isg providerlens™ archetype report - mphasis · 8 cloud services archetypes 9 traditional 18...

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Cloud Services

A research reportaligning enterpriserequirements andprovider capabilities

December 2017

ArchetypeReport

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ISG Provider Lens™ Archetype Report | December 2017

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property of Information Services Group Inc.

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

Provider Lens™ program, 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 September 30, 2017. 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 Ravi Shankar. The editor is Jan Erik Aase and

Dave Goodman.

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Contents© 2017 Information Services Group, Inc. All rights reserved. Re-production 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

6 Client Archetype Descriptions

8 Cloud Services Archetypes

9 Traditional

18 Deliberate

28 Pragmatic

38 Transformative

48 Next-gen

58 Service Providers Across Archetypes

60 Guidance

65 Appendix

66 Methodology

69 Additional Relevant Cloud Service Providers

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EXECUTIVE SUMMARY

This ISG Provider Lens™ report summarizes the relative capabilities of 21 cloud services providers and their abilities to address the requirements of five typical, frequently encountered categories of enterprise users (“archetypes”). Each archetype represents a distinctive set of business and technological needs and challenges.

In our research, we found no shortage of providers with capabilities adequate to satisfy the cloud transformation requirements of most user enterprises. It is rare to find one cloud services provider that can address all cloud transformation needs across most user archetypes. That is due in large part to four core realities regarding the archetypes:

� The characteristics of each archetype are a moving target over time, because, while the core requirements rarely change, the relative importance of different requirements can vary based on business and/or technological environment changes.Clients are not innovators and not inclined towards digital technologies.

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� Multiple archetypes tend to be present in most enterprises, especially in larger firms. As the requirements of each archetype evolve and adapt based on business and technological change, so too does the presence and value of each archetype.

� A good number of providers (especially large ones) come from traditional sourcing backgrounds and their operational scope is focused on “traditional” data centers. The transformation to public cloud comes in phases/steps. As such, from a provider perspective, the archetypes offer a continuum of service opportunities for the entire enterprise as well as in individual business units within the enterprise. It should be noted that the service providers are leveraging their install bases to generate additional revenue through transformation services.

� The “born-in-the-cloud” and “cloud native” clients, as represented by the Next-Gen archetype, present exciting new revenue generating opportunities for service providers. In terms of revenue, this market segment has not reached the scale of the traditional IT sourcing business. The sourcing providers are working with CIOs not only to support the traditional workload base but also to support “cloud native” applications. As such, the leadership of many traditional sourcing companies is involved in a broad scope of activities that extends all the way from transforming traditional IT to serving Next-Gen clients.




Executive Summary

Enterprise IT leaders, service owners, procurement managers and others involved in cloud transformation initiatives have an ongoing series of choices for cloud services provider selection. Those making the transformation must strike a balance between optimal business value and relative cost of the provider engagement, integration and management. Market changes, new business models, fluctuating economic factors and other factors will continually conspire to add to and subtract from user needs. Any client enterprise that fits solely within a single archetype will receive limited value over time from cloud transformation services. For service providers, slotting customers into a single archetype and not anticipating that their needs will change can prevent effective value from being delivered, leading to customer frustration and dissatisfaction.

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IntroductionCLOUD COMPUTING ECOSYSTEM The internet is changing the way we conduct business and interact as a society. Traditionally, hardware and software were fully contained in a user’s computing environment. The computing environment was considered to be the data and applications residing on a personal computer, on various servers, within the company network and in its data centers where access is restricted to authorized personnel. Cloud computing allows the user to access the data and programs outside of the user’s physical environment. Rather than storing their data and software on their personal computer or server, it is stored in the cloud. Cloud hosting also can include applications, Databases and email and file services.

A common analogy to describe cloud computing is renting versus buying. Essentially, the users rent capacity (server space or access to the software) from a cloud service provider and connect over the internet. Instead of buying their own IT resources, they are renting from a service provider, paying for only the resources that they use.

Cloud computing has many models with different access and security options. Before users move their data into the cloud, they need to consider which model works best for their business and data needs. The general model types are summarized as follows:

Private Cloud A private cloud is where the services and infrastructure are maintained and managed by the user or a third party. This option reduces the potential security and control risks, and will suit clients whose data and applications are a core part of their business and need more security or have sensitive data requirements.

Community Cloud A community cloud exists where several organizations with similar security considerations share access to a private cloud. For example, a series of franchises have their own private clouds, but they are hosted remotely in a private environment.

Public Cloud A public cloud is where the services are stored off site and accessed over the internet. Storage is managed by an external organization such as AWS, Google, IBM or Microsoft. This service offers a greater level of flexibility in resource deployment and pricing; however, the client has less flexibility with the terms and conditions dictated by the cloud provider.

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Introduction

Hybrid Cloud A hybrid cloud model takes advantages from both public and private cloud services. Users gain the benefits of each model by spreading their options across different cloud types.

The definitions of these various cloud types are basic. In the real world, the decision to migrate to cloud is complex and involves many steps. It starts with creating a digital strategy for the company, of which cloud is just one key component. The application portfolio needs to be analyzed to decide which applications are ready to be migrated to the cloud. This analysis should consider the benefits the business will derive from migrating to cloud and the technical, regulatory, financial and security considerations associated with each application. The manner in which these decisions are made varies from customer to customer depending on what stage of digital transformation they are in.

Some organizations may not have any interest or need to migrate to cloud, and some may be so far along the journey that they need very little handholding. In this report, we attempt to identify common customer types (archetypes) and the services for which they are looking. We also identify the service providers that are best suited for each of the archetypes.

This report focuses on public cloud services. Other cloud types will be addressed in follow-up reports.

About the Report This report uses research and analysis from ISG’s long-running work with enterprise clients and IT services providers alike to identify and examine key changes in, approaches for, and buyers of cloud services. We then map what we see as frequent user-side requirements to provider-side offerings and capabilities. Obviously, not every user enterprise has the same requirements for cloud transformation. In this report we use five “buyer archetypes” – which are detailed in the following sections – to identify and assess buy-side requirements for business value. We compare these requirements to provider-side offerings and capabilities. This assessment methodology has been developed and refined over several years of working with buyers to understand and articulate their services requirements and by working with providers to understand how those buyer requirements influence the development of, and go-to-market strategies for, suitable solutions. The capabilities of 21 providers are assessed in this report. Some service providers that are typically included in our work are not included in this report. Some of those service providers were not able to participate, and some declined to participate. They may be included in future versions of this report, based on merit and on the service providers’ willingness to provide current and relevant materials. Readers should not make any inferences based upon a service provider’s absence from this report.

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Introduction

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

This report is organized as follows:Client Archetype Descriptions. This section identifies and describes each of the five most common user-side archetypes that we have identified in our ongoing research and analysis.Assessments by Archetype. These sections first detail each of the five client arche-types, along with the types of service offerings that each typically requires to realize the most business value. Each archetype section includes our assessment of the relevant capabilities and positioning of the services providers surveyed and interviewed. It covers the relative suitability of the providers for each archetype based on the informa-tion they have provided us. These assessments are developed using the data, analysis and comparative methodology described in the methodology section.Methodology. In this section, we outline and explain how we developed and applied the data, analysis and insights provided in this report.

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



THE DELIBERATE ARCHETYPEThe Deliberate buyer is cautious and deliberate about moving to the cloud. They are like Traditional buyers except they will embrace cloud if there is a proven cost savings for shifting IT operations to the cloud. Deliberate clients also want to be able to demonstrate to their management and clients that they are being proactive in pursuing cloud solutions.

THE TRADITIONAL ARCHETYPEThe Traditional buyer hasn’t accepted cloud as material to its computing needs. Their IT environment is mainly mainframe and legacy applications. Either due to regulations, security issues or pure disdain for new technology, they have not embraced cloud computing. However, this archetype is open to learning more about cloud computing benefits and is seeking assistance to assess its computing environment and strategy formulation. These clients are generally risk averse.

CLIENT ARCHETYPE DESCRIPTIONSThe client archetypes used in this report (and in our ongoing advisory and consulting engagements) represent the various types of clients ISG has observed and how we classify them according to their relative outsourcing maturity and objectives. Each client archetype encapsulates the typical characteristics of a specific type of buyer that is looking to outsource one or more processes or functions. The use of archetypes enables us to develop sets of characteristics and needs that can be applied uniformly and repeatedly across multiple environments, industries, provider types and other variables within one service line. The archetypes are not meant to be comprehensive examinations of all potential or likely client situations and requirements. They are meant to provide a simple, relevant and repeatable set of user-side requirements against which a similarly simple, relevant set of provider capabilities can be assessed. The archetypes included in our reports are based on the most current marketplace knowledge regarding prevalent buy-side goals, resources, initiatives and requirements. Archetype characteristics are also developed (and refined over time) based on our advisory and consulting work with enterprise clients and IT service providers, and on our global business IT market research and advisory programs.

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THE NEXT GEN SOURCING CLIENT These clients have deep experience in sourcing theirworkplace services. These clients will not have IT as adisjointed function but rather a function which enables thebusiness differentiation. These clients will take best of theabove four archetypes and will look for a digital work-place solution which would aim at business enable-ment and achieving business objectives.



