business-oriented trends in it outsourcing
TRANSCRIPT
Business-Oriented Trends in IT Outsourcing
Alan McSweeney
Objectives
To identify business-oriented trends in Information Technology outsourcing
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Topics
Outsourcing Trends Business-Oriented General IT Trends Transition and Transformation Within Outsourcing Outsourcing and Innovation A (Financial) Tale of Three Outsourcing Vendors
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ITO Trends
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State of Outsourcing in 2011 Survey
conducted by the London School of Economics Outsourcing Unit Buyers, Providers and Advisors of Outsourcing Services across spectrum of outsourcing industry
1,209
Large study Provides
insight into market trends and therefore should be part of any organisations strategy
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State of Outsourcing in 2011
Key points Outsourcing increasing across all organisation sizes and organisations that do not currently outsource Cost an important factor After cost, track record, culture, global scale and knowledge are important Advisors playing an increasingly important role Outsourcing providers not aware of how they are perceived Focus is on business benefits rather than technology
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State of Outsourcing in 2011 Some Results
Nearly three quarters or organisations plan to increase outsourcing activities 59% of organisations with a shared services function and planning to increase outsourcing significantly Shared services function is an organisational infrastructural stepping stone to outsourcing
Key reasons for outsourcing are Cost reduction - 60-76% view as very important, depending on organisation size More effective operations - 50-64% view as very important, depending on organisation size 46% have found outsourcing very effective in reducing costs 35% have found outsourcing ineffective in innovation 31% have found outsourcing ineffective in proving access to new technology 31% have found outsourcing ineffective in proving access to business process knowledge and experience
In-house delivery of IT and Business Processes still dominates with outsourcing limited to Help Desk and application development and support Factors rated as very important such as not being convinced of service providers capabilities (39%), not being convinced of long-term business benefits (30%), insufficient short-term cost savings (37%) and fear of disruption limiting (31%) decisions to outsource 29% of outsourcing suppliers view buyers not being convinced of their capabilities as being very important - gulf between buyer and provider IT infrastructure and application development and maintenance outsourcing are seen as the core outsourcing areas by buyers 68% already outsource infrastructure and will increase or plan to outsource 62% already outsource application development and maintenance outsourcing and will increase or plan to outsource
63% of medium-sized companies and 44% of large companies say outsourcing has been very effective in reducing costs Buyers rate financial stability, track record and change management/governance process delivery, scale, industry specific knowledge and culture as the most critically important skills of outsourcing suppliers The role of advisor in working with buyers on outsourcing is increasingJanuary 30, 2012 7
Study Respondents Profile
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Buyers Organisation Size by Revenue
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Buyers Industries
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Outsourcing And Shared Services Delivery Dominate Global Service Models Over Next 3 Years
Emerging from the recession, will your company increase / reduce its reliance on the following operating models for general and administrative functions, over the next three years?
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Most Organisations With Shared Services Are Increasing Outsourcing
Emerging from the recession, will your company increase / reduce its reliance on the following operating models for your general and administrative functions, over the next 3 years?
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Business Challenges Driving Outsourcing In 2011
How Important Are The Following Business Drivers Behind Your Company's IT Outsourcing And BPO Decision-Making This Year? Answer = Very Important
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Europeans Want To Drive Out Cost And Globalise Without Changing Their Processes
How Important Are The Following Business Drivers Behind Your Company's IT Outsourcing And BPO Decision-Making This Year? Answer = Very Important
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Buyers Achieving Modest Business Results Beyond Cost-Reduction With Their Outsourcing Initiatives
How Effective Have Your Current Outsourcing Initiatives Been At Achieving The Following Business Benefits To-Date?
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What Is Your Primary Sourcing Model For Managing The Following IT and Business Processes?
Untapped sourcing potential In-house delivery of IT and Business Processes still dominant in 2011
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Concerns Holding Back Outsourcing In 2011
How Important Are The Following Factors Preventing Your Organisation From IT Outsourcing Or Business Processes Over The Next 12 Months?
