Accenture, IBM, NGA and NTT Data lead in SuccessFactors services

One of the most significant shifts towards As-a-Service delivery, in recent times, has been the investments in delivering comprehensive IT and business process services to support the enablement of leading SaaS platforms. With the gravy train of revenue the leading service providers have enjoyed from clunky on-premise ERP services, over the last 2+ decades, now slowing, the land-grab to manage the data, business transformation and integration elements of the leading SaaS platforms is hotter than ever.

To this end, we’re very excited to unveil the industry’s very first HfS Blueprint on SuccessFactors Services. With HfS Principal Analyst in SaaS services, Khalda De Souza, at the helm, this Blueprint builds on the direction we carved out in our Workday and Salesforce Blueprints in 2015.  So who better than Khalda to bring us up to date:

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Khalda, why have we undertaken an HfS Blueprint on the SuccessFactors Services market?


Blueprint author Khalda De Souza covers SaaS for HfS. (click for bio)

The SuccessFactors Blueprint continues our theme of looking at the markets for services around leading SaaS platforms, following on from our Workday and Salesforce Services Blueprints of the past 12 months. All of these markets are in high growth mode as enterprises seek flexible, user-friendly solutions to better manage their HR or CRM processes. The service providers included in our SuccessFactors Blueprint have experienced an average of 45% growth in SuccessFactors services last year and expect to see the same growth levels next year. Given that enterprises with SAP ERP in the back-office are more likely to select SuccessFactors for their cloud HR solution, the potential market is huge.

We also see snippets of the HfS Ideals of the As-a-Service Economy in the SuccessFactors service market. Clearly, enterprises are making the commitment to Write Off Legacy by moving to SuccessFactors and building new HR processes around the platform. Service providers are also driving Collaborative Engagements with flexible engagement methodologies and a key focus on desired business outcomes.

How does HfS define the SuccessFactors Services market?

HfS has defined a Value Chain of services that applies to all the SaaS platforms we cover. This includes the five components delivered by service providers to create value for enterprises: Plan, Implement, Manage, Operate and Optimize. For SuccessFactors services, Plan includes consulting services such as SuccessFactors business case development, compliance, security and governance services, as well as HR strategy and SuccessFactors-specific process and design services. Implement covers all the services and skills required for effective deployment, including but not limited to project management, testing, training and data migration services. Manage includes all ongoing integration and support services. Operate includes business processing outsourcing (BPO) services where they are delivered by the service provider around the enterprise’s SuccessFactors environment. Finally, Optimize services are intended to improve the impact of SuccessFactors solutions and may include: the assessment of new SuccessFactors releases and solutions and on-going HR strategy alignment.  
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Confusion-as-a-Service: The massive disconnect between vision and reality

“Our clients come back from conferences demanding they need an Automation and a Digital strategy, with no idea what they are”, said a senior partner in a Big 4 consultancy yesterday.

I have never known a time in the world of business when there is no much hype, confusion and unsettlement. Sadly, we are now living in a world where snippets of soundbites are so intensely shared across the variety media we use (I nearly said “omnichannel”) that our industry is completely dominated by hype, as opposed to reality.

Data from our recent As-a-Service study just shows how alarming this disconnect is… the C-Suite is just living on a different planet from the teams below them trying to keep their businesses functioning:

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“Cannibalization” is merely the C-Suite waking up to the realization they can spend less with their service providers

Let’s stop beating around the bush on this one – services providers (in most cases) make nice profit margins on their outsourcing deals. What’s happening is that supply is now outsripping demand – there are too many competitors vying for a pool of enterprise clients who want to decrease their external spend.  The “demand” is coming from the next layer down of clients (the proverbial “mid market”) which just don’t have the size and resources to warrant the attention of the top tier providers.  What’s more, the top tier of service providers is simply not structured to go after the mid-market – they can’t afford to – and are stuck circling the same legacy enterprises like vultures trying to find new ways to squeeze money out of them.

Terms like “Digital transformation” are being used as the new levers to encourage gullible C-Suite Read More »


Now for some proper #DesignThinking

One of the cleverest (and most subtle) pieces of branding you will ever see… but just think of the Design Thinking the branding agency applied to come up with this:

George Nespresso

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The mysterious HfS business model… revealed


So how do you build a business where not a lot of people understand how you make money and many assume you’re a not-for-profit that provides the industry with free research?