Client Archetype Descriptions

THE NEXT-GEN ARCHETYPEThe Next-Gen buyer is an early adopter of cloud, they take a “Cloud First” approach. Focus is on using “born-in-the-cloud” applications to leverage cloud-native capabilities. Next-Gen clients are not encumbered by the requirements of legacy operations. These clients consider IT as a change agent, and in many cases IT is an enabler of revenue and profit growth.

THE PRAGMATIC ARCHETYPE The Pragmatic buyer advocates prudent use of cloud resources where value can be realized. Value is a combination of agility, flexibility and cost optimization – with emphasis on short time-to-value opportunities, especially for cost savings.

THE TRANSFORMATIVE ARCHETYPE The Transformative buyer takes a strategic (long term) view of the environment. Plans are in place to transform the current IT environment to cloud, and there are usually project milestones attached. However, Transformative clients will not force fit legacy infrastructure and applications to the cloud if the strategic value is not realized. They are willing to take risks to realize strategic value.

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Cloud ServicesArchetypes



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TRADITIONAL ARCHETYPE

The most common trait of a Traditional client is that its IT organization is usually siloed, disjointed from other business organizations and viewed mostly as a support function and cost center. These clients are not inclined to try newer technology if there are security implications. The Traditional client IT organization generally consists of a technology and standards group (typically under the chief technology officer) that pilot newer technology such as cloud. These pilot efforts are formal and can take many months. Standard policies and practices for IT services requisition are strictly enforced. Centralized IT service management (ITSM) is in place to address all user requests.

The Traditional client has very little exposure to or interest in cloud computing. Its IT operations predominantly consist of a large mainframe or AS400 environment which the client would like to maintain; the client sees no urgency to move to a cloud environment. Because of the legacy nature of the business, even if Traditional clients were to move some workloads to a cloud environment, the migrated systems would need to be integrated with the legacy systems, which can be time consuming, expensive and risky. Traditional clients’ interest in cloud computing is confined to learning and educating their staff to keep from falling far behind.

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Traditional Archetype

The Typical characteristics of Traditional clients include:

� Loss of control is a sticking point;

� Risk aversity is common;

� Flexibility and agility (response time) are not high priorities.

� The IT staff is generally older and experienced/proficient in legacy IT skills; and

� Individual business departments are satisfied with the current cost allocation process and do not demand usage-based pricing.

When it comes to cloud services, a tradi-tional client will look for the following:

� Traditional data center services well-grounded in standard ITIL services,

� Adherence to technology standards set by the standards group,

� Enforcement of SMC disciplines, and

� Exhaustive operational metrics reporting, which will be reviewed by key IT decision makers.

Traditional clients will require a service provider partner to at least offer the following:

� Vision, focus and experience in helping clients with either a large legacy setup, or clients that are in the initial stages of a public cloud transformation journey;

� Ability to provide multi-supplier support, compliance, governance and security;

� Consulting capabilities (including strategy, evaluation and justification);

� Project oriented (fixed price) pricing; and

� Out-tasking and contract management experience.




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� Total control of the environment;

� Strict adherence to budgeting process;

� Minimal to no disruption of services – “do not rock the boat;”

� Consistent technology standards adopted all over the company; and

� Avoidance of risk

Traditional Archetype Client Imperatives

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ISG Provider Lens™ Archetype Report | June 2017Section Name


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Of the 21 providers included in our research, we found eight that stand out above the others as matching the Traditional client archetype based on our assessment of their capabilities as described in the Methodology section in the Appendix. These eight are referred to as Archetype Leaders, and their relevant capabilities are presented in Figure 2 and briefly examined in the following sections. Note: The service providers listed are arranged in alphabetical order. No ranking is implied.

Item 1 Item 2 Item 3 Item 4 Item 5 Item 6

CSC 3 4 3 2 3 4

HP Enterprise 3 3 4 2 3 3

Infosys 4 3 3 3 4 3

KPIT 4 4 4 2 4 4

L&T Infotech 3 4 4 2 3 4

Mindtree 3 4 2 4 3 4

Syntel 4 4 2 3 4 4

UST Global 3 3 1 4 3 3

ValueLabs 4 4 2 4 4 4

4 Score 4 out of 4 3 Score 3 out of 4 2 Score 2 out of 4 1 Score 1 out of 4

Traditional Archetype LeadersFig 2

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Cloud Assessment Capabilities

Outsourcing Experience

Security Expertise

Atos 4 4 4 4

Cognizant 4 4 4 2

HCL 4 4 3 2

IBM 4 4 4 4

Infosys 4 4 4 4

Microland 3 4 3 4

Mindtree 4 4 4 4

Mphasis 3 4 2 4

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Cognizant is a leader in managing traditional data center outsourcing. Cognizant’s Cloud Steps Transformation Framework is used to conduct comprehensive cloud fitness, suitability and cloud migration feasibility analysis based on many technical and business parameters. The framework provides public and hybrid cloud choices depending on the client’s workload, regulatory and compliance parameters. Cloud Steps is applicable to all of the client archetypes profiled in this report. However, individual steps within the framework are more relevant for some archetypes than others. Traditional clients have no urgency to move to the cloud and are more interested in the strategy, assessment and planning steps of Cognizant’s framework. Cognizant utilizes industry standard tools such as Cloudscape and ATAdata for assessments. In this step, Cognizant helps the customer align their cloud strategy with business and IT vision. For the Traditional archetype client, the assessment and strategy formulation provide a planning roadmap for what to expect when moving to public cloud.

CognizantAtos has a well-established practice for public cloud-related services and serves the needs of Traditional client archetypes very well. Atos has global operations, a strong presence in EMEA, and, with the acquisition of the Xerox’s services arm, it has extended its presence to the U.S. and North America as well. Atos not only helps Traditional clients with day-to-day data center management, but also prepares them for the cloud journey by performing application evaluations, which includes application readiness assessments and prioritization for migration. Atos performs data center transformation assessments using automated data collection tools from partners, including ServiceNow Discovery and ServiceNow Service Mapping. Atos’ Risk and Compliance Consulting service looks at each client’s entire security, regulatory and compliance requirements. The review includes the impact of the General Data Protection Regulation (GDPR) 2016/679 and the assessment and development of shared responsibility models for cloud operations. Atos is a founding member of the European Cyber Security organization and is an active member in many leading security alliances.

Atos

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HCLHCL has been a leading provider of traditional outsourcing services, including data center management. Its Next-Gen operating model augments traditional data center operation models with hybrid or complete cloud operations. For clients that are intending to evaluate migrating to the cloud, the HCL D-prizm framework is used to perform an assessment to suggest various migration routes which can be then implemented using various methods as described by the 6R methodology. HCL has a dedicated Cybersecurity business unit, is a member of Cloud Security Alliance and is a founding member of the Data Security Council of India. It has approximately 19 data centers spread all over the globe.

IBMHistorically, IBM’s name has been synonymous with traditional data center computing operations. A majority of leading global business firms are clients of IBM. It has always been a leader in the sourcing business, especially in traditional data center operations. Over time, sourcing contracts are renegotiated or renewed. IBM, where appropriate, is including multi-tenant off-premise cloud as one of the delivery vehicles to fulfill the renewed outsourcing contract. Working with IBM consultants and system integrators such as GTS and GBS, IBM is assisting its clients in application modernization and migration to cloud.

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Leader NameInfosysInfosys is a leader in traditional outsourcing focused on enterprise customers and is well positioned to advise, build and set a course for the cloud adoption. Infosys’ value proposition is to manage the client’s current data center and applications and to act as a trusted advisor in relation to the client’s cloud alternatives. Infosys has its proven assessment toolkit which can assess the current IT landscape. Its also used to provide insights on the business and technical benefits of cloud and the TCO and ROI for cloud transformation. Once the decision has been made, Infosys assists the customer in migrating to the desired public cloud, in addition to building and managing the environment.

MicrolandMicroland is a leader in this archetype and has productized its cloud services. The service provider’s infrastructure offering is available in tiers. The smallest computing unit is a VM, to which an orchestration layer is added, followed by a workflow engine. The services are configured in a similar way. For a Traditional client, Microland begins the cloud journey with its Now2Cloud readiness assessment framework, which helps the client to understand its business needs, capture the current state and compare it to the future state and develop roadmaps.

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Mphasis is a publicly listed company that is part of the Blackstone Group. It focuses mainly on the BFSI segment and recently made a foray into the manufacturing sector. The company is focused on large and medium enterprise customers with a revenue of more than $1 billion. Mphasis’ business objective is to enable traditional non-cloud clients to become cloud-enabled data center operations. Mphasis is well positioned as a trusted partner for cloud consulting, development, migration and managed services. Security and compliance is a major need for Traditional archetypes. To help meet those needs, Mphasis has built successful strategic alliances with industry leaders in security-related hardware and software, including Resilient, Checkpoint, Palladian and McAfee.

