Enterprise Cloud Adoption Role of Cloud in Global Services

Transcription

1 Enterprise Cloud Adoption Role of Cloud in Global Services Cloud Vista Report: May 2012

2 Our research offerings for global services Subscription information This report is included in the following subscription(s) Cloud Vista In addition to published research, a subscription may include analyst inquiry, data cuts, and other services If you want to learn whether your organization has a subscription agreement or request information on pricing and subscription options, please contact us: info@everestgrp.com Market Vista Global services tracking across functions, sourcing models, locations, and service providers industry tracking reports also available Banking, financial services, insurance Procurement Human resources PricePoint Healthcare Information technology Recruitment process Service provider Intelligence Finance & accounting Cloud Vista Global sourcing Transaction Intelligence Custom research capabilities Benchmarking Pricing, delivery model, skill portfolio Peer analysis Scope, sourcing models, locations Locations Cost, skills, sustainability, portfolio Tracking services Service providers, locations, risk Other Market intelligence, service provider capabilities, technologies 2

3 Introduction context and scope Context It is a commonly held belief that cloud computing technologies are increasingly transforming the way IT is delivered and consumed, within an enterprise setting. As of today, the market remains in a state of flux, with a large number of service providers with varying legacies vying for success Based on live market data for the calendar year 2011, this research is an attempt to understand: Adoption trends of cloud technologies within enterprise IT services Who is adopting? What are the adoption scenarios? What do buyers look for when evaluating a global services deal, with cloud delivery? The role of global services providers What are the different roles that can be played by global services providers in facilitating buyers transition to the cloud? What is the nature of the opportunities that global services providers can capitalize upon? What are the key success factors for global services providers to capitalize on the cloud opportunity? Scope of this research This research is the first in a series of semi-annual reports on adoption trends of enterprise cloud services This edition analyzes the market for cloud delivery within the context of enterprise global services (ITO and BPO). The focus of this report is on: Cloud delivery within a global services setting The analysis does not include, for instance, pure hosting or public cloud adoption trends, or pure SaaS implementations Enterprise adoption In this analysis we focus on cloud service deals that impact a large portion of the buyer s organization, i.e., a business unit (BU), a geography, or the global enterprise. For instance, deals limited to isolated implementation of SaaS, or cloud platforms are not part of this research scope 3

4 Introduction methodology and research application Methodology This research is based on: Global services deal data captured as part of Everest Group s proprietary database for the calendar year 2011 Publicly available data on global services deals Everest Group s expert perspectives Given the current hype, and plethora of opinions around cloud adoption, this research is deliberately anchored in a fact-based approach. All insights are based on publicly available, or Everest Group s proprietary market data How can this report be used? For service providers: This report can be used to understand: Nature of cloud-related opportunities in the global services market Different roles that services providers can play within the cloud delivery landscape, in line with existing and potential capabilities Investments and capabilities that (e.g., alliances, physical infrastructure, and professional services) make for winning strategies in the global services market for cloud related opportunities For service recipients: This report can be used to understand: Role of cloud services in transforming the enterprise; specifically, areas of adoption that offer optimal enterprise benefits Cloud adoption through global services in their specific industries Different roles that services providers can play in enabling the transition to cloud 4

5 Table of contents Topic Page no. Summary of key insights 6 Section I: Overview cloud engagements 9 Number of deals 10 Deal size 11 Service scope and cloud layer 12 Section II: Cloud trends 13 Cloud deployment trends 13 Buyer adoption 18 Provider roles 24 Section III: Deal spotlight 30 Evaluation framework 31 Telenor CSC deal analysis 32 AstraZeneca HCL deal analysis 34 Maersk Line HP deal analysis 36 Section IV: Appendix 38 Glossary 39 Recommended research 40 5

