Corp 140529 HfS the Four Principles of Progressive Operations

8/11/2019 Corp 140529 HfS the Four Principles of Progressive Operations

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Architects of Global Business

The Four Principles of Progressive Operations

Phil FershtFounder and CEO, HfS

[email protected]

Charles SutherlandEVP Research, [email protected]

Ned MaySVP Research, [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


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2014 HfS Research Ltd. Proprietary Page 2

Contents

Topic Page

Principle 1: Understanding Value Beyond Cost fromBusiness Operations

4

Principle 2: Integrating Services Across the ExtendedEnterprise

11

Principle 3: Reorienting and Redefining OperationsTalent 21

Principle 4: Evolving to Digital Processes and Services 25

Appendices 41


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1. Understanding Value Beyond Costfrom Business Operations

Focusing less on the How and more onthe What to achieve business outcomes

3. Reorienting andRedefining Operations Talent

Instilling a progressive approach todeveloping, acquiring and motivating

talent

2. Integrating Services Across theExtended Enterprise

Achieving greater control and visibilityover operations across the extended

enterprise

4. Leveraging Technology toEnable Better Outcomes

Finding new value from collaborative,automated, analytical, mobile-enabled

business processes

HfS FourPrinciples ofProgressiveOperations

HfS Bases its Research on its Four Principles of ProgressiveOperations


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Focusing less on the How and more on theWhat to achieve business outcomes


Principle One of Progressive Operations


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The World of Operations is Developing a Self-Awareness ofWhere Were Heading

The conversation is moving rapidly away from process improvement and cost reduction:

- Anything rules-based must be automated / moved into the cloud / outsourced

- Labor costs are the new dirty word

- Businesses are increasingly externalizing their services supply chain

- Transactional talent needs to become digital talent

Small innovations are less attractive its all about the big transformation

Decisions are rapidly democratizing very different from 3 years ago

Information is suddenly everywhere the pace of new thinking (and noise) is staggering


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Operations Leaders Expect Rapid Change to Cross the Chasmfrom Legacy to Value!

49%

23%

28%26% 26%

49%

Mainly a "lift and shift" of people and existingprocesses, with limited transformation ofprocesses or their enabling technologies

A genuine transformation of businessprocesses, but limited use of technology

A wide-scale transformation of businessprocesses enabled by new technology tools /

platforms

Now 2 Years' time

Source: HfS Research, 2014. Sample = 189 Major Enterprises

Example: State of BPO Engagements today and expectations for 2 years time


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L

i g h t s - O

n O u t s o

u r c i n g

P r o g r e s s i v e O p e r a t i o n s

Command of the Hybrid Model

New Models for Governance

Next Generation Solution Architects

Process Automation Tools

Configurable Process Methodologies

Analytics Talent and Tools

Presentation Layers for Insights

Flexible Delivery Center Layouts

How do we Cross this Chasm?



Todays Imperatives for Outsourcing: Drive Down Costs,Increase Scale, Improve Processes

10%

14%

9%

21%

11%

12%

37%

22%

28%

18%

27%

22%

29%

33%

47%

36%

48%

48%

25%

45%

39%

51%

44%

50%

40%

33%

30%

34%

28%

32%

25%

24%

23%

24%

24%

21%

20%

20%

13%

10%

13%

9%

13%

10%

10%

7%

5%

6%

Better cloud-based delivery of services

Improved analytics to drive growth opportunities

Access to new technologies

Access to tactical talent

Access to strategic talent

Improved analytics to improve operations

Meet compliance / regulatory requirements

Better transformed / reconfigured processes

Greater flexibility to scale operations

Better automated processes

Significantly lower operating costs (25%+)

Better standardized processes

Likely to fire provider if not achieved Important, but not critical Somewhat Important Not Important

How important are the following business benefits that you EXPECT to be achieved fromyour company's current IT outsourcing and BPO experiences over the next two years?