MphasisMindtree is focused on customers across CPG, retail, banking, insurance, travel, high technology, media and services industries. As part of its portfolio analysis services, Mindtree provides current state analysis, cloud fit analysis and migration plans. One of the key components is planning the priority and sequence for migrating applications. Mindtree undertakes that step once the infrastructure and application assessments have been completed. It provides a map to outline scenarios that would better align priorities with the client’s business requirements. This helps to create a metrics-driven ROI roadmap aligned to business.

Mindtree

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OTHER NOTEWORTHY PLAYERS — TRADITIONAL ARCHETYPE

Other Noteworthy Service Providers – TraditionalFig 3

Some other providers scored high in one or more areas that are important for an Traditional Archetype client. However, they were not categorized as leaders for this archetype because they did not rate high in enough categories.

Noteworthy providers (services providers with a high score in one or more categories) for Traditional Archetype clients are:


Cloud Assessment Capability

Outsourcing Experience Security Expertise

Dimension Data

KPIT

LTI

NTT Data

Sonata

Trianz

Unisys

Virtusa

Zensar

KPIT

LTI

Virtusa

Zensar

Dimension Data

NTT Communication

NTT Data

Sonata

Zensar

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DELIBERATE ARCHETYPE



Just like Traditional clients, the Deliberate IT client organization generally consists of a technology and standards group (typically under the CTO) that pilots newer technology such as cloud. These pilot efforts are formal and can run for many months. Standard IT services requisition policies and practices are strictly enforced. Centralized IT service management (ITSM) is in place to address all user requests.

Deliberate clients are cautious and deliberate about moving to the cloud. They are like Traditional clients except they will embrace cloud services if they can be convinced there will be proven cost savings for shifting IT operations. In the journey towards cloud adoption, Deliberate clients are slightly more open to the cloud than their Traditional archetype counterparts. The increased openness may be because Deliberate clients may not feel the same regulatory and security burdens as the Traditional archetype. Deliberate clients are also likely to be getting some pressure from senior leadership about why they have not moved to cloud, or they may want to demonstrate to senior management that they are proactively pursuing cloud solutions.



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Deliberate Archetype

The typical characteristics of Deliberate clients include:

� Client has a steady growth rate with minimal use of mergers and acquisitions to enter new areas.

� Clients are risk averse and not inclined to try newer technology if there are security implications.

� IT leadership is under some pressure from senior management to migrate to cloud.

� Flexibility and agility (response time) are not high priorities.

� IT staff members are generally older/experienced and proficient in legacy IT skills.

� Individual business departments are satisfied with the current cost allocation process and are not demanding usage based pricing.

When it comes to cloud services, a Deliberate client will look for the following:

� Governance and security as key requirements;

� Traditional data center services well-grounded in standard ITIL services;

� Adherence to enterprise technology and standards set by the standards group; and

� Exhaustive use of operational metric reporting, which will be reviewed by key IT decision makers.

Deliberate clients will require a service provider to at least offer the following:

� Vision, focus and experience in helping clients with either a large legacy setup or clients who are in initial stages of a public cloud transformation journey;

� Consulting capabilities (Cost-benefit evaluation of cloud and non-cloud implementations, business case creation in addition to strategy, evaluation, and justification);

� Project oriented (Fixed price) pricing; and

� Out-tasking and contract management experience.




� Cost reduction – the reason to embrace new technology;

� Fixed pricing – preferable;

� Strict adherence to standards across the company;

� Political awareness – willing to make politically astute moves, such as undertake pilot projects, to show senior management interest in new technology; and

� Avoidance of risk

Deliberate Archetype Client Imperatives

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Of the 21 providers included in our research, we found nine that stand out above the others as matching the Deliberate client archetype based on our assessment of their capabilities as described in the Methodology section in the Appendix. The nine are referred to as Archetype Leaders, and their relevant capabilities are presented in Figure 5 and briefly examined in the following sections. Note: The service providers listed are arranged in alphabetical order. No ranking is implied.


CSC 3 4 3 2 3 4


Infosys 4 3 3 3 4 3

KPIT 4 4 4 2 4 4



Syntel 4 4 2 3 4 4




Deliberate Archetype LeadersFig 5



POC Examples of Cloud Projects


Cloud Security Expertise

Atos 4 4 2 4 4

Cognizant 4 4 4 4 2

HCL 4 4 4 3 2

IBM 4 4 4 4 4

Infosys 4 4 2 4 4

Microland 3 4 4 3 4

Mindtree 4 4 4 4 4

Mphasis 3 4 4 2 4

Virtusa 3 4 4 3 2

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Cognizant focuses mainly on enterprise customers, which make up a high percentage of its install base. Cognizant’s cloud strategy focuses on accelerating an enterprise’s digital agenda, using cloud technologies as the underlying foundation. One element of its strategy is to simplify IT using cloud to reduce costs, free up capital and improve efficiencies. Cognizant seeks to do that through various assets and techniques, such as data center migration and workplace cloud solutions. These techniques also include putting enterprise apps in the cloud by simplifying infrastructure and operations for packaged apps, such as SAP, Oracle, Informatica, Guidewire and others. Cognizant Industry Cloud solutions is a suite of SaaS and BPaaS solutions packaged as platforms that are focused on specific industry business processes. However, it also has broader horizontal applicability. Cognizant has more than 5,000 employees supporting public cloud-related services

CognizantAtos offers business application profiling (BAP) assessments to identify and evaluate the customer’s application landscape. A BAP assessment’s primary use case is for customers that are early in the cloud planning process who want to enlist business stakeholders and get their sponsorship for planning a cloud migration strategy. Atos also offers Decision Factory, a cloud readiness assessment designed to identify applications that are cloud-ready for migrating applications to a hybrid or public cloud. The service helps clients create use cases to identify and prioritize their application for cloud migration as part of their transformation strategy development. A Deliberate client will not proceed with the cloud transformation unless it is sure of the financial consequences of the decision. To address that concern, Atos has TCO and ROI modeling services included.

Atos

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HCLAlthough HCL is not highly focused on clients with heavy legacy environments, the company does have rich experience in helping clients move from traditional models to a future-ready state. The HCL D-Prizm framework helps clients take an application-centric view to migration. The resulting solution may be lift-and-shift or may include rewriting the application to fit the target environment or may involve other methods defined by the 6R methodology. HCL has completed more than 25 public cloud implementations. It has approximately 1,500 public cloud certified professionals and plans to hire about 3,000 professionals in the coming years.

IBMIBM provides a strong public cloud for maximum flexibility with compelling economics. It offers private cloud capabilities for clients who want to keep sensitive data on-premises for security or regulatory reasons. IBM has expertise in hybrid clouds and is able to connect private and public clouds, as well as data, applications, transactions and workflow. This combination enables its clients to invest in new technologies and architectures while preserving investments in traditional architecture, software and tools, effectively eliminating an all-or-nothing proposition for moving to the cloud.

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Leader NameInfosysCloud Advisory Services is a cluster of Infosys tools and processes that facilitate cloud migration. The Infosys Assessment Framework and Toolkit is comprised of a workload assessment tool, templates and analysis modules. Infosys supports complex decision making through the Infosys Cloud Suitability Framework which is codified in the assessment tool. It provides a top-down technical health assessment of applications and recommends the cloud model (public, private, on-premise) suitable for the client and migration disposition. The prioritization and ranking modules are part of the toolkit and can be tailored to customers’ business priorities, application dependencies and technology debts. The tool estimates the current cost and projects the cost of transformation and operations in the cloud. This is used to determine the TCO and ROI to build the business case.

MicrolandMicroland has established partnerships with major public cloud providers Amazon (AWS), Microsoft (Azure), Google and VMware. Microland has participated in 200 cloud engagements and has deployed more than 50,000 virtual machines and 25,000 servers. Their consulting and managed services headcount is growing at 30 percent and 200 percent respectively.

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To assess application readiness for public cloud and portfolio migration, Mphasis uses its proprietary evaluation and profiling framework. This framework provides a structured approach to evaluate domain models and usage patterns, map stakeholders, establish architecture and technology footprints and automate discovery. Mphasis’ proprietary framework methodology has been successfully applied to drive large-scale transformation for industry leaders across varied domains, including the top five U.S. banks, top-tier brokerage firms and the top five global logistics leaders. Mphasis has more than 3,000 professionals providing cloud consulting and implementation.

MphasisMindtree is focused on assisting clients with digital transformation. It takes a three-step approach. The first step is to help the client identify and assess the key decisions related to pursuing cloud computing and managing its deployment. The next step is to migrate old applications and/or deploy new ones to support a seamless transition to the cloud. Once migrated, the final step is to establish unified governance and performance management for cloud services.

Mindtree

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VirtusaA Deliberate client will be most interested in Virtusa’s cloud consulting services, which have various components. Its workload analysis module predicts future workloads by analyzing and categorizing different workloads. The gap analysis service will identify the gap between present and future states. Virtusa develops a detailed business case by identifying gaps, quantifying risks and benefits and anticipating costs.

