The Forrester Wave : Global Workplace Services, Q1 2013

Transcription

1 For: Sourcing & Vendor Management Professionals The Forrester Wave : Global Workplace Services, Q by William Martorelli and Wolfgang Benkel, March 25, 2013 Key TaKeaWays Vendors Move Beyond desktop Management To Fulfill The Workplace services Vision An increasingly consumer-driven end user computing environment is transforming what was once known as desktop management into a new category of services that we call workplace services. This category reflects the diminishing importance of the conventional desktop device in the face of a technology explosion involving SMAC technologies. support For Multiple devices, Byod, and Virtualization highlight a New agenda Players in the market must now combine support for desktop and desk-side services with support for new devices such as tablets and smartphones, and deliver in new ways, involving virtual and cloud-based delivery as well as unit-based and outcome-based pricing models. Breadth and depth of strategic Vision is What differentiates suppliers The Most As the traditional approach to desktop management recedes in the face of substantial industry change, improved support for new modes of delivery -- including technology, packaging, and pricing -- will dictate which providers will lead the pack. Vendors that can combine these capabilities into a differentiating vision will be the leaders in the future. Forrester research, inc., 60 acorn Park drive, cambridge, Ma usa tel: Fax:

2 March 25, 2013 The Forrester Wave : Global Workplace Services, Q Evaluating Leading Providers Amidst A Category Redefinition by William Martorelli and Wolfgang Benkel with Chris Andrews and Fraser Tibbetts Why Read This Report Workplace services are rapidly evolving far beyond their origins in desktop and desk-side management toward a post-desktop future in which end users consumer-derived expectations dominate the workplace agenda. Key to fulfilling these expectations is the set of service providers that provide much-needed support for this transition in the form of workplace services. In Forrester s 36-criteria evaluation of workplace services vendors, we identified the eight most significant global workplace services providers Atos, CSC, Fujitsu, Getronics Workspace Alliance (GWA), HCL Technologies, HP, IBM, and Unisys in the category and researched, analyzed, and scored them. This report details our findings about how well each vendor fulfills our criteria and where they stand in relation to each other to help sourcing and vendor management (SVM) professionals select the right partner for their workplace services requirements. Table Of Contents Workplace Services Evolve Along With An Industry In Transition Traditional Desktop Suppliers And Outsourcing Giants Vie For Market Leadership Workplace Services Evaluation Overview Evaluation Criteria Balances Current And Future Needs Evaluated Vendors Have Commitment And Scale In Workplace Services Desktop Leaders Face Challenges In Workplace Services Transition Vendor Profiles Leaders Combine A Strong Current Offering With Expansive Strategies Notes & Resources Forrester conducted services evaluations in May 2012 and interviewed eight vendor companies, Atos, CSC, Fujitsu, GWA, HCL, HP, IBM, Unisys, and 23 user companies. Related Research Documents How To Implement Successful Innovation In Outsourcing Relationships April 10, 2012 The Forrester Wave : Global IT Infrastructure Outsourcing, Q March 11, 2011 Desktop Managed Services Pricing And Delivery Models Evolve May 10, 2010 Strong Performers Boast Contrasting Strengths 12 Supplemental Material 2013, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester, Technographics, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. To purchase reprints of this document, please [email protected]. For additional information, go to

