Enterprise Archives - Page 9 Of 9

The Evolution to Next Generation Operating Models in the Energy Industry | Sherpas in Blue Shirts

June 8, 2011

As pioneers of global sourcing, leading organizations in the energy industry such as ExxonMobil, Shell, Chevron, and BP have been able to extract significant value from offshoring while maintaining a manageable risk profile. However, the growing complexity of their global sourcing portfolios in terms of internal and external supply options (see Table 1 below), service delivery locations, governance models, and systems/tools has led to a set of challenging issues around design and ongoing optimization.

From a design standpoint, energy companies are rethinking their operating models to address a wide range of issues and concerns including:

The next wave of scope expansion opportunities

How can I systematically identify new sourcing areas balancing value and risk?
How can I predicate and manage short- and long-term demand?

Building an integrated supply mode and global delivery footprint

How can I maintain an optimal, complementary mix of internal and outsourcing supply alternatives reflecting requirements for capacity, competencies, and cost?
How can I build a consistent framework to place incremental scope into the right supply model?
How can I create an integrated, flexible global delivery model that meets current and future demand while minimizing exposure to risks?

Energy companies also face challenges in building a holistic management approach to enable ongoing value capture and expansion, such as:

How to build a holistic, enterprise-level governance model

How can I appropriately assess performance across outsourcing service providers, captives, locations, and service lines?
What is the optimal governance approach to enable best practice sharing, risk mitigation, and economies of scale?

How to improve end-to-end process effectiveness and control

What are the value and constraints to standardize and simplify end-to-end processes across my enterprise?
What are the right effectiveness metrics and process efficiency measures?
How can I enhance process control to minimize operational risk?

Many of the top energy organizations are experimenting with next generation operating models to address these issues. For example, a global energy major that utilizes both outsourcing service providers and internal shared services recently embarked on a multi-year journey to integrate services design, delivery, and governance across business units, functions, and geographies. The objectives are to enhance end-to-end process effectiveness and control, reduce complexity and risk at the enterprise-level, and improve service performance and cost efficiency.

Our experience in the energy industry clearly indicates that unlocking the next wave of value requires more deliberate design of an integrated global delivery model, a consistent framework to better align supply with demand, and a holistic approach to govern and optimize services. In addition, corporate culture impacts cannot be overlooked. In global energy companies’ large, complex environments full of competing interest and priorities, strong executive leadership and commitment are vital to success.

Microsoft Confuses Economies of Scale with Next Generation Data Centers | Gaining Altitude in the Cloud

June 1, 2011

In a recent article in Information Week, a Microsoft executive made the claim that the economies of scale of cloud data centers were so compelling that few companies, if any, would want to continue to operate their own. He went on to offer Microsoft’s cloud data centers as the proof point. He stated the Microsoft cloud data centers operate on next generation architecture. Instead of housing servers in hardened data centers, which are expensive to build, cool and maintain, Microsoft utilizes new hyper-scalable architecture that jam packs servers and storage into vapor-cooled containers similar to those you see on the interstate being pulled by semi trucks. Microsoft achieves resilience exceeding that in the hardened data centers by duplication of assets in multiple locations. And when combined with the flexibility of virtualized cloud offerings, the net result is dramatically lower cost – to the tune of as little as 25 percent of the cost to build and run their level 4 hardened cousins.

Our counterpoint: we have been conducting extensive research, and our analysis confirms that many next generation data centers are significantly less expensive than many cloud offerings. Further, they are mature enough to support enterprise-class computing today, and are far more flexible than traditional legacy data center infrastructures. When enterprises combine these benefits, they can indeed achieve dramatically lower computing costs. It’s important to recognize that these are not driven by economies of scale; rather, they arise from the advantages of radical new architecture and technology. Everest Group’s work strongly suggests that whereas economies of scale do exist in next generation data centers and their related cloud offerings, most of the benefits are reached quite quickly.

A vital distinction – next generation data centers and private cloud are available to most mid to large enterprises at a cost comparable to that of mega Microsoft. Enterprises seeking to capture these benefits should not be seduced by claims of massive gains provided by ever increasing size, but should instead focus their attention on how to leverage the architecture and next generation technologies while adapting their applications and organizations to take advantage of these dramatic new opportunities.