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Providers Oblivious To Buyers Perception Of Them
How Important Are The Following Factors In Preventing Your Clients From Outsourcing IT Or Business Processes Over The Next 12 Months? (Outsourcing Providers)
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Demand For Core General And Administrative Outsourcing Reaches Unprecedented Levels
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First-Time Enterprise Buyers Look To Jump Into BPO
% Buy-side organizations looking to outsource for the first time over the next 12 months
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Effectiveness Of Current Outsourcing Engagements: Mid-Market Organisations Benefitting The Most
How Effective Have Your Current Outsourcing Initiatives Been For Achieving The Following Business Benefits To-Date? Answer = Very Effective
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The Enterprise Market Gears Up For An Aggressive Spike In Scope-Expansion Across Maturing Functions
% Buy-Side Organisations Already Outsourcing And Intending To Increase Scope Over The Next 12 Months
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After Financial Considerations, Buyers Care (Or Say They Care) About The Governance, Industry Acumen And Cultural Attributes Of Providers
How Important Are The Following Attributes To Your Clients Today, When Considering A Service Provider Relationship For IT/BPO Services?
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Providers Underestimate Importance Buyers Place On Change Management, Governance And Culture
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Advisors Are Buoyant About It When Looking At Future Outsourcing Plans
Do You Expect Your Clients To Increase Or Reduce Their Activity Across The Following Areas, Over The Next 18 Months? Outsourcing Advisers And Suppliers
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Management Consultants Increasingly Influencing Outsourcing
Extent By Which Providers Have Been Seeing The Following Advisors Influence Their Clients' Outsourcing Decision-Making Over The Last Six Months
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ITO Concerns
Transition takes too long Not integrated Business disruptions Increased business risk Lower service quality Treatment of acquired employees Does not deliver value High cost of operation Confusion over what is being soldJanuary 30, 2012 27
Analysis of Some Information Technology Trends
AICPA Survey of members from 2001 to 2011 on initiatives in IT that are of concern to their 370,000 members http://www.aicpa.org/INTERESTAREAS/INFORMATIONTECHNOLOGY/RESOURC ES/TOPTECHNOLOGYINITIATIVES/Pages/2011TopTechInitiatives.aspx
Gartner well known analyst company Two very different views of information technology trends Business-oriented Technology-oriented
IT tends to be concerned with technology trends for themselves rather than their application to business IT outsourcing needs to concern itself with business needs rather than just pure ITJanuary 30, 2012 28
Gartner Key IT Trends 2008 - 2011
How relevant are these trends to the business and to end-user organisations? Where have the old trends gone to lack of continuity between years? Are they fads more than trends?2011 2010Cloud Computing Advanced Analytics Client Computing IT for Green
2009Virtualisation Cloud Computing Servers - Beyond Blades
2008Green IT Unified Communications Business Process Modelling Metadata Management Virtualisation 2.0
1 2 3 4 5 6 7 8 9 10
Cloud Computing Mobile Applications and Media Tablets Social Communications and Collaboration Video Next Generation Analytics Social Analytics Context-Aware Computing Storage Class Memory Ubiquitous Computing
Web-Oriented Architectures Reshaping the Data Centre Enterprise Mashups Specialised Systems
Social Computing Security Activity Monitoring Flash Memory
Mashup and Composite Applications Social Software and Social Web Platform and WebNetworking Oriented Architectures Unified Communications Computing Fabric Business Intelligence Real World Web Social Software29
Virtualisation for Availability Fabric-Based Infrastructure and Mobile Applications Computers
Green IT
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AICPA Top 10 IT Initiatives 2001-20112011 1 2010 2009Information Security Management
2008Information Security Management
2007Information Security Management
2006Information Security
2005Information Security
