The Services Research Company - Cohesive Digital ... · PDF fileThe Services Research Company Phil Fersht ... continuity,LAN/WANnetworkservices,security,cloud ... New Style of IT Outsourcing

The Services Research Company

[email protected]

[email protected]

HfS Blueprint Report

IT Infrastructure Management and Enterprise Cloud Services 2017Excerpt for CognizantJuly 2017

OllieO’[email protected]

©2017HfSResearchLtd.ExcerptforCognizant Proprietary│Page1

TOPIC PAGE

ExecutiveSummary 2

MarketOverview 6

Research Methodology 20

ServiceProviderAnalysis 24

ServiceProviderGrid 26

ServiceProviderProfile 30

Recommendations 32

About theAuthor 43

Table of Contents

Executive Summary


Introduction to the HfS Blueprint Report: IT Infrastructure Management and Enterprise Cloud Services

n The 2017 HfS IT Infrastructure Management and Enterprise Cloud ServicesBlueprint Report provides a market overview and evaluation of the largestproviders of enterprise infrastructure managed services. It focuses on the buyerneeds of organizations with more than $1 billion revenue.

n Unlike other quadrants and matrices, the HfS Blueprint identifies relevantdifferentials between service providers across a number of facets in two maincategories, innovation and execution.

n This Blueprint Report looks at the innovation and execution capabilities of 22service providers in detail.


How do we define infrastructure management services?

n IT infrastructure management includes data center and server outsourcing, networkmanagement, and end-user workspace management.

• Server management. This involves the service provider taking over the day-to-daymanagement of a client’s server infrastructure, including co-located and hostedinfrastructures. It includes all services required to support and manage server,mainframe, and enterprise storage systems. It can include backup/recovery/businesscontinuity, LAN/WAN network services, security, cloud-based virtual machines, andremote management. It provides support and management to the operating system andenterprise middleware level, for example, providing the platform for enterpriseapplication. The service can be provided onsite or remotely.

• Network management. This involves the service provider taking over the day-to-daymanagement of LAN/WAN infrastructure.

• End-user workspace management. This involves the service provider taking over theday-to-day management of a client’s desktop and client fleet and the infrastructure inwhich it operates, such as LAN and helpdesk. Includes IMACS, service desk and help deskprovision, LAN management, BYOD, messaging (email, IM, VOIP), and input/outputdevice management (scan and print infrastructure).


n Enterprise cloud management is the operation of public, private, and hybrid cloudenvironments within an enterprise organization framework.

n Offerings can include management platforms that provide a range of services includingworkload optimization, orchestration services, provisioning systems, self service, meteringindividually and across cloud variants, billing, configuration management, resourcingplanning, and service catalogues.

n It is often delivered as part of hybrid cloud infrastructure.

Enterprise Cloud Management

n Ahybridcloudisamixtureofdifferentcloudvariants–privateonpremise,privatemanagedcloud,privatehostedcloud,andpubliccloudservices.Tobetrulyhybrid,itmusthavealeveloforchestrationandservicemanagement.

Market Overview


Challenges Facing IT Departmentsn The rise of consumer IT and telecommunications, seeded by the Internet and driven by the introduction of

smart phones and tablets, has had a dramatic impact on attitudes toward IT, where business executivesexpect the same quality of IT experience in the workplace that they get in their personal lives.

n There can be little argument that the future of IT services is tied to the impact of Digital technologies(social, mobility, analytics, and cloud. Even the most skeptical observers contend that Digital is, at least, animportant step forward, even if the details (and definition) of exactly how it will manifest are not yet clear.

n The whole ethos behind the Digital movement is linked to the use of technology to help clients transformtheir business models. This is rubbing off on service providers that want to use this technology themselvesto raise the value of their customer relationships by bringing them closer to their customers.

n The quality of service delivery has improved over the last 10 years, driven in no small way by the rise ofthe offshore-centric providers, whose willingness to go the extra mile to ensure client satisfaction whiledriving down the cost of delivery has improved the service experience considerably. In part, the disciplinerequired to manage an offshore delivery business entails that processes have to be standardized andevolved to make it functional.

n These forces have changed clients expectations and attitudes toward IT forever and IT services providerneed to take a different approach to managing their customer relationships to keep adding value. The nextslide shows the change new As-a-Service attitudes are having to traditional IT Services, shifting the servicemindset from “can’t do” toward a “can do” attitude.


New Style of IT Outsourcing Requires Shift in Attitude

As-a-ServiceAttitudeLegacy“Can’tDo”IT As-a-Service“CanDo”IT

ProscriptiveRelationship

Complicated

Proprietary

Controllinguserskeepsthingsworking

ReliantonIndividualexcellence

ITisthedesignerandbuilder

Tieddown

Hardcodedsolutions

Problemsareemphasized

ApplicationsdesignedforITtosupport

Servicesarestandardizedandcontrolled

Fear,uncertaintyanddoubtfuelreactiontosecurity

Data-Center basedinfrastructure

CollaborativePartnership

Simplified

Open

Enablinguserstoworkatthemostproductivelevel

Reliantonprocessexcellence

Servicesdesignedinpartnershipwiththebusiness

Agileandresponsive

Configurablesolutions

Businessbenefitsareemphasized

Applicationsdesignedforthebusinesstouse

Servicesofferflexibilityandchoice

Measuredresponsetosecurity

Cloudbasedinfrastructure


Challenges Facing IT Departments

n CIOs are looking for:n The main barrier to providing digital to customers is speed of operations: CIOs want to make IT more

focused on the customer, which will entice internal lines of business (LoB).

n Focus shifted away from operate to build: Day-to-day IT needs to be more secure and more manageable.

n Help determining future operating model: They seek a model that has flexibility to cope with massivechanges in demand but is cheaper and easier to change and adapt.

n Employing the cloud: They want to know how to incorporate cloud and broad software defined data-centerapproaches to IT.

n Help taking business impactful technology to business: Keep using mobility, analytics, and cloud;increasingly use automation, cognitive, and IoT.

n Transparency: IT needs transparency of both the costs that make up services and the way services aredelivered. A black box approach to outsourcing is no longer valid given competition from SaaS and cloudproviders direct to Lines of Business (LoB).

n Credibility: They are wrestling back credibility (and control) from lines of business.

n Brokers of capability: CIO and IT department need help to become broker of capability, at least fortechnology.

n Measurable success: IT departments expect business outcomes when buying application services.

n Testing tools: They need ways to manage increasingly large and complex testing environments.


