2020 Professional Services Maturity™ Benchmark

Total Page:16

File Type:pdf, Size:1020Kb

2020 Professional Services Maturity™ Benchmark WHITE PAPER 2020 Professional Services Maturity™ Benchmark Professional Services Service Performance Insight, LLC 2020 Professional Services Maturity™ Benchmark February 2020 Service Performance Insight www.SPIresearch.com Service Performance Insight Service Performance Insight (SPI) is a global research, consulting and training organization dedicated to helping professional service organizations (PSOs) make quantum improvements in productivity and profit. In 2007, SPI developed the PS Maturity Model™ as a strategic planning and management framework. It is now the industry-leading performance improvement tool used by over 35,000 service and project-oriented organizations to chart their course to service excellence. The core tenet of the PS Maturity Model™ is PSOs achieve success through the optimization of five Service Performance Pillars™: ➢ Leadership ➢ Client Relationships ➢ Human Capital Alignment ➢ Service Execution ➢ Finance and Operations The SPI Advantage – Research Service Performance Insight provides an informed and actionable third-party perspective for clients and industry audiences. Our market research and reporting forms the context in which both buyers and sellers of information technology-based solutions maximize the effectiveness of solution development, selection, deployment and use. The SPI Advantage – Consulting Service Performance Insight brings years of technology service leadership and experience to every consulting project. SPI Research helps clients ignite performance by objectively assessing strengths and weaknesses to develop a full-engagement improvement plan with measurable, time-bound objectives. SPI Research offers configurable programs proven to accelerate behavioral change and improve bottom line results for our clients. To provide us with your feedback on this research, please send your comments to: [email protected] or [email protected] For more information on Service Performance Insight, please visit: www.spiresearch.com A special thanks to Good Free Photos and the US Coast Guard Academy for use of the cover image: https://www.goodfreephotos.com/other-photos/coast-guard-academy-competes-2011-kennedy-cup.jpg.php The information contained in this publication has been obtained from sources Service Performance Insight believes to be reliable but is not guaranteed by SPI Research. All forecasts, analyses, recommendations, etc. whether delivered orally or in writing, are the opinions of SPI Research consultants, and while made in good faith and on the basis of information before us at the time, should be considered and relied on as such. Client agrees to indemnify and hold harmless SPI Research, its consultants, affiliates, employees and contractors for any claims or losses, monetary or otherwise, resulting from the use of strategies, programs, counsel, or information provided to client by SPI Research or its affiliates. The trademarks and registered trademarks of the corporations mentioned in this publication are the property of their respective holders. © 2020 Service Performance Insight, Naples, Florida, USA Table of Contents SPI 2020 Benchmark Study ................................................................................................................. x Chapter 1 – Report Summary .......................................................................................................... 1 Smooth Sailing in 2019! ...................................................................................................................... 1 The Rise of the Services Economy ....................................................................................................... 3 Revenue Growth Continues! ............................................................................................................... 3 Profits Decline! .................................................................................................................................... 4 Show Me the Money! .......................................................................................................................... 5 The War for Talent Intensifies! ........................................................................................................... 6 Smooth Sailing Predicted for Professional Services in 2020 ............................................................... 7 Chapter 2 – The Professional Services Maturity™ Model .......................................................... 10 Service Performance Pillars™ ............................................................................................................ 11 Professional Services Maturity™ Model Benchmark Levels ............................................................. 12 Building the Professional Services Maturity™ Model ....................................................................... 14 Why Maturity Matters ...................................................................................................................... 16 Pillar Importance and Organizational Maturity ................................................................................ 17 Chapter 3 – Survey Demographics ................................................................................................ 19 The Global Services Market .............................................................................................................. 19 The North American Professional Services Market .......................................................................... 