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OTHER NOTEWORTHY PLAYERS — DELIBERATE ARCHETYPE

Other Noteworthy Service Providers – DeliberateFig 6

Some other providers scored high in one or more areas that are important for a Deliberate Archetype client.However, they were not categorized as leaders for this archetype because they did not rate high in enough categories. Noteworthy providers (services providers with a high score in one or more capabilities) for Deliberate Archetype clients are:

Expertise inLegacy Support


POC for Cloud Projects


Cloud Security Expertise

Dimension Data

KPIT

LTI

NTT Data

Sonata

Trianz

Zensar

Dimension Data

LTI

Trianz

Unysis

Zensar

KPIT

LTI

Zensar

Dimension Data

NTTCommunications

NTT Data

Sonata

Zensar

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PRAGMATICARCHETYPE



Pragmatic clients are willing to seek outside consulting help for cloud strategy formulation, evaluation, migration and implementation as long costs can be justified. They are also willing to use outside resources to satisfy their technical skill gap because they do not have sufficient experience and resources for automation and DevOps related technologies.

The Pragmatic client advocates prudent use of cloud services where value can be realized. Value is determined by a combination of agility, flexibility and cost optimization. Pragmatic clients emphasize realizing value (especially cost) in a short time frame. They are focused on improving their IT operations with an aim of attaining cost savings and improving efficiency.

The typical infrastructure of Pragmatic clients consists of legacy and virtualized systems. These clients have been running their data centers for a long time and now want to leverage the public cloud. Cost and efficiency are the prime drivers and clients will consider tradeoffs between the two. Pragmatic clients are willing to entertain SaaS and PaaS where applicable. Usage-based chargeback is important to the Pragmatic client because it can tie costs to the resources consumed.

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Pragmatic Archetype

The typical characteristics of this Archetype include:

� Advocates prudent use of cloud – where value can be realized;

� Desires a short time to value, especially for cost reduction;

� Has a combination of legacy and newer technology skills; and

� Faces some (but not excessive) change in demand for IT services due to divestitures, mergers and acquisitions.

Pragmatic clients will require a service provider partner to at least offer the following:

� Strategic partnership with large public cloud providers,

� Strong consulting skills (including demonstrated abilities for show and tell, financial justification, transformation and implementation),

� Experience with output-based and fixed-fee pricing,

� Mature services (SaaS, PaaS, integration, transformation and implementation), and

� Usage-based contract management and implementation experience.

When it comes to cloud services, the Pragmatic client will look for the following:

� Traditional data center services well-grounded in standard ITIL services,

� Exhaustive operations and cost metrics reporting, which will be used to make key IT decisions,

� Vision to transform the IT environment to a digital environment that includes cloud,

� Education and skill enhancement services to prepare client staff for the eventual digital environment, and

� Usage-based pricing

Pragmatic Archetype



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� Prudent use of cloud services where value can be realized (value is determined by a combination of agility, flexibility and cost optimization);

� Cost and efficiency as the prime drivers – clients will consider tradeoffs between the two;

� Usage-based chargeback – desire to tie costs to the resources consumed;

� Traditional data center services well-grounded in standard ITIL services; and

� Usage-based costing

Pragmatic Archetype Client Imperatives

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Pragmatic Archetype

Of the 21 providers included in our research, we found nine that stand out above the others as matching the Pragmatic client archetype based on our assessment of their capabilities as described in the Methodology section in the Appendix. The nine are referred to as Archetype Leaders, and their relevant capabilities are presented in Figure 8 and briefly examined in the following sections. Note: The service providers listed are arranged in alphabetical order. No ranking is implied.


CSC 3 4 3 2 3 4


Infosys 4 3 3 3 4 3

KPIT 4 4 4 2 4 4



Syntel 4 4 2 3 4 4




Pragmatic Archetype LeadersFig 8

Cloud Implementation

Experience

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Cloud Transformation

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Cloud Migration and Professional

services

Cloud ContractManagement

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Atos 4 4 4 4 4

Cognizant 4 4 4 2 4

HCL 4 4 3 4 3

IBM 4 4 4 4 4

Infosys 2 3 4 4 4

KPIT 4 2 4 4 3

LTI 4 3 3 4 3

Mindtree 4 4 4 4 4

Mphasis 4 4 2 4 4

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Pragmatic Archetype

Cognizant’s pedigree comes from an application development and management background. Cognizant has established a migration factory that manages the various steps of the migration process – workload assessment, migration planning and migration execution and validation – with its 6R strategy. Cognizant provides integrated full stack management for workloads in AWS, Azure and Google Cloud Platform (GCP). Cognizant’s approach is to deliver cloud managed services, driven via a Cloud 360 monitoring and management platform that provides advanced automation capabilities to truly realize the benefits of cloud.

CognizantFor years Atos has been working with clients that are transforming theirdata center environments. Pragmatic clients consider it very important to create a business case analysis that includes all costs associated with the transformation at an individual application level and validation. Atos meets this need with a process that looks at key strategic drivers, including business benefit valuation, total cost of ownership, full transformational cost, ROI and the speed to market or agility ramifications for each application. This analysis is completed prior to making the cloud migration decision. Atos’s Managed Public Cloud (MPC) offering allows organizations to benefit from the agility, scalability and rich service portfolios of cloud providers while ensuring concerns about compliance, security and cost are effectively managed. MPC is available for both Amazon Web Services and Microsoft Azure and provides consistent services across public clouds.

Atos

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Pragmatic Archetype

HCLHCL offers ElasticOps as a tiered offering for managed cloud services. ElasticOps Zero is used for basic monitoring and management operations for the public cloud. ElasticOps Diet is for advanced monitoring and management operations. ElasticOps Full incorporates enhanced application performance management in addition to providing advanced monitoring and operations. In addition, based on the needs, supplementary skills, in the form of consultants, can be included. HCL manages approximately 75 clients on its ElasticOps cloud management platform.

IBMIBM helps Pragmatic archetype clients as they proceed in the cloud journey, to blend their environment(s) and to create new cloud-native solutions that interact with their existing infrastructure and applications. IBM is well positioned to help enterprises protect and get the most from their data while seamlessly managing local data requirements with its secure, one architecture approach to its cloud platform. IBM has established a larger global footprint because many of its clients want to keep their data in-country for a variety of reasons. IBM’s investments in its cloud data center footprint continues to grow, with nearly 60 data centers across 19 countries, including 16 data centers in Europe alone. IBM cloud services come in many flavors: on demand – via a self-service catalog of IaaS and PaaS offerings; managed services – which extend up to the application level; and tailored services – which include life cycle management of selected applications.

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Pragmatic Archetype

Leader NameInfosysInfosys helping its clients on their cloud journeys in several ways. Approximately 70 percent of Infosys’s cloud-related revenue is generated by cloud-enabling the client’s current operations via lift-and-shift, remediation and re-platforming. The remainder of revenue comes from replacing current applications with cloud-native applications and miscellaneous other services. Applications that are not amenable with cloud delivery for various technical and business reasons remain part of the client’s legacy operations. Infosys’ workload migration suite accelerates the migration of applications to the cloud for lift-and-shift- and remediation-type migrations

LTI LTI is a global technology consulting and digital solutions company with real-world expertise in helping clients accelerate their digital transformation journeys. LTI is a one-stop shop with the ability to provide end-to-end services, from infrastructure platforms up to business processes. It is assisted by a robust partner eco system. It is highly capable of performing legacy system upgrades and integrations to public cloud environments. LTI offers a full spectrum of AWS and Azure services packaged in a three-tier service construct (Enterprise, Premium and Premium plus) to cater to the needs of individual customers. End-to-end ownership of the solutions is a salient feature of LTI services.

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Pragmatic Archetype

Mphasis follows a proprietary, differentiated front-to-back approach to developing and recommending cloud strategies. The approach fundamentally aligns business objectives and baselines with existing business processes and customer journeys. Mphasis implements design thinking to transform customer experience and business processes using cloud and cognitive platforms.

Mphasis uses its front-to-back (F2B) transformation framework to analyze and assess applications for transformation. Applications are categorized and prioritized based on the ROI by evaluating the key drivers (e.g. revenue, innovation, cost) and risk to reimagine the application’s purpose value in the future-state. The assessment provides input to classify the application for the future-state under one of six categories: Re-host, Re-platform, Refactor, Rearchitect, Retain or Replace. Applications are then prioritized on business value and impact.

MphasisMindtree does not own any data centers. It provides managed services support to customer-owned or hosted data centers. Mindtree is assisting one of the largest PaaS provider in operating their public cloud globally. It manages 24/7 through multi shore NOC’s all of its Infrastructure and ensures availability. It also supports cloud clients and has strong case studies of helping clients transform their legacy applications to the cloud. Mindtree’s core business includes the Platform Solution Group, which focuses on licensable software for enterprise customers in specific industries. Some of its offerings include ShotClasses, a platform for continual on-the-job training for employees, partners and customers, and Flooresense, a companion app for retail sales associates that creates intelligence using video analytics from surveillance cameras.

