Zinnov Zones For Digital Technology Services Media 160408053752

Zinnov Zones for Digital
This report is solely for the use of Zinnov Client and Zinnov Personnel. No Part of it may be quoted, circulated or reproduced
for distribution outside the client organization without prior written approval from Zinnov.
*Zinnovs Global Service Provider Ratings have been rebranded to Zinnov Zones
Agenda
Market Landscape Enterprise
Digital Transformation
Digital Journey of Enterprises
Evolution of Service Provider

Landscape
Zinnov Zones Ratings for Digital
A view on IT investments by enterprises..
Creating an infrastructure
to provide access to
business information and
manage/run business
applications
Traditional IT
Operating System
Enterprise Application Suites
Security Infrastructure
Hardware Support
Network Support
Source: Zinnov Analysis
Evolution of legacy IT
infrastructure, including
both hardware & software,
to align with changing
business requirements
IT Modernisation
Virtualisation and Cloud based

infrastructure
Social Media Applications
Mobile enterprise application
suites
Relational databases and
Analytics, BI applications
Identity management
Investments in enabling
technologies to support
digital use cases and
execute data driven
business processes
Finding newer possibilities

to maximize the customer
experiences and
operational efficiencies
Enterprise Digital
Transformation
Digital Enablement
Service Oriented Enterprise
Architecture
Advanced analytics led enterprise
applications
Big Data Infrastructure
Omni-channel Commerce
Platforms
Digital Marketing Platforms
IoT platforms
Sensors and Beacons technology4
Application Program Interface
Data Lakes
High Performance computing
architecture
Data driven UX Designing

Digital Manufacturing
Artificial Intelligence
Predictive Analytics
Natural Language Interaction
Image Recognition
Robotic Process Automation
Robo-advisors
Near Field Communication
Cryptocurrency
Wearable technologies
Connected ecosystems
Virtual and Augmented Reality
EDT market is estimated to be worth $29 Bn globally and is growing

at over 30% per annum in times of otherwise stagnating IT spend
Global Digital Market Spending and Growth ($ Bn)

Enterprise Digital
Transformation
Spending
136
Enterprise Digital
Transformation
Spending
29
%
36
<
7
<1
227
%
<14
1635
<1%
2015
Source: Zinnov Research
BFSI, manufacturing and

Retail currently constitute
nearly 50% of the overall
market for EDT
845
445
Enterprise Digital Transformation
490
Nearly 40% of the overall

spend is around use cases
pertaining to customer
targeting and engagement
1692
2020
Digital Enablement
IT Modernization
Enterprise digital
transformation spending
forms ~11% of the overall
digital market, rest being
constituted by expenditure
towards digital enablement
Traditional IT
~$29 Bn EDT market currently drives ~$2 Bn

worth of spend with digital service providers
Enterprise Digital
Transformation Spending
2015
Share of
Services
in
Spending
USD
Services
Consumed
Via Digital
Service
Providers
Share of
Indian
Service
Providers
15
USD
USD
Digital Enablement Spending
2020
Bn
Bn
USD
USD
69
10
2015
Bn
Bn
300-320 Mn
USD 1.4-1.5 Bn
USD
115
USD
USD
2020
15
Bn
USD
Bn
2.3-2.5
250
USD
Bn USD
37
Bn
Bn
6-7.5 Bn
20% realization of the

total addressable
Enterprise Digital
transformation
services market of $70
Bn; 30% realization
expected by 2020
80% expenditure of
services being made
in-house, in addition to
a small share of global
in-house centers
Indian SPs account for
~15% of the services
opportunity currently
NA and Europe are the largest contributors to global digital

spending; Asian market to become the 2 nd largest by 2020
Split of EDT Spend by Geographies
High Concentration of large enterprises

Availability of Top Digital Talent
Large number of Tech Start-ups
High Cost of Digital Talent
High government focus on digital

Availability of Top Digital Talent
High Cost of Digital Talent

Low Economic Growth
Unstable political condition
High IT spending growth

Low cost talent Availability
Major Offshoring and Outsourcing hotspots
Rapid Economic growth
Scarcity of Top Talent

33
68
Europe
38
%
North
America
Manufacturing,
Telecom, Insurance
14
Banking, Retail, HiTech and Healthcare
9
2015.0
1.7
South
America
Middle East &