Source: 2014 State of Industry Study, May 2014. HfS Research in Conjunction with KPMG (Sample 270 Enterprises)



What Clients are Actually Paying for

11%

16%

14%

21%

21%

26%

25%

28%

30%

44%

46%

10%

9%

15%

12%

15%

13%

15%

12%

15%

15%

13%

35%

41%

36%

47%

41%

40%

34%

37%

36%

25%

26%

44%

34%

35%

21%

23%

21%

26%

24%

18%

15%

15%

Provide robotic automation to reduce cost of labor

Provide cloud-based delivery of services

Provide analytics to drive growth

Develop a mechanism for outcome-based pricing

Provide analytics to improve operations

Provide automation to reduce manual interventions

Provide strategic talent

Provide new technologies

Provide transformed / reconfigured processes

Provide standardized processes


Currently have in contract(s) Will insist in future contract(s) Will conside in future contract(s) Don't know

Do you actually CONTRACT for these outcomes from your provider(s) in your majoroutsourcing contracts? If not, will you do so when you renew/renegotiate?

Source: HfS Research in Conjunction with KPMG. Note n=312



Higher Expectations Driving Poorer Client Satisfaction

2%

2%

5%

3%

4%

2%

5%

2%8%

8%

9%

5%

21%

23%

24%

30%

29%

32%

32%

41%42%

44%

44%

48%

66%

58%

50%

48%

45%

47%

41%

40%34%

31%

34%

39%

8%

14%

17%

14%

18%

16%

17%

14%14%

13%

10%

7%

5%

4%

5%

5%

4%

3%

5%

3%2%

4%

3%

1%

Better cloud-based delivery of services

Improved analytics to drive growth

Better automated processes

Access to new technologies

Better transformed / reconfigured processes

Improved analytics to improve operations

Access to strategic talent beyond standard operations

Better standardized processes

Greater flexibility to scale operations


Access to tactical talent

Meet compliance / regulatory requirements

Very Satisfied Satisfied Neither Satisfied or Unsatisfied Unsatisfied Very Unsatisfied

How satisfied are you with your primary service providers' performance to meet eachoutcome?






2. Integrating Services acrossthe Extended Enterprise

Achieving greater control andvisibility over operations across the

extended enterprise


Principle Two of Progressive Operations



Onshore-Centric Majors vs. Offshore-Centric Majors MarketShare Comparison: Whos Geared to Succeed?

23.3% 22.8%

3.8%7.0%

2009 2013

M a r k e t S h a r e i f G

l o b a l I T S e r v i c e s a n

d B P O M a r

k e t Offshore-centric Majors (Wipro,

Infosys, TCS, Cognizant, HCL)

Onshore-centric Majors(Accenture, IBM GS, HP ES, CSC,Cap Gemini)



2007 2008 2009 2010 2011 2012 2013 CAGR

Employee Cost (Rs. Billion) 90.0 114.1 144.8 150.7 188.1 246.8 319.2

EOY Headcount (000) 89.4 111.4 143.8 160.4 198.6 238.6 276.2

Average Headcount (000) 77.9 100.4 127.6 152.1 179.5 218.6 257.4

Net Headcount Additions (000) 22.9 22.0 32.4 16.7 38.2 40.0 37.6

Initial Learning Program (ILP)Participants (000) 11.7 14.5 19.6 17.5 28.2 32.3 30.5

Other Operating Cost(Rs. Billion)

45.4 55.0 61.6 62.7 73.4 97.8 130.3

Employee Cost per Headcount (Rs.Million)

1.155 1.136 1.135 0.991 1.048 1.129 1.240 1.2%

Trainee/ Fresher % in NetHeadcount Additions

51% 66% 76%* 76%* 74% 81% 81%

Other Operating Cost perHeadcount (Rs. Million)