Economic Forecast Calls for More Clouds | Gaining Altitude in the Cloud

May 31, 2011

Have you ever stopped to think why cloud computing is at the center of any IT-related discussion? In our conversations with clients, from the boardroom to the line manager, cloud is sure to enter into the discussion. Today, many of those conversations are around understanding, and to a lesser degree, implementation. But once the discussion crosses the threshold of understanding, the topic immediately goes to, “How can I get into the cloud?”

Everest Group recently held a webinar on the economics of cloud computing. There were two objectives: 1) Help clarify just how disruptive, in a good way, cloud computing is and can be; and 2) Demonstrate the economic benefits that exist in the cloud economy, and that there are those striving for this competitive advantage today.

The Hole in the Water That You Throw Money Into

One of the key economic drivers that hampers today’s data center environment is the relatively low utilization rate across its resources. Think about it like this: You’ve probably heard the old adage that owning a boat is like having a hole in the water that you throw money into. That is because the majority of boats are seldom used. (Trust me, I know, I used to own one.) The per use cost of a $25,000 (and quickly depreciating) boat that you actually use three or four times a year is quite high, and the reality is you could have rented a boat often for a fraction of the cost. The same thing is happening in your data center. If your utilization is 20 percent, or even 30 percent, you have essentially wasted 70-80 percent of your spend. That is an expensive data center.

Cloud computing is like that little boat rental shop tucked away in a nice cove on your favorite lake. What if you could get rid of excess capacity, better manage resource peaks and valleys, and rent public capacity when you need it, and not pay for it when you don’t?

The Economics

As you can see in the graphic below, the economics related to cloud are dramatic, and the key lies in leveraging the public cloud to pay only for what you use, eliminating the issue of excess capacity.

There is a variety of point examples in which this is done today, with the above economics reaped. For instance, Ticket Master leverages the public cloud for large events, loading an environment to the cloud, specifically sized for each given event. The specific event may only last several hours or days, and once complete, Ticket Master takes down the environment and loads the data in its dedicated systems.

There are also enterprises and suppliers working to enable peak bursting more seamlessly. For example, eBay recently showed where they are working with Rackspace and Microsoft Azure to enable hybrid cloud bursting, allowing eBay to reduce its steady state environment (think hole in the water) from 1,900 to 800 servers, saving it $1.1 million per month.

The Steps to Getting Started

Dedicate yourself to getting rid of your boat (or should I say boat anchor?) Begin a portfolio assessment. Understand what you have, and what is driving utilization. Consolidate applications, offload non-critical usage to the valleys, and look for ways to leverage the public/private cloud. When I unloaded my boat, I freed up capital for the more important things in life, without sacrificing my enjoyment. Doing so in your data center will allow you to take on strategic initiatives that will make you even more competitive.

Growing Renewals in Asia: Time to Plan Ahead? | Sherpas in Blue Shirts

May 9, 2011

As Indian service providers announce their results for the year, one can’t but be amazed by their spectacular growth. For fiscal 2011, TCS’s annual earnings grew by 29 percent year over year (YoY), and Wipro’s IT services revenue grew by 19 percent YoY. While North America and Western Europe have traditionally fueled growth for the Indian heritage service providers, the focus is increasingly turning to Asia to capitalize on the growing economic shift.

In this context, the next several years are set to be quite interesting for the Asian markets, as we estimate that more than 500 first generation ITO and BPO contracts, worth US$25-30 billion, are up for renewal in Asia (Middle East, India and South East Asia) through 2014.

As we ran an analysis of potential renewals through our deal databases, some interesting trends emerged:

India, Malaysia, Singapore, Saudi Arabia, and Israel, in that order, have the largest renewal opportunities; and India is the largest market by far, possessing 50+ percent of the potential renewals by value.
In India, a large number of early stage telecommunications deals are coming up for renewal; in the rest of the region, financial services will likely dominate renewal activity.
IT contracts will likely contribute nearly 80 percent of these renewals, with infrastructure being the most significant component.
Clearly, large buyer enterprises (Forbes 1000 firms or private firms with revenues of over US$5 billion) will dominate these deals, except in Middle East Asia, where there is a greater presence of small-to-medium sized contracts.

What makes renewals unique in the Asian market?

First, over the last decade, Asia has undergone a much more rapid change in service provider capabilities than developed markets. Today, most global IT-BPO providers have sizeable Asian market practices, and have brought global offerings to service regional buyers; a decade ago, it was just a select few.