The answer is simple: flood the market with a daily dose of insight and have everyone feel part of what you are doing.  Make your information company open, social and collaborative; make everyone feel like they are a “client”, even when they are not. Make people want to spend time reading your stuff and also invite them to weigh in with their views and opinions.

Do you feel like a member of Facebook, or LinkedIn, even though you probably never gave them a dime?  Of course you do – and you probably don’t think too much about their business models… However, because we do get asked about ours’ frequently, we thought is high time to reveal the secret source of our business model… in all its naked glory:

  1. We make money selling premium research.

In case you haven’t noticed, we are producing over 30 awesome flagship Blueprint reports this year, each encapsulating an entire market, profiling and rating all the key service providers and defining the process value chain, the key trends and dynamics. That’s the core 30 services markets Read More »


There’s a whole generation with a new explanation… in San Francisco

Get ready! We’re Coming to San Francisco!

sf-email-headerYou may have heard we just announced our first-ever Working Summit for Buyers in San Francisco at the St. Regis Hotel May 26th – 27th. The summit’s theme—Vision 2020 for Intelligent Operations—brings together the IT and business process services industry’s brightest minds and stakeholders. Seats are limited and available at no cost to well-qualified senior buyers. So, if you are interested, pencil us in your calendar and apply for a seat now.

Unvarnished Discussion Sessions

  • The State of the As-a-Service Economy and Intelligent Operations: Is It Here?
  • Evolution or Revolution: What does the Future really Look Like?
  • The Current State of Intelligent Automation – what’s working and what’s not for buyers
  • Service Automation: Robots and the Future of Work
  • The Digitization of the Finance Function
  • Co-inventing for the As-a-Service Economy
  • Hiring for As-a-Service Skills and the Role HR must play in the As-a-Service Economy
  • The evolution of Omni-Channel for CRM: What is it really, and does is exist?
  • Analytics and Big Data in the As-a-Service Economy… what’s really coming next?
  • Getting ahead of Trust and Security in the As-a-Service Economy
  • The C-Suite Advisor – Buyer Face/Off
  • The C-Suite Service Provider Shootout


Featured Discussion Leaders

  • Mary Lacity, Curators’ Professor, University of Missouri
  • Lee Coulter, CEO Shared Services, Ascension Health
  • Allison Sagraves, Chief Data Officer, M&T Bank
  • Phil Fersht, CEO HfS Research
  • Carol Britton, CPO, Bank of New York Mellon
  • Charlie Aird, Global Leader, PwC Shared Services and Outsourcing advisory
  • Chip Wagner, CEO Alsbridge
  • Dave Brown, Global Lead, Shared Service & Outsourcing Advisory at KPMG
  • Dennis Howlett, Co-Founder, Diginomica
  • Dilip Vellodi, Chairman and CEO, Sutherland Global Services
  • Jay Desai, Senior Director, Enterprise Outsourcing, AbbVie
  • Gajen Kandiah, Executive Vice President and General Manager Cognizant Digital Works and Business Process Services
  • Harry Wallaesa, CEO, The W Group
  • Jesus Mantas, Head of Global Business Services, IBM
  • Joe Frampus, Partner, Avasant
  • Kevin McDonald, VP of BPO Governance, The E.W. Scripps Company
  • Leslie Willcocks, Professor, Workforce and Globalization, London School of Economics
  • Mark Voytek, Partner, Ernst and Young
  • Michael Corcoran, Head of Strategy, Accenture Operations
  • Pradip Khemani, Head of Global Business Services, Blue Shield of California
  • Scott Furlong, Partner, ISG
  • Shantanu Ghosh, SVP & Global Head – CFO & Transformation Services, Genpact
  • Srinidhi Rao, Head – Service Management and Process Excellence, Juniper Networks
  • Tony Filippone, Senior Vice President, Outsourcing Management, AXIS Capital
  • Robin Rasmussen, Partner, HR SSOA KPMG
  • Vishal Sikka, CEO Infosys
  • Wesley Bryan, Co-Founder, OneSource Virtual

Apply-Now-Button-EmailHfS Analysts

As usual, we’ll have a full contingent of HfS analysts on site to present the latest data and stimulate discussions. In San Francisco, we’ll have Phil Fersht, Charles Sutherland, Barbra McGann, Fred McClimans, Melissa O’Brien and Reetika Joshi.


