Tag: IT

Uncovering a Massive Insurance Industry Cloud Opportunity | Blog

Cloud computing presents a huge opportunity for insurers to drive growth, improve efficiency, and deliver innovation, among other benefits. Read on to learn about the coming phase of industry cloud and the key role system integrators (SIs) can play in advancing cloud adoption in insurance.

As insurance enterprises navigate the volatile and risky macroeconomic environment combined with recessionary market sentiment, increasing operational resiliency and agility and delivering superior speed becomes essential.

Insurers have to work effectively, efficiently, and, most importantly, smartly. The urgent demand to innovate and move beyond risk remediation to risk mitigation is making insurers realize the importance of leveraging cloud as a key enabler of growth and efficiency mandates. Let’s explore this opportunity further.

Cloud rises to the top of the business agenda for insurers

Most insurers currently rely on cloud for non-core operations while they explore stepping up to full production. While cloud’s massive potential is well known, insurance enterprises hold back from completely leveraging it for various reasons, including security concerns, integration issues, and the existing legacy stack. The inability to realize full value from cloud investments also becomes a massive roadblock.

Fortunately, the mindset regarding cloud adoption in insurance is taking a huge turn. A cloud-first approach is becoming important to insurance enterprise business leaders who find its benefits too irresistible to pass up.

In addition to helping meet cost and efficiency mandates, deriving full potential and optimizing cloud investments, and driving business-focused growth and experience are arousing interest in cloud adoption in insurance.

A recent Everest Group study on cloud initiatives with more than 75 insurance enterprises found that 70% of insurance leaders believe that cloud insurance initiatives make up more than 20% of their IT spend, as illustrated in the exhibit below.

Driving business agility and lowering the total cost of ownership has become the most important aspect of cloud transformation for insurers. Achieving data-centricity by seamlessly integrating external data with internal datasets, facilitating real-time analysis of large data volumes, and enabling data-driven decision-making across the value chain are other desires gaining prominence among insurers.

Picture1 2

The near future is industry cloud

Slowly and gradually, innovation is taking a front seat in managing the IT estate for the insurance industry. As insurers embark on their next growth phase, they increasingly need to run industry-specific workloads on cloud, such as premium payment processing, policy administration, loss notification, multi-channel sales and distribution management, and claims management and fraud detection.

With insurers moving away from a one-size-fits-all approach, industry cloud is expected to drive the cloud spend going forward to future-proof the technology estate, monetize data to generate alternate revenue streams, and re-think value delivery to end customers. Insurance leaders have started realizing that industry cloud can be a catalyst for transforming and automating industry-specific business processes.

Industry cloud allows industry leaders to get all the assets organized in one place which are specific to the use cases of the industries they operate in. This platform is becoming the next big thing in cloud computing and insurance as it easily allows enterprises to customize processes based on usage, differentiate faster, and innovate in a better way.

Picture2 2

SIs need to support hyperscalers and carriers to shape industry cloud

As the need to develop the industry cloud story gains prominence, the concept of co-creating also is booming. Generally, hyperscalers provide the building blocks for cloud, and SI partners assist insurers in creating and customizing specific applications and business processes on top of that foundation.

Insurers increasingly expect cloud providers to create customized and insurance-specific core solutions that address their unique needs and enable modular business processes. However, industry cloud is the missing piece in full-stack capability for hyperscalers.

As a result, they need support from SIs to realize their vision of catering to the entire enterprise IT stack. SIs need to support hyperscalers in identifying high-potential insurance industry cloud use cases aligned with specific business segments, as shown below.

Picture3 2

Cloud computing has moved beyond being ‘just a digital infrastructure’ to replace on-premise servers. The latest cloud services are more aligned towards integrating advanced technologies such as Artificial Intelligence/Machine Learning (AI/ML), the Internet of Things (IoT), and data analytics to transform the insurance value chain.

