IDC MarketScape: Worldwide Business Consulting Strategy for Digital Operations 2015 Vendor Assessment

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1 IDC MarketScape IDC MarketScape: Worldwide Business Consulting Strategy for Digital Operations 2015 Vendor Assessment Michael Versace Cushing Anderson THIS IDC MARKETSCAPE EXCERPT FEATURES KPMG IDC MARKETSCAPE FIGURE FIGURE 1 IDC MarketScape Worldwide Business Consulting Strategy for Digital Operations 2015 Vendor Assessment Note: BCG and Capgemini did not provide a vendor brief for this study. Source: IDC, 2015 August 2015, IDC #258553e

2 Please see the Appendix for detailed methodology, market definition, and scoring criteria. IN THIS EXCERPT The content for this excerpt was taken directly from IDC MarketScape: Worldwide Business Consulting Strategy for Digital Operations 2015 Vendor Assessment (Doc #258553). All or parts of the following sections are included in this excerpt: IDC Opinion, IDC MarketScape Vendor Inclusion Criteria, Essential Guidance, Vendor Summary Profile, Appendix and Learn More. Also included is Figure 1. IDC OPINION This IDC study represents the vendor assessment research called an IDC MarketScape. This specific research study assesses the capability and strategy of leading management consulting firms with digital strategy-related offerings. This evaluation is based on a comprehensive framework and a set of parameters expected to be most conducive to success in providing digital services. One unique component of this evaluation is the inclusion of buyers' perceptions on the quality of vendor characteristics associated with digital strategies for improving digital operations. Digital operations is one of three foundational use cases derived from IDC end-user studies. Digital operations is described as: Initiatives to improve internal operations, production, and support systems. This includes using digital capabilities to redefine work functions and business processes; how work is accomplished and labor is used; how information technology assets are owned, deployed, and consumed; and methods used to provide serviceable, reliable, and available operations. As one would expect, overall, these firms performed very well on this assessment. Key findings include: More organizations are adopting elements of and approaches to digital strategy to create or maintain a brand, product, and operational advantage. IDC forecasts that as adoption of digital strategy grows, project-oriented engagements that contain a digital strategy component will represent over 65% of all engagements in At the same time, the digital strategy component of each engagement will also increase. While digital strategy projects that require more creative tasks for improving customer and brand engagement get more focus from technology consultants, internally focused use cases in digital operations, such as the capture of data and insights from clients or internal processes and improving the effectiveness of internal operations, are by far the most important use cases for digital strategy consultants. Regionally, American, EMEA, and Asia/Pacific corporations have unique digital strategy priorities. Buying priorities for digital strategy services to improve internal operations (or digital operations) are highest in the Americas. Consultants are also generally capable at digital strategy projects that improve the effectiveness of their client's internal operations by leveraging digital tools, 3rd Platform technologies, and data from customer and employee interactions IDC #258553e 2

3 Buyer perception also indicates that value is differentiated in key digital strategy engagement capabilities. This is particularly true in timeline and delivery management, technical assets and competence, client transition expertise, and managing both engagement and operational risks. Most importantly, firms are differentiated by buyers of digital strategy services in their ability to deliver overall commercial performance improvements through digital operations. IDC MARKETSCAPE VENDOR INCLUSION CRITERIA This research includes analysis of offerings from the leading management consulting firms with digital strategy-related offerings and global delivery capabilities. This assessment is designed to evaluate the characteristics and buyer perceptions of each firm offering digital strategy consulting services as opposed to its size or the breadth of its services. 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 firm should be considered as potential candidates for an engagement. ESSENTIAL BUYER GUIDANCE Digitization is fundamentally altering the nature of competition across all industry segments, and enterprises face critical decisions when it comes to addressing the impact of digitization on their business. Digitization impacts all parts of a business, including its internal operations; product and service offerings; the way people work; how, why, when, and where customers are engaged; and how an enterprise manages business risk. Digital solutions designed to improve internal operations leveraging 3rd Platform technologies, innovation accelerators, and other digital tools are often complex and ongoing and require multiple experience domains and stakeholder support from a variety of areas from within and outside the enterprise to ensure success. To maximize the value of digital operations engagements, and minimize negative disruption to the business, enterprise leaders must: Understand the holistic business objective to be the biggest, to be first to the market, to grow a product ecosystem, or simply to transform and survive. This objective will dictate unique aspects to a digital strategy approach. Have clear intentions and well-defined business, technology, and operational expectations with outcomes that can be measured. Understand the work to be done the phases, activities, deliverables, feedback loops, and decision rights as well as the tools and specific methods to be used. Ensure organization commitments leadership, innovation teams, and divisions. Set targets to guide execution performance, measures to evaluate progress, and incentives to drive supporting behaviors. Pay special attention to those characteristics deemed by buyers as most critical to high performance and value outcomes range of services, growth strategies, offering capabilities, and marketing in assessing potential firms/strategy partners. Anticipate and address the common obstacles to successful digital operations consulting projects. These include: 2015 IDC #258553e 3

