{"id":3126,"date":"2013-02-11T18:35:33","date_gmt":"2013-02-11T17:35:33","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=3126"},"modified":"2020-01-02T10:59:33","modified_gmt":"2020-01-02T09:59:33","slug":"la-crise-profite-t-elle-a-loffshore","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2013\/02\/la-crise-profite-t-elle-a-loffshore\/","title":{"rendered":"La crise profite-t-elle \u00e0 l\u2019offshore ?"},"content":{"rendered":"

Sous les effets de la crise, les DSI doivent engager des efforts cons\u00e9quents et rapides de r\u00e9duction de la d\u00e9pense IT. Dans ce contexte, l\u2019externalisation des services IT dans des pays \u00e0 bas co\u00fbts de production peut sembler, a priori, l\u2019une des meilleures armes \u00e0 leur disposition pour d\u00e9gager des \u00e9conomies substantielles. Pourtant, si l\u2019on y regarde de plus pr\u00e8s, on constate que la crise ne profite pas forc\u00e9ment tr\u00e8s directement \u00e0 l\u2019offshore. Les raisons \u00e0 cela sont multiples.<\/em><\/p>\n

L\u2019offshore implique un engagement pluriannuel qui refroidit les DSI en temps de crise<\/h2>\n

Un tout premier \u00e9l\u00e9ment de r\u00e9ponse r\u00e9side simplement dans le fait que, contrairement \u00e0 une id\u00e9e re\u00e7ue, les DSI ont plut\u00f4t tendance \u00e0 ralentir ou retarder leurs op\u00e9rations d\u2019outsourcing en p\u00e9riode de crise. La taille et le nombre d\u2019op\u00e9rations a ainsi significativement baiss\u00e9 sur l\u2019ann\u00e9e 2012 par rapport \u00e0 2011 (la baisse serait de l\u2019ordre de 19 % au niveau mondial selon le cabinet Everest Group). Et ce ralentissement est d\u2019autant plus significatif que le march\u00e9 avait d\u00e9j\u00e0 marqu\u00e9 un s\u00e9rieux coup de frein en 2011.<\/p>\n

La raison de cette tension sur le march\u00e9 de l\u2019externalisation est assez simple\u00a0: en p\u00e9riode de crise, les entreprises sont beaucoup plus frileuses \u00e0 signer des contrats pluriannuels. En effet, la mise en \u0153uvre de ces contrats n\u00e9cessite g\u00e9n\u00e9ralement des investissements importants. Investissements que les DSI ne sont pas en mesure de prendre (ou de justifier) en p\u00e9riode de crise, et qui vont venir \u00ab\u00a0d\u00e9grader\u00a0\u00bb le ROI de l\u2019op\u00e9ration, les gains \u00e9conomiques n\u2019intervenant qu\u2019\u00e0 moyen terme, et donc pas sur le budget de l\u2019ann\u00e9e suivante. Il est clair que ce ralentissement a un impact sur la progression de l\u2019offshore<\/em>. Les grandes SSII \u00ab\u00a0indiennes\u00a0\u00bb tablent ainsi sur une croissance beaucoup plus faible de leur chiffre d\u2019affaires en 2012 par rapport aux exercices pr\u00e9c\u00e9dents.<\/p>\n

On peut pourtant se demander si ce ralentissement global du march\u00e9 de l\u2019outsourcing<\/em> ne porte pas en lui le germe d\u2019une augmentation de la part d\u2019offshore dans les services IT. Ne serait-ce que sous l\u2019impulsion des grandes SSII am\u00e9ricaines et europ\u00e9ennes qui, d\u00e9j\u00e0 tr\u00e8s largement implant\u00e9es dans les destinations offshores<\/em>, pourraient acc\u00e9l\u00e9rer le mouvement pour pr\u00e9server leurs marges.<\/p>\n

Des chiffres qui sous-estiment la r\u00e9alit\u00e9 du march\u00e9<\/h2>\n

Il est cependant extr\u00eamement difficile de savoir pr\u00e9cis\u00e9ment quelle est la part de l\u2019offshore<\/em> dans les services IT. Le SYNTEC n\u2019a d\u2019ailleurs publi\u00e9 aucun chiffre sur le sujet depuis 2008\u00a0! Selon les cabinets d\u2019\u00e9tude, cette part varie de 5 \u00e0 10% sur le march\u00e9 fran\u00e7ais en 2012, et certains annoncent que l\u2019offshore<\/em> repr\u00e9sentera 15% des services IT en 2014. Il semble assez clair que cette part est aujourd\u2019hui sous-estim\u00e9e. Un grand nombre d\u2019\u00e9tudes ne prend en compte que les prestations externalis\u00e9es directement en offshore<\/em>, faisant ainsi abstraction de la r\u00e9alit\u00e9 op\u00e9rationnelle. Les grands prestataires de services IT ont ainsi tous mis en place des mod\u00e8les de production mondialis\u00e9s dans lesquelles des \u00ab\u00a0usines\u00a0\u00bb onshore<\/em>, nearshore<\/em> et offshore<\/em> interagissent entre-elles pour d\u00e9livrer les services. Nombreuses sont \u00e9galement les SSII occidentales qui sous-traitent certaines activit\u00e9s aupr\u00e8s d\u2019acteurs offshores<\/em> locaux. Par ailleurs, les effectifs offshores<\/em> des plus grandes SSII occidentales repr\u00e9sentent d\u00e9j\u00e0 souvent plus de 30% de leurs effectifs totaux. Enfin, l\u2019apparition de toutes les offres de type cloud<\/em>, o\u00f9 par essence, les services sont d\u00e9livr\u00e9s par une main d\u2019\u0153uvre dont la localisation est compl\u00e8tement transparente pour les clients vient encore perturber la donne.<\/p>\n

