The Services Research Company
The Services Research CompanyHfS Blueprint ReportDigital Technology Strategy and ConsultancyServices 2017Excerpt for WiproAugust 2017Jamie SnowdonChief Data Officerjamie.snowdon@hfsresearch.comPhil FershtChief Executive Officer & ChiefAnalystphil.fersht@hfsresearch.comOllie O’DonoghueSenior Analystollie@hfsresearch.com
Table of ContentsTOPICPAGEExecutive Summary2Market Overview5Research Methodology20Service Provider Analysis24Service Provider Grid26Service Provider Profile30Recommendations32About the Author45 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 1
Executive Summary
Introduction to the HfS Blueprint Report:Digital Technology Strategy and Consultancy Servicesn The 2017 HfS Digital Technology Strategy and Consultancy Services BlueprintReport provides a market overview and evaluation of the largest providers ofdigital technology strategy and consultancy services. It focuses on the buyer needsof 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. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 3
How do we define Digital Technology Strategy andConsultancy services?nDigital IT professional services include two main subgroups: consulting and deployment andimplementation services.nDigital IT Consulting Services: These are advisory services that aim to provide organizationswith plans and strategies on the most effective way to use technology in support of theiroverriding business and organizational objectives. Services include benchmarking and needsassessment, IT process improvement, IT design, IT support planning, and IT strategy planning.nDeployment and Implementation Services: These services include the release, installationand activation, and integration of custom software or a software package. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 4
Market Overview
Challenges Facing IT DepartmentsnThe rise of consumer IT and telecommunications, seeded by the Internet and driven by the introduction ofsmart 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.nThere 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.nThe 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.nThe 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.nThese 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. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 6
Challenges Facing IT Departmentsn CIOs are looking for:nThe main barrier to providing digital to customers is speed of operations: CIOs want to make IT morefocused on the customer, which will entice internal lines of business (LoB).nFocus shifted away from operate to build: Day-to-day IT needs to be more secure and more manageable.nHelp 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.nEmploying the cloud: They want to know how to incorporate cloud and broad software defined data-centerapproaches to IT.nHelp taking business impactful technology to business: Keep using mobility, analytics, and cloud;increasingly use automation, cognitive, and IoT.nTransparency: 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).nCredibility: They are wrestling back credibility (and control) from lines of business.nBrokers of capability: CIO and IT department need help to become broker of capability, at least fortechnology.nMeasurable success: IT departments expect business outcomes when buying application services.nTesting tools: They need ways to manage increasingly large and complex testing environments. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 7
IT Professional Services Market Commentaryn Professional services benefits from open ended nature of some digital engagementsn Service buyers are moving away from buying discrete services to more end-to-end digitaltransformation that comprises of analytics, cloud, IoT, Security and automation.n These services need well coordinated strategies and accurate planning for successfulimplementation, hence a new ecosystem of service providers is emerging, where largeIT service providers are aiming to be a one-stop shops for their clients through brokerageservices or partnership agreements with niche providers.n Large providers which formerly cornered the market with proprietary technology arestarting to champion vendor agnosticism in a bid to offer clients impartial, best-in-classIT services.n Automation moving beyond the identification of repetitive human tasks within an IT orbusiness process. Now, enterprises look to automate their basic functions at the startingpoint.n The client engagements start with a particular business challenge that requires a tailormade solution. This results in an increase in consultancy-led engagements and DesignThinking mindset. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 8
Leading Service Providers IT Professional Services –Estimated Global P4.0Atos3.73.5CGI3.3OracleNorthrup Grumman2.7SAIC2.7 2017 HfS Research Ltd. Excerpt for WiproUS Billion4.6This chart shows our estimate of the IT professional services revenuesfor the leading providers. We estimate based on publicly statedfinancial statements.Proprietary Page 9
IT Professional Services: Digital / As-a-Service EnablementGlobal 2016-2021 ( B)US Billions 500 450 400 350 344 358 374 391 300 250 200 278 276 273 271 411 271 429 267 150 100 140 163 66 83 101 119201620172018201920202021Traditional IT Professional Services 278 276 273 271 271 267Digital Professional Services 66 83 101 119 140 163Total IT Professional Services 344 358 374 391 411 429 50 0 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 10
