IBM is out

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Anonymous said:
Support services bidding process has IBM bounced out -- what's next? Tata and India deskside?
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Never mind IBM... At this stage, any contractor bidding to supply IT support services must be lead by morons. There simply is no way a contractor can emerge from that quagmire with any credit if we don't get our own house in order first. Contractors are only bidding for the privilege of laying down their own necks on the chop-block.

If J&J wants to survive as a company, we need to undo the rot of the last years--and make it better than it was before LC's arrival, instead of a lot worse. That means returning to decentralized IT management, rebuilding local IT groups staffed by people who have a wide range of skills and are really allowed to make decisions (and who are thoroughly familiar with the activities of their OpCo), setting up systems that are designed for robustness and redundancy instead of putting all eggs in one basket, scrapping management-by-ticket systems, re-empowering end users, and stoking a huge bonfire with our truckloads of forms and procedures...

It also means that some tiny fraction of J&J's reputed $27 billion pile of cash will have to be invested in keeping operations running with a decent performance.
 


around and around it goes. How many times has IBM been bounced? What about HP? What is the flavor of the week at ITS? ITS is running out of service providers they may like? If that is even possible. I understand IBM was bounced due to them not willing to provide support of tanning bed in JC's office.
 


If you were ITS management which would you say to the company:

1 Our service provider is not providing services to the level we need for an appropriate fee.

2 Our management has failed (again).

We all know the correct answer is 2, but management would never say they have failed.
 










Anonymous said:
If J&J wants to survive as a company, we need to undo the rot of the last years--and make it better than it was before LC's arrival, instead of a lot worse. That means returning to decentralized IT management, rebuilding local IT groups staffed by people who have a wide range of skills and are really allowed to make decisions (and who are thoroughly familiar with the activities of their OpCo), setting up systems that are designed for robustness and redundancy instead of putting all eggs in one basket, scrapping management-by-ticket systems, re-empowering end users, and stoking a huge bonfire with our truckloads of forms and procedures...
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If anyone believes this sensible solution will really happen, you're smoking crack.
 




Anonymous said:
Never mind IBM... At this stage, any contractor bidding to supply IT support services must be lead by morons. There simply is no way a contractor can emerge from that quagmire with any credit if we don't get our own house in order first. Contractors are only bidding for the privilege of laying down their own necks on the chop-block.

If J&J wants to survive as a company, we need to undo the rot of the last years--and make it better than it was before LC's arrival, instead of a lot worse. That means returning to decentralized IT management, rebuilding local IT groups staffed by people who have a wide range of skills and are really allowed to make decisions (and who are thoroughly familiar with the activities of their OpCo), setting up systems that are designed for robustness and redundancy instead of putting all eggs in one basket, scrapping management-by-ticket systems, re-empowering end users, and stoking a huge bonfire with our truckloads of forms and procedures...

It also means that some tiny fraction of J&J's reputed $27 billion pile of cash will have to be invested in keeping operations running with a decent performance.
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I couldn't have said it better. The shift to outsourcing and forcing the cookie cutter mentality to all opco's has ruined innovation and the ability to support diverse IT customers.
 








Having been in pharma for 20+ years, I have never seen IT treated as a revenue enhancer - but rather, always as a perpetual cost center. It was only a matter of time before management realized that there are way too may overpaid "IT executives" in J & J who were not generating any meaningful ROI for the business - resulting in huge IT cuts & the inevitable low-cost outsourcing - to Indian "job-eaters" ;)

Perhaps there is opportunity for creative IT professionals in setting up SW shops (in India?) and creating pharma-specific 'unmanned' IT solutions - from production, through labs, to back-office and executive applications.
 


Anonymous said:
Perhaps there is opportunity for creative IT professionals in setting up SW shops (in India?) and creating pharma-specific 'unmanned' IT solutions - from production, through labs, to back-office and executive applications.
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Yes, for creative IT professionals operating from small shops already are what keeps us going. But not from India. The hourly rates are perfectly irrelevant in the larger scheme of things. What matters is the delivery of quality solutions, on schedule, with a minimal of fuss and administrative overhead. If people can do that, we are content to pay for it. TANSTAAFL.
 


Anonymous said:
Yes, for creative IT professionals operating from small shops already are what keeps us going. But not from India. The hourly rates are perfectly irrelevant in the larger scheme of things. What matters is the delivery of quality solutions, on schedule, with a minimal of fuss and administrative overhead. If people can do that, we are content to pay for it. TANSTAAFL.
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WTF is TANSTAAFL?
 




Anonymous said:
Yes, for creative IT professionals operating from small shops already are what keeps us going. But not from India. The hourly rates are perfectly irrelevant in the larger scheme of things. What matters is the delivery of quality solutions, on schedule, with a minimal of fuss and administrative overhead. If people can do that, we are content to pay for it. TANSTAAFL.
Click to expand...

You make a valid point; I would guess if we actually sought to measure the much-touted cost savings of blindly outsourcing IT work to India, we might find that these are mostly phantom savings, especially if you factor in the 27% fraudulent resumes of the Indian outsourcers (per IBM et al) as well as the constant turnover in these no-name outsourcing companies (34%) on top of the service & quality inefficiencies inherent in the still-developing IT offshoring service model - hey, maybe we should stick this on a PowerPoint and flash it by LC ;)
 


Anonymous said:
Yes, for creative IT professionals operating from small shops already are what keeps us going. But not from India. The hourly rates are perfectly irrelevant in the larger scheme of things. What matters is the delivery of quality solutions, on schedule, with a minimal of fuss and administrative overhead. If people can do that, we are content to pay for it. TANSTAAFL.
Click to expand...

You make a valid point; I would guess if we actually sought to measure the much-touted cost savings of blindly outsourcing IT work to India, we might find that these are mostly phantom savings, especially if you factor in the 27% fraudulent resumes of the Indian outsourcers (per IBM et al) as well as the constant turnover in these no-name outsourcing companies (34%) on top of the service & quality inefficiencies inherent in the still-developing IT offshoring service model - hey, maybe we should stick this on a PowerPoint and flash it by LC ;)
 



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