Infrastructure Services and the Digital OneOffice Organization

n Furthermore, when seeking to understand the challenges and priorities of modern business andIT leaders, the conversation rarely strays far from the realms of digital transformation. Indeed,business digitalisation takes up an unprecedented amount of mindshare amongst business leadersas they strive to make their organisation competitive in the everchanging digital economy. HfSResearch has developed a framework to support businesses on their journey, titled the DigitalOneOffice, which seeks to drive alignment, efficiency, consistency and value throughout themodern business – from the back-office through the middle-office to the front-office.

n One of the key tenets of the Digital OneOffice Organization concept is categorised under theDigital Underbelly, of which infrastructure management and enterprise cloud services play anintegral role. The cloudification of processes – which allows for vital business processes to besecurely and reliable replicated and scaled across the business – is essential to meet the speedand agility required of a modern digital business.

n Similarly, digital companies will need to adopt a focus on the cloudification of IT and Software iftheir companies are to respond and scale swiftly to peaks in demand. The cloudification of IT andsoftware provides a raft of benefits – such as greater transparency and alignment – however, thereal driver must be how the cloud fits into the bigger picture of digitalisation. Cloudification ofback-office services iteratively supports the efficiencies that are realised in other sections of theDigital OneOffice, by providing easier access to automation activities, or by providing truebusiness-wide analytical oversight, as an example.


Infrastructure Services and the Digital OneOffice Organization


IT Outsourcing Market Commentary

n Data center technologies have changed the way IT Infrastructure Services are bought. Extremeautomation and virtualisation is taking the enterprise IT department toward fully software-defineddata center architectures in which all of the physical components are virtual – not just computingpower, but also networking and storage. This promotes increasing levels of efficiency saving, drivingup availability and manageability whilst reducing cost. This also improves the flexibility of theunderlying architecture, which means reconfigurations and upgrades can be handled throughsoftware rather than reconfiguring the hardware layer. This reduces risk and makes it faster, aconfiguration that allows for better security and cheaper disaster recovery services.

n We expect both hybrid and private cloud adoption to expand as companies continue to spendmoney on data center modernization, largely prompted by the desire to simplify and make thecompute more flexible.

n Public cloud services continue to grow and are sold directly and through managed service partnersor brokers.

n Old-school large IT outsourcing deals will continue, but with a large dose of consulting andtransformation. IT departments need to focus on adding value and transforming their businesses,not transforming their IT.


Leading Service Providers’ Infrastructure Management Services – Estimated Global Revenue

2.1

2.7

2.7

2.9

3.2

3.6

3.8

4.1

4.3

4.3

6.6

9.1

10.1

11.5

14.1

BT

HCL

TCS

Accenture

CGI

Microsoft

SamsungSDS

T-Systems

NTTData

Capgemini

Atos

DXC

AWS

Fujitsu

IBM

USDbillions

Thischartshowsourestimateoftheinfrastructuremanagementservicesrevenuesfortheleadingproviders.Weestimatebasedonpubliclystatedfinancialstatements.


Major Market Changes – 2016 - 2017

n The past 12 months have witnessed significant change in the IT services space, with mergers andacquisitions altering the landscape considerably. A list drawn up in early 2016 – such as HfS’ annualTop 25 IT Services Companies – would have included four large firms that have since reduced to twoin 2017. HPE and CSC have merged to form DXC, a firm now with considerable scale and reach in theIT Services space. Additionally, NTT Data finalised the acquisition of Dell Services to similarlybroaden its reach, scale, and depth in the space.

n Consolidation at the higher end of the market, led by these two large deals, has changed the gamefor a lot of providers. Many are now actively leveraging the talent, resources, and access of keyacquisitions to shore up their IT Services offerings.

n In the Infrastructure and Cloud Enterprise space particularly, the scope and scale of alliances andpartnerships are expanding to support and expand upon provider offerings. The large as-a-serviceproviders of cloud services are becoming must-have partners for many of the IT Services firms,offering them flexibility and scale when they need it, which can then be passed onto clients.

n It’s no surprise then, to see the large born-in-the-cloud as-a-service providers solidifying theirposition in the space, with the recent Top 25 IT Services Companies reporting placing AWS in the top10 for the first time since the report began.


Major Market Changes – 2016 - 2017

n That’s not to say it’s the end for IT Services as we know them. Several firms are adapting theirapproach in several key ways. Firstly, some traditional-focused providers are hedging their bets andexpanding into more as-a-service led approaches. Meanwhile, others in their cohort are sticking totheir guns and refocusing on the value traditional models can offer – with the understanding thatsome clients are unlikely to move away from build-and-manage or lift-and-shift engagements in thenear future.

n In the middle are a developing breed of providers that are seeking to limit their direct involvementwith data centers and physical infrastructure by offering clients services through a brokerage model.These firms are offering clients the opportunity to select best-in-class services or those that aremost suitable to their operation.

n Other firms are more decidedly moving into the transformation space, adapting their infrastructureand cloud services portfolio to better represent the bigger picture. These firms are taking thestrategic decision to turn-down traditional deals in favour of more the lucrative and broadertransformation engagements.

n In many ways, providers are becoming more divided while remaining relatively similar in approach.They’re seeking to broaden their offerings while at the same time become more selective anddistinct. If one thing is clear, the IT Services space is so broad, there is plenty of room at the table fora range of approaches – as long as clients can still see the value in them.


2016 2017 2018 2019 2020 2021TraditionalITServices 444 435 426 416 408 394AASITServices 102 127 153 182 214 248TotalITServices 546 562 579 598 622 642

102 127 153 182 214 248

444 435 426 416408

394

546 562 579 598 622 642

$0

$100

$200

$300

$400

$500

$600

$700

IT Outsourcing – As-a-Service Global 2016-2021 ($ billions)

USDbillions


As-a-Service Increases Market Share

n With AWS making its way into the top 10 of HfS’ Top 25 IT companies high-value IT list, it’s nosurprise to see the broader encroachment of as-a-service IT services into the traditional space. Thegraph on the previous page provides a detailed projection of IT Services global growth, of which as-a-service is growing significantly, followed by noticeable reductions in traditional IT Services globalrevenues.

n This trend indicates that the as-a-service cloud firms such as Google, Microsoft, and AWS are in foran easier few years than are providers focused on traditional IT services. However, it’s likely we’llsee a blurrier marketplace in the future as some firms seek to retain their position as the trustedtraditional infrastructure provider, while others seek to evolve their model to join the as-a-serviceproviders. Somewhere in the middle will be the bulk of current providers seeking to keep their handin traditional services while leveraging the growth of as-a-service demand to drive servicebrokerage, SIAM, and their own bespoke offerings forward.

n The latter hybrid model makes commercial sense currently, albeit with a limited lifespan as the as-a-service market increases market share at an accelerating pace. If the trend continues, we can expectto see the bulk of providers adapting to meet demand for as-a-service offerings over the next 10years.

n Isolating infrastructure management revenues by geographic region in the graph on the next pageprovides a more detailed picture of traditional IT revenues’ downward trend.


