ISG Providerlens™ Archetype Report

Digital Business – Solutions and Service Partners

A research report Archetype aligning enterprise Report requirements and provider capabilities

February 2020

Customized reprint courtesy of: Note: Only use before TOC

ISG Provider Lens™ Archetype Report | February 2020 Section Name About this Report

Information Services Group Inc. is solely responsible for the content of this report. ISG Provider Lens™ delivers leading-edge and actionable research studies, reports Unless otherwise cited, all content, including illustrations, research, conclusions, and consulting services focused on technology and service providers’ strengths and assertions and positions contained in this report were developed by, and are the sole weaknesses and how they are positioned relative to their peers in the market. These property of Information Services Group Inc. reports provide influential insights accessed by our large pool of advisors who are actively advising outsourcing deals, as well as large numbers of ISG enterprise clients The research and analysis presented in this report includes research from the ISG who are potential outsourcers. Provider Lens™ program, ongoing ISG Research programs, interviews with ISG

advisors, briefings with services providers and analysis of publicly available market For more information about ISG Provider Lens™ studies, please email information from multiple sources. The data collected for this report represents [email protected], call +1.203.454.3900, or visit ISG Provider Lens™. information that ISG believes to be current as of July 3, 2019 – August 19, 2019, for providers who actively participated as well as for providers who did not. ISG recognizes that many mergers and acquisitions have taken place since that time, but those changes are not reflected in this report.

All revenue references are in U.S. dollars ($US) unless noted. ISG Research™ provides subscription research, advisory consulting and executive event services focused on market trends and disruptive technologies driving change in

The lead author for this report is Akhila Harinarayan. The editors are Ipshita business computing. ISG Research™ delivers guidance that helps businesses accelerate Sengupta and Grant Gross. The research analyst is Monica K and the data analyst is growth and create more value. Vishal Kulkarni. For more information about ISG Research subscriptions, please email [email protected], call +1.203.454.3900, or visit research.isg-one.com.

12 Targeted Transformers Archetype © 2020 Information Services Group, Inc. All rights reserved. Reproduction of this publication in any form without prior 17 Strategic Implementers Archetype permission is strictly prohibited. Information contained in this report is based on the best available and reliable resources. 22 Ecosystem Modernizers Archetype Opinions expressed in this report reflect ISG’s judgment at the 27 Disruption Embracers Archetype time of this report and are subject to change without notice. ISG has no liability for omissions, errors or completeness of 31 Service Providers Across Archetypes information in this report. ISG Research™ and ISG Provider Lens™ 35 Guidance are trademarks of Information Services Group, Inc.

38 Appendix

39 Methodology

42 Additional Relevant Digital Business Solutions and Services Providers Executive Summary

ISG Provider Lens™ Archetype Report | February 2020 Section Name

EXECUTIVE SUMMARY

A Decade of Revolutionizing Businesses using saw a focus on millennials; organizations targeted this consumer segment and workspaces were re-aligned to the needs of this population group. Also, enterprises began to leverage Digital Transformation is Paving the Way for big data and analytics to optimize operations. Together with this, enterprises recognized the New Partnerships and Hyper-Personalized importance of social media in driving perception of service quality or customer experience. The following year, 2013, saw an increase in use of smartphones and mobile apps. In Services in 2020 addition, there was growth in platform-oriented businesses that integrated the digital and With the availability of digital technologies that can be innovatively leveraged and physical realms to provide services to consumers. Also, the year witnessed an increase in hyper-personalized to the needs of users, enterprises are trying to determine ways adoption of cloud and data analytics and the onset of Internet of Things (IoT) adoption in in which they can reap profitability and ensure return on investment (ROI). Digital enterprises. The adoption of these technologies only increased in 2014 and paved the way technologies have multiplied the possibility of such opportunities. Concurrently, for smart machines and omni-channel services. Wearables saw the light of the day with enterprises are focused on addressing the challenges hindering the adoption of these end users adopting Google Glass. Concurrently, enterprises began leveraging advanced technologies and on improving productivity or adding new revenue streams or enhancing analytics technologies such as cognitive analytics to make smart business decisions. With the customer experience. With the adoption of “digital” at its peak now, some observers might availability of data and digital technologies, gamification became a mainstay for industries call this a “post-digital” era; in the last decade, we have seen significant changes in the such as healthcare and education. digital paradigm almost every year. In 2015, there was an increase in adoption of analytics to provide personalized services At the beginning of this decade, digital transformation was focused around four to customers. At the same time, enterprises began using robotics and 3D printing. The technologies, namely, social, mobile, analytics and cloud (SMAC), with most of the deals in integration of business units with IT became imperative. Several companies prioritized the 2011 focused around one or more of these four technologies. The subsequent year, 2012, “platform economy” approach, which increased the scope of services offered to customers. saw the emergence of mobile apps targeted to improve customer experience, and an This approach was widely adopted in 2016, where enterprises began to use it for establishing increase in adoption of bring your own device (BYOD) policy in workplaces. This year also additional revenue streams. Concurrently, automation was on the rise, where artificial

© 2020 Information Services Group. Inc. All Rights Reserved. ISG Provider Lens™ Archetype Report | February 2020 Executive Summary intelligence (AI) and machine learning (ML) found increased adoption among enterprises. In 2019, with the increase in adoption of RPA, IoT and cloud, the use of autonomous devices The adoption of virtual reality (VR) and augmented reality (AR) opened the door to increased. Autonomous drones, robots were implemented across enterprises to optimize conceiving experiences that could not be earlier imagined. IoT and cloud were leveraged operations. The year also witnessed an increase in use of blockchain across geographies, across multiple industries, leading to a rise in use of smart machines across organizations. with maximum adoption across supply chains and in smart contracts. Concurrently, the use of advanced data analytics, alongside AI, across industries enabled enterprises to provide Conversational AI was a big hit in 2017; many enterprises launched chatbots to manage personalized services to end users. At the same time, low code and no-code applications customer expectations and as a first-level resolution channel. The emergence of chatbots, have been on the rise and the use of agile, DevOps approaches is increasing to implement or intelligent assistants, enabled enterprises to focus on the establishment of a digital digital applications. AR, VR or mixed reality (MR) are being leveraged to create smart spaces. workforce to aid employee experience and implement technology that allowed flexible Digital ethics is beginning to get its due importance, particularly in the AI domain. workplace structures. At the same time, the adoption of VR and AR increased with enterprises leveraging VR/AR for providing better customer experiences. In the meanwhile, In the last 10 years, the use of different advanced technologies has resulted in many the manufacturing industry leveraged the new concept of digital twin to improve the developments in the digital space. Some of these are considered mainstream and are performance of systems. Blockchain was the buzz word of the year and many use cases providing quantifiable benefits to enterprises. In 2020, enterprises are expected to focus were developed and deployed across industries. on “digital experiences,” either within an organization (for employees) or outside the organization (for customers). With big bets on AI, customer control over their data and The adoption of robotic process automation (RPA) increased in 2018, and AI/deep learning appropriate platform strategy, enterprises will focus on hyper-personalized services by was adopted across enterprises to reduce the time required for end-to-end processes leveraging on a partnership-based approach to deliver digital services to customers. and realize cost benefits. Similarly, 3D printing and blockchain were used extensively by multiple industries. The use of intelligent devices was on the rise and many enterprises adopted the Application Program Interface (API) approach to integrate legacy systems with intelligent, digital applications. As data aggregation increased over a period of time, digital ethics and digital trust became important factors to address. The role of chief data officer (CDO) became necessary, in an enterprise, to manage data and use it to build additional service streams.

