I D C M a r k e t S c a p e : W o r l d w i d e E n t e r p r i s e M o b i l i t y C o n s u l t i n g V e n d o r S h a r e s

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1 Global Headquarters: 5 Speen Street Framingham, MA USA P F E X C E R P T I D C M a r k e t S c a p e : W o r l d w i d e E n t e r p r i s e M o b i l i t y C o n s u l t i n g V e n d o r S h a r e s Ali Zaidi Gard Little IN T H I S E X C E R P T The content for this paper is excerpted from the IDC Competitive Analysis Report, IDC MarketScape: Worldwide Enterprise Mobility Consulting Services 2013 Vendor Shares, by Ali Zaidi and Gard Little, (Doc # ). All or parts of the following sections are included in this Excerpt: IDC Opinion, In This Study, Situation Overview, Future Outlook, Essential Guidance and Learn More. Figures 1 and 7 are also included. I D C O P I N I O N This IDC study represents a vendor assessment of the 2013 enterprise mobility (EM) consulting services through the IDC MarketScape model. This assessment discusses both quantitative and qualitative characteristics that define success in today's enterprise mobility consulting market. This IDC MarketScape covers a variety of vendors participating in the worldwide enterprise mobility consulting market. The evaluation is based on a comprehensive and rigorous framework that assesses each vendor relative to the criteria and to one another. The framework highlights the factors expected to be the most influential for success in the market in both the short term and the long term. While this evaluation was scoped to include only enterprise mobility consulting, most customers indicated that a vendor's capabilities in mobile platforms and application development were an important consideration in their selection process. IDC believes pure-play mobility consulting strategy firms will be at a competitive disadvantage compared with vendors that offer a full life cycle of enterprise mobility related services, because the latter have more experience linking strategy with execution. Enterprise mobility consulting projects are an IT-heavy, but not necessarily IT-led, activity, which makes the collaboration, or lack thereof, between business and IT professionals even more important. IDC believes the growing consumer-centric innovation driving the entire IT industry is causing IT professional service firms to increase user experience (UX) talent development and outright acquisitions to meet the demand for enterprise mobility consulting. Key findings include: Worldwide, firms in general offer a diverse set of pricing schemes to cater to a client's unique demands for consuming enterprise mobility consulting services. Worldwide, generally, consulting and systems integration firms have developed solid cost-benefit analysis to facilitate an increased adoption of their enterprise mobility consulting services portfolio by clients. Filing Information: May 2013, IDC #241030E : Excerpt

2 Complying with new or existing regulation, enhancing their own customers' experience, and improving operational efficiency are the key business priorities for firms that utilize enterprise mobility consulting to run their businesses. CIOs and line-of-business leaders are the top 2 buyers of enterprise mobility consulting services at the worldwide level. I N T H I S S T U D Y This IDC study represents a vendor assessment of the 2013 enterprise mobility consulting services through the IDC MarketScape model. This assessment discusses both quantitative and qualitative characteristics that define success in today's EM consulting market. This IDC MarketScape covers a variety of vendors participating in the worldwide EM consulting market. The evaluation is based on a comprehensive and rigorous framework that assesses each vendor relative to the criteria and to one another. The framework highlights the factors expected to be the most influential for success in the market in both the short term and the long term. This study is made up of two sections. The first part involves a definition of the characteristics that IDC believes lead to success in the EM consulting space. These characteristics are based on executive interviews of both buyers and vendors of EM consulting services as well as key analyst observations and assessments of best practices. The second part of this study provides a visual presentation of selected vendor positioning in the EM consulting services market. The spatial format is an easy-to-read bubble chart. This format concisely exhibits the observed and quantified scores of the vendors that were assessed for this IDC MarketScape. The document concludes with IDC's essential guidance to both vendors and buyers of EM consulting services. The guidance is designed to provide insight for continued growth and improvement of EM consulting offerings. M e t h o d o l o g y IDC MarketScape criteria selection, weightings, and vendor scores represent wellresearched IDC judgment about the market and selected vendors. IDC analysts tailor the range of standard characteristics by which vendors are measured through structured discussions, surveys, and interviews with market leaders, participants, and end users. Market weightings are based on user interviews, buyer surveys, and the input of a review board of IDC experts in each market. IDC analysts base individual vendor scores, and ultimately vendor positions on the IDC MarketScape, on detailed surveys and interviews with the vendors, publicly available information, and end-user experiences in an effort to provide an accurate and consistent assessment of each vendor's characteristics, behavior, and capability. 2 #241030E_Accenture 2013 IDC

