Month: November 2017

Success Factors in Driving Digital Transformation at the Social Security Administration | Sherpas in Blue Shirts

The digital transformation at the Social Security Administration (SSA) is remarkable for its approach to ensure a successful outcome. Shifting the process of retiring into a digital world required overcoming a resistant culture, managing multiple stakeholder groups’ needs, surmounting organizational structures and ensuring leaders didn’t lose sight of the end outcome and focus too much on process. The SSA transformation initiative faced the same challenges that commercial businesses face.

Frank Baitman, SSA CIO at the time, recalls the agency experienced management challenges due to its structure using 1,300 field offices across the US. Its 40,000 field workers spent most of their time assisting people going through the retirement process, which didn’t give them enough time to effectively handle disability determinations and claims, and address a backlog in disability case processing. Disability, a more complex process, required far more human attention and support than the relatively simply retirement process.

Design thinking approach

This was a key consideration in the transition plan. The agency involved employees in the design thinking process so that the new business model would satisfy their concerns. As a result, the website includes a validation process so SSA employees can check in with individual retirees, and make sure they made well-informed decisions when using the online system.

 

UiPath Forward Americas — November 16 | Event

Vice President of Research Sarah Burnett will be a key speaker at the 2017 UiPath Forward event held on November 16 in New York.

The advancement of automation technology is happening faster than its adoption globally. Now is not the time to sit on the fence.

It’s time to learn about the achievements of early adopters and the ongoing industrialization of RPA from your peers, about the trends in the marketplace from analysts and advisors, and it’s time you put all of this into perspective with your own plans for intelligent automation.

Attendees will experience a full day of insight and collaboration with senior RPA industry professionals and experts.

When
November 16, 2017

Where
New York Marriott Downtown
85 West Street
New York, NY 10006

Speaker
Sarah Burnett, Research Vice President, Everest Group

Learn more and register

PaaS, be Warned: APIs are Here and Containers Are Coming | Sherpas in Blue Shirts

A few months ago, Workday, the enterprise HCM software company, entered into the Platform-as-a-Service (PaaS) world by launching (or opening, as it said) its own platform offering. This brings back the debate of whether using PaaS to develop applications is the right way to go as an enterprise strategy.

Many app developers turning from PaaS to APIs

While there are multiple arguments in favor of PaaS, an increasing number of application developers believe that APIs may be a better and quicker way to develop applications. Pro-API points include:

  • PaaS is difficult and requires commitment, whereas any API can be consumed by developers with simple documentation from the provider
  • Developers can realistically master only a couple of PaaS platforms. This limits their abilities to create exciting applications
  • PaaS involves significant developer training, unlike APIs
  • PaaS creates vendor platform lock-in, whereas APIs are fungible and can be replaced when needed

Containers moving from PaaS enablers to an alternative approach

In addition, the rise of containers and orchestration platforms, such as Kubernetes, are bringing more sleepless nights to the Platform-as-a-Service brigade. Most developers believe containers’ role of standardizing the operating environment casts strong shadows on the traditional role of PaaS.

While containers were earlier touted as PaaS enablers, they will increasingly be used as an alternative approach to application development. The freedom they provide to developers is immense and valuable. Although PaaS may offer more environment control to enterprise technology shops, it needs to evolve rapidly to become a true development platform that allows developers focus on application development. And while PaaS promised elasticity, automated provisioning, security, and infrastructure monitoring, it requires significant work from the developer’s end. This work frustrates developers, and is a possible cause for the rise of still nascent, but rapidly talked about, serverless architecture. This is evident by the fact that most leading PaaS providers, such as Microsoft Azure, CloudFoundry, and OpenShift, are introducing Kubernetes support.

As containers get deployed for production at scale, they are moving out of the PaaS layer and directly providing infrastructure control to the developers. This is helping developers to consume automated operations at scale, a promise that PaaS couldn’t fulfill due to higher abstraction. Kubernetes and other orchestration platforms can organize these containers to deliver portable, consistent, and standardized infrastructure components.

