咨询公司深度研究报告IT管理服务的未来

1、Eric RoccoJanuary 2011The Gartner Scenario for IT Services Providers: The Future of IT Services共二十九页IntroductionThe IT services market is seeing unprecedented change:Buyers are shifting from a strategy of reliance on proprietary IT assets that are unique to their company to Accessing IT assets that

2、are widely available to many companies and are delivered through a cloud services model.Traditional IT services that are resource-intensive and delivered to highly customized, one-off infrastructures will wane in demand over the next 10 years. 2共二十九页Agenda/OutlineFuture of IT Services MarketApplicat

3、ion ServicesInfrastructure ServicesBusiness Process ServicesRecommendations 3共二十九页The IT Services Market Recovery Trajectory Source: Gartner IT Services Forecast: 4Q10 Update-10-6-226101420012002200320042005200620072008200920102011201220132014Percentage Change in SpendingSoftware Support (Five-Year

4、CAGR = 6.2%)Process Management (Five-Year CAGR = 5.4%)Consulting (Five-Year CAGR = 4.9%)Development and Integration (Five-Year CAGR = 4.4%)IT Management (Five-Year CAGR = 3.5%)Hardware Maintenance and Support (Five-Year CAGR = 1.7%)共二十九页2009 IT Services Competitive LandscapeWorldwide IT Services Mar

5、ket, 2009 Share Leaders ($763.7 Billion)Source: Gartner IT Services Market Share, 2009 (X%) = providers annual growth; X% = market shareTop 10 leaders account for 27.3% of market92 providers have more than $1 billion in total IT services revenueAverage annual growth rate (2008 to 2009) of top 10 lea

6、ders = - 4.9%Average annual growth rate (2008 to 2009) of all other providers = - 5.2%Average annual growth rate of India-based vendors: = 3.6%Low-cost onshore or global delivery is a factor for all major commercial providers strategiesPlayers in the Traditional IT Services Market Today共二十九页Cloud-Ba

7、sed Business Process Services Help Desk OutsourcingDesktop ManagementData Center OutsourcingNetwork ServicesThe IT Services Market Is ReshapingIT Consulting Custom BPOHRLogisticsF&A Custom SolutionsERPSCMCRMBIApp. Mgmt.Business Strategy ConsultingRemoteManaged ServicesNetwork UtilityStorage on Deman

8、dApp. Develop. and IntegrationCRM Call CenterHosting/ColocationSaaSInfrastructureUtilityTransaction ProcessingCloud-Based System Infrastructure ServicesCloud-Based Application Infrastructure ServicesHorizontal Business Process UtilityCloud-Based Application ServicesBusiness Value-AddIT EfficiencyVal

9、ueDeliveryVertical/Process-Specific Business Process UtilityEnterpriseOne-to-OneSharedOne-to-ManyManagementAccessOptimizationCreationMegashift in IT services toward cloud-based services共二十九页The Future of IT Services:Overall Situation and Key TrendsImagine a world where Service enables the business,

10、providers form ecosystems, and business enterprises own no IT assets.Major Forces Affecting the Future of IT Services Adoption of alternative delivery modelsForecast: Cloud services forecast In the next five years, enterprises will spend $112 billion cumulatively on SaaS, PaaS and IaaS combined.Exte

11、rnalization of IT asset ownershipSupporting prediction: By 2012, 20% of businesses will own no IT assets.More choices and lower switching costs for buyersSupporting prediction: By 2013, low-cost IT services will accelerate innovation, hinder market growth and depress traditional vendors capitalizati

12、on. 7共二十九页The Future of IT Services:Overall Situation and Key TrendsEmphasis on the lines of business influencing buying decisions in the enterprise.Related prediction: By 2015, BPO contracts will be responsible for managing 20% of global IT spending. Vendor economic models will see unprecedented ch

13、ange.Supporting prediction: By 2014, at least one cloud-based provider will be an entrant to the top-10 global IT services providers. Technology innovations will change the role of technology in the enterprise and the value that service providers deliver.Countering prediction: Through 2014, despite

14、abundant cash, enterprise IT-service-enabled innovation will not fulfill expectations, because of risk-averse spending attitudes. 8共二十九页The Future of IT Services:Cloud Computing One of the Dominant ForcesCloud Computing: A style of computing where scalable and elastic IT-enabled capabilities are pro

