Month: November 2016

2016: The Disappointing Year in the Services Industry | Sherpas in Blue Shirts

As many executives are focusing on the changes that may occur in their business in 2017, I think it’s important to take a moment to review what happened in the services industry in 2016.

At the outset of this year, we at Everest Group believed the U.S. economy would continue to grow and that discretionary spend would build. We realized—and I often blogged—that the labor arbitrage model was mature and growth was slowing, but we believed the model still had more to play out.

However, the reality as it played out over the past 11 months is that the labor arbitrage market matured much faster than anticipated and discretionary spend was less robust than we expected. Consequently, earnings and growth disappeared for most of the providers in the services industry. The labor arbitrage business is flat and has effectively stopped growing.

Because of maturing service models, the year also brought a great deal of pricing pressure and providers’ growing by taking each other’s share.

But there is also good news. Almost all service providers’ growth in 2016 was in cloud and automation, and these areas are growing at a rate of almost 22 percent.

The industry is also showing early signs of revenue compression, and I believe it will be 40 percent or more over the next few years. Digital technologies such as automation, analytics, cloud and cognitive computing allow providers to do existing work much more efficiently. In many service categories, there is a 40 percent or more opportunity to eliminate FTEs. This year clearly showed providers integrating automation into their contract recompetes as well as in aggressive productivity performance.

The pace of cloud and automation adoption in services picked up significantly this year. In my next post, I’ll discuss what this means for 2017 as well as other predictions for the coming year in services.

Critical Aspects Influencing Talent Acquisition in APAC | In the News

In the current day and age, we have moved into the “Talent Era,” where human capital is a top priority for organisations across the globe. With the fast-changing global economic landscape, wherein the emerging economies of Asia Pacific (APAC), such as China and India, are moving towards global economic supremacy, it is only natural that their talent needs are on the rise. This has consequently led to a steep demand for talent acquisition and talent management-related services in APAC.

The concept of recruitment process outsourcing (RPO) and managed service provider (MSP) programmes is picking up pace in these markets. Historically pioneered by West-headquartered organisations that had a presence in APAC, the RPO and MSP markets have reached a tipping point where many locally headquartered buyers have started embracing these solutions.

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SMARTSOURCING+ FORUM ZURICH — November 17 | Events

Everest Group is proud to be the official research partner of the November 17 SMARTSOURCING+ FORUM to be held in Zurich. Research VP Sarah Burnett and VP Julian Herbert will leading / moderating panels during the event on the topics of smart sourcing and digital transformation in outsourcing.

The business world is changing, bringing challenges and new opportunities. The need for adjustment in accordance with the new business demands is becoming ever more important. Yet strong efficiency, flexibility and innovation are what small to big companies consider critical, too.

The first SMARTSOURCING+ FORUM will be a full day event held at Metropol, Zurich. More than 20 international outsourcing leaders have confirmed their participation as speakers and panelists in the business event.

When
November 17, 2016

Where
Metropol
Fraumunsterstr.12
8001 Zurich, Switzerland

Everest Group Speakers
Sarah Burnett, VP, Research, Everest Group
Julian Herbert, VP, Everest Group

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Looking Beyond the Hype – Healthcare in the Trump Era | Sherpas in Blue Shirts

Healthcare is one of the principal areas facing upheaval after Donald Trump’s U.S. presidential win last week. Beyond being a major socioeconomic issue (it does consume close to 20 percent of the U.S.’ GDP, which is ~2x that of any other developed country), it is also President Obama’s key legacy given his championing of the reform through the Affordable Care Act (ACA, dubbed Obamacare). Broadly, Trump’s proposed healthcare plan is likely to feature the following changes:

  • Partial repeal of the ACA (complete repeal is more likely to be political posturing)
  • More decentralization of public healthcare spending
  • Ceasing Medicaid expansion and changes to funding
  • Medicare reform
  • Broad implementation of free market principles to let “animal spirits” prevail
  • Prescription drug reform
  • Increased push for price transparency
  • Use of Health Savings Accounts (HSA), and allowing states to regulate health insurance
  • Ability to purchase insurance across state lines
  • Allowing premium deductions on  tax returns