All is not lost for PaaS

However, given strong enterprise adoption, all is not lost for PaaS. Enterprises will take significant time to test containers as an alternative to a PaaS environment. Moreover, given that no major PaaS or IaaS vendor other than Google owns container technology, there is an inherent interest among large cloud providers such as AWS and Azure to build something as an alternative to containers. No wonder most of them are now pushing their serverless offerings in the market as an alternate architectural choice.

Which of these architectural preferences will eventually become standard, if at all, is a difficult pick as of today. Yet, while it’s a certainty that infrastructure operations will completely change in the next five years, most enterprise shops aren’t investing meaningfully in the new tools and skills that are required to make this shift. Thus, the futuristic enterprises that realize this tectonic shift will trample their competition. No ifs, ands, or buts about it.

What has been your experience with containers, APIs, microservices, serverless, and Platforms-as-a-Service? Do you think you need all of them, or do you have preferences? Do share with me at [email protected].

AI: What are the Impacts to the Service Model? — November 14 | Event

Vice President of Research Sarah Burnett will be a roundtable panel speaker at a Paris-based event hosted by EOA France and focused on the real impacts AI will have the services model.

Artificial Intelligence offers a higher level of reliability and enables more efficient data management – all at a lower cost.

However, there are real questions about the large-scale deployment of AI, especially in digital services: Will we see massive destruction of jobs and destabilization of organizations? How will large private or public organizations take advantage of this to optimize the performance of their Shared Service Centers (SSCs)? What innovations can be expected from service providers in this new context?

These questions and more will be answered by automation experts in the roundtable discussion.

When
November 14, 2017
8:30 – 10:15 am

Where
Ax France Building
118, avenue de France
75013 Paris

Speaker
Sarah Burnett, Research Vice President, Everest Group

Learn more and register

Sourcing Professionals Face Increasing Complexity as Stakes Rise, Driving Changes at Everest Group | Press Release

Everest Group expands and deepens research in PEAK Matrix™ to address needs of sourcing professionals as industry turbulence swells.

Sourcing professionals face formidable challenges in the global economy as 2018 approaches, and they are looking for better strategies in an industry experiencing unparalleled turbulence. To provide sourcing professionals with broader and deeper data and insights for decision-making, Everest Group is expanding its research efforts while consolidating a diverse portfolio of comparative analyses under its flagship PEAK Matrix™ brand.

Sourcing Complexity Soars

The sourcing industry is changing fast, disrupted by digital technologies, shifting talent requirements and evolving service provider capabilities. Moreover, fluctuating geopolitical and legislative issues are causing enterprises to rethink substantial, long-held sourcing strategies and provider relationships.

***Read more about the turbulence in the global sourcing industry and the complexities faced by sourcing professionals in the blog “Sourcing Professionals Have a Tough Job”***

In the midst of this complexity, buyers of global services require fact-based research that assesses a growing body of providers, locations, products and solutions in order to make the critical decisions that so often impact a company’s top-line, bottom-line and viability.

Everest Group Expands Comparative Analyses Offered Via PEAK Matrix

Responding to these needs, Everest Group has announced that it is doubling down on its commitment to provide fact-based comparative assessments. The firm is consolidating its comparative analysis offerings—previously offered under a variety of product names—under its flagship PEAK Matrix brand and is expanding the market segments addressed in its research to include new functions, processes and industry verticals that market is demanding.

Everest Group’s PEAK Matrix™ is well known in the industry as a proprietary framework for assessing service providers and categorizing them as Leaders, Major Contenders, and Aspirants. (Companies that demonstrate strong upward movement in successive reports are recognized as Star Performers.)

Now the PEAK Matrix framework will be applied to the relative positioning of other key global services players and functions, such as location talent and cost, technology vendors, and digital adoption maturity. The robust research methodology associated with Everest Group’s PEAK Matrix will remain; PEAK Matrix assessments are based on a diligent process of collecting, validating and analyzing data points as well as interactions with various market constituents that include providers, enterprises and industry/country associations.

