{"id":9996,"date":"2026-08-01T19:06:16","date_gmt":"2026-08-01T19:06:16","guid":{"rendered":"https:\/\/soroc.com\/?p=9996"},"modified":"2026-08-14T19:09:09","modified_gmt":"2026-08-14T19:09:09","slug":"why-68-of-cios-are-rethinking-their-vendor-model","status":"publish","type":"post","link":"https:\/\/soroc.com\/fr\/why-68-of-cios-are-rethinking-their-vendor-model\/","title":{"rendered":"Pourquoi 68% de DSI repensent leur mod\u00e8le de partenariat avec les fournisseurs"},"content":{"rendered":"<p class=\"wp-block-paragraph\">Pendant des ann\u00e9es, les mod\u00e8les op\u00e9rationnels informatiques des entreprises ont \u00e9t\u00e9 construits autour de la sp\u00e9cialisation.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Un fournisseur g\u00e9rait le r\u00e9seau, un autre poss\u00e9dait le service d'assistance, et un autre encore s'occupait des services de terrain, des appareils, du cloud, de la cybers\u00e9curit\u00e9, de la collaboration ou de l'observabilit\u00e9. Chaque relation s'accompagnait de son propre contrat, de ses propres KPI, de ses propres proc\u00e9dures d'escalade et de sa propre structure de reporting.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sur le papier, cela cr\u00e9ait des responsabilit\u00e9s. Mais dans la pratique, cela cr\u00e9ait souvent de la fragmentation.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Les environnements d'entreprise d'aujourd'hui sont plus interconnect\u00e9s que jamais. Un seul probl\u00e8me d'exp\u00e9rience employ\u00e9 peut impliquer simultan\u00e9ment l'infrastructure, les applications SaaS, les performances des terminaux, la gestion des identit\u00e9s, les outils de collaboration, la connectivit\u00e9 r\u00e9seau et des fournisseurs tiers. Pourtant, de nombreuses organisations g\u00e8rent encore ces environnements par le biais de mod\u00e8les de fournisseurs d\u00e9connect\u00e9s, con\u00e7us pour un paysage informatique bien plus simple.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Les DSI reconnaissent de plus en plus que l'approche traditionnelle ne passe plus efficacement \u00e0 l'\u00e9chelle.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Des recherches r\u00e9centes aupr\u00e8s des DSI mettent en \u00e9vidence une \u00e9volution plus large au sein de l'IT d'entreprise. Gartner a constat\u00e9 que seulement <a href=\"https:\/\/www.gartner.com\/en\/newsroom\/press-releases\/2024-10-22-gartner-survey-reveals-that-only-48-percent-of-digital-initiatives-meet-or-exceed-their-business-outcome-targets\" target=\"_blank\" rel=\"noreferrer noopener\">48% d&#x27;initiatives num\u00e9riques<\/a> atteignent ou d\u00e9passent leurs objectifs commerciaux, tandis que son agenda des DSI pour 2026 a r\u00e9v\u00e9l\u00e9 que seulement <a href=\"https:\/\/www.gartner.com\/en\/articles\/cio-agenda\">33% des DSI s&#x27;attachent syst\u00e9matiquement \u00e0 obtenir des r\u00e9sultats financiers<\/a> d'initiatives technologiques. Pendant ce temps, <a href=\"https:\/\/news.sap.com\/2025\/08\/cio-trends-2025-the-consolidation-imperative-takes-center-stage\" target=\"_blank\" rel=\"noreferrer noopener\">recherches approfondies <\/a>L&#x27;\u00e9tude a r\u00e9v\u00e9l\u00e9 que 68% des DSI pr\u00e9voient de rationaliser leurs relations avec les fournisseurs, les entreprises qui s&#x27;engagent activement dans cette voie visant \u00e0 r\u00e9duire de 20% le nombre de leurs fournisseurs.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ces chiffres pointent vers le m\u00eame probl\u00e8me fondamental : les environnements technologiques sont devenus plus complexes, tandis que les responsabilit\u00e9s sont devenues plus fragment\u00e9es.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">La conversation ne se focalise plus uniquement sur la disponibilit\u00e9, la r\u00e9solution des tickets ou le respect des SLA. Ces mesures comptent toujours, mais elles ne suffisent plus \u00e0 elles seules.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Les \u00e9quipes de direction posent des questions diff\u00e9rentes :<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Les investissements technologiques am\u00e9liorent-ils l'efficacit\u00e9 op\u00e9rationnelle ?<\/li>\n\n\n\n<li>L'exp\u00e9rience des employ\u00e9s s'am\u00e9liore-t-elle ?<\/li>\n\n\n\n<li>Les prestataires de services r\u00e9duisent-ils la complexit\u00e9 ou l'accroissent-ils ?<\/li>\n\n\n\n<li>Qui est responsable du r\u00e9sultat lorsque plusieurs fournisseurs sont impliqu\u00e9s ?<\/li>\n\n\n\n<li>\u00c0 quelle rapidit\u00e9 les probl\u00e8mes peuvent-ils \u00eatre r\u00e9solus avant qu'ils n'aient un impact sur l'entreprise ?<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">C'est l\u00e0 que de nombreux mod\u00e8les de services g\u00e9r\u00e9s traditionnels commencent \u00e0 montrer leurs limites.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Lorsque les environnements se fragmentent, la responsabilit\u00e9 se fragilise souvent elle aussi. Les fournisseurs peuvent respecter leurs obligations contractuelles individuelles tout en laissant l'exp\u00e9rience globale de l'entreprise se d\u00e9grader. Les \u00e9quipes informatiques se retrouvent \u00e0 coordonner les prestataires, \u00e0 concilier des donn\u00e9es contradictoires, \u00e0 g\u00e9rer les escalades et \u00e0 combler les lacunes op\u00e9rationnelles en interne.