2004Information Security
2003Information Security
2002
2001
2 3 4
Security Of Data, Code Control and Use of & Communications / Mobile Devices Data Security & Document Retention / Security Threats Connectivity / WirelessInformation Access / High Speed Security Internet Connections / Voice And Data Data Retention Backup Solutions/ Policies and Disaster Recovery/ Business Continuity Structure
Business And Information Financial Reporting Security And Applications Controls
Privacy Management
IT Governance
Identity And Access Assurance And Management Compliance Applications
Electronic Document Management
Spam Technology Business Information Management Digital OptimisationApplication Integration
Training And Technology Competency Information Security and Controls Quality of Service
E-Business
5
6 7 8 9 10
Data Integration Disaster And Business Continuity Conforming To Secure Data File Business Continuity Management And Assurance And Storage, Planning Transmission And Disaster Recovery Compliance Standards Planning Exchange Secure Electronic Remote Access Business Process Privacy Privacy IT Governance Spam Technology Improvement, Collaboration With Management Management Work Flow and Clients Client Portals Process Exception Alerts Disaster Recovery Mobile and Remote Business Process Disaster Recovery Privacy Paperless Workflow/ Staff and Management Planning and Computing Improvement, Paperless Technology Management Business Continuity Workflow and Training Process Exception Management Alerts Laptop Security / Process Training and Identity and Access IT Governance Digital Identity and Collaboration and Encryption Documentation andCompetency Management Authentication Messaging improvements Technologies Technologies Wireless Wireless Securing and Small Business Saving and Making Identity and Access Conforming to Technologies Technologies Controlling Software / Office 2010 Money Management Assurance and Information / Windows 7 w/Technology Compliance Distribution Standards User Mobility/ Mobile Technology Cost Improved Business Mobile and RemoteApplication and Authentication Computing/ Mobile Controls Application and Intelligence Computing Data Integration Technologies Devices Data Integration Tax Software/ Budget Processes Document, Forms, Mobile and Remote Electronic Archiving Paperless Digital Storage Computing and Data Retention Technologies Technologies Electronic Transmittals Content and Of Tax Forms Knowledge Management Electronic Data Document, Forms, Document, Content Spyware Detection Learning and Server Virtualization Project and Knowledge and Removal Training Retention Strategy Content and And Consolidation Management & Management Competency Knowledge Deployment of Management New Systems
Electronicallybased Business and Financial Reporting Privacy
Database and Application Integration
Web Services
Wireless Technologies
Disaster Recovery Disaster Recovery Training and Technology Planning and Business Continuity competency Management Communication Disaster Recovery Technologies Bandwidth Intrusion Detection Remote Qualified IT Connectivity Tools Personnel
Disaster Recovery Wireless Technologies Data Mining
Virtual Office
Intrusion Detection Web-Based and Web-Enabled Applications Business Exchange Customer Qualified IT Technology Relationship personnel Management Messaging Applications Privacy
Quality of Service
Electronic Audit Trail
Application Service Messaging Provider Applications (email, faxing, voicemail, instant messaging)
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AICPA Top 10 IT Initiatives 2005-20112011 1 2010 2009Information Security Management
2008Information Security Management
2007Information Security Management
2006Information Security
2005Information Security
2
3
Security Of Data, Code & Control and Use of Communications / Data Mobile Devices Security & Document Retention / Security Threats Connectivity / Wireless Information Security Access / High Speed Internet Connections / Voice And Data Backup Solutions/ Disaster Data Retention Policies Recovery/ Business and Structure Continuity Secure Electronic Remote Access Collaboration With Clients Client Portals Paperless Workflow/ Paperless Technology
Privacy Management
IT Governance
Identity And Access Management
Assurance And Electronic Document Compliance ApplicationsManagement
Secure Data File Storage, Transmission And Exchange
4
5
Business Process Improvement, Work Flow and Process Exception Alerts Staff and Management Mobile and Remote Training Computing