20 PS Maturity™ Benchmark Vertical Market Demographics ............................................................... 23 Chapter 4 – Best-of-the-Best .......................................................................................................... 35 Introducing the 2020 Best-of-the-Best Service Organizations .......................................................... 35 Pillar Performance ............................................................................................................................. 50 Best-of-the-Best Conclusions ............................................................................................................ 57 Chapter 5 – Professional Services Business Applications ........................................................ 59 Primary Professional Services Business Applications ........................................................................ 60 Quote to Cash.................................................................................................................................... 61 PS Solution Adoption......................................................................................................................... 62 Solution Satisfaction .......................................................................................................................... 67 Chapter 6 – Leadership Pillar ........................................................................................................ 78 The Leadership Index ........................................................................................................................ 80 Leadership Issues .............................................................................................................................. 81 Steps Taken to Improve Profitability ................................................................................................. 87 © 2020 Service Performance Insight www.sageintacct.com i Chapter 7 – Client Relationships Pillar ......................................................................................... 90 PS Sales Maturity Model™ ................................................................................................................ 92 Survey Results ................................................................................................................................... 97 Chapter 8 – Human Capital Alignment Pillar ............................................................................112 Survey Results ................................................................................................................................. 113 Chapter 9 – Service Execution Pillar ...........................................................................................132 Strategic Resource Management for PSOs ..................................................................................... 133 Survey Results ................................................................................................................................. 137 Chapter 10 – Finance and Operations Pillar .............................................................................151 Survey Results ................................................................................................................................. 153 Income Statements ......................................................................................................................... 167 Chapter 11 – 2020 Professional Services Maturity™ Model Results ....................................173 Maturity Levels ................................................................................................................................ 173 The Financial Benefits of Moving Up Levels .................................................................................... 178 Model Conclusions .........................................................................................................................
Recommended publications
  • Apple Education Professional Services. Turning Technology Into Educational Solutions
    Apple Education Professional Services. Turning technology into educational solutions. Apple Education Professional Services is uniquely qualified to help your institution deliver on the promise of educational technology: more effective schools and higher student achievement. We’ve been committed to providing products that transform learning as well as professional services to education for more than 30 years. Today, our professional services experts are among the industry’s most experienced and respected. Drawing on our experience in education as well as industry certification training, our experts will help you leverage your technology investments to make an educational difference. Services tailored to your specific educational needs. Whether you’re in a K–12 school, at the district, or on a university campus, Apple Apple Integration Services Education Professional Services has a complete array of offerings to meet the diverse Add our experts to your staff. needs of education. Here are a few examples of what we can help you do: Apple Project Management • Plan and implement a full Apple 1 to 1 Learning Program The road to successful deployments. • Deploy wikis, blogs, or Podcast Producer • Create a new campuswide technology solution or integrate our technology with Apple Setup Services your existing systems Ready, set up, and go. • Mentor your technical staff so they get the most out of your specific Mac OS X Server installation and custom configuration Not only can we offer solutions for integrating iMac and MacBook into your curriculum, we’ll show you how iPod touch and iPad can transform learning, too. In other words, whatever your educational technology needs, we can help.