Here’s how the cards stack up

Trumpcare

The good…

Commercial payers
Any kind of partial repeal or change to the ACA will actually be in line with what leading commercial payers have stated, given how broken and unviable the current HIX model is. Most C-suite execs indicate that such a repeal will make health insurance companies more competitive and more influential. This should bode well for large national payers such as Aetna, Cigna, and UHG, which have been bleeding money. This could provide a spurt to discretionary spend, which had seen a pause following mega mergers in the industry, Department of Justice injunction, and HIX losses. At a broader level, the Trump camp has proposed “following free market principles and working together to create sound public policy…” Some early reactions are calling this a welcome change that will allow free enterprise back into healthcare, and let patients, not government agencies, manage their health.

Medicaid-focused payers (states and managed care organizations)
Another key element will be the decentralization of healthcare, as Trump’s plan focuses on giving more Medicaid and other public spending power to states. Combined with the modularity mandate, (essentially breaking down state’s Medicaid Management Information Systems into smaller reusable components,) this is likely to give state health departments more bargaining power as prices decrease and competition – which in the MMIS market has been restricted to players such as CNSI, CSRA, HP, Molina Information Systems, and Xerox – intensifies. Also, managed care organizations (MCO) will benefit from the continuing shift away from state Medicaid.

Consumers
Trump has also recommended that Congress break down state barriers to allow insurance companies to offer plans in any state, as long as the plans are in compliance with state requirements. This should increase choices for consumers, and result in more competition. However, such an environment has not found much favor with payers struggling to manage the risk on their books, and will likely not find much with the challenge of entering new markets.

Life sciences firms
Most pharma and biotech stocks have soared in the past week, driven by Trump’s lukewarm stance on price regulation, as compared to Hilary Clinton’s more hawkish position on drug price reforms. Throughout her campaign, Clinton repeatedly vowed to limit the power of drug manufacturers, and suggested introducing monetary penalties to punish price gouging. The industry’s much maligned tax inversion practices have also ranked rather low on the president-elect’s agenda.

The not so good…

ACA
Despite the political posturing in the run-up to November 8, Trump/the GOP is unlikely to be able to fully repeal the ACA. It’s more likely that they will pursue a partial repeal through the budget reconciliation process, which allows bills related to spending and revenue to be passed by a simple majority, without being subject to a potential filibuster. Trump is likely to sign a bill similar to the one GOP lawmakers passed earlier this year as a counter-measure to the “failings of Obamacare/ACA.” Broad-based changes are likely to be equally, if not more, unpopular than the perceived problems with the ACA. Most of the market has invested considerable resources in reinventing their fundamental business models, and rolling back the clock is not really an option. The market will be forced into a period of uncertainty as stakeholders evaluate options amidst upheaval. While HIX plans have been value-dilutive for most payers, some such as Molina have made it work as a viable business model. However, the movements toward value-based care won’t be affected as the Medicare Access and CHIP Reauthorization Act (MACRA) and other reform tenets will continue it.

Consumers
Repeal of the Individual mandate may result in truncated consumer choices for coverage of pre-existing conditions, premium hikes due to reduced competition, and limited-benefit plans.

Medicaid
Any repeal would likely include the elimination of the ACA’s Medicaid expansion, insurance subsidies, individual and employer mandates, and several taxes that help fund the law, effective two years after the bill’s passage (this was vetoed by President Obama after the House and Senate earlier this year passed a partial ACA repeal bill through the reconciliation process.) Depending on how block grants play out, providers could experience a shortfall in government spending, and may need to rebalance their exposure to commercial payers.

Medicare
If the current GOP plan to transition it to a premium-support plan continues, there is likely to be a rise in financial uncertainty as payers’ reimbursements get linked to average versus submitted bids. This will further sharpen the focus on payers’ cost efficiency and optimization efforts to manage business models.

… and the uncertain

In most of these scenarios, we can only make an educated guess about what the Trump era means for healthcare. The next few months will be crucial in setting the tone for the changes to come – leadership appointments, policy moves, etc. The ACA seems to be the most contentious piece, and likely the first to be tackled by the administration. However, Trump’s public posturing will need to contextualized with the complexities of the legislative process to fully assess the material impact.

We would love to hear your views on how this will play out.

