The ITO and BPO Offering Continuum
|
|
- Annis Wilkerson
- 8 years ago
- Views:
Transcription
1 Markets, K. Harris Research Note 9 May 2003 Outsourcers in India Set Their Sights on Insurance BPO Vendors in India are targeting the insurance business process outsourcing market. Evaluation of vendor offerings is crucial. Focus on insurance expertise, stability, riskmitigation practices and past customer relationships. Core Topic Financial Services: Financial Services Drivers, Strategies, Direction and Vision Key Issue How will management strategies and practices affect the technical environment in financial services? Outsourcing providers in India have been making headway into the insurance industry in North America and Europe, the Middle East and Africa (EMEA) for years. However, the majority of their work has focused primarily on the IT services arena (see "Insurers Shift Focus and Approach to Outsourcing"). Common services provided by offshore IT outsourcing (ITO) providers include infrastructure management, application development and legacy maintenance. Continued market changes are driving insurers to increasingly "do more with less" and to balance tactical/strategic projects. In response, traditional IT outsourcers are being enticed to expand their service offerings, adding business process outsourcing (BPO) capabilities to their portfolios through joint ventures or developing new divisions. However, how will IT outsourcers expand into BPO, and is India-based BPO a good option for the insurance industry? The ITO and BPO Offering Continuum Generally, most ITO projects have been tactically focused the result of resource or institutional constraints (such as a lack of staffing or not enough time). Outsourcing is being elevated within the insurance organization to a strategic initiative as the maturity level of sourcing deepens. Simultaneously, project scopes are expanding to include aspects of BPO. As sourcing evolves, the range of services for outsourcing follows a linear progression (see Figure 1). Gartner Reproduction of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice.
2 Figure 1 The Offshore ITO and BPO Continuum Strategic Direction Pure IT Engagements IT Strategy and IT/Business Alignment Not Mission-Critical Mission-Critical Processes Processes ITO BPO Source: Gartner Research (May 2003) Time Offshore outsourcing strategies continue to evolve. "Type A" (technically aggressive) insurers are beginning to consider outsourcing as a key strategic initiative and identifying business opportunities that may result from outsourcing. Offshore outsourcing plays a major role in an insurance carrier's sourcing strategy as a means to control costs, respond to tactical constraints and support competitive differentiation. Offshore engagements can range from IT services to mission-critical business processes. On the ITO side, the range of services span from pure IT engagements (such as applications development or maintenance) to more-strategic IT assessment and alignment projects On the BPO side, the range of services span from those supporting non-mission-critical processes (such as human resources or financial aspects) to mission-critical processes, including policy administration, claims processing and customer service support (see "Insurance Claims Processing Trends and Directions") Project scope will have a great effect on vendor selection for outsourcing services. All outsourcers aren't the same, and each provider has a "sweet spot" or area of greater experience within this vertical. Each node on this continuum is important for industry success. For insurers, ITO and BPO will be critical elements of their organizational strategies because of continued industry change and pressures. Vendor evaluation should be focused on the specific type of outsourcing project required in addition to vertical skills. 9 May
3 Outsourcing providers that currently offer ITO will be able to leverage past ITO experience, including application development and exhibiting insurance-process knowledge, in their newly developed BPO units. Resources such as domain experts may be shared across the organization, and customers may be leveraged. Given the diverse landscape of ITO and BPO opportunities, vendors must focus on building core competencies in specific areas, rather than taking a "shotgun" approach to outsourcing. Vendor Landscape There are three major types of vendors in India that should be assessed for mission-critical insurance offshore outsourcing: Traditional ITO vendors that are migrating into BPO (see Table 1). These vendors generally have insurance as a percentage of their business, and have developed insurance competency through their IT operations. These vendors have worked with insurers to build new solutions and are leveraging these solutions through their BPO operations. The evolution of these providers into full-scale BPO is moderately optimistic. Past investments in building vertical expertise and leveraging past IT relationships will enable ITO providers to slowly build confidence with BPO prospects. Traditional ITO vendors are best suited to provide BPO related to back-office system processing areas (such as running policy administration systems) because of their experience in legacy areas and for implementations heavily reliant on technology development. Call center providers that have potential to expand their services into other BPO areas (see "Offshore Contact Centers: Still a Long Road Ahead"). These providers offer targeted services to insurers and have just begun to expand their offerings to add other BPO services. The transition from offering independent call center services to full-scale BPO will be successful if investment is adequate. BPO providers with call center expertise will be best suited for customer service implementations for policy and claims. Pure BPO vendors that offer only BPO services, such as EXLService, WNS, Daksh, ICICIonesource, and Msource. This type of provider will find fewer obstacles in building insurance BPO practices, given adequate investment in verticalization. Success will be contingent on building strong customer references and finding insurance-focused competency "sweet spots." Pure BPO providers, or process specialists, will cut out niche markets such as claims processing for a specific type of insurance, for example, life or property and casualty (P&C) where they will excel. 9 May