Africa
Low Economic Growth

Unstable US government
Low share of large enterprises
43
%
2020.0
Australia
Services, Banking
and Insurance
0.3
Oil and Gas, Mining and

Agriculture
Utilities, Oil and

Gas and Banking
Low cost talent availability
Near Shore Advantage w.r.t US geo
Manufacturing,
Services, Oil & Gas
1.7
0.6
Asia
30
29
%
Start-up hubs, such as Israel

Near shore advantage w.r.t. European
Customers
Geo-political instability
0.6
2015.0
1.5
2020.0
Availability of Top talent

Government focus on digital transformation
Low economic growth

High cost of Digital Talent
Agenda

Landscape
Top global enterprises are leading adoption of Digital Transformation

initiatives with Forbes 500 companies accounting for 40% of spending
Total Digital Spend contribution from Forbes
Global 500 - 2015
$ 102
Billion
Forbes 500 Digital Spend Contribution Breakup

45%
Forbes
Others;
60%
500 companies; 40%
18%
15%
11%
10%
Spend in USD Billions
Share of Forbes 500

Companies in Global
Digital Spend
0.00%
0-100
100
101-200
200
201-300
300
301-400
400
401-500
50
0
Global Forbes 500 companies by decreasing order of digital spend

High
Disruption
Medium
Disruption
BFSI
Personal Financial Advisors
Fraud Detection
Internal Threat Detection
Banking Customer Sentiment Analysis
Crowdfunding
P2P Lending
Cryptocurrency
Payment Wallets
Usage based insurance
Insurance Gamification
BFSI
Retail
Media and Entertainment
Data Driven Marketing
Social Media Analytics
Digital Infotainment Solutions
Retail
Automated Warehouse Management
Mobile POS
Personalized marketing
Robotic Sales agents
Customer Churn Analytics
Drone based Delivery
Immersive Virtual Reality

Connected TV
Programmatic Advertising
Online platforms for Aggregated Content
Manufacturi
ng
Travel &
Hospitality
Additive Manufacturing
Predictive Maintenance
Travel and Hospitality
Connected hotels
Predictive Pricing
Personalized marketing campaigns
In-flight VR entertainment
Education
Healthcare
Utilities
Timeline
Virtual Shops
Retail 3D printing
Ecommerce/Aggregators
Manufacturing
Connected factories
Robotic Workers
Advanced SCM Analytics
Demand Prediction
Virtual Prototyping
Media &
Entertainment
Telecom
Low Digital
Disruption
Stage of Digital Disruption
Disruptive impact of digital technologies and new entrants

has been the highest on BFSI and retail industries
Low Digital Spend
Alternative Lodging Platforms

Aggregated Hospitality & Event platforms
Travel and Hospitality Aggregators
Digital led Business

Enhancements
Business Disruptions
Medium Digital
Spend
High Digital
Spend
Enterprises are rapidly evolving on three key fronts

in order to transform themselves digitally (1/3)
1.
Technology ownership moving beyond the CIO

and CTO
Investments by BUs into digital technology
uptake
ORGANIZATIONAL
READINESS
Technology ownership and budgets

moving beyond CIO & CTO
Stakeholders Within Large enterprises with Leadership role in Digital Transformation Initiatives
Enterprises are increasingly appointing

Chief Digital Officers to own and
implement digital charter for the
organization
APPOINTMENT of Chief Digital Offi cers (CDO) in Large Enterprises globally (2012- 2015)
5%
CIO and CTO
Lead
Technology
Uptake in
Pre Digital
Era
Focus on running the
shop (Support &
Maintenance)
R:
G
A
C
%
>90
13%
25%
28%
30%
40%
New role being

introduced into
Organizations
60%
1600
800
220
380
Digital transformation ownership extending beyond CIO/CTO office has

shifted focus from running the shop to driving significant business
benefit
10

2.
DIGITAL
INVESTMENT
S
Set up digital innovation labs and CoEs

Investments into hiring of relevant digital talent
Enterprises across industries are setting

up digital labs to foster innovation and
implement technology
Se t up of digit al labs by Lar ge Ent e r pris e s
6x growth
in 2 years
Despite growth in digital talent,

availability remains low
Enterprises continue to focus on
acquisition and nurturing of talent to
support digital objectives
Global Availabilit y of digit al Talent (000)
65
750
1150
77%
Enterprises
feel that
the talent crunch is
the biggest
impediment to going
digital
50%
34
Estimated shortage of
Data Scientist
professionals globally
in 2015
11
Talent Type
Availability
Hiring Focus
Data Scientist
Key Focus Areas of Digital Labs

