digital workplace of€¦ · define the “digital workplace of the future” market 2. conduct...

A research report comparing provider strengths, challenges and competitive differentiators

Digital Workplace of the FutureGermany 2019

QuadrantReport

September 2018

Section Name

22

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About this Report

ISG Provider Lens™ Quadrant Report | September 2018

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The research and analysis presented in this report includes findings from the ISG

Provider Lens™ program and ongoing ISG Research programs, interviews with ISG

advisors, briefings with services providers and analysis of publicly available market

information from multiple sources. The data collected for this report represents

information that was current as of 31. July 2018. ISG recognizes that many mergers and

acquisitions have taken place since that time, but those changes are not reflected in

this report.

All revenue references are in U.S. dollars ($US) unless noted.

The lead author for this report is Dr. Henning Dransfeld and Mrinal Rai. The editor is

Heiko Henkes. The Research analyst is Rahul Basu.

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© 2018 Information Services Group, Inc. All rights reserved. Reproduction of this publication in any form without prior permission is strictly prohibited. Information contained in this report is based on the best available and reliable resources. Opinions expressed in this report reflect ISG’s judgment at the time of this report and are subject to change without notice. ISG has no liability for omissions, errors or completeness of information in this report. ISG Research™ and ISG Provider Lens™ are trademarks of Information Services Group, Inc.

1 Executive Summary

3 Introduction

17 Digital Workplace Consulting Services

27 Managed Digital Workplace Services Large Accounts

37 Managed Digital Workplace Services Midmarket

46 Enterprise Mobility Management Services Large Accounts

55 Enterprise Mobility Management Services Midmarket

63 Unified Communication & Collaboration Services

72 Virtual Desktop Services

80 Workplace as a Service

86 Unified Endpoint Management Solutions

93 Enterprise Mobility Management Solutions

101 Methodology

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Managed digital workplace services become broad and automated: RFPs for workplace

services are bundled broadly. Packages including the service desk, lifecycle management,

user management, EMM- and UCC services, IMAC, hard- and software maintenance, kiosk

services, change management and transition management. Automation and analytics

drive down tickets and helpdesk costs. AI-based virtual agents are coming of age. Chatbots

provide a ‘human-like’ support to end users. AI is deployed for predictive analytics and

incident resolution. Agents can thus focus support on more complex issues.

Enterprise mobility management services are shaped by content security and

diversification of user devices: Securing mobile content takes precedence over securing

devices. A new stringent European law for data protection enforces new thinking on

access to personal data concerning employees or customers. Emerging technologies

enable administrators to secure access to information, rather than locking devices.

Companies want to extent mobility management to wearables and IoT devices, including

business policy implementation and secure application distribution.

The midmarket for digital workplace and mobility services is cost-sensitive and

still expects the latest technologies: Services providers need to develop standardized

services whilst keeping up technology refreshes. Midmarket companies are looking

for solutions to optimize user experience and business transactions much like bigger

companies. But whilst they expect to benefit from innovation like artificial intelligence,

their budgets are smaller.

EXECUTIVE SUMMARY

Mobility, connectivity and collaboration are key drivers for the digital workplace:

The smartphone/tablet revolution has changed business models across all industries.

Companies are now looking to implement mobile productivity solutions. The next step is

increased connectivity between devices. Users expect the same information delivered on

different interfaces. Finally, true collaboration across boundaries will be delivered. With the

technology in place, ISG expects collaboration to empower faster idea generation, rapid

product development and reduced risk on a wide scale in the next years.

Consulting requirements for the digital workplace, based on design thinking, are

rising: Companies increasingly engage external advisors for defining the optimal digital

workplace transformation. Design thinking, a method, which takes end user concerns as the

starting point, is now widely adopted. It is used to define parameters affecting the end user

experience and to measure the end users’ effectiveness based on these parameters.

Digital workplace services are no longer the prerogative of the IT department: A digital

workplace transformation brings fundamental changes beyond cost reduction in the IT.

Business functions, particularly human resources (HR) are becoming proactive stakeholders

in workplace transformation initiatives. The latter have come to realize, that BYOD policies

and workplace modernization have a profound impact on talent acquisition and retention.