For example, cloud computing can take claims management to the next level by managing and automating claims handling and offering a superior claims experience. By combining cloud capabilities with data and AI, insurers can fundamentally change how they manage claims. Infusing AI/ML in claims processes can help insurers tap the plethora of data they possess and unlock immense value to come out on top.

Cloud enables insurers to reduce manual handling, lower error rates, and perform more straight-through processing, eventually leading to faster claims processing and a superior claims experience.

Everest Group research shows about 35% of P&C insurers’ priorities across claims management focused on enhancing customer experience (based on an analysis of 60-plus case studies involving claims modernization/transformation).

Cloud computing also allows insurers to drive superior efficiency by enabling data and analytics-driven claims processing and focusing on effective service delivery to reduce claims expenses and improve claims handling accuracy – all while ensuring greater customer satisfaction.

The time for insurers to go big on cloud has come

Cloud computing is no longer a choice but a mandate for insurance leaders. The insurance industry is finally catching up to the momentum of integrating SaaS into IT systems. As insurers replace outdated mainframe and on-premise infrastructure that has become harder to update and inefficient to scale and maintain, they must leverage the skills and experience SIs offer. Close partnerships between insurers and SIs also can help drive innovation and is where the future is leading.

Everest Group is launching an inaugural Cloud Services in Insurance PEAK Matrix® Assessment 2023. Please reach out to [email protected] and [email protected] for more information on cloud adoption in the insurance industry and to participate in the Cloud Services in Insurance PEAK Matrix® Assessment 2023.

You can also watch our webinar to learn about software and cloud pricing and contract negotiations and to keep spend in check.

The CIO’s Guide to Smarter Vendor Negotiation: 10 Tips | In the News

In an IT marketplace marked by turbulence, inflation, and economic uncertainty, the process of contracting with vendors for technology products and services has gotten significantly more challenging for CIOs.

IT leaders may find that prices are going up without an accompanying increase in benefits, with technology providers — less dependent on any one industry or geography — taking a harder line on deals, says Achint Arora, Partner at Everest Group.

Read more in CIO

Impact of ChatGPT and Similar Generative AI Solutions on the Talent Market | Blog

ChatGPT’s arrival has brought much hype and speculation that it could replace several human workforce areas. While ChatGPT shows great early potential, how will it impact the “future of work” and the overall talent landscape? Read the latest blog in our series to learn more about the impact of ChatGPT and other generative Artificial Intelligence (AI) solutions on the workforce.

Since its advent, ChatGPT has taken the internet by storm, reaching a million users in under a week. No wonder it is the most talked about subject in technology and innovation. While ChatGPT has generated a lot of curiosity among netizens, the big techs are not far from the spotlight.

Microsoft has already invested billions in the technology and even integrated it into its search engine Bing. Google has officially announced “Bard,” its ChatGPT rival based on an in-house language model that is undergoing testing before being released to the public.

Chinese search engine Baidu has announced the testing of a similar tool, “Ernie Bot,” while Alibaba also confirmed working on an AI tool. Worldwide, we are witnessing rapid innovation and updates in this field, and by the time you read this blog, we might expect some more new developments.

What does it mean for the talent and workforce industry?

While the utility of a generative AI like ChatGPT remains an area to explore, we expect HR and business leaders to leverage ChatGPT across various dimensions of work and talent management. The workforce industry has evolved over the past few decades, and with the advent of machine learning and AI, we can expect to see some major transformations in the coming few years.

While ChatGPT has the potential to impact talent management, it is still not a replacement for human recruiters. Instead, it can assist them by streamlining the process and making it cost-effective and efficient by automating routine tasks, improving the candidate experience, and enhancing the recruitment process.

Some functions like job screening, content development, and job pricing will see a greater impact than other roles, as illustrated below:

Current mapping of ChatGPT and similar AI across the talent management value chain

Picture1 1

Where can ChatGPT replace human involvement in the near and long term?