4 Vendor Cognizant Technology Solutions HCL Technologies Percentage of Revenue From Life and P&C Insurance Table 1 India's Outsourcing Vendor Market and Focus on Insurance P&C and Life Insurance ITO Clients Are Insurance Products/Solutions Offered Yes. Solution Accelerators As interest grows, more vendors will enter the insurance BPO market, from onshore, nearshore and offshore. This will lead to a crowded market in which vendors with process focus/specialization will find it easier to differentiate themselves. Evaluating Offshore BPO Vendors BPO Operations Name BPO Life and P&C Insurance Clients Cognizant BPO to 12 No eserve 3 Infosys No Progeon 0 Satyam Computer Services Tata Consultancy Services Patni Computer Systems Wipro Technologies Source: Gartner Research (May 2003) 14 1 No Nipuna 2 13 to Yes Intelenet No Patni Yes. Point Solutions Wipro Spectramind Insurers must carefully evaluate BPO vendors to find a suitable match. Although the process will be similar to that taken for onshore outsourcers, risk-mitigation assessment should be more stringent. Insurers should focus on risk-mitigation procedures, including those related to disaster recovery and risks associated with offshore processing such as country-related issues (see "Potential Risks in Offshore Sourcing"). In addition, assessment should carefully review additional requirements, such as: Insurance Expertise: Setting up a BPO operation isn't enough. Although horizontal or generic BPO services that lack industry focus may be adequate for invoicing, billing, accounting or payroll, insurance expertise is a fundamental requirement for providers wanting to support policy and claims processing. Outsourcers, in all geographies, must prove to prospects that they understand the market dynamics and core processes and industry expertise must go beyond sales/marketing so that individuals engaged in fulfilling BPO deals are also knowledgeable about the 1 9 May
5 insurance process. It is imperative that the outsourcer has an insurance vision and strategy to grow its business and understand future trends/directions within the insurance market. A keen awareness of regulatory and reporting requirements will be fundamental in exhibiting industry expertise. This may be difficult without adequate domain experts within the targeted geography, which can be obtained through hiring or partnerships with other services providers. Careful attention will be paid to referenceable customers, including geography and type of implementation. Balanced Global Delivery Model: North America- and EMEAbased insurers may be leery of handing off mission-critical processes to far-off geographies. To balance outsourcing, insurers may select different vendors that operate in different geographies, or vendors may open up multiple processing centers in different regions. In both cases, India-based BPO providers must take the necessary steps to eliminate fears and mitigate the risks associated with offshore outsourcing. Necessary resources, including domain experts, must be available in the local region (such as North America or EMEA) for implementation and long-term processing-based outsourcing. Partnerships may help BPO providers fulfill customer requirements, particularly within certain vertical domains that may be specific to a certain region or line of business. Ability to Execute: For success in BPO, insurers must mitigate the risks associated with offshore models. It is imperative for the insurer to find outsourcers that are able to deploy and manage large-scale outsourcing engagements. Execution success of the vendor will be contingent on: The size of organization (bandwidth, geography, number of employees) Historical performance record in outsourcing and insurance, in terms of past projects and customer satisfaction (especially related to project deliverables and time frames) Financial stability Organizational structure, including tied relationships with other insurers that may have investment in the company or other IT or services providers or partners (including IT and services partners) The source of insurance systems that will run processing operations (that is whether the outsourcer is building new systems to support operations or using a packaged solution, and if the user can choose which solution is used to support its operations). 9 May
6 Although market penetration will be difficult, providers in India that meet these criteria will be able to slowly build confidence and grow their BPO customer lists. Acronym Key BPO EMEA ITO P&C Business process outsourcing Europe, Middle East, Africa IT outsourcing Property and casualty Bottom Line: The offshore insurance business process outsourcing market is becoming crowded, with more supply than there is demand. Providers in India must specialize in a specific process/area within the outsourcing continuum and build stronger practices highlighting that aspect of their offerings to penetrate this market. 9 May
The Magic Quadrant Framework
Markets, B. Eisenfeld, F. Karamouzis Research Note 14 November 2002 Americas CRM ESPs: 2003 Magic Quadrant Criteria Gartner has developed high-level evaluation criteria for the 2003 Americas customer relationship
More informationMidsize Enterprises Lead in Adoption of Payment Outsourcing
Research Brief Midsize Enterprises Lead in Adoption of Payment Outsourcing Abstract: More than one-third of midsize enterprises plan to use payment outsourcing by 2004. New areas of interest include automated
More informationMagic Quadrant for Data Center Outsourcing, 4Q03
Markets, R. Matlus, W. Maurer, L. Scardino, B. Caldwell Research Note 12 November 2003 Magic Quadrant for Data Center Outsourcing, 4Q03 Gartner's positioning of the 14 external service providers in the
More informationRESEARCH SUMMARY: Challenges with Offshore Business Process Outsourcing By neoit
Offshore Insights White Paper www.neoit.com November 2003 Issue 14 RESEARCH SUMMARY: Challenges with Offshore Business Process Outsourcing By neoit More than half of the world's top 500 companies outsource
More informationBACKUP IN A VIRTUAL WORLD. Data-Protection Challenges in Virtual Server Environments
BACKUP IN A VIRTUAL WORLD Data-Protection Challenges in Virtual Server Environments Data protection for virtual environments became crucial when end users began virtualizing tier-one, mission-critical
More informationDefining the PLM Magic Quadrant by Criteria and Use. We provide the methodology used in developing our product life cycle management Magic Quadrant.