IT Infrastructure Management Market by Region 2016 –2021 ($ billions)

$20

$40

$60

$80

$100

$120

2016 2017 2018 2019 2020 2021

Japan

RestofAP

ANZ

LATAM

MEA

EasternEurope

UKI

ContinentalEuropeNorthAmerica

CAGRUSDbillions

-3.9%

-0.2%-1.4%-0.5%0.1%-2.3%-3.3%

-3.2%

-1.7%


IT Infrastructure Management Market in steep decline

n It’s become clear that demand for traditional on-premise management is in free fall – as enterprisesopt for asset-light and cloud platform-based hybrid solutions. Indeed, moving forward the focus hasshifted toward cloud and converged/software defined infrastructures.

n We can see a marked decline in traditional services overall, with a representative decline in allgeographies with the exception of the Middle East and Africa. Japan, Continental Europe, and UKand Ireland can expect traditional IT revenues to decrease by more than three percent.

n It is no surprise, then, that a large proportion of the provider market has opted to become moreselective in the type of engagements they are willing to undertake in the traditional IT Servicesspace, with some strategically shifting their offerings to avoid traditional engagement altogether.

n If one thing has been clear from the analysis and research in this report, it’s that the infrastructuremarket is impacted by major trends – particularly the unstoppable shift to the as-a-service economy– which are making the market blurrier in the interim as providers grapple to define their vision andstrategy for the future.

Research Methodology


Research Methodology

DataSummary

n DatacollectedinQ1andQ22017coveredservicesbuyers,serviceproviders,andadvisors/influencersofITandDigitalServices

TheseHfS BlueprintsareBasedOn:n TalesfromtheTrenches:Interviewsarebeing

conductedwithbuyerswhohaveevaluatedserviceprovidersandexperiencedtheirservices.Somearesuppliedbyserviceproviders,butmanyinterviewsareconductedwithHfSsubscribersandafocusedexercisetointerview300ITservicesdecisionmakersacrosstheGlobal2000Enterprises

n Sell-SideExecutiveBriefings:Structureddiscussionswithserviceprovidersareintendedtocollectdatanecessarytoevaluatetheirinnovation,executionandmarketshare,anddealcounts.

n HfS“StateofOutsourcing”Survey:Theindustry’slargestquantitativesurvey,conductedwiththesupportofKPMG,coveringtheviews,intentions,anddynamicsof1,000buyers,providers,andinfluencersofoutsourcing.

n PubliclyAvailableInformation:Financialdata,websiteinformation,presentationsgivenbyseniorexecutives,andothermarketingcollateralwereevaluated.

ServiceProvidersincluded


Key Factors Driving the HfS Blueprint

EVALUATIONCRITERIA

Twomajorfactors:

• Execution representsserviceproviders’abilitytodeliverservices.Itincludes:– Solutionsintherealworld– Qualityofcustomerrelationships– Marketshare

• Innovationrepresentsserviceproviders’abilitytoimproveservices.Itincludes:– Concreteplanstodelivervalue

beyondcost– Experiencedeliveringindustry-specific

solutions– Partnershipstrategy– Investmentinproprietary

technologies

CRITERIAWEIGHTING

Criteriaareweighedbycrowdsourcingweightingsfromthefourgroupsthatmattermost:

• EnterpriseBuyers[$5B+](20%)• Buyers(20%)• ServiceProviders(30%)• HfS ResearchAnalystsTeam(20%)• Advisors,Consultants,andIndustryStakeholders(10%)

WeightingswereadjustedforthisreportbasedonoutcomefromHfS’ January2017StateofOperationsSurveyandourMarch2017StateofITServicesSurvey


Infrastructure Management and Enterprise Cloud Focus and Weighting

EXECUTION 100%Perceivedqualityofservices 25%

Breadthofinfrastructureofferings25%

Transformationcapabilities10%

Partnerships(cloudandplatform) 10%IPandreusableassets 10%Useofautomation 10%Geographicfootprintandscale 10%

INNOVATION 100%Perceivedviewofinfrastructureinnovation 25%

Concreteplansforimprovementandinfrastructureroadmap15%

Cloudstrategy:private,public,hybrid,investmentinplatforms(cloud,hybrid,SDDC) 15%Investmentinautomation 15%Thoughtleadership 10%Ecosystemapproach 10%Improvementmethodologies 10%

Thisblueprintexaminesthebroadinfrastructuremanagementservicesmarket,focusingonabilitytoprovidemodernend-to-endinfrastructuremanagementthatenablesITstafftodeliverIT-as-a-Service.ThefocusisonqualityofservicedeliveryandtheabilitytotransformlegacyandenableITtodeliverinnovation.

Service Provider Analysis


TodistinguishserviceprovidersthatshowcompetitivedifferentiationinaparticularlineofdeliverywithprogressinrealizingtheAs-a-ServiceEconomyofbusinessoutcome-oriented,on-demand,talent+technologyservices,HfSawardstheseproviderstheAs-a-ServiceWinner'sCircledesignation.

Guide to the Blueprint Grid

Execution Innovation

As-a-ServiceWinner's CircleshowsexcellencerecognizedbyclientsintheEightIdealsinbothexecutionandinnovation

Collaborativerelationshipswithclients,servicesexecutedwithacombinationoftalentandtechnology asappropriate,andflexiblearrangements.

Articulatesvisionanda“newwayofthinking,”hasrecognizableinvestmentsinfuturecapabilitiesandstrongclientfeedback,and isdrivingnewinsights andmodels.

HighPerformersdemonstratestrongcapabilitiesyetlackaninnovativevisionormomentuminexecutionagainstthevision

Executesomeofthefollowingareaswithexcellence:worthwhilerelationshipswithclients,servicesexecutedwith“greenlights,”andflexibilitywhenmeetingclients’needs.

Typically, describeavisionandplanstoinvestinfuturecapabilitiesandpartnershipsforAs-a-Serviceandillustratean abilitytoleveragedigitaltechnologiesordevelop newinsightswithclients.

High Potentialsdemonstratevisionandstrategybuthaveyettogainmomentumintheexecutionofit

Earlyresultsandproof pointsfromexamplesinnewserviceareasorinnovativeservicemodels,yetlackscale,broadimpact,andmomentuminthecapabilityunderreview.

Well-plotted strategyandthoughtleadership,showcaseduseofnewertechnologiesorroadmap,andtalentdevelopmentplans.

ExecutionPowerhousesdemonstratesolid,reliableexecution,buthaveyettoshowsignificantinnovationorvision

Evidence ofoperationalexcellence;however,stillmoreofadirectiveengagementbetweenaserviceprovideranditsclients.

Lessevidentvisionandinvestmentinfuture-orientedcapability,suchasskillsdevelopment,“intelligentoperations,”ordigitaltechnologies.


HfS Blueprint Grid: Infrastructure Management Services and Enterprise Cloud 2017

ExcerptforCognizant


Major Service Provider Dynamics: Highlights

Execution

• Accountmanagement:Accountmanagementremainsacrucialsuccessfactorforallproviders,withmostseekingtoleveragetechnicalandbusinessexpertisealongsidetraditionalaccountmanagementmodels.

• Partnershipnetworksdevelop:Firmsseekingtoofferclientsbest-in-classservicesarebroadeninganddeepeningstrategicpartnershipstoaccommodateclientsoutsideofdirectprovideroffering.