ChatGPT has already proven its capability to solve math, write code and content, create poetry and literature, converse with other AI tools, and assist with business problems. Soon, generative AI tools have the potential to replace most non-automated tasks such as targeting prospects, writing sales pitches, drafting reports, writing basic code, developing financial models, analyzing data, assessing candidates, optimizing operations, etc. Although the list has no definite bounds, the possibility exists for a single generative AI replacing jobs across multiple domains such as marketing, sales, finance, operations, etc.

The potential impact of ChatGPT and similar AI across workforce areas

Picture2 1

Key examples of generative AI adoption

Here are some of the applications for these tools in the industry:

  • Content creators at leading cloud services company VMware use the AI-based content creation toolJasper to generate original content for marketing – from email to product campaigns on social media
  • Morgan Stanley is working with OpenAI’s ChatGPT to fine-tune its training content on wealth management. Financial advisors are using it to search for existing content within the firm and design tailored content for its clients
  • Codeword, a leading tech marketing agency, has already hired the world’s first AI interns as an experiment to assist them with content writing, design, animation, and marketing

On similar themes, we have seen companies leveraging AI, such as Tesla building driverless cars and McDonald’s experimenting with employee-less eateries. In a few years, AI bots could replace various roles, such as customer service executives, recruiters, content writers, and even coders.

We might expect to see a single generative AI tool functioning across multiple domains (finance, HR, marketing, customer service, operations, etc.) within an organization, reducing the need for human intervention.

Blue-collar jobs were already at risk, and the success of ChatGPT further threatens several white-collar professions as well. In the long run, ChatGPT and similar AI tools can open doors to many new opportunities for AI integration, and any prediction we make has a higher risk of falling short of reality.

What challenges are associated with ChatGPT adoption?

We have already discussed the technical challenges of ChatGPT in our earlier blogs (see links at the end of this post.) Human interaction and empathetic judgment are the two major challenges for any AI tool to penetrate the talent management space. Also, limited capabilities in languages other than English and text-driven communication style restrict the use cases of generative AI in non-English speaking regions. Ethical and legal concerns also need to be addressed as the distinction between AI-generated and human-generated data blurs.

In addition, most short-term use cases of generative AI, such as chatbots, already have an alternative available in the market. It will take time for ChatGPT to further integrate into the talent market and move from an experimental basis to organization-wide implementation. Integrating a new system also requires additional investments and training that organizations need to explore.

Impact of ChatGPT on the future workforce

Amid all the hype and speculation, one thing is for sure: AI is here to stay. As humans, we need to embrace it and learn to co-exist with it. With the rise in AI adoption, the talent dynamics also are expected to change, and certain skills/roles associated with it will soar as we enter the age of AI.

Going ahead, we can expect to see higher demand for relevant technical skills. This also creates opportunities for several related skills, such as people with specific domain knowledge to train models and personnel, review content, ensure data reliability, and integrate systems based on industry needs.

Follow our next blog in the series to learn more about the type of skills/roles that will be affected and the new roles that will emerge in demand.

Below are some illustrations of the current capabilities and limitations of ChatGPT on talent-related queries. (The screenshots were taken on February 20, 2023, from India and the responses might be different for other users.)

Picture3 1

Picture4

Picture5

Picture6

Picture7

For our previous blogs on this topic, see ChatGPT – Can BFSI Benefit from an Intelligent Conversation Friend in the Long Term?, ChatGPT Trends – A Bot’s Perspective on How the Promising Technology will Impact BPS and ChatGPT – A New Dawn in the Application Development Process?

If you have questions about the latest trends in the talent landscape or would like to discuss developments in this space, reach out to [email protected] or [email protected].

You can also watch our webinar, Top Emerging Technology Trends: What Sourcing Needs to Know in 2023, to learn more about how organizations can implement new technologies into processes and operations.

Experience, Data, and Trust – The Industrialization of Data-driven Personalized Experiences | Blog

Balancing experience with data and trust is essential to delivering engaging personalized experiences for customers and driving business success. Developing a robust and scalable automated process for data-driven personalization is critical for enterprises to win in the evolving personalization and interactive experience segment. Read on to learn more.  