Markets, M. Halpern Research Note 18 March 2003 Defining the PLM Magic Quadrant by Criteria and Use We provide the methodology used in developing our product life cycle management Magic Quadrant. Core
More informationEMEA CRM Analytics Suite Magic Quadrant Criteria 3Q02
Decision Framework, J. Radcliffe Research Note 26 September 2002 EMEA CRM Analytics Suite Magic Quadrant Criteria 3Q02 Europe, the Middle East and Africa Customer Relationship Management Analytics Suite
More informationHow Deal Size Matters in IT Infrastructure Outsourcing (Executive Summary) Executive Summary
How Deal Size Matters in IT Infrastructure Outsourcing (Executive Summary) Executive Summary Publication Date: 2 January 2004 Author Bruce M. Caldwell This document has been published to the following
More informationManagement Update: Gartner s Updated Help Desk Outsourcing Magic Quadrant
IGG-02192003-03 R. Matlus Article 19 February 2003 Management Update: Gartner s Updated Help Desk Outsourcing Magic Quadrant The North American help desk outsourcing market is growing despite a down economy.
More informationAllstate: A Financial Services CRM Best Practice
Case Studies, K. Harris Research Note 18 August 2003 Allstate: A Financial Services CRM Best Practice Allstate Insurance found success at careful planning, testing, implementation and management of customer
More informationMagic Quadrant for Storage Services, 2Q05 25 May 2005 Adam W. Couture Robert E. Passmore
Magic Quadrant for Storage Services, 2Q05 25 May 2005 Adam W. Couture Robert E. Passmore Source: Gartner Note Number: G00127958 Leading storage service providers in North America are executing on clear
More informationDecision Framework, DF-19-1071 J. Holincheck. Application Service Provider Traditional Payroll/Benefits Outsourcing Business Process Outsourcing
Decision Framework, J. Holincheck Research Note 28 February 2003 Deciding to Insource or Outsource for Human Resources Enterprises making new technology decisions are often considering various types of
More informationBusiness Applications and Infrastructure Entwined
Markets, S. Hayward, B. Burton, J. Comport, Y. Genovese, T. Bittman Research Note 9 July 2003 Business and Infrastructure Entwined Oracle's bid for PeopleSoft encompasses more than applications. It illustrates
More informationCOM-18-7559 J. Holincheck
J. Holincheck Research Note 3 December 2002 Commentary Leveraging HCM Technologies to Control Labor Costs Large human capital management application suite purchases will be few and far between in 2003.
More informationCloud Call Centre. itouch Vision. This document gives an overview of the cloud call Centre and discusses the different features and functionality.
itouch Vision Cloud Call Centre This document gives an overview of the cloud call Centre and discusses the different features and functionality. For further information, about implementation and pricing
More informationData Center Conference Survey Results: Server Consolidation
Events, J. Phelps Research Note 31 March 2004 Data Center Conference Survey Results: Server Consolidation At the December 2003 Data Center Conference, attendees were asked questions for each presentation.
