That companies are leveraging high-skilled on demand platforms in large numbers came as no surprise to us, because in recent years we’ve seen how they can increase labor force flexibility, accelerate time to market, and enable innovation. It is impressive the variety of engagements that companies are making with the platforms. They’re seeking help with projects that are short- and long-term, tactical and strategic, specialized and general. What’s more, 90% of the leaders surveyed company leaders believe these platforms will be core to their ability to compete in the future.

But here’s what’s surprising: Despite the extent to which companies are now turning to on demand platforms, very few firms have developed a cohesive organization-wide approach to their use. Instead, operational frontline leaders who are desperate to get things done have been reaching out on an ad hoc basis, often without any central guidance. This approach is costly, inefficient, and opaque.

To compete in the years ahead, companies must do better. They’ll have to acknowledge and embrace the full potential of on demand IT services—which is to say, figure out how to engage strategically with what you might call the on-demand workforce.

Though millions of workers were laid off over the past spring, in the coming months employers will begin to rehire—and when they do, they’ll need to be more purposeful about their approach to talent. How can they access hard-to-find expertise? Which positions or roles have changed, and what new capabilities are required? What IT work can be done more successfully and efficiently by skilled IT professionals? In an environment of ongoing uncertainty, employers will be even more attracted to the on-demand route for a variety of reasons: It makes it easier reduce costs, offers access to a wide set of skills, reduces head count, and allows more flexibility during times of change.