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Copyright 2009 by AMR Research, Inc. AMR Research is a registered trademark of AMR Research, Inc.
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The Bottom Line: With billions spent on external business intelligence and performance management services, buyers still value cost-effective technical skills over industry or business process expertise.
Business intelligence (BI) and performance management (PM) programs consume a massive amount of money. AMR Research estimates that companies spent over $57B globally on BI/PM programs in 2008, with nearly $21B, or 37% of the total, spent on external services. With that much money at stake, its not surprising that service providers have doubled down on BI/PM as a continuing source of activity and revenue in tough economic times. While 2009s market for BI/PM external services has softened, all firms expect growth this yearestimates range from modest to explosiveas buyers continue to invest in infrastructure and programs that enable fact-based decisionmaking. We invited 35 leading service providers with at least 100 BI/PM resources to participate in this research; 23 agreed and answered a detailed RFI in 1Q09. The information gathered includes facts and figures about the consulting and technical capabilities necessary to support BI and performance management projects, ongoing maintenance of associated infrastructure, and specific process and/or industry specialties.
We also conducted detailed interviews with over 50 organizations that use or have used external BI/PM services. Most companies were provided as references through the RFI process. They include firms that use consultants for staff augmentation, outsourced support and maintenance, project management, strategy development, software implementation, or turnkey solution deployment. Some engagements were as short as a few quarters. One has been active for nearly 10 years. We reached several conclusions: In buyers minds, technical skills trump industry and process expertise by a wide margin. PM programs require a blend of finance best practice knowledge and software product expertise. Service provider capabilities dont always match how theyre used. Global delivery options allow service firms to flex staffing levels based on buyer demand and/or constrained budgets. Performance issues are usually linked to individuals and their interpersonal skills.
35% 25% 30% 13% 23% 35% 10% 5% 20% 50% 30% 40% 15% 30% 30% 30% 25% 35% 40% 15% 23% 20% 30% 27% 25% 10% 15% 5% 20% 33% 20% 5% 15% 20% 5% 47% 29% 5% 10% 5%
15% 10%
15%
16%
55% 10% 15% 30% 20% 15% 15% 15% 30% 15% 10% 20% 45% 35% 15% 21% 20% 10% 46% 10% 12% 15% 15% 35% 17% 30% 20% 10% 5% 10% 7% 40% 30% 15% 15% 2% 3% 5% 20% 15% 15% 5% 10% 15% 20% 5% 5% 10% 5%
30%
35%
Business intelligence
Analytic infrastructure
Analytic applications
company
Technology Development
BI/PM FTEs
BI/PM Revenue
Company Revenue
BI/PM Service Revenue$500M to $1B Accenture (including Avanade) Capgemini Deloitte IBM Global Business Services Tata Consultancy Services BI/PM Service Revenue$100 to $500M Cognizant Technology Solutions Hewlett-Packard Infosys Wipro Genpact BI/PM Service Revenue$50M to $100M Ernst & Young Fujitsu HCL KPMG Palladium Group Patni PricewaterhouseCoopers Sapient BI/PM Service Revenue$10M to $50M ISA Consulting Archstone Consulting Claraview, a division of Teradata L&T InfoTech MindTree 5% 65% 25% 6% 15% 95% 35% 75% 94% 85% 100 to 500 100 to 500 100 to 500 501 to 1,000 100 to 500 $10M to $50M $10M to $50M $10M to $50M $10M to $50M $10M to $50M $10M to $50M $10M to $50M $1B to $10B $100M to $500M $100M to $500M 70% 30% 40% 85% 40% 18% 60% 15% 30% 70% 60% 15% 60% 82% 40% 85% 100 to 500 100 to 500 1,001 to 2,500 100 to 500 100 to 500 1,001 to 2,500 100 to 500 100 to 500 $50M to $100M $50M to $100M $50M to $100M $50M to $100M $50M to $100M $50M to $100M $50M to $100M $50M to $100M More than $10B More than $10B $1B to $10B More than $10B $10M to $50M $500M to $1B More than $10B $500M to $1B 43% 35% 43% 40% 50% 57% 65% 57% 60% 50% 5,001 to 10,000 2,501 to 5,000 5,001 to 10,000 5,001 to 10,000 1,001 to 2,500 $250M to $500M $250M to $500M $250M to $500M $250M to $500M $100M to $250M $1B to $10B More than $10B $1B to $10B $1B to $10B $1B to $10B 40% 30% 40% 45% 5% 60% 70% 60% 55% 95% 10,000+ 2,501 to 5,000 1,001 to 2,500 5,001 to 10,000 10,000+ $500M to $1B $500M to $1B $500M to $1B $500M to $1B $500M to $1B More than $10B $1B to $10B More than $10B More than $10B $1B to $10B
company Accenture (including Avanade) Archstone Consulting Capgemini Claraview, a division of Teradata Cognizant Technology Solutions Deloitte Ernst & Young Fujitsu Genpact HCL Hewlett-Packard IBM Global Business Services Infosys ISA Consulting KPMG L&T InfoTech MindTree Palladium Group Patni PricewaterhouseCoopers Sapient Tata Consultancy Services Wipro
sas
Note: All BI/PM assets of ISVs are included in skilled head count numbers. For example, IBM Cognos includes BI, analytic infrastructure, analytic applications, dashboards/scorecards and PBF product capabilities.