    [Show full text]
  • (Medicaid) Physician-Related Services/Health Care Professional
    Washington Apple Health (Medicaid) Physician-Related Services/Health Care Professional Services Billing Guide May 1, 2020 Every effort has been made to ensure this guide’s accuracy. If an actual or apparent conflict between this document and an agency rule arises, the agency rules apply. Physician-Related Services/Health Care Professional Services About this guide* This publication takes effect May 1, 2020, and supersedes earlier guides to this program. The Health Care Authority (agency) is committed to providing equal access to our services. If you need an accommodation or require documents in another format, please call 1-800-562- 3022. People who have hearing or speech disabilities, please call 711 for relay services. Washington Apple Health means the public health insurance programs for eligible Washington residents. Washington Apple Health is the name used in Washington State for Medicaid, the children's health insurance program (CHIP), and state- only funded health care programs. Washington Apple Health is administered by the Washington State Health Care Authority. What has changed? Subject Change Reason for Change Entire document Housekeeping changes To improve usability Are clients enrolled in an Added a note box to identify the Billing clarification agency-contracted managed professional fees the agency pays care organization (MCO) for through fee-for-service eligible? Pre-operative visit before a Added language regarding the To improve clarity client receives a dental primary care physician’s role in service under anesthesia
    [Show full text]
  • Management Consulting in Human Resource Management: Central and Eastern European Perspectives in Light of Empirical Experiences
    Journal of Service Science and Management, 2011, 4, 300-314 doi:10.4236/jssm.2011.43036 Published Online September 2011 (http://www.SciRP.org/journal/jssm) Management Consulting in Human Resource Management: Central and Eastern European Perspectives in Light of Empirical Experiences József Poór1, Ágnes Milovecz2 1Faculty of Economics and Social Sciences, Szent István University, Gödöllő, Hungary; 2Faculty of Business and Economics, University Pécs, Pécs, Hungary. Email: [email protected], [email protected] Received January 14th, 2011; revised April 2nd, 2011; accepted April 25th, 2011. ABSTRACT We analyze the evolution of management consulting in the field of human resources (HR) for the past 20 years in the transitional economies of Central and Eastern Europe (CEE). Our framework for HR consultancy is based on extensive professional experience in the region, several sets of multiyear surveys, and a review of the literature. We focus on the evolving HR theory and the current HR practice in Bulgaria, Czech Republic, Hungary, Poland, Romania, and Slovenia. Our paper relies on three major sets of multiyear surveys, conducted by the authors’ direct or indirect involvement. Special attention is paid to HR consulting in multinational firms and public sector organizations. Keywords: Central and Eastern Europe (CEE), Human Resource Management (HRM), Hungary, Management Consulting, Multinational Companies (MNCs), Transitional Economies 1. Introduction affect the evolution of such activity. Figure 1 proves In undertaking a study of management consulting with particularly useful when discussing the phases of devel- specific attention on HR consulting practices in different opment that consulting organizations and their clients countries in Central and Eastern Europe, and specifically have experienced during the past 18 years in Hungary in Hungary, we begin by adopting a broad framework and elsewhere in Central and Eastern Europe.
    [Show full text]
  • Pwc Consulting Co., Ltd
    PwC Consulting Co., Ltd. I.Corporate profile Business Category: Management consultant Workforce: Approx. 1,600 Location: Yebisu Garden Place Tower 14F, 4-20-3 Yebisu, Shibuya-ku, Tokyo 150-6014 Founding Year: 1984 Capital: 100 million yen Parent company: PricewaterhouseCoopers (U.S.) Foreign Capital Percentage: PricewaterhouseCoopers, 100% Business Areas: Management consultation services II.Main Points in the Personnel Management Scheme • PwC Consulting Co., Ltd. is the Japanese subsidiary of the management consulting division of PricewaterhouseCoopers, which has branches worldwide. The Japanese subsidiary changed its name to the current company name following the renaming of the consulting division to PwC Consulting™. The Company provides comprehensive consultation services to create value and achieve success for businesses. • The organization of PwC Consulting consists of industry-specific operations divisions, with service segments that are broadly divided into strategy, process and technology—the so-called matrix-type organization. Project teams consist of personnel who have the necessary skills for the project, and consultation services are offered by integrating the expertise of each individual. The size of the project teams varies widely: from a couple of members to more than a hundred. Each project team is headed by a project manager, who is authorized to formulate and execute a project plan, determine the project remuneration, manage and develop members’ skills, and manage the personnel. • PwC Consulting’s personnel evaluation and career development system is based on a framework shared worldwide called the Global Capabilities Framework (GCF). The evaluation results based -1- on GCF are disclosed on an in-house database, which can be accessed by all employees.
