the_forrester_wave_business (1).pdf

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2012, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best availableresources. Opinions reflect judgment at the time and are subject to change. Forrester, Technographics, Forrester Wave, RoleView, TechRadar,and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. Topurchase reprints of this document, please email [email protected]. For additional information, go to www.forrester.com.

FOR SOURCING & VENDOR MANAGEMENT PROFESSIONALS

WHY READ THIS REPORT

oday, business transormation is ofen about technology transormation. At the very least, business

transormation is always technology-enabled, so what sort o consultants can best help clients envision

and execute on their business transormation imperatives? In the past, high-level business process

transormation initiatives were the domain o business consulting vendors such as McKinsey & Company,

Bain & Company, and Te Boston Consulting Group. echnology-ocused I services and consulting

firms, many o whom used to execute on the transormation blueprints developed by the management

consultants, are now starting to make a dent in that market as they begin to successully marry their

technology competency with vertical and horizontal domain and business consulting expertise. In

Forresters 18-criteria evaluation o business technology transormation vendors, we identified the 10

most significant providers Accenture, Cognizant, Deloitte, HP, IBM, Inosys, KPMG, PwC, CS, and

Wipro in the category and researched, analyzed, and scored them. Tis report details our findings

about how well each vendor ulfills our criteria and where they stand in relation to each other to help SVM

proessionals select the right partner or their business technology transormation engagements.

Table Of Contents

The Business Technology Transformation

Market

A Smorgasbord Of Providers Make Up TheMarket

Business Technology Transformation

Evaluation Overview

Forrester Evaluated Key Capabilities Of Providers

Providers Have A Portfolio Of Tech-EnabledBusiness Transformation Projects

Deloitte, Accenture, And PwC Lead The Pack

Vendor Profiles

Leaders Have Business And Technology Acumen

Strong Performers Have Specific Strengths

Contenders Have A Strong Technology Focus

Supplemental Material

Notes & Resources

Forrester conducted services evaluations

in April and May 2012 and interviewed 10

vendor companies and reference customers

from each of the vendors: Accenture,

Cognizant, Deloitte, HP, IBM, Infosys, KPMG,

PwC, TCS, and Wipro.

Related Research Documents

Navigate A Changing IT Services Landscape

January 25, 2012

The Evolution Of India-Centric Management

Consulting

November 23, 2011

Wipro Consulting Services: Can Wipro Finally

Crack The Code?

August 30, 2011

The Forrester Wave: Business TechnologyTransformation, Q3 2012The Majority Of The Vendors Are Leaders In This Emerging Market

by Stephanie Moore

with Chris Andrewsand Charles Green

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3

6

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JULY 19, 2012
http://www.forrester.com/go?objectid=RES61334http://www.forrester.com/go?objectid=RES61099http://www.forrester.com/go?objectid=RES61099http://www.forrester.com/go?objectid=RES60413http://www.forrester.com/go?objectid=RES60413http://www.forrester.com/go?objectid=BIO2708http://www.forrester.com/go?objectid=BIO1883http://www.forrester.com/go?objectid=BIO1883http://www.forrester.com/go?objectid=BIO2708http://www.forrester.com/go?objectid=RES60413http://www.forrester.com/go?objectid=RES60413http://www.forrester.com/go?objectid=RES61099http://www.forrester.com/go?objectid=RES61099http://www.forrester.com/go?objectid=RES61334http://www.forrester.com/


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The Forrester Wave: Business Technology Transformation, Q3 2012 2

2012, Forrester Research, Inc. Reproduction Prohibited July 19, 2012

THE BUSINESS TECHNOLOGY TRANSFORMATION MARKET

Te business consulting market landscape continues to undergo a deep-seated shif. Business

priorities are changing in the new normal, and applied technology is the answer to most

business challenges, such as lowering costs, growing revenue, avoiding marginalization, improving

competitiveness, and innovating. As corporate executives ace a toxic mix o shrinking or stagnant

I budgets, a rapidly changing technology environment, and a multitude o business demands, they

recognize that help/relie has to come rom experts who are as technology savvy as they are business

savvy. In looking at Deloittes definition o technology-enabled business transormation, we see that

business and technology innovation are today inextricably linked:

A technology-enabled business transformation is an enterprise transformation requiring an

embedded IT transformation to achieve a targeted set of business benefits.