Second, buyer maturity in the region has increased significantly. Asian buyers today have had multiple deal experiences with providers, and consequently understand sourcing and governance in far greater depth than in the early 2000s. Today, transformational deals are not unheard of, and sophisticated service management frameworks are the norm, not the exception.

Third, consider changes in the global context that also affect the environment in Asia: the growing adoption of virtualization; the emergence of the Cloud; enterprise-scope BPO services; and consolidations in the provider landscape.

Together, all these factors make the case for a careful look at contractual parameters as end-of-engagement terms approach. Typical end-of-term alternatives include:

Renew: Resign the existing contract with minimal changes.
Renegotiate: Modify a limited number of elements of the contract.
Restructure: Rethink the structure of key contract provisions and key business terms.
Recompete: Terminate the existing contract and enter into a fresh competitive bid process.
Repatriate: Terminate the current contract and bring previously outsourced services back in-house.

As Asian buyers consider these options, they need to carefully evaluate market capabilities (given significant market changes), and take a closer look at deal robustness to ensure that market best-in-class service management/contractual frameworks are incorporated. This implies that restructuring and recompeting are very real options in the Asian context.

Everest Group’s experience indicates that end-of-term evaluations take nearly six months in typical global deals. Given added complexities in regional deals, buyers would be wise to begin their evaluations up to a year in advance.

Historically, it is not uncommon to see buyers continue with their incumbent service providers. While some fail to leverage the market effectively, others get bogged down with challenges of repatriation or risks of changing service providers (such as business continuity risks, contractual lacunae for transition-out or incumbent provider hold-up). However, heightened competition, changing service provider landscape, newer delivery models (e.g., cloud) and increasing maturity in the Asian and Middle Eastern markets could well change this going forward.

Size Does Matter – The Real Pecking Order of Indian IT Service Providers | Sherpas in Blue Shirts

May 3, 2011

Earlier today, Cognizant reported its financial results for the first quarter of 2011, bringing to an end the earnings season for the Big-5 Indian IT providers – affectionately referred to as WITCH (Wipro, Infosys, TCS, Cognizant, and HCL). Cognizant’s results were yet again distinctive: US$1.37 billion in revenues in 1Q11, which represents QoQ growth of 4.6 percent and YoY growth of 42.9 percent. The latest financial results reaffirmed – yet again – Cognizant’s growth leadership compared to its peers and are a testament to Cognizant’s superb client engagement model.

Q1 2011 financial highlights for WITCH:

In a recent blog post, my colleague Vikash Jain commented on the changes in the IT services leaderboard, and especially the questions and speculation on the relative positions of Wipro and Cognizant in the Indian IT services landscape. Cognizant’s 1Q11 revenues are now just US$29 million below Wipro’s IT services revenues, and based on current momentum, Cognizant could overtake Wipro as early as 2Q11, making it the third largest Indian IT major in quarterly revenue terms. The guidance provided by the two companies for the next quarter – Cognizant (US$1.45 billion) and Wipro (US$1.39-1.42 billion) – provides further credence to the projected timelines.

How important is this upcoming change in the relatively static rank order of the Indian IT industry (the last change happened in January 2009 post the Satyam scandal)? Not very, in our opinion. As and when this happens, the event will indeed create news headlines and the occasional blog entry, but the change in rankings does not imply a meaningful change to the overall IT landscape. Further, other than providing Wipro with even more conviction to make the changes required to recapture a faster growth trajectory, the new rank order does not suggest any changes in the delivery capabilities of either of these organizations.

As we advise our clients on selecting service providers, we believe that it is more important to understand the service provider’s depth of capability and experiences in the buyer organization’s specific vertical industry. While total revenues and financial stability are important enterprise-level criteria, performance in the vertical industry bears greater relevance and significance as buyers evaluate service providers. In our 1Q11 Market Vista report, we examine the CY 2010 revenues of the WITCH group to determine the pecking order in three of the largest verticals from a global sourcing adoption perspective – banking, financial services and insurance (BFSI); healthcare and life sciences; and energy and utilities (E&U).