3 S I T U A T I O N O V E R V I E W I n t r o d u c t i o n The EM consulting services cover the advisory, assessment, plan, design, and implementation phases of the entire enterprise mobility services life cycle (see Figure 1). F I G U R E 1 E n t e r p r i s e M o b i l i t y C o n s u l t i n g V a l u e C h a i n Analytics/ MDM Security/Risk and Governance Advisory/ Assessment Plan and Design Social/ Cloud Implement Application/ Infrastructure BYOD/ B2B/B2C/M2M Source: IDC, 2013 F U T U R E O U T L O O K I D C M a r k e t S c a p e W o r l d w i d e E n t e r p r i s e M o b i l i t y C o n s u l t i n g M a r k e t V e n d o r A s s e s s m e n t The IDC vendor assessment for the EM consulting services market represents IDC's opinion on which vendors are well positioned today through current capabilities and which are best positioned to gain market share over the next few years. For the purposes of discussion, IDC divides potential key strategy measures for success into two primary categories: capabilities and strategies. Positioning in the upper right of the grid indicates that vendors have a perfect combination of capabilities to continue 2013 IDC #241030E_Accenture 3

4 to be successful in today's ecosystem and have the right set of strategic initiatives to maintain and grow their future position in the market. Positioning on the y-axis reflects the vendor's current capabilities and menu of services and how well it is aligned to customer needs. The capabilities category focuses on the capabilities of the company and services today. In this category, IDC analysts look at how well a vendor is building, pricing, positioning, and/or delivering capabilities that enable it to execute its chosen strategy in the market. On the y-axis, a position toward the top (north of center) indicates a strong set of differentiated capabilities to be successful in today's market. Positioning on the x-axis, or strategy axis, indicates how well the vendor's future strategy aligns with what customers will require in three to five years. The strategy category focuses on high-level strategic decisions and underlying assumptions about road maps for offerings, customer segmentation, business, and go-to-market plans for the future, which in this case is defined as the next three to five years. In this category, analysts look at whether or not a supplier's strategies in various areas are aligned with customer requirements in terms of spending, procurement, and delivery over a defined future time period. On the x-axis, a position toward the right (east of center) indicates a strategy that is not only well aligned with customer requirements but also agile and differentiated from the pack. Figure 7 shows each vendor's position in the vendor assessment chart. Vendor market share is represented by the size of the circles. 4 #241030E_Accenture 2013 IDC

5 F I G U R E 7 I D C M a r k e t S c a p e W o r l d w i d e E n t e r p r i s e M o b i l i t y C o n s u l t i n g V e n d o r A s s e s s m e n t Source: IDC, 2013 V e n d o r P r o f i l e s This section briefly explains the key observations that resulted in a vendor's position in the vendor assessment graph. While every vendor is evaluated against each of the 50 or so characteristics, the descriptions here provide a brief excerpt of the findings that represent the vendor's score. IDC's assessment includes seven vendors (in alphabetical order for illustrative purpose only): Accenture, Capgemini, Cognizant, Deloitte, IBM, PwC, and Wipro. After each vendor description, areas of strength and opportunity are identified. These relate to each vendor's highest and lowest scores on the 50 or so IDC MarketScape characteristics evaluated. Thus the areas of strength or opportunity are not a direct comparison of one vendor to another but simply IDC's opinion about where a given vendor is doing its best and where it can focus on the most improvements. Regarding 2013 IDC #241030E_Accenture 5