Focus Areas of Digital Businesses in the Last Decade

2011 SMAC technologies

2012 Mobile apps, big data analytics and BYOD for enterprise mobility

2013 IoT, cloud and data analytics, and increased use of smartphones and mobile apps

2014 Wearables (Google glass), smart machines, IoT, cloud, cognitive analytics and omni-channel services

2015 Personalized services using analytics, robotics, platform economy, changing role of IT in businesses

2016 Automation, AI, ML, VR, AR and platform economy

2017 Conversational AI, VR, AR, digital twin, digital workforce and rise in adoption of blockchain

2018 Analytics, AI, 3D printing, intelligent things, RPA, API services and digital trust

2019 RPA, IoT and cloud leveraged to build autonomous devices (drone, robots, vehicles); increase in the adoption of AI and RPA; personalized services; blockchain and smart spaces using AR and VR

2020 Hyper-personalized services, platform strategy, partnerships, AI and data ethics

As enterprises focus on determining the impact of digital transformation initiatives in systems of enterprises. New pricing models such as outcome-based pricing and risk-sharing/ terms of quantifiable revenue, enhance customer experiences or obtain operational gain sharing are being used in digital deals to deliver holistic services and realize the benefits benefits, they are seeking the best possible approach. There is much focus on experience of digital transformation. The service providers are entering into partnerships with local platforms and personalized services to widen customer base. Most of the enterprises providers, including hardware, software, infrastructure and network providers. The local are focused on automation to optimize internal processes and improve operational expertise is of prime importance as aligning with cultural affinities is critical for the successful dynamics. Leveraging AI to analyze customer data and providing customized services for a delivery of digital transformation projects. In addition, innovation centers are being set up microsegment of customers is a major focus area for enterprises. In this context, providing by the service providers focused on developing applications that can be readily deployed by these services within the ambit of regulations, by region, and in an ethical manner will be customers with minimal changes. important for businesses. The adoption of IoT, cloud, analytics, AI and blockchain is likely to increase in the market. Service providers help enterprises in their platform strategy and With turbulent macro-economic conditions across major economies worldwide, digital the enterprises seek value from an implemented digital project. To realize the benefits technologies will create opportunities for businesses across the globe. Therefore, 2020 of digital transformation, enterprises and service providers work in a partnership model will be the year of the customer, with hyper-personalization or hyper-automation being to develop customized solutions. In such partnerships, they establish a joint center of leveraged across most industries. excellence to develop cutting-edge digital solutions. In addition to such partnerships, enterprises are seeking partnership for hardware such as drones, AR/VR headsets and edge computing devices.

Service providers are helping enterprises undergo digital transformation by helping them through their proprietary platforms and by chalking out their digital transformation roadmap. In this process, the service providers are also upskilling and reskilling their workforce to focus on neo-skills. With the prevalence of the gig economy and an increase in millennials and Gen Z in the workforce, service providers are employing new techniques to hire and train workforce. Business agility and digital governance are increasingly becoming important to deliver digital projects. The API economy has opened numerous possibilities and service providers are integrating digital applications with the legacy

Enterprises are leveraging technology for growth, and the majority of these enterprises have The capabilities of 40 providers have been assessed in this report. The most important recognized the importance of digital transformation. While many are debating on whether parameters within each archetype are considered for assessment. The most important the market is in a digital or post-digital era, the enterprises seek tangible benefits from the requirements of each archetype are stacked up against the capabilities of the services implementation of digital technologies. The enterprises that have the capability and capacity providers. In addition, the ISG Digital Value Assessment™ helps enterprises measure to invest in emerging technologies are innovating and launching state-of-the-art services for the return on the digital investments by correlating three critical datapoints, namely, customers. However, most organizations are still struggling to realize a return on investment capability, digital value and investment. The combination of ISG’s Digital Value (ROI) on their digital initiatives. It is to be noted that the needs of enterprises differ based on Assessment™ and the guidance from this Digital Business archetype report helps technology adoption maturity, roadmap for business growth and sustainability of businesses. enterprises to narrow down their decision on the outsourcing services based on the enterprises’ priorities. An enterprise that is heavy on legacy systems may find it difficult to transform into a digital enterprise. On the other hand, an enterprise that has been established in the recent years using cloud services is nimble enough to transform into a digital organization. Technology plays an important role in any type of business and its growth. An enterprise might be compelled Disruption to undergo digital transformation to integrate all business units in case of an acquisition or Embracers in response to competitive pressures. Another enterprise might have a clear vision of digital Ecosystem Modernizers transformation and would grow its business based on its digital roadmap. Most of the enterprises are in the latter group. In this archetype study, we have identified four types of Strategic enterprise segments seeking services for digital transformation based on their requirements. Implementers

The needs of each enterprise segment differ based on innovation capabilities and digital Digital Maturity technology adoption maturity. The digital outsourcing needs of each segment varies based on Targeted which the enterprises decide on outsourcing digital services. The graphic representation below Transformers shows the four archetypes assessed in this study. Innovation

About This Research

This ISG Provider Lens™ report summarizes the relative capabilities of 40 Digital Business This report uses research and analysis from ISG’s long-running work with enterprise clients Solutions and Services providers and their abilities to address the requirements of four and business process outsourcing services providers to identify and examine key changes typical, frequently encountered categories of enterprise buyers (“archetypes”). Each in, approaches for and buyers of Digital Business Solutions and Services. We map the user- archetype represents a unique set of business and technological needs and challenges. side requirements to provider-side offerings and capabilities. Not every user enterprise Our research found no shortage of providers with capabilities adequate to satisfy the has the same requirements. In this report, we use four buyer archetypes – detailed in Digital Business Solutions and Services needs across most user archetypes. This is due in the following sections – to identify and assess buy-side requirements for business value large part to two core realities regarding the archetypes: relative to provider-side offerings and capabilities. All revenue references are in U.S. dollars ($US) unless noted. 1. The characteristics of each archetype are moving targets because, while the core requirements rarely change, the relative importance of different requirements can vary The assessment methodology has been developed and refined over several years of based on business and/or technological environment changes. working with buyers to understand and articulate their services requirements and from working with services providers to understand how those buyer requirements influence 2. Most enterprises, especially larger firms, tend to include multiple archetypes. As each the development of suitable solutions and go-to-market strategies. archetype’s requirements evolve based on business and technological changes, so too does the presence and value of each archetype within the enterprise. Therefore, This report assesses the capabilities of 40 providers. Some services providers that are enterprises have an ongoing series of choices when it comes to contact center services typically included in our work are not included in this report because they were unable provider selection. They will need to strike a balance between optimal business value to or declined to participate. They may be included in future versions of this report, and relative cost of the provider engagement, integration and management. Market based on merit and on the services providers’ willingness to provide current and relevant changes, new business models, fluctuating economic factors and other variables will materials. Readers should not make any inferences based on a services provider’s absence continually add to and subtract from user needs. from this report.