6 Insight #1: Enterprises are increasingly demanding cloud delivery as part of large ITO deals and adoption statistics suggest that rapid growth of cloud services will continue for some time Cloud delivery is rapidly becoming an integral part of large global services deals In H2, 2011, 8% of all large global services deals had cloud delivery as a part of scope, up from 4% in H1, 2011; this indicates rapidly increasing adoption of cloud services within the matrix of global service delivery Most large service providers adopted the cloud paradigm by developing cloud capabilities. Given the nature of entrenched relationships, we believe that these service providers actively compete in the market for cloud services In fact, cloud represents an attractive opportunity for most service providers The average TCV of global services deals with cloud delivery in scope (2011) was US$168 million; compared to US$95 million for deals without cloud delivery in scope The average contract duration for global services deals with cloud delivery in scope (2011) was 68 months; compared to 60 months for deals without cloud delivery in scope Cloud services help service providers make inroads into new buyer segments Cloud computing and pay-as-you go models make it easier for buyers in hitherto underserved segments to gain access to enterprise class technology Approximately 38% of all global services contracts with cloud delivery in scope were awarded by enterprises with less than US$500 million in revenues Along with traditional leaders in global services adoption such as Banking, Financial Services, and Insurance (BFSI), healthcare and life sciences, government and non-profit sectors are also driving cloud adoption in global services. The government sector accounts for 14% of all global services deals with cloud delivery in scope, while the non-profit sector accounts for another 6% 6

7 Insight #2: Service recipients ask for cloud as a part of their transformation agenda Both service recipients and service providers see transformational value in cloud delivery models Transformation features as a prominent theme in most enterprise deals with cloud delivery in scope Infrastructure transformation and modernization as the dominant theme was seen in 53% of all such deals From a service recipient s perspective, cloud delivery models allow for greater flexibility and go hand-in-hand with widespread infrastructure virtualization and consolidation Often the infrastructure transformation agenda serves as a precursor to rationalization and upgrade of fragmented and legacy application portfolios Service providers also capitalize on the transformational potential of cloud delivery models as buyers ask for more (e.g., more and more effective innovation, value beyond traditional labor arbitrage) Service providers are making significant investments to develop standardized cloud solutions to enable them to offer transformational value with relatively shorter deployment and implementation cycles Cloud services yield flexibility and cost benefits across a diverse variety of environments Within the infrastructure transformation agenda, cloud delivery models are being deployed across a wide variety of environments Many enterprises are prioritizing workloads with high variability, e.g., testing and development, to quickly capture benefit from cloud (73% of all cloud related deals with infrastructure transformation as the dominant theme) However, cloud solutions are also being deployed for production and data continuity environments Cloud delivery models are also being deployed as a part of the application transformation agenda As many as 54% of application transformation cloud deals involve porting of custom business applications to a cloud environment Productivity suites and ERP (22% each) comprise other important areas of cloud-driven transformation 7

8 Insight #3: Service providers blend emerging cloud services with traditional models to provide integrated solutions for the enterprise Service providers are driven by their legacy to define their roles within the cloud paradigm Mostly MNCs such as HP and IBM are providing end-to-end stacks, combining hardware, software, hosting, and management services through a cloud delivery model that complements ongoing traditional delivery in the large enterprise as well Asset light players with a consulting and professional services heritage are investing in partnerships with hosting providers to enable cloud infrastructure solutions, coupled with strong capabilities in integration, customization and cloud environment management Pure play cloud service providers are most often providing specific solutions to date as they adopt to different business and go-to-market models with large, global enterprise solutioning requirements. However, many are making the right moves to build skills and alliances to target the enterprise service landscape Service recipients prefer to customize standard solutions, with a single provider responsible for integrated delivery Service recipient prefer enterprise solutions with standard components that can be assembled utilizing reference architectures into an integrated delivery model 63% of deals with cloud delivery in scope involved customization of such standard solutions rather than groundup solution development Where cloud is a part of integrated enterprise service delivery and the scope involves management and professional services for the cloud environment, service recipients prefer the solution owner to provide these services Only 8% of deals with cloud management services in scope involved implementation of third-party solutions Only 5% of all such deals were exclusive of solution development/customization or hosting services; i.e., comprising pure professional services scope 8

