The wider picture
Some businesses grasped this more than a decade ago. As we describe in Case study 7 on pages 207–212, JP Morgan’s outsourcing strategy sprang from an inflection point in 1991 when a number of issues were facing the firm. The business had arrived at a point where its annual technology spend exceeded US$1 billion a year, yet the value of that investment remained uncertain. At the same time, even more investment was required because of the business’s strategic transformation from a commercial to an investment bank and trading firm. Amid this uncertainty, strategic outsourcing presented a way to exploit economies of scale and make IT budgets stick. The result was a series of ground-breaking outsourcing deals initially masterminded ...
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