COMPETITIVE ANALYSIS. IDC MarketScape: Worldwide Enterprise Mobility Consulting 2013 Vendor Analysis IDC OPINION

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1 COMPETITIVE ANALYSIS IDC MarketScape: Worldwide Enterprise Mobility Consulting 2013 Vendor Analysis Ali Zaidi Gard Little IDC OPINION Global Headquarters: 5 Speen Street Framingham, MA USA P F This IDC study represents a vendor assessment of the 2013 enterprise mobility (EM) consulting services through the IDC MarketScape model. This assessment discusses both quantitative and qualitative characteristics that define success in today's enterprise mobility consulting market. This IDC MarketScape covers a variety of vendors participating in the worldwide enterprise mobility consulting market. The evaluation is based on a comprehensive and rigorous framework that assesses each vendor relative to the criteria and to one another. The framework highlights the factors expected to be the most influential for success in the market in both the short term and the long term. While this evaluation was scoped to include only enterprise mobility consulting, most customers indicated that a vendor's capabilities in mobile platforms and application development were an important consideration in their selection process. IDC believes pure-play mobility consulting strategy firms will be at a competitive disadvantage compared with vendors that offer a full life cycle of enterprise mobility related services, because the latter have more experience linking strategy with execution. Enterprise mobility consulting projects are an IT-heavy, but not necessarily IT-led, activity, which makes the collaboration, or lack thereof, between business and IT professionals even more important. IDC believes the growing consumer-centric innovation driving the entire IT industry is causing IT professional service firms to increase user experience (UX) talent development and outright acquisitions to meet the demand for enterprise mobility consulting. Key findings include: Worldwide, firms in general offer a diverse set of pricing schemes to cater to a client's unique demands for consuming enterprise mobility consulting services. Worldwide, generally, consulting and systems integration firms have developed solid cost-benefit analysis to facilitate an increased adoption of their enterprise mobility consulting services portfolio by clients. Complying with new or existing regulation, enhancing their own customers' experience, and improving operational efficiency are the key business priorities for firms that utilize enterprise mobility consulting to run their businesses. CIOs and line-of-business leaders are the top 2 buyers of enterprise mobility consulting services at the worldwide level. Filing Information: May 2013, IDC #241030, Volume: 1 IT Consulting and Systems Integration Strategies: Competitive Analysis

2 TABLE OF CONTENTS In This Study 1 Methodology... 1 Situation Overview 1 Introduction... 1 Services Definitions... 2 IDC MarketScape Vendor Inclusion Criteria... 4 Market Strategies... 4 Weighting Evaluation Criteria Future Outlook 14 IDC MarketScape Worldwide Enterprise Mobility Consulting Market Vendor Assessment Vendor Profiles Essential Guidance 21 Advice for Buyers Advice for Enterprise Mobility Consulting Firms Learn More 23 Related Research P # IDC

3 LIST OF TABLES 1 Key Strategy Measures for Success: Enterprise Mobility Consulting Key Capability Measures for Success: Enterprise Mobility Consulting P 2013 IDC #241030

4 LIST OF FIGURES P 1 Enterprise Mobility Consulting Value Chain Primary Project-Based Service Consumed for Mobility Business Drivers for Enterprise Mobility Consulting Projects Factors Important for a Successful Enterprise Mobility Consulting Project Key Sponsors for Enterprise Mobility Consulting Projects Enterprise Mobility Consulting Project Bundling IDC MarketScape Worldwide Enterprise Mobility Consulting Vendor Assessment # IDC

5 IN THIS STUDY This IDC study represents a vendor assessment of the 2013 enterprise mobility consulting services through the IDC MarketScape model. This assessment discusses both quantitative and qualitative characteristics that define success in today's EM consulting market. This IDC MarketScape covers a variety of vendors participating in the worldwide EM consulting market. The evaluation is based on a comprehensive and rigorous framework that assesses each vendor relative to the criteria and to one another. The framework highlights the factors expected to be the most influential for success in the market in both the short term and the long term. This study is made up of two sections. The first part involves a definition of the characteristics that IDC believes lead to success in the EM consulting space. These characteristics are based on executive interviews of both buyers and vendors of EM consulting services as well as key analyst observations and assessments of best practices. The second part of this study provides a visual presentation of selected vendor positioning in the EM consulting services market. The spatial format is an easy-to-read bubble chart. This format concisely exhibits the observed and quantified scores of the vendors that were assessed for this IDC MarketScape. The document concludes with IDC's essential guidance to both vendors and buyers of EM consulting services. The guidance is designed to provide insight for continued growth and improvement of EM consulting offerings. Methodology IDC MarketScape criteria selection, weightings, and vendor scores represent wellresearched IDC judgment about the market and selected vendors. IDC analysts tailor the range of standard characteristics by which vendors are measured through structured discussions, surveys, and interviews with market leaders, participants, and end users. Market weightings are based on user interviews, buyer surveys, and the input of a review board of IDC experts in each market. IDC analysts base individual vendor scores, and ultimately vendor positions on the IDC MarketScape, on detailed surveys and interviews with the vendors, publicly available information, and end-user experiences in an effort to provide an accurate and consistent assessment of each vendor's characteristics, behavior, and capability. SITUATION OVERVIEW Introduction The EM consulting services cover the advisory, assessment, plan, design, and implementation phases of the entire enterprise mobility services life cycle (see Figure 1) IDC #