• Strategicpartnersreducetheneedforproprietarytechnologyandinfrastructure:Increasingly,vendorsaredrawingthefocusawayfromtheirowndatacentercapabilitiesandproprietarytechnologiesinfavorofbrokeringagreementswithkeypartnersthatoffergreaterscaleandflexibility.

• Consultancy-ledengagements:Asfirmsseektotailorservicesandsolutionstospecificbusinesschallenges,engagementstakeamorestrategicapproach.Alargenumberoffirmsnowseektoestablishtheparametersofengagementsthroughconsultancybeforeanyservicesaredeployed.

• Marketconsolidation:TherehavebeenseverallargemergersandacquisitionsintheITservicesspaceoverthepast12months.Fourofthetop10providershavemergedintotwo,alongsidesomeconsiderableacquisitionstobolstertheexecutioncapabilitiesoffirms.

Innovation

• Vision:Havingavisionforwhereinfrastructureservicesneedtobeinthefutureisintegraltoafirm’sabilitytoinnovateofferingstomeetcurrentandfutureclientneeds.

• Infrastructureimprovementplans:SuccessfulvendorshaveconcreteplansfortheimprovementsanddevelopmentsnecessaryintheIMSspacetocontinueofferinghigh-valueservices.

• Automationatthecenterofimprovementroadmap:Almostallfirmsdescribedhowautomationtechnologieswouldbethedrivingforceforfutureofferings,enablingfirmstopassefficienciesandcost-savingsontoclients.

• Methodologiesandframeworksusedtovalidatequality:Anincreasednumberofvendorsareusingmethodologiesandframeworkstoimproveservicesandvalidatequalitytowinnewclientdeals.

• Transformationfocus:ProvidersareseekingtoexpandtherelevanceofIMServicestoclients’digitaltransformationactivities.Consequently,anumberoffirmsarebecomingstrategicallyselectiveofwhichservicestheyoffer.



Execution

• Selectiveservices:Firmsarefocusingtheircapabilitiesandresourcestobecomemoreselectiveintheservicestheyoffer.Asignificantnumberofbusinessesnowturndownbuild-and-manageandlift-and-shiftdealsinfavoroflongertermtransformationcontracts.

• Client-vendorpartnerships:Thelong-termneedsofbusinessclientsdependuponbuildingasymbioticpartnershipwithserviceproviders.Asaresult,moreprovidersarefocusingondevelopinglong-termandmutuallybeneficialrelationshipswithclients.

• Pricingmodelsevolve:Approachestopricingareadaptingtomeetnewclienttrendsandpriorities.Morecontractsfocusonspecificbusinessoutcomes,withsomenowmeasuringbusinessmetricstogaugesuccessratherthantraditionalITmetrics.

• Investmentintalent: Firmsarebeginningtorealizethatthetalentandskillstheyneedtodevelopfutureservicesarelikelytobeinshortsupply.Somefirmsarealreadyactingonthistoensuretheyhaveinnovativetalent-attractioninitiativesinplace.

Innovation

• Investmentininnovation:Firmsarenowcommittingsignificantresourcestodiscoveranddevelopnewinnovations.InvestmentsrangefromlargescaleR&Dlabsandinitiativestoincubationhubsforhigh-potentialstart-ups.

• Thoughtleadership:Increasingly,serviceprovidersareseekingtoprovetheircapabilitiesandabilitytoinnovatethroughthoughtleadership.Thishasallowedforsomevendorstobuildaperceptionofdeepbusinessandindustryexpertise.

• Automationisbeginningtoshiftresultsfromcosttoimprovedservicedelivery:FirmsoperatingintheIMSareseekingtodeployanddevelopinnovativeautomationtechnologiestoimproveservicedelivery– adistinctchangeinmessagingfromthecorefocusoncostreduction.Nevertheless,forthemajoritythefocusremainsoncostreduction.

• Movingawayfromtraditionaldeals:MultiplefirmsarebeginningtotakeamoreselectiveapproachtodealsbyturningdowntraditionalIMSinfavorofmoretransformationfocusedengagements.Thismayopenupthemarkettosomeofthelessselectivefirmsasbuildandmanageserviceareundoubtedlystillrequiredinsomebusiness.



Execution

• Servicebrokeragemodelincreases:Multiplefirmsaremovingtowardsemi-impartialandfully-agnosticservicebrokeragemodelstoenableclientstosecurebest-in-classservicesthroughthem.Somefirmswillfindthiseasierthanothers,particularlythosewhohaveinvestedconsiderablesumsinbuildingproprietarytechnologies.

• BreakingdownsiloedITservices:IthasbecomeapparentthatabroaderindustrytrendisatplayduetoincreasinglypopulardeliverymodelslikeDevOpsandthemorebullishcloudificationofservices.Increasingly,traditionalITServicesaremerging,particularlyapplicationdevelopmentandmanagementandinfrastructure.Newdealstendtoencapsulatenotonlythedevelopmentofapplicationsbutalsotheirhosting.

• Drifttowardfullas-a-serviceenterprisecloud:Born-in-the-cloudas-a-servicefirmsaregrowingconsiderablyandcontinuetogrowmarketshare.Mostfirmsfeatureatleastone,ifnotmultiple,ofthelargecloudfirmsinthepartnereco-systemtoensuretheyhavethescalenecessarytomeetfluctuatingclientdemands.

Innovation

• Co-innovationpractices:Moreprovidersareseekingtoleveragethevalueoftheirclientpartnershiptodevelopinnovativesolutionsthatcanthenbeindustrializedandrepeated.Thisisseenmostreadilyinspecificindustrieswhereproviderswillpartnerwithaparticularclienttodesignasolution,whichisthendevelopedandreplicatedforotherclientsinthesameindustry.

• Incubationofstart-ups:Morefirmsrecognizethattheroutetosomeinnovationsisthroughincubatingorsupportingstart-upsandthenleveragingthemtoproducesolutionsforclients.

• Insightandresearchfocus:Manyoftheleadingproviderscoveredbythisresearchhavebuiltoperationalresearchandinsightunitsthatfeeddevelopmentsandinnovationsintechnology,process,andorganizationintotheirservicedeliveryactivities.Thishasenabledsomefirmstoquicklyrespondtochangingdynamicsintheindustryand,insomecases,breakawayfromindustrypeersbyinnovatingfasterandtogreaterscale.

Service Provider Profile


Cognizant

RelevantAcquisitions/Partnerships ClientProfile ServiceDeliveryOperations ProprietaryTechnologies

Acquisitionssince2014:• BrilliantServiceforIntelligentProducts• KISInformationServices• Frontica BusinessSolutions• KBACETechnologies• Storebrand Baltic• CNOFinancialGroup• TriZetto Corp

Partnerships:Cloud:Microsoft,AWS,Google,OracleandIBMSoftlayerDigital:MicrosoftDataCenter:Dell-EMC,VMWare,HPE,Cisco,HitachiHyperConverged:Nutanix,HPE,Dell-EMC,CiscoAnalytics:Google,Splunk,eMiteMonitoring:AppDynamics (Cisco),Dynatrace,ZenossServiceManagement:ServiceNow,Cherwell,BMCAutomation:Ayehu,Ansible,Arago,Chef,Docker,SaltStackVirtualisation:Citrix,DelphixContainers: Docker,MesosphereCloudTools:Cloudscape,Cloudability,ATADATA,CloudEndure

CognizantservesmostoftheFortune500companiesandalsoahostofmediumandsmallscaleorganizationsfromanarrayofindustriesandlocations.

