Most people seem to have complaints about hiring IT staff. They can’t find the right skills, or just people. Of course, what little economics I know would suggest that this means the price (wages) should be higher.
Also, there’s probably a need a rejigger how organization’s think about IT, namely by dividing projects up into low-value (non-differentiating), and high value/differentiating buckets. Those answers are all too simple, really. The question is how to get the IT department to the point where management can do those things.
Jon Reed summerize a and comments on an article on this topic:
There isn’t an inherent conflict between outsourcing some skills and cultivating others. Too many companies cultivate mediocre administrative skills, while paying a premium for external talent on a contract basis.
But the report cites a nifty example from the CIO of the Weather Report, who has figured out how to stay lean AND talented:
- Use free/open source tools
- Use SaaS where possible (Koehler would rather pay a salary to a developer/engineer than to a person to just manage infrastructure tooling)
- Focus FTEs on the “new stuff” and utilize third party services to do manual testing, regression testing, and hardware certification
To add a glib summarization which matches with a lot of the “digital transformation” advice I find: companies should revisit how they prioritize each activity in IT, and only focus on in-sourcing (as in on-premises and their own staffing) things that are differentiating to their businesses. The hope is that this frees up resources (time, money, and corporate attention) to “do things right”). Rightly, I think others would also suggest that if you treat staff more humanely and focus on continuous learning you’ll get results too.