Month: May 2017

AI and Robotics — May 9 | Event

Vice President of Research Sarah Burnett will be a key speaker at this year’s Conference for Outsourcing Contact Centre Operations held on May 9 in Lambeth, London.

A McKinsey Global Institute report says AI is contributing to a transformation of society “happening ten times faster and at 300 times the scale, or roughly 3,000 times the impact” of the Industrial Revolution. According to CB Insights, funding deals for AI startups increased 4.6x in the last five years, from 150 in 2012 to 698 in 2016.

Sarah will participate in a panel discussion with other experts as they discuss the future implications of AI and Robotics trends.

When
May 9, 2017

Where
IBM Southbank
76/78 Upper Ground
Lambeth, London
SE1 9PZ

Everest Group Speaker
Sarah Burnett, Research Vice President, Everest Group

Learn more and register

Enterprises Demanded Advanced Automation in 33% of Application Services Contracts in 2016 | Press Release

Outlook for 2017-2018: Automation, artificial intelligence, cognitive computing and robotics will become mainstream and pervade the enterprise portfolio.  

Enterprises no longer consider automation merely a service delivery tool; in fact, automation is now “front end,” with enterprises proactively demanding strategy, vision and strong Proof-of-Concepts (POCs) for advanced automation in 33 percent of all application services contracts in 2016, according to Everest Group. Everest Group expects this trend to accelerate in 2017 and 2018.

“Automation will become a high-priority investment for buyers in the coming years, owing to automation’s direct impact on software development life cycles [SDLCs] and speed to market,” said Yugal Joshi, practice director at Everest Group. “Also, artificial intelligence, cognitive computing and robotics will no longer be fringe technologies dominated by major players; rather, these technologies will begin to pervade the enterprise portfolio and will eventually become mainstream in the application landscape.”

Compared to adoption of automation, enterprises adoption of artificial intelligence (AI) is progressing at a slower pace, with only 15 percent of application services contracts of 2016 including AI in the scope. Although enterprises are currently taking small steps to adopt AI in their IT services environments, AI and its allied techniques soon will profoundly impact application services in the way applications are developed, tested, and maintained.

“AI is no longer a fringe, fantasy-riddled technology,” added Joshi. “AI techniques present significant opportunities in the application services landscape, and enterprises can leverage these techniques to completely transform application services functions. The key to unleashing the transformative potential is to move beyond using AI for enhancing developer productivity to making intelligent machines that develop their own snippets of code, allowing developers to focus on more complex tasks.”

Activities in the testing and maintenance functions of the SDLC present the most opportunity to leverage AI techniques. Even creative activities such as software development can be significantly improved by leveraging AI.

These results and other findings are explored in a recently published Everest Group report: “Application Services—Annual Report 2016: AI in SDLC? There is a Long Journey Ahead

Other key findings:

  • A decline of 28 percent in application services deal sizes (to an average contract value of US$5.4million) in 2016 is a cause for serious concern for application services providers.
  • Owing to the nascence of fields such as deep learning, there is a dearth of talent to develop innovative use cases for AI. Startups that have made some headway are becoming prime targets for acquisition and talent sourcing.
  • Stand-alone application services deals continued to dominate the IT services landscape, with 62 percent of deal activity.
  • Deal activity continued to be dominated by small buyers (i.e., revenues less than US$5 billion) that took up 47 percent of application services deals.

***Download Complimentary 11-page Preview Report Here*** (Registration required.) This preview summarizes the report methodology, contents and key findings and offers additional resources for further study.

The full report analyzes the application services market, focusing on:

  • Major trends in application services adoption
  • Key factors shaping the market, including buyer expectations
  • The outlook for 2017-2018

***Publication-Quality Graphics***

High-resolution graphics illustrating the key takeaways from “Application Services—Annual Report 2016: AI in SDLC? There is a Long Journey Ahead” may be included in news coverage, with attribution to Everest Group. Graphics include:

  • Talent for artificial intelligence: a whole new ballgame
  • Enterprises are demanding automation
  • Applications services technology providers missing disruption opportunity
  • Artificial intelligence adoption
  • AI techniques present significant opportunities in the application services landscape

Download graphics here.

Innovation Tax for Service Providers: Pay Up or Go Belly Up! | Sherpas in Blue Shirts

“The Times They Are a-Changin” is an appropriate idiom to borrow from the great (and now Nobel Laureate) musician Bob Dylan to describe a conversation I had just a few days ago with a senior executive who leads sourcing for one of the largest pharmaceutical firms in the U.S.

Context: As you see in my most recent blog, I have been very cynical of the innovation strategies adopted by both service providers and enterprises. I have accused service providers of digital and cognitive “washing” that just pays lip service to innovation, and enterprises of resting in comfort zones where commodity and arbitrage still rule the roost.

I had no reason to tweak my view, until the discussion with this senior executive.