Mindtree

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Pragmatic Archetype

KPITKPIT is a global technology company that specializes in providing IT consulting and product engineering solutions to the automotive and transportation, energy and manufacturing industries. KPIT has approximately 1,000 professionals actively involved in public cloud consulting and implementation and expects to double that amount soon. KPIT has partnership agreements with AWS, Azure and Oracle. KPIT’s core focus is enterprise customers that can benefit from its SaaS capabilities bundled with its IaaS and PaaS expertise. It has a strong background in SAP and Oracle practices, especially for JD Edwards applications.

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Pragmatic Archetype

OTHER NOTEWORTHY PLAYERS — PRAGMATIC ARCHETYPE

Other Noteworthy Service Providers – PragmaticFig 9

Some other providers scored high in one or more areas that are important for an Pragmatic Archetype client.However, they were not categorized as leaders for this archetype because they did not rate high in enough categories.

Noteworthy providers (services providers with a high score in one or more capabilities) for Pragmatic Archetype clients are:

Cloud Implementation

Experience

Cloud Management

Platform

Cloud Transformation

Services

Cloud Migration and Professional

ServicesCloud Contract Management

Dimension Data

NTT Communications

Unysis

Virtusa

Zensar

EPAM

NTT Communications

NTT Data

Zensar

Microland

Virtusa

Zensar

Microland

NTT Data

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TRANSFORMATIVE ARCHETYPE

Transformative clients are mature in sourcing enterprise IT services. They often use a focused operating expenditure (OPEX) business model to minimize being held back by sunk technology costs for owned devices.

A Transformative client has skilled IT staff well versed in the latest technology – including cloud, DevOps, agile development, containers and tools, such as Chef, Puppet and others. Most of the development staff has mid-to-high level certifications from the hyperscale cloud providers and are experienced and knowledgeable about public cloud services. If additional resources are needed, Transformative clients are willing to acquire technical expertise and resources from outside organizations to complete projects.

A Transformative client is constantly reinventing and transforming itself to stay ahead of the curve, to be on the leading edge and to be more effective. Reinvention is not limited to a single business unit or a functional area. It extends to all aspects of the business. In that context, IT is a key element to transformation and is an enabler of change.

The Transformative client has an exceptionally diverse mix of legacy systems and newer technologies that includes cloud services. Senior executives do not consider IT as a cost center but rather as a growth enabler. In most cases, Transformative clients consider enterprise IT a siloed and disjointed function. However, there is a desire and readiness to transform and embrace digital and cloud disruption.

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The typical characteristics of this archetype Include:

� While the planning horizon to justify projects varies by project, Transformative clients usually take a long-term view that exceeds two or three years.

� Technology (including cloud) is viewed as just a means to achieve the end. Older technology is still acceptable if it can assist in the transformation and help maintain the technical edge.

� Projects are managed closely and conform to milestones and business cases. Projects have regular review cycles with senior management.

� Clients advocate the use of automation and DevOps. They have many development projects using the latest technology in progress.

� SaaS applications are being used in many centrally deployed solutions such as email, finance and HR, though no major effort has been undertaken to transform legacy applications to the cloud.

Transformative Archetype

To help achieve their goal of transforming their IT environments, Transformative clients will have the following priorities:

� Partners with a vision and focus on adopting cloud-based environments and solutions;

� IT organization redesign and realignment from a silo structure to a streamlined organization to support the new environment;

� Business advocates within the IT organization that not only make sure that end users and business units are being supported but also have an added responsibility to look for opportunities where IT can be a growth enabler; and

� Expertise in creating financial models that link with business models/outcomes.

Transformative clients will require a service provider partner to offer at least the following:

� Strategic partnerships with leading public cloud providers who have references and demonstrable experience;

� A risk/reward-based pricing model;

� Experiences and references in legacy-to-cloud transformation projects;

� Demonstrable skills and experience in newer technology (DevOps, containers, etc.); and

� Experience in structuring and managing transformation management contracts.




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� To constantly reinvent and transform itself to stay ahead of the curve, to be leading edge and to be more effective;

� To consider IT not as a cost center, but as a growth enabler;

� To use a long-term planning horizon to justify investments;

� To use a risk/reward-based pricing model; and

� To advocate focused operating expenditure OPEX business models to minimize being held back by sun technology costs for owned devices

Transformative ArchetypeClient Imperatives

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Of the 21 providers included in our research, we found nine that stand out above the others as matching the Transformative client archetype based on our assessment of their capabilities as described in the Methodology section in the Appendix. The nine are referred to as Archetype Leaders, and their relevant capabilities are presented in Figure 11 and briefly examined in the following sections. Note: The service providers listed are arranged in alphabetical order. No ranking is implied.


CSC 3 4 3 2 3 4


Infosys 4 3 3 3 4 3

KPIT 4 4 4 2 4 4



Syntel 4 4 2 3 4 4




Transformative Archetype LeadersFig11

Cloud BasedInitiatives

Consulting inCloud Adoption

Cloud Application

Contracting Flexibility

Partnership with Public Cloud

Providers

Atos 4 4 4 4 4

Cognizant 4 4 4 4 4

HCL 4 4 4 4 4

IBM 4 4 4 4 4

Infosys 4 3 4 4 4

LTI 3 4 4 4 4

Mindtree 3 4 4 4 4

Mphasis 3 3 4 4 3

Virtusa 3 3 3 4 3

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Cognizant’s primary focus is on fulfilling the digital transformation needs of enterprise customers via its cloud and data management offerings. Cognizant offers an integrated managed services model for applications, IaaS, PaaS and application security in a DevOps environment to provide high availability and performance for digital applications. Cognizant’s managed services operations take advantage of native public cloud automation capabilities and service operation automation through tools, such as Ayehu eyeShare, that are tightly integrated to Cognizant Cloud 360 Management Platform. Machine learning and AI techniques and tools are fully utilized to advance automation. Approximately 60 percent of Cognizant’s cloud transformation revenue comes from traditional customers that want to lift-and-shift their applications to the public cloud. Another 20 percent comes from cloud-native or net new applications written for the cloud.

CognizantAtos has a strategic commitment to develop its Atos Canopy Orchestrated Hybrid Cloud portfolio over the next three years. The portfolio is a supporting pillar of its goal to grow cloud revenue from €700 million in 2016 to €1.7 billion by 2019. All cloud products and services are funded through either R&D or product improvement funding as part of the company’s rolling three-year strategic service roadmap.

Priorities for the next two years include increased automation, extended support for PaaS and SaaS application services, server-less architectures, intelligent operations and machine learning. Managed services will also evolve to deliver standard services for: business analytics (on Atos’s Codex platform), AI and IoT. Atos specifically will include additional PaaS/SaaS support for managed public clouds. Atos has invested heavily to enhance its’ DevOps capability. Through its Global DevOps Expert Center (GDEC), Atos offers its clients expertise in DevOps best practices, training, implementation and other disciplines.

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HCLHCL is highly focused on Transformative clients. It offers many frameworks and homegrown solutions to provide automation and self-help services to improve efficiency in data center support services. HCL has been investing heavily in the next step of cloud transformation. It launched an AI-based automated operations center for cloud operations. In 2017, HCL announced a partnership agreement with Mesosphere, a data center infrastructure and container orchestration company that targets the global cloud and container infrastructure management market.

IBMIBM Cloud Advisory Services helps Transformative archetype clients define a value-driven cloud computing strategy using rigorous analysis tools. IBM consultants use a unique cloud adoption framework and the IBM Cloud Workload Analysis Tool to help them analyze their existing environment and determine the cloud computing model best suited for their business. IBM specialists help the clients in identifying business areas and workloads that can, when migrated to a cloud computing model, facilitate reduced costs and improved service delivery in line with the client’s business priorities. They also help clients determine and address the cloud’s impact on their IT services, organization and governance to support a smoother implementation.

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Leader NameInfosysInfosys has a comprehensive service offering with a business-centric approach to guiding enterprises through their cloud transformation journey. Infosys has predefined templates for cloud affinity at a business process level to determine the extent of cloud adoption. Infosys uses its Managed Cloud Platform to run traditional and cloud-native workloads across public clouds in an agile fashion. Infosys created a cloud center of excellence for the purposes of accelerating cloud adoption and has created cloud-based domain-specific solutions to drive higher cloud adoption. Infosys provides comprehensive, end-to-end DevOps enablement in cloud adoption through its people and software. It has more than 2,000 professionals with DevOps certification.

LTILTI’s adaptive workload transformation suite is a major tool for cloud readiness, remediation and workload migration for clients. The suite incorporates business and IT outcomes measured by reduced total cost of ownership, time and money savings and higher levels of business continuity due to improved scalability. LTI is an end to end cloud service provider. Essentially, it consists of assessment and roadmap consulting, platform architecture consulting, cloud platform set and migration services and cloud operational services. LTI has approximately 31 delivery centers and manages about 6,000 cloud instances. It supports approximately 30 public cloud enablement services clients, and its consulting and managed services headcount has been growing at 40 to 50 percent annually.

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Half of the Mphasis’ revenue comes from traditional and next generation service engagements, and half comes from application refactoring and re-platforming. The company’s transformation strategy addresses components that need to be transformed to a cloud-native status and the core cloud capabilities the enterprise envisions, with Mphasis making recommendations for tools and strategies. Mphasis applies its industrialized migration processes across its offshore factory and near-shore operations for efficient and cost-effective cloud migration.

