Quote:
Originally Posted by Larry Legend
I believe with the right leadership this is absolutely attainable and is even optimal.
Outside companies can have all kinds of pressure and high expectations put on them that you just can't do with your own employees. Most notably, if you are interested in a new vendor, it is often quite possible to have them jump through hoops with POCs and guarantees and only once they have proven themselves, make the cut over, firing your incumbent vendor for that technology.
These companies need to be much more efficient and results oriented than your own employees because the competition is inherently significantly more intense vs. your average internal company conditions. While this doesn't make sense for a company like Google, your standard run of the mill enterprise would on average (imo) do better to hire out most of their technology related work and then invest in a good vendor management/ relations effort. And good here means minimal rules and significant freedom to bring vendors on outside of a whole vendor management/ sales prevention team.
The main issue with this approach is that, by definition, this software suffers from cookie-cutter solutions and feature creep. They also make a lot of wrong-headed assumptions about how businesses are ran.
I disagree that these are cheaper than in-house solutions. Not only are "cheap" solutions more expensive than three employee's salaries, a few missing features can cause the entire company to spend employee time to compensate. One missing feature can be absolutely devastating for the bottom-line.
Maybe there are some good solutions out there, but I imagine most of them are much more customizable, and thus far more expensive, than what the average company is able to afford.
Mind I am using blanket terms to describe an entire industry, but I've had the pleasure of evaluating a ton of products. There isn't much I found compelling.