DOCSLIB.ORG

The Forrester Wave

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The Forrester Wave LICENSED FOR INDIVIDUAL USE ONLY The Forrester Wave™: Services Providers For Next-Generation Oracle Applications, Q4 2018 The 12 Providers That Matter Most And How They Stack Up by Liz Herbert and Amanda LeClair October 17, 2018 Why Read This Report Key Takeaways In our 24-criteria evaluation of services providers Accenture, IBM, And Deloitte Lead The Pack for next-generation Oracle applications, we Forrester’s research uncovered a market in which identified the 12 most significant ones — Accenture, IBM, and Deloitte are Leaders; Oracle, Accenture, Capgemini, Cognizant, Deloitte, DXC, Wipro, TCS, Infosys, Capgemini, and PwC are IBM, Infosys, KPMG, Oracle, PwC, TCS, and Strong Performers; KPMG and Cognizant are Wipro — and researched, analyzed, and scored Contenders; and DXC is a Challenger. them. This report shows how each provider Cloud Capabilities And Business Consulting measures up and helps AD&D professionals Are Key Differentiators select the right provider for their needs. As Oracle pivots to the cloud, older applications become outdated and less effective. The combination of cloud and business acumen dictates which services providers are the strongest. Providers that cannot only define and implement cloud strategy but also deeply understand business challenges and opportunities position themselves to successfully deliver Oracle services to their customers. This PDF is only licensed for individual use when downloaded from forrester.com or reprints.forrester.com. All other distribution prohibited. FORRESTER.COM FOR APPLIcatION DEVELOPMENT & DELIVERY PROFESSIONALS The Forrester Wave™: Services Providers For Next-Generation Oracle Applications, Q4 2018 The 12 Providers That Matter Most And How They Stack Up by Liz Herbert and Amanda LeClair with Stephen Powers, Sara Sjoblom, and Andrew Reese October 17, 2018 Table Of Contents Related Research Documents 2 Services Firms That Lead In Cloud Will Lead Nine Customers Tell Why Oracle Cloud Appeals In This Market — And Doesn’t 2 Evaluation Summary Now Tech: Services Providers For Next- Generation Oracle Applications, Q4 2018 4 Vendor Offerings Understanding The Cloud Services Provider 5 Vendor Profiles Landscape Leaders Strong Performers Contenders Share reports with colleagues. Challengers Enhance your membership with Research Share. 10 Evaluation Overview Vendor Inclusion Criteria 11 Supplemental Material Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA +1 617-613-6000 | Fax: +1 617-613-5000 | forrester.com © 2018 Forrester Research, Inc. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. Unauthorized copying or distributing is a violation of copyright law. [email protected] or +1 866-367-7378 FOR APPLICATION DEVELOPMENT & DELIVERY PROFESSIONALS October 17, 2018 The Forrester Wave™: Services Providers For Next-Generation Oracle Applications, Q4 2018 The 12 Providers That Matter Most And How They Stack Up Services Firms That Lead In Cloud Will Lead In This Market Oracle’s pivot to cloud applications changes services buyers’ needs when selecting a partner. Oracle has a long list of established partners in the on-premises world that have built out impressive portfolios of accelerators and templates to enhance customer implementations, but few services firms clear the bar for Oracle’s Global Cloud Elite designation. As a result of these trends Oracle services decision makers should look for providers that excel at: › Business change. Cloud apps like Customer Experience (CX) Cloud, Enterprise Resource Planning (ERP) Cloud, and Human Capital Management (HCM) Cloud dominate Oracle’s next-generation application portfolio. For Oracle customers, adoption of these new solutions comes with an opportunity to work with services partners to change the way the business runs, automate or eliminate low-level processes, and proactively deliver value to internal and external customers — rather than reactively. › Cloud expertise and proven experience. Oracle’s top-tier services partners have largely commoditized implementation services. The newness of Oracle’s portfolio of cloud apps and the business agility the cloud promises mean buyers need services partners that are deep cloud experts — not only about the products but also about