0.583 0.547 0.483 0.412 0.409 0.447 0.506 -2.3%

TCS Cost & Headcount Analysis 2007-2013



2007-2013

Employee Cost per Headcount 1.2% CAGR

Estimated Weighted Average Wage Hike 7.5% CAGR

Annual Reduction in Employee Cost Base 6.30%

Estimated Annual Reduction in TCS Employee Cost Base 2007-2013

The offshore millennials impactcannot be understated

Source: TCS Annual Reports HfS Analysis 2014


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Change in Offshoring Outsourced and Shared Services

-13%-5% -5% -4% -3% -3% -5%

-1% -1%

31% 29% 28% 26% 21% 18% 17% 16% 16%

-20%

-10%

0%

10%

20%

30%

40%

ApplicationDevelopment &

Maintenance

Finance andAccounting

IT Infrastructure Industry-specificOperations

Procurement HumanResources

CustomerService

Supply Chainand Logistics

MarketingSupport

Decreasing Increasing

-9% -7% -6% -2% -3% -3% -4%-1%

-3%

18%26%

19% 17% 20% 20% 16% 16% 14%

-15%-10%

-5%0%5%10%

15%20%25%30%

ApplicationDevelopment &

Maintenance

Finance andAccounting

IT Infrastructure Industry-specificOperations

Procurement HumanResources

Customer Service Supply Chain andLogistics

MarketingSupport

How will this change in the next year? (Outsourcing)

How will this change in the next year? (Shared Services)



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Operating Models: Outsourcing Forms a Critical Lever for anIntegrated Services Model

4%

10%

13%

24%

13%

46%

59%

37%

43%

28%

17%

28%

20%

3%

6%

3%

7%

1%

2%

12%

12%

4%

7%

Internal Business Units (Distributed)

Hybrid of Outsourcing and Shared Services (CentralizedGovernance)

Outsourcing

Shared Services

Increase significantly Increase moderately Will remain at the same levelReduce moderately Reduce significantly N/A

Over the next 2 years will your company increase / reduce its reliance on the following

operating models for your general and administrative functions?



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Six Maturity Leaps with Shared Services and Outsourcing

Relocate FunctionsHeadquarter functions and related BU staffrelocated to low-cost geographies

IntegratedStandard solutions across BUs, geographies,and functions

Wide-RangingOrganized by process across BUs andgeographies

Run it Like BusinessService level measurement andaccountability with transparent pricing

Rapid DeploymentWillingness to impact people, changeculture and invest in long-term strategy

Transactional and COECenters of scale and skill deliveringtransactional and analytical services

Proximate to BusinessMaintain staff in current location

IndependentSpecific to BUs, geographies, and functions

Functionally FocusedProcesses aligned and optimized within

functional towers at BU levels

Staff FunctionCost center focus with modestmeasurement against metrics

MeasuredLow impact on people, culture, minimalinvestment

TransactionalTransactional services delivering

economies of scale

Location

Standardization

Process Orientation

Commercial Orientation

Pace of Change

Service Portfolio

Low Maturity

Legacy

High Maturity

Progressive Operations

2.9

2.9

2.7

2.9

2.8

2.8

Source: HfS Research in Conjunction with KPMG . Sample: n=343 Enterprises


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17%

27%

21%

28%

38%

40%

20%

29%

27%

15%

35%

33%

19%

18%

22%

20%

25%

42%

44%

44%

48%

49%

61%

63%

Innovations to Operations andProcesses

Greater Collaborative Culture withManagers and Staff in the Service

Provider teams

Greater Control over Functions /End-to-End Processes

Developing / Acquiring Talent toalign the Corporate Goals with the

Operations Strategy

Improved Quality of OperationalData to drive management

decisions

Reduced Cost Structure ofOperations

Top Maturity Percentile: >75%

Upper-Middle MaturityPercentile: 51-75%

Lower-Middle MaturityPercentile: 26-50%

Bottom Maturity Percentile:


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2014 HfS Research Ltd. Proprietary Page 190%