6 FIGURE 1 Enterprise Mobility Consulting Value Chain Analytics/ MDM Security/Risk and Governance Advisory/ Assessment Plan and Design Social/ Cloud Implement Application/ Infrastructure BYOD/ B2B/B2C/M2M Source: IDC, 2013 Services Definitions IT Consulting IT consulting is a professional services activity around information technology. It is the delivery of advice to customers aimed at managing their IT organization and at improving an organization's IT performance, infrastructure including IT security, and related processes. IT consulting includes two main areas: IT strategy consulting assists an organization with designing an IT vision and goals for the entire organization and then aligning resources accordingly. This includes IT strategic planning (including human resources, facilities, and financial planning), IT needs assessment, IT operations assessment, development of enterprise architectures, IT road map design, IT governance (including definition of IT processes), and IT strategies related to systems, enterprise applications, capacity planning, maintenance planning, and infrastructure. 2 # IDC

7 IT operations consulting assists an organization with optimizing its IT infrastructure and architecture and its use of specific technologies. This includes infrastructure management; IT road map implementation; IT supplier analysis and hardware, software, and services procurement; vendor relationship management; IT infrastructure performance and performance engineering; IT process improvement; IT benchmarking; and IT change management. Exceptions and Exclusions IT consulting excludes all of the consulting activities defined under network consulting and integration services (NCIS). Build/Implementation The build/implementation phase includes the planning, design, implementation, and project management of a technical solution that addresses an organization's specific technical or business needs. When systems integration deals involve contracting for custom application development related to the systems integration, those activities are included in the definition of SI. SI projects typically involve different platforms and technologies. The solution may include hardware, software, and services and is consumed on-premise, on demand, or in a cloud-based environment. An SI project is formalized by a contract that is constructed around solution specifications and often demands certain levels of performance against technical or business goals. The end result of an SI project is the delivery of a system that meets a stated objective and fulfills solution specifications. SI projects can include implementation or integration of any categories of software listed in IDC's Software Taxonomy, 2012 (IDC #235401, June 2012), including the following (consumed on-premise or as software as a service [SaaS]): Enterprise resource management applications include applications for financial accounting, human capital management, payroll accounting, procurement order management, financial performance and strategy management, project and portfolio management (PPM), and enterprise asset management. Supply chain management applications include applications for logistics, production planning, and inventory management. Customer relationship management applications include applications for sales, marketing, customer service, and contact centers. Other applications include the following: Collaborative applications such as , instant communications, team collaboration, conferencing, and enterprise social software Content applications such as content management, authoring and publishing software, search and discovery, and enterprise portals Operations and manufacturing applications (OMA) such as services operations management and related back-office functions 2013 IDC #

8 Engineering applications such as mechanical computer-aided drawing (CAD), computer-aided engineering (CAE), computer-aided manufacturing (CAM), collaborative product data management, and other engineering functions Exceptions and Exclusions The development of custom applications that are not part of the systems integration deals is excluded because those activities are included in the definition of the custom application development foundation market. This study does not assess the custom application development, application, and infrastructure run and support components of enterprise mobility life-cycle services. IDC MarketScape Vendor Inclusion Criteria This research includes analysis of seven large EM consulting providers and providers with broad portfolios spanning IDC's research coverage and with global scale. This assessment is designed to evaluate the characteristics of each firm and each firm's global presence in terms of head count and share of their revenue coming from IDCdefined macroregions. Given this approach, CSC has been excluded even though it was among the top 5 firms in terms of combined IDC-estimated IT consulting and SI services revenue in 2012, because it derived less than 10% of its revenue from one of the three IDC-defined macroregions. In addition, it is conceivable, and in fact the case, that specialty firms can compete with multidisciplinary firms on an equal footing. As such, this evaluation should not be considered a "final judgment" on the firms to consider for a particular project. An enterprise's specific objectives and requirements will play a significant role in determining which firms should be considered as potential candidates for an engagement. Market Strategies A significant and unique component of this evaluation is the inclusion of the perception of EM consulting services' buyers of both the key characteristics and the capabilities of these systems integrators. The buyers participating in IDC's Global Mobility Consulting Buyer Perception Survey have partnered with at least one of the participating vendors directly on an EM consulting project within their company. The survey findings highlight key areas where buyers expect EM consulting providers to showcase a range of capabilities. The buyers consider these capabilities a must-have for EM consulting services to be able to fulfill the requirements of many business and IT issues that challenge the buyers. In a recent IDC survey (see 2013 U.S. Professional Services Opportunities Related to Cloud Services, IDC #239862, March 2013), respondents indicated that IT consulting services led as the primary professional service consumed related to mobility (see Figure 2). Interestingly, mobility was the only one of four enabling technologies surveyed (the other three were social, analytics, and cloud) for which IT consulting was the primary service consumed. This finding supports IDC's belief that enterprise mobility projects consume relatively more IT consulting compared with other professional services, and compared with social, analytics, and cloud technologies. 4 # IDC

