Month: February 2017

Network Virtualization – How Long Will Senior and Specialized Roles Command a Premium? | Sherpas in Blue Shirts

In the network management space, Software Defined Networks (SDN) and Network Functions Virtualization (NFV) are set to be the next game changers. These technologies – both of which are moves toward network virtualization and automation – are witnessing high levels of demand, and are expected to play a key role in the virtualization of data center environments. While they need not be operational simultaneously, in many cases we have observed them to be deployed together, leading to significant synergies and positive impact on the overall network architecture.

However, as with any relatively nascent technology, there is currently a shortage of skilled SDN and NFV resources. This is especially true for senior roles such as business analysts, architects, and senior network architects. There are a number of factors that have caused this gap:

  • Most networking professionals have typically remained focused on equipment from a particular vendor, but the requirement is broader for SDN and NFV
  • SDN specialists need to understand both networking concepts and scripting / code development. Traditionally, these skills have co-existed but within separate parts of large buyer and service provider organizations
  • As the transition to SDN is a complex activity that impacts the entire IT environment, senior roles require leadership traits to be able to drive the associated change.

So what does this mean for pricing of resources?

We have seen an interesting trend in some of the large network services contracts we analyze each year. While service providers have maintained or even slightly reduced project services rates for junior resources, the pricing for specialized/senior resources has been consistently inching up.

The skills gap mentioned above is the major contributor to the higher prices. We have also seen contracts in several European countries that explicitly require use of local resources, which leads to further price increases.

On the positive side, an increasing number of engineers are opting for SDN/NFV certifications, some of which are being sponsored by organizations. Large enterprises and service providers are also bulking up their training capabilities to up-skill the current workforce.

Key considerations for enterprise buyers of SDN and NFV services

Enterprise buyers should keep a close watch on pricing for network project resources, as the dynamics could change over the next 12-24 months.

Factors they should consider include:

  • The current price premium is justified, but there could be a price correction as the supply of skills improves
  • The overall total cost of ownership (TCO) impact on a yearly basis, as well as individual day rates
  • Right-sizing the effort to ensure there is no over-capacity on the particular project/initiative.

It is clear that the networking infrastructure world is becoming more software oriented, and it is a case of “when” more than “if” the supply of skills will stabilize. Having the right skills on critical projects is of paramount importance. It will be interesting to see how the labor pool and pricing for these skills evolves.

If you have recently been part of a similar negotiation discussion, our readers would love to hear your experience!

Cost Impact of Immigration and Visa Reform to US Customers Using Offshore Services | Sherpas in Blue Shirts

Most US organizations have substantially used offshore service providers in IT and business process outsourcing (BPO) to drive cost reduction. But there is currently a great deal of discussion in Congress and the Trump Administration – as well as actions taken by Executive Orders in the last seven days – about changing the H-1B and L1 visas. The changes affect the offshoring services provider as well as US enterprise customers that utilize offshored services. What are the impending impacts?

My company collaborates with Rod Bourgeois, head of research and consulting at DeepDive Equity Research, and together we have followed the proposed immigration and visa reform. Since 2013, I’ve blogged many times about the potential impacts. Rod’s January 25, 2017 report, “IT Services: Update on Visa-Reform Risks Facing Indian Outsourcers,” highlights recent proposals. The essence: it now looks like real change is on its way.

Read more at Peter’s Forbes blog

Gear up to See Increased Market Activity in the Strategic Sourcing Space | Sherpas in Blue Shirts

Last month, WNS acquired Denali Sourcing Services, a procurement outsourcing company, to further strengthen its broader finance and accounting offering with a specific focus on the sourcing and category management domain. This was a strategic move on WNS’ part to drive enhanced value for its clients. The acquisition will allow WNS to provide an end-to-end Source-to-Pay (S2P) offering without any external dependency. The transition is expected to be mostly smooth, as WNS and Denali have been long-time partners and already have a healthy working relationship.

For the broader market, this acquisition reiterates the importance of people skills, experience, and domain knowledge in procurement services. While technology is important in any business process function, procurement outsourcing relies heavily on individual talent. Several providers have tried to develop these capabilities in-house with limited success. A major obstacle has been the short supply of sourcing talent pool, compounded by the fact that it is very challenging to provide strategic sourcing services from an offshore location.

In today’s procurement world, automation is becoming table stakes, speedily wiping out the transactional part of the work. Intense competition is further driving down pricing, leaving everyone to operate on wafer thin margins. As P2P becomes commoditized, providers are increasingly identifying the need to build sourcing capabilities. They have realized that, in addition to higher revenue and profit margins, sourcing capabilities are necessary for long-term success in this space.

One of the fastest ways to build sourcing capabilities is an acquisition. Service providers have been on a constant lookout for players with strong sourcing capabilities, and have not hesitated in making such acquisitions. For example, Accenture, one of the top players in this space, acquired Ariba’s sourcing and BPO services way back in 2010. In 2013, it further expanded its services by acquiring Procurian, another leading procurement services provider.

Service providers have also made small targeted acquisitions to develop niche capabilities. Before its acquisition by Accenture, Procurian had acquired Media IQ, a media auditing, measurement, and benchmarking company, and Utilities Analyses, Inc. (UAI), an energy management firm. In 2011, Infosys acquired an Australian-based strategic sourcing and category management services provider, Portland Group Pty Ltd. And in early 2016, Genpact, another strong player in the space, acquired Strategic Sourcing Excellence (SSE), a sourcing and procurement consulting firm.