And business centricity or technology centricity alone will not help companies achieve a meaningultransormation. Te type o consultancies that are best poised to help their clients develop and

execute on their business transormation projects are those that have equal amounts o business and

technology acumen. In most cases, these projects start with a clearly identified business challenge,

but the business proessionals involved recognize that the solution will be enabled, in large part, by

technology. Tus, the explicit ocus o these projects is technology-enabled business transormation

(as opposed to technology or I transormation), because the projects start with the business.

A Smorgasbord Of Providers Make Up The Market

Te business technology transormation market comprises a range o different providers, each

approaching the market rom its unique heritage and capabilities. Te market can loosely be dividedinto two categories: 1) those coming rom a management or business consulting background, or

2) those coming rom a deep technology background. Te classical management and business

consulting firms are eager to evolve their I capabilities, and the I consultants and outsourcers are

beefing up their business consulting units to capture market demand with:

End-to-end services, which reduce client-side complexity and avoid value leakage.Inthe past, high-end consulting companies provided business strategy and domain expertise,

and clients would use a more technology-centric services provider to implement the

strategy. Unortunately, when the strategy creator does not ully understand the technology

landscape or the art o the possible in technology, it is impossible or it to understand what

the optimal business strategy is. In addition, customers that use multiple providers or their

transormation initiatives find that managing them is a significant additional effort, even i they

already have strong vendor management capability. Tey can see the value leakage when the

strategy implementer has not totally bought into or is amiliar with the strategy itsel. Clients

understandably want to avoid the leakage associated with having to engage a separate and

additional provider to implement the desired change strategy. Tereore they are increasingly

looking or providers with the required business and technical capabilities to implement the

transormation approach.


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Business and tech capabilities, which engage new stakeholders in the transformationprocess.Most transormation projects are no longer being generated by I alone but are rather

being run by a combination o I and the business. And the business, more ofen than not, is

the transormation driver. In act, Phil Garland, the leader o PwCs CIO practice, confirms

that more than 50% o his CIO practice customers are actually outside o I (CFO, COO, and

CMO)! And Kirk Strawser, managing partner at Wipro Consulting Services, believes that the

business is spending about seven times more than I on business/technology transormations.

With the increasing involvement o the business, it is crucial that the services provider has

credibility with both sets o stakeholders. o be successul, the provider may ofen take on the

role o peacemaker or translator between different sides o the client organization, which, i

done expertly, will also lead to higher levels o client satisaction. One reason the more business-

ocused providers scored so well in this Forrester Wave is because they have a historical and

natural connection to business executives and have learned to engage with the I executives

over the years as their businesses became more technology-ocused.

Vertical capabilities, which drive the front-end of the engagement. Vertical expertise enablesproviders to take a go-to-market approach ocused on client business issues. Clients want

providers to ully understand their unique business pressures and concerns, and this can only be

done by providers that have deep industry knowledge and insights and that are able to engage

with I and the business in a realistic solution-ocused dialogue.

Deep methodological expertise, which leads to consistency and client satisfaction.Clientmaturity levels have risen dramatically, and this in turn has led to new and higher expectations.

Clients expect methodologies and tools to not only optimize the cost o the engagement but to

guarantee a successul outcome. Clients want to make sure that they are buying the institutionaland collective expertise o their services provider as opposed to just the contents o their lead

consultants hard drive. Expertise in business process management, project management,

change management, and technology-specific methodologies (such as Oracle Financials

implementation methodology) are all now considered prerequisites rom providers.

BUSINESS TECHNOLOGY TRANSFORMATION EVALUATION OVERVIEW

o assess the state o the business technology transormation market and see how the vendors

stack up against each other, Forrester evaluated the strengths and weaknesses o the top business

technology transormation providers.

Forrester Evaluated Key Capabilities Of Providers

Afer examining past research, user need assessments, and vendor and expert interviews, we

developed a comprehensive set o evaluation criteria. We evaluated 10 vendors against 18 criteria,

which we grouped into three high-level buckets (see Figure 1):


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Current offering.We evaluated the transormation capability o vendors. Tis criterion alsoaddressed the balance between technology consulting and business consulting. Te maturity o

the providers change management skills, and, crucially, the ability to incorporate these skills

in the client engagement, were key indicators as to whether the provider was really engaging in

a transormation project or a point- or technology-ocused project. Client reerences and the

ability o the provider to utilize core methodologies and tools were also evaluated.