9 While a majority of mobile applications have been designed for consumer use or customer-facing roles, leading service providers and their customers are developing architectures and plans that include extending the use of mobile devices and applications to internal support roles as well as machine-to-machine communication. Likewise, leading customers and vendors are moving beyond simply mobile enablement of a given business process to creating a more integrated customer experience of an application or sets of available functionality over a variety of form factors. FIGURE 2 Primary Project- B ased Service Consumed for Mobility Q. In 2012, what was the primary professional service consumed for mobility? n = 421 Source: IDC's Cloud Professional Services Survey, 2013 Based on interviews with the customers of the vendors evaluated, IDC observed several trends including: The most frequent sponsors of enterprise mobility projects were not IT executives but were from various lines of business, though some IT executives also had line-of-business or revenue-generating roles related to mobility initiatives. All but one of the mobility initiatives involved consumers or customerfacing employees. There was wide variation in how organizations measured the success of their enterprise mobility initiatives. Some did not measure a financial return on investment at all but only its ratings on Apple's App Store. Most considered financial return but factored in more highly qualitative measures including customer engagement, satisfaction, and brand equity IDC #

10 The tasks of organizational change management and training related to enterprise mobility projects tend more often to be filled by client staff, as opposed to being split more evenly between client and staff, which is often the case for ITrelated projects. Buyer Perception Survey Findings IDC's Global Mobility Consulting Buyer Perception Survey examined enterprise buyers' preferences and business priorities, major business drivers that prompt buyers to utilize EM consulting solutions, and key factors that the buyers of EM consulting services deem to be most important for successful completion of an EM consulting project. Figure 3 showcases the business drivers that prompt clients to employ a certain set of EM consulting services. As the survey results indicate, enterprises continue to utilize EM consulting services mainly to comply with new or existing regulations and to enhance their clients' customer experience. Improving efficiency in terms of operations was also among the top 3 business priorities. While Figure 3 highlights business drivers that lead to consumption of EM consulting services, Figure 4 provides the information about key factors that the buyers of EM consulting services deem to be most important for successful completion of an EM consulting project. Survey findings suggest that creating and delivering innovation for the solution by the consultants working on the EM consulting project is the most critical factor for successful completion of an EM consulting project. Buyers also indicated that value delivered for the cost associated with an EM consulting project is one of the top success factors. In addition, buyers regard a vendor's ability to meet the project deadline to be critical for a project's success. The survey also looks at the key sponsors for EM consulting projects within enterprises. The survey indicates that almost one-fourth of the EM consulting projects are sponsored by the CIO/CTO office (see Figure 5). At the same time, there is a big interest from individual business units for enterprise mobility as almost 20% of the EM consulting projects are adopted by line-of-business owners. The next set of top enterprise-level sponsors includes the CMOs and the IT managers (including network managers). Interestingly, the buyer perception survey highlights that when it comes to taking on EM consulting projects, only 12.5% of projects are purchased as standalone projects (see Figure 6). In most cases, enterprises buy EM consulting projects in conjunction with another solution. Among these solutions, often enterprise mobile application development work is done along with EM consulting projects. After enterprise mobile application development, clients prefer bundling various business analytics solutions with EM consulting projects. 6 # IDC

11 FIGURE 3 Business Drivers for Enterprise Mobility Consulting Projects n = 46 Note: Mean scores are based on a scale of 1 5, where 1 = not at all important and 5 = extremely important. Source: IDC's Global Mobility Consulting Buyer Perception Survey, IDC #

12 FIGURE 4 Factors Important for a Successful Enterprise Mobility Consulting Project n = 46 Note: Mean scores are based on a scale of 1 5, where 1 = not at all important and 5 = extremely important. Source: IDC's Global Mobility Consulting Buyer Perception Survey, # IDC

13 FIGURE 5 Key Sponsors for Enterprise Mobility Consulting Projects n = 46 Source: IDC's Global Mobility Consulting Buyer Perception Survey, IDC #

14 FIGURE 6 Enterprise Mobility Consulting Project Bundling n = 46 Source: IDC's Global Mobility Consulting Buyer Perception Survey, 2013 Weighting Evaluation Criteria This section includes an introduction of market-specific weighting definitions and weighting values. IDC believes EM consulting services vendors must exhibit the characteristics shown in Tables 1 and 2 to be completely successful when crafting a future strategy and in leveraging existing capabilities to their best advantage. The factors were weighted because IDC believes that some factors are more important than others in maximizing market opportunity and realizing market success (see Tables 1 and 2). As a result, based on the weightings, several types of factors emerge showcasing the strengths and weaknesses of the participating EM consulting services vendors as a whole. 10 # IDC