new, agile ways of working. In addition, being a top-level Oracle partner allows key partners to more quickly address the challenges new, fast-moving cloud apps pose and understand the full set of capabilities available within the solutions to optimize investments. › Innovation beyond Oracle applications. Services firms are undergoing their own transformations, seeking new ways to deliver value to their customers. Oracle customers should look for providers that work differently, leveraging digital studios to cocreate with their broader partner ecosystem and customers. In addition, they should look for partners that enhance capabilities available in Oracle apps by bringing industry-specific, artificial intelligence (AI)-powered solutions to the table. Evaluation Summary Our Forrester Wave™ evaluation highlights horizontal services capabilities like design capabilities and innovation road map alongside the deep Oracle expertise customers need from services partners. Leaders in this Forrester Wave have broad portfolios of public customer case studies that demonstrate business change. The most compelling stories typically start with a well-defined technical problem and desired solution, which the services partner then reframes to align to a business outcome. For scoring, we also looked for experience with large Oracle cloud projects, counting only those over $500,000 and one large project per client. We intend this evaluation of the services providers for next-generation Oracle apps market to be a starting point only and encourage clients to view detailed product evaluations and adapt criteria weightings to fit their individual needs through the Excel-based vendor comparison tool (see Figure 1 and see Figure 2). Click the link at the beginning of this report on Forrester.com to download the tool. © 2018 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law. 2 [email protected] or +1 866-367-7378 FOR APPLICATION DEVELOPMENT & DELIVERY PROFESSIONALS October 17, 2018 The Forrester Wave™: Services Providers For Next-Generation Oracle Applications, Q4 2018 The 12 Providers That Matter Most And How They Stack Up FIGURE 1 Forrester Wave™: Services Providers For Next-Generation Oracle Applications, Q4 2018 Services Providers For Next-Generation Oracle Applications Q4 2018 Strong Challengers Contenders Performers Leaders Stronger Accenture current offering Deloitte IBM Wipro Infosys PwC Oracle TCS Capgemini KPMG Cognizant DXC Weaker current offering Weaker strategy Stronger strategy Market presence © 2018 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law. 3 [email protected] or +1 866-367-7378 FOR APPLICATION DEVELOPMENT & DELIVERY PROFESSIONALS October 17, 2018 The Forrester Wave™: Services Providers For Next-Generation Oracle Applications, Q4 2018 The 12 Providers That Matter Most And How They Stack Up FIGURE 2 Forrester Wave™: Services Providers For Next-Generation Oracle Applications Scorecard, Q4 2018 s re ester’ Forr weighting AccentuCapgeminCognizanti DeloitteDXC IBM Infosys KPMG Oracle PwC TCS Wipro Current offering 50% 4.90 2.75 1.95 3.74 1.38 3.66 3.22 2.25 3.04 3.15 2.97 3.49 Design capabilities 10% 5.00 3.00 1.00 1.00 3.00 5.00 3.00 1.00 1.00 5.00 3.00 5.00 Business consulting 20% 5.00 1.00 1.00 5.00 1.00 3.00 3.00 3.00 1.00 3.00 3.00 3.00 Implementation services 20% 5.00 3.00 3.00 5.00 1.00 3.00 3.00 1.00 5.00 3.00 3.00 3.00 Ongoing support 10% 5.00 5.00 3.00 3.00 3.00 5.00 5.00 1.00 5.00 1.00 5.00 3.00 Public digital transformation 10% 5.00 1.00 1.00 3.00 1.00 5.00 3.00 3.00 1.00 3.00 3.00 3.00 proof points Services delivery approach 5% 5.00 3.40 1.40 2.60 0.80 5.00 3.80 3.80 1.80 2.20 3.40 4.20 and tools Capabilities for Oracle 25% 4.60 3.50 2.30 3.65 0.95 2.85 2.90 3.05 4.20 3.75 2.00 3.90 Cloud solutions Strategy 50% 5.00 2.70 1.90 3.30 1.40 3.80 2.60 2.60 3.60 2.20 3.10 2.60 Vision 20% 5.00 3.00 3.00 3.00 1.00 5.00 1.00 1.00 5.00 1.00 3.00 3.00 Market approach 20% 5.00 5.00 1.00 3.00 1.00 3.00 1.00 3.00 3.00 3.00 3.00 1.00 Innovation road map 20% 5.00 1.00 1.00 3.00 3.00 5.00 5.00 3.00 5.00 1.00 1.00 3.00 Partner ecosystem 15% 5.00 1.00 1.00 5.00 1.00 3.00 3.00 3.00 5.00 3.00 3.00 3.00 Commercial model 25% 5.00 3.00 3.00 3.00 1.00 3.00 3.00 3.00 1.00 3.00 5.00 3.00 Market presence 0% 5.00 3.00 2.34 3.68 1.00 3.66 4.32 1.00 2.34 1.00 3.00 3.66 Number of customers 33% 5.00 3.00 3.00 1.00 1.00 5.00 5.00 1.00 3.00 1.00 5.00 3.00 Number of projects more 33% 5.00 3.00 1.00 5.00 1.00 3.00 5.00 1.00 1.00 1.00 1.00 5.00 than $5 million Revenue 34% 5.00 3.00 3.00 5.00 1.00 3.00 3.00 1.00 3.00 1.00 3.00 3.00 All scores are based on a scale of 0 (weak) to 5 (strong).
