outsourcing their IT activities. Do their actions make sense to you? Why? Outsourcing Pre 2002 Outsourced network to SITA which helped in establishing global linkages. It also provided Cathay access to SITAs huge network of 740 members and 1800 customers A shift in IT strategy from own development to acquiring and managing. It helped in bridging the gap between IM and business. Decision to adopt smartsourcing of IT in a bid to move from Fixed costs to variable costs. The idea was to follow a best of breed approach in solutions and technology. IBM Best industry practices in Infrastructure management. Sabre Airline solutions - Best Software application portfolio Focus on contract management with quarterly reviews and review boards Desktop outsourcing to IBM , a relatively new phenomena Outsourcing post 2002 Webhosting outsourced to HP. IMExcellence Urgency, transparency and simplicity
IM Fit - Focus on tackling high IT expenditures. Move from
proprietary systems to IP based systems. Elimination of less important services. EVOLVE IT Strategy
Sourcing model more focused on competition.
All sourcing activities had to follow a corporate purchasing process IT strategy was designed to contribute to business strategy An integrated suite of solutions
Do their outsourcing actions make sense to you?
Why? IT outsourcing helped Cathay in its goal of being a global airline IT infrastructure entails high fixed costs which Cathay was able to save Cathay could focus on its core competency which was aviation and not IT Strategic vendor relations helped in reducing fee structure by 1015% while providing better services IM could focus more on delivery than development Communications cost reduced by a move to IP based system
What advice would you like to give to them in 2006,
particularly in light of their desire to reopen air service to china? What are the risks involved in outsourcing to china? Chinese aviation industry is expected to grow at a rapid pace. China has a highly improved IT infrastructure with talented IT engineers Cathay must exploit this IT infrastructure and Human resource by exploring outsourcing opportunities Cathay must enter into JVs with local carries to understand the Chinese market first and later can move ahead with M&A It should also explore the feasibility of starting services on Taiwan- Beijing route in addition to other routes It should focus on Integrated IT solutions rather than Legacy based systems so that integrating with regional partners is easy Could explore the feasibility of moving the data center to China from Australia
The risks involved
Creating business synergies with low cost carriers might prove to be difficult for Cathay, it being a full service airline There is a risk of new entrants looking to exploit Chinas huge IT infrastructure and HR potential Rising fuel costs and government regulations may nullify the cost savings achieved through IT