More informationDon't Pay to Support CRM 'Shelfware'
Tactical Guidelines, J. Disbrow Research Note 3 May 2003 Don't Pay to Support CRM 'Shelfware' Enterprises license customer relationship management solutions that are often never totally deployed. Software
More informationEnterprise Resource Planning Software Market: Europe, 2002 (Executive Summary) Executive Summary
Enterprise Resource Planning Software : Europe, 2002 (Executive Summary) Executive Summary Publication Date: 20 August 2003 Authors Fabrizio Biscotti Chris Pang Chad Eschinger This document has been published
More informationLead architect. Business architect. Technical architect. Lead Architect
Tactical Guidelines, G. James Research Note 20 September 2002 Best Practices for Selecting Enterprise Architects A good enterprise architect needs not only excellent technical skills, but business and
More informationNew Sales and Marketing Models Required to Sell Business Process Services
Research Brief New Sales and Marketing Models Required to Sell Business Process Services Abstract: Numerous internal and external catalysts of change are forcing service providers to continuously reassess
More informationManagement Update: Gartner s Large-Enterprise HRMS Magic Quadrant for 2002
IGG-10232002-03 J. Holincheck Article 23 October 2002 Management Update: Gartner s Large-Enterprise HRMS Magic Quadrant for 2002 The market for large-enterprise human resources management system (HRMS)
More informationManagement Update: The Eight Building Blocks of CRM
IGG-06252003-01 S. Nelson Article 25 June 2003 Management Update: The Eight Building Blocks of CRM Customer relationship management (CRM) represents the key business strategy that will determine successful
More informationTRANSFORMING THROUGH OUTSOURCING: MANAGED SERVICES AS A STRATEGIC TOOL FOR COMMUNICATION SERVICE PROVIDERS
TRANSFORMING THROUGH OUTSOURCING: MANAGED SERVICES AS A STRATEGIC TOOL FOR COMMUNICATION SERVICE PROVIDERS CONTENTS EXECUTIVE SUMMARY 1 KEY DRIVERS FOR OUTSOURCING 1 OUTSOURCING AS A STRATEGY: KEY BENEFITS
More informationThe Future of IT Sourcing
The Future of IT Sourcing Finanstilsynet Seminar Ali Hamadi Senior Managing Partner, FSI Nordics ali.hamadi@gartner.com 22. May 2014 Gartner is a registered trademark of Gartner, Inc. or its affiliates.
More informationBusiness Intelligence: The European Perspective
Markets, F. Buytendijk Research Note 5 November 2002 Business Intelligence: The European Perspective When choosing business intelligence products, European users are not that different from North American
More informationPredicts 2004: Supplier Relationship Management
Strategic Planning, D. Hope-Ross Research Note 17 November 2003 Predicts 2004: Supplier Relationship Management Enterprises using technology to improve supplier relationships should pay attention to changes
More informationDefinition of the Market
Markets, M. Halama Research Note 9 September 2003 Criteria for Pan-European Web Hosting Magic Quadrant, 2H03 Web hosting firms offer greatly differing services to a wide range of customers. Our criteria
More informationSmall and Midsize Business IT Outsourcing Vendor Market Trends, 2003 (Executive Summary) Executive Summary
Small and Midsize Business IT Outsourcing Vendor Market Trends, 2003 (Executive Summary) Executive Summary Publication Date: 15 January 2004 Author Robert H. Brown This document has been published to the
More information2002-2003 Web Services Development, North America (Executive Summary) Executive Summary
2002-2003 Web Services Development, North America (Executive Summary) Executive Summary Publication Date: 3 July 2003 Authors Nicole S. Latimer Colleen Graham Joanne M. Correia Norma Schroder This document
More informationBusiness Value Drives VoIP and IP-Telephony Layering
Decision Framework, B. Elliot Research Note 16 July 2003 Business Value Drives VoIP and IP-Telephony Layering Enterprises must view IP telephony and voice over IP projects as functional layers composed
More informationHow To Make A Call Center More Independent From The Physical Infrastructure
Market Analysis Software Suites Will Dominate Europe's Call Center Market Abstract: By 2006, sales of IP-based call centers in Europe will exceed those of TDM systems, but adoption of independent server-based
More informationGlobalization and Regulation Slow ERP II Process Vendors
Markets, Y. Genovese Research Note 14 March 2003 Globalization and Regulation Slow ERP II Process Vendors In 1Q03, vendors in our Enterprise Resource Planning II Process-Manufacturing Magic Quadrant face
More informationOBLIGATION MANAGEMENT
OBLIGATION MANAGEMENT TRACK & TRACE: CONTRACTUAL OBLIGATIONS Better Visibility. Better Outcomes RAMESH SOMASUNDARAM DIRECTOR, IT VENDOR MANAGEMENT SERVICES MARCH 2012 E N E R G I C A Governance Matter
More informationStrategic Sourcing Magic Quadrant Criteria: An Explanation
Markets, D. Hope-Ross, J. Woods Research Note 14 March 2003 Strategic Sourcing Magic Quadrant Criteria: An Explanation A new Gartner Magic Quadrant for strategic sourcing applications is being introduced.