The big question that follows is why other players have not made acquisitions in this space to strengthen their hold on the market. The answer is simple. There are not a lot of strategic sourcing and category management players with considerable scale. Denali falling out of the race means that the list further shortens. Each acquisition puts extra pressure on the remaining players to prioritize procurement and make a quick decision. So WNS’ acquisition of Denali could potentially be a starting point for some hectic market activity.

Deep Discounts in IT Infrastructure Services Pricing – Is This the New Normal? | Sherpas in Blue Shirts

The IT services industry is going through a tremendous change with the onset of new technologies, geo-political uncertainty, and disruption of traditional business models.

Deal renewals have fallen significantly, leading to intense price competition among service providers trying to meet their top-line revenue expectations. As expected, the pricing pressure is higher in some of the more commoditized services such as IT Infrastructure operations. Indeed, recent Engagement Reviews for numerous North American clients suggests that pricing for some mature services within the IT infrastructure domain, such as storage and backup management, server management, and database management, has fallen significantly. Our analysis suggests that the Indian service providers have upped their ante, and have become even more competitive in terms of pricing.

As a case in point, the per instance pricing for virtual server management has fallen by 25-35 percent over the last 12 months. The fall in pricing for some other resource units has been even steeper.

Services Pricing 2017

What’s driving these deeply reduced prices? Numerous solution-related changes have impacted pricing dynamics in this market.

  • Maturity of internal automation/autonomics capabilities of service providers
    While these have largely been buzzwords in the last 12-18 months, we believe that the impact of some of these investments has finally started to show up in deals.
  • Further improvement of internal productivity
    Just when we thought that the solution effort ratios such as servers managed per FTE, databases managed per FTE, etc., had reached their true, optimum levels, we have seen instances of further changes in some of these solution metrics. Some of these can potentially be attributed to the above point.
  • Complete offshore operations
    We are seeing more and more deals where 100 percent offshore delivery is the norm. This enables service providers to quote very competitive per unit pricing. It will be interesting to observe how this metric changes going forward if new regulations come into play by the new U.S. president’s administration.
  • Increased competition, smaller deal sizes, and deal durations
    The past 12 months have been difficult for most IT service providers, with increasing competitive intensity and delayed enterprise decision making due to geo-political uncertainty. As a result, they are going all guns blazing to win new accounts.

Most of this low pricing has been observed in new deal situations. We have seen very few occurrences of providers proactively reducing prices in existing deals, unless faced with the threat of the deal going into a competitive situation. Of course, it would be unfair to expect service providers to reduce unit prices significantly in all deals, since each deal level pricing scenario is very contextual and a deeper analysis of the underlying environment is warranted.

Have you had discussions with your infrastructure provider about recalibrating prices?

NASSCOM GIC Conference North — February 10 | Event

Everest Group is the Content Partner at the NASSCOM GIC Conference North: Future Proofing Your GICs through Digital and RPA.  At this event, Everest Group Partner H. Karthik will be the key speaker for a session titled, The Theme and What You Can Expect. He will also be the moderator for a discussion titled Crystal Ball Gazing – The Future of GICs in the Digital ERA.  Partner Rajesh Ranjan will be the moderator for a session host a case study session titled Breaking Ground – How I Did It for RPA.

When:
February 10, 2017

Where:
Gurgaon, India
Hotel Crowne Plaza, Sector 29

Everest Group speakers:

  • H. Karthik
    Partner, Global Sourcing, Everest Group
  • Rajesh Ranjan
    Partner, Research, Everest Group

Register to attend

Addressing Payer Costs through a Comprehensive Model | Webinar

Wednesday, February 8 | 12:00 – 1:00 pm ET

Register for the webinar


Research Partner Jimit Arora will help lead an Optum-hosted webinar titled Addressing Payer Costs through a Comprehensive Model: A Blueprint to Achieving Breakthrough Cost Savings. The webinar will feature key speakers from Everest Group and Optum and will explore how health plans can approach breakthrough cost savings by addressing medical and operational costs together.

Managing IT, process and medical costs separately can be costly. Attend to learn how plans can convert their entire spectrum of costs into a utility-based model, with a best-of-breed service provider that can service these costs on a PMPM basis.

Speakers

Jimit Arora
Partner, Research
Everest Group

Donna Holmes
VP, Payer Operations Consulting
Optum

Zahoor Elahi
SVP, Product Development
Optum

Register for the webinar

IT Future Shifts from Labor Arbitrage to Productivity | Sherpas in Blue Shirts

The labor arbitrage/offshoring model is powerful and relatively simple — compared to investing in productivity for U.S. workers over the past couple of decades. Perhaps your company is like most enterprises in America, having opted for this strategy to achieve cost savings. I believe it’s important to recognize that the arbitrage/offshoring model took companies’ attention away from investing in internal productivity improvements. But there are fewer opportunities now for the labor arbitrage model since it is maturing, and new barriers are arising for sending/maintaining U.S. work offshore.

Read more at Peter’s CIO online blog

IT May Struggle to Maintain Higher Margins as Uncertainty Looms Large | In the News

The $108 billion Indian IT services industry is bracing for tough times ahead as potential visa restrictions add to their troubles such as a shift towards automation and pressure on margins in traditional services. Technological disruption and faster-than-expected adoption of technologies like artificial intelligence, robotics and the cloud platform are other major challenges for the industry.

Read more at the Business Standard

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