Business Continuity Conforming To AssuranceDisaster And Business Management And And Compliance Continuity Planning Disaster Recovery Standards Planning Privacy Management Privacy Management IT Governance
Data Integration
Spam Technology
6 7 8 9 10
Laptop Security / Encryption Process Documentation Training and and improvements Competency Small Business Software / Office 2010 / Windows 7 Saving and Making Money w/Technology Identity and Access Management
Business Process Improvement, Workflow and Process Exception Alerts Identity and Access Management
Disaster Recovery Privacy Management Planning and Business Continuity Management IT Governance
Disaster Recovery
Conforming to Assurance and Compliance Standards User Mobility/ Mobile Technology Cost Improved Application Business Intelligence Mobile and Remote Application and Data Computing/ Mobile Devices Controls and Data Integration Computing Integration Tax Software/ Electronic Budget Processes Document, Forms, Mobile and Remote Electronic Archiving and Paperless Digital Transmittals Of Tax Forms Content and Knowledge Computing Data Retention Technologies Management Server Virtualization And Project Management & Electronic Data Document, Forms, Document, Content and Spyware Detection and Consolidation Deployment of New Retention Strategy Content and Knowledge Management Removal Systems Knowledge ManagementJanuary 30, 2012
Digital Identity and Collaboration and Authentication Messaging Technologies Technologies Securing and Controlling Wireless Technologies Wireless Technologies Information Distribution Authentication Technologies Storage Technologies
Learning and Training Competency
31
Security, Privacy, Governance, Disaster Recovery2011 1 2010 2009Information Security Management
2008Information Security Management
2007Information Security Management
2006Information Security
2005Information Security
2 3
Security Of Data, Code & Control and Use of Communications / Data Mobile Devices Security & Document Retention / Security Threats Connectivity / Wireless Information Security Access / High Speed Internet Connections / Voice And Data Backup Solutions/ Disaster Data Retention Recovery/ Business Policies and Structure Continuity
Privacy Management
IT Governance
Identity And Access Management
Assurance And Electronic Document Compliance ApplicationsManagement Data Integration
4
5
6 7 8 9 10
Secure Data File Business Continuity Storage, Transmission Management And And Exchange Disaster Recovery Planning Secure Electronic Privacy Management Remote Access Business Process Collaboration With Clients Improvement, Work Client Portals Flow and Process Exception Alerts Paperless Workflow/ Staff and Management Mobile and Remote Business Process Paperless Technology Training Computing Improvement, Workflow and Process Exception Alerts Laptop Security / Encryption Process Training and Identity and Access Documentation and Competency Management improvements Small Business Software / Saving and Making Identity and Access Conforming to Office 2010 / Windows 7 Money w/Technology Management Assurance and Compliance Standards User Mobility/ Mobile Technology Cost Improved Application Business Intelligence Computing/ Mobile Devices Controls and Data Integration Tax Software/ Electronic Budget Processes Document, Forms, Mobile and Remote Transmittals Of Tax Forms Content and Knowledge Computing Management Server Virtualization And Project Management Electronic Data Document, Forms, Consolidation & Deployment of New Retention Strategy Content and Systems Knowledge ManagementJanuary 30, 2012
Conforming To AssuranceDisaster And Business And Compliance Continuity Planning Standards Privacy Management IT Governance
Spam Technology
Disaster Recovery Privacy Management Planning and Business Continuity Management IT Governance
Disaster Recovery
Digital Identity and Collaboration and Authentication Messaging Technologies Technologies Securing and Controlling Wireless Technologies Wireless Technologies Information Distribution Mobile and Remote Computing Electronic Archiving and Data Retention Application and Data Integration Paperless Digital Technologies Authentication Technologies Storage Technologies
Document, Content and Spyware Detection and Learning and Training Knowledge Management Removal Competency
32
Data, Information and Document Management/ Integration and Analysis and Related Initiatives2011 1 2010 2009 2008Information Security Management