KeyClientsInclude:• ACCOBrands• StandardLife• FutureGroup• ABNAMRO• NewEnglandHealthcareExchange

Network• WisconsinPhysiciansServiceInsurance• TMGHealth• Klöckner &Co

TotalIMSFTEs~27,000

Cognizantprovidesprivateandpubliccloudhostingservicesthroughanetworkofitsowndatacentersandpartnerdatacenters.Cognizanthasdatacentersin:• USA• UK• Netherlands• Germany

NextGen CloudandInfrastructureServicesaredeliveredthroughPhoenix,USA;BuenosAires,Argentina;Budapest,Hungary;apartfromtraditionaldeliverycenters.FurtherdatacentercapacityandservicescanbesecuredthroughCognizant’sextensivepartnernetwork.

• SymphonyWorks:ADigitalEngagementplatformthatprovidesaunifieddashboardfornextgenerationworkplaceservices.

• iVA:iVA isaVirtualAssistantbotthatusesAIandintegrateswithdifferentself-heal,self-help,anddesktopmanagementtools.

• Cloud360:Cognizant’sCloudOrchestrationandGovernancePlatform.

• SmartServicedeskusingThinkAutomation:Automatingticketcreationandassignmentbyemailparsingbasedonthekeywords.

Providerwithstronginfrastructurenarrativerecognizedforinnovation

Strengths Challenges

• Nextgenerationcloudandinfrastructureservices: CognizantfocusesonprovidingnextgenerationinfrastructureservicesbyleveragingitsConstantlyReadyInfrastructureFramework,AIledintelligentautomation,therebyestablishingastrongdigitalfoundationforapplicationsandservicestohelpthemnavigatethedigitalshift

• TrustedProvider:CognizanthasdrivencustomervalueandbenefitsbyleveragingCognizant’sdeepverticalandindustrydomainexpertise,trustedadvisorstatuswith1300+ Global2000companiesacrossgeographies.ClientreferencespraiseCognizantforbeingadaptable,flexibleandcustomer-focuseddrivenbymetricsandwelldocumentedprocesses.

• Automationfocus:Thefirmrecognisestheimportantevolutionaryshiftautomationwillbringtocloudandinfrastructureservicesandseekstoleveragepowerfulautomotivecapabilitiestodrivehigherqualityandmoreconsistentservicesatacompetitivepricepoint.

• Innovatorinthefield:Cognizantisconsideredaninnovatorbyclientsasitseekstobuildnewprocesses,techniques,andtechnologiesintoitsservicestoimproveoutcomesorreducecost.Thefirmalsohasapedigreeforthoughtleadership,leveragingwidercapabilitiesacrosstheorganisationtodriveanddesigninnovativeservices.

• Brandandmarketpresence:Cognizantwouldbenefitfrombuildingaclearerandmoredirectmarketingprogramthattrulyrepresentsthecapabilitiesandexpertiseofthefirm.Currently,thefirmappearsalmostmodestwhencomparedtotheprogramsofcompetitors,whichmaypushthefirmloweronthelistsofpotentialclients.

• Focusonbusinessproblems:Thefirmhastheassetsandresourcestodeliverhigh-valuecloudandinfrastructurecapabilities,however,thenarrativeneedstoextendtospecificbusinesschallengesthatcanbetackledbythefirm.

BlueprintLeadingHighlights

• Nextgenerationcloudandinfrastructureservices

• Strongknowledgeinindustryverticalssupportsthefirm’sreputationasatrustedadvisor

• RecognizedbyclientsforinnovationintheIMSspace

• Strongpartnernetworktosupportanddevelopservices

• Acquisitionsbringinvaluableskillandtalent

Winner’s CircleThis image cannot currently be displayed.

Recommendations


Service Provider Selection n Whythisserviceprovider?Thetopreasonsclientswespoketoselectedtheirserviceprovider

were:• Historicalrelationship:Thisincludestheenterpriseworkingwiththeserviceprovideron

otherprojects,andalsothestakeholderhavingworkedwiththeserviceproviderataformerenterprise.Somestakeholdersactuallyswappedoutaserviceproviderinfavorofonetheyhadworkedwithinthepast,intheircurrentorformerrole.

• Culturalalignment• Impressiveconsultingskills:Serviceproviderswhodemonstratedclearunderstandingof

themarketandpresentedadetailedroadmapforclientsduringaconsultingengagementweremorelikelytoalsobecontractedfortheimplementationproject.

• Teamcheck:Clientsaskedtoseetheresumesoforinterviewtheproposedprojectteambeforeselectingtheserviceprovider.OneclientalsoaskedalltheserviceprovidersintheRFPstagetosendresumesoftheback-upteamincasealloftheinitialteamisre-deployed.

• Similarexperience:Clientsweremorelikelytoselectaserviceproviderwhocouldprovidesimilarcasestudies,intermsoftechnical,organizational,andbusinessrequirements.

• Scale:Globalclientswanttoworkwithaglobalserviceproviderwithastrongdeliverycapabilityandbrand.

• Preferredprovider:Someclientswerelimitedtoselectaserviceproviderfromtheirenterprise-definedpreferredproviderlist.

• Solutionandserviceproviderjointselection:SeveralclientsaskedaserviceprovidertopresenttheirpreferredsolutionattheRFPstage.Theclientthereforedidnotseparatesolutionselectionfromserviceproviderselection.


Service Provider Strengthsn Thetopstrengthsclientslistedfortheirserviceproviderincluded:

§ Teamexpertise:Teammembershavingtechnicalandbusinessexpertise.Increasingly,clientsplaceagreatervalueonprovidersthatoffersolutionstorealbusinesschallenges.Thishasboostedthevalueoffirmsthathavestaffwithbothbusinessandtechnicalexpertise.

§ Infrastructureandcloudexperience:Clientsappreciatetheexpertiseandabilityofprovidersintheinfrastructureandenterprisecloudspace.Thefirmsstudiedinthisreportallshowabroadknowledgeofthespaceandakeenwillingnesstoinnovatetoensuretheydelivercustomersrealbusinessvalue.

§ Transparency:Asfirmsadoptautomationtechnologiesmorebroadly,andtheknowledgeoftheimpactthishasonthecostofservicedeliveryincreasesamongstclients,adrivefortransparencyhasboostedrelationsbetweenthetwo.Providersarebecomingnoticeablycleareraboutthebenefitsclientscanexpectoverlong-termengagementsinwhichinvestmentinautomationfromtheproviderisworthwhile.Inmanycases,commitmentstoefficiencyandcostreductionareembeddedincontracts.