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Il en r\u00e9sulte une pression croissante sur les DSI pour simplifier.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Mais la consolidation des fournisseurs ne doit pas \u00eatre per\u00e7ue uniquement comme un exercice d'achat. R\u00e9duire le nombre de fournisseurs peut r\u00e9duire les co\u00fbts et la complexit\u00e9, mais la consolidation ne cr\u00e9e de valeur que si elle am\u00e9liore \u00e9galement la visibilit\u00e9, la responsabilisation, la performance des services et les r\u00e9sultats commerciaux.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">En m\u00eame temps, l'IA et l'automatisation acc\u00e9l\u00e8rent encore davantage les attentes.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Les mod\u00e8les de prestation de services modernes utilisent d\u00e9j\u00e0 l'automatisation, l'orchestration, l'analytique pr\u00e9dictive et le support assist\u00e9 par l'IA pour r\u00e9duire l'intervention humaine et am\u00e9liorer l'efficacit\u00e9 op\u00e9rationnelle. \u00c0 mesure que ces technologies m\u00fbrissent, les organisations commencent \u00e0 attendre des fournisseurs de services qu'ils g\u00e9n\u00e8rent des am\u00e9liorations commerciales mesurables, et non plus seulement un soutien op\u00e9rationnel.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Cela favorise une transition plus g\u00e9n\u00e9rale, passant de mod\u00e8les de prestation ax\u00e9s sur l'activit\u00e9 \u00e0 des partenariats orient\u00e9s vers les r\u00e9sultats.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Au lieu de mesurer le succ\u00e8s uniquement par le biais des tickets, des SLA ou de l'utilisation des ressources, les organisations donnent la priorit\u00e9 aux m\u00e9triques li\u00e9es \u00e0 l'impact sur l'entreprise, notamment :<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Stabilit\u00e9 op\u00e9rationnelle<\/li>\n\n\n\n<li>Productivit\u00e9 des employ\u00e9s<\/li>\n\n\n\n<li>Exp\u00e9rience utilisateur<\/li>\n\n\n\n<li>R\u00e9duction des incidents<\/li>\n\n\n\n<li>Gains d'automatisation<\/li>\n\n\n\n<li>Efficacit\u00e9 des co\u00fbts<\/li>\n\n\n\n<li>Des temps de r\u00e9cup\u00e9ration et de r\u00e9solution plus rapides<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">L'objectif n'est pas simplement d'externaliser les op\u00e9rations informatiques. Il s'agit de b\u00e2tir un mod\u00e8le de service qui r\u00e9duit la complexit\u00e9 tout en am\u00e9liorant la performance de l'entreprise.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Pour les DSI, le d\u00e9fi consiste d\u00e9sormais \u00e0 d\u00e9terminer quels partenaires sont \u00e9quip\u00e9s pour fonctionner selon ce mod\u00e8le et lesquels sont toujours optimis\u00e9s pour les structures de prestation traditionnelles.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Car dans des environnements de plus en plus interconnect\u00e9s, le plus grand risque n'est souvent pas la d\u00e9faillance d'une seule technologie. C'est le foss\u00e9 grandissant entre ceux qui soutiennent les syst\u00e8mes et ceux qui sont responsables du r\u00e9sultat.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">C'est pourquoi les DSI repensent le mod\u00e8le des fournisseurs. Non pas simplement pour r\u00e9duire le nombre de prestataires, mais pour cr\u00e9er un mod\u00e8le plus clair de responsabilisation, de visibilit\u00e9 et d'am\u00e9lioration mesurable \u00e0 l'\u00e9chelle de l'entreprise.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Pour explorer cette \u00e9volution plus en d\u00e9tail, t\u00e9l\u00e9chargez notre Guide du DSI : <a href=\"https:\/\/pomeroy.com\/vendor-model\"><strong>Le co\u00fbt cach\u00e9 de la fragmentation des fournisseurs : pourquoi les DSI ont besoin d'un nouveau mod\u00e8le de responsabilisation.<\/strong><\/a><strong>&nbsp;<\/strong><\/p>","protected":false},"excerpt":{"rendered":"<p>For years, enterprise IT operating models were built around specialization. One vendor managed the network, another owned the service desk, and yet another handled field services, devices, cloud, cybersecurity, collaboration, or observability. Each relationship came with its own contract, KPIs, escalation paths, and reporting structure. On paper, it created accountability. But in practice, it often [&hellip;]<\/p>\n","protected":false},"author":6,"featured_media":9993,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","footnotes":""},"categories":[12],"tags":[],"class_list":["post-9996","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.2 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Why 68% of CIOs Are Rethinking Their Vendor Model - Soroc, A Pomeroy Company<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/soroc.com\/fr\/why-68-of-cios-are-rethinking-their-vendor-model\/\" \/>\n<meta property=\"og:locale\" content=\"fr_CA\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Why 68% of CIOs Are Rethinking Their Vendor Model - Soroc, A Pomeroy Company\" \/>\n<meta property=\"og:description\" content=\"For years, enterprise IT operating models were built around specialization. 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