2007Information Security Management
2006Information Security
2005Information Security
2 3
Control and Use of Information Security Security Of Data, Code & Mobile Devices Management Communications / Data Security & Document Retention / Security Threats Information Security Privacy Management Connectivity / Wireless Access / High Speed Internet Connections / Voice And Data Backup Solutions/ Disaster Data Retention Policies Secure Data File Recovery/ Business Storage, Transmission and Structure Continuity And Exchange Remote Access Secure Electronic Collaboration With Clients Client Portals Paperless Workflow/ Paperless Technology Business Process Improvement, Work Flow and Process Exception Alerts Staff and Management Mobile and Remote Computing Training
IT Governance
Identity And Access Management
Assurance And Electronic Document Compliance ApplicationsManagement Data Integration
4
Business Continuity Conforming To AssuranceDisaster And Business Management And And Compliance Continuity Planning Disaster Recovery Standards Planning Privacy Management Privacy Management IT Governance
Spam Technology
5
6 7 8 9
Laptop Security / Encryption Process Documentation and improvements Small Business Software / Saving and Making Office 2010 / Windows 7 Money w/Technology
Training and Competency Identity and Access Management
Business Process Improvement, Workflow and Process Exception Alerts Identity and Access Management
Privacy Management Disaster Recovery Planning and Business Continuity Management IT Governance
Disaster Recovery
10
Conforming to Assurance and Compliance Standards User Mobility/ Mobile Technology Cost Improved Application Business Intelligence Mobile and Remote Computing/ Mobile Devices Controls and Data Integration Computing Tax Software/ Electronic Budget Processes Document, Forms, Electronic Archiving and Mobile and Remote Transmittals Of Tax Forms Content and Data Retention Computing Knowledge Management Server Virtualization And Project Management Electronic Data Document, Forms, Document, Content and Consolidation & Deployment of New Retention Strategy Content and Knowledge Systems Knowledge Management ManagementJanuary 30, 2012
Digital Identity and Collaboration and Authentication Messaging Technologies Technologies Securing and Controlling Wireless Technologies Wireless Technologies Information Distribution Application and Data Integration Paperless Digital Technologies Authentication Technologies Storage Technologies
Spyware Detection and Learning and Training Removal Competency33
AICPA Top IT InitiativesNotice any differences? Business-oriented focus of IT initiatives
Not concerned with IT plumbing and infrastructure (such as cloud) but on business concerns - running the business - and businessrelated IT concerns potential impact of IT systems on the wider business Security, privacy, disaster recovery/business continuity and governance concerns dominate
How will pure technology trends assist in delivering these initiatives? Effective IT outsourcing assist with addressing these concernsJanuary 30, 2012 34
Transition and Transformation Within Outsourcing
Transition is the entire process for assuming operational responsibility for the acquired entity Transition moves the acquired entity organization from its current mode of operation to an integrated managed mode of operation Transition includes the takeover of the as-is business and operating environment as well as contractual requirements necessary to facilitate the transfer.
Transformation is the implementation of completed integrated solution within a specified time, that lead to entirely integrated operation, service enhancements and/or quality, productivity, technology improvements and cost savings/reductions An approach to transformation is very important for successful outsourcing Transformation is the basis for greater cost savings and innovation Outsourcing without transformation is a risk as what is outsourced can stagnate over timeJanuary 30, 2012 35
Transition and TransformationTransition Transformation Steady State Operation
Customer Infrastructure and Applications, Staff, Support Processes and Tools
Customer Infrastructure and Applications, Transferred and Being Supported by Supplier
Standardised Infrastructure Through Refresh, Customer Support Processes and Tools Replaced by Supplier Standards
Primary Support Transferred to Appropriate Cost Location