§ Partnerships:Partnershipsandco-innovationintheinfrastructurespacehavebeenrecognisedbysomeclients.Providerskeentoestablishlonger-termsymbioticrelationshipswithclientsarenowvisiblyinvestinginthefutureoftherelationship,insomeinstancesabsorbingsomeoftheriskoftransformationactivitiesbeneficialtobothparties.Forexample,overhauledandimprovedinfrastructurereducesthecostoftheprovidertomanage,whichisthenpassedontotheclientasreducedsavingsorimprovedefficiency.


Service Provider Challengesn Thetopchallengesclientslistedforserviceprovidersincluded:

§ Outcomesvsmetrics: Somefirmsarestrugglingwithashifttocontractsthatfocusonoutcomesovertraditionalmetrics.ThisresearchhasseenagreaterdrivetodevelopcontractandpricingmodelsthatfocusonthedeliveryofspecificbusinessoutcomesoverthosewhichfocussimplyontheachievementoftraditionalSLAs.

§ Context: Designingsolutionsinabusinesscontext.Asclients’expectationsshifttoabusiness-outcomesapproach,somefirmshavestruggledwithplacingsolutionsinthenecessarycontext.Thisisparticularlytrueoftraditionalfirmswithextensivetechnicalexpertise,wholeantowardstheirareaofexpertiseoverclientpreference.

§ Legacyperception:Theperceptionofsomefirmsaslegacyprovidersisadistinctchallengeasthemarketmovestowardsdigitaltransformationactivities.Buildingconsistentmessagingandbrandingthatbreaksthisperceptionwillrequirebothtimeandresourcesinconsiderablevolumes.

§ Attractingtalent:Increasingly,serviceprovidersarerealisingthatthesuccessoftheirfirmsisdependentonthetalenttheyareabletoattract.However,thisplacesachallengeonfirmsasthedemandforspecificskillsincreasespastthecapacityofthelabourmarket.Firmswillhavetoinvestandinnovatetoensuretheygetthetalenttheyneedtodriveservicesforward.


Recommendations: Enterprise Buyers

n Seektoaddressinternaltalentdeficits:Manyprovidersinthisreportadvisedthattalentdeficitsinclientorganisationswerelimitingthesuccessofengagements.Identifyingkeyskillgapsinternallyandleveragingtheexpertiseoftheprovidertoupskillstaffwillensurethevaluedeliveredbyengagementsisnotunnecessarilyinhibited.

n Frameagreementsinabusinesscontext:Traditionally,engagementsfocusedontheconsumptionoftimeandmaterials.Thenewdigitalbusinessenvironmentcallsforadifferentapproach.Buyersshouldoutlinewhichbusinessoutcomestheyareseekingtoachieveandwrapmetricsaroundthesethattranslateintotheprovider’sunderstanding.

n Accessandevaluateinnovationsonbusinessvalue:Digitaltransformationisnotsimplyaboutintegratingthelatesttechnologiesintothebusiness.Buyersmustworkwithproviderstoevaluatenewtechnologiesbasedontheirsuitabilitytotheiruniquebusinessenvironment.

n Leverageandupscaletopartnerships:Althoughnotsuitableforallengagements,buyersshouldconsideropportunitiesforco-innovationandco-ideationwithproviderstobuildstrongerrelationshipsandboostthereturnsofengagements.Mutualinvestmenttoensurespecificoutcomesthatdelivervaluetobothpartiesshouldbeinvestigatedwhenpossible.


Recommendations: Enterprise Buyers (Continued)

n Developfundsandresourcesforinnovation:Whiletheinfrastructureandenterprisecloudmarketismature,theintegrationofnewtechnologiestodevelopitfurtherwillrequirefundsandresourcesonboththebuyersideandtheproviderside.Buildingafundandsettingoutitsremitwillensurethatnewinnovationsthatcanofferrealbusinessvaluewillreceivethescrutinyand,subsequently,thefundingtheydeserve.

n Seektoboostgreateralignment:Firmsshouldfocusondeployingstrategicservicesthatleadtobetteralignmentacrossthebusiness,notjustinIT.BuyersshouldconsidercoreITservicesfromaholisticperspectivetoensurestakeholdersandbusinessunitsaregreateraligned.

n ConsiderthebiggerpictureofITServices:Increasingly,thelinesbetweenthedistinctsegmentsoftheITServicesmarketareblurring.Infrastructureservicesarecontinuingtomergewithapplicationdevelopmentandmanagement.EvenconsultancyservicesarestartingtobebundledintoholisticITservicespackages.ConsiderthevaluesingleengagementscanbringwhenallpiecesoftheITpuzzlecanbedeliveredinalignment.

n Locateprovidersthatdeliverservicebrokeragecapabilities:ThecaseforfocusingonasingleproviderforITServicesismademorecompellingbythemoveformanyproviderstobecomevendor-agnosticservicebrokers.Thiswillallowclientsseekingspecificcapabilitiestoselectbest-in-classsolutionsregardlessoftheoverridingvendorengagement.


Recommendations: Enterprise Buyers (Continued)

n Lookbeyondmarketing:Ifonethinghasbeenmadeclearinthisresearch,itisthatmarketingintheITservicesspacevariesconsiderably.Untilthesituationimproves,enterprisebuyersshouldlookbeyondtop-levelmarketingtogetthebiggerpicture.Thisisbestachievedthroughpeer-to-peerengagements,focusingonbuyerstories,orassessingthevalidityofafirm’sdeliveredoutcomes.

n Prepareforchange:Technologyintheenterpriseismovingataswiftpace,whichmeansbuyersofITservicesneedtolookonestepaheadtoensureinfrastructureaccommodatesthecurrentandfutureneedsofthebusiness.Locatingapartnerthatwillsupport,advise,anddeliverinthistimeofchangeisessentialforfuturebusinesssuccess.

n UseDesignThinkingtorealignservices:UsingtheDesignThinkingapproach,buyerscanworkalongsideproviderstoreimagineandrealignITservices,particularlyinfrastructureservices,tobettermeettheirneedsbymovingthefocusawayfromservicedeliveryandintoabusinesscontextthatdrivessolutionsforspecificchallengesandachievementofdefinedoutcomes.

n Procureservicesthatmeetcustomerexperienceneeds:Inthemodernbusinessenvironment,employeesdonotseeacleardifferentiationbetweentheirexperienceswithenterprisetechnologyandconsumertechnology.Thisblurringofexpectationscanleadtoapeakindemand,whichsupplyisunabletosatisfy.Designingandprocuringservicesthatbridgethisdemand,suchasnextgenerationdigitalworkplacesolutions,willensureITinfrastructuremeetstheexperienceexpectationsofenterpriseusers.