Customer experiences have become increasingly prevalent with the democratization of the internet, coupled with significant technological and data processing advancements over the past few years. Enterprises are now realizing the value of prioritizing the people side of business. Creating positive personalized experiences for customers can foster loyalty, increase customer satisfaction, and drive repeat business. On the other hand, negative experiences can damage a reputation and reduce customer loyalty. Let’s explore the importance of personalization.

Personalization – then, now, forever

Personalization is not a new concept. It has existed for decades. Enterprises must capture users’ attention and stand out to thrive. According to Everest Group estimates, more than 70% of consumers interact with a personalized promotional message.

Personalization, more commonly known as “persona-based personalization,” mostly involves grouping users into segments or personas based on common characteristics or behaviors. This approach can be effective in delivering relevant content or offers to a large group of users with similar interests or needs, based on demographics, purchase history, or browsing behavior.

Today, technological advancements have changed the landscape. Categorizing consumers is difficult because they don’t have just one interest area. The plethora of information available online has shifted the power to consumers who determine their preferences, disrupting brands that are no longer in charge.

As a result, brands now are also adopting “person-based personalization,” a form of personalization that considers the individual’s unique needs and habits instead of categorizing the user into specific buckets. Personality-based personalization is a 1:1 approach, where enterprises focus just on the customer as an individual. Everything revolves around the individual as a person, ranging from interactive experiences to advanced personalized marketing strategies. While persona-based personalization involves a large sample size, person-based personalization involves a sample size of just the individual.

Because person-based personalization has the potential to deliver high returns on investment (ROI) to enterprises, deploying an industrialized process for real-time person-based personalization is essential.

While most brands have invested in personalization, some remain reluctant to fully embrace real-time data-driven personalization at scale, which involves personalizing every touchpoint in the customer’s journey based on real-time context. This method requires a unique interplay of data, intelligence, and omnichannel strategies. Developing an industrialized process for delivering individual personalization beyond the required data analysis is essential for enterprises.

Data-driven personalization at scale is the need of the hour

Data is the most critical requirement for delivering effective personalization. Personalization is driven by insights into individual preferences, behaviors, and needs that only can be obtained by collecting and analyzing data. Data collection needs to be well-thought-out. Enterprises require large volumes of data collected from multiple sources, and this data needs to be of good quality, accurate, and relevant because poor-quality data can lead to incorrect insights. Collecting diverse and up-to-date information is another important aspect.

The scope of data gathering has increased too. In the past, customer data was mainly collected via offline surveys, point-of-sales, and telecommunication, just to name a few. But the increased digitization supplemented with advancements in data and analytics has greatly impacted personalization by also allowing for collecting and analyzing vast amounts of data through digital channels. This has led to more seamless personalized experiences for users and has helped companies build deeper relationships with their customers.

An Everest Group study suggests that 78% of startups in the customer experience (CX) space leverage Artificial Intelligence (AI) to develop more relevant and engaging solutions for customer conversion, engagement, and retention. With the rise of AI, personalization has become even more precise and can consider a wider range of factors such as emotions, mood, and context.

However, significant investments are required if enterprises want to set up in-house industrialized data collection and analysis. This is where data platforms come into the picture. Data platforms can be thought of as purpose-built systems or infrastructures to collect, manage, and process large data amounts. It typically includes technologies and tools for data storage, data processing, data integration, data security, and data governance.

Data Experience Platforms (DXPs) offer a  collection of tools such as Digital Asset Management (DAM)Customer Relationship Management (CRM), Customer Data Platforms (CDP), and personalization tools that can meet the needs of enterprises, as illustrated below.

Exhibit 1. Data collection tools for aiding personalization efforts

Picture1

How privacy and data guidelines affect user data collection

As discussed, data is essential to personalization. Clearly, the more data enterprises have, the better insights they can gain, and the better experiences they can provide. However, in today’s digital environment, user safety and trust are crucial. Consumer awareness is on the rise, with people growing increasingly skeptical about sharing their data. Concerns over how personal data is handled and safeguarded by enterprises are growing.