0%

2%

4%

2%

2%

4%

4%

2%

6%

3%

6%

8%

6%

14%

4%

13%

12%

10%

20%

9%

9%

13%

8%

15%

18%

21%

24%

34%

37%

20%

29%

31%

33%

39%

42%

46%

50%

53%

60%

Support for Accelerating M&A activity

Developing Talent to align to the Corporate Goals

Innovations to Operations and Processes

Improved Quality of Operational Data

Greater Collaborative Culture with ServiceProvider teams

Greater Accountability of Operations Staff

Greater Standardization of Processes

Greater Control over End-to-End Processes

Greater Scalability of Operations

Reduced Cost Structure of Operations

Top Maturity Percentile:>75%

Upper-Middle MaturityPercentile: 51-75%

Lower-Middle MaturityPercentile: 26-50%

Bottom MaturityPercentile:


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Principle Three of Progressive Operations





talent



enterprise



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Importance of Business Objectives at the Commencemen t ofOutsourcing and Shared Services Initiatives

External Benchmarking

Raising the Bar for Existing SLAs

Improving Industry AcumenDefining and Adding New In-Scope Processes

Improving Analytics

Adding Addition Volumes to Existing Services

Improving Service Provider Relationships

Driving Innovation

Defining Business Outcomes Beyond Cost Reduction and Managing Financial Business Cases

Contract Negotiation

Influencing Executives

Service Provider Selection

SLA Performance Management

Managing Transitions

NotImportant

SomewhatImportant

Important MissionCritical

Strategic Objectives

Tactical Objectives

How important are the following objectives to your team.... When you first started youroutsourcing and/or shared services initiatives?

Source: HfS Research 2013 , n = 282 Enterprise Buy-side Executives


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Strategic Objectives Become much more Important after Commencing Outsourcing and Shared Services Initiatives

0% 10% 20% 30% 40%

Managing Transitions

Service Provider Selection

SLA Performance ManagementManaging Financial Business Cases

Contract Negotiation

Influencing Executives

Adding Addition Volumes to Existing Services

Improving Industry Acumen

Improving Service Provider Relationships

External Benchmarking

Defining and Adding New In-Scope Processes

Driving Innovation

Raising the Bar for Existing SLAs

Defining Business Outcomes Beyond Cost Reduction and

Improving Analytics

% Increase in Importance

Strategic Objectives

Tactical Objectives

Progression ,

not Successionis the key

How important are the following objectives to your team.... When you first started youroutsourcing and/or shared services initiatives? And today?

Source: HfS Research 2013 , n = 282 Enterprise Buy-side Executives


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US Example The Great Talent Shift Impacts Ops

900,000office support2020 excess

400,000 data scientistsgap per year

Source: HfS Research / McKinsey Global Institute


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Talent, Lack of Vision, Silos, Inability to Change and Fear ofDisruption Prevent the Path to Value

75%

27%

27%

34%

40%

31%

37%

31%

24%

26%

23%

48%

48%

40%

34%

43%

34%

30%

37%

26%

2%

24%

25%

26%

26%

26%

29%

39%

40%

48%

0% 25% 50% 75% 100%

Too much has been outsourced and we've lost controlover many processes

Lack of talent and capability to lead and implementhigher value services

Operations management too afraid to rock the boat

Operations functions lack visionaries to drive newinitiatives

Lack of understanding from senior management ofvalue of Global Business Services

Inability to run change management programseffectively

Senior management unconvinced of business benefitsof Global Business Services

Disruption to the internal power structure

Organization is business-unit led and resistant toconsolidation / centralization

Major change management requirements

Not an impediment at all Somewhat of an impediment A major impediment

To what extent are the following issues impeding your development towards a morecentralized and empowered operations framework, such as Global Business Services?

Source: HfS Research in Conjunction with KPMG. Note: n=106 CEO, VP, SVPs


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talent



enterprise

4. Leveraging Technology toEnable Better Outcomes

Finding new value from collaborative,automated, analytical, mobile-

enabled business processes


Principle Four of Progressive Operations


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Options are Democratizing: Is Cloud/BPaaS now a SeriousAlternative to BPO?