More informationCandidate AD Roles for Outsourcing
Decision Framework, M. Blechar Research Note 22 October 2003 Balancing the Risks Involved With AD Roles Outsourcing Deciding which application development roles to selectively outsource requires enterprises
More informationThe Ten How Factors That Can Affect ERP TCO
The Ten How Factors That Can Affect ERP TCO Gartner RAS Core Research Note G00172356, Denise Ganly, 1 February 2010, V1RA9 04082011 Organizations tend to focus on the what that is, the vendor or the product
More informationUpheaval in the CRM Services Market
Markets, J. Kirkby Research Note 24 October 2002 Upheaval in the CRM Services Market The customer relationship management services market is in upheaval: Competitive changes will strongly influence trends.
More informationAchieving Enterprise Software Success
Achieving Enterprise Software Success A study of buyer and seller perspectives on the drivers of enterprise software success 2008 Table of Contents Executive Summary... 2 What is Success?... 3 A New Study
More informationVendor Classification
Markets, L. Geishecker, F. Buytendijk Research Note 2 October 2002 Introducing the CPM Suites Magic Quadrant Vendors are developing a wide range of new functionality for corporate performance management.
More informationVendor Ratings, VDR-19-4869 Ted Kempf, Frances Karamouzis
Vendor Ratings, Ted Kempf, Frances Karamouzis Research Note 22 July 2003 Vendor Rating: Covansys Corporation Covansys, a hybrid offshore IT professional services company with headquarters in the United
More informationMagic Quadrant for Application Platform Suites, 2Q03
Markets, Y. Natis, M. Pezzini, G. Phifer, C. Haight, M. Driver Research Note 5 May 2003 Magic Quadrant for Application Platform Suites, 2Q03 Application platform suites are incrementally assembled or bought
More informationCIO Update: Gartner s IT Security Management Magic Quadrant Lacks a Leader
IGG-04092003-04 M. Nicolett Article 9 April 2003 CIO Update: Gartner s IT Security Management Magic Quadrant Lacks a Leader Vendors in the Gartner IT Security Management Magic Quadrant for 1H03 are driven
More informationEffects of the British Standard for IT Service Management
Strategic Planning, S. Mingay, M. Govekar Research Note 4 March 2002 Effects of the British Standard for IT Service Management The release of the British Standard for IT Service Management (BS15000) marks
More informationManagement Update: Selecting the Right ERP II Service Partner Is a Critical Success Factor
IGG-10232002-02 P. Phelan Article 23 October 2002 Management Update: Selecting the Right ERP II Service Partner Is a Critical Success Factor Service partner relationships will grow to enable more holistic
More informationPLM Eclipses CPC as a Software Market
Markets, M. Halpern, K. Brant Research Note 20 March 2003 PLM Eclipses CPC as a Software Market Gartner is retiring the Collaborative Product Commerce Magic Quadrant and introducing the Product Life Cycle
More informationCOM-18-8578 K. Harris, D. Free, D. Furlonger
K. Harris, D. Free, D. Furlonger Research Note 23 January 2003 Commentary The RTE in Financial Services: One Size Does Not Fit All The application of real-time enterprise concepts is a competitive necessity
More informationManagement Update: How to Implement a Successful ERP II Project
IGG-09252002-02 B. Zrimsek, P. Phelan Article 25 September 2002 Management Update: How to Implement a Successful ERP II Project Gartner provides insights and recommendations on how enterprises can make
More informationAsia/Pacific VoIP: A Change of Heart
Asia/Pacific VoIP: A Change of Heart Market Analysis Abstract: Voice over IP, which has been struggling to get off the ground for a long time, is beginning to take off in Asia/Pacific, especially in the
More informationIncentive Compensation Management for Insurance
Markets, J. Galvin, K. Harris Research Note 10 September 2002 Incentive Compensation Management for Insurance Packaged ICM applications provide alternatives for insurance companies struggling to transform
More informationRBC Insurance Fetes Online Auto/Home Insurance Growth
Case Studies, K. Harris Research Note 29 October 2002 RBC Insurance Fetes Online Auto/Home Insurance Growth RBC Insurance's e-business successes are generating greater than $3 million in premiums per month.