As we recognize there are differences in the way these providers segment results, for simplicity we are relying on reported segmentation (which we believe does not meaningfully alter the results). The exhibit below summarizes the results of our assessment:

Industry leaderboard for WITCH:

Our five key takeaways:

The ranking of WITCH based on enterprise revenues has limited correlation to industry vertical rankings. The leader in each of the three examined industries is different.
In BFSI, while TCS is the clear leader, Cognizant is rapidly closing in on Infosys for the second spot. (Note: Wipro is already #4 in this vertical).
In Healthcare and Life Sciences, Cognizant emerges as the clear leader with 2010 revenues greater than those of Wipro, TCS, and HCL combined. (Note: Infosys does not report segment revenues for Healthcare).
In E&U, Wipro leads the pack and is expected to widen the gap through its acquisition of SAIC’s oil and gas business. TCS achieved the highest growth in 2010 to move to third position ahead of HCL (TCS was #4 in 2009) and narrow the gap with Infosys (Note: Cognizant does not report E&U revenues).
Finally, the above ranks are going to change quickly. Based on the results announced for the first calendar quarter of 2011 alone, we anticipate a change in the second position for each of the three examined verticals:
- Cognizant’s Q1 BFSI revenue of US$570 million is nearly identical to that of Infosys’ US$572 million
- TCS’ Q1 Healthcare and Life Sciences revenue at US$ 119 million is higher than Wipro’s US$111 million (which also includes services)
- TCS reported Q1 E&U revenues of US$103 million, versus Infosys’ US$93 million

While it will be interesting to see the impact on a full year basis, the above changes in momentum already indicate further changes in the industry leaderboard before the end of the year.

On an unrelated note, by the time we revisit the Wipro versus Cognizant debate when the Indian majors announce their Q2 results starting mid-July, WITCH will assume an additional meaning – the last installment of the Harry Potter movies is due for release on July 15, 2011!

Where Are Enterprises in the Public Cloud? | Gaining Altitude in the Cloud

April 27, 2011

Amazon Web Services (AWS) recently announced several additional services including dedicated instances of Elastic Compute Cloud (EC2) in three flavors: on demand, one year reserved, and three year reserved. This should come as no surprise to those who have been following Amazon, as the company has been continually launching services such as CloudWatch, Virtual Private Cloud (VPC), and AWS Premium Support in an attempt to position itself as an enterprise cloud provider.

But will these latest offerings capture the attention of the enterprise? To date, much of the workload transitioned to the public cloud has been project-based (e.g., test and development), and peak demand computing-focused. Is there a magic bullet that will motivate enterprises to move their production environments to the public cloud?

In comparison with “traditional” outsourcing, public cloud offerings – whether from Amazon or any other provider – present a variety of real or perceived hurdles that must be overcome before we see enterprises adopt them for production-focused work:

Security: the ability to ensure, to the client’s satisfaction, data protection, data transfer security, and access control in a multi-tenant environment. While the cloud offers many advantages, and offerings continue to evolve to create a more secure computing environment, the perception that multi-tenancy equates to lack of security remains.

Performance and Availability: typical performance SLAs for the computing environment and all related memory and storage in traditional outsourcing relationships are 99.5– 99.9 percent availability, and high availability environments require 99.99 percent or higher. These availability ratings are measured monthly, with contractually agreed upon rebates or discounts kicking in if the availability SLA isn’t met. While some public cloud providers will meet the lower end of these SLAs, some use 12 months of previous service as the measurement timeline, while others define an SLA event as any outage in excess of 30 minutes, and still others use different measurements. This disparity leads to confusion and discomfort among most enterprises, and the perception that the cloud is not as robust as outsourcing services.

Compliance and Certifications: in industries that utilize highly personal and sensitive end-user customer information – such as social security number, bank account details, or credit card information – or those that require compliance in areas including HIPPA or FISMA, providers’ certifications are vital. As most public cloud providers have only basic certification and compliance ratings, enterprises must tread very carefully, and be extremely selective.

Support: a cloud model with little or no support only goes so far. Enterprises must be able to get assistance, when they need it. Some public cloud providers – such as Amazon and Terremark – do offer 24X7 support for an additional fee, but others still need to figure support into their offering equation.

Addressing and overcoming these measuring sticks will encourage enterprises to review their workloads and evaluate what makes sense to move to the cloud, and what will remain in private (or even legacy) environments.

However, enterprises’ workloads are also price sensitive, and we believe, at least today, that the public cloud is not an economical alternative for many production environments. Thus enterprise movement to the cloud could evolve one of several ways. In a hybrid cloud where the bulk of the production environment will be placed in a private cloud and peak demand burst to the public cloud. Or will increased competition, improved asset utilization and workload management continue to drive down pricing, as has happened to Amazon in both of the past two years? If so, will enterprises bypass the hybrid path and move straight to the public cloud as the economics prove attractive?