2%

4%

6%

9%

11%

14%

15%

20%

22%

16%

13%

6%

9%

19%

12%

17%

8%

8%

37%

23%

29%

24%

28%

37%

37%

35%

39%

45%

60%

58%

59%

42%

37%

31%

37%

31%

0% 25% 50% 75% 100%

Marketing

Legal

Supply Chain and Logistics

Sales

Procurement

Customer Service/Support

Finance and Accounting

Business-specific Operations

Human Resources

We have at least one cloud based service for this functionStarting to evaluate / test solutionsWe are interested but yet to find anything suitableNothing in place & see no value

In what areas are you considering cloud / as-a-service options to augment / replacetraditional outsourcing?

Source: HfS Research in Conjunction with KPMG


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Technology-Enabled Outsourcing Buyers Outperform bothTactically and Strategically

28%

38%

29%

30%

34%

50%

40%

57%

65%

27%

38%

35%

25%

30%

43%

26%

54%

67%

42%

45%

50%

52%

52%

60%

63%

63%

80%

Executing on gainsharing incentives

Providing analytical insight

Creating new ideas/initiatives that add value

Actively fosters business-outcomes vs FTE pricing

Moving processes into the Cloud

Providing knowledge/experience of specific industryprocesses

Incorporating automation into our operations and processes

Reducing the costs we agreed contractually

Delivering standard operational services

Technology enabledtransformation

Process Transformation,limited technology

"Lift & Shift"

How effective is your current primary service provider at delivering the following businessbenefits with your current outsourcing initiative? (quite effective and highly effectiveresponses)

Source: HfS Research, 2014. Sample = 189 Major Enterprises


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Impact of Technology in Business Processes

12%

25%

30%

47%

49%

24%

29%

31%

29%

33%

24%

31%

28%

17%

13%

24%

9%

7%

4%

3%

16%

6%

4%

3%

2%

Social

Mobile

Cloud

Automation

Analytics

5. It is a critical component 4 3 2 1. None - no value in it for BPO

What role can each of the following emerging technologies play in improving the outcomesof your current and future outsourcing engagement(s)?

Source: HfS Research 2014. Note: n=189 Enterprise BPO Clients


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15%

25%

29%

32%

38%

40%

44%

47%

15%

26%

40%

36%

33%

44%

37%

36%

21%

31%

23%

22%

21%

12%

15%

14%

50%

18%

7%

10%

8%

4%

5%

3%

0% 25% 50% 75% 100%

SMAC

Robotic Automation

Digital

Big data

Transformation

Business outcomes

Cloud

Analytics

Yes, it is very clear what they mean Yes, it is mostly clear

No, I only partially understand No, it is totally unclear


Too much Ambiguity Surrounds many Buzz TermsWhen service providers / consultants use the phrases below, is it clear to you what theymean and what value they represent?


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Cloud: Accessible

Analytics:Enlightened

Social :Communal

Mobile:Ubiquitous

The Four Horseman of Digital Disruption

are all combining to create Business Transformation


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2014 HfS Research Ltd.

Yet Cloud will Largely Drive Change in 2014 and Beyond

4.3%

4.6%

5.0%

6.1%

6.8%

10.8%

14.2%

19.3%

Application modernization

Data Center optimization (incl. green IT)

Standardized, yet flexible APIs

Flexible re-negotiating of outsourcing contracts

IT Opearations and Service Management

Mobile Apps and Dev (incl. BYOD)

BI, Big Data and Analytics

Cloud (Infrastructure, Apps, or Hybrid)

What is your number one investment are in IT for 2014?