Traditional Makes Way for Digitaln A notable trend detailed throughout this report is the concerted shift from traditional ITprofessional services to those focused on digital. The graph on the previous pageemphasizes this shift across the provider community, with reductions in revenuesassociated with traditional professional services, while digital-focused engagementsincrease significantly, taking the lion’s share of total revenue growth, and erodingtraditional revenues.n Revenue predictions indicate this market shift will only become more pronounced asclients secure services geared towards supporting them in realizing their digitalambitions. It’s understandable, therefore, that one of the key trends pulled out in thisreport is the concerted shift from the provider community to stake a claim in the digitaltechnology strategy and consultancy space – including large consultancy firms that haveformerly focused on traditional business engagements such as tax and audit. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 11
IT Professional Services Market by Region 2017-2021 ( B)US BillionsCAGR %5.9% 420 370 320 270 220 170 120 70Rest of EuropeIndiaEastern EuropeChinaANZMEASouthern EuropeLATAMRest of APexJUKJapanWestern EuropeNorth America 202016 2017 HfS Research Ltd. Excerpt for Wipro2017201820192020Proprietary Page 122021
Global IT Professional Services Revenues on the Risen IT professional services remain in critical demand across the globe, with strong growth inall major markets and geographies. As clients and businesses grapple with an oftencomplex and confusing digital technology and strategy landscape, the demand forconsultancy talent to contextualize client businesses and the outcomes they want toachieve with the broader digital landscape are growing.n Understandably, this economic growth brings with it increased demand for consultancytalent – a topic discussed throughout this report. Across the globe, more emphasis isplaced on professional services in the provider community, with a view to support theimplementation of the right services and solutions to meet business goals. This,combined with the broader IT Services market growth, is placing a higher value on keyskills and talent. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 13
Major Market Changes 2016-2017nThe 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.nConsolidation 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.nIn the digital technology strategy and consultancy space, multiple providers are making significantinvestments in start-ups and developed businesses either through incubation or acquisition,bringing in consultancy talent alongside supplementary skill sets such as design to support bothtraditional and digital professional services. As the growth of digital increases, setting aside largeportions of firms’ traditional IT professional services, we can expect to see more heated merger andacquisition activity as firms strive to bring on the best and brightest to drive services forward. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 14
Major Market Changes 2016-2017nThis market activity is no doubt based on the increased value placed on consultancy services ingeneral as a cornerstone of the wider changes in engagements models across IT Services. In thecompanion Blueprint reports – examining application development and management, infrastructureand enterprise cloud, and overall IT Services – it becomes increasingly clear that consultancyservices are being used by more providers as the initial approach to engagement. With a view togauge and understand the business challenges to be solved and the particular outcomes to whichthe client organisation is aiming.nFor many providers, this approach is more focused than others, with some key players advising theywill not undertake engagements without the clear understanding of what needs to be achieved thatonly preliminary consultancy investigation can provide.nThis shift to place emphasis on professional services has led to some interesting merger andacquisition activity in the IT Services space – notably the large mergers described on the previouspage. But also some focused acquisition activity to shore up providers talent and coverage acrossthe digital technology space. In a market where the ability to engage with client organizations with acredible professional services wing, identifying valuable partners and acquisition opportunities iskey to staying on top. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 15
Technology Is Key, but Must Be in a Business ContextnIn the modern world, technology is key to the success of many businesses. Embracing digitaltransformation and deploying technologies that make customer engagements frictionless andmaintain employee activities at their most productive level is critical if firms are to remaincompetitive.nHistorically, this understanding has led businesses to procure and implement services andtechnologies in a way that is haphazard and potentially damaging, running to the latest shiny objectand leaving other opportunities unexplored. Encouragingly, however, approaches are starting tochange, and with them so are the value that digital technology strategy and consultancy servicesbring to the party.nTechnology remains an important piece of the modern business puzzle, but organisations are onlygoing to find where it fits by understanding technologies in a business context, both generally and tosuit their particular business conditions. As clients refocus their attention on use cases that buildvalue into their technology stack, the call for advisors and experts increases. Providers that are ableto offer these valuable resources will undoubtedly find their services in high demand.nFurthermore, technology is now so central to the modern business that other forms of advisory andconsultancy are finding themselves increasing dragged into the digital and technological field, whichis no doubt a contributing factor in the pivot of many of the traditional consultancy into the digitalfield. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 16