pm programs require a blend of finance best practice knowledge and software product expertise
Initially, we planned to segment the written research into two Reports: one on BI service providers, the other for PM consultants. Not surprisingly, PM programs at reference companies were largely finance based. The more we interacted with providers and buyers, the more apparent it was that BI and PM capabilities are inexorably linked. It became nearly impossible to separate the discussions because PM implementations all contained a healthy dose of BI requirements. The 20% of companies that most valued business process/industry expertise reflected on their ongoing PM programs. They expected consultants would come equipped with rock-solid expertise in world-class financial performance management processesplanning, profitability, and management reporting capabilities were most commonly mentionedand know how to best configure software products to make best practice a reality. Several firms we spoke with were quite vocal about the need for good business skills as part of any PM project. An IT director for a European consumer products company that rolled out a global planning system said, You expect technical skills. But the business skills are the real differentiators. Without that expertise, he said the project would have come to a grinding halt. A VP of financial analysis at a U.S.-based telecommunications company considered consultants as advisors, not just implementers: You need a partner that knows the ropes, when to put their fist down in front of the steering committee when a bad decision is made. If you dont implement whats beneficial to the business, you are not doing it right. Although he added that the firm used stumbled a few times in this role, it eventually stepped up to the challenge. The CIO of a global media company discussing a large-scale PM program not rooted in finance cautioned that the buyer had to retain leadership and oversight because, Unless the program is truly well-designed, a hands-off approach wont work. While he would have liked to turn the program over to his selected service provider, he felt the company didnt have the expertise to deal with the program on its own.
Reputation is important
Interestingly, no buyer mentioned service firm methodology during reference calls as a key differentiator. While providers spend a lot of time talking about what makes them different from their competitors, reputation and experience rule the day. Service providers with a legacy of staff augmentation and managed service capabilities are likely boxed into a corner. They are viewed only as highly competent doers. A program manager at a high-tech company thought of her service provider in black-and-white terms: They are executors, not thinkers. And we are only willing to pay for executors. A CIO at a consumer products firm that had successfully used technical staff augmentation resources for years was unwilling to expand the engagement. He bluntly responded, Im just not willing to take the risk and give them formative consulting work. Maybe some time in the future ... just not now.
30% 65% 30% 25% 33% 40% 70% 30% 10% 40% 35% 40% 43% 40%
40%
10% 5%
40% 50%
21%
6% 10%
30% 55% 40% 40% 60% 45% 30% 90% 85% 15% 70% 60% 25% 60% 59% 22% 30% 65% 61% 25% 30% 5% 5% 20% 3% 5% 2% 14% 10% 20% 3% 2% 10% 5% 25% 5% 2% 1%
11% 30%
35%
Consulting
Managed services
BPO
100% 100% 100% 100% 92% 85% 75% 70% 65% 60% 55% 40% 40% 35% 35% 35% 35% 30% 30% 30% 25% 20% 15% Onshore 60% 60% 65% 65% 65% 65% 70% 70% 70% 75% 80% 85% 8% 15% 25% 30% 35% 40% 45%
O shore
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recommendations
Retain business governance in house. Client after client indicated that this was the key to project success. The program manager for a county school system was emphatic: Always have business people involved in the project. The operations executive VP at a retailer was even blunter: Im all for process quality, but sometimes you have to pull the trigger. Ive had to coach to know when enough is enough.
Set the ground rules clearly up front. When there are hiccups in program execution, its usually because there were issues left undefined at the outset. Be as clear and succinct as possible. Some companies recommend a rolling three-month renewal, meaning programs are justified at pre-defined checkpoints. This will provide ongoing clarity to all participants. Its also a two-way street: An engineer at an energy company pointed out, You have to set the initial expectations on both sides. Make sure you outline specific rules of engagement up front and get hoped-for conclusions ironed out. Leverage hired expertise to build a foundation for the future. For skills development or architectural direction, rely on your trusted service provider to assist you in establishing the right approach for long-term sustainability. The global BI manager at a consumer software company gave credit where it was due: Before, it was run and gun. But with the service providers help, weve evolved into a mature delivery organization. Let service provider relationships evolve naturally. You may start tactically and expand the relationship to a long-term partnership. Or you may decide each program is independent and separately bid. Organizations that have long-term relationships generally have evolved to a comfortable and cost-effective association. A program director for a branch of the military was very complimentary of her service provider journey. They have put their heart and soul into this effort. They were subcontractors at the beginning. Years later, they are now the directors. For another point of view, a program manager at a U.S. state government agency signed off on a turnkey system deployment that lasted three quarters. She praised her providers speed and business practices: In my 23 years administering lots of projects and contracts, this has been the best experience Ive had.