How to Use This Report

This report is intended to provide advice founded on ISG’s experienced-based, proprietary assessment of services providers’ relative suitability to the needs of the typical Digital Business Solutions and Services customer. This advice is then applied across each of the four archetypes as profiled. No recommendation or endorsement is indicated, suggested or implied. Clients must make the decision to engage with any provider based not only on their specific, current workplace needs, but also on other factors such as cost, culture and timing.

This report is organized as follows:

Client archetype description: This section identifies and describes the most common user- side archetypes that we have identified in our ongoing research and analysis.

Assessments by archetype: These sections first detail each of the client archetypes, along with the types of service offerings that each typically requires to realize the most business value. Each archetype section includes our assessment of the relevant capabilities and positioning of the services providers surveyed and interviewed. It covers the relative suitability of the providers for each archetype based on the information they have provided to ISG. These assessments are developed using the data, analysis and comparative methodology described in the methodology section.

Methodology: In this section, we outline and explain how we developed and applied the data, analysis and insights provided in this report.

Please note: This report presents services providers’ known capabilities in the context of user enterprises’ typical project needs (which are categorized as specific archetypes). This report is not meant to rank providers or to assert that there is one top provider with capabilities that can meet the requirements of all clients that identify themselves as a particular archetype.

The client archetypes used in this report (and in our ongoing advisory and consulting engagements) represent the various types of clients ISG has observed and we classify them according to their relative outsourcing maturity and objectives. Each client archetype encapsulates the characteristics of a specific type of buyer that is looking to outsource one or more processes or functions. Identifying archetypes enables us to develop sets of characteristics and needs that can be uniformly and repeatedly applied across multiple environments, industries, provider types and other variables within one service line.

The archetypes are not meant to be comprehensive examinations of all potential or likely client situations and requirements. They are meant to provide a simple, relevant and repeatable set of user-side requirements that can be compared (and assessed) with a similarly simple, relevant set of provider capabilities.

The archetypes included in ISG reports are based on the most current marketplace knowledge on prevalent buyer goals, resources, initiatives and requirements. Archetype characteristics are also developed (and refined over time) based on our advisory and consulting interactions with enterprise clients and IT service providers, and on our global business IT market research and advisory programs.

TARGETED TRANSFORMERS ARCHETYPE STRATEGIC IMPLEMENTERS ARCHETYPE

Buyers in this archetype usually have legacy-heavy enterprise Clients in this archetype are keen to embark on a digital IT functions in the form of multiple disjointed silos. For these journey. They typically have made digitalization their organizations, enterprise IT is usually a cost center and not a mission and seek service providers to realize this vision. value generator. These clients undertake digital transformation These organizations are taking baby steps toward digital journeys because of ad-hoc requirements such as an acquisition, transformation, but do not know where to begin. Such merger, divestiture, competitive reaction, initiative to enter a companies are looking for new revenue streams to achieve new geography or the need to adopt a completely new solution. a competitive advantage, improve customer relations and A digital transformation program would represent a significant improve operational efficiency. For these clients, digital improvement for such organizations, but they often are not transformation is the means to achieve efficient governance, prepared to leverage this transformation in methods, processes effective execution, and value and progress measurement or technology. A digital incubator function has proven to be a and management. These companies are either looking to relatively effective solution to organize such organization and implement a digital contract across one business function or push them slowly toward strategically implementing digital on one aspect of business and are in an exploratory stage solutions. Clients in this archetype require basic expertise and with regard to the tools and methodologies that could assist in assistance in digital transformation. the transformation. These clients require strategy, consulting services and implementation and managed services from providers for their digital journey.

ECOSYSTEM MODERNIZERS ARCHETYPE DISRUPTION EMBRACERS ARCHETYPE

Organizations in this archetype are born digital. They are Enterprises in this archetype are keen to adopt niche customer-centric and gain competitive advantage by utilizing technologies such as blockchain, AR, VR and 3D printing and are current and emerging digital transformation methods, very innovative in nature. Such organizations are intrinsically processes and technologies. These companies often have multi- geared toward digital technologies and innovation and cost channel customer touchpoints and are focused on increasing considerations have a limited role to play in their business revenue by utilizing IT rather than just reducing costs. The visions. Such companies have high R&D investment and are focus on increasing revenue is the major driver behind their keen on collaborating to develop next-generation innovative strategy, coupled with improving flexibility, agility, competitive solutions. Disruption embracers want to partner not only with positioning and speed of reaction to competitive pressure. service providers but also hardware vendors; they look for They are comfortable with crowdsourcing and crowdfunding, holistic partnerships that can help them in their journey toward user micro-service creation and continuous development and innovation. These companies are willing to form partnerships improvement and are willing to form partnerships and engage and collaborations with providers (from small to large) on seed in profit sharing or pay-as-used relationships with providers, payment, no success/no fee, profit sharing or pay-as-used rather than just buying sourcing contracts. They are even models. They create or defend against competition by using prepared, under specific circumstances, to adopt disruptive or emerging, potentially disruptive methods, processes and new solutions through proof of concepts or pilot projects, but technologies (such as blockchain). typically limit these to specific solutions, especially if deploying enterprise-wide.

Digital Business – Solutions and Service Partners Archetypes ISG Provider Lens™ Archetype Report | February 2020

Targeted Transformers Archetype TARGETED TRANSFORMERS ARCHETYPE

Clients in the targeted transformers archetype are legacy heavy and undertake digital transformation journeys due to ad-hoc requirements such as integration of two IT systems in case of mergers or acquisitions or to implement new systems to counter competitive pressure. This type of buyer typically explores cloud services in addition to deploying out-of-the-box solutions. These buyers need service providers to create new services in a short span of time either through ideation, prototyping or deploying ready pre-built solutions. This buyer needs service providers to re-align business processes to enable growth.