Recommendations: Service Providers

n Buildsolutionstosuitthewiderbusinesscontext: Providersneedtofocusonprovidingsolutionsandservicesthataddressspecificbusinesschallengesratherthanseekingtodeploytemplatedversions.Clientexpectationsarechanging,andtheyarebecomingincreasinglytechsavvy.

n Consultancy-focusedengagements:Tobetterdesignservicesthatmeetclientstrategicoutcomes,providersshouldinitiateengagementswithconsultancyoradvisoryactivitiestotrulyunderstandthechallengeandselecttherightsolutionoutoftheprovider’sportfolioofservices.

n Focusautomationactivitiesonimprovingservicedelivery:Automationtechnologies,particularlyRPA,maybeunderthespotlightforbusinessclients,buttheircoreroleintheIMSspaceistoimproveandevolveservicedelivery.Providersshouldseektoleveragethepowerofthistechnologytoboostthecapacityandqualityoftheirservices.

n Designandfundinnovationactivities:Thedynamictechnologylandscapebringsinnovativestart-upsandcompaniesintotheecosystemoflargeserviceproviders.Firmsshoulddevelopfundsandresourcestosupport,incubate,andacquirefirmswithhighpotential.

n SeektofurtherintegrateITServices:ITServicesarebecomingmoreintertwinedandtraditionalsilosarebreakingdown.ProvidersshouldseektousethiscatalysttofurtherintegrateITServicesandleveragetheincreasedvalueofgreateralignmentandefficiency.



n Developtalentattractionandretentionprograms:ThefutureofITservicesisdependentonthetalentfirmscanattract,train,andretain.Futurepredictionsindicateaskillscrunchassupplyfailstomeetdemand.Providersneedtobeproactiveanddevelopinnovativetalentattractionandretentionprogrammestoensuretheyhavetheskillsnecessarytodeliveryhigh-qualityservices.

n Cross-skilltechnicaltalentwithbusiness,design,andstrategy: Clientsarenolongerfocusedjustontechnologyandbringingintechnicalcapabilitiestosupportthem.Abroaderrangeofskillsarenecessary,particularlydesign,business,andstrategytodriveservicesandsolutionsthataddrealvaluetoclientbusinesses.

n Evolveorganisationalmodels:AsITservicesevolve,somustthedeliveryandorganisationalmodelsofproviders.Todeliverdigitaltransformationactivities,providersmustthemselvesbedigitallycredible.Evolvingorganisationalanddeliverymodelswillensureproviderscanmeetclientexpectationsinthenewas-a-serviceeconomy.

n Developpricingmodels:Similarly,providersmustdeveloppricingmodelsthatreflectthechangingdynamicsofthemarketplace.Consumption-basedpricingmaybesuitableforsomeengagements,however,itisbecomingincreasinglyold-fashionedinamarketthatisfocusedonthedeliveryofstrategicbusinessoutcomes.Developingpricingmodelsthatpackagerisk,rewardtheachievementofparticularoutcomes,andismeasurebydefinedbusinessmetricswillensurepricingmeetstheexpectationsofmodernenterprisebuyers.



n Cross-skillacrossITdepartments:AstraditionalITsilosblurandbreakdown,anewblendofskillsandtalentwillberequiredtodeliverthem.Firmsshouldstartcross-skillingacrossITdepartmentstobuildtherightskillsetsupamongstserviceprofessionalsandensurethefutureofITservicedelivery.

n Breakdownsilos:ITistraditionallyahotbedforentrenchedsiloedservicesandthisreporthasidentifiedthatremainsthecaseformanyproviders.ManyoftheseservicesarebreakingdownorganicallyasclientsprocureacrosstheITspectrum.Neverthelessprovidersshouldactivelyinvesttimeandresourcesintobreakingdowninternaldivisionstoensureclientsreceiveseamlessservicesacrosstheorganisation.

n Marketing:FormanyoftheITServiceProvidersanalysedinthisreport,therewereclearandnoticeabledisconnectsbetweenthefirms’capabilitiesandinnovationandwhatclientscouldperceive.Firmsneedtobecomebetterequippedtomarkettheirservicesandsuccessestoensurecurrentandfutureclientsunderstandwhattheirprovideriscapableofdelivering.Addressingthisdisconnectis,formanyfirms,atoppriority,asbuyersstoriesandpeerreviewsofprovidersbecomeincreasinglypopularandpowerful.



n Defineaclearmessage:Manyofthefirmscapturedinthispiecehavebeguntomoveawayfromtraditionalinfrastructureservicesinviewofbuildingamoreholisticpresenceinthedigitaltransformationspace.However,manyofthemhavenotbeenabletodistinguishtheirbrandinthemarketandhaveinvestedlittleintermsofresourcesandtimeinsettingouttheircompanyinacompetitivemarket.Firmsseekingtogrowtheirpresenceinthemarketmustensuretheyhavedefinedaclearmessagethatprovidespotentialclientswithinsightintotheirmission,vision,andactivities.

n Ensureactivitiessupportthenarrative:Conversely,somevendorshaveaclearanddetailednarrativeabouttheirworkintheindustrybuthaverelativelyfewexamplesofactivitiesandclientsuccess.Themissiontomoveclientstowardsadigitaltransformationisavalidone,butcangetlostintranslationiftherearelimitedexamplesofthistakingplace.Firmsmustensuretheiractivitiessupportthemarketingnarrativeortheywilllosecredibility.

n Designservicesthatmeettheneedsofanincreasinglyconsumerfocus:Theexpectationsofenterprisecustomersareincreasinglytiedtotheirexperiencesintheconsumerspace.Providersshouldseektomeetthisdemandbyfocusingoncustomerexperiencesandreplicatingsuccessesintheconsumerspace.

About the Authors


Phil FershtCEOandChiefAnalyst,HfS Research

Philisanacclaimedauthor,analyst,andvisionaryinITServicesandBPO,theDigitalTransformationofenterpriseoperationsandcognitiveautomationstrategies.Fersht coinedtheterms"TheAs-a-ServiceEconomy"and"DigitalOneOffice",whichdescribeHfS Research'svisionforthefutureofglobaloperationsandtheimpactofcognitiveautomationanddisruptivedigitalbusinessmodels.PhilwasnamedAnalystoftheYearin2016(see link)forthethirdtimebytheInstituteofIndustryAnalystRelations,whichvotedon170otherleadingITindustryanalysts.

PriortofoundingHfS in2010,PhilhasheldvariousanalystrolesforGartner(AMR)andIDCandwasBPOMarketplaceleaderforDeloitteConsultingacrosstheUnitedStates,UK,andSingapore. Overthepast20years,Fersht haslivedandworkedinEurope,North-America,andAsia,wherehehasadvisedonhundredsofoperationsstrategy,outsourcing,andglobalbusinessservicesengagements.

Philisalsotheauthorandcreatorofthemostwidely-readandacclaimedblogintheglobalservicesindustry,entitled“HorsesforSources”nowenteringitseleventhyear. HeregularlycontributestomediasuchasWallStJournal,BusinessWeek,Economist,TheTimesofIndiaandCIOMagazineandisaregularkeynotespeakeratmajorindustryevents,suchasNASSCOM,ANDI,ABSL,GlobalSourcingAssociation,SSON,SourcingInterestsGroupandHfS Summits.