15 TABLE 1 Key Strategy Measures for Success: Enterprise Mobility Consulting Strategies Criteria Offering strategy Functionality or offering road map Delivery model Cost management strategy Portfolio strategy Subcriteria Definitions Excellence is marked by plans to increase resources and knowledge of the enterprise mobility consulting practice. Excellence is marked by plans to support consulting services utilizing more efficient tools and methodologies. Superior service calls for ways by which the vendor can help clients justify expenditures including ROI models and by providing clear paths by which the client can lower costs. A strong portfolio strategy dictates that well-thought-out plans are in place to ensure development of new vertical or horizontal enterprise mobility consulting offerings. Subcriteria Weights Subtotal 10.0 Go-to-market strategy Pricing model Sales/distribution strategy Marketing strategy Customer service strategy Vendor has superior planning for future pricing alignment with market buying pattern. Excellence is demonstrated by plans to serve new markets or specific industries. Successful firms have an eye toward a well-articulated plan for how they will market their capabilities in the future. Superior firms have a well-articulated plan for lowering client churn in the future. Successful firms also continuously focus on ways to bring consistency in delivering enterprise mobility consulting services Subtotal 10.0 Business strategy Growth strategy Innovation/R&D pace and productivity Financial/funding model Vendor has strategic plans for both organic and inorganic growth and ones that align well with the overall IT trends in the next two to three years. Vendor has strategic plans for attaining or retaining functional superiority over competition by improving innovation in consulting delivery methodologies and tools. Vendor has viability of funding strategy for next two to five years and solid plans for growing revenue per employee and global expansion Employee strategy Vendor has solid plans for retaining and hiring top-performing employees. 2.0 Subtotal 10.0 Source: IDC, IDC #

16 TABLE 2 Key Capability Measures for Success: Enterprise Mobility Consulting Capabilities Criteria Offering capabilities Functionality/offering delivered Delivery model appropriateness and execution Cost competitiveness Portfolio benefits delivered Subcriteria Definitions Offering capability is a combination of functional (domain) knowledge, industry insights, and technical capabilities. Higher capability reflects buyer perception of a firm's capability. The appropriate delivery model must include an appropriate integration with the client team, be able to meet client-developed project timelines, be able to apply proven methodologies/tools, and be able to handle changes in project scope. Higher capability reflects buyer perception of a firm's capability. Cost competitiveness can best be measured by the ability to deliver an appropriate and sustainable return on investment. Higher capability reflects buyer perception of a firm's capability. Evolved consulting firms will necessarily be required to provide a full spectrum of enterprise mobility services (app development, app/infrastructure management, support services). Higher capability reflects buyer perception of a firm's capability. Subcriteria Weights Subtotal 10.0 Go-to-market capabilities Pricing model options and alignment Sales/distribution structure, capabilities Marketing Customer service Flexible arrangements are available so that the client can choose to be billed as the budget allows. Firms must operate by balancing both local and global requirements. Global presence indicates a firm's ability to respond and be relevant to crossgeographic issues. Firms should also be able to optimize ratio of onshore/offshore efforts on a project. Higher capability reflects buyer perception of a firm's capability. The ability of a firm to connect to its clients' issues is essential to establishing a level of trust in the firm's ability to solve the problem. Issues are evaluated and weighted based on regional priorities. Higher capability reflects buyer perception of a firm's capability. A firm's ability to provide service to a client is contingent on its ability to deploy local resources where appropriate. Higher capability reflects buyer perception of a firm's capability Subtotal 10.0 Business capabilities Growth strategy execution Essential to a consulting firm's growth is its ability to develop "referenceable clients." Clients that strongly believe the firm will represent their best interests are most often referred. Higher capability reflects buyer perception of a firm's capability # IDC

17 TABLE 2 Key Capability Measures for Success: Enterprise Mobility Consulting Capabilities Criteria Innovation/R&D pace and productivity Financial/funding management Employee management Subcriteria Definitions A firm's ability to be innovative can be showcased in the way the firm can help a client create a more agile business via innovatively using technology. Higher capability reflects buyer perception of a firm's capability. Success is measured by how well a vendor is utilizing its resources to generate revenue for the consulting services. Success is measured by the head count associated with the practice. Higher capability reflects buyer perception of a firm's capability. Subcriteria Weights Subtotal 10.0 Source: IDC, 2013 Participating Vendors: Areas of Strength Future cost management strategy. Overall, the participating EM consulting services providers are strong in the various cost-benefit analyses they offer to the clients to help them understand the cost of services adoption. Current pricing model. Participating firms offer a wide variety of flexible pricing models allowing clients to be billed according to their budgets. Future financial/funding model. Overall, the participating firms have strong forward-looking plans in place to grow revenue per employee attribute of their EM consulting practices. Future growth strategy. Participating vendors have good strategies in place to grow their EM consulting services both organically and inorganically, and their growth strategies are aligned well with the overall business and IT trends. Participating Vendors: Areas for Improvement Current offering strategy. Overall, the participating EM consulting providers need to bolster their functional, industry, and technical expertise as well as enhance the breadth and depth of vertical-specific EM consulting offerings. Current customer service strategy. Collectively, vendors need to bolster onshore presence and improve leveraging of local resources for the clients. Current cost management strategy. Participating firms need to deliver more value to their clients on EM consulting projects as per the fee charged to the clients. Current innovation strategy. Participating firms need to improve on their current abilities to deliver innovation to clients for their EM consulting solutions IDC #