Fig 1 Targeted Transformers - Targeted Transformers - Client Objectives Influence of Provider Capabilities

Increase in future influence Decrease in future influence Legacy systems transformation

IT Systems consolidation and optimization

Cloud migration and management Business New Portfolio Cloud Services Agility Management Strategy for IT transformation roadmap

Efficient management of IT

Organizational process alignment Software Prototyping

Size based on relative current importance in the archetype profile

Blue ISG Provider Lens™ Archetype Report | February 2020 Targeted Transformers Archetype

Turqoise Fig 2 Targeted Transformers Archetype Leaders Color Block Sizes Grey 4 Score 4 out of 4 3 Score 3 out of 4 2 Score 2 out of 4 1 Score 1 out of 4 Small ISGProvider Lens™ Archetype Report June | 2018 Of the 35 services providers Section Name included in our research, we found New Portfolio Item 1Software PrototypingItem 2 CloudItem 3 Services Item 4 Business AgilityItem 5 Item 6 nine leaders that stand out above Management ISGProvider Lens™ Archetype Report June | 2018 the others to match Targeted Section Name Transformers based on our ISGProvider Lens™ Archetype Report June | 2018 assessment of their capabilities CSCCognizant 3 4 4 3 4 2 4 3 44 as described in the methodology Section Name DXC 3 4 3 3 section in the appendix. These HP Enterprise 3 3 4 2 3 3 nine leaders, referred to as 3 4 4 3 InfosysHCL 4 3 3 3 4 3 archetype leaders, and their 3 4 4 4 relevant capabilities are presented KPITInfosys 4 4 4 2 4 4 Medium in Figure 2, and briefly examined Small LT I 2 4 3 4 in the following sections. L&T Infotech 3 4 4 2 3 4 3 4 3 4 MindtreeMindtree 3 4 2 4 3 4 Large Note: The service providers listed are Medium Softtek 2 4 3 3 arranged in alphabetical order. No Syntel 4 4 2 3 4 4 ranking is implied Trianz 2 4 4 4 UST Global 3 3 1 4 3 3 Wipro 3 4 4 3 ValueLabs 4 4 2 4 4 4

Text Box Sizes Large

LeaderMindtree Name Mindtree helps clients build digitally intelligent, cloud-first across three different phases, namely, 1.) getting on the cloud – migrating to the cloud and helping to build a digital foundation for their business, 2.) living in the cloud – building cloud-native businesses while optimizing spend, and 3.) creating new possibilities and unlocking new value by leveraging new technologies in areas such as experience transformation, AI/ML and edge computing to build cloud-powered personalized interactions, intelligent products and services, and as-a-service models. Mindtree has a four-level application analysis methodology for cloud conversion; 1.) a detailed Q&A with the provider’s architecture modernization methodology; 2.) an agentless scan that provides process and component dependencies (it also suggests PaaS options); 3.) an agent-based scan for in-depth analysis of certain applications and their fit for cloud adoption; 4.) a code-level scan to understand cloud fit and areas of code that need addressing for cloud migration and adoption. After assessing the landscape, architecture guidelines are applied, which are a combination of tools and architectural methodologies that leverage architecture templates defined for popular digital workloads (such as digital content and commerce platform), container-based systems, and data-enabled applications. These tasks require two to six weeks depending on complexity and application size, with environment discovery based on a customer's ability to provide access to the application architecture and the underlying infrastructure.

Blue ISG Provider Lens™ Archetype Report | February 2020 Targeted Transformers Archetype

Turqoise OTHER NOTEWORTHY PLAYERS – TARGETED TRANSFORMERS ARCHETYPE

Some other providers scored high in one or more areas that are important for the Targeted Transformers clients. However, they were not categorized as Color Block Sizes Grey leaders for this archetype because they did not rate high in adequate number of categories. Small These providers have been listed below. ISGProvider Lens™ Archetype Report June | 2018 Section Name ISGProvider Lens™ Archetype Report June | 2018 Section Name Fig 3 Other Noteworthy Players – Targeted Transformers Archetype ISGProvider Lens™ Archetype Report June | 2018 Section Name Software Prototyping Cloud Services Business Agility New Portfolio Management Atos Atos Atos Avanade Medium Small Avanade Capgemini Capgemini Hexaware Hexaware Tech Mahindra Stefanini Medium Mphasis Zensar NTT

Persistent Systems

Text Box Sizes Tech Mahindra

UST Global

STRATEGIC IMPLEMENTERS

ARCHETYPE Strategic Implementers Archetype

The strategic implementers have a definitive, and long-term, vision of their digital transformation journey. The enterprises in this archetype need services to guide them on data management, application development and management. These enterprises may take a data-driven approach to provide focused services across product lines. They also need to integrate existing systems with digital solutions. This buyer segment seeks services to manage digital solutions on day-to-day basis. Providers need to offer automation, AI or ML to optimize services and reduce the time required for software delivery and managing the services.

Fig 4 Strategic Implementers - Strategic Implementers - Influence Client Objectives of Provider Capabilities

Increase in future influence Decrease in future influence Determine a roadmap for digital transformation

Advice around areas of digital adoption

Data-driven approach to maximize ROI Data Sourcing System Digital Integration of IT systems & Analytics Integration Governance

Align IT transformation with business objectives

Leverage agile methods for deploying digital applications

Proven Automated Use of automation to manage applications Track Service Delivery Record

Size based on relative current importance in the archetype profile

Blue ISG Provider Lens™ Archetype Report | February 2020 Strategic Implementers Archetype

Turqoise Fig 5 Strategic Implementers Archetype Leaders

4 Score 4 out of 4 3 Score 3 out of 4 2 Score 2 out of 4 1 Score 1 out of 4 Color Block Sizes Grey Of the 35 services providers included in our research, we Data Sourcing and Automated Service Proven Track Digital Governance System Integration Small found 15 leaders that stand Item 1 AnalyticsItem 2 Item 3 Item 4 DeliveryItem 5 ItemRecord 6 ISGProvider Lens™ Archetype Report June | 2018 out above the others to match Section Name Strategic Implementers based on our assessment of their Accenture 4 4 4 4 4 ISGProvider Lens™ Archetype Report June | 2018 CSC capabilities as described in the 3 4 3 2 3 4 Section Name Atos 3 3 3 3 4 methodology section in the HP Enterprise 3 3 4 2 3 3 ISGProvider Lens™ Archetype Report June | 2018 appendix. These 15 leaders, Capgemini 4 3 3 3 3 Infosys Section Name referred to as archetype leaders, Cognizant 4 4 3 3 3 33 43 33 and their relevant capabilities KPIT are presented in Figure 5, and DXC 4 3 4 3 4 22 43 42 briefly examined in the following L&THCL Infotech 3 4 4 4 4 42 34 44 sections. Medium Small MindtreeIBM 3 4 4 4 2 34 34 43 Note: The service providers listed SyntelInfosys 3 4 4 3 4 are arranged in alphabetical order. 4 4 2 3 4 4 Large 3 3 3 3 2 Medium No ranking is implied. USTLT Global I 3 3 1 4 3 3 Mindtree 3 3 2 3 2 ValueLabs 4 4 2 4 4 4 NTT 4 3 2 3 2

TCS 4 4 3 3 3

Text Box Sizes Large Tech Mahindra 3 3 3 4 3

Wipro 3 4 3 3 3

Zensar 3 2 2 3 4

Mindtree Mindtree is an IT outsourcing and managed services provider co- headquartered in Bangalore, Karnataka, India, and Warren, New Jersey , U.S. The company’s Digital Pumpkin innovation hub focuses on creating digital experiences by rethinking the way customers engage with companies, partners, and employees. Mindtree’s consulting-led approach centers on humanized AI to deliver digital experiences and design solutions and platforms to make AI all-pervasive. The company’s Decision Moments platform provides industry-specific, self-learning algorithms to enable rapid and improved decision making across industries and organizations. The company has built other platforms such as MWatch, VMUnify and Composable Automated Platform for Enterprises (CAPE), which is an automated meta-platform. Through its digital strategy framework, the service provider guides the business transformation of its clients by leveraging digital technologies.