HereceivedaBachelorofScience,withHonors,inEuropeanBusinessandTechnologyfromCoventryUniversity,UKandaDiplôme Universitaire deTechnologie inBusinessandTechnologyfromtheUniversityofGrenoble,France.HealsohasadiplomafromtheMarketResearchSocietyintheUK.

[email protected]


Jamie SnowdonChiefDataOfficer,HfS Research

JamieSnowdonhasprimaryresponsibilityforoverseeingthedevelopmentofHfS’ QuarterlyMarketIndex,inadditiontomanaginganddevelopingthefirm’sdata-centricproductsandservices.HeworksacrosstheHfS analystteamstodefineevolvingservicesmarketsandcreatemarketsizeestimatesandforecasts.HealsomanagesHfS’ quantitativesurveyandbenchmarkdata.

JamiehasoverseventeenyearsexperienceintheITandBusinessServicesindustry.Inthattimehehasworkedinavarietyofrolesincludingsales,marketing,consultingandasanindustryanalyst.Jamie’sanalystcareerhaslargelybeenspentconductingdataanalysisincludingmarketsize/forecastmodels,quantitative/qualitativesurveyanalysisandcompetitiveanalysis.

PriortoHfS,JamieworkedforUK-basedanalystfirmNelson-HallasaResearchDirector,conductingvendorandmarketanalysiswithintheITandBusinessServicescommunity.PriortoNelson-Hall,JamiespentsevenyearsatIDC,wherehewastheEuropeanconsultingdirectorforIDC’sservicesgroup,managingalloftheirbespokeresearch.Jamiespecialisedindeliveringcustommarketforecastmodelsandforecastingtoolstailoredtohisclient’sindividualneeds.Inaddition,JamieranIDC’sEuropeanoutsourcingresearch,coveringbothITandbusinessprocessoutsourcing.JamiehaswideindustryknowledgecoveringITconsulting,enterpriseapplications,IT&businessprocessoutsourcing,desktop&networkservices,equipmentmaintenance,andbusinesscontinuity.

Earlierinhisanalystcareer,JamiespentfourandahalfyearsattheITservicesresearchspecialistINPUTinamixtureofmarketingandanalysisroles.HeleftastheUKoperationsmanagerhavingspenttwoyearsasacustomerservicesindustryanalyst.JamiecompletedhisgraduatetrainingatoneoftheUK’sleadingelectronicandITdistributioncompanies.

Jamie’spassionislearning;heholdsuniversitydegreesingeneralscience(computing),lawandhasapostgraduatediplomainlegalpractice.HelivesinTwickenham,London,withhiswifeandtwodaughters.Hisotherlovesincludecycling,readingtrashysci-fi,cooltechnology,andtheperfectpint.

[email protected]


Ollie O’DonoghueSeniorResearchAnalyst,HfS Research

OllieO’Donoghue isaSeniorResearchAnalystwithHfS,focusingonITservices.

WithoverfiveyearsexperienceintheITservicesindustry– asbothapractitionerandaresearchanalyst– OllieunderstandstheimpactITserviceshaveinthemodernbusinessenvironment.

BeforejoiningHfS,OlliewastheHeadofResearchandanIndustryAnalystfortheServiceDeskInstitute(SDI),anorganizationcommittedtoprovidingITServiceandSupportOrganisationswiththeresourcestodelivergreaterbusinessvalue.HistimewithSDIwasusedtodevelopacomprehensiveresearchportfoliofortheindustry.Hehasresearchedandpresentedonamultitudeoftopicsincludingautomation,innovativesupportmodels,andreal-timeanalytics.In2017,OlliewasnamedsecondonalistofITandITSMexpertstowatch.

Beforebecomingananalyst,OllieworkedasanITserviceprofessionalinalargepublicsectororganization.ItwasherethatOllie’spassionfortheindustrydeveloped.

HegraduatedfromtheUniversityofKentwithaBachelor’sinHistory.HeisalsoacertifiedServiceDeskManagerwithhighermastery.Amonghiseclecticcollectionofprofessionalcertifications,hehasfouradvanceddiplomasinornamentalaquaticfishcare.HeclaimstheselandedhimhisfirstITjobasamemberoftheinterviewpanelwasanavidfishkeeper.

Inhissparetime,OlliereadsuponHistory,Geography,andEconomicsandspendsanunfortunateamountoftimeplayingstrategygamesonhiscomputer.Ollieispartialtowheatbeerand,intherightcircumstances,Irishwhiskey.

[email protected]


About HfS ResearchHfSResearchisTheServicesResearchCompany™—theleadinganalystauthorityandglobalcommunityforbusinessoperationsandITservices.Thefirmhelpsorganizationsvalidateandimprovetheirglobaloperationswithworld-classresearch,benchmarkingandpeernetworking.HfSResearchwasnamed"IndependentAnalystFirmoftheYearfor2016"bytheInstituteofIndustryAnalystRelationswhichvotedon170otherleadinganalysts.HfSChiefAnalyst,PhilFersht,wasnamedAnalystoftheYearin2016forthethirdtime.

HfScoinedtheterms"TheAs-a-ServiceEconomy"and"OneOffice™",whichdescribeHfSResearch'svisionforthefutureofglobaloperationsandtheimpactofcognitiveautomationanddigitaltechnologies.HfS'visioniscenteredoncreatingthedigitalcustomerexperienceandanintelligent,singleofficetoenableandsupportit.HfS’coremissionisabouthelpingclientsachieveanintegratedsupportoperationthathasthedigitalprowesstoenableitsorganizationtomeetcustomerdemand- asandwhenthatdemandhappens.WithspecificpracticeareasfocusedontheDigitizationofbusinessprocessesandDesignThinking,IntelligentAutomationandOutsourcing,HfSanalystsapplyindustryknowledgeinhealthcare,lifesciences,retail,manufacturing,energy,utilities,telecommunicationsandfinancialservicestoformarealviewpointofthefutureofbusinessoperations.

HfSfacilitatesathrivinganddynamicglobalcommunitywhichcontributestoitsresearchandstagesseveralOneOffice™Summits eachyear,bringingtogetherseniorservicebuyers,advisors,providersandtechnologysuppliersinanintimateforumtodevelopcollectiverecommendationsfortheindustryandadddepthtothefirm’sresearchpublicationsandanalystofferings.

Nowinitstenthyearofpublication,HfSResearch’sacclaimedblogHorsesforSources isthemostwidelyreadandtrusteddestinationforunfetteredcollectiveinsight,researchandopendebateaboutsourcingindustryissuesanddevelopments.

HfSwasnamedAnalystFirmoftheYearfor2016,alongsideGartnerandForrester,byleadinganalystobserverInfluencerRelations.

Documents

The Services Research Company - Cohesive Digital ... · PDF fileThe Services Research Company Phil Fersht ... continuity,LAN/WANnetworkservices,security,cloud ... New Style of IT Outsourcing