Load more

Recommended publications
  • Global Center of Excellence for Healthcare
    Global Center of Excellence for Healthcare kpmg.com/healthcare KPMG INTERNATIONAL Global Center of Excellence for Healthcare Supporting clients with the very best minds from around the world. Health systems around the world are facing unprecedented The KPMG Global Center of Excellence for Healthcare challenges that require policy makers, payers, providers, contains some of the world’s leading healthcare professionals. and suppliers to rethink how they work. However, while the Individuals in this team have been at the heart of health reform problems are well known the solutions are taking time to and practice for many decades. Most have held senior positions materialize – and time is running out. New approaches to in the private and public sector and are prominent members of providing and paying for healthcare must emerge in the next highly influential think tanks and associations. Based in North few years. The organizations that succeed will be those that America, Europe and Asia/Pacific, the team is mobile and works are able to adapt, experiment, innovate and take risks. alongside our network of 156 member firms to design and implement creative and practical solutions for our clients that In these unprecedented times, healthcare leaders require harness the latest in national, regional and global perspectives. insight and guidance from audit, tax and advisory professionals We are proud to introduce our team in this document. they can trust. That is why leading organizations turn to KPMG’s global health practice. Our propositions revolve around five For additional information or to speak with one of our Center core themes: of Excellence team members, contact your local engagement • Working across regional health ecosystems to redesign partner or email [email protected].
    [Show full text]
  • Cognizant—2019 Proxy Statement & Annual Meeting Notice
    2019Proxy Statement & Notice of Annual Meeting Proxy Guide 1 Chairman’s Letter 4 Notice of 2019 Annual Meeting 5 Corporate Governance 5 Governance Highlights 20 Committees of the Board 6 Board Overview 22 Human Capital Management and Talent Development 8 Proposal 1 Election of Directors 23 Commitment to Corporate Sustainability 8 Director Nominees 25 Director Compensation 14 Building an Experienced, Qualified and Diverse Board 26 Certain Relationships and Related Person Transactions 18 Director Selection and Voting Process 27 Stock Ownership and Reporting Corporate Governance Corporate 19 Risk Oversight 28 Compensation 35 Primary Compensation Elements 38 Compensation by Individual 28 Company Performance Snapshot 47 Other Elements of Compensation 29 Proposal 2 Advisory Vote on Executive Compensation 48 Company Policies Impacting Compensation (Say-on-Pay) 49 Compensation Committee Report 29 Compensation Discussion and Analysis 50 Executive Compensation Tables and Pay Ratio 30 Compensation Program Objectives Compensation 55 Potential Payments Upon Termination or 31 Compensation Structure Overview Change in Control 33 Compensation Setting Process 58 Audit Matters 58 Proposal 3 Ratification of Appointment of Independent Registered Public Accounting Firm 59 Auditor Fees 59 Audit Committee Report Audit Matters WHY ARE WE SENDING YOU THESE MATERIALS? On behalf of our board of directors, we are 60 Shareholder Proposals making these materials available to you 60 Proposal 4 Shareholder Proposal Regarding (beginning on April 18, 2019) in connection Political Disclosure with Cognizant’s solicitation of proxies for our 62 Proposal 5 Shareholder Proposal Regarding 2019 annual meeting of shareholders. Independent Board Chairman 64 Shareholder Proposals and Nominees for the WHAT DO WE NEED FROM YOU? 2020 Annual Meeting Please read these materials and submit Shareholder Proposals your vote and proxy using the Internet, by telephone or, if you received your materials by 65 Additional Information mail, you can also complete and return your proxy by mail.