Executive Summary


ISG Provider Lens™ Quadrant Report | September 2018ISG Provider Lens™ Quadrant Report | September 2018

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Executive Summary

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UCC has become a source of change activities triggering digital workplace

transformation: No workplace solutions are used more than e-mail, telephony and web

conferencing. Voice platforms are undergoing shifts in the German market with the advent

of Microsoft 365 integrating Skype and with the end of ISDN telephony. On top of that,

the integration of social collaboration is a game changer to enhance productivity. Change

management is a crucial ingredient to successful UCC transformation. The demand for

professional change management services is on the rise.

The demand for virtual desktop services increases in Germany: Demand is increasing

after a slow start. More German companies plan the partial migration of their workplace

infrastructure into the cloud. A hybrid model allows the combination of different

technologies for fat client- and virtual desktops under one roof. This soft migration

approach is becoming the preferred route for many German clients.

There is finally an uptake in WaaS in Germany as more offerings come to market:

WaaS implementations reduce the capital expenditure and increase the flexibility for

managing desktops. More German companies move applications into the public cloud.

The number of providers offering WaaS has increased over the last twelve months. These

cloud-based offerings are provided in a “pay-as-you-go” or “pay-per-user” model.

Unified endpoint solutions are in high demand: Unified endpoint management

combines the previously separate functionalities of mobile device management and

desktop management. That translates into securing and controlling desktop computers,

laptops, smartphones and tablets from a single console. As companies seek to reduce

their administrative overheads, the demand for centralized solutions for all devices is on a

steep rise.

Enterprise mobility management moves from managing devices to managing mobile

content: In a few years, office content will be seamlessly available on numerous devices.

Companies will manage the distribution of enterprise content, employees will pick their

favorite devices on the consumer market. Leading providers offer prepackaged role-based

workplace services with modular components.

The future mobile workspace enhances collaboration and automation: The work-

place will profoundly change in the next years. One of the drivers for this change is true

collaboration across departmental and corporate boundaries. In addition, there is a

fundamental technology shift finally coming through. Three key technologies likely to have

a significant impact on the future Workspace in the next five years are Virtual Reality (VR),

Augmented Reality (AR) and Artificial Intelligence (AI).

33


IntroductionIntroduction


Definition Digital Workplace has become a central cornerstone in the overall employment

strategy. Enterprises look for answers to equip the workforce with the best technology

to sustain and enhance their competitive edge. Collaboration, mobility, cloud and social

networking have had a great impact on the modern workplace.

44



Introduction

Definition (cont.) Mobility, Connectivity and Collaboration are the main drivers for shaping the

digital workplace: As many top decision-makers recognized, the smartphone and

tablet revolution, together with apps have changed business models across practically

all industries. But the lack of integration with workflows and back-end systems has

always been a barrier for mobile productivity. Mobile Enterprise continues to be a

major contributor to business productivity beyond devices and communication. To

get the full benefit, companies have to start digitizing, mobilizing and automating

workflows. Therefore, an increasing number of clients is now looking to their vendors

for strategic advice on implementing productivity solutions.

We already see an increasing amount of connectivity with backend systems,

but also between devices: Users expect the same information delivered to them in

different interfaces on different devices. These devices are starting to communicate

with each other. The most important innovation topic will be device-specific usability,

combined with voice and data input options.

The next big trend is true collaboration across boundaries: We are already working far more

in global teams and projects rather than static departments. There are increasing examples

for collaboration through crowd sourcing and technology is enhancing it. A collaborative work

environment and culture have long been talked about. With the technology in place, ISG expects

collaboration to be the next big thing to enhance faster idea generation, collective thinking, rapid

product development and reduced risk at the launch of a new service, product or concept.

The digital workplace is an integral part of the business strategy: Digital workplace

management is not just enterprise IT’s prerogative. Providers need to do far more today than

to offer digital workplace technology solutions. Creating a productive and enriching workspace

is an integral part of the business strategy involving human resources, marketing and each line

of business concerned. It is a holistic business requirement starting from business strategy

and involves participation from human resources, marketing, operations as well. Legacy end

user computing, service desk services, IT support, enterprise mobility, desktop virtualization,

enterprise unified communication and collaboration and an increasing connectivity of people,

devices and business applications are part of the social collaboration have all culminated into

the sphere of digital workplace.