Blue ISG Provider Lens™ Archetype Report | February 2020 Strategic Implementers Archetype

Turqoise OTHER NOTEWORTHY PLAYERS – STRATEGIC IMPLEMENTERS ARCHETYPE

Some other providers scored high in one or more areas that are important for clients in the Strategic Implementers archetype. However, they were not categorized as leaders Color Block Sizes Grey for this archetype as they did not rate high in adequate number of categories. Small Some of these providers have been listed below. ISGProvider Lens™ Archetype Report June | 2018 Section Name ISGProvider Lens™ Archetype Report June | 2018 Fig 6 Other Noteworthy Players – Strategic Implementers Archetype Section Name ISGProvider Lens™ Archetype Report June | 2018 Data Sourcing Digital System Automated Proven Section Name and Analytics Governance Integration Service Delivery Track Record

CGI Mphasis CSS Corp Fujitsu Fujitsu

Fujitsu T-Systems Hexaware Hexaware Softtek Medium Small Hexaware Mphasis Mphasis UST Global

Medium Publicis Sapient Softtek Softtek Trianz Trianz

T-Systems T-Systems Text Box Sizes

ECOSYSTEM MODERNIZERS ARCHETYPE

Ecosystem Modernizers are extremely customer-centric and focused on implementing new services to enhance the customer experience or bring additional revenue. These buyers may also consider the platform ecosystem or implement SaaS solutions. These enterprises need service providers to deploy applications at a fast pace either by developing customized solutions or by using ready-to-use platforms. The buyers also seek assistance in formulating API strategy and aligning the IT ecosystem to enable addition of newer systems in the future. These buyers need the services of providers not only to deploy digital solutions but also to realize the benefits of pursuing digital initiatives. Hence, gain-sharing, risk-sharing or outcome-based pricing models have greater relevance in outsourcing contracts for this buyer segment.

Fig 7 Ecosystem Modernizers - Ecosystem Modernizers - Client Objectives Influence of Provider Capabilities

Increase in future influence Decrease in future influence Deploying customer-centric applications and devising additional revenue streams

Co-creating niche and innovative solutions with

partners API Application Development Transformation and Offering a strong digital workforce adept at working Migration in evolving environments

Pricing Platforms and MVPs Faster time to market in developing and deploying Flexibility digital solutions

Advisory for digital journey and maximizing benefits

Use of automation to manage monotonous processes

Size based on relative current importance in the archetype profile

Blue ISG Provider Lens™ Archetype Report | February 2020 Ecosystem Modernizers Archetype

Turqoise Fig 8 Ecosystem Modernizers Archetype Leaders

4 Score 4 out of 4 3 Score 3 out of 4 2 Score 2 out of 4 1 Score 1 out of 4 Color Block Sizes Grey Small Application API development Pricing Platforms Of the 35 services providers Item 1 Item 2 Item 3 Item 4 Item 5 Item 6 ISGProvider Lens™ Archetype Report June | 2018 Transformation and migration Flexibility and MVPs Section Name included in our research, we found 13 leaders that stand out ISGProvider Lens™ Archetype Report June | 2018 above the others as a match Accenture 4 4 3 4 Section Name CSC 3 4 3 2 3 4 for the Ecosystem Modernizers 4 3 4 4 ISGProvider Lens™ Archetype Report June | 2018 based on our assessment of HPAtos Enterprise 3 3 4 2 3 3 their capabilities as described Section Name InfosysCapgemini 4 4 3 4 in the methodology section in 4 3 3 3 4 3 4 4 4 3 the appendix. These 13 leaders, KPITCognizant 4 4 4 2 4 4 referred to as archetype leaders, DXC 3 4 3 3 and their relevant capabilities L&T Infotech 3 4 4 2 3 4 Medium are presented in Figure 8, and 4 4 4 4 Small MindtreeHCL briefly examined in the following 3 4 2 4 3 4 IBM 4 4 3 4 sections. Syntel 4 4 2 3 4 4 Large Medium Infosys 4 4 3 4 UST Global 3 3 1 4 3 3 Note: The service providers listed Mindtree 4 4 4 3 ValueLabs are arranged in alphabetical order. 4 4 2 4 4 4 No ranking is implied. TCS 4 4 3 4

Text Box Sizes Large Tech Mahindra 4 4 4 3 Wipro 4 3 3 4 Zensar 4 4 4 3

Mindtree Mindtree’s Digital Pumpkin innovation hub provides support for experience and journey mapping, digital evangelization and reimagination. The company offers a discovery workshop for persona identification, gap assessments, and “as-is” and “to-be” journey maps, before defining a roadmap for customer experience transformation.

Mindtree takes a consultation-led, human-centric approach to deliver digital experiences to its clients. Based on the business imprint of the client, digital needs are mapped to one of three areas, namely, modernizing the core, transforming experiences and making AI all-pervasive. Based on journey mapping, the roadmap is defined to deliver connected experiences with edge, intelligence and cloud in a platform-based approach using relevant digital tools and Mindtree accelerators and frameworks.

Some of the products or intellectual properties offered by Mindtree include Yorbit, which is an employee learning management platform to upskill and cross-skill employees on emerging technologies, and the MWatch platform that provides a consolidated view of applications and infrastructure by integrating the service desk with monitoring tools. It also integrates various stacks of tools with process workflows to provide an enterprise-wide, integrated view based on intelligent aggregation and correlation of data, processes and business rules.

Blue ISG Provider Lens™ Archetype Report | February 2020 Ecosystem Modernizers Archetype

Turqoise OTHER NOTEWORTHY PLAYERS – ECOSYSTEM MODERNIZERS ARCHETYPE

Some other providers scored high in one or more areas that are important for the Ecosystem Modernizers client archetype. However, they were not categorized as leaders for Color Block Sizes Grey this archetype because they did not rate high in adequate number of categories. Small Some of these have been listed below. ISGProvider Lens™ Archetype Report June | 2018 Section Name ISGProvider Lens™ Archetype Report June | 2018 Section Name Fig 9 Other Noteworthy Players – Ecosystem Modernizers Archetype ISGProvider Lens™ Archetype Report June | 2018 Section Name Application API Development Pricing Platforms Transformation and Migration Flexibility and MVPs CGI CGI Hexaware Bridgei2i CSS Corp CSS Corp Softtek C3IoT Medium Small Deloitte Deloitte LTI EY EY T-Systems Medium Fujitsu Fujitsu Hexaware Hexaware

Mphasis Mphasis

NTT Publicis Sapient

Text Box Sizes Publicis Sapient Softtek

Softtek

DISRUPTION EMBRACERS ARCHETYPE

The Disruption Embracers are innovators and out-of-the-box thinkers. They are always ahead of competitors and lead industry or service lines. These buyers have high investments in R&D and are ready to adopt functional digital solutions based on emerging technologies. These organizations are disruptors and leverage service provider capabilities to drive their innovation agenda. Typically, this buyer segment is willing to co-create digital solutions and establish joint centers of excellence to exchange ideas/knowledge on the implementation of emerging technologies. The buyers in this segment need to leverage the ecosystem of the service provider to deploy holistic digital solutions or services for its customers. As the enterprises in this segment usually tread unexplored paths, they require robust consulting and advisory services to take them through their digital journey.