3 The Forrester Wave : Global Workplace Services, Q WORKPLACE SERVICES EVOLVE ALONG WITH AN INDUSTRY IN TRANSITION The market for workplace services is evolving rapidly as a conventional and highly mature approach to desktop and desk-side management yields to a transformed workplace services environment in which assumptions about customer preference, behaviors, and even devices are up for grabs. Workplace services are increasingly associated with a mobile user and no longer linked to a fixed physical location. This desire to access services wherever and whenever with whatever device is reshaping the evolution of workplace services. Forrester sees three major trends shaping this transition: User requirements and expectations are changing in the post-desktop era. New requirements like social, mobile, analytics, and cloud (SMAC), along with new engagement models like workplace-as-a-service and more business-value-based pricing types are driving the change from desktop to workplace services. Increasingly, end users expect a consumer-grade experience in the workplace, and as a result, IT organizations are obliged to support additional types of end devices like tablets, smartphones, and other devices in the enterprise context while increasing the level of end user empowerment through self-service and the usage of social technologies. All this while strengthening their ability to manage innovations and future technical improvements in order to gain the most business benefit and value. The focus of workplace service management is shifting from physical to virtual. The focus is shifting from traditional physical delivery and management to more virtual, remote delivery in which support functions are highly automated and the focus is on user self-service. A corresponding shift is away from desktop image management and application packaging to delineating the personal from the corporate in bring-your-own-device (BYOD) scenarios while harnessing GPS-enabled support for mobile devices. This shifts the focus of workplace services delivery, allowing it to be more independent from end device hardware (whatever device), supports all variations of mobility (wherever, whenever), and increases the productivity of end users (whatever device) by moving on-site responsibilities and efforts to the end user community. New device types and modes of service delivery are altering the workplace services equation. The rapid inclusion of new device types, new delivery methods such as the app store, as well as BYOD models may still be young in the context of workplace services but are maturing rapidly and are increasingly prominent in today s workplace delivery offerings. Beyond that, more firms are providing a wider array of workplace devices like tablets to their employees and increased access to mobile applications (see Figure 1). Growth in numbers through proliferation of devices may serve to compensate suppliers who are seeing their revenue per device decrease. But most suppliers also recognize that new delivery models eliminate cost-intensive (and lowmargin) on-site activities and provide the basis for managing future changes effectively and efficiently, with shared (cost-efficient) delivery models.

4 The Forrester Wave : Global Workplace Services, Q Figure 1 New Workplace Devices Are Changing The Services Equation What are your firm s plans to adopt the following mobile technologies? Not interested Interested but no plans Planning to implement Implemented or expanding Smartphones for employees 14% 15% 17% 53% Tablets for employees 18% 24% 22% 35% Mobile applications 11% 26% 28% 33% Enterprise app store solutions to deploy and manage smartphone and tablet applications 21% 34% 23% 18% Base: 3,753 IT budget decision-makers Source: Forrsights Budgets And Priorities Tracker Survey, Q Source: Forrester Research, Inc. Traditional Desktop Suppliers And Outsourcing Giants Vie For Market Leadership The market for workplace services is composed of conventional outsourcing suppliers, workplace services specialists, and offshore suppliers seeking to expand their presence in infrastructure services markets. Established desktop players bring strong current offerings to their customers with significant objects under management, but the decoupling of workplace services from the traditional physical context means market leadership for the future remains up for grabs. Ideally, SVM professionals should understand their requirements as much as possible before engaging with workplace services suppliers. Among the specific ways in which suppliers are responding to the changing environment include: Suppliers shift left for higher quality and lower support costs. Vendors are seeking to increase their ability to resolve incidents earlier by enabling end user self-service (level 0) and expanding what can be addressed at next-level support (level 1), using all channels of communications like telephone, , portals, or chat room. Preventing these incidents from progressing to the more expensive level 2 support helps to reduce overall support costs with the added benefits of higher-end device availability and perceived higher quality of support service (with shorter resolution times) (see Figure 2). This shift left approach entails greater use of automation and knowledge portals as well as other mechanisms like known error documentation and remote management tools. Similarly, suppliers also seek to provide support for user self-provisioning through innovations like the app store. For customers, this means that

5 The Forrester Wave : Global Workplace Services, Q outsourcing workplace services is not only about transitioning as is processes and methods but transforming them. Validating supplier capabilities and adjusting end user expectations about changing support patterns are critical elements of success. Customer satisfaction hinges on the end user experience, not SLAs per se. Outsourcing end user computing activities especially the help desk has affected customer satisfaction negatively. But today s users expect a consumer-grade experience. Green SLAs are no longer enough, one vendor observed. To counter this, suppliers are pursuing customer satisfaction improvements like never before. For example, suppliers are employing innovations like the Net Promoter methodology to measure customer satisfaction and also harnessing customer experience models like personas and analytics to improve the performance of service desks and all end user activities. Suppliers and customers have recognized that customer satisfaction is one key element indicating how well service provisioning from the IT organization and external providers is aligned with end user clients demands and expectations. Moreover, the high visibility of workplace services contributes a lot to the success (or failure) of outsourcing. This means that customers considering outsourcing workplace services activities will now need to keep customer satisfaction first and foremost in their plans. Workplace services evolve from custom to highly standardized offerings, with options. Like many categories of outsourced services, workplace services are evolving from a focus on customized one-off packaging toward more standardized service, in which customers can choose among highly standardized offerings. Yet one size no longer fits all in workplace services, so these offerings must be flexible enough to be tailored to individual customer preferences through profiles. The old single locked-down image is neither possible nor desirable, one supplier observed. Some suppliers have recognized that customers need more help in adapting to the new standardized and flexible offerings and surround their standard workplace services with consulting offerings for assessments (e.g., cloud readiness) and improvement projects (e.g., standardization, new innovative solutions) to help customers transition to the new delivery model. For customers, the use of standardized services ultimately helps to reduce costs if they know how to select providers with the right standardized services for their needs. The global workplace delivery model remains a work in progress. Many SVM professionals perceive that workplace services must be delivered consistently across geographic regions but with local flavor (such as local language support). In response, most workplace services providers are optimizing their global delivery models via process standardization, tool standardization and integration, and expanded geographic presence and alliances with local suppliers. While consumerization, automation, and self-service all tend to reduce the amount of on-site work required, some local support capability is still needed. Supplier capabilities in terms of geographic presence, ecosystem participation, and propensity to participate in multisourced scenarios are varied, so a consistent customer experience across geographic regions cannot be taken for granted. Instead, these capabilities must be verified in the context of workplace services vendor evaluations.