Source: HfS Research, N=740 IT Managers in Enterprises


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Cloud Growth

28%24%

17% 15% 13% 13%

8%

5%

5%

9%

7%5%

8%

11%

16% 22%

56%43%

39%

65%

145%

0%

20%

40%

60%

80%

100%

120%

140%

160%

0%

5%

10%

15%

20%

25%

30%

35%

Messagingsoftware

VOIP software IT ServerInfrastructure

Infrastructuremanagement

software

Email software Enterpriseapplications

Overall

Today Tomorrow Growth

How will the proportion of cloud delivery change in the next 2 years?

Source: HfS Research in Conjunction with KPMG


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Why? Because Cloud Creates a Virtuous Cycle of Supply

Better

Faster

Cheaper


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And Cloud Concerns Largely Sophomoric

22%

30%

40%

41%

41%

52%

46%

46%

34%

33%

33%

28%

15%

7%

15%

15%

12%

8%

16%

16%

12%

12%

14%

13%

Lack of customization to suit our needs

The difficulty of integrating data across multiple cloud apps

Uncertainty as to where our data is actually residing

Won't know with whom the issue resides when a failure occurs

Security in the cloud isn't robust enough

Worried about data portability if we want to switch

Very concerned Somewhat concerned Not concerned Don't know

Reasons for avoiding BPaaS

Source: HfS Research 2 014. n =740 IT Managers in Enterprises


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Rigid and Vast Flexible and Agile

On Premise IT Environment

Design, Build, Run

Purchase / TCO

Complex implementation

Hard coded

Weighted toward maintenance

Long-term planning

IT as gate keeper

Cloud Driven IT Environment

Consume

Rent / ROI

Complex integration

Configurable

Focused on new applications

Upfront analysis

Collaborative

The Pending Shift Across Enterprise IT


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Provider Landscape Will SeeSignificant Shifts


37/47


From the Traditional IT Services Continuum

Design Build Run


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To a Discrete Set of Opportunities

Build

for Providers

IaaS / PaaS SaaS

for Enterprises

Private cloud Hybrid cloud

ManageConsumption

IaaS / PaaS

of SaaS

BPaaS

Provide

IaaS / PaaS

SaaS

BPaaS


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Implications

Were About to Enter a Buyer Market

Yet the Pace of Change Accelerates

Services Integration replaces Traditional SI

Complexity of Governance Grows

And a Broad Re-Alignment Occurs


40/47


Wrap-Up: What Will it Take to Reach the Next Inflection Point ofValue?

Fail. The executives leading the initial sourcing initiatives arefrequently not the ones left managing the engagement

Fail. Corporate leaders are still primarily cost-focused (72%of the SEC)

Fail. Sourcing is still a foreign competency to 90% ofcorporate employees

Buyers are reaching adequate a lot quicker than they mayhave thought (24- 36 months).

ButMany providers are simply incapable of delivering morethan adequate. Fail.

Governance teams want to align themselves to the businessand not find themselves becoming disconnectedprocurement-esque divisions

But there is some significant DISRUPTION ON THEHORIZON.


41/47

Architects of Global Business

Appendices


42/47


Phil Fersht

Overview:

Over 18 years business experience in the global outsourcing and sharedservices industry across US, Europe and Asia An acknowledged industry advisor, strategist, author, speaker, practitioner

and blogger Advised on 100s of global IT & BPO engagements

Previous Experience: Practice Head for IT Services & BPO Practice, AMR Research (Gartner Inc) BPO Marketplace Leader at Deloitte Consulting Vice President for Everest Group, leading research and consulting teams

based in the US and India. Prior career:

Regional Director, IDC Asia/Pacific

Program Manager, European IT Markets Services, IDC Europe

Education: BS with Honors in European Business & Technology from Coventry

University, United Kingdom Diplme Universitaire de Technologie in Business & Technology from the

University of Grenoble, France

[email protected]

Founder and CEO, HfS Research
mailto:[email protected]:[email protected]


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Charles Sutherland

Overview:

Over 18 years business experience in strategy development and deliveryin the global outsourcing industry across US, Europe and Asia An industry advisor, strategist, author, speaker, practitioner and blogger

