I used to run the "Enterprise Apps" org in a low budget F500. My team of about 125-135 (globally distributed in US, MX, BR, IN) managed dozens (hundreds?) of internally developed apps and a number of externally licensed SaaS & on-prem systems.
The reality is this: if you are not a software product company and you decide to create internal tools yourself, your life will become one of perpetual technical debt, and deciding whether to prioritize new development vs refactoring vs platform modernization. When you license products, you just throw money at the problem, but when you DIY it, you end up also needing to implement things like Change Control Boards, a real PMO, more security & privacy controls/competency, and internal tech support functions. This can work and be cost effective, but you really need to go in with your eyes open and account for all this "mess" you'll be creating as you create this new team.
It can absolutely work and save money, but it requires 1) xfn executive buy-in and clear agreement around change management and feature development prioritization, and 2) a budget for things that go beyond just the software development.
Fwiw, if this is an "IT" function and you're not a product company, you'll be able to save money by employing "enterprise software developers" (e.g. IT staff) rather than SWEs (tech product company folks). You'll also benefit from their experience navigating the complexity that comes with all the crap I listed up above, much of which is fairly foreign to small tech companies.
The reality is this: if you are not a software product company and you decide to create internal tools yourself, your life will become one of perpetual technical debt, and deciding whether to prioritize new development vs refactoring vs platform modernization. When you license products, you just throw money at the problem, but when you DIY it, you end up also needing to implement things like Change Control Boards, a real PMO, more security & privacy controls/competency, and internal tech support functions. This can work and be cost effective, but you really need to go in with your eyes open and account for all this "mess" you'll be creating as you create this new team.
It can absolutely work and save money, but it requires 1) xfn executive buy-in and clear agreement around change management and feature development prioritization, and 2) a budget for things that go beyond just the software development.
Fwiw, if this is an "IT" function and you're not a product company, you'll be able to save money by employing "enterprise software developers" (e.g. IT staff) rather than SWEs (tech product company folks). You'll also benefit from their experience navigating the complexity that comes with all the crap I listed up above, much of which is fairly foreign to small tech companies.