多年没联系的老朋友找我聊天，身为副总监的他现在压力颇大，上面的领导，即信息部一把手被撸掉了，很多重担都压在自己身上。我一听连忙给他道喜，只要好好干，上位信息部一把手唾手可得啊。他苦笑说道，喜个锤子，这真不是人干的，现在手下没啥兵，都跑光了。
我不禁菊花一紧，原来之前信息中心有CIO一个，底下有总监和副总监两人，下设ERP运维部、软件实施部、硬件资源部、流程管理部以及系统开发部，每个部门都有经理主管一职，整个信息中心差不多有百来号人，怎么说没啥人了？
老朋友一脸无奈，慢慢说起他的伤心往事。
原来前两年老板给信息部CIO沟通关于信息部成本过高，每年系统开发和实施项目较多，但投入产出比不协调，用户系统体验不佳等，要求CIO给出切实可行的合理改进方案，配合集团做好业务链转型，重新考虑信息系统的数字化转型方案。 数字化转型网（www.szhzxw.cn）
CIO回去跟几个管理层人员开了个会，传达了老板的要求。这事儿自然就落到了副总监身上，他也没闲着，与团队通宵达旦，还利用自己的人脉关系对当前信息化现状进行各种思考规划，流程梳理优化、系统升级改进、成本效率做了一系列的分析和建议。然而他信心满满跟CIO做了拆解讲解，得来的却是两个字：不行！
后来才知道，CIO居然想把整个信息部给外包出去，除了几个负责PC维修和采购的人员，其他均不留！老同事极其震惊，且不说整个系统运维外包可不可行，部门里老人可不少，单单人员裁撤就已经是非常大的一笔费用了。但CIO仿佛吃了秤砣一样，一心要大刀阔斧改革，他认为阵痛只是一时的，后面人员管理、资源协调、成本控制、风险控制就简单多了，他只需要做好外包团队的管理即可。
于是乎，计划先从系统开发部外包开始，招标团队，人员优化，外包入场。刚开始开发部跟ERP运维和软件实施等部门配合还不是那么协调，CIO想着可能是人员组织不匹配导致的，干脆也把软件实施部也给外包给了同一家软件公司。 数字化转型网（www.szhzxw.cn）
也许是同一家公司人员沟通比较顺畅吧，原来不协调的声音少了许多，CIO非常满意，自从外包两个部门之后，每个月员工福利和薪资这块就已经开始“降本”了，于是趁着热劲，陆陆续续把ERP运维部、流程管理部都给外包出去了，又闹了大半年，期间CIO也多次说服了老板的顾虑，大言不惭说现在信息中心外包是趋势。
就这样，公司信息中心全是同一家公司的外包人员，除了CIO、副总监以及几个PC维修采购人员。
开始大家都很得意，毕竟也算是赶了时髦，把信息中心外包出去，实现人力成本大幅下降，减少很多劳动纠纷，对外包人员不满意也可以随时退换。 数字化转型网（www.szhzxw.cn）
然而，事情并不是CIO想的那么简单，他发现外包公司派来的人员质量越来越差。
连BPM优化经验都没有人都可以标注为优化产品经理；
没有SAP经验的人也被标榜为有三年SAP运维经验的顾问；
外派的应届生，过来干两三个月就被外派去其他公司做项目；
外包人员流动非常频繁；
而新人到岗时间又比较久，过来还要重新熟悉业务；
外包人员不担心软件实施质量和代码交付质量，反正能满足业务需求就行，拆东墙补西墙，不怕没活干，就算甲方不满意，大不了换到其他项目。
久了之后，这些外包人员天天跟业务人员干架，不是说需求不合理，要么就是很简单的需求往往需要很长的工期，有时候为了快速解决问题，外包人员甚至违规在SAP系统里面修改表数据，好几次把系统整挂掉了。老同事天天夹杂在中间协调救火，很难做人。外包人员不仅不把业务部门放在眼里，甚至也不把副总监放在眼里，甚至直言不讳他不懂需求和开发。 数字化转型网（www.szhzxw.cn）
投诉的事情多了，老板自然也坐不住，开始归责CIO，认为他没有好好带领外包团队，管理好需求和质量。但是能力差的不乏其人，能力好的人天又高出许多，那段时间他和CIO一直在强力要求外包公司做好规范，但外包公司也是要赚钱的，人力风险他担着了，也肯定会把风险转化为一部分的收益来保障。
老同事叹了一口气，那段时间是他职业生涯最痛苦的时候，他虽然是做着管理，但团队不是他的团队，下面的人都不听他的，第一次觉得他的管理被架空了。就在他考虑是不是要离开时，CIO却率先被老板开除了，让他嘘唏不已，都说优化创新，结果做过了头，把自己给作掉了。
老同事破口大骂，特么的不知道CIO是不是IT自媒体看多了看傻了。
CIO一走，这些破事儿自然就落到自己头上，当然，他也无能为力，再这样搞下去，自己离开也是迟早的事情。找老板聊信息中心重新规划路线，直言将整个信息中心外包出去看起来是很时髦，但团队的高效协作、系统建设和交付却是未知数，外面的人再好，自然也比不上自己人的勤恳努力和团队意识。
外包说到底还是外包，以解决问题为首要任务，却从来不考虑如何合理高效解决问题，代码屎山无人管。外包人员流动率高，没有真正融入企业的发展。他们随时可以换人顶替，但最后受影响的不就是企业的业务发展吗？为了一点人力成本而造成很多业务需求不合理，迟迟不能实现是真的得不偿失。
好在老板听进去了，开始考虑撤除外包，但是问题又来了，IT外包就跟用了加密系统一样，粘上很容易，想要剥离是难上加难。当初把人力成本和风险转嫁给外包公司，现在自然反噬到自己身上，签约的合同协议在人力规定和每年外包费用就不少，如今强行终止合同不仅有大额违约金，合同规定甲方还要承担一部分外包人员离职的赔偿金，简直是离谱妈妈给离谱开门，离谱到家了。
如今他那边开始在慢慢招一些自己人进来，逐步顶替一部分外包人员，原来被优化的同事也回归了一部分，让人哭笑不得。 数字化转型网（www.szhzxw.cn）
估计老板和CIO肠子都悔青了吧，一番骚操作，老板付出了巨大的金钱、时间，CIO还把自己作没了，一切又回到了原点，又好像不是原点…
翻译：
Because of this, the CIO is very sorry
An old friend who has not contacted me for many years to chat with me, as a deputy director, he is now under great pressure, the leader above, that is, the head of the Information Department was wanked off, and a lot of burdens are on himself. I congratulated him as soon as I heard that, if you do well, you can get the top job in the information department. He said with a bitter smile, like a hammer, this is really not a man, now his hands have no soldiers, all run out.