55



Introduction

Cloud-based desktops and virtualization are taking off very differently in different

regions. Whereas demand has been high in other parts of the world, the technology

is just starting to be adopted in Germany. Other concepts, such as Unified Endpoint

Management and automated helpdesk services are far more mature. The same is true

for the integration of LAN Services and UCC into the digital Workspace. The underlying

trend is a shift of workplace implementation from being driven by IT optimization and

cost considerations to business relevance and end user requirements.

Definition (cont.) Digitalization and automated workflows are key to the workplace strategy: The

introduction of further automation and artificial intelligence is on the cards. Three key

technologies are likely to have a more or less significant impact on the future Workspace in the

next five years: Virtual Reality (VR), Augmented Reality (AR) and Artificial Intelligence (AI). VR is

already shaping the workspace of specific professions such as architects who design virtual

models of office buildings. AR by contrast will shape a more general workspace environment.

Artificial intelligence will have evolved to a point where a smart watch will provide complete

access to the work schedule.

66



Introduction

Digital workplace services and solutions enable clients’

end users to access their enterprise data and applications

irrespective of their physical location and the device being

used. The concept involves an upgrade from classic IT

workplaces and desktops including mobile device and

application management, role-based application deployment

and accessibility, e-mail, peer to peer messaging, unified

communication and collaboration services, Level 1/2

technical service desk support, desktop virtualization/

desktop as a service, remote support, VIP/executive

support, software distribution, patch updates, software

upgrades and migration, IT asset analytics, automation

capabilities for self-help and other services for enhancing

the end-user experience.

Definition (cont.) This ISG Provider Lens study analyzes the following market categories, divided by services and solutions:

Simplified illustration

Digital Workplace

Digital Workplace Services Digital Workplace Solutions

Digital Workplace Consulting

Services

Digital Workplace Managed Services

(MNC focus)

Enterprise Mobility

Management Services

(MNC focus)

Virtual Desktop Services

Unified Communication & Collaboration

Services

Workplace as a Service

Unified Endpoint

Management Solutions

Enterprise Mobility

Management Solutions

Digital Workplace Managed Services

(Mid-market focus)

Enterprise Mobility

Management Services

(Mid-market focus)

Source: ISG 2018

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Definition (cont.) � Digital Workplace Consulting centers on workplace optimization strategies.

Modules include the support for defining a workplace strategy, designing the

architecture and the roadmap and for validating the business case

for transformation.

� Digital Workplace Managed Services encompass a range of services including the

service desk, lifecycle management, user management, IMAC, break-fix, hardware

and software maintenance, kiosk services, troubleshooting, change management

and transition management.

� Enterprise Mobility Management Services focuses on lifecycle management, user

administration, troubleshooting, change management, transition management

and support.

� Virtual Desktop Services involve hosting clients’ desktops in the providers’ data

centers. These could be delivered through all types of cloud infrastructure, from

public via hybrid to private models.

� Unified Communication and Collaboration Services include managed services for

collaboration, enterprise telephony and communication, social media-style community

building, enterprise content management, crowdsourcing and productivity suites.

� Workplace as a Service (WaaS) is a highly standardized and productized offering that is

delivered through the public cloud and provided on a “pay-as-you-go or pay-per-user basis.

� Unified Endpoint Management (UEM) Solutions are converging to encompass device and

application distribution management for smartphones, tablets laptops and PCs.

� Enterprise Mobility Management (EMM) Solutions combine mobile device

management, mobile application management and mobile information management,

providing a management platform for operating and using smartphones, tablets and

mobile applications.

Introduction

88


The ISG Provider Lens™ quadrants were created using an evaluation matrix containing

four segments, where the providers are positioned accordingly.

Leader

The “leaders” among the vendors/

providers have a highly attractive

product and service offering and a

very strong market and competitive

position; they fulfill all requirements

for successful market cultivation.

They can be regarded as opinion

leaders, providing strategic

impulses to the market. They also

ensure innovative strength

and stability.

Product Challenger

The “product challengers” offer a

product and service portfolio that

provides an above-average cover-

age of corporate requirements, but

are not able to provide the same

resources and strengths as the

leaders regarding the individual

market cultivation categories. Often,

this is due to the respective vendor’s

size or their weak footprint within

the respective target segment.