Transition and transformation is a process that must be articulated effectively to customers Customer must understand the implications and must accept the process Delays or stoppages affect suppliers costsJanuary 30, 2012 36
Outsourcing ProcessContract Effective Date Service Commencement Date
Evaluation and Decision
Negotiation and Contract Signing
Pre-Operation and Pre-Integration Start
Transition
Transformation
Steady State Operation of Integrated Entity
Preliminary Transition Plan
Final Transition Plan
Due Diligence Review and Confirmation
Transformation Planning
Due Diligence
Integration Preparation
Contract Review
Transformation Delivery
Transition Initiation
Transition Completed
Transformation Completed
Finalise Integration Solution ArchitectureJanuary 30, 2012 37
Transition and Transformation ManagementSigned Contract Terms and Conditions Integration Start Review Transition Criteria Achieved Transition to Delivery Handoff Transformation Review Transformation Criteria Achieved Transformation to Delivery Handoff
Propose, Negotiate and Close Planning Research, Analysis, Identification Preliminary Transition and Transformation Plans Due Diligence Final Integrated Transition Plan Transition Transition Initiation/Kick-off Post Contract Verification Solution Handoff Acquisition Management Office Transfer Operation Commencement Preparation Final Integrated Transition Plan
Delivery Transformation Transformation Initiation/Kick-off Stabilisation Standardisation Transformation CloseOngoing Operation
Quality Review Milestone Key Reporting Events Handoff Events
Acquisition Engagement Stage Transition and Transformation Phase Activity
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Types of Outsourcing Arrangement
Efficiency/Utility (Make it Cheaper) arrangement outsourcing focuses primarily on cost control and, over time, cost reduction, with the goal of maintaining consistency in the delivery of services Business Enhancement (Make it Better) arrangement is about business productivity. The organisations performance, as compared with their competitors, will improve, resulting in movement toward defined business goals Transformational (Make me Money) arrangement is characterised by a partnership between the service provider and service recipient that is focused on innovation and new business, changing the very basis on which an organisation competes Which arrangement are you looking for? Clearly understand what your expectations areJanuary 30, 2012 39
Problems With Outsourcing
Many organisations take a fire and forget approach to outsourcing Problems with outsourcing are as much the fault of the outsourcing organisation as they are of the supplier Outsourcing organisation need to define an operating model and be engaged with the outsourcing relationship You can outsource anything except the management of the outsourcing relationship
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Outsourcing and Innovation
Outsourcing is not viewed by buyers or suppliers as a source of innovation Not seen as an agent of change, innovation, transformation, access to new technology
Outsourcing is seen as your mess for less Buyers neglect the value of transformation and how it can contribute to innovation and generate real business benefits Providers do not sell transformation as a pre-requisite for innovation as well as further cost savings Companies looking to outsource should look for a transformation and innovation vision from their supplierJanuary 30, 2012 41
Business Challenges Driving Outsourcing In 2011
How Important Are The Following Business Drivers Behind Your Company's IT Outsourcing And BPO Decision-Making This Year? Answer = Very Important
Innovation, Change, Access to New Technology, Transformation seen as relatively unimportant
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Europeans Want To Drive Out Cost And Globalise Without Changing Their Processes
How Important Are The Following Business Drivers Behind Your Company's IT Outsourcing And BPO Decision-Making This Year? Answer = Very Important
Innovation, Change, Access to New Technology, Transformation seen as relatively unimportant outside Asia
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Buyers Achieving Modest Business Results Beyond Cost-Reduction With Their Outsourcing Initiatives
How Effective Have Your Current Outsourcing Initiatives Been At Achieving The Following Business Benefits To-Date? Existing outsourcing suppliers not seen as effective in delivering Innovation, Change, Access to New Technology, Transformation