9 Contents Overview Cloud engagements Cloud trends Deal spotlight Appendix 9

10 Cloud adoption is rapidly gathering momentum within the enterprise ITO market Trend in cloud related global service deals 2011; Number 100% = H2 65% 35% H1 Trend in global service deal signings 2011; Number 100% = 1, H1 1,047 H2 900 Despite an overall decrease in the volume of global sourcing activity, the proportion of ITO deals with cloud elements doubled in H2 2011, as compared to H1 We believe that this represents initial signs of a secular trend of high-paced enterprise cloud adoption as part of ITO deals H2 46% 54% H1 Proportion of enterprise ITO deals with cloud elements (2011) H1 H2 H1 = 4% H2 = 8% Source: Everest Group (2012) 10

11 Transformational scope, deployment of proprietary solutions, and higher onshore involvement leads to higher deal value and duration for cloud leveraged deals Average TCV of deals ; US$ million Average deal duration 2011; Number of months With cloud Without cloud With cloud Without cloud Cloud technology is being increasingly leveraged by service providers to bolster their clients transformation programs Such transformational deals tend to be significantly larger than run-the-business ITO deals and are inherently more difficult to offshore Further, deals that include implementation or customization of proprietary cloud solutions can potentially command a price premium over run-the-business deals 1 Deals with TCV>= US$5 million Source: Everest Group (2012) 11

12 Enterprise cloud solutions are being adopted as a part of ITO deals, with IaaS solutions leading cloud adoption Services scope in deals with cloud delivery 2011; Number Cloud layers in scope 2011; percentage of deals BPO 100% = 113 4% 3% ITO+BPO 74% 24% 93% ITO 9% BPaaS SaaS IaaS Enterprise cloud adoption is driven largely by infrastructure-as-a-service (IaaS). Though many enterprises continue to experiment with piecemeal SaaS implementations (e.g., back-up, and temporary storage), they are not classified as enterprise adoption While standalone PaaS adoption within a services context is rare, we believe middleware is an integral part of these deals, whether delivered on a as-a-service or traditional model Healthcare vertical (healthcare records etc.) is driving the adoption of business process-as-a-service (BPaaS) 1 Deals with TCV>= US$5 million Source: Everest Group (2012) 12

13 Contents Overview Cloud engagements Cloud trends Cloud deployment trends Buyer adoption Provider roles Deal spotlight Appendix 13

14 From a global service perspective, transformation of infrastructure is the major driver of cloud adoption across enterprises Driver of cloud adoption 2011; percentage of deals Driver of cloud infrastructure transformation 2011; Number of deals N = % Includes application transformation 100% = 60 18% 23% 28% 82% Application transform Application implementation Infrastructure transform Core infrastructure transformation Buyers believe that the existing legacy infrastructure is unable to cope with business demands and, thus, are looking for alternatives. Global service providers are leveraging cloud solution and services to assist in this transformational journey Cloud model is also leveraged to improve application landscape. Buyers are implementing native cloud applications as well as transforming their existing legacy application environment through cloud delivery However, meaningful application transformation in the cloud, is usually accompanied by a significant transformation of the underlying infrastructure 1 Analysis includes multi-tower deals; sum of column percentages may not add up to 100 Source: Everest Group analysis 14

15 Cloud is helping the buyers in creating a flexible and scalable infrastructure environment, many buyers are even porting production systems to the cloud Driver of cloud adoption 2011; Number of deals 100% = 113 Typical role of cloud infrastructure 2011; percentage of deals N = 60 73% Other deployment 47% Infrastructure 53% transformation 33% 23% Test/ Development environment Test/ Development and production environment Data continuity Along with the concomitant cost benefits, buyers see value in the flexibility and ability to scale computing resources up or down by deploying cloud solutions Workloads with significant variability in computing resource requirements are moved to the cloud to reduce average consumption by right-sizing infrastructure; testing services are one such example Source: Everest Group analysis 15

16 Transformation and implementation of business application is a major component across cloud service engagements Applications included in cloud engagements 2011; percentage of deals N = 113 Business applications Productivity 22% 54% Buyers are leveraging cloud application delivery to increase the value they provide to their clients and partners by enhancing their business applications The typical challenges in ERP provisioning for development still persist. Cloud delivery is allowing the buyers to create agile infrastructure and provisioning mechanism for ERP ERP 22% Productivity applications provide a low risk cloud experiment and have an early mover advantage that drives their adoption IT 2% IT department is yet to leverage cloud delivery and therefore presents significant opportunity (e.g., IT management in a SaaS model, testing tools, application packaging, and data continuity tools) Source: Everest Group analysis 16