    [Show full text]
  • Don't Just Come to Work. Come to Change
    Operations at McKinsey Don’t just come to work. Come to change. Welcome We are an exciting place to enhance your knowledge and to boost your career. We are the trusted advisor Giving clients the tools to Welcome to and counselor to many of the improve their performance, most influential businesses with approaches like design- and institutions in the world. to-value, supplier development, the McKinsey Our clients include 90 of the and global sourcing world’s top 100 corporations Helping them improve their and 45 national governments, relationships with their Operations and the issues we tackle customers, through better are no less diverse than product designs, services, Practice our clients themselves. and sales strategies We are problem solvers with a Building skills and developing passion for excellence. We are knowledge to improve their intellectually curious and highly their performance through McKinsey & Company collaborative. We minimize targeted training and capability- is the world’s leading hierarchy. We come from all over building programs management consulting the world. Our backgrounds Setting the right course for the and areas of expertise future, by designing smarter, company, with over 100 are diverse; our collective more flexible supply chains, offices in 56 countries. experience is rich and varied. for example, or building responsible global production Our value proposition, “Don’t networks We blend strategic just come to work. Come to thinking with hands-on change.” sums up what the Our impact is seen in dramatic McKinsey experience offers. improvements in efficiency, implementation, developing By tackling real challenges, productivity, quality, and flexibility, and defining operational we will help you reach your giving our clients the tools they strategies to help our clients potential and make meaningful need to dazzle their customers, contributions to the world.
    [Show full text]
  • Everything You Need to Know About Professional Liability Insurance You Already Learned from Dr
    THE ADVOCATE ✯ SUMMER 2016 55 EVERYTHING YOU NEED TO KNOW ABOUT PROFESSIONAL LIABILITY INSURANCE YOU ALREADY LEARNED FROM DR. SEUSS (AND OTHER CHILDREN’S STORIES) BY J. JAMES COOPER AND EMILY E. GARRISON VERY PROFESSIONAL FACES THE POTENTIAL for unfore- & officers policies often contain endorsements excluding seen claims from her clients. Even when those claims “professional services” from coverage. Thus, a threshold E are groundless, defending against them can be costly determination of what is, or is not, a “professional service” and time consuming. Professional liability insurance is an will have significant consequences for an insured. So it important risk management tool that may provide protection may not be surprising that, absent a precise definition of against many of the claims you face as a provider of profes- that term in the policy, insureds and insurers often disagree sional services, but it is also possible that your insurance about its meaning. policy may contain limiting or exclusionary language that eliminates or reduces the insurance coverage that you thought Texas courts have held that professional services “must you purchased. arise out of acts particular to the individual’s specialized vocation.”2 To constitute a professional service, then, “it Fortunately, understanding the ins and outs of professional must be necessary for the professional to use his special- liability policies, and learning how to avoid some of the ized knowledge or training.”3 This “legal” definition of common coverage pitfalls, is not as complicated as you may “professional services” may even control over contrary think. In fact, many of the lessons you learned in your policy language.4 favorite childhood stories serve to guide you down the yellow brick road of coverage.
    [Show full text]
  • A Leader in the Oil & Gas Industry
    KPMG GLOBAL ENERGY INSTITUTE A leader in the Oil & Gas industry kpmg.com/energy KPMG INTERNATIONAL 2 A leader in the Oil & Gas industry Sourcing the demand for energy. Keeping pace with change. Change is a constant factor in the Oil & Gas industry. The next few years may represent a tipping point, based on increased demand for energy, the growing presence of Asian markets and the gradual shift from traditional to alternative energy sources. Africa will be seen to play an ever more important role as a ready source of Oil & Gas for Western and Asian markets. Oil & Gas remains one of the world’s largest industries. In terms of value, Oil & Gas exports total more than 15 percent of global exports. Over 10 percent of the value of the world’s stock markets are invested in the energy sector, and eight of the top ten global FORTUNE companies are energy companies.1 Despite these impressive numbers, global energy demand will continue to exceed supply. Even with increased energy efficiency, world energy consumption is estimated to rise by 56 percent over the next three decades, with half of this increase driven by greater demand from China and India.2 Oil will remain the main source of energy while natural gas will overtake coal as the second-largest energy source.3 Alternative energy will continue to account for the highest growth rates in the global energy mix.4 1 KPMG research 2 International Energy Outlook 2013 3 Outlook for Energy: A View to 2040, ExxonMobil 4 Ibid. © 2014 KPMG International Cooperative (“KPMG International”).