According to the United Nations Conference on Trade and Development (UNCTAD), 71% of countries today have some legislation around data protection and privacy, while 9% have draft legislation. Stringent data regulations such as the General Data Protection Regulation (GDPR) in the European Union, Nigeria’s Data Protection Regulation (NDPR), The California Consumer Privacy Act (CCPA), etc., have provisions to heavily penalize enterprises misusing consumer data.

Adding to this is the increasing push to eliminate third-party cookies. While browsers such as Apple Safari and Mozilla Firefox have already taken the step, market leader Google Chrome also has announced its intention to phase out third-party cookies by 2024, extending its earlier deadline. This has brought into focus the collection of voluntary data from users (Zero-party data) and first-party sources (1P data).

Zero-party data is a valuable information source for enterprises as it provides the best clarity to individual preferences. Developing a trust-based relationship with users and having total transparency about the use cases of zero-party data is essential for enterprises. Establishing a trust-based relationship might lead users to voluntarily provide more insights.

First-party data collection also needs to be transparent and strong security measures should be implemented to protect personal data. Sensitive data must be encrypted, security regularly audited, and effective access control measures adopted. Brands need to consider the needs of empowered users by honoring their “right to forget” and “untraceable” requirements.

As enterprises possess an enormous amount of users’ personal data, they also need to take the moral responsibility to protect that data. Customers who provide their data to enterprises understandably want their data to be protected and not misused without their knowledge. According to Everest Group estimates, more than 50% of customers are willing to share their personal data with companies but only with a clear understanding of how it will be used.

Combining automation with data and trust

Winning user trust and gaining access to more voluntarily provided data is no doubt essential to achieving better person-based personalization. But this data needs to be utilized in the best manner by making use of tools (such as personalization engines and marketing automation tools) to set up an industrialized workflow for large-scale 1:1 person-based personalization. Without a robust and scalable automated process for large-scale person-based personalization, enterprises tend to lose.

Exhibit 2. The industrialized workflow for achieving data-driven 1:1 personalization

Picture2

Greater trust = Greater data = Greater personalized experiences

Personalization starts from a persona-based mechanism and, with an ever-increasing user base, shifts to person-based personalization. User data is the only way to go forward. User data and trust need to go hand in hand. To win customer attention, trust, and loyalty, enterprises need to know how to use the right data at the right time and how to go ahead with individual personalization without breaching the intrusion barrier.

Exhibit 3. Relationship between Trust and Personalization

Picture3

The outlook

Overall, the personalization and interactive experience landscape has become more complex and diverse, requiring brands to constantly adapt and stay up to date on the latest trends and technologies to reach and engage customers. However, even with increasing investments, the ROI might decline due to the heightened competition making it more challenging to stand out and generate returns, technical limitations, and privacy concerns, just to name a few.

Enterprises need to break down their user base into smaller, more targeted segments to achieve 1:1 person-based personalization and tailor products, services, and experiences to each individual user’s specific needs and preferences. The smaller the segments, the better enterprises can tailor their personalization efforts and achieve a more effective 1:1 experience.

In addition to the investment level, the strategy and implementation of personalization and experience efforts also needs to be considered. A well-designed and executed strategy can generate returns even with increasing investments. By balancing experience with data and trust, companies can deliver engaging personalized experiences that build strong relationships with users and drive business success.

If you have questions about selecting the right data platform or want to know more about personalization, interactive experiences, or discuss developments in this space, reach out to our analysts at the Adobe Summit, or get in touch with the Everest Group team at [email protected], or [email protected].

To learn about the comprehensive roadmap for enterprises to achieve business outcomes and mitigate challenges in their journey to accomplish truly industrialized 1:1 person-based personalization, see our report Emergence of CDPs: Charting the Path to Data-driven Personalization.