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Effectiveness Of Current Outsourcing Engagements: Mid-Market Organisations Benefitting The Most
How Effective Have Your Current Outsourcing Initiatives Been For Achieving The Following Business Benefits To-Date? Answer = Very Effective
Existing outsourcing initiatives not seen as effective in delivering Innovation, Change, Access to New Technology, Transformation
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After Financial Considerations, Buyers Care (Or Say They Care) About The Governance, Industry Acumen And Cultural Attributes Of Providers
How Important Are The Following Attributes To Your Clients Today, When Considering A Service Provider Relationship For IT/BPO Services? Buyers of outsourcing services do not rate Innovation and Transformation as important supplier attributes
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Providers Underestimate Importance Buyers Place On Change Management, Governance And Culture
Buyers of outsourcing services do not rate Innovation and Transformation as important supplier attributes but suppliers still underestimate the important of Innovation
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Transformation Process Introduces Standardisation and Enables InnovationFrom To
Takes disparate set of sources and creates standard model Effective transformation is an enabler of innovation with IT function On-demand selfservice Elastic Measured and metered usage and pricing Scale Resilience Available Secure
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A (Financial) Tale of Three Outsourcing Vendors
Sample analysis of three vendors involved in outsourcing Dell small outsourcing practice based on acquisition of Perot Systems and legacy outsourcing business HP large outsourcing vendor with expanded practice since the acquisition of EDS IBM large outsourcing vendor
By no means exhaustive there are many outsourcing service providers
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Vendor Comparison Summary2010 Dell Revenue Gross Margin Gross Margin % Net Income Net Income % Outsourcing Revenue Outsourcing Revenue % 9,261 17.5% 1,433 2.7% 5,622 10.60% HP 29,996 23.8% 8,761 7.0% 18,835 IBM 99,870 46,040 46.1% 14,833 14.9% 22,241 Dell 10,957 17.9% 2,478 4.1% 5,351 52,902 126,033 2009 HP 27,034 23.6% 7,660 6.7% 18,692 IBM 95,758 43,761 45.7% 13,425 14.0% 21,620 Dell 11,671 19.1% 2,947 4.8% 4,980 8.10% 61,101 114,552 2008 HP 28,644 24.2% 8,329 7.0% 8,211 IBM 45,701 44.1% 12,334 11.9% 22,733 61,133 118,364 103,630
14.90% 22.30%
8.80% 16.30% 22.60%
6.90% 21.90%
Outsourcing Revenue for Dell includes all services including outsourcing Dell performing poorly relative to its competitors: Lower margins Lower proportion of service and outsourcing revenuesJanuary 30, 2012 50
Vendor Comparison
Compare Dell, HP and IBM Comparisons taken from 10-K filings Difficult to make exact comparison Major service-related takeovers Dell acquire Perot in Nov 2009 HP acquire EDS in Aug 2008
Classification of revenues not consistent between years Restatement of revenues Dell 2010 10 K Services revenue for 2009 = 5,351 Services revenue for 2008 = 4,980 Dell 2009 10 K Services revenue for 2009 = 5,715 Services revenue for 2008 = 5,320
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Vendor Comparison
Which vendor can articulate a transformation vision for your organisation?
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IBM
Revenue from Hardware classified as Systems and Technology Software Services divided into: Global Technology Services - provides IT infrastructure services and business process services, including outsourcing and other services Global Business Services - provides professional services and application management services
Outsourcing classified as: Strategic Outsourcing Services - existing infrastructure Global Process Services - standardised processing platforms and business process outsourcing
Gross margins not reported down to outsourcing business areaJanuary 30, 2012 53
IBM Financial SummaryRevenue Gross Margin Gross Margin % Net Income Net Income % Global Technology Services Revenue Total Global Technology Services Total Gross Margin Global Technology Services Revenue (Excluding Outsourcing) Outsourcing Revenue Outsourcing Revenue % Global Business Services Global Business Services Gross Margin % Software Software Gross Margin % Systems and Technology Systems and Technology Gross Margin % Global Financing Global Financing Gross Margin %January 30, 2012