Strategy.o evaluate strategy, we assessed the ability o providers to align I transormationstrategy with key business objectives. Providers capacity to communicate with business

stakeholders and sponsors was essential. o score highly, providers needed to demonstrate

mature management consulting expertise.

Market presence.Forrester analyzed the number o consultants who could be considered

dedicated to technology-enabled business transormation, as well as the number o purelytechnology-ocused consultants who could be leveraged or technology-enabled business

transormation.

Figure 1Assessment Criteria For Evaluated Vendors

Source: Forrester Research, Inc.

Current ofering

Tools

Internal knowledge management(KM), reuse, and collaborationplatform

Organizational changemanagement (OCM) capabilityand integration

Methodology

Change managementmethodologies

Metrics and benchmarking

The balance between technologyconsulting and businessconsulting revenues

Evaluation criteria Criteria explanation

What tools or engagement aids (custom-made or off-the-shelf) doesthe vendor use to optimize its ability to deliver businesstransformation consulting services?

Does the vendor have one? What is it? How robust is it? How does thevendor ensure that its ability to leverage knowledge and IP is not justrelated to an individual consultants own Rolodex, network, and harddrive?

How does the organizational change management practice integratewith all other practices within the vendors organization?

What specific methodologies does the vendor apply to help clientstransform their businesses?

What are the vendors methodologies for change managementrelating to culture change, incentives, retention, and dealing withchange?

What is the vendors capability related to metrics and benchmarkingrelated to a companys current IT and business performance?

Whats the balance between the vendors revenue that comes frompure technology implementation projects with no process orbusiness consulting services component and the revenue from pureprocess or business consulting with no technology implementationcomponent?


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Figure 1Assessment Criteria For Evaluated Vendors (Cont.)


Evaluation criteria Criteria explanation

Strategy

Vendors vision

Consulting engagements

Vertical focus and capability

Business organization

Organizational change practice

Business alignment

Management credentials

Employee background

What are the vendors business transformation imperatives today?How does the vendor help companies transform themselves? Whatare the most important aspects of such engagements?

How does the vendor articulate and sell a technology-enabledbusiness transformation engagement? What offerings does thevendor have that fall into this category?

How many verticals does the vendor offer technology-enabledbusiness transformation services? What are they, and which ones isthe vendor focused on developing over the next one to five years?

How is the vendors business transformation consulting practice

organized, and to whom does it report? Are there subpractices indifferent business units?

How big is the vendors organizational change managementpractice?

What does the vendor do in a presales or early engagement to alignIT transformation strategy with key business objectives?

What are the credentials and track record of the consultants that runthe business transformation practice(s)?

How many years of experience do the consultants in the vendorsbusiness transformation practice have?

Market presence

Number of consultants How many consultants across the company are dedicated totechnology-enabled business transformation, and how many of thosepure technology consultants can be leveraged fortechnology-enabled business transformations?


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Providers Have A Portfolio Of Tech-Enabled Business Transformation Projects

Forrester included 10 vendors in the assessment: Accenture, Cognizant, Deloitte, HP, IBM, Inosys,

KPMG, PwC, CS, and Wipro. Each o these vendors has:

A portolio o representative technology-enabled business transormation projects or enterpriseclass clients. Te key was that these projects should include a business or business process

consulting phase as well as a technology implementation phase.

A technology-enabled business transormation or equivalent methodology.

At least three reerences and two case studies that highlight its technology-enabled businesstransormation capability.

Recent investments in developing or augmenting its technology-enabled businesstransormation capability.

DELOITTE, ACCENTURE, AND PWC LEAD THE PACK

Te evaluation uncovered a market in which (see Figure 2):

Vendors Deloitte, Accenture, and PwC lead the pack, combining technology and business.Tese three companies stood out rom the rest because o their deep vertical and business

consulting capabilities combined with very strong technological competency. Tese three

vendors have the ability to drive large-scale wholesale transormation engagements.

Vendors Cognizant, IBM, Infosys, KPMG, and Wipro offer competitive options. Althoughthese vendors scored in the same segment, they are each quite different in terms o their

capabilities. From a similarity perspective, each had very strong client reerences and could

demonstrate leadership in specific areas. However, they lagged in the depth and breadth o their

technical competence or their business consulting competence meaning they have not yet

achieved the optimal blend o technology and business capability.

