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Managed Services

Maxim Tambiev, Country Manager, Russia

18.06.2015

© 2015 Forrester Research, Inc. Reproduction Prohibited 3

We work with business and technology leaders to develop customer-obsessed strategies that drive growth.


Age of manufacturing Mass manufacturing makes industrial powerhouses successful • Ford • Boeing • GE • RCA

Age of distribution Top retail banks succeed with extensive branch networks, thousands of advisors and agents, mergers for scale, and mass advertising. • Wal-Mart • Toyota • P&G • Allianze

Age of information Connected PCs and supply chains mean those that control information flow dominate • Amazon • Google • HSBC • ING Direct • Visa • Capital One

Age of the customer Customer-obsessed firms grow faster by spending more on customer experience and service. • Salesforce.com • USAA • Amazon • mBank • RBC Royal Bank • Vanguard

The age of the customer is a 20-year business cycle in which the most successful enterprises will reinvent themselves to systematically understand and serve increasingly powerful customers.

Empowered Customers Have Given Rise To a New Era


Four Major Market Imperatives

Turn big data into business

insights

Transform the customer experience

Accelerate your digital business

Age of the Customer

Embrace the mobile mind shift


Provides demand-side insight into the priorities, investments, and customer journey of business & technology management leaders and the workforce

across the globe. It uncovers insights into …

Forrester Business Technographics®

Business Decision Makers

Technology Decision Makers

Workforce

Through over 70,000 survey completions annually, we help our clients • Identify high growth market opportunities arising from

technology adoption

• Invest in go-to-market strategies that create revenue

growth from the most lucrative market segments

• Plan effective marketing programs to engage target

buyers

Technology Adoption

Purchasing Drivers

Technology Inhibitors

Technology Spending

Attitudes & Behaviors

Priorities & Journey


BT agenda now determines how the business is run

› Culture

› Strategy

› Operating model

IT Agenda

› Cost

savings

› IT-centric

benefits

CIO’s shift to the culture, strategy, and operating model that delivers on critical business results.

BT Agenda

› Customer

experience

› Growth


*Forrester Forecast Source: January 17, 2015, “The Global Tech Market Outlook For 2015 To 2016” Forrester report

Prepare as technology spend shifts from IT to BT at a rapid pace

Growth in total technology purchases (2010 to 2016*)

13% growth 62% growth


Technology leaders have two agendas:

Technology buyers are shifting priorities to win, serve and retain customers

Business technology (BT) agenda

The technology, systems, and

processes to win, serve, and retain

customers. Your focus:

• Grow revenues

• Customers

• Customer journey maps

• Innovate, test

• Agile, co-create

• Strive for best-in-class

• Transformative value

Information technology (IT) agenda

The technology, systems, and

processes to support internal

operations. Your focus:

• Reduce costs

• Employees

• Technology road maps

• Standardize, control

• Waterfall methods

• Strive for industry average

• Operational value


Business technology is a continuous journey that requires many capabilities

Enhance

Continually enhance your

technology, systems and

processes to achieve digital

operational excellence.

• Agile and DevOps culture

• Enterprise architecture

• Portfolio management

• Data management

• Modern app delivery

• Modern service delivery

• Cloud computing strategy

• Infrastructure transformation

• Security architecture

• Vendor management

Capabilities to enhance:

Empower

Empower customer-facing

employees with the technology,

systems and processes to win,

serve and retain customers.

• Workforce enablement

• Unified communications

• Contact center technology

• Mobile management

• Endpoint security

• Identity and access

management

• Business applications

• Business process

management

Capabilities that empower:

Accelerate

Accelerate the capabilities that

will directly improve your

customer experience, digital,

mobile, and big data prowess.

• CRM and lead-to-revenue

• Customer experience

• Digital experience delivery

• B2B/B2C eCommerce

• Social media risk and GRC

• Mobile app development

• Internet of Things

• Data security and privacy

• Business intelligence

• Predictive analytics

Capabilities to accelerate:


Managed services – what is it all about?


Sourcing priorities are moving from cost to innovation and customer experience

1. With digital, technology issues result in customer dissatisfaction and lost revenue. Therefore clients’ budget priorities are shifting away from pure cost reduction to revenue growth and, in particular, superior customer experience

2. Wide use of not only mobile devices and PCs but also sensors, beacons, and even wearable technology, requires network infrastructure to be more specialized. For example, serving customers in retail, manufacturing, healthcare, and the hospitality industry might need a unique set of hardware

3. IoT solutions such as fleet tracking and telemedicine are gaining momentum. Managing, monitoring, tracking, and securing hundreds of thousands or even millions of IoT-connected devices is significantly different from completing these processes for hundreds or thousands of smartphones and tablets.


Companies will look for digital delivery tech to support customer obsession

1. Further investments in end-to-end performance

management from back-end to mobile apps with tools like

AppDynamics' Mobile Real-User Management and

Dynatrace

2. Looking for more than MTTR reduction benefits in

management technologies with solutions that focus on

optimizing mean-time-to-business-impact (MTBI) such as

BMC TrueSight and Compuware APM

3. Shifting focus from pure monitoring to digital service

performance management with analytics and management

solutions like AppDynamics and New Relic


The next wave of operational cost reduction is automation

1. Various types of automation based on predictive monitoring, analytics, application- and infrastructure-integrated service management, and the use of artificial intelligence technologies will increase providers’ service delivery efficiency and quality

2. Service pricing should fall dramatically

3. I&O organizations and their service providers must clearly articulate continuous improvement (CI) in outsourcing relationships, addressing CI in the pricing model (e.g., annual price reductions with improved efficiency) and performance reporting (e.g., KPI measurements to illustrate improved quality)


SLAs shrink in importance, while focus on outcomes grows 1. Customers too often rely too much on SLAs for penalties as

opposed to business outcomes

2. The focus will shift to relationship-level governance using KPIs and scorecarding and discrete business-level outcomes. Examples of outcome-based service levels are achieving cost reduction, faster time-to-market, or end-to-end availability of application suites or business services.

3. Customers will require more risk sharing from existing service providers.

4. Business goals and objectives need to be incorporated into service delivery constructs. Service levels must be more business-oriented, addressing actual business needs and expectations


Competition forces traditional outsourcers to adjust their standard offerings

1. To help customers integrate and manage hybrid and multisourcing environments standard offerings will include:

• More consulting-like services — targeting assessments, innovation,

transformation, and business improvement

• Continuous improvement and orchestration services

2. Traditional service providers will also embed both their own and third-party cloud solutions into their managed service portfolios

3. New, more dynamic sourcing practice, known as service brokering, which is marked by the dynamic matching between the demand and supply of services, is coming but will not yet be prominent in 2015.


New infrastructure and service brokering require new staffing

“Administrators” will become extinct

I&O teams will embrace true systems engineering

Deep technical expertise will begin its march toward vendors

Thank you

forrester.com

Maxim Tambiev Country Manager, Russia Forrester Research [email protected] +7 903 743-3842

mailto:[email protected]

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