6 areas of opportunity, it's important to understand IDC is not identifying a vendor's weaknesses but rather a vendor's lowest individual scores. Accenture According to IDC analysis and buyer perception, Accenture is an IDC MarketScape Leader worldwide. Accenture helps its clients embrace mobility as a strategy to deliver real, measurable, and sustainable improvements in performance. Accenture Mobility combines technology capabilities, deep industry experience, world-class processes, proprietary assets, and infrastructure to improve business processes and enable its clients to reach new heights of growth, efficiency, and innovation. Accenture's end-to-end mobility solutions including consulting, software services, managed services, and business integration services can be delivered globally at scale in any market and across any industry. Enterpr ise Mobi lity Con s ulting Are as of Strength According to IDC's 2013 Global Mobility Consulting Buyer Perception Survey, clients highlighted Accenture to be most strong in the following areas: Capability to provide industry insights and competence Capability to provide technical insights and competence Breadth and depth of vertical-specific solutions Enterpr ise Mobi lity Con s ulting Are as of Opportu nity Accenture can further enhance its position in this IDC MarketScape by improving its client perception in the following areas: Project value delivered to the clients for fee paid Ability to create a more agile business for the clients Ability to optimize ratio of onshore/offshore efforts on a project E S S E N T I A L G U I D A N C E The key finding of this research is the overall strength of the capabilities of the majority of the vendors, but at the same time, certain areas require improvements. These improvements would elevate a vendor's position in the EM consulting market and would eventually help attract buyers. The sections that follow highlight the stronger as well as the weaker aspects of vendors, in an effort to provide guidance to both the suppliers and the buyers in the EM consulting services market. A d v i c e f o r B u y e r s Business need. Keep your focus on the business problem that enterprise mobility is helping to solve. It is easy to get caught up in mobility technology itself 6 #241030E_Accenture 2013 IDC

7 and the eye-popping applications and functionality that can be rendered via a mobile form factor. Start with the end result of what you are seeking to develop. End-to-end solution. Consider the full suite of possibilities when planning for enterprise mobility. Consumer applications are key, and a great start, but make sure to consider support applications as well as other non customer-facing possibilities. For example, consider that mobility can, and will continue to, enable machine-to-machine communications, and that millions of units of intelligent systems/devices (beyond smartphones and personal computers) will be shipped to support business processes across various industries. Compatibility with enterprise architecture. Make sure mobility is embedded in your enterprise architecture documents and plans. While it's true that architectures, once established, remain fairly stable for a long time, mobility demands a refresh of not only your technical architecture but also your overall business, applications, and information architectures. In-house skill sets. Develop more enterprise mobility consulting skills. This is not recommended as a strategy to replace your vendors with internal staff but rather to grow internal capability related to organizational change management and vendor management. Vendor selection. Use this IDC MarketScape in contract negotiations and as a tool not only to short list vendors for enterprise mobility consulting service bids but also to evaluate vendors' proposals and oral presentations. A d v i c e f o r E n t e r p r i s e M o b i l i t y C o n s u l t i n g F i r m s Mobile application development. Emphasize why your skill and experience in mobile application development makes you a better selection for enterprise mobility consulting and related architectural work. Moreover, emphasize why your industry knowledge and business expertise is a more important qualification for enterprise mobility consulting than mobile application development. Sales engine. Adapt your sales and delivery organizations to reflect the fact that enterprise mobility consulting, and subsequent mobility service opportunities, will increasingly be led from outside of your clients' IT organizations. Internal versus external needs. Target the right contact within client firms to sell specific mobility solutions. When it comes to internal-facing challenges such as "BYOD," buyers tend to be the CIOs and/or IT managers. However, when the goal for an enterprise is to enhance its customer-facing attributes such as helping enhance its own customers' experience, the demand comes from line-ofbusiness leads and/or from the CMO's office within the client firm. Innovation. Deliver innovation for your client's EM consulting solutions. As IDC's Global Mobility Consulting Buyer Perception Survey shows, creating and delivering innovation for the solution by the consultants working on the EM consulting project is the most critical factor for successful completion of an EM consulting project. The ability to offer innovation for client solutions and maintain 2013 IDC #241030E_Accenture 7