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The jobs aren’t “going away” – they’ve already pretty much gone

Robo factoryOh boy – the amount of fantastical claims we are being spoon-fed by some experts in the market today is just getting a bit absurd:

The beauty of all these wild predictions is that few will remember who made them in a couple of years – or the fact they were made at all.  That’s the beauty of being an analyst/visionary in today’s market – you can make up any old fantastical crap and never be held accountable for it in the future.  (Not that I have ever been guilty of said behaviour…)

Most of these claims are moot, as most of these “jobs” have already been automated away, or moved offshore

Let’s dissect this quickly:

Rote B2B sales and customer service jobs have already gone away.  Forrester’s jaw-dropping prediction is a simple case of analysts predicting things that have already happened to create some headline noise. Most B2B transactional customer service tasks have already been automated, or at least offshored.  I’m sorry, but I can barely think of a single instance where I have spoken to a customer service rep, except some instances when I needed to make a large purchase, or I had an inquiry so unique, there was no way to automate it. And even when I do need to talk to someone, I often get scripted responses from some rep in India or the Philippines – my recent complaint Read More »


Mike Cook joins HfS to give HR a good roasting…

As many of you are no doubt aware, we’ve been on a rapid expansion at HfS these past few months, and one of our exciting new analyst additions is Mike Cook, who joins us from UK-based researcher NelsonHall, to cover the fastest-growing As-a-Service market… HR-as-a-Service (check out his recent work…).

So we managed to find some time to drag Mike away from his favorite pastime of skeet shooting to learn a little more about him, his research focus and why (on earth) he joined HfS…

Welcome, Mike! Can you share a little about your background and why you have chosen research as your career path?

Mike Cook is the Human Resource Services Research Director at HfS Research, shaping the firm’s research in a newly formed ”HR-as-a-Service” domain that helps enterprises re-imagine their HR and workforce management capabilities in the emerging As-a-Service Economy. (click for bio)

Hi Phil! Sure; in my younger days I was convinced a career in cycling was going to be my future, although after racing for a few smaller pro teams I soon realized my ambitions might outweigh my physical capabilities! So university called and I started off with a Bachelor of Commerce degree majoring in Economics and Econometrics at the University of Johannesburg, I then followed this up with a post grad degree in International Trade and Development Economics at the same institution. Following this I traveled extensively before starting as a junior analyst and working my way up to principal analyst at a BPO focused analyst firm. Following this I then moved into a buyer advisory role within this same company, assisting sourcing and procurement professionals in making key outsourcing decisions.

I think my inherent curiosity is what was the deciding factor in me pursuing a career in analysis. I can remember as a youngster, taking apart all of my toys to find out exactly how they work, (unfortunately not many of them got put back together!) and that’s exactly what I enjoy about this career. We get to pick apart an industry from a number of angles and really get to understand it, but then also relay these ideas and principles to our clients (Oh! Have I mentioned how much I enjoy talking??).

Welcome to HfS, Mike… so why did you choose to join HfS? And why now?

Well, Phil, HfS stands out from competing analyst firms in a number of ways, but primarily it is the company’s willingness to challenge the norm and stick its head above the parapet. This forward thinking approach is what really attracted me to join HfS. Also I believe that I am now at the right stage of my career to join HfS, in that I can now really contribute to the company’s vision and talent pool, given my prior experience on both the buyer and service provider side of the outsourcing equation. Read More »

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The Nasscom 2016 report: The era of unsettlement is upon us

Last week, the HfS Leadership team went all in on the 2016 NASSCOM Industry Leadership Forum (ILF) in Mumbai with 4 presentations and panels, dozens of meetings with industry leaders from providers and clients, multiple media interviews and local delivery center visits thrown in for good measure.  So myself and Charles Sutherland jotted down our thoughts as we fought off the lurking jet-lag demons on our way back to the States yesterday…

Troubled CatMost refreshing this time around, has been the toning down of the rhetoric and hype, as most of the providers tackle the winds of change threatening a worrying decline of growth in the global services industry.

From this year’s proceedings, we have taken to heart the near ubiquitous discussion of “Digital enablement and Disruption” to construct a sentiment analysis of where the stakeholders in ILF currently find themselves in their transition from a world of legacy operations to delivering what HfS has termed the “As-a-Service Economy”.

From enthused to unsettled, service providers sober up as reality sets in

In a word, we felt the sentiment of the ILF sessions in 2016 is best described as the global IT services industry being “unsettled”.   Last year, we saw the pervasive adoption of “Digital” as the driver of future growth for every service provider at ILF, with a different definition in every instance as to what it meant. The ILF sentiment in 2015 was “enthusiastic” in a word.   Over the the course of the past year, we believe most of the service providers are awakening to the degree of change necessary to move to a new model that delivers Digital value based on technical capable offerings, untethered to huge incremental headcount investments.