15、vided as a service to external customers using Internet technologies* All that matters is results; I dont care how its done.I dont want to own assets; I want to pay for elastic use, like a utility.Its about economies of scale, with effective and dynamic sharing.Acquisition ModelServiceBusiness Model

16、 Pay for useTechnical Model Scalable, elastic, shareableAccess Model InternetI want accessibility from anywhere, from any device.Global-class industrialization of computing resources and services*Where the consumers of the services need only care about what the service does for them, not how it is i

17、mplemented共二十九页The Future of IT Services:Cloud Adoption as a Major ESP Opportunity 10In the next five years, enterprise spending of $112 billion on SaaS, PaaS and IaaSSaaS and IaaS are the major opportunitiesIaaS 2013 market to be worth $8 billion (up from $6.8 billion forecast last year)SaaS establ

18、ishing itself as the new norm for the software industrySlightly slower spending on all IT over the next few years共二十九页The Future of IT Services: Recommendations for Service ProvidersConstantly re-evaluate your cost structure, and make it flexible enough to cope with a potential cannibalization of re

19、venue/margins from traditional IT services that will continue over time. IT budget plans and demand are shifting to ubiquitous cloud-computing-based assets that are accessed by customers. ESPs must lead the curve of investment in the skills and capabilities of their service offerings, which means in

20、vesting before having contracts. Factor industrialized services and low-cost IT offerings into your business and offering road map. Evolve investment plans, marketing and design capabilities, portfolio of services and relative delivery engine. Prepare for hypercompetition, M&A activity and your comp

21、etitors buying business as this market moves back into growth and new competitors come from nontraditional quarters entrants from other geographies, entrants from business services, entrants from the telcos, and startup companies. 11共二十九页The Future of IT Services:Research Highlights Published Resear

22、chOverall View of the Future of IT ServicesSteering Your Business Through the IT Services and Outsourcing Revolution, G00206038Predicts 2011: Technology, IT Industrialization and Cloud Computing Clash With Obsolete Traditions for IT Service Buyers and Vendors, G00209028Marketing Essentials: How to A

23、dapt Your IT Services Value Proposition to a Changing Market, G00205482Factors Affecting the Future of IT ServicesThe Future of IT Services: Five Threats to the Industry, and What External Service Providers Need to Do, G00205604The Future of IT Services: Positive Impacts on Service Providers Opportu

24、nities, G00205753 Uncertainty and Low Prices Could Stall the Growth of the IT Services Market by 2013, G00205513 Value Gap and Consumerization Could Disrupt Traditional IT Service Providers by 2015, G00205539 Cloud Computing and the Future of IT ServicesDataquest Insight: Impact of Cloud Computing o

25、n IT Outsourcing Providers Opportunities, G00172544Forecast: Public Cloud Services, Worldwide and Regions, Industry Sectors, 2009-2014, G00200833Forecast: Understanding the Traditional IT Services Opportunities Related to Cloud Computing, Worldwide, 2009-2013, G00172126User Survey Analysis: Cloud-Co

26、mputing Budgets Are Growing and Shifting; Traditional IT Services Providers Must Prepare or Perish, G00205813共二十九页The Future of IT Services:Research Highlights 2011 ResearchSpotlight Future of IT Services, UpdateThis Spotlight will deliver research that defines the quadrants of the FITS scenario and

27、 answers the following:How do FITS factors influence IT services buyer behavior?What new services must vendors offer to thrive?What current services will survive or die?What are the characteristics of BIC dominant vendors?Spotlight Cloud Services Value ChainThis Spotlight will update Gartners Servic

28、es Value Chain research and focus on specific cloud domains, such as IaaS, SaaS, communications as a service, etc. And it will detail: The service offerings in each domain Prominent and emerging vendors New vendor roles for the domain, such as aggregator, integrator, broker, etc.共二十九页Overall Trends

29、in Infrastructure Services: In the Midst of an Evolutionary Journey! 14Industrialized infrastructure offerings are necessary to protect profitability in a stagnant market. However, they will also offer the highest growth potential (e.g., infrastructure utility for SAP).Virtualization and automation

30、are partially tapped but will radically shape how infrastructure services are delivered and priced, driving focus on accessing services, not owning assets.Global delivery, a pillar of infrastructure service industrialization, continues to shape the way services are structured and delivered.Source: G