ROBOTICS, IoT, ADVANCED ANALYTICS, DESIGN AND EXPERIENCE, BIG
DATA, CYBER SECURITY, COGNITIVE COMPUTING, WEARABLES,
VIRTUAL REALITY
UI/UX Consultant
Domain Experts
Integration Architects
11

3.
ECOSYSTEM
LEVERAGE
Partnerships with startups for adoption of digital

technologies
Association with universities with focus on digital
Enterprise are leveraging the exploding

digital start-up ecosystem for adoption of
digital technologies
G r o w t h i n n u mb e r o f d i g i t a l s t a r t - u p s
407
R:
CAG
%
>25
Top Global Academic Institutes
41%
Executives
Executives
from
from large
large
enterprises
enterprises
believe
believe that
that
small
small
businesses
businesses will
will
support
growth
support growth
in
in a
a
partnership
partnership
203
59
12
Universities with high focus on research in

digital technologies are being partnered
by enterprises
Massachusetts Institute of
Technology
University of Cambridge
Imperial College London
Harvard University
University of Oxford
Design
&
Experie
nce
Enhancement of webbased customer

engagement
Use of AI, Wearables

etc. to improve worker
safety
Source: Zinnov Analysis, Start up data from Mattermark
Contextual Knowledge
Management
Internet
of
Things
Cogniti
Robotic
ve
s
Comput
ing
University College London
Stanford University
California Institute of
Technology
Passenger focused big

data
Princeton University
In-store Robotic
Assistants for
Customers
Big
Data &
Analytic
s
Yale
University
Autonomous
vehicle
technology
Wearable robots
and ML applications
12
Agenda

Landscape
Application engineering, and data management and analytics service

offerings account for ~70% of service providers digital revenue
Digital
Application
Engineering
Digital
SMAC
Applicatio
ns
Robotics
and
Automatio
n
Data
Management &
Analytics Services
Mobile/
Web Apps
Dev
Data
Architectu
re
ETL, Data
Curation
Cognitive
Solutions
BI & Data
Visualizati
on
Advanced
Analytics
Digital Platform
Integration
API
Manageme
nt
Solutions
Integratio
n
Horizontal
Platform
orchestration
Digital Consulting
& Transformation
Services
Design &
Experience
Services
Customer
Experience
Mapping
Customer Maturity
Assessment
Digital Road
map
definition
Use Case
Prioritizati
on
Design on
new forms
U/UX
Developme
nt
Share of Clients*
(2015)
Share of Digital Services by

Service Lines (2015)
31%
8% 4%
17%
38%
33%

*Figures do not add up to 100% due to overlap among clients across service lines
Digital Application
Engineering
Data Management &
Analytics
Digital Platform
Integration
Digital Consulting Services
Design and Experience
Services
27%
23%
20%
16%
14
Service Providers need to differentiate across five key

aspects in order to become leaders in the digital age
1
Focus on
Digital Talent
Service
Providers must
Hiring
Creation of
Digital
Re-usable
IPs such as
Assets
Leveraging
Digital
Service
Providers should
Ecosystem
undertake initiatives to
upskill internal workforce and
hire top talent from to build
an able digital workforce
products and accelerators

along with a robust lab
network is essential for SPs
to differentiate themselves in
market
enhance their digital

capabilities by partnering
important stakeholders such
as start ups and universities
Six Key Digital Talent

