The management of global sourcing partnerships: implications for the capabilities and skills of the IS function

In 1997/1998 Feeny and Willcocks published their IT governance and management framework, defining nine capabilities the IS function of outsourcing companies should have. This framework and its underlying concepts were an important contribution to the development into maturity of many organizations ’ IS functions. Its nine capabilities have proved to be relevant for outsourcing partnerships and the framework is considered relevant for global sourcing partnerships too, in which service delivery is executed from outside the client’s country or region but not necessarily only from developing countries. Global sourcing partnerships present their partners with some specific difficulties: differences in time zone, language and culture, and geopolitical risks. These barriers and risks make global sourcing partnerships more difficult to manage, and the recipients ’ IS functions must therefore address these issues. In global sourcing partnerships more is required of IS function professionals – especially in the areas of business and interpersonal skills. Unlike outsourcing partnerships, global sourcing partnerships may also make it worthwhile for IS functions to include staff with project and program management capabilities. Finally, the growing size of global sourcing partnerships