6 The Forrester Wave : Global Workplace Services, Q Customers must manage their workplace suppliers actively for innovation. Because of the rapid change in technology and end user expectations, workplace suppliers must be prepared to innovate within the context of their service offerings in order to remain competitive. Yet, paradoxically, customers do not believe workplace services suppliers are highly innovative in the customer environment. Innovation is clearly an area they have not mastered, one client reference said of its workplace services provider, a common refrain among the client reference interviews conducted. This means that customers of workplace services suppliers must actively manage for innovation from their suppliers both in the context of contract setting and ongoing relationship management. Figure 2 Shift Left Reduces The Incident Support Costs First-level resolution rate drives the support costs Cost per incident Total cost per incident first-level cost per incident second-level cost per incident 0% 20% 30% 40% 50% 60% 70% 80% 90% 100% First-level resolution rate Source: Forrester Research, Inc. WORKPLACE SERVICES EVALUATION OVERVIEW Forrester defines workplace services as follows: Mandatory elements: Service desk, field support (on-site support, IMAC services), service provisioning (order management, asset management) and workplace software management (application packaging, image creation, patch management, antivirus, security, software distribution).

7 The Forrester Wave : Global Workplace Services, Q Optional elements: Desktop infrastructure services including active directory, file and print services, and collaboration services, LAN services, voice services, mobile device management (MDM), end user administration services, terminal server and virtual desktop services, and desktop-as-a-service. Additional elements: Consulting services around workplace management like assessments, improvements, and activities for innovation projects and new services, and transformation services for new delivery models. Evaluation Criteria Balances Current And Future Needs To assess the state of the workplace services market and see how the vendors stack up against each other, Forrester evaluated the strengths and weaknesses of top workplace services vendors. After examining past research, user need assessments, and vendor and expert interviews, we developed a comprehensive set of evaluation criteria. The data we gathered from the participating vendors on each of those criteria was collected in May Accenture, Infosys, and Tata Consultancy Services (TCS) declined to participate. We evaluated all eight vendors against 36 criteria, which we grouped into three high-level buckets: Current offering. We evaluated the strength of the supplier s current offering, including its global delivery model, its geographic distribution of clients and staff, its complementary consulting capabilities, its support for standardized service offerings, as well as client reference scores. Participation in a broad ecosystem of suppliers and approach to innovation and continuous improvement were additional criteria. Strategy. To evaluate strategy, we assessed the current value proposition of the supplier, along with its plans for growth and planned enhancements to its workplace services. The supplier s overall vision for workplace services, along with pricing workplace services engagements, were also included as criteria. To score well, suppliers had to balance a strong current value proposition and strong vision for the future. Market presence. Forrester analyzed the supplier s market presence in terms of support for various categories of managed objects that together comprise workplace services, as well as the supplier s overall financial performance and size of client base. Evaluated Vendors Have Commitment And Scale In Workplace Services Forrester included eight vendors in the assessment: Atos, CSC, Fujitsu, GWA, HCL, HP, IBM, and Unisys. Accenture, Infosys, and TCS declined to participate. Each of these vendors has (see Figure 3):