INTEGRATIO
DATA Categories
Advantages of Digital
Labs
Three Stages of SP
collaboration with startup
ecosystem:
SCIENTIST
N
DOMAIN
ARCHITECT
APPLICATIO
EXPERT
UX
N
15-20%
CONSULTANT Approx.
ARCHITECT
higher
experience
in
DEVOPS
digital workforce vs.
ANALYST
17
%
35
%
20
%
IT/ITeS
Higher lateral hiring
by Digital SPs as
compared to IT
Service Providers
Higher median
compensation of
Digital employees
against IT
Building cross-technology
solutions through inter-BU
Explore and Engage
collaboration
Partner
Development Of IPs
Invest and Acquire
Collaboration with ecosystem
Service Providers
Few SP partnerships
have Design and UX
with universities
focus in their digital
labs
Key areas of collaboration
Of IPs (both
include:
Solutions &
Advanced Analytics |Mind
Accelerators) built
Controlled Robots |Cyber
by
security | Smart city tech |
SPs serve BFSI
IoT | Computer Vision |
clients
70
%
28
%
Design
Agile/DevOps
Agile/DevOps
development
Development
Work on newage delivery

Enterprises
are demanding
models
methodologies help SPs

deliver high quality of
services in a smaller time
frame and reasonable costs
70
%
Multiple GTM Models

being explored by
service providers
Growth in demand
for DevOps skills
over last year
Need for Dev-ops and

Agile
30
X
50
X
22
%
new age delivery models

such revenue sharing, riskreward sharing models
forcing SPs to execute on
these
Increase in speed
of deployment
Reduction in
software failures
Increase in
revenue for clients
Consulting partner Led

Customer as a channel
Delivery team led
3-in-a-box/4-in-a-box model
Digital as a separate P&L
1%
of revenue made through

outcome based contracts
Expected to grow rapidly as

services mature
15
Existing capabilities of Product Engineering Service Providers

provide them a head start in digital services market
Key Advantages of a Product Engineering Vendor Over Incumbent IT Services Vendor
PES vendors have traditionally

engaged with both startup and
university ecosystem to augment
their research capabilities
Ecosystem
Connects
Digital
Stakeholde
r Connects
Deep connects with engineering

organizations, CTO & BUs as compared
to IT services firms who have traditionally
restricted their engagement to CIOs
Design
Thinking &
Agile
PES vendors were early

movers in Agile, Scrum,
DevOps and Design
Thinking fields
D
New Age
Talent
Customer
Engageme
nt Focus
Zinnov estimates >$100 Bn

spend by 2020 on UI/ UX
capabilities, API management &
application factories, all strong
suits of traditional PES vendors
PRODUCT
ENGINEERING
VENDORS
ADVANTAGES
>10% of global digital spend will

be on new products & services, which
is the prime focus of PES vendors
New
Products &
Services
PES vendors employ a large

proportion of new technologies
and research focussed talent,
which is not the case for traditional IT
services firms
16
Agenda

Landscape
Zinnov Zones for Digital Analysis Framework
Nurture Zone
Breakout Zone
1 Digital Prowess
Execution Zone
Scalability
Leadership Zone
Scalabili
ty
Scale
Scale of
of Digital
Digital Business
Business
Positioning reflects
the scores on Digital
Prowess and
Scalability
Digital
Digital Clientele
Clientele
Product
Product Engineering
Engineering
Experience
Experience
Digital Prowess
Services Spread, Ecosystem Leverage, Digital Workforce, Digital Assets, Engagement Models
Services
Services
Spread
Spread
Ecosyste
Ecosyste
m
m
Leverage
Leverage
Digital
Digital
Workforc
Workforc
e
e
Digital
Digital
Assets
Assets
Engagem
Engagem
ent
ent
Models
Models
Scalability
Scale of Digital Business, Product Engineering Experience, Digital Clientele
Zinnov has evaluated participating service providers on two key

areas basis which they were plotted on a 2-dimensional matrix
18
Digital Prowess Parameters explained

Scalability
has further been broken down into three key parameters

as mentioned below-
Cumulative Score on the Scalability parameters defines the vertical

position of Service Providers within the framework
Scale of Digital Business
Total Digital Revenue and Headcount across digital technology service lines | Geographic spread of revenue across key hubs of digital
services demand
Digital Clientele
Width of digital client portfolio | Existence of large marque clients and a higher number of large value accounts within the digital
clientele
Product Engineering
Experience
Revenue and headcount in product engineering services, thus signifying intensity of PES experience (critical for scaling up digital
business due to expertise across product development, design and R&D)
Digital Prowess
is further constituted of five key parameters:
Cumulative Score on the Digital Prowess parameters defines the