MphasisMindtree’s cloud-related services can be essentially classified into two categories: data center consolidation and digital transformation. Mindtree has found that between 60 and 70 percent of the workloads of data center consolidation clients take the form of a lift-and-shift application scenario. Approximately 15 percent of workloads are either never migrated or implemented through SaaS. The rest are timed with a platform upgrade or tuned with reengineering efforts. In Mindtree’s Digital Transformation engagements, it sees platforms being engineered for the cloud, with options ranging from cloud services adoption to cloud-mobile and cloud-agnostic architectures. Mindtree has established partnerships with AWS, Azure and SAP.

Mindtree

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VirtusaVirtusa has established partnerships with AWS, Azure, Google Cloud, IBM Cloud and Salesforce. Virtusa has developed an end-to-end DevOps model that follows the blue-green deployment procedures using industry-standard DevOps tools. Many Virtusa employees have obtained DevOps certifications. Virtusa has published several articles expounding its vision. The cloud practice at Virtusa has been growing at a rapid rate, more than doubling its size over recent years. More than 100 employees are certified on public cloud platforms, including many with AWS. It is important to note that Virtusa has earned AWS DevOps Competency and AWS Migration Competency certifications. Virtusa was named as a Premier AWS Consulting Partner in the recently concluded AWS re:Invent 2017.

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OTHER NOTEWORTHY PLAYERS — TRANSFORMATIVE ARCHETYPE

Other Noteworthy Service Providers – TransformativeFig12

Some other providers scored high in one or more areas that are important for Transformative Archetype client.However, they were not categorized as leaders for this archetype because they did not rate high in enough categories.

Noteworthy providers (services providers with a high score in one or more capabilities) for Transformative Archetype clients are:

Cloud Based Initiatives

Consulting in Cloud Adoption Cloud Application Contracting

FlexibilityPartnership with

Public Cloud Providers

Microland

Zensar

Dimension Data

EPAM

KPIT

Zensar

ITC Infotech

KPIT

Microland

NTT Communications

Sonata

Trianz

Unysis

Zensar

EPAM

ITC Infotech

Microland

NTT Data

EPAM

KPIT

NTT Communications

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NEXT-GEN ARCHETYPE

A Next-Gen client truly believes in a consumption-based and as-a-service model. These clients believe in using the as-a-service model to achieve true differentiation and market leadership. For a Next-Gen client, adopting transformative cloud technology is not driven only by cost savings, but by leveraging cloud tech for a competitive advantage.

Next-Gen clients do not have a huge backlog and dependency on historic legacy applications and data and are open to taking the cloud journey. They are not burdened with integrating the newer (to be developed) applications with legacy systems. Next-Gen clients will have their enterprise IT operations deeply integrated with their business functionalities. Transformation demands will come from the business units, and transformation impacts will be measured by business outcomes more often than by cost savings.

For these clients, the transformation is not just aimed at improving operational efficiency. Their goals may be related to enhancing employee productivity, achieving a competitive advantage or creating business differentiation.

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Next-Gen Archetype

The key characteristics of a Next-Gen client are:

� Early cloud adopter of cloud and a “cloud first” approach.

� Prefer “born-in-the-cloud” applications

� Believe that IT is an enabler for business growth.

� Usage-based pricing is the preferred method for cost allocation.

� Agility (notably speed of implementation) and flexibility to respond to changing needs are valued immensely.

� Staff is well versed in the latest technologies (including DevOps, cloud and agile).

� These clients look for a highly automated IT support system with a heavily dependency on self-service and knowledge asset features.

In their quest to adopt transformative cloud technology for a competitive advantage, the Next-Gen clients have these priorities:

� Highly flexible service provider contractual arrangements that are linked to business outcomes;

� Data analytics used extensively to measure cause and effect;

� Advanced use of automation to promote self-service and optimize costs; and

� Agility and flexibility as the main thrust.

The Next-Gen client will require service providers to at least offer the following:

� Ability to formulate a creative and visionary business contract structure and explore areas such as:

− Risk/reward

− Equity participation,

− Charges based on revenue growth,

− Flexible terms and conditions, and

− Creative/unconventional financial structure

� Strategic partnership with leading public cloud providers who have referenceable and demonstrable experience;

� Experience working with “cloud first” clients; and

� Experience implementing and managing usage-based contracts.

Next-Gen Archetype



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� Adaptation of transformative cloud technologies for a competitive advantage;

� Adoption of a “Cloud first” approach;

� Flexible service provider contractual arrangements that are linked to business outcomes;

� Advanced use of automation to promote self-service and optimize costs; and

� Agility and flexibility

Next-Gen Archetype Client Imperatives

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Next-Gen Archetype

Of the 21 providers included in our research, we found ten that stand out above the others as matching the Next-Gen client archetype based on our assessment of their capabilities as described in the Methodology section in the Appendix. The ten are referred to as Archetype Leaders, and their relevant capabilities are presented in Figure 14 and briefly examined in the following sections. Note: The service providers listed are arranged in alphabetical order. No ranking is implied.


CSC 3 4 3 2 3 4


Infosys 4 3 3 3 4 3

KPIT 4 4 4 2 4 4



Syntel 4 4 2 3 4 4




Next-Gen Archetype Leader assessments across capability parameters

Fig14

Vision and Focus DevOps Skills Agile Application Development

Innovative ContractStructure

Investment inCloud Services

Atos 4 4 4 4 4

Cognizant 4 4 4 3 4

EPAM 3 4 3 2 4

HCL 4 3 4 4 4

IBM 4 4 4 4 4

Infosys 4 3 3 4 4

LTI 3 3 4 4 4

Mindtree 4 3 4 4 4

Mphasis 2 4 4 4 2

Zensar 2 4 4 3 3

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Next-Gen Archetype

Cognizant caters to Next-Gen archetype clients by offering cloud-native solutions. These solutions demand agile, green field engineering environments, resilient web platforms and a cloud-native application development ecosystem.

Cognizant has invested heavily to improve its DevOps competency. Cognizant’s OneDevOps is an integrated set of software assets, best practices and professional services. It has more than 16,000 trained and more than 2,000 certified experts in DevOps and more than 3,000 that are trained or certified in AWS, Azure, GCP cloud ecosystem. To promote its solutions and expertise, Cognizant has conducted many webinars and roundtable discussions on cloud-based transformation across multiple geographies. Cognizant has been active in gaining client mindshare by publishing a multitude of articles, blogs and white papers in various channels.

CognizantAtos has many mature clients that are taking the Next-Gen sourcing approach. Atos’ strategy is to offer a gainshare model for such clients to further strengthen the relationship. Atos has built strong partnerships with major public providers such as AWS, Azure and IBM Cloud. Atos has been active in propagating their vision. It has numerous publications to its credit and Atos executives have been engaged as keynote speakers and panelists in many leading industry events. Atos’ BPO portfolio is another example of its Next-Gen client focus. BPO offerings are fully linked to business outcomes irrespective of the technical solution, application type or cloud platform that is used.

Atos

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Next-Gen Archetype

EPAM SystemsEPAM comes from a product development background. More than 22 percent of its business comes from ISVs such as Google and Oracle. EPAM has leveraged its product development experience to enhance its professional services capabilities. The company is primarily oriented to “born-in-the-cloud” and “cloud first” clients. EPAM mainly focuses on non-infrastructure oriented projects involving refactoring legacy applications and getting them cloud ready. Their major areas of expertise include DevOps transformation, cyber security, custom application support and containerization, tech operations and cloud acceleration. Approximately 60 percent of EPAM’s projects are associated with public cloud and the company has expertise in the AWS, Azure and Google environments.

HCLTo facilitate its Next-Gen clientele, HCL offers outcome-based pricing and has invested heavily in enhancing its DevOps capability. More than 275 members of its personnel have been DevOps certified. HCL has high-level partnerships with AWS, Azure, Google and IBM Cloud. HCL has been active in hosting webinars and publications to spread its message, product and offering strengths

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Next-Gen Archetype

Leader NameIBMIBM’s leadership in the Next-Gen archetype category is manifested in IBM’s cloud-native approach, which is anchored in container technologies and DevOps practices for building and continuously delivering cloud native applications and microservices. IBM Cloud is a cloud platform as a service (PaaS) developed by IBM. It supports several programming languages and services as well as integrated DevOps to build, run, deploy and manage applications on the cloud. IBM Cloud is based on Cloud Foundry open technology and runs on the IBM Cloud Infrastructure. IBM Cloud Functions supports access to other IBM cloud tools and services – including IBM Watson and IBM Cloud OpenWhisk (now available as open source code), IBM’s serverless computing platform – as well as those from third-party vendors. The IBM Cloud Catalog lists over 120 services to create, manage, run and deploy various types of applications for the public cloud, as well as for local or on-premises environments.