Check out our webinar, Strategies for Customer Experience (CX) Success in an Uncertain World, to learn key trends and hear recommendations on what to prioritize to deliver exceptional CX.

BPM Companies Turn To Cost-saving Deals in New Normal | In the News

Data analytics and automation are becoming an integral part of business process management (BPM) offerings. BPM firms are bagging more cost-saving deals as clients prioritize on cost-cutting and beating inflation.

Budgets in most industrial sectors are up slightly over 2022, but many firms have been unable to spend their full budgets last year. “Hence, we expect to see a growth of 5-7% for the industry over last year. This is down from the 12% of 2022 but still healthy,” said Peter Bendor-Samuel, CEO of research firm Everest Group.

Read more in the Economic Times

Product Manager Role In Selecting Value Partners Or Best-of-Breed Service Providers | Blog

We’ve had ten years of digital transformation initiatives. Companies that have reached a maturity level now invest in software-defined operating platforms. These platforms are tech stacks that evolve and become very intimate with company operations. Companies need to think about these platforms holistically and develop a road map for the platform and operations together. Consequently, the core versus non-core aspect of technology services is no longer a useful construct for selecting third-party service providers or vendors. That old model is changing.

Read more in my blog on Forbes

Private 5G and Wi-Fi 6: Competition or Cooperation? | Blog

While Wi-Fi 6/6E and private 5G technologies each offer advantages in different applications, these next-generation wireless networking technologies can work better together than against one another. Read on to learn how these solutions can complement each other and support enterprises’ technology transformation journeys.

Driven by massively increased device penetration and interconnectedness in recent years, combined with rising investments and research from technology and solutions providers, Wi-Fi 6/6E and private 5G technologies both offer substantial opportunities for enterprise development.

Still in its nascent phase, private 5G is beginning to take off with advancements in this technology particularly prominent across America, Europe, and Asia Pacific, especially in the US, UK, China, and South Korea.

While from a top level, both Wi-Fi 6 and private 5G offer improved network connectivity opportunities and other benefits, the technology types differ in accessibility, licensing, authentication, and use cases. Let’s compare them.

Core differences and suitability

  • Wi-Fi 6/6E – Generally, it is more suited for indoor, smaller-scale wireless networks. Its lower spectrum complexity and relative implementation ease make it a more accessible solution compared to private 5G. Wi-Fi 6/6E’s increased support for internet of things (IoT)-connected devices and high-density wireless traffic make it ideal for venues such as schools, stadiums, and shopping malls. Wi-Fi 6/6E also can be more easily integrated with enterprise management tools in areas such as security, visibility, and analytics
  • Private 5G – It is more suited to outdoor use cases on a larger and more complex scale. Autonomous vehicles, smart cities and factories, and remote healthcare are some of the leading use cases and conversation starters for private 5G at present

In the graphic below, we compare the performance and efficiency of each use case. The blue highlighted sections show the areas where the technology is better suited:

Picture1 4

Advantages each offer

In terms of accessibility and attractiveness, Wi-Fi 6/6E technologies have some clear benefits over private 5G. The spectrum for wireless local-area network (WLAN) technology is less complex than cellular, which may be more attractive to enterprises looking to incorporate one of the technologies to improve their wireless setup.

Wi-Fi 6/6E as a product also is at a later development stage than private 5G. This means highly developed and specialized equipment already is in mass production and readily available, whereas use case specific private 5G options may not be as well-defined. These factors can make it more cost-effective for enterprises using a Wi-Fi 6/6E solution and have an improved return on investment, especially in the short term.

Private 5G’s higher complexity does bring benefits, though. For instance, it can meet the needs of more complex and intensive wireless setups than WLAN technologies and address enterprises’ data privacy concerns around internal data and security better than a Wi-Fi 6/6E network.

How can these technologies synergize?

Both Wi-Fi 6/6E and 5G can act as catalysts for enterprises’ wireless journeys moving forward, and each offer clear benefits and use cases in which they are preferable. But this doesn’t mean they are necessarily rivals. Rather, treating them as complementary solutions can bring more benefits.