Consultancy Leads Overall IT EngagementsnA trend that cropped up in all of the IT Services Blueprint reports is the increased importance placedon consultancy as a lead into engagements. The drive is primarily based on providers developing abetter understanding of a client’s business challenges and where their services and solutions can bedeployed to offer the most value.nWhile the outcome of this shift in engagements has, in many cases, led to increased satisfactionfrom clients – many of the comments captured in client references reflected how providers werestarting to really understand their challenges – it can also have a negative affect for some. Multiplefirms have advised they now turn down engagements where, after initial consultancy engagement,it’s not clear what the client requires or the nature of the problem to be solved is not apparent.nThis drive toward a more selective approach shows no sign of slowing down and will have aninteresting impact on the resources and talent dedicated to consultancy services in the providercommunity. We can expect consultancy headcount, resources, and investment to increase over thenext few years as the consultant-led approach embeds across the industry.nThe trend, however, is somewhat immature and the potential side-effects are only beginning tocome into view. A key issues may be the availability of future resources to meet demand – a trenddiscussed in more detail later. But what is clear is that the potential in the digital technology strategyand consultancy services space is considerable to those with the capacity and approach to leverageit. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 17
War for Best Consultancy Talent Heats UpnBuilding a network of global professionals that can support client companies across the digitaltechnology spectrum is no easy undertaking. This challenge is compounded by two large factors – ina sea of multiple others. The first is the swift pace of change in the digital technology space – newtools and technologies enter the space as fast as others become obsolete. Keeping abreast with thechanges is one thing, but keeping talent sharp and at the cutting edge requires innovative trainingand development programs, which many of the firms studied in this report are working tirelessly toflesh out.nThe second is the scale of the demand versus the potential supply. As multiple vendors seek to bringon the best skillsets and talent, the potential resource pool is placed under considerable strain,which is more pronounced when particular skillsets and geographies are focused on more thanother areas. To combat this, firms are employing two approaches: to become the most attractiveemployer to pull in the necessary talent or to acquire it through acquisition and merger activity. Inthe second case, M&A activity for some of the large providers in this space has heated up over thelast four years, particularly when bringing in consultancy talent.nThe challenges are clear for many of the providers who provided candid insights for this study. Thetechnology-based firms are rethinking how they attract talent in an attempt to bring in morebusiness focused skillsets. Meanwhile, the traditional firms are adapting their recruitment narrativesto bring in digitally-focused candidates. Each firm faces a different talent challenge, but ultimately itboils down to the firms with the best talent will become the most successful in the space. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 18
Traditional Consultancy Firms Pivot Toward DigitalnThe broader consultancy ecosystem is as large as it is diverse; some of the largest consultancy firmsare in the middle. Many of these firms have characteristically focused on traditional consultancyservices, such as tax and audit, rather than the rich digital consultancy space that is now developing.However, there are indications that for several firms this will no longer be the case. Multipletraditionally focused consultancy firms are pivoting their model to attract clients seeking support inrealising their digital ambitions.nThis presents some considerable challenges, both to the traditional firms and those alreadygrappling for market share. First, for the traditional firms there is the challenge of side-steppingreputation and perception. Clients may struggle to identify a firm with a pedigree in tax consultancyas a viable partner for their digital technology strategy challenges. Second, many of the traditionalfirms do not have the developed intellectual property and proprietary technologies some of theirrivals in the space do. On one side of the coin, this may limit the firms credibility in the space as theyare unable to leverage established technical skillsets. On the other, it allows the firms a degree offreedom when recommending solutions and services that counterparts who have invested inproprietary technologies are less able to enjoy.nFrom a broader market perspective, these firms are encroaching on an already busy providerecosystem that is unlikely to be viewed positively by incumbents. Nevertheless, the large traditionalfirms have a considerable client base, which provides a safe community for the firm to pitch andupsell digital technology strategy and consultancy services. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 19
