The Outsourcing Reversal

What this pack runs.

Giving the work away was usually sound: a provider with scale, a fee below your own cost, a management burden gone. What makes the return a decision rather than a switch is what has moved since. The people left with the work, the provider ran your volume through buildings and teams shared with other clients, and the knowledge is now the provider's, so the price of the return is set now and not by what giving the work away saved then. By the time it reaches an agenda the room has taken the fee, subtracted the margin it believes the provider earns, and called the difference a saving. That is not the comparison. This pack turns it into a subtraction, an annuity, and one division. What you pay the provider a year, less what running the work yourself would cost at your own scale, plus what the provider's position costs you beyond the fee, across the years you will keep it and discounted, is what having it back is worth. Against it: standing it up, the months during which your own operation is staffed and the provider is still being paid, and ending the agreement. Both sides are linear in the in-house cost, so the whole question reduces to the break-even in-house cost, the most running it yourself can cost before taking it back stops paying, and the distance from it to your own costing is what a board can watch. A second figure falls out of the same rows: the break-even horizon, how many years the work must stay inside before the reversal pays, read against the years the board will actually give it. It stops on two halts: the work has never been costed at your own scale, and no one has counted the months you pay both.

The casebooks these cases come from.

The pack reads nine sourced decisions through the framework. They are drawn from these casebooks, each one a set of verified records on a single decision type.

A verified record has passed a mechanical claim-versus-source check, a second model's read, and human approval. The count is what exists today, not a target.