I can’t help but tighten up, the original information center has a CIO, there are two director and deputy director, under the ERP operation and maintenance department, software implementation department, hardware resources department, process management department and system development department, each department has a manager in charge of the entire information center almost a hundred people, how to say no one?
Old friend with a look of helplessness, slowly talking about his sad past.
In the previous two years, the boss communicated to the CIO of the information Department about the high cost of the information department, the annual system development and implementation of more projects, but the input-output ratio is not coordinated, the user system experience is poor, etc., requiring the CIO to give practical and reasonable improvement plans, cooperate with the group to do a good job in the business chain transformation, and reconsider the digital transformation plan of the information system. 数字化转型网（www.szhzxw.cn）
The CIO went back to a meeting with a few executives and relayed the boss’s request. This thing naturally fell to the deputy director, he was not idle, and the team stayed up all night, but also used his personal connections to carry out various thinking and planning on the current information situation, process sorting and optimization, system upgrading and improvement, and cost efficiency made a series of analysis and suggestions. However, he confidently explained to the CIO, and got two words: no!
Later I learned that the CIO actually wanted to outsource the entire information department, except for a few people responsible for PC maintenance and procurement. Old colleagues are extremely shocked, not to mention the whole system operation and maintenance outsourcing is not feasible, there are a lot of elderly people in the department, and personnel reduction alone is already a very large cost. But CIO as if to eat a weight, determined to overhaul, he believes that the pain is only temporary, behind the personnel management, resource coordination, cost control, risk control is much simpler, he only needs to do a good job of outsourcing team management. 数字化转型网（www.szhzxw.cn）
Therefore, the plan is to start with the outsourcing of the system development department, bidding team, personnel optimization, and outsourcing entry. At the beginning, the development department was not so coordinated with the ERP operation and software implementation departments, and the CIO thought that it might be caused by a mismatch in personnel organization, and simply outsourced the software implementation department to the same software company.
Perhaps the same company staff communication is relatively smooth, the original uncoordinated voice is much less, the CIO is very satisfied, since the outsourcing of the two departments, every month employee benefits and salaries this has begun to “reduce the cost”, so taking advantage of the enthusiasm, the ERP operation and maintenance department, process management department are outsourced, and it has been a big half year. During the period, the CIO also repeatedly persuaded the boss’s concerns, and boasted that the information center outsourcing is now the trend.