8 The Forrester Wave : Global Workplace Services, Q Significant scale in total number of desktops, help desk seats, and desk-side support objects. Distribution of objects under management across North America, Europe, the Middle East, and Asia (EMEA), and Asia Pacific regions. Significant scale in terms of workplace services workforce. Substantial interest from Forrester clients. Desktop Leaders face challenges In Workplace Services Transition The evaluation uncovered a market in which (see Figure 4): IBM, HCL, and HP are Leaders. IBM, HCL, and HP are all excellent workplace services providers, but with varying strengths and weaknesses. IBM demonstrated a strong balance of strength across current offering and strategy scores, while HP s market-leading current offering highlighted its capabilities. HCL s strategy and vision was the highlight of its analysis. Unisys, Atos, CSC, GWA, and Fujitsu offer competitive options as Strong Performers. Large-scale outsourcing suppliers like Unisys, Atos, CSC, GWA, and Fujitsu and workplace services specialists like GWA provide compelling alternatives and are all Strong Performers. While most Strong Performers were solid on the basis of their offerings, their strategies lagged the market Leaders. This evaluation of the workplace services market is intended to be a starting point only. We encourage clients to view detailed product evaluations and adapt criteria weightings to fit their individual needs through the Forrester Wave Excel-based vendor comparison tool. Figure 3 Evaluated Vendors: Selection Criteria Vendor selection criteria Significant scale in total number of desktops, help desk seats, and desk-side support objects. Distribution of objects under management across NA, EMEA, and Asia Pacific regions. Significant scale in terms of workplace services workforce. Substantial interest from Forrester clients. Source: Forrester Research, Inc.

9 The Forrester Wave : Global Workplace Services, Q Figure 4 Forrester Wave : Global Workplace Services, Q1 13 Strong Risky Strong Bets Contenders Performers Leaders Unisys CSC HP IBM Go online to download the Forrester Wave tool Fujitsu HCL for more detailed product evaluations, feature comparisons, and GWA Atos customizable rankings. Current offering Market presence Weak Full vendor participation Weak Strategy Strong Source: Forrester Research, Inc.

10 The Forrester Wave : Global Workplace Services, Q Figure 4 Forrester Wave : Global Workplace Services, Q1 13 (Cont.) Forrester s Weighting Atos CSC Fujitsu GWA HCL HP IBM Unisys CURRENT OFFERING Global delivery model Global geographic staffing distribution Global client geographic distribution Operations and strategy consulting Ecosystem participation Innovation and continuous improvement Workplace service standard offering Client feedback on implementation Client feedback on account management Client feedback on service quality Client feedback on general satisfaction 50% 15% 15% 5% 5% 5% 5% STRATEGY Customer value proposition and vision Planned enhancements Plans for growth Investment to support strategy Vision for workplace services Pricing models 50% 25% 15% 15% 25% MARKET PRESENCE Service market presence Financial strength Workplace services client base Workplace services employees Total employees 0% 50% 20% All scores are based on a scale of 0 (weak) to 5 (strong). Source: Forrester Research, Inc. Vendor Profiles Leaders Combine A Strong Current Offering With Expansive Strategies IBM. IBM has a very strong position as a global services supplier, with significant range in infrastructure-oriented services. A strong overall strategy tied for second among suppliers evaluated lifted IBM to a leading competitive position in our analysis. Its solid current offering was highlighted by its strong global capabilities for delivery and well-balanced distribution of staff and clients. IBM also has a strong market presence. Beyond its obvious strength for