17 Apart from implementation of cloud applications, the cloud delivery model has a significant role in transforming existing application portfolios Cloud application engagements transformation and implementation 2011; Number of deals 100% = % = Application type Application provider Custom applications 35% 41% ISV Standard applications 65% Application transformation 45% Application 55% implementation 59% Service provider There is a significant demand to transform the landscape across application types, leveraging cloud delivery. We believe this will also drive demand for consulting and higher value-added global services For implementation, service providers that own cloud applications stand to benefit. Many service engagements require these providers to transform existing applications by deploying their own cloud solution, and subsequent engagements may also lead to implementation of ISV applications Source: Everest Group analysis 17

19 Along with traditional markets such as North America and the United Kingdom, APAC is emerging as an attractive market for cloud adoption in global services Average deal value (all ITO and BPO deals with cloud delivery); US$ million % of total number of deals (all ITO and BPO deals with delivery); N = % Though Europe reports a large proportion of deals, average opportunity size is likely to be lower 32% % North America and the UK continue to drive adoption % APAC is emerging as an attractive market with cloud solution elements being a part of relatively large deals Source: Everest Group (2012) 19

20 Cloud adoption is driven by buyers at opposite ends of the size spectrum; there is little adoption within the US$2-10 billion revenue class % of deals with cloud delivery (buyer revenue < US$0.5 billion) % of deals with cloud delivery(buyer revenue US$0.5-2 billion) % of deals with cloud delivery (buyer revenue US$2-10 billion) % of deals with cloud delivery (buyer revenue >US$10billion) 31% 6% 63% North America 27% 13% 20% 40% UK Europe 24% 33% 33% 10% APAC 23% 15% 23% 38% Smaller buyers are gaining access to enterprise class technology with little capital expenditure by leveraging the cloud Large enterprises leverage cloud technologies as a part of the transformation process to drive simplified and uniform processes Source: Everest Group (2012) 20

21 While industry verticals with traditionally high ITO/BPO penetration drive cloud adoption, government and non-profit sectors represent significant opportunities Industry adoption of cloud services 2011; percentage of deals N =113 Verticals leading cloud adoption Government Manufacturing 14% 14% Retail and distribution Services Healthcare and life sciences Banking, financial Services, and insurance Non-profit Energy and utilities Electronic and hi-tech Travel and transport Telecom 6% 5% 4% 4% 3% 11% 11% 10% 10% Industries with mature global services program see potential in cloud delivery and are demanding transformational solutions from service providers as they seek to generate the next layer of value beyond labor arbitrage Government and non-profit sectors (e.g., education) are early adopters of cloud principles in terms of using SaaS based cloud solutions. Given their experience with cloud, they are willing to experiment with it even in a global service context Others 8% Source: Everest Group (2012) 21

22 Single tower deals across infrastructure and applications drive cloud adoption in the enterprises Tower bundling within ITO deals with cloud delivery 2011; Number of deals 4 towers 3 towers 47 9% 11% 44 14% 2 towers 30% 1 tower 51% 86% Infrastructure outsourcing Application outsourcing Buyers prefer to have a simple global service engagement that includes cloud delivery. Though, cloud is one of the components of the overall engagement, buyer preference for simpler engagements indicates that they are still in the early stages of adoption Note: Application towers consist of application development and maintenance. All other towers (e.g., system integration, and package implementation) are merged in these two towers Source: Everest Group (2012) 22

