Shock. Horror. Disbelief. Fear. Anger. These are some of the words I would use to describe emotions as it became clear that a large number of our positions would change or disappear. Our financial livelihoods were at stake. But, more, there was something profoundly personal in the emotions we confronted when a move to right-source our work turned to the word “outsource”. The word “outsource” carried with it a stigma that the day-to-day activities with which we all identified ourselves are no longer valued.
The truth was that our knowledge was so valued that we created vast quantities of documentation for our the team at the outsourcing firm. The truth was that the change to an outsourced application maintenance program was difficult for everyone involved – including the new IT staff (from the outsourcing firm) that would take over of our work. The truth was outsourcing was a competitive business decision.
Here’s what I learned when I opened my eyes to the change that was coming. I needed to bump up my own knowledge. I needed to understand the economics of change. I needed to draw upon leadership skills that I did not to date have to summon — both to cull skills from the team that remained as well as to develop skills in a new resource pool that was thousands of miles away. And throughout it all, we could not lose productivity.
I like to think of the stages of change as an upward arrow – not an endless cycle.
To say that outsourcing was not an upward climb would be a lie. But to say that there were no benefits to outsourcing, to say that the personal and professional challenges did not make me grow, would be totally inaccurate.