The ability to meet client demands, creating a comfort level with the cloud and the economics all play a role into how and when enterprises migrate to the cloud. The market is again at an inflection point, and it promises to be an exciting time.

Will the Sun Come out Tomorrow? | Gaining Altitude in the Cloud

April 21, 2011

Cloud computing promises increased flexibility, faster time to market, and drastic reduction of costs by better utilizing assets and improving operational efficiency. The cloud further promises to create an environment that is fully redundant, readily available, and very secure. Who isn’t talking about and wanting the promises of the cloud?

Today, however, Amazon’s cloud suffered significant degradation in its Virginia data center following an almost flawless year+ long record. Yes, the rain started pouring out of Amazon’s cloud at about 1:40 a.m. PT when it began experiencing latency and error rates in the east coast U.S. region.

The first status message about the problem stated:

1:41 AM PT We are currently investigating latency and error rates with EBS volumes and connectivity issues reaching EC2 instances in the US-EAST-1 region.

Seven hours later, as Amazon continued to feverishly work on correcting the problem, its update said:

8:54 AM PDT We’d like to provide additional color on what were working on right now (please note that we always know more and understand issues better after we fully recover and dive deep into the post mortem). A networking event early this morning triggered a large amount of re-mirroring of EBS volumes in US-EAST-1. This re-mirroring created a shortage of capacity in one of the US-EAST-1 Availability Zones, which impacted new EBS volume creation as well as the pace with which we could re-mirror and recover affected EBS volumes. Additionally, one of our internal control planes for EBS has become inundated such that it’s difficult to create new EBS volumes and EBS backed instances. We are working as quickly as possible to add capacity to that one Availability Zone to speed up the re-mirroring, and working to restore the control plane issue. We’re starting to see progress on these efforts, but are not there yet. We will continue to provide updates when we have them.

No! Say it’s not so! A cloud outage? The reality is that cloud computing remains the greatest disruptive force we’ve seen in business world since the proliferation of the Internet. What cloud computing will do to legacy environments is similar to what GPS systems did to mapmakers. And when is the last time you picked up a map?

In the future, businesses won’t even consider hosting their own IT environments. It will be an automatic decision to go to the cloud.

So why is Amazon’s outage news?

Only because it affected the 800-pound gorilla. Amazon currently has about 50 percent of the cloud market, and its competitors can only dream of this market share. When fellow cloud provider Coghead failed in 2009, did anyone know? We certainly didn’t. But when Amazon hiccups, everybody knows it.

Yes, the outage did affect a number of businesses. But businesses experience outages, disruptions, and degradation of service every day, regardless of whether the IT environment is legacy or next generation, outsourced or insourced. In response, these businesses scramble, putting in place panicked recovery plans, and having their IT folk work around the clock to get it fixed…but rarely, do these service blips make the news. So with the spotlight squarely shining on it because of its position in the marketplace, Amazon is scrambling, panicking, and working to get the problem fixed. And it will. Probably long before its clients would or could in their own environments.

Yes, it rained today, but really, it was just a little sprinkle. We believe the future for the cloud is so bright, we all need to be wearing shades.

Cloud Services and CFOs’ Triple Hat Role | Gaining Altitude in the Cloud

March 25, 2011

We had the pleasure this week of participating in a CFO Forum hosted by TechAmerica, along with representatives from Microsoft, Softlayer and SOURCE, on the topic of “Navigating the Cloud.” The overall discussion focused on the benefits of the rapidly expanding universe of cloud services, along with key risk, compliance and security considerations for CFOs. During the panel discussion and audience Q&A, it became apparent that CFOs wear three different hats when thinking about the cloud:

CFO as Cloud User – like everyone else, CFOs are potential users of cloud services, primarily via ERP and F&A-related SaaS offerings. Discussion in this area focused on several topics:

Cloud ERP and accounting solutions from vendors like NetSuite and Intacct have been traditionally focused almost exclusively on SMBs. Though still early, enterprise options are emerging from cloud-focused vendors such as Workday. CFOs need to keep on top of the rapidly evolving set of alternatives that exist for the F&A function.
New cloud deployment models are emerging for ERP, such as the ability to run SAP on virtualized private clouds, and availability of select modules through public multi-tenant models. CFOs need to realize that it’s not just SaaS or nothing – new models are being introduced that capture virtualization and private cloud benefits without the perceived risks of moving sensitive financial data to the public cloud.