23 Cloud solution elements are most commonly delivered as a part of datacenter management and infrastructure transformation deals Distribution of towers in cloud engagements 2011; percentage of deals N =113 33% Includes ERP implementation, ERP maintenance, other package implementation and system integration deals 15% 15% 11% 7% 14% 17% Datacenter Network End-user computing Helpdesk Application development Application maintenance Other At the current stage of market and technology evolution, the business case for cloud implementation is most favourable within the context of infrastructure modernization Within the global services market, cloud implementation is viewed as a transformational tool, and not as an end in itself. As such, cloud solution elements figure most commonly in deals involving elements of server consolidation, mass virtualization, and overall infrastructure modernization 1 Analysis includes multi-tower deals; sum of column percentages may not add up to 100 Source: Everest Group (2012) 23

25 Cloud service providers perform a variety of roles across various stages of transformation Host Provider hosts buyer s cloud solution on its own datacenters The provider may or may not own the assets on its books By definition, cloud application (SaaS) and infrastructure hosting providers will generally perform this role Consult Typical consulting role performed by a provider before selection and implementation of a cloud solution Generally includes roadmap, strategy, readiness assessment, cloud selection, etc. Can be performed by typical global service provider or IT and management consulting firms Design Provider offers design services for cloud solutions. Typically needed when a cloud solution is built ground-up for a specific buyer Design and build solution elements are usually combined Typically, provided by players with deep technology legacy and in-house solutions Build/customize Build-up of a ground-up cloud solution (generally infrastructure) for a specific buyer Customization and implementation of industry standard solution Manage Service provider offers pure management of cloud applications. Includes service integration and orchestration, lights-on, and other management activities (e.g., testing the cloud) Typically, provided by pureplay service providers that do not own in-house solutions 25

26 Global services providers perform multiple roles in a cloud delivery engagement Roles played by cloud service providers ; percentage of deals Increasing role of global service providers in the cloud N =113 74% 26% 43% 54% Build Customize Host Manage Most of the service providers offer cloud management services as management contracts tend to lead to longer contract duration. Moreover, buyers believe that service providers are better suited to manage a new delivery model With most ITO-related cloud adoption occurring in the IaaS space, there is a clear buyer preference to engage with providers who offer hosting services Providers with in-house cloud solutions offer customization services of their offerings and it is fairly evident that the buyers prefer these providers. A template-based standard cloud solution is easier to customize, implement, and manage, which reduces the overall overhead and time to deploy 1 Analysis includes multi-tower deals; sum of column percentages may not add up to 100 Source: Everest Group (2012) 26

27 Service providers with strong in-house solutions are more likely to seize cloud-related ITO/BPO opportunities Distribution of cloud solutions 2011; Number of deals Buyer preference for building and customizing cloud 2011; Number of deals 100% = % = 78 Third-party solutions 17% 37% Build Customize 63% 83% In-house solutions Buyers are more comfortable with service providers who can provide the full portfolio of services, and have existing in-house solutions Within the current state of industry maturity, buyers are more comfortable customizing existing solutions, rather than building a ground-up solution Buyers see value in a standard solution, as they seek to consolidate fragmented legacy portfolios Further, buyers prefer to customize existing solutions, as such implementation exercises tend to be less expensive, require lower deployment time, and involve lower risk Source: Everest Group (2012) 27

28 as pureplay cloud management/consulting opportunities are seldom independent of implementation or hosting requirements Cloud management and other roles of service providers 2011; Number of deals 100% = 113 Cloud management not in deal scope 26% 80% 63% 48% Smaller opportunity for pureplay consulting/management services 74% 8% 5% Cloud management in deal scope Includes build/ customize Includes host Includes consult/ design Includes thirdparty solution implementation Excludes build/ customize/host Solution implementation lies at the heart of the ITO/BPO cloud opportunity; service providers that own the solution are naturally leading contenders for the cloud management opportunity In the absence of industry standard solutions, service providers who own proprietary in-house offerings, sophisticated system integration and professional services capabilities are likely to be more successful in providing end-to-end cloud solutions within the global services market Source: Everest Group (2012) 28