    [Show full text]
  • Enabling Ubiquitous Buying Via Multichannel Fulfillment
    • Cognizant IBM Sterling Practice Overview Enabling Ubiquitous Buying via Multichannel Fulfillment Achieving True Multichannel Unique Nature of the Practice The retail landscape has changed dramatically over By remaining focused within the IBM Sterling com- the last few years, becoming increasingly complex merce space and seamlessly leveraging our vast as the “customer experience” spreads across capabilities in the areas of enterprise business retail channels. Customers today are “window- process consulting, change management, design, shopping” — researching, comparing and buying development, testing and QA among other areas, products online — and picking up or returning the our IBM Sterling commerce practice affords our product at stores. With the emergence of social customers an intimate consulting experience nor- and mobile commerce, customers want a seamless mally found in boutique consulting firms, but with shopping experience across channels. the added depth and breadth of a Tier 1 company. This cross-channel experience can be enabled We have some of the best IBM Sterling talent and only when there is a “buy anywhere, fulfill specialists — some with decades of implementa- anywhere” ability. tion experience. We team them up with business consultants who were retailers in the past and with IBM Sterling has a unique combination of powerful other IT practitioners with global project delivery capabilities: enterprise-wide inventory visibility; expertise. This combination of expertise can map a sophisticated order management mechanism retailer needs to the IBM Sterling product, suggest that can spawn multiple fulfillment channels; best practices and successfully implement in a inventory tracking across the entire supply chain; cost-optimized global delivery model. Our IBM and integration with multiple order capture Sterling practice is able to provide end-to-end systems.
    [Show full text]
  • KPMG Brand Perceptions 2016
    EXTRACT CLIENT AND BRAND INSIGHTS 2016 BRAND PERCEPTION SUMMARY KPMG 2 About this brand perception summary The data contained in this summary represents the views of clients (senior end users of consulting services) as expressed to us via an online survey, more details of which you’ll find in the section entitled “methodology”. It does not represent the view of analysts. The interpretation of that data, however, is ours. It’s based on the unparalleled knowledge that we’ve acquired through years of surveying and interviewing consultants and their clients, and through the work we’ve done—and continue to do—advising the leaders of the world’s biggest and most successful consulting firms about their businesses. A full list of firms for which brand perception summaries are available can be found towards the back of this document. REPORT EXTRACT: non-exclusively licensed for internal use only 3 Methodology In December 2015 we surveyed 2,649 clients—senior end users of consulting services from around the globe, all of whom had made extensive use of consultants—and asked them to tell us about three Firms included in our global study and consulting firms of their choosing, giving us 9,278 responses in total. We asked about those firms’ how we classify them: capabilities, across a range of consulting services, about the extent to which they deliver value relative to the fees they charge, and about the attributes they associate with each firm. We also asked about the Accenture Technology likelihood of using a firm, whether they have recommended a firm, and if that firm is their first choice Aon Hewitt HR for each service.