31、artner Multiyear data from 2004 through 2010, yearly updates of European DCO MQs共二十九页Infrastructure Services:Cloud Evolution Handle With Care! 15Many DangersCloud-based solutions will force providers to face tough challenges: new competition/market disruptors, upfront investment, technology innovati

32、on and lock-in reinvention.An overcrowded market will challenge profitability, market growth and differentiation.Potential GrowthTo reduce the cost needed to run the business, clients want infrastructure optimization delivered via industrialized services. The shift from public to private will accele

33、rate deployment of infrastructure-based cloud solutions. Grow BusinessTransform BusinessGrow BusinessRun Business10-20%20-25%60-65%BUT ALSO共二十九页Infrastructure Services: Recommendations for Service ProvidersRationalization and standardization of infrastructure services portfolio is a must; assume tha

34、t industrialized infrastructure services will happen, with or without you.To remain competitively priced and profitable, continuous investments in portfolio rationalization, automation and standardization initiatives are required. Accelerate the globalization of resources; infrastructure services mu

35、st take further advantage of global delivery models. As the market industrializes, your value proposition and the nature of services marketing changes; your value proposition benefits from increased discipline in branding. Manage growth aspirations in order to meet profitability targets. Remain disc

36、iplined in your bid qualification process.Define and deploy new rules of client and service delivery engagement (pricing, tooling, processes and methodologies). 16共二十九页Infrastructure Services: Research Listings/HighlightsRecently PublishedComparing Infrastructure Utility Services and Private Clouds,

37、 G00207368TCS IT-as-a-Service Offering for SMBs Shows Potential for Success, G00206348Search Analytics Trends: Cloud and IT Outsourcing, G00205731Competitive Landscape: Cloud Storage Infrastructure as a Service, North America, 2010, G00175891Magic Quadrant for Help Desk Outsourcing, Europe, G0020142

38、6Competitive Landscape: IT Infrastructure Outsourcing in Asia/Pacific at a Difficult Stage, G00201331Trends and Tactics for Extending the Useful Life of Hardware and Software Assets, G00174120ForthcomingToolkit: RFI/RFP Template for Hardware Third-Party MaintenanceNetwork Outsourcing in Mobile and C

39、loud-Centric Outsourcing, 2010-2011IT Infrastructure Outsourcing in Germany: May the Journey Toward the Cloud BeginData Center Polling Survey: Cloud Storage 17共二十九页Overall Trends in Application Services: The Future Is Already Here 18Forces disrupting how IT services are bought, deployed and consumed

40、 are farthest along in the application layer of the technology stack.Issues for ProvidersMore options and lower switching costs for buyersMore price competition and pressure to differentiateHow you deliver matters at least as much as what you deliverValue = business model fitA radically changed mark

41、et by 2015Custom to client/serverClient/server to thin clientThin client to no clientService DeliveryCustom, people-drivenIndustrialized, capacity- and methodology-drivenBy the drink, capacity- and IP-drivenProcess ViewDifferentiated processes/functionsCore versus noncore processes/functionsWhat dif

42、ference does it make?Pricing/ ContractingInput-based, hours x rates or fixed costTransaction or output- based, fixed cost/ gain sharePay as you goResourcingStaff to (and price to) demand Fixed capacityFlexibility (scale up and scale down)ExamplesHomegrownPackaged applicationsSaaSTime to DeployYearsM

43、onthsWeeks (or days!)One Factory,Some CustomersOne Factory,One CustomerOne Factory,All Customers199020002010+Dimension共二十九页Buyer and Seller Interests Are at Odds in Application ServicesSPA: By 2015, tools and automation will eliminate 25% of labor hours associated with IT services. SPA: By 2015, all

44、 leading CRM ESPs will invest in their own bolt-on CRM application software. Buyers want: Doable and Now Perceived Threat to ProvidersMargin erosionDecline in loyaltyLimited visibilitySellers want to: Own the StackPerceived Buyer BenefitsBetter pricesLower switching costsLess provider relianceITScal

45、able/reliableInteropable/standardizedCost/maintenanceBusinessAgilityGood enoughEasy to use共二十九页Emphasize their stackSeek to manage your stackProvidersMore and unusual suspectsContinuing M&ACompetitionPrice and product parityForces focus on serviceBusiness ModelsWhat Does This Mean for 共二十九页Applicati