29 The ability to provide an in-house technology stack solution, along with evolved hosting capabilities, is helping MNC service providers make inroads into the cloud market Distribution of cloud solution implementation MNCs and offshore provider cloud engagements 2011; Number of deals 2011; Number of deals 100% = Hosted by buyer / third-party Hosted by service provider 62 31% 69% 13 77% In the absence of in-house solutions and evolved hosting capabilities, most offshore service providers rely on partnerships 100% = 113 Offshore providers 6% 23% 94% In-house solution Third-party solution MNC providers Within the current global services context, cloud solutions are being implemented largely as part of infrastructure transformational deals MNC service providers with expertise in asset-based deals, and proprietary solutions are in pole position to capitalize on the market opportunity, as they are able to provide an integrated solution across the consult-to-manage spectrum Offshore providers are yet to develop the transformational expertise that is expected from a cloud service provider. Though they are leveraging cloud solutions during execution of outsourcing engagements, cloud is not a central element in most of their contracts Over the long term, we expect offshore players to become more competitive as they invest in partnerships with technology providers (or their own solutions) Further, with the evolution of industry standards, the importance of proprietary solutions could diminish. Coupled with the commoditization of infrastructure, and adoption of cloud solution elements in non-transformational deals, global delivery models could become an important value proposition over the long term Source: Everest Group (2012) 29

31 Everest Group framework explores key enterprise cloud adoption based on four key parameters Buyer value What is the overall value of cloud solution and services on buyer s IT landscape? Will the engagement create a meaningful impact on the business of the client? Market impact Will this impact the competitive landscape in terms of newer offerings, engagement models, pricing, etc.? Is the engagement indicative of acceptance of cloud principles in an industry, geography, and business function? Provider benefits Deal spotlight Will the engagement enable the provider to further penetrate existing/ acquire newer clients with cloud solutions and services Will the market view the provider as a capable partner for cloud transformation? Capability assessment Has the provider deployed an in-house solution, partnered with providers, and developed solution grounds up? In-house technology, services, differentiators, integration, investments, complexity, challenges, etc. 31

32 Telenor Sweden-CSC: Implementation of BizCloud CSC s on-premise private cloud solution (page 1 of 2) Summary of scope Follow-on from Telenor-CSC agreement in 2010 Management and modernization of Telenor Sweden s billing and CRM systems Implementation and management of on-premise private cloud solution CSC s BizCloud offering is the core solution Involves rebadging of Telenor employees Deal statistics Client Service provider Duration TCV (estimated) Towers included Telenor CSC Five years US$35 million Infrastructure datacenters Application transformation Buyer value Buyer value will be driven by migration to a pay-as-you-go model Implementation of the deal is expected to benefit Telenor by way of simpler provisioning and greater flexibility in reacting to peak requirements Significant benefits for workloads requiring high peak capacity, e.g., testing services Telenor envisages higher service levels and faster turnaround for its customers without an increase in costs Capability assessment The deal with Telenor highlights an important success story for CSC BizCloud, particularly in Europe The deal demonstrates the viability of CSC s on-premise, private cloud strategy; for consumer-facing applications, the ability to provide a secure, stable solution is an attractive proposition CSC s ability to rapidly implement a secure private cloud solution, with established service levels and pricing, showcases the strength of its solution, as well as its integration capabilities 32

33 Telenor Sweden-CSC: Implementation of BizCloud CSC s on-premise private cloud solution (page 2 of 2) Provider benefits We expect this deal to help CSC in marketing its BizCloud offering; CSC is likely to position BizCloud as a solution that offers benefits similar to a public cloud solution, but leaves the customer with greater control Overall CSC s presence in Europe, particularly, the Nordics, receives a boost from this deal Market impact BizCloud is built on Vblock architecture, and deals, such as the one between CSC and Telenor, may provide momentum to Vblock becoming one of the standard configurations in IaaS implementations We believe that solutions such as CSC s BizCloud may mature to provide meaningful alternatives to public cloud solutions depending on criteria such as scale, variability in demand, complexity of integration, security, and compliance requirements Analyst consensus One of the deals that signals the emergence of the on-premise private cloud as a viable model for buyers with concerns about data location and security, but who want to access the benefits of a flexible pay-as-you-go model. The deal is important because it promises significant improvements for Telenor s subscriber facing processes by way of standardization, reduced provisioning time, and easier access to applications. The deal is an example of buyers preference for templatized, proprietary solutions with standard SLAs and prices, along with the opportunity to start capitalizing on cloud computing benefits after a short implementation cycle. 33

