Choosing to Outsource Elements of Your Dev Effort Isn’t a Sign of Weakness, It’s a Sign of Strength

“Not Built Here” Syndrome remains a very real phenomenon, despite all the progress made in open source, flexible work arrangements and so on.

On the one hand organizations are more “open” than ever; on the other, historical biases remain.

From one perspective, it’s understandable. Hiring your team - hand-picking individuals and consciously growing your internal competency - gives one a sense of control. There’s an intentionality to it.

From another perspective, it’s a trap. The world is moving quicker than ever. If COVID has done anything, it has accelerated that pace of change. Organizations need to adapt to rapidly-changing market conditions. Trying to do that with traditional hiring practices is a recipe for disaster.

When you choose to outsource, you’re not giving up on your hiring practice; you’re adding rocket fuel to the ship you’ve already built.

You should continue to add internal headcount in strategic roles. Certainly, you should build and own the “brain trust” of your organization’s development effort - what you’re building, why, how and how fast - internally. But the tactical execution of that strategy? Well, we’d argue that those team members not only can, but should be external extensions of your core team. 

Adding an outsourcing competency gives you access to whatever skills you need, right now. And if that need changes? You’re not locked into those individuals.

In addition to the resourcing flexibility, there should also be a considerable cost savings, hour for hour - up to 50%, depending on the jurisdictions you choose (we’ll talk more about that fully-loaded business case in a future post).

Now all of this is just theoretical, unless you can manage risk. What risks are we referencing?

  • Projects delivered late
  • Projects going over budget
  • Code bases requiring significant re-work, or being difficult to maintain later
  • Vendor relationships souring name just a few. But mitigate those risks, and a whole new world awaits you.

One where any skill you require is immediately available to you; where team members integrate with your existing team; where diverse backgrounds and cultures bring new possibilities to your organization; and where organizational flexibility gives you a competitive advantage over your competition as you build what your customers want and need, faster and more cost-effectively than ever before.

Yes you can build that competency over time, but why wait? Fuel can help you get up and running almost immediately, and already knows where the landmines to avoid are buried. 

The result? You double-down on your strengths, while Fuel supports your areas of weakness. 

The best of both.

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