11 The Forrester Wave : Global Workplace Services, Q customers seeking a comprehensive set of services with broad geographic coverage, IBM also has the ability to wield substantial innovation from its own internal research and development groups, as it does in its plans for biometric security for mobile devices. IBM is also continually expanding its range of capabilities of its software group, whether through development or acquisition, and IBM draws on this strength to augment its workplace services offerings. HCL. HCL has emerged as one of the more aggressive offshore-oriented suppliers in infrastructure outsourcing, which extends to the workplace services segment. HCL was tied for the strongest overall strategy grade, highlighted by its particularly strong vision for workplace services, as well as its well-articulated plans for growth. HCL was tied for second highest overall customer reference scores, which supported a strong current offering among offshore-oriented suppliers. Although limited in overall market presence, HCL has an exceptionally strong vision for the future of workplace services, so customers seeking an offshore-centric option should consider the company. An exceptionally broad range of pricing alternatives is another factor in HCL s favor, underscoring its highly flexible approach to client engagements. HCL is seeking to expand geographically by targeting Europe, Latin America, and Asia. HCL emphasizes consistent processes and tools in its engagements, including its Management Tools-as-a-Service (MTaaS) systems management framework. HP. HP, historically a very significant player in workplace services, boasts the strongest overall current offering among suppliers evaluated. It remains a powerhouse of workplace services despite the company s broader challenges recently. One strong point was in customer reference scores, in which HP was tied for second highest overall scores. HP also got strong grades for global capabilities for delivery as well as for balanced distribution of clients and staff. HP also has the largest overall market presence; its service market presence is among the highest of suppliers evaluated according to Forrester estimates. HP continually expands its set of workplace services: It announced HP Enterprise Cloud Services a unified communications offering in Due to its growing focus on profitability, HP may be more selective in pursuing specific workplace service engagements in the future. HP s WorkPlace360 was an early approach to standardization in workplace services. It is moving to a more automated, virtual, and policy-based model in which different users may enjoy differing capabilities. HP has among the broadest geographic profile of any company in the workplace services segment. Strong Performers Boast Contrasting Strengths Unisys. Workplace service is among the biggest priorities for Unisys services business. Unisys strong current offering was supported by the highest overall customer reference scores of any supplier evaluated in our analysis. Unisys also boasts a strong capability in ecosystem participation, in which it has a proven capability to operate in subcontracting scenarios successfully. Unisys strengths in ecosystem participation mean that it merits strong consideration, whether serving as a primary or subsidiary role in a workplace services

12 The Forrester Wave : Global Workplace Services, Q engagement. Unisys has also gained great insight into Microsoft technologies such as Windows 7 and 8 by virtue of working in tandem with Infosys on Microsoft s workplace services outsourcing engagement. Atos. Atos received high strategy marks for its plans to expand its capabilities as well as strong commitment to invest to support its strategy. Although primarily a European provider, Atos is also active in North America and Asia Pacific its workplace services capabilities were expanded in 2011 with the acquisition of Siemens IT Solutions and Services (SIS). Atos is very strong in and collaboration along with solid capabilities for desktop-as-a-service and multivendor support. Atos also has made significant progress with its capabilities in desktop virtualization. Atos emphasizes flexibility in commercial contractual arrangements. Atos has a strong road map for its future investments in workplace services, including integrated social networking, automation, and application stores. CSC. CSC is a broad-based outsourcing supplier with significant activities in workplace services. CSC offers a very strong current offering marked by a solid global delivery capability, strong geographic distribution of both staff and clients, and very high customer reference scores. Among its strengths in its market presence are relative strengths in local-area network (LAN) and voice services. CSC s ongoing transformation should encourage potential customers with its ability to match its strong current capabilities with an improving strategy. CSC brings a sophisticated approach to automation in its workplace services engagements, using its partnership with ServiceNow and its capabilities in IT service management (ITSM) tools like BMC Remedy. GWA. The Getronics Workspace Alliance represents a consortium of nine companies: Getronics, KPN, SPIE, CompuCom Systems, AGCN, NTT Data Getronics, ServiceOne, Tecnocom, and Getronics Latam. GWA s strong history in workplace services is manifested by its services market presence, an element of overall market presence, the highest score of any supplier evaluated. The supplier has great strength in core workplace service elements such as desktop management, help desk, field support, and others. GWA offers a full range of tiered support options and is a good choice for customers seeking a supplier with high maturity and broad geographic capability. Fujitsu. Although not as active in North America as it is elsewhere, Fujitsu has a strong market presence in workplace services, with very strong capability in EMEA and Asia Pacific. Fujitsu s current offering is highlighted by a strong capability in its ecosystem participation and its approach to continuous improvement. For its strategy grade, Fujitsu also has a strong vision for the future of workplace services. Its market presence is highlighted by strong support for voice services. Global customers may find Fujitsu s relative lack of presence in North America a concern, but it is growing as the company expands its foothold through strategic deals. The company is well suited for customers with European-centric requirements. Fujitsu has an enlightened view on the importance of measuring customer satisfaction.