8 relationships will be vital to increase client centricity and client retention. Innovation for EM consulting projects can be offered in many ways. For example, automation and standardization of the implementation assets are on the rise and will be the key to decreasing delivery time, improving revenue per employee, and reducing the cost of implementation. Nontraditional pricing models. Enhance and market nontraditional pricing schemes during customer/prospect discussions, formal RFPs, and final contract negotiations. EM consulting clients are increasingly tying nontraditional pricing structures such as outcome, value, and risk reward pricing models to deliver business results for parts of the total consulting/implementation contract. Business results range from reaching revenue goals to reducing costs to sustaining a predefined level of operational efficiency during the course of an enterprise mobility consulting project. Cloud, mobility, and analytics. The interest in enterprise mobility is ever so high and so is the adoption of cloud-based solutions. At the same time, the interest in big data analytics will provide added growth for mobility solutions. Clients are often consuming these three elements together, so vendors need to have established offerings to fulfill this demand. Providing a vertical specialization to such offerings would bring additional attraction from the clients. L E A R N M O R E R e l a t e d R e s e a r c h Worldwide and U.S. Systems Integration Services Forecast (IDC #240894, May 2013) Worldwide and U.S. IT Consulting Forecast (IDC #240825, April 2013) Worldwide Business Analytics Services Forecast (IDC #240277, April 2013) IDC's Worldwide Services Taxonomy, 2013 (IDC #239900, March 2013) Market Analysis Perspective: Worldwide and U.S. IT Consulting and Systems Integration, 2012 A Tough Year Ahead (IDC #238204, December 2012) IDC's Worldwide Business Analytics Services Taxonomy, 2012 (IDC #237626, December 2012) IDC MarketScape: Worldwide Oracle Implementation Ecosystem 2012 Vendor Analysis (IDC #237327, October 2012) Worldwide and U.S. Systems Integration Services 2011 Vendor Shares: IDC's Top 10 Vendors for 2011 (IDC #236297, August 2012) Worldwide and U.S. IT Consulting 2011 Vendor Shares: IDC's Top 10 Vendors for 2011 (IDC #236288, July 2012) 8 #241030E_Accenture 2013 IDC

9 IDC MarketScape: Worldwide SAP Implementation Ecosystem 2012 Vendor Analysis (IDC #235682, July 2012) IDC MarketScape: Worldwide Business Analytics IT Consulting and Systems Integration Services 2012 Vendor Analysis (IDC #234938, May 2012) IDC MarketScape: Worldwide Datacenter Transformation Consulting 2012 Vendor Analysis (IDC #233919, March 2012) IDC MarketScape: Worldwide Enterprise Architecture Consulting 2012 Vendor Analysis (IDC #233918, March 2012) S y n o p s i s This IDC study represents a vendor assessment of the 2013 enterprise mobility consulting services through the IDC MarketScape model. This assessment discusses both quantitative and qualitative characteristics that define success in today's enterprise mobility consulting market. This IDC MarketScape covers a variety of vendors participating in the worldwide enterprise mobility consulting market. The evaluation is based on a comprehensive and rigorous framework that assesses each vendor relative to the criteria and to one another. The framework highlights the factors expected to be the most influential for success in the market in both the short term and the long term. "While IT remains the chief sponsor of enterprise mobility consulting services in an enterprise, the interest in and buying power of lines-of-business heads and the CMO's office for enterprise mobility consulting projects are almost the same. Therefore, it's ever more critical for enterprise mobility consulting providers to be able to penetrate both the IT and the business leads within their client base to succeed in winning deals in the enterprise mobility consulting space." Ali Zaidi, senior research analyst, IT Consulting and Systems Integration Services 2013 IDC #241030E_Accenture 9

10 C o p y r i g h t N o t i c e This IDC research document was published as part of an IDC continuous intelligence service, providing written research, analyst interactions, telebriefings, and conferences. Visit to learn more about IDC subscription and consulting services. To view a list of IDC offices worldwide, visit Please contact the IDC Hotline at , ext (or ) or sales@idc.com for information on applying the price of this document toward the purchase of an IDC service or for information on additional copies or Web rights. Copyright 2013 IDC. Reproduction is forbidden unless authorized. All rights reserved. 10 #241030E 2013 IDC