Market Challenger

“Market challengers” are also

very competitive, but there is still

significant portfolio potential and

they clearly lag behind the “leaders”.

Often, the market challengers

are established vendors that

are somewhat slow to address

new trends, due to their size and

company structure, and have

therefore still some potential to

optimize their portfolio and increase

their attractiveness.

Contender

“Contenders” are still lacking mature

products and services or sufficient

depth and breadth of their offering,

while also showing some strengths

and improvement potentials in their

market cultivation efforts. These

vendors are often generalists or

niche players.

Provider Classifications

IntroductionISG Provider Lens™ Quadrant Report | September 2018

99

Rising Star

Rising Stars are mostly product challengers with high future potential. When receiving the “Rising Star” award, such companies have a promis-ing portfolio, including the required roadmap and an adequate focus on key market trends and customer requirements. Also, the “Rising Star” has an excellent management and understanding of the local market. This award is only given to vendors or service providers that have made ex-treme progress towards their goals within the last 12 months and are on a good way to reach the leader quadrant within the next 12-24 months, due to their above-average impact and innovative strength.

Each ISG Provider Lens™ quadrant may include a service provider(s) who ISG believes has

a strong potential to move into the leader’s quadrant.

Provider Classifications (cont.)

Not In

This service provider or vendor was not included in this quadrant as ISG could not obtain enough information to position them. This omission does not imply that the service provider or vendor does not provide this service.


IntroductionISG Provider Lens™ Quadrant Report | September 2018

4646

SOCIAL ENTERPRISE NETWORK-ING SUITES

DefinitionEnterprise Mobility Management Services focuses on lifecycle

management, user administration, troubleshooting, change

management, transition management and support. The core

proposition enables mobile users with single sign-on features to

securely access productivity apps and data anytime and anywhere.

It also includes mobile policy configuration and mobile security.


Enterprise Mobility Management Services Large Accounts

ENTERPRISE MOBILITY MANAGEMENT SERVICES LARGE ACCOUNTS


4747


SOCIAL ENTERPRISE NETWORKING SUITES

ObservationsMobile workflow automation requires backend integration:

Establishing mobile workflow productivity has been a goal for years.

The major challenge remains the deep integration with data from

backend systems. An additional concern in Germany is finding the right

balance between online- and offline capability. Free WLAN access and

high-speed mobile coverage still remain patchy. Seamless digitalization

and automation of mobile workflows is another vital prerequisite.

The mobile enterprise will become a major contributor to business

productivity once these challenges are surmounted. Therefore,

enterprise clients are increasingly looking to service providers as

partners for workflow automation.

Customers look to integrate wearables via device management:

Innovative mobile devices like wearable smart IoT devices have entered

the business arena. Enterprise are looking for ways to securely manage

diverse devices through technologies like MDM, EMM and UEM. The

managed services include business policy implementation, device

configuration and secured application distribution.


Securing content takes precedence over securing devices: Mobile

content distribution technologies like identity and access management

have become a cornerstone for mobile data security. The new European

data protection legislation enforces a new thinking on access and

authorization to personal data concerning employees or customers.

Content security takes top priority. Technologies like application

refactoring and containerization ensure secure content distribution across

differing mobile devices. Service providers propose enterprise app stores

with policy-enabled secured mobile access to approved applications.

There are new use cases for analytics with EMM services: Analytics are

now applied for telecom expense management and for measuring mobile

strategy effectiveness. Services additionally include virtual agents to be

accessed via any device.


ENTERPRISE MOBILITY MANAGEMENT SERVICES LARGE ACCOUNTS

5353



T-Systems combines a broad enterprise mobility portfolio with a strategic approach to

business process mobilization.

T-SYSTEMS

2019 ISG Provider Lens™ Leader

T-Systems must convince the market place that enterprise mobility services are still a strategic focus after pulling out of desktop services market?.

T-Systems could disclose more innovation stories for mobile enterprise scenarios to strengthen its position.

CautionT-Systems provides a dedicated enterprise mobility management portfolio to the large enterprise market. The large enterprise portfolio includes digitalization and mobilization of business processes, process design, technology and architecture, security and device management.

Overview

StrengthsT-Systems is specialized in covering mobile enterprise scenarios with large accounts. To this end, the portfolio is optimized for complex architecture design and ranges from device management to process optimization.

