Purpose – The purpose of this paper is to examine the shared services or outsourcing decision.

Design/methodology/approach – Data are drawn from interviews with over 70 executives in leading organizations in relation to their strategic objectives in advocating the adoption of their chosen service delivery model.

Findings – The paper notes that decision making by the numbers alone (satellite strategy) may ensure reaching the strategic destination eventually, but perhaps too belatedly. One has to consider the different stages of the “in”, “out” or “shake it all about” debate relating to sourcing strategy and the costs thereof.

Originality/value – The paper is of value in enabling organizations to recognize the distinction between strategic enablement and their competitive intangibles.