18 FUTURE OUTLOOK IDC MarketScape Worldwide Enterprise Mobility Consulting Market Vendor Assessment The IDC vendor assessment for the EM consulting services market represents IDC's opinion on which vendors are well positioned today through current capabilities and which are best positioned to gain market share over the next few years. For the purposes of discussion, IDC divides potential key strategy measures for success into two primary categories: capabilities and strategies. Positioning in the upper right of the grid indicates that vendors have a perfect combination of capabilities to continue to be successful in today's ecosystem and have the right set of strategic initiatives to maintain and grow their future position in the market. Positioning on the y-axis reflects the vendor's current capabilities and menu of services and how well it is aligned to customer needs. The capabilities category focuses on the capabilities of the company and services today. In this category, IDC analysts look at how well a vendor is building, pricing, positioning, and/or delivering capabilities that enable it to execute its chosen strategy in the market. On the y-axis, a position toward the top (north of center) indicates a strong set of differentiated capabilities to be successful in today's market. Positioning on the x-axis, or strategy axis, indicates how well the vendor's future strategy aligns with what customers will require in three to five years. The strategy category focuses on high-level strategic decisions and underlying assumptions about road maps for offerings, customer segmentation, business, and go-to-market plans for the future, which in this case is defined as the next three to five years. In this category, analysts look at whether or not a supplier's strategies in various areas are aligned with customer requirements in terms of spending, procurement, and delivery over a defined future time period. On the x-axis, a position toward the right (east of center) indicates a strategy that is not only well aligned with customer requirements but also agile and differentiated from the pack. Figure 7 shows each vendor's position in the vendor assessment chart. Vendor market share is represented by the size of the circles. 14 # IDC

19 FIGURE 7 IDC MarketScape Worldwide Enterprise Mobility Consulting Vendor Assessment Source: IDC, 2013 Vendor Profiles This section briefly explains the key observations that resulted in a vendor's position in the vendor assessment graph. While every vendor is evaluated against each of the 50 or so characteristics, the descriptions here provide a brief excerpt of the findings that represent the vendor's score. IDC's assessment includes seven vendors (in alphabetical order for illustrative purpose only): Accenture, Capgemini, Cognizant, Deloitte, IBM, PwC, and Wipro. After each vendor description, areas of strength and opportunity are identified. These relate to each vendor's highest and lowest scores on the 50 or so IDC MarketScape characteristics evaluated. Thus the areas of strength or opportunity are not a direct comparison of one vendor to another but simply IDC's opinion about where a given vendor is doing its best and where it can focus on the most improvements. Regarding areas of opportunity, it's important to understand IDC is not identifying a vendor's weaknesses but rather a vendor's lowest individual scores IDC #

20 Accenture According to IDC analysis and buyer perception, Accenture is an IDC MarketScape Leader worldwide. Accenture helps its clients embrace mobility as a strategy to deliver real, measurable, and sustainable improvements in performance. Accenture Mobility combines technology capabilities, deep industry experience, world-class processes, proprietary assets, and infrastructure to improve business processes and enable its clients to reach new heights of growth, efficiency, and innovation. Accenture's end-to-end mobility solutions including consulting, software services, managed services, and business integration services can be delivered globally at scale in any market and across any industry. Enterprise Mobility Consulting Areas of Strength According to IDC's 2013 Global Mobility Consulting Buyer Perception Survey, clients highlighted Accenture to be most strong in the following areas: Capability to provide industry insights and competence Capability to provide technical insights and competence Breadth and depth of vertical-specific solutions Enterprise Mobility Consulting Areas of Opportunity Accenture can further enhance its position in this IDC MarketScape by improving its client perception in the following areas: Project value delivered to the clients for fee paid Ability to create a more agile business for the clients Ability to optimize ratio of onshore/offshore efforts on a project Capgemini According to IDC analysis and buyer perception, Capgemini is an IDC MarketScape Major Player worldwide. Capgemini and Sogeti offer end-to-end mobile solutions for mobile strategy and services as an enterprise mobility orchestrator. Deploying a framework of harmonized methods, accelerators, and industrialized services, the enterprise mobility orchestrator services can help create, implement, and support an organization's mobile strategy. To address all areas of a business going mobile, the service portfolio covers strategy, mobile applications, mobile platforms, managed mobility, and reselling. Together, Capgemini and Sogeti have combined their extensive capabilities in strategic consulting, technology excellence, industry solutions, and global delivery to help organizations optimize their mobile business potential. Enterprise Mobility Consulting Areas of Strength According to IDC's 2013 Global Mobility Consulting Buyer Perception Survey, clients highlighted Accenture to be most strong in the following areas: 16 # IDC