More informationCOM-18-5018 J. Woods, A. White, K. Peterson, M. Jimenez
J. Woods, A. White, K. Peterson, M. Jimenez Research Note 28 October 2002 Commentary Demand Chain Management Synchronizes CRM and SCM Pursued separately, supply chain management and customer relationship
More informationSurvey Reveals Needs of Mid-Market Companies
Survey Reveals Needs of Mid-Market Companies By David Jakopac Vice President, Lisle Technology Partners Introduction Our survey has indicated that midmarket companies have unique characteristics that are
More informationS T R A T E G I C P A R T N E R S H I P D A T A, N E T O W R K S P E O P L E, P R O C E S S, T E C H N O L O G Y, Europe
S T R A T E G I C P A R T N E R S H I P WHERE INNOVATION BEGINS Web-enabled, transparent, optimized business processes, extensive data analytics, continuously innovated business solution for the P&C /
More informationEverest Group PEAK Matrix TM for Supply Chain Management (SCM) BPO Service Providers
Everest Group PEAK Matrix TM for Supply Chain Management (SCM) BPO Service Providers Focus on TCS December 2014 Copyright 2014 Everest Global, Inc. This document has been licensed for exclusive use and
More informationAccenture Credit Services. High Performance for the Residential Mortgage Industry
Accenture Credit Services High Performance for the Residential Mortgage Industry Residential Mortgage Operational Performance is Insufficient to Meet the Challenges of the Market The challenges of complex,
More informationOutlook for the CRM Software Market: Trends and Forecast (Executive Summary) Executive Summary
Outlook for the CRM Software Market: Trends and Forecast (Executive Summary) Executive Summary Publication Date: October 30, 2002 Authors Thomas Topolinski Chad Eschinger Pranav Kumar This document has
More informationBusiness Intelligence Software Market: Europe, 2002 (Executive Summary) Executive Summary
Business Intelligence Software : Europe, 2002 (Executive Summary) Executive Summary Publication Date: 9 January 2004 Authors Fabrizio Biscotti Colleen Graham This document has been published to the following
More informationGovernment Insights: Possible IT Budget Cuts
Tactical Guidelines, J. Kost Research Note 6 January 2003 Government Insights: Possible IT Budget Cuts In tough economic times, government leaders pressure CIOs to reduce IT budgets. Although IT investments
More informationHIPAA Compliance Hindered by Lagging Vendors
Markets, M-21-473 W. Rishel Research Note November 3 HIPAA Compliance Hindered by Lagging Vendors Independent software vendors are significant contributors to the delays on HIPAA transactions. Their customers
More informationServer Vendors' High-Availability Services: Magic Quadrant
Markets, A. Mac Neela, B. Igou, E. Rocco Research Note 30 September 2002 Server Vendors' High-Availability Services: Magic Quadrant User demand for high availability of critical systems is driving the
More informationTop Ambulatory Electronic Health Records Vendors
BLACK BOOK RANKINGS SURVEYS: 2012, 2013, 2014 Top Ambulatory Electronic Health Records Vendors ALLSCRIPTS TouchWorks Enterprise EHR COMPARATIVE KEY PERFORMANCE INDICATORS RESULTS Brown-Wilson Group annually
More informationVendor Focus for IBM Global Services: Consulting Services for Cloud Computing
Research Publication Date: 22 February 2010 ID Number: G00174046 Vendor Focus for IBM Global Services: Consulting Services for Cloud Computing Susan Tan Amid the hype and buzz of cloud computing are very
More informationIP Contact Centers Approach Maturity
Decision Framework, S. Blood, T. Wright Research Note 11 December 2002 IP Contact Centers Approach Maturity Enterprises should evaluate IP-based contact-center applications and next-generation architecture
More informationPartner Relationship Management: 2003 Magic Quadrant
Markets, R. DeSisto, C. Marcus Research Note 11 February 2003 Partner Relationship Management: 2003 Magic Quadrant In the latest Gartner PRM Magic Quadrant, Siebel remains the sole PRM leader. Allegis,
More informationMagic Quadrant for Corporate Telephony in EMEA, 2003
Markets, S. Blood, C. Lock Research Note 2 September 2003 Magic Quadrant for Corporate Telephony in EMEA, 2003 Cisco and Alcatel continue to offer the market's most comprehensive corporate propositions.
More informationManagement Update: The Cornerstones of Business Intelligence Excellence
G00120819 T. Friedman, B. Hostmann Article 5 May 2004 Management Update: The Cornerstones of Business Intelligence Excellence Business value is the measure of success of a business intelligence (BI) initiative.