4 Current state and future state. In complex organizations, understanding current state operations is in many cases more important than envisioning the future. Pay particular attention to workflow, data needs, usability, integration, security, and performance. Determine what technologies and systems are being used, what is not being used, and where additional standardization is justified and enables digitally simplistic operations. Simplicity. Seek simplicity and weed out complexity. It's easy to take something simple and make it complex, yet enterprises often underestimate the intricacy of standing business processes and technology integrations when, for example, considering cloud, big data, and analytics as components of a digital operations strategy. Digital risk. Operational risks, including technology risks, are commonly considered as afterthoughts for digital operations. Build sufficient scope, budget, and talent into digital strategies to assess operations risk and integrate risk management strategies. Organizational change. Organizational change is often underestimated, especially as product and service innovation complexity increases and new accountabilities and measurements are established. Enterprise resources. Assign necessary breadth and depth of resources across product, servicing operations, marketing, IT, and corporate functions. Insufficient resources decrease project awareness of interdependent issues, increase execution risk, and may place an overreliance on external consultants for critical activities. VENDOR SUMMARY PROFILES This section briefly explains IDC's key observations resulting in a vendor's position in the IDC MarketScape. While every vendor is evaluated against each of the criteria outlined in the Appendix, the description here provides a summary of each vendor's strengths and challenges. KPMG According to IDC analysis and buyer perception, KPMG is an IDC MarketScape Leader for digital operations consulting worldwide. KPMG's Global Digital Strategy Consulting practice has more than 8,000 professionals across a global network of member firms supporting the digital agenda and increased responsibilities of the CIO, helping organizations build a digital strategy for the future that supports the strategic demands of the business and helping transform IT into a value-adding business partner. KPMG's Advisory approach is built around methodologies, tools, and language with its Value Delivery Framework (VDF), which are designed to ensure a disciplined and consistent approach to delivering services across practices, sectors, and geographies. KPMG professionals help clients focus and deliver upon the priorities of digital business, from strategy through execution, including areas such as customer experience; change management; digital/mobile design; development and delivery; governance, security, and risk; and data analytics. KPMG member firm service offerings include: Digital Direction Setting Customer Propositions Digital Business Design Digital Execution Planning and Digital Application Development and Delivery 2015 IDC #258553e 4

5 KPMG's digital strategy professionals are committed to helping clients transform their organizations, providing value to clients through a multidisciplinary service approach that combines functional, operational, and technology consulting skills with experience in audit, risk, regulatory, tax, and M&A issues. Enterprise Mobility services are a key area of growth; the methodologies incorporate assets and resources to help clients with technology system replacement and optimization, helping reduce the risk and complexity of enterprise mobile technology implementations. KPMG International's center of excellence has also developed an Enterprise Mobility Framework strategy to help clients organize, manage, execute, and deploy diverse mobile initiatives along the mobile journey. The KPMG global network continues to expand in the regions where clients are growing, including increasingly established high-growth markets such as China and the Middle East as well as Africa. To better serve smaller markets, member firms are establishing regional hubs, such as the ASEAN hub, that bring together regional specialists to help serve clients better. KPMG's approach is to capture innovation and learning from projects and leverage them to deliver knowledge and expertise to member firm clients. KPMG International has established centers of excellence to focus on priority needs such as HR transformation, shared services and outsourcing advisory, CIO advisory, and strategic sourcing and procurement. KPMG member firm offerings include offshore services to assist with program management, process analysis and design, benchmarking, financial modeling, and IT delivery by leveraging KPMG Global Services. KPMG is a global network of professional firms providing audit, tax, and advisory services. KPMG operates in 155 countries and has more than 162,000 employees working in member firms around the world. The independent member firms of the KPMG network are affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity. Each KPMG firm is a legally distinct and separate entity and describes itself as such. Strengths For digital strategy consulting overall, clients consider KPMG to be better than many of its peers at helping them evolve to include better use of digital capabilities. For improving internal operations using digital, KPMG is seen by clients as among the most capable firms at helping them leverage digital to improve the effectiveness of their internal operations. In addition, KPMG is considered better than many of its peers at improving digital information architecture, as well as the accessibility, visual design, and consumability of information resources. The firm is also considered above average at using digital to support clients' marketing, branding, and customer service improvement efforts. Challenges For KPMG to advance in client estimation, it must aim for significant improvement in how clients perceive the firm's ability to help them use digital to improve the way they share content about their products and services. In addition, KPMG should focus on boosting the perception that it can help clients leverage data from clients' customer interactions or internal processes IDC #258553e 5