InfosysInfosys has long standing partnerships with AWS and Azure. They are recipients of the Azure Cloud innovation award and the Microsoft Inspire 2017 award. They also have extended their partnerships with Dell, RedHat, IBM and Oracle to include their cloud solutions. Infosys is investing heavily in products, processes and expertise to develop new applications and to make migration to cloud smooth and easier. Infosys has delivered over 220 Cloud Engagements and has more than 35 partners in its cloud partner ecosystem. It has executed more than 80 cloud transformation enablements and 50 migration projects for large Global2000 enterprises. Infosys is also involved in running cloud operations for more than 5 of the Fortune 100 companies. Infosys has more than 4,000 professionals working across its cloud advisory services, cloud transformation and integration, cloud security, cloud orchestration or automation and cloud operations. Infosys has delivered over 220 engagements under its the cloud transformation practice. Infosys’ global delivery model effectively utilizes resources located both off-shore and on-shore to deliver complex engagements at exceptionally competitive costs. For the clients adopting a “cloud first” approach, Infosys’ solutions include a managed cloud platform with DevOps services and micro services development platform which accelerates cloud-native development in an agile fashion. It also offers ‘oneCloud’, a technology stack for cloud-native development through its EdgeVerve subsidiary.

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Next-Gen Archetype

Mindtree is receptive to outcome-based contract structures. The company is servicing many contracts in which the fee is based on the client realizing predetermined savings after migration to a public cloud model. Mindtree also has invested heavily in DevOps. It has more than 160 DevOps-certified professionals. The company’s stated vision is to “shrink time and effort in delivering digital solutions by evangelizing agile methodology, industrializing DevOps platforms through new-age tools and technology frameworks”. Mindtree has developed many tools and processes to facilitate DevOps. Its integrated platform called CAPE ( Composable Automated platform for Enterprises) accelerates DevOps and CloupOps adoption . CAPE amongst several other features enables an automated delivery pipeline that reduces delays caused by manual setup and configuration. It also, enables faster deployments of environment-as-a service by sharing templates, containers and scripts and leveraging “infrastructure as code” principles. It offers MWatch for Applistructure services, its unique approach to infrastructure monitoring and management across all environments.

MindtreeLTI has invested heavily in automating its DevOps capabilities. It has a standard DevOps transformation model to help the customers in their DevOps journey moving from their existing state of DevOps to the next matured state. LTI’s ‘Studio’ is a rapid application development tool for converting traditional enterprise applications to ready-to-deploy, cloud-native applications. The DevOps framework combines key components of an integrated portal, CI-CD pipeline and infrastructure services. About 18 of LTI’s clients have implemented continuous integration and continuous delivery. LTI has strong partnerships with AWS, Azure, Google, IBM Cloud and Oracle.

LTI

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MphasisMphasis has alliances and partnerships with AWS, Azure and Google and is yet another service provider that has invested heavily in enhancing its DevOps capability. Mphasis employs a cloud management platform that has a multi-cloud abstraction layer which enables cross-cloud provisioning and management capabilities. The Mphasis platform acts as an extension and is integrated to existing intelligent automation platforms for the cloud landscape. Mphasis has more than 250 certified DevOps professionals with plans to expand to more than 1,000. Mphasis consulting services’ revenue is growing at a rate of 60 percent and its managed services achieved 45 percent annual growth.

ZensarZensar Technologies is focused on helping clients with digital transformation from Assessment Capability to Provisioning and Managing the Platform. The company emphasizes application managed services, legacy modernization and infrastructure management with an emphasis on cloud services. Over the years Zensar has significantly matured its efforts and has upgraded its capabilities not only in the transformation journey, but also for cloud automation and migration, containerization and machine learning, all with the intent to support faster on-premise to cloud migration. Zensar’s DevOps support for public cloud covers end-to-end lifecycle management for cloud resources, including configuration and automation. It includes automated resource provisioning and configuration management. Zensar implements the CI/CD tools and technologies for public cloud as part of its DevOps implementation. They have a number of certified associates who are supporting Fortune 1000 companies for these services with proven business outcomes.

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OTHER NOTEWORTHY PLAYERS — NEXT-GEN ARCHETYPE

Other Noteworthy Service Providers – Next-GenFig15

Some other providers scored high in one or more areas that are important for Next-Gen Archetype client.However, they were not categorized as leaders for this archetype because they did not rate high in enough categories.

Noteworthy providers (services providers with a high score in one or more capabilities) for Next-Gen Archetype clients are:

Cloud Based Initiatives

Consulting in Cloud Adoption Cloud Application Contracting

Flexibility Partnership with

Public Cloud Providers

Dimension Data

KPIT

Virtusa

CSS Corp

Microland

Unisys

Virtusa

CSS Corp

ITC Infotech

KPIT

Microland

NTT Data

Sonata

Virtusa

ITC Infotech

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NTT Communications

NTT Data

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SERVICE PROVIDERS ACROSS ARCHETYPES

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TraditionalArchetype

DeliberateArchetype

PragmaticArchetype

TransformativeArchetype

Next-GenArchetype

Atos ê ê ê ê ê

Cognizant ê ê ê ê ê

CSS Corp PP

Dimension Data PP PPP P P P

EPAM PP PPP

HCL ê ê ê ê ê

IBM ê ê ê ê ê

Infosys ê ê ê ê ê

ITC Infotech PP PP

KPIT PP PP ê PPP PP

Indicates Leaders Indicates Noteworthy Players (number of check marks indicate degree of alignment with the capability requirements of each client archetype) Not In – Indicates that Service Provider wasn’t considered for this archetype



Indicates Leaders Indicates Noteworthy Players (number of check marks indicate degree of alignment with the capability requirements of each client archetype) Not In – Indicates that Service Provider wasn’t considered for this archetype

Service Providers Across Archetypes

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SERVICE PROVIDERS ACROSS ARCHETYPESTraditionalArchetype

DeliberateArchetype

PragmaticArchetype

TransformativeArchetype

Next-GenArchetype

LTI PP PPP ê ê ê

Microland ê ê PPP PPP PPP

Mindtree ê ê ê ê ê

Mphasis ê ê ê ê ê

NTT Communications P P PP PP P

NTT DATA PP PP PP P PP

Sonata PP PP P P P

Trianz P PP P

Unisys P P PP P P

Virtusa PP ê PPP ê PPPP

Zensar PPP PPPP PPPP PPPP ê



The report distinguishes different buyer behavior based on their current needs in the cloud transformation journey. It addresses a continuum, from the Traditional clients, who view transformation to public cloud as a little more than a curiosity, to the Next-Gen clients, to whom public cloud is almost a necessity. Interspersed in between the two extremes, moving left to right are: Deliberate clients, who understand that public cloud has a place in their IT environment, but not today. These clients want to get educated and need financial justification to migrate to cloud. Next are Pragmatic clients, who advocate prudent use of cloud resources where value can be realized. Value here is defined as a combination of agility, flexibility and cost optimization. Then there are Transformative buyers, who take a strategic (long term) view of the environment. Plans are in place to transform the current IT environment to cloud, and there are usually project milestones attached.

The characteristics of each archetype are a moving target over time, because while the core requirements rarely change, the relative importance of different requirements can vary based on business and/or technological environment changes. Multiple archetypes tend to be present in most enterprises, especially in larger firms. One division’s needs may be dif-ferent from the other’s. As the requirements of each archetype evolve and adapt based on business and technological change, so too does the presence and value of each archetype.

In the next few years, we may see different types of client archetypes emerging based on changes in business, technology, and the cloud ecosystem.

GUIDANCEThis report highlights five different client archetypes for cloud transformation and those are based on one key theme: what is the maturity level of the client in relation to their transformation to a public cloud environment? Each client archetype encapsulates the typical characteristics of a specific type of buyer that is looking to outsource one or more processes or functions to public cloud.

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

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Enterprise Leadership Actions

Enterprise executives face significant new challenges when it comes to running their IT operations. This is especially true as the number and demand for new cloud applications spur a corresponding complexity of service delivery models.

More and more, IT departments are choosing a hybrid model for applications that incorporates several options: developing “born-in-the-cloud” applications, sunsetting legacy applications and renting new software in a SaaS delivery model and modifying existing applications that can be hosted either on-premises or in the cloud. In the end, IT executives must ensure that each application meets the business needs and computing architecture policies of the company. Irrespective of the archetype or combination of archetypes, IT leaders must apply a set of high-level evaluation questions:

1. Does the application meet the business need? It is time for enterprises to stop taking a one-size-fits-all approach to EUC. It is important to note that the workplace is not just devices, and devices are not just end users. It is particularly important for clients falling into the Ad-hoc Archetype category to change their thinking. Fortunately, many organizations have started looking at implementing the end-user persona approach, which matches devices and services to the end user’s role and needs.

2. How long will it take to modify an existing application? Is the timeframe consistent with the business plan timeline to exploit the market opportunity? On-premises applications often require time to acquire, install and test hardware, prepare the facility for installation and load the software and test. On the same token, a cloud-based application may be faster to implement but may not be better than the on-premise application.