21 Ability to apply proven methodologies/tools (horizontal- and vertical-specific integration accelerators and templates) Ability to integrate own team with that of the client's on a project Ability to handle changes in project scope Enterprise Mobility Consulting Areas of Opportunity Capgemini can further enhance its position in this IDC MarketScape by improving its client perception in the following areas: Presence of local offices and local resources Project value delivered to the clients for fee paid Marketing of EM consulting practice Cognizant According to IDC analysis and buyer perception, Cognizant is an IDC MarketScape Major Player worldwide. The focus of the enterprise mobile consulting practice at Cognizant Mobility is to help customers rethink, rewire, and reinvent their business with mobility. Built by leveraging expertise from the domain-focused business consulting practice and technology-focused mobility services practice, the EM consulting practice has been engaged in multiple engagements across the globe to help clients assess application of mobile technologies to their business processes, identify a technology strategy, and develop a road map for mobility. This allows ease of adoption through the setup of governance models, change management, development processes, and so forth. Cognizant's EM consulting practice offers outcome- and usage-based pricing and takes ownership over customers' problems through the company's ability to offer a full suite of mobility-related products and services and willingness to invest. Enterprise Mobility Consulting Areas of Strength According to IDC's 2013 Global Mobility Consulting Buyer Perception Survey, clients highlighted Cognizant to be most strong in the following areas: Ability to integrate own team with that of the client's on a project Ability to handle changes in project scope Ability to meet the project timeline Ability to optimize ratio of onshore/offshore efforts on a project Enterprise Mobility Consulting Areas of Opportunity Cognizant can further enhance its position in this IDC MarketScape by improving its client perception in the following areas: 2013 IDC #

22 Ability to apply proven methodologies/tools (horizontal- and vertical-specific integration accelerators and templates) Breadth and depth of vertical-specific solutions Ability to create a more agile business for the clients Deloitte According to IDC analysis and buyer perception, Deloitte is an IDC MarketScape Major Player worldwide. Deloitte's positioning in this IDC MarketScape is solely based on buyer perception and IDC's subjective opinion on Deloitte 's capabilities in the EM consulting space as Deloitte declined to actively participate in the study. Deloitte, a powerhouse in management consulting, uses a business-led solutions approach for its EM consulting services. Deloitte helps clients align business strategy with mobilityfocused IT capabilities, assets, and applications. Advisory services around enterprise mobility business processes remain the key strength for Deloitte in the EM consulting space. Bolstered by the Übermind acquisition, Deloitte's strength in the EM consulting space is also around creating a variety of designs and user interfaces for clients. Enterprise Mobility Consulting Areas of Strength According to IDC's 2013 Global Mobility Consulting Buyer Perception Survey, clients highlighted Deloitte to be most strong in the following areas: Ability to meet the project timeline Ability to create a more agile business for the clients Capability to provide functional insights and competence Enterprise Mobility Consulting Areas of Opportunity Deloitte can further enhance its position in this IDC MarketScape by improving its client perception in the following areas: Capability to provide technical insights and competence Ability to optimize ratio of onshore/offshore efforts on a project Marketing of EM consulting practice IBM According to IDC analysis and buyer perception, IBM is an IDC MarketScape Leader worldwide. Earlier this year, IBM launched IBM MobileFirst, a comprehensive set of enterprise mobile capabilities combining advisory, interactive and design, development, integration and life-cycle management services. IBM delivers these services through a multitier delivery model including inbound and onsite strategy and design engagements, high-efficiency and fast development and integration delivery models, and a world-class mobile life-cycle management service. Clients benefit from IBM's deep range of domain and industry expertise across multiple technology platforms. IBM's deep investment in R&D has resulted in over 200 mobility patents. Most recently, IBM announced the IBM Customer Experience Lab to help drive innovative mobile solutions for clients. 18 # IDC