How to Work with Your Service Provider in a Consumption-Based Pricing Model | Sherpas in Blue Shirts

I’ve blogged several times in the past three years about the benefits of switching to a consumption-based pricing model for services, especially the benefit it delivers in shaving off operational costs. In this model, companies pay only for what they use instead of paying for over-capacity. We see customers’ desire for consumption-based pricing coming across all service lines. But, as one of the world’s largest electronics companies found in switching to consumption-based services, it creates some new challenges.

The situation that motivated the electronics company to consider switching to consumption-based services is that the company was splitting into two different operating units to strengthen its market in both areas. So agility was the main driver. The leaders knew they needed a lot more flexibility in adding or subtracting apps and services and quickly scaling the volume of work up or down. They wanted to make it easier to adopt providers’ services, and they wanted to ensure the company would not overpay for services.

But as I mentioned earlier, the company encountered some challenges. Challenges tend to increase costs. Here are three aspects to keep in mind when you work with your service provider in a consumption-based model.

  1. Pay attention to the architecture mindset. Service providers that were “born in the cloud” have a cloud mentality and expertise when it comes to architecture. But it can be challenging to work with established providers having to change their mindset around solution design and traditional architectures. The electronics company found some providers wanting to wrap cloud capabilities in traditional delivery models. A characteristic of this type of provider is the demand to establish change control procedures. The electronics company found that changing mindsets works both ways. A big lesson learned was that the company couldn’t manage IT as it did before in that it couldn’t treat infrastructure as if the company owned it. Working from an ownership mentality will drive up costs. Another lesson learned was to turn off services and components the company no longer needed.
  2. Accurately define compliance requirements up front. As the electronics company found, it’s crucial to map out all the different regulatory compliance and legal requirements and what each means for IT as well as business continuity. They encountered service providers that lacked understanding of patterns among multiple compliance and legal requirements. For example, some providers didn’t know whether a requirement also applied to other regulations, or providers didn’t know how compliance with Russian regulations for storing personal data differed from European compliance.
  3. Operational changes will be required. In a consumption-based services model, your organization will need fewer people to monitor the services. Monitoring the infrastructure will no longer be necessary, but you will need to make sure the service provider monitors it. The electronics company used multiple providers for different cloud components and found it necessary to aggregate their performance, coordinate among them if something was not working and, in such case, escalate upwards to decide what to do. Aggregating, coordinating and escalating require different skills and capabilities than performance monitoring.

When the operating model changes to a consumption basis, you may also need to configure your database differently. And you may need to retrain employees or augment current staff with new skills. The electronics company, for instance, found it lacked IT people with the skills necessary to lead a solution design discussion with the business.

The outcome for the electronics company was worth the challenges. The company achieved significant cost benefits from the consumption-based strategy, including:

  • Fees elimination. The company implemented a cloud model for IT infrastructure, which ensured it would pay only for what it used, plus it eliminated start-up and termination fees to service providers.
  • Cost reduction—in fact, 70 percent unit-cost reduction in most of the Infrastructure-as-a-Service components. First came a 40 percent reduction by recompeting legacy outsourcing agreements. The next tactic was moving core cloud infrastructure services and workloads (including storage, compute, security, analytics, devices and network) to the company’s infrastructure and operating platform based on a consumption model. This resulted in an additional 30 percent cost reduction.
  • Portability. Using SaaS apps made it easier to switch applications such as email and analytics.
  • Standardization. Market standards in areas as analytics, storage and the Internet of Things are still evolving. To avoid additional costs while market standards evolve, the company standardized on the service provider’s architecture instead of on a market standard.

Most of all, switching to a consumption-based model eliminated the friction that exists in many services relationships. It eliminated the problem of misaligned provider/customer interests that occurs in traditional take-or-pay situations that often result in customers deciding to switch to a different service provider.

Top Two Procurement Outsourcing Drivers: Cost Reduction and Analytics | In the News

“Organizations are seeking to transition to a cost+value model of procurement outsourcing, where the entire procurement function shifts from an operational role to a business enabler role,” said Megan Weis, vice president of business process services at Everest Group. “Service providers play a key role in this transformation effort by providing best-in-class process efficiencies, technology solutions and supplier relationship management that collectively contribute value far beyond cost arbitrage to the organization. Value-added contributions include risk mitigation, market intelligence, supplier-led innovation and faster speed to market of finished products.”