While seeing some early client successes, most smart service providers are also questioning whether each is as differentiated in their capability and messaging as they believed a year ago. It is becoming abundantly clear, as the industry wakes up to the reality of what is really needed to evolve to the As-a-Service economy, that the differentiation points between service providers has become blurred – and being able to demonstrate true distinctiveness and differentiation from each other has become a very difficult task.

If in 2015, every service provider at ILF wanted to brief HfS on the excellence of their Digital offerings, in 2016 the conversations were inquiries, seeking to test the efficacy of a service provider’s messaging against that of competitors and against buyer requirements and expectations.

Six Factors causing this “State of Unsettlement”

So what has caused this change to a State of Unsettlement, amongst the service provider community in just 12 months? In short, we believe it has been a mix of six factor factors, namely:

  1. A rise in global economic uncertainty, exacerbated by the instability of the Brazilian, Russian and Chinese economies, record oil price lows, a volatile and unpredictable stock market globally and the creeping threat of deflation;
  2. The rise of new “born in the cloud” competitors, such as: Aason, Bluewolf, Equiniti and OneSource Virtual which can offer significantly more cost effective solutions and different delivery models;
  3. The increasingly viral adoption of Intelligent Automation in service delivery;
  4. A recognition that Digital is not just a supplemental technology spend to the legacy business, but a fundamental change in how the underlying business model operates (for clients and for service providers);
  5. The increased relevance and disruptive competitiveness of nimble mid-sized service providers (IT and business process) that can scale up and down aggressively to win deals, based on client needs and their own intentions to invest in the future model, such as EXL, Genpact, Hexaware and Virtusa;
  6. Increasing engagement with mid-market clients, which frequently have requirements as complex as the high-end, but cannot spend anything like the same amounts. Many of these clients will form the FORTUNE 500 of the future and most traditional service providers are simply not equipped to take these clients on profitably with their current delivery models.

Read More »


And it’s all going to kick off at #Nasscom_ILF today!

We’re excited to speak at four sessions at Nasscom in Mumbai, culminating with our State of Industry session at 11.15 this morning. Come along and discuss what’s really going to hit us down the road…

No more legacy as HfS reels off the insights at the 2016 Nasscom India Leadership Forum

No more legacy as HfS reels off the insights at the 2016 Nasscom India Leadership Forum

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Accenture, WNS, TCS and Cognizant make the first Pharma BPO Winner’s Circle

The pharma industry has been in a state of constant flux for a very long time. I can recall intense discussions at the turn of the Millennium, when we debated how the industry could survive the demise of the blockbuster drug model amidst the rise of generics… yes it still prevails.

The quirkiest issue I have observed with pharma, over the years, is that their leading firms like to outsource all the high-value work, such as contract manufacturing, drug discovery and R&D, while keeping the back office stuff inhouse, namely IT, HR and F&A. Pharma has been the weird stepchild of outsourcing – moving out the core, while retaining the non-core.

Fortunately, we have Barbra McGann, our Executive Vice President, Business Operations Research, to lead the charge in researching our first-ever Blueprint Report on Pharmaceuticals Industry-Specific BPO to delve into how our leading pharma are behaving, and how the service providers are performing to attend to their needs.

So let’s ask Barbra to take few minutes to tell us about the report…

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Why produce this Blueprint report now, Barbra?

Barbra McGann is Executive Vice President, Business Operations Research (click for bio)

Barbra McGann is
Executive Vice President, Business Operations Research (click for bio)

There is some pretty spectacular and mind-boggling activity today in the pharmaceuticals industry, with the 3-D printing of pills, use of IBM Watson to cull through reams of data and help diagnose and personalize therapies, and edible devices that can transmit data and images. Behind the scenes, too, there are some significant changes underway that are also critical to helping this industry—enabling it to operate in a way that re-focuses on the patient, and helps pharmaceutical, biotechnology and medical technology companies shorten trial times and accelerate time to market, increase medical adherence, reduce risk, and manage compliance. This operations support, having taken shape over the past two decades as the Pharma BPO industry, is on its way now to the As-a-Service Economy—with service providers bringing together industry and operations experts, digital technology and new operating models to collaborate with willing service buyers.