23 Enterprise Mobility Consulting Areas of Strength According to IDC's 2013 Global Mobility Consulting Buyer Perception Survey, clients highlighted IBM to be most strong in the following areas: Breadth and depth of vertical-specific solutions Capability to provide technical insights and competence Capability to provide functional insights and competence Enterprise Mobility Consulting Areas of Opportunity IBM can further enhance its position in this IDC MarketScape by improving its client perception in the following areas: Presence of local offices and local resources Ability to optimize ratio of onshore/offshore efforts on a project Project value delivered to the clients for fee paid PwC According to IDC analysis and buyer perception, PwC is an IDC MarketScape Leader worldwide. PwC offers deep business problem-solving skills, mobility and technology expertise, nearshore and offshore development capabilities, and practical insights from real-world experience. PwC mobility capabilities cover the entire life cycle, from strategy through execution. PwC focuses on addressing overarching business needs in designing and implementing mobile strategies and solutions. By focusing on customer experience strategy and expectations, the PwC team iteratively designs and develops the most suitable user interactions that scale across devices and locales, supporting personalization and customization. Behavioral economics is employed and user feedback is obtained at various stages during the life cycle the approach is goal driven and customer centric at the core. PwC's mobility resources are concentrated in the company's Advisory Services Group, with team members who have extensive experience in enterprise mobility (workforce enablement to customer interaction), social mobility solutions and mobility strategy, innovation, research, delivery, architecture, mobile security and "white hat" assessment, risk assessment, regulatory and privacy compliance, social media, program management, and application development. PwC is playing a key role in creating new, transformational opportunities that are enhancing its clients' business models 33% of the firm's mobility revenue is specific to defining mobility strategy for clients. PwC has delivered mobile solutions globally across 19 different industries, executed more than 240 mobility projects for over 160 clients, and published 25 major points of view on mobility. Enterprise Mobility Consulting Areas of Strength According to IDC's 2013 Global Mobility Consulting Buyer Perception Survey, clients highlighted PwC to be most strong in the following areas: Ability to handle changes in project scope Capability to provide functional insights and competence 2013 IDC #

24 Ability to meet the project timeline Enterprise Mobility Consulting Areas of Opportunity PwC can further enhance its position in this IDC MarketScape by improving its client perception in the following areas: Breadth and depth of vertical-specific solutions Capability to provide a full spectrum of mobility services (app development, app/infrastructure management, support services) Ability to apply proven methodologies/tools (horizontal- and vertical-specific integration accelerators and templates) Wipro According to IDC analysis and buyer perception, Wipro is an IDC MarketScape Major Player worldwide. Wipro's EM consulting practice provides business and technology consulting services to help clients leverage advances in mobile technologies to gain operational efficiency, improve customer/employee engagement, and increase accuracy of data collection. Wipro develops mobility strategies to deliver tangible business value leveraging Wipro's expertise in technology, business processes, and industry insights to design mobile business solutions to drive additional enterprise and customer value. Wipro's EM consulting team has crystallized Wipro's experience in delivering various mobility solutions across industry segments and technologies to create frameworks, decision tools, evaluation criteria, and best practices guidelines to offer a flexible, cost-effective, and collaborative approach adhering to clients' confidentiality, governance, and security requirements to serve clients' needs via outcome-focused offerings. Wipro's consulting exercise involves deep engagement with client teams, observations, and industry benchmarking to help clients "discover" efficiencies, eliminate redundancies, and implement new business processes. Enterprise Mobility Consulting Areas of Strength According to IDC's 2013 Global Mobility Consulting Buyer Perception Survey, clients highlighted Wipro to be most strong in the following areas: Ability to leverage resources globally Ability to meet the project timeline Ability to optimize ratio of onshore/offshore efforts on a project Enterprise Mobility Consulting Areas of Opportunity Wipro can further enhance its position in this IDC MarketScape by improving its client perception in the following areas: Breadth and depth of vertical-specific solutions Ability to integrate own team with that of the client's on a project 20 # IDC

25 Capability to provide industry insights and competence Other Suppliers A large number of EM consulting service providers are serving local markets around the globe. The intent of this analysis is to focus on seven major players participating in the worldwide EM consulting market. ESSENTIAL GUIDANCE The key finding of this research is the overall strength of the capabilities of the majority of the vendors, but at the same time, certain areas require improvements. These improvements would elevate a vendor's position in the EM consulting market and would eventually help attract buyers. The sections that follow highlight the stronger as well as the weaker aspects of vendors, in an effort to provide guidance to both the suppliers and the buyers in the EM consulting services market. Advice for Buyers Business need. Keep your focus on the business problem that enterprise mobility is helping to solve. It is easy to get caught up in mobility technology itself and the eye-popping applications and functionality that can be rendered via a mobile form factor. Start with the end result of what you are seeking to develop. End-to-end solution. Consider the full suite of possibilities when planning for enterprise mobility. Consumer applications are key, and a great start, but make sure to consider support applications as well as other non customer-facing possibilities. For example, consider that mobility can, and will continue to, enable machine-to-machine communications, and that millions of units of intelligent systems/devices (beyond smartphones and personal computers) will be shipped to support business processes across various industries. Compatibility with enterprise architecture. Make sure mobility is embedded in your enterprise architecture documents and plans. While it's true that architectures, once established, remain fairly stable for a long time, mobility demands a refresh of not only your technical architecture but also your overall business, applications, and information architectures. In-house skill sets. Develop more enterprise mobility consulting skills. This is not recommended as a strategy to replace your vendors with internal staff but rather to grow internal capability related to organizational change management and vendor management. Vendor selection. Use this IDC MarketScape in contract negotiations and as a tool not only to short list vendors for enterprise mobility consulting service bids but also to evaluate vendors' proposals and oral presentations IDC #