CFO as Cloud Buyer – the second major relationship CFOs have with the cloud is as a buyer, given the ownership they have over corporate and IT budgeting processes and spend. Points mentioned during the Forum included:

CFOs should give strong consideration to “Cloud First” policies such as one recently announced by Vivek Kundra, CIO of the United States, who is seeking to move 25 percent of the Federal Government’s IT budget to cloud services. The policy doesn’t say that cloud should be adopted whenever available, but rather that it be strongly considered “whenever a secure, reliable, cost-effective cloud option exists.” Sounds like a smart policy for the private sector as well.
CFOs should also work with CIOs and business owners to ensure that a comprehensive assessment has been made of the potential value of migrating to cloud services at the SaaS, IaaS (infrastructure-as-a-service) and PaaS (platform-as-a-service)levels, and that an overall transformation plan exists. Many experiments currently exist, but there is little understanding of where adoption goes after that.

CFO as Fiduciary – the panel also explored the impact of the cloud on CFOs fiduciary responsibilities for the organization.

Duke Skarda, CTO of Softlayer, described the four categories of risk in the cloud that CFOs need to evaluate: compliance, governance, security, and disaster recovery. As with cloud services overall, there’s no one right answer – organizations need to understand their risk posture, requirements, vendor capabilities, and supporting SLAs and contractual agreements. It was also noted that, in some cases, cloud services can actually serve to decrease organizational risk profiles.
CFOs need to understand any potential impacts of applicable compliance or data privacy regulations (especially in Europe) on where and how they can leverage cloud services.
IT policies and controls themselves don’t necessarily change with cloud services, but how they are implemented likely will. CFOs need to ensure IT has taken the right steps to implement appropriate governance and control of cloud services.

Overall, it was a great discussion, with interesting questions and comments from a very engaged CFO audience.

Welcome to “Gaining Altitude in the Cloud” — Another Blog on the Cloud? | Gaining Altitude in the Cloud

March 21, 2011

Does the world really need another blog about the cloud?

Here at Everest Group we believe the answer is a resounding yes.

The “signal to noise” ratio around the cloud is reaching a fever pitch. In fact, the hype alone has driven most enterprises to dip their toe in the water with initial pilots and “experiments.” While moving dev / test environments to the cloud is a good thing, we believe most enterprises should be moving faster and smarter.

What’s missing in the current market conversation about the cloud?

Real, data-driven perspectives on the true ROI and business impact enterprises can expect to see, and in many cases are seeing from the cloud. In what scenarios do IAAS (Infrastructure-as-a-Service) or StaaS (Storage-as-a-Service) offerings make sense in a given enterprise, and from which vendor? Can IAAS and cloud services make sense today even if data center assets are fully depreciated? Can 90 percent of the economic benefits of the cloud be captured via private cloud and virtualization? Or is there more on the table to be gained? While opinions on these topics abound, fact-based analysis is hard to find. And we think the answers might surprise you.

Our goal with “Gaining Altitude in the Cloud” is to create a forum to help enterprise decision-makers, cloud service providers and technology infrastructure vendors better understand the underlying customer economics driving cloud adoption dynamics. Our blog will take a comprehensive view and look across enterprise-class cloud services and major vendors in the areas of:

BPaaS (Business Process as a Service)
SaaS (Software as a Service)
PaaS (Platform as a Service)
IaaS (Infrastructure as a Service)
StaaS (Storage as a Service)

We’ll be featuring best practices, case studies and insights and analysis on how cloud and other next generation IT technologies and services are driving fundamental changes in the economics of IT. By providing customer-centric, vendor-neutral analysis of cloud economics, we hope to inject a much better fact base into the market conversation.

We’re looking forward to the discussion – we hope you are as well!

Announcing our inaugural conference: Everest Group Engage, The Pragmatic Edge: Designing Your Future. Learn more.

Tag: enterprise

The Evolution to Next Generation Operating Models in the Energy Industry | Sherpas in Blue Shirts

Size Does Matter – The Real Pecking Order of Indian IT Service Providers | Sherpas in Blue Shirts

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