In my 38-year career in the IT industry, one of the most important lessons I’ve learned is how to separate the “Signal” from the “Noise”. And this trait is one I notice in all good organizational leaders, especially in times like these.

Situation

In my last post (January 2018, The Alternative) I wrote why we created U.S. Onshore - it was a new resource alternative for a new set of CRM technologies.  Horses for courses - a new horse for a new course.  Thirteen years later business has changed.  It now focuses on digital transformation, a group of technologies that go beyond CRM.  The question is, does the onshore horse belong on the course?

Excluding an employee, onshore is one of four resource options available to IT.  The options are:

The question I get asked after relevancy (the January 2018 posting) is why we created an alternative technical services delivery solution.  Of course, the alternative referred to is U.S. Onshore.

The most common question I’m asked is: How has Eagle Creek stayed relevant over its 18 year history?

In these nearly two decades, the United States has been through two major recessions, experienced an abundance of new commercial CRM cloud technologies, watched the services industry evaporate into an offshore model, all while the deployment methodology pendulum simultaneously swung from waterfall to agile.  Remaining relevant had challenges.

Many people know North Dakota as the #2 oil producer in the United States. The Bakken - which takes up nearly a third of the state - is estimated to produce 4.3 billion barrels of oil according to The U.S. Geological Survey. The state leads the world in hydraulic fracking and horizontal drilling – technologies that make oil production economically feasible.