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In recent years, there have been calls and prescriptions for business transformation.1 There has also been growing pressure for radical change in how the IT function is organized and managed. Rockart et al. captured the consequences of an agenda for reform in the IT function, and Cross et al.
Three objectives — improving IS, enhancing business performance, and generating new revenue — that can help a company assess outsourcing.
As managers experience more volatile marketplaces, global competition, shortened product life cycles, customer pressures for tailored offerings and tighter performance standards, they increasingly depend on new information systems.
Expertise alone does not inspire trust and credibility. Successful IT specialists work on their trustworthiness and build good relationships with clients at the same time.
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