Vendors HP and TCS perform strongly in technology engagements.Both HP and CS clearlydemonstrated their technological expertise and will be considered by companies looking or

more technology-led transormation engagements.

Tis evaluation o the business technology transormation market is intended to be a starting point

only. We encourage readers to view detailed product evaluations and adapt the criteria weightings to

fit their individual needs through the Forrester Wave Excel-based vendor comparison tool.


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Figure 2Forrester Wave: Business echnology ransormation, Q3 12


Go online to download

the Forrester Wave tool

for more detailed product

evaluations, feature

comparisons, and

customizable rankings.

Risky

Bets Contenders Leaders

Strong

Performers

StrategyWeak Strong

Current

offering

Weak

Strong

HP

TCS

InfosysKPMG

CognizantIBM

Wipro

AccentureDeloitte

PwC

Market presence

Full vendor participation


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Figure 2Forrester Wave: Business echnology ransormation, Q3 12 (Cont.)

VENDOR PROFILES

Leaders Have Business And Technology Acumen

Deloitte.Deloitte clearly understands the intersection o technology and business. Its clientreerences were among the best we received, with one project incorporating current and uture

business needs, uture flexible architectures, and implementing state-o-the-art technology. Te


Accenture

Cognizan

t

Deloitte

HP

IBM

Infosys

KPMG

PwC

CURRENT OFFERING

Tools

Internal knowledge

management (KM), reuse,

and collaboration platform

Organizational change

management (OCM)

capability and integration

Methodology

Change management methodologies

Metrics and benchmarking

The balance between

technology consulting and

business consulting revenues

Client references

Case studies

STRATEGY

Vendors vision

Consulting engagements

Vertical focus and capability Business organization

Organizational change practice

Business alignment

Management credentials

Employee background

MARKET PRESENCE

Number of consultants

4.70

5.00

5.00

5.00

5.00

5.00

5.00

5.00

4.00

5.00

4.90

5.00

5.00

5.005.00

5.00

5.00

5.00

4.00

5.00

5.00

Forresters

Weighting

50%

5%

10%

10%

5%

5%

5%

15%

30%

15%

50%

20%

10%

15%15%

10%

10%

10%

10%

0%

100%

3.65

3.00

4.00

3.00

3.00

3.00

2.00

3.00

4.00

5.00

3.90

5.00

3.00

3.005.00

3.00

3.00

5.00

3.00

3.00

3.00

4.85

5.00

5.00

5.00

5.00

5.00

5.00

4.00

5.00

5.00

5.00

5.00

5.00

5.005.00

5.00

5.00

5.00

5.00

5.00

5.00

2.15

4.00

2.00

2.00

3.00

2.00

2.00

1.00

2.00

3.00

2.60

2.00

2.00

3.003.00

2.00

3.00

3.00

3.00

2.00

2.00

3.80

4.00

4.00

3.00

3.00

5.00

5.00

3.00

4.00

4.00

4.10

5.00

3.00

5.003.00

5.00

4.00

4.00

3.00

3.00

3.00

3.28

5.00

4.00

3.00

4.00

3.00

2.00

3.00

3.00

3.50

4.10

5.00

3.00

3.005.00

5.00

3.00

5.00

3.00

2.00

2.00

3.30

5.00

5.00

4.00

5.00

4.00

4.00

2.00

3.00

2.00

3.85

4.00

5.00

5.002.00

3.00

5.00

3.00

4.00

2.00

2.00

4.20

5.00

5.00

5.00

4.00

5.00

5.00

4.00

4.00

3.00

5.00

5.00

5.00

5.005.00

5.00

5.00

5.00

5.00

4.00

4.00

TCS

Wipro

3.20

2.00

5.00

2.00

3.00

4.00

2.00

2.00

3.00

5.00

3.70

3.00

3.00

3.005.00

5.00

3.00

4.00

4.00

2.00

2.00

4.15

3.00

4.00

4.00

3.00

4.00

3.00

3.00

5.00

5.00

4.50

5.00

5.00

3.005.00

4.00

5.00

5.00

4.00

2.00

2.00

All scores are based on a scale of 0 (weak) to 5 (strong).