46、on Services: Recommendations for Service ProvidersCarefully select areas of investment, leveraging industry and process strengths.Leverage automation tools offered by software vendors, as well as developing own tools where appropriate.Refocus attention on value-added services, while automating as mu

47、ch as possible. Drive competitive advantage by aggressively recouping investments in tools and automation, in order to offer reduced cost and risks.Systematically review, prune and enhance marketing messages to emphasize the client value that you deliver. Promote your value-add: your ability to meet

48、 the business needs not just functionality and price. 21共二十九页Application Services: Research HighlightsRecently PublishedMagic Quadrant for ERP Service Providers, China, G00205909 Magic Quadrants for Oracle and SAP ERP implementation services in North America, G00207427 and G00207098Competitive Lands

49、cape: Application Outsourcing, Asia/Pacific, G00207474Cloud Computing: The Next Generation of Outsourcing, G00207255Survey Analysis: The Seven Highly Effective Habits and Seven Deadly Sins of Consulting Project Teams, G00205214Competitive Landscape: Microsoft Dynamics CRM Partners, North America, 20

50、10, G00208371The Future of Application Services: Are We There Yet? G00205990ForthcomingWhats Next in Application ServicesMagic Quadrant for BI and BPM Services, WorldwideHow to Evaluate and Select ESPs for SAP Project ServicesUser Survey Analysis: ERP Outsourcing, North AmericaCompetitive Landscape:

51、 SAP ServicesForecast: CRM, ERP and SCM Services, Worldwide共二十九页Business Process Services: Overall Situation and TrendsDrivers: Process Automation Sale of Shared Service CentersAdoptionby Region:199520002005BPS AdoptionTimeAdoption by CountryDrivers:Labor ArbitrageAdoptionGloballyDrivers:Inter-enter

52、prise Business ProcessesGlobal BPS strategies emerge2010Adoptionby Country and RegionGreater focus on the end-to-end process effectiveness gains versus sole focus on cost savings.In 2011 the BPO market will return to growth of about 5.4%. Business consulting will see growth of 4.5%.Medium-term BPS s

53、trategies increasingly focus on global adoption.Internal SSCs remain a competitive barrier yet better, faster and more-cost-effective provision of process will drive BPS adoption.Analytics starting to fuel entire new rounds of consulting, as well as managed analytics.共二十九页Business Process Services:W

54、hat Is Happening?BPS as a catalyst/accelerant for growth. The role of analytics will fuel vastly expanded and new opportunities for traditional providers. Interenterprise and multidomain process initiatives, such as order-to-cash and procure-to-pay, quickly being adopted. Increasing levels of proces

55、s automation to reduce costs.Swift growth in adoption of cloud-sourced business process utility services.Sustainability initiatives are quickly emerging as a corporate imperative.Over $5 billion in publicly named BPO deals especially in the U.K. renewing in 2011 and 2012 alone. Major renewals throug

56、h 2012:Dept. for Work and Pensions (U.K.) - 500MBAE Systems - 490MBoots (U.K.) - 400MU.K. Visas (U.K.) - 140MBPO Market 2014:共二十九页Business Process Services: Opportunities and Challenges 25Cost ReductionAutomated/Cloud- Sourced ModelsHuman Process ActorsInnovative and Strategic Process Differentiatio

57、nConsulting-Led, Knowledge Process Outsourcing Grows UpBusiness Process DifferentiationCo-opetition of Business Process Utility EcosystemsLego DifferentiationThese two trajectories are inextricably linked and not mutually exclusiveA fire hose of process data ripe for high-value, analytics-driven ins

58、ight will keep an impending juggernaut of process automation, standardization and cloud-enabled delivery from commoditizing the external BPS market. Strategic Planning Assumption: By 2014, 25 percent of the $207 billion business process outsourcing market will be sold via the business process utilit

59、y model.共二十九页Business Process Services: Recommendations for Service ProvidersDevelop go-to-market strategies for BPS that combine standardized and customized services that help customers attain better and faster differentiation, not just cost reduction. Highlight the interplay between your outsourci

60、ng and analytics offerings. Those with a weaker consulting capability will need to partner.Prepare for unusual suspects among the BPS competition, including a mix of specialist KPO providers, management consultants, BPO providers and existing conventional onshore industry specialists.Adopt the BPU m