More informationIDC MarketScape Excerpt: Worldwide Life Science R&D ITO 2013 Vendor Assessment
IDC MarketScape IDC MarketScape Excerpt: Worldwide Life Science R&D ITO 2013 Vendor Assessment Alan S. Louie, Ph.D. THIS IDC MARKETSCAPE EXCERPT FEATURES: ACCENTURE IDC MARKETSCAPE FIGURE FIGURE 1 IDC
More information2010 FEI Technology Study: CPM and BI Show Improvement From 2009
Research Publication Date: 22 March 2010 ID Number: G00175233 2010 FEI Technology Study: CPM and BI Show Improvement From 2009 John E. Van Decker Many organizations recognize that current financial management
More informationSSL VPN 1H03 Magic Quadrant Evaluation Criteria
Markets, J. Girard Research Note 8 April 2003 SSL VPN 1H03 Magic Quadrant Evaluation Criteria Secure Sockets Layer virtual private networks are simple, portable and convenient alternatives to IPsec, and
More informationSprint IaaS Cloud Computing - Case Study and Customers
Sprint making business agility real with reliable cloud computing solutions Partnership with CSC enables enterprise-class cloud services SUMMARY Ovum view Customers of all sizes and in ever-increasing
More informationLife, Annuities and Pensions BPO
NEAT EVALUATION FOR TCS: Life, Annuities and Pensions BPO Market Segment: Overall This document presents TCS with the NelsonHall NEAT vendor evaluation for Life, Annuities and Pensions BPO (Overall market
More informationBSM Definition, Drivers and Inhibitors
Events, D. Curtis, M. Govekar Research Note 11 August 2003 BMC Positions Itself for Business Service Management BMC Software's announcement of its business service management strategy is solidified by
More informationManagement Update: CRM Success Lies in Strategy and Implementation, Not Software
IGG-03122003-01 D. Hagemeyer, S. Nelson Article 12 March 2003 Management Update: CRM Success Lies in Strategy and Implementation, Not Software A customer relationship management (CRM) package doesn t ensure
More informationIP Centrex and IP Telephony Offer Different Capabilities
Competitive Analysis IP Centrex and IP Telephony Offer Different Capabilities Abstract: As IP Centrex and hosted IP telephony services become more mainstream, organizations must assess which solution is
More information2010 Gartner FEI Technology Study: Planned Shared Services and Outsourcing to Increase
Research Publication Date: 20 April 2010 ID Number: G00176029 2010 Gartner FEI Technology Study: Planned Shared Services and Outsourcing to Increase John E. Van Decker, Cathy Tornbohm This Gartner Financial
More informationThe Business-Centric CIO
The Business-Centric CIO Issue 2 1 The Business-Centric CIO 2 From the Gartner Files: Using IT Financial Management to Improve Business Outcomes 6 About VMware Today s successful CIOs are not only technology
More informationHfS FORMGUIDE: Global Insurance BPO Providers. Author: Reetika Joshi, Principal Analyst, BPO and Analytics Strategies, HfS Research November 2012
HfS FormGuide: Global Insurance BPO Providers 1 HfS FORMGUIDE: Global Insurance BPO Providers Author: Reetika Joshi, Principal Analyst, BPO and Analytics Strategies, HfS Research November 2012 Executive
More informationWAGs Must Meet Multichannel Access Gateway Criteria
Markets, W. Clark Research Note 16 December 2003 WAGs Must Meet Multichannel Access Gateway Criteria Most wireless application gateway functionality will be absorbed into other mobile development platforms
More informationThe Changing Face of Outsourcing
The Changing Face of Outsourcing Presented by Parveen Chodha a HENRY Fellow April 29, 2010 Rest assured, this is not offshoring Agenda How outsourcing has evolved Key Success Factors Destinations for offshoring
More informationResearch Agenda and Key Issues for Converged Infrastructure, 2006
Research Publication Date: 20 July 2006 ID Number: G00141507 Research Agenda and Key Issues for Converged Infrastructure, 2006 Sylvain Fabre Gartner's research will cover fixed-mobile convergence, the
More informationBusiness Intelligence Focus Shifts From Tactical to Strategic
Research Publication Date: 22 May 2006 ID Number: G00139352 Business Intelligence Focus Shifts From Tactical to Strategic Betsy Burton, Lee Geishecker, Kurt Schlegel, Bill Hostmann, Tom Austin, Gareth
More informationMidsize Enterprise Summit Business Continuity Questions
Select Q&A, D. Scott, F. DeSalvo Research Note 6 February 2003 Midsize Enterprise Summit Business Continuity Questions Current events have created a new awareness of the importance of business continuity
More informationORDER-TO-CASH OUTSOURCING
ORDER-TO-CASH OUTSOURCING Finance and Accounting BPO Buyers Moving Toward Process-Based OTC Outsourcing Kerrie Freeman, Director, ISG www.isg-one.com INTRODUCTION To date, the majority of order-to-cash
