Tag: Cloud / data center

European Cloud Services PEAK Matrix® Assessment 2022 – Europe

Top European Cloud Services

The COVID-19 pandemic has expedited the pace of digital transformation and increased cloud adoption among European enterprises. Enterprises expect services beyond the cloud, characterized by aspects such as customer experience-centric design, business-led transformation, and code-based infrastructure. Cloud sustainability and data sovereignty are emerging as key decision-making criteria for European enterprises for partner selection. Enterprises prefer service providers with comprehensive hybrid cloud solutions portfolios and delivery capabilities characterized by a strong regional presence in Europe. They are looking for partners to assist them in their end-to-end cloud adoption journeys across cloud consulting, infrastructure design/build, modernization, private cloud hosting, cloud operations, and cloud security services.

European Cloud Services: What is the Scope?

  • All industries in Europe 
  • The assessment is based on Everest Group’s annual RFI process considering investments made through November 2021, interactions with leading cloud service providers, client reference checks, and an ongoing analysis of the cloud services market

What is in this PEAK Matrix® Report:

In this research, we present detailed assessments of 28 service providers featured on Everest Group’s Cloud Services PEAK Matrix® – Europe and categorize them as Leaders, Major Contenders, and Aspirants based on their capabilities and offerings.

LEARN MORE ABOUT European Cloud Services

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What is the PEAK Matrix®?

The PEAK Matrix® provides an objective, data-driven assessment of service and technology providers based on their overall capability and market impact across different global services markets, classifying them into three categories: Leaders, Major Contenders, and Aspirants.

LEARN MORE ABOUT Top Service Providers

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Technology Service Providers’ Conundrum: Cloud Good for Growth, Not for Their Leadership | Blog

Leaders of cloud development at technology service providers are often seen as stars, leaving executives in charge of traditional segments feeling left out and unnoticed. The C-Suite needs to recognize the important contributions business units and their leaders play to the company’s overall growth and future success. Read on to learn the actions “non-cloud” business leaders should take to be sure they get the company investment, attention, and rewards they deserve. 

What describes the current cloud landscape for business at technology service providers

In our market observations, one aspect has become very common. Leaders at technology service providers who are driving cloud business development for their firms are witnessing much stronger professional growth in the organization than others.

Businesses always value and reward people who are part of fast-growing markets. Given that cloud business for technology service providers is growing two to five times more than overall company growth, it is the cynosure of discussions, investments, and leadership promotions. However, it is also creating challenges for C-level executives in terms of managing the morale of other “non-cloud” leaders.

As a result, we see some segments are now led by “lesser title” executives than in the past. Even if senior leaders run these businesses, they do not get the needed attention and investments from the C-suite. These units quickly become the cash cows that need to drive other high-growth business, such as cloud, which are subtle indications from top management around companies’ priorities.

What are non-cloud leaders doing?

Leaders driving traditional segments are partnering with cloud leaders to drive business. However, they also realize they need to play “second fiddle” in this partnership. Though the cloud business probably needs these segments more than vice versa, the cloud business becomes the fulcrum around which the partnership revolves.

This is forcing technology service providers to rethink the organizational structure of these segments. Some of them are or will embed these segments into different units instead of running them as standalone practices. Many leaders who were part of transformational offerings (e.g., modernization, platforms) have changed their roles now to align with cloud business units.

However, this is not enough, and the non-cloud leaders know it.

What should C-level leaders do?

Top management focuses on the overall growth of the firm. Cloud will continue to receive significant focus and investments from the C-suite because of the benefits of cloud technology to the business. However, the C-suite is failing to realize that the cloud business cannot be seen as an antagonist and other leaders should not feel excluded.

Although C-level executives have aligned non-cloud leaders’ incentives, growth, and influence areas based on capabilities, focus, and aspirations, they must design better models to engage them. They need to understand that cloud business development relies on the success of these other units that bring 50-80% of their top line.

While the cloud business at technology service providers acts as a “nodal agency,” it is unable to influence capability building across the organization. The key reason is because non-cloud leaders are unwilling to collaborate beyond the bare minimum because they see their personal growth being stifled even if they make the cloud business succeed.

We believe technology service providers who can solve this complex organizational structure problem will accelerate their overall business and cloud growth faster than their peers. As newer concepts of Metaverse, Digital Twins, Artificial Intelligence (AI), and composable businesses accelerate and large spend areas such as supply chain, networks, employee engagement, sustainability, and customer experience get disrupted by cloud, it will become even more important.