6 APPENDIX Reading an IDC MarketScape Graph For the purposes of this analysis, IDC divided potential key measures for success into two primary categories: capabilities and strategies. Positioning on the y-axis reflects the vendor's current capabilities and menu of services and how well aligned the vendor is to customer digital strategy needs. The capabilities category focuses on the digital strategy capabilities of the company today, here and now. Under this category, IDC analysts will look at how well a vendor is building/delivering digital capabilities that enable it to execute its chosen business strategy in the market. Positioning on the x-axis, or strategies axis, indicates how well the vendor's future strategy aligns with what customers will require in digital strategy services in three to five years. The strategies category focuses on high-level decisions and underlying assumptions about digital offerings, customer segments, and business and go-to-market plans for the next three to five years. The size of the individual vendor markers in the IDC MarketScape represents the market share of each individual vendor within the specific market segment being assessed. IDC MarketScape Methodology IDC MarketScape criteria selection, weightings, and vendor scores represent well-researched IDC judgment about the market and specific 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. Market Definition The opportunity for business consulting services, referenced as a foundation market in IDC's Worldwide Services Taxonomy, 2015 (IDC #254824, March 2015), remains generally strong with enterprises continuing to initiate midsize and large projects across the full breadth of consulting services domains. In the market, strategy consulting, organizational consulting, and governance, risk, and compliance (GRC) consulting continue to be growing "above market rate" though all major areas of consulting are growing robustly. As defined in IDC's Worldwide Services Taxonomy, 2015 (IDC #254824, March 2015), digital strategy services are considered a submarket of the business consulting services market. Business consulting is part of a single foundational market that captures project-oriented service, capabilities, and spending. Digital services denotes a new approach (but not a new set of IT or business services in IDC's taxonomy) for creating, selling, delivering, or consuming products or services with increased agility, flexibility, and scalability. Digital approaches are characterized by the use of at least one, but most 2015 IDC #258553e 6

7 often more than one, of the following enabling technologies: cloud services, analytics, mobility, or social technologies. For IDC, a digital approach is synonymous with using any of the four pillars of the 3rd Platform (just as the term managed services is synonymous with IDC's definition of outsourcing). Digital approaches typically involve improvements to customer-facing activities or business processes (i.e., "front office" processes), but this is not a requirement because it is possible to have a digital approach applied only to a back-office process such as parts distribution. Digital approaches typically involve a relative increase in the speed with which products, services, or information can be created or consumed; this is done primarily in one of two ways: By connecting business processes in a more seamless, end-to-end configuration, either for faster execution or for an improved user experience By removing some human intervention (or other analogue inputs) that had previously delayed completion of an end-to-end business process Digital approaches can be applied to any function within an organization for example, creative design services included as part of a digital marketing campaign. While not a requirement, digital approaches can create innovations that disrupt business processes, functions, or entire industry value chains by, for example, disaggregating or re-aggregating these elements, introducing consumers earlier in a process, or changing a consumer's role to that of a prosumer, one who is also a co-producer of products or services created in a value chain. Digital, as an approach, is not to be confused with digital technologies themselves, many of which have been around for decades (where the original meaning of digital was to convert analogue information into a stream of 1s and 0s). LEARN MORE Related Research IDC MarketScape: Worldwide Business Consulting Strategy for Digital Customer and Brand Engagement 2015 Vendor Assessment (IDC #258547, August 2015) IDC MarketScape: Worldwide Business Consulting Strategy for Digital Products and Services 2015 Vendor Assessment (IDC #258549, August 2015) Worldwide and U.S. Business Consulting Services Forecast, (IDC #256706, June 2015) IDC MarketScape: Worldwide Business Consulting Services for the Banking Industry 2015 Vendor Assessment (IDC Financial Insights #FI253532, January 2015) IDC MarketScape: Worldwide Business Consulting Services for the Capital Markets Industry 2015 Vendor Assessment (IDC #253549, January 2015) IDC MarketScape: Worldwide Business Consulting Services for the Insurance Industry 2015 Vendor Assessment (IDC #253461, January 2015) Synopsis This IDC study uses the IDC MarketScape model to provide an assessment of a number of providers participating in the worldwide business consulting services market that have particular capabilities in digital operations strategies. The IDC MarketScape is an evaluation based on a comprehensive 2015 IDC #258553e 7

8 framework and a set of parameters that assesses providers relative to one another and to those factors expected to be most conducive to success in a given market during both the short term and the long term. "As digitization shifts from a temporal to a foundational part of everyday business, digital operations become a competitive requirement and the source of a massive wave of new investments. With this shift, consulting engagements will require an end-to-end digital strategy capability that goes well beyond automating workflows and business processes, developing a cloud strategy or the next enterprise mobile app. This study highlights that at this early stage, while buyer perceptions indicate that most firms are generally considered capable in digital operations strategies, clear differentiation exists, with certain firms able to generate more operational, business, and technology value than others in the eyes of the buyer." Michael Versace, research director, Worldwide Digital Strategy Consulting 2015 IDC #258553e 8

9 About IDC International Data Corporation (IDC) is the premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications and consumer technology markets. IDC helps IT professionals, business executives, and the investment community make factbased decisions on technology purchases and business strategy. More than 1,100 IDC analysts provide global, regional, and local expertise on technology and industry opportunities and trends in over 110 countries worldwide. For 50 years, IDC has provided strategic insights to help our clients achieve their key business objectives. IDC is a subsidiary of IDG, the world's leading technology media, research, and events company. Global Headquarters 5 Speen Street Framingham, MA USA idc-insights-community.com 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 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 2015 IDC. Reproduction is forbidden unless authorized. All rights reserved.

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