Should acquisition of infrastructure replacement services be an arm’s-length
transaction or a close partnership transaction?
Which vendor, contract structure, and service delivery model should IVK
choose?
How important is “control” to a company like IVK when outsourcing IT? How
should control be maintained?
How should IVK hire to support contract management? Will very good technical
employees be needed in a future characterized by high levels of IT outsourcing?
What does the future of a loan-based financial services business look like,
completely reimagined around a much more partner-based, virtual, and
globalized concept? Is IVK being ambitious enough?