Research Methodology
Research MethodologyService providers included:Data Summaryn Data collected in Q1 and Q2 2017 covered servicesbuyers, service providers, and advisors/influencersof IT and Digital ServicesThese HfS Blueprints are based on:n Tales from the Trenches: Interviews are beingconducted with buyers who have evaluated serviceproviders and experienced their services. Some aresupplied by service providers, but many interviewsare conducted with HfS subscribers and a focusedexercise to interview 300 IT services decision makersacross the Global 2000 Enterprisesn Sell-Side Executive Briefings: Structured discussionswith service providers are intended to collect datanecessary to evaluate their innovation, execution andmarket share, and deal counts.n HfS “State of Outsourcing” Survey: The industry’slargest quantitative survey, conducted with thesupport of KPMG, covering the views, intentions, anddynamics of 1,000 buyers, providers, and influencersof outsourcing.n Publicly Available Information: Financial data,website information, presentations given by seniorexecutives, and other marketing collateral wereevaluated. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 21
Key Factors Driving the HfS BlueprintEvaluation CriteriaCriteria WeightingTwo major factors: Execution represents service providers’ability to deliver services. It includes:– Solutions in the real world– Quality of customer relationships– Market share Innovation represents service providers’ability to improve services. It includes:– Concrete plans to deliver valuebeyond cost– Experience delivering industry-specificsolutions– Partnership strategy– Investment in proprietarytechnologies 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 22Criteria are weighed by crowdsourcingweightings from the five groups thatmatter most: Enterprise Buyers [ 5B ] (20%) Buyers (20%) Service Providers (30%) HfS Research Analysts Team (20%) Advisors, Consultants, and IndustryStakeholders (10%)Weightings were adjusted for this report basedon outcome from HfS’ January 2017 State ofOperations Survey and our March 2017 State ofIT Services Survey
Digital Technology Strategy and Consultancy Focus andWeightingThis blueprint examines the broad Digital Technology Strategy and Consultancy services market, focusing onability to provide quality end-to-end and point solutions across a range of consultancy offerings, with a clearstrategy to drive business performance through IT.EXECUTION100%Perceived quality of consulting service25%Breadth of Consulting Offerings20%Flexibility to Deliver Both End-to-End Solutions and Point Solutions10%Industry Specific Solutions10%Client Retention / customer care10%Geographic Footprint & Scale10%IP / Reusable Assets5%Benchmarking Data5%Methodologies5%INNOVATION100%Perceived View of Consulting Innovation25%Strategy to Drive Business Performanace Through IT25%Thought Leadership20%Innovation in Commercial Models to help Clients Write Off Legacy10%Investment in Proprietary Tools, Accelerators and Solutions10%Plans for use of Automation10% 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 23
Service Provider Analysis
Guide to the Blueprint GridTo distinguish service providers that show competitive differentiation in a particular line of delivery withprogress in realizing the As-a-Service Economy of business outcome-oriented, on-demand, talent technology services, HfS awards these providers the As-a-Service Winner's Circle designation.ExecutionInnovationAs-a-Service Winner's Circleshows excellence recognized by clientsin the Eight Ideals in both executionand innovationCollaborative relationships with clients,services executed with a combination oftalent and technology as appropriate, andflexible arrangements.Articulates vision and a “new way ofthinking,” has recognizable investments infuture capabilities and strong clientfeedback, and is driving new insights andmodels.High Performersdemonstrate strong capabilities yetlack an innovative vision ormomentum in execution against thevisionExecute some of the following areas withexcellence: worthwhile relationships withclients, services executed with “greenlights,” and flexibility when meeting clients’needs.Typically, describe a vision and plans toinvest in future capabilities andpartnerships for as-a-service and illustratean ability to leverage digital technologiesor develop new insights with clients.High Potentialsdemonstrate vision and strategy buthave yet to gain momentum in theexecution of itEarly results and proof points fromexamples in new service areas orinnovative service models, yet lack scale,broad impact, and momentum in thecapability under review.Well-plotted strategy and thoughtleadership, showcased use of newertechnologies or roadmap, and talentdevelopment plans.Execution Powerhousesdemonstrate solid, reliable execution,but have yet to show significantinnovation or visionEvidence of operational excellence;however, still more of a directiveengagement between a service providerand its clients.Less evident vision and investment infuture-oriented capability, such as skillsdevelopment, “intelligent operations,” ordigital technologies. 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 25