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AI Bots for Strategy-in-a-Box? This Is Not a Google Problem | Sherpas in Blue Shirts

Most, if not all, of us rely on some form of Google search these days to accomplish our tasks. And because of its ease, we tend to be unwilling to say no to questions because we know we can Google to get the answers. By proxy, this has deluded us into believing we are “experts” on everything.

Bots for strategy-in-a-box
How does this relate to Artificial Intelligence (AI) enabled-bots in a business strategy context? AI is disrupting every walk of the life. The likes of Google (Alphabet) DeepMind, Facebook FAIR, IBM Watson, and Microsoft Cognitive Network Technology are demonstrating increasing use cases by the day. All these platforms crunch massive amount of data to become intelligent over a period of time.

As strategic decisions and long-term initiatives require huge amounts of data to be churned, AI bots are ideal candidates to assist, particularly because it’s not humanly possible to keep track of the multitudes of parameters that must be factored into development of a business strategy in today’s environment. Thus, strategic leaders may have to rely on a second “expert” going forward…an AI-enabled machine expert, that is.

Can the data crunching go so far that enterprises won’t need strategic leaders at all anymore and, instead, will be able to pretty much leverage a virtual agent to create their business strategy? Can this data crunching make the bot a strategy “expert” that can design a strategy out of the box?  Let’s step back for a moment.

Who needs a 10-year strategic plan?
I have argued multiple times that the days of creating a long-term enterprise strategy are well over. Given business and technology disruption, it is becoming impossible to see beyond your nose, forget 10 years. Can an enterprise afford to create a 10-year strategic plan? Can any business leader put her hands on her heart and say she believes in that strategy?

I doubt any enterprise can make that kind of long-term commitment. While a long-term vision used to be the differentiator between a great company and its peers, the differentiation point is quickly becoming how nimble the strategy is to incorporate and adapt to the rapidly changing business environment. Such a dynamic strategy needs to be built on massive amounts of data that incorporates parameters, including disruptions from outside a given industry, which the human mind cannot fathom. For this, enterprises need AI.

Back to strategy-in-a-box from a bot
If the above is the case, should an enterprise opt for a strategy-in-a-box rather than a strategic planning exercise? Can a bot create an enterprise’s strategy roadmap sans business leaders or maybe with just a little help from them? This may sound far-fetched, but it is certainly possible.

One can argue that strategic leaders rely on their experience, intuition, and other factors beyond data to make decisions and create an enterprise vision. While this experience and intuition were valuable when the business environment was largely stable and “known,” in the rapidly changing world these “assets” could be counterproductive. Strategy leaders experience will continue to hold value but less than what is generally thought.

If the enterprises do not need or can’t afford a long-term strategy in this rapidly changing world, why would they need the experience and intuition of strategy leaders? How is this experience that was accumulated in the last 30 years relevant for the coming years in such a fast changing technology environment? Moreover, an AI-enabled bot can possibly compensate for some of this experience and intuition through other parameters such as correlating seemingly uncorrelated data.

Adopting bots as a fulcrum of strategy development may go against the general perception that AI-enabled systems will augment, rather than replace, human powers. I, for one, don’t buy that “enhance human” argument entirely. In fact, humans may be assisting machines to make better decisions, rather than vice versa.

I think next-generation AI, automation, deep learning, and cognitive systems will definitely result in job losses, and we should be prepared for it. The argument that technology in the long term helps create more jobs has been sugar coated, and no one talks about the fact that disruption can create havoc in the short term. And people being impacted by this mayhem see no long term.

However, this is a reality from which we cannot escape. Enterprises need to ensure they are using AI as much as possible in their strategic planning. Believing that AI is only suitable for basic tasks will set them up for disaster.

Therefore, enterprises should not confuse AI-enabled bots as “experts” who rely on Google… “experts” who may not know but still answer. AI-enabled bots will be credible experts who rely on data, massive data, and their own intelligence.

The bottom line is that while your enterprise may not yet be ready for an AI-enabled, bot-developed strategy-in-a-box, you must take baby steps toward that future.

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