Fig 10 Disruption Embracers - Disruption Embracers - Client Objectives Influence of Provider Capabilities

Increase in future influence Decrease in future influence Soliciting consultations to solve business challenges and adopting new approaches across business functions Emerging Technology Establishing co-innovation centers to adopt emerging Implementation technologies and explore new use cases

Embracing a digital mindset to continually create new solutions Consulting Services Partner Ecosystem Innovation Potential Managing talent pool to develop neo-skills of digital workforce

Building a partner ecosystem for the optimal delivery of digital services

Focusing on agility, flexibility and speed to deploy Size based on relative current importance in the archetype profile new capabilities

Blue ISG Provider Lens™ Archetype Report | February 2020 Disruption Embracers Archetype

Turqoise Fig 11 Disruption Embracers Archetype Leaders Color Block Sizes Grey 4 Score 4 out of 4 3 Score 3 out of 4 2 Score 2 out of 4 1 Score 1 out of 4 Small ISGProvider Lens™ Archetype Report June | 2018 Of the 35 services providers Section Name included in our research, we Emerging Tech Item 1Consulting ItemServices 2 Item 3 Item Partner4 EcosystemItem 5 InnovationItem Potential 6 found 11 leaders that stand out Implementation ISGProvider Lens™ Archetype Report June | 2018 above the others to match the Section Name Disruption Embracers based ISGProvider Lens™ Archetype Report June | 2018 on our assessment of their CSCAccenture 3 4 4 3 4 2 4 3 44 capabilities as described in the Section Name Atos 4 3 3 4 methodology section in the HP Enterprise 3 3 4 2 3 3 appendix. These 11 leaders, 4 2 3 3 InfosysCapgemini 4 3 3 3 4 3 referred to as archetype leaders, 4 3 4 4 and their relevant capabilities KPITCognizant 4 4 4 2 4 4 Medium are presented in Figure 11, and Small Fujitsu 3 3 4 3 briefly examined in the following L&T Infotech 3 4 4 2 3 4 sections. 4 3 3 4 MindtreeHCL 3 4 2 4 3 4 Large

Medium IBM 4 4 4 4 Syntel 4 4 2 3 4 4 Note: The service providers listed Infosys 4 3 3 4 are arranged in alphabetical order. UST Global 3 3 1 4 3 3 No ranking is implied. TCS 4 3 4 3 ValueLabs 4 4 2 4 4 4

Text Box Sizes Large Tech Mahindra 4 3 3 4 Wipro 4 3 4 2

Blue ISG Provider Lens™ Archetype Report | February 2020 Disruption Embracers Archetype

Turqoise OTHER NOTEWORTHY PLAYERS – DISRUPTION EMBRACERS ARCHETYPE

Some other providers scored high in one or more areas that are important for the Disruption Embracers client archetype. However, they were not Color Block Sizes Grey categorized as leaders for this archetype because they did not rate high in adequate number of categories. Small The noteworthy providers have been listed below. ISGProvider Lens™ Archetype Report June | 2018 Section Name ISGProvider Lens™ Archetype Report June | 2018 Fig 12 Other Noteworthy Players – Disruption Embracers Archetype Section Name ISGProvider Lens™ Archetype Report June | 2018 Section Name Consulting Services Emerging Tech Implementation Partner Ecosystem Innovation Potential BCG Applied Blockchain Deloitte Applied Blockchain CGI C3IoT NTT C3IoT CSS Corp ConsenSys ConsenSys Medium Small Deloitte NTT Mindtree DXC Zensar Medium EY KPMG McKinsey Mphasis

Text Box Sizes PWC Softtek Zensar

Blue ISG Provider Lens™ Archetype Report | February 2020 Service Providers Across Archetypes Turqoise SERVICE PROVIDERS ACROSS ARCHETYPES

Targeted Strategic Ecosystem Disruption Color Block Sizes Grey Transformers Implementers Modernizers Embracers Small Accenture 0 Ù Ù Ù ISGProvider Lens™ Archetype Report June | 2018 Section Name Applied Blockchain 0 0 0 PP ISGProvider Lens™ Archetype Report June | 2018 Atos PPP Ù Ù Ù Section Name Avanade PP 0 0 0 ISGProvider Lens™ Archetype Report June | 2018 BCG 0 0 0 P Section Name bridgei2i 0 0 P 0 C3IoT 0 0 P PP Capgemini PP Ù Ù Ù Medium Small CGI 0 P PP P Cognizant Ù Ù Ù Ù Medium Ù = Leaders  = Noteworthy Providers (number of check marks indicate the degree of alignment with the capability requirements of each client archetype)  = Not In (the Service Provider wasn’t considered a leader in any of the capability requirements for this archetype) Text Box Sizes NOTE: All Service Providers evaluated for this report have the abilities to service all four archetypes, only those with the best fit to the capability requirements were identified as Leaders or Noteworthy Providers

SERVICE PROVIDERS ACROSS ARCHETYPES

Targeted Strategic Ecosystem Disruption Transformers Implementers Modernizers Embracers

ConsenSys 0 0 0 PP CSS Corp 0 0 PP P Deloitte 0 0 PP PP DXC Ù Ù Ù P EY 0 0 PP P Fujitsu 0 PPP PP Ù HCL Ù Ù Ù Ù Hexaware PP PPP PPP 0 IBM 0 Ù Ù Ù Infosys Ù Ù Ù Ù

Ù = Leaders  = Noteworthy Providers (number of check marks indicate the degree of alignment with the capability requirements of each client archetype)  = Not In (the Service Provider wasn’t considered a leader in any of the capability requirements for this archetype)

NOTE: All Service Providers evaluated for this report have the abilities to service all four archetypes, only those with the best fit to the capability requirements were identified as Leaders or Noteworthy Providers

Blue ISG Provider Lens™ Archetype Report | February 2020 Service Providers Across Archetypes

Turqoise SERVICE PROVIDERS ACROSS ARCHETYPES

Targeted Strategic Ecosystem Disruption Color Block Sizes Grey Transformers Implementers Modernizers Embracers Small KPMG 0 0 0 P ISGProvider Lens™ Archetype Report June | 2018 Section Name LT I Ù Ù P 0 ISGProvider Lens™ Archetype Report June | 2018 McKinsey 0 0 0 P Section Name Mindtree Ù Ù Ù P ISGProvider Lens™ Archetype Report June | 2018 Mphasis P PPP PP P Section Name NTT P Ù P PP Publicis Sapient 0 P PP 0 PWC 0 0 0 P Medium Small Softtek Ù PPP PPP P Stefanini P 0 0 0 Medium Ù = Leaders  = Noteworthy Providers (number of check marks indicate the degree of alignment with the capability requirements of each client archetype)  = Not In (the Service Provider wasn’t considered a leader in any of the capability requirements for this archetype) Text Box Sizes NOTE: All Service Providers evaluated for this report have the abilities to service all four archetypes, only those with the best fit to the capability requirements were identified as Leaders or Noteworthy Providers