Cooperation between Wi-Fi 6/6E and 5G networks can enable innovation and success with IoT growth and edge computing capabilities. Together, the networks will be able to support remote workforces more efficiently and reliably and bolster overall connectivity with speed and flexibility. Businesses engaging in multiple verticals, for example, may find it better to incorporate both options to deal with their network demands at a range of scales.

Recommendations for the short- and long-term

With that said, enterprises may find it beneficial to focus on solutions from Wi-Fi 6/6E offerings in the short term because this more developed technology can provide greater automation benefits, and is more accommodating for stricter budgets – a substantial plus in a recessionary environment.

Private 5G setups then can be incorporated in the longer term when it is better-developed, more affordable, and able to be utilized in a higher range of verticals and use cases. Private 5G-friendly use cases also will mature in the future in segments including mining, manufacturing, and Industry 4.0.

While Wi-Fi 6/6E technologies are increasingly explored in existing applications, private 5G will become prominent for conceptual and transformative use cases. As a result, enterprises, telecommunications providers, and systems integrators may seek to incorporate private 5G technologies as part of their long-term network setups.

Key Factors to Consider

Ecosystem participants have the following critical factors to consider while making decisions about private 5G and Wi-Fi 6/6E:

  • Business and network enterprise heads can look to proactively improve their wireless setups with a view to the longer term and the transformative technologies they plan to invest in. This can be achieved by consulting with service providers to see which technologies will better fit their industry-specific demands and use cases
  • Heads of systems integrators and telecommunications providers can consider the network with cloud and IT as pivotal business initiatives. More specifically, they can investigate treating Wi-Fi6/6E and private 5G options as potentially pivotal in their network decisions. This can allow them to better exploit and benefit from developing network technologies
  • Partnership heads of technology providers can look to extend their offerings of products and services within Wi-Fi 6/6E and private 5G and showcase their ability to meet the industry-specific use case demands of customers across different segments when partnering

While wireless network decisions often can be an afterthought, having a well-planned strategy can benefit an enterprise’s IT setup and overall business. To achieve short-term results and long-term business transformation, the C-Suite should adopt a dynamic network strategy, including next-generation technologies like Wi-Fi 6/6E and private 5G.

To discuss further, please reach out to [email protected], [email protected] and [email protected].

Check out our webinar, Top Emerging Technology Trends: Six Things Sourcing Needs to Know in 2023, for insights on how to stay ahead of emerging technology.

Cost Takeout Deals Put Big IT Firms at Advantage | In the News

The bigger Indian Information Technology (IT) firms are breathing easy despite the global economic slowdown threatening to moderate growth prospects in the next financial year. With rising inflation amid the Russia-Ukraine war, most enterprises are facing increasing cost pressure.

“In the large accounts, they (large IT firms) are likely to benefit from portfolio rationalization. However, in smaller clients, the smaller vendors have a modest advantage. Net, net, it will be beneficial for the larger firms,” Peter Bendor-Samuel, CEO of global consultancy firm, Everest Group told Deccan Herald.

Read more in Deccan Herald.

Cost Takeout Deals Put Big IT Firms at Advantage | In the News

The bigger Indian information technology (IT) firms are breathing easy despite the global economic slowdown threatening to moderate growth prospects in the next financial year. With rising inflation amid the Russia-Ukraine war, most enterprises are facing increasing cost pressure.

“We see the torrid post-pandemic market for digital slowing, but still growing. We see headwinds for modernisation, but an eagerness for digital pragmatism, where the new digital work can deliver clear and immediate results. Hence, the demand is shifting from hyper-growth to a more mature and sustainable level of growth,” Peter Bendor-Samuel of Everest Group said.

Read more in Deccan Herald

How can we engage?

Please let us know how we can help you on your journey.

Contact Us

"*" indicates required fields

Please review our Privacy Notice and check the box below to consent to the use of Personal Data that you provide.