34 Astra Zeneca-HCL: Global Infrastructure Transformation (page 1 of 2) Summary of scope Management and transformation of global datacenters across 60 countries Hosting and migration of existing datacenters Management of global collaboration platform Server virtualization Storage and backup transformation Hybrid cloud implementation Deal statistics Client Service provider Duration TCV (estimated) Towers included Astra Zeneca HCL Technologies Five years US$1 billion Infrastructure datacenter management Buyer value Capability assessment Significant value capture through global infrastructure transformation we expect significant business impact on both CAPEX and OPEX By implementing hybrid cloud models, Astra Zeneca will be able to build a flexible, scalable infrastructure, with significantly higher asset utilization Further, we expect significant buyer benefits by way of implementation of globally standardized service levels, and processes, as well as a global delivery platform Demonstrates HCL s capabilities in competing with traditional asset-heavy infrastructure outsourcing majors The deal showcases HCL s ability to deliver a global transformation program for a large enterprise that involves: Significant hosting capabilities Management and transformation of existing datacenters Ground-up implementation and management of a cloud infrastructure environment We believe that the deal delivery will significantly leverage HCL s MyCloud platform part of it s MTaaS (management tools as a service) offering MyCloud platform helps monitor and manage a cloud infrastructure environment, and is partly co-developed with partners such as Computer Associates 34

35 Astra Zeneca-HCL: Global Infrastructure Transformation (page 2 of 2) Provider benefits A competitive win against traditional infrastructure outsourcing majors will enable HCL to showcase its capabilities in bulge bracket IO deals we expect significant marketing benefits for HCL We expect the deal to provide further traction to HCL in larger infrastructure transformation deal, especially in Europe Market impact This deal is indicative of the fact that buyers are increasingly facing limitations of traditional infrastructure set-ups Cloud computing offers them a transformational tool that helps them realize the advantages of scalability and flexibility, along with cost advantages With increasing maturation of cloud technologies, we expect several such deals, which have buyers implementing global transformation projects with cloud implementation as a core component Analyst consensus Incumbent service providers will have to evolve their customers infrastructure over the duration of the relationship. Buyers are looking to capture value by building flexible, scalable infrastructure with pay-as-you-go models, and are willing to move to service providers who can provide such value. While buyers typically tend to prefer standardized proprietary solutions, for complex deployments across large global enterprises, a ground-up approach is required. HCL s deal with Astra Zeneca demonstrates the service provider s maturing capabilities in the infrastructure outsourcing space, and underlines HCL s ability to compete against major MNC providers in complex asset-based infrastructure deals. 35

36 Maersk Line-HP: Global infrastructure, applications, and services transformation (page 1 of 2) Summary of scope Part of Maersk Line s streamline initiative to optimize routes, simplify customer processes, and improve management information systems Global virtualization and private cloud deployment, with migration of four global Maersk Line datacenters in Asia and North America Global application portfolio consolidation Complete management of end-user computing, and internal helpdesk across 38,000 users and 100 countries using HP Workplace platform Global service delivery, with rebadging of Maersk Line employees Deal statistics Client Service provider Duration TCV (estimated) Towers included Maersk Line HP Five years US$150 million Infrastructure datacenters, desktops, and helpdesk Application modernization Buyer value Like all major transformation programs, we expect significant value for Maersk Line from this deal: Unlocked value from captive asset base, and cost benefits of private cloud deployment Standardization of applications and processes OPEX benefits from global services delivery Capability assessment The deal showcases HP s ability to package and deliver the entire technology stack (hardware assets, software, and services) into a global transformation solution While the deal is a custom engagement, we expect HP to have taken a modular approach to solutioning. As such, the deal also showcases the success of HP s investments in infrastructure assets, management platforms, and tools 36

