The demands on a "modern" IT organisation have changed fundamentally; in addition to the classic characteristics such as operational stability and provision of current technologies with high cost efficiency, there are additional wishes and expectations driven by the specialist departments and business partners - the immediate implementation of new business ideas in digital products before competitors are faster and secure market shares.
Digitalisation thus places new demands on corporate IT. In addition to its traditional function, it must now play a central role as an enabler of innovative business models.
Over the past few years, more and more IT service providers have relocated services to countries with lower wage levels, especially India. The aim of this offshoring is to meet the increased competitive and cost pressure of the markets. However, many companies had to realize after outsourcing that the expected savings potentials can only be partially realized. As great as the business incentives are, as high are the demands on the provider management of these offshore projects. Due to intercultural differences, serious inefficiencies can occur in such projects. In addition to purely organisational challenges, it is especially the large cultural differences that have a decisive influence on the success of an offshore project.