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depth o its capabilities surprised even Forrester, since Deloittes brand is so much more clearly

identified with its advisory services. Clearly the importance o the business decision-maker and

stakeholder in business transormation projects gives the more historically business-ocused

consulting firms a leg up. Deloittes approach to this practice area highlights its exemplaryunderstanding o Fortune 500 business and technology needs.

Accenture.Accentures breadth and depth o offerings and its technology and business processexpertise placed it firmly in the Leader category. In addition, Accenture believes that business

transormation is the goal o the entire organization, not just a discrete group within Accenture.

Tus, its consultants are able to deal with both the technology and business stakeholders.

Accenture has outstanding knowledge management capability, and Accenture consultants

view the reusable methods and IP and processes as the critical success actor in their everyday

activities. Its ability to leverage institutional assets and knowledge allows Accenture more time

and flexibility to innovate on behal o its clients.

PwC.PwC, since the end o its non-compete with IBM, has worked hard to develop, bothorganically and inorganically (via acquisitions o Diamond Consulting, BearingPoints North

American entity, and PRM), its technological capabilities to be on par with its excellent

business consulting capabilities. PwC realizes that deep technology expertise is absolutely

required or business transormation. In addition, its knowledge capture and management

capabilities and its change management approach are outstanding.

Wipro.Wipro Consulting Services (WCS) uses its design with a purpose approach toprovide clients with an integrated team incorporating customer insight, a target operating

model, process design, business case, and a detailed implementation road map that it caneither implement on its own and/or with partners. While WCS is currently relatively small

in comparison with the rest o Wipro, it does report directly to Wipros CEO, indicating the

seriousness with which Wipro is approaching the consulting services market.1From the

perspective o the pure-play Indian vendors, Wipro is the most advanced in terms o its

approach and its vision or transormational consulting.

IBM.IBMs Strategy & ransormation practice, which has doubled in size in the pasttwo years, works across IBMs Global Business Services organization to integrate business

consulting capabilities. Clearly, IBM has an excellent vision or technology-enabled business

transormation; however, it is more ocused on the technology transormation aspects o

engagements as opposed to the business process consulting aspects. Given the depth and

breadth o IBMs technology capability, it is not surprising that technology and technology

service consulting overshadow its business consulting expertise, though IBM points to its

Business Analytics Optimization and Smarter Commerce services as evidence o its increasing

business ocus. IBMs client partner leaders are really the key to its success with its large-scale

clients. Reerence eedback and consulting examples all underscored the importance o the

client partners input and influence on making projects successul.





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Cognizant.Cognizant Business Consulting has grown rapidly in recent years. But perhapsbecause o its very ast growth rate, it did not have quite the same level o depth and maturity

with regard to its tools and methodologies as some o its competitors. Nonetheless, it has a

very strong vision; its client reerences were superb both on the business and technology

side and it is clear that it deeply understands technology-enabled business transormation.

Cognizant is the company to watch in this space in 2012 and 2013.

Infosys.Coming rom a strong technology heritage, Inosys has worked hard to shif itsocus to look more extensively at business consulting. It has made significant investments in

tools and engagement aids that can now match those o longer-established consulting firms

such as Deloitte or Accenture. Although Inosys has integrated its ormer Inosys Consulting

team with the larger enterprise applications consulting practice, there are still challenges in

the collaboration between the two groups, and this issue is exacerbated by the act that not

all practitioners use a common knowledge management tool set. In addition, while Inosyshas the business process consulting heavyweights within its ranks, the ocus o its consulting

projects is much more technology-centric relative to the other players. For example, while all

three o Inosys reerences were delighted with Inosys capability, two o the projects reviewed

were more technology-centric than business-consulting-centric and were described as such by

the delighted reerence customers who were technology or technology-product executives as

opposed to business executives.

KPMG.KPMG describes itsel as a business integrator as opposed to a systems integrator,and this is reflected by its greater strength in business consulting than in technology. It

utilizes its proprietary Value Delivery Framework (VDF) when delivering transormation

services, ensuring consistency and integration across engagements. It supports its knowledgemanagement capabilities with 50 ull-time proessionals responsible or the upkeep and

utilization o its knowledge management repository. KPMGs strong suit is definitely the

strategy and business consulting required at the beginning o a technology-enabled business

transormation engagement. Its technical capability rom a size and variety standpoint is

small. However, KPMG has outstanding program management capabilities that allow it to work

effectively with technology providers that implement the strategy KPMG consultants develop.