Blue ISG Provider Lens™ Archetype Report | February 2020 Service Providers Across Archetypes

Turqoise SERVICE PROVIDERS ACROSS ARCHETYPES

Targeted Strategic Ecosystem Disruption Color Block Sizes Grey Transformers Implementers Modernizers Embracers Small TCS 0 Ù Ù Ù ISGProvider Lens™ Archetype Report June | 2018 Section Name Tech Mahindra PP Ù Ù Ù ISGProvider Lens™ Archetype Report June | 2018 Trianz Ù PP 0 0 Section Name T-Systems 0 PPP P 0 ISGProvider Lens™ Archetype Report June | 2018 UST Global P P 0 0 Section Name Wipro Ù Ù Ù Ù Zensar P Ù Ù PP Medium Small Ù = Leaders  = Noteworthy Providers (number of check marks indicate the degree of alignment with the capability requirements of each client archetype) Medium  = Not In (the Service Provider wasn’t considered a leader in any of the capability requirements for this archetype) NOTE: All Service Providers evaluated for this report have the abilities to service all four archetypes, only those with the best fit to the capability requirements were identified as Leaders or Noteworthy Providers Text Box Sizes

GUIDANCE

Going digital has become the norm for many businesses. Organizations have increasingly (OpEx). The clients that have seen higher than average revenue after the implementation begun adopting digital solutions to remain ahead in the game. As a result, an increasing of digital solutions are focused on regular assessments of the impact of automation, on number of outsourcing engagements have a digital aspect to it. The intended outcome processing and analyzing IoT data streams and are co-creating digital products along of such deals could be cost optimization, innovation, enhancement of business value or with customers and partners. The clients that have envisaged a substantial increment in increase in revenue. The innovators around the world are leveraging digital solutions to customer retention have adopted a common technology platform approach, are focusing transform business and maintain leadership in their respective microsegments. According on end-to-end visibility into a product and handling service backlog in development teams to ISG, in 2019, 43 percent of deals had a digital component, and this is expected to grow and IoT data streams. The clients achieving higher than average OpEx reduction are opting in the coming years. for the adoption of personalized content, leveraging IoT data, taking advantage of common tech platforms and co-creating digital products and solutions. Most organizations are seeing the benefits of digital transformation when devised and implemented correctly. According to ISG, among enterprises that are investing in digital, As the adoption of all that is digital increases, the market is moving toward the peak of 97 percent have seen an average increase of approximately 5.6 percent in revenue, 91 the digital era. Adoption of new technologies and innovative approaches to bring about percent have witnessed approximately 5.5 percent improvement in customer retention business benefits will continue to find favor in the market. Enterprises need to have a clear and 87 percent have seen approximately 5.2 percent reduction in operational expenditure digital transformation roadmap aligned to the business growth targets and spread over a period of time after assessing the current state of IT systems and by forecasting the optimal ability to handle risks based on growth. The service providers need to be attuned to the needs of enterprises and help in the journey for digital transformation. Most enterprises are looking for the quantifiable benefits of implementing digital projects and the providers that can help to realize such outcomes will be more preferred. These changes in market dynamics will lead to further changes in the outsourcing dynamics in 2020 and the following years. The relationship between an enterprise and a provider is moving toward partnership- based models that can be mutually beneficial compared with the traditional outsourcing models that were essentially turn-key assignments. Digital will become the way of life for many businesses and will enable enterprises to handle uncertainties, including those in the macro-environment such as political instability.

Enterprise Leadership Actions

With organizations looking for ways to improve business, the dynamics within an The cultural alignment of the operational team needs to be assessed and imbibed for the organization are changing. IT is no longer a separate functional unit, but an integrated use of technology to reap the benefits of digital initiatives. Also, business functions need to function along with other business functions. The emergence of roles such as chief data work in collaboration to provide seamless services to end customers. officer, chief digital officer and chief information security officer, in an enterprise, indicates that the role of a CIO is changing. Technology is more than support function and has a direct Ecosystem Modernizers – As these firms are adept at using cloud and digital impact on business priorities. Hence, it has become imperative for the IT of an organization technologies, the use of automation to reduce operational workloads will help them to work in tandem with business priorities and targets. to optimize processes. These enterprises need to adopt new approaches and expand their partner ecosystem to bring about enhanced customer experiences. Empowering Based on the needs of the enterprises, the organizational and IT priorities could vary. Below employees to work in new ways will help the enterprise stay agile to changes needed for are the leadership priorities based on archetype adding or altering the digital services delivered. These enterprises can also consider the gig economy to manage skillset availability and project-cost tradeoff. Targeted Transformers – These enterprises need to implement an integrated IT approach rather than work as silos. The digital initiatives devised should focus on Disruption Embracers – Hiring and retaining talent with digital skills will be a key integrating business functions to realize operational and cost benefits. The leadership imperative for these enterprises dealing with emerging technologies. Setting up centers needs to focus on organizational change management and re-align processes to enable of excellence and having an innovation charter will be mandatory to maintain market business growth. This will help an organization envision more digital initiatives for future leadership. A culture of startups needs to be inculcated in the large organizations to business growth. allow the free flow of new ideas.

Strategic Implementers – These enterprises need to have a clear digital strategy before embarking on a digital journey. The roadmap needs to be aligned with the long-term vision of business growth. It is also important for these organizations to have a clear data strategy and leverage the data to optimize services to customers, leading to additional revenue streams.

Provider Leadership Actions

Most of the service providers have aligned their capabilities to deliver digital projects to their 5. Manage the talent pool effectively:It is pertinent for the service provider to hire the clients. However, the providers are not confined to one type of enterprise segment and are right number of people and with the right skillset. Re-skilling and upskilling for neo-skills focused on acquiring clients across all segments. To achieve these objectives, the service have become a necessity. The service providers need to have a strategy to handle the providers need to define what they consider as digital transformation. It is imperative to expectations of the digital workforce and, simultaneously, manage the skillsets of its build a digital transformation framework by considering both human element and design employees. thinking, which acts as the guiding light across project implementations. 6. Focus on new-age partnerships: Service providers need to build a holistic partner The imperatives for a service provider are listed below: ecosystem comprising the right combination of hardware, software, integration, infrastructure and regional partners. Not only does this help to provide a holistic business 1. Focus on most embraced technologies: IoT, analytics, cloud, AI and cybersecurity will be solution for clients by leveraging digital technologies, but also enables knowledge commonly adopted by enterprises in 2020. Hence, it is imperative for service providers to exchange between partners. focus on solutions involving these technologies to expand their customer base. 7. Enable cultural alignment within its workforce: To successfully deliver digital 2. Develop capability to support hyper-personalized services: The providers need to transformation, it is necessary for the service provider’s delivery team to understand the focus on benefits their clients intend to deliver to end consumers and target specific cultural nuances in a client’s business landscape. Inculcating the right digital mindset in microsegments within industries; this will require the delivery of hyper-personalized the organization to deliver digitalization would help providers to deliver digital solutions services for end-customers. effectively.