26 Advice for Enterprise Mobility Consulting Firms Mobile application development. Emphasize why your skill and experience in mobile application development makes you a better selection for enterprise mobility consulting and related architectural work. Moreover, emphasize why your industry knowledge and business expertise is a more important qualification for enterprise mobility consulting than mobile application development. Sales engine. Adapt your sales and delivery organizations to reflect the fact that enterprise mobility consulting, and subsequent mobility service opportunities, will increasingly be led from outside of your clients' IT organizations. Internal versus external needs. Target the right contact within client firms to sell specific mobility solutions. When it comes to internal-facing challenges such as "BYOD," buyers tend to be the CIOs and/or IT managers. However, when the goal for an enterprise is to enhance its customer-facing attributes such as helping enhance its own customers' experience, the demand comes from line-ofbusiness leads and/or from the CMO's office within the client firm. Innovation. Deliver innovation for your client's EM consulting solutions. As IDC's Global Mobility Consulting Buyer Perception Survey shows, creating and delivering innovation for the solution by the consultants working on the EM consulting project is the most critical factor for successful completion of an EM consulting project. The ability to offer innovation for client solutions and maintain relationships will be vital to increase client centricity and client retention. Innovation for EM consulting projects can be offered in many ways. For example, automation and standardization of the implementation assets are on the rise and will be the key to decreasing delivery time, improving revenue per employee, and reducing the cost of implementation. Nontraditional pricing models. Enhance and market nontraditional pricing schemes during customer/prospect discussions, formal RFPs, and final contract negotiations. EM consulting clients are increasingly tying nontraditional pricing structures such as outcome, value, and risk reward pricing models to deliver business results for parts of the total consulting/implementation contract. Business results range from reaching revenue goals to reducing costs to sustaining a predefined level of operational efficiency during the course of an enterprise mobility consulting project. Cloud, mobility, and analytics. The interest in enterprise mobility is ever so high and so is the adoption of cloud-based solutions. At the same time, the interest in big data analytics will provide added growth for mobility solutions. Clients are often consuming these three elements together, so vendors need to have established offerings to fulfill this demand. Providing a vertical specialization to such offerings would bring additional attraction from the clients. 22 # IDC

27 LEARN MORE Related Research Worldwide and U.S. Systems Integration Services Forecast (IDC #240894, May 2013) Worldwide and U.S. IT Consulting Forecast (IDC #240825, April 2013) Worldwide Business Analytics Services Forecast (IDC #240277, April 2013) IDC's Worldwide Services Taxonomy, 2013 (IDC #239900, March 2013) Market Analysis Perspective: Worldwide and U.S. IT Consulting and Systems Integration, 2012 A Tough Year Ahead (IDC #238204, December 2012) IDC's Worldwide Business Analytics Services Taxonomy, 2012 (IDC #237626, December 2012) IDC MarketScape: Worldwide Oracle Implementation Ecosystem 2012 Vendor Analysis (IDC #237327, October 2012) Worldwide and U.S. Systems Integration Services 2011 Vendor Shares: IDC's Top 10 Vendors for 2011 (IDC #236297, August 2012) Worldwide and U.S. IT Consulting 2011 Vendor Shares: IDC's Top 10 Vendors for 2011 (IDC #236288, July 2012) IDC MarketScape: Worldwide SAP Implementation Ecosystem 2012 Vendor Analysis (IDC #235682, July 2012) IDC MarketScape: Worldwide Business Analytics IT Consulting and Systems Integration Services 2012 Vendor Analysis (IDC #234938, May 2012) IDC MarketScape: Worldwide Datacenter Transformation Consulting 2012 Vendor Analysis (IDC #233919, March 2012) IDC MarketScape: Worldwide Enterprise Architecture Consulting 2012 Vendor Analysis (IDC #233918, March 2012) Synopsis This IDC study represents a vendor assessment of the 2013 enterprise mobility consulting services through the IDC MarketScape model. This assessment discusses both quantitative and qualitative characteristics that define success in today's enterprise mobility consulting market. This IDC MarketScape covers a variety of vendors participating in the worldwide enterprise mobility consulting market. The evaluation is based on a comprehensive and rigorous framework that assesses each vendor relative to the criteria and to one another. The framework highlights the factors expected to be the most influential for success in the market in both the short term and the long term IDC #

28 "While IT remains the chief sponsor of enterprise mobility consulting services in an enterprise, the interest in and buying power of lines-of-business heads and the CMO's office for enterprise mobility consulting projects are almost the same. Therefore, it's ever more critical for enterprise mobility consulting providers to be able to penetrate both the IT and the business leads within their client base to succeed in winning deals in the enterprise mobility consulting space." Ali Zaidi, senior research analyst, IT Consulting and Systems Integration Services Copyright Notice This IDC research document was published as part of an IDC continuous intelligence service, providing written research, analyst interactions, telebriefings, and conferences. Visit to learn more about IDC subscription and consulting services. To view a list of IDC offices worldwide, visit Please contact the IDC Hotline at , ext (or ) or sales@idc.com for information on applying the price of this document toward the purchase of an IDC service or for information on additional copies or Web rights. Copyright 2013 IDC. Reproduction is forbidden unless authorized. All rights reserved. 24 # IDC