Analyst Relations Newsletter Q4 2019: Key Highlights from Custom Research

Posted On November 11, 2019

Key highlights from recent custom research projects

Case #1: Advised a leading IT service provider on its future skills strategy for next-generation IT services delivery

The client was looking for guidance on its future skills investment decisions to help time its skills development to meet market needs. We defined a detailed skills landscape/taxonomy comprising 1,100+ hard IT skills across three time horizons – one year, three years, and five years) and industries (including financial services, retail, manufacturing) to ensure that talent development efforts are aligned with the market requirements.

As part of the project, we helped the client model skills premiums for emerging and niche/specialist skills by factoring in the impact of market demand and supply. We benchmarked the availability of emerging and niche skills among key competitors and assessed skill-building initiatives planned or currently underway among competitors to suggest best practices in this space.

Our detailed assessment and recommendations helped the client craft a differentiated strategy for skills development.

Case #2: Supported one of the largest U.S.-based financial services firms to future-proof talent and skills strategy against technology disruption

The client was looking for industry data and peer insights to develop a skills outlook for the IT services sector and define an optimal vendor strategy for its global delivery partners. To ensure a robust, future-proof analysis, the client was seeking insights on demand and supply of niche/specialist skills (such as AI, IoT, blockchain, and AWS) across multiple geographies, including Australia, India, Germany, the UK, and the US in the context of financial services industry.

We identified key skills likely to be critical in the future across multiple work areas and assessed the reskilling potential for these skills. We supported our work with a deep-dive analysis on the demand-supply gap for these skills across two-time horizons – 12 to 18 months and three to five years – to help the bank define an optimum strategy for sourcing high demand-low supply skills. We provided recommendations on how to address gaps in the current talent strategy and support future growth and supplemented that information with emerging talent management practices relevant to the needed skill sets.

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