3. Leverage Agile and DevOps approaches: Developing, deploying and realizing digital 8. Co-innovate along with clients or partners: The providers are setting up centers of projects would require agile and DevOps approaches in addition to a goal-oriented excellence to create new and innovate digital solutions. The service providers need to understanding of the business requirements of clients. extend this innovation attitude toward its partner ecosystem and clients to co-create innovative and beneficial solutions. 4. Increase focus on control of customer data: As privacy and security of consumer data is becoming critical, service providers need to help clients with integrating the required regulations while deploying digital solutions or creating the proofs of concept for an innovative idea.

Appendix ISG Provider Lens™ Archetype Report | JuneFebruary 2018 2020 Section Name

APPENDIX

Methodology As previously noted, this report uses four archetypical sets of buy-side client Digital Business Solutions and Services providers (SPs) shared their data across requirements to assess the relative suitability of Digital Business Solutions and different digital business solutions and services dimensions through the research Services providers. Data regarding the providers’ capabilities and positioning was initiatives noted above. These dimensions cover their technological competency, provided to ISG via briefings, ISG advisor interviews and surveys of service providers, preferred engagement models, scope of work performed, service capability, including client references if appropriate. functional expertise and industry and regional presence. Methodology

Report Methodology 1 2 3 4 5 Categorize and assess Weight Importance of Determine provider Create cumulative Categorize providers provider data capability requirement position in quartile score in archetypes

1 The data provided by the services providers were 2 Each archetype capability requirement was 3 Once the relative ability of each services categorized and assessed according to the Digital weighted based on its relative importance to that provider was assessed for each of the archetype Business Solutions and Services requirements archetype’s typical requirements. Weightings requirements, each provider was then positioned described for each of the four client archetypes. for each archetype’s requirements add up to a in a relevant quartile (for example, top 25 In cases in which provider descriptions and data total of 100 percent. Specific weightings are not percent, second 25 percent and so on). The top were not worded as precisely as our archetype disclosed in this report. The relative importance quartile was awarded a numerical “capability requirements, our Digital Business Solutions and of each capability requirement is depicted in score” of 4/4; the second quartile earned a Services analysts relied on their expertise and illustrations at the beginning of each archetype score of 3/4, the third quartile earned a score experience to classify provider capabilities. section using differently sized “hexagon” icons. of 2/4, and the fourth quartile earned a score of 1/4. Those with no capabilities to meet the archetype requirements were not included in the 4 Provider capability scores from Step 3 were 5 The cumulative scores were then used to identify assessment. then multiplied by the weightings developed the services providers most well suited for each for each client archetype requirement in Step 2. archetype’s requirements. These providers are The results for each provider were then totaled listed alphabetically and briefly profiled in each Please note: This report simply presents services providers’ to develop a cumulative score for each service archetype section. Where relevant, additional known capabilities in the context of user enterprises’ provider. These cumulative scores are not services providers with noteworthy capabilities typical project needs. This report is not meant to rank disclosed in this report. are also mentioned (e.g., providers that may providers or to assert that there is one top provider with have scored well on a specific requirement abilities that meet the requirements of all clients that but not across all the requirements for that identify themselves with a particular archetype. archetype).

ISG© 2020 Confidential Information © 2018Services Information Group. Inc. Services All Rights Group. Reserved. Inc. All Rights Reserved. #### ISG Provider Lens™ Archetype Report | February 2020 Appendix: Methodology

Fig 13 Provider Capability Scores as Harvey Balls

Harvey Ball Score representation Score 4 out of 4 4 Score 3 out of 4 3 Score 2 out of 4 2 Score 1 out of 4 1

The cumulative score for each of the selected services providers against each archetype requirement is represented using Harvey Balls. For example: if a provider is assessed with a score of 4 out of 4, then a full Harvey Ball is used to represent their capability against that requirement. Similarly, if a provider is assessed a score of 1 out of 4, then a one-quarter Harvey Ball is used, as shown in below.

Additional Relevant Digital Business Solutions Other Relevant Headquartered Service Providers Country and Services Providers Applied Blockchain UK Blockshipping Denmark The capabilities of 40 providers were assessed in this report. Some of the services providers are typically included in our work and are not rated, are not included in this Bridgei2i India report. Some of the companies that were not included were not able to participate and Coinify Denmark others declined. Providers that do not offer a full portfolio of digital business solutions Devoteam France and services have not been included in the study. They may be included in future versions Intellectsoft US of this report, based on merit and on the services providers’ willingness to provide OpenLedger Denmark current and relevant materials. Readers should not make any inferences about a services Persistent Systems India provider’s absence from this report. Publicis Sapient US TietoEvry Finland Additional Relevant Digital Business Solutions and Services Providers

AkhilaMrinal Harinarayan,Rai, Author Author LeadPrincipal Analyst Analyst Mrinal Rai is the Principal analyst for Digital Workplace and Social business collaboration. His area of expertise is digital workplace services and Akhila Harinarayan is a lead analyst on the ISG Provider Lens™ (IPL) team focusing on Digital Transformation and SAP. She has more than a decade experience enterprise social collaboration both from a technology and business point of view. He covers key areas around the Workplace and End User computing across consulting and research including enterprise strategy, industry roadmaps, point-of-view papers, research for service providers across regions and target domain viz., modernizing workplace, Enterprise mobility, BYOD, VDI, managed workplace services, service desk and modernizing IT architecture. In segments. She brings in her expertise on strategy and transformation, digital insights, thought leadership, benchmarking, market assessment and go-to-market Social business collaboration, he focuses on enterprise social software, content collaboration, team collaboration, social media management and strategies. She has also worked for Financial Services industry vertical as SAP talent consultant. She has authored many digital insights papers, devised go-to- chatbot platforms. He has been with ISG for last 7+ years and has more than 12 years of industry experience. Mrinal works with ISG advisors and clients market strategies for a specific product/industry vertical/region, built frameworks and maturity models across industries. in engagements related to workplace modernization, social intranet, collaborative workplace, cloud-based VDI, end user computing and service desk.

Jan Erik Aase, Editor Director Jan Erik Aase is a director and principal analyst for ISG. He has more than 35 years of collective experience as an enterprise client, a services provider, an ISG advisor and analyst. Jan Erik has overall accountability for the ISG Provider Lens™ reports, including both the buyer-centric archetype reports and the worldwide quadrant reports focused on provider strengths and portfolio attractiveness. He sets the research agenda and ensures the quality and consistency of the Provider Lens™ team.

ISG (Information Services Group) (Nasdaq: III) is a leading global technology research and advisory firm. A trusted business partner to more than 700 clients, including more than 70 of the top 100 enterprises in the world, ISG is committed to helping corporations, public sector organizations, and service and technology providers achieve operational excellence and faster growth. The firm special- izes in digital transformation services, including automation, cloud and data analytics; sourcing advisory; managed governance and risk services; network carrier services; strategy and operations design; change management; market intelligence and technology research and analysis. Founded in 2006, and based in Stamford, Conn., ISG employs more than 1,300 digital-ready professionals operating in more than 20 countries—a global team known for its innovative thinking, market influence, deep industry and technology expertise, and world-class research and analytical capabilities based on the industry’s most comprehensive marketplace data. For more information, visit www.isg-one.com.