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Appendices
appendix a: How to use this report to build a service provider shortlist
AMR Research collected volumes of data based on a detailed RFI and in-depth briefings with service providers as well as interviews with references and our clients. Companies can use this Report to help build a list of potential service provider partners. This effort starts with four steps: 1. Determine type of service needed: BI/PM domain skills (see Figure 1) Mix of technical and functional skills required (see Table 1, columns 1 and 2) 2. Determine specific skills needed: Service capabilities (see Figure 2) BI/PM technologies supported (see Table 2) 3. Determine local and global delivery requirements: Global locations served (see Table 3) Global delivery capacity (see Figure 3) 4. Schedule an inquiry call with AMR Research analysts: To discuss program to further hone in on the right service partners to interview To better understand any additional factors and nuances that are best analyzed through inquiry Use Case 1: Designing and deploying an enterprise data warehouse A health insurance organization based in North America wants to use information gleaned from member diagnostic data to determine which treatments deliver the best clinical outcomes. In order to deploy a system for health analysts, it must first model an enterprise data warehouse with all available patient-based health data. The company has chosen Teradata for its warehouse technology and Informatica as its integration standard. It wants to engage a service provider with proven expertise in modeling and deploying a warehouse within its chosen architecture. Five service providers potentially fit these requirements: Accenture Claraview Cognizant Technology Solutions Infosys Tata Consultancy Services Use Case 2: Implementing a standard financial planning application globally A consumer products company based in Europe is preparing to roll out a business planning system to 50+ geographically dispersed business groups around the globe. There are two major phases to the project: business strategy and planning design, followed by implementation. The company has yet to select a software provider. At this time, the company has decided to search for a strategic partner to guide it through the decisions necessary to rethink how it currently plans. Once that step is done, they will select a software provider and put out the implementation to bid. Five service providers potentially fit these requirements for Phase 1: Deloitte Ernst & Young IBM Global Business Services KPMG PricewaterhouseCoopers
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Use Case 3: Establishing an integration competency center A global bank needs to centralize all integration skills into one competency center so it can reduce skills redundancy across the organization and provide a consistent and sustainable level of service for new and ongoing projects at a relatively modest cost. The institution has chosen IBMs InfoSphere products for the core of its integration strategy. Because the CIO knows programs ebb and flow, she decides she wants to pursue a managed service that can scale up or down easily depending on organizational demand. Shes had success with outsourcing before, but wants to make sure she chooses the right partner with proven capabilities. Although things are slower now, she expects mergers and acquisitions to play an important role in the banks growth, leading to peaks and valleys of demand. Five service providers potentially fit these requirements: Genpact HCL L&T InfoTech Patni Wipro Use Case 4: Implementing Hyperion for management reporting A $1B+ life sciences company headquartered in the U.S. mid-Atlantic region has made the decision to upgrade a management reporting system that is rooted in Oracles Hyperion products, implementing some new capabilities while upgrading other components.
The companys new controller has been tapped to lead this project because he managed a program at his last company, but it used a different technology foundation. He has a preference to work with a specialist firm as hes been successful with this model in the past, but he doesnt want to limit his options. Since hes new to the technology but well versed in life sciences, hes looking for someone who knows the Hyperion products well. Five service providers potentially fit these requirements: Archstone Consulting Cognizant Technology Solutions Deloitte ISA Consulting Palladium Group Use Case 5: Dashboards for the masses A European retailer plans to roll out a measurement system that calls for merchandising dashboards that track which SKUs are selling to specific buyer categories. While this is just the start, the COO and CFO both expect that dashboards will need to be deployed across the business regardless of functional area. The company has been a long-time user of SAP BusinessObjects BI and integration technologies, and wants to implement dashboards in the same vein. Five service providers potentially fit these requirements: Capgemini Fujitsu Hewlett-Packard Mindtree Sapient
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Notes
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research and advice that matter AMR Research is the No. 1 independent advisory firm serving supply chain, operations, and technology executives. Founded in 1986, AMR Research focuses on the intersection of business processes with value chain and enterprise technologies. We provide our clients in the consumer products, life sciences, manufacturing, retail, and technology sectors with subscription advisory services and expert-led Peer Forums. To learn more about our research and services, please visit www.amrresearch.com.
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