37 Maersk Line-HP: Global infrastructure, applications and services transformation (page 2 of 2) Provider benefits We see significant marketing benefits for HP, as this deal serves as a validation for the provider s philosophy of the instant-on-enterprise Further, this deal is likely to help HP make inroads in the shipping and logistics sector Market impact With global enterprises increasingly listing infrastructure consolidation as one of their key IT priorities, we expect similar deals in the market Such opportunities are likely to fall to service providers who are able to provide an integrated technology stack However, one of the key barriers to such deals will be the volume of legacy infrastructure and applications; as the complexity of transformation increases, buyers may feel daunted and grow skeptical of the business case Analyst consensus This deal underlines the growing role of cloud implementation in major transformational deals. Cloud is viewed as a strategic weapon by both service providers and buyers to achieve transformation and deliver greater value through enhanced flexibility and pay-as-you-go models. The deal also highlights HP s ability to offer an integrated technology stack as part of a major transformational solution. Such opportunities are more likely to be won by service providers who can provide an end-to-end solution comprising a global hardware asset base, software and management platforms, and global services. 37

39 Appendix: Glossary of key terms used in this report Term In-house solutions Third-party solutions Infrastructure transformation Application transformation Data continuity Application type Application provider type Definition A branded cloud solution of a provider across any cloud layer A cloud solution implemented by a provider that is owned by either a partner or a thirdparty provider Core focus is on flexibility, scalability, availability, and resilience of infrastructure leveraging cloud solutions and services. This may include transforming existing infrastructure, sourcing add-on infrastructure from the cloud, or a combination of both Core focus is on transforming an on-premise application, business process, or some fundamental change in an application delivery and architecture. The engagement may or may not focus on infrastructure transformation In data continuity, core focus is to protect the organization data in terms of creating data recovery, disaster management, data back-up, and related implementation An off-the-shelf / customized independent software vendor (ISV) application is treated as standard, whereas an application specifically built for a buyer is treated as custom In application provider type, an ISV implies the typical product companies (that may or may not offer services), a service provider implies the typical global service providers that may also have its own branded cloud solution 39

40 Appendix: Additional ITO research references The following documents are recommended for additional insight on the topic covered in this research report. The recommended documents either provide additional details on the topic or complementary content that may be of interest 1. Service Provider Cloud Strategies As Unique as Everyone (ERI R-0495a); 2011: This report provides a comprehensive overview of the strategies of global service providers in terms of their focus in cloud ecosystem, challenges they foresee, buyers concerns, expectations from cloud, partnerships, and their future plans to tap the cloud opportunity. The report will be useful for both the buyers to understand strategies of these providers and service providers to understand the broader market 2. Social Networks for Global Delivery Get that ITCH (EGR R-0662); 2012: This viewpoint report analyzes the role of an internal social network for improving the global delivery model. The report discusses challenges and issues in global delivery such as resourcing, collaboration, overheads. It provides a framework for service providers which they can leverage to create their own internal social platforms and augment their delivery models For more information on this and other research published by the Everest Group, please contact us: Ross Tisnovsky, Senior Vice President: Chirajeet Sengupta, Practice Director: Yugal Joshi, Senior Analyst: ITO Team: Everest Group Two Galleria Tower Noel Road, Suite 2100 Dallas, TX ross.tisnovsky@everestgrp.com chirajeet.sengupta@everestgrp.com yugal.joshi@everestgrp.com ITOresearch@everestgrp.com Phone: info@everestgrp.com 40

41 About Everest Group Everest Group is an advisor to business leaders on the next generation of global services with a worldwide reputation for helping Global 1000 firms dramatically improve their performance by optimizing their back- and middle-office business services. With a fact-based approach driving outcomes, Everest Group counsels organizations with complex challenges related to the use and delivery of global services in their pursuits to balance short-term needs with long-term goals. Through its practical consulting, original research, and industry resource services, Everest Group helps clients maximize value from delivery strategies, talent and sourcing models, technologies, and management approaches. Established in 1991, Everest Group serves users of global services, providers of services, country organizations, and private equity firms in six continents across all industry categories. For more information, please visit and research.everestgrp.com. 41

42 Everest Group Leading clients from insight to action Everest Group locations Dallas (Headquarters): New York: Toronto: London: Delhi: research.everestgrp.com 42