horizontal position of Service Providers within the framework
Capability of delivering end to end services across the five key domains of digital technology services, namely a) Consulting b) Design
and Experience c) Application Engineering, 4) Platform Integration & 5) Data Management and Analytics
Services Spread
Ecosystem Leverage
Digital Workforce
Digital Assets
Focus on creation of Digital Labs and Centres of Excellence, Intellectual Property (IPs), products, accelerators, tools and frameworks
across digital technology areas
Engagement Models
Ability to deliver across all types of engagement models including T&M, Fixed Price and Outcome based models, thus catering to digital
native customers | Execution of projects on agile practices
Leveraging digital ecosystem through acquisitions or partnerships with niche technology start-ups and prominent digital technology
platforms | Strong connects with leading universities and academic institutes having focus on research in digital technologies| Relevant
acquisitions in the digital space
Availability of digital skills such as Domain Experts, Data Scientists, UI/UX Consultants & Solution architects | High proportion of lateral
hires and best in class fresh talent | Certifications & Trainings in digital platforms & technologies | Proportion of workforce with PhD |
Avg. experience of Digital Workforce
The cumulative score of enterprises based on the Digital Prowess axis is used for classifying the service providers on one of
the
Nurture Zone
Zinnov Zones belowBreakout Zone
Execution Zone
Leadership Zone
19

Overall Ratings
Scalability
Scale of Digital Business, Product Engineering Experience, Digital Clientele
High
Nurture Zone
Breakout Zone
Execution Zone
Leadership Zone
EPAM
Tech
Mahindra
IGATE
*
Pacter
a
Hexawa
re
Ascendu
m
Mindtree
Synte
l
GlobalLogi
c
Luxo
ft
L&T
Infotech
Infoga
in
Persistent
Systems
Ness Software
Engineering
Services
Happies
t Minds
Innominds
Low
*IGATE was acquired by Capgemini. Current
Digital Prowess
positioning does not include Capgeminig details
Services Spread, Ecosystem Leverage, Digital Workforce, Digital Assets, Engagement Models
Source: Data shared by participant companies, Zinnov Research
and is based on IGATE data only
20
Ratings across 5 service lines:

Digital Consulting and
Transformation Services
1
.
2
.
Design & Experience Services

3
.
Digital Application Engineering

Services
4
.
Digital Platform Integration

Services
5
.
Data Management & Analytics

Services Provider

Digital Consulting and Transformation Services Ratings
Scalability
Scale of Consulting Business, Product Engineering Experience, Clientele
High
Nurture Zone
Breakout Zone
Execution Zone
Leadership Zone
Tech
Mahindra
Mindtree
EPAM
IGATE*
Infoga
in
Hexawa
re
Pacter
a
Synte
l
GlobalLogi
c
L&T
Infotech
Ness Software
Engineering
Services
Persistent
Systems
Luxo
ft
Happies
t Minds
Innominds
Low
Digital Prowess
Vertical Spread, Ecosystem Leverage, Consulting Workforce, Digital Assets, Engagement Modelspositioning does not include Capgemini details and
is based on IGATE data only
22

Design & Experience Services Ratings
High
Scalability
Scale of D&E Business, Product Engineering Experience, Clientele
Nurture Zone
Breakout Zone
Execution Zone
Leadership Zone
EPAM
Persistent
Systems
IGATE*
Mindtree
GlobalLogi
c
Tech
Mahindra
Synte
l
Pacter
a
L&T
Infotech
Hexawa
re
Ness Software
Engineering
Services
Luxo
ft
Infoga
in
Happiest
Minds
Innominds
Low
Digital Prowess
positioning does not include Capgemini details and
Design & Experience Services Spread, Ecosystem Leverage, Design Workforce, Digital Assets, Engagement Models
23

Digital Application Engineering Services Ratings
Scalability
Scale of App Engg. Business, Product Engineering Experience, Clientele
High
Nurture Zone
Breakout Zone
Execution Zone
Leadership Zone
EPAM
GlobalLogi
c
IGATE*
L&T
Infotech
Synte
l
Ascendu
m
Happies
t Minds
Hexawa
re
Pacter
a
Infoga
in
Luxo
ft
Ness Software
Engineering
Services
Tech
Mahindra
Persistent
Systems
Mindtree
Innominds
Low
Digital Prowess
App. Eng. Services Spread, Ecosystem Leverage, App. Development Workforce, Digital Assets, Engagement Models
24