3. What does the business case say?

When hosting applications on-premise, an enterprise incurs higher capital expenditures than it would if it used cloud-based options. However, the price of public cloud services is largely tied to usage, as seen in the ISG Cloud Computing Index. Depending on the configuration, it’s possible that a company would save money if it runs an application that needs computing capacity for a sustained period (i.e. high utilization for long periods) on its own infrastructure. This is similar to situations with applications that experience seasonal fluctuations in demand for services on a cloud-based model.

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Guidance


4. Can the application be integrated with the legacy environment?

No piece of the computing puzzle can function in isolation. Each application must be operationally integrated with other parts of the organization. The operational activities and financial management of a traditional IT environment are different than those in a cloud environment. An organization may need to consider a redesign of its structure to cater to both cloud and legacy applications.

5. How can we ensure security and compliance?

Each organization has its own specific security and compliance requirements. Since security is essential to the success of cloud providers, the general assumption is that the provider will have invested in highly skilled security personnel and infrastructure. Many experts now consider security in a cloud environment to be as tight as or tighter than a traditional IT environment.

6. What is the total cost of ownership (TCO)?

A full TCO analysis will include the cost of:

� Power and facility costs: In addition to facility costs, on-premise options must consider the expenses associated with power to run and cool the servers. In the cloud delivery model, these costs are included in the provider’s rate.

� Hardware upgrades: On-premise budgets must allocate for the cost of technology refreshes and the future purchase of hardware to support growth. In the cloud, the provider’s rate will include costs associated with technology refreshes and hardware upgrades.

� Network/bandwidth: In on-premises models, most network costs go toward internal network infrastructure, including switches and cabling for bandwidth inside office walls. Offloading heavy workloads to the cloud will call for a bigger pipe and higher bandwidth cost.

� Service integration: The integration of the cloud environment with the rest of the IT organization may require revised processes and organizational structure, a cost that may be easy to overlook.

� Data integration: Any new application will depend on data from multiple sources or feed data to other applications. The cost of this integration will differ depending on the configuration.

� Application development and modification: The costs of “cloudifying” an existing application and integrating it with other applications must be considered. Developing a new application to meet the business needs is also an option, though it may be a more expensive one.

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Guidance


� Operational support: Whether the application is run in an in-house environment or in the cloud, operational support will be needed. Cloud service providers typically take care of most of the infrastructure support and the cost is included in their rates.

� Monitoring and reporting: Basic monitoring and reporting provided by cloud service providers may fall short of customer’s expectations. Additional costs may come in the form of software or advanced monitoring and reporting services that are added to the cloud solution.

� Training: Although training is needed for both delivery options, additional training may be needed for a cloud environment because the end user will interface directly with the cloud environment and be responsible for provisioning tasks.

Cloud can offer solutions that are highly beneficial, agile, elastic and adaptable. However, the age of the cloud brings its own set of questions and decisions which must be addressed on a case-by-case basis.

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ISG Provider Lens™ Archetype Report | December 2017 Guidance

Provider Leadership Actions

The IT leadership in enterprises are getting pressure from all directions to move to cloud. Their senior line executives and the company board are inquiring about migration to cloud. The trade press is touting advantages of cloud and advocating for cloud as a less expensive option than traditional data computing environment – which is not always true. The business units and shadow IT prefer cloud as they can liberate themselves from a controlling central IT organization. Added to all this is the bombardment from cloud providers advocating and selling their cloud offerings.

The responsibility of a provider is to assist the IT leadership of an enterprise in navigating through this quagmire. The provider must take a long-term view of the customer plans. It may include short-term investments to attain long-term gains. In the archetype jargon of this report, consulting services are needed through the entire continuum. A Traditional client requirement may be limited to getting educated on cloud, a Deliberate client needs assistance with their business case, cost justification and cloud pilot projects. As a client moves up the continuum (Pragmatic, Transformative and Next-Gen archetypes), the requirements advance to a higher order of consulting services such as: transformation, migration, and management of the cloud services. An ideal provider will assist a client through all of these phases, making certain that the value of cloud (i.e.: cost control, agility and flexibility) are fully realized.

It is also imperative that the cloud provider educate the client on changes needed in their IT organizational structure, governance, budgeting, and other processes for a successful implementation of a cloud environment. It is important to emphasize to the client that cloud is not just a technical IT solution and that its effects are multi-dimensional, affecting all facets of the organization.


Appendix

Section NameISG Provider Lens™ Archetype Report | June 2017ISG Provider Lens™ Archetype Report | December 2017


APPENDIX

Overview of Methodology

MethodologyAs noted above, this report uses five archetypes of buy-side client requirements to assess the relative suitability of 18 contact center services providers. Data regarding the providers’ capabilities and positioning was provided to ISG via briefings, ISG advisor interviews and surveys of service providers, including client references if appropriate.

Contact center services providers shared their data across different contact center service dimensions through the research initiatives noted above. These dimensions cover their technological competency, preferred engagement models, scope of work performed, service capability, functional expertise and industry and regional presence.

1Categorize and assess provider data

2Weight Importance of capability requirement

3Determine provider position in quadrant

4Create cumulativescore

5Categorize providers in archetypes

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ISG Provider Lens™ Archetype Report | December 2017 Appendix: Methodology

4 5

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Methodology Details

Categorize and assess provider data. The data provided by services providers was categorized and assessed according to the workplace services requirements described for each of the five client archetypes. If the provider descriptions and data were not worded or structured as precisely as our archetype requirements, our workplace analysts relied on their expertise and experience to classify the provider capabilities.

Create cumulative score. We then multiplied the provider capability scores from Step 3 by the weightings developed for each client archetype requirement in Step 2. We totaled the results for each provider to develop a cumulative score. These cumulative scores are not disclosed in this report.

Determine provider position in quadrant. Once we assessed a provider’s relative ability for each of the archetype requirements, we then positioned that provider in a relevant quartile (e.g., top 25 percent, second 25 percent, and so on). Those in the top quartile were awarded a numerical “capability score” of 4/4; the second quartile earned a score of 3/4, the third quartile earned a score of 2/4, and the fourth quartile earned a score of 1/4.

Please note: This report presents service providers’ known capabilities in the context of user enterprises’ typical project needs. This report is not meant to rank providers or to assert that there is one top provider with abilities that meet the requirements of all clients that identify themselves with a particular archetype.

Weight importance of capability requirement. We used the insight and expertise of our advisors and analysts to weight each archetype capability requirement based on its relative importance to that archetype’s typical requirements. Weightings for each archetype’s requirements add up to a total of 100 percent. Specific weightings are not disclosed in this report. The relative importance of each capability requirement is depicted in illustrations at the beginning of each archetype section using differently sized hexagon icons.

Categorize providers in archetypes. We used the cumulative scores to identify the providers most well-suited for each archetype’s requirements. These providers are listed alphabetically and are briefly profiled in each archetype section. Where relevant, additional providers with noteworthy capabilities also are mentioned (for example, providers that may have scored well on a specific requirement but not across all the requirements for that archetype).


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ScoreHarvey Ball

representationScore 4 out of 4 4

Score 3 out of 4 3

Score 2 out of 4 2

Score 1 out of 4 1



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Provider Capability Scores as Harvey BallsFig16

Appendix: Methodology

The cumulative score for each of the selected service providers against each archetype requirement is represented using Har-vey Balls. For example: if a provider is assessed with a score of 4 out of 4, then a full Harvey Ball is utilized to represent their capability against that requirement. Similarly, if a provider is assessed a score of 1 out of 4, then a one-quarter Harvey Ball is utilized, so on and so forth. Figure 16 illustrates this.



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Additional Relevant Cloud Service Providers

The capabilities of 21 providers were assessed in this report. Some service providers that are typically included in our work are not included in this report. Some of the companies that were not included were not able to participate and others declined. Providers that do not offer a full portfolio of public cloud services have not been included in the study. They may be included in future versions of this report, based on merit and on the service providers’ willingness to provide current and relevant materials. Readers should not make any inferences about a service provider’s absence from this report.

Appendix: Additional Relevant Cloud Service Providers

Other Relevant Service Providers

Headquartered Country

Accenture United States

Adobe United States

Amazon Web Services United States

DXC United States

Google Cloud Platform United States

Microsoft Azure United States

Oracle United States

Rackspace United States

Salesforce United States

SAP Germany

TCS India

Verizon Cloud United States

VMware United States

Wipro India



Authors and Editors

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

Jan Erik Aase, EditorDirector

Ravi Shankar is a consultant assisting ISG Research in emerging technologies with special focus on cloud infrastructure offerings, digital business transformation and financial justification of various delivery models. Ravi has more than 30 years experience at IBM, ISG and Anthem in multiple roles covering business and services offering development, implementation, IT outsourcing engagement deal support, competitive benchmarking, service delivery operations and sales and service analytic.

Ravi Shankar, AuthorPrincipal Consultant



Authors and Editors

Dave Goodman is ISG’s cloud subject matter expert and thought leader who focuses on enterprise infrastructure, business service management and cloud solutions and services. Dave meets with CxOs to understand their pain points in adopting cloud and advise on strategic decisions. He is a solution visionary experienced in defining future technology roadmaps, communicating strategy and business value to customers, corporate executive management and technical teams.

Dave Goodman, EditorDirector

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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