2010 99,870 46,040 46.1% 14,833 14.9% 38,201 34.7% 15,960 22,241 22.3% 18,223 46.1% 22,485 86.9% 17,973 46.1% 2,238 51.3%
2009 2008 95,758 103,630 43,761 45,701 45.7% 44.1% 13,425 12,334 14.0% 37,347 35.0% 15,727 21,620 22.6% 17,653 45.7% 21,396 86.0% 16,190 45.7% 2,302 47.5% 11.9% 39,264 32.60% 16,531 22,733 21.9% 19,628 26.70% 22,089 85.40% 19,287 38.10% 2,559 51.30%
2007 98,786 41,688 42.2% 10,418 10.5% 36,103 29.90% 15,108 20,995 21.3% 18,041 23.50% 19,982 85.20% 21,317 39.70% 2,502 46.70%
2006 91,424 38,307 41.9% 9,492 10.4% 32,322 29.80% 13,433 18,889 20.7% 15,969 23.10% 18,161 85.20% 21,970 37.70% 2,365 50.30%54
IBM Financial Summary
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IBM Financial Summary
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IBM Financial Summary
Consistent performance Balanced across product and service areas C. 22% revenue from outsourcing
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HP
Revenue from Services classified under: Infrastructure Technology Outsourcing Business Process Outsourcing Technology Services Application Services
ESS Enterprise Systems, Storage and Networking Software Personal Systems Imaging and Printing Financing
Does not report Net Income for individual business lines Earning from Operations rather than Net Income includes acquired intangible assets, pension settlements, etc. Earning from Operations greater than Net Income by c 30%
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HP Financial SummaryRevenue Gross Margin Gross Margin % Earnings from Operations Earnings from Operations % Net Income Net Income % Total Services (Including Outsourcing) Revenue Total Services (Including Outsourcing) Earning from Operations Total Services (Including Outsourcing) Earning from Operations % Infrastructure Technology Outsourcing Business Process Outsourcing Total Outsourcing Total Outsourcing % ESS Revenue ESS Earnings from Operations ESS Earnings from Operations % Software Revenue Software Earnings from Operations Software Earnings from Operations % Personal Systems Revenue Personal Systems Earnings from Operations Personal Systems Earnings from Operations % Imaging and Printing Revenue Imaging and Printing Earnings from Operations Imaging and Printing Earnings from Operations % Financing Revenue Financing Earnings from Operations Financing Earnings from Operations %January 30, 2012
2010 126,033 29,996 23.8% 11,479 9.1% 8,761 7.0% 34,935 5,609 16.1% 15,963 2,872 18,835 14.9% 18,651 2,402 12.9% 3,586 759 21.2% 40,741 2,032 5.0% 25,764 4,412 17.1% 3,047 281 9.2%
2009 114,552 27,034 23.6% 10,136 8.8% 7,660 6.7% 34,693 5,044 14.5% 15,751 2,941 18,692 16.3% 15,359 1,518 9.9% 3,572 684 19.1% 35,305 1,661 4.7% 24,011 4,310 18.0% 2,673 206 7.7%
2008 118,364 28,644 24.2% 10,473 8.8% 8,329 7.0% 20,977 2,518 12.0% 7,488 723 8,211 6.9% 19,400 2,577 13.3% 4,220 499 11.8% 42,295 2,375 5.6% 29,614 4,559 15.4% 2,698 192 7.1%59
HP Financial Summary
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HP Financial Summary
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HP Financial Summary
Substantial increase in outsourcing revenue after EDS acquisition Services Earning from Operations % substantially greater than average Earning from Operations % across all business areas Services including outsourcing more profitable
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Dell Financial Summary2010 Revenue Gross Margin Gross Margin % Net Income Net Income % Product Revenue Product Revenue % Product Revenue Gross Margin Product Revenue Gross Margin % Service Revenue Including Software Service Revenue Including Software % Service Revenue Gross Margin Service Revenue Gross Margin % Service Revenue Excluding Software Service Revenue Excluding Software %January 30, 2012
2009 61,101 10,957 17.9% 2,478 4.1% 52,337 85.7% 7,667 14.6% 8,764 14.3% 3,290 37.5% 5,351 8.8%
2008 61,133 11,671 19.1% 2,947 4.8% 53,728 87.9% 8,579 16.0% 7,405 12.1% 3,290 44.4% 4,980 8.1%63
52,902 9,261 17.5% 1,433 2.7% 43,697 82.6% 6,163 14.1% 9,205 17.4% 3,098 33.7% 5,622 10.6%
Dell Product/Software/Services Breakdown
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Dell Product/Software/Services Breakdown
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