Digital Platform Integration Services Ratings
Scalability
Scale of Platform Integration Business, Product Engineering Experience, Clientele
High
Nurture Zone
Breakout Zone
Execution Zone
Leadership Zone
EPAM
Mindtree
IGATE*
Pacter
a
Synte
l
Tech
Mahindra
Hexawa
re
Infoga
in
L&T
Infotech
Persistent
Systems
Ness Software
Engineering
Services
Luxo
ft
Happies
t Minds
Innominds
Low
Digital Prowess
Platform Integration Services Spread, Ecosystem Leverage, Integration Workforce, Digital Assets, Engagement Models
25
Scalability
Scale of Data Mgmt. & Analytics Business, Product Engineering Experience, Clientele

Data Management & Analytics Services Provider Ratings
High
Nurture Zone
Breakout Zone
Execution Zone
Leadership Zone
Tech
Mahindra
IGATE*
EPAM
Mindtree
Pacter
a
Hexawa
re
Persistent
Systems
Synte
l
Luxo
Ness Software ft
Engineering
Happies
Services
t Minds
L&T
Infotech
GlobalLogi
c
Infoga
in
Innominds
Low
Digital Prowess
positioning
Data Management & Analytics Services Spread, Ecosystem Leverage, Analytics Workforce, Digital Assets, Engagement
Models does not include Capgemini details and
26
California Office
3080 Olcott Street
Suite A125,
Santa Clara, CA 95054
Phone: +408-716-8432
Bangalore
69 "Prathiba Complex",
4th 'A' Cross,
Koramangala 5th Block,
Bangalore-560 095.
Phone: +91-8041127925/6
Gurgaon Office:
First Floor,
Plot no. 131, Sector 44,
Gurgaon-122002,
Phone: +91 124 4420100
Thank You
Singapore
Level 42, Suntec Tower
Three
8 Temasek Boulevard
Singapore 038988
Phone:+65 6829 2123
Texas
21, Waterway Ave
Suite 300
The Woodlands
TX-77380 USA
Phone:+1-281-362-2773
Beijing
Meilifang Tower 4,
Entrance 4, 10/F #1003,
11 Beiyuan Shuangying
Road,
Chaoyang District, Beijing
China 100012

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Zinnov Zones for Digital

Digital Journey of Enterprises

Evolution of Service Provider

Zinnov Zones Ratings for Digital

A view on IT investments by enterprises..

Virtualisation and Cloud based

Finding newer possibilities

Data driven UX Designing

EDT market is estimated to be worth $29 Bn globally and is growing

Global Digital Market Spending and Growth ($ Bn)

Source: Zinnov Research

BFSI, manufacturing and

Enterprise Digital Transformation

Nearly 40% of the overall

~$29 Bn EDT market currently drives ~$2 Bn

Source: Zinnov Analysis

Digital Enablement Spending

20% realization of the

NA and Europe are the largest contributors to global digital

Split of EDT Spend by Geographies

High Concentration of large enterprises

High Cost of Digital Talent

High government focus on digital

High Cost of Digital Talent

High IT spending growth

Scarcity of Top Talent

Banking, Retail, HiTech and Healthcare

Middle East &

Low Economic Growth

Source: Zinnov Analysis

Oil and Gas, Mining and

Utilities, Oil and

Start-up hubs, such as Israel

Availability of Top talent

Low economic growth

Digital Journey of Enterprises

Evolution of Service Provider

Zinnov Zones Ratings for Digital

Top global enterprises are leading adoption of Digital Transformation

Forbes 500 Digital Spend Contribution Breakup

500 companies; 40%

Spend in USD Billions

Share of Forbes 500

Global Forbes 500 companies by decreasing order of digital spend

Personal Financial Advisors

Internal Threat Detection

Banking Customer Sentiment Analysis

Media and Entertainment

Data Driven Marketing

Social Media Analytics

Digital Infotainment Solutions

Automated Warehouse Management

Robotic Sales agents

Customer Churn Analytics

Drone based Delivery

Immersive Virtual Reality

Travel and Hospitality

Personalized marketing campaigns

Advanced SCM Analytics

Stage of Digital Disruption

Disruptive impact of digital technologies and new entrants

Low Digital Spend

Alternative Lodging Platforms