT strategic objectives 

• Periodically reassessing contracts and service levels 

• Adapting the relationship to organisational growth and technological evolution 

Well-managed and regularly reviewed outsourcing becomes a lever for innovation, agility and scalability within the IT function. 

Our experience 

We observe that organisations which structure outsourcing with clear objectives, real partner integration and intelligent control mechanisms are able to transform their IT function, making it more strategic, agile and responsive to business needs. 

Is your organisation using outsourcing merely to execute tasks, or as a catalyst for the evolution of the IT function? 

Talk to us to structure an outsourcing approach that truly delivers strategic value and strengthens internal capabilities.