He was picking my brain on how to infuse innovation into his company’s existing application services engagements. He has been struggling to do so with some of the best-known names in the service provider world. When he asked, “Is there something I can do to make the service providers change?,” I responded:

  • Change is difficult in a business environment in which service providers must play both the arbitrage and digital games
  • The “arbitrage-first” service providers will push for traditional models if you blink
  • And “digital-first” providers will proactively offer innovative solutions even though they keep their arbitrage strengths handy

IT Innovation Maturity in Applications Services

IT Innovation Strategies in Application Services

The challenge is, there are more of the former than the latter, and the incentives for falling for arbitrage-driven models are still high for both procurement and service providers, irrespective of which of the above categories they belong to.

Hence, unless sourcing executives do the following, innovation will be difficult to come by.

  • Anchor: Define an innovation roadmap
  • Organize: Contract with service providers on a formal innovation program
  • Seek co-investments: Ask service providers to co-invest (put a financial stake) in your innovation roadmap

At this point, the senior pharma executive had an epiphany, and stated, “Aha. I don’t want to put it this way, but if I have to make my vendors change, I must institute an “Innovation Tax.”

There, my friends, is the sign of things to come. Enterprise sourcing executives are increasingly feeling compelled to show business value. If service providers refuse to bring value to the table, they will have to be ready for an “Innovation Tax.”

By the way, these recommendations are not a bunch of my opinions. The above was validated through a survey of 100 senior enterprise executives Everest Group conducted in late 2016.

See our reports, “How to innovate – A Comprehensive Guide to Innovation in Application Services,” and “Cracking the IT Innovation Code” for more details on how to infuse innovation into your existing and future sourcing contracts.

Game on in P&C Insurance! Genpact Acquires BrightClaim | Sherpas in Blue Shirts

Challenging macroeconomic conditions, demanding digitally-savvy consumers, and rising fraud are pushing P&C insurance carriers to be more demanding than ever of their service providers. Carriers not only expect optimization of cost of insurance operations, but also assistance in gaining and retaining market and customer mind share. This is forcing service providers’ hand to move from an arbitrage-first to a digital-first model.

Meanwhile, insurance BPO service providers’ origins in the arbitrage-first world and their strategic choices in large P&C product categories, such as personal lines, worked well for a while. But with the U.S. and U.K. markets maturing, service providers are being forced to reconsider their strategy. They now not only need to focus on the customer experience, their digital footprint, and lowering TCO, but also on developing deeper domain expertise to drive growth and remain differentiated in the market.

As we talked about in our report, “Property and Casualty Insurance BPO – Annual Report 2016: The Dawn of Transformational Era – Adapt and Evolve to Succeed,” this leaves them with three options to avoid falling into the no-growth trap:

  • Develop capabilities in judgment-intensive processes (i.e., trod the path taken by Third-Party Administrators, or TPAs)
  • Take the plunge to develop capabilities for handling more “exotic” P&C product categories (such as insurance of dump trucks!)
  • Explore under-penetrated (emerging) markets

Genpact (a Leader on Everest Group’s P&C insurance BPO PEAK Matrix-2017) clearly decided to pull the trigger on this conundrum, announcing on 3 May that it had acquired BrightClaim. BrightClaim’s suite of services includes property claims management (including catastrophe claims), claims adjusting, TPA services, and contents pricing services.

With this acquisition, Genpact has gained deeper domain expertise in U.S. P&C insurance claims market, and has strengthened its portfolio of digital technologies and fraud detection capabilities.

The acquisition also includes National Vendor, a BrightClaim associated company, which has a nationwide network of contractors and offers carriers a direct repair program along with content fulfillment. Genpact can leverage this to provide cost-effective and faster claims settlement services, which is expected not only to reduce claims payouts for insurers, but also to improve the customer experience.

Genpact’s top competitors in the U.S. P&C market are Cognizant and EXL. With both of them continuing to augment their capabilities and developing deep domain expertise, it was imperative for Genpact to make a move. As a favorable by-product of this acquisition, Genpact has further strengthened its onshore delivery capability with centers in Atlanta, GA and Austin, TX.

Prima facie, the deal looks accretive and has the potential to enable Genpact to challenge other Leaders in P&C insurance BPO space.

How will other providers in this segment respond? Game on! We’d say….

Regulatory Changes Drive Digital Disruption | Sherpas in Blue Shirts

Companies in some highly regulated industries often view digital transformation and digital restructuring as being constrained by laws and regulations that don’t evolve fast enough to allow digital transformation to happen. But there’s another side to the regulatory coin: sometimes regulatory changes enable and drive disruption and business transformation. That’s about to happen in a few months with APIs and financial institutions.

A payment service directive will go active in the UK in January 2018. The directive will force all banks to expose their core systems to APIs for three functions:

Read more at Peters Forbes.com blog.

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