L\u2019offshore<\/em>\u00a0: une solution \u00e0 anticiper\u00a0!<\/h2>\n

Finalement, en cette p\u00e9riode de crise, le v\u00e9ritable frein \u00e0 la progression de l\u2019offshore dans la part des services IT se situe chez les donneurs d\u2019ordre. D\u2019abord parce que les impacts sociaux et la mont\u00e9e des tendances protectionnistes (on l\u2019a vu r\u00e9cemment aux \u00c9tats-Unis) peuvent ralentir (voire ajourner) la mise en \u0153uvre de ce qui est v\u00e9cu comme une d\u00e9localisation dans l\u2019opinion publique. Mais surtout parce que faire le choix de l\u2019offshore<\/em> ne peut pas \u00eatre un choix purement opportuniste. Ce choix n\u00e9cessite en effet de faire \u00e9voluer l\u2019organisation de la DSI ainsi que sa strat\u00e9gie de sourcing pour s\u2019adapter aux sp\u00e9cificit\u00e9s de ce march\u00e9 (diff\u00e9rences culturelles, services standardis\u00e9s, gouvernance et pilotage renforc\u00e9\u2026). La courbe d\u2019apprentissage n\u2019est pas simple et les \u00e9checs restent assez nombreux tant d\u2019un point de vue op\u00e9rationnel, que d\u2019un point de vue \u00e9conomique (notamment si on n\u2019a pas anticip\u00e9 sur le co\u00fbt complet des services).<\/p>\n

L\u2019offshore<\/em> ne peut donc \u00eatre un choix de crise que si la DSI si est pr\u00e9par\u00e9e en amont.<\/p>\n","protected":false},"excerpt":{"rendered":"

Sous les effets de la crise, les DSI doivent engager des efforts cons\u00e9quents et rapides de r\u00e9duction de la d\u00e9pense IT. Dans ce contexte, l\u2019externalisation des services IT dans des pays \u00e0 bas co\u00fbts de production peut sembler, a priori,…<\/p>\n","protected":false},"author":65,"featured_media":2538,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[35,34],"tags":[44,244,57,918,701,919,611,704,543,920],"coauthors":[817],"class_list":["post-3126","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategie-projets-it","category-strategie-d-entreprise","tag-cloud-computing","tag-crise","tag-externalisation","tag-gouvernance-it","tag-offshore","tag-organisation-de-la-dsi","tag-outsourcing","tag-pilotage-economique-de-la-dsi","tag-reduction-des-couts","tag-strategie-de-couts-it"],"acf":[],"yoast_head":"\nLa crise profite-t-elle \u00e0 l\u2019offshore ?<\/title>\n<meta name=\"description\" content=\"Sous les effets de la crise, les DSI doivent engager des efforts cons\u00e9quents et rapides de r\u00e9duction de la d\u00e9pense IT. 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Dans ce contexte, l\u2019externalisation des services IT dans des pays \u00e0 bas co\u00fbts de production peut sembler, a priori, l\u2019une des meilleures armes \u00e0 leur disposition pour d\u00e9gager des \u00e9conomies substantielles. Pourtant, si l\u2019on y regarde de plus pr\u00e8s, on constate que la crise ne profite pas forc\u00e9ment tr\u00e8s directement \u00e0 l\u2019offshore. Les raisons \u00e0 cela sont multiples.","breadcrumb":{"@id":"https:\/\/www.riskinsight-wavestone.com\/en\/2013\/02\/la-crise-profite-t-elle-a-loffshore\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/www.riskinsight-wavestone.com\/en\/2013\/02\/la-crise-profite-t-elle-a-loffshore\/"]}]},{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/2013\/02\/la-crise-profite-t-elle-a-loffshore\/#primaryimage","url":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2012\/11\/Fotolia_33861020_M-photos-immeubles-utilisation-LUV-NB.jpg","contentUrl":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2012\/11\/Fotolia_33861020_M-photos-immeubles-utilisation-LUV-NB.jpg","width":1541,"height":1233},{"@type":"BreadcrumbList","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/2013\/02\/la-crise-profite-t-elle-a-loffshore\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Accueil","item":"https:\/\/www.riskinsight-wavestone.com\/en\/"},{"@type":"ListItem","position":2,"name":"La crise profite-t-elle \u00e0 l\u2019offshore ?"}]},{"@type":"WebSite","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#website","url":"https:\/\/www.riskinsight-wavestone.com\/en\/","name":"RiskInsight","description":"The cybersecurity & digital trust blog by Wavestone's consultants","publisher":{"@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#organization"},"potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/www.riskinsight-wavestone.com\/en\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"},{"@type":"Organization","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#organization","name":"Wavestone","url":"https:\/\/www.riskinsight-wavestone.com\/en\/","logo":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/logo\/image\/","url":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2021\/08\/Monogramme\u2013W\u2013NEGA-RGB-50x50-1.png","contentUrl":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2021\/08\/Monogramme\u2013W\u2013NEGA-RGB-50x50-1.png","width":50,"height":50,"caption":"Wavestone"},"image":{"@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/logo\/image\/"}},{"@type":"Person","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/person\/23642c0f1ab17e37c2b075da83209fdb","name":"Matthieu Lenormand","url":"https:\/\/www.riskinsight-wavestone.com\/en\/author\/matthieu-lenormand\/"}]}},"_links":{"self":[{"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/posts\/3126","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/users\/65"}],"replies":[{"embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/comments?post=3126"}],"version-history":[{"count":5,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/posts\/3126\/revisions"}],"predecessor-version":[{"id":6878,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/posts\/3126\/revisions\/6878"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/media\/2538"}],"wp:attachment":[{"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/media?parent=3126"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/categories?post=3126"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/tags?post=3126"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/coauthors?post=3126"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}