    [Show full text]
  • GETTING AHEAD in CYBER RISK a Differentiated Approach for Communications, Media and Technology Providers
    GETTING AHEAD IN CYBER RISK A differentiated approach for Communications, Media and Technology providers KEY TAKEAWAYS Companies in the Communications, Media and Technology (CMT) industry, especially in the 1 telecommunications sector, operate across multiple technology platforms and jurisdictions, exposing them to wide-ranging cyber risks. The industry often acts as a conduit for information and transaction flows and forms a fundamental component of other key sectors, making it a particularly attractive target. Business interruptions and reputational damage are perceived to be the most critical cyber 2 loss scenarios for CMT companies and their stakeholders. A cyber incident can cause significant financial losses stemming from service disruption, as well as loss of trust due to breach of customer privacy. In the case of reputational damage, on average it is much more pronounced for the CMT industry than other industries. In the face of a cyberattack, the CMT industry is perceived to incur the highest financial cost 3 across all surveyed industries. Among cyber threats, financially-motivated ones are the biggest concern for CMT companies. As shown by results of the latest Marsh Microsoft Global Cyber Risk Perception Survey, more than 80 percent of respondents from the CMT industry expect a cyber breach to cost them more than $1 million per case, as compared to a cross-industry average of 65 percent.1 Proactive measures are needed to increase the visibility of cyber risk issues within CMT 4 companies, and cyber risk management should be made a shared responsibility across the firm. While the risks have been recognized by the industry, more can be done by CMT companies to establish and implement a holistic framework, encompassing cyber hygiene, governance, quantification of risks, and adequate board oversight.
    [Show full text]
  • Accenture • Deloitte & Touche • KPMG • Pwc
    Professional Services: Pharmaceuticals: Financial Services: Consumer Goods: Food & Drink: Accenture Abbott Allianz UK 3M Bacardi Deloitte & Touche AbbVie Arab African International AkzoNobel Britvic KPMG Astra Zeneca Bank Clarks Coca-Cola Enterprises PwC GlaxoSmithKline Aviva/Friends Life General Mills Coca-Cola Hellenic AXA Japan Tobacco Diageo Travel & Hospitality: Industrial & Energy: Barclays JTI SA Heineken First Group AngloGoldAshanti Capital One JTI UK Kellogg's Go Ahead BAE Systems Citi L'Occitane Mondelez Manchester Airport Jaguar Land Rover Deutsche Bank Philip Morris International Media: Group Johnson Matthey HSBC Management S.A. Michelin ING Ricoh UK Aegis Retail: Rolls-Royce Intesa San Paolo BSkyB Utilities & Services: Home Retail Group Siemens Investec Plc Experian Jeronimo-Martins Skanksa IPF (International Anglian Water Liberty Global Europe John Lewis Partnership Wood Group Personal Finance) Centrica Pearson Marks & Spencer Nationwide Deutsche Post DHGL Reed Elsevier Property, Construction, Southern Co-operatives Provident Financial Group Housing & Facilities: Legal: The Boots Group Prudential DP World The Co-operative Group BAM Construct UK Rothschild EDP Freshfields Bruckhaus British Land Santander UK Galp Energia Deringer Technology & Telecoms: Hammerson Schroders National Grid Linklaters Alcatel Lucent Intu Properties plc St James's Place Port of Tyne Olswang ARM ISS UK Standard Chartered Royal Mail Wragge Lawrence BT JLL UK Standard Life ScottishPower Graham & Co LLP Deutsche Telekom AG L&Q Housing Group The Royal Bank of Severn Trent Intel Corporation Land Securities Scotland Group SGN ST Microelectronics Lend Lease UBS Terna Workday Foundation Quintain Estates & UniCredit Thames Water Development PLC Zurich United Utilities Sanctuary Housing Group Shaftesbury The Crown Estate Willmott Dixo .