Previous Experience: Chief Strategy Officer, SourceHOV

Managing Director, Growth & Strategy, Accenture BPO Managing Director, Strategy, Accenture Infrastructure Outsourcing Strategy Partner, Accenture Media & Entertainment Practice Marketing Director, Olivetti

Education: MBA, INSEAD, Fontainebleau France Honors BA, Political Science and Economics, University of Toronto

[email protected]

EVP of Research, HfS Research
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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Ned May, HfS Research

Overview Neds remit at HfS is to develop cutting edge research focused on the business impact

of emerging technologies across the full spectrum of IT services. As a senior adviser to IT and business executives, Ned combines a love of long term

thinking with a strong appreciation for excellence in execution. Over his 20 year career, he has helped hundreds of clients navigate and capitalize on

changing landscapes and led diverse research teams while launching and running newproducts often aimed at directly cannibalizing existing offerings.

He is an acknowledged industry advisor, strategist, author, and speaker

Previous Experience Vice President and Practice Leader, Outsell Inc. Authored groundbreaking studies on

the impact of emerging technologies, the evolution of business information, and thenew opportunities presented by mobile interfaces. Oversaw the development of aninteractive online benchmarking tool serving executives.

Program Manager, IDC Ran the Worldwide IT Services research program and coveredthe largest global players during the emergence of offshore outsourcing and utilitycomputing. Was also responsible for the creation of the Worldwide Quarterly ServicesTracker - a successful product which continues to this day.

Education MBA, summa cum laude, from Babson College

BA from Bowdoin College with a double major in Economics and Government

[email protected]

Senior Vice President, Digital Transformation Services & Solutions, HfS Research
mailto:[email protected]:[email protected]:[email protected]


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HfS Research: Key Facts

A leading analyst authority and knowledge community for business and IT services strategies.

Unique focus on business services and global operations frameworks with technology as an

enabler .Dedicated analyst team across US, Europe and Asia/Pac, headquartered in Cambridge.

Facilitates the HfS Sourcing Executive Council (SEC), the highest quality network of enterprisebuy-side executives leading sourcing initiatives.

The HfS Governance Academy delivers to SEC members the industry-leading certification forsophisticated governance capability for shared services and outsourcing

Acclaimed data-driven research focus on demand-side trends, market landscapes, supplierevaluations (Blueprints), pricing dynamics, market sizing and forecasting.

Leverages the vast HfS community of sourcing professionals to deliver rapid insights on globalsourcing industry trends & developments, surveying the opinions and dynamics of 25,000organizations in 2011-14.

The largest web and social media presence in the sourcing industry with 145,000 researchsubscribers and the leading blog in the industry (horsesforsources.com), which today gets 1million web visits a year.

A well-regarded new generation media outlet qualified as a Google news source and regularlyquoted on services trends in Wall St Journal, The Economist, CIO Magazine andBusinessWeek.


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HfS has Won the Premier Award for Analyst of the Year in2010 and 2011 and Beat the likes of Gartner, Forrester,Ovum and IDC to Win the Most Innovative Research Firmin 2012

Today, HfS Research is widelyrecognized as a Top Tier analyst brand

for IT and Business Services


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The firms most reported to have risen in influence byrespondents to the 2013 analyst value survey

2.1%

2.2%

2.3%

2.4%

2.8%

3.1%

3.8%

5.2%

5.6%

6.3%

6.6%

7.0%

12.9%

17.1%

0% 2% 4% 6% 8% 10% 12% 14% 16% 18%

Redmonk

GigaOM

Frost & Sullivan

Pierra Audoin Consultants

Constellation Research

Ovum

Everest

Other

IDC

451 Group

Forrester

NelsonHall

Gartner

HfS Research

Degree to which is rising in Influence

Source: 2013 Analyst Value Survey , Sample: 352 buyers, providers, investors and journalist consumers of research

Corp 140529 HfS the Four Principles of Progressive Operations

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