Two of the significant ways that pharmaceuticals companies “touch” consumers are in the R&D process and through sales and marketing (aka commercial services). The pharma BPO market in this Blueprint covers clinical data management services, safety management services, regulatory affairs support, and related sales and marketing—all activities that we recognize are part of a highly regulated, complex market in the midst of global Read More »

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What type of employee are you?

Go on – dare you to be honest =)

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Derk Erbé energizes our energy coverage at HfS

Derk Erbé is Research Managing Director covering Digital Business Transformation and Energy, Utilities and Resource Industries for HfS (click for bio)

Derk Erbé is Research Managing Director covering Digital Business Transformation and Energy, Utilities and Resource Industries for HfS (click for bio)

You may have noticed we’ve been doing a little expansion at HfS recently… And a big part of this was building out our European presence and adding more industries to our research coverage.

One industry we’ve always been passionate about is energy, and how that sector is dealing with huge regulatory impact post the Paris Climate Agreement – where both energy providers need to rip up their operating models to survive, and enterprise energy consumers can take advantage of new sources of renewable energy to gain a competitive edge.

So who better than to hire an Amsterdam-based energy expert with a penchant for technology and research? So without further ado, let’s introduce you to our new Managing Director for Research, Derk Erbé…

Welcome, Derk! Can you share a little about your background and why you have chosen research as your career path?  

Thanks for the warm welcome. I’m very excited about joining HfS. I feel research, and the role of the industry analyst brings everything I experienced in my career and found to be critical together. I have been in the trenches of technology implementations, business transformations and operating Read More »

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Why 77% of the C-Suite really want provider-replacement therapy

TherapyRevisiting our As-a-Service study from late last year (click here to download your copy if you somehow missed it), we realized 10% of the respondents were in C-level positions.  So we thought it worth comparing the C-Suite’s views on what would significantly impact their firm’s As-a-Service journey, when compared to their middle-management layer:

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Provider-replacement therapy popular among three-quarters of the C-Suite.  A staggering 77% of leadership want to see their legacy service providers replaced, compared with only 27% of their middle management. This is because corporate leaders have reaped the labor arbitrage fruits from legacy outsourcing, and know their middle layer is getting fat-and-happy meeting their SLAs and performance metrics. Nothing will change without forcing the issue – the incumbent provider has Read More »


How Design Thinking could really help your brand strategy

This company may have its digital transformation strategy spot-on, but it could definitely benefit from some Design Thinking to maximize its brand opportunities and re-imagine its customer experience:

Digital Ham 

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IBM, Infosys, Accenture and Cognizant lead in the industry’s first Design Thinking Blueprint

Unprecedented pressure being applied to operations leaders to drive more value, without huge investment increases, is forging a dire need for the vast majority of service buyers and their providers to change how they work together.  The legacy model of “we pay, and you deliver for cheap and we don’t really want you getting involved with helping us do things better” has to change.  Otherwise, enterprise leadership will find new service partners and operations heads to take them forward.

The simple fact that 80% of services buyers simply aren’t engaging with their providers in a collaborative way, as revealed at last month’s buyers working summit in Harvard, emphasizes how critical it is to infuse the methods of Design Thinking into most of today’s flagging engagements:


So we set out on a unique Blueprint research exercise, led by myself (Phil Fersht) and supported by HfS analyst Hema Santosh, where we interviewed a host of enterprise clients on their experiences with Design Thinking exercises with their service providers, using our new Blueprint Methodology to assess their innovation and execution performances.  Many of these clients were not the usual rose-tinted reference clients heavily wined and dined by the providers – they were from the HfS buyer community, who could give us an unvarnished, honest appraisal of their Design Thinking exploits.

We focused on those leading service providers, currently involved with Design Thinking as a key component of their As-a-Service delivery model.  While we acknowledge there are many design boutiques and consultancies out there, we specifically focused this Blueprint on the capabilities of the leading outsourcing service providers.

And this is how the emerging service provider landscape is taking shape:

Design Thinking Blueprint

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Phil, why is Design Thinking so relevant to the future of outsourcing?

Most of the outsourcing industry is still trying to figure out what’s possible beyond doing labor arbitrage really well – because that’s what we do. Sorry, but there I said it – we officially have an identity crisis.

We’re trying to forge a new identity for ourselves and re-imagine what our careers, our services and our platforms could be like if we only figured out how we can define, prioritize and realize business outcomes that are valuable, as opposed to merely keeping the same old factory ticking over at the lowest possible cost.