    [Show full text]
  • The Forrester Wave™: Microsoft Dynamics 365 Services, Q2 2019 the 12 Providers That Matter Most and How They Stack up by Leslie Joseph May 21, 2019
    LICENSED FOR INDIVIDUAL USE ONLY The Forrester Wave™: Microsoft Dynamics 365 Services, Q2 2019 The 12 Providers That Matter Most And How They Stack Up by Leslie Joseph May 21, 2019 Why Read This Report Key Takeaways In our 23-criterion evaluation of Microsoft Avanade, HCL Technologies, And PwC Lead Dynamics 365 service providers, we identified the The Pack 12 most significant ones — Avanade, Cognizant, Forrester’s research uncovered a market in DXC Technology, HCL Technologies, Hitachi which Avanade, HCL Technologies, and PwC Solutions, IBM, Infosys, KPMG, PwC, Sonata are Leaders; DXC Technology, Hitachi Solutions, Software, Tata Consultancy Services (TCS), and Infosys, KPMG, and Sonata Software are Strong Wipro — and researched, analyzed, and scored Performers; and Cognizant, IBM, TCS, and Wipro them. This report shows how each provider are Contenders. measures up and helps application development Business Consulting, Cloud, And Delivery and delivery professionals select the right one for Excellence Are Key Differentiators their needs. As Microsoft Dynamics evolves into a business applications platform, breadth of consulting and delivery capabilities and depth in intellectual property (IP) and domain knowledge will dictate which providers will lead the pack. Vendors that can provide these capabilities position themselves to successfully deliver Microsoft Dynamics services to their customers for high business impact at low risk. This PDF is only licensed for individual use when downloaded from forrester.com or reprints.forrester.com. All
    [Show full text]
  • Everest Group PEAK Matrix™ for Devops Service Providers 2019
    ® Everest Group PEAK Matrix™ for DevOps Service Providers 2019 Focus on Capgemini September 2019 ® ™ Copyright © 2019 Everest Global, Inc. This document has been licensed for exclusive use and distribution by Capgemini EGR-2019-32-E-3316 Introduction and scope Everest Group recently released its report titled “DevOps Services PEAK Matrix™ Assessment and Market Trends 2019 – Siloed DevOps is No DevOps! ” This report analyzes the changing dynamics of the DevOps services landscape and assesses service providers across several key dimensions. As a part of this report, Everest Group updated its classification of 20 service providers on the Everest Group PEAK Matrix™ for DevOps services into Leaders, Major Contenders, and Aspirants. The PEAK Matrix is a framework that provides an objective, data-driven, and comparative assessment of DevOps service providers based on their absolute market success and delivery capability. Based on the analysis, Capgemini emerged as a Leader. This document focuses on Capgemini’s DevOps services experience and capabilities and includes: ⚫ Capgemini’s position on the DevOps PEAK Matrix ⚫ Detailed DevOps services profile of Capgemini Buyers can use the PEAK Matrix to identify and evaluate different service providers. It helps them understand the service providers’ relative strengths and gaps. However, it is also important to note that while the PEAK Matrix is a useful starting point, the results from the assessment may not be directly prescriptive for each buyer. Buyers will have to consider their unique situation and requirements, and match them against service provider capability for an ideal fit. Source: Everest Group (2019) unless cited otherwise ® Copyright © 2019, Everest Global, Inc.