However, cloud will not be front and center before the strategy but an enabler for overall business outcome. Therefore, C-level leaders need to nurture their leadership outside of the immediate cloud business to prepare their organization for future success. Failing to do so may result in near-term growth for cloud business development but bring long-term challenges for the overall organization.

What should non-cloud leaders do?

  • Stake claim to the high table: Have the courage to speak up about the importance of your service line. Educate top management about how underinvestment in your business impacts the overall firm. Continue to collaborate with cloud leaders but build deep relationships where you are an equal partner instead of being in the back seat
  • Make your portfolio exciting: Leaders should make their management style and offering portfolio enticing. Unfortunately, most confuse their run the business innovation as exciting, which it is not. They should focus on revamping their offering portfolio, drive positive messages across team members about the impact they are creating, and create internal events for people to feel connected and motivated
  • Invest beyond run the business: Many leaders have almost given up on the hope of growth investing in their business. Some of it is a result of top management’s lack of interest, but in large part is due to the internalization the non-cloud leaders have of this apathy. These leaders need to build a stronger case for investments in their segments, link it to overall firm performance, and provide detailed insights into how their business is adding to cloud momentum
  • Quit: If the leaders continue to get short shrift in their organization, they should proactively look at opportunities outside their company. Smaller and niche companies are always seeking a growth-centric C-suite and will be happy to engage with them. In these companies, executives can create their charters and show the value add they can bring

What is your take on cloud business development at technology service providers? Please reach out to us at [email protected], [email protected], or contact us.

With the rapid pace of change and push toward digital adoption, enterprises need to identify the right vendors, determine the right price, and keep up with evolving operating models. Learn more in our webinar, Cybersecurity: What You Need to Know to Find the Right Partner and Price.

A Half-A-Trillion-Dollar Bet on Revolutionizing White-collar Work | In the News

Combined, digitization and the cloud make it possible for companies to untether from their physical headquarters not just peripheral functions but parts of their ever more digital core business. Many have done just that during the pandemic, thanks to remote work. This opens up an opportunity for India’s IT consultants. They could assume some of the core corporate roles from white-collar workers in other parts of the world.

Wages for new hires in India can be as little as $5,000 annually, less than a tenth of the going rate in rich countries. Even factoring in other costs, Indian projects are at least 20% cheaper than the same endeavors in the West, estimates Peter Bendor-Samuel, CEO of Everest Group.

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Decentriq Raises $15M to Expand Its Data Clean Rooms Platform | In the News

Data clean rooms, a buzzy term that’s gained currency among the enterprise lately, refers to a secure environment where customer data is anonymized, processed, normalized, and stored.

Recently published Everest Group data found that the confidential computing market could grow to $54 billion by 2026, fueled by enterprise cloud security initiatives and expanding regulations, especially in privacy-sensitive industries such as healthcare and financial services.

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Oracle Cloud Application Services PEAK Matrix® Assessment 2022 – Global

Top Oracle Cloud Application Services Providers

Organizations are increasingly adopting Oracle Cloud Applications (OCA) for various reasons, including legacy modernization, cost optimization, and improved stakeholder experience. With industry-specific solutions, enterprise expectations have shifted beyond traditional back-office modernizations using ERP and SCM modules to innovations around customer and employee experience. To help enterprises adopt OCA effectively, providers are skilling talent across products and forming partnerships with Oracle, leading cloud vendors, and specialist technology partners to develop innovative solutions.


OCA Services: What is the Scope?

  • The assessment is based on Everest Group’s annual RFI process for the calendar year 2021, interactions with leading providers, client reference checks, and ongoing analysis of the OCA services market
  • The assessment includes all  industries and geographies

What is in this PEAK Matrix® Report:

This research provides a detailed assessment of 15 providers featured on the Oracle Cloud Application Services PEAK Matrix® Assessment 2022 – Global and categorizes them as Leaders, Major Contenders, and Aspirants based on their capabilities and offerings. Each profile provides a comprehensive picture of the provider’s focus areas, key Intellectual Property (IP) / solutions, and domain investments.



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What is the PEAK Matrix®?

The PEAK Matrix® provides an objective, data-driven assessment of service and technology providers based on their overall capability and market impact across different global services markets, classifying them into three categories: Leaders, Major Contenders, and Aspirants.


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