HfS Blueprint Grid: Digital Technology Strategy andConsultancy 2017 2017 HfS Research Ltd. Excerpt for WiproProprietary Page 26
Major Service Provider Dynamics: HighlightsExecutionInnovation Account management: Account management remains acrucial success factor for all providers, with most seeking toleverage technical and business expertise alongside traditionalaccount management models. Thought leadership: Increasingly, service providers areseeking to prove their capabilities and ability to innovatethrough thought leadership. This has allowed for somevendors to build a perception of deep business and industryexpertise. Partnership networks develop: Firms seeking to offer clientsbest-in-class services are broadening and deepening strategicpartnerships to accommodate clients outside of direct provideroffering. Many firms are focused on providing vendor agnosticdigital technology strategy and consultancy services, and areseeking to enhance their partnership networks to support thedelivery of solutions. Consultancy-led engagements: As firms seek to tailor servicesand solutions to specific business challenges, engagementstake a more strategic approach. A large number of firms nowseek to establish the parameters of engagements throughconsultancy before any services are deployed. This has placedadded pressure on the professional services breadth andcoverage of some service providers, with many seeking toacquire firms to enhance current offerings. Market consolidation: There have been several large mergersand acquisitions in the IT services space over the past 12months. Four of the top 10 providers have merged into two,alongside some considerable acquisitions to bolster theexecution capabilities of firms. 2017 HfS Research Ltd. Excerpt for Wipro Commitment to research: Many of the firms scoring highlyin the innovation criteria have invested in their researchcapabilities to support the delivery of cutting edge services.Several have well developed research and intelligence armsthat feed innovations and improvements back into theirbusiness as well as towards their clients. For manyproviders, research forms part of their consultancyofferings, delivering insight to support the upskilling oftalent and the design of new solutions and services. Investment in innovation: Firms are now committingsignificant resources to discover and develop newinnovations. Investments range from large scale R&D labsand initiatives to incubation hubs for high-potential startups. Incubation of start-ups: More firms recognize that theroute to some innovations is through incubating orsupporting start-ups and then leveraging them to producesolutions for clients.Proprietary Page 27
Major Service Provider Dynamics: HighlightsExecutionInnovation Talent recruitment and retention: Firms are awaking to thenew global economy in which talent is more selective ofpotential employers and comes into the workplace withdifferent expectations. In this environment, recruiting andretaining staff is challenging with some firms finding it harderthan others to attract individuals with the skills and experiencethey need to drive their consultancy services forward. Concerted drive toward Design Thinking: Broadly speaking,firms and clients alike now recognize the value designthinking practices bring to service and solutions. As a resultthere is a noticeable trend across many providers ofbringing in key skills, capabilities, and talent throughacquisition and improved talent attraction and retentionpractices. Keeping pace with technological change: Technology ischanging at a break neck pace which is presenting challengesto firms operating in the space. Clients engage with digitaltechnology strategy and consultancy services to leverage theknowledge and experience of consultants and specialists.However these too have to keep up with technological changeand develop expertise in emerging trends. To keep pace, firmsare developing innovative reskilling and training programs tosupport service professionals. Automation at the center of improvement roadmap:Almost all firms described how automation technologieswould be the driving force for future offerings, enablingfirms to pass efficiencies and cost-savings on to clients. Standalone and independent consultancy business: Multiplefirms have developed or separated their consultancy businessto ensure services and solutions are independent andimpartial. This may be a crucial step for some firms to avoidpotential conflicts with other areas of the business.Nevertheless, many have successfully integrated consultancyacross their IT Services to support and supplement theirbusiness. 2017 HfS Research Ltd. Excerpt for Wipro Methodologies and frameworks used to validate quality:An increased number of vendors are using methodologiesand frameworks to improve services and va
The Services Research Company Jamie Snowdon Chief Data Officer jamie.snowdon@hfsresearch.com HfS Blueprint Report Digital Technology Strategy and Consultancy Services 2017 Excerpt for Wipro August 2017 Phil Fersht Chief Executive Officer & Chief Analyst phil.fersht@hfsresearch.com Ollie O'Donoghue Senior Analyst ollie@hfsresearch.com
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Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