“Making decisions in today’s rapidly changing global services market is growing more challenging —whether you are recompeting an outsourcing contract, selecting a location for a global in-house center, choosing a new product/solution, or contracting for new tech services,” said Eric Simonson, managing partner and head of research at Everest Group. “These decisions can significantly impact an organization’s performance and an executive’s career. So we are expanding our hallmark service provider PEAK Matrix assessments to include the other key players and functions that sourcing professionals must consider. For simplicity sake, this expanded portfolio of comparative assessments will fall under our PEAK Matrix brand, since it’s instantly recognized as the industry’s unbiased, non-pay-for-play assessment framework.”

****Learn more about the PEAK Matrix portfolio of assessments here***

Sourcing Professionals Have a Tough Job | Sherpas in Blue Shirts

If you are a sourcing professional, you have our deepest respect, because now, more than ever, your job is a tough one. The sourcing industry is changing fast, disrupted by emerging technologies, shifting talent requirements and evolving service provider capabilities. Moreover, fluctuating geopolitical and legislative issues are causing enterprises to rethink substantial, long-held sourcing strategies and provider relationships. Sourcing professionals face formidable challenges in the global economy as the new year approaches and they look for better strategies in an industry experiencing unparalleled turbulence.

Technology is Changing the Game

It used to be that a sourcing professional’s No. 1 responsibility was finding a way to get the work done as cheaply as possible. Not any more. Technology has changed the game. In nearly every industry, digital technologies are driving the development of innovative products and services and improved customer experiences. To keep pace in this digital world, enterprises are now pursuing a digital-first rather than arbitrage-first strategy. In fact, the global services market has seen a threefold increase in digital-focused deals.

Automation, once merely a service delivery tool, is now “front end,” with enterprises demanding strategy, vision and strong Proof-of-Concepts (POCs) for advanced automation in 33 percent of all application services contracts in 2016. Similarly, artificial intelligence, cognitive computing and robotics will soon begin to pervade the enterprise portfolio and will eventually become mainstream in sourcing landscape.

Talent Requirements Are Shifting

The increasing adoption of digital strategies is changing the workforce skills that enterprises seek, and, in turn, forcing sourcing professionals to revamp their location portfolios in the midst of a dynamic landscape. Location options for traditional global sourcing continue to expand, and new locations are emerging for unique talent demands, such as digital capabilities.

Geopolitical Disruption Adds Complexity

Sourcing professionals also must anticipate and react to numerous geopolitical disruptions that keep the sourcing landscape shifting like windblown sand. In the past year, for example, we have seen a significant decrease in demand from the United Kingdom given the uncertainty with Brexit; uncertainty about healthcare legislation in the US has dampened the healthcare sourcing market; and the uncertainty due to visa reforms has led to increased local hiring and onshoring in the U.S.

The Provider Landscape is Constantly Changing

Sourcing professionals also are challenged to stay abreast of changes in the provider landscape. Mergers and acquisitions are on the rise, and leading providers are making fundamental changes to their talent and service delivery models. Between April of 2016 and March of this year, Everest Group witnessed 40 acquisitions to expand digital capabilities, 140 alliances between providers and technology providers or startups, and the setup of 35 new centers and digital pods to help clients rethink their digital strategies.

Data for Sound Decision-Making

In the midst of this complexity, buyers of global services are tasked with making critical decisions. Recompeting an outsourcing contract, selecting a location for a global in-house center, or contracting for new tech services—these are the types of decisions that can significantly impact an organization’s performance and an executive’s career.

That’s why Everest Group has announced that it is doubling down on its commitment to provide fact-based comparative assessments. We’re consolidating our comparative analysis offerings – previously offered under a variety of product names – under our flagship PEAK Matrix brand, which will now evaluate services, solutions, products and locations. Additionally, we’ll be expanding the market segments addressed to include new functions, processes and industry verticals. Read more about it here.

In the midst of all the complexity and change that sourcing professionals face, one thing remains the same: Everest Group is your source for the fact-based analyses you need to make informed decisions that deliver high-impact results.

The Tyranny of Service Providers’ Global Rate Cards | Sherpas in Blue Shirts

As their enterprise clients move to digital business models, which are clearly superior in productivity, business alignment and speed, legacy service providers seek to shift their offerings to the new digital world too. Seems like a great match, right? So, what’s the problem? The problem is the service providers are accustomed to a very profitable offshore factory delivery model. Inconveniently, the new digital business models don’t align well with this old tried-and-true mainstay. Even more disturbing for the service providers is that the new delivery models look to be less profitable than the mature offshore talent factories. I foresee increasing pressures on margins and some potentially unrecognized consequences that will impact clients.