13 The Forrester Wave : Global Workplace Services, Q Supplemental Material Online Resource The online version of Figure 4 is an Excel-based vendor comparison tool that provides detailed product evaluations and customizable rankings. Data Sources Used In This Forrester Wave Forrester used a combination of three data sources to assess the strengths and weaknesses of each solution: Vendor surveys. Forrester surveyed vendors on their capabilities as they relate to the evaluation criteria. Once we analyzed the completed vendor surveys, we conducted vendor calls where necessary to gather details of vendor qualifications. Customer reference calls. To validate product and vendor qualifications, Forrester also conducted reference calls with three of each vendor s current customers. 1 Executive briefings. Forrester held briefing calls with all the vendors to give executives an opportunity to elaborate on their workplace services strategies and offerings. The Forrester Wave Methodology We conduct primary research to develop a list of vendors that meet our criteria to be evaluated in this market. From that initial pool of vendors, we then narrow our final list. We choose these vendors based on: 1) product fit; 2) customer success; and 3) Forrester client demand. We eliminate vendors that have limited customer references and products that don t fit the scope of our evaluation. After examining past research, user need assessments, and vendor and expert interviews, we develop the initial evaluation criteria. To evaluate the vendors and their products against our set of criteria, we gather details of product qualifications through a combination of lab evaluations, questionnaires, demos, and/or discussions with client references. We send evaluations to the vendors for their review, and we adjust the evaluations to provide the most accurate view of vendor offerings and strategies. We set default weightings to reflect our analysis of the needs of large user companies and/or other scenarios as outlined in the Forrester Wave document and then score the vendors based on a clearly defined scale. These default weightings are intended only as a starting point, and we encourage readers to adapt the weightings to fit their individual needs through the Excel-based tool. The final scores generate the graphical depiction of the market based on current offering, strategy, and market presence. Forrester intends to update vendor evaluations regularly as product capabilities and vendor strategies evolve.

14 The Forrester Wave : Global Workplace Services, Q Survey Methodology Forrester s Forrsights Budgets And Priorities Tracker Survey, Q was fielded to 3,753 IT executives and technology decision-makers located in Australia, Brazil, Canada, China, France, Germany, India, Indonesia, Japan, Malaysia, Mexico, the Philippines, New Zealand, Russia, Singapore, the UK, and the US from small and medium-size business (SMB) and enterprise companies with 100 or more employees. This survey is part of Forrester s Forrsights for Business Technology and was fielded from August 2012 to November LinkedIn Research Network fielded this survey online on behalf of Forrester. Survey respondent incentives include gift certificates and research reports. We have provided exact sample sizes in this report on a questionby-question basis. Each calendar year, Forrester s Forrsights for Business Technology fields business-to-business technology studies in more than 17 countries spanning North America, Latin America, Europe, and developed and emerging Asia. For quality control, we carefully screen respondents according to job title and function. Forrester s Forrsights for Business Technology ensures that the final survey population contains only those with significant involvement in the planning, funding, and purchasing of IT products and services. Additionally, we set quotas for company size (number of employees) and industry as a means of controlling the data distribution and establishing alignment with IT spend calculated by Forrester analysts. Forrsights uses only superior data sources and advanced data-cleaning techniques to ensure the highest data quality. We have illustrated only a portion of survey results in this document. To inquire about receiving full data results for an additional fee, please contact [email protected] or your Forrester account manager. Endnotes 1 For one vendor, we only spoke with two references.

15 About Forrester A global research and advisory firm, Forrester inspires leaders, informs better decisions, and helps the world s top companies turn the complexity of change into business advantage. Our researchbased insight and objective advice enable IT professionals to lead more successfully within IT and extend their impact beyond the traditional IT organization. Tailored to your individual role, our resources allow you to focus on important business issues margin, speed, growth first, technology second. for more information To find out how Forrester Research can help you be successful every day, please contact the office nearest you, or visit us at For a complete list of worldwide locations, visit Client support For information on hard-copy or electronic reprints, please contact Client Support at , , or [email protected]. We offer quantity discounts and special pricing for academic and nonprofit institutions. Forrester Focuses On Sourcing & Vendor Management Professionals «To help transform your organization for sustained business innovation, you re challenged with balancing business value, cost, and risk when sourcing and managing technology vendors. Forrester s subjectmatter expertise and deep understanding of your role will help you create forward-thinking strategies; weigh opportunity against risk; justify decisions; and optimize your individual, team, and corporate performance. Stefan Valenti, client persona representing Sourcing & Vendor Management Professionals Forrester Research, Inc. (Nasdaq: FORR) is an independent research company that provides pragmatic and forward-thinking advice to global leaders in business and technology. Forrester works with professionals in 17 key roles at major companies providing proprietary research, customer insight, consulting, events, and peer-to-peer executive programs. For more than 29 years, Forrester has been making IT, marketing, and technology industry leaders successful every day. For more information, visit