Strong Performers Have Specific Strengths

TCS.CS clearly has significant strengths and is doing state-o-the-art consulting work, suchas its groundbreaking transormational consulting work with the Ministry o Corporate

Affairs (MCA21) in India. In pockets, given the lack o integrated consulting strategy in North

America, CS has some strong reerence examples. Clearly, CS has some work to do with

regard to ormulating a North American consulting strategy so that success is not dependent

on individual client partners or relationships. CS consulting partners in North America are

top-notch, and some o the bleeding-edge tools that CS has developed to support consulting

engagements will set up the consulting group or success as it matures.





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Contenders Have A Strong Technology Focus

HP.HP knew that it might struggle to compete with some o the consulting stalwartsparticipating in this Forrester Wave given its deep ocus on technology, but with its new ocus

on improving its business consulting capability, HP views this as an opportunity. And what we

ound is that HP has a strong technology transormation vision and would be a prime vendor

o choice or clients looking or technology rationalization and implementation. However, it

still has a way to go in terms o growing its business consulting capability and integrating that

capability into the larger HP enterprise services group. It has a strong set o tools or technology

analysis, and its quality management and ISM tools will help optimize I. Its ocus is definitely

on modernization and optimization o technology assets as a means to improve Is efficiency

and effectiveness. From a business innovation or business transormation standpoint, HP will

need to make some inorganic investments to compete.

SUPPLEMENTAL MATERIAL

Online Resource

Te online version o Figure 2 is an Excel-based vendor comparison tool that provides detailed

product evaluations and customizable rankings.

Data Sources Used In This Forrester Wave

Forrester used a combination o two data sources to assess the strengths and weaknesses o each

solution:

Vendor surveys.Forrester surveyed vendors on their capabilities as they relate to the evaluationcriteria. Once we analyzed the completed vendor surveys, we conducted vendor calls where

necessary to gather details o vendor qualifications.

Customer reference calls.o validate product and vendor qualifications, Forrester alsoconducted reerence calls with three o each vendors current customers.

The Forrester Wave Methodology

We conduct primary research to develop a list o vendors that meet our criteria to be evaluated

in this market. From that initial pool o vendors, we then narrow our final list. We choose these

vendors based on: 1) product fit; 2) customer success; and 3) Forrester client demand. We eliminate

vendors that have limited customer reerences and products that dont fit the scope o our evaluation.

Afer examining past research, user need assessments, and vendor and expert interviews, we develop

the initial evaluation criteria. o evaluate the vendors and their products against our set o criteria,





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we gather details o product qualifications through a combination o lab evaluations, questionnaires,

demos, and/or discussions with client reerences. We send evaluations to the vendors or their review,

and we adjust the evaluations to provide the most accurate view o vendor offerings and strategies.

We set deault weightings to reflect our analysis o the needs o large user companies and/or

other scenarios as outlined in the Forrester Wave document and then score the vendors based

on a clearly defined scale. Tese deault weightings are intended only as a starting point, and we

encourage readers to adapt the weightings to fit their individual needs through the Excel-based

tool. Te final scores generate the graphical depiction o the market based on current offering,

strategy, and market presence. Forrester intends to update vendor evaluations regularly as product

capabilities and vendor strategies evolve.

ENDNOTES1 Forrester analyzed the newly revamped WCS in August 2011 and the investments it was making in order

to differentiate itsel both rom its traditional Indian pure-play competition and the classic management

consulting firms. See the August 30, 2011, Wipro Consulting Services: Can Wipro Finally Crack he

Code? report.



http://www.forrester.com/go?objectid=RES60413http://www.forrester.com/go?objectid=RES60413http://www.forrester.com/go?objectid=RES60413http://www.forrester.com/go?objectid=RES60413


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Forrester Research, Inc. (Nasdaq: FORR) is an independent research company that provides pragmatic and forward-thinking advice to

global leaders in business and technology. Forrester works with professionals in 19 key roles at major companies providing proprietary

research, customer insight, consulting, events, and peer-to-peer executive programs. For more than 28 years, Forrester has been making

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youre challenged with balancing business value, cost, and risk when

sourcing and managing technology vendors. Forresters subject-

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mailto:[email protected]:[email protected]://www.forrester.com/