Two reasons for the margin paradox

As the services industry rotates from the old labor arbitrage model to digital business models, service providers expect to achieve higher margins than their typical 40 percent gross margins. Why? Because the digital models deliver a higher level of value. They are better aligned against clients’ business results and are delivered at a faster rate. So, why are providers shifting to digital not getting even close to maintaining the margins they enjoyed in the labor arbitrage space?

One reason is the price of digital talent. The skillsets for the disruptive technologies are rare and command a higher price. Plus, there is a scarcity of talent with skills and experience in implementing the new models.

A second factor is the difference in teams doing the work. The digital world requires persistent teams that remain over time and are located onshore; the arbitrage world depends on low-cost labor in offshore teams that churn over time.

How Europe trumped US for Indian IT companies | In the News

For the longest time, US was the largest as well as the most dominant market for the $150-billion software services industry. While it still contributes to two-thirds of the sector’s revenues, over the past few quarters, it is countries in Europe – especially in Continental Europe – that are bringing the maximum growth, defying the concerns around Brexit. Under a lot of pressure, US – especially in the banking and financial services (BFSI) industry –growth rates have reduced to low, single digits for top IT companies.

Meanwhile, Europe – traditionally considered shy of outsourcing (except for UK) – is growing at a much faster pace. The percentage share of revenues contributed by the US has also been steadily coming down.

In the case of Infosys, the number is down from 61.5% to 60.6% during the same period, while for Wipro, it has fallen from 54.8% to 53.6%. Peter Bendor-Samuel, the CEO of market consultancy firm Everest Group, said the EU economy has lagged the US and is now accelerating.

Read more in The Economic Times

Cognizant Technology Solutions offers cash in lieu of options for senior management | In the News

Cognizant Technology Solutions (CTS) has asked high performing employees in certain bands to take cash instead of granting stock options as is the norm. In a communication sent to senior managers and associate directors who were rated EA (Exceeds All), the company has asked them to take cash instead of taking employee stock options citing reasons of the buyback program it has embarked upon.

The announcement of buyback along with a host of changes including a voluntary separation scheme for senior employees, changes in its board and formation of a financial policy committee came after CTS saw pressure from activist investor Elliott Management which holds 4% stake last November. In February this year, CTS entered into a cooperation agreement with Elliott Management, committing to a strategic plan which includes expanding non-GAAP operating margins to 22%, in 2019.

“This is an interesting development. I believe that it is driven by a need to support the stock price. The equity grants, and stock options dilute the outstanding equity. By converting these to cash they are able to accomplish a version of stock buyback, a strategy which they already agreed to with Elliot,” said Peter Bendor-Samuel, CEO, Everest Group.

Read more in The Times of India

Building Capability For Successful Business Transformation | Sherpas in Blue Shirts

Many studies over the past decade reveal the high rate of failure in business transformation initiatives. I think that’s a daunting record that signals risk for companies considering transformation. Even so, I’ve worked with companies that succeed in major transformation. So, I blog frequently about some of the most significant principles for approaching these initiatives, de-risking the journey and the factors influencing success or failure. Recently, I spoke with an executive who is driving a major, company-wide transformation initiative at an energy company. What they’re doing is noteworthy and a model your company may wish to follow.

The company’s transformation initiative arose because the CEO realized the business needed to be more agile to survive and prosper in this new age of flexible energy production. In addition, except for the IT group, bench marking revealed gaps in departments and business units compared to world-class performance.

Principle: Go Slow To Gain Buy-In And Build A Culture For Change

As the executive explained to me, the CEO understood that successful transformation would first necessitate building a culture of change into the organization – a belief in their ability to transform. Rather than starting with large structural changes, they first created a simple but powerful framework to build the capability for change. The framework focused on starting with smaller initiatives that allow employees and leaders to learn how to drive projects, succeed and build belief in their ability to deliver.

Read more at my Forbes blog

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