T-Systems has a strong established client base for the provisioning of mobility services in the German market.

The parent company, Deutsche Telekom, owns the largest mobile communications business in Germany. That allows for cross selling potential in the enterprise context.


6363



SOCIAL ENTERPRISE NETWORK-ING SUITES

DefinitionUnified Communication and collaboration services are an

integral part of the digitized workplace. UCC services include

managed services for collaboration, enterprise telephony and

communication, social media-style community building, enterprise

content management, crowdsourcing and productivity suites.

UNIFIED COMMUNICATION & COLLABORATION SERVICES

Unified Communication & Collaboration Services

6464



SOCIAL ENTERPRISE NETWORKING SUITES

ObservationsUCC has become an integral part of the digital workplace: No other

workplace solutions are used as much as e-mail, telephony and web

conferencing. Enterprise social collaboration has transformed from

just being a company intranet-centric service to becoming a connected,

engaging, device-independent, cloud-enabled, productivity-oriented

capability service.

Voice platforms are undergoing shifts in the German market: The

advent of Microsoft 365 with integrated skype communication and

the end of ISDN telephony triggered a rethink of the collaboration

infrastructure in the enterprise market. Many companies are

considering cloud-based telephony and the integration of soft clients

and collaboration.

UCC services enable end-user collaboration: The integration of

social collaboration platforms is the real game changer leading to

faster generation of ideas, crowd sourcing and gamification to

enhance productivity.

Collaboration services become the face of the future workplace:

As mentioned above, social collaboration has already become a

source of cloud-enabled and productivity-orientated services. This

collaborative workplace should also provide platforms for idea generation,

crowdsourcing and gamification, all of which will enhance productivity.

UCaaS is starting to gain momentum in Germany: The movement

towards the cloud is still happening at a relatively slow pace compared

to other regions in the World. But more German companies are now

planning the migration of their unified communications infrastructure

into the cloud.


UNIFIED COMMUNICATION & COLLABORATION SERVICES

7070



T-SYSTEMS

T-Systems combines a complete UCC managed service with a leading network

managed services infrastructure.

Strengths

Internationally, T-Systems depends on third parties for maintenance services. Therefore, the provider cannot guarantee the same high quality and speed of fault clearance as in their home market.

T-Systems could provide more innovative social collaboration suites more strongly to widen the appeal of its UCC offering.

T-Systems uses second to none state-of-the-art technologies and NOCs for monitoring the quality and security of their UCC managed services in Germany.

The German incumbent offers a broad UCC portfolio with a high degree of flexibility. The service proposition is available to as few as 10 users and scales up into the thousands.

T-Systems has a very large existing client base, both within the large enterprise and the midmarket segment for UCC services in the German marketplace.

CautionT-Systems provides a broad range of UCC services including IP-Telephony, Audio/Video/Web-conferencing, Social Collaboration and Contact Center services from the devices to fully managed public and private cloud offerings.

Overview

2019 ISG Provider Lens™ Leader


Methodology

Methodology



102102

The research study “ISG Provider Lens™ 2019 – Digital Workplace of the Future”

analyzes the relevant software vendors/service providers in the Germany market,

based on a multi-phased research and analysis process and positions these

providers based on the ISG Research methodology. The study was divided into the

following steps:

1. Define the “Digital Workplace of the Future” market

2. Conduct questionnaire-based surveys with service providers/vendor across all

trend topics

3. Hold interactive discussions with service providers/vendors on capabilities and

use cases

4. Leverage ISG’s internal databases and advisor knowledge and experience

(wherever applicable)

5. Analyze and evaluate services and service documentation based on the

facts and figures received from providers and other sources.

6. Evaluate based on the following key criteria:

− Strategy and vision

− Innovation

− Brand awareness and presence in the market

− Sales and partner landscape

− Breadth and depth of portfolio of services offered

− Technology advancements

METHODOLOGY


103103


Company Class Definition

Managed service requirements differ, depending on the respective company’s size for Digital Workplace Managed Services and Enterprise

Mobility Management Services in Germany. Smaller businesses have a centralized management structure and fast decision-making paths.

Their IT departments are not as comprehensive as those of DAX corporations, and many IT infrastructure services are outsourced accordingly.