As a result, the company’s information center is full of outsourcing staff from the same company, except for the CIO, deputy director, and a few PC maintenance and procurement staff.
At the beginning, everyone is very proud, after all, it is also caught up with the fashion, outsourcing the information center, achieving a significant reduction in labor costs, reducing a lot of labor disputes, and outsourcing personnel can be returned at any time if they are not satisfied.
However, things were not as simple as the CIO thought, and he found that the quality of personnel sent by the outsourcing company was getting worse and worse.
Anyone with no BPM optimization experience can be labeled as an optimization product manager;
People with no SAP experience are also advertised as consultants with three years of SAP operations experience;
Expatriate fresh students, come to work for two or three months will be sent to other companies to do projects; 数字化转型网（www.szhzxw.cn）
Outsourcing staff turnover is very frequent;
And the new arrival time is relatively long, come to re-familiar with the business;
Outsourcing staff do not worry about the quality of software implementation and code delivery quality, in any case to meet the business needs on the line, robbing Peter to pay Paul, not afraid of no work, even if the party is not satisfied, the big deal to change to other projects.
After a long time, these outsourcers fought with business personnel every day, not to say that the requirements were unreasonable, or very simple requirements often required a long period of time, sometimes in order to solve problems quickly, the outsourcers even violated the rules to modify the table data in the SAP system, and the system was suspended several times. Old colleagues mixed in the middle every day to coordinate the fire, it is difficult to be a man. The outsourcer not only ignored the business department, but also ignored the deputy director, and even bluntly said that he did not understand requirements and development. 数字化转型网（www.szhzxw.cn）
There were many complaints, and the boss naturally could not sit still, and began to blame the CIO, thinking that he had not properly led the outsourcing team and managed the demand and quality. But there is no shortage of people with poor ability, and the ability of good people is much higher, during that time he and the CIO have been strongly requiring outsourcing companies to do a good job of norms, but outsourcing companies are also to make money, human risk he is carrying, and will certainly transform the risk into a part of the income to protect.
Old colleagues sighed, that period of time is the most painful time in his career, although he is doing management, but the team is not his team, the following people do not listen to him, the first time that his management is empty. When he was considering whether to leave, the CIO was the first to be fired by the boss, so that he hissed, all said that optimization and innovation, the result was too much, and he gave himself away. 数字化转型网（www.szhzxw.cn）
Old colleagues scold, don’t know if the CIO is IT from the media to see more silly.
As soon as the CIO left, these things naturally fell on their own head, of course, he can do nothing, and then engage in this way, their own departure is sooner or later. Talk to the boss about the re-planning of the information center route, frankly outsourcing the entire information center seems to be very fashionable, but the efficient collaboration of the team, system construction and delivery is unknown, and the outside people are no better than the diligent efforts and team consciousness of their own people.
Outsourcing in the final analysis is outsourcing, to solve the problem as the primary task, but never consider how to solve the problem reasonably and efficiently, the code shit mountain is unattended. The outsourcing staff has a high turnover rate and is not really integrated into the development of enterprises. They can be replaced at any time, but in the end, isn’t it the business development of the company that is affected? In order to a little human cost and cause a lot of business needs unreasonable, delay can not be realized is really not worth the loss.
Fortunately, the boss listened and began to consider removing outsourcing, but the problem comes again, IT outsourcing is like using an encryption system, it is easy to stick on, and it is difficult to peel off. At the beginning, the labor costs and risks were transferred to the outsourcing company, and now naturally comes back to themselves, the contract agreement signed in the manpower provisions and the annual outsourcing costs are quite a lot, and now forcibly terminating the contract not only has a large amount of liquidated damages, the contract stipulates that Party A must bear part of the compensation for the departure of the outsourcing personnel, which is simply outrageous.
Now his side has begun to slowly recruit some of their own people, gradually replacing some of the outsourcing staff, and some of the original optimized colleagues have also returned, which makes people laugh and cry.
It is estimated that the boss and CIO intestines are regretful, a SAO operation, the boss has paid a huge amount of money, time, CIO also made himself gone, everything is back to the origin, and it seems not the origin… 数字化转型网（www.szhzxw.cn）
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于ERP咨询顾问之家，作者SAP梦心；编辑/翻译：数字化转型网宁檬树。
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