Digital technologies, robotics software, analytics tools, BPaaS platforms and artificial intelligence can only be effective and impactful once enterprises have re-designed their processes in a way that drives them towards their desired business outcomes. This has always been the case with (now legacy) ERP implementations, where thousands of clients have blown billions of dollars on enterprise software they simply never could mold effectively to their businesses. They weren’t finding problems to solve, they were creating new ones they didn’t need in the first place. 
Read More »


Situational awareness, good manners and the ability to communicate are the keys to success

Following on from our recent discussion on Social Intelligence, I drew some real inspiration from this recent speech from Bollywood actor R. Madhavan, who touches on three critical elements for success (combined with your sheer determination to succeed and to seize opportunities):

  1. Situational Awareness: Being completely aware of everything that is going on around you at all times;
  2. Good Manners: Being courteous and pleasant at all times really helps makes the most out of opportunities when they come along;
  3. Strong Communication: Being able to express your desires, capabilities and determination to be successful will help you maximize opportunities when they come knocking.

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Download the industry’s updated Robotic Process Automation maturity model

In November 2014, we released the industry’s Maturity Model for Robotic Process Automation deployments. The model provided a guide for what service providers and enterprise clients must do to become proficient and scaled in achieving the efficiency and cost benefits that this technology can provide in business processes and IT delivery.

Author of the RPA Maturity Model, Charles Sutherland, is Chief Research Officer at HfS (Click for bio)

Author of the RPA Maturity Model, Charles Sutherland, is Chief Research Officer at HfS (Click for bio)

Now Charles Sutherland has updated the RPA Maturity Model and has created a service provider-specific version. Soon he’ll publish a version specific to the enterprise environment as to highlight the differences but also to recognize some of the commonalities in strategy and operations between the two as well.

Download and read the new RPA Maturity Model. Now

The RPA Maturity Model is designed around two different components.  The first component is comprised of 17 elements, each of which covers different aspects of RPA strategy or RPA operations that have come out of the dozens and dozens of discussions, briefings and site visits over the last 3 years.  The second component is the levels of RPA Maturity that can be used to assess comparative states of RPA maturity across the Elements.

There are now four Levels of RPA Maturity, three of which are uniquely defined based on the requirements of each of service providers and enterprises and one of which is a shared Level for the integration of RPA between service providers and enterprises across the same business and IT processes.

So, have at it. And let us know what you think.


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Three very handsome CEOs take on three advisors… only on HfS


Genpact makes a stealthy move up the procurement-as-a-service value chain with integration of SSE

Charles Sutherland is Chief Research Officer for HfS. (click for bio)

Charles Sutherland is Chief Research Officer for HfS. (click for bio)

Amidst all the feverish talk of acquisitions and divestitures in the services industry of late, spare a thought for one dynamic service provider focusing its growth the organic way:  Genpact.  The business process service giant has been stealthily hiring talent left right and center in recent times – mainly from its competitors – as it sharpens its focus on operations services in the finance, procurement and supply chain business services markets.

And we’re impressed with its latest deal – the absorption of respected procurement consulting firm Strategic Sourcing Excellence (SSE), which propels Genpact’s procurement-as-a-service capability to the forefront of the market – at a time when procurement BPO decisions are increasingly being made by the CFO, which is where Genpact rules the roost.  Hence a timely move and a smart play to really get to grips on this market.  So who better than our own procurement guru, Charles Sutherland, to take a closer look at this integrative move and its impact on the global procurement-as-a-service market space…

Movin’ On Up In Procurement Outsourcing

In June of 2015, we published our HfS Blueprint on Procurement As-a-Service which the continued evolution of this market around end to end and modular solutions enabled by cloud technologies and supported by ever deeper category management expertise.   At that time, we placed Genpact as one of our “High Performers” with strengths in transactional procurement, process automation, geographic reach and a focus on continuous improvement. But we also felt that by comparison to the market leader Accenture, Genpact still had to further develop capabilities in category management, market intelligence and transformational procurement consulting to challenge for a leading position across the entire market.

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We thought that Genpact would likely combine an inorganic acquisition strategy with organic activities such as the aggressive recruitment of category managers and rolling out new technology investment to make a push to move into our Procurement “Winner’s Circle” in 2016. And while we Read More »

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HfS announces expansion plans for 2016 across our analyst and commercial operations

Click to access press release

Click to access press release

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