Design, Procure, Manage

The exit management plan in IT sourcing is crucial for a successful provider transition. Without a structured and disciplined approach, risks, costs and tensions between the customer and IT service providers increase.

Especially in multi-sourcing environments, exit management is crucial for a smooth transition to a new provider or back in-house. Sovereign IT services and dealing with hyperscalers also require a professional exit strategy - and discipline.

Daily rates for IT consultants from service providers will continue to rise in 2025. This applies to both IT infrastructure and applications. The crucial question is: How can these day rates be kept under control?

IT mediation, conciliation or an arbitration report can help to mend a broken relationship between customers and IT providers - or make the separation and transition cleaner. We show areas where the partnership is put to the test in advance.

The transition and transformation (T&T) in IT sourcing - the change of an IT provider - won't run smoothly if the T&T project plan does not cover all tasks and scopes estimates are incorrectly. Three aspects of a T&T plan show how customers and providers should proceed effectively.

Outsourcing IT services can unlock efficiency, reduce operational burden, and bring specialist expertise into your organisation. But too often, the real cost of a sourcing agreement only becomes clear after the ink under the sourcing contract has dried.

In 2025, CIOs are under pressure to deliver greater agility, smarter cost control, and stronger vendor performance - often all at once. But without a clear IT sourcing strategy that aligns business goals with IT execution, many end up with cost blowouts, rigid contracts, and limited flexibility.

Following the akquisition of VMware by Broadcom, customers were confronted with new pricing and licence models. A quick change of supplier was usually not possible due to vendor lock-in. How can companies arm themselves against price increases from key vendors?

Most large organisations have plans in place to compensate for a data centre fire and ensure continuity of IT supply, but what happens if a strategic IT provider is hit by economic turbulence? Here too, IT organisations need to be prepared.

The Transition Mode of Operation (TMO) is a critical operational phase in IT sourcing. Unfortunately, the shift from one IT service provider to another is still too rarely successful in practice. What can be done about this?

Day rates for IT consultants continue to rise. But companies can contain costs in a sensible way: for example, through T&M instead of lump sums, supplier consolidation and systematic skill prioritisation.

Day rates for IT consultants have risen sharply in recent years. But how can companies contain costs in a meaningful way? Best practices are long-term agreements, fixed purchase quantities and on-the-job training.