    [Show full text]
  • COGNIZANT TECHNOLOGY SOLUTIONS CORPORATION (Exact Name of Registrant As Specified in Its Charter)
    Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K FOR ANNUAL AND TRANSITION REPORTS PURSUANT TO SECTIONS 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 (Mark One) ☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2020 OR ☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission File Number 0-24429 COGNIZANT TECHNOLOGY SOLUTIONS CORPORATION (Exact Name of Registrant as Specified in Its Charter) Delaware 13-3728359 (State or Other Jurisdiction of (I.R.S. Employer Incorporation or Organization) Identification No.) 300 Frank W. Burr Blvd. Teaneck, New Jersey 07666 (Address of Principal Executive Offices including Zip Code) Registrant’s telephone number, including area code: (201) 801-0233 Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registered Trading Symbol(s) Class A Common Stock, $0.01 par value per share CTSH The Nasdaq Stock Market LLC Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. ☒ Yes ☐ No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. ☐ Yes ☒ No Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
    [Show full text]
  • Everest Group PEAK Matrix for Insurance Analytics and Insights (AI) Third-Party Services 2020
    Everest Group PEAK Matrix® for Insurance Analytics and Insights (A&I) Third-party Service Providers 2020 Focus on Cognizant August 2020 Copyright © 2020 Everest Global, Inc. This document has been licensed for exclusive use and distribution by Cognizant EGR-2020-28-E-3907 Insurance Analytics and Insights (A&I) Third-party Services PEAK Matrix® Assessment 2020 Background and methodology of the research In recent times, insurance Analytics & Insights (A&I) has emerged as a fast-growing, high-potential market. Insurance enterprises are looking beyond traditional data management services to focus on customer experience. To tap into the dynamically changing consumer needs of today and optimize their product portfolios with targeted offerings, insurers have started leveraging third-party support for analytics services. Service providers, in turn, have started investing in advanced analytics, in addition to visualization and reporting services. In this research, we present detailed assessments of 17 insurance A&I service providers, based on their vision, capabilities, and market impact, and look at their relative positioning on the Everest Group PEAK Matrix® for Insurance A&I Services. Our assessment is based on Everest Group’s annual RFI process for H2 2019, interactions with leading insurance A&I service providers, client reference checks, and an ongoing analysis of the insurance A&I services market. This report features 17 insurance A&I service provider profiles, each of which includes: ⚫ Relative positioning of the service provider on Everest
    [Show full text]
  • How Applying an AI-Defined Infrastructure Can
    Cognizant 20-20 Insights Digital Systems & Technology How Applying an AI-Defined Infrastructure Can Boost Data Center Operations An artificial-intelligence-based infrastructure that uses the data available within the data center to optimize and automate infrastructure operations can enhance operational efficiencies and improve the quality of service offered to the business. Executive Summary It is hardly news that artificial intelligence (AI) is entering Moreover, the use of AI within the data center is growing the mainstream. In fact, Gartner predicts that by 2022 steadily. In this context, AI is being used to predict and AI will contribute nearly $3.9 trillion in business value automate many of the tasks that humans currently globally,1 and that 40% of all application development perform. This concept is known as an AI-defined data projects will have AI developers on their teams. Not center.3 As automation and the use of code to run the surprisingly, Gartner also places AI-based technologies data center through software-defined technologies strongly in the top trends for 2019.2 mature, data center operations are becoming much more efficient, with fewer mistakes due to manual August 2019 Cognizant 20-20 Insights interventions. The logical next step in increasing elements of its IT infrastructure operations.6 Other performance is the use of an AI-defined vendors such as Extreme Networks are reportedly infrastructure.4 readying AI to enhance operations capabilities within networks. Recent studies by EMC and Intel for Forbes Insights5 reveal that 70% of organizations classified This white paper explores the evolution of the data as leaders in digital transformation believe that center and details how an AI-defined infrastructure data and analytics will become integral to running can help businesses operate more efficiently.
    [Show full text]
  • ISG Providerlens™ Quadrant Report
    Salesforce Ecosystem Partners Germany 2020 A research report comparing provider Quadrant Report strengths, challenges and competetive differentiators. March 2020 Customized report courtesy of: ISG Provider Lens™ Quadrant Report | March 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 and consulting services focused on technology and service providers’ strengths and Unless otherwise cited, all content, including illustrations, research, conclusions, weaknesses and how they are positioned relative to their peers in the market. These assertions and positions contained in this report were developed by and are the sole reports provide influential insights accessed by our large pool of advisors who are property of Information Services Group, Inc. actively advising outsourcing deals as well as large numbers of ISG enterprise clients who are potential outsourcers. The research and analysis presented in this report includes research from the ISG Provider Lens™ program, ongoing ISG Research programs, interviews with ISG advisors, For more information about our studies, please email [email protected], briefings with services providers and analysis of publicly available market information call +49 (0) 561-50697537, or visit ISG Provider Lens™ under ISG Provider Lens™. from multiple sources. The data collected for this report represents information that ISG believes to be current as of February 2020 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.
    [Show full text]