    [Show full text]
  • Managing Cost and Delivering Savings in Professional Services Agenda
    Managing Cost and Delivering Savings in Professional Services Agenda • Introductions • Objectives & Background • Building Blocks • Types of Fee Arrangements • Case Studies • Conclusion Speaker Bios Kala Bhatt • Current Head of IP & Legal Controlling for BASF Corporation • Over 20 years of diverse experience in Finance • Received a B.S. in Accounting (Rutgers University) • Active, licensed CPA Fred Paulmann • Founder of The Counsel Management Group, LLC • Served as the Director of Law Firm Management at Pfizer • Previously worked at a NY law firm (Kaye Scholer) • Received his BA from Boston College, JD from New York University, and MBA from New York University Background Emerging Trends in Finance “Data and analytics” represent the top strategic priority for CFOs, according to a recent survey 1 “Cost reduction is a focus of most companies globally (86 percent)”2 but “nearly two-thirds (63 percent) of organizations are failing to meet their goals”2 in this area. Evolving role of Finance: data “black belts”, change agents, fiscal discipline for savings, strong ROI to invest in growth 1 http://engage.kornferry.com/2018-cfo-pulse-survey 2 https://www.mindtools.com/pages/article/newCDV_52.htm Q&A with Kala • How would you describe the focus on cost management at BASF? • What do your colleagues want / need? • What are the challenges? Professional Services • Professional services and external expertise will be critical for future change and growth opportunities • Include accountants, financial advisers, lawyers, advertising professionals, architects, engineers, and consultants, among others • Usually provide skills / expertise that cannot be found, or in short supply in-house – highly specialized and often expensive • However, professional services can be costly and be difficult to forecast depending on the engagement Presentation Objectives 1.
    [Show full text]
  • Deloitte Legal Management Consulting
    A changing world requires a new approach to law By Deloitte Legal Content The Deloitte Approach—Legal Management Consulting 01 Measuring Value 03 Strategy 04 Legal Risk Management 05 Operating Models 07 Legal Process 10 Sourcing Strategy 11 Selection 14 Technology 15 Data 18 Roles 19 Predicting the Future 21 Managing Change 23 Supporting Research 24 Foreword Companies need their legal teams to keep pace with the commercial needs of the business—while at the same time, legal departments are increasingly being asked to do more with the same or fewer resources. Today’s corporate General Counsel (GC) faces multiple challenges: a heightened regulatory environment, mass globalisation of business, and acceleration of technology advancements. This is resulting in increased complexity and demand from the business which is creating an unsustainable workload for existing in-house legal departments. The current business landscape creates a compelling reason for legal departments to rethink their operating model, achieve greater efficiencies and increase the value they deliver back to the business. This paper is intended to present GCs with a variety of opportunities for transforming their operating model to a desired state. Piet Hein Meeter The Deloitte Approach—Legal Management Consulting The Deloitte Approach— Legal Management Consulting The legal world is transforming and Considering an in-house lawyer’s need for Our research suggests that in-house Deloitte Legal is developing the tools rigour and process in legal functions, we functions are under unprecedented to help legal businesses during this decided to draw on our experience in tax pressures, both internal and external, to transformative time.
    [Show full text]
  • Leveraging Service Management to Improve Clinical Development Operations
    • Cognizant 20-20 Insights Leveraging Service Management to Improve Clinical Development Operations Executive Summary which increases complexity even further. Most pharma R&D units are not set up in a way to take The challenges within the R&D function of phar- full advantage of these new ways of operating maceutical companies are well understood. The and thus struggle to find one-off approaches and total cost for developing a new drug exceeds $1 solutions to the challenges they face. billion due to the stringent requirements for large clinical trials. At the same time, the pipeline for There is general agreement that the pharma R&D new “blockbusters” (defined as drugs with market model has to be completely reinvented to suc- potential of more than $1 billion in annual sales) cessfully address these challenges, adjust to the targeting the general population has pretty much industry’s new realities and continue to produce dried up, and pharmaceutical companies are new products efficiently and cost-effectively. increasingly developing drugs that address the To improve R&D “yield” in generating high- needs of specific smaller populations, a trend value, patient-centered and regulatory-approved called personalized medicine. treatments, R&D organizations must find a way to more quickly and effectively move from data to The impact on R&D departments has been decisions by focusing on activities such as: staggering: Not only do they have to find ways to do more with less, but at the same time, they also • Adopting predictive capabilities through have to become much more flexible, conducting adaptive trials, signal detection or predictive research on larger numbers of specialty clinical trial planning.