Within large corporations, decisions and budgets are less centralized. Their decisions always have an international dimension and are subject

to strong international influences. Therefore, this Provider Lens study distinguishes between the two following company classes:

� Midmarket: Companies with 100 to 4,999 employees, with central headquarters in Germany, ideally managed by the owner(s).

� Large Accounts: Multinational corporations with 5,000 and more employees, global activities and internationally distributed decision-

making structures.

Methodology



Authors and Editors

Mr. Dransfeld is a thought leader regularly publishing on trends related to the mobile enterprise, the digital workspace and IoT markets. As an analyst, ICT strategist and go-to market expert he has developed deep insights into portfolio development and changing customer requirements. Through his experience as analyst and marketing strategist, he is in a strong position to support the definition and execution of go-to-market strategies for ICT services.

Henning is a known expert in the evaluation of supplier strategies, competitive landscapes and differentiation with over 20 years of experience in the ICT sector. In addition, Henning advises providers on key messages in marketing and sales communications. In the context of in-depth market analyses on the German supply side through vendor benchmarks, he derives sustainable strategies for the digital transformation. Henning is an experienced trilingual speaker on international conferences.

Henning holds a Ph.D. from the University of Wales, Swansea College in management science and wrote his theses on “Interactive TV and its potential for retailing in the luxury car industry”; he also holds a Diplôme d’Etudes Superieures Spécialisées on international management from the Université de Rennes and a diploma in strategic Marketing from Henley Management College.

Dr. Henning Dransfeld, Author Principal, Research



Authors and Editors

Mrinal Rai is the Principal analyst for Digital Workplace and Social business collaboration. His area of expertise is digital workplace services and enterprise social collaboration both from a technology and business point of view. He covers key areas around the Workplace and End User computing domain viz., modernizing workplace, Enterprise mobility, BYOD, VDI, managed workplace services, service desk and modernizing IT architecture. In Social business collaboration, he focuses on enterprise social software, content collaboration, team collaboration, social media management and chatbot platforms. He has been with ISG for last 5+ years and has more than 10 years of industry experience. Mrinal works with ISG advisors and clients in engagements related to workplace modernization, social intranet, collaborative workplace, cloud-based VDI, end user computing and service desk.

Mrinal Rai, Author Principal Analyst



Authors and Editors

Mr. Henkes is a Director Advisor at ISG; in this role, he is responsible for strategic business management and acts as leader of ISG’s team of research advisors. He is also in charge of bringing together IT trend topics within the digital transformation context and acts as keynote speaker on current and future IT trends.

Since 2013, Heiko has advised both ICT providers and users on current digital transformation topics such as Cloud Computing, Artificial Intelligence and the Mobile Enterprise.

In his work with IT Providers, he has a focus on go-to-market strategies and strategic portfolio development as well as on the strategic marketing and sales development. Heiko also analyzes and evaluates business processes, product-specific target markets and IT provider through classical competitive analyses. Within this context, Heiko supports companies to undergo continuous transformation, combining IT competencies with sustainable business strategies and change management.

His primarily focus lies on business development activities, further development and internationalization of the ISG Provider LensTM (IPL) product-related processes beside his role as IPL Topic Leader to guide and sync all analyst team members.

Before joining ISG (Experton Group), Heiko worked as analyst manager for TechConsult GmbH.

Heiko holds a degree in economics with a major business informatics and marketing of the University of Kassel and is fluent in English.

Heiko Henkes, EditorDirector Advisor

ISG (Information Services Group) (NASDAQ: III) is a leading global technology research and advisory firm. A trusted business partner to more than 700 clients, including 75 of the top 100 enterprises in the world, ISG is committed to helping corporations, public sector organizations, and service and technology providers achieve operational excellence and faster growth. The firm specializes in digital transformation services, including automation, cloud and data analytics; sourcing advisory; managed governance and risk services; network carrier services; technology strategy and operations design; change management; market intelligence and technology research and analysis. Founded in 2006, and based in Stamford, Conn., ISG employs more than 1,300 professionals operating in more than 20 countries—a global team known for its innovative thinking, market influence, deep industry and technology expertise, and world-class research and analytical capabilities based on the industry’s most comprehensive marketplace data.

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