It is now traditional in the IT industry to send software development offshore, particularly to India.

"But in the past, we have gotten our fingers burned many times," says Resmer, who insists that outsourcing staffers become part of his own corporate culture in terms of how they work and when they deliver. In other words, Resmer expects the outsourcer to follow its partner's own business processes and internal deadlines, even though workers are technically employed by another company.

"[Otherwise], you might get back a project that does some things right but not the main things. There are fundamental and cultural disconnects in understanding business needs," Resmer says.

To make the relationship successful, eCollege advocates close integration between each executive level at the two companies. CEOs, CTOs, project managers, developers and others at both companies should remain closely aligned as co-workers with their counterparts at the other company at all times, Resmer says.

And there's one more obstacle to consider. McIntyre says BNSF Railway heard the familiar grumblings from employees and communities that it's un-American to send work offshore. He points out, though, that the railway hasn't laid off a single employee. Previously, he adds, the company used expensive contractors, many of whom weren't interested in converting to full-time employment. The reason, in part, was that they had no competition.