    [Show full text]
  • Statement of Qualifications
    ENERY ENINEERIN EPER ENERAION RANMIION IRIION STATEMENT OF QUALIFICATIONS Electric Power Engineers, Inc. www.epeconsulting.com ABO S Electric Power Engineers, Inc. (EPE) Js a full-service power engineering firm. EPE provides a wide range of services to TRULY generation owners & developers, municipalities, electric cooperatives, retail providers, and various government entities, both in the United States and internationally. Our success is defined by our clients who are retained by our POWERFUL ability to deliver continuous excellence. At Electric Power Engineers, Inc., we take pride in the meticulousness of our processes, yet our approach is quite simple, we treat each SOLUTIONS project as our own. E. 1968 0VS GJSTU DMJFOU XBT UIF $JUZ PG $PMMFHF 4UBUJPO XIFSF XF EFTJHOFE BOE DPOTUSVDUFE TFWFSBM TVCTUBUJPOT *U XBTOhU MPOH CFGPSF XF XFSF QSPWJEJOH TPMVUJPOT UP OFJHICPSJOH NVOJDJQBMJUJFT BOE FMFDUSJD DPPQFSBUJWFT BDSPTT 5FYBT 0VS BCJMJUZ UP QFOFUSBUF OFX NBSLFUT JT B TPMJEGPVOEBUJPOUIBUEFGJOFEPVSTVDDFTTGPSUIFNBOZEFDBEFTUPDPNF ENERY ENINEERIN EPER ENERAION RANMIION IRIION COMPANY PROFILE Electric Power Engineers, Inc. Electric Power Engineers, Inc (EPE) is a leading power system engineering consulting firm headquartered in Austin, TX. We are a true pioneer in electricity planning with extensive experience integrating solar plants, wind farms, and other generation resources onto the electric grid. Our company provides clients with unparalleled expertise in electric power system studies, planning, design, and integration in the US and international markets. Since the company’s founding in 1968, we have developed a track record of development and successful integration of more than 26,000 Megawatts of solar, wind, and other renewable energy sources. Our involvement includes the entire spectrum of engineering technical assistance through the whole project cycle, from pre-development through construction & implementation.
    [Show full text]
  • Scottmadden's New Energy Industry Update Provides a Comparison Of
    ScottMadden’s New Energy Industry Update Provides a Comparison of Utility-Scale and Distributed Renewables Shaping a Path Toward High-Renewable Penetration ATLANTA, GA – (November 14, 2019) – ScottMadden, Inc., one of North America’s leading management consulting firms specializing in energy, recently released its latest edition of The ScottMadden Energy Industry Update (EIU). Themed “Everything Counts … In Large Amounts,” this EIU explores key considerations for utilities in balancing or prioritizing development of utility-scale versus distributed renewable resources. “Large amounts” of renewable resources are on the horizon, constituting a big part of interconnection queues across the nation. But what should the balance be between utility-scale and distributed renewables? Depending on what’s in the ground and policy incentives, focusing on utility-scale resources may make sense for many utilities. As the EIU highlights, the growth of renewables is shaped by many drivers, including state policy, resource availability, technology costs, geography, and customer preferences. As more states transition to high-renewable energy penetrations, utilities will need to be nuanced in their thinking about the best portfolio of products to offer their customers. There are several criteria—including cost, speed to scale, and grid integration—that point toward leveraging utility-scale resources. For a utility that has yet to set a direction, these factors provide a compelling rationale to pursue a strategy comprised predominantly of utility-scale renewables. “For utilities in states without a significant penetration of solar, utility-scale solar offers them the opportunity to shape their own future and improve their product offering to customers,” explains Sean Lawrie, partner at ScottMadden.
    [Show full text]