More informationMortgage and Loan BPO
NEAT EVALUATION FOR TCS: Mortgage and Loan BPO Market Segment: Overall This document presents TCS with the NelsonHall NEAT vendor evaluation for Mortgage and Loan BPO (Overall market segment). It contains
More informationManagement Update: The Importance of Developing a CRM Strategy
IGG-10302002-03 J. Kirkby Article 30 October 2002 Management Update: The Importance of Developing a CRM A customer relationship management (CRM) strategy states how to turn a customer base into an intangible
More informationCONSULTING SERVICES Business & technology consulting and managed services
CONSULTING SERVICES Business & technology consulting and managed services SUNGARD CONSULTING SERVICES Leveraging global delivery to help drive operational efficiency while reducing IT cost Companies face
More informationStrategic Sourcing Applications Magic Quadrant, 1Q03
Markets, D. Hope-Ross, C. Eschinger, A. Kyte Research Note 17 March 2003 Strategic Sourcing Applications Magic Quadrant, 1Q03 Strategic sourcing applications are emerging, despite market immaturity. Applications
More informationManagers Begin to Apply Business Activity Monitoring
Research Brief Managers Begin to Apply Business Activity Monitoring Abstract: Managers are not fully using real-time capabilities for decision making; they implement BAM with basic analytic methods instead
More informationBackup and Disaster Recovery Modernization Is No Longer a Luxury, but a Business Necessity
Research Publication Date: 11 August 2011 ID Number: G00215300 Backup and Disaster Recovery Modernization Is No Longer a Luxury, but a Business Necessity John P Morency, Donna Scott, Dave Russell For the
More informationTOTAL DATA WAREHOUSING: 2013-2018
TOTAL DATA WAREHOUSING: 2013-2018 Analytic Database and Hadoop Market Sizing and Forecasts This report examines the marketplace for Total Data Warehousing including competing players, revenue generation
More informationIndia-US Technology Marketplace: An M&A Perspective
Then and Now Outsourcing models have evolved to obtain a high level of maturity over the past four decades. Starting with the In-house units for specialized tasks as was the case in 1960s down to the modern
More informationAccenture Insurance BPO Services. Achieving high performance through business process outsourcing
Accenture Insurance BPO Services Achieving high performance through business process outsourcing BPO can help insurers ease economic pressures through rapid cost reduction The insurance business model
More informationClinical Decision Support: Core Capability of Evolving CPR
Tutorials, B. Hieb, M.D. Research Note 6 November 2003 Clinical Decision Support: Core Capability of Evolving CPR More-sophisticated computer-based patient record systems can offer increasing value to
More informationMagic Quadrant for a Fading PKI Market, 2003
Markets, V. Wheatman, R. Wagner Research Note 17 June 2003 Magic Quadrant for a Fading PKI Market, 2003 Pure-play public-key infrastructure vendors are disappearing due to failure or acquisition, or by
More informationAre Small Consultancies Best for Big Data Projects?
Are Small Consultancies Best for Big Data Projects? Big data is attracting the attention of all types of buy-side organizations. But because the technologies involved are immature and there is a lack of
More informationTHE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE
THE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE SAP Executive Insight It s no secret that implementing HR shared services can help organizations generate significant
More informationMeasuring Sarbanes-Oxley Compliance Requirements
IGG-10012003-03 R. Mogull, D. Logan, L. Leskela Article 1 October 2003 CIO Alert: How You Should Prepare for Sarbanes-Oxley Sarbanes-Oxley is the most sweeping legislation to affect publicly traded companies
More informationSelecting a Mobile App Development Vendor
G00246304 Selecting a Mobile App Development Vendor Published: 27 December 2012 Analyst(s): Ken Parmelee Ensuring that mobile app development vendors meet requirements and are viable requires an understanding
More informationFive Business Drivers of Identity and Access Management
Research Publication Date: 31 October 2003 ID Number: SPA-21-3673 Five Business Drivers of Identity and Access Management Roberta J. Witty The primary reasons to implement IAM solutions are business facilitation,
More informationManaging IT Risks During Cost-Cutting Periods
Research Publication Date: 22 October 2008 ID Number: G00162359 Managing IT Risks During Cost-Cutting Periods